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; ; 1992-1993 Operating Budget & CIP; 1992-07-01
Carlsbad Community Garden City of Carlsbad, California OPERATING AND CAPITAL BUDGET 1992-93 CITY OF CARLSBAD : 1992-93 OPERATING BUDGET AND • CAPITAL IMPROVEMENT PROGRAM 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 FINANCE DIRECTOR LISA HILDABRAND, C.P.A. CITY OF CARLSBAD, CALIFORNIA 1992-93 BUDGET TABLE OF CONTENTS BUDGET OVERVIEW City Manager's Letter 1 Origination Chart 10 Carlsbad Community Profile 11 Projected Fund Balances for 1991-92 12 Projected Fund Balances for 1992-93 14 Budget Expenditure Schedule 16 Revenue Estimates for 1992-93 20 Personnel Allocations 27 Graphics 37 Gann Appropriations Limit 42 Debt Management Issues 44 How the Budget is Organized 45 OPERATING BUDGET DETAIL General Government City Council 48 City Manager 49 Public Information 50 City Clerk 51 City Attorney 52 Finance 53 Cash Management 54 Audit 55 Purchasing 56 Human Resources 57 Health Insurance 58 Research 59 Information Systems 60 Data Processing 62 Risk Management 63 Worker's Compensation 64 General Liability 65 Miscellaneous Non-Departmental 66 Public Safety Police Department Summary 68 Administration 69 Operations 70 Investigations 71 TABLE OF CONTENTS Page Two Public Safety (continued") Vice/Narcotics 72 Technical Services 73 Juvenile Diversion 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 86 Geographic Information System 87 Historic Preservation 88 Engineering Department 89 Planning Commission 91 Land Use Planning 92 Growth Management 93 Building Inspection 94 Culture and Recreation Library Department Summary 96 Administration 97 Circulation 98 Reference Services 99 Genealogy/Local History 100 Children's Services 101 Technical Services 102 Collection Development & Acquisitions 103 Media Services 104 Adult Learning 105 La Costa Branch 106 Cultural Arts 107 Sister City 108 Audiovisual Insurance 109 California Library Service Act (CLSA) 110 Public Library Fund (PLF) Ill TABLE OF CONTENTS Page Three Culture and Recreation (continued") Parks and Recreation Department Summary 112 Administration 113 Commission 114 Operations 115 Tree Maintenance 117 Median Maintenance 118 Recreation Operations 119 Recreation Fee Supported 120 Aquatics 121 Recreation - Agua Hedionda Lagoon 122 Senior Commission 123 Senior Programs 124 Senior Nutrition 125 Utilities and Maintenance Utilities and Maintenance Department Summary 126 Administration 127 Street Maintenance 129 Major Street maintenance 131 Facilities Maintenance 132 Traffic Signals 133 Street Lighting 134 Buena Vista Creek Channel Maintenance 135 Solid Waste Management 136 Vehicle Maintenance 138 Vehicle Replacement 139 Housing and Redevelopment Housing and Redevelopment Department Summary 140 Housing Certificates and Voucher Programs 141 Portable Vouchers 142 Affordable Housing 143 Redevelopment 144 Community Development Block Grant 145 Water District Carlsbad Water District Summary 146 Water Operations 147 Water Reclamation 148 Sanitation Services 149 TABLE OF CONTENTS Page Four m n CAPITAL IMPROVEMENT PROGRAM 1992-93 Capital Improvement Program , Growth Management Plan , Current & Future 1992-93 to Buildout Projects Analysis of Available Balances , APPENDICES Capital Outlay Requests Travel Requests Budget process Accounting System & Budgetary Control Glossary Continuing Appropriations 150 159 161 174 182 183 191 193 194 196 if tft i m i m m MM i PRINTED ON RECYCLED PAPER © I tI I I I I I I p I I I I I I Ic I Budget Overview City of Carlsbad Finance Department June 16, 1992 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: City Manager 1992-93 BUDGET I am pleased to submit to you the 1992-93 Operating and Capital Improvement Program Budgets as adopted by the City Council on June 16, 1992. The budget totals $106.7 million while revenues for 1992-93 are estimated at $107.5 million. The General Fund is balanced with revenues and expenditures matching at $42.1 million. The budget message which follows will focus on operating revenues, expenditures, and important issues facing the City in the forthcoming 1992-93 fiscal year. Detailed discussion of the Capital Budget may be found in the section detailing the Capital Improvement Program. Overview Throughout most of its history, the City of Carlsbad has had the benefit of working with revenues sufficient to meet anticipated expenditures; however the nineteen nineties show a reversal of this trend. Revenues stopped growing and State legislation resulted in new mandatory expenditures as well as the loss of revenues. Over the past two years, the City has made every effort to maintain service levels through the deferral of projects and the management of vacant staff positions. However, the weak economy has eroded flexibility as well as opportunities for growth and new programs. Carlsbad began to feel the effects of the economy in 1990-91 as revenues were falling short of projections. This resulted in closely monitoring and reducing planned expenditures. The trend influenced the preparation of the 1991-92 budget which contained fourteen (14) unfunded positions, decreased capital outlay spending, and deferred maintenance programs. State and Federal legislation also made its impression on the texture of Carlsbad's 1991-92 budget, requiring new expenditures for booking fees, property tax administration and Social Security coverage for part time employees as well as a revenue loss of one half of the Fine and Forfeiture income. Indeed, balancing budgets over the past two years has been a challenge, and continues into 1992-93. It is clear that the broadening gap between revenues and expenditures is present l 12OO Carlsbad Village Drive • Carlsbad, California 92OO8-1989 • (619) 434-2867 1992-93 Budget Page Two as we enter the 1992-93 fiscal year. The persistent sluggishness in the economy, coupled with the threat of the State's budget balancing actions has resulted in the need to closely evaluate the services provided. Budgetary Policies The most important goal in preparing the budget is to balance revenues against expenditures, and as budget preparation began, it was apparent that the City's revenue base was declining. During 1991-92 the revenue estimates were revised downward by $4 million, or 9%. General Fund Revenue Comparison (In Millions) 1990-91 Actual $40.9 1991-92 Budgel $43.6 1991-92 Revised $39.6 1992-93 Budget $42.1 The above table provides a linear picture of the revenue progression for a three year period. As can be seen, the growth in revenues over this period is $1.2 million, or 2.9%, which is essentially flat. Carlsbad is clearly experiencing the effects of the recession, although a turnaround is expected in the upcoming year. The flat revenues have prescribed the need to budget with austerity which resulted in departments preparing a spending plan with the following guidelines: »• No new positions, programs or services. * Reduce overtime wherever possible. >• Eliminate funding for positions wherever possible. > Eliminate all possible consulting services and special projects. > Defer capital outlay purchases. > Wherever possible, maintain existing service levels. »• In addition to the above steps, reduce 1992-93 budget by 5% from the 1991-92 budget. 1992-93 Budget Page Three The use of these guidelines resulted in a recommended Operating Budget for 1992-93 of $42.1 million which does not include funding for 30 positions. General Fund overtime expenses have been reduced by $137,000 or 8.4% from the 1991-92 appropriation, while Capital Outlay budgets have been reduced by $98,000 or 87%. Several ongoing operations have been funded with one-time fund balances or special revenue funds, which will not be available next year. Also influencing the austerity with which 1992-93 budget was prepared was the need to add back one time savings which were taken to help balance the 1991-92 budget. Both the Hosp Grove payment, and the Golf Course contribution are now fully funded in the budget adding a total of $700,000 to 1992-93 expenses. Revenue The table below shows the total operating and capital revenues the City forecasts it will receive for 1991-92, as well as those estimated for 1992-93. Revenue estimates indicate that the City will receive a total of $107.5 million, a 42% increase over the current year projections. The majority of the increase can be attributed to the capital funds which contain an increase of $25.6 million over the projected 1991-92 revenues. Nearly one third, or $11.0 million of the capital revenue will come from the issuance of bonds. Another 50% of the capital revenue comes from a combination of grants, Transnet and a letter of credit. Capital revenue received as a result of growth within Carlsbad totals $1.8 million, or 5% of the total, and tends to reflect the economy as well as provide insight into activities within Carlsbad. REVENUE SUMMARY BY FUNCTION (In Millions) PROJECTED FUND 1991-92 GENERAL FUND $39.6 SPECIAL REVENUE 6.5 ENTERPRISE FUNDS 12.2 INTERNAL SERVICE FUNDS 6.0 REDEVELOPMENT 2.0 TOTAL OPERATING $66.3 ESTIMATED 1992-93 $410 5.8 15.9 6.4 2.2 $713 | DIFFERENCE AS % OF PROJECTED $2.4 6.1% ($0.7) -10.8% $3.7 30.3% $0.4 6.7% $0.2 10.0% $6.0 9.0% CAPITAL $9.6 $35.2 $25.6 266.7% GRAND TOTAL $75.9 $107.5 $31.6 41.6% 1992-93 Budget Page Four General Fund revenues are of particular interest as these resources fund basic City services such as Police, Fire, Library, Street Maintenance and Park and Recreation programs. The receipt of these revenues also provides a representative picture of the local economy. The table on the previous page shows that General Fund revenues are estimated at $42.0 million for 1992-93, a $2.4 million or 6.1% increase over the projected 1991-92 figure of $39.6 million. The table below shows a summarized outlook for the major General Fund revenues. Property Tax revenues provide the largest single source of revenue for the City. The projection of $15.5 million for 1992-93 represents 37% of General Fund revenue. It is anticipated that property values and transactions will increase during 1992-93. SIGNIFICANT REVENUES TO THE GENERAL FUND (In Millions) PROJECTED 1991-92 PROPERTY TAX $14.0 SALES TAX 8.6 TRANSIENT OCCUPANCY TAX 3.2 OTHER GENERAL FUND 13.8 TOTAL GENERAL FUND REVENUE $39.6 ESTIMATED 1992-93 $15.5 9.7 32 13.7 $42.1 | DIFFERENCE AS % OF | PROJECTED | $1.5 10.7% j $1.1 12.8% | $0.0 0.0% | ($0.1) -0.7% 1 $2^ 63% Sales Tax revenue is the second largest revenue source estimated at $9.7 million for 1992- 93, an increase of 12.8% or $1.1 million over the projected 1991-92. The estimate considers that there will be some economic recovery, as well as the addition of the Price Club to the sales tax base. Interestingly, the 1992-93 estimate of $9.7 million is just above actual sales tax revenues of $9.4 million received during 1990-91, reflecting relatively flat consumer spending over the past two years. The last significant General Fund revenue is the Transient Occupancy Tax which is estimated at $3.2 million for 1992-93, the same as the projection for 1991-92. It is anticipated that the recession will keep travel to Carlsbad at its present level. Development within Carlsbad has continued at a slow rate resulting in flat revenue estimates for most other General Fund revenue sources. Estimated Engineering Fees show a decrease of $600,000 or 37%, as much of the pre-development planning that occurs before construction, has already transpired on several projects. Should the economy improve, it is anticipated that development related revenues will increase. 1992-93 Budget Page Five Special Revenue Fund revenues total $5.8 million which are $700,000 or 10.8% less than those projected for 1991-92. Types of functions supported out of Special Revenue Funds include programs funded by grants such as Housing Assistance - Section 8, the Maintenance Assessment Districts and the Gas Tax Street Maintenance. Enterprise Fund revenue shows projected 1992-93 revenues at $15.9 million, an increase of $3.7 million or 30.3% over 1991-92 estimates. Enterprise Funds work similar to a business in that rates are charged to support the operations which supply the service. Examples of Carlsbad Enterprises include the Water District, Sewer Services, and Solid Waste Management. The primary reason for the revenue increase in the Enterprise funds is in Water Operations which shows a 47% or $3.8 million increase. It is anticipated that the Metropolitan Water District will be charging higher rates for the water it sells to the Carlsbad Water District, which will necessitate an increase in the user rates. Internal Service Funds show an estimated revenue of $6.4 million for 1992-93, an increase of $400,000 or 7%. Internal Services provide services within the City operation and include programs such as the self insurance funds for Workers Compensation and Liability Insurance, as well as Data Processing and Vehicle Maintenance. Departments pay to use the services provided by these funds. The Internal Service Fund demonstrating the largest revenue increase is the Health Insurance Fund, up $540,000 or 39%, due to rising health insurance costs. The Data Processing fund shows the largest decrease, down $315,000 or 38% which is due to the one-time use of fund balance to offset operating costs. By using its fund balance, Data Processing was able to reduce its charges to user departments, resulting in a savings to the General Fund. Redevelopment revenues show an increase of $200,000 for a total 1992-93 revenue estimate of $2.2 million. The increase is the result of anticipated rising property values in the redevelopment area. Expenditures The combined 1991-92 budget totals $106.7 million and is broken down as shown on the following page. Budgeted operating expenditures for 1992-93 total $74.3 million which represents a decrease of $200,000 or .3% from the current 1991-92 budget, while capital expenditures are down $5 million, or 13.4%. This decrease in planned spending is a direct response to the continuing recession throughout the state and in Carlsbad. 1992-93 Budget Page Six BUDGET SUMMARY (In Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL CAPITAL GRAND TOTAL BUDGET 91-92 $46.1 6.2 14.0 6.1 2.1 $74.5 $37.4 $111.9 BUDGET 92-93 $411 6.4 17.0 6.8 10 $74.3 $314 $106.7 DIFFERENCE | ($4.0) $0.2 $3.0 $0.7 ($0.1) } ($0.2) t ($5.0) j ($5.2) % CHANGE -8.7% 3.2% 21.4% 11.5% -4.8% -0.3% -13.4% -4.6% n m The General Fund budget totals $42.1 million and shows a decrease of $4 million or 8.7% from the 1991-92 adopted budget. The decrease in planned spending is necessary in order to balance the budget and has been absorbed by nearly every department. Balancing the 1992-93 budget entailed the execution of various strategies which are profiled below. > Thirty (30) positions spread throughout the City workforce are not funded. The unfunded positions are vacant and represent no lay offs of existing staff. It is estimated that this effort reduced the budget by approximately $1.3 million. >• The City Council opted to fund two major building maintenance projects from the General Fund Balance and the slurry and chip seal street maintenance programs from the Gas Tax fund. + Reductions among all Maintenance and Operation accounts. > No new positions have been added. The budget does reflect the new Police Officer that will be assigned to the Regional Auto Theft Team which is funded directly from the additional $1.00 vehicle registration assessment. It does not compete for General Fund monies. *• Fund balances have been used to offset budget expenditures. The use of the Data Processing fund balance reduced charges to departments. Also the California Library Services Act (CLSA) Grant funding contained a fund balance which was used in addition to current revenues to help support the operational costs for the branch library. This effort reduced the General Fund portion of the budget by approximately $250,000. m m 1992-93 Budget Page Seven + Alternate funding sources have been used for some General Fund programs which include the use of Police Asset Forfeiture funds for the DARE and Juvenile Diversion programs, use of the County grant to fund the Senior Nutrition program, and the branch library operations will be funded with the CLSA grant. This effort reduced the General Fund portion of the budget by approximately $250,000. The use of fund balances and grants to support day to day operations, as exhibited in the last two bullet points above, cannot occur on a prolonged, year to year, basis. The savings of approximately $500,000 recognized now will need to be absorbed by the General Fund in 1993-94. The development of the 1992-93 budget posed the challenge of reducing operating costs while minimizing the impact on existing service levels. This challenge as been met through the strategies noted above. No reduction in the core City services of Police and Fire are expected. Additionally, the library and swimming pool are budgeted to remain open for all of their regularly scheduled hours. This does not mean however, that service level reductions will not be occurring. Operating a City with 30 less employees will result in a loss of flexibility and increase the time it may take to respond to citizen requests and other special requests. The bottom line is that the City will not be able to do as much, as fast. Examples of service level reductions can be found in both the park maintenance and street maintenance budgets. All part-time park maintenance staff has been eliminated which will affect litter control and restroom maintenance schedules. Landscaped areas will be irrigated less frequently and not fertilized during the year, affecting park appearance, while tennis court night lighting will be curtailed by one hour nightly. Street maintenance reductions will result in delays in cement and pothole repairs. Special Revenue Funds show essentially no change between 1991-92 and 1992-93. The Housing - Section 8 budget, however, has increased with the addition of 58 more units to the program. Increased spending within the Library. State Grants and Gas Tax funds is made possible through the one-time use of available fund balances. The budgets for the Maintenance Assessment Districts have all decreased. Enterprise Funds show the largest budget increase, up 21% or $3.0 million, of which the majority is in Water Operations. An increase in purchased water of $2.4 million or 27% is included within this budget as the result of the higher cost of purchasing water for sale to customers. The Water District will be adding four new positions in 1992-93. Three of the positions are currently staffed through the use of temporary employment agencies, and include two Meter Readers and one Receptionist/Cashier. The one truly new position is an Account Clerk which will allow for timely follow through on non-payment accounts. 1992-93 Budget Page Eight A new Enterprise for Reclaimed Water has been established this year with a total budget of $840,000. The program itself is not new, as the Water District has been involved with the purchase and sale of reclaimed water for approximately six months. However, anticipated program expansion has required separate accounting for these expenses. Internal Service Funds also show an increase of $700,000 or 11.5%, the majority of which is the result of purchasing City vehicles for a two year period. The vehicle replacement policy was under review during 1991-92 placing a hold on purchasing rolling stock. Now that the study is complete, most vehicles scheduled for replacement in 1991-92 as well as those for 1992-93 are included in the budget. The Redevelopment budget has decreased for 1992-93 by $100,000. The decrease is the result of reducing the operating budget in conformance with City budget guidelines. Debt Service is one group of funds not appearing in the 1992-93 budget. Both the Library Bonds and Sewer Bonds were retired in 1991-92. The City no longer has any general obligation bonds outstanding. Summary The City and community alike need to be aware of the impact on revenues that the State's budget balancing actions may have upon the City. The State continues to face shortfalls in its revenues, and it is anticipated that this will result in a loss of revenues for the City, although the amount is not known. Carlsbad's 1991-92 budget absorbed several increased costs in order to offset State budget balancing actions which include payment to the County for Property Tax Administration fees and Booking Fees. These expenses total $419,000 in Carlsbad's 1992-93 budget. Actions the State takes this year may result in a potential loss of revenue to Carlsbad in the millions of dollars. The budget does not attempt to deal with this contingency other than to recognize that there is a direct threat to our community. While 1992-93 represents a challenging year financially, the City will strive to maintain the high quality and variety of services which have come to be expected by the residents and businesses of Carlsbad. No new programs or services are included except where additional funding is available. The budget truly reflects the prevailing weak economy in both revenues and expenditures. In this difficult budget year the cooperation of all departments and City staff was critical to creating a successful operating plan. This document is a reflection of the dedication and efforts of these members of Team Carlsbad. Their support is critical to the City's ultimate success. We offer them all our thanks for a job well done. This example of team work will be repeated in the months and years to come as the State of California and economic conditions continue to challenge the fiscal strength of the City of Carlsbad. RAYMOND R. PATCHETT City Manager I OPEN SPACE I • COMMITTEE j~ BUILDING AND PARKING I AUTHORITIES I I PARKS AND I RECREATION ; COMMISSION I STUDY GROWTH I i \s\fBnmtaaiwi • MAYOR & COUNCIL CITY TREASURER I COMMISSION I I BOARD ICITY CLERK LIBRARY BOARD I i OFTRUSTEES j I AVVI3UHT l*UMM* I I CABLE TELEVISION I j FOUNDATION j~| I CHILD CARE I j COMMISSION .—I EROSION 1 COMMITTEE j I CITY MANAGER CITY ATTORNEY I TRAWICSAFETY I I I COMMISSION IASSISTANT TO CITY MANAGER I BUAKU I I COMMISSION I COMMUNITY | | DEVEL. DIR. ASSISTANT CITY MANAGER FINANCIAL MGMT. DIR. BAD MUNICIPAL WATER DISTRICT HOUSING AND REDEVELOPMENT INFORMATION SYSTEMS PARKS AND RECREATION UTILITIES AND MAINTENANCE „ _ ( JET"! CARLSBAD COMMUNITY PROFILE Date Incorporated Form of Government Area Population Net Assessed Valuation Miles of Streets Fire Protection: Number of Stations Number of Firefighters 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 Total number of regular City and Water District employees July 16, 1952 Council/Manager 42.2 Square Miles 64,264 $5,474,063,206 238 6 72 17,000 300 12.8 million gallons 103.7 36 326.88 1 2 200,481 565 11 FUND CITY OF CARLSBAD PROJECTED FUND BALANCES FOR FY 1991-92 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE JULY 1,1991 REVENUES EXPENDITURES TRANSFERS JUNE 30,1992 GENERAL FUND | SW:™;**:*::::::^^ SPECIAL REVENUE | •:Xx-x-x*:v:-^:xv:x-:::v:::'::::iwpouCE ASSET FORFEITURE HOUSING - SECTION 8 AUDIO-VISUAL INSURANCE GAS TAX TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (LIBRARY) SENIOR NUTRITION CDBG - ENTrTLEMENT DEBT SERVICE | SEWER BONDS ENTERPRISE jf SEWER OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE i LIABILITY SELF INSUR HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT OPERATiONS LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS 8,809,568 183,083 (34,361) 81,476 1,843,116 189,924 25,151 470,305 222,339 360,460 0 0 17,330 109,785 2,955,301 2,461,042 17,412 44,059 1,957,261 1,198,089 (93,844) 1,433,762 462,878 365,862 1,571,058 839,850 $25,490,906 39,645,000 1,020,000 2,359,064 61,000 1,025,000 552,700 237,800 691,011 103,250 204,000 178,000 75,200 9,270 17,515 8,019,000 3,980,000 184,000 600,225 1,002,000 1 ,405,700 1,210,000 915,400 824,800 15,000 460,000 1 ,505,000 $66,299,935 42,037,905 468,500 2,359,064 56,674 150,000 598,389 236,338 692,303 5,000 170,000 177,278 49,211 26,600 127,300 9,337,980 4,420,500 179,500 1 ,020,850 815,000 1,743,179 1,193,838 242,527 706,400 618,608 90,382 1,133,328 $68,656,654 404,800 6,821,463 734,583 (34,361) 85,802 (875,000) 1,843,116 144,235 26,613 469,013 320,589 394,460 722 25,989 0 0 (16,000) 1,620,321 (25,000) 1,995,542 21,912 500,000 123,434 2,144,261 860,610 (77,682) 2,106,635 581,278 300,000 62,254 1 ,940,676 (300,000) 91 1 ,522 ($11,200) $23,122,987 m Mi m ™ m 12 FUND CITY OF CARLSBAD PROJECTED FUND BALANCES FOR FY 1992-93 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE JULY1.1992 REVENUES EXPENDITURES TRANSFERS JUNE30, 1993 GENERAL FUND :::::::::::W::^APPROPRIATION FROM FUND BALANCE SPECIAL REVENUE pBOcl'AlilfFiRFiiTtjPii HOUSING - SECTION 8 AUDIO-VISUAL INSURANCE GAS TAX TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (LIBRARY) SENIOR NUTRITION CDBG - ENTITLEMENT ENTERPRISE RECLAIMED WATER WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE Wolkfii'! iSotP s'lill iKistiii LIABILITY SELF INSUR HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT w:*:::*:*:::*:^^^OPERATIONS LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS jj: 6,821,463 ;•: 734,583 (34,361) 85,802 1,843,116 144,235 26,613 469,013 320,589 394,460 722 25,989 0 1 ,620,321 1,995,542 21,912 123,434 2,144,261 860,610 (77,682) 2,106,635 581,278 :•:• 62,254 1,940,676 911,522 $23,122,987 42,054,435 210,000 2,564,821 61,000 925,000 581,006 257,900 671,380 103,000 151,400 178,000 78,000 300,000 11,805,000 3,724,000 127,000 618,000 893,000 1 ,949,000 1,341,600 1,057,500 510,000 12,000 500,000 1 ,660,000 $72,333,042 42,054,435 93,500 197,415 2,564,821 60,000 1,127,000 579,506 256,601 767,880 300,000 300,300 177,624 78,000 840,870 1 1 ,586,223 4,410,820 158,800 1 ,035,000 850,000 2,130,906 1 ,271 ,052 800,413 677,228 779,926 106,329 1,137,938 $74,342,587 (459,000) 6,268,963 747,168 (34,361) 86,802 1,641,116 145,735 27,912 372,513 123,589 245,560 1,098 25,989 (540,870) (16,000) 1,823,098 (25,000) 1,283,722 (9,888) 500,000 206,434 2,187,261 678,704 (7,134) 2,363,722 414,050 710,000 4,328 2,334,347 (710,000) 723,584 $0 $21,113,442 13 M m CITY OF CARLSBAD PROJECTED FUND BALANCES FOR FY 1991-92 UNRESERVED PROJECTED FUND CAPITAL FUNDS REVENUE SHARING PUBLIC FACILITIES FEE ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG BRIDGE AND THOROUGHFARE COMMTY FACILITIES DISTR #1 WATER DISTRICT RECLAIMED WATER MAJOR FACILITIES REPLACEMENT REDEVELOPMENT TAX INCREMENT BONDS REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS BALANCE JULY 1,1 991 2,799,184 235,600 11,021,483 1,534,000 (290,663) 2,276,507 1,810,850 10,802,818 717,856 (19,320) 0 1,029,294 324,123 (14,586) 606,059 3,579,443 0 0 2,492,595 (312,223) 0 7,040,932 5,848,823 3,250,434 308,952 $55,042,161 ESTIMATED REVENUES 250,000 0 300,000 3,000 518,000 81,000 150,000 1,123,000 0 1,164,000 0 349,800 5,000 200,000 157,500 200,000 0 40,000 0 3,025,000 0 200,000 1,710,000 100,000 25,000 $9,601 ,300 ESTIMATED EXPENDITURES 176,812 0 1,529,117 0 8,230 60,919 58,272 932,841 0 382,424 0 116,207 29,810 246,632 0 (135,583) 0 39,343 0 365,858 21,652 107,128 482,752 499,383 7,797 $4,929,594 FUND TRANSFERS 246,800 (235,600) (2,574,777) 0 0 (477,500) 0 0 0 0 0 0 0 0 0 372,277 0 0 (2,492,595) 5,172,595 0 0 0 0 0 $11,200 BALANCE JUNE 30, 1992 3,119,172 0 7,217,589 1,537,000 219,107 1,819,088 1 ,902,578 10,992,977 717,856 762,256 0 1,262,887 299,313 (61,218) 763,559 4,287,303 0 657 0 7,519,514 (21 ,652) 7,133,804 7,076,071 2,851 ,051 326,155 $59,725,067 TOTAL ALL FUNDS $80,533,067 $75,901,235 $73,586,248 $0 $82,848,054 m m •M Mf Ml m m ._,jj•tf m m m V m m — I •M 14 CITY OF CARLSBAD PROJECTED FUND BALANCES FOR FY 1992-93 FUND CAPITAL FUNDS PUBLIC FACILITIES FEE ZONE 5 PARK FEE PARK DEVELOPMENT" TRAFFIC IMPACT PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CAL TRANS SDG&E GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG COMMTY FACILITIES DISTR #1 FEDERAL HIGHWAY WATER DISTRICT RECLAIMED WATER MAJOR FACILITIES REPLACEMENT REDEVELOPMENT TAX INCREMENT BONDS REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS BALANCE JULY 1,1 992 |:; BN::::;X::;: 3,119,172 7,217,589 1,537,000 219,107 1,819,088 1,902,578 10,992,977 717,856 762,256 0 0 0 1 ,262,887 299,313 (61,218) 763,559 4,287,303 0 657 7,519,514 0 (21,652) 7,133,804 7,076,071 2,851 ,051 326,155 $59,725,067 ESTIMATED REVENUES 0 326,669 23,000 110,596 111,043 0 977,108 3,750,000 1,800,000 785,000 1,043,000 1,450,000 0 3,170 520,000 165,375 0 1,687,500 713,046 13,815,000 566,667 5,000,000 300,000 2,050,000 0 0 $35,197,174 1991-92 CARRY- FORWARD 1 ,828,960 4,980,564 0 19,194 2,231,357 1,130,488 935,083 3,315,000 2,344,023 250,000 0 0 536,722 255,142 324,788 399,891 2,406,265 0 713,703 1 ,487,478 0 4,927,348 5,085,977 5,471,763 2,834,070 209,646 $41 ,687,462 NEW APPROP 317,000 1,910,000 0 0 170,000 0 1 ,770,997 1,150,000 200,000 532,575 1 ,043,000 1 ,450,000 0 0 95,000 0 0 0 0 20,211,000 566,667 51,000 1 ,841 ,843 1,128,399 0 0 $32,437,481 1992-93 TOTAL APPROP. 2,145,960 6,890,564 0 19,194 2,401 ,357 1,130,488 2,706,080 4,465,000 2,544,023 0 1,043,000 1 ,450,000 536,722 255,142 419,788 0 2,406,265 0 713,703 21 ,698,478 566,667 4,978,348 6,927,820 6,600,162 2,834,070 209,646 $72,942,477 PROJECTED BALANCE JUNE 30, 1993 973,212 653,694 1,560,000 310,509 (471 ,226) 772,090 9,264,005 2,856 18,233 785,000 0 0 726,165 47,341 38,994 928,934 1,881,038 1 ,687,500 0 (363,964) 0 0 505,984 2,525,909 16,981 116,509 $21,979,764 TOTAL ALL FUNDS $82,848,054 $107,530,216 $116,030,049 $106,780,068 $72,942,477 $43,093,206 15 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1992-93 m m DEPARTMENT GENERAL FUND 1990-91 ACTUALS | 1991-92 ESTIMATED EXPENDITURES 1991-92 BUDGET :W*W:*:¥:im¥:::^^ 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 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN GEOGRAPHIC INFORMATION ENGINEERING PLANNING GROWTH MANAGEMENT HISTORIC PRESERV COMM BLOCK GRANT ADMIN TOTAL COMMUNITY SERVICES MAINTENANCE UTILITIES ADMINISTRATION STREET MAINTENANCE FACILITIES MANAGEMENT TRAFFIC SIGNAL MAI NT TOTAL MAINTENANCE $152,809 478,423 46,055 26,993 613,489 422,166 937,753 70,812 352,051 901,999 356,856 214,356 4,573,762 955,607 8,666,082 6,516,673 16,138,362 517,588 2,228 3,249,812 1,747,594 230,989 5,727 22,154 5,776,092 360,719 1,815,093 1,077,715 290,119 3,543,646 $159,790 606,764 19,850 15,800 377,833 399,908 1,081,422 82,853 378,284 837,898 284,879 234,933 4,480,214 906,166 8,681,519 6,661 ,796 16,249,481 555,835 223,480 3,554,027 2,222,209 126,781 5,940 6,688,272 330,726 2,866,347 1,336,220 367,467 4,900,760 $166,340 671,994 41,400 20,605 452,792 478,575 1,150,550 87,283 406,004 994,405 322,991 252,794 5,045,733 1,135,914 9,763,790 6,829,157 17,728,861 594,816 365,433 3,888,727 2,613,172 213,090 32,873 7,708,111 392,006 2,024,346 1 ,508,477 331 ,647 4,256,476 1992-93 BUDGET 159,368 632,367 27,900 30,900 393,574 442,441 951,293 85,380 399,897 822,822 277,643 224,145 4,447,730 945,248 9,229,551 6,926,872 17,101,671 51 1 ,282 325,344 3,577,375 1,997,995 109,068 5,250 6,526,314 349,461 1,934,718 1,188,454 340,525 3,813,158 %INCR (DEC) 91 -92 BUDGET TO 92-93 BUDGET -4.19% -5.90% -32.61% 49.96% -13.08% -7.55% -17.32% -2.18% -1.50% -17.25% -14.04% -11.33% -11.85% -16.79% -5.47% 1.43% -3.54% -14.04% -10.97% -8.01% -23.54% „ -48.82% -84.03% -15.33% -10.85% -4.43% -21.21% 2.68% -10.42% *• «n •j «^ w m Mf m *•* M| mt mm M c- m m m Ml ft m m •m *! Ml m M 1 ,* 16 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1992-93 DEPARTMENT CULTURE/RECREATION LIBRARY CULTURAL ARTS PROGRAM SISTER CITY PROGRAM PARKS AND RECREATION SENIOR CITIZENS PROG TOTAL CULTURE/RECREATION NON-DEPARTMENTAL COMMUNITY PROMOTION COMMUNITY ASSISTANCE BEACH PARKING AUDIT DUES & SUBSCRIPTIONS LEASES ANIMAL REGULATION CONTRACT HOSP GROVE PAYMENT GOLF COURSE PROPERTY TAX ADMIN FEE HIRING HALL STREET LIGHT COSTS (CITY) TREE MAINT COSTS (CITY) BOND SERVICES TOTAI MPlKl nPPARTMPMTAI SUBTOTAL GENERAL FUND CONTINGENCIES TOTAL GENERAL FUND 1990-91 ACTUALS X 2,493,216 263,992 17,246 3,976,606 236,978 6,988,038 220,375 82,430 0 15,650 24,877 113,541 78,106 876,585 740,000 83,906 0 28,000 96,700 0 9 *afin 1 7f\ 39,380,070 0 39,380,070 1991-92 ESTIMATED EXPENDITURES 2,414,997 270,033' 18,132 3,967,909 249,262 6,920,333 225,000 80,530 18,000 30,000 30,000 175,000 94,240 482,075 329,800 150,000 75,000 28,000 81,200 0 1 7Qft AA5 41,037,905 1,000,000 42,037,905 1991-92 BUDGET 2,681,809 285,170 23,995 4,129,460 314,885 7,435,319 282,443 98,530 18,000 45,000 36,000 230,000 94,240 482,075 329,800 90,000 65,000 28,000 81,200 9,550 1 ftflQ A^fl 44,064,338 958,991. 45,023,329 1992-93 BUDGET ' 2,418,827 239,032 18,132 3,768,826 266,692 6,71 1 ,509 215,000 75,000 36,000 35,000 30,000 100,000 109,650 872,950 640,000 165,000 80,000 28,000 77,140 13,500 0 A-T7 O^n 41,077,622 1,070,313 42,147,935 %INCR (DEC) 1 91 -92 BUDGET I TO | 92-93 BUDGET i | -9.81% | -16.18% | -24.43% 1 -8.73% | -15.30% | -9.73% •: 1 -23.88% ji -23.88% | 100.00% | -22.22% | -16.67% | -56.52% | 16.35% | 81.08% | 94.06% 1 83.33% | 23.08% | 0.00% -5.00% 41.36% 01 rtoqf. -6.78% 11.61% -6.39% 17 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1992-93 . FUND SPECIAL REVENUE FUNDS ,^i^^l^^^^^KK^«i^ HOUSING SECTION 8 AUDIO VISUAL INSURANCE GAS TAX TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (LIBRARY) SENIOR NUTRITION CDBG ENTITLEMENT DEBT SERVICE *™^ SEWER BONDS ENTERPRISE FUNDS RlewiMie •WATER WATER OPERATIONS SANITATION OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE FUNDS WORKERS iCOMP SELF INSURANCE LIABILITY SELF INSURANCE HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT :,ftwffi^^ LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS 1990-91 ACTUALS s 89,354 1,899,849 86,696 599,077 436,750 154,107 560,339 3 120,725 177,716 64,368 21,264 117,946 jij 0 8,385,109 3,843,088 20,140 1,208,183 282,320 1,381,892 1,214,666 494,634 712,784 721,188 3,819 1,132,353 $63,578,892 1991-92 ESTIMATED EXPENDITURES 468,500 2,359,064 56,674 150,000 598,389 236,338 692,303 5,000 170,000 177,278 49,21 1 26,600 127,300 0 9,337,980 4,420,500 179,500 1,020,850 815,000 1,743,179 1,193,838 242,527 706,400 618,608 90,382 1,133,328 $68,656,654 1991-92 BUDGET 468,509 2,259,089 66,454 875,000 656,979 259,003 794,265 300,000 176,693 177,278 73,800 26,600 127,300 0 9,143,426 4,622,511 210,471 1,014,448 1,024,198 1,743,179 1 ,308,587 242,527 739,039 850,582 95,215 1,133,328 $74,536,584 1992-93 BUDGET 197,415 2,564,821 60,000 1,127,000 579,506 256,601 767,880 300,000 300,300 177,624 78,000 0 0 840,870 11,586,223 4,410,820 158,800 1 ,035,000 850,000 2,130,906 1 ,271 ,052 800,413 677,228 779,926 106,329 1,137,938 $74,342,587 %INCR (DEC) 91 -92 BUDGET TO 92-93 BUDGET I -57.86% I 13.53% | -9.71% jj 28.80% | -11.79% 1 -0.93% 1 -3.32% | 0.00% | 69.96% 1 0.20% | 5.69% | -100.00% | -100.00% 1 | 100.00% 1 26.72% | -4.58% | -24.55% 1 2.03% | -17.01% 1 22.24% | -2.87% | 230.03% | -8.36% | -8.31% | 11.67% 0.41% -0.26% "1 yi *| •M m Mi 1 •1 Si * m •j — /•^x "1* m Mi •1 m m•im m wt 18 CITY OF CARLSBAD BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1992-93 FUND CAPITAL FUNDS ::*:W::!I3^^ PUBLIC FACILITIES FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CAL TRANS SDG&E GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG CMMTY FACILITIES DISTRICT #1 FEDERAL HIGHWAY COUNTY GRANTS WATER DISTRICT -RECLAIMED WATER -MAJOR FACILITY FEE -REPLACEMENT REDEVELOPMENT FUNDS -TAX INCREMENT BONDS -REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS 1990-91 ACTUALS 493,728 4,416,423 2,681,514 223,034 393,184 1,587,117 213,235 524,834 0 0 0 527,104 85,558 202,675 14,346,746 0 173,501 0 0 0 0 0 497,300 469,036 154,601 $26,989,590 1991-92 ESTIMATED EXPENDITURES 176,812 1,529,117 8,230 60,919 58,272 932,841 0 382,424 0 0 0 116,207 29,810 246,632 (135,583) 0 39,343 365,858 0 0 21,652 107,128 482,752 499,383 7,797 $4,929,594 %INCR (DEC) 91 -92 BUDGET 1991-92 1992-93 TO BUDGET BUDGET 92-93 BUDGET 56,200 3,560,000 0 1,710,000 0 1,494,365 3,315,000 2,000,000 250,000 0 0 14,000,000 0 503,416 0 0 0 0 0 0 5,000,000 2,535,000 2,277,500 730,100 0 317,000 1,910,000 0 170,000 0 1 ,770,997 1,150,000 200,000 532,575 1 ,043,000 1,450,000 0 0 95,000 0 0 0 20,211,000 566,667 0 51,000 1,841,843 1,128,399 0 0 v:v::::::Xx:v:v:y:v:::::: 464.06% -46.35% -90.06% 18.51% -65.31% -90.00% 113.03% -100.00% -81.13% -98.98% -27.34% -50.45% -100.00% $37,431,581 $32,437,481 -13.34% TOTAL BUDGET $90,568,482 $73,586,248 $1 1 1 ,968,1 65 $1 06,780,068 -4.63% 19 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE GENERAL FUND TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX TRANSFER TAX ' TRAILER COACH IN-LIEU TOTAL TAXES LICENSES AND PERMITS CONSTRUCTION PERMITS BUSINESS LICENSES LICENSE TAX-CONSTRUCTION OTHER LICENSES & PERMITS TOTAL LICENSES & PERMITS STATE SUBVENTIONS CIGARETTE TAX VEHICLE IN-LIEU HOMEOWNERS PROP. TAX REIMS TOTAL STATE SUBVENTIONS CHARGES FOR SERVICES PLANNING FEES BUILDING DEFT. 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 ACTUAL REVENUES 1990-91 $12,719,000 9,426,000 3,310,000 807,000 243,000 24,000 26,529,000 643,000 832,000 455,000 312,000 2,242,000 139,000 2,174,000 293,000 2,606,000 652,000 402,000 966,000 158,000 34,000 218,000 686,000 352,000 3,468,000 516,000 2,309,000 1 ,777,000 1,467,000 40,914,000 PROJECTED REVENUE 1991-92 $13,970,000 8,650,000 3,200,000 900,000 170,000 20,000 26,910,000 220,000 875,000 400,000 280,000 1,775,000 65,000 2,200,000 295,000 2,560,000 750,000 250,000 1 ,600,000 50,000 35,000 190,000 700,000 300,000 3,875,000 350,000 2,000,000 1 ,925,000 250,000 39,645,000 ESTIMATED AS % DIFFERENCE REVENUE OF FY 91 -92 1 991 -92 TO 1992-93 PROJECTED 1992-93 $15,500,000 9,700,000 3,200,000 925,000 200,000 18,000 29,543,000 450,000 975,000 425,000 300,000 2,150,000 60,000 2,300,000 300,000 2,660,000 750,000 325,000 1 ,000,000 15,000 35,000 220,000 750,000 325,000 3,420,000 375,000 1,700,000 1,900,000 306,435 42,054,435 10.95% 12.14% 0.00% 2.78% 17.65% -10.00% 9.78% 104.55% 1 1 .43% 6.25% 7.14% 21.13% -7.69% 4.55% 1.69% 3.91% 0.00% 30.00% -37.50% -70.00% 0.00% 15.79% 7.14% 8.33% -11.74% 7.14% -15.00% -1.30% 22.57% 6.08% 1,530,000 1,050,000 0 25,000 30,000 (2,000) 2,633,000 230,000 100,000 25,000 20,000 375,000 (5,000) 100,000 5,000 100,000 0 75,000 (600,000) (35,000) 0 30,000 50,000 25,000 (455,000) 25,000 (300,000) (25,000) 56,435 2,409,435 m 1 in •t m m P m m m M* m M* 20 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE SPECIAL REVENUE FUNDS; POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST TOTAL HOUSING - SECTION 8 INTEREST FEDERAL GRANT TOTAL AUDIO-VISUAL INSURANCE INTEREST INSURANCE FEES TOTAL GAS TAX GAS TAX REVENUES INTEREST TOTAL TREE MAINTENANCE INTEREST TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES INTERDEPARTMENTAL TOTAL STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES MISC REIMBURSEMENT TOTAL ACTUAL PROJECTED REVENUES REVENUE 1990-91 1991-92 205,057 1 ,000,000 16,302 20,000 221,359 1,020,000 19,557 9,000 1,866,711 2,350,064 1,886,268 2,359,064 6,303 1,000 62,532 60,000 68,835 61 ,000 1,162,315 975,000 50,000 1,162,315 1,025,000 12,535 1,500 439,291 470,000 174,401 81,200 626,227 552,700 2,862 1,300 117,573 236,500 57,658 0 178,093 237,800 34,778 2,500 27,000 72,000 587,615 '615,511 3,404 1 ,000 652,797 691,011 ESTIMATED AS % DIFFERENCE REVENUE OF FY 91 -92 1 991 -92 TO 1992-93 PROJECTED 1992-93 200,000 10,000 210,000 8,000 2,556,821 2,564,821 1,000 60,000 61,000 875,000 50,000 925,000 1,500 502,366 77,140 581,006 1,300 256,600 0 257,900 2,500 66,000 601,880 1,000 671,380 -80.00% -50.00% -79.41% -11.11% 8.80% 8.72% 0.00% 0.00% 0.00% -10.26% 0.00% -9.76% 0.00% 6.89% -5.00% 5.12% 0.00% 8.50% 0.00% 8.45% 0.00% -8.33% -2.21% 0.00% -2.84% (800,000) (10,000) (810,000) (1,000) 206,757 205,757 0 0 0 (100,000) 0 (100,0001 0 32,366 (4,060) 28,306 0 20,100 0 20,100 0 (6,000) (13,631) 0 (19,631) 21 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE BUENA VISTA CREEK CHNL MAINT INTEREST BUENA VISTA FEES TOTAL STATE GRANTS INTEREST GRANTS TOTAL SENIOR NUTRITION GRANTS DONATIONS TOTAL CDBG ENTITLEMENT GRANT REVENUE TOTAL SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS LIBRARY BONDS PROPERTY TAX INTEREST TOTAL SEWER BONDS PROPERTY TAX INTEREST TOTAL TOTAL DEBT SERVICE FUNDS ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 91 -92 1991 -92 TO 1990-91 1991-92 1992-93 PROJECTED 1992-93 14,726 3,250 100,439 100,000 115,165 103,250 18,975 1,400 212,224 202,600 231,199 204,000 100,182 103,000 67,980 75,000 168,162 178,000 28,212 75,200 5,338,632 6,507,025 20,900 9,230 1,002 40 21,902 9,270 123,932 17,475 1,306 40 125,238 17,515 147,140 26,785 3,000 100,000 103,000 1,400 150,000 151,400 103,000 75,000 178,000 78,000 5,781 ,507 0 0 0 0 0 0 0 -7.69% 0.00% -0.24% 0.00% -25.96% -25.78% 0.00% 0.00% 0.00% 3.72% -11.15% -100,00% 0.00% -100.00% -100.00% 0.00% -100.00% -100.00% (250) 0 (250) 0 (52,600) (52,600) 0 0 0 2,800 (725,51 8) (9,230) (40) (9,270) (17,475) (40) (17,515) (26,785) M| •M • 22 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE ENTERPRISE FUNDS RECLAIMED WATER WATER SALES TOTAL WATER OPERATIONS RECONNECT FEES INTEREST WATER SALES READY TO SERVE CHARGES PLAN CHECK FEES METER CONNECTION FEES LATE CHARGES MISCELLANEOUS TOTAL SEWER OPERATIONS INTEREST SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES MISCELLANEOUS TOTAL SOLID WASTE MANAGEMENT INTEREST CONTRIBUTIONS RECYCLING FEE TOTAL TOTAL ENTERPRISE FUNDS ACTUAL REVENUES 1990-91 0 0 9,925 72,603 6,306,926 1,444,414 133,819 112,476 162,043 157,809 8,400,015 134,515 2,418,748 11,420 0 37,141 2,601,824 5,826 31,726 0 37,552 11,039,391 PROJECTED REVENUE 1991-92 0 0 11,000 48,000 6,100,000 1,400,000 115,000 15,000 270,000 60,000 8,019,000 70,000 3,600,000 5,000 0 305,000 3,980,000 10,000 119,800 54,200 184,000 12,183,000 ESTIMATED REVENUE 1992-93 300,000 300,000 10,000 40,000 9,900,000 1 ,400,000 125,000 20,000 200,000 110,000 11,805,000 40,000 3,600,000 5,000 75,000 4,000 3,724,000 5,000 54,000 68,000 127,000 15,956,000 AS% OF FY 91 -92 PROJECTED 100.00% 100.00% -9.09% -16.67% 62.30% 0.00% 8.70% 33.33% -25.93% 83.33% 47.21% -42.86% 0.00% 0.00% 100.00% -98.69% -6.43% -50.00% -54.92% 25.46% -30.98% 30.97% DIFFERENCE 1991 -92 TO 1992-93 300,000 300,000 (1,000) (8,000) 3,800,000 0 10,000 5,000 (70,000) 50,000 3,786,000 (30,000) 0 0 75,000 (301 ,000) (256,000) (5,000) (65,800) 13,800 (57,000) 3,773,000 23 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE ACTUAL REVENUES 1990-91 INTERNAL SERVICES FUNDS WORKERS' COMP SELF- INSURANCE INTEREST INTERDEPARTMENTAL TOTAL LIABILITY SELF- INSURANCE INTEREST INTERDEPARTMENTAL TOTAL HEALTH INSURANCE INTEREST INTERDEPARTMENTAL REIMBURSEMENTS TOTAL VEHICLE MAINTENANCE INTERDEPARTMENTAL MISCELLANEOUS TOTAL VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST SALE OF PROPERTY TOTAL DATA PROCESSING INTEREST INTERDEPARTMENTAL TOTAL TOTAL INTERNAL SERVICE FUNDS 88,019 787,166 875,185 172,120 500,612 672,732 95,819 1,358,261 278,912 1,732,992 1,123,553 62,947 1,186,500 770,753 104,883 49,363 924,999 37,269 719,293 756,562 6,148,970 PROJECTED ESTIMATED AS % DIFFERENCE REVENUE REVENUE OF FY 91 -92 1991 -92 TO 1991-92 1992-93 PROJECTED 1992-93 24,000 576,225 600,225 2,000 1,000,000 1,002,000 30,000 1,130,700 245,000 1 ,405,700 1,160,000 50,000 1,210,000 833,400 42,000 40,000 915,400 16,000 808,800 824,800 5,958,125 2,000 616,000 618,000 2,000 891,000 893,000 30,000 1 ,674,000 245,000 1 ,949,000 1 ,291 ,600 50,000 1,341,600 977,500 40,000 40,000 1,057,500 14,000 496,000 510,000 6,369,100 -91.67% 6.90% 2.96% 0.00% -10.90% -10.88% 0.00% 48.05% 0.00% 38.65% 11.34% 0.00% 10.88% 17.29% -4.76% 0.00% 15.52% -12.50% -38.67% -38.17% 6.90% (22,000) 39,775 17,775 0 (109,000) (109,000) 0 543,300 0 543,300 131,600 0 131,600 144,100 (2,000) 0 142,100 (2,000) (312,800) (314,800) 410,975 24 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 REVENUE SOURCE REDEVELOPMENT FUNDS ::™:::™:::¥::tt^^ OPERATIONS INTEREST TOTAL LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL DEBT SERVICE TAX INCREMENT INTEREST TOTAL TOTAL REDEVELOPMENT FUNDS TOTAL OPERATING ACTUAL REVENUES 1990-91 :|: 69,242 69,242 322,234 106,083 428,317 1 ,288,935 83,542 1,372,477 1 ,870,036 $65,458,169 PROJECTED REVENUE 1991-92 15,000 15,000 360,000 100,000 460,000 1 ,440,000 65,000 1 ,505,000 1,980,000 $66,299,935 ESTIMATED REVENUE C 1992-93 12,000 12,000 400,000 100,000 500,000 1,600,000 60,000 1,660,000 2,172,000 $72,333,042 AS% 3FFY91-92 3ROJECTED -20.00% -20.00% 11.11% 0.00% 8.70% 11.11% -7.69% 10.30% 9.70% 9.10% DIFFERENCE 1991 -92 TO 1992-93 (3,000) (3,0001 40,000 0 40,000 160,000 (5,000) 155,000 192,000 $6,033,107 25 CITY OF CARLSBAD REVENUE ESTIMATES FOR 1992-93 <** * REVENUE SOURCE CAPITAL FUNDS GENERAL CAPITAL CONSTR PUBLIC FACILITY FEE ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CAL TRANS SDG&E GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG CMMTY FACILITIES DISTRICT #1 FEDERAL HIGHWAY WATER DISTRICT FUNDS - RECLAIMED WATER -MAJOR FACILITIES -REPLACEMENT REDEVELOPMENT FUNDS -TAX INCREMENT BONDS -REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS ACTUAL REVENUES 1990-91 I 505,847 5,458,933 274,832 559,712 743,529 172,371 2,906,724 649,054 9,390 0 1,188,759 261,231 420,573 339,277 16,691,991 0 326,999 1,622 0 0 1,779,841 871,917 262,655 25,000 $33,450,257 PROJECTED REVENUE 1991-92 250,000 300,000 3,000 518,000 81,000 150,000 1,123,000 0 1,164,000 0 349,800 5,000 200,000 157,500 200,000 0 40,000 3,025,000 0 0 200,000 1,710,000 100,000 25,000 $9,601,300 ESTIMATED REVENUE 1992-93 0 326,669 23,000 110,596 111,043 0 977,108 3,750,000 1,800,000 785,000 1,043,000 1,450,000 0 3,170 520,000 165,375 0 1,687,500 713,046 13,815,000 566,667 5,000,000 300,000 2,050,000 0 0 $35,197,174 AS% OF FY 91 -92 PROJECTED -100.00% 8.89% 666.67% -78.65% 37.09% -12.99% 54.64% 100.00% -100.00% -36.60% 160.00% 5.00% -100.00% 100.00% 1682.62% 100.00% 100.00% 50.00% 19.88% -100.00% -100.00% 366.59% DIFFERENCE 1991 -92 TO 1992-93 (250,000) 26,669 20,000 (407,404) 30,043 (150,000) (145,892) 3,750,000 636,000 785,000 (349,800) (1 ,830) 320,000 7,875 (200,000) 1 ,687,500 673,046 10,790,000 5,000,000 100,000 340,000 (100,000) (25,000) $25,595,874 GRAND TOTAL REVENUE $98,908,426 $75,901 ,235 $107,530,216 141.67%$31,628,981 26 im CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 NUMBER BUDGET ALLOCATED REQUEST IHBPCii, EXECUTIVE ASSISTANT TOTAL CITY COUNCIL ICflY MANAGER CITY MANAGER ASSISTANT CITY MANAGER REQUEST OVER (UNDER) 1991-92 ALLOCATED UNFUNDED POSITIONS 1 1 1 1 1 1 1 1 0 FINANCIAL MANAGEMENT DIRECTOR 1 1 ASSISTANT TO CITY MANAGER SECRETARY TO C. MANAGER SECRETARY II SECRETARY 1 CLERK TYPIST 1 TOTAL CITY MANAGER liNFORMAflON 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 [CJTy ATTORNEY 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 1 8 8 1 1 1 1 1 1 1 1 1 1 1 1 6 6 1 1 1 1 1 1 1 1 4 4 10 10 1 1 1 1 1 1 1 1 1 1 5 5 • 0 0 0 0 0 1 1 27 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATED | FINANCE | FINANCE DIRECTOR ASSISTANT FINANCE DIRECTOR SR MANAGEMENT ANALYST ACCOUNTANT ACOUNTING SUPERVISOR ACCOUNT CLERK II ACOUNT CLERK I AUDITOR BUSINESS LICENSE REPRESENTIVE SECRETARY II TOTAL FINANCE IRJSK MANAGEMENT j RISK MANAGER SECRETARY II TOTAL RISK MANAGEMENT | PURCHASING j PURCHASING OFFICER SECRETARY I BUYER STOREKEEPER MESSENGER TOTAL PURCHASING JHUMAN RESOURCES j 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 iiiSisiCHOFMce j MGR OF RESEARCH & ANALYSIS SR MANAGEMENT ANALYST SECRETARY I TOTAL RESEARCH 1 1 1 4 2 3 1 1 1 1 16 1 1 2 1 . 1 2 1 1 6 1 1 1 1 1 1 1 1 8 1 2 1 4 1 1 1 4 2 3 1 1 1 1 16 1 1 2 1 1 2 1 1 6 1 1 1 1 1 1 1 1 8 1 2 1 4 1 1 0 2 0 0 1 0 1 0 iit m 28 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATED IPOLHJJE | ADMINISTRATION POLICE CHIEF MANAGEMENT ANALYST PROGRAMMER/OPERATOR 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 COMMUNICATIONS SUPERVISOR RECORDS SUPERVISOR COMMUNICATION OPERATOR II POLICE RECORDS CLERK II PROGRAMMER/OPERATOR CRIME PREVENT TECH SECRETARY I TOTAL TECHNICAL SERVICES DARE PROGRAM POLICE OFFICER TOTAL DARE PROGRAM 1 1 1 1 4 1 4 6 10 32 1 54 1 1 8 1 1 2 14 1 2 3 1 1 1 1 13 6 0 1 1 25 2 2 1 1 0 1 3 1 4 6 11 31 1 54 1 1 7 3 1 2 15 1 2 3 1 1 1 1 13 6 1 1 1 26 2 2 -1 -1 0 -1 2 1 0 1 1 0 29 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION mi m 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATED TRAFFIC POLICE SERGEANT SENIOR POLICE OFFICER POLICE OFFICER POLICE SERVICES AIDE TOTAL TRAFFIC TOTAL POLICE |FtR£ | FIRE CHIEF FIRE BATTALION CHIEF FIRE CAPTAIN FIRE CAPTAIN SPECIALIST FIRE ENGINEER FIRE FIGHTER PARAMEDIC-FIRE FIGHTER SECRETARY II SECRETARY I FIRE PREVENTION OFFICER II FIRE PREVENTION OFFICER III TOTAL FIRE IBUILDING INSPECTION I PRINC BUILDING INSPECTOR BUILDING INSPECTOR III BUILDING INSPECTOR II BUIDLING INSPECTOR I CODE ENFORCEMENT OFFICER II CODE ENFORCEMENT OFFICER I BUILDING TECHNICIAN II TECHNICIAN I PERMIT CLERK TOTAL BUILDING INSPECTION [GOMMDEVEIiOPMENT ADMINISTRATION COMMUNITY DEVEL DIRECTOR SENIOR MANAGEMENT ANALYST SECRETARY II CLERK TYPIST II CLERK TYPIST I RECEPTIONIST/CASHIER TOTAL COMM DEV ADMINIST GEOGRAPHIC INFO SYSTEM COORD GEOGRAPHIC INFO SYSTEM TECH TOTAL GEOGRAPHIC INFORMATION 1 4 2 1 8 110 1 4 18 4 18 9 21 1 1 3 1 81 1 2 4 1 1 1 1 2 2 15 1 1 1 1 1 1 6 1 1 2 1 2 4 1 8 0 111 1 1 4 18 4 18 9 21 1 1 3 1 81 0 1 2 4 1 1 1 1 2 2 15 0 1 1 1 1 1 1 6 0 1 1 2 0 1 1 1 2 3 1 1 1 1 m m min p Hi 30 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATED | ENGINEERING | CITY ENGINEER ASSISTANT CITY ENGINEER TRAFFIC ENGINEER ASSISTANT TRAFFIC ENGINEER MUNICIPAL PROJECT MANAGER PRINCIPAL CIVIL ENGINEER PRINCIPAL CONSTRUCTION INSPECT SR CONSTRUCTION INSPECTOR CONSTRUCTION INSPECTOR ENGINEERING INSPECTOR - WATER SR ENGINEERING INSP - WATER PERMIT CLERK ASSOCIATE CIVIL ENGINEER ASSISTANT CIVIL ENGINEER ENGINEERING TECHNICIAN II TECHNICIAN I SR MANAGEMENT ANALYST MANAGEMENT ASSISTANT SECRETARY II WORD PROCESS OPERATOR II CLERK TYPIST II TOTAL ADMINISTRATION IQROWTH 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 II TOTAL PLANNING PiiSfliillRESERVATlON | MANAGEMENT ANALYST TOTAL HISTORIC PRESERVATION 1 1 1 1 1 4 1 2 5 1 1 1 12.5 3 7 1 1 1 1 3 1 50.5 1 1 0.5 1 3.5 1 1 2 2 4 7 3 1 1 1 1 3 27 0.5 0.5 1 1 1 1 1 4 1 2 5 1 1 1 12.5 3 7 1 1 1 1 3 1 50.5 1 1 0.5 1 3.5 1 1 2 2 4 7 3 1 1 1 1 3 27 0.5 0.5 1 1 3 1 1 0 7 1 0 1 0 2 2 1 0 3 0 31 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATEDiHiAiw • • • j LIBRARY ADMINISTRATION LIBRARY DIRECTOR ASSISTANT LIBRARY DIRECTOR MANAGEMENT ANALYST SECRETARY II GRAPHIC ARTIST MESSENGER ACCOUNT CLERK II 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 CLERK TYPIST II TOTAL TECHNICAL COLLECTION DEVELOPMENT LIBRARIAN III LIBRARY ASSISTANT II TOTAL COLLECTION DEVEL MEDIA SERVICES MEDIA SERVICES MANAGER TOTAL MEDIA 1 1 1 1 1 1 1 7 1 1 1 3 1 2 1 1 5 1 1 1 1 1 3 1 2 4 1 8 1 1 2 1 1 1 1 1 1 1 1 1 7 0 1 1 1 3 0 1 2 1 1 5 0 1 1 0 1 1 1 3 0 1 2 4 1 8 0 1 1 2 0 1 1 0 1 1 2 1 1 1 1 1 1 m m m m m m mt m .Vm 32 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) ADULT LEARNING LIBRARIAN III CLERK TYPIST II TOTAL ADULT LEARNING BRANCH LIBRARY ASSISTANT III LIBRARY ASSISTANT I TOTAL BRANCH TOTAL LIBRARY [CULTURAL ARTS | ARTS MANAGER COMMUNITY ARTS COORDINATOR SECRETARY I TOTAL CULTURAL ARTS [PARKS ANDflE©BEATION | ADMINISTRATION PARKS & RECREATION DIRECTOR SR MANAGEMENT ANALYST PARK DEVELOPMENT COORDINATOR 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 PARK MAINTENANCE SPECIALIST TOTAL PARK MAINTENANCE TREE MAINTENANCE PARK SUPERVISOR TREE TRIMMER LEADWORKER TREE TRIMMER II TOTAL TREE MAINTENANCE 1 1 2 1 1 2 34 1 1 1 3 1 1 1 1 1 5 1 1 5 12 1 1 21 0.5 2 4 6.5 1991-92 ALLOCATED 1 1 2 0 1 1 2 0 34 0 5 1 1 1 3 0 1 1 1 1 1 5 0 1 1 5 12 1 1 1 21 0 1 0.5 2 4 6.5 0 33 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION m MM 1991-92 NUMBER ALLOCATED MEDIAN MAINTENANCE PARK SUPERVISOR PARK MAINTENANCE WORKER II TOTAL MEDIAN MAINTENANCE RECREATION OPERATIONS RECEPTIONIST/CASHIER RECREATION SPECIALIST 1 TOTAL RECREATION DERATIONS RECREATION FEE SUPPORTED RECREATION SUPERINTENDENT PRINC RECREATION SUPERV RECREATION SUPERVISOR II RECREATION SUPERVISOR 1 RECREATION SPECIALIST 1 TOTAL RECR. FEE SUPPORTED AQUATICS AQUATIC SUPERVISOR TOTAL AQUATICS SENIOR PROGRAM SENIOR COORDINATOR SECRETARY 1 SITE MANAGER TOTAL SENIOR PROGRAM TOTAL PARKS & RECREATION | UTHJTIE&MAINTEN ANC6 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 1992-93 REQUEST BUDGET OVER REQUEST (UNDER) 1991-92 ALLOCATED 0.5 1 1.5 0 3 1 4 0 1 1 3 1 2 8 0 1 1 0 1 1 1 3 0 50 0 1 1 1 1 1 5 0 UNFUNDED POSITIONS 1 1 2 0.5 0.5 m m m Hi 9 M I Mi m 34 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991 -92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 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 ENGINEERING TECHNICIAN II TOTAL STREET LIGHTING BUILDING MAINTENANCE BUILDING MAINT SUPT BUILDING MAINT SUPERV SENIOR BUILDING MAINT WORKER BUILDING MAINT WORKER II . BUILDING MAINT WORKER I CUSTODIAN U CUSTODIAN TOTAL BUILDING MAINTENANCE VEHICLE MAINTENANCE FLEET MAINTENANCE SUPERT ACCOUNT CLERK II EQUIPMENT MECHANIC II EQUIPMENT MECHANIC I EQUIPMENT MECHANIC SUPERVISOR TOTAL VEHICLE MAINTENANCE TOTAL UTILITIES/MAINTENANCE |^^(^:iN6!:i|&P/SlOPW6NT 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 1991-92 NUMBER ALLOCATED 0.3 1 2 6 13 3 25.3 1 1 1 0 3 1 1 1 1 1 1 9 15 1 1 3 1 1 7 55.3 i 0.5 2 1 1 4.5 0.5 0.5 1 1992-93 REQUEST BUDGET OVER REQUEST (UNDER) 1991-92 ALLOCATED 0.5 0.2 1 2 6 13 3 25.5 0.2 1 1 1 0.5 0.5 3.5 0.5 1 1 1 1 1 1 9 15 0 1 1 3 1 1 7 0 56 0.7 0.5 2 0 1 1 4.5 0 0.5 0.5 1 0 UNFUNDED POSITIONS 1 1 1.5 35 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1991-92 AND 1992-93 BY DEPARTMENT AND CLASSIFICATION 1991-92 1992-93 REQUEST UNFUNDED NUMBER BUDGET OVER POSITIONS ALLOCATED REQUEST (UNDER) 1991-92 ALLOCATED HOUSING SENIOR MANAGEMENT ANALYST HOUSING SPECIALIST I MANAGEMENT ANALYST CLERK TYPIST II TOTAL HOUSING BLOCK GRANT SR MANAGEMENT ANALYST TOTAL BLOCK GRANT 1 1 1 1 4 0.5 0.5 TOTAL HOUSING & REDEVELOPMENT 1 0 WATER Dl^miCt/SANiTAtJOf* SVCS GENERAL MANAGER DISTRICT ENGINEER ADMINISTRATIVE MANAGER SUPERINTENDENT ACCOUNT CLERK I ACCOUNT CLERK II ADMINISTRATIVE ANALYST CONSTRUCTION MAINT WORKER CONSTRUCTION & MAINT SUPERV ENGINEERING OFFICE ASSISTANT ENGINEERING SECRETARY ENGINEERING TECHNICIAN EQUIPMENT OPERATOR EXECUTIVE SECRETARY FACILITY MAINT LEADWORKER METER READER 1 METER READER II METER SHOP SUPERVISOR OPERATIONS OFFICE ASSISTANT RECEPTIONIST SENIOR SYSTEMS OPERATOR SENIOR VALVE TECHNICIAN SERVICE COORDINATOR 1 1 1 2 1 2 1 3 1 1 1 3.7 1 1 1 0 6 1 1 1 1 1 1 SR CONSTR & MAINTENANCE WORKE 1 ASSOCIATE ENGINEER STOREKEEPER SYSTEMS OPERATION SUPERVISOR SYSTEMS OPERATOR II UTILITY MAINT WORKER III VALVE TECHNICIAN 2 1 1 4 2 1 WATER CONSERVATION SPECIALIST 1 SEWER MAINTENANCE SUPERVISOR 1 UTILITY SYSTEM OPERATOR II UTILITY SYSTEM OEPRATOR III TOTAL WATER SERVICES ORANDTOTAt 4 1 52.7 560.5 1 1 1 1 4 0 0.5 0.5 0 10 0 1 1 1 2 2 1 2 1 3 1 1 1 2 -1.7 1 1 1 2 2 6 1 1 2 1 1 1 1 1 3 1 1 1 4 2 1 1 1 4 1 56 3.3 565.5 5 30.5 II im 36 GENERAL FUND BUDGET 1992-93 General Fund Budget 1992-93 General Fund Revenues PUBLIC SAFETY $16.2 38% ADMINISTRATION $4.4 10% 1 CONTINGENCIES $1.1 3% LIBRARY/PARKS $6.7 16% OTHER $24 6% MAINTENANCE $3.8 9% DEVELOPMENT $7.5 18% Total General Fund Budget = $42.1 Values in Millions LICENSES & PERM S2.2 5% INTEREST $1 7 4% CHARGES FOR SERVICE! $34 8% OTHER REVENUESUBVENTIONS S2 5 6% Ut S27 6% Total Revenues = $42.1 Values in Millions GENERAL FUND EXPENSES The General Fund supports services most commonly recognized as those that are provided by the City. They include Police, Fire, Library, Planning and Engineering services, as well as the others noted in the pie chart above. The service which accounts for the largest portion of expenditures is for Public Safety, Police and Fire, at $16.2 million, or 38% of the total. Other, at 6% of the total, includes the annual payment for Hosp Grove, Property Tax Administration Fees, Animal Regulation Contract and Community Promotion. GENERAL FUND REVENUE SOURCES The most significant discretionary source of revenues are those generated for the General Fund. These revenues pay for services associated with the Library, Parks and Recreation, Police and Fire. Estimates for 1992-93 show that Taxes make up the largest single share of revenue at $29.5 million or 70% of the total. Included are Property Tax, Sales Tax, and Transient Occupancy Tax. The next largest share of revenue is within Charges for Services at $3.4 million or 8% of the total. Charges are made for development related services, recreation fees, and ambulance fees. Other revenue at $2.5 million includes Interdepartmental Charges and Fines and Forfeitures. State Subventions include funds received from Cigarette Tax and Vehicle In-Lieu and consist of 6% of total revenues. Interest is estimated at $1.7 million for 1992-93 and is equivalent to 4% of the revenues. 37 CITY OF CARLSBAD General Fund Revenue Comparison 1991-92 and 1992-93 m * PROPERTY TAX SALES TAX TRANS OCCUPANCY OTHER TAXES-|H LICENSES & PERM ITS i£3i STATE SUBVENTIONS CHARGES FOR INTEREST-H? OTHER i^S 2 4 6 8 10 12 14 16 MILLIONS OF DOLLARS 1991-92 FY 1992-93 Property Tax revenue is projected to increase by 10.9% in 1992-93, or $1.5 million. It was assumed that the base would increase by 2% as allowed under the provisions of Proposition 13. The remainder of the increase reflects a turnaround in the economy as a result of more property transactions. Sales Tax is projected to increase by 12.1% or $1 million. Three quarters of the increase is expected as a result of the retail trade from the new Price Club. The remainder of the increase is projected as an inflationary factor. Transient Occupancy Tax revenues show no increase. No new lodging facilities are open, nor are there any factors leading to increased tourism into Carlsbad. Other Taxes include Franchise Tax, Transfer Tax, and Trailer Coach In-Lieu. There are no increases anticipated in any of these tax revenues. Licenses and Permits, as a group, contain a $.4 million increase. Construction permits, up 105% or $230,000, anticipate a turnaround in the economy. Business Licenses are up $100,000 due to the operation of the Price Club. State Subventions contain a $100,000 increase which occurs in the Vehicle In- Lieu, or vehicle registration fees. Estimates are based upon information received from the State Department of Finance. Charges for Services are projected to decrease by 11.7% or $455,000. Decreases are most prevalent in Engineering Fees as many development plans have progressed beyond the initial stages which generate these fees. Interest is expected to drop in concert with the falling interest rates. Other includes Interdepartmental Charges which are down by $25,000 from 1991- 92 rates. The decrease is due to a restructuring of the charge back system in concurrence with the blending of Water District and City services. 38 GENERAL FUND EXPENDITURE HISTORY BY CATEGORY 1988-89 to 1992-93 Function Public Safety Culture/Recreation Development Administration Maintenance Other / / / 1 Actuals Estimates 5 10 15 Millions of Dollars 20 This table shows the expenditures by function or service level program. Following the increases in spending between 1989 to 1990, the trend has been a leveling off of expenditures. The leveling is especially evident from 1991 through 1993. Public Safety, the first set of bars above, appears to be the only category which varies from the trend, although expenditure increases are not as high as in the past. Community Development, the third set of bars, shows an increase in estimated 1992 expenditures that is the result of processing projects in the pre-construction phases. Several special projects were also occurring during 1992, such as the General Plan update, and the development of the Housing Element. The fluctuations noted in the Other category are the result of the payments for Hosp Grove and the Golf Course, as well as the spending from the Contingency Account. Also, during 1992, the new Property Tax Administration Fees were included. Annual Total General Fund Expenditures: Actuals 1989 1990 1991 Estimated Expenditures 1992 1993 $30,471,691 36,119,404 39,304,426 42,037,905 42,147,935 39 OPERATING REVENUE 1992-93 OPERATING EXPENDITURES 1992-93 Sales Tax $9.7 Other Taxes $4.3State Subventions $2.7 Other Special Fund $14.4 Licenses and Permits $2.2 Property Tax $15.5 Charges for Services $3.4 Other General Fund $4.3 Housing/Redevelopment $2 Parks & Recreation $4 Other $20.7 / Water District $15.8 Water District $16.8 Public Safety $17.1 Library $2.7 General Government $4.5 Community Development $6.5 Total Operating Revenues- $72.3 Values in Millions ESTIMATED REVENUES 1992-93 Revenue Source Sales Tax Property Tax Other Taxes State Subventions Licenses & Permits Charges for Service Other Gn'l Fund Water District Other Spec Funds Total Reverf ^ii i av i ii Amount In Millions $9.7 $15.5 $4.3 $2.7 $2.2 $3.4 $4.3 $15.8 $14.4 $72.3mm ii t i Percent 13.4% 21 .4% 6.0% 3.7% 3.0% 4.7% 6.0% 21 .9% 19.9% 100.0%mm KB Total Operating Expenditures - $74.3 Values in Millions ESTIMATED EXPENDITURES 1992-93 City Service Housing & Redevelopment Water District Community Development General Gov't Library Public Safety Parks and Recreation Other Total Expenditures 1 / I 1 t • I 111 Amount in Millions $2.0 $16.8 $6.5 $4.5 $2.7 $17.1 $4.0 $20.7 $74.3 II t 1 11* Percent 2.7% 22.6% 8.7% 6.1% 3.6% 23.0% 5.4% 27.9% 100.0% ^ * • t 41 •SsSfa GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal || year. The revenues which are subject to the Limitation are those considered "proceeds of «i taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. m The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: •* * Growth in California per capita income, OR m *• Growth in non-residential assessed valuation due to new construction in the •* City, AND ** »• Population growth of Carlsbad, OR "f mH + Population growth within San Diego County. ^i The factors used to calculate the 1992-93 Limit were: ** y^^^^H *• Population growth in San Diego County, AND »• Growth in California per capita income. _ SSI _^The formula is outlined below: 1991-92 Expenditure Limit $64,977,941 ^ % County Population Growth 1.0234 m Growth in California per capita income X 0.9936 y Net Increase Factor 1.0169 •I 1992-93 Limit (1989-90 Limit X Factor) $66.072.835 m Current Appropriation of Proceeds of Taxes $35,590,620 m Mi The spending limit for the City of Carlsbad for 1992-93 is $66,072,835 with appropriations of "proceeds of taxes" of $35,590,620. The result of the calculation provides the City with H an operating margin of $30.5 million. M The area chart on the following page graphically depicts the operating margin within H Carlsbad. The amount which can be appropriated from taxes is the result .of the dramatic * increase in implementing the selection of factors as allowed in Proposition III. <* J 42 CITY OF CARLSBAD PROPOSITION 4 SPENDING LIMIT VS. APPROPRIATION OF PROCEEDS OF TAXES MILLIONS OF DOLLARS 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 FISCAL YEAR OF TAXES IZ2 SPENDING LIMIT 43 DEBT MANAGEMENT ISSUES As the City develops, the question of financing the necessary infrastructure becomes more and more pervasive. The past few years have seen the City meet new challenges in managing its resources and demanding that development contribute to the quality of life for the residents of Carlsbad. The use of debt has become a primary issue in the development of the Capital Improvement Program and the policies that implement the growth management program. During the last five years, the City has issued $72 million in bonds and Certificates of Participation (COP's) to fund streets, buildings, sewer and water facilities, open space acquisition and other infrastructure projects. The table below identifies the debt the City currently maintains, the outstanding principal, the 1992-93 principal and interest payment and the scheduled year of payoff. CITY OF CARLSBAD DEBT ISSUED mt m *%^ m m m m m m Bond Name Fund 1988 Hosp Grove COP General 1981 Parking Authority General 1969 Parking Authority General 1988 CMWD Water COP Enterprise 1989 Encina JPA Sewer Sewer Expansion Enterprise 1988 Redevelopment Tax Increment Bonds 1986 College Boulevard Assessment Assessment District District 1988 Palomar Airport Rd. Assessment Assessment District District 1990 Alga Road Assessment Assessment District District Outstanding 1992-93 Scheduled Original Principal Payment Year of Bond Issue at 6/30/92 P & I Payoff/FY $8,690,000 $8,090,000 $866,448 2009 1,500,000 1,000,000 155,000 2001 1,535,000 450,000 125,600 1996 14,370,000 12,055,000 1,527,537 2004 12,689,800 12,689,800 844,452 2015 Redevelopment 12,000,000 11,475,000 1,137,938 2011 9,570,250 8,465,000 973,180 2007 5,133,940 4,495,000 571,946 2004 If HI 1to m m 19,561,248 19,561,248 1,946,175 2012 •I Ml m m 44 In addition to these existing issues, the City is considering using debt to fund several new projects. These include the following: Community Facilities District - In May, 1991, the City implemented a Mello-Roos Financing District, called Community Facilities District #1 (CFD). Approximately $109 million in Capital Projects will be financed using this mechanism. The South Carlsbad Library is scheduled for construction in 1992-93 using a CFD bond issue of approximately $11 million. This project will proceed following a thorough review of the City's capability to fund its operation. A CFD bond issue of approximately $7 million may also be issued to construct the overpass at 1-5 and Palomar Airport Road. Golf Course Construction - The City Council is considering the construction of a public Golf Course that may cost as much as $14 million. Funding could be provided through the use of COP's supported by a General Fund pledge and revenue generated through the operation of the course. This project is tentatively scheduled to begin in 1993-94. Progress on this project will depend on the Council making the finding that adequate funds are available within the General Fund to support this issue without interfering with operations, as well as the mitigation of environmental concerns. Rancho Santa Fe Assessment District - An Assessment District is being formed to improve Rancho Santa Fe Road, Olivenhain Road, and Leucadia Road. The streets will be widened to six lanes within Carlsbad from the City of San Marcos to the City of Encinitas. Bond issues are planned to provide funds to construct the street expansion in three phases. The total project cost is expected to range from $70 million to $100 million. The first bond issue of approximately $30 million is tentatively scheduled for fiscal year 1993-94. The City's participation in this project is limited to $6 million which will be provided by the CFD. All other costs will be borne by the property owners. 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 92-93 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. 45 m The Capital Improvement Program is located toward the back of the budget. Included is a a discussion of the program as a whole, the revenue sources, project scheduling and x m budgeted 1992-93 expenditures. The discussion is followed by a multi page table outlining all capital projects. Ongoing projects are identified along with the amount of funds already appropriated, while future projects contain an identification of their estimated cost in planned year of spending. An analysis of cash balances concludes the presentation of the CIP. The Appendices contain a table outlining 1992-93 Capital Outlay. Travel detail is presented next, so that Council may review and approve these requests. The Budget Process and Accounting System and Budgetary Control are also presented in the appendix section. \, m m •n m m 1 46 47 i ti General Government I I E 1 I I I I I I I I PROGRAM: FUND: DEPARTMENT: CITY COUNCIL GENERAL CITY COUNCIL ACCT # 001-1010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 122,417 20,568 0 $ 142,985 1 1990-91 ACTUAL $ 129,245 19,211 4,353 $ 152,809 1 1991-92 BUDGET $ 136,715 29,625 0 $ 166,340 1 1992-93 BUDGET $ 133,518 25,850 0 $ 159,368 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. 48 PROGRAM: FUND: DEPARTMENT: CITY MANAGER GENERAL CITY MANAGER ACCT * 001-1020 PERSONNEL NAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 357,609 48,227 15,334 $ 421,170 5 1990-91 ACTUAL $ 418,104 48,084 12,235 $ 478,423 7 1991-92 BUDGET $ 592,629 64,365 15,000 $ 671,994 8 1992-93 BUDGET $ 596,377 35,990 0 $ 632,367 8 Im m at 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: Submit a balanced budget to the City Council. Provide quarterly fiscal updates to the Council. 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: Maintenance and Operation reductions were made in organizational team building and travel. One Clerk Typist position continues to be allocated but not funded. 49 m m PROGRAM: FUND: DEPARTMENT: PUBLIC INFORMATION GENERAL CITY MANAGER ACCT * 001-1021 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 155 28,548 0 $ 28,703 0 1990-91 ACTUAL $ 0 44,682 1,373 $ 46,055 0 1991-92 BUDGET $ 0 41,400 0 $ 41,400 0 1992-93 BUDGET $ 0 27,900 0 $ 27,900 0 WORK PROGRAM: Provide information to the public regarding City 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. 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. State of the City Video: Produce State of the City video.1. Ensure that a State of the City video is produced which accurately represents the visions and achievements of the City and its representatives. SIGNIFICANT CHANGES: Reductions will eliminate distribution of special edition newsletter information. 50 PROGRAM: FUND: DEPARTMENT: CITY CLERK GENERAL CITY CLERK ACCT * 001-1030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 4,634 8,320 0 $ 12,955 0 1990-91 ACTUAL $ 6,824 20,169 0 $ 26,993 0 1991-92 BUDGET $ 7,105 13,500 0 S 20,605 0 1992-93 BUDGET $ 6,600 24,300 0 $ 30,900 0 It m m WORK PROGRAM: The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal Code. PROGRAM ACTIVITIES: Election Services: Serves as the City's Election Officer responsible for conducting the Municipal Elections. Fair Political Practices Commission (FPPC) Filings: Serves as City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes receipt and review of Campaign Statements and Statements of Economic Interest. WORKLOAD MEASURES: CY/1990 1. Elections: 1 General 1 . Fili ngs : 47 Campaign Statements 247 Statements of Economic Interest None 29 Campaign Statements 326 Statements of Economic Interest 4* M Council Meeting Record of Proceedings; Keeps an accurate record of proceedings of the legislative body as required by the Government Code. 1. Council Minutes: 62 91 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: 105 138 2. Public Hearing Notices: 40 49 3. Ordinances Published: 44 52 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: 47 49 SIGNIFICANT CHANGES: Increased budgeted expenses will cover election costs in November of 1992. 51 PROGRAM: FUND: DEPARTMENT: CITY ATTORNEY GENERAL CITY ATTORNEY ACCT * 001-1210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 295,476 35,969 6,692 $ 338,137 3 1990-91 ACTUAL $ 373,580 40,195 8,391 $ 422,166 5 1991-92 BUDGET $ 395.390 80,185 3,000 $ 478,575 5 1992-93 BUDGET $ 401,641 40,800 0 S 442,441 5 WORK PROGRAM: The City Attorney is the Chief Legal Officer of the City and is responsible for advising the City Council on all legal matters coming before it. The City Attorney provides administrative direction and control of the Office of the City Attorney. The City Attorney assists the City's administrators in accomplishing the goals and objectives of the City Council in the legally most appropriate and expeditious way. PROGRAM ACTIVITIES: To provide quality legal services to the City Council, 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: Budget reductions are a result of decreased use of outside legal services for litigating specific issues. •m 52 PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE WORK PROGRAM: ACCT * 001-1310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 627,098 401,968 21,819 $1,050,885 16 1990-91 ACTUAL $ 630,679 293,540 13.534 $ 937,753 17 1991-92 BUDGET $ 738,966 408,584 3,000 $1,150,550 16 1992-93 BUDGET $ 739,293 212,000 0 $ 951,293 16 m 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: Budget Management: Develop an annual budget identifying operating and capital programs and their costs for future years. District/CFD Administration: Provide financial management of 1913/15 Act Assessment and Hello-Roos Districts. Long-Range Financial Planning; Assist in providing long-range financial planning services, .including long-range operating revenue and expense forecasts. PERFORMANCE OBJECTIVES: 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 when required. 2. Establish systems and procedures to administer CFD No. 1. 3. Establish procedures to administer Alga Rd. Assessment District. 1. Update and present results of fiscal impact analysis of General Plan. Accounts Receivable: Bill and collect revenue for the City; including utilities, business license, ambulance, parking citations, and emergency response billings. Accounts Payable; Assemble and pay the debts of the City, including payroll. Satisfy requirements of taxing agencies. General Accounting and Reporting: Prepare and maintain accurate financial records; including 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. 1. Establish business license field inspection system. 2. Revise ordinance to base business license fee on prior year's actual receipts. 3. Decrease outstanding receivables through more timely follow-up of delinquent accounts. 1. Maintain turnaround time of 30 days to process and pay invoices. 1. Provide City Manager and Council with timely monthly financial reports. 2. Distribute monthly expenditure summary on 5th working day of month. 3. Survey City departments to determine departmental financial needs/requirements. 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 eliminated one Account Clerk position. In addition, one Business License Representative and one Accounting Supervisor are allocated but not funded. Maintenance and Operation costs have decreased due to the completion of various consultant projects and across the board reductions in other areas. 53 •a* PROGRAM: FUND: DEPARTMENT: CASH MANAGEMENT GENERAL CITY TREASURER ACCT * 001-1320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 23,237 37,838 0 $ 61,075 0 1990-91 ACTUAL $ 29,142 41,670 0 $ 70,812 0 1991-92 BUDGET $ 28,541 52,542 6,200 $ 87,283 0 1992-93 BUDGET $ 26,955 58,425 0 $ 85,380 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. Recordfceeping; Develop and maintain records for all investments and investment income. Verify receipt and correctness of investments made. Reporting: Develop and prepare monthly and annual reports to the City Council regarding cash management and investment activities; develop investment data for the Annual Financial Report. 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 bank.ing 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 collateralization contracts as required. 1. 2. 3. Maintain data base of cash projections, investments interest rates, and interest income. Reconcile bank's report of safekeeping with data base. Maintain records to insure that all interest income is received when due. 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. 54 PROGRAM: AUDIT FUND: GENERAL DEPARTMENT: FINANCE ACCT * 001-1330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 34,500 0 $ 34,500 0 1990-91 ACTUAL $ 0 15,650 0 $ 15,650 0 1991-92 BUDGET $ 0 45,000 0 $ 45,000 0 1992-93 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, 1992. SIGNIFICANT CHANGES: None. m 55 H PROGRAM: FUND: DEPARTMENT: PURCHASING GENERAL PURCHASING ACCT * 001-1410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL * 182,045 157,487 4,105 $ 343,637 5 1990-91 ACTUAL $ 194,984 150,933 6,134 $ 352.051 6 1991-92 BUDGET $ 253.913 152,091 0 $ 406,004 6 1992-93 BUDGET $ 253,697 134.700 11,500 $ 399,897 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 formal bid and quotation files. 2. Prepare Vendor's List by commodities. Maintain the certification of minority and women-owned businesses. Product/Service and Public Works Contracts; Provide administrative support for retaining files on product/service annual contracts and public works contracts. 1. Maintain tickler file for product/service contracts. 2. Develop new annual contracts, for items/services frequently used. 3. Maintain a current Contractor's list with classifications. 4. Streamline 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, including recycled products. 2. Update stores catalog quarterly and distribute new catalog annually. Messenger and Mail Service: Provide twice-daily interdepartmental mail service to City facilities and daily pick-up, posting/delivery of U.S. Mail. 1. Review and update messenger route and services. 2. Work with departments to consolidate City wide newsletters. 3. Reduce overall postage costs for mail services. Surplus Property; Manage the transfer and disposal 1. of surplus City property and lost/unclaimed Police 2 property. Maintain inventory of surplus City property. Direct disposal of surplus and lost/unclaimed police property semi-annually. SIGNIFICANT CHANGES: None. 56 PROGRAM: FUND: DEPARTMENT: HUMAN RESOURCES GENERAL HUMAN RESOURCES ACCT * 001-1510 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 267,217 310,184 5,856 $ 583,259 6 1990-91 ACTUAL $ 476,835 392,304 32,860 $ 901,999 8 1991-92 BUDGET $ 440,872 549,071 4,462 $ 994,405 8 1992-93 BUDGET $ 428,020 394,802 0 $ 822,822 8 HI yj N •R WORK PROGRAM: Provide service to City departments for their human resources needs; administer personnel functions; assist in attracting, developing, and retaining a competent and motivated work force. PROGRAM ACTIVITIES: Employment Services; Administer a merit personnel system. Affirmative Action Program, personnel guidelines, training, new employee orientations, contemporary testing methods, effective employer/ employee relations, maintain an equitable classification system. Provide services in the area of employment focusing on continuing the City's proactive outreach efforts to attract and retain qualified minorities, women, veterans, and handicapped applicants. Classification and Compensation; Continually review and maintain the City's compensation and classification system. PERFORMANCE OBJECTIVES: Conduct any recruitment with the objective of attracting well qualified applicants for available positions. Continue to review the City's employment policies to insure that they are free from artificial barriers. 1. Conduct all salary surveys in accordance with established compensation policies and guidelines. 2. Respond to the ongoing classification needs of the organization. 0k 1 Benefits; Administer and direct all the City's comprehensive employee benefit programs. Employee and Organizational Development: Provide services to the organization in the areas of employee development and organizational development. 1. Educate employees relative to their benefits. 2. Communicate and respond to questions and inquiries relative to benefits. 3. Interpret and implement legislation that affects benefits. 1. Continue to provide additional training through the Human Resource Management Seminar Series. 2. Train all employees in valuing diversity in the work place and provide training regarding the City of Carlsbad's Drug Free Work Place policy. 3. Begin to develop Employee Programs which provide for a better understanding of the values, cultures, functions, responsibilities, and benefits of employment with the City of Carlsbad. Hf m *l M Ml Ml m SIGNIFICANT CHANGES: One Compensation Technician position is allocated but not funded. Costs associated with recruitment and hiring of staff have been reduced, as have benefit consulting services. 57 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE DEPARTMENT: HUMAN RESOURCES ACCT * 613-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 1,240,108 0 $ 1,240,108 0 1990-91 ACTUAL $ 0 1,381,892 0 $ 1,381,892 0 1991-92 BUDGET $ 0 1,743,179 0 $ 1,743,179 0 1992-93 BUDGET $ 0 2,130,906 0 $ 2,130,906 0 WORK PROGRAM: This fund is used to pay health insurance premiums to Northwestern National Life. SIGNIFICANT CHANGES: Increased costs for insurance premiums are reflected in this budget. 58 PROGRAM: FUND: DEPARTMENT: RESEARCH GENERAL RESEARCH ACCT * 001-1610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 199,020 59,962 12,785 $ 271,767 4 1990-91 ACTUAL $ 219,218 133,451 4,187 $ 356,856 4 1991-92 BUDGET $ 257,911 65.080 0 $ 322,991 4 1992-93 BUDGET $ 251,603 26,040 0 $ 277,643 4 m WORK PROGRAM: Provide the City Manager's Office with the necessary resources and information to assist the City Council in making policy decisions, and in 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, and coordinate with other departments for input. Develop high quality computer graphics. Serve as demographic resource. Coordinate development and updating of departmental and Council objectives. Monitor Council follow-up requests. Provide staff support and guidance to the Child Care Commission and Cable Television Foundation. Legislation; Monitor legislative activities in Sacramento and Washington D.C.. Prepare 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. WORKLOAD MEASURES: 1. Number of agendas reviewed from outside public agencies: 1. Number of public requests for action reviewed: 1. Number of Demographics/Statistical requests received: 2. Number of presentation graphics designed: 3. Number of Cable T.V. Foundation grants processed: 1. Number of legislative bills tracked: 2. Number of legislative letters written: 3 Number of legislative status reports prepared: 208 100 200 35 101 526 36 fm SIGNIFICANT CHANGES: Maintenance and Operation costs are down due to the elimination of the Child Care Commission consultant. Research office staff will absorb these duties. 59 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL INFORMATION SYSTEMS ACCT * 001-1710 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 215,907 133,676 39,940 $ 389,523 6 1990-91 ACTUAL $ 270,793 118,047 224,648 $ 613,489 6 1991-92 BUDGET $ 286,027 155,632 11,133 $ 452,792 6 1992-93 BUDGET $ 290,174 120,900 0 $ 393,574 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 17 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. WORKLOAD MEASURES: CY/1990 1. Copies: 959,520 Telec ication Service:Maintains the telecommunications and call processing network for all City facilities, and approves and orders all additions and modifications to that network. 47 outgoing trunks 7 La Jolla FX lines 5 WATS lines 74 OPX lines 450 Instruments 120 Additional circuits and phone lines 578 voice mail boxes 81 outgoing trunks 7 La Jolla FX lines 5 UATS lines 86 OPX lines 499 Instruments 172 Additional circuits and phone lines 682 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. Entries Indexed: 1,769 Pages Filmed: 3,278 Storage: 113 boxes of files 6 micro boxes 1,398 66,521 122 boxes of files 5 micro boxes 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: 68 Agendas 528 Agenda Bills 455 Resolutions 44 Ordinances 448 Documents to Recorder 205 Contracts Agreements 97 Subscriptions to Municipal Code 77 Agendas 618 Agenda Bills 438 Resolutions 52 Ordinances 332 Documents to Recorder 249 Contracts Agreements 100 Subscriptions to Municipal Code (continued) 60 PROGRAM: FUND: DEPARTMENT: PAGE TWO ADMINISTRATION GENERAL INFORMATION SYSTEMS ACCT * 001-1710 PROGRAM ACTIVITIES: Minutes Service; Provide minutes for City Boards, Commissions and Committees. WORKLOAD MEASURES: CY/1990 1. Minutes for 14 Boards, Commissions, and Committees. Minutes for 17 Boards, Commissions, and Committees. SIGNIFICANT CHANGES: None. «** Wtt m 61 PROGRAM: FUND: DEPARTMENT: DATA PROCESSING INTERNAL SERVICE INFORMATION SYSTEMS ACCT * 640-1720 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 190.617 298,457 0 $ 489,074 3 1990-91 ACTUAL $ 262,549 450,235 0 $ 712,784 5 1991-92 BUDGET $ 248,958 475,845 14,236 $ 739,039 4 1992-93 BUDGET $ 249,528 425,100 2,600 $ 677,228 4 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 by the Library for online catalog and circulation. Provide backup support to Computer Aided Dispatch, the primary application on the DEC VAX at the Safety Center. Workstations; Maintain all hardware and software on the Unix workstation used for GIS. Micro Computers/network; Maintain all hardware and software for over 200 micro computers and the wide area network linking City micro computers. Provide backup support to the Safety Center Macintosh network. PERFORMANCE OBJECTIVES: 1. Ensure that the City's mini computers remain operational with minimum downtime. 2. Provide necessary support for all software applications. 1. Ensure availability of hardware maintenance for the City GIS workstations. 2. Provide software support for GIS, including application development. 1. Ensure availability of hardware maintenance for all components of the City's wide area network including individual micro computers and peripherals. 2. Provide support for standard software and in- house applications. Provide support necessary for the City's wide area network. Hen 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. Actual implementation may involve the purchase of hardware and software or developing the application in-house. 1. Meet 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 and hardware maintenance costs. 62 PROGRAM: FUND: DEPARTMENT: RISK MANAGEMENT GENERAL RISK MANAGEMENT ACCT * 001-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 99,594 107,423 3,237 $ 210,254 2 1990-91 ACTUAL $ 115,474 98,882 0 $ 214,356 2 1991-92 BUDGET $ 127,244 125,550 0 $ 252,794 2 1992-93 BUDGET $ 116,645 107,500 0 $ 224,145 2 *> a: m 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 update appraisals for all City property. Claims Management; Directs and administers the 1. 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. Litigation Management: Works in conjunction with 1. 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. To write RFP's for new third party administrators for both worker's compensation and general liability. To revise the settlement procedure and adjust settlement authority levels. * m Loss Prevention/Training; Provides direction, programming and training for various City departments in order to minimize the potential risk of future losses. 1. To provide safety training programs for each department. 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 expand the amount and types of coverage provided by the Special Event/Facility Use Liability Insurance Program. SIGNIFICANT CHANGES: None. 63 PROGRAM: WORKER'S COMPENSATION FUND: SELF-INSURANCE DEPARTMENT: RISK MANAGEMENT ACCT f 611-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 788,990 0 $ 788.990 0 1990-91 ACTUAL $ 0 1,208,183 0 $ 1,208,183 0 1991-92 BUDGET $ 0 1,014,448 0 $ 1,014,448 0 1992-93 BUDGET $ 0 1,035,000 0 $ 1.035,000 0 WORK PROGRAM: The Worker's Compensation Self-Insurance Fund is a part of the City's Risk Management Program. PROGRAM ACTIVITIES: Worker's Compensation Claims: The fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. PERFORMANCE OBJECTIVES: 1. To provide safety training programs to each department. 2. To revise the procedure for processing claims settlements. SIGNIFICANT CHANGES: None. 64 PROGRAM: FUND: DEPARTMENT: GENERAL LIABILITY SELF-INSURANCE RISK MANAGEMENT ACCT * 612-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 677,914 0 $ 677,914 0 1990-91 ACTUAL $ 0 282,320 0 $ 282,320 0 1991-92 BUDGET S 0 1,024,198 0 $ 1,024,198 0 1992-93 BUDGET $ 0 850,000 0 $ 850,000 0 WORK PROGRAM: The General Liability Self-Insurance Fund is part of the City's Risk Management Program. m im m m PROGRAM ACTIVITIES: General Liability Claims; The fund is utilized to provide payment for settlements, costs and defense expenses incurred as the result of general liabili- ty claims made against the City. It is also util- ized to pay for related administration and in- surance expenses. PERFORMANCE OBJECTIVES: 1. To revise the procedure for processing claims settlements. SIGNIFICANT CHANGES: None. Ml m 65 PROGRAM:MISC. NON-DEPARTMENTAL ACCT * 001-VARIOUS 1989-90 ACTUAL 1990-91 ACTUAL 1991-92 BUDGET 1992-93 BUDGET 10-41-2993 Community Promotion 147,182 220.375 282.443 215.000 10-50-2993 Community Contributions 62,900 82,430 98,530 75,000 10-50-2490 Beach Parking 18,000 36,000 19-67-1922 Hosp Grove Debt Service 768,300 876,585 482.075 872,950 19-90-2340 Leases (mandated & contractual)236,500 113,541 230,000 100,000 19-90-2489 Animal Regulation Contract 67,681 78,106 94,240 109,650 19-90-2520 Dues and Subscriptions 21,581 24,877 36,000 30,000 19-90-2999 Contingencies (Budget request)1,700,000 1,700,000 2,000,000 1,070,313 62-10-2211 Street Lighting Assessment 28,000 28,000 28,000 28,000 161-4122 Tree Maintenance Assessment 0 96,700 81,200 77,140 19-90-2198 Golf Course Contribution 0 740,000 329,800 640,000 19-90-2477 Property Tax Administration Fee 0 83,906 90,000 165,000 001-1051 Hiring Hall 0 0 65,000 80,000 19-90-2479 Bond Service & 2921 9,550 13,500 66 i /*" m m m mm m 67 I <m m c B I Public Safety I C C C C (? E E G 1 I t 1 C PROGRAM: POLICE FUND: GENERAL/ASSET FORFEITURE DEPARTMENT: POLICE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 5,779,130 1,412,487 98.502 $ 7,290,119 100 1990-91 ACTUAL $ 6,828,484 1,720,216 117,382 $ 8,666,082 109 1991-92 BUDGET $ 7,645,222 2,104,568 14,000 $ 9,763,790 110 1992-93 BUDGET $ 7,485,175 1,941,791 0 $ 9,426,966 111 WORK PROGRAM: To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe environment for residents and visitors of Carlsbad. PROGRAM ACTIVITIES: 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. Investigate and follow-up crimes and incident reports. Technical Services Division; Provide support to 1. all divisions in the form of communications, records, crime prevention, training and recruitment, the DARE program, and technological development. 2. Increase crime prevention activities in the community including Neighborhood Watch and community presentations. Maintain 2 full-time DARE officers for drug abuse education in elementary, junior high, and high schools. iity Relations; Monitor community concerns and needs, maintain positive relationship with community, and develop programs responsive to community needs. 1. 2. 3. Refine and expand citizen survey program. Continue positive relationship with media, provide Business Liaison services, and expand community relations activities. Maintain Citizen "Ride-Along" program. SIGNIFICANT CHANGES: The DARE and Juvenile Diversion programs are funded with Police Asset Forfeiture funds and total $197,415. 68 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL POLICE ACCT * 001-2110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 156.708 146,880 0 $ 303,588 2 1990-91 ACTUAL $ 207,150 257,978 0 $ 465,128 3 1991-92 BUDGET $ 271,229 543,393 0 $ 814,622 4 1992-93 BUDGET $ 296,164 514,942 0 811,106 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 plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Prograns; Develop and manage programs which reduce crime, encourage citizen participation, and improve community safety. PERFORMANCE OBJECTIVES: 1. Provide staff members with program development and problem analysis concepts. 2. Request and support personnel and programs as needed to meet goals of the department. 3. Assure department's budgetary responsibility. Organizational Development: Assist staff individual and group development. with 1. Enroll 10 employees in "Investment in Excellence" training. Division Support: Provide support to department divisions to assist with meeting goals. 1. Enhance 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's mission. 1. Enhance communications among staff and divisions; reinforce department's and City's Statement of Values. SIGNIFICANT CHANGES: None. 69 PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL POLICE ACCT f 001-2120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 3,027,552 527,562 76,388 $ 3,631,502 49 1990-91 ACTUAL $ 3,674,008 713,243 47,085 $ 4,434,336 54 1991-92 BUDGET $ 4,025,249 622,410 0 $ 4,647,659 54 1992-93 BUDGET $ 3,927,820 594.895 0 $ 4,522,715 54 WORK PROGRAM: Provide emergency services, service calls, preventstive 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 Service: Respond to calls for service for emergency and non-emergency services. Investigate crimes and enforce City ordinances. WORKLOAD MEASURES: 1989 1990 1991 1. Calls for Service: 61,965 63,738 71,360 Reports: Respond to calls for service. Take crime reports, investigate crimes, and self initiate investigations of crimes and incidents. 1. Reports: 12,135 11,827 12,030 Response Time; Respond to Priority One (emergency) calls for service in less than six minutes. 1. Response Times: 4.8 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 available 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% 47% v 53% 53% v 47% SIGNIFICANT CHANGES: None. 70 PROGRAM: FUND: DEPARTMENT: INVESTIGATIONS GENERAL POLICE ACCT * 001-Z130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 679,960 139,405 0 $ 819,365 10 1990-91 ACTUAL $ 756,092 188,170 22,546 $ 966,808 12 1991-92 BUDGET $ 998,841 233,364 D $ 1,232,205 14 1992-93 BUDGET $ 1,023,865 176,549 0 $ 1,200,414 15 WORK PROGRAM: To provide follow up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. To provide coordination of the criminal justice process, to recover property and to process property and evidence. To enforce and investigate juvenile offenses, and to provide juvenile diversion services and programs. PROGRAM ACTIVITIES: Investigations: Investigate and follow-up on crime and incident reports. Case Closures; crimes for: Clearance rates for FBI Index Violent Crimes - includes homicide, rape, robbery and aggravated assault.* Property Crimes - includes burglary, larceny theft and motor vehicle theft.* WORKLOAD MEASURES: 1989 1990 1991 1. No. of Reports: 1,516 1,729 1,614 1. Clearance Rates: 47% 49% 39% 26% 22% 18%m. Property Recovery: Property recovered from burglary, larceny theft, and motor vehicle theft.1. Property Clearances: 49%43%33% Juvenile Diversion: The diversion of juveniles, both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabiIi tat i ve opporturn t i es. 1. Juveniles Diverted: 440 500 500 * 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: The additional sworn position will be assigned to the regional auto theft team with SB2139 revenue funds to be reimbursed to the City. SB2139 generates revenue from a $1 addition to the vehicle registration fees. The reduced Maintenance and Operation budget is the result of shifting costs for the Juvenile Diversion Program from the General fund to the Police Asset Forfeiture fund. 71 PROGRAM: FUND: DEPARTMENT: VICE/NARCOTICS GENERAL POLICE ACCT * 001-2131 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 211,951 25.886 12,999 $ 250,836 3 1990-91 ACTUAL $ 227,735 25,556 1,884 $ 255,175 3 1991-92 BUDGET $ 250,230 22,551 0 $ 272,781 3 1992-93 BUDGET $ 239,023 16,100 0 $ 255,123 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: Felony Narcotics Arrests: The arrest of suspects for felony narcotics violations. WORKLOAD MEASURES 1989 1990 96 71 1991 82 Misdemeanor Drug Arrests; The arrest of suspects for misdemeanor narcotics violations.22 37 Search Warrants Served: The service of search warrants related to local, Federal, and regional drug violations. 30 36 SIGNIFICANT CHANGES: None. 72 PROGRAM: FUND: DEPARTMENT: TECHNICAL SERVICES GENERAL POLICE ACCT * 001-2140 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,194.836 452,159 6,162 $ 1,653,157 28 1990-91 ACTUAL $ 1,322,344 358,888 44,688 $ 1,725,920 27 1991-92 BUDGET $ 1,402,131 480,755 12,000 $ 1,894,886 25 1992-93 BUDGET $ 1,346,777 446,300 0 $ 1,793,077 26 Ml <* * 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 recruitment personnel. PROGRAM ACTIVITIES: CuiiiMii cat ions; Provide routine and emergency communications service to police, fire and emergency medical programs. PERFORMANCE OBJECTIVES: 1. Conduct research and development on improved systems. Cri«e Prevention; Present crime prevention and neighborhood watch programs throughout the City. Assist in community relations programs and oversee the False Alarm program. 1. Work with patrol division participation of employees. to improve Training & Personnel: Coordinate all department training, recruit new employees, organize testing programs and conduct P.O.S.T. mandated pre- empt ovment investigations. 1. Develop a training plan. Pi•f Records; Provides processing, •filing and maintenance of all department official records. Responsible for data entry into the ARJIS system and for statewide reporting of crime information. Responsible for public reception, information and fingerprinting. 1. Develop an improved monthly reporting system. SIGNIFICANT CHANGES: Budget reductions in Maintenance and Operation occur throughout. The training and supply budgets have been reduced as well.m m m 73 PROGRAM: JUVENILE DIVERSION FUND: POLICE ASSET FORFEITURE DEPARTMENT: POLICE ACCT * 121-2130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 44,000 0 $ 44,000 0 1990-91 ACTUAL $ 0 66,800 0 $ 66,800 0 1991-92 BUDGET $ 0 66,800 0 $ 66,800 0 1992-93 BUDGET $ 0 66,800 0 S 66,800 0 WORK PROGRAM: To provide juvenile diversion services and programs. PROGRAM ACTIVITIES: Juvenile Diversion: The diversion of juveniles, both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative opportunities. WORKLOAD MEASURES: 1988 1989 1990 1. Number of Juvenile participants: 400 440 500 SIGNIFICANT CHANGES: All expenses associated with Juvenile Diversion are being transferred from general fund funding (001-2130) to asset forfeiture funding (121-2130) for a one year period. This program is staffed by two contract employees. 74 PROGRAM: FUND: DEPARTMENT: D.A.R.E. POLICE ASSET FORFEITURE POLICE ACCT * 121-2141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 57,000 5.000 0 $ 62,000 1 1990-91 ACTUAL t 120,000 10.000 0 $ 130,000 2 1991-92 BUDGET $ 126,301 13.619 0 $ 139,920 2 1992-93 BUDGET $ 121,446 9,169 0 $ 130,615 2 m m m Ml WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them to experiment with drugs. PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Student Education; Provide drug abuse prevention instruction to all Carlsbad Unified School District 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. Coa»unity 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: This program is funded in the Police Asset Forfeiture fund for 1992-93. DARE was funded by the General Fund in 1991-92. m m mm 75 PROGRAM: FUND: DEPARTMENT: RESERVE OFFICERS GENERAL POLICE ACCT * 001-2150 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,750 3,428 799 $ 5,977 0 1990-91 ACTUAL $ 4,386 9,365 0 $ 13,751 0 1991-92 BUDGET $ 2,800 10,100 0 $ 12,900 0 1992-93 BUDGET $ 4,000 14,100 0 $ 18,100 0 WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of Reserve Police Officer volunteer services. PROGRAM ACTIVITIES: Patrol and Traffic: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover or working with officers. PERFORMANCE OBJECTIVES: 1. Provide special detail assistance at the Fall and Spring Faires as well as other community events. 2. Assist Vice/Narcotics Unit with serving search warrants and with special operations. 3. Provide assistance to detectives and traffic officers with follow-up and special investigations. SIGNIFICANT CHANGES: None. 76 <tm PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT * 001-2160 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 449,373 68.167 2,154 $ 519,694 8 1990-91 ACTUAL $ 516,769 90,216 1,179 $ 608,164 8 1991-92 BUDGET $ 568,441 111,576 2,000 $ 682,017 8 1992-93 BUDGET $ 526,080 102,936 0 $ 629,016 8 WORK PROGRAM: To provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. To provide accident investigation and traffic safety programs to make the streets and highways safer. PROGRAM ACTIVITIES: Enforcement Profile; Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. WORKLOAD MEASURES: 1989 1. Total Collisions: 1990 1,215 1,132 1991 962 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: n/a 103 110 SIGNIFICANT CHANGES: None. 77 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 4,772,767 693,834 219,586 $ 5,686.187 81 1990-91 ACTUAL $ 5,656,282 803,313 57,077 $ 6,516,672 81 1991-92 BUDGET $ 5,996,596 831,734 854 $ 6,829,157 81 1992-93 BUDGET $ 6,136,085 789,987 800 $ 6,926,872 81 WORK PROGRAM: To maintain and improve an environment in which people can live healthfully and 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 1989-90 ACTUAL $ 157,220 77,923 0 $ 235,143 2 1990-91 ACTUAL $ 284,588 143,109 11,616 $ 439,313 2 1991-92 BUDGET $ 292,306 144,524 0 $ 436,830 3 1992-93 BUDGET $ 299,315 119,101 0 $ 418,416 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. HI * 1. Continue supervisory training seminars for all Fire Captains. 2. Facilitate team' building programs for all members of the management team. 3. 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. Coordinate departmental information systems. 4. Participate in regional planning activities. SIGNIFICANT CHANGES: The Maintenance and Operation budget is lower due to reduced Data Processing Charges. 79 •I PROGRAM: FUND: DEPARTMENT: FIRE SUPPRESSION GENERAL FIRE ACCT * 001-2220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 3,513,908 380,545 204,854 $ 4,099,307 60 1990-91 ACTUAL $ 4,140,179 414,462 36,595 $ 4,591,236 60 1991-92 BUDGET $ 4,405,145 409,072 0 $ 4,814,217 59 1992-93 BUDGET $ 4,533,536 415,614 0 $ 4,949,150 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 Priority 1 fire and medical calls for service. 2. Maintain fire apparatus equipment facilities at a high level of readiness. and 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. Continue to develop and review standard operating procedures conforming to national safety guidelines. 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. 1. Engine companies to participate in public education programs, special community events and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. 80 PROGRAM: FUND: DEPARTMENT: FIRE PREVENTION GENERAL FIRE ACCT * 001-2230 m PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 270.672 30.557 14,732 * 315.961 6 1990-91 ACTUAL $ 320.710 39.378 0 $ 360,088 6 1991-92 BUDGET $ 346,796 55.492 0 $ 402,288 6 1992-93 BUDGET $ 309,359 34,280 0 $ 343,639 6 WORK PROGRAM: Manage the potential for fire loss in the community through fire code enforcement and public education activities which increase citizen awareness of fire arid 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 300 inspections in high risk occupancies. 2. Conduct fire inspections in all City buildings annually. 3. Perform code compliance reviews on an anticipated 700 construction plan submittals. 4. Perform 1,000 new construction and follow-up inspections. 5. Computerize management of fire inspections by the second quarter. m. m 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: One Fire Prevention Officer III is allocated but not funded. The Maintenance and Operation budget is reduced due to the transfer of costs for the Neighborhood Watch Newsletter to the Police Department. V ft 81 PROGRAM: EMERGENCY MEDICAL SERVICES FUND: GENERAL DEPARTMENT: FIRE ACCT * 001-2240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 749,505 106,540 0 $ 856,045 12 1990-91 ACTUAL * 817,205 114,652 0 $ 931,857 12 1991-92 BUDGET S 851,458 113,078 0 $ 964,536 12 1992-93 BUDGET $ 890,521 115,153 800 $ 1,006,474 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 while 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. 4. Implement a Quality Assurance Program for all medical calls for service. SIGNIFICANT CHANGES: None. 82 PROGRAM: FUND: DEPARTMENT: MEED ABATEMENT GENERAL FIRE ACCT * 001-2250 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 41,627 0 $ 41,627 0 1990-91 ACTUAL $ 0 29,619 0 $ 29,619 0 1991-92 BUDGET $ 0 39,138 0 $ 39,138 0 1992-93 BUDGET $ 0 35,950 0 $ 35,950 0 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program. PERFORMANCE OBJECTIVES:PROGRAM ACTIVITIES: Hazard Identification: Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. Hazard Abatement: Assure abatement of hazards on property identified in activity 1. 1. Select 900-1100 parcels for clearance. 2. Obtain City Council approval for abatement. 3. Mail notices to property owners in May. 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. H a f'' m m m SIGNIFICANT CHANGES: None. m 83 PROGRAM: FUND: DEPARTMENT: DISASTER PREPAREDNESS GENERAL FIRE ACCT * 001-2260 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 81,462 56.642 0 $ 138,104 1 1990-91 ACTUAL $ 93,600 62.093 8,866 $ 164,559 1 1991-92 BUDGET $ 100,864 70.430 854 $ 172,148 1 1992-93 BUDGET 103,354 69,889 0 $ 173,243 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 marinade 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. 1. Continue participation as an active member of the San Diego County Unified Disaster Council. 2. Continue work with the school districts in emergency preparedness activities and in coordinating with the City's emergency plan. 3. Work with the media on promoting earthquake preparedness public service announcements. SIGNIFICANT CHANGES: None. 84 m m m un m m m P m P 85 II m c t. G • I Community Development ^^f • ^| G E C c G I I I G I G G PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL COMMUNITY DEVELOPMENT ACCT * 001-3010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 221,187 331,990 8,144 $ 561,321 7 1990-91 ACTUAL $ 243,236 264,876 9,476 $ 517,588 6 1991-92 BUDGET $ 280,081 314,735 0 $ 594,816 6 1992-93 BUDGET $ 287,082 224,200 0 $ 511,282 6 WORK PROGRAM: Coordinate, guide and direct Building, Engineering, Planning, Growth Management, Geographic Information Systems and Housing and Redevelopment Departments in the implementation and fulfillment of their work programs. Support and assist the City Manager, City Council and various City Boards and Commissions. Provide a high level of communication and service to the community, service organizations, developers and other agencies. PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Coordination: Coordinate, guide, and direct all Community Development Departments in accomplishing City Council goals and objectives. 1. Continue quarterly review of all departmental goals and objectives. inter- 2. Coordinate the activities of all Community Development departments at the Development Processing Counter. 3. Provide support and direction to all Community Development Departments involved with achievement of the City's affordable housing, growth management and economic development goals. Coanunication; Facilitate increased communication between City departments, the community and outside agencies. 4* 1. Provide the City Manager with a Community Development Weekly Status Report. 2. Conduct periodic meetings and workshops to assist Community Development staff and various Commissions in understanding the development process, and pertinent laws and regulations. 3. Encourage departmental and interdepartmental meetings which allow Community Development staff to participate in problem identification and resolutions. 4. Act as a liaison between community organizations and City staff in initiating and implementing programs which provide social benefit to the local population. SIGNIFICANT CHANGES: One Clerk Typist position is allocated but unfunded. The Maintenance and Operation budget has been reduced as the funding for the Hiring Hall has been moved to a separate account. Data Processing changes have also been reduced. 86 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT * 001-3020 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 2,210 18 0 $ 2,228 2 1991-92 BUDGET $ 92,483 272,950 0 S 365,433 2 1992-93 BUDGET $ 72,184 253,160 0 $ 325,344 2 m m WORK PROGRAM: Continue the development of a parcel based Geographic Information System, containing base layers of parcel, roadways, horizontal control and contour information. Subsequent layers of geographic information to be added in relation to these base layers include sewer and water facility networks, census units, street light districts and other special purpose data items. PROGRAM ACTIVITIES: System Development: Continue to work with user departments to determine and plan out the use of the GIS for more effective and efficient use of geographic data. Database Development; Complete the development of the Citywide basemap of parcels, street centerlines and horizontal control points. Application Development; Begin the development of a basemap maintenance and development review application which will use the PERMITS development monitoring software and data base and the GIS to maintain the City basemap and monitor growth. PERFORMANCE OBJECTIVES: 1. Meet on a regular basis with CIS User Committee to develop requirements for CIS users, and to disseminate information on GIS concepts to user groups. 1. Conduct conversion activities focused on creating complete coverage for the City basemap data. 2. Conduct a comprehensive review and edit of resulting data to insure completeness and accuracy. 1. Conduct a comprehensive design of the required functions of the maintenance applications. 2. Program the functions required into a package of software routines which will enable permit clerks to access, query and enter data into the system. m w* m mu SIGNIFICANT CHANGES: One Geographic Technician position is allocated but not funded. The Maintenance and Operation budget has been reduced as the costs for adding data layers to the system reflects the anticipated work for the forthcoming year. 87 PROGRAM: HISTORIC PRESERVATION FUND: GENERAL DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 001-3411 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 4,614 590 $ 5,204 0 1990-91 ACTUAL $ 0 5.727 0 S 5,727 0 1991-92 BUDGET $ 26,629 6,244 0 $ 32,873 .5 1992-93 BUDGET $ 0 5,250 0 $ 5,250 0 WORK PROGRAM: To provide for the protection, preservation, recognition and enhancement of the City's existing and continuing heritage. PROGRAM ACTIVITIES: Documentation and Review of Sites: Research, photos and video recording of potential historic sites within the City. PERFORMANCE OBJECTIVES: 1. 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. Plague Program; 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. -urn Review of Environmental Documents; 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: Staffing for the Historic Preservation Commission is shared by Engineering, Planning and Community Development Administration. 88 PROGRAM: FUND: DEPARTMENT: ENGINEERING GENERAL ENGINEERING ACCT * 001-3110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,849,604 1,338,489 40,472 S 3,228,565 36 1990-91 ACTUAL $ 2,396,639 801 , 107 52,066 $ 3,249,812 47 1991-92 BUDGET $ 2,802,919 1,074,204 11,604 $ 3,888,727 50.5 1992-93 BUDGET $ 2,752,143 825,232 0 $ 3,577,375 50.5 WORK PROGRAM: The Engineering Division provides engineering services to the public and other City departments regarding the preparation and processing of designs and construction documents. The department is also responsible for ensuring that development and public improvements are properly designed and constructed without jeopardizing public safety or the well being of the community. m m PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: ADMINISTRATION Coordination Function; Coordinate and direct all divisions to ensure accomplishment of City Council Goals and 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. Complete cross training program for all department clerical staff during the 1992-93 fiscal year. Management Reporting Svstea 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. DEVELOPMENT 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. Engineering Plancheck: Process all engineering development plans and maps in a professional manner maintaining a high quality and meeting production goals. Developmental Services: To ensure all Engineering questions related to land development are answered in a timely and friendly manner. (continued) 89 Process all complete applications within 6 months (without EIR) or 12 months (with EIR). Process small projects within 3 months. Maintain turnaround time for application completeness review of 20 days. 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). Reduce overall plancheck time (time which plans are within City possession) to 60 days for small projects, 75 days for medium projects, and 90 days for large projects. Maintain an average turnaround time of 14 days for all planchecks. Reduce the number of continuing planchecks to a minimum. Answer all phone calls within 24 hours. Provide complete engineering coverage of front counter and make initial contact with all citizen/ customers within 5 minutes. 1m PROGRAM: FUND: DEPARTMENT: PAGE TWO ENGINEERING GENERAL ENGINEERING ACCT * 001-3110 PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: TRANSPORTATION AM) CAPITAL PROJECTS 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 stripping plans and traffic signal plans. Review project submittals for good transportation planning concepts. Provide interdepartment coordination on various issues on an as-needed basis. Coordination; Coordinate the design, construction, and inspection of the City's Capital Projects Program. Provide safe, efficient, and economical inspection services for all projects within the City through a combined and comprehensive inspection program. Construction and Inspection: Provide a thorough inspection of all projects through the application of clear, concise, and uniform construction management practices and policies. Assist in construction quality control. 1. Complete investigations within a timely manner (2-4 weeks). Follow-up on recommendations by issuing' work orders, proposals for C.I.P. consideration or developer obligations. 1. Update speed surveys prior to expiration and in accordance with vehicle code; log, pin and file collision reports within two weeks of receiving them; conduct traffic counts on an as-needed basis; and respond to traffic signal problems on a same-day basis. 1. Complete reviews in a timely manner to maintain department goals for plancheck services. Provide immediate response to inter-department needs and concerns. 1. Thoroughly and efficiently scope all capital projects. Direct the design and construction of public projects. Provide support and assistance to clients and City departments through a coordinated Capital Program. 1. Complete inspections in a timely manner. SIGNIFICANT CHANGES: A total of seven positions are allocated but not funded. Included are one Assistant Traffic Engineer, one Construction Inspector, one Assistant Civil Engineer, one Engineering Technician II, and three Associate Civil Engineers. Staff remaining is sufficient to meet current workload requirements 90 PROGRAM: FUND: DEPARTMENT: PLANNING COMMISSION GENERAL PLANNING ACCT * 001-3220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 12,761 16,144 0 S 28,905 0 1990-91 ACTUAL S 16,800 17,766 0 S 34,566 0 1991-92 BUDGET $ 18,950 17,000 0 $ 35,950 0 1992-93 BUDGET $ 16.930 13,350 0 $ 30,280 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 and long-range planning programs for compliance with the General Plan. PERFORMANCE OBJECTIVES: 1. Make advisory recommendations to the City Council regarding implementation and updating of the General Plan. 2. When needed, provide recommendations to the Council regarding policy issues that affect long-range planning for the City. « » Review of Development Projects; Review and approve/deny development projects brought before Commission, in compliance with all City zoning, sub-division and environmental ordinances. Provide recommendations to the City Council on projects requiring Council approval. 1. Provide timely recommendations to the City Council when the Planning Department has .completed its review of a development project for compliance with the General Plan and all zoning, subdivision and environmental ordinances. 2. Provide a forum for public input into the review of development projects. 3. Provide clear, concise findings to the City Council to support the recommendations of the Commission. Implementation of Growth Management Plan: Review projects for compliance with Growth Management Plan. 1. Provide reports to the City Council on the Local Facilities Management Plans once staff has completed detailed review. 2. Review annual Capital Improvement Program (CIP) for consistency with Growth Management Plan. m m SIGNIFICANT CHANGES: None. 91 •f m PROGRAM: LAND USE FUND: GENERAL DEPARTMENT; PLANNING ACCT * 001-3230 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 815,545 316,804 25,532 $ 1,157.881 18 1990-91 ACTUAL $ 1,253,476 392,755 66,797 $ 1,713,028 24 1991-92 BUDGET $ 1,419,736 1,157,486 0 $ 2,577,222 27 1992-93 BUDGET $ 1,413,050 554,665 0 $ 1,967,715 27 WORK PROGRAM: Implement the goals and policies of the City's General Plan and ensure that all development projects comply with all City zoning, subdivision, environmental ordinances and the Growth Management ordinance. PROGRAM ACTIVITIES: 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 elements as needed. PERFORMANCE OBJECTIVES: 1. Conduct a comprehensive update of the General Plan 2. Complete the Open Space and Conservation Resource Management Plan - December, 1992. 3. Implement the programs contained in the recently updated Housing Element - July, 1993. 4. Continue to prepare a Draft Citywide Habitat Management Plan. Review of Development Projects: Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City's zoning, subdivision and environmental ordinances. Update development standards as needed. 1. Ensure timely processing/review of projects in the City. Policy Review; Provide advice to the City Council and Planning Commission regarding all policy matters relating to land use and long-range planning in the City. Provide staff support to citizen's committees and task forces as directed. 1. Complete North Beach Planning Study - June, 1992. 2. Complete remaining tasks on Planning Commission long-range work program. Implementation of Growth Management Plan; Provide assistance to the Growth Management Division in ensuring that all development complies with the performance standards of the Growth Management Plan. 1. Provide on-going support to the Growth Management Division for technical review of all Local Facilities Management Plans. 2. Assist in on-going monitoring system for Growth Management. SIGNIFICANT CHANGES: One Assistant Planner and two Associate Planner positions are allocated but not funded. Reduced Maintenance and Operation costs are the result of reduced fees for the review of environmental documents and a reduction in special study funds. 92 PROGRAM: FUND: DEPARTMENT: GROWTH MANAGEMENT GENERAL COMMUNITY DEVELOPMENT ACCT * 001-3240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 175,523 13.671 10,313 $ 199,507 4.25 1990-91 ACTUAL $ 196,725 30,431 3,833 $ 230,989 4 1991-92 BUDGET $ 172.295 40,795 0 $ 213,090 3.5 1992-93 BUDGET $ 96,168 12,900 0 $ 109,068 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. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance Department; Work with Finance Department on Mello-Roos District, Zone Financing Plans, Fiscal Impact of the General Plan, and the Capital Improvement Program. Public Information; Provide Growth Management information to the public and staff. PERFORMANCE OBJECTIVES: 1. Review and process Local Facilities Management Plans for Zones 10, 17, 20(A), 23, and 25. 1. Distribute monthly status report. 2. Update project monitoring map weekly. 3. Complete and adopt Comprehensive Annual Monitoring Report .and update once. 1. Process Financing Plans for Zones 20 and 22. Meet regularly with Planning and Engineering staff to answer questions on implementation of Growth Management requirements. Keep Growth Management Notebook up to date. v ^^m m tm SIGNIFICANT CHANGES: The Growth Management Manager and Senior Planner positions are allocated but not funded. Maintenance and Operation costs are lower due to the elimination of funds for special studies. m mt 93 m m PROGRAM: FUND: DEPARTMENT: BUILDING INSPECTION GENERAL BUILDING INSPECTION ACCT * 001-3610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 458,100 423,084 20,938 $ 902,122 10 1990-91 ACTUAL $ 523,331 402,211 30,065 $ 955,607 15 1991-92 BUDGET $ 687,375 448,539 0 $ 1,135,914 15 1992-93 BUDGET * 601,347 343,901 0 $ 945,248 15 WORK PROGRAM: Provide support to the public through timely response to citizen inquiries, the issuance of building permits, field inspections, plancheck services, and enforcing City codes and regulations. PROGRAM ACTIVITIES: Building Services; Ensure all Building related questions are answered in a timely and pleasant manner. Process all plans, maintaining a superior quality review. Issue all building permits. Building Inspection; Provide field inspection and code enforcement for all building construction and non-conforming uses. PERFORMANCE OBJECTIVES: 1. Answer all phone inquiries within 24 hours. 2. Provide cross-training opportunities in the areas of field inspection and development processing operations for all department personnel. 3. Maintain Building Department coverage of the Development Processing counter at all times. 4. Respond to citizen inquiries and submittals as they occur. tat SIGNIFICANT CHANGES: 1. Provide opportunities to attend both in-house and outside technical seminars and training for all inspection personnel in order to enhance their knowledge of building construction and related codes. 2. Conduct field inspections for residential, commercial and industrial projects ensuring compliance with the Uniform Building, Mechanical, Electrical, Plumbing, etc. Codes, as adopted by the City of Carlsbad. 3.Respond to citizen inquiries and complaints a timely manner. in timely manner 4. Conduct pre-construction meetings with building contractors in order to clarify requirements and avoid future construction problems. 5. Assist the Finance Department in identifying local businesses operating without the appropriate licenses. 6. Develop and implement an improved Code Enforcement recordkeeping system. 7. Identify code violations and work with property owners/code violators to bring the violation into compliance with City codes and ordinances. Two Technicians I and one Building Inspector II positions are allocated but not funded. Operation reductions reflect reduced spending for contract building plan checks. Maintenance and 94 m P M H m m m 95 II I I I 1 I 1 p I I I I I III I Culture and Recreation PROGRAM: LIBRARY FUND: GENERAL DEPARTMENT: LIBRARY SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,549,465 866,867 86,219 $ 2,502,551 30 1990-91 ACTUAL $ 1,826,428 1,003,595 64,880 $ 2,894,903 36 1991-92 BUDGET $ 2,152,092 1,053,193 28,836 $ 3,234,121 37 1992-93 BUDGET $ 2,084,724 922,767 18,000 $ 3,036,291 37 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. 96 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL LIBRARY ACCT * 001-4010 m m PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 288,620 156,043 30,798 * 475,461 6 1990-91 ACTUAL * 369,404 208,442 10,285 $ 588,131 9 1991-92 BUDGET $ 372,013 242,598 0 $ 614,611 7 1992-93 BUDGET $ 327,539 205,695 0 $ 533,234 7 WORK PROGRAM: Provide management and leadership for the library and its ten divisions; plans for the growth of resources, facilities and finances; and coordinates relations 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. PERFORMANCE OBJECTIVES: 1. Refine automated fund accounting system and on- order information. 2.Monitor and distribute to all divisions up-to- date account balances. •» •* *l Strategic Planning; Develop long-range plans for new and expanded library services, resources, and facilities to meet current and future needs. 1. Work with City staff and contractors to construct the new library in south Carlsbad. 2. Complete staffing plan for new system. iitv Relations: Manage programs, exhibits, graphic arts and all external public relations. Work closely with local media to promote the library and its services. Sponsor at least one program and arrange for at least three exhibits per month. Produce flyers, newsletters, and other graphic arts for the library and other City 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. Prepare detailed monthly statistics on library use and activities. Write quarterly and annual reports for State and local distribution. Manage grants for special programs supported by State and Federal funding. Internal Management: Provide leadership for the library's divisions and for the Cultural Arts office. 1. 2. 3. Supervise divisions. the library's ten operational Manage the use of facilities and resources. Develop policies and procedures governing all library operations. SIGNIFICANT CHANGES: One Messenger and one Management Analyst position have been allocated but not funded. The Maintenance and Operation budget is lower due to reduced Data Processing charges. 97 PROGRAM: FUND: DEPARTMENT: CIRCULATION SERVICES GENERAL LIBRARY ACCT * 001-4021 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 172.366 18,041 0 $ 190,407 2 1990-91 ACTUAL $ 185,926 4,857 2,526 $ 193,309 2 1991-92 BUDGET $ 299,810 5,932 0 $ 305,742 3 1992-93 BUDGET $ 291,660 5,600 0 $ 297,260 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 re-shelving 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: 1988-89 1989-90 1990-91 1. Circulation Totals: 840,494 894,655 921,517 1. Library Cards Processed: 12,907 12,798 13,258 Reserves and Deliveries; Handle reserve notices for materials placed on hold; maintain a hold shelf for distribution of items reserved; and receive, sort, and route deliveries of materials to and from other libraries. Patron Modification: 51,572 37,894 35,975 Reserve Notices Processed: 8,667 9,162 9,632 Video Circulation: 138,549 140,593 134,041 SIGNIFICANT CHANGES: None. 98 PROGRAM: FUND: DEPARTMENT: REFERENCE SERVICES GENERAL LIBRARY ACCT * 001-4022 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 280,860 167,844 0 % 448,704 5 1990-91 ACTUAL $ 270,790 185,327 3,365 $ 459,482 5 1991-92 BUDGET $ 304,172 140,738 0 $ 444,910 5 1992-93 BUDGET $ 273,658 123,000 0 S 396,658 5 WORK PROGRAM: The Reference Division assists the public with information needs; provides instruction in the use of resources; and performs specialized research services for local business, government and the public. PROGRAM ACTIVITIES: General Reference Services; Respond to in-person and telephoned reference questions; place holds on books; provide library instruction and tours; select new materials; give book talks for community groups. Interlibrary Loan; Send to and receive from other libraries requests for books, microfilm, and photocopies. WORKLOAD MEASURES: 1988-89 1989-90 1990-91 1. Reference Questions: 66,394 71,806 74,826 1. Inter library Loans: 5,419 5,310 3,375 2. Intralibrary Reserves: 826 1,271 2,358 trit Periodicals; Manage a collection of 673 magazines and 45 newspapers, and 44 newsletters. Handle requests from the public to retrieve back issues. 1. Periodical Requests: 38,336 47,278 48,852 *» Ml Online Services; Provide ready reference and in- 1. depth data base searches for the general public as well as instruction in the use of self-service computer data bases. Individual searches using 2. multiple data bases average about two hours per request and are a fee-based service generating over $4,000 per year. * SIGNIFICANT CHANGES: One Library Assistant I position is allocated but not funded. Online Searches Paid: 272 196 189* FAX Transmissions and Receptions: 31 430 854 Decrease in paid searches due to CD-ROM self- service data base usage. IJ 99 * m PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL DEPARTMENT: LIBRARY ACCT * 001-4023 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 71.864 10,118 1,013 $ 82,995 1 1991-92 BUDGET $ 76,815 20,500 0 $ 97,315 1 1992-93 BUDGET $ 76,454 21,400 0 $ 97,854 1 WORK PROGRAM: The Genealogy/Local History Division began as a separate operation with FY 1990/91. 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 31,000 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 NSOCGS: The North San Diego County Genealogical Society has acted as a support group for this collection for 16 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 10,000 researchers. 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting groups. 1. Develop bi-monthly training classes for beginning genealogists. 2. Plan and assist with six major fund raisers. 3. Advise a NSDCGS committee on selection of materials for proper collection development. SIGNIFICANT CHANGES: None. 100 PROGRAM: FUND: DEPARTMENT: CHILDREN'S SERVICES GENERAL LIBRARY ACCT * 001-4030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 133,369 28,874 0 » 162,243 2 1990-91 ACTUAL $ 158,017 30,909 944 $ 189,870 3 1991-92 BUDGET $ 153,595 34,755 0 $ 188,350 3 1992-93 BUDGET $ 154,936 30,800 0 $ 185.736 3 WORK PROGRAM: To serve children from preschool through Junior High, the children's library introduces young people to the wonders of reading; provides library skills classes, group tours, reading incentive programs, and activities that educate or encourage creativity. The division also assists teachers and adult students in education, child development and children's literature courses. «J MT PROGRAM ACTIVITIES:WORKLOAD MEASURES: 1988-89 1989-90 1990-91 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. 1. Reference Questions: 29,643 30,844 1. Circulation: 169,369 154,376 36,387 190,791 Program Activities and Special Services: Summer Reading Club; special holiday and seasonal events. Annual short story contest, spelling bee, pet show, and educational and cultural enrichment programs. Regular storyhour and story reading programs to introduce children to literature and encourage creativity. 1. 2. Programs: 351 Attendance: 21,227 238 20,566 226 10,134* 'Format change in storyhours required registration and limits attendance. Programs held in the library where space also limits attendance. SIGNIFICANT CHANGES: One Librarian II position is allocated but not funded. 101 PROGRAM: FUND: DEPARTMENT: TECHNICAL SERVICES GENERAL LIBRARY ACCT * 001-4040 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 269,047 107.851 8,977 $ 385,875 8 1990-91 ACTUAL $ 298,755 81,374 9,711 $ 389,840 8 1991-92 BUDGET $ 325,349 94,809 0 $ 420,158 8 1992-93 BUDGET $ 334,008 76,100 0 S 410,108 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: 1988-89 1989-90 1990-91 1. Items Cataloged and Processed: 13,695 15,644 16,641 2. Items Sent for Binding: 2,689 3,045 2,585 Database Maintenance; The division adds new items to the online database and deletes information for lost or discarded materials. 1. Items Withdrawn: 8,063 8,947 14,645 Circulation System and Online Catalog; The division operates the library's INLEX 3000 System, including all software related activities, writes instructions, and trains staff. 1. To ensure system availability (uptime) at least 99% of hours the library is open. To conduct two training sessions following INLEX software updates. SIGNIFICANT CHANGES: One Clerk Typist II position is allocated but not funded. 102 PROGRAM: FUND: DEPARTMENT: COLLECTION DEVELOPMENT AND ACQUISITIONS GENERAL LIBRARY ACCT * 001-4041 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 0 0 0 $ 0 0 1991-92 BUDGET J 92,666 18,700 0 $ 111,366 2 1992-93 BUDGET $ 95,111 300 0 $ 95.411 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. Detail material accounts by major subject. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materials. 1. Coordinate purchase of materials with $400,000 capital budget for new library. 2. Coordinate selection and ordering of print and non-print materials in regular operating budget. SIGNIFICANT CHANGES: Maintenance and Operation reductions are the result of eliminating funds for the purchase of audio visual materials. Video tapes are purchased from the Audio Visual Insurance fund.•I 103 1m m PROGRAM: FUND: DEPARTMENT: MEDIA SERVICES GENERAL LIBRARY ACCT * 001-4052 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 58,192 23,771 0 $ 81,963 1 1990-91 ACTUAL $ 66,340 27,298 1,284 $ 94,922 1 1991-92 BUDGET $ 71,420 23.500 0 $ 94.920 1 1992-93 BUDGET $ 70,786 21,800 0 $ 92,586 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: 1988-89: 1989-90: 1990-91: 138 175 208 Image Research t Development: Develop and maintain a fully indexed City image retrieval and storage system for slides, prints, negatives, video, audio. 1. Maintain a comprehensive data based image organization system for 27,000 slides and 7,200 prints. 2. Input image index data and file retrieval to automate system. 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 service organizations for the purpose of generating media productions. SIGNIFICANT CHANGES: None. 104 PROGRAM: FUND: DEPARTMENT: ADULT LEARNING PROGRAM GENERAL LIBRARY ACCT * 001-4060 m m PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 80,604 16,788 0 $ 97,392 2 1990-91 ACTUAL $ 80,970 26,102 0 $ 107,072 2 1991-92 BUDGET $ 86,097 29,147 0 $ 115,244 2 1992-93 BUDGET $ 86,034 26,100 0 $ 112,134 2 «#* 1* 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 Iearnerf using a variety of methods and materials. The program trains and supports volunteer tutors. WORKLOAD MEASURES: 1988-89 1989-90 1990-91 1. Learners Instructed: 158 154 152 2. Tutors Trained: 88 96 101 3. Tutors Instructing: 132 134 143 m m 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: 146 159 157 2. Potential Learners Referred Elsewhere: 136 147 174 3. Potential Volunteer Inquiries: 248 274 296 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: 2,893 3,168 3,818 SIGNIFICANT CHANGES: None. 105 PROGRAM: FUND: DEPARTMENT: LA COSTA BRANCH GENERAL LIBRARY ACCT * 001-4070 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 154,356 0 0 $ 154,356 2 1990-91 ACTUAL $ 168,717 124,017 0 $ 292,734 2 1991-92 BUDGET $ 193,461 92,096 3,636 $ 289,193 2 1992-93 BUDGET $ 197,846 0 0 $ 197,846 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 monthly changes in 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: 1988-89 1989-90 1990-91 1. Reference Questions: 9,796 11,792 16,553 Circulation: Circulate print and non-print materials to children and adults, handle patron registration, collect fees and fines and track overdue items. 1. Circulation: 148,669 174,259 203,550 Collection Development: Evaluate the branch collection, select and order print and non-print materials. 1. Total Volumes: 28,698 32,012 33,372 Programming: Plan, schedule and develop programs for adults and children. 1. Program Attendance: 9,796 8,099 5,465* Library Management: 1) Manage branch library, staff, collection, and facility; 2) Maintain awareness of community. SIGNIFICANT CHANGES: 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. * This figure is reduced because of the loss of the Branch Meeting Room. Adult programs can no longer be scheduled and children's programs are kept to very small groups. Maintenance and Operation expenses have been transferred to the California Library Services Act grant. 106 PROGRAM: FUND: DEPARTMENT: CULTURAL ARTS GENERAL LIBRARY ACCT * 001-4210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 112.051 107,047 7,835 $ 226,933 2 1990-91 ACTUAL $ 152,436 109,512 2,044 $ 263,992 3 1991-92 BUDGET $ 168.699 116,471 0 $ 285,170 3 1992-93 BUDGET $ 169,060 69.972 0 $ 239,032 3 •I IP m WORK PROGRAM: Implement the goals and policies of the City's General Plan to plan, develop and promote the visual and performing arts and create a climate which encourages cultural and artistic development in Carlsbad. PROGRAM ACTIVITIES: Implement Arts Programs; Provide a variety of quality cultural programs, including all forms of visual and performing arts to all Carlsbad residents. Develop the Arts; Continue to develop the Arts Program through strategic planning, education, grants and active pursuit of private funding. Support Cultural Facilities: Eternal Relations; Maintain close contact with arts organizations, civic clubs, City departments and the Arts Associates. PERFORMANCE OBJECTIVES: 1. Art in Public Places Program: Carlsbad Library - work of three artists Alta Mira Park - hire artist/develop design Larwin Park - develop design 2. Provide educational opportunities and family events for all citizens: Visiting Artists Series (two artists in the community) Kite Festival Make-A-Circus performance 3. Continue performing arts programming: Jazz concerts (12 concerts in three quadrants) 1. Develop and strengthen the Arts Program through grants allocation ($15,000). 2. Implement the recommendations of the Cultural Plan according to established priorities. 3. Seek private sources of funding for the gallery 4. Submit grant applications to State and Federal funding agencies when applicable and request local funding support for appropriate projects. 1. Plan for opening and operating of art gallery in the Carlsbad Library. Z. Facilitate development of cultural facilities as outlined in the Cultural Plan. 1. Information Services: Produce a monthly calendar and quarterly newsletter, 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. m m SIGNIFICANT CHANGES: The reduced Maintenance and Operation budget will eliminate the 1992 Summer Pops concert and Temporary Sculpture exhibit. 107 PROGRAM: FUND: DEPARTMENT: SISTER CITY GENERAL LIBRARY ACCT * 001-4220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL * 0 0 0 $ 0 0 1990-91 ACTUAL $ 3,209 14.037 0 $ 17.246 0 1991-92 BUDGET $ 7,995 16,000 0 $ 23,995 0 1992-93 BUDGET $ 7,632 10,500 0 $ 18,132 0 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan. PROGRAM ACTIVITIES: Program Coordination: Program. Coordinate Sister City PERFORMANCE OBJECTIVES: 1. Arrange and conduct visits by one (1) official adult delegation (11/92) and one (1) official student delegation (5/93) and various other visiting delegations. 2. Coordinate ongoing student art exchange projects. 3. Coordinate Committee programs including fund raisers, festivals, and scholarship exchange programs. MS* m SIGNIFICANT CHANGES: Maintenance and Operation reductions have been made in the Travel account. 108 PROGRAM: FUND: DEPARTMENT: AUDIOVISUAL INSURANCE AV INSURANCE LIBRARY ACCT * 141-4051 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 73,810 8,468 $ 82,278 0 1990-91 ACTUAL $ 0 86,696 0 $ 86,696 0 1991-92 BUDGET $ 0 60,954 5,500 $ 66.454 0 1992-93 BUDGET $ 0 60,000 0 $ 60,000 0 WORK PROGRAM: Special revenue fund to support video collection replacement and related supplies, processing, and equipment. 1 PROGRAM ACTIVITIES: Collection Development: Evaluating, selecting and ordering new and replacement videotapes. PERFORMANCE OBJECTIVES: 1. To make entire collection of over 10,000 videos accessible to the public. 2. To implement interim retrieval and delivery plan for all videos in storage. Technical Processing; Monitor necessary cataloging/processing services for videotapes from outside vendor. 1. To implement a new shelving layout in the main library so that most of the video collection can be directly accessed by the public. SIGNIFICANT CHANGES: None. n WM m 109 PROGRAM: CALIFORNIA LIBRARY SERVICES ACT (CLSA) FUND: STATE GRANT DEPARTMENT: LIBRARY ACCT * 180-8101 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 166,798 0 $ 166,798 0 1990-91 ACTUAL $ 0 87,017 0 $ 87,017 0 1991-92 BUDGET $ 0 153,993 0 $ 153,993 0 1992-93 BUDGET $ 0 262.000 0 $ 262,000 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 and for all Branch Maintenance and Operation. Offsets general fund. SIGNIFICANT CHANGES: All Maintenance and Operation expenses for the Branch Library have been transferred from the General Fund to the Grant budget. 110 PROGRAM: FUND: DEPARTMENT: PUBLIC LIBRARY FUND (PLF) STATE GRANT LIBRARY ACCT * 180-8110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 30.141 $ 30,141 0 1990-91 ACTUAL $ 0 7,889 33,708 $ 41,597 0 1991-92 BUDGET $ 0 3,000 19,700 $ 22,700 0 1992-93 BUDGET $ 0 20,300 18,000 $ 38,300 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). •t a PROGRAM ACTIVITIES: Various Special Projects PERFORMANCE OBJECTIVES: 1. Install new security system to provide reliable protection for both print and non-print resources. 2. Purchase a microfiche catalog of the library's database for use as a backup during any systems down time. SIGNIFICANT CHANGES: None. *m m Ml 111 PROGRAM: FUND: DEPARTMENT: PARKS AND RECREATION GENERAL PARKS AND RECREATION SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 2,240,818 2,006,248 160,820 $ 4,407,886 45 1990-91 ACTUAL $ 2,743,560 2,082,247 155,149 $ 4,980,156 50 1991-92 BUDGET $ 3,074,443 2,372,096 90,066 $ 5,536,605 50 1992-93 BUDGET $ 2,937,192 2,112,057 0 $ 5,049,249 50 WORK PROGRAM: The City of Carlsbad's Parks and Recreation Department receives guidance and support from the City Manager's office, the Paries 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. 112 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL PARKS AND RECREATION ACCT * 001-4110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 280,053 222,733 4,753 $ 507,539 5 1990-91 ACTUAL $ 320,495 145,497 7,332 $ 473,324 5 1991-92 BUDGET $ 346,133 257,145 0 $ 603,278 5 1992-93 BUDGET $ 334,768 236,640 0 $ 571,408 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 the NE Quadrant park site. 4. Coordinate development plans for the Alta Mira park site. 5. Implement the NW Quadrant park enhancement projects as directed by City Council. 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 of the General Plan Update by the Planning Commission and City Council. 3. Provide staff support to the Parks and Recreation subcommittee members addressing open space issues and trail feasibility studies and the Carrillo Ranch. 4. Provide staff support for a municipal golf course development. 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. None. 113 PROGRAM: FUND: DEPARTMENT: COMMISSION GENERAL PARKS AND RECREATION ACCT * 001-4111 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 953 0 $ 953 0 1990-91 ACTUAL $ 0 1,194 0 $ 1,194 0 1991-92 BUDGET $ 0 1,500 0 $ 1,500 0 1992-93 BUDGET $ 0 500 0 $ 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: Commission Meetings; Hold Park and Recreation Commission meetings once monthly to address relevant issues as they pertain to the community. PERFORMANCE OBJECTIVES: 1. Review, discuss, and recommend action on park and recreational issues based upon staff and community input. Council policy, and Parks and Recreation Element Goals and Objectives. 2. In an advisory capacity, recommend appropriate action on 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. 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. . 114 PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL PARKS AND RECREATION ACCT * 001-4121 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 702.825 810,541 98,812 $ 1,612,178 19 1990-91 ACTUAL $ 853,406 808,872 72,904 $ 1,735,182 21 1991-92 BUDGET $ 966,851 832,499 378 $ 1,799,728 21 1992-93 BUDGET $ 933,833 690,000 0 $ 1,623,833 21 WORK PROGRAM: Maintain, preserve and enhance 240+ acres of park facilities, school athletic fields, beach and beach accesses, and landscapes at various civic facilities. Manage over 600 acres of open space/undeveloped parkland and provide services to other departments and community groups. m m m m m PROGRAM ACTIVITIES: Turf and Landscape Maintenance: Direct management of 75+ acres of turf and 125+ acres of landscaping. Duties include mowing, fertilization, renovation, replanting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding, cultivation, edging, aerating, reseeding, irrigation programming and equipment maintenance. Bathroo» Maintenance/Litter Control/Picnic Area Services; Inspect, maintain, clean, paint and repair 11 separate rest room facilities (as well as 6 portable units) 3 times per week. Clean, restock, sanitize, paint and plumbing repairs make up the duties of this activity. Clean all parks, beach accesses and beach areas 3 times weekly to remove all litter and service all trash receptacles. WORKLOAD MEASURES: 1989-90 1990-91 1. Turf Acres Maintained: 74 75 2. Landscape Acres Maintained: 124 126 1. Rest Stations Maintained: 11 11 6 6 2. Trash Receptacles Services: 152 158 75 126 11 (permanent) 6 (portable) 350 Court/Field/Tot Lot Maintenance: Maintain 25 tennis courts (19 lighted), 11 basketball courts, and 20 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/leveling, sand roto- tilling and play equipment inspection, repair and necessary documentation of such actions. 1. Tennis Courts Maintained: 19 19 19 2. Ballfields Maintained: 20 20 20 3. Tot Lots Maintained: 999 4. Basketball Courts Maintained: 11 11 11 5. Soccer Fields Maintained: 11 11 11 Irrigation Maintenance: Maintain all landscape irrigation systems of City facilities. This includes over 85 different controllers with over 1,050 valves. Duties include replacement, repair trouble shooting and now minimal data entry/ programming via the proposed centralized irrigation system. 1. Irrigation Measures/No, of Controllers: 80 84 85 2. Irrigation Measures/No, of Valves: 1,000 1,050 1,058 (continued) 115 PROGRAM: FUND: DEPARTMENT: PAGE TWO OPERATIONS GENERAL PARKS AND RECREATION ACCT * 001-4121 PROGRAM ACTIVITIES: Open Space Maintenance; Provide maintenance activities to City owned open space and areas of additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement. Miscellaneous Maintenance/Repair and Special Request; These activities are difficult to measure and include repair and upgrading to park structures, facilities, 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 and requests by the community for turf installation, sculpture installations, various redevelopment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. PERFORMANCE OBJECTIVES: 1989-90 1990-91 1991-92 1. No. of Acres: 408 408 450 SIGNIFICANT CHANGES: One Park Maintenance Worker I position is allocated but unfunded. Maintenance and Operation budget reductions have been made in water, supplies, outside services and utilities, and will affect the appearance of parks. 116 PROGRAM: FUND: DEPARTMENT: TREE MAINTENANCE MAINTENANCE ASSESSMENT PARKS AND RECREATION ACCT * 161-4122 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 136,890 111,100 30,250 $ 278,240 5 1990-91 ACTUAL $ 230,724 163,211 42,815 $ 436,750 6.5 1991-92 BUDGET $ 302,081 265,210 89,688 $ 656,979 6.5 1992-93 BUDGET $ 310,151 269,355 0 $ 579.506 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. Contractual Tree Maintenance; Provides an on going program for contracting, administering and over- seeing Street Tree maintenance program beyond the scope of this division. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. No. of Work Orders/Citizen Requests Completed: 543 561 2. No. of Trees Trimmed: 623 614 3. No. of Trees Removed: 54 43 4. No. of Trees Planted: 108 997 m «* 1. No. of Trees Pruned: 63 82 544 505 75 900 85 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: 100 89 60 2. No. Gallons of Mixed Herbicide Applied: 4,800 3,200 2.200 Hosp Grove Maintenance; Program currently involves quarterly maintenance of Hosp Grove. Work consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. Miscellaneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with Spring clean-up, various work for other departments and assistance with community volunteer programs. 1. No. of Probation Hours: 360 324 270 2. No. of Volunteer/CCC Hours: 290 330 0 3. No. of Regular Hours: 90 72 60 mi m SIGNIFICANT CHANGES: None. m 117 PROGRAM: FUND: DEPARTMENT: MEDIAN MAINTENANCE MAINTENANCE ASSESSMENT PARKS AND RECREATION ACCT * 161-4123 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 59,356 32.402 8,800 $ 100,558 0 1990-91 ACTUAL $ 64,400 89,707 0 $ 154,107 1.5 1991-92 BUDGET $ 84,043 174,960 0 $ 259,003 1.5 1992-93 BUDGET $ 84,398 172.203 0 $ 256,601 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: 1989-90 1990-91 1991-92 1. Acres Maintained: 45 46 47 Contractual Median Maintenance: Provide an on going program for contracting, administering and overseeing median maintenance for 33+ acres of City medians. 1. Acres Maintained: 0 23 25 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: 4.5 5.5 6.5 SIGNIFICANT CHANGES: None. 118 PROGRAM: FUND: DEPARTMENT: RECREATION OPERATIONS GENERAL PARKS AND RECREATION ACCT * 001-4131 1 m m PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 210,420 76,546 15,658 * 302,624 3 1990-91 ACTUAL $ 253,626 104,857 21 ,936 $ 380,419 4 1991-92 BUDGET $ 285,400 93,119 0 $ 378,519 4 1992-93 BUDGET 283,035 62,823 0 $ 345,858 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 and 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: 1989-90 1990.-91 1991-92 1. Reservations Processed: 2,884 3,000 3,100 2. No. of Facility Users: 697,011 720,000 740,900 m m «i m ml m m m 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: Maintenance and Operation expenses have been reduced as various supply and replacement purchases are being deferred. §li ff m 119 PROGRAM: FUND: DEPARTMENT: RECREATION FEE SUPPORTED GENERAL PARKS AND RECREATION ACCT * 001-4132 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 517,916 430,718 0 $ 948,634 9 1990-91 ACTUAL $ 621,099 473,800 0 $ 1,094,899 8 1991-92 BUDGET $ 640,252 411,851 0 S 1,052,103 8 1992-93 BUDGET $ 549,403 388,700 0 $ 938,103 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. Daytrippers: 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. Special Events/After-School Programs; Offers a variety of special events for youth, teens and adults including Easter Egg Hunts, Halloween Carnivals, Triathlon and golf clinics. The "Kids Club," an after-school special activities program, is conducted at Calavera and Stagecoach Centers and Pine School. Volunteers are included in a high percentage of Recreation Division programs including youth basketball. Triathlon and special events. WORKLOAD MEASURES: 1989-90 1. Enrichment Classes: 1990-91 1991-92 1. 1. 2. 1. 2. # conducted # enrolled 12 Daytrippers: it trips conducted # participants Youth Sports: * teams # participants # spectators 6 Adult Sports: # teams # participants 4 # spectators 28 Special Events: # events # participants 10 Community Volunteers: # volunteers # hours 5 741 ,420 53 752 45 899 ,810 350 ,998 ,600 18 ,963 420 ,600 1,095 17,250 60 850 50 1,000 8,000 375 5,255 30,000 18 13,000 573 5,550 950 15,180 49 1,060 60 1,320 10,100 320 4,600 27,000 16 13,850 600 6,000 SIGNIFICANT CHANGES: One Principal Recreation Supervisor position is allocated but not funded, excursions have been eliminated. Several of the least attended multi day 120 PROGRAM: FUND: DEPARTMENT: AQUATICS GENERAL PARKS AND RECREATION ACCT * 001-4133 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 141,206 93,846 0 * 235,052 1 1990-91 ACTUAL $ 174,471 76,726 1,817 $ 253,014 1 1991-92 BUDGET $ 180,150 71,550 0 $ 251,700 1 1992-93 BUDGET $ 181,044 74,610 0 $ 255,654 1 WORK PROGRAM: Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program of instruction, competition, and recreational swimming on 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. Fun and Fitness; Provide opportunities for recreational swimming and fitness lap swimming. Competitive Swia 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. WORKLOAD MEASURES: 1. 1. 2. 1. 2. 3. 1989-90 Instructional Lessons; Hours 1,430 Classes Conducted 220 Participation: Resident 1,245 Non- Resident 595 Recreation and Lap Swim: Hours 2,200 Daily Admissions: Youth 5,970 Adult 7,380 Season Pass 12,500 Aqua X; Hours 250 Participation 2,035 Carlsbad Swim Master: Hours 825 Participation 11,060 North Coast Aquatics; Hours 6,056 Participation 13,650 Carlsbad High School Swim Hours 2,204 Participation 4,600 1990-91 2,040 229 1,393 568 2,249 5,600 7,800 13,760 138 1,820 900 12,500 5,730 17,500 & Water 2,050 4,700 1991-92 1,398 206 1,390 389 2,189 6,000 7,900 13,900 140 13,900 1,025 12,500 5,700 18,000 Polo Teams: 2,050 4,700 m •i m m a m **> m _ ^w m ** » ^ SIGNIFICANT CHANGES: None. 121 PROGRAM: RECREATION - AGUA HEDIONDA LAGOON FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT * 001-4134 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 23,699 4,008 0 $ 27.707 0 1990-91 ACTUAL $ 25,655 12,918 0 $ 38,573 0 1991-92 BUDGET $ 32,618 9,014 0 $ 41,632 0 1992-93 BUDGET $ 26,000 7,470 0 $ 33,470 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 communicat ions link with dispatch during the seasonal heavy use period of six to nine months on the water. PROGRAM ACTIVITIES: Permits: Issue annual lagoon use permits. Verify and monitor DMV registration. Observe and document boating traffic and use activity. WORKLOAD MEASURES: 1989-90 1990-91 1. Applications: 588 600 2. Annual Permits: 560 570 3. Daily Permits: 150 155 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: 5,000 5,500 No. of Jet Skis: 600 700 3,100 1,500 Maintenance; Remove debris and hazards from the water surface, shoreline and public accesses, maintain patrol boat, motor, trailer, and associated equipment. SIGNIFICANT CHANGES: None. 122 PROGRAM: FUND: DEPARTMENT: SENIOR COMMISSION GENERAL PARKS AND RECREATION ACCT * 001-4141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 122 0 $ 122 0 1990-91 ACTUAL $ 0 453 0 $ 453 0 1991-92 BUDGET $ 0 450 0 $ 450 0 1992-93 BUDGET $ 0 250 0 $ 250 0 Ml ** 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. PERFORMANCE OBJECTIVES: 1. Discuss issues pertinent to the development of the Carlsbad Senior Program. 2. Advise City Council on pertinent Senior Program issues which necessitate Council action. Volunteers; Continue to develop innovative ways to recruit, utilize, and acknowledge volunteers. 1. Hold annual Volunteer Recognition Celebration. 2. Expand Volunteer program. Training; Improve Commission direction and effectiveness in formulating recommendations on Senior concerns. SIGNIFICANT CHANGES: None. 1. Provide and attend Senior Commission Workshop. 2. Develop specific goals and objectives for future development of the Senior Program. n «• J** 123 PROGRAM: FUND: DEPARTMENT: SENIOR PROGRAMS GENERAL PARKS AND RECREATION ACCT * 001-4142 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 128,872 118,322 2,547 $ 249,741 2 1990-91 ACTUAL $ 155,254 72,926 8,345 $ 236,525 2 1991-92 BUDGET $ 184,042 130,393 0 $ 314,435 2 1992-93 BUDGET $ 180.317 86,125 0 $ 266,442 2 WORK PROGRAM: Provide an organized comprehensive service system benefitting the quality of life for Seniors in Carlsbad. PROGRAM ACTIVITIES: Personal Assistance; Plan, coordinate and schedule activities which link Seniors with low cost personal, necessary services. PERFORMANCE OBJECTIVES: 1. Schedule free health screenings (i.e., skin, eyes, blood pressure, etc.) monthly. 2. Provide legal advice, tax preparation and insurance counseling. 3. Provide seminars on issues of concern to Seniors (i.e., Reverse Mortgage, Living Trusts, etc.) Recreation Opportunities: Plan, coordinate and schedule recreational activities to enhance the mind and body of Seniors. 1. Provide exercise classes with varied skill levels: TaiChi, aerobics, dance, etc. 2. Provide classroom opportunities for Seniors to pursue new, as well as renew, their talents, skills and creativity (i.e., art, drama, crafts, etc.). 3. Offer a minimum of 8 low cost day trips to local attractions. Social Interaction; Provide facilities where older people can interact with their peers. 1. Create an atmosphere conducive to social interaction. 2. Provide opportunities, at no cost, to meet and share similar interests (anglers, billiards, etc.). SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to the transfer of meals funded by the General Fund to the Grand Fund. 124 PROGRAM: FUND: DEPARTMENT: SENIORS SENIOR NUTRITION PARKS AND RECREATION ACCT f 181-8118 THRU 181-8120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 39,581 104,957 0 $ 144,538 1 1990-91 ACTUAL $ 44,430 133,286 0 S 177,716 1 1991-92 BUDGET $ 52,873 124,405 0 $ 177,278 1 1992-93 BUDGET $ 54,243 123,381 0 $ 177,624 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: Moon Lunch: Provide a nutritionally balanced noon lunch for persons 60+. Home Heals; Deliver a hot meal and sandwich to homebound persons 60 years of age or older in Carlsbad. PERFORMANCE OBJECTIVES: 1990-91 1991-92 1992-93 1. Hot Heals: 33,874 35,000 35,000 1. Hot Meals:9,754 11,000 11,000 i Transportation: Provide transportation for Carlsbad Seniors to the lunch program, medical appointments and shopping. 1. One Way Trips: 6,700 6,900 8,000 M SIGNIFICANT CHANGES: None. 125 c r E c c c i e Utilities and Maintenance i iiii i ii PROGRAM: UTILITIES AND MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,950,026 4,023,795 174,861 $ 6,148,682 48 1990-91 ACTUAL $ 2,292,864 4,447,804, 162,290 * 6,902,958 55.3 1991-92 BUDGET $ 2,570,227 6,225,885 315,988 $ 9,112,100 55.3 1992-93 BUDGET $ 2,605,137 3.636,140 776,526 $ 7,017,803 56 126 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL UTILITIES AND MAINTENANCE ACCT * 001-6010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY k GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 291,173 49,153 5,106 $ 345,432 5 1990-91 ACTUAL $ 310,272 49,923 524 $ 360,719 5 1991-92 BUDGET $ 310,722 81,284 0 $ 392.006 5 1992-93 BUDGET $ 306,703 42,758 0 $ 349,461 5 f «* 1 m m «f WORK PROGRAM: The Administration Division provides administrative, managerial and technical support to the Street Maintenance, Fleet Operations, Facilities Management, and Street Lighting Divisions of the Utilities and Maintenance Department. In addition, the Administration Division administers the City's Real Property Management and Recycling and Solid Waste Programs. PROGRAM ACTIVITIES: Operations: Plan, organize and direct public services programs. Develop procedures and policies for efficient operation of department. PERFORMANCE OBJECTIVES: 1. Maintain timely processing of work orders and special project requests. 2. Maintain efficient work planning, scheduling and processing of departmental program activities. 3. Conduct surveys and perform research and statistical analysis on administrative, personnel and operational matters. Personnel Management: Recommend and process personnel appointments, promotions and disciplinary actions. Provide on-going support to management and miscellaneous employees. 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. Budget Management: Coordinate the preparation of all Departmental Budgets, to ensure that all budgets comply with City policies and procedures. 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. Contract Services: Supervise and coordinate contractually provided services. 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 the department. (continued) 127 PROGRAM: FUND: DEPARTMENT: PAGE TWO ADMINISTRATION GENERAL UTILITIES AND MAINTENANCE ACCT * 001-6010 PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Training and Safety; Provide training in work related areas, and motivate employees to enhance their job skills. 1. Process all training requests and registrations in a timely manner. 2. Distribute current safety information to employees. 3. Brief all management personnel of any changes to safety rules and regulations, and hold monthly safety inspections. Coordination with Other Departments and Agencies; Coordinate activities with other City departments and divisions, and with outside agencies. 1. Represent City and Department by attending County and area meetings and conferences. 2. Facilitate communication between Department and other City departments. Reports and Statistics; Prepare written and oral reports. Prepare grant applications. Research appropriate subjects and prepare agenda bills and visual aids for presentation to City Council. 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. Coawunitv Services; Respond to all citizen inquiries expeditiously. Prepare correspondence as needed for all divisions. 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. Real Property Management: Ensure that all leases, property acquisitions and sales activities are handled appropriately. 1. Process leases, appraisals and correspondence within one day of receipt. 2. Process agenda bills, resolutions, and any other materials needed for City Council meetings. 3. Research and analyze all data pertinent to property management. Graffiti Abatement; Ensure that all noted graffiti within City jurisdiction, as well as the sea wall are maintained on a regular basis. 1. Report all graffiti complaints to appropriate division and process any correspondence pertaining to the reported graffiti. 2.Monitor Graffiti Abatement activities to ensure removal within 24 - 48 hours. SIGNIFICANT CHANGES: The Senior Management Analyst position has been unfunded for one half of the fiscal year, clerical help have been eliminated. Funds for temporary 128 PROGRAM: FUND: DEPARTMENT: STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT * 001-5110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 837,935 1,704,395 147,667 $ 2,689,997 23 1990-91 ACTUAL $ 995,831 1,136,788 152,926 $ 2,285,545 25 1991-92 BUDGET $ 1,079,200 2,063,974 5,946 $ 3.149,120 25 1992-93 BUDGET $ 1,130,231 804,487 0 $ 1,934,718 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 six (6) maintenance programs described below: m 3 M "I PROGRAM ACTIVITIES: Roadside Maintenance: Roadside Maintenance activities consist of litter pick-up, debris hauling, sidewalk repair and guardrail maintenance. Drainage Svstea 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. The County Honor Camp crew will pick up over 600 cubic yards of litter from City right-of- ways. This program is supervised by City staff. 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; recycle concrete and asphalt. 4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims. 1. Schedule the annual cleaning and maintenance of 3,200 catch basins. Work will be completed from August - October to insure proper flow and run-off during Winter storms. 2. Schedule the annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August - October. 1. Maintain and repair, as needed, the 6,300 signs throughout the City. 2. Fabricate and install 1,300 traffic, street name and special order signs. 3. Timely response to Traffic Engineering work orders. 4. 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. 5. Maintain all traffic control devices used for construction, repair and emergencies. 1. Several methods of asphalt repair applications are used to apply 4,000 tons of asphalt annually. a) Skin Patching b) Utility Cut Repair c) Leveling with Asphalt d) Base Replacement (continued) 129 PROGRAM: FUND: DEPARTMENT: PAGE TWO STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT * 001-5110 PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Traffic Safety Paveaent Striping Proaraa; Ensure proper delineation and direction for safe passage on City streets. Maintain and refresh alt 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 Program: Monitor unscheduled 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, including school crossings. 3. Annually refresh 3,000 pavement markings. 4. Annually refresh 15,000 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 Progran: Direct and oversee the six (6) maintenance and rehabilitation contracts listed. Funding for the first four items is from sources other than the General Fund. 1. Street Sweeping 2. Chip Seal 3. AC Overlay 4. Curb, Gutter & Sidewalk Replace 5. Buena Vista Channel Maintenance 6. Graffiti Removal and Control Annual Goals: Sweep 11,053 curb miles Chip 35 lane miles Resurface 15 lane miles 4,578 I in. ft. curbs; 8,340 sq. ft. sidewalks Annually Clean the Buena Vista Drainage Channel Coat & maintain entire seawall SIGNIFICANT CHANGES: Cement repairs, street sweeping and the chip seal and overlay programs ($927,000 in 1992-93) have been transferred to a separate Gas Tax program. Other Maintenance and Operation reductions will result in a reduced litter control program. 130 PROGRAM: FUND: DEPARTMENT: MAJOR STREET MAINTENANCE GAS TAX UTILITIES AND MAINTENANCE ACCT * 152-5110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 23,227 0 $ 23.227 0 1990-91 ACTUAL $ 0 599,077 0 $ 599,077 0 1991-92 BUDGET $ 0 875,000 0 $ 875,000 0 1992-93 BUDGET $ 0 1,127,000 0 $ 1,127,000 0 WORK PROGRAM: The 1992-93 budget will have a new account. This account will fund the Street Maintenance major program areas. 1 -J 1m m m PROGRAM ACTIVITIES: Street Sweeping; Carlsbad streets. Sweep 11,053 curb miles of Cement Repairs; Annually repair and replace broken and raised curbs, gutters and sidewalks. PERFORMANCE OBJECTIVES 1. Sweep all residential streets two times pere month. 2. Sweep all downtown village streets three times per week. 3. Sweep all commercial and major arterial streets two times per month. 1. 4,578 linear feet of curb and gutter per year. 2. 8,340 square feet of sidewalk per year. 1 J Overlay - Chipseal - Slurry Seal: Extend pavement life and provide a smooth and safe driving surface. The condition and age of the existing pavement determines which type of maintenance is required. 1. Chip Seal: Chip 35 lane miles 2. AC Overlay: Resurface 15 lane miles SIGNIFICANT CHANGES: Major Street Maintenance programs have been independently identified and directly funded with Gas Tax resources for the first time in 1992-93. Prior year expenditures noted were for capital programs.m 131 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 001-5320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 421,073 483,690 8,346 $ 913,109 10 1990-91 ACTUAL $ 475,552 599,316 2,847 $ 1,077,715 15 1991-92 BUDGET $ 597,841 852,316 58,320 $ 1,508,477 15 1992-93 BUDGET $ 590,354 595,500 2,600 $ 1,188,454 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: 1990-91 1991-92 1992-93 1. Total Building Space Maintained (Sq. Ft.): 327,898 328,431 329,631 1. Total Custodial Space Maintained (In-House): 245,896 246,176 246,176 2. Total Custodial Space Maintained (Contract): 22,694 21,494 22,694 Contract Maintenance: Prepare and administer contracts for all building maintenance services (i.e. HVAC, plumbing, electrical), construction projects, and custodial services. Property Management: Negotiate, prepare and administer acquisition and reserve leases for property leased by City. Act as liaison with property owners to ensure facilities meet City requirements. 1. Total Custodial Space Maintained (Other): 59,308 60,761 60,761 1. Total Leased Space: 18,409 18,357 19,557 SIGNIFICANT CHANGES: Maintenance and Operation expenses are down due to funding several major building maintenance projects in 1991- 92 that will not be recurring in 1992-93. Several major building maintenance projects continue to be deferred. However, this budget does include an appropriation of $93,500 from fund balance for additional projects. Major building maintenance projects included in the 1992-93 budget include: 1. Roof Replacement - Third Year $ 83,500 2. Safety Center - Replace HVAC Controls 37,000 3. City Hall - Complete Security Alarm System 8,000 4. Community Development - Install Security Alarm 5,000 5. Re-plaster Pool 60.000 TOTAL $193,000 Other reductions are spread among various Maintenance and Operation accounts used to maintain City buildings. 132 PROGRAM: FUND: DEPARTMENT: TRAFFIC SIGNALS GENERAL UTILITIES AND MAINTENANCE ACCT * 001-5410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 3,240 218,035 6,387 $ 227,662 0.3 1990-91 ACTUAL $ 13,912 271,172 5,035 $ 290,119 0.3 1991-92 BUDGET $ 18,630 312,335 682 $ 331,647 0.3 1992-93 BUDGET $ 17,000 323,525 0 $ 340,525 0.5 WORK PROGRAM: Coordinate maintenance program for 65 signalized intersections by the end of FY 92-93. PROGRAM ACTIVITIES: Operations: Perform plan checking and field monitoring during construction of new traffic signals for conformance with City and CaITrans standards. Coordinate with Traffic Engineer on signal timing adjustments. Coordinate Underground Service Alert markouts for all existing signal systems. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 * m Maintenance; Perform monthly check of Opt icons (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. Administration: Administer maintenance contracts. traffic signal 1. City Owned & Maintained Signals: 52 55 58 2. CatTrans Owned & Maintained Signals: 555 3. City Owned & CaITrans Maintained: 022 4. Total Signals in City: 57 62 65 SIGNIFICANT CHANGES: None. 133 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 161-6210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 128,847 386,319 7,355 $ 522,521 3 1990-91 ACTUAL $ 161,993 397,389 958 $» 560,340 3 1991-92 BUDGET $ 172,496 621,769 0 $ 794,265 3 1992-93 BUDGET $ 225,797 542,083 0 $ 767,880 3.5 WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTIVITIES: Maintenance and Operations; Oversee the maintenance and operation of the City Street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate between developers and SDG&E for energizing new lighting systems. Provide expertise to City inspectors during inspection of lighting systems. Coordinate Underground Service Alert markouts for various City departments and perform markouts for street light and traffic signal systems. Maintain as-built records of City street light system for future maintenance. Provide response to traffic signal emergencies and perform minor signal repair. Perform routine night surveillance. Incorporate street light numbering system. Check proposed improvement plans for conformance with City standards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, and Engineering to ensure that department needs are met. Administration: Prepare annual audit of City's street light assessment. Administer Buena Vista Channel Maintenance assessment district and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and reassessments for the lighting and landscaping district. Perform preliminary acquisition procedures for the SDG&E owned and maintained street lighting system. 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 3,842 3. Total Street Lights: 4,297 4,500 4,575 4. Total Street Light Repairs: 473 592 822 5. Total Electrical Markouts: 1,080 1,210 1,412 6. Total Emergency Traffic Signal Repairs: 347 520 692 SIGNIFICANT CHANGES: The one half new position in this budget has been transferred from Sanitation services and the Carlsbad Municipal Water District. 134 PROGRAM: BUENA VISTA CREEK CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 162-5910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 1,500 0 $ 1,500 0 1990-91 ACTUAL $ 0 3 0 $ 3 0 1991-92 BUDGET $ 0 300,000 0 $ 300,000 0 1992-93 BUDGET $ 0 300,000 0 $ 300,000 0 WORK PROGRAM: The maintenance of the Buena Vista Creek Channel. PROGRAM ACTIVITIES: 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. WORKLOAD MEASURES: 1990-91 1991-92 1. Square feet of channel cleaned: 0 0 m Hi •I Mt m Uf SIGNIFICANT CHANGES: This District levies assessments of $100,000 annually to generate funds to clean Buena Vista Creek Channel every three years. The 1992-93 budget appropriates funds collected in 1989-90, 1990-91, 1991-92 ($200,000), and funds to be collected in 1992-93 ($100,000) to finance the cost of channel cleaning in 1992-93. Work will be performed by private contract. 135 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 520-6410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 2,322 17,818 0 $ 20,140 0 1991-92 BUDGET $ 0 210,471 0 $ 210,471 0 1992-93 BUDGET $ 0 158,800 0 $ 158,800 0 WORK PROGRAM: The Solid Waste Division of the Utilities and Maintenance Department is responsible for planning, developing, coordinating, implementing, administering, monitoring, and updating the City's Solid Waste Management Program. PROGRAM ACTIVITIES: AB 939. The California Integrated Waste Management Act of 1989; Prepare Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE) and implement components of the plans. Coordinate activities with County-wide Technical Advisory Committee. Prepare and administer consultant contracts as required. Refuse: Prepare and administer the refuse collection contract. Review reports from refuse contractor. WORKLOAD MEASURES: 1. Ensure compliance with mandates of SRRE and HHWE by timely implementation of programs, either utilizing in-house staff, or consultant services, if necessary. 2. Attend meetings as necessary. 1. Process renewal of the refuse collection contract. Review and update as necessary. Prepare RFP and related documents or renegotiate contract, as required. Recycling; Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. 1. Research and apply for appropriate grant opportunities. 2. Coordinate all recycling programs in conjunction with the City's hauler. 3. Ensure recycling service is brought to all office buildings larger than 20,000 sq. ft. and restaurants and taverns, in compliance with the County and City's Mandatory Recycling Ordinance. 4. Serve as liaison to outside agencies, City staff, and public on recycling issues. 5. Keep abreast of recycling trends. Congesting: Administer yard waste pick-up program.Evaluate, recommend, and implement a yard waste collection program for all households. Evaluate, recommend, and implement backyard composting program as an alternative to collection service. Study feasibility of yard waste drop-off site for landscaping services. Study feasibility of siting composting facility locally. Household Hazardous Waste; Provide quarterly household hazardous waste pick-up via contract with County. 1. 2. (continued) 136 Coordinate collection events with County staff. Ensure staff support for collection events. PROGRAM: FUND: DEPARTMENT: PAGE TWO SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE UTILITIES AND MAINTENANCE ACCT f 520-6410 m MM PROGRAM ACTIVITIES: Public Infonaation: Develop public information materials related to solid waste program. Develop school and community group programs. WORKLOAD MEASURES: 1. Continue production of quarterly solid waste newsletter, "Wastelines." 2. Prepare correspondence, press releases, and brochures for all new solid waste programs. 3. Research current school curricula and programs and develop supplemental materials if necessary. 4. Prepare Spanish language materials. 5. Develop and distribute household hazardous waste educational materials. J "I In-House Recycling; Coordinate the recycling program of materials collected at City facilities.1. Audit in-house waste stream, and analyze for areas of potential reduction and/or recycling. 2. Add materials to in-house recycling program as appropriate. titter; Provide for litter collection services in conjunction with the Streets division. 1. Partially fund the Honor Camp Crews which will continue to be administered by the Streets division. SIGNIFICANT CHANGES: None. 137 M m PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT * 620-5210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 267,758 796,261 0 $ 1,064,019 7 1990-91 ACTUAL $ 332,982 881,684 0 $ 1,214,666 7 1991-92 BUDGET $ 391,338 882,249 35,000 $ 1,308,587 7 1992-93 BUDGET $ 335,052 936,000 0 $ 1,271,052 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 211 vehicles and 139 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. WORKLOAD MEASURES: 1. 4. 5. 1990-91 (actual) 1991-92 (estimate) Preventive Maintenance: 685 766 2. B.I.T. Inspections: 45 3. Smog Inspections: 90 Shop Repairs: 952 Vendor Repairs: 373 45 97 854 262 6. Emergency Road Repairs: 153 130 1992-93 (projected) 722 60 86 920 270 130 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. 1. Parts Items in Inventory: 16,289 9,000 10,000 2. Dollar Amount in Inventory: $64,033 $40,713 $42,000 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. 1. Gallons of Fuel Used - City: 218,253 218,108 218,000 2. Gallons of Fuel Used - Other: 37,485 35,530 37,000 SIGNIFICANT CHANGES: One Equipment Maintenance I position is allocated but not funded. Additional Maintenance and Operation costs reflect the absorption of Carlsbad Municipal Water District's fleet maintenance into the City's operation. 138 PROGRAM: FUND: DEPARTMENT: VEHICLE REPLACEMENT INTERNAL SERVICE UTILITIES AND MAINTENANCE ACCT * 620-5220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 361.215 0 $ 361,215 0 1990-91 ACTUAL $ 0 494,634 0 $ 494,634 0 1991-92 BUDGET $ 0 26.487 216,040 $ 242,527 0 1992-93 BUDGET $ 0 26.487 773,926 $ 800,413 0 WORK PROGRAM: 1 Ml 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. Specification Writing; Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. WORKLOAD MEASURES:I 1990-91 (actual) 1991-92 (estimate) 1992-93 (projected) 1.Veh i cIes/equ i pment acqu i red: 35 12 46 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 13 45 2. Total Units in Rental Fleet: 337 336 336 SIGNIFICANT CHANGES: The budget reflects vehicle purchases which will be made for a two year period, 1991-92 and 1992-93. The two year purchase plan for 1992-93 follows an analysis of the replacement policy, which was done during the 1991-92 fiscal year. 139 e e I i i Housing and Redevelopment I 1 I PROGRAM: HOUSING AND REDEVELOPMENT FUND: GENERAL DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 374,925 2,055.511 149,709 $ 2,580,145 9 1990-91 ACTUAL $ 524,453 2,160,468 4,301 $ 2,689,222 10 1991-92 BUDGET $ 524,104 2,752,259 2,323 $ 3,278,686 10 1992-93 BUDGET $ 553,707 2,975,369 0 $ 3,529,076 10 140 PROGRAM: FUND: DEPARTMENT: CERTIFICATES HOUSING SECTION 8 HOUSING AND REDEVELOPMENT ACCT * 131-3330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 131,623 1,363,785 7,812 $ 1,503,220 3.5 1990-91 ACTUAL $ 158,202 1,593,190 0 $ 1.751,392 4 1991-92 BUDGET $ 148,416 1,806,945 0 $ 1,955,361 4 1992-93 BUDGET $ 170,130 1,933,509 0 $ 2,103,639 4 PROGRAM: VOUCHER FUND: HOUSING SECTION 8 DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 131-3310 PERSONNEL MAINTENANCE OPERATION • CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 138,030 0 $ 138.030 0 1990-91 ACTUAL \ 4,400 131,857 0 $ 136,257 0 1991-92 BUDGET $ 14,444 194,464 0 $ 208,908 0 1992-93 BUDGET $ 22.800 343,562 0 $ 366,362 0 1 im WORK PROGRAM: Provide access for very low income persons to adequate housing within an affordable rental range. The Carlsbad Housing Authority is committed to provide decent, safe and sanitary housing to those identified as very low income in the categories of elderly, handicapped and disabled, and families as defined under HUD criteria. PROGRAM ACTIVITIES: Intake; Take applications for waiting lists qualify for Housing certificates or vouchers. to WORKLOAD MEASURES: 1. New Applications (i.e., established waiting list): 1991/92 1992/93 Estimated Projected 350 350 3 Inspection; Ensure that housing used meets HUD housing quality standards. Certification; Process the waiting list to keep the certificates and vouchers 95% leased-up. 1. Recertification Inspections/ Reinspections: 2. Move-in/Move-out Inspections: 1. Vouchers/Certificates Issued: 2. Hard-to-Piace Families: 386 75 10 16 425 100 25 20 1 m 1yj Recertification; Continuous annual processing of existing tenants to insure their compliance with housing program criteria. SIGNIFICANT CHANGES: 1. Recertifications: 2. Recertifications (interim - i.e., change of income status): 386 190 425 220 The Maintenance and Operation increase within the Certificate Program is the result of adding 58 new units. The Voucher Program Maintenance and Operation increase is due to funding 100 units for an entire 12 month period. 141 PROGRAM: FUND: DEPARTMENT: PORTABLE VOUCHERS HOUSING SECTION 8 HOUSING AND REDEVELOPMENT ACCT * 131-3320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 16,439 0 $ 16,439 0 1990-91 ACTUAL $ 0 10,905 1,293 $ 12,198 0 1991-92 BUDGET $ 0 94,820 0 $ 94,820 0 1992-93 BUDGET $ 0 94,820 0 $ 94,820 0 WORK PROGRAM: As part of the HUD Section 8 Rental Assistance Program, the Carlsbad Housing Authority must receive and process portable vouchers and/or certificates issued from outside Public Housing Authorities. PROGRAM ACTIVITIES: Portable Voucher/Certificate Processing; Receive and process out-of-town vouchers and certificates. WORKLOAD MEASURES: 1. Out-of-Toun Vouchers/Cert i f i cates: 1991-92 Actual 1992-93 Projected 18 SIGNIFICANT CHANGES: None. 142 PROGRAM: FUND: DEPARTMENT: AFFORDABLE HOUSING REDEVELOPMENT - LOW AND MODERATE INCOME HOUSING AND REDEVELOPMENT ACCT * 810-3420 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 0 3,819 0 J 3,819 0 1991-92 BUDGET $ 56,415 38,800 0 $ 95,215 1 1992-93 BUDGET $ 72,729 33,600 0 $ 106,329 1 /* ] 3 ] WORK PROGRAM: To develop innovative programs that will promote and develop projects to increase the number of affordable housing units throughout the City of Carlsbad. PROGRAM ACTIVITIES: Affordable Housing Program: Implement Program to meet SANDAG Affordable Housing Goal. PERFORMANCE OBJECTIVES: 1. Develop and implement new affordable housing project processing procedures: a) identify areas for improvement b) coordinate solutions with City staff c) communicate new procedure clearly to develop community 2. Perform as chairperson of Housing Task Force Committee: a) develop and distribute agenda b) assist in development of incentives to offer the residential builder to encourage production of affordable housing 3. Identify possible projects. 4. Assist in developing financing packages for affordable projects. 5. Direct educational programs for business and government agencies interested in affordable housing. J SIGNIFICANT CHANGES: None. / MM 143 PROGRAM: REDEVELOPMENT FUND: REDEVELOPMENT OPERATIONS DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT * 810-3410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 243,302 514,972 140.547 $ 898,821 3 1990-91 ACTUAL $ 307,345 410,835 3,008 $ 72V, 188 5.5 1991-92 BUDGET $ 271.286 576,973 2,323 S 850,582 5 1992-93 BUDGET $ 257,576 522.350 0 $ 779.926 4.5 WORK PROGRAM: To redefine and develop innovative programs that promote and increase economic development and revitalize the current, and any proposed, redevelopment area(s). PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Redevelopment Master Plan; Coordinate preparation and adoption of the Master Plan Redevelopment Project Area. Hen Redevelopment Project Area Study: Complete economic feasibility study. Dovntown Redevelopment Project Area: Encourage economic enhancement of Project Area. 1. Assist Consultant in identification of issues including production of the following documents: a) parking needs study b) vacant land use survey c) sign criteria 2. Work with Consultant and Master Plan Advisory Committee to develop recommended strategy and development guidelines. 3. Present strategy to Housing and Redevelopment Commission for review and approval. 4. Implement approved Master Plan: a) produce and distribute vacant/under- utilized land pamphlet. 1. Select Consultant. 2. Develop plan of work and proceed. 3. Complete study. 4. Review and make action recommendstion(s) 1. 2. 3. 4. to Council. Meet with interested developers and/or other parties and obtain commitments from 5-10% to do a project that will increase tax increment revenues. Review and revise current project processing procedures to reduce overall application to permit issuance time by 20% and distribute. Develop a proactive approach for business attraction and retention recruitment of new businesses into Village Area. Continue to coordinate City, County and NCTD efforts (including site plan review, public relations, etc.) to locate a transit center in the Village Area. SIGNIFICANT CHANGES: None. 144 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: COMMUNITY DEVELOPMENT BLOCK GRANT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT f 391-3510 H PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 22,285 1,350 $ 23,635 0 1990-91 ACTUAL $ 54,506 9,862 0 S 64,368 1 1991-92 BUDGET $ 33,543 40,257 0 $ 73,800 .5 1992-93 BUDGET $ 30,472 47,528 0 $ 78,000 .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. Project Monitoring: Ensure that project/service meets the requirements set forth within the federal regulations for the CDBG program. 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. 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. i mj SIGNIFICANT CHANGES: None. Ml "j *»-•«' A HI 145 i I I 1 I I 1 I I 1 Ii i I \Water District PROGRAM: FUND: DEPARTMENT: WATER SUMMARY GENERAL WATER SUMMARY SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 2,273,530 9,969,894 268,891 $12,512,315 48.9 1990-91 ACTUAL $ 2,513,825 9,714,372 0 $12,228,197 52.9 1991-92 BUDGET $ 2,635,007 10,543,726 587,204 $13,765,937 52.9 1992-93 BUDGET $ 3,091,981 13,604,332 141,600 $16,837,913 56 146 PROGRAM: FUND: DEPARTMENT: WATER OPERATIONS WATER ENTERPRISE WATER DISTRICT ACCT # 501-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 1,938,025 6,654,837 268,891 $ 8,855,753 40.5 1990-91 ACTUAL $ 2,129,617 6,255,492 0 $ 8,385,109 44.5 1991-92 BUDGET $ 2,215,443 6,450,279 477,704 $ 9,143,426 44.5 1992-93 BUDGET $ 2,290,091 9,104,932 101,200 $11,586,223 43 WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program combines funds 501 and 504 to simplify the budget. This program will provide administration, billing maintenance, engineering, and water conservation. PROGRAM ACTIVITIES: Coordination with Other Departments and Agencies; Work with San Diego County Water Authority, and other outside agencies and groups that are involved with water. Coordinate with other City Departments and Divisions. Keep current on Federal and State Legislative issues as they pertain to the water supply. Reports and Program; Prepare reports for the Board and conservation programs for the public. PERFORMANCE OBJECTIVES: 1. Represent City and Departments by attending County and area meetings and conferences. 2. Facilitate communications between department and other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Manager, City Council, Committees, Commissions and other agencies. Engineering; Develop and continuously update the computer based mapping system. Review and correct plans for new development. Prepare plans and specifications for projects to replace old water lines and other facilities. Administer major capital improvement projects designed by outside engineers. Syste Maintenance and Repair:Complete preventative maintenance on the water facilities to prevent a major water outage. This includes maintaining valves, pumps, reservoirs, and telemetering facilities. Repair all leaks immediately to reduce water loss, and perform the repair with a minimum of water service disruption. Meter Reading; Perform monthly reading of more than 17,500 meters. 1. Update 55 District Atlas sheets. 2. Maintain plan check turn around time of 10 days. 3. Thoroughly and efficiently scope all capital projects. Design major design projects in- house. 1. Maintain all valves and other appurtenances. 2. Repair all leaks with minimal shut down time, on 24 hours notice. 1. Maintenance of 800 meters per month. SIGNIFICANT CHANGES: Four new positions are included in this budget. Two Meter Reader Repairers and one Receptionist Cashier have been filled by using temporary and part time employees on a full time basis. The three positions are being converted to regular full time. One Account Clerk I is new and will absorb new accounts which have been added and provide more timely follow-up on delinquent payments. Maintenance and Operation costs reflect the water rate increase which will be passed on the Carlsbad Municipal Water District through the Metropolitan Water District. 147 PROGRAM: FUND: DEPARTMENT: WATER RECLAMATION RECLAMATION ENTERPRISE WATER DISTRICT ACCT * 502-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 0 0 0 $ 0 0 1990-91 ACTUAL $ 0 0 0 * o 0 1991-92 BUDGET $ 0 0 0 $ 0 0 1992-93 BUDGET $ 160,470 680,400 0 $ 840,870 2.3 WORK PROGRAM: To maintain one pump station, one 1.25 million gallon reservoir, 7 miles of reclaimed water lines, and 60 reclaimed water meters. PROGRAM ACTIVITIES: PUMP Station Maintenance; Preventive maintenance of one (1) lift station. Lift station will be checked twice daily to clean, lube, inspect and repair any malfunctioning pumps or associated equipment. Because of safety factors and location of this station, two (2) staff are required to perform this operation under normal conditions. Engineering: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Administer major capital improvement projects designed by consultant engineers. Svstea Maintenance and Repair; Complete preventive maintenance on the facilities to prevent a major outage. This includes maintaining control valves, reservoir, and air releases. Repair all leaks immediately to reduce reclaimed water costs. PERFORMANCE OBJECTIVES: 1. Continue frequency of preventive maintenance to assure continuous operation: 2. Convert to automated preventive maintenance system. 1. Enter the as-built sheets onto the computer. 2. Maintain plan check turn around time at 10 days. 3. Thoroughly and efficiently scope all capital projects. Design projects in-house. 1. Daily, weekly, monthly preventive maintenance to ensure operation of all facilities. 2. Repair all leaks with minimal damages on 24 hour notice. •wr SIGNIFICANT CHANGES: This will be the first full year that we will be operating the reclaimed water system. The two major customers are La Costa golf course, and the Aviara golf course, along with the landscaping on Alga Road. A separate fund is necessary to qualify for a San Diego County Water Authority rebate. The major cost in this budget will be for the purchase of reclaimed water from Vallecitos County Water District. 148 PROGRAM: FUND: DEPARTMENT: SANITATION SERVICES SANITATION ENTERPRISE WATER DISTRICT ACCT * 511-6110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1989-90 ACTUAL $ 335,505 3,315,057 0 $ 3,650,562 8.4 1990-91 ACTUAL $ 384,208 3,458,880 0 $ 3.843,088 8.4 1991-92 BUDGET $ 419,564 4,093,447 109,500 $ 4,622.511 8.4 1992-93 BUDGET $ 641,420 3,729,000 40.400 $ 4,410,820 11 I m ' -A **n 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 payment for operation of Encina Waste Water Treatment plant. PROGRAM ACTIVITIES: Puio 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. Main Cleaning; High pressure cleaning of mains to eliminate stoppages. Two (2) staff members are required to perform this task. PERFORMANCE OBJECTIVES: 1. Continue frequency of preventive maintenance to assure continuous operation. 2. Convert to automated preventive maintenance system. 1. Schedule preventive maintenance as prioritized by TV inspection and records. 2. Condition rating of televised lines to identify and prioritize critical pipes. Engineering; Develop and continuously update the computer based mapping system. Review and correct plans for new development. Prepare plans and specifications for projects to replace old sewer lines and other facilities. Administer major capital improvement projects designed by outside engineers. 1. Enter the existing atlas sheets onto the computer. 2. Maintain plan check turn around time at 10 days. 3. Thoroughly and efficiently scope all capital projects. Design major design projects in- house. Svste» Maintenance and Repair; Complete preventive maintenance on the sewer facilities to prevent a major sewer stoppage. This includes maintaining lined, sewer manholes, and telemetering facilities. Repair all leaks immediately to reduce sewer outages. 1. Daily, weekly, monthly preventive maintenance to ensure operation of all facilities. 2. Clean all stop up lines with minimal damages, on 24 hour notice.D Ml TV Inspection and Records; Records of lateral sizes and depths of mains are needed for a preventive maintenance program. TV inspections of sewer mains to identify problem areas. Two (2) staff members are required to perform this operation. Automate television inspection for tracking sewer problems. Identify sources of inflow and infiltration. Streamline annual cleaning and inspection record keeping. Continue 6 year rehabilitation program. SIGNIFICANT CHANGES: The increase in staffing is due to a reorganization of existing personnel within the Water District program. m m 149 c ff , . , . I Capital Improvement Program 5. =' ' . • — — -— — T— - C • i (7 I I I I l I I1 1992-93 CAPITAL IMPROVEMENT PROGRAM Introduction The Capital Improvement Program (CIP) for 1992-93 totals $32.4 million, which is $17.7 million or 35% below the 1991-92 adopted budget of $50.1 million. Projected revenues for the 1992-93 program total $35.2 million and are down by $6.2 million or 15% from the 1991-92 budget. Weak economic conditions nationally and locally, in conjunction with low construction levels, have resulted in reduced development related revenues. Revenues collected as the result of new residential and commercial/industrial development are down by $3.3 million or 64% from the 1991-92 projections. 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 expenditure schedules. Most expenditure schedules were established using the Growth Management standards as guidelines. Interwoven into this formula are fiscal constraints which have become important to the scheduling of projects. This year, lack of available funds has resulted in deferring most major projects reliant upon development related revenues. Previously, the City chose to build facilities to meet maximum population expectations. The philosophy has shifted 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. 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. The fiscal resources, and the assumptions used in projecting those resources, as well as specific expenditures will be addressed separately. 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 on the following page provides an overview of the estimated revenues which are projected to support the CIP projects. Approximately 53% 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 (TIP), Park-In-Lieu (PIL), Major Facility Fee and Sewer Construction revenues. Community Facilities District revenues occupy 21% of the total with resources coming in as a result of project scheduling. The remaining 26% of revenues are related to the receipt of grants, the county sales tax program (Transnet), the issuance of bonds, and the Water District's Replacement Fund. 150 FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1992-93 TO BUILDOUT m SEWER TRAFFIC IMPACT $818 13% 1241 5% MAJOR FACILITY FEE $79 18% REPLACEMENT $50 10% PUBLIC FACILITY FEE $724 15% CMNTY FACIL DISTR $101 3 21% 3 3 Total R«v«nu«* - $486.3 Million Several assumptions about the rate and type of growth were made in order to project the 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 below compares the number of residential units used for projecting the 1992-93 CIP revenues with the number of units used in the 1991- 92 CIP. As can be seen, the number of residential units projected for 1992-93 has been decreased by 411, while in 1993-94 a decrease of 1,138 is shown. The changes shown reflect development information compiled by the Planning and Engineering Departments, while the Finance Department overlaid the economic forecast. The total number of residential units projected at buildout is 53,082, while the total remaining to be built from this point forward is 25,091. 1992-93 CIP Growth Assumptions Residential Year 92-93 93-94 94-95 95-96 96-97 Years 5 - 10* Years - 2002+ * 91 -92 Total No. Units Resid 526 1,308 1,356 1,350 1,248 1,246 1,088 92-93 Total No. Units Resid 115 170 345 490 490 1,514 1,332 Diff. 91 -92 to 92-93 (411) (1,138) (1,011) (860) (758) 268 244 91 -92 Total Total Sq.Ft. Comm/lnd 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1 ,000,000 1,000,000 92-93 Total Total Sq.Ft Comm/lnd 115,000 170,000 290,000 430,000 430,000 700,000 1,000,000 Diff. 91 -92 to 92-93 (885,000) (830,000) (710,000) (570,000) (570,000) (300,000) 0 Non- Residential * Figures shown reflect averages for these time periods. w i0 1 151 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, due to the implementation of growth management, and have continued to decline since that point. It is anticipated that permits will be issued on 55 residential units during 1991-92. Current Growth Management projections show a slight recovery to 115 units in 1992-93. Non-residential growth patterns and projections were also reviewed, and modified downward. RATE OF RESIDENTIAL DEVELOPMENT PERMITS ISSUED UNITS 3000 85 86 87 88 89 90 91 92 93 94 95 96 97 FISCAL YEAR — DWELLING UNITS Using the Growth Management forecast identified above, revenue projections show similar declines. This has resulted in changes in project scheduling that have occurred as development remains low. Growth Assumptions 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. 152 1m In order to calculate estimated revenues for the Traffic Impact Fee (TIP), the number of ™ average daily trips had to be computed for each type of use. An attached dwelling unit l^*t was assigned eight trips per day, and a detached unit ten trips per day, based on data used g. in developing the TIP. Each residential trip was valued at $77.00. The trips-per-day value 3 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 j| 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. *j This is the result of applying the new fees which were implemented in May, 1991. *J This is the second year that the Community Facilities District (CFD) funding mechanism "I has been incorporated into the CIP. The implementation of the CFD in 1991 has reduced ^ the total amount of PFF, and TIP revenues projected, as projects which were previously funded from these sources will now be funded through the CFD. Revenues for the PFF and H TIP have been reduced accordingly. ii m m IIm 153 Expenditures The 1992-93 to buildout CIP outlines a total of 174 future projects at a total cost of $426.7 million. The pie chart below indicates that the largest segment of expenditures are within the Water category at $93 million or 22% and include new and replacement pipelines and reservoir maintenance. Water Projects are followed in dollar value by Park projects at $89.4 million and include acreage within all quadrants of Carlsbad as well as Veteran's Memorial Park. Other major park projects include Alta Mira Park, the Golf Course, Larwin Park, Alga Norte Park, and a community park in Zone 19. Major street projects in the CIP total $73 million and include 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 $3.5 million or 1%. Specific timing and cost estimates for projects are identified in the table immediately following the narrative. CAPITAL IMPROVEMENT PROGRAM PROJECT ALLOCATION 1992-93 TO BUILDOUT TRAFFIC SIGNALS $3.5 1% SEWER $69.5 16% WATER $93 22% PARKS $89.4 21%LOAN REPAYMENTS $9.7 2% CIVIC $55.7 13% -5 INTERCHANGES $32.2 8% STREET PROJECTS $73.7 17% Total CIP to Buildout - $426.7 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. The altered projects were funded by either TIP or the PFF, and both are now balanced as a result of the timing changes. These projects and related issues are identified on the following page. 154 Southeast Quadrant Parks /•* M Alga Norte Park - Construction for this park is now scheduled in two phases, using a letter K| of credit for the first construction phase, which has allowed construction in 1995-96 versus «| 1996-2001. Phase I was moved forward as it is anticipated that the developer will begin construction within the 1995-96 time period. The City's share of the funding for Phase II m has been deferred until 2002+ whereas the 1991-92 CIP had both phases scheduled for m the same time. The deferral was necessary to balance the PFF.m Carrillo Ranch Park - This park has also been deferred with construction scheduled in the «t 1997-2002 time period. The 1991-92 CIP had this park scheduled for 1994-95, however sufficient funds are not projected to be available until 1997-2002. Design funds are !| available in 1994-95 and 1995-96 at $125,000 per year. «i Southwest Quadrant Parks If Alta Mira Park - The construction of Alta Mira park has now been phased in three segments. The prior year CIP showed the construction of about two thirds of the 42 acres * in 1992-93. Due to fund availability, construction funds for the first phase will be reduced *** by $2.5 million for a total 1992-93 appropriation of $2.9 million, including carry forwards from 1991-92. The remainder of the funds are shown in the 2002+ time frame, which • include the remaining park construction as well as a community center. ** Zone 19 Park - The first phase of this park will be funded with $1,687,000 in the form of v a letter of credit from the developer, and will be used to construct 15 acres of the Zone 19 Park. Phase I has been deferred from 1992-93 until 2002+ as the decline in growth in this area has alleviated the immediate need for construction. Northeast Quadrant Parks Larwin Park - The 1991-92 CIP contained an appropriation of $2.5 million for Larwin Park. Due to lack of immediate funds, this amount has been disappropriated and rescheduled in 1996-97 at $1.5 million. Streets Several street projects using a variety of funding sources have been deferred until funds become available or anticipated growth requires their construction. Examples of these projects include Carlsbad Boulevard/Cannon to Monzano, La Costa Ave Widening, and Poinsettia Lane Widening/I-5 to Batiquitos. 155 1992-93 Projects The 1992-93 CIP identifies 25 projects which have been budgeted at a total cost of $32.4 million. The following chart shows that Civic projects occupy just over one third of the total 1992-93 expenditures at $11.5 million. CAPITAL IMPROVEMENT PROGRAM 1992-93 PROJECTS BY MAJOR CATEGORY PARKS $1.6 5% SEWER $1.8 6% WATER $3 9% STREET PROJECTS $3.9 12% CIVIC $11.5 35% OTHER $0.6 2% -5 INTERCHANGES $10 31% Total M-M CIP - $32.4 Million Thirty two percent or $9.8 million of the budget is allocated to 1-5 Interchange projects. Sewer projects account for the least amount of expenditures at $1.7 million or 5% of the total. Following is a detailed explanation of the significant 1992-93 CIP projects by category. Civic Projects The significant project scheduled for 1992-93 appropriation is the expenditure of CFD funds toward the South Carlsbad Library at $11.2 million. Design funds of $100,000 for the Cole Library Remodel are also budgeted in 1992-93. Park Projects Alta Mira Park contains an appropriation of $1.6 million in 1992-93 and is the only park project which will be immediately pursued. 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 $539,000 for the Outfall Reballast. In addition, $300,000 is scheduled in the 1992-93 budget to complete the Home Plant Lift Station project. 156 Water Proects «f m This is the first year the GIF reflects the Water Certificate of Participation payments at $1 .5 f| million for 1992-93. The Water District will begin design on the Maerkle Dam Lining and «H Covering at $587,000 in 1992-93. Construction is scheduled to begin in 1993-94 for which a bond issue will need to be considered. Sufficient funds are not available to P| complete this project on a pay as you go basis. « Traffic Signals J| w There is one traffic signal requiring appropriation in 1992-93 and it is located at Rancho Santa Fe and Questhaven at $125,000. H m Street Projects 1A total of $3.9 million in new appropriations are scheduled for street projects. The largest • expense is for the undergrounding of utilities in Districts 12 and 14 at $1.5 million and is funded by San Diego Gas and Electric. Transnet Local funds totaling $750,000 will be ^ used to construct Hidden Valley Road which is needed to access Alta Mira Park. These *^ funds will be reimbursed by developers within this area as units are built. M^ 1-5 Interchanges ^ f*mThe I-5/Palomar Airport Road Overpass is budgeted for a total $8.6 million during 1992- "** 93. The majority of funds will come from the CFD at $6.9 million. Design work on I-5/La m Costa will continue with an additional $1.2 million appropriation in 1992-93 from the CFD. Construction is scheduled for 1994-95. nf M) Summary ^ MiWhile many projects need to be deferred due to lack of available funds, there are several major projects which will be accomplished during the next two years. Carlsbad's ^ circulation plan has been of concern to the City Council as evidenced by prior year /| appropriations within this area. Palomar Airport Road east of El Camino Real will begin construction with the installation of a larger pipeline and subsequently widened. Also, the n segment of El Camino Real from Faraday to Palomar Airport Road will be widened in ^ conjunction with the previously mentioned widening project. Last, the overpass at Palomar Airport Road and 1-5 will begin construction in 1992-93. H m Review of the CIP finds that all projects identified in the 1991-92 CIP continue to be included in 1992-93. There have been some significant project scheduling changes as the H effects of the slow economy are felt on Carlsbad's revenue stream. Lack of funds has H 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, i| growth management standards whenever economically beneficial. This philosophy worked ^jm when growth and related revenues were substantial. Concepts such as phasing projects Wm Hf 157 ' m over a period of years, and timing them when funds are available have now been implemented. As the new philosophy emerges, the City still expects to provide quality capital facilities which meet the needs of Carlsbad's citizens. The 1992-93 CIP reflects these concepts. 158 GROWTH MANAGEMENT PLAN m m 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 m community or growth management zones.m 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 construction _ occurred which resulted in reductions in both operating and capital development 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 constructed under this program. m tMtThe 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 g| below standard within the next five years. g| m 159 It The Capital Improvement Program is located toward the back of the budget. Included is a discussion of the program as a whole, the revenue sources, project scheduling and budgeted 1992-93 expenditures. The discussion is followed by a multi page table outlining all capital projects. Ongoing projects are identified along with the amount of funds already appropriated, while future projects contain an identification of their estimated cost in planned year of spending. An analysis of cash balances concludes the presentation of the GIF. The Appendices contain a table outlining 1992-93 Capital Outlay. Travel detail is presented next, so that Council may review and approve these requests. The Budget Process and Accounting System and Budgetary Control are also presented in the appendix section. 160 § •o o CO* •*" § § m m H •i x oe O.§t_z •J T u. O. 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CANNON ROAD - 1-5 TO PASEO DEL NORTE 3365 CARLSBAD BL CANNON TO MANZANO CARLSBAD BL MEDIAN (TAMARACK TO PINE) 3307 CARLSBAD BL SHORE PROTECTION 3307 CARLSBAD BL SHORE PROTECTION CBAD VLG OR - PONTIAC TO S OF VICTORIA 3188 COLLEGE BL ASSMT DIST/ S ECR EL CAM I NO REAL MEDIANS 3327 EL CAMINO REAL WIDENING (TAMARACK TO CHESTN 3166 ECR/PAR EAST - WIDENING 3166 ECR/PAR EAST - WIDENING 3166 ECR/PAR EAST - WIDENING 3166 ECR/PAR EAST - WIDENING 3166 ECR/PAR EAST - WIDENING 3166 ECR/PAR EAST - WIDENING EL CAMINO REAL WIDENING - LA COSTA AVE TO A EL CAMINO REAL 3 ALGA RD EL CAMINO REAL a CAMINO VIDA ROBLE EL CAMINO REAL 3 CANNON ROAD EL CAMINO REAL a CARLSBAD VILLAGE OR EL CAMINO REAL a FARADAY AVENUE EL CAMINO REAL a TAMARACK - REPAY FOOTE FARADAY AVE 3 ORION STREET FARADAY (CANNON TO KOLL PROP) HIDDEN VALLEY ROAD 3156 JEFFERSON ST PATH 3215 LA COSTA AVE - 1-5 TO EL CAMINO REAL LEUCADIA BL - FM EXISTING TO EL CAMINO REAL LOCAL ROAD DRAINAGE PROGRAM MARRON RD - 2 EAST BOUND LEFT TURN LANES MELROSE DR a ALGA ROAD 3316 MISCELLANEOUS - TRAFFIC MONITORING PROGRAM FUNDING SOURCE TIF TIF PFF GCC ST GRNT TIF ASMT DIST PFF TIF GAS TAX SD COUNTY TIF TRNSNT/BIKE TRNSNT/LOCL TRNSNT/HWY TIF TIF TIF TIF TIF TIF TIF TIF CFD TRNSNT/LOCL ST GRNT CFD CFD TRNSNT/LOCL GCC TIF TIF TOTAL APPROP 435,000 2,113,000 1,200,000 800,000 300,000 1,360,000 9,520,000 1,700,000 1,510,000 300,500 400,001 1,750,000 482,575 3,015,000 2,150,000 450,000 30,000 320,000 130,000 320,000 • 710,000 170,000 100,000 3,500,000 750,000 190,000 7,314,000 3,500,000 4,700,000 22,000 480,000 984,764 PRIOR EXPND' & ENCUMBRC'S 99,541 16 197,544 8,570,264 161,085 299,572 110 20,997 446,078 61,909 957,359 203,909 S CONTINUING APPROPRIAT'N 13,459 799,984 102,456 949,736 38,915 928 399,891 1,729,003 3,015,000 1,703,922 33,091 356,641 40,855 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1992-93 1993-94 1994-95 1995-96 1996-97 1997-2002 2002 + 435,000 2,000,000 1,200,000 1,360,000 1,700,000 1,310,000 482,575 450,000 30,000 320,000 130,000 320,000 710,000 170,000 100,000 3,500,000 750,000 95,000 6,000,000 3,500,000 400,000 4,300,000 22,000 480,000 40,000 40,000 40,000 40,000 40,000 200,000 340,000 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1992-93 TO BUILDOUT) PROJECTS PROJECT NO. 3731 3401 3286 3286 3286 3286 3291 3390 3190 3190 3190 3732 3391 3391 3001 3347 3288 3288 3203 3203 ======== PROJECT TITLE OAK STREET IMPROVEMENTS STATE/ROOSEVELT PALOMAR AIRPORT ROAD 3 COLLEGE BLVD PALOMAR AIRPORT ROAD 3 PASEO DEL NORTE PAR MITIGATION MAINTENANCE PAR BETWEEN CAMINO VIDA ROBLE/ECR PAR BETWEEN CAMINO VIDA ROBLE/ECR PAR BETWEEN CAMINO VIDA ROBLE/ECR -Repay TN PAR BETWEEN CAMINO VIDA ROBLE/ECR PAR (W OF ECR, MEDIAN) PARKING LAND ACQUISITION & FACILITIES PAR(RR BRIDGE WIDEN & C'BAD BL INTERSEC) POINSETTIA LN - 1-5 TO BATIQUITOS LN POINSETTIA RR BRIDGE WIDENING RANCHO SANTA FE RD ASMT DIST RANCHO SANTA FE RD ASMT DIST RANCHO SANTA FE RD/OL 1 VENHAIN SIDEWALK CURB GUTTER 3GRAND JEFFERSON/MADIS STREET/SIDEWALK UPGRADES STREET/SIDEWALK UPGRADES SIDEWALK PROG DESIGN & PLAN (LACUNA DR ) STREETLIGHTS - P10 PICO a HOLIDAY PARK STREETSCAPE PHASE V - CARLSBAD VILLAGE DR STREETSCAPE - CARLSBAD VILLAGE DR & CARLSBA STREETSCAPE - CARLSBAD VILLAGE DR & CLSBD B TAMARACK (JEFFERSON TO CARLSBAD BL) TAMARACK (JEFFERSON TO CARLSBAD BL) UNDERGROUND UTILITY DISTRICT NO. 12 UNDERGROUND UTILITY DISTRICT NO. 14 UNDERGROUND UTILITY DISTRICT NO. 15 SUBTOTAL STREET PROJECTS ============================================ FUNDING SOURCE CD8G TIF TIF ASMT DIST TRNSNT/LOCL SD COUNTY SO COUNTY GCC PFF TIB PFF TIF PFF ASMT DIST GCC CFD CDBG TRNSNT/LOCL TIF REDEV GCC TIB TIB GCC TRNSNT/B1KE PFF SDG&E SDG&E SDG&E ============ TOTAL APPROP 150,000 160,000 525,000 280,000 1,285,000 910,000 1,332,500 80,000 500,000 869,097 4,000,000 1,870,000 2,000,000 283,500 80,500 6,000,000 30,000 5,250,000 7,200,000 250,000 20,000 2,369,410 3,004,793 56,275 50,000 2,000,000 1,000,000 450,000 630,000 119,327,216 =========== PRIOR EXPNO' & ENCUMBRC'S 148,561 15,000 3,133 869,087 257,425 18,147 27,135 87,042 352,351 3,004,793 56,275 508,278 31,567,187 ============= S CONTINUING APPROPRIATE 1,439 265,000 76,867 10 26,075 62,353 2,865 300,000 300,000 162,958 2,017,059 1,491,722 14,075,954 ============== YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1992-93 1993-94 1994-95 1995-96 1996-97 1997-2002 2002 + E= ========================================== ====—=====— =====— ============================ 160,000 525,000 1,285,000 910,000 1,332,500 500,000 500,000 3,500,000 1,870,000 2,000,000 300,000 5,700,000 150,000 300,000 300,000 1,500,000 2,700,000 100,000 200,000 200,000 200,000 200,000 1,500,000 4,500,000 20,000 50,000 1,000,000 450,000 630,000 ... 3,939,575 6,570,000 4,690,000 16,735,000 1,040,000 16,889,500 23,820.000 s===========s:== = ==s========ss========s===== ====== ====a=ss==a====ss===s====s==a=====s =::====: 1 ft..-,J ft:mm mm 11 i • tm mm ••mm t I I i i i I f I t 1 i i i 1 i 1 I i i i I i i i i i i i I i CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1992-93 TO BUILDOUT) PROJECTS PROJECT NO. 3219 3268 3268 3268 3268 3269 3269 3269 i — » Is3 PROJECT TITLE INTERSTATE 5 OVERPASS PROJECTS I-5/LA COSTA AVE INTERCHANGE 1-5 PALOHAR AIRPORT R'D INTERCHANGE I-5/PALOMAR AIRPORT RD INTERCHANGE 1-S/PALOHAR AIRPORT RD INTERCHANGE I-5/PALOHAR AIRPORT RD INTERCHANGE I-5/PALOMAR AIRPORT RD INTERCHANGE I-5/PALOMAR A/R INTERCHANGE - REPAY CFD I-5/PAIOMAR A/R INTERCHANGE - REPAY CFD I-5/P01NSETTIA INTERCHANGE I-5/POINSETTIA INTERCHANGE I-5/P01NSETTIA INTERCHANGE -REPAY AVIARA SUBTOTAL BRIDGE & THOROUGHFARE PROJECTS GRAND TOTAL FUNDING SOURCE CFD CALTRANS RECLM WATER TRNSNT/HUY TRNSNT/B1KE CFD FED HUT PARTNERSHP CFD AVIARA CFD TOTAL APPROP 9.990,518 1.043,000 201,000 1,390,000 250,000 7,616,000 3,400,000 456,000 10,250,000 913.000 913,000 36,422,518 =========== 505,080,433 PRIOR EXPND' & ENCUMBRC'S 427,930 793,449 465,715 372,300 830,000 2,889,394 50,216,967 S CONTINUING APPROPRIATE 62,588 150,000 596,551 250,000 204,285 27,700 83,000 1,374,124 37,833,504 YEAR 1 1992-93 1,200,000 1,043,000 51,000 6,946,000 566,667 200,000 10,006,667 32,072,481 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1993-94 1994-95 1995-96 1996-97 1997-2002 2002 + 8,300,000 566,667 566,667 566,667 566,667 566,665 456,000 9,650,000 913,000 11,585,667 8,866,667 566,667 566,667 566,665 = = = = = = = = = = = ========s== = = = = = = = = = = = ====== = = = =;=• ========:=== ==========a 53,572,524 25,491,571 41,135,616 9,345,999 77,775,612 177,636,159 LOAN REPAYMENTS CFD TO GENERAL FUND MAJOR FACILITY TO REPLACEMENT PFF TO GCC - FIRE STATION #5 PFF TO GCC - FIRE STATION #5 TIF TO GCC - LA COSTA ENVIRON MITIGATION CFD MFC PFF PFF TIF I 365,000 | 365,000 4,000,000 | 400,000 | 550,000 | 750,000 | 4,000,000 400,000 550,000 750,000 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1992-93 TO BUILDOUT) PROJECTS PROJECT NO.PROJECT TITLE TIF TO GCC - LA COSTA INTERSECTION PLD7 TO GCC - JAMES DRIVE STORM DRAIN PIL-SU TO GCC - ALTA MIRA LAND PURCHASE PIL-SW TO PFF - ALTA MIRA LAND PURCHASE SUBTOTAL LOAN REPAYMENTS GRAND TOTAL ALL PROJECTS FUNDING SOURCE TIF PLD-7 PIL-SU PIL-SW TOTAL PRIOR EXPND'S CONTINUING APPROP & ENCUMBRC'S APPROPRIATE 293.000 300,000 2,550,000 500,000 9,708,000 514,788,433 50,216,967 37,833,504 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1992-93 1993-94 1994-95 1995-96 1996-97 1997-2002 2002 + 293,000 300,000 2,550,000 500,000 365,000 4,000,000 5,343,000 32,437,481 53,572,524 25,491,571 41,135,616 9,345,999 81,775,612 182,979,159 UNFUNDED PROJECTS LO 3349 ALGA ROAD MEDIANS HOLIDAY PARK IRRIGATION RENOVATION TRAF SIG - ALGA & CAZADERO TRAF SIG - CARLSBAD BL/CHESTNUT TRAF SIG - CARLSBAD BL/OAK TRAF SIG - CARLSBAD VILLAGE DR/VALLEY ST TRAF SIG - CHESTNUT/P10 PICO TRAF SIG - LA COSTA AVE/PIRAEUS ST TRAF SIG - LA COSTA AVE/SAXONY TRAF SIG - LA COSTA/CADENCIA LAND PURCHASE - RECLAIMED WATER SITE CARLSBAD BLVD SHORE PROTECTION CARLSBAD BL BRIDGE (SB) 3 BATIQUITOS LAGOON ALGA NORTE 50M SWIMMING POOL 485,000 95,000 125,000 110,000 110,000 125,000 125,000 110,000 110,000 125,000 2,000,000 3,200,000 2,000,000 3,000,000 (Funded through state grant when funds become available.) (Funded through state grant when funds become available.) TOTAL ALL UNFUNDED PROJECTS $11,720,000 II I J IM IJ I J 1 IJ 1/tJ 1 M IJ 11 t 1 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT YEAR 1 1992-93 FUND I GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLD SEWER BONOS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHUAY TRANSNET/BIKE CAL TRANS PARTNERSHIP FUNDS FEDERAL HUY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/92 1,290,212 3,189,025 1,537,000 1,498,985 400,023 657,224 693,681 630,731 1,072,090 10,057,894 (2,597,144) (1,581,767) (250,000) 363,668 726,165 44,171 1,881,038 116,509 16,981 (386,006) (713,046) 6,397,036 (4,949,000) 2,047,827 1,604,308 23,747,605 REVENUE 326,669 23,000 25 , 720 51,440 6,430 27,006 111,043 977,108 3,750,000 1,800,000 785 , 000 1,043,000 566,667 1,450,000 165,375 3,170 1,687,500 520,000 713,046 13,815,000 5,000,000 300,000 2,050,000 35,197,174 EXPENDITURES 317,000 1,910,000 170,000 1,770,997 1,150,000 200,000 532,575 1,043,000 566,667 1,450,000 95,000 20,211,000 51,000 1,841,843 1,128,399 32,437,481 ENDING 973,212 1,605,694 1,560,000 1,524,705 451,463 663,654 720,687 571,774 1,072,090 9,264,005 2,856 18,233 2,425 529,043 726,165 47,341 1,881,038 1,687,500 116,509 16,981 38,994 1,036 505,984 2,525,909 26,507,298 174 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT YEAR 2 1993-94 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 SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/93 973,212 1,605,694 1,560,000 1,524,705 451,463 663,654 720,687 571 , 774 1,072,090 9,264,005 2,856 18,233 2,425 529,043 726,165 47,341 1,881,038 1,687,500 116,509 16,981 38,994 1,036 505,984 2,525,909 26,507,298 REVENUE EXPENDITURES 482,902 2,070,000 34,000 25,720 51,440 5,504 20,576 164,151 240,000 1,022,072 1,801,885 456,000 456,000 566,667 566,667 630,000 630,000 173,650 14,000,000 14,000,000 2,241,265 17,265,000 16,263,000 10,366,000 8,820,176 7,050,000 8,724,796 54,554,947 53,572,524 ENDING 973,212 18,596 1,594,000 1,550,425 502,903 669,158 741,263 495,925 1,072,090 8,484,192 2,856 18,233 2,425 702,693 726,165 47,341 1,881,038 1,687,500 2,241,265 116,509 16,981 38,994 1,003,036 2,051,808 851,113 27,489,721 1Hi Mi •I •i 1— 1 ft HI 175 YEAR 3 1994-95 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLO SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT BEGINNING BAL 7/1/94 973,212 18,596 1,594,000 1,550,425 502,903 669,158 741,263 495,925 1,072,090 8,484,192 2,856 18,233 2,425 702,693 726,165 47,341 1,881,038 1,687,500 2,241,265 116,509 16,981 38,994 1,003,036 2,051,808 851,113 REVENUE EXPENDITURES 941,969 655,000 58,000 55,298 92,592 10,946 37,294 304,144 240,000 1,269,760 9,174,232 4,450,000 4,450,000 566,667 566,667 550,000 182,300 375,000 375,000 8,503,000 8,300,000 712,000 1,320,564 2,050,000 410,108 ENDING 973,212 305,565 1,652,000 1,605,723 595,495 680,105 778,557 560,069 1,072,090 579,720 2,856 18,233 2,425 550,000 884,993 726,165 47,341 1,881,038 1,687,500 2,241,265 116,509 16,981 38,994 1,206,036 1,443,244 2,491,005 TOTAL 27,489,721 20,158,970 25,491,571 22,157,121 176 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT YEAR 4 1995-96 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF OTHER SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHUAY TRANSNET/BIKE BEGINNING BAL 7/1/95 973,212 305,565 1,652,000 1,605,723 595,495 680,105 778,557 560,069 1,072,090 579,720 2,856 18,233 2,425 . REVENUE 1,890,398 86,000 74,588 131,172 104,860 51,440 441,520 1,567,315 3,245,000 3,435,000 EXPENDITURES 1,295,000 2,380,000 540,000 1,802,380 1,585,000 3,250,000 ENDING 973,212 900,963 1,738,000 (699,689) 726,667 784,965 829,997 461,589 1,072,090 344,655 1,662,856 203,233 2,425 CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL 550,000 884,993 726,165 47,341 1,881,038 2,241,265 116,509 16,981 38,994 566,667 566,667 191,450 910,000 2,241,265 564,741 656,250 550,000 166,443 726,165 47,341 1,881,038 25,000 16,981 38,994 1,206,036 16,950,000 16,950,000 1,206,036 1,443,244 3,628,000 5,008,210 63,034 2,491,005 2,050,000 3,950,844 590,161 3 M • 20,469,621 34,978,151 41,135,616 14,312,156 177 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILOOUT YEAR 5 1996-97 FUND GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLO SEWER BONOS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE BEGINNING BAL 7/1/96 973,212 900,963 1,738,000 < 699, 689) 726,667 784,965 829,997 461,589 1,072,090 344,655 1,662,856 203,233 2,425 REVENUE EXPENDITURES 1,350,398 2,235,000 86,000 74,588 131,172 104,860 51,440 441,520 240,000 1,567,315 1,753,180 300,000 300,000 ENDING 973,212 16,361 1,824,000 (625,101) 857,839 889,825 881,437 663,109 1,072,090 158,790 1,662,856 203,233 2,425 CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER 566,667 550,000 166,443 -201,025 726,165 47,341 1,881,038 25,000 656,250 16,981 38,994 566,667 550,000 367,468 726,165 47,341 1,881,038 681,250 16,981 38,994 1,206,036 3,915,000 5,121,036 -MAJOR FACILITY -REPLACEMENT 63,034 590,161 2,628,000 2,050,000 2,364,468 1,886,684 326,566 753,477 TOTAL 14,312,156 14,124,235 9,345,999 19,090,392 178 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT YEAR 6-10 1997-2002 FUND E GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLD SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT BEGINNING IAL 7/1/97 973,212 16,361 1,824,000 (625,101) 857,839 889,825 881,437 663,109 1,072,090 158,790 1,662,856 203,233 2,425 550,000 367,468 726,165 47,341 1,881,038 681,250 16,981 38,994 5,121,036 326,566 753,477 REVENUE EXPENDITURES 19,192,828 11,885,250 700,000 700,000 1,523,910 1,908,424 2,033,346 308,750 617,280 5,165,519 5,057,000 15,310,575 11,177,700 1,500,000 1,500,000 566,665 566,665 1,128,700 1,332,500 26,385,000 30,300,000 16,086,000 17,223,532 14,250,000 1,724,215 ENDING 973,212 7,323,939 1,824,000 898,809 2,766,263 2,614,421 1,498,717 771,628 1,072,090 4,291,665 1,662,856 203,233 2,425 550,000 163,668 726,165 47,341 1,881,038 681,250 16,981 38,994 1,206,036 (810,966) 13,279,262 i Ntf 2 1 TOTAL 19,090,392 106,368,247 81,775,612 43,683,027 179 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT 2002 FUND BA GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLD SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT BEGINNING L 7/1/2002 973,212 7,323,939 1,824,000 898,809 2,766,263 2,614,421 1,498,717 771,628 1,072,090 4,291,665 1,662,856 203,233 2,425 550,000 163,668 726,165 47,341 1,881,038 681,250 16,981 38,994 1,206,036 (810,966) 13,279,262 REVENUE 4,843,000 48,170,779 3,983,815 2,790,620 3,975,026 3,292,006 1,503,334 17,517,019 6,882,560 40,045,670 6,020,000 1,600,000 14,500,000 45,300,000 20,500,000 EXPENDITURES 37,783,015 5,807,815 3,689,429 6,741,289 5,906,427 3,002,051 15,763,000 300,000 6,882,560 35,622,582 2,700,000 1,687,500 14,500,000 32,856,087 9,737,404 ENDING 5,816,212 17,711,703 0 0 2,525,647 772,090 8,714,753 4,982,856 1,803,233 2,425 550,000 163,668 726,165 47,341 1,881,038 681,250 16,981 38,994 1,206,036 11,632,947 24,041,858 TOTAL 43,683,027 220,923,829 182,979,159 83,315,198 180 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1992 TO BUILDOUT GRAND TOTALS ALL YEARS FUND BEGINNING BAL GCC PFF ZONE 5 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TIF PLD SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE CALTRANS PARTNERSHIP FUNDS FEDERAL HWY SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY •-REPLACEMENT 1,290,212 3,189,025 1,537,000 1,498,985 400,023 657,224 693,681 630,731 1,072,090 10,057,894 (2,597,144) (1,581,767) (250,000) 363,668 726,165 44,171 1,881,038 116,509 16,981 (386,006) (713,046) 6,397,036 (4,949,000) 2,047,827 1,604,308 TOTAL REVENUE 4,843,000 72,355,943 4,970,815 4,570,444 6,341,266 5,557,953 2,308,370 24,144,916 6,882,560 61,759,815 19,265,000 6,835,000 785,000 1,043,000 456,000 3,400,000 2,630,000 2,042,500 14,000,000 3,170 1,687,500 2,616,265 1,220,991 520,000 713,046 101,333,000 5,000,000 79,020,000 50,000,000 TOTAL EXPENDITURES 317,000 57,833,265 6,507,815 6,069,429 6,741,289 6,215,177 3,002,051 22,250,000 300,000 6,882,560 63,102,956 11,685,000 3,450,000 532,575 1,043,000 456,000 3,400,000 2,080,000 2,242,500 14,000,000 1,687,500 2,616,265 656,250 95,000 106,524,000 51,000 69,434,880 27,562,450 ENDING 5,816,212 17,711,703 0 0 2,525,647 772,090 8,714,753 4,982,856 1,803,233 2,425 550,000 163,668 726,165 47,341 1,881,038 681,250 16,981 38,994 1,206,036 11,632,947 24,041,858 TOTAL 23,747,605 486,305,555 426,737,962 83,315,198 181 c _ AppendicesE E E E E E I I 1 I I I L CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1992-93 ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST liiiiiiiiiiiii • 001-1410 PURCHASING TOTAL PURCHASING 001 -2240 FIRE EMERGENCY MEDICAL TOTAL FIRE EMERGENCY MEDICAL 001 -5320 FACILITIES MANAGEMENT TOTAL FACILITIES MANAGEMENT ITOTAL GENERAL FUND iPiiiiiUMi 180-8110 PUBLIC LIBRARY GRANT TOTAL PUBLIC LIBRARY GRANT 511-6110 SANITATION TOTAL SANITATION ' 504-6320 WATER DISTRICT 620-5220 U/M - VEHICLE REPLACEMENT TOTAL U/M - VEHICLE REPLACEMENT 640-1 720 INFORMATION SYSTEMS - DP TOTAL INFORMATION SYSTEMS - DP ITOTAL SPECIAL FUNDS Minicomputer System Mailing System Portable Oxygen Test Center Replacement Buffers Electro Magnetic Security System Gas Monitor and Alarm . Multi Band 2-way Radios 24' X 50' Trailer Telemetry Multi Band 2-way Radios Desk Top 386 Computer with Printer 1/2 ton Pick-up Truck Generator for Mobile Chlorinator Fence - Buena Vista Reservoir Site Police Patrol Vehicle Sedan - Full Size Sedan - Fire Sedan - Intermediate Van - Compact Van - 4x4 Van - Full Size Pick-up - Compact Pick-up - 1/2 Ton Pick-up - 3/4 Ton Truck - 1 Ton Flatbed Truck - 1 Ton Dump Truck - 1 Ton Utility Truck - 1 Ton S&M Truck - 5 Yard Dump Network Hard Drive for City Hall Synoptic Host Module for Las Palmas 1 1 1 2 1 3 4 1 8 2 1 1 6 1 1 7 2 1 1 12 3 4 4 3 2 1 2 1 1 5,000 6.500 11,500 800 800 2.600 2,600 $14,900 | 18.000 18,000 6,000 6,400 28.000 40,400 20,000 16,000 12,000 13,200 15,000 35.000 1 1 1 ,200 114,000 14,400 13,106 67,200 30,168 15,500 37,900 132,948 35,700 56,684 60,920 53,700 35,800 17,900 88.000 773,926 3,500 • 2.600 6,100 $946,126 | ITOTAL ALL FUNDS $961,026 | 182 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST SENSRALJFUNO 001-1010 CITY COUNCIL League of California Cities Annual Conference (3) Mayors and Council Legislative Conference (4) League of California Quarterly Dinners (15) League of California Cities Policy Committee Meetings (5) National League of Cities Conference (2) Meetings with Legislators in State & Federal Capitals Miscellaneous Travel and Meeting Expenses Los Angeles Sacramento San Diego Various Washington D Wash DC/Sacr Various SUBTOTAL CITY COUNCIL 001-1020 CITY MANAGER League of CA Cities Annual Conference (2) League of CA Cities City Mgr's Meetings (1) CA Society of Municipal Finance Officers Annual Conference CSMFO Board of Directors Retreat CSMFO Legislative Update Meeting League of California Cities Financial Management Seminar Miscellaneous Travel and Meeting Expenses Los Angeles N California Santa Clara Healdsburg Sacramento S California Various SUBTOTAL CITY MANAGER 001-1030 CITY CLERK City Clerk's Association of California Conference Miscellaneous Travel and Meeting Expenses S California Various SUBTOTAL CITY CLERK 001-1210 CITY ATTORNEY League of CA Cities Annual Conference League of CA Cities City Attorneys Meeting League of CA Cities Continuing Education Seminar (2) San Diego County City Attorney's Association (3) Miscellaneous Travel and Meeting Expenses Los Angeles N California Los Angeles San Diego Various SUBTOTAL CITY ATTORNEY 001-1310 FINANCE CA Society of Muni Finance Officers Annual Conference (1) League of CA Cities Financial Mgmt Seminar (2) CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO Meetings Mileage - Business License Inspections Miscellaneous Travel and Meeting Expenses N California N California Ventura S California San Diego Carlsbad Various SUBTOTAL FINANCE 001-1320 CITY TREASURER Training Seminars by CA Municipal Treasurers Association Annual Meeting CA Municipal Treasurers Annual Conference Annual Conference - Municipal Treas Assc of US & Canada LAIF Briefing Miscellaneous Travel and Meeting Expenses Unknown Sunnyvale Calgary, Cana Sacramento Various SUBTOTAL CITY TREASURER 1,500 1,300 750 2.500 1,500 3.000 950 11,500 400 1,000 820 250 300 200 1,000 3,970 500 300 800 750 1,000 400 1,450 400 4,000 900 1,650 500 150 400 500 800 4,900 500 500 1,200 100 700 3,000 J r ! I 183 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 ACCT NO DEPARTMENT 001-1410 PURCHASING TRAVEL DESCRIPTION Monthly Calif Association of Public Pruchasing Officers Miscellaneous Travel and Meeting Expenses DESTINATION Various Various SUBTOTAL PURCHASING COST 500 500 1,000 001-1510 HUMAN RESOURCES Miscellaneous Travel and Meeting Expenses Various 1,950 American Management Association Human Resources Conference Los Angeles 200 CALPELRA Annual Conference (2) San Francisco 750 PRIMA Annual Conference San Francisco 750 League of CA Cities Employer/Employee Conference Los Angeles 300 001-1610 001-1710 001-1910 001-2110 001-2120 001-2130 001-2131 001-2150 001-2160 RESEARCH OFFICE INFORMATION SYSTEMS RISK MANAGEMENT POLICE ADMINISTRATION POLICE OPERATIONS POLICE INVESTIGATIONS POLICE VICE/NARCOTICS POLICE RESERVES POLICE TRAFFIC MMASC Bi-monthly Meetings League of CA Cities Legislative Briefings Meetings with Legislators in Sacramento Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses Public Agency Risk Mgr's Ass'n Annual Conference CA Municipal Insurance Authority Board Meetings Local Seminars and Conferences California Police Chiefs Association Conference Californioa Peace Officers Assn. Annual Conference League of CA Cities Annual Conference Miscellaneous Travel and Meeting Expenses Mileage for Personal Cars for Transport to Court FBI National Academy Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses SUBTOTAL HUMAN RESOURCES San Diego Los Angeles Sacramento Various SUBTOTAL RESEARCH OFFICE Various SUBTOTAL INFORMATION SYST Monterey Various Various SUBTOTAL RISK MANAGEMENT S California S California S California Various SUBTOTAL POLICE ADMIN San Diego Co. Quantico. VA SUBTOTAL OPERATIONS Various SUBTOTAL INVESTIGATIONS Various TOTAL POLICE VICE/NARCOTIC Various TOTAL POLICE RESERVES Various SUBTOTAL POLICE TRAFFIC 3,950 200 100 400 1.300 2,000 500 500 1.000 250 250 1,500 600 600 600 500 2,300 1,200 1,470 2,670 4,000 4.000 3,000 3,000 700 700 100 100 184 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 ACCT NO 001-2210 001-2220 001-2230 001-2240 001-2260 001-3010 001-3020 001-3110 DEPARTMENT TRAVEL DESCRIPTION DESTINATION FIRE ADMINISTRATION Western Fire Chiefs Association Conference Boise, ID California Fire Chiefs Quarterly Meeting S. California San Diego County Fire Chiefs Monthly Meetings S.D. County Computer Seminars (2 at 3 days each) LA & Sacramen SUBTOTAL FIRE ADMINISTRATI FIRE SUPPRESSION California State Fire Academy Courses (3 Attendees) Pacific Grove California Fire Training Officers Workshop (2 Attendees) San Jose California Regional Training Officers Courses S. California San Diego County Fire Chiefs and Training Officers San Diego Southern Area Fire Fesearch Conference (1) Phoenix, AZ National Rre Academy Executive- Fire Officer Program (1) Emmitsburg, M. C.A.M.E.O. Hazardeous Materials Computer Training (1) UC Riverside SUBTOTAL FIRE SUPPRESSION FIRE PREVENTION Western Fire Chiefs Annual Code Hearings Dallas, TX Regional Fire Prevention Officer Meetings S. California Western Fire Chiefs Conference Boise, ID SUBTOTAL FIRE PREVENTION FIRE EMERGENCY MEDICAL Regional 1 Day Seminars S. California Regional Meetings for Paramedic Coordinator San Diego S. California Fire Chiefs EMS Bi-Monthly Meetings Los Angeles Paramedic Continuing Education Seminars S. California SUBTOTAL EMERGENCY MEDIC DISASTER PREPAREDNESS Disaster Preparedness Coordination Meetings San Diego California Office of Emergency Services Seminars S. California California Specialized Training Institute San Luis Obisp SUBTOTAL DISASTER PREPARE COMMUNITY DEVEL ADMIN League of CA Cities Annual Conference Los Angeles League of CA Cities HCED Meetings Various Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COMM DEVEL ADMIN GEOGRAPHIC INFO. SYSTEM ARC/INFO Supplemental Training - Macro Language Redlands Annual GIS Users Group Palm Springs Annual URISA Meeting (4) S California Arc/Info Regional User Conference (2) S California GIS/LIS Annual Meeting San Jose SUBTOTAL GEOGRAPHIC INFO. ENGINEERING Public Works Officer Institute Monterey Institute of Transportation Engineers Various Carlsbad Chamber Meetings for Various Staff Carlsbad SUBTOTAL ENGINEERING COST 200 400 400 200 1,200 915 1,000 2,110 200 500 200 200 5,125 100 200 100 400 600 500 120 800 2,020 80 220 450 750 800 1.200 1,200 3,200 500 780 280 1,100 1,300 3,960 1,000 1,000 1,000 3,000 I 1 185 ACCT NO DEPARTMENT CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 TRAVEL DESCRIPTION DESTINATION COST 001-3220 PLANNING COMMISSION Planning Commission Institute (2) Miscellaneous Travel and Meeting Expenses N California Various 2,000 500 SUBTOTAL PLANNING COMMISS 2,500 001-3230 PLANNING American Planning Association State Conference Miscellaneous Travel and Meeting Expenses S California Various SUBTOTAL PLANNING 700 5,900 6,600 001-3240 GROWTH MANAGEMENT Travel Associated with Growth Management Seminars Various SUBTOTAL GROWTH MGMT 2,000 2,000 001-3610 BUILDING INSPECTION Miscellaneous Travel and Meeting Expenses California Building Officials Annual Business Meeting Various Unknown 1,600 1,000 SUBTOTAL BUILDING INSPCTN 2,600 001-3411 HISTORIC PRESERVATION State Preservation Conference (2) California Preservation Foundation Workshops Unknown Various 2,000 500 SUBTOTAL HISTORIC PRSRVT'N 2.500 001-4010 LIBRARY ADMINISTRATION League of CA Cities Annual Conference League of CA Cities Executive Committee Meetings California Library Association Annual Conference Miscellaneous Travel and Meeting Expenses Los Angeles 400 Los Angeles 500 Long Beach 500 Various 200 SUBTOTAL LIBRARY ADMIN 1,600 001-4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 100 100 001-4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various SUBTOTAL REFERENCE 200 200 001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 100 100 001-4030 LIBRARY CHILDREN'S Local Travel to Facilities for Programs/Mtgs/School Visits Serra Children's Services Committee Meetings Carlsbad San Diego Co. SUBTOTAL CHILDREN'S 50 150 200 001-4040 TECHNICAL SERVICES CA Library Association Technical Services Workshops INLEX Users Group (2) S California Monterey SUBTOTAL TECH SERVICES 200 900 1,100 001-4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COLLECTION DEV. 100 100 001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various 200 SUBTOTAL MEDIA SERVICES 200 186 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 ACCT NO DEPARTMENT 001-4060 ADULT LEARNING 001-4210 CULTURAL ARTS 001-4220 SISTER CITY 001-4110 PARKS AND RECRTN ADMIN 0 001-4121 PARK OPERATIONS 001-4131 RECREATION OPERATIONS 001-4133 AQUATICS 001-4142 SENIOR PROGRAM 001-5110 STREET MAINTENANCE 001-5320 FACILITIES MAINTENANCE 001-6010 U & M ADMINISTRATON ITOTAL GENERAL FUND TRAVEL DESCRIPTION DESTINATION Miscellaneous Seminars and Literacy Network Meetings Various SUBTOTAL ADULT LEARNING California Assembly of Local Arts Agencies - Board Mtgs San Francisco League of CA Cities Executive Committee Meetings L.A./San Fran. California Arts Council Sacramento Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CULTRUAL ARTS Southern California Sister Cities Regional Conference So. California SUBTOTAL SISTER CITY California Park and Recreation Society Annual Conference San Francisco Miscellaneous Travel and Meeting Expenses Various SUBTOTAL PARKS & REC ADM Travel and Expenses for Pesticide Seminars/Workshops Various SUBTOTAL PARK OPERATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL RECREATON OPRT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL AQUATICS American Society on Aging Conference San Diego N County Senior Director's Meetings San Diego Miscellaneous Travel and Meeting Expenses Various Congressman Packards' Senior Advisory Meetings San Diego SUBTOTAL SENIOR PROGRAM Maintenance Superintendent Conference Santa Rosa Traffic Control Supervisors Association Conference (3) Los Angeles SUBTOTAL STREET MAINT Miscellaneous Technical and Computer Training Various SUBTOTAL FACILITIES MGMT Maintenance Superintendent Association Conference Santa Rosa Miscellaneous Travel and Meeting Expenses Various SUBTOTAL U&M ADMIN COST 100 100 300 1,000 300 400 2,000 500 500 650 1,150 1,800 700 700 1,300 1,300 250 250 180 90 190 40 500 600 700 1,300 400 400 600 1,200 1,800 101,995 | 3 "! 187 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST SPECIAL FU*iD$ 131-3330/ HOUSING CERTIFICATES 3310 HOUSING VOUCHERS 161-4122 STREET TREE MAINTENANCE 161-4123 MEDIAN MAINTENANCE 161-6210 STREET LIGHTING 180-8101 BRANCH (CLSA) 391-3510 BLOCK GRANT 181-8119 SENIOR GRANT 640-1720 DATA PROCESSING 520-6410 SOLID WASTE MANAGMENT Hearings Officer Travel & Meetings NAHRO Quarterly Training Workshops HAEDA Quarterly Information Meetings Nan McKay Section 8 Program Training Monthly Mileage Reimbursement for Inspections Personal Car Mileage to City Facilities Miscellaneous Travel and Meeting Expenses Landscape Seminars Local 150 Local 600 San Diego 250 La Mesa 2.400 Local 350 Local 250 SUBTOTAL HOUSING CERTIFICA 4,000 Various 1 ,000 SUBTOTAL TREE MAINTENANCE 1,000 Various 500 SUBTOTAL MEDIAN MAINT 500 Meetings regarding Street Light Operations and Maint. Various 500 Miscellaneous Travel and Meeting Expenses CDBG Regional Administrators Meetings CHAS Training Seminars/Workshops Finance Officers Association Training Mileage for Personal Car Use on City Business Miscellaneous Travel and Meeting Expenses California Assoc of Nutrition Directors Miscellaneous Travel and Meeting Expenses Sierra Users Group Annual Permits Meeting ARC/lnfo Annual Conference (GIS Users) Netware Users Conference Interop Conference Annual HP So California Users Group Conference Miscellaneous Travel and Meeting Expenses SUBTOTAL STREET LIGHTING 500 Various 200 SUBTOTAL BRANCH (CLSA) 200 Various 500 Los Angeles 500 San Diego 500 Various 500 Local 500 SUBTOTAL BLOCK GRANT 2,500 Sacramento 700 Various 1 ,463 SUBTOTAL SR GRANT 2,163 Visalia 750 Palm Springs, 700 Los Angeles 400 San Jose 900 Long Beach 400 Various 2,950 SUBTOTAL DATA PROCESSING 6,100 National Solid Waste Management Conference Unknown 600 California Resource Recovery Association Conference Unknown 600 Miscellaneous Travel and Meeting Expenses Various 200 SUBTOTAL SOLID WASTE MGMT 1 ,400 188 CITY OF CARLSBAD TRAVEL REQUESTS 1992-93 1 ACCT NO DEPARTMENT 511-6110 SANITATION TRAVEL DESCRIPTION WPCF National Conference (2) Water Pollution Control Association Meetings Water Pollution Control Association Regional Training (2) WPC Southern Regional Training (Hazardous Waste) (2) Miscellaneous Travel and Meeting Expenses DESTINATION COST Los Angeles 600 San Diego 300 Palm Springs 400 Long Beach 300 Various 300 SUBTOTAL SANITATION 1,900 504-6320 WATER DISTRICT Ass'n of California Water Agencies - Spring Conference Ass'n of California Water Agencies - Fall Conference American Water Works Ass'n - Fall Conference American Water Works Ass'n - Spring Conference San Diego Water Group Meeting Miscellaneous Travel and Meeting Expenses LakeTahoe 1.750 Monterey 1.750 Burlingame 1 ,000 Burbank 400 San Diego 1 ,000 Various 300 SUBTOTAL GENERAL SERVICES 6,200 502-6310 RECLAIMED WATER Water Reclaimed Symposium SD Water Reclamation Quarterly Meeting Water Reclamation Training Workshops Miscellaneous Travel and Meeting Expenses San Diego 100 San Diego 200 Various 900 Various 300 SUBTOTAL WATER RECLAIMATI 1,500 810-3410 REDEVELOPMENT California Association for Local Economic Development Regional Redevelopment Meetings Meetings with Carlsbad Civic Organizations Personal Car Mileage to City Facilities San Diego 400 Various 500 Local 400 Local 350 SUBTOTAL REDEVELOPMENT 1 ,650 810-3420 LOW & MODERATE HOUSING CRA Association Information Seminars NAHRO Workshops - Affordable Housing Unknown 1,000 Unknown 1,000 SUBTOTAL LOW/MOD HOUSING 2,000 TOTAL SPECIAL FUNDS 31,613 * GRAND TOTAL TRAVEL 131.608 189 190 BUDGET PROCESS The development of the Operating and Capital Budgets began in January, 1992 with input from all departments. 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. Most department heads were interviewed by a Budget Analyst. A brief 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, Financial Management 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 of the City Manager's team. A City Council workshop was held on June 2, 1992 in order to overview and discuss the proposed Operating Budget. The Capital Improvement Program and revised fee schedule was presented to the Council on June 9, 1992. These meetings were followed by one public meeting held on June 10, 1992, which was conducted by the Finance Department. The purpose of the meeting 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 16, wherein the Council formally heard public comments, discussed pertinent issues and adopted the budget. 191 THE BUDGET PROCESS RECOMMENDATIONS FROM REVIEW SESSIONS INCORPORATED INTO PRELIMINARY BUDGET L RECOMMENDATIONS FROM PUBLIC HEARING INCORPORATED IN FINAL BUDGET CITY COUNCIL GOALS CITY MANAGER AND DEPARTMENT HEADS ESTABLISH PRIORITIES FINANCE OFFICE DISTRIBUTES BUDGET GUIDELINES AND CALENDAR DEPARTMENTS PREPARE AND SUBMIT BUDGET PROPOSALS FINANCE OFFICE ANALYZES REQUESTS AND SUBMITS TO CITY MANAGER'S OFFICE CITY MANAGER'S TEAM MEETS WITH INDIVIDUAL DEPARTMENT HEADS CITY COUNCIL REVIEWS PRELIMINARY BUDGET CITY COUNCIL CONDUCTS PUBLIC HEARING CITY COUNCIL ADOPTS FINAL BUDGET FINANCE & DEPARTMENTS DISCUSS CONCERNS/ISSUES ONE PUBLIC MEETING 192 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 entity with a complete set of self-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad has authority (as defined by the Governmental Accounting Standards Board). 2) The 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 recognized when they are both measurable and collectable within the accounting period or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. 3) The proprietary fund types (the Enterprise Funds and the Internal Service Funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. 4) Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with sound management practices based on the cost/benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City's system are sufficient to ensure, in all material aspects, both the safely 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 not exceed budgeted figures. All appropriations expire at the year end unless specifically carried into the new fiscal year by council actions. The Carlsbad Municipal Code requires that the Financial Management Director annually prepare a budget for the City Manager showing estimated revenues and expenditures. 193 GLOSSARY APPROPRIATION - A specific amount of money authorized by the City Council for an approved work program or individual project. ASSESSED VALUATION - A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. BALANCED BUDGET - A budget in which planned expenditures do not exceed planned funds available. BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year expenses. BOND - A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. BUDGET - An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsi- bility of the City between the present to buildout. 4 CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more and with an estimated useful life of more than one year, such as automobiles, computer terminals, and office furniture, which appear in the Operating Budget. COST ALLOCATION - A method used to charge General Fund costs to special revenue programs, such as enterprise funds, and internal service funds. DEBT SERVICE - The payment of principal and interest on borrowed funds such as bonds. DEPARTMENT - An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Personnel Department. ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has not yet occurred. ENTERPRISE FUND - A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. EXPENDITURE - The actual spending of funds set aside by appropriation for identified goods and services. FEE - A general term used for any charge levied by government for providing a service or permitting an activity. 194 FISCAL YEAR - A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is July 1 to June, 30. FUND - A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. FUND BALANCE - The amount of financial resources available for use. GENERAL FUND - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Parks and Recreation and the City Manager's Office. GRANT - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility. GROWTH MANAGEMENT PLAN - A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. GROWTH MANAGEMENT STANDARDS - Standards for acceptable service levels which have been established for eleven public facility categories. INTERFUND TRANSFERS - Payments from one fund to another fund, primarily for work or services provided. INTERNAL SERVICE FUND - A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Data Processing, and Worker's Compensation Insurance. MAINTENANCE AND OPERATION - A general category used for classifying expenditures for materials, supplies and services which are normally used within and fiscal year. OPERATING BUDGET - The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. OPERATING COSTS - Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. PERSONNEL - Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. REVENUES - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. SPECIAL REVENUE FUNDS - A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. 195 CONTINUING APPROPRIATIONS 1991-92 TO 1992-93 EXHIBIT F DEPARTMENT/PURPOSE City Attorney Trash Plant & Booking Fee Litigation Planning Update of the General Plan Habitat Management Park Operations City Hall Xeriscape Design Street Maintenance Curb, Gutter, Sidewalk Repairs Chip Seal Facilities Management Major Building Maintenance Computer Work Order System Housing Section 8 Nan McKay Computer Programs Tree Maintenance Tree Inventory Software and Urban Forestry Master Plan Sanitation Hydraulic Comminutor and Variable Speed Sewage Pump Police Asset Forfeiture Radio Repeater, Commercial Refrigerator, 40' Storage Unit College Boulevard Assessment District Legal Expenses - Foreclosure Librar Partnership for Change Grant CDBG Community Contributions ACCOUNT # 001-1210-2474 (available balance) 001-3230-2477 (available balance) 001-3230-2479 (available balance) 001-4121-2479 001-5110-2411 (available balance) 001-5110-2412 001-5320-2462 (available balance) 001-5320-2667 131-3330-2667 161-4122-2479 511-6110-3900 121-XXXX-XXXX (available balance) 220-1960-2474 190-8208-XXXX (available balance) 391-3540-2993 (available balance) AMOUNT $ 18,000 100,000 75,000 5,000 129,000 350,000 276,000 5,600 27,800 50,000 105,000 130,000 993 40,000 85.000 $1,397,393 196