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Home My WebLink About; ; 1993-1994 Budget; 1993-06-15CfTY HALL XERISCAPE City of Carlsbad California Operating and Capital Budget 1993-1994 CITY OF CARLSBAD 1993-94 OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM MAYOR CLAUDE "BUDDY" LEWIS CITY COUNCIL MARGARET STANTON ANN J. KULCHIN JULIE NYGAARD RAMONA FINNILA CITY MANAGER RAYMOND R. PATCHETT FINANCIAL MANAGEMENT DIRECTOR JAMES F. ELLIOTT PREPARED BY THE FINANCE DEPARTMENT FINANCE DIRECTOR LISA HILDABRAND, C.P.A. OTY OF CARLSBAD, CALIFORNIA 1993-94 BUDGET TABLE OF CONTENTS How the Budget is Organized I Organization Chart II Community Profile Ill BUDGET OVERVIEW City Manager's Transmittal Letter 1 Budget Overview Graphs 10 Gann Appropriations Limit 16 Debt Management Issues 18 Projected Fund Balances for Operating Funds 20 Projected Fund Balances for Capital Funds 22 Budget Expenditure Schedule 24 Revenue Estimates for 1993-94 28 Personnel Allocations 35 OPERATING BUDGET DETAIL General Government City Council 45 City Manager 46 City Clerk 47 City Attorney 48 Finance 49 Cash Management 50 Audit 52 Purchasing 53 Human Resources 54 Health Insurance 55 Research 56 Information Systems 57 Data Processing 59 Risk Management 60 Worker's Compensation 61 General Liability 62 Miscellaneous Non-Departmental 63 Public Safety Police Department Summary 65 Administration 66 TABLE OF CONTENTS Page Two Public Safety (continued") Operations 67 Investigations 68 Juvenile Diversion 69 D.A.R.E 70 Vice/Narcotics 71 Technical Services 72 Reserve Officers 73 Traffic 74 Fire Department Summary 75 Administration 76 Suppression 77 Prevention 78 Emergency Medical Services 79 Weed Abatement 80 Disaster Preparedness 81 Developmental Services Community Development Administration 83 Geographic Information System 84 Historic Preservation 85 Engineering Department 86 Planning Commission 88 Land Use Planning 89 Growth Management 90 Building Inspection 91 Culture and Recreation Library Department Summary 93 Administration 94 Circulation 95 Reference Services 96 Genealogy/Local History 97 Children's Services 98 Technical Services 99 Collection Development & Acquisitions 100 Media Services 101 Adult Learning 102 La Costa Branch 103 Cultural Arts „ 104 Sister City 105 California Library Service Act (CLSA) 106 Public Library Fund (PLF) 107 TABLE OF CONTENTS Page Three Culture and Recreation (continued) Audiovisual Insurance 108 Parks and Recreation Department Summary 109 Administration 110 Commission Ill Operations 112 Tree Maintenance 114 Median Maintenance 116 Recreation Operations 117 Recreation Fee Supported 118 Aquatics 119 Recreation - Agua Hedionda Lagoon 120 Senior Commission 121 Senior Programs 122 Senior Nutrition 124 Utilities and Maintenance Utilities and Maintenance Department Summary 125 Administration 126 Street Maintenance 128 Major Street maintenance 130 Facilities Maintenance 131 Traffic Signals 132 Street Lighting 133 Buena Vista Creek Channel Maintenance 134 Solid Waste Management 135 Vehicle Maintenance 137 Vehicle Replacement 138 Housing and Redevelopment Housing and Redevelopment Department Summary 139 Housing Certificates and Voucher Programs 140 Portable Vouchers 142 Redevelopment 143 Affordable Housing 144 Community Development Block Grant 145 Water District Carlsbad Water District Summary 147 Water Operations 148 Water Reclamation 150 Sanitation Services 151 TABLE OF CONTENTS Page Four CAPITAL IMPROVEMENT PROGRAM 1993-94 Capital Improvement Program 153 Growth Management Plan 160 Current & Future 1993-94 to Buildout Projects 161 Analysis of Available Balances 174 APPENDICES Capital Outlay Requests 183 Travel Requests 185 Budget Process 192 Accounting System 194 Glossary 195 Continuing Appropriations 1992-93 to 1993-94 197 PRINTED ON RECYCLED PAPER 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 93-94 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 Clerks budget. In these cases, costs reflected are for part- time staff only, and are not considered in the reporting method established. 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 1993-94 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 future revenues and cash balances concludes the presentation of the CIP. The Appendices contain a table outlining 1993-94 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. I" ' PARKING I . AUTHORITY - ' CABLE TELEVISION ' "j FOUNDATION . I PARKS AND | _ RECREATION I COMMISSION I ~l I !I fiPNinv rrrrrrM ISENIOR CITIZEN . COMMISSION . ri L - -; r I COMMISSION . * LIBRARY BOARD ' "j OF TRUSTEES . SISTER CTTY ' • COMMFTTEE . J PERSONNEL '. ~j BOARD - n_ i i i i i | CITIZENS' I COMMITTEE TO I STUDY GROWTH I I DESIGN I REVIEW I BOARD IMAYOR & COUNCIL CITY TREASURERCITY CLERK . COMMISSION j BEACH | EROSION I COMMITTEE I CITY MANAGER CITY ATTORNEY ASSISTANT TO CITY MANAGER I HISTORIC | PRESERVATION I COMMISSION I ASSISTANT CITY MANAGER COMMUNITY | I DEVEL. DIR. FINANCIAL MGMT. DIR. CARLSBAD MUNICIPAL WATER DISTRICT HUMAN RESOURCES ENGINEERING RISK MANAGEMENT HOUSING AND REDEVELOPMENT INFORMATION SYSTEMS PARKS AND RECREATION UTILITIES AND MAINTENANCE COUNCIL APPOINTED BOARDS AND COMMISSIONS ' WATER I COMMISSION " CITY OF CARLSRAD O iANT74TION CHART STAFF PORT REPORTING ELATI CITY OF CARLSBAD Statistical Information 1993-94 Date of Incorporation Type of City Form of Government Area Population Number of Streets Miles of Streets Fire Protection: Number of Stations Number of Firefighters & Officers Police Protection: Number of Stations Number of Sworn Police Officers Municipal Water District: Number of Customers Average Daily Consumption Miles of Lines and Mains Miles of Sewers Recreation and Culture: Number of Parks (Improved and Unimproved) Area of Parks Number of Pools Number of Libraries Number of Volumes July 16, 1952 General Law Council/Manager 42.19 sq. miles 67,172 4,516 238 6 72 1 77 17,307 13.04 million gallons 325 113 36 326.88 acres 1 2 207,711 Total Number of Full Time City Employees 483 Budget Overview City of Carlsbad Office of the City Manager June 15, 1993 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: City Manager 1993-94 BUDGET I am pleased to submit to you the 1993-94 Operating and Capital Improvement Program Budgets for the City which total $98.4 million. Revenues for 1993-94 are projected at $111.0 million. General Fund revenues total $39.2 million with expenditures scheduled at $39.4 million. The difference of revenues to expenditures is made up through the use of $190,000 in fund balance for meeting limited capital outlay needs, and to fund the major building maintenance project of renovating the Oak Street office building. The budget message which follows will focus on operating revenues, expenditures, and important issues facing the City in the forthcoming 1993-94 fiscal year. Detailed discussion of the Capital Budget may be found in the section detailing the Capital Improvement Program. Overview As the City of Carlsbad entered the 1990's, budgeting and planning for programs has become a more challenging process each year. The trial has been to match expenditures with a continuously declining revenue base. Not only has the weak economy played a part in reducing the City's normally growth oriented revenue stream, but the State of California has persistently looked to cities for help in balancing their budget. The result has been a constant exercise of balancing expenditures with slipping revenues. The 1992-93 budget year alone found the City of Carlsbad preparing and revising its General Fund budget a total of three times. While the Council adopted a balanced budget beginning July 1, 1992, the economy affected revenues, and the State balanced its budget using revenues relied on by the City. These impacts resulted in the need to reduce 1992-93 programs by $2.3 million. As the revenues were reviewed again in January, 1993, it was apparent that the economy was still weak, and again expenditures were tapered back, this time by $1.6 million. 12OO Carlsbad Village Drive • Carlsbad, California 92OO8-1989 • (619) 434-2821 The most significant action the City took as expenditures were reduced was to eliminate a total of forty two (42) positions from the budget. At that same time, five (5) positions were unfunded. Service level declines that have occurred are most apparent in the City's parks. Watering in park land passive areas has been eliminated, tennis court lighting has been reduced, and maintenance of ball fields has become a user responsibility. Other service level reductions include the elimination of the Neighborhood Watch newsletter, reduced litter control, and a curtailed street sweeping schedule from biweekly to once each month. Further, the Library book budget was reduced, and training for police and fire staff has been cut resulting in offering only mandated education. As we head into 1993-94, the revenue picture looks much the same as the current 1992-93 revenues, resulting in a flat forecast for next year. Budgeted expenditures for 1993-94 have been held at levels reached during the cutbacks implemented throughout the past. There are no new programs or positions contained in the 1993-94 budget; in fact, one position has been eliminated and five positions remain unfunded. Projects that have been deferred continue in that status and staffing of vacant positions is periodically reviewed. It is important to recognize that this budget represents the first step in arriving at a balanced budget for 1993-94. It is almost certain that when the State balances its budget, cities will again become a target for needed revenues. It is anticipated that Carlsbad's loss will be in the range of $1.5 to $4 million. When the losses are known, the budget will be reformulated, and will look quite different from that presented within. It is indeed likely that the State's budget balancing actions will also affect the Redevelopment Agency and the Water District. Budgetary Policies One of the requirements in preparing the City's budget is to balance revenues against expenditures. Due to the continued effects of the recession, this has become an increasingly difficult task. The City revised its revenue estimates downward by $3.8 million, or 10% during the 1992-93 fiscal year. It is from this already reduced revenue position that income projections for 1993-94 were made. There is no economic growth in the base forecast. The flat revenues provided the forum for developing the policies that were used to develop the budget that is presented to the City Council. General Fund Revenue Comparison (In Millions) 1991-92 Actual $39.9 1992-93 Budget $42.1 1P92-93 Revised $38.3 1993-94 Budget $39.2 The table above provides a picture of the revenue progression for a three year period. As can be seen in the second box, we started 1992-93 rather optimistically with a $42.1 million revenue projection, Results of the impacts of the State budget and the economy forced a downward change to a 1992-93 revised estimate of $38.3 million. As we enter 1993-94, the $39.2 million revenue projection can be considered flat at a 2.4%, or $920,000, increase over the 1992-93 revised figure. As budgets have already been cut back to match 1992-93 estimated revenues, the goal in preparing 1993-94 budgets was to keep expenditures at their current level. Departments prepared 1993-94 spending plans with the following guidelines: »• No new positions, programs or services. »> Budgets were allowed to increase by the amount necessary to accommodate step increases. + Capital outlay needs could be addressed within the budget request. *- Increased costs were required to be offset by reductions elsewhere such that the bottom line would be equal to, or less than, the 1992-93 budget amount. »• Increases in Data Processing charges were allowed in recognition of a one time savings realized in 1992-93. >• Assessments for the Worker's Compensation and Liability Insurance Self Insurance Funds were reallocated resulting in increased costs to some programs, and decreased costs in others. The total amount allocated was the same as during 1992-93, which resulted in no revenue increases for either fund. >• Wherever possible, maintain existing service levels. The use of these guidelines resulted in a recommended 1993-94 Operating Budget of $39.4 million. This budget includes the elimination of one position, and the placement of five positions in the unfunded category. The recommended 1993-94 budget reflects no General Fund payment to the Golf Course. A Council Contingency account of only $600,000 is included in the budget compared to a $1.1 million appropriation last year. The contingency account is available to the City Council to address unanticipated emergencies or unforseen program needs. Two significant cost increases needed to be absorbed in the 1993-94 budget as the City recognized some one time savings during 1992-93. First, as mentioned above, Data Processing charges increased by approximately $200,000, in order to maintain a prudent fund balance. Second, the Hosp Grove debt payment was increased by approximately $75,000 in order to accommodate the regular annual payment. Also included in the budget are amounts necessary to provide full year funding for the Assistant City Attorney and the Compensation and Benefits Manager, which had been reduced to partial funding in 1992-93. Additionally, three Police Officers which were unfunded during the February budget reduction, are funded in 1993-94. Revenue The table below shows the total operating and capital revenues the City anticipates receiving for 1992-93, as well as those estimated for 1993-94. REVENUE SUMMARY BY FUNCTION (In Millions) PROJECTED FUND 92-93 GENERAL FUND $383 SPECIAL REVENUE . 6.4 ENTERPRISE FUNDS 14.7 INTERNAL SERVICE FUNDS 6.1 REDEVELOPMENT 1.8 TOTAL OPERATING $673 ESTIMATED 93-94 $39.2 6.5 17.4 6.4 1.8 $713 | DIFFERENCE AS % OF | PROJECTED | $0.9 23% | $0.1 1.6% | $2.7 18.4% 1 $03 4.9% i $0.0 0.0% $4.0 5.9% CAPITAL $133 $39.7 $26.4 198.5% GRAND TOTAL $80.6 $111.0 $30.4 37.7% Revenue estimates indicate that the City will receive a total of $111 million, a 37.7% increase over the current year projections. The majority of the increase can be attributed to the capital funds which contain an increase of $26.4 million over the projected 1992-93 revenues. Approximately one third, or $14.2 million, of the capital revenue is scheduled to come from the issuance of bonds. Another third or $13.5 million of the estimated capital revenue is a combination of grant and Transnet funds. Capital revenue received as a result of growth within Carlsbad totals $2.7 million, and represents 6.8% of the total. 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. These revenues also provide a representative picture of the local economy. The table on the following page shows a summarized outlook for the major General Fund revenues. In spite of the loss of $1.2 million in Property Taxes to the State during 1992-93, these revenues continue to provide the largest single source of income for the City. The projection of $13.2 million for 1993-94 represents 33% of the total General Fund revenue. It is anticipated that the increase in Property Tax revenues will be limited to the 2% increase in assessed rates as provided within Proposition 13. The projection includes no additional growth in Property Tax revenues due to increased property transactions or higher valuations on property. The 1993-94 estimate also does not reflect any actions on behalf of the State which may reduce Property Tax revenues. Sales Tax revenue is the second largest revenue source and is estimated at $9.8 million for 1993-94, an increase of 5.4% or $500,000 over the projected 1992-93. The estimate considers that the Price Club will be in operation for the first full fiscal year beginning in 1993-94, which will add six months of sales tax revenue to the base. Interestingly, the 1993-94 estimate of $9.8 million is just above actual sales tax revenues of $9.4 million received during 1990-91, reflecting flat consumer spending over the past three years. The last significant General Fund revenue is the Transient Occupancy Tax which is estimated at $3.2 million for 1993-94, the same as the 1992-93 projection. It is anticipated that the slow economy will keep travel to Carlsbad at its present level. Development within Carlsbad has continued at a slow rate resulting in 1993-94 revenue estimates that are identical to those of 1992-93. Examples of development related revenue include Engineering Fees estimated at $1.0 million, Planning Fees at $750,000 and Building Department Fees at $225,000. There are two revenues which contain projected increases over 1992-93. First, Recreation Fees have been increased by $50,000 due to the expansion of the Kreuger House pre-school program. Second, Other Fees and Charges contain an increase of $20,000 in anticipation of more weed abatement activities resulting from high rainfall volumes during the winter of 1993. The Portfolio Management Fee is a new revenue in 1993-94, which will be assessed to other funds for the City Treasurer's investment efforts, and be based on the value of the investment. All other General Fund revenue estimates are flat with the expectation of a slow economic recovery. Special Revenue Fund revenues total $6.5 million which is $110,000 or 1.6% greater than those projected for 1992-93. Types of functions supported within Special Revenue Funds include programs funded by grants such as Housing Assistance - Section 8, Maintenance Assessment Districts, and Gas Tax Street Maintenance. Enterprise Fund revenue for 1993-94 is projected at $17.4 million, an increase of $2.7 million or 18.4% over 1992-93 estimates. Enterprise Funds are 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, Sanitation Services, and Solid Waste Management. Water District revenues show an increase of 18.5% or $1.9 million. The majority of this increase, $1.8 million or 22%, is reflected in the higher cost of purchasing water from Metropolitan Water District and the County Water Authority. The Water District revenue projection for 1993-94 anticipates a $1.70 per unit increase. Sanitation Enterprise revenues are up approximately $300,000 or 7%, and reflect a 2% rate increase necessary to absorb the increased cost of Encina Plant services. Internal Service Funds show an estimated revenue of $6.4 million for 1993-94, an increase of $300,000 or 4.9%. Internal Services provide services within the City itself 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 fluids. The Internal Service Fund demonstrating the largest revenue increase is the Data Processing Fund, up $194,000 or 38%, which is due to the single year use of fund balance to offset operating costs. Redevelopment revenues are estimated at 1992-93 levels of $1.8 million. The tax increment on property values has not exhibited any signs of growth over the past two years, and is expected to perform similarly in 1993-94. Expenditures The combined 1993-94 budget totals $98.4 million and is broken down as shown below. Budgeted operating expenditures for 1993-94 total $72.5 million which represents a decrease of $2.4 million or 3.2% from the current 1992-93 budget, while capital expenditures are up $7.3 million, or 39.2%. BUDGET EXPENDITURE SUMMARY (In Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL CAPITAL GRAND TOTAL BUDGET 92-93 $41.5 6.9 17.6 6.8 2.1 $74.9 $18.6 $93.5 BUDGET 93-94 $39.4 6.6 17.8 6.9 1.8 $72.5 $25.9 $98.4 riFFERENCE c> 1 ($2-1) 1 ($03) I $02 | $0.1 1 ($03) | ($2-4) 1 $73 I $4.9 r0 CHANGE -5.1% -43% 1.1% 1.5% -143% -32% 39.2% 52% The General Fund shows a $2.1 million, or 5.1%, decrease from 1992-93 to 1993-94. The General Fund can also be compared using 1992-93 estimated expenditures and the 1993-94 budget. This is particularly salient, as departments are presently operating under a plan to save as much as possible. The estimated expenditures for 1992-93 total $38.7 which are $700,000 lower than the budget 1993-94 of $39.4 million. Balancing the 1993-94 General Fund budget entailed the use of various strategies which are profiled below. * Five (5) positions, three of which are in the Library, are not funded. The remaining two unfunded positions are in the Utilities and Maintenance Administration and Street Maintenance programs. The unfunded positions are vacant and represent no layoffs of existing staff. It is estimated that this effort reduced the budget by approximately $225,000. »• One vacant position was eliminated from with the Recreation program. Efforts to reduce expenditures through a reorganization resulted in an effective method of reducing staff while maintaining service levels. Approximately $50,000 was saved in this effort. *> The budget for the administration of the City's Workers Compensation and General Liability Self Insurance programs has been transferred from the General Fund to the appropriate Internal Service funds. This will enable the General Fund to recognize a savings of approximately $200,000 this year as the Insurance fund balances will be used. This is a one time savings and costs to user departments will need to be increased in 1994-95 resulting in higher rates. Charges to user departments in 1993-94 have been kept at 1992-93 levels. * The budget contains spending of $190,100 from the General Fund balance. Capital outlay purchases totaling $65,100 are slated for use of fund balance. The Oak Street office facility remodel at $125,000 is also funded out of the General Fund balance. Both of these expenses can be considered one time endeavors, that will not be recurring from one year to the next. *- No new positions have been added. »• This is the second year that alternate funding sources have been used for some former General Fund programs. Police Asset Forfeiture funds now support the DARE and Juvenile Diversion programs and branch library operations will be funded by the CLSA grant. This effort reduced the General Fund portion of the budget by approximately $465,000. The use of fund balances and grants to support day to day operations, as discussed above, cannot occur on a prolonged basis as these resources are not reliable. Should the criteria for receiving grant funds change or be eliminated all together, the General Fund will need to be considered as a funding source for these programs. Most of the service level impacts have been identified with each budget reduction the City has implemented. The 1993-94 budget does not contain service level reductions of the magnitude already accomplished. Flexibility in providing services, both to the citizens and within the organization remains limited. Fortunately, this budget maintains the current library and swimming pool operating hours. Additionally, no reductions in safety services are needed at this point. While this budget may not include impacts as striking as those which have occurred, we are anticipating a change for the worse when the State decides how much of their revenues will come from cities. As a result, the budget process may be viewed as a two step procedure for 1993-94. The first step will entail adopting the budget as presented within; and maintains the same service levels as the budget with which we have been operating throughout most of 1992- 93. The second step will occur once the state determines the method by which they will balance their budget and the impact on City fiscal resources is known. Service levels and programs will need to be thoroughly reviewed and adjusted in order to arrive at a balanced budget. Special Revenue Funds, show a decrease in anticipated spending of approximately $300,000 or 4%. The Tree Maintenance and Street Lighting Maintenance Assessment District budgets reflect decreases while the Median Maintenance budget contains a small increase. Should the budgets be increased, and higher assessments needed, noticing requirements outlined in SB1977 would be required. This bill became effective on January 1, 1993 and requires that any increase in assessments must be noticed by mail. The written notice must be received by each parcel owner at least 45 days prior to the second public hearing. As the Street Lighting and Median Assessment Districts have approximately 34,000 parcels and the Tree Assessment District has 13,000, the noticing task is a significant undertaking. The City was able to keep the assessments at the same levels as those used during 1992-93 through the use of fund balances. It is unlikely that this option will be available next year as the balances are depleted. Another Special Revenue Fund, the Community Development Block Grant Entitlement (CDBG), shows an increase of 52% in its budget in anticipation of implementing a charge back program. Presently, the CDBG program does not charge capital projects for administrative time. The new budget contemplates that effective timekeeping procedures will enable administrative time to be charged directly to capital projects. Once implemented, revenues generated through capital project chargebacks will augment the administrative revenues allowed within the CDBG program. The additional budgeted expenses are reflected by the addition of one more position to this program. This is not a new position, yet provides the benefit of shifting staffing costs from the Redevelopment Agency budget to CDBG. Enterprise Funds, as a group, show a budget increase of $200,000 or 1.1%. Although it appears that the Water District budget of $12.1 million is nearly identical to the 1992-93 budget, a more meaningful comparison can be made between the 1992-93 Estimated Expenditures of $10.6 million and the budget. By comparing these two figures, an increase of 14% or $1.5 million results, of which the majority is the cost of purchasing water for sale to users. Internal Service Funds show an increase of $100,000 or 1.5%. The increase in Vehicle Replacement is offset by reductions in Workers Compensation and Health Insurance. The increased budget for Vehicle Replacement is the result of deferring purchase of vehicles for the two previous years. The 1993-94 budget proposal includes funding for purchases postponed for the prior two years, plus the purchase of the scheduled 1993-94 vehicles. The Redevelopment Agency budget has decreased for 1993-94 by $300,000. The decrease is the result of reducing the operating budget in conformance with City budget guidelines, as well as transferring the funding for the equivalent of one and one half positions to both Housing and CDBG. Even with the reduced Redevelopment budget, the General Fund will provide $80,000 of additional financial support in 1993-94. 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 1992-93 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. The 1992-93 budget also suffered a decrease of Property Tax, Cigarette Taxes and Fine and Forfeiture revenues to the State totaling $1.4 million. The combined affect of past state actions to Carlsbad's 1993-94 budget totals approximately $2 million. 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 1993-94 represents a challenging year financially, the City will strive to maintain the quality and variety of services which have come to be expected by the residents and businesses of Carlsbad. No new programs or services are proposed. 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 teamwork 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. P. City Manager CITY OF CARLSBAD OPERATING REVENUE 1993-94 Sales Tax Other Taxes State Subventions1-^ $2.6 Other Special Fund $15.1 Licenses and Permits $1.7 Property Tax $13.2 Charges for Services $3.4 Other General Fund $4.3 'ater District $17.7 Total Operating Revenues- $72.1 Values in Millions ESTIMATED REVENUES 1993-94 Revenue Source Property Tax Sales Tax Other Taxes State Subventions Charges for Service Licenses & Permits Water District Other Gn'l Fund Other Spec Funds Total Revenue Amount In Millions of $ $13.2 9.8 4.3 2.6 3.4 1.7 17.7 4.3 15.1 $72.1 Percent 18.3% 13.6% 6.0% 3.6% 4.7% 2.4% 24.5% 6.0% 20.9% 100.0% 10 CITY OF CARLSBAD OPERATING EXPENDITURES 1993-94 Public Works $13.1 Parks & Recreation $4.8 Library $3.1 Housing & Redevelopmnt $4.8 General Government $4 Public Safety $16.1 Water District/Sanit'n $17.5 Total Operating Expenditures - $72.7 Values in Millions ESTIMATED EXPENDITURES 1993-94 City Service Public Safety Public Works Parks and Recreation Library Redevelopment & Housing General Gov't Water District Other Total Expenditures Amount in Millions of $ $ 16.1 13.1 4.8 3.1 4.8 4.0 17.5 9.3 $ 72.7 Percent 22.1% 1 8.0% 6.6% 4.3% 6.6% 5.5% 24.1% 12.8% 100.0% CITY OF CARLSBAD GENERAL FUND 1993-94 BUDGET REQUESTS BY FUNCTION ESTIMATED REVENUES PUBLIC SAFETY S1S.9 40% ADMINISTRATION $4 10% CONTINGENCIES JO 6 2% LIBRARY/PARKS $6.5 16% Total Budget - $39.4 Million CHARGES FOR SERVICES J3.« 91 "IOTHER REVENUESUBVENTIONS Kl n, K.S 7% Total Revenues - $39.2 Million BUDGETED EXPENDITURES 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 $15.9 million, or 40% 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. ESTIMATED REVENUES The most significant discretionary source of revenues are those generated for the General Fund. These revenues pay for general city services such as the Library, Parks and Recreation, Police and Fire. Estimates for 1993-94 show that Taxes make up the largest single share of revenue at $27.2 million or 69% 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 9% of the total. Charges are made for development related services, recreation fees, and ambulance fees. Other revenue at $2.6 million includes Interdepartmental Charges and Fines and Forfeitures. State Subventions include funds received from Vehicle In-Lieu and consist of 7% of total revenues. Interest is estimated at $1.7 million for 1993-94 and is equivalent to 4% of the revenues. 12 CITY OF CARLSBAD General Fund Revenue Comparison 1991-92 and 1992-93 PROPERTY TAX SALES TAX TRANS OCCUPANCY TAX OTHER TAXES-B LICENSES & PERMITS STATE SUBVENTIONS CHARGES FOR SERVCS INTEREST-fiiS OTHER 2 4 6 8 10 12 14 MILLIONS OF DOLLARS SPY 1992-93 IFY 1993-94 Property Tax revenue is projected to increase by 2% in 1993-94, or $260,000. It was assumed that the base would increase by 2% as allowed under the provisions of Proposition 13. It is not anticipated that there will be an increase in property transactions. Sales Tax is projected to increase by 5.4% or $500,000. The increase is expected as a result of full year of Price Club operations. 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 include construction permits, and business licenses. There are no increases projected for these revenues. State Subventions are not expected to increase over 1992-93 levels. Estimates are based upon information received from the State Department of Finance. Charges for Services are projected to increase by 2.1% or $70,000. Development related revenues are expected to remain at 1992-93 levels. Recreation fees have been increased by $50,000 due to the expansion of the Kreuger House pre-school program. Interest is projected to stay at 1992-93 levels. Other includes Interdepartmental Charges which are down by $50,000 from 1992- 93 levels. The decrease is due to a restructuring of the cost allocation system. Portfolio Management fees are new in 1993-94 and are expected to bring in $145,000. Each fund will be assessed a charge for investment services based on the size of their portfolio. 13 CITY OF CARLSBAD General Fund Expenditure History by Category Function Public Safety Culture/Recreation Commty Devel Administration Maintenance Other \\\\\\\\\ \ \ \ \ \ \^\\ ^^' \\\x\\\\Actuals Estimates 0 2 4 6 8 10 12 14 16 18 Millions of Dollars This table shows the expenditures by function or service level program over the past four years. The solid bars represent the adopted budget for 1993-94 for each category. The chart demonstrates that expenditures have been declining in most cases, which is due to the continued efforts to reduce the budget. Public Safety shows a small increase in the 1993-94 budget which is due to the funding of previously unfunded positions. Culture and Recreation also shows a small increase in their budget, and occurs in the Library. This is primarily due to the reassessment of the Liability Insurance charges throughout the City. Parks and Recreation expenses have been reduced as a result of decreased staffing. Community Development, the third set of bars, show spending decreases occurring over the past two years. This is due to the elimination of 17 staff positions during 1992-93, and the continued effort to reduce staffing costs. Administration, Maintenance and Other categories are relatively flat, and contain no significant changes to past expenditure patterns. Annual Total General Fund Expenditures: $39,899,000 Actual Expenditures 1992 Estimated Expenditures 1993 1994 $38,658,000 $39,385,000 14 15 CITY OF CARLSBAD 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 taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. 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 + Growth in non-residential assessed valuation due to new construction in the City, AND >• Population growth of Carlsbad, OR >• Population growth within San Diego County. The factors used to calculate the 1992-93 Limit were: *• Population growth in San Diego County, AND + Growth in California per capita income. The formula is outlined below: 1991-92 Expenditure Limit $64,977,941 % County Population Growth 1.0234 Growth in California per capita income X 0.9936 Net Increase Factor 1.0169 1992-93 Limit (1989-90 Limit X Factor) $66.072.835 Current Appropriation of Proceeds of Taxes $35,590,620 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 an operating margin of $30.5 million. The area chart on the following page graphically depicts the operating margin within 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. 16 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 APPROP OF TAXES U SPENDING LIMIT 17 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 $73 million in bonds and Certificates of Participation (COP's) to fund streets, buildings, sewer and water facilities, open space acquisition and other infrastructure projects. With bond interest rates at historically low levels, outstanding issues were analyzed for possible refunding. The Redevelopment Tax Increment bonds will be refunded in FY 1993-94 to take advantage of declining bond interest rates. The table below identifies the debt the City currently maintains, the outstanding principal, the 1993-94 principal and interest payment and the scheduled year of payoff. CITY OF CARLSBAD DEBT ISSUED 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 1993-94 Scheduled Original Principal Payment Year of Bond Issue at 6/30/93 P&I PayonTFY $8,690,000 $7,815,000 $865,054 2009 1,500,000 925,000 174,000 2001 1,535,000 350,000 119,200 1996 14,370,000 11,370,000 1,528,698 2004 12,689,800 12,689,800 1,110,706 2015 Redevelopment 12,000,000 11,185,000 1,135,828 2011 9,570,250 7,580,000 876,642 2007 5,133,940 3,875,000 527,621 2004 19,561,248 18,985,000 1,935,080 2012 18 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 No. 1 (CFD). Approximately $109 million in Capital Projects will be financed using this mechanism. The South Carlsbad Library is scheduled for construction in 1993-94 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. Rancho Santa Fe Community Facilities District - A Community Facilities District is being formed to improve Rancho Santa Fe Road and Olivenhain Road. The streets will be widened to four lanes within Carlsbad from the City of San Marcos to the City of Encinitas. Bonds may be issued to provide funds to construct the street expansion in four phases, with the total construction cost of approximately $40 million. The City's participation in this project is limited to $6 million which will be provided by CFD No. 1. All other costs will be borne by the property owners. 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 1994-95. 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. 19 FUND CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1992-93 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE JULY1.1992 REVENUES EXPENDITURES TRANSFERS JUNE30, 1993 GENERAL FUND SPECIAL REVENUE POticlAlstf FORFlffDRE 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 WATER OPERATIONS RECLAIMED WATER SEWER OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE LIABILITY SELF INSUR HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT OPERATIONS LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS 9,490,108 137,730 86,173 2,006,725 254,113 40,182 646,700 331,502 360,280 0 0 I •X'X-X-XvXOX-X-X'X 3,654,587 0 2,606,570 98,580 g w:"'ww™*": 683,767 2,051,445 1 ,305,242 (138,623) 2,206,654 611,939 g 501,121 1,897,893 261,232 $30,783,713 38,275,000 485,000 2,573,000 95,000 1,190,000 575,140 256,300 690,000 112,000 140,000 213,000 75,000 10,066,000 402,000 4,160,000 140,000 656,000 735,000 1,785,000 1,317,000 1,090,000 513,000 50,000 395,000 1,355,000 $67,343,440 38,657,614 208,766 2,575,692 60,000 1,430,000 586,000 254,000 598,000 220,000 300,000 178,500 64,771 10,647,794 782,210 4,241,384 163,400 655,000 973,000 1,850,000 1,267,952 177,376 687,894 736,274 106,383 1,137,938 $68,559,948 (474,000) 8,633,494 1,966,027 135,038 121,173 1,766,725 243,253 42,482 738,700 223,502 200,280 34,500 10,229 (23,500) 3,049,293 (380,210) (32,500) 2,492,686 75,180 500,000 1,184,767 1,813,445 1,240,242 30,000 (59,575) 3,119,278 437,045 300,000 114,847 2,186,510 (300,000) 178,294 $0 $29,567,205 20 FUND CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE JULY1.1993 REVENUES EXPENDITURES TRANSFERS JUNE30, 1994 GENERAL FUND Appropriation From Fund Balance SPECIAL REVENUE $ POLICE 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 - ENTITLEMENT ENTERPRISE gimw^^ RECLAIMED WATER SEWER OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE !§ WORKER'S COMPSELF INSUR LIABILITY SELF INSUR HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT | •^^^^iii^^ff^^»i^^f^^^^^^ LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS 8,633,494 1,966,027 135,038 121,173 1,766,725 243,253 42,482 738,700 223,502 200,280 34,500 10,229 3,049,293 (380,21 0) 2,492,686 75,180 1,184,767 1,813,445 1,240,242 (59,575) 3,119,278 437,045 114,847 2,186,510 178,294 $29,567,205 39,195,000 460,000 2,898,000 126,000 1,220,000 575,140 256,500 696,300 112,000 170,000 218,000 110.000 12,249,000 929,000 4,553,000 151,000 656,000 846,000 1,785,000 1,347,000 1,029,000 707,000 45,000 395,000 1,340.000 $72,068,940 39,195,000 190,100 215,620 2,891,314 123,500 1,219,500 574,746 274,103 742,706 267,950 291,200 183,197 118,764 12,114,038 917,160 4,482,386 186,617 846,836 951,552 1,950,000 1,308,495 1,174,287 675,488 628,455 105,000 1,094.550 $72,722,564 (80,000) 8,363,394 2,210,407 141,724 123,673 1,767,225 243,647 24,879 692,294 67,552 79,080 69,303 1,465 3,184,255 (368,370) 2,563,300 39,563 993,931 1,707,893 1,075,242 (21,070) 2,973,991 468,557 470,000 1,392 2,476,510 (390,000) 33,744 $0 $28,913,581 21 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1992-93 FUND CAPITAL FUNDS GENE^CCAPiTArCONSTRUCTlON CAPITAL CONSTR - OTHER AGENCIES 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 COMMTY FACILITIES DISTR #1 WATER DISTRICT RECLAIMED WATER MAJOR FACILITIES REPLACEMENT REDEVELOPMENT TAX INCREMENT BONDS REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS UNRESERVED BALANCE JULY 1,1992 | 2,689,860 0 9,030,675 1,596,310 3,257,993 3,050,907 2,722,720 11,296,808 965,100 7,542 0 1,271,781 304,392 105,566 814,428 3,959,283 0 0 6,723,551 76,592 6,645,399 7,316,969 2,820,459 302,001 $64,958,336 ESTIMATED REVENUES 144,000 2,296,081 620,000 27,000 260,000 175,000 93,000 645,000 30,000 2,020,000 0 607,200 8,000 60,000 192,000 100,000 0 341,057 2,770,000 10,000 785,000 2,000,000 85,000 0 $13,268,338 ESTIMATED EXPENDITURES 439,190 2,252,856 1,954,263 0 0 1,680,987 0 1,316,747 468,020 1,647,081 30,008 425,442 134,634 60,259 350,000 304,210 0 341,057 1,721,269 460,549 2,066,852 2,346,275 188,785 84,218 $18,272,702 FUND TRANSFERS 0 0 500,000 0 (500,000) 0 0 0 0 0 0 0 0 0 0 (2,204,874) 0 0 0 0 0 0 0 0 ($2,204,874) PROJECTED BALANCE JUNE 30, 1993 2,394,670 43,225 8,196,412 1,623,310 3,017,993 1,544,920 2,815,720 10,625,061 527,080 380,461 (30,008) 1,453,539 177,758 105,307 656,428 1,550,199 0 0 7,772,282 (373,957) 5,363,547 6,970,694 2,716,674 217,783 $57,749,098 TOTAL ALL FUNDS $95,742,049 $80,611,778 $86,832.650 ($2,204,874)$87,316,303 22 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1993-94 FUND CAPITAL FUNDS GENERAL CAPITAL CONSTRUCTION CAPITAL CONST - OTHER AGENCIES PUBLIC FACILITIES FEE ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE ENCINA SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG COMMTY FACILITIES DISTR #1 WATER DISTRICT RECLAIMED WATER MAJOR FACILITIES REPLACEMENT REDEVELOPMENT TAX INCREMENT BONDS REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS TOTAL ALL FUNDS BALANCE JULY 1,1 993 ;: * 2,394,670 43,225 8,196,412 1,623,310 3,017,993 1,544,920 2,815,720 0 10,625,061 527,080 380,461 (30,008) 0 1,453,539 177,758 105,307 656,428 1,550,199 0 0 7,772,282 (373,957) 5,363,547 6,970,694 2,716,674 217,783 $57,749,098 $87,316,303 ESTIMATED REVENUES 200,000 0 332,472 34,000 57,870 981,509 0 622,000 933,522 0 555,000 370,500 162,717 50,000 9,462 1,720,400 0 30,000 0 857,382 17,329,667 4,849,552 3,379,627 2,050,000 40,000 5,000 $34,570,680 $106,639,620 1992-93 CARRY- FORWARD 1,562,248 43,225 4,570,974 0 18,932 636,271 1,119,959 0 1,015,568 242,560 347,606 340,492 79,637 121,632 1,437,577 49,891 1,436,479 651 ,325 7,454,640 4,465,595 3,910,640 2,541,976 2,580,175 135,710 $34,763,112 $34,763,112 NEW APPROP 946,200 1,345,000 0 0 350,000 100,000 622,000 3,133,016 0 555,000 0 162,717 0 0 413,816 0 0 0 0 13,056,482 0 4,284,105 1,444,591 0 0 $26,412,927 $99,135,491 1993-94 TOTAL APPROP. v 2,508,448 43,225 5,915,974 0 18,932 986,271 1,219,959 622,000 4,148,584 242,560 902,606 340,492 162,717 79,637 121,632 1,851,393 49,891 1,436,479 0 651,325 20,511,122 4,465,595 8,194,745 3,986,567 2,580,175 135,710 $61,176,039 $133,898,603 PROJECTED BALANCE IUNE30, 1994 86,222 0 2,612,910 1,657,310 3,056,931 1,540,158 1,595,761 0 7,409,999 284,520 32,855 0 0 1,423,902 65,588 (25,686) 606,537 143,720 0 206,057 4,590,827 10,000 548,429 5,034,127 176,499 87,073 $31,143,739 $60,057,320 23 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 DEPARTMENT GENERAL FUND GENERAL GOVERNMENT CITY COUNCIL CITY MANAGER PUBLIC INFORMATION CITY CLERK CITY ATTORNEY FINANCE CITY TREASURER PURCHASING HUMAN RESOURCES RESEARCH OFFICE INFORMATION SYSTEMS RISK MANAGEMENT TOTAL GENERAL GOVERNMENT PUBLIC SAFETY POLICE FIRE TOTAL PUBLIC SAFETY COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN GEOGRAPHIC INFORMATION ENGINEERING PLANNING GROWTH MANAGEMENT HISTORIC PRESERV COMM BLOCK GRANT ADMIN BUILDING INSPECTION TOTAL COMMUNITY SERVICES MAINTENANCE UTILmES ADMINISTRATION STREET MAINTENANCE FACILITIES MANAGEMENT TRAFFIC SIGNAL MAINT 1990-91 ACTUALS $152,809 478,423 46,055 26,993 422,166 937,753 70,812 352,051 901,999 356,856 613,489 214,356 4,573,762 8,666,082 6,516,673 15,182,755 517,588 2,228 3,249,812 1,747,594 230,989 5,727 22,154 955,607 6,731 ,699 360,718 1,815,093 1,077,715 290,118 1991-92 ACTUALS 154,640 629,556 21,462 16,142 394,802 1,005,644 76,476 374,035 777,916 285,918 374,002 193,145 4,303,738 9,046,665 6,600,450 15,647,115 553,583 121,071 3,601,762 2,109,879 105,860 4,215 0 827,222 7,323,592 336,172 2,400,618 1,132,069 331,871 1992-93 ESTIMATED EXPENDITURES $158,020 722,372 0 26,200 357,444 850,210 85,645 302,723 756,512 0 355,674 186,908 3,801 ,708 8,705,722 6,770,775 15,476,497 503,186 135,084 3,422,1 90 2,032,490 105,662 4,750 0 831,994 7,035,356 327,730 1,809,298 1,137,275 277,733 1992-93 BUDGET $159,368 661,272 25,832 28,700 368,463 897,678 85,380 371,029 775,984 159,726 355,864 198.326 4,087,622 8,798,924 6,835,306 15,634,230 483,553 257,840 3,738,175 2,062,923 109,962 5,572 0 835,998 7,494,023 349,944 1,947,852 1,443,400 340,525 1993-94 BUDGET 167,678 749,306 0 17,680 452,974 1,001,512 101,386 351,653 752,926 0 387,553 0 3,982,668 9,024,662 6.875,589 15,900,251 585,433 267,692 3,170,458 1,976,501 105,791 3,550 0 819,293 6,928,718 373,316 1,651,191 1,315,179 374,834 %INCR (DEC) 1 92-93 BUDG 1 TO 1 93-94 BUDG s s 3 I 5.21% | 13.31% 1 -100.00% | -38.40% | 22.94% i 11.57%• | 18.75% I -**% | -2.97% | -100.00% | 8.90% 1 -100.00% 1 -2.57% :J :|: 1 2.57% I 0.59% 1 1.70% I 1 21.07% *I 3.82% | -15.19% I -4.19% | -3.79% | -36.29% :o 1 -2.00% 1 -7.54% X | | 6.68% 1 -15.23% 1 -8.88% 1 10.08% 24 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 DEPARTMENT CULTURE/RECREATION LIBRARY CULTURAL ARTS PROGRAM SISTER CITY PROGRAM PARKS AND RECREATION SENIOR CITIZENS PROG TOTAL CULTURE/RECREATION NON-DEPARTMENTAL COMMUNITY PROMOTION BEACH PARKING COMMUNITY CONTRIBUTIONS HIRING CENTER AUDIT HOSP GROVE PAYMENT GOLF COURSE LEASES PROPERTY TAX ADMIN FEE DUES & SUBSCRIPTIONS ANIMAL REGULATION CONTRACT ECONOMIC DEVELOPMENT STREET LIGHT COSTS (CITY) TREE MAINT COSTS (CITY) BOND SERVICES TOTAL NON-DEPARTMENTAL SUBTOTAL GENERAL FUND DEPARTMENTAL BUDGET SAVINGS CONTINGENCIES TOTAL GENERAL FUND 1990-91 ACTUALS 2,493,216 263,992 17,246 3,976,606 236,978 6,988,038 220,375 0 82,430 0 15,650 876,585 740,000 113,541 83,906 24,877 78,106 28,000 96,700 0 2,360,170 39,380,068 0 39,380,068 1991-92 ACTUALS 2,473,398 258,194 18,674 3,893,171 235,536 6,878,973 194,634 18,000 80,530 65,000 33,875 305,970 329,800 210,000 81,296 23,742 82,037 28,000 81,297 10,215 1,544,396 39,898,544 0 39,898,544 1992-93 ESTIMATED EXPENDITURES 2,362,1 60 227,692 10,500 3,498,636 244,797 6,343,785 215,000 36,000 75,000 80,000 36,000 735,975 565,200 130,500 185,000 26,500 109,650 30,000 28,000 66,140 16,900 2,335,865 38,545,247 112,367 38,657,614 1992-93 BUDGET 2,315,992 239,943 11,642 3,512,448 252,122 6,332,147 302,809 36,000 75,000 80,000 39,100 738,050 565,200 130,500 162,000 26,500 111,150 50,000 28,000 66,140 16,900 2,427,349 40,057,092 1,293,733 112,367 41,463,192 1993-94 BUDGET 2,483,857 233,980 10,250 3,488,605 257,275 6,473,967 205,000 36,000 75,000 80,000 38,000 813,600 0 87,000 200,000 29,400 112,000 0 28,000 66,140 18,400 1,788,540 38,788,664 596,436 39,385,100 i; '< :|: ii •;| i:! S | :|: i | i; 1is 1 1 ij | 1 S; *: 1 ':•:•X 1 1 %INCR (DEC) 92-93 BUDG TO 93-94 BUDG 7.25% -2.49% -11.96% -0.68% 2.04% 2.24% -32.30% 0.00% 0.00% 0.00% -2.81% 10.24% -100.00% -33.33% 23.46% 10.94% 0.76% -100.00% 0.00% 0.00% 8.88% -26.32% -3.17% 430.79% -5.01% 25 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 DEPARTMENT SPECIAL REVENUE FUNDS POLICE 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 ENTITLEMENT ENTERPRISE FUNDS ^m^^^^^^SilmSflSti^ RECLAIMED WATER SANITATION OPERATIONS SOLID WASTE MANAGEMENT INTERNAL SERVICE FUNDS •wolJlRl'SoWiiLfiN'sWficl LIABILITY SELF INSURANCE HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT DATA PROCESSING REDEVELOPMENT •SPiRlfiBN'i LOW AND MOD INCOME HSNG DEBT SERVICE TOTAL OPERATING FUNDS 1990-91 ACTUALS 89,354 1,899,847 86,696 599,077 436,749 154,106 560,340 3 128,614 177,716 64,368 S 8,385,109 0 3,843,088 20,140 :j 1,208,183 282,320 1,381,892 1,214,666 494,634 712,784 ;:; 721,188 3,819 1,132,353 $62,977,114 1991-92 ACTUALS 342,002 2,114,752 58,232 140,004 478,796 204,577 568,039 6,447 155,051 172,518 55,852 9,629,098 0 4,059,425 100,134 706,408 603,308 1,650,116 1,217,610 729,905 744,614 650,934 98,113 1,133,328 $65,517,807 1992-93 ESTIMATED EXPENDITURES 208,766 2,575,692 60,000 1,430,000 586,000 254,000 598,000 220,000 300,000 178,500 64,771 10,647,794 782,210 4,241,384 163,400 655,000 973,000 1,850,000 1,267,952 177,376 687,894 736,274 106,383 1,137,938 $68,559,948 1992-93 BUDGET 479,823 2,611,894 66,452 1,427,000 679,886 269,296 784,719 300,000 302,398 178,594 77,895 12,018,226 840,870 4,537,050 243,500 1,035,769 850,000 2,130,906 1,298,297 800,413 698,284 831,311 110,525 1,137,938 $75,174,238 1993-94 BUDGET 215,620 2,891,314 123,500 1,219,500 574,746 274,103 742,706 267,950 291,200 183,197 118,764 12,114.038 917,160 4,482,386 186,617 846,836 951,552 1,950,000 1,308,495 1,174,287 675,488 628,455 105,000 1,094,550 $72,722,564 %INCR (DEC) | 92-93 BUDG TO 93-94 BUDG -55.06% 10.70% 85.85% -14.54% -15.46% 1.79% -5.35% -10.68% -3.70% 2.58% 52.47% 0.80% 9.07% -1.20% -23.36% -18.24% 11.95% -8.49% 0.79% ! 46.71% -3.26% i -24.40% I -5.00% -3.81% -3.26% 26 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1990-91 TO 1993-94 FUND CAPITAL FUNDS GENERAL CAPITAL CONST CAPITAL CONST - OTHR AGNCIES PUBLIC FACILITIES FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE ENCINA SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG CMMTY FACILITIES DISTRICT #1 COUNTY GRANTS WATER DISTRICT -RECLAIM ED WATER -MAJOR FACILITY FEE -REPLACEMENT REDEVELOPMENT FUNDS -TAX INCREMENT BONDS -REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS TOTAL BUDGET 1990-91 ACTUALS te 493,728 0 4,416,423 2,681,514 223,034 393,184 0 1,587,117 213,235 524,834 0 0 527,104 85,558 202,675 14,346,746 0 173,501 0 0 0 0 497,300 469,036 154,601 $26,989,590 $89,966,704 1991-92 ACTUALS 384,613 0 1,549,523 8,230 173,543 58,294 0 1,614,083 9,420 931,761 0 0 147,850 29,811 407,849 360,829 0 313,479 871,035 0 73,855 2,668,093 988,416 568,045 678,450 $11,837,179 $77,354,986 1992-93 ESTIMATED EXPENDITURES 439,190 2,252,856 1,954,263 0 1,680,987 0 0 1,316,747 468,020 1,647,081 30,008 0 425,442 134,634 60,259 304,210 0 341,057 1,721,269 350,000 460,549 2,066,852 2,346,275 188,785 84,218 $18,272,702 $86,832,650 1992-93 BUDGET 440,367 2,296,081 1,918,883 0 162,000 941,497 0 1,150,000 200,001 120,500 848,060 0 0 0 526,602 94,308 0 253,500 8,646,000 0 51,000 377,125 587,500 0 0 $18,613,424 $93,787,662 1993-94 BUDGET 946,200 0 1,345,000 350,000 100,000 622,000 3,133,016 0 555,000 0 162,717 0 413,816 0 0 0 13,056,482 0 0 4,284,105 1,444,591 0 0 x::::::o:o;v;;x::::v:::-::::::: $26,412,927 $99,135,491 %INCR (DEC) 92-93 BUDG TO 93-94 BUDG 114.87% -100.00% -29.91% 116.05% -89.38% 100.00% 172.44% -100.00% 360.58% -100.00% -21.42% -100.00% -100.00% 51.01% -100.00% 1035.99% 145.89% 41.90% 5.70% 27 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 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 VEHICLE IN-LIEU OTHER TOTAL STATE SUBVENTIONS CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES INTEREST INTERDEPARTMENTAL CHARGES PORTFOLIO MANAGEMENT FEES OTHER REVENUE SOURCES TOTAL GENERAL FUND ACTUAL REVENUES 1991-92 $13,512,000 8,723,000 3,078,000 881,000 207,000 24,000 26,425,000 219,000 911,000 303,000 295,000 1,728,000 2,134,000 356,000 2,490,000 671,000 230,000 2,248,000 226,000 712,000 519,000 4,606,000 313,000 2,058,000 1,916,000 0 340,000 39,876,000 PROJECTED REVENUE 1992-93 $12,900,000 9,300,000 3,200,000 925,000 150,000 0 26,475,000 250,000 975,000 200,000 300,000 1,725,000 2,300,000 300,000 2,600,000 750,000 225,000 1,000,000 220,000 750,000 375,000 3,320,000 250,000 1 ,700,000 1 ,900,000 0 305,000 38,275,000 ESTIMATED REVENUE C 1993-94 F $13,160,000 9,800,000 3,200,000 925,000 150,000 0 27,235,000 250,000 975,000 200,000 300,000 1 ,725,000 2,300,000 300,000 2,600,000 750,000 225,000 1,000,000 220,000 800,000 395,000 3,390,000 250,000 1,700,000 1,850,000 145,000 300,000 39,195,000 AS% I )FFY 92-93 1 'ROJECTED 2.02% 5.38% 0.00% 0.00% 0.00% 0.00% 2.87% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 5.33% 2.11% 0.00% 0.00% -2.63% 100.00% -1.64% 2.40% JIFFERENCE 992-93 TO 1993-94 260,000 500,000 0 0 0 0 760,000 0 0 0 0 0 0 0 0 0 0 0 0 50,000 20,000 70,000 0 0 (50,000) 145,000 (5,000) 920,000 28 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE ACTUAL REVENUES 1991-92 SPECIAL REVENUE FUNDS PROJECTED ESTIMATED AS % DIFFERENCE REVENUE REVENUE OF FY 92-93 1992-93 TO 1992-93 1993-94 PROJECTED 1993-94 :¥xW™:::™^^ 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 TOTAL STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES MISC REIMBURSEMENT TOTAL 1,752,508 96,203 1,848,711 10,297 1,339,902 1,350,199 5,091 57,838 62,929 1,099,184 79,429 1,178,613 5,254 456,530 81,200 542,984 7,788 217,829 225,617 33,016 44,000 663,268 4,150 744,434 425,000 60,000 485,000 8,000 2,565,000 2,573,000 5,000 90,000 95,000 1,100,000 90,000 1,190,000 9,000 500,000 66,140 575,140 1,300 255,000 256,300 20,000 66,000 600,000 4,000 690,000 400,000 60,000 460,000 8,000 2,890,000 2,898,000 6,000 120,000 126,000 1,130,000 90,000 1,220,000 9,000 500,000 66,140 575,140 1,500 255,000 256,500 20,000 74,300 600,000 2,000 696,300 -5.88% 0.00% -5.15% 0.00% 12.67% 12.63% 20.00% 33.33% 32.63% 2.73% 0.00% 2.52% 0.00% 0.00% 0.00% 0.00% 15.38% 0.00% 0.08% 0.00% 12.58% 0.00% -50.00% 0.91% (25,000) 0 (25,000) 0 325,000 325,000 1,000 30,000 31,000 30,000 0 30,000 0 0 0 0 200 0 200 0 8,300 0 (2,000) 6,300 29 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUES REVENUE REVENUE OF FY 92-93 1992-93 TO 1991-92 1992-93 1993-94 PROJECTED 1993-94 BUENA VISTA CREEK CHNL MAINT INTEREST BUENA VISTA FEES TOTAL STATE GRANTS INTEREST GRANTS TOTAL SENIOR NUTRITION GRANTS DONATIONS TOTAL 17,738 97,872 115,610 19,237 132,371 151,608 103,246 67,271 170,517 12,000 100,000 112,000 20,000 120,000 140,000 103,000 110,000 213,000 12,000 100,000 112,000 20,000 150,000 170,000 103,000 115,000 218,000 0.00% 0.00% 0.00% 0.00% 25.00% 21.43% 0.00% 4.55% 2.35% 0 0 0 0 30,000 30,000 0 5,000 5,000 CDBG ENTITLEMENT GRANT REVENUE TOTAL SPECIAL REVENUE FUNDS 75,200 6,466,422 75.000 6,404,440 110,000 6,841,940 46.67% 6.83% 35,000 437,500 30 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE ENTERPRISE FUNDS WATER OPERATIONS RECONNECT FEES INTEREST WATER SALES READY TO SERVE CHARGES PLAN CHECK FEES METER CONNECTION FEES LATE CHARGES MISCELLANEOUS TOTAL RECLAIMED WATER INTEREST WATER SALES INTERGOVERMENTAL TOTAL SEWER OPERATIONS INTEREST SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES MISCELLANEOUS TOTAL SOLID WASTE MANAGEMENT INTEREST GRANTS RECYCLING FEE TOTAL TOTAL ENTERPRISE FUNDS ACTUAL REVENUES 1991-92 s 10,785 356,015 5,335,631 1,523,291 97,499 26,365 303,754 136,351 7,789,691 0 10 0 10 209,107 3,836,423 7,842 0 305,849 4,359,221 10,916 120,213 39,244 170,373 12,319,295 PROJECTED REVENUE 1992-93 9,000 70,000 8,200,000 1,570,000 20,000 25,000 82,000 90,000 10,066,000 2,000 400,000 0 402,000 100,000 4,000,000 15,000 40,000 5,000 4,160,000 1,000 74,000 65,000 140,000 14,768,000 ESTIMATED REVENUE 1993-94 10,000 70,000 10,344,000 1,570,000 25,000 35,000 85,000 110,000 12,249,000 5,000 690,000 234,000 929,000 100,000 4,400,000 8,000 40,000 5,000 4,553,000 1,000 80,000 70,000 151,000 17,882,000 AS% OF FY 92-93 PROJECTED 11.11% 0.00% 26.15% 0.00% 25.00% 40.00% 3.66% 22.22% 21.69% 150.00% 72.50% 100.00% 131.09% 0.00% 10.00% -46.67% 100.00% 0.00% 9.45% 0.00% 8.11% 7.69% 7.86% 21.09% DIFFERENCE 1992-93 TO 1993-94 1,000 0 2,144,000 0 5,000 10,000 3,000 20,000 2,183,000 3,000 290,000 234,000 527,000 0 400,000 (7.000) 0 0 393,000 0 6,000 5,000 11,000 3,114,000 31 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE ACTUAL REVENUES 1991-92 INTERNAL SERVICES FUNDS WORKERS' COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL TOTAL LIABILfTY 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 PROJECTED REVENUE 1992-93 109,383 40,000 736,732 616,000 846,115 134,987 948,760 1,083,747 89,327 1,444,037 268,904 1 ,802,268 1,160,332 40,084 1,200,416 843,795 119,093 16,990 979,878 38,426 689,421 727,847 6,640,271 656,000 75,000 660,000 735,000 60,000 1,400,000 325,000 1,785,000 1,292,000 25,000 1,317,000 975,000 80,000 35,000 1,090,000 17,000 496,000 513,000 6,096,000 ESTIMATED AS % DIFFERENCE REVENUE OF FY 92-93 1992-93 TO 1993-94 PROJECTED 1993-94 44,400 611,600 656,000 79,100 766,900 846,000 60,000 1,400,000 325,000 1,785,000 1,318,000 29,000 1,347,000 921,000 83.000 25,000 1,029,000 17,000 690,000 707,000 6,370,000 11.00% -0.71% 0.00% 5.47% 16.20% 15.10% 0.00% 0.00% 0.00% 0.00% 2.01% 16.00% 2.28% -5.54% 3.75% -28.57% -5.60% 0.00% 39.11% 37.82% 4.49% 4,400 (4,400) 0 4,100 106,900 111,000 0 0 0 0 26,000 4,000 30,000 (54,000) 3,000 (10,000) (61.000) 0 194,000 194,000 274,000 32 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE REDEVELOPMENT FUNDS OPERATIONS OTHER INTEREST TOTAL LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL DEBT SERVICE TAX INCREMENT INTEREST TOTAL TOTAL REDEVELOPMENT FUNDS ACTUAL REVENUES 1991-92 29,800 53,500 83,300 317,675 107,275 424,950 1,270,700 29,100 1,299,800 1,808,050 PROJECTED REVENUE 1992-93 30,000 20,000 50,000 320,000 75,000 395,000 1,280,000 75,000 1,355,000 1,800,000 ESTIMATED AS % REVENUE OF FY 92-93 1993-94 PROJECTED 30,000 15,000 45,000 320,000 75,000 395,000 1,280,000 60,000 1,340,000 1,780,000 0.00% -25.00% -10.00% 0.00% 0.00% 0.00% 0.00% -20.00% -1.11% -1.11% DIFFERENCE 1992-93 TO 1993-94 0 (5,000) (5,000) 0 0 0 0 (15,000) (15,000) (20,000) TOTAL OPERATING $67,110,038 $67,343,440 $72,068,940 7.02%$4,725,500 33 CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1993-94 REVENUE SOURCE CAPITAL FUNDS [;;; GENERAL CAPITAL CONSTR CAPITAL CONST - AGENCIES PUBLIC FACILITY FEE ZONE 5 PARK FEE PARK DEVELOPMENT TRAFFIC IMPACT PLANNED LOCAL DRAINAGE ENCINA SEWER CONSTRUCTION TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA GOLF COURSE PUBLIC ART (1% FUND) STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS LTR CREDIT/ZONE 19 CDBG CMMTY FACILITIES DISTRICT #1 WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITIES -REPLACEMENT REDEVELOPMENT FUNDS -TAX INCREMENT BONDS -REDEVELOPMENT PROJECTS TOTAL CAPITAL FUNDS GRAND TOTAL REVENUE ACTUAL REVENUES 1991-92 264,651 0 811,215 62,279 525,180 382,443 670,163 0 1,011,319 42,737 1,172,549 0 0 60,537 17,108 294,193 208,370 1,000,011 0 313,479 2,753,788 0 989,437 1,840,177 138,070 53,512 $12,611,218 $79,721 ,256 PROJECTED REVENUE 1992-93 144,000 2,296,081 620,000 27,000 260,000 175,000 93,000 0 645,000 30,000 2,020,000 0 0 607,200 8,000 60,000 192,000 100,000 0 341,057 2,770,000 10,000 785,000 2,000,000 85,000 0 $13,268,338 $80,611,778 ESTIMATED REVENUE 1993-94 200,000 0 332,472 34,000 57,870 981,509 0 622,000 933,522 555,000 370,500 162,717 50,000 9,462 1,720,400 0 30,000 0 857,382 17,329,667 4,849,552 3,379,627 2,050,000 40,000 5,000 $34,570,680 $106,639,620 AS% OF FY 92-93 PROJECTED 38.89% 100.00% -46.38% 25.93% -77.74% 460.86% -100.00% 100.00% 44.73% -100.00% -72.52% 100.00% 100.00% -91.77% 18.28% 2767.33% -100.00% -70.00% 100.00% 151.39% 100.00% 100.00% 330.53% 2.50% -52.94% 260.55% 132.29% DIFFERENCE 1992-93 TO 1993-94 56,000 (2,296,081) (287,528) 7,000 (202,130) 806,509 (93,000) 622,000 288,522 (30,000) (1,465,000) 370,500 162,717 (557,200) 1,462 1,660,400 (192,000) (70,000) 0 516,325 14,559,667 4,839,552 2,594,627 50,000 (45,000) 5,000 $21,302,342 $26,027,842 34 CITY OF CARLS BAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION 1992-93 NUMBER ALLOCATED [OWy<X5U*K3Ci.™' ' "•-«-- •* jr- » - -j EXECUTIVE ASSISTANT TOTAL CITY COUNCIL ^^^^^si^Fi __ JL ._!._„„_ 3 CITY MANAGER ASSISTANT CITY MANAGER FINANCIAL MANAGEMENT DIRECTOR ASSISTANT TO CITY MANAGER SR MANAGEMENT ANALYST SECRETARY TO C. MANAGER SECRETARY II TOTAL CITY MANAGER ^^^^^^•^t^^..^...^..^^..^ J ADMINISTRATION INFORMATION SYSTEMS DIRECTOR ASSISTANT CITY CLERK MINUTES CLERK SECRETARY II STENO CLERK II CLERK TYPIST II TOTAL INFORMATION SYSTEMS DATA PROCESSING DATA PROCESSING MANAGER PROGRAMMER/ANALYST PROGRAMMER/OPERATOR MICRO COMPUTER SPECIALST TOTAL DATA PROCESSING TOTAL INFORMATION SYSTEMS [offy^Wo^i'li^r ' /" "'"°r/__"j CITY ATTORNEY ASSISTANT CITY ATTORNEY DEPUTY CITY ATTORNEY SECRETARY TO C. ATTORNEY SECRETARY II TOTAL CITY ATTORNEY pNANOi """ \,' .'„' '.'.' " ' _ ZLL™ _ril FINANCE DIRECTOR ASSISTANT FINANCE DIRECTOR SR MANAGEMENT ANALYST ACCOUNTANT ACOUNTING SUPERVISOR ACCOUNT CLERK II ACCOUNTING OFFICE ASSISTANT AUDITOR SECRETARY II TOTAL FINANCE 1 1 2 8 1 6 1 1 1 1 4 10 1 1 1 1 1 5 1 1 1 4 2 2 1 1 1 14 REQUEST OVER (UNDER) 1993-94 1992-93 BUDGET ALLOCATED 1 1 1 1 1 1 1 1 2 8 1 1 1 1 1 1 6 1 1 1 1 4 10 5 1 1 1 4 2 2 1 1 1 14 0 0 0 0 0 35 CITY OF CARLS BAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION B&EHHSH^HKL."..,. RISK MANAGER SECRETARY II TOTAL RISK MANAGEMENT [l5S2^Si£^SC^T>v.™.., PURCHASING OFFICER SECRETARY ! BUYER MESSENGER TOTAL PURCHASING ^$818ill8§^lS8S& ~^!L ?_„ HUMAN RESOURCES DIRECTOR COMPENSATION & BENEFITS MGR EMPLOYMENT SERVICES MANAGER HUMAN RESOURCES ANALYST HUMAN RESOURCES ASSISTANT SECRETARY II CLERK TYPIST II TOTAL HUMAN RESOURCES l^fi^^i^^^S2^^€-§^"- ' ADMINISTRATION POUCE CHIEF MANAGEMENT ANALYST SECRETARY II TOTAL ADMINISTRATION OPERATIONS POUCE CAPTAIN POUCE UEUTENANT POUCE SERGEANT SENIOR POUCE OFFICER POUCE OFFICER TOTAL OPERATIONS INVESTIGATIONS POUCE UEUTENANT POUCE SERGEANT SENIOR POLICE OFFICER POUCE OFFICER SECRETARY 1 TOTAL INVESTIGATIONS VICE NARCOTICS POUCE SERGEANT SENIOR POUCE OFFICER POUCE OFFICER TOTAL VICE NARCOTICS 1992-93 NUMBEF ALLOCATED 1 1 1 2 m 11 2 1 5 ^3 1111111 7 Z3 111 3 1 4 6 12 30 53 1 1 6 4 2 14 1 1 1 3 1993-94 BUDGET 1 1 2 1 1 2 1 5 1 1 1 1 1 1 1 7 1 1 1 3 1 4 6 12 30 53 1 1 6 4 2 14 1 1 1 3 REQUEST OVER (UNDER) 1992-93 ALLOCATED Q 0 0 0 0 0 0 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION TECHNICAL SERVICES POLICE CAPTAIN POLICE SERGEANT COMMUNICATIONS SUPERVISOR RECORDS SUPERVISOR COMMUNICATION OPERATOR II POLICE RECORDS CLERK II PROGRAMMER/OPERATOR CRIME PREVENT TECH SECRETARY 1 TOTAL TECHNICAL SERVICES OARE PROGRAM SENIOR POLICE OFFICER POLICE OFFICER TOTAL DARE PROGRAM TRAFFIC POLICE SERGEANT SENIOR POUCE OFFICER POLICE OFRCER POUCE SERVICES AIDE TOTAL TRAFFIC TOTAL POLICE 1 992 - 93 NUMBER ALLOCATED 1 1 1 1 13 5 1 1 1 25 1 1 2 1 1 5 1 8 108 1993-94 BUDGET 1 1 1 1 13 5 1 1 1 25 1 1 2 1 1 5 1 8 108 REQUEST OVER (UNDER) 1992-93 ALLOCATED 0 0 0 0 ^S^^^^IZ^^HTTPTJT^L ~ ; '/™ , !l RRE CHIEF RRE BATTALION CHIEF FIRE CAPTAIN FIRE CAPTAIN SPECIALIST RRE ENGINEER RRE FIGHTER PARAMEDIC- RRE FIGHTER SECRETARY II SECRETARY 1 RRE PREVENTION OFFICER II TOTAL RRE IB^^^^^^O^^^^SH^iiiiii PRINC BUILDING INSPECTOR BUILDNG INSPECTOR II BUILDING INSPECTOR 1 CODE ENFORCEMENT OFRCER li CODE ENFORCEMENT OFRCER 1 BUILDING TECHNICIAN II PERM IT CLERK TOTAL BUILDING INSPECTION SssiiH^s^ COMMUNITY DEVEL DIRECTOR SENIOR MANAGEMENT ANALYST MUNICIPAL PROJECT MANAGER SECRETARY II RECEPTIONIST/CASHIER TOTAL COMM DEV ADMINIST 1 4 18 4 18 9 21 1 1 3 80 1 4 1 1 1 1 2 11 1 1 1 1 1 5 1 4 18 4 18 9 21 1 1 3 80 1 5 0 0 2 1 2 11 1 1 1 1 1 5 CITY OF CARLS BAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION [jflfijiiiffiii^^ ''" ^ v , ls GEOGRAPHIC INFO SYSTEM COORD TOTAL GEOGRAPHIC INFORMATION ilf^^SlSN^ Y" .H.T CITY ENGINEER ASSISTANT CITY ENGINEER TRAFFIC ENGINEER PRINCIPAL CIVIL ENGINEER PRINCIPAL CONSTRUCTION INSPECTOR SR CONSTRUCTION INSPECTOR CONSTRUCTION INSPECTOR II ASSOCIATE CIVIL ENGINEER ASSISTANT CIVIL ENGINEER ENGINEERING TECHNICIAN II SR MANAGEMENT ANALYST MANAGEMENT ASSISTANT SECRETARY II WORD PROCESS OPERATOR II TOTAL ADMINISTRATION iS^S^^II^^^^^^i^^flilfillllilll SR MANAGEMENT ANALYST ASSOCIATE CIVIL ENGINEER TOTAL GROWTH MANAGEMENT l^l^lifSS^^^^S^^il^lil^iiil PLANNING DIRECTOR ASSISTANT PLANNING DIRECTOR SR MANAGEMENT ANALYST PRINCIPAL PLANNER SENIOR PLANNER ASSOCIATE PLANNER ASSISTANT PLANNER PLANNING TECHNICIAN 1 PLANNING TECHNICIAN II GRAPHIC TECHNICIAN SECRETARY II WORD PROCESS OPERATOR II TOTAL PLANNING LIBRARY ADMINISTRATION LIBRARY DIRECTOR ASSISTANT LIBRARY DIRECTOR MANAGEMENT ANALYST SECRETARY II GRAPHIC ARTIST ACCOUNT CLERK II TOTAL ADMINISTRATION 1992-93 NUMBER ALLOCATED ' .\ 1 1 j 1 1 1 4 1 2 6 9.5 2 6 1 1 1 4 40.5 ££i|J 1 0.5 1.5 iisj 1 t 1 2 4 5 2 1 1 1 1 3 23 1 1 1 1 1 6 1993-94 BUDGET 1 1 1 1 1 4 1 2 6 9.5 2 6 1 1 1 4 40,5 1 0.5 1.5 1 1 1 2 4 5 2 1 i 1 1 3 23 i 1 i 1 1 1 6 REQUEST OVER (UNDER) 1992-93 ALLOCATED 0 0 0 0 0 0 0 0 0 0 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION CIRCULATION SENIOR CIRCULATION SUPERVISOR LIBRARY ASSISTANT II LIBRARY ASSISTANT I TOTAL CIRCULATION REFERENCE SERVICES SENIOR LIBRARIAN LIBRARIAN II LIBRARIAN I LIBRARY ASSISTANT I TOTAL REFERENCE GENEAOLOGY/LOCAL HISTORY SENIOR LIBRARIAN TOTAL GENEAOLOGY CHILDREN'S SERVICES SENIOR LIBRARIAN LIBRARY ASSISTANT II TOTAL CHILDREN'S TECHNICAL SERVICES SENIOR LIBRARIAN LIBRARIAN II LIBRARY ASSISTANT II TOTAL TECHNICAL COLLECTION DEVELOPMENT SENIOR LIBRARIAN LIBRARY ASSISTANT II TOTAL COLLECTION DEVEL MEDIA SERVICES MEDIA SERVICES MANAGER TOTAL MEDIA ADULT LEARNING SENIOR LIBRARIAN CLERK TYPIST II TOTAL ADULT LEARNING BRANCH LIBRARY SERVICES SPECIALIST LIBRARY ASSISTANT II TOTAL BRANCH TOTAL LIBRARY ARTS MANAGER COMMUNITY ARTS COORDINATOR SECRETARY I TOTAL CULTURAL ARTS 1992-93 NUMBER ALLOCATED 1 1 1 3 1 2 1 1 5 1 1 1 1 2 1 2 4 7 1 1 2 1 1 1 1 2 1 1 2 31 fcj 1 1 1 3 1993-94 BUDGET 1 1 1 3 1 3 0 1 5 1 1 1 1 2 1 2 4 7 1 1 2 1 1 1 1 2 1 1 2 31 1 1 1 3 REQUEST OVER (UNDER) 1992-93 ALLOCATED 0 1 -1 0 0 0 0 0 0 0 0 0 0 39 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION 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 SPECIALIST TOTAL PARK MAINTENANCE TREE MAINTENANCE PARKS & RECREATION DIRECTOR PARK SUPERINTENDENT PARK SUPERVISOR TREE TRIMMER LEADWORKER TREE TRIMMER II TOTAL TREE MAINTENANCE MEDIAN MAINTENANCE PARK SUPERVISOR PARK MAINTENANCE WORKER II TOTAL MEDIAN MAINTENANCE RECREATION OPERATIONS RECEPTIONIST/CASHIER RECREATION SPECIALIST I TOTAL RECREATION DERATIONS RECREATION FEE SUPPORTED RECREATION SUPERINTENDENT 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 1992-93 NUMBER ALLOCATED 1111 0.6 1 1 1 1 4.6 0.6 1 5 11 1 18.6 0.4 0.4 0.5 2 3 6.3 0.5 1 1.5 3 1 4 1 3 1 2 7 1 1 1 1 1 3 46 1993-94 BUDGET 0.6 1 1 1 1 4.6 0.6 1 5 11 1 18.6 0.4 0.4 0.5 2 3 6.3 0.5 1 1.5 3 1 4 1 3 2 0 6 1 1 1 1 1 3 45 REQUEST OVER (UNDER) 1992-93 ALLOCATED 0 0 0 0 0 0 1 -2 -1 0 0 A 40 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION HSJ^§S^l^^ltlS6Sl^i8E(^^^y' - !,"'•• ~ "| ADMINISTRATION UTILITIES/MAINTENANCE DIR ASSTUTIL/MAINTDIR MGR OF RESEARCH & ANALYSIS SECRETARY II SECRETARY 1 CLERK TYPIST II TOTAL ADMINISTRATION STREET MAINTENANCE ENGINEERING TECHNICIAN II STREET MAINTENANCE SUPT STREET MAINTENANCE SUPERV STREET MAINTENANCE WORKER III STREET MAINTENANCE WORKER II MAINTENANCE WORKER 1 TOTAL STREET MAINTENANCE TRAFFIC SIGNAL MAINTENANCE ENGINEERING TECHNICIAN II TOTAL TRAFFIC SIGNAL MAINTENANCE STREET LIGHTING ELECT OPERATIONS SUPERVISOR ELECTRICIAN II ELECTRICIAN 1 ENGINEERING TECHNICIAN II TOTAL STREET LIGHTING BUILDING MAINTENANCE BUILD ING MAI NT SUPT BUILDING MAINT SUPERV SENIOR BUILDING MAINT WORKER BUILDING MAINT WORKER II BUILDING MAINT WORKER 1 CUSTODIAN II CUSTODIAN TOTAL BUILDNG MAINTENANCE VEHICLE MAINTENANCE ASST UIM DIR/FLEET MAINT SUPERT EQUIPMENT MECHANIC SUPERVISOR EQUIPMENT MECHANIC II ACCOUNT CLERK II TOTAL VEHICLE MAINTENANCE TOTAL UTILITIES/MAINTENANCE P^^^^^i^^pi^P^^^PIttl^ REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT DIR SR MANAGEMENT ANALYST CLERK TYPIST II SECRETARY II TOTAL REDEVELOPMENT AGENCY 1992-93 NUMBER ALLOCATED I 1 1 1 1 1 1 6 0.5 1 2 6 13 1 23.5 0 0 1 1 1 0.5 3.5 1 1 1 1 1 1 9 15 1 1 3 1 6 54 I 0.5 2 1 1 4.5 1993-94 BUDGET 1 1 1 1 1 1 6 0 1 2 6 11 3 23 0.5 0.5 1 1 1 0.5 3.5 1 1 1 1 2 1 8 15 1 1 3 1 6 54 0.25 1.25 0.75 0.75 3 REQUEST OVER (UNDER) 1992-93 ALLOCATED 0 -0.5 -2 2 -0.5 0.5 0.5 0 1 -1 0 0 0 -0.25 -0.75 -0.25 -0.25 -1.5 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION AFFORDABLE HOUSING HOUSING & REDEVELOPMENT DIR SR MANAGEMENT ANALYST MANAGEMENT ANALYST TOTAL AFFORDABLE HOUSING HOUSING HOUSING PROGRAM MANAGER HOUSING SPECIALIST I MANAGEMENT ANALYST SECRETARY II CLERK TYPIST II TOTAL HOUSING BLOCK GRANT HOUSING & REDEVELOPMENT DIR SR MANAGEMENT ANALYST MANAGEMENT ANALYST TOTAL BLOCK GRANT 1992-93 NUMBER ALLOCATED 0.5 0.5 0 1 1 1 1 0 1 4 0 0 0.5 0.5 1993-94 BUDGET 0.5 0.25 0.25 1 1 1 1 0.25 1.25 4.5 0.25 0.5 0.75 1.5 REQUEST OVER (UNDER) 1992-93 ALLOCATED -0.25 0.25 0 0.25 0.25 0.5 0.25 0.5 0.25 1 TOTAL HOUSING & REDEVELOPMENT 10 10 GENERAL MANAGER DISTRCT ENGINEER ADMINISTRATIVE MANAGER OPERATIONS SUPERINTENDENT SYSTEMS OPERATION SUPERVISOR METER SHOP SUPERVISOR MANAGEMENT ANALYST ASSOCIATE ENGINEER CONSTRUCTON/MAINT SUPERVISOR CONSTRUCTON/MAINT WORKER I CONSTRUCTON/MAINT WORKER II ENGINEERING OFFICE ASSISTANT II ACCOUNTING SUPERVISOR ACCOUNTING TECHNICIAN ACCOUNT CLERK I ACCOUNT CLERK II ENGINEERING TECHNICIAN III ENGINEERING SECRETARY EQUIPMENT OPERATOR FACILITY MAINT LEADWORKER METER SERVICES WORKER I METER SERVICES WORKER II METER SERVICES WORKER III CROSS CONNECTION CONTROL TECH RECEPTIONIST RECEPTIONIST/CASHIER SECRETARY II CLERK TYPIST II SERVICE COORDINATOR SR CONSTRUCTION/MAINT WORKER SR SYSTEMS OPERATOR STOREKEEPER 1 1 1 1 1 1 1 3 1 2 1 1 0 0 1 3 1 1 1 1 2 4 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 2 1 1 1 1 1 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 -2 42 CITY OF CARLS BAD PERSONNEL ALLOCATIONS FOR 1992-93 AND 1993-94 BY DEPARTMENT AND CLASSIFICATION WATER CONSERVATION SPECIALIST SYSTEMS OPERATOR I SYSTEMS OPERATOR II VALVE TECHNICIAN SR VALVE TECHNICIAN TOTAL CMWD ADMINISTRATION l^fci^llH^PM JSSfiSR ENGINEERING TECHNICIAN II TOTAL CMWD - RECLAIMED WATER pi^&"-"^ANitAtioK. v " :..:. MAINTENANCE SUPERINTENDENT SANITATION SUPERVISOR METER READER/REPAIRER II UTILITY MAINT WORKER II UTILITY MAINT WORKER III UTILITY SYSTEM OPERATOR II UTILITY SYSTEM OPERATOR III TOTAL CMWD - SANITATION TOTAL CMWD KJ^fOTAL" .-t^..:.."^" "/."... 1992-93 NUMBER ALLOCATED 1 1 3 1 1 44 1 1 1 ...::i i1 2 3 2 1 1 11 56 ',1 522 1993-9-1 BUDGET 1 0 4 1 • 1 - 44 1 1 1 1 2 3 2 1 1 11 56 521 REQUEST OVER (UNDER) 1992-93 ALLOCATED -1 1 0 0 0 0 -1 1993-94 UNFUNDED POSITIONS: POSITION: NO. OF POSITIONS Managment Analyst (Library) Library Assistant II Library Assistant I Assistant U/M Director Street Maint Worker II TOTAL 43 44 General Government PROGRAM: CITY COUNCIL FUND: GENERAL DEPARTMENT: CITY COUNCIL ACCT NO. 001-1010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 129,245 19,211 4,353 $ 152,809 1 1991-92 ACTUAL $ 139,006 15,633 0 $ 154,639 1 1992-93 BUDGET $ 133,518 25,850 0 $ 159,368 1 1993-94 BUDGET $ 139,478 28,200 0 $ 167,678 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: 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. PERFORMANCE OBJECTIVES: 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 commu- nity through the policy development process. SIGNIFICANT CHANGES: None. 45 PROGRAM: CITY MANAGER FUND: GENERAL DEPARTMENT: CITY MANAGER ACCT NO. 001-1020 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 418,104 92,766 13,608 $ 524,478 7 1991-92 ACTUAL $ 576,828 50,048 2,680 $ 629,556 8 1992-93 BUDGET $ 611,070 50,202 0 $ 661,272 8 1993-94 BUDGET $ 666,716 82,590 0 $ 749,306 8 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: Assist Council in meeting annual goals. Policy Development: Assist Council in policy devel- opment. PERFORMANCE OBJECTIVES: 1. Submit a balanced budget to the City Council. Provide quarterly fiscal updates to the Council. 1. Accomplish objectives set forth by each City depart- ment. 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.) 1. Provide accurate, timely information, develop potential alternatives and professional recommenda- tions by staff. SIGNIFICANT CHANGES: This program now includes costs associated with the public information program. Some Maintenance and Operation costs and one Senior Management Analyst position from the Research Office were also transferred into the City Manager's budget. 46 PROGRAM: CITY CLERK FUND: GENERAL DEPARTMENT: CITY CLERK ACCT NO. 001-1030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 6,824 20,168 0 $ 26,992 0 1991-92 ACTUAL $ 7,358 8,783 0 $ 16,141 0 1992-93 BUDGET $ 6,600 22,100 0 $ 28,700 0 1993-94 BUDGET $ 6,680 11,000 0 $ 17,680 0 WORK PROGRAM: The City Clerk's Department is responsible for performance of duties as defined in the Government Code and the Carlsbad Municipal Code. PROGRAM ACTIVITIES: Election Services: Serves as the City's Election Officer responsible for conducting the Municipal Elections. Fair Political Practices Commission (FPPC) Filings: Serves as City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes receipt and review of Campaign Statements and Statements of Economic Interest. Council Meeting Record of Proceedings: Keeps an accurate record of proceedings of the legislative body as required by the Government Code. WORKLOAD MEASURES: CY/1991 CY/1992 1. Elections: None 1. Filings: 29 Campaign Statements 326 Statements of Economic Interest 1. Council Minutes: 91 1 General 58 Campaign Statements 346 Statements of Economic Interest 83 Administrative Services: Maintains custody of City Seal; maintains City records which include filing of records and certification of copies; publishes ordi- nances and notices of public hearings; receives all claims filed. 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. SIGNIFICANT CHANGES: Decreased expenses reflect no election during 1993-94. 1. Claims Filed: 138 2. Public Hearing Notices: 49 3. Ordinances Published: 52 1. Meetings Held: 49 Council 142 43 33 49 Council 32 CMWD Board 20 H&R Comm. 1 Parking Auth. 1 Building Auth. 47 PROGRAM: CITY ATTORNEY FUND: GENERAL DEPARTMENT: CITY ATTORNEY ACCT NO. 001-1210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 373,580 40,195 8,391 $ 422,166 5 1991-92 ACTUAL $ 330,555 61,489 2,757 $ 394,801 5 1992-93 BUDGET $ 309,640 58,823 0 $ 368,463 5 1993-94 BUDGET $ 408,529 44,445 0 $ 452,974 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, 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: Increased Personnel costs reflect full year funding for the Assistant City Attorney position. Maintenance and Operation budget reductions are a result of decreased use of outside legal services for litigating specific issues. 48 PROGRAM: FINANCE FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 630,679 293,540 13,534 $ 937,753 17 1991-92 ACTUAL $ 663,380 339,486 2,778 $ 1,005,644 16 1992-93 BUDGET $ 729,293 165,385 3,000 $ 897,678 14 1993-94 BUDGET $ 771 ,492 230,020 0 $ 1,001,512 14 WORK PROGRAM: The Finance Department pays the bills and collects the revenue for the City, maintains accurate and timely financial records, and provides necessary information on financial status and forecasts to the City Manager and City Council. PROGRAM ACTIVITIES: Budget Management: Develop an annual budget identifying operating and capital programs and their costs for future years. Assessment DIstrlct/CFD Administration: Provide financial management of 1913/15 Act Assessment and Mello-Roos Districts. Long-Range Financial Planning: Assist in providing long-range financial planning services, including long- range operating revenue and expense forecasts. 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. PERFORMANCE OBJECTIVES: 1. Prepare annual capital and operating budgets which include program activity and output mea- sures or performance objective statements. 2. Monitor expenditures monthly to insure budgetary integrity. 1. Issue bonds for initial capital projects when re- quired. 2. Document systems and procedures to administer CFDNo. 1. 3. Document procedures to administer Alga Rd. Assessment District. 1. Update and present results of fiscal impact analy- sis of General Plan. 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. Perform needs assessment/economic analysis for accounting software. 2. Provide City Management and Council with timely monthly financial reports. 1. Audit 40 major retailers and businesses; 3 major hotels/motels; all franchise fees. 2. Review Carlsbad Convention and Visitors Bureau for compliance. SIGNIFICANT CHANGES: None. 49 PROGRAM: CASH MANAGEMENT FUND: GENERAL DEPARTMENT: CITY TREASURER ACCT NO. 001-1320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 29,142 41,670 0 $ 70,812 0 1991-92 ACTUAL $ 25,597 45,219 5,659 $ 76,475 0 1992-93 BUDGET $ 26,955 58,425 0 $ 85,380 0 1993-94 BUDGET $ 43,296 58,090 0 $ 101,386 .75 WORK PROGRAM: Perform the duties and responsibilities set forth in the California government Code and the Carlsbad Municipal Code. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 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 invest- ment of public funds. Recordkeeplng: Develop and maintain records for all investments and investment income. Verify receipt and correctness of investments made. 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 accounts. 3. Develop request for bids for banking services; evaluate bids and initiate action to award contract; monitor adequacy of banking services; arrange for line of credit. 1. Determine amount, type, and term of investment; endeavor to invest all idle funds at all times. 2. Solicit telephone bids from financial institu- tions/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. Maintain data base of cash projections, investments, interest rates, and interest income. Reconcile bank's report of safekeeping with data base. 2. Maintain records to insure that all interest income is received when due. 3. Verify accuracy of confirmations with investments made. (continued) 50 PROGRAM: FUND: DEPARTMENT: CASH MANAGEMENT GENERAL CITY TREASURER PAGE TWO ACCT NO. 001-1320 PROGRAM ACTIVITIES: Reporting: Develop and prepare monthly and annual reports to the City Council regarding cash manage- ment 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. PERFORMANCE OBJECTIVES: 1. Provide City Council with timely monthly reports of investment activities, related to investment policy requirements. 3. Provide City Council with annual report reviewing past fiscal year and projecting portfolio performance for next fiscal year. 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 Invest- ment Review Committee; develop recommenda- tions to modify; ensure compliance with the Califor- nia Government Code. SIGNIFICANT CHANGES: Increased Personnel costs reflect the addition of a three quarter time Treasurer's Assistant with benefits which was previously staffed at half time. 51 PROGRAM: AUDIT FUND: GENERAL DEPARTMENT: FINANCE ACCT NO. 001-1330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 15,650 0 $ 15,650 0 1991-92 ACTUAL $ 0 33,875 0 $ 33,875 0 1992-93 BUDGET $ 0 39,100 0 $ 39,100 0 1993-94 BUDGET $ 0 38,000 0 $ 38,000 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. SIGNIFICANT CHANGES: None. 1. Complete Audit and submit to Council and City Manager by December 31, 1993. 52 PROGRAM: PURCHASING FUND: GENERAL DEPARTMENT: PURCHASING ACCT NO. 001-1410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 194,984 150,933 6,134 $ 352,051 6 1991-92 ACTUAL $ 247,243 125,112 1,680 $ 374,036 6 1992-93 BUDGET $ 232,892 127,637 10,500 $ 371,029 5 1993-94 BUDGET $ 231,013 120,640 0 $ 351,653 5 WORK PROGRAM: The Purchasing Department procures goods, services and equipment to meet the needs of the City's departments and divisions. PROGRAM ACTIVITIES: Bids and Quotations: Request bids, quotations and proposals for supplies, services and equipment. Product/Service and Public Works Contracts: Provide administrative support for product/service annual contracts and public works contracts. Central Stores: Provide ordering, receiving, storing and delivery of office and special supplies. Messenger and Mail Service; Provide twice-daily inter-departmental mail service to City facilities, and daily pick-up, posting/delivery of U.S. Mail to City Hall. Surplus Property: Manage the transfer and disposal of City property and lost/unclaimed Police property. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: 1. Update and maintain formal bid and quotation files. 2. Prepare Vendor's List by commodities. 3. Maintain the minority and women-owned businesses file. 1. Maintain tickler file for annual product/service contracts. 2. Develop new annual contracts. 3. Maintain current Contractor's list with classifications. 1. Review usage of items, make adjustments on slow- moving items. Add new items as needed, including recycled products. 2. Update stores catalog semi-annually and distribute new catalog annually. 1. Review and update messenger route and services. 2. Reduce overall postage costs for mail services. 1. Maintain inventory of surplus City property. 2. Direct disposal of surplus and lost/unclaimed police property as needed. 53 PROGRAM: FUND: DEPARTMENT: HUMAN RESOURCES GENERAL HUMAN RESOURCES ACCT NO. 001-1510 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 476,835 392,304 32,860 $ 901,999 8 1991-92 ACTUAL $ 364,931 408,517 4,468 $ 777,916 8 1992-93 BUDGET $ 406,145 369,839 0 $ 775,984 7 1993-94 BUDGET $ 435,095 317,831 0 $ 752,926 7 WORK PROGRAM: Provide service to City departments for their human resources needs; administer personnel functions such as classification compensation, training, benefits, recruitment and selection; 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 guide- lines, training, new employee orientations, contempo- rary 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 disabled applicants. Classification and Compensation: Continually review and maintain the City's compensation and classification system. Benefits: Administer and direct all the City's compre- hensive employee benefit programs. Update and modify programs as necessary. Employee and Organizational Development: Provide services to the organization in the areas of employee development and organizational development. PERFORMANCE OBJECTIVES: 1. Conduct any recruitment with the objective of attracting well qualified applicants for available positions. 2. 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. 1. Educate employees relative to their benefits. 2. Communicate and respond to questions and inqui- ries 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 employ- ment with the City of Carlsbad. SIGNIFICANT CHANGES: Increased Personnel costs represent full year funding for the Compensation and Benefits Manager. 54 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE DEPARTMENT: HUMAN RESOURCES ACCT NO. 613-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 1,381,892 0 $ 1,381,892 0 1991-92 ACTUAL $ 0 1,650,116 0 $ 1,650,116 0 1992-93 BUDGET $ 0 2,130,906 0 $ 2,130,906 0 1993-94 BUDGET $ 0 1,950,000 0 $ 1,950,000 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. 55 PROGRAM: RESEARCH FUND: GENERAL DEPARTMENT: RESEARCH ACCT NO. 001-1610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 219,218 133,451 4,187 $ 356,856 4 1991-92 ACTUAL $ 245,183 40,735 0 $ 285,918 4 1992-93 BUDGET $ 144,659 15,067 0 $ 159,726 0 1993-94 BUDGET $ 0 0 0 $ 0 0 SIGNIFICANT CHANGES: During the 1992-93 Budget revisions this program was disbanded. Two staff members transferred to Utilities and Maintenance Administration and one staff member transferred to the City Manager's office. 56 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 001-1710 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 270,793 118,047 224,648 $ 613,489 6 1991-92 ACTUAL $ 253,753 109,117 11,132 $ 374,002 6 1992-93 BUDGET $ 290,174 83,190 0 $ 355,864 6 1993-94 BUDGET $ 300,353 87,200 0 $ 387,353 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 18 City Boards, Commissions, and Committees. PROGRAM ACTIVITIES: Duplication Equipment: Keep the City Hall copy machine operational by provision of key operator servi- ces, supplies, and current maintenance agreement. Telecommunication Service: Maintain the telecom- munications and call processing networks for all City facilities, and approve and order all additions and modifications to that network. Records Management Services: Maintain 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. City Clerk Staff Support Services: Assist public and City departments with requests for information; provide research services concerning Council action since City incorporation on 7-16-52; provide maintenance and quarterly supplement service for subscriptions to the Carlsbad Municipal Code; prepare and post agendas in accordance with "Brown Act" for Council, CMWD Board, and H&R Commission meetings; process, index, and file all Council Meeting documents (agenda bills, resolutions, ordinances); process documents to the Recorder; and process contracts and agreements. WORKLOAD MEASURES: CY/1991 CY/1992 1. Copies: 979,378 814,860 1. 81 outgoing trunks 79 7 La Jolla FX lines 2 5 WATS lines 2 86 OPX lines 87 499 Instruments 501 172 Additional circuits 190 and phone lines 682 voice mail boxes 730 1. Entries Indexed: 1,398 2. Pages Filmed: 66,521 3. Storage: 122 boxes of files 5 micro boxes 1. Documents Processed: 77 Agendas 126 618 Agenda Bills 604 438 Resolutions 446 52 Ordinances 33 332 Documents to 338 Recorder 249 Contracts 278 Agreements 100 Subscriptions to 101 Municipal Code trunks FX lines WATS lines OPX lines Instruments Additional circuits and phone lines voice mail boxes 953 Cut from Budget 121 boxes of files 10 micro boxes Agendas Agenda Bills Resolutions Ordinances Documents to Recorder Contracts Agreements Subscriptions to Municipal Code (continued) 57 PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 001-1710 PROGRAM ACTIVITIES: WORKLOAD MEASURES: CY/1991 CY/1992 Minutes Service: Provide minutes for City Boards, 1. Minutes for 17 Minutes for 18 Commissions and Committees. Boards, Commissions, Boards, Commissions, and Committees. and Committees. SIGNIFICANT CHANGES: None. 58 PROGRAM: DATA PROCESSING FUND: INTERNAL SERVICE DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 640-1720 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 262,549 450,235 0 $ 712,784 5 1991-92 ACTUAL $ 253,206 491,408 0 $ 744,614 4 1992-93 BUDGET $ 249,528 443,666 5,090 $ 698,284 4 1993-94 BUDGET $ 251,853 423,635 0 $ 675,488 4 WORK PROGRAM: Provide resources that will support departments in the performance of work tasks through automation. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Mini Computers: Maintain all hardware and software on two HPSOOO's and one DEC VAX. One HP3000 is a general use computer for many applications and all departments. The other HP3000 is used by the Library for on-line 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 net- work. New Applications: Implement new applications, upgrade and enhance existing applications according to user needs. This requires an analysis of the function being automated, determining the appropriate hardware platform, and performing market research for available solutions. Actual implementation may involve the purchase of hardware and software or developing the application in-house. 1. Ensure that the City's mini computers remain operational with minimum downtime. 2. Provide necessary support for all software applica- tions. 1. Ensure availability of hardware maintenance for the City GIS workstations. 2. Provide software support for GIS, including applica- tion development. 1. Ensure availability of hardware maintenance for all components of the City's wide area network in- cluding 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. 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: None. 59 PROGRAM: RISK MANAGEMENT FUND: GENERAL DEPARTMENT: RISK MANAGEMENT ACCT NO. 001-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 115,474 98,882 0 $ 214,356 2 1991-92 ACTUAL $ 92,101 101,044 0 $ 193,145 2 1992-93 BUDGET $ 108,326 90,000 0 $ 198,326 2 1993-94 BUDGET $ 0 0 0 $ 0 0 WORK PROGRAM: The Risk Management Department administers the Insurance/Self-lnsurance Program, directs the Loss Prevention/ Training Program, and controls the administration of the Claims Management Program. PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Insurance/Self-lnsurance: 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-insur- ance funds. Claims Management: Directs and administers the Claims Management Program for worker's compen- sation, property, casualty and general liability by utilizing a combination of in-house servicing and third party contract administration. Litigation Management: Works in conjunction with the City Attorney's Office and outside counsel to monitor, control and resolve litigated matters in the areas of worker's compensation, property, casualty and general liability. Loss Prevention/Training: Provides direction, pro- gramming and training for various City departments in order to minimize the potential risk of future losses. 1. Reduce the level of risk exposure by continuing to search for sources of coverage through traditional markets and any other available sources. 1. Continue to enhance communication with employ- ees, medical care providers and third party adminis- trators. 1. Provide necessary support to City Attorney's office and outside counsel. 1. Write modified duty and safety incentives programs. 2. Ensure OSHA training requirements are met by helping departments establish a calendar system for annual safety training. Special Event/Facility Use Programs: Assist with the administration of the Special Event/Facility Use Pro- grams in order to ensure compliance with Council Policies established for the protection of the partici- pants, sponsors, spectators and City. 1. Revise the Special Events Policy to complement the Special Events Ordinance. SIGNIFICANT CHANGES: Administrative expenses for the Workers' Compensation Self-Insurance fund and the General Liability Self-Insurance fund have been moved to these funds. These expenses can then be allocated to the departments as part of the Internal Service fund charging procedure. 60 PROGRAM: FUND: DEPARTMENT: WORKERS' COMPENSATION SELF-INSURANCE RISK MANAGEMENT ACCT NO. 611-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 1,208,183 0 $ 1,208,183 0 1991-92 ACTUAL $ 0 706,408 0 $ 706,408 0 1992-93 BUDGET $ 0 1,035,769 0 $ 1,035,769 0 1993-94 BUDGET $ 70,836 776,000 0 $ 846,836 1 WORK PROGRAM: The Workers' Compensation Self-Insurance Fund is a part of the City's Risk Management Program. PROGRAM ACTIVITIES: Workers' Compensation Claims: The fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. PERFORMANCE OBJECTIVES: 1. Continue to enhance communication with employ- ees, medical care providers and third party adminis- trators. SIGNIFICANT CHANGES: Administrative costs have been transferred from the General Fund to the Self-Insurance Fund, as reflected in the increased Personnel costs. This will allow overhead charges to be allocated out through the Internal Service Fund. 61 PROGRAM: FUND: DEPARTMENT: GENERAL LIABILITY SELF-INSURANCE RISK MANAGEMENT ACCT NO. 612-1910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 282,320 0 $ 282,320 0 1991-92 ACTUAL $ 0 603,308 0 $ 603,308 0 1992-93 BUDGET $ 0 850,000 0 $ 850,000 0 1993-94 BUDGET $ 39,782 911,770 0 $ 951,552 1 WORK PROGRAM: The General Liability Self-Insurance Fund is part of the City's Risk Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: General Liability Claims: The fund is utilized to provide payment for settlements, costs and defense expenses incurred as the result of general liability claims made against the City. It is also utilized to pay for related administration and insurance expenses. 1. Provide necessary support to City Attorney's office and outside counsel. SIGNIFICANT CHANGES: Administrative costs have been transferred from the General Fund to the Self-Insurance Fund, as reflected in the increased Personnel costs. This will allow overhead charges to be allocated out through the Internal Service Fund. 62 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 1990-91 1991-92 1992-93 1993-94 ACTUAL ACTUAL BUDGET BUDGET 10-41-2993 Community Promotion 220,375 194,634 302,809 205,000 10-50-2993 Community Contributions 82,430 80,530 75,000 75,000 10-50-2490 Beach Parking 18,000 36,000 36,000 19-67-1922 Hosp Grove Debt Service 876,585 305,970 738,050 813,600 19-90-2340 Leases (mandated & contractual) 19-90-2489 Animal Regulation Contract 19-90-2520 Dues and Subscriptions 19-90-2999 Contingencies (Budget request) 62-10-2211 Street Lighting Assessment 161-4122 Tree Maintenance Assessment 19-90-2198 Golf Course Contribution 113,541 78,106 24,877 1,700,000 28,000 96,700 740,000 210,000 82,037 23,742 2,000,000 28,000 81,200 329,800 130,500 111,150 26,500 112,367 28,000 66,140 565,200 87,000 112,000 29,400 593,829 28,000 66,140 0 19-90-2477 Property Tax Administration Fee 83,906 81,296 162,000 200,000 001-1051 Hiring Hall 65,000 80,000 80,000 19-90-2479 Bond Service &2921 10,215 16,900 18,400 63 64 Public Safety PROGRAM: POLICE FUND: GENERAL/ASSET FORFEITURE DEPARTMENT: POLICE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 6,828,484 1,702,216 117,382 $ 8,666,082 107 1991-92 ACTUAL $ 7,253,682 1,777,751 15,232 $ 9,046,665 108 1992-93 BUDGET $ 7,226,675 1,785,664 0 $ 9,012,339 108 1993-94 BUDGET $ 7,243,997 1,957,985 38,300 $ 9,240,282 108 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. Investigations Division: Provide follow-up and investigation of crimes, diversion of juvenile offenders, enforcement of vice/narcotics violations and prepare court cases for prosecution. Technical Services Division: Provide support to all divisions in the form of communications, records, crime prevention, training and recruitment, the DARE program, and technological development. Community Relations: Monitor community concerns and needs, maintain positive relationship with commu- nity, and develop programs responsive to community needs. PERFORMANCE OBJECTIVES: 1. Maintain a six minute or less response time City wide for Priority One calls. 1. Investigate and follow-up crimes and incident reports. 1. Maintain crime prevention activities in the commu- nity including Neighborhood Watch and community presentations. 2. Maintain 2 full-time DARE officers for drug abuse education in elementary, junior high, and high schools. 1. Continue citizen survey program and conduct focus group interview. 2. Continue positive relationship with media, provide Business Liaison services, and expand community relations activities. 3. Maintain Citizen "Ride-Along" program. SIGNIFICANT CHANGES: The DARE and Juvenile Diversion programs are again funded with Police Asset Forfeiture funds for a total of $216,710. This budget reflects numerous inter-program transfers to more accurately align expenditures. 65 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 207,150 257,978 0 $ 465,128 3 1991-92 ACTUAL $ 279,044 401,581 0 $ 680,625 4 1992-93 BUDGET $ 296,164 479,402 0 $ 775,566 3 1993-94 BUDGET $ 247,682 450,344 0 $ 698,026 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 Programs: Develop and manage programs which reduce crime, encourage citizen participation, and improve community safety. Organizational Development: Assist staff with indivi- dual and group development. Division Support: Provide support to department divisions to assist with meeting goals. Leadership; Provide department staff with the know- ledge and training necessary to carry out the depart- ment's mission. 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. 1. Enroll 5 employees in "Investment in Excellence- training. 1. Enhance resources for divisions such as manage- ment information systems, statistical analysis, and program management and analysis. 1. Enhance communications among staff and divi- sions; reinforce department's and City's Statement of Values. SIGNIFICANT CHANGES: None. 66 PROGRAM: OPERATIONS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 3,674,008 713,243 47,085 $ 4,434,336 54 1991-92 ACTUAL $ 3,984,105 576,794 0 $ 4,560,899 54 1992-93 BUDGET $ 3,738,640 570,020 0 $ 4,308,660 53 1993-94 BUDGET $ 3,793,905 644,138 25,500 $ 4,463,543 53 WORK PROGRAM: Provide emergency services, service calls, preventive 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. Reports: Respond to calls for service. Take crime reports, investigate crimes, and self initiate investiga- tions of crimes and incidents. Response Time: Respond to Priority One (emer- gency) calls for service in less than six minutes. Preventive Patrol: Provide preventive patrol to reduce the opportunity for crime. Preventive patrol is the percent of annual hours not spent responding to calls, thereby freeing an officer to do preventive patrol. WORKLOAD MEASURES: 1990 1991 1992 1. Calls for Service: 63,738 71,360 64,813 1. Reports: 11,827 12,030 1. Response Times: 4.8 min. 4.8 min. 1. Patrol Time percentage: n/a* 27% * Data not available 10,755 5.0 min. 29% SIGNIFICANT CHANGES: None. 67 PROGRAM: INVESTIGATIONS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 876,092 198,170 22,546 $ 1,096,808 12 1991-92 ACTUAL $ 982,927 207,927 0 $ 1,190,854 14 1992-93 BUDGET $ 993,245 163,349 0 $ 1,156,594 14 1993-94 BUDGET $ 977,901 207,514 12,800 $ 1,198,215 14 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: Clearance rates for FBI Index crimes for: Violent Crimes - includes homicide, rape, robbery and aggravated assault.* Property Crimes - includes burglary, larceny theft and motor vehicle theft.* Property Recovery: Dollar value of property recov- ered as a percentage of dollar value of all property stolen. Juvenile Diversion: The diversion of juveniles, both delinquent and pre-delinquent, within and prior to the criminal justice system for rehabilitative opportunities. * 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). WORKLOAD MEASURES: 1. 1990 No. of Reports: 1,729 1. Clearance Rates: 49% 22% 1991 1,614 39% 18% 1. Property Recovery Rates: 43% 33% 1. Juveniles Diverted: N/A** N/A** 1992 1,455 39% 12% 48% 294 ** N/A due to implementation of new recordkeeping system. Numbers previously given were not comparable. SIGNIFICANT CHANGES: The Juvenile Diversion Program continues to be funded through the Police Asset Forfeiture fund. 68 PROGRAM: FUND: DEPARTMENT: JUVENILE DIVERSION POLICE ASSET FORFEITURE POLICE ACCT NO. 121-2130 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 0 0 $ 0 0 1991-92 ACTUAL $ 0 0 0 $ 0 0 1992-93 BUDGET $ 10,000 72,800 0 $ 82,800 0 1993-94 BUDGET $ 10,000 73,050 0 $ 83,050 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: 1990 1991 1992 1. Number of Juvenile participants: n/a* n/a* 294 * n/a due to implementation of recordkeeping system. Numbers previously given were not comparable. SIGNIFICANT CHANGES: Expenses associated with Juvenile Diversion continue to be paid through asset forfeiture funding. This program is staffed by two contract employees. 69 PROGRAM: FUND: DEPARTMENT: D.A.R.E. POLICE ASSET FORFEITURE POLICE ACCT NO. 121-2141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 0 0 $ 0 0 1991-92 ACTUAL $ 122,917 4,237 0 $ 127,153 2 1992-93 BUDGET $ 121,446 9,169 0 $ 130,615 2 1993-94 BUDGET $ 128,370 4,200 0 $ 215,620 2 WORK PROGRAM: Assist elementary, junior high, and high school students in recognizing and resisting the pressures exerted on them to experiment with drugs. PROGRAM ACTIVITIES: Student Education: Provide drug abuse prevention instruction to all Carlsbad Unified School District schools including elementary, junior high and high schools. Community Education: Assist schools and parents with drug abuse prevention programs. PERFORMANCE OBJECTIVES: 1. Reach 3,000 - 4,000 students per year at 9 elemen- tary schools, 1 junior high school, and 1 high school. 1. Attend parent-teacher meetings, provide workshops for parents and teachers, and participate in various community and school activities. SIGNIFICANT CHANGES: This program is being funded for a second year through the Police Asset Forfeiture fund. 70 PROGRAM: VICE/NARCOTICS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2131 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 227,735 25,556 1,884 $ 255,175 3 1991-92 ACTUAL $ 243,999 28,422 0 $ 272,421 3 1992-93 BUDGET $ 239,023 15,600 0 $ 254,623 3 1993-94 BUDGET $ 237,509 18,040 0 $ 255,549 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 and Misdemeanor Narcotics Arrests: The arrest of suspects for felony and misdemeanor narco- tics violations. WORKLOAD MEASURES: 1991 1. Arrests: 50 Drug and Narcotics Citations: for narcotics violations. Issuance of citations Other Activities: Includes crime cases, juvenile contacts and field interviews. 1. Cites: 1. Other: 21 37 1^992 43 30 30 SIGNIFICANT CHANGES: None. 71 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2140 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 1,322,344 425,688 44,688 $ 1,792,720 27 1991-92 ACTUAL $ 1,179,165 451,458 13,230 $ 1,643,853 25 1992-93 BUDGET $ 1,298,077 371,806 0 $ 1,669,883 25 1993-94 BUDGET $ 1,308,790 447,858 0 $ 1,756,648 25 WORK PROGRAM: Provide support to the police department in the form of police and fire emergency communications, training, crime prevention, records maintenance, automated systems coordination and recruitment personnel. PROGRAM ACTIVITIES: Communications: Provide routine and emergency communications service to police, fire and emergency medical programs. Crime Prevention: Present crime prevention and neighborhood watch programs throughout the City. Assist in community relations programs and oversee the False Alarm program. Training & Personnel: Coordinate all department training, recruit new employees, organize testing programs and conduct P.O.S.T. mandated pre-employ- ment investigations. 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. Information Systems: Maintain and develop the department's automated programs such as CAD, ARJIS, and the microcomputer network. PERFORMANCE OBJECTIVES: 1. Conduct research and development on improved systems. 1. Work with patrol division to improve participation of employees. 1. Increased on-site training to be conducted through use of satellite and interactive video disk formats. 1. Number of improved reports: 1990 1991 1992 11,927 12,030 10,755 1. Develop and upgrade program for the CAD system. SIGNIFICANT CHANGES: None. 72 PROGRAM: RESERVE OFFICERS FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2150 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 4,386 9,365 0 $ 13,751 0 1991-92 ACTUAL $ 2,735 9,982 0 $ 12,717 0 1992-93 BUDGET $ 4,000 0 0 $ 4,000 0 1993-94 BUDGET $ 4,000 1,850 0 $ 5,850 0 WORK PROGRAM: To provide support for patrol and traffic functions through the assistance of Reserve Police Officer volunteer services. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Patrol and Traffic: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover or working with officers. 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. 73 PROGRAM: TRAFFIC FUND: GENERAL DEPARTMENT: POLICE ACCT NO. 001-2160 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 516,769 90,216 1,179 $ 608,164 8 1991-92 ACTUAL $ 458,790 97,350 2,002 $ 558,142 8 1992-93 BUDGET $ 526,080 103,518 0 $ 629,598 8 1993-94 BUDGET $ 535,840 110,991 0 $ 646,831 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 City- wide. Accident Investigation: Conduct accident investiga- tions to document location, time, and cause of traffic accidents in order to provide targeted traffic enforce- ment. WORKLOAD MEASURES: 1990 1991 1992 1. Total Collisions: 1,107 952 732 1. Number of Hit and Run Investigations: 103 110 63 SIGNIFICANT CHANGES: None. 74 PROGRAM: FIRE FUND: GENERAL DEPARTMENT: FIRE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 5,656,281 803,313 57,077 $ 6,516,671 81 1991-92 ACTUAL $ 5,883,372 716,214 1,664 $ 6,601,250 81 1992-93 BUDGET $ 6,029,482 775,692 30,432 $ 6,835,606 80 1993-94 BUDGET $ 6,021,744 852,845 1,000 $ 6,875,589 80 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. 75 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 284,588 143,109 11,616 $ 439,313 2 1991-92 ACTUAL $ 292,846 109,026 0 $ 401,872 3 1992-93 BUDGET $ 289,315 110,611 0 $ 399,926 3 1993-94 BUDGET $ 299,053 117,720 0 $ 416,773 3 WORK PROGRAM: The administrative division coordinates the overall operation of the Fire Department. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Coordination: Provide program direction and planning for all divisions. Planning: Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire services. 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. 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: None. 76 PROGRAM: FIRE SUPPRESSION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 4,140,179 414,462 36,595 $ 4,591,236 60 1991-92 ACTUAL $ 4,356,760 390,466 0 $ 4,747,226 59 1992-93 BUDGET $ 4,382,933 412,374 29,632 $ 4,824,939 59 1993-94 BUDGET $ 4,419,594 467,165 1,000 $ 4,887,759 59 WORK PROGRAM: Respond to citizen requests for assistance in a timely personnel. PROGRAM ACTIVITIES: Response Levels: Maintain a high and safe level of safety services throughout the City. Training: Provide all safety personnel appropriate training in order to enhance their personal safety and also enhancing the services provided to the citizens. Service: Operations personnel will maintain a positive community profile of service, friendliness, and respon- siveness. manner with appropriate equipment and properly trained PERFORMANCE OBJECTIVES: 1. Maintain an average response time of 5 minutes or less to Priority 1 fire and medical calls for service. 2. Maintain fire apparatus equipment and facilities at a high level of readiness. 1. Provide technical training to all shift personnel on a monthly basis. 2. Continue to develop and review standard operating procedures conforming to national safety guidelines. 1. Engine companies to participate in public education programs, special community events and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. 77 PROGRAM: FIRE PREVENTION FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2230 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 320,710 39,378 0 $ 360,088 6 1991-92 ACTUAL $ 316,734 26,078 0 $ 342,812 6 1992-93 BUDGET $ 309,359 40,031 0 $ 349,390 5 1993-94 BUDGET $ 305,832 35,270 0 $ 341,102 5 WORK PROGRAM: Manage the potential for fire loss in the community through fire code enforcement and public education activities which increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: Enforcement and Engineering: Provide code en- forcement occupancy inspections in existing public buildings and those under construction. Education: Conduct and participate in informative programs for the general public on disaster prepared- ness and fire safety. PERFORMANCE OBJECTIVES: 1. Perform 300 inspections in high risk occupancies. 2. Conduct fire inspections in all City buildings annu- ally. 3. Perform code compliance reviews on an anticipated 700 construction plan submittals. 4. Perform 1,000 new construction and follow-up inspections. 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. SIGNIFICANT CHANGES: None. 78 PROGRAM: EMERGENCY MEDICAL SERVICES FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 817,205 114,652 0 $ 931,857 12 1991-92 ACTUAL $ 818,924 96,564 800 $ 915,488 12 1992-93 BUDGET $ 944,521 112,116 800 $ 1,057,437 12 1993-94 BUDGET $ 898,215 121,950 0 $ 1,020,165 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. Training: Provide all safety personnel appropriate training in order to enhance their personal safety while also enhancing the services provided to the citizens. PERFORMANCE OBJECTIVES: 1. Operate two paramedic ambulances meeting the San Diego County criteria for paramedic level care. 1. Audit paramedic requirements set by State and County regulatory agencies quarterly. 2. Conduct an annual physical fitness appraisal pro- gram 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. 79 PROGRAM: WEED ABATEMENT FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2250 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 29,619 0 $ 29,619 0 1991-92 ACTUAL $ 0 38,513 0 $ 38,513 0 1992-93 BUDGET $ 0 36,071 0 $ 36,071 0 1993-94 BUDGET $ 0 54,350 0 $ 54,350 0 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: 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. SIGNIFICANT CHANGES: Increased costs due to wet winter increasing spring growth are offset by more revenues. 80 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL DEPARTMENT: FIRE ACCT NO. 001-2260 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 93,600 62,093 8,866 $ 164,559 1 1991-92 ACTUAL $ 98,108 55,567 864 $ 154,539 1 1992-93 BUDGET $ 103,354 64,489 0 $ 167,843 1 1993-94 BUDGET $ 99,050 56,390 0 $ 155,440 1 WORK PROGRAM: To exercise and improve coordination plans that enable Carlsbad to effectively utilize it's resources in responding to, and recovering from natural or manmade disasters. PROGRAM ACTIVITIES: Training and Education: Conduct classroom and simulation training sessions for all key City staff mem- bers. Inter-Agency Planning: Continue the involvement of other agencies in the planning process providing coordination with City plans. PERFORMANCE OBJECTIVES: 1. Conduct training and exercises with City Emergency Operations Center staff on disaster preparedness. 1. Represent the City of Carlsbad in planning for coordinated disaster responses. SIGNIFICANT CHANGES: None. 81 Community Development PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 243,236 264,876 9,476 $ 517,588 6 1991-92 ACTUAL $ 268,714 284,869 0 $ 553,583 6 1992-93 BUDGET $ 327,353 156,200 0 $ 483,553 5 1993-94 BUDGET $ 353,513 231,920 0 $ 585,433 5 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: Coordination: Coordinate, guide, and direct all Community Development Departments in accompli- shing City Council goals and objectives. Communication: Facilitate increased communication between City departments, the community and outside agencies. PERFORMANCE OBJECTIVES: 1. Continue quarterly review of all inter-departmental goals and objectives. 2. Coordinate the activities of all Community Develop- ment departments at the Development Processing Counter. 3. Provide support and direction to all Community Development Departments involved with achieve- ment of the City's affordable housing, growth management and economic development goals. 1. Conduct periodic meetings and workshops to assist Community Development staff and various Commis- sions in understanding the development process, and pertinent laws and regulations. 2. Encourage departmental and interdepartmental meetings which allow Community Development staff to participate in problem identification and resolu- tions. 4. Act as a liaison between community organizations and City staff in initiating and implementing pro- grams which provide social benefit to the local population. SIGNIFICANT CHANGES: None. 83 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3020 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,210 18 0 $ 2,228 2 1991-92 ACTUAL $ 72,871 48,200 0 $ 121,071 2 1992-93 BUDGET $ 72,184 185,656 0 $ 257,840 1 1993-94 BUDGET $ 73,092 194,600 0 $ 267,692 1 WORK PROGRAM: Continue the development of a parcel based Geographic Information System, containing base layers of parcel, roadways, and street centerline and address information. 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 cerrterlines and address information. Application Development: Complete 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 GIS User Committee to develop requirements for GIS users, and to dissemi- nate 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. SIGNIFICANT CHANGES: None. 84 PROGRAM: HISTORIC PRESERVATION FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3411 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 5,727 0 $ 5,727 0 1991-92 ACTUAL $ 0 4,215 0 $ 4,215 .5 1992-93 BUDGET $ 0 5,572 0 $ 5,572 0 1993-94 BUDGET $ 0 3,550 0 $ 3,550 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. Historic Preservation Education: Participation in and the promotion of public education pertaining to historic areas and sites. Plaque Program: Recognize historic sites by identi- fying various sites with numbered plaques that will eventually be part of a historical tour. Review of Environmental Documents: Review of EIR Cultural Resource Reports. PERFORMANCE OBJECTIVES: 1. Maintain and update the Historic Resource Inven- tory. 2. Identify and recommend the historic designation of various historic sites. 1. Continue to distribute the informational preserva- tion brochure. 1. The Historic Preservation Commission will eval- uate criteria for identification of historic sites to be considered for the plaque program. 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 and Community Development Administration. 85 PROGRAM: ENGINEERING FUND: GENERAL DEPARTMENT: ENGINEERING ACCT NO. 001-3110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,396,639 801,108 52,065 $ 3,249,812 47 1991-92 ACTUAL $ 2,643,222 948,203 10,338 $ 3,601,763 50.5 1992-93 BUDGET $ 2,508,698 1,228,312 1,165 $ 3,738,175 40.5 1993-94 BUDGET $ 2,601,080 569,378 0 $ 3,170,458 40.5 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. PROGRAM ACTIVITIES: ADMINISTRATION Coordination Function: Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. Administrative and Clerical Support Function: Provides administrative and clerical support to all other divisions. Management Reporting System Function: Ensure that Management Reporting System is accurately main- tained and generates all reports on schedule. Record Keeping Function: Provide accurate records filed in a standardized and efficient manner. DEVELOPMENT Land Use Development Review: Provide comprehen- sive 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. PERFORMANCE OBJECTIVES: 1. Establish program and quarterly review process to ensure all management objectives are completed within established timeframe. 1. Complete cross training program for all department clerical staff during the 1993-94 fiscal year. 1. Generate and distribute Management Reports during the second week of each month. 1. Review and revise filing procedures. 1. Process all complete applications within 6 months (without EIR) or 12 months (with EIR). Process small projects within 3 months. 2. Maintain turnaround time for application complete- ness review of 20 days. 1. Maintain an average turnaround time of 20 days for all planchecks. 3. Reduce the number of continuing planchecks to a minimum. (continued) 86 PROGRAM: ENGINEERING FUND: GENERAL DEPARTMENT: ENGINEERING PAGE TWO ACCTNO. 001-3110 PROGRAM ACTIVITIES: Developmental Services: To ensure all Engineering questions related to land development are answered in a timely and friendly manner. TRANSPORTATION AND 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 interdepartmerrt 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. PERFORMANCE OBJECTIVES: 1. Answer all phone calls within 24 hours. 2. Provide complete engineering coverage of front counter and make initial contact with all citizen/ customers within 5 minutes. 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 pro- jects. Provide support and assistance to clients and City departments through a coordinated Capital Program. 1. Complete inspections in a timely manner. SIGNIFICANT CHANGES: Maintenance and Operations expenses are down due to less consultant time being allocated and the completion of projects during 1992-93. 87 PROGRAM: PLANNING COMMISSION FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 16,800 17,766 0 $ 34,566 0 1991-92 ACTUAL $ 16,381 11,078 0 $ 27,459 0 1992-93 BUDGET $ 16,930 13,350 0 $ 30,280 0 1993-94 BUDGET $ 18,106 13,350 0 $ 31,456 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 pro- grams for compliance with the General Plan. 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. Implementation of Growth Management Plan: Review projects for compliance with Growth Manage- ment 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. 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 Commis- sion. 1. Provide reports to the City Council on the Local Facilities Management Plans once staff has com- pleted detailed review. 2. Review annual Capital Improvement Program (CIP) for consistency with Growth Management Plan. SIGNIFICANT CHANGES: None. PROGRAM: LAND USE FUND: GENERAL DEPARTMENT: PLANNING ACCT NO. 001-3230 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 1,253,476 392,755 66,797 $ 1,713,028 24 1991-92 ACTUAL $ 1,353,969 728,451 0 $ 2,082,420 27 1992-93 BUDGET $ 1,363,010 669,633 0 $ 2,032,643 23 1993-94 BUDGET $ 1,407,247 537,798 0 $ 1,945,045 23 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 Plaa Revise General Plan as needed, to be consistent with all recently adopted land use regulations and programs. Update elements as needed. Review of Development Protects: Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compli- ance of all development proposals with the City's zoning, subdivision and environmental ordinances. Update development standards as needed. Policy Review: Provide advice to the City Council and Planning Commission regarding all policy matters relating to land use and long-range planning in the City. Provide staff support to citizen's committees and task forces as directed. 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. PERFORMANCE OBJECTIVES: 1. Conduct a comprehensive update of the General Plan -June, 1994. 2. Continue to implement the programs contained in the updated Housing Element - July, 1994. 3. Continue to prepare a Draft Citywide Habitat Man- agement Plan - January, 1994. 1. Ensure timely processing/review of projects in the City. 2. Continue to review project processing procedures to establish more efficient systems. 1. Complete update of Carrillo Ranch and Calavera Hills Master Plans - December, 1993. 2. Prepare Master Plan for Green Valley - June, 1994. 1. Provide on-going support to the Growth Manage- ment Division for technical review of all Local Facilities Management Plans. 2. Assist in on-going monitoring activities for Growth Management. 3. Establish procedures for "Excess Dwelling Unit Bank" - December, 1993. SIGNIFICANT CHANGES: Maintenance and Operation expenses have declined due to the completion of several projects during 1992-93. These projects include the General Plan update, Habitat Management Plan and Habitat Conservation Plan. 89 PROGRAM: GROWTH MANAGEMENT FUND: GENERAL DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 196,725 30,431 3,833 $ 230,989 4 1991-92 ACTUAL $ 95,574 10,286 0 $ 105,860 3.5 1992-93 BUDGET $ 96,168 13,794 0 $ 109,962 1.5 1993-94 BUDGET $ 98,41 1 7,380 0 $ 105,791 1.5 WORK PROGRAM: Implement, monitor and update the City's Growth Management Program. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Preparation and Implementation of Local Facilities Management Plans; Work with other City Depart- ments, property owners and their consultants to complete the Local Facilities Management Plans for those zones where a plan has not been adopted and to implement the provisions of adopted plans, includ- ing Financing Plans and amendments where neces- sary. Monitoring: Monitor the growth activity in the City and assess the impacts on public facilities for each of the eleven public facilities. Coordination with Finance Department: Work with Finance Department on Mello-Roos District, Zone Financing Plans, Fiscal Impact of the General Plan, and the Capital Improvement Program. Public Information: Provide Growth Management information to the public and staff. 1. Review and process Local Facilities Management Plans for Zones 10, 17, 20(A), 23, and 25. 1. Distribute monthly status report. 2. Complete and adopt Comprehensive Annual Moni- toring Report and update once. 1. Process Financing Plans for Zones 9, 14, 15, 18, and 24. 1. Meet regularly with Planning and Engineering staff to answer questions on implementation of Growth Management requirements. Keep Growth Manage- ment Notebook up to date. SIGNIFICANT CHANGES: None. 90 PROGRAM: BUILDING INSPECTION FUND: GENERAL DEPARTMENT: BUILDING INSPECTION ACCT NO. 001-3610 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 523,331 402,21 1 30,065 $ 955,607 15 1991-92 ACTUAL $ 544,558 282,664 0 $ 827,222 15 1992-93 BUDGET $ 555,913 280,085 0 $ 835,998 11 1993-94 BUDGET $ 562,459 256,834 0 $ 819,293 11 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 ques- tions 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 opera- tions 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. 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 in a 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 Enforce- ment recordkeeping system. 7. Identify code violations and work with property owners/code violators to bring the violation into compliance with City codes and ordinances. SIGNIFICANT CHANGES: Maintenance and Operation reductions reflect the decrease in expenses for a building plan checks consultant. Existing staff will absorb tasks associated with building plan checking. 91 92 Culture and Recreation PROGRAM: LIBRARY FUND: GENERAL DEPARTMENT: LIBRARY SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 1,826,428 1,003,595 64,880 $ 2,894,903 36 1991-92 ACTUAL $ 2,024,707 923,875 14,967 $ 2,963,549 36 1992-93 BUDGET $ 2,044,297 869,433 22,697 $ 2,936,427 32 1993-94 BUDGET $ 2,123,759 977,528 41,500 $ 3,142,787 32 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. 93 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 369,404 208,442 10,285 $ 588,131 9 1991-92 ACTUAL $ 337,052 242,387 0 $ 579,439 7 1992-93 BUDGET $ 332,539 205,299 0 $ 537,838 6 1993-94 BUDGET $ 339,691 250,219 0 $ 589,910 6 WORK PROGRAM: Provide leadership for the library and its ten divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinates relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: Budget Preparation and Fund Accounting: Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal records. Strategic Planning: Develop long-range plans for new and expanded library services, resources, and facilities to meet current and future needs. Community Relations: Manage programs, exhibits, graphic arts and all external public relations. Reports and Grants: Handle grants and reports at local and State levels. Internal Management: Provide leadership for the library's divisions and for the Cultural Arts office. SIGNIFICANT CHANGES: 1. Refine automated fund accounting and on-order information. 2. Monitor and distribute up-to-date account balances to all divisions. 1. Develop Strategic Plan for the library for 1993-98 by the end of 1993. 2. Review and update the library's facilities masterplan by the end of 1993. 1. Work closely with local media to promote the library. 2. Sponsor at least one program and arrange for at least two exhibits per month. 3. Produce flyers, newsletters, and other graphics for the library and other City departments (300/year). 4. In cooperation with the Friends of the Library, raise at least $15,000 through book and magazine sales. 1. Prepare detailed monthly statistics on library use. 2. Write annual reports for State and local use. 3. Manage grants supported by State and Federal funding (Literacy & Partnership for Change). 1. Supervise the library's ten divisions. 2. Manage use of facilities and resources. 3. Develop policies and procedures for all library operations. 4. By the end of 1993, brace all bookstacks in the children's area to meet seismic safety standards. Increased Maintenance and Operation costs are due to new expenses for liability, insurance and hazardous waste disposal. 94 PROGRAM: CIRCULATION SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4021 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 185,926 4,857 2,526 $ 193,309 2 1991-92 ACTUAL $ 251,018 6,297 0 $ 257,315 3 1992-93 BUDGET $ 261,723 4,850 0 $ 266,573 3 1993-94 BUDGET $ 271,619 8,850 0 $ 280,469 3 WORK PROGRAM: The Circulation Division handles check-in and check-out of library materials, both print and non-print; maintains patron records; registers new borrowers; shelves adult books and audiovisual materials; recruits and supervises volunteers; manages the Homebound Program; and circulates Braille talking books and talking book machines for the visually handicapped. PROGRAM ACTIVITIES: General Circulation: Check-out and check-in all print and non-print materials; handle renewals; sort and shelve all adult materials; open, close, and maintain the video and book return drops; process and repair damaged audiovisual items; process and track incom- plete and overdue items; rent audiovisual equipment. Patron Maintenance: Process delinquencies; collect fines and fees; register and issue cards to all library users; modify patron records. Reserves and Deliveries: Handle reserve notices for materials placed on hold; maintain a hold shelf for distribution of reserved items; sort and route deliveries of materials to and from other libraries. WORKLOAD MEASURES: 1989-90 1990-91 1. Circulation Totals: 720,012 717,869 1. Library Cards Processed: 10,260 10,650 2. Patron Modification: 32,360 30,766 1. Reserve Notices Processed: 6,176 6,607 1991-92 786,731 11,158 27,576 9,411 SIGNIFICANT CHANGES: Increased Maintenance and Operation costs include the new assessment for Liability Insurance. 95 PROGRAM: REFERENCE SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4022 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 270,790 185,327 3,365 $ 459,482 5 1991-92 ACTUAL $ 277,634 130,718 0 $ 408,352 5 1992-93 BUDGET $ 273,658 98,039 0 $ 371,697 5 1993-94 BUDGET $ 291,577 129,850 0 $ 421,427 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 and audiovisual materials; provide library instruction and tours; select new and replacement materials; give talks for community groups. Interllbrary Loan: Send to and receive from other libraries requests for books, microfilm, and photo- copies. Periodicals: Manage a collection of 662 magazines and 53 newspapers and related backfiles. Online Services: Provide public instruction in the use of self-service computer data bases. Continue to index the Carlsbad Sun using computer software. SIGNIFICANT CHANGES: None. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. Reference Questions: 59,678 64,282 68,083 1. Interlibrary Loans: 1,756 1,498 1. Periodical Requests: 47,278 48,852 1. Online Searches Paid: 196 189 1,720 60,793 99* PERFORMANCE OBJECTIVE: 1. Reinstate online searches in 1993-94 and complete indexing one year of the Carlsbad Sun. * Online searches down due to staff changes and time needed to recruit and train a new Online Coordinator to take over the job. There was also an increase in free enduser searches. 96 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4023 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSmONS 1990-91 ACTUAL $ 71,864 10,118 1,013 $ 82,995 1 1991-92 ACTUAL $ 75,525 20,302 0 $ 95,827 1 1992-93 BUDGET $ 77,454 6,850 0 $ 84,304 1 1993-94 BUDGET $ 78,060 1,050 0 $ 79,110 1 WORK PROGRAM: The Genealogy/Local History Division provides information service, instructional assistance, and research services to the public. The Division Head manages the selection, classification and organization of a collection of 35,000 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 instruction and tours; give talks to visiting groups. Coordination with NSDCGS: The North San Diego County Genealogical Society has acted as a support group for 17 years. The Division coordinates with and assists NSDCGS with fund raisers, acquisition of materials, program planning, and training of research- ers. PERFORMANCE OBJECTIVES: 1. Register 10,000 researchers. 2. Process 14,000 inquiries. 3. Plan and hold orientations for visiting groups. 1. Hold four classes per month. 2. Plan and assist with six major fund raisers, raising at least $10,000 for the year. 3. Advise an NSDCGS committee on selection of materials for proper collection development. SIGNIFICANT CHANGES: None. 97 PROGRAM: CHILDREN'S SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4030 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 158,017 30,909 944 $ 189,870 3 1991-92 ACTUAL $ 150,671 30,290 0 $ 180,961 3 1992-93 BUDGET $ 144,936 18,527 0 $ 163,463 2 1993-94 BUDGET $ 157,834 23,510 0 $ 181,344 2 WORK PROGRAM: The Children's Library serves children from preschool through Junior High, the children's library introduces young people to the wonders of reading. The Division 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. PROGRAM ACTIVITIES: General Reference Services: Respond to in-person and telephone questions, provide reader's advisory, library skills instruction, group tours, and class visits. Collection Development: Select new materials, both print and non-print, and provide collection maintenance and stack organization. There has been an increas- ingly heavy demand on the collection due to limited hours and closures at other libraries. Program Activities: Includes Summer Reading Club, special holiday and seasonal events, annual short story contest, spelling bee, pet show, and cultural enrich- ment programs. Introduces children to literature and encourages creativity. Cooperative programs with the Centre provide multi-cultural experiences. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. Reference Questions: 16,005 21,828 26,628 1. Children's Circulation: 154,376 190,791 200,685 1. Program Attendance: 20,566 10,134* 7,638* PERFORMANCE OBJECTIVES: 1. Visit Carlsbad schools and present programs at least twice a month. 2. Present at least 12 children's programs per month. SIGNIFICANT CHANGES: None. Programs now held in library where space limits attendance. Registration now required. 98 PROGRAM: TECHNICAL SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4040 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 298,755 81,374 9,711 $ 389,840 8 1991-92 ACTUAL $ 323,794 40,566 0 $ 364,360 8 1992-93 BUDGET $ 334,008 67,000 0 $ 401,008 7 1993-94 BUDGET $ 348,345 71,000 0 $ 419,345 7 WORK PROGRAM: Technical Services catalogs and prepares library materials for public use; maintains the library's online database; and manages the library's automated circulation system, online catalog, and related automated operations. PROGRAM ACTIVITIES: Processing: Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and rebinding. Database Maintenance: Adds new items to the online database and deletes information for lost or discarded materials. Circulation System and Online Catalog: Operates the library's INLEX 3000 System, including all software related activities, writes instructions, and trains staff on new features. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. Items Cataloged and Processed: 15,644 16,641 18,452 2. Items Handled Binding: 3,045 2,585 2,199 1. Items Added to Database 15,644 16,641 18,452 2. Items Withdrawn: 8,947 14,645 11,836 PERFORMANCE OBJECTIVES: 1. To ensure system availability at least 99% of hours the library is open. 2. To conduct two training sessions for staff after INLEX software updates. 3. To provide access to the library catalog from homes, businesses, and schools at least 20 hours per day. SIGNIFICANT CHANGES: None. 99 PROGRAM: FUND: COLLECTION DEVELOPMENT AND ACQUISITIONS GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4041 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 0 0 $ 0 0 1991-92 ACTUAL $ 93,676 16,756 0 $ 110,432 1 1992-93 BUDGET $ 95,111 505 0 $ 95,616 2 1993-94 BUDGET $ 98,683 1,410 0 $ 100,093 2 WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: Planning: Develop plans for the collection of mater- ials. Budgeting: Prepare division and library-wide materials budgets; monitor expenditures for department and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materials. PERFORMANCE OBJECTIVES: 1. Review and update the library's collection develop- ment profiles. 1. Track material accounts by major subjects. 2. Determine actual vendor discounts. 1. Coordinate selection and ordering of at least 10,000 new print and non-print materials. SIGNIFICANT CHANGES: None. 100 PROGRAM: MEDIA SERVICES FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4052 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 66,340 27,298 1,284 $ 94,922 1 1991-92 ACTUAL $ 67,702 18,909 0 $ 86,611 1 1992-93 BUDGET $ 70,786 15,500 0 $ 86,286 1 1993-94 BUDGET $ 71,334 18,380 0 $ 89,714 1 WORK PROGRAM: Media Services provides a wide range of professional media production services in support of all City departments and their communications needs. Services include photographic, video, audio, publication illustration, sync-slide shows, and developing and maintaining locally relevant stock image collections. PROGRAM ACTIVITIES: Public Information Media: Produce City related photographic, video and audio information for dis- tribution to newspapers, magazines, local publications, radio, TV stations and other inter-city uses. Image Research & Development: Develop and maintain a fully indexed City image retrieval and storage system for slides, prints, negatives, video, audio. Media Production Development: Provide audio, video, and photographic media services for the preser- vation and documentation of such locally significant information as oral history, historical pho- tos/documents, and exhibits of City activities. PERFORMANCE OBJECTIVES: 1. Produce at least 300 media projects in 1993-94. 1. Maintain and update a data-based image system for 27,000 slides and 7,000 prints. 2. Input image index data and file retrieval to automate system. 1. Create at least 300 City related media productions in support of City goals and objectives. 2. Participate in local and regional civic service organi- zations for the purpose of generating media produc- tions. SIGNIFICANT CHANGES: None. 101 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4060 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 80,970 26,102 0 $ 107,072 2 1991-92 ACTUAL $ 85,206 25,477 0 $ 110,683 2 1992-93 BUDGET $ 86,034 25,327 0 $ 111,361 2 1993-94 BUDGET $ 87,036 26,380 0 $ 113,416 2 WORK PROGRAM: The Adult Learning Program is the library's adult literacy service. It provides individual tutoring for English-speaking adults who need to improve their basic reading, writing and math skills in order to function effectively in daily life, achieve personal goals, and participate fully in society. PROGRAM ACTIVITIES: Tutoring: The program provides free one-to-one tutoring for English-speaking adults who need to improve their basic reading, writing and math skills. Staff develops and monitors an individual study plan for the learner. The program trains and supports volunteer tutors, tutor trainers, and office staff. Community Awareness and Referrals: The program increases community awareness and involvement in literacy through use of the local media, public speak- ing, and the cooperative strategies of the San Diego County Literacy. 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. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. Learners Instructed: 154 152 145 2. Tutors Trained: 96 101 77 3. Tutors Instructing: 134 143 131 4. Volunteer Hours Contributed: 9,806 10,895 11,047 1. Potential Learner Inquiries: 159 157 116 2. Potential Learners Referred Elsewhere: 147 174 140 3. Potential Volunteer Inquiries: 274 296 246 1. Items Circulated: 3,168 3,818 3,784 SIGNIFICANT CHANGES: None. 102 PROGRAM: LA COSTA BRANCH FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4070 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 168,717 124,017 0 $ 292,734 2 1991-92 ACTUAL $ 188,419 87,331 3,668 $ 279,418 2 1992-93 BUDGET $ 197,846 0 0 $ 197,846 0 1993-94 BUDGET $ 206,249 2,780 0 $ 209,029 0 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 exhibits and displays. PROGRAM ACTIVITIES: Reference: Assist patrons in use of the library, answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials to patrons, handle registrations, collect fees and fines and track overdue items. Collection Development: Evaluate, select and order print and non-print materials. Programs: Plan, schedule and develop programs for children. Conduct classroom visits and tours. Library Management: Manage staff, collection, volunteers, and facility. Work with local community. SIGNIFICANT CHANGES: None. WORKLOAD MEASURES: 1989-90 1990-91 1991-92 1. Reference Questions: 11,792 16,553 26,104 1. Circulation: 174,259 203,550 229,482 1. Total Items Held: 32,012 33,372 1. Program Attendance: 8,099 5,465 39,140 1,140* PERFORMANCE OBJECTIVES: 1. Prepare monthly narrative and statistical reports. 2. Hire, train, schedule and supervise staff. 3. Maintain safe, efficient facility. 4. Meet regularly with community groups and Friends representatives. * This figure has dropped significantly due to the loss of the Branch Meeting Room, which was converted to a Children's Room. Adult programs are no longer scheduled at the Branch and chil- dren's programs are now kept to smaller groups of 20 or less. 103 PROGRAM: CULTURAL ARTS FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 152,436 109,512 2,044 $ 263,992 3 1991-92 ACTUAL $ 164,460 93,734 0 $ 258,194 3 1992-93 BUDGET $ 169,060 70,883 0 $ 239,943 3 1993-94 BUDGET $ 173,331 60,649 0 $ 233,980 3 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: Community and External Relations: Maintain close contact with arts organizations, civic clubs, City depart- ments and the Arts Associates. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 1. Art in Public Places Program: - Rotating exhibit of local artists's artwork - Artwork for 1-5 interchanges 2. Provide educational opportunities and family events for all citizens: - Visiting Artists Series (two artists in the com- munity residencies) - Festejando a las Madrecitas - Make-A-Circus performance 3. Continue performing arts programming: - Jazz concerts (nine concerts in three quadrants) 1. Develop and strengthen the Arts Program through grants allocation ($13,000). 2. Implement the recommendations of the Cultural Plan according to established priorities and avail- able funding. 3. Submit grant applications to State and Federal funding agencies when applicable and request local funding support for appropriate projects. 1. Facilitate development of cultural facilities as out- lined in the Cultural Plan. 1. Information Services: Produce a monthly news- letter/calendar, send information to artists, schools and others on opportunities for development. Present workshops on funding, promotions and development opportunities. Answer inquiries by telephone. 2. Meet regularly with Arts Associates, Convention & Visitors Bureau and other arts/civic organizations. The reduced Maintenance and Operation budget eliminates funding for temporary sculpture exhibit and reduces the grants program, the visiting artists program, the jazz concerts, the newsletter and the technical assistance programs. Insurance for special events is increased and inter-departmental costs for police and recreation services is included. 104 PROGRAM: SISTER CITY FUND: GENERAL DEPARTMENT: LIBRARY ACCT NO. 001-4220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 3,209 14,037 0 $ 17,246 0 1991-92 ACTUAL $ 9,550 9,124 0 $ 18,674 0 1992-93 BUDGET $ 1,142 10,500 0 $ 11,642 0 1993-94 BUDGET $ 0 10,250 0 $ 10,250 0 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechlosovakia. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Program Coordination: Coordinate Sister City Pro- gram. SIGNIFICANT CHANGES: Part time Sister City staff was eliminated. 1. Arrange and conduct visits by one (1) adult delega- tion (11/93) and one (1) official student delegation (5/94) and various other visiting delegations. 2. Coordinate ongoing arts and culture exchange projects. 3. Coordinate Committee programs including fund raisers, festivals, and scholarship exchange pro- grams. 105 PROGRAM: CALIFORNIA LIBRARY SERVICES ACT (CLSA) FUND: STATE GRANT DEPARTMENT: LIBRARY ACCT NO. 180-8101 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 87,017 0 $ 87,017 0 1991-92 ACTUAL $ 0 140,519 0 $ 140,519 0 1992-93 BUDGET $ 0 262,810 0 $ 262,810 0 1993-94 BUDGET $ 0 248,700 0 $ 248,700 0 WORK PROGRAM: Projected reimbursements and unappropriated carryover from the California State Library to the City for loans of materials to non-residents. Payment is based on a reciprocal usage formula. PROGRAM ACTIVITIES: Administration: Reimbursements and carryover 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 all La Costa Branch M & O; for all audio materials; and for Genealogy and Children's subscriptions. Offsets general fund. SIGNIFICANT CHANGES: None. 106 PROGRAM: FUND: DEPARTMENT: PUBLIC LIBRARY FUND (PLF) STATE GRANT LIBRARY ACCTNO. 180-8110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 7,889 33,708 $ 41,597 0 1991-92 ACTUAL $ 0 3,233 11,299 $ 14,532 0 1992-93 BUDGET $ 0 22,300 17,288 $ 39,588 0 1993-94 BUDGET $ 0 1,000 41,500 $ 42,500 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). Although Carlsbad did not qualify for this grant in 1992093 or 1993094, there is an unappropriated fund balance still available. PROGRAM ACTIVITIES: Various Special Projects PERFORMANCE OBJECTIVES: 1. Develop 1993-98 Strategic Plan for the library. 2. Develop Local Area Network (LAN) for City-wide access to the library's six CD-ROM products. 3. Purchase new offset press that will be more efficient and cost effective than current 10 year-old machine to handle in-house production of library and City forms, brochures, and newsletters. SIGNIFICANT CHANGES: None. 107 PROGRAM: AUDIOVISUAL INSURANCE FUND: AV INSURANCE DEPARTMENT: LIBRARY ACCT NO. 141-4051 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 86,696 0 $ 86,696 0 1991-92 ACTUAL $ 0 58,232 0 $ 58,232 0 1992-93 BUDGET $ 0 61,043 5,409 $ 66,452 0 1993-94 BUDGET $ 0 123,500 0 $ 123,500 0 WORK PROGRAM: Special revenue fund to support library audiovisual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: Collection Development: Evaluate, select, and order new and replacement audiovisual materials. Technical Processing: Monitor necessary cataloging and processing services for both in-house and from outside vendors. PERFORMANCE OBJECTIVES: 1. Select, order, and process at least 2,000 new audiovisual materials and at least 800 new video- tapes. SIGNIFICANT CHANGES: Increased borrowing as a result of the video area remodel has resulted in higher projected revenues. Increased spending is to purchase more audio visual materials in 1993-94. 108 PROGRAM: PARKS AND RECREATION FUND: GENERAL DEPARTMENT: PARKS AND RECREATION SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,743,560 2,083,446 155,149 $ 4,982,155 49 1991-92 ACTUAL $ 2,904,795 1,990,141 89,662 $ 4,984,598 49 1992-93 BUDGET $ 2,827,135 2,072,111 1,100 $ 4,900,346 46 1993-94 BUDGET $ 2,826,232 1,943,694 8,000 $ 4,777,926 45 WORK PROGRAM: The City of Carlsbad's Parks and Recreation Department receives guidance and support from the City Manager's office, the Parks and Recreation and Senior Commissions, and the City Council. The department is ultimately responsible for providing the current operation and future development of park sites, facilities and recreational programs for Carlsbad residents, employees and tourists in an effort to provide optimum leisure opportunities within the community. 109 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT NO. 001-4110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 320,495 145,497 7,332 $ 473,324 5 1991-92 ACTUAL $ 337,307 229,985 0 $ 567,292 5 1992-93 BUDGET $ 289,793 218,816 0 $ 508,609 4.6 1993-94 BUDGET $ 294,591 77,658 0 $ 372,249 4.6 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 ade- quate park acquisition and development in order to meet the park performance standards as identified in the Growth Management program. Provide park enhancement development projects where appropriate. Maintain Contemporary Park Facilities and Recre- ation Programs: Provide administrative support to the City Council, City Manager's Office, Parks and Recre- ation Commission, and various committees dealing with park enhancement/development and recreational programs. Departmental Administrative Support: Provide secretarial support and administrative guidance to departmental divisions including park maintenance, street tree and median maintenance, recreation opera- tions, fee supported operations, aquatics, Agua Hedi- onda Lagoon and senior programs. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 1. Monitor and implement existing park development agreements. 2. Coordinate park development plans between vari- ous City departments, park development architects, commissions, and community residents. 3. Coordinate development plans for the Alta Mira park site. 4. Implement the NW Quadrant park enhancement projects as directed by City Council. 1. Prepare and present relevant issues for consider- ation 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 for a municipal golf course development. 1. Direct and administer daily operations of the depart- ment 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 depart- ment. 3. Prepare and present community park and recreation issues of concern to the Parks and Recreation Commission and City Council. 4. Acquire and administer available grant funds for a variety of park development/rehabilitation projects. 5. Monitor department budget, evaluate program expense and revenue enhancement opportunities. Maintenance and Operation costs are down due to the reallocation of liability insurance charges. 110 PROGRAM: COMMISSION FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCTNO. 001-4111 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 1,194 0 $ 1,194 0 1991-92 ACTUAL $ 0 666 0 $ 666 0 1992-93 BUDGET $ 0 400 0 $ 400 0 1993-94 BUDGET $ 0 400 0 $ 400 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 Parks and Recreation Commission meetings once monthly to address relevant issues as they pertain to the community. Review Community Issues: Establish appropriate subcommittees and/or provide Commission represen- tation to address and evaluate specific areas requiring in depth review of relative community issues. Education: Continually improve Commission credi- bility and effectiveness in formulating recommenda- tions on community concerns. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: 1. Review, discuss, and recommend action on parks 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. 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 Development Committee. 4. Represent the Parks and Recreation Commission on the Golf Course Steering Committee. 5. Evaluate and make recommendations to the City Council on the NW Quadrant Park Enhancement Subcommittee. 1. Provide and attend annual Parks and Recreation Commission Workshop. 2. Meet and confer with appropriate City staff regar- ding 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. Ill PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL PARKS AND RECREATION ACCT NO. 001-4121 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 853,406 808,873 72,904 $ 1,735,183 21 1991-92 ACTUAL $ 961,160 668,982 0 $ 1,630,142 21 1992-93 BUDGET $ 857,843 628,089 0 $ 1,485,932 18.6 1993-94 BUDGET $ 829,573 705,840 0 $ 1,535,413 18.6 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 park land and provide services to other departments and community groups. PROGRAM ACTIVITIES: Turf and Landscape Maintenance: Direct manage- ment of 75+ acres of turf and 128+ acres of land- scaping. Duties include: mowing, fertilization, renova- tion, replanting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding, cultivation, edging, aerating, reseeding, irrigation programming and equipment maintenance. Bathroom Maintenance/Litter Control/Picnic Area Services: Inspect, maintain, clean, paint and repair 11 separate rest room facilities (as well as 7 portable units) 2 times per week. Clean, restock, sanitize, paint and plumbing repairs make up the duties of this activity. Also associated with this activity is litter control. All parks, beach access and beach areas are cleaned 2 times weekly to remove all litter and service all trash receptacles. 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 bi-weekly basis. Duties in- volve: washing down, sweeping off, blowing off, fence inspections/repairs, and playing surface inspections. In addition, this activity includes sand raking/leveling, sand rototilling and play equipment inspection, repair and necessary documentation of such actions. WORKLOAD MEASURES: 1991-92 1992-93 1993-94 1. Turf Acres Maintained: 75 75 75 2. Landscape Acreage Maintained: 126 126 128 3. Picnic Area: 17 17 17 1. Rest Stations Maintained: (Permanent) 11 11 (Portable) 7 7 2. Trash Receptacles Serviced: 158 350 1. Tennis Courts Maintained: 11 7 362 19 19 2. Ballfields Maintained: 20 20 3. Tot Lots Maintained: 9 9 4. Basketball Courts Maintained: 11 11 5. Soccer Fields Maintained: 11 11 19 20 11 11 (continued) 112 PROGRAM: FUND: DEPARTMENT: OPERATIONS GENERAL PARKS AND RECREATION PAGE TWO ACCT NO. 001-4121 PROGRAM ACTIVITIES: 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. 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 which are difficult to mea- sure 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. These additional activities also include special projects and requests by the community for turf installation, sculpture installations, various redevelop- ment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Parks Maintenance activities. WORKLOAD MEASURES: 1991-92 1992-93 1993-94 1. Irrigation Measures/No, of Controllers: 84 85 85 2. Irrigation Measures/No, of Valves: 1,050 1,058 1,066 1. Number of Acres: 408 450 452 SIGNIFICANT CHANGES: Personnel costs are down due to the transfer of 40% of the Park Superintendent's salary to the Tree Maintenance Assessment District. 113 PROGRAM: FUND: DEPARTMENT: TREE MAINTENANCE MAINTENANCE ASSESSMENT PARKS AND RECREATION ACCT NO. 161-4122 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 230,724 163,210 42,815 $ 436,749 5.5 1991-92 ACTUAL $ 242,199 146,935 89,662 $ 478,796 5.5 1992-93 BUDGET $ 360,531 319,355 0 $ 679,886 6.3 1993-94 BUDGET $ 347,026 227,720 0 $ 574,746 6.3 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 main- tenance for over 21,000 trees on City right-of-ways. The maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 500+ 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 overseeing Street Tree maintenance program beyond the scope of this division. Weed Abatement: This program involves the treat- ment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth. Hosp Grove Maintenance: Program currently in- volves quarterly maintenance of Hosp Grove. Work consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. WORKLOAD MEASURES: 1990-91 1991-92 1992-93 1. No. of Work Orders/Citizen Requests Completed: 561 544 2. No. of Trees Trimmed: 614 505 3. No. of Trees Removed: 43 75 4. No. of Trees Planted: 997 900 1. No. of Trees Pruned: 82 85 529 685 86 129 125 1. No. of Right-of-Way Miles Treated/Maintained: 89 60 55 2. No. Gallons of Mixed Herbicide Applied: 3,200 2,200 1,950 1. No. of Probation Hours: 324 270 0 2. No. of Volunteer/CCC Hours: 330 0 0 3. No. of Regular Hours: 72 602 48 (continued) 114 PROGRAM: TREE MAINTENANCE PAGE TWO FUND: MAINTENANCE ASSESSMENT DEPARTMENT: PARKS AND RECREATION ACCT NO. 161-4122 PROGRAM ACTIVITIES: Miscellaneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas Tree recycling, assistance with Spring clean-up, various work for other departments and assistance with com- munity volunteer programs. SIGNIFICANT CHANGES: Maintenance and Operation costs are down due to the completion of the street tree inventory in 1992-93. 115 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT DEPARTMENT: PARKS AND RECREATION ACCT NO. 161-4123 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 64,400 89,706 0 $ 154,106 1.5 1991-92 ACTUAL $ 78,514 126,063 0 $ 204,577 1.5 1992-93 BUDGET $ 94,478 174,818 0 $ 269,296 1.5 1993-94 BUDGET $ 91,432 182,671 0 $ 274,103 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 re- pair/adjustment. Contractual Median Maintenance: Provide an on going program for contracting, administering and overseeing median maintenance for 20+ acres of City medians. Redevelopment Landscape: Maintain approximately 6.5 acres of high maintenance areas including planter boxes, downtown fountain, landscape pockets, and parking lots. Maintenance activities consist of: litter control, weed control, pruning, planting, pesti- cide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with the Redevelopment Streetscape improvements. WORKLOAD MEASURES: 1991-92 1992-93 1993-94 1. Acres Maintained: 46 47 47 1. Acres Maintained: 23 25 26 1. Acres Maintained: 5.5 6.5 7.5 SIGNIFICANT CHANGES: None. 116 PROGRAM: FUND: DEPARTMENT: RECREATION OPERATIONS GENERAL PARKS AND RECREATION ACCT NO. 001-4131 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 253,626 104,857 21,936 $ 380,419 4 1991-92 ACTUAL $ 286,668 76,582 0 $ 363,250 4 1992-93 BUDGET $ 254,435 77,702 0 $ 332,137 4 1993-94 BUDGET $ 274,407 65,676 0 $ 340,083 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 including programs and facilities; enroll participants 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. 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 show- ing sites, completing 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. WORKLOAD MEASURES: 1990-91 1991-92 1992-93 1. Reservations Processed: 3,000 3,100 3,200 2. No. of Facility Users: 720,000 740,900 750,000 3. Revenue: $80,181 $74,761 $76,200 1. No. of Fields Maintained: 27 27 27 SIGNIFICANT CHANGES: Service levels and hours of operation at Harding, Stagecoach and Calavera Centers are projected to remain the same as FY 1992-93. Maintenance and operation expenses have been increased due to the incorporation of the Liability Insurance and hazardous Waste accounts, which were previously identified in other departments budgets. 117 PROGRAM: FUND: DEPARTMENT: RECREATION FEE SUPPORTED GENERAL PARKS AND RECREATION ACCT NO. 001-4132 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 621,099 473,800 0 $ 1,094,899 8 1991-92 ACTUAL $ 576,034 448,640 0 $ 1,024,674 8 1992-93 BUDGET $ 532,951 373,459 1,100 $ 907,510 7 1993-94 BUDGET $ 550,899 386,800 0 $ 937,699 6 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. Davtrlppers: 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, 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 Pine School. Volunteers are included in a high percentage of Recreation Division programs including youth basketball, Triathlon and special events. WORKLOAD MEASURES: 1990-91 1991-92 1. 1. 1. 2. 1. 1992-93 Enrichment Classes: # conducted 1,095 # enrolled 17,250 Dayt rippers: # trips conducted 60 # participants 850 Youth Sports: # teams 50 # participants 1,000 # spectators 8,000 Adult Sports: # teams 375 # participants 5,255 # spectators 30,000 Special Events: # events 18 # participants 13,000 Community Volunteers: # volunteers 573 # hours 5,550 950 15,180 49 1,060 60 1,320 10,100 320 4,600 27,000 11 10,100 600 6,000 950 13,000 37 1,270 80 1,500 11,200 356 4,865 30,000 11 10,260 610 6,050 SIGNIFICANT CHANGES: One Recreation Specialist position has been eliminated. Increased costs reflect the augmentation of the Kreuger House Pre-school Program. 118 PROGRAM: AQUATICS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT NO. 001-4133 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 174,471 76,726 1,817 $ 253,014 1 1991-92 ACTUAL $ 181,428 82,381 0 $ 263,809 1 1992-93 BUDGET $ 182,544 69,846 0 $ 252,390 1 1993-94 BUDGET $ 184,091 76,460 8,000 $ 268,551 1 WORK PROGRAM: Aquatics provides for the operation of an attractive and safe swim complex that offers a comprehensive program of instruction, competition, and recreational swimming on 45% self-sustaining basis. PROGRAM ACTIVITIES: Lessons/Training: Provide instruction in swimming skills for all ages and abilities; provide education and training to the general public and City employees in first-aid, cardiopulmonary resuscitation (CPR), and basic rescue skills; serve as a North County certifica- tionAraining site for men and women who wish to qualify for employment at Carlsbad Swim Complex or similar pools. Fun and Fitness: Provide opportunities for recrea- tional swimming and fitness lap swimming. Competitive Swim Programs: Provide opportunities for competitive swim instruction and coached workouts for youth and adults as a contract service; coordinate and schedule high school use of the pool for boys' and girls' swim teams and water polo activities. WORKLOAD MEASURES: 1990-91 1991-92 1992-93 1. Instructional Lessons: Land/Hours Classes Conducted Participation: Resident Non-Resident 2,040 229 1,393 568 1,951 206 1,390 389 1,950 205 1,450 350 1. Recreation and Lap Swim: Lane/Hours 2,249 Daily Admissions: 12,391 10,350 Youth Adult Season Pass 2. Aqua X: Lane/Hours Participation 1. Carlsbad Swim Lane/Hours Participation 5,600 7.800 13,760 138 1,820 Master: 900 12,500 6,317 8,651 15,685 253 1,572 5,278 13,867 5,000 8,200 13,500 208 1,300 4,428 11,467 2. North Coast Aquatics: Lane/Hours Participation 3. Carlsbad Hiah Lane/Hours Participation 5,730 17,500 School Swim 2,050 4,700 5,987 17,796 & Water 2,122 4,750 4,980 14,796 Polo Teams: 2,100 4,750 SIGNIFICANT CHANGES: None. 119 PROGRAM: RECREATION - AGUA HEDIONDA LAGOON FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT NO. 001-4134 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 25,655 12,918 0 $ 38,573 0 1991-92 ACTUAL $ 29,544 13,794 0 $ 43,338 0 1992-93 BUDGET $ 26,000 7,470 0 $ 33,470 0 1993-94 BUDGET $ 26,430 7,780 0 $ 34,210 0 WORK PROGRAM: Provide for safe and enjoyable use of Agua Hedionda Lagoon by the public; prevents accidents and minimizes or eliminates hazards and liability to the City. The Patrol Officer responds to emergencies and provides a communications link with dispatch during the seasonal heavy use period of six to nine months on the water. PROGRAM ACTIVITIES: Permits: Issue annual lagoon use permits. Verify and monitor DMV registration. Observe and document boating traffic and use activity. Education and Enforcement: Provide education regarding boating laws and special conditions on the lagoon. Enforce and ensure compliance with boating and lagoon use laws. Effectively respond to vessel emergencies, accidents or injuries and requests for aid. Place and maintain regulatory buoys and signs. Maintenance: Remove debris and hazards from the water surface, shoreline and public accesses, maintain patrol boat, motor, trailer, and associated equipment. WORKLOAD MEASURES: 1990-91 1991-92 1992-93 1. Applications: 600 540 520 2. Annual Permits: 570 544 490 3. Daily Permits: 155 93 125 1. Patrol Contacts/Observation: # Power Boats: 5,500 4,026 4,394 # Jet Skis: 700 1,048 1,080 SIGNIFICANT CHANGES: None. 120 PROGRAM: FUND: DEPARTMENT: SENIOR COMMISSION GENERAL PARKS AND RECREATION ACCT NO. 001-4141 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 453 0 $ 453 0 1991-92 ACTUAL $ 0 261 0 $ 261 0 1992-93 BUDGET $ 0 150 0 $ 150 0 1993-94 BUDGET $ 0 150 0 $ 150 0 WORK PROGRAM: The Carlsbad Senior Commission makes recommendations and advises the City Council and staff on the special needs and concerns of Carlsbad Seniors. PROGRAM ACTIVITIES: Monthly Meetings: Conduct a Commission meeting the first Thursday of every month. Volunteers: Continue to review and develop ways to recruit, train, utilize, evaluate and acknowledge volun- teers. Development: Review Commission purpose and effectiveness. PERFORMANCE OBJECTIVES: 1. Discuss issues pertinent to the ongoing develop- ment of the Carlsbad Senior Program. 2. Provide an opportunity for Seniors to offer input to the Commission regarding their concerns. 3. Advise City Council on any Senior Program issue which would necessitate action by the Council. 4. Conduct a minimum of two meetings at locations other than the Senior Center. 1. Appoint a volunteer committee to make recommen- dations to the Commission regarding the Volunteer Program. 2. Hold annual Volunteer Recognition Celebration. 1. Conduct annual Senior Commission Workshop. 2. Continue to review, update and develop Commis- sion Goals and Objectives. SIGNIFICANT CHANGES: None. 121 PROGRAM: SENIOR PROGRAMS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT NO. 001-4142 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 155,254 72,926 8,345 $ 236,525 2 1991-92 ACTUAL $ 162,234 73,041 0 $ 235,275 2 1992-93 BUDGET $ 174,317 77,655 0 $ 251,972 2 1993-94 BUDGET $ 175,099 82,026 0 $ 257,125 2 WORK PROGRAM: Provide a broad range of activities/services designed to anticipate and respond to the needs and interest of Carlsbad's older adults. PROGRAM ACTIVITIES: Personal Assistance: Plan, coordinate and schedule activities/services intended to assist Seniors in main- tain independent lifestyles. Recreation Opportunities: Plan, coordinate and schedule a variety of recreational opportunities to address the varied interests of the older population. PERFORMANCE OBJECTIVES: 1. Schedule a no cost/low cost health screening intended to educate Seniors and detect potential health risks: skin cancer, glaucoma, diabetes, blood pressure, hearing, etc.. 2. Arrange for the ongoing provision of personal management services: legal assistance, tax prepara- tion, insurance counseling, personal counseling, and drivers training. 3. Provide information and referral on other community services and resources available to older adults. 4. Increase Seniors exposure and knowledge of services/programs which foster their independence such as "how to utilize public transportation", "How to utilize the library computerized card catalogue", etc. 1. Offer a minimum of 12 day trips annually to local attractions. 2. Offer a variety of opportunities for Seniors with diverse interests: classes (i.e., art, exercise, lan- guages), lectures (i.e., financial planning, travel, informational, etc.), dances, discussion groups, cards and games. 3. Offer a minimum of 4 weekend events: ice cream social, fashion show, Super Bowl party, World series party. (continued) 122 PROGRAM: FUND: DEPARTMENT: SENIOR PROGRAMS GENERAL PARKS AND RECREATION PAGE TWO ACCT NO. 001-4142 PROGRAM ACTIVITIES: Social Interaction: Provide an environment and opportunity for older people to meet and interact with their peers. Increase Revenues: Develop a strategy to increase revenues. PERFORMANCE OBJECTIVES: 1. Encourage the development of groups of people sharing similar interests: anglers, stamp collectors, coin collectors, billiards. 2. Provide volunteer opportunities where Seniors' can provide a service to their community while meeting new people, etc. 3. Maintain the "open" atmosphere of the lounge where people can drop in to chat and have a cup of coffee. 1. Where feasible develop a reasonable fee structure for activities which require administrative support previously offered buy were at no cost. 2. Develop a "profit sharing" plan whereby the Senior Center receives a portion of all fees collected from programs/activities where a fee is collected. 3. Develop and implement a marketing strategy to increase after hours rental of the Senior Center. SIGNIFICANT CHANGES: None. 123 PROGRAM: SENIORS FUND: SENIOR NUTRITION DEPARTMENT: PARKS AND RECREATION ACCT NO. 181-8118 THRU 181-8120 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 44,430 133,286 0 $ 177,716 1 1991-92 ACTUAL $ 49,707 122,811 0 $ 172,518 1 1992-93 BUDGET $ 54,243 124,351 0 $ 178,594 1 1993-94 BUDGET $ 52,684 130,513 0 $ 183,197 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: Noon Lunch: Provide a nutritionally balanced noon lunch for persons 60 years of age or older. Home Meals: Deliver a hot meal and sandwich to homebound persons 60 years of age or older in Carlsbad. Transportation: Provide transportation for Carlsbad Seniors to the lunch program, medical appointments and shopping. WORKLOAD MEASURES: 1991-92 1992-93 1993-94 1. Hot Meals: 35,000 35,000 35,396 1. Hot Meals:11,000 11,000 10,695 1. One Way Trips: 6,900 8,000 8,000 SIGNIFICANT CHANGES: None. 124 Utilities and Maintenance PROGRAM: UTILITIES AND MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,292,864 4,447,802 162,290 $ 6,902,956 55.3 1991-92 ACTUAL $ 2,331,884 4,584,802 46,183 $ 6,962,869 55.3 1992-93 BUDGET $ 2,490,042 5,664,082 781,526 $ 8,935,650 54.5 1993-94 BUDGET $ 2,731,976 4,698,693 1,167,100 $ 8,597,769 54 125 PROGRAM: ADMINISTRATION FUND: GENERAL DEPARTMENT: UTILITIES & MAINTENANCE ACCTNO. 001-6010 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 310,272 49,922 524 $ 360,718 5 1991-92 ACTUAL $ 277,979 58,193 0 $ 336,172 5 1992-93 BUDGET $ 295,336 54,608 0 $ 349,944 6 1993-94 BUDGET $ 315,422 57,894 0 $ 373,316 6 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:PERFORMANCE OBJECTIVES: Operations: Plan, organize and direct public services programs. Develop procedures and policies for efficient operation of department. Personnel Services: Recommend and process personnel appointments, promotions and disci- plinary actions. Provide on-going support to management and miscellaneous employees. Budget Management: Coordinate the prepara- tion of all departmental budgets, and to ensure that all budgets comply with City policies and procedures. 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, person- nel and operational matters. 1. Process personnel requisitions. 2. Track personnel evaluation to ensure timely completion. 3. Establish standards and expectations for employee performances. 4. Review all personnel issues with Supervisors. 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. (continued) 126 PROGRAM: FUND: DEPARTMENT: ADMINISTRATION GENERAL UTILITIES & MAINTENANCE PAGE TWO ACCTNO. 001-6010 PROGRAM ACTIVITIES: Contract Services: Supervise and coordinate contractually provided services. Training & Safety: Provide training in work related areas, and motivate employees to en- hance their job skills. Coordination wtth Other Departments and Agencies: Coordinate activities with other City departments and divisions, and with outside agencies. Reports and Statistics: Prepare written and oral reports. Prepare grant applications. Re- search appropriate subjects and prepare agenda bills and visual aids for presentation to City Council. Community Services: Respond to all citizen inquiries expeditiously. Prepare correspondence as needed for all divisions. Real Property Management: Ensure that all leases, property acquisitions and sales activities are handled appropriately. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 1. Process all contracts, RFP's, Letters of Accep- tance, Notices to Proceed, and other docu- ments pertaining to contracts in a timely manner. 2. Prepare refuse collection, recycling, graffiti control, and all other contracts pertaining to the department. 1. Process all training requests and registrations in a timely manner. 2. Distribute current safety information to em- ployees. 3. Brief all management personnel of any chan- ges to safety rules and regulations, and hold monthly safety inspections. 1. Represent City and Department by attending County and area meetings and conferences. 2. Facilitate communication between Department and other City departments. 1. Prepare staff reports. 2. Present both written and oral reports to City Manager, City Council, Committees, Commis- sions and other agencies. 3. Prepare grant applications as appropriate. 1. Receive, record and disseminate citizen inquiries. 2. Maintain and facilitate communication with Division managers to insure that all citizen inquiries are being responded to within a 3 day turn-around period. 1. Process leases, appraisals and correspon- dence within one day of receipt. 2. Process agenda bills, resolutions, and any other materials needed for City Council meet- ings. 3. Research and analyze all data pertinent to property management. Budgeted increases reflect the full year funding of two positions and Maintenance and Operation costs transferred into this program in the middle of 1992-93. 127 PROGRAM: FUND: DEPARTMENT: STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE ACCT NO. 001-5110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 995,831 1,136,788 152,926 $ 2,285,545 25 1991-92 ACTUAL $ 1,021,120 1,373,740 5,758 $ 2,400,618 25 1992-93 BUDGET $ 1,013,503 934,349 0 $ 1,947,852 23.5 1993-94 BUDGET $ 1,113,249 520,142 17,800 $ 1,651,191 23 WORK PROGRAM: The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled to provide maximum safety for traffic and pedestrians who travel throughout the City of Carlsbad. This area of responsibility encompasses a variety of different maintenance activities. These activities are categorized into seven (7) maintenance programs described below: PROGRAM ACTIVITIES: Roadside Maintenance: Roadside Maintenance activities consist of litter pick-up, debris hauling, sidewalk repair and guardrail maintenance. Drainage System Maintenance: Maintain, clean and repair the City's drainage system. PERFORMANCE OBJECTIVES: 1. The County Honor Camp crew will pick up over 300 cubic yards of litter from City right-of-way. This program is supervised by City staff (funded by Solid Waste). 2. Continue maintenance and repair of 25,263 lineal feet of guardrail as needed. 3. 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 side- walk (trip hazards) to minimize liability claims (funded by Gas Tax). 1. Annually schedule the cleaning and maintenance of 3,200 catch basins. Work will be completed from August thru October to ensure proper flow and run- off during winter storms. 2. Schedule annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August thru October. 3. Supervise contract to maintain Buena Vista Channel. (continued) 128 PROGRAM: FUND: DEPARTMENT: STREET MAINTENANCE GENERAL UTILITIES AND MAINTENANCE PAGE TWO ACCTNO. 001-5110 PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: City Sign Maintenance: Fabricate, install and main- tain all traffic street name and special signs throughout the City. Respond to Traffic Engineering work orders and special sign requests. Conduct visual and retro- reflectometer 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 mainte- nance program insures that the City's road system is properly maintained and safe for travel. Traffic Safety Pavement Striping Program: Ensure proper delineation and direction for safe passage on City streets. Maintain and refresh all line strips, cross- walks, 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. Malor Rehabilitation Contract Program: Direct and oversee the five (5) maintenance and rehabilitation contracts listed. 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 reflectivity tests on 1,449 warning and 3,159 regulatory signs to insure proper and safe signage throughout the Crty. 5. Maintain all traffic control devices used for construc- tion, repair and emergencies. 1. Several methods of asphalt repair applications are used to apply 4,000 tons of asphalt annually (fund- ed by Gas Tax): Skin Patching, Utility Cut Repair, Leveling with Asphalt, and Base Replacement 1. Refresh striping on 225 pass miles on "prime" roadways, 166 pass miles on "major" roadways, 128 pass miles on "secondary" roadways, and 53 pass miles on "residential" roadways. 2. Refresh 189 crosswalks, including school crossings. 3. Refresh 3,000 pavement markings. 4. Refresh 15,000 linear feet out of 35,349 linear feet 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, citizen's complaints, storm patrol, safety and training, special events. Annual Goal Funded by 1. Street Sweeping: Sweep 11,053 curb miles Gas Tax 2. Chip Seal: Chip 35 lane miles Gas Tax 3. AC Overlay: Resurface 15 lane miles Gas Tax 4. Curb, Gutter & Sidewalk Replacement: Replace 4,578 tin. ft. curbs and 8,340 sq. ft. sidewalks Gas Tax 5. Buena Vista Channel Maintenance: Clean the Buena Vista Buena Vista Drainage Channel Channel Maint. Dist. SIGNIFICANT CHANGES: Costs for supplies for in-house street maintenance have^been transferred to Gas Tax funding. 129 PROGRAM: MAJOR STREET MAINTENANCE FUND: GAS TAX DEPARTMENT: UTILITIES AND MAINTENANCE ACCTNO. 152-5110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 599,077 0 $ 599,077 0 1991-92 ACTUAL $ 0 140,004 0 $ 140,004 0 1992-93 BUDGET $ 0 1,427,000 0 $ 1,427,000 0 1993-94 BUDGET $ 0 1,219,500 0 $ 1,219,500 0 WORK PROGRAM: To fund the contracts for street sweeping. PROGRAM ACTIVITIES: Street Sweeping: Sweep 11,150 curb miles of Carlsbad streets. Cement Repairs: Annually repair and replace broken and raised curbs, gutters and sidewalks. Overlay - Chip Seal - 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. PERFORMANCE OBJECTIVES: 1. Sweep all residential streets one time per month. 2. Sweep all downtown village streets one time per week. 3. Sweep all commercial and major arterial streets one time per month. 1. 4,500 linear feet of curb and gutter per year. 2. 8,300 square feet of sidewalk per year. 1. Chip Seal: Chip 35 lane miles 2. AC Overlay: Resurface 15 lane miles 3. Slurry Seal: Seal 54 lane miles. SIGNIFICANT CHANGES: Expenditures noted for 1990-91 and 1991-92 were for capital programs. 130 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 001-5320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 475,552 599,316 2,847 $ 1,077,715 15 1991-92 ACTUAL $ 512,304 580,030 39,735 $ 1,132,069 15 1992-93 BUDGET $ 590,354 845,446 7,600 $ 1,443,400 15 1993-94 BUDGET $ 642,723 672,456 0 $ 1,315,179 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 alter- ations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards or unsanitary conditions and to reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City Departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services: Provide professional level custo- dial services for all City Facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. 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 by City. Act as liaison with property owners to ensure facilities meet City requirements. SIGNIFICANT CHANGES: WORKLOAD MEASURES: 1991-92 1992-93 1993-94 1. Total Building Space Maintained (Sq. Ft.): 328,431 329,891 329,891 1. Total Custodial Space Maintained (In-House): 246,176 246,176 246,176 2. Total Custodial Space Maintained (Contract): 21,494 22,694 22,694 1. Total Custodial Space Maintained (Other): 60,761 61,021 61,021 1. Total Leased Space: 18,357 19,557 19,557 Maintenance and Operation reductions reflect the accomplishment of major building maintenance projects in 1992-93. This budget includes $125,000 from fund balance for the City yard renovation. Major building maintenance projects included in the 1993-94 budget are: 1. City Yard Renovation $125,000 2. Various Re-roofing Phase I 65,000 3. Library Re-carpet Phase II 10,000 4. ADA Miscellaneous Projects 25,000 225,000 131 PROGRAM: FUND: DEPARTMENT: TRAFFIC SIGNALS GENERAL UTILITIES AND MAINTENANCE ACCT NO. 001-5410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 13,912 271,171 5,035 $ 290,118 0.3 1991-92 ACTUAL $ 17,801 313,380 690 $ 331,871 0.3 1992-93 BUDGET $ 17,000 323,525 0 $ 340,525 0.5 1993-94 BUDGET $ 18,210 356,624 0 $ 374,834 0.5 WORK PROGRAM: Coordinate maintenance program for 66 signalized intersections by the end of FY 93-94. PROGRAM ACTIVITIES: Operations: Perform plan checking and field moni- toring during construction of new traffic signals for conformance with City and CalTrans standards. Coor- dinate with Traffic Engineer on signal timing adjust- ments. Coordinate Underground Service Alert mark- outs for all existing signal systems. Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs if necessary. Administration: Administer traffic signal maintenance agreement. WORKLOAD MEASURES: 1991-91 1991-93 1993-94* 1. City Owned & Maintained Signals: 55 57 59 2. CalTrans Owned & Maintained Signals: 559 3. City Owned & CalTrans Maintained: 022 4. Total Signals in City: 60 64 70 * Projected SIGNIFICANT CHANGES: None. 132 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 161-6210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 161,993 397,389 958 $ 560,340 3 1991-92 ACTUAL $ 174,874 393,165 0 $ 568,039 3 1992-93 BUDGET $ 225,797 558,922 0 $ 784,719 3.5 1993-94 BUDGET $ 227,741 514,965 0 $ 742,706 3.5 WORK PROGRAM: Update and maintain City street lighting system. PROGRAM ACTIVITIES: Maintenance and Operations: Oversee the mainte- nance 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 mainte- nance. Provide response to traffic signal emergencies and perform minor signal repair. Perform routine night surveillance. Incorporate street light numbering sys- tem. Check proposed improvement plans for confor- mance 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: Maintenance and Operation costs have been reduced to more accurately reflect expenses for energy costs. 133 PROGRAM: FUND: BUENA VISTA CREEK CHANNEL MAINTENANCE MAINTENANCE ASSESSMENT DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 162-5910 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 3 0 $ 3 0 1991-92 ACTUAL $ 0 6,447 0 $ 6,447 0 1992-93 BUDGET $ 0 300,000 0 $ 300,000 0 1993-94 BUDGET $ 0 267,950 0 $ 267,950 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 SIGNIFICANT CHANGES: None. 134 PROGRAM: FUND: DEPARTMENT: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE UTILITIES AND MAINTENANCE ACCT NO. 520-6410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,322 17,818 0 $ 20,140 0 1991-92 ACTUAL $ 0 100,134 0 $ 100,134 0 1992-93 BUDGET $ 13,000 230,500 0 $ 243,500 0 1993-94 BUDGET $ 42,417 144,200 0 $ 186,617 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: Implement components of Source Reduction and Recycling Element (SRRE) and Household Haz- ardous Waste Element (HHWE). Coordinate activities with County-wide Technical Advisory Committee. Prepare and administer consultant contracts as re- quired. Refuse: Ensure disposal of refuse generation in Carlsbad. Coordinate activities with Solid Waste Commission, North County cities Coalition for Solid Waste Issues, and North County Solid Waste Manage- ment Agency. Prepare and administer the refuse collection contract. Review reports from refuse con- tractor. Recycling: Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. PERFORMANCE OBJECTIVES: 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. Provide staff support to regional groups as neces- sary. 2. Process renewal of the refuse collection contract. Review and update as necessary. Prepare RFP and related documents or renegotiate contract, as required. 3. Attend meetings as necessary. 1. Research and apply for appropriate grant opportuni- ties. 2. Coordinate all recycling programs in conjunction with the City's hauler. 3. Implement office paper recycling to Carlsbad businesses in accordance with County Technical Assistance Program Grant guidelines. 4. Serve as liaison to outside agencies, City staff, and public on recycling issues. 5. Implement new recycling/diversion programs as appropriate, i.e., mixed paper collection. 6. Keep abreast of recycling trends. (continued) 135 PROGRAM: FUND: DEPARTMENT: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE UTILITIES AND MAINTENANCE PAGE TWO ACCT NO. 520-6410 PROGRAM ACTIVITIES: Composting: Administer yard waste pick-up program. Household Hazardous Waste: Provide quarterly household hazardous waste pick-up via contract with County. Public Information: Develop public information materials related to solid waste program. Develop school and community group programs. PERFORMANCE OBJECTIVES: 1. Administer the Yard Waste Collection Program. 2. Home Composting Program; monitor first year program and implement second year. 1. Evaluate feasibility of siting permanent household hazardous waste collection facility in Carlsbad. 2. Coordinate collection events with County staff. 3. Ensure staff support for collection events. 4. Attend meetings as necessary. 1. Continue production of quarterly solid waste news- letter, "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. In-House Recycling: Coordinate the recycling pro- gram 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. Litter: Provide for litter collection services in conjunc- tion with the Streets division. 1. Partially fund the Honor Camp Crews which will continue to be administered by the Streets division. SIGNIFICANT CHANGES: Increased Personnel costs reflect funding for one part time employee. 136 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE DEPARTMENT: UTILITIES AND MAINTENANCE ACCT NO. 620-5210 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 332,982 881,684 0 $ 1,214,666 7 1991-92 ACTUAL $ 327,806 889,804 0 $ 1,217,610 7 1992-93 BUDGET $ 335,052 963,245 0 $ 1,298,297 6 1993-94 BUDGET $ 388,520 918,475 1,500 $ 1,308,495 6 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 214 vehicles and 137 other pieces of equipment. PROGRAM ACTIVITIES: Repair and Maintenance: Provide routine preventive maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. Auto Parts: Secure the needed items for the mainte- nance and repair of the fleet through cooperative buying with other cities or through State Net Discount; provide a perpetual inventory and automatic reorder quantities through the automated management system. Fuel and Oil: Secure the necessary stocks of fuel and lubricating oils through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubri- cating oils to the Carlsbad Unified School District and the Carlsbad Municipal Water District; monitor fuel tanks in accordance with State and County regulations. WORKLOAD MEASURES: 1991-92 (actuan 1992-93 (estimate) 1. Preventive Maintenance: 780 750 2. B.I.T. Inspections: 15 25 3. Smog Inspections: 110 125 4. Shop Repairs: 869 850 5. Vendor Repairs: 255 320 6. Emergency Road Repairs: 124 110 1. Parts Items in Inventory: 13,200 15,500 2. Dollar Amount in Inventory: $47,750 $55,000 1. Gallons of Fuel Used - City: 211,410 215,500 2. Gallons of Fuel Used - Other: 39,257 16,500 1993-94 (projected) 750 45 125 850 320 110 15,500 $55,000 215,500 16,500 SIGNIFICANT CHANGES: None. 137 PROGRAM: FUND: DEPARTMENT: VEHICLE REPLACEMENT INTERNAL SERVICE UTILITIES AND MAINTENANCE ACCT NO. 620-5220 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 494,634 0 $ 494,634 0 1991-92 ACTUAL $ 0 729,905 0 $ 729,905 0 1992-93 BUDGET $ 0 26,487 773,926 $ 800,413 0 1993-94 BUDGET $ 0 26,487 1,147,800 $ 1,174,287 0 WORK PROGRAM: Accumulate funds on a routine basis for the orderly replacement of the motorized rental fleet. This includes the determination of the economic life of individual units, the development of proper specifications to suit users' needs, the outfitting of units before being placed into service, and replaced units being prepared for auction. PROGRAM ACTIVITIES: Fund Maintenance: Calculate future acquisition costs for units in the rental fleet and establish an average replacement charge by vehicle class. Specification Writing: Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. 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. WORKLOAD MEASURES: 1992-93 (estimate) 1991-92 (actual) 1. Vehicles/equipment acquired: 15 47* 1993-94 (projected) 53 1. Vehicles/equipment disposed: 14 35** 2. Total Units in Fleet: 339 351 53 351 * includes 34 CMWD units added to Fleet. ** includes 16 misc. units declared obsolete by Superintendent. SIGNIFICANT CHANGES: Includes funds to purchase vehicles scheduled for but not purchased in 1991-92 and 1992-93 as well as for vehicles scheduled in 1993-94. 138 Housing and Redevelopment PROGRAM: FUND: DEPARTMENT: HOUSING AND REDEVELOPMENT GENERAL HOUSING AND REDEVELOPMENT SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 524,453 2,160,468 4,301 $ 2,689,222 10 1991-92 ACTUAL $ 463,610 2,453,718 2,323 $ 2,919,651 10 1992-93 BUDGET $ 547,311 3,064,314 0 $ 3,611,625 10 1993-94 BUDGET $ 586,582 3,158,327 0 $ 3,744,909 10 139 PROGRAM: CERTIFICATES FUND: HOUSING SECTION 8 DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 131-3330 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 158,202 1,593,190 0 $ 1,751,392 4 1991-92 ACTUAL $ 119,393 1,742,889 0 $ 1,862,282 4 1992-93 BUDGET $ 163,964 1,959,012 22,000 $ 2,144,976 4 1993-94 BUDGET $ 160,845 2,083,51 1 0 $ 2,244,356 4.5 PROGRAM: FUND: DEPARTMENT: VOUCHER HOUSING SECTION 8 HOUSING AND REDEVELOPMENT ACCT NO. 131-3310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 4,400 131,857 0 $ 136,257 0 1991-92 ACTUAL $ 11,673 199,438 0 $ 211,111 0 1992-93 BUDGET $ 28,936 343,162 0 $ 372,098 0 1993-94 BUDGET $ 40,211 510,347 0 $ 550,558 0 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 to qualify for Housing certificates or vouchers. Inspection: Ensure that housing used meets HUD housing quality standards. WORKLOAD MEASURES: Certification: Process the waiting list to keep the certificates and vouchers 95% leased-up. 2. 1. 2. New Applications (i.e., established waiting list): Recertification Inspections/ Reinspections: Move-in/Move-out Inspections: Vouchers/Certificates Issued: Hard-to-Place Families: 1992/93 Estimated 700 386 75 10 16 1993/94 Projected 350 425 100 25 20 (continued) 140 PROGRAMS: FUND: DEPARTMENT: CERTIFICATES AND VOUCHERS HOUSING SECTION 8 HOUSING AND REDEVELOPMENT PAGE TWO ACCT NO'S 131-3330 AND 3310 PROGRAM ACTIVITIES: Recertlflcatlon: Continuous annual processing of existing tenants to insure their compliance with housing program criteria. WORKLOAD MEASURES: 1. Recertifications: 2. Interim Recertifications (i.e., tenant change of income status, etc.): 1992/93 Estimated 386 190 1993/94 Projected 425 220 SIGNIFICANT CHANGES: Personnel costs have increased due to the transfer in of one quarter Secretary II position and one quarter Clerk Typist position. The portions of these positions came from the Redevelopment Agency budget. The Voucher Program Maintenance and Operation increase is due to increases in Rental Assistance Payments. 141 PROGRAM: FUND: DEPARTMENT: PORTABLE VOUCHERS HOUSING SECTION 8 HOUSING AND REDEVELOPMENT ACCT NO. 131-3320 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 10,905 1,293 $ 12,198 0 1991-92 ACTUAL $ 0 41,359 0 $ 41,359 0 1992-93 BUDGET $ 0 94,820 0 $ 94,820 0 1993-94 BUDGET $ 10,000 86,400 0 $ 96,400 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: 1991-92 1992-93 1. Out-of-Town Vouchers/Certificates: 7 18 SIGNIFICANT CHANGES: None. 142 PROGRAM: FUND: DEPARTMENT: REDEVELOPMENT REDEVELOPMENT OPERATIONS HOUSING AND REDEVELOPMENT ACCT NO. 810-3410 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 307,345 410,835 3,008 $ 721,188 5.5 1991-92 ACTUAL $ 229,677 418,934 2,323 $ 650,934 4.5 1992-93 BUDGET $ 256,643 576,668 0 $ 833,311 4.5 1993-94 BUDGET $ 200,565 427,890 0 $ 628,455 3 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: Redevelopment Master Plan: Coordinate preparation and adoption of the Master Plan Redevelopment Project Area. New Redevelopment Project Area Study: Complete economic feasibility study. Downtown Redevelopment Project Area: Encourage economic enhancement of Project Area. SIGNIFICANT CHANGES: PERFORMANCE OBJECTIVES: 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. 1. Select Consultant. 2. Develop plan of work and proceed. 3. Complete study. 4. Review and make action recommendation (s) to Council. 1. Meet with interested developers and/or other parties and obtain commitments to do a project that will increase tax increment revenues. 2. Review and revise current project processing procedures. 3. Develop and implement a Business Solicitation Plan. 4. Continue to coordinate City, County and NCTD efforts (including site plan review, public relations, etc.) to locate a transit center in the Village Area. Personnel costs are down due to the transfer out of the equivalent of one and one half positions to the Community Development Block Grant and Housing Programs. 143 PROGRAM: AFFORDABLE HOUSING FUND: REDEVELOPMENT - LOW AND MODERATE INCOME DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 3,819 0 $ 3,819 0 1991-92 ACTUAL $ 72,965 25,148 0 $ 98,113 1 1992-93 BUDGET $ 67,796 42,729 0 $ 110,525 1 1993-94 BUDGET $ 87,447 17,553 0 $ 105,000 1 WORK PROGRAM: To develop innovative programs that will promote and develop projects to increase the number of affordable housing units throughout the Cfty of Carlsbad. PROGRAM ACTIVITIES: Affordable Housing Program: Implement Program to meet affordable housing goals. 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. Provide administrative support to the Housing Commission. 3. Identify possible projects. 4. Assist in structure and implementation of affordable housing projects. 5. Direct educational programs for citizens, business and government agencies interested in affordable housing. SIGNIFICANT CHANGES: None. 144 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: COMMUNITY DEVELOPMENT BLOCK GRANT DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 391-3510 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 54,506 9,862 0 $ 64,368 0.5 1991-92 ACTUAL $ 29,902 25,950 0 $ 55,852 0.5 1992-93 BUDGET $ 29,972 47,923 0 $ 77,895 0.5 1993-94 BUDGET $ 87,514 31,250 0 $ 118,764 1.5 WORK PROGRAM: To develop and monitor a program of projects/services which benefit low-to-moderate income households within the community. PROGRAM ACTIVITIES: Protect 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 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. SIGNIFICANT CHANGES: Personnel costs have been increased by the transfer in of one quarter of the Housing and Redevelopment Director, one quarter time of two Senior Management Analysts, and one quarter of a Management Analyst. The reallocation reflects actual time spent on program administration and management of projects. Additional revenues are gained by charging back CDBG capital projects. 145 146 Water District PROGRAM: WATER SERVICES FUND: VARIOUS DEPARTMENT: WATER DISTRICT SUMMARY PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,513,825 9,714,372 0 $ 12,228,197 52.9 1991-92 ACTUAL $ 2,411,076 11,185,197 178,949 $ 13,775,222 52.9 1992-93 BUDGET $ 2,971,981 14,016,398 383,710 $ 17,372,089 56 1993-94 BUDGET $ 2,916,717 14,561,767 35,100 $ 17,513,584 56 147 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 2,129,617 6,255,492 0 $ 8,385,109 44.5 1991-92 ACTUAL $ 1,990,134 7,546,714 178,949 $ 9,715,797 44.5 1992-93 BUDGET $ 2,170,091 9,585,768 238,310 $ 11,994,369 44 1993-94 BUDGET $ 2,302,558 9,787,780 23,700 $12,114,038 44 WORK PROGRAM: To provide potable water and service to the customers of the City and District. This program provides administration, billing, meter reading, operations, maintenance, engineering, public information and water conservation. PROGRAM ACTIVITIES:PERFORMANCE OBJECTIVES: 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 Programs: Prepare reports for the Board. Develop and implement public information campaigns and school education programs. Continue with current conservation programs and develop others in accordance with Best Management Practices. Engineering: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Prepare plans and specifi- cations for projects to replace old water lines and other facilities. Administer major capital improvement pro- jects designed by outside engineers. System Maintenance and Repair: Complete preven- tative 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. 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 Ma- nager, City Council, Committees, Commissions and other agencies. 3. Identify school grades for implementation of school program, developed in conjunction with San Diego County Water Authority. 4. Maintain awareness of Carlsbad Water Ethic through activities during Water Awareness Month, public appearances at community and school fairs, and distribution of information. 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. (continued) 148 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 501-5310 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Meter Reading: Perform monthly reading of more 1. Maintenance of 800 meters per month, than 17,500 meters. Water Billing: Maintain a high level of customer 1. Redesign water bill into an easy-to-read format, service while continuing to get water bills out on time. while providing more information. Identify programs to increase efficiency. 2 purchase and lmplement water bi||ing system equipment upgrades. SIGNIFICANT CHANGES: Personnel costs have increased due to the reallocation of staffing expenses between Water Operations and the Sanitation Enterprise. Maintenance and Operation costs reflect the water rate increases from both the San Diego County Water Authority and the Metropolitan Water District. 149 PROGRAM: WATER RECLAMATION FUND: RECLAMATION ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 502-6310 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 0 0 0 $ 0 0 1991-92 ACTUAL $ 0 0 0 $ 0 0 1992-93 BUDGET $ 160,470 680,400 0 $ 840,870 1 1993-94 BUDGET $ 52,960 857,800 6,400 $ 917,160 1 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 malfunc- tioning 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 engi- neers. System Maintenance and Repair: Complete preven- tive 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. SIGNIFICANT CHANGES: This will be the first year that the permanent pump station on El Camino Real will be functioning. This will increase energy costs to approximately $60,000. With the installation of the pump station, more water can be delivered to customers, which will increase the customer base. Three new customers are expected to be on-line during FY1993-94: Frazee flower fields, CaTTrans, and Price Club. The Water Reclamation Enterprise will be functioning on its own for the first time, without help from the Water Enterprise Fund. Revenues will be generated through water sales and rebates from the San Diego County water Authority and the Metropolitan Water District. 150 PROGRAM: FUND: DEPARTMENT: SANITATION SERVICES SANITATION ENTERPRISE WATER DISTRICT ACCT NO. 511-6110 PERSONNEL MAINTENANCE OPERATION CAPITAL OUTLAY GRAND TOTAL POSITIONS 1990-91 ACTUAL $ 384,208 3,458,880 0 $ 3,843,088 8.4 1991-92 ACTUAL $ 420,942 3,638,483 0 $ 4,059,425 8.4 1992-93 BUDGET $ 641,420 3,750,230 145,400 $ 4,537,050 11 1993-94 BUDGET $ 561,199 3,916,187 5,000 $ 4,482,386 11 WORK PROGRAM: To maintain approximately 113 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: Pump Station Maintenance: Preventive maintenance of 13 sewer lift stations. Lift stations are checked twice daily to clean, lube, inspect and repair any malfunc- tioning 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. Engineering: Develop and continuously update the computer based mapping system. Review and correct plans for new development. Prepare plans and specifi- cations for projects to replace old sewer lines and other facilities. Administer major capital improvement projects designed by outside engineers. System Maintenance and Repair: Complete preven- tive 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. 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. 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. 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. 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. 1. 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: Personnel costs have decreased due to more accurate allocation of staff between this program and the Water Operations Program. 151 152 I Capital Improvement Program 1993-94 CAPITAL IMPROVEMENT PROGRAM Introduction The Capital Improvement Program (CIP) for 1993-94 totals $26 million, which is $6.4 million or 25% below the 1992-93 adopted budget of $32.4 million. Projected revenues for the 1993-94 program total $39.7 million and are up by $4.5 million or 13% from the 1992-93 budget. The increase is due primarily to the planned issuance of bonds for two projects and highway grant and transnet revenue. Weak economic conditions continue to prevail and are noticeable among the revenues gleaned from construction within the community. Revenues collected as the result of new residential and commercial/industrial development are nearly identical to the projections of 1992-93. This has resulted in some project phasing and deferrals necessary to balance the 1993-94 budget. 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, additional projects were deferred in order to balance with projected 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 from now until buildout may be broken down into three major categories as follows: 1) fees generated by development in Carlsbad, 2) the Community Faculties 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 65% 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 22% of the total with resources coming in as a result of project scheduling. The remaining 13% 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. 153 FUNDING SOURCES CAPITAL IMPROVEMENT PROGRAM 1993-94 TO DUILDOUT SEWER TRAFFIC IMPACT $61.6 13% «<9 5* MAJOR FACILITY FEE $86.6 18% $30.7 6%TRANS NET $27.4 6% PUBLIC FACILITY FEE $72.2 15% CMNTY FACIL DISTH $1058 22% Total R*v*nuM - $477.1 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 1993-94 CIP revenues with the number of units used in the 1992- 93 CIP. As can be seen, the number of residential units projected for 1993-94 has been decreased by 15, while in 1994-95 a decrease of 26 is shown. Residential and non- residential development information was 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 approximately 25,000. Non-residential growth patterns and projections were also reviewed, and increased slightly in 1993-94 and 1994-95. 1993-94 CIP Growth Assumptions Residential Year 93-94 94-95 95-96 96-97 97-98 Years 5 -10* Years - 2003+ * 92-93 Total No. Units Resid 115 170 345 490 490 1,514 1,332 93-94 Total No. Units Resid 100 144 314 444 573 1421 1496 Diff. 92-93 to 93-94 (15) (26) (3D (46) 83 (93) 164 92-93 Total Total Sq.Ft Comm/lnd 115,000 170,000 290,000 430,000 430,000 700,000 1,000,000 93-94 Total Total Sq.Ft Comm/lnd 170,000 225,000 290,000 430,000 430,000 740,000 1,000,000 Diff. 92-93 to 93-94 55,000 55,000 0 0 0 40,000 0 Non- Residential * Figures shown reflect averages for these time periods. 154 The line chart below further demonstrates the growth and development patterns which have occurred and are projected for Carlsbad. As can be seen, the development rates fell dramatically in 1987-88, due to the implementation of the Growth Management Plan, and have continued to decline since that point. It is anticipated that permits will be issued on 50 residential units during 1992-93. Current growth management projections show a slight recovery to 100 units in 1993-94. RATE OF RESIDENTIAL DEVELOPMENT PERMITS ISSUED UNITS 3000 86 87 88 89 90 91 92 93 94 95 96 97 98 FISCAL YEAR — DWELUNG UNITS Using the growth management forecast identified above, revenue projections show similar weaknesses. This continues to result in changes to project scheduling that occur 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. In order to calculate estimated revenues for the Traffic Impact Fee (TIP), the number of average daily trips was computed for each type of use. An attached dwelling unit was assigned eight trips per day, and a detached unit ten trips per day, based on data used in developing the TIP. Each residential trip was valued at $77.00. The trips-per-day value for commercial/industrial was averaged at 17 trips per 1,000 square feet of development. The volume of trips generated by commercial/industrial development can vary widely depending on the ultimate land use. The value of each commercial/industrial trip was established at $63.00. 155 Sewer fees were calculated by assessing each residential unit (EDU) $1,610. Commercial was assessed $1,610 for each 1,800 square feet of development and industrial was assessed $1,610 for each 3,400 square feet based on the City's procedure for calculating EDU's for non-residential uses. This is the third year that the Community Facilities District (CFD) funding mechanism 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 some projects previously funded from these sources will now be funded through the CFD. Revenues for the PFF and TIF have been adjusted accordingly. Expenditures The 1993-94 to buildout CIP outlines approximately 164 future projects at a total cost of $367 million. The pie chart below indicates that the largest segment of expenditures are for park projects at $87.7 million and 24% of the total. Park projects include development of acreage within all quadrants of Carlsbad as well as Veteran's Memorial Park. Major park projects include Poinsettia Park, the Golf Course, Larwin Park, Alga Norte Park, and a community park in Zone 19. The second largest expenditure category is for streets at $74.7 million or 20% of the total and include the construction and widening of arterials and roadways as well as the widening of some existing streets. Some examples include the widening of the railroad overpasses at Poinsettia Boulevard and Palomar Airport Road, La Costa Boulevard widening, and the extension of Faraday Boulevard. Sewer Projects represent the third highest level of expenditures at $64.4 million or 18% of the total. Included are the repayment of bonds for the Phase IV Expansion of the Encina Treatment Plant, the construction of the Vista Carlsbad trunk line, and parallel ocean outfall. Civic Projects are estimated at $59.4 million and include such projects as the South Carlsbad library and new city hall. The smallest expenditure category for projects is traffic signals, at $3.4 million or 1%. Specific timing and cost estimates for projects are identified in the table immediately following the narrative. CAPITAL IMPROVEMENT PROGRAM PROJECT ALLOCATION 1993-94 TO BUILDOUT ,o« LOAN REPAYMENTS«»7 7 24% $8.8 2% CMC TRAFFIC SIGNALS /^..:::::::::::: i/^/x^X *59-4 16% $3.4 1% SEWER I/...........>>£6^£i±±1 I-5 INTERCHANGES$64.4 18% K::::::::^ VY^WT^n $15.9 4% $52.5 14% STREET PROJECTS.... -, „„$74 7 2°* Total CIP to Buildout - $367 Million 156 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 major adjustments were made during the 1992-93 CIP process, however, some projects required altering to balance the 1993-94 CIP. Altered projects were funded by either TIP or the PFF, and expenditures are timed to match anticipated revenues. These projects and related issues are identified below. > LarwinPark - The 1992-93 CIP planned the construction of Larwin park in 1995-96. This PFF funded project has now been deferred until the 1998-2003 time period. Deferral of this project provides sufficient PFF funds for projects timed within earlier periods. >• Site Acquisition Northwest Quadrant - The 1992-93 CIP showed the acquisition of a 7 acre park site during 1995-96 at $2.4 million. Due to lack of funds, this Park- in-Lieu funded acquisition project has been deferred until the 1998-2003 time period. > Streets - There are two major street projects which were deferred as the 1993-94 CIP was balanced. First, Cannon Road - Interstate 5 to Faraday, funded with Transnet, has been moved from 1993-94 to 1995-96. Second, the widening of Poinsettia Lane, Interstate 5 to Batiquitos, has been deferred one year until 1997-98. The shifting of these two projects will allow the funds to be used for the two remaining Interstate 5 projects. 1993-94 Projects The 1993-94 CIP identifies 29 projects which have been budgeted at a total cost of $26 million. The following chart shows that Civic projects occupy 45% of the total 1993-94 expenditures at $11.6 million. CAPITAL IMPROVEMENT PROGRAM 1993-94 PROJECTS BY MAJOR CATEGORY I-5 INTERCHANGES $2 8% STREET PROJECTS $1.8 7% Total S3-04 CIP - $28 MlPton 157 Twenty two percent or $5.7 million of the budget is allocated to Water projects. Sewer projects account for $3.1 million of projects while the 1-5 Interchanges show a budget of $2 million. Civic Projects The significant project scheduled for 1993-94 appropriation is the expenditure of CFD funds toward the South Carlsbad library at $11.2 million. In order to pursue this project bonds will need to be issued. Additionally, there may not be adequate General Fund monies available to operate the new library. Park Projects Poinsettia Park contains an appropriation of $1 million in 1993-94. Combined with funds that have been appropriated in previous years, the total amount going to this southwest quadrant park is $4.1 million. The North Beach Restroom project is scheduled for a 1993- 94 appropriation at $110,000. The Aviara Oaks park project, in conjunction with the school district, is also scheduled at $27,616. Sewer Projects The CIP reflects Carlsbad's share of funding the Encina Budget. Included is $1.1 million in funds to repay the debt for the Phase IV Expansion, $1.7 million for the Solids Management Program. Water Projects The D Reservoir HI project will receive its final scheduled appropriation this year with a total of $4 million in funds. This project, in conjunction with the Maerkle Dam Lining project scheduled for construction next year, will need to be built through the issuance of bonds. Sufficient funds are not available to complete these projects on a pay as you go basis. It is not anticipated that water rates will need adjusting in order to pay debt service. However, if the State takes the District's property taxes, a rate increase will be required. The CIP also reflects the Water Certificate of Participation payments at $1.5 million for 1993-94. Traffic Signals There is one traffic signal requiring appropriation in 1993-94 and it is located at Paseo Del Norte and Camino de las Ondas at $110,000. Street Projects The largest appropriation for a street project is for the construction of Hidden Valley Road at $630,000 with General Capital Construction funds. These funds will be reimbursed by developers from this area as housing units are built. Other appropriations include a road segment improvement at Alga Road from Mimosa to El Camino Real at $300,000 and design work for Cannon Road 1-5 to Faraday at $400,000. 158 1-5 Interchanges The interchange at Poinsettia and 1-5 is scheduled for a $1.6 million appropriation in 1993- 94 using Community Facilities District funds. An additional appropriation of $6 million for this project is scheduled for next year, 1995-96. Design work on I-5/La Costa will continue with an additional $250,000 appropriation in 1993-94 from the CFD. Summary While many projects continue to be deferred due to lack of available funds, significant progress has been made on the traffic circulation projects started in 1992-93. The project which is most likely to see progress in 1993-94 is Poinsettia park. Review of the CIP finds that all projects identified in the 1992-93 CIP continue to be included in 1993-94. There have been some significant project scheduling changes as the effects of the slow economy are felt on Carlsbad's revenue stream. Lack of funds has caused the City to rethink how it can accomplish its capital projects. Generally the philosophy has been to build quality capital facilities which meet, and at times exceed, growth management standards whenever economically beneficial. This philosophy worked when growth and related revenues were substantial. Concepts such as phasing projects over a period of years, and timing projects 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 1993-94 CIP reflects these concepts. 159 GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to regulate development within the City by Unking residential, commercial, and industrial development directly to the standards for the availability of public services and facilities. Standards for facilities are applied within the City as a whole, within the City's four quadrants, and in the City's twenty-five community or growth management zones. The Growth Management Plan has established precise standards, as adopted by the City Council for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Program impacts both the Operating Budget and the Capital Improvement Program. As the Program was being developed, very little 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. The Capital Improvement Program has been designed to specifically address areas where facilities do not comply with the adopted performance standards, or are projected to fall below standard within the next five years. 160 CITY OF CARLSBAD CAPTTAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUtLDOUT) PROJECTS PROJECT NO. PROJECT TtTLE FUNDING SOURCE TOTAL APPROP PRIOR EXPND'S & ENCUMBRC'S CONTINUINQ APPHOPFIATN CIVIC PROJECTS 3742 3350 3740 3343 3743 3302 3302 3266 3384 3384 3384 3244 3370 £3392 I-1 3735 3352 3336 3354 3335 S353 3712 AFFORDABLE HOUSING LAND ACQUISITION BATOUITOS LAGOON FINAL DESIGN PHASE BOY'S & GIRL'S CLUB SPRINKLERS CARLSBAD VILLAGE OR STREET SIGNS crrvHALL FAIR HOUSING SURVEY RRE STA * 3 - RELOCATION FIRE STA #6 (PERMANENT) FIRE STA #6 (PERMANENT) LAS PALMAS PURCHASE LIBRARY1 - COLE EXPANSION LIBRARY - COLE EXPANSION LIBRARY - COLE REMODEL LIBRARY - S CARLSBAD/CONSTRUCTION LIBRARY - S CARLSBAD/LIBRARY COLLECTION LIBRARY - 8 CARLSBAD - SHELVING PAINT-A-THON PROG-13TH YEAR PUBUC ART - 1-5 INTERCHANGES PUBLIC ART - DUCK POND PUBLIC ART - LARWIN PARK PUBLIC ART - LIBRARY - S CARLSBAD PUBUC ART - SEAWALL REHABILrTATKDN - RESIDENTIAL CDBG GCC COBG REDEV CFD CDBG PFF LC/FLDSTONE PFF PFF PFF CFD PFF CFD PFF PFF CDBG PUB ART PUB ART PUB ART PUB ART PUB ART CDBG 523,403 300.000 35.000 190.000 23.100.000 10.000 450.000 375.000 75,000 2.347,512 8.660,000 4,000,000 1.850.000 14.911,308 400.000 650,000 39,475 30,000 75.000 25.000 170.000 30.000 90.000 10,000 70.154 29.600 143,000 1790.041 3.680,169 3.583 33.837 23.123 155.657 30,000 513.403 29.848 5.400 47.000 10.000 471 275,000 81.137 398,417 650.000 5,838 30,000 75.000 1.877 14.349 90,000 YEAR1 YEAR2 YEAR3 YEAR4 YEARS 4OO4 QA 1OO4 OK 1OO<C (Vt 1QW1 O7 1QQ7 QA 1OQfl ?OO3 ?OO3 +1 W3 — 94 18Sr^~wO lyyo — WS TlfW) Wr l*fs»» iw I tfirO tVA>O tvjvo -T 200.000 23,100,000 20,000 430.000 375.000 40.000 35.000 235.000 235,000 235,000 235.000 117,000 8.660.000 4.000.000 1.575.000 11700.000 CtTY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO. PROJECT T(TLE ROOSEVELT STREET PARKING LOT 3346 STREETSCAPE PHASE IV- SCULPT PK CfTY MAINTENANCE FACILfTY UTILITIES/MAINTENANCE/WAREHOUSE FACILITY SUBTOTAL CIVIC PROJECTS DRAINAGE PROJECTS 3385 BUENA VISTA CHANNEL REPAIR 3293 CARLSBAD VILLAGE DR STORM DRAIN (STRSCP) 3338 STORM DRAIN DESILTATON BASIN/CANNON RD BH.BG STORM WATER TESTING ft MONITORING SUBTOTAL DRAINAGE PROJECTS PARK PROJECTS ZONE 5 PARK FACILfTY GOLF COURSE CONSTRUCTION BONDS h-9072 GOLF COURSE DEVELOPMENTCTlN> NORTHEAST OUADHWT PARKS 3344 LARWN PARK - NE OUAD/22.3 ACRES VETERAN'S MEMOWAL PARK - NE QUAD PARK RESTORATION/ACQUISmON FUNDING SOURCE REDEV REDVL BONDS SEW CFO GCC TIB PLD PLD ZONES GOLF BONDS GCF PFF CFD PIL-NE TOTAL PRIOR EXPND'S COKTNUINQ APPROP ftENCUMBRC'S APPROPRMTN 626.250 876.800 784.490 82,310 500.000 3,700.000 64.039,746 6.253.434 2,268,042 200.000 39.683 160,317 500.000 500,000 1.120,000 41 1,119,999 100,000 1.920,000 39.724 1.780.276 6.550,000 14,000,000 1,283.190 1.202.438 80,752 2,090.000 173.330 16,670 3.500,000 6.741.289 YEAR1 YEAR2 YEARS YEAR4 YEARS 1993-94 1994-95 1995-96 1996-97 1997-96 1998-2003 2003 + 626.250 500.000 3,700.000 11.635.000 235.000 2.476.250 645.000 137,000 27,730.000 12,660,000 100,000 100.000 700,000 5,850,000 14,000,000 200.000 1,700,000 1.750.000 1.750.000 * 6,741,289 CflY OF CARLSBAD CAPTTAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUHDOUT) PROJECTS PROJECT NO. PROJECT TTTLE NORTHWEST QUADRANT PARKS 3355 WHALE WATCH FENCE REPLACEMENT CANNON LAKE PARK - NW QUAD/6.7 ACRES COMMUNITY CENTER - NW QUADRANT HOSP GROVE IMPROVEMENTS HOSP GROVE/BUENA VISTA LAGOON ALTERNATIVE II VETERAN'S MEMORIAL PARK - NW QUAD 3356 MAXTON BROWN PARK IMPROVEMENTS NORTH BEACH RESTROOM SITE ACQUISITION - NW OUAD/7 AC DEVELOP 7 ACRES SOUTHEAST QUADRANT PARKS ALGA NORTE DEVELOP 19.48 AC ALGA NORTE DEVELOP 15.52 ACRES ALGA NORTE COMMUNITY FACILITY ^ ALGA NORTE- REPAY FLDSTONE FOR DEVEL COSTS <^>3306 CARRH1O RANCH STABILIZATION LEO CARRIUO-102 ACRES DEVEL & RESTORE LEO CARRtLLO - 8.5 ACRES (TO BE DEDCATED) LEO CARPILLO DEVELOP 8.5 ACRES VETERAN'S MEMORIAL PARK - SE QUAD PARK RESTORATTON/ACQUISmON FUNDING SOURCE GCC PFF PFF STGRNT PIL-NW CFD TIP GCC PIL-NW PFF LC/FLDSTONE PFF PFF PFF STGRNT PFF PFF CFD PIL-SE TOTAL PRIOR EXPND'S CONTMUNG APPROP »ENCUMBRC'S APPROPRWTN 155,000 132.127 22.873 900,000 3.000.000 172,000 3,350.000 3,500.000 25,700 9,831 15,889 110.000 2.380,000 875,000 2250,000 2.100.000 3.000.000 2241265 490.011 488.520 1.491 2.250.000 1. 150.000 3.500,000 2,970,000 YEAR1 YEAR2 YEAR3 YEAR4 YEARS 1993-94 1994-95 1995-98 1996-97 1997-98 1998-2003 2003 + 900.000 3.000,000 172,000 3,350.000 1.750.000 1,750.000 110.000 2.380.000 875.000 250,000 2.000.000 2.100.000 3.000,000 1,587.500 653.765 125,000 125,000 2.000.000 1.150.000 1.750.000 1.750,000 2.970,000 OTY OF CARLSBAD CAPfTAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUIUDOUT) PROJECTS PROJECT NO 3348 PROJECT TITLE SOUTHWEST QUADRANT PARKS POINSETTIA DEVELOPMENT - 42 ACRES PHASE 1 POINSETTIA DEVELOP - PHASE II POINSETTIA COMMUNITY CENTER PHASE III POINSETTIA REPAY SAMMIS (6.05 ACRES) VETERAN'S MEMORIAL PARK - SW ZONE 19 PARK DEVELOP - 15 ACRES PHASE 1 ZONE 19 PARK DEVELOP 9.25 ACRES PHASE II ZONE 19 COMMUNITY CENTER PHASE III ZONE 19 COMMUNITY PARK (REPAY L/C) PARK RESTORATION/ACQUISITION AVIARA OAKS - DEVELOP 4 ACRES AVIARA OAKS BALLFIELD AVIARA OAKS BALLFIELD SUBTOTAL PARK PROJECTS FUNDMQ SOURCE PFF PFF PFF PIL-SW CFD UC PFF PFF PFF PIL-SW PFF STGRNT GCC TOTAL PRIOR EXPNO-8 CONTWUWQ APPROP S.ENCUMBRC'S APPROPHATN 4.067.000 473.119 2.613,881 2,900,000 3,000,000 308.750 3.500.000 1.687.500 1,250.000 3.000.000 1.725.000 2.856.427 40.000 21.416 6.200 92,965,748 2,479,365 2.751.536 SEWER PROJECTS 3359 3411 3402 3298 ENCNA WATER POLLUTION CONTROL FACILfTY BUILDING IMPROVEMENTS CAPITAL ACOUISmONS - UNIT 1 DISINFECTION FACILITIES ENCNA UNIT J OUTFALL OUTFALL REBALLAST PARALLEL OCEAN OUTFALL PHASE V EXPANSION SOLIDS MANAGEMENT PROGRAM SOLIDS MANAGEMENT PROGRAM SEW SEW SEW SEW SEW SEW SEW SEW SEW BONDS 2.074,012 43,744 31,068 1,041.567 15,630 47,189 1,681.876 85.120 538.658 141.403 397.455 8.965.082 2.606.100 4,673,783 1.265.783 6,882.560 YEAR1 YEAR2 YEAR3 YEAH4 YEARS 1993-94 1994-95 1995-98 1996-97 1997-98 1998-2003 2003 + 1,000.000 2.900,000 3,000,000 308.750 1.750,000 1,750,000 1 .687,500 1.250.000 3.000.000 525,750 1,199,250 2.856.427 40.000 21,416 6.200 1,309.616 14.165,000 375.000 2,000.000 508,750 26.816.250 42,558.231 26,299 298.712 837.089 261.600 575.500 48.402 34,488 49.620 49.620 49.620 250,000 500,000 132.714 1.529.162 85,120 8,965.082 2,606.100 1.721.000 1.639.000 48,000 6,882.560 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS C7> PROJECT NO. 3250 3322 3182 3324 3252 3252 3387 3403 PROJECT TITLE TREATMENT PLANT EXPAND - PHASE IV TREATMENT PLANT EXPAND -PHASE IV - BONDS INTERCEPTOR SYSTEM t LIFT STA TIONS AQUA HEDIONDA LIFT STATION BUEN A VISTA LIFT STATION BUENA/SAN MARCOS INTECEPTOR VISTA CARLSBAD TRUNK LINE MONITORING PROGRAM BASE MAPPING SYSTEM BASE MAPPING SYSTEM SUBTOTAL SEWER PROJECTS WATER PROJECTS 384 ZONE TO POINSETTIA 384 ZONE TO POINSETTIA 550 ZONE TO PCMNSEmA 550 ZONE TO POINSETTIA 580 ZONE SECONDARY SUPPLY 680 ZONE SUPPLY CAMINO VOA ROBLE TO TT RESERVOIR CANNON - CAR COUNTRY TO EL CAMINO REAL CARLSBAD BLVD - MONZANO TO ENCINA CARLSBAD BLVD - MONZANO TO ENCINA CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT RO CARLSBAD VILLAGE DR - CELINDA TO DONNA CARRILLO WAY - EL FUERTE TO EL CAMINO REAL COLLEGE BLVD EXTENSION ® EL CAMINO REAL FUNDNQ SOURCE SEW SEW SEW SEW SEW SEW SEW SEW WATER MFC REPLCMT MFC REPLCMT MFC MFC MFC MFC MFC REPLCMT MFC MFC MFC MFC TOTAL PRIOR EXPND'S CONTMUtja APPROP iENCUMBRC-S APPHOPRATN 1.585,590 1,585,590 25,869.520 1,688.900 1.600,000 674.200 3,143 378.857 1.372.000 6.709.939 585.939 100,000 80,000 26,648 53,352 117.500 116.998 502 117,500 113.812 3.688 66.420.207 5.356.780 1.005,921 75.000 324,000 60,000 266.000 256,000 550.000 400.000 8.425 391.575 908.500 125,000 150,000 525.000 230.000 1.808.750 183.375 183,375 YEAR1 YEAR2 YEAH3 YEAR4 YEARS 1993-94 1994-95 1995-96 1996-97 1997-98 1998-2003 2003 + 1,110.700 1,108.500 1,108.700 1,107,500 1.108,820 5.522,600 13,115,800 1,600,000 123,200 171,000 500,000 872.000 2,836,000 1,398.000 1.790.000 3.133.016 7.147,148 1.317,739 1.455.832 3.391.529 6.534,200 37.078.042 75.000 324,000 60,000 266.000 256.000 550.000 906.500 125.000 150.000 525.000 230,000 1.808.750 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO. PROJECT TITLE 3377 3376 3376 3404 3378 3378 3379 j > ^3373 3368 3388 3375 3375 3166 COLLEGE NORTH TO OCEANSIOE COLLEGE - 3T TO CANNON COLLEGE - CANNON TO TAP COLLEGE - MAERKLE RESERVOIR COLLEGE - POINSETTIA TO PALOMAR AIRPORT RD D RESERVOIR III D RESERVOIR III DOWNTOWN REHABILITATION EL CAMINO REAL - CHESTNUT TO TAMARACK EL CAMINO REAL - CHESTNUT TO TAMARACK EL CAMINO REAL ® KELLY EL CAMINO REAL - S OF CMNO VIOA ROBLE EL FUERTE AVE - N OF LOKER EL FUERTE - ALGA TO CARRILLO EL FUERTE - CARRILLO TO PALOMAR AIRPORT ROAD EL FUERTE - FARADAY TO MAERKLE 1-5 @ NAVIGATION CIRCLE JEFFERSON ST WATER LINE REPLACEMENT JEFFERSON - PO PICO TO MAY CO LOAN TO MAJOR FACIUTIES MAERKLE DAM UNNG - COVER MAERKLE DAM UMNO-COVER MAERKLE PUMP STATION & CHLORAMINATION MAERKLE PUMP STATION & CHLORAMINATION MARRON RD - PR STATION TO OCEANSIOE PALOMAR AIRPORT NORTH OF OWENS PALOMAR AIRPORT ROAD FROM ECR TO SANTE FE FUNDING SOURCE REPLCMT MFC MFC REPLCMT MFC MFC REPLCMT REPLCMT MFC REPLCMT MFC MFC MFC MFC MFC MFC MFC REPLCMT MFC REPLCMT MFC REPLCMT MFC REPLCMT REPLCMT MFC MFC TOTAL APPROP 512,500 421.000 550.000 2,340,000 495.000 3,639.000 1.261.001 550.000 466,861 317,780 94,000 500.000 148.750 1.335,750 820,000 330,000 615.000 355.000 267,375 4,000,000 3.350,000 4.487,500 1,135.000 1.702,500 180.000 71.875 1.250.000 PRIOR EXPNtVS ft ENCUMBRC'S 357,410 147,788 274 1,445 1.010 276,865 57.264 92.505 861,648 1.373.975 65 CONTINUING APPROPHATN 261,590 113,213 549,726 465.416 316,770 500.000 76.135 292.78$ 394.995 273,352 328.525 1.249.935 YEAR1 YEAR2 YEARS YEAR 4 YEARS 1993-94 1994-95 1995-96 1996-97 1997-96 1996-2003 2003 + 512,500 421.000 550.000 2.340.000 495,000 3.000,000 1,000.000 94.000 148.750 1.335,750 820,000 330.000 307.500 307,500 267.375 2.500.000 1,500.000 3.000.000 4.000.000 180.000 71.875 OTY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO. 3166 3389 3394 3393 3397 3396 3395 3398 f_i3400 CTl ^J 3405 PROJECT TTTLE PALOMAR AIRPORT ROAD FROM ECR TO SANTE FE PALOMAR AIRPORT ROAD ® YARROW POINSETTTA - ELCAMINO REAL TO V POINSETTIA - D TO 2800 FEET EAST POINSETTTA - PASEO DEL NORTE TO CARLSBAD BLVD PR STATION - EL CAMINO REAL @ CANNON PR STATION RELOCATION RECLAIMED WATER - AG/l-5 ONSITE PIPING RECLAIMED WATER - AG/1-5 PIPELINES RECLAIMED WATER - AG/l-5 PUMPING STA'S RECLAIMED WATER - AG/l-5 RESERVOIR RECLAIMED WATER - AVIARA PIPELINE RECLAIMED WATER - AVIARA PUMP STA - ECR RECLAIMED WATER - AVIARA RESERVOIR RECLAIMED WATER - FLOWER FIELD RECLAIMED WATER - GAFNER IMPROVEMENTS RECLAIMED WATER - MAHR RESERVOIR MPVTS RESERVOIR REHAHLTTATION SOUTH OF CAMINO VDA ROBLE WATER COP PAYMENTS WATER OOP PAYMENTS Tr RESERVOIR IV •D- RESERVOIR TO PALOMAR OAKS SUBTOTAL WATER PROJECTS FUNDING SOURCE REPLCMT REPLOMT MFC MFC MFC MFC MFC RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER RECLM WATER REPLCMT MFC MFC REPLCMT MFC MFC TOTAL APPROP 1,250.000 175,000 555.000 80.500 362.250 250,000 250.000 1.199.000 600,000 600,000 500.000 700,000 50.000 950.000 200.000 143,750 14,102,129 2.686,121 5.312.500 250,000 67,471,767 PRIOR EXPND'S CONTNLnNG ft ENCUMBRC-S APPROPRMTN 66 1,249.994 66.644 106.156 71,303 1,127.697 15.670 564,130 362,011 437.169 500,000 56.706 643.294 5,782 44,216 950,000 143,750 3,759,256 11.208,511 YEAR1 YEAR2 YEARS YEAH4 YEARS 1993-94 1994-95 1995-98 1996-97 1997-98 1998-2003 2003 + 555,000 60,500 362.250 125.000 125.000 250,000 200,000 1.264,108 1 .282.048 1.281,062 1780,850 1,280,966 6.408.676 1.264.380 M4J01 244.200 244.016 243,972 243.996 1.220.702 244.644 ' '••. 1.062.500 4,250,000 250.000 8.728.696 8,526.248 7,499,723 5,518,822 1,524,982 10,927,380 12.780.149 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BU1LDOUT) PROJECTS PROJECT NO. PROJECT TITLE FUNDING SOURCE TOTAL PRIOR EXPNO'S CONTMUING APPROP aENCUMBHC-S APPROPRWTN TRAFFIC SIGNAL PROJECTS TRAFSG 3369 TRAFSIQ 3369 TRAFSIQ TRAFSG TRAFSIQ TRAFSIQ TRAFSIQ TRAFSG TRAFSG TRAFSG TRAFSG TRAFSG 3255 TRAFSG TRAFSG TRAFSG J^J TRAFSG 00 TRAFSG TRAFSG TRAFSG TRAFSIQ 3275 TRAFSG 3276 TRAFSG TRAFSG TRAFSG 3273 TRAFSG TRAFSG - AUQA/EL FUERTE - AUQA (POINSETTIA TO MIMOSA) - AUQA (POINSETTIA TO MIMOSA) - ALQA/MELROSE - CANNON/AVENDA ENCINAS - CANNON/COLLEGE - CANNON/FARADAY -CANNON/1-5 - CANNON/PASEO DEL NORTE - CARLSBAD BL/AVENDA ENCINAS - CARRILLO/EL FUERTE - CARRILLO/MELROSE -COLLEGE/ECR - COLLEGE/CARLSBAD VILLAGE OR - COLLEGE/LAKE CALAVERA - COLLEGE/POINSETTIA - EL CAMINO REAUCAUJE BARCELONA - EL CAMINO REAL/CANNON - EL CAMINO REAUCARRIUO - EL CAMINO REAL/OUVENHAIN - CARLSBAD VILLAGE DR/JEFFERSON - CARLSBAD VILLAGE DR/ROOSEVELT - CARLSBAD VILLAGE OR/TAMARACK - FARADAY/ORION - NTERCNECT - 12 SIGNALS - MELROSE/LA COSTA PFF TIF ASMTDST PFF PFF PFF PFF TIF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF PFF TIF PFF PFF 125,000 30,000 30,000 690,000 690.000 110.000 110,000 125,000 110,000 200,000 110,000 110,000 125.000 125.000 115.000 110,000 100,000 125,000 110.000 125.000 125,000 125,000 100,000 769 99.231 100,000 384 99.616 110.000 100.000 115,000 63.475 51,525 110,000 YEARt YEAR2 YEAR3 YEAR4 YEARS 1993-94 1994-95 1995-98 1998-97 1997-98 1998-2003 2003 + 125.000 110,000 110,000 125.000 110,000 200.000 110.000 115.000 110,000 100,000 1 25,000 110,000 125,000 125.000 125.000 110,000 110,000 110.000 125.000 125.000 100.000 CtTY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO. 3362 3406 3364 3305 ,_ B41« O^i VD 3184 3184 3184 3365 3307 3307 PROJECT-TITLE TRAF SIG - MELROSE/RANOHO SF (S) TRAF SIG - CAMINO DE LOS COCHES/LA COSTA TRAF SIG - PALOMAR AIRPORT ROAD/HIDDEN VALLEY TRAF SIG - PALOMAR AIRPORT ROAD/MELROSE TRAF SIG - PASEO DEL N/CAMINO DE LAS ONDAS TRAF SIG - POINSETrWPASEO DEL NORTE TRAF SIG - RCHO SANTA FE/OUESTHAVEN TRAF SIG - TAMARACKK3ARFIELD TRAF SIG - TAMARACK/HIGHLAND TRAF SIG - YARROW/CAMINO VIDA ROBLE SUBTOTAL TRAFFIC SIGNAL PROJECTS STREET PROJECTS ADAMS STREET DESIGN ALGA RD (ASSESSMENT DISTRICT) ALGA ROAD MIMOSA TO EL CAMINO REAL AVENOA ENCINAS - ENCINA WWTP FRONTAGE AVENOA ENCINAS - 8 OF PALOMAR AIRPORT ROAD CANNON RD 0-5 TO FARADAY) CANNON RD 0-5 TO FARADAY) ASSMT DISTRICT CANNON RD (1-5 TO FARADAY) CANNON RD® 1-5 CANNON ROAD - 1-5 TO PASEO DEL NORTE CARLSBAD BLVD WOENING CANNON-PAR CARLSBAD BL MEDIAN (TAMARACK TO PINE) CARLSBAD BL SHORE PROTECTION CARLSBAD BL SHORE PROTECTION FUNDING SOURCE PFF PFF PFF PFF PFF PFF GCC PFF PFF PFF GCC ASMTDBT TIF ENCINA TIF TRNSNT/HWY ASMTDIST CFD TIF TIF TIF PFF GCC STGRNT TOTAL PRIOR EXPND'S APPROP & ENCUMBRC'S 110.000 110.000 125.000 125,000 110,000 125.000 125.000 110.000 110.000 100,000 4,690,000 64,626 90.200 84,343 14.830.119 14,710.368 570.000 622,000 525.000 4.200.000 4,092 412,137 412.053 3.950.000 1,750,000 435.000 2.113.000 110.445 1,250.000 800.000 18 300,000 214.079 CONTNLflNG APPROPHATN 125.000 125,000 1,220,372 5.857 119,753 195,908 84 2.555 799.984 85.921 YEAR1 YEAR2 YEARS YEAR4 YEARS 1993-94 1994-95 1995-96 1996-97 1997-98 1998-2003 2003 + 110.000 110.000 125.000 125.000 110,000 110.000 110,000 100.000 110.000 420,000 125.000 125.000 1,820.000 805.000 300.000 270.000 622,000 525.000 400,000 3,600,000 3.950,000 1.750.000 435,000 2.000.000 450,000 800.000 CfTY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO PROJECTTTTLE 3188 3327 3166 3166 3166 3166 3166 3166 3166 3166 3166 3409 3409 3156 3215 3417 CBADVLGDR- PONTIAC TO S OF VICTORIA COLLEGE BL ASSMT DIST/ S ECR EL CAMINO REAL MEDIANS EL CAMINO REAL WIDENING - S CHESTNUT & S ALGA ECR/PAH EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING ECR/PAR EAST - WIDENING EL CAMINO REAL WIDENING - LA COSTA AVE TO ARENAL EL CAMINO REAL ® CAMMO VDA ROBLE EL CAMINO REAL ® CANNON ROAD EL CAMINO REAL ® CARLSBAD VILLAGE DR EL CAMINO REAL ® FARADAY AVENUE EL CAMINO REAL ® TAMARACK - REPAY FOOTE FARADAY (CANNON TO KOLL PROP) HIDDEN VALLEY ROAD HIDDEN VALLEY ROAD JEFFERSON 8T PATH JEFFERSON ST PATH LA COSTA AVE - I-5 TO EL CAMINO REAL LA COSTA DOWNS ASSESSMENT DISTRICT LEUCADIA BL - FM EXISTING TO EL CAMINO REAL FUNDING SOURCE TIF ASMTDtST PFF TIF GAS TAX SAN MARCOS VISTA SO COUNTY TIF TRNSNT/BIKE TDA TRNSNT/LOCL TRNSNT/HWY TIF TIF TIF TIF TIF TIF CFD THNSNT/LOCL GCC STGRNT ISTEA CFD ASMTDIST CFD TOTAL APPOOP 1,260.000 8.872,804 1,700.000 1. 502.000 299,870 2.212,407 83.674 400.000 1.750.000 120.500 362,100 1.500.000 2.305.000 450.000 320.000 130.000 320,000 710,000 170.000 3.500.000 120.000 630,000 190,000 162.717 7,314.000 20.250 3.500.000 PRIOR EXPNO-S AENCUMBRC'8 8.573.093 163.540 299,870 118 155.998 204 40.000 444.614 47,400 82,717 966.501 CONTWUNG APPROPRKTN 299.711 28.400 2.212,407 83.674 399,862 1,594.002 120.296 362,100 1,460.000 1,705.366 72.600 107.263 347,499 20.250 YEAR1 YEAR2 YEAR3 YEAR4 YEARS 1993-94 1994-95 1995-98 1998-97 1997-98 1998-2003 2003 + 1.260.000 1,700,000 1,310.000 155,000 450,000 320,000 130,000 320.000 710.000 170.000 3.500.000 •Mum 102.717 6,000.000 3.500.000 CITY OF CARLSBAD CAPTTAL MPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT NO. PROJECT TITLE 3410 3413 3407 3316 3731 3731 3401 3286 3266 3286 3286 _3390 J_! 3415 3190 3190 3190 3732 3732 3391 3391 3391 LOCAL ROAD DRAINAGE PROGRAM MAY Y MONTANAS UNIT 1 ft 2 DEFAULT MARRON RD - 2 EAST BOUND LEFT TURN LANES MELROSE OR @ ALGA ROAD MISCELLANEOUS - TRAFFIC MONITORING PROGRAM OAK STREET IMPROVEMENTS STATE/ROOSEVELT OAK STREET IMPROVEMENTS STATE/ROOSEVELT PALOMAR AIRPORT ROAD ® COLLEGE BLVD PALOMAR AIRPORT ROAD ® PASEO DEL NORTE PAR MITIGATION MAINTENANCE PAR BETWEEN CAMINO VOA ROBLE/ECR PAR BETWEEN CAMINO VOA ROBLE/ECR PAR BETWEEN CAMINO VOA ROBLE/ECR -Rtpay TN PAR BETWEEN CAMINO VIDA ROBLE/ECR PAR (W OF ECR MEDIAN) PAR(RR BRIDGE WIDEN ft C'BAD BL INTERSEC) POINSETTIA LN - 1-5 TO BATIOUITOS LN PONSETT1A RR BRIDGE WIDENING RANCHO CARRIU.O ASSESSMENT DISTRICT RANCHO SANTA FE RD ASMT DIST RANCHO SANTA FE RD ASMT DIST RANCHO SANTA FE RD/OLIVENHAIN SIDEWALK CURB GUTTER ©GRAND JEFFERSON/MADISON SIDEWALK CURB GUTTER ©GRAND JEFFERSON/MADISON STREET/SIDEWALK UPGRADES STREET/SIDEWALK UPGRADES STREET/SIDEWALK UPGRADES FUNDING SOURCE TRNSNT/LOCL occ GCC TIF TIF CDBQ TIF TIF TIF ASMT DIST TRNSNT/LOCL 80 COUNTY SO COUNTY GCC PFF PFF TIF PFF ASSMT ASMT DIST GCC CFD ODBG TIF TRNSNT/LOCL TDA TIF TOTAL APPROP 4,700.000 162.555 22.000 480.000 944,764 150.000 32.012 160.000 525.000 280,000 1.285.000 910.000 1.332.500 80.000 500.000 4,000.000 1,870,000 2.000,000 41.450 364,828 80.500 6.000,000 30,000 2.200 7200.000 40.000 7238,068 PRIOR EXPND-S ft ENCUMBRC'S 239,709 148.902 31.800 19,608 5.755 357.274 18.147 26,146 27.308 1200 10.150 CONTINUWQ APPROPHATN 162,555 22.000 45.055 1.O98 212 260.392 74245 41.450 7.554 82,353 273.854 2.694 1.000 100.000 327.938 YEAR1 YEAR2 YEARS YEAR4 YEARS 1993-94 1994-95 1995-96 1996-97 1997-98 1998-2003 400.000 4,300.000 40.000 40.000 40.000 40.000 200.000 1265.000 910.000 1.332,500 500,000 500,000 3,500.000 2.000,000 5,700,000 100,000 100.000 100.000 100.000 500.000 40.000 50.000 200.000 200.000 200.000 200,000 1.500,000 2003 + 480.000 300,000 160.000 525,000 1 ,870.000 6,200,000 4,550.000 COY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUIDOUT) PROJECTS PROJECT NO. 3001 3366 34O8 3347 3203 3203 3219 3268 3268 3268 3268 | — > 3269 NJ3269 3269 PROJECT TITLE SIDEWALK PROG DESIGN & PLAN (LAGUNA DR) STREET LIGHT REPLACE - LAGUNA DRIVE STREETLIGHTS - PO PICO @ HOLIDAY PARK STREETSCAPE PHASE V - CARLSBAD VILLAGE DR TAMARACK (JEFFERSON TO CARLSBAD BL) TAMARACK (JEFFERSON TO CARLSBAD BL) UNDERGROUND UTILITY DISTRICT NO. 15 UNDERGROUND UTIUTY DISTRICT NO. 18 SUBTOTAL STREET PROJECTS INTERSTATE 5 OVERPASS PROJECTS I-S/LA COSTA AVE INTERCHANGE 1-5/P ALOMAR AIRPORT RD INTERCHANGE l-5/PALOMAR AIRPORT RD INTERCHANGE l-5/PALOMAR AIRPORT RD MTEROHANGE 1- 5/PALOMAR AIRPORT RD INTERCHANGE l-5/PCMNSETTIA INTERCHANGE I-S/PONSETTIA NTERCHANGE l-5/POINSETTIA NTEHCHANGE -REPAY AVIARA 1-5 POV4SETTIA INTERCHANGE - BIKE LANE SUBTOTAL BRDQE ft THOROUGHFARE PROJECTS GRAND TOTAL FUNDING SOURCE REDEV GOC GCC TB STGRNT PFF SDGSE SDG&E CFD RECLMWATW THNSNT/HWY THNSNT/BIKE CFD CFD AVIARA CFD TDA TOTAL APPHOP 250.000 45.000 20.000 2,970,208 52,000 2.000.000 450.000 630,000 118,000.883 8.950,000 201,000 1.990.000 250.000 7.818.000 8.337.000 (13.000 •13,000 180.400 28,750,400 444,258.751 PRIOR EXPND'S ftENCUMBHC'S 144.539 976,637 1,094 1,747,519 29.465,235 1.444,400 1.339.088 30,000 642,591 514.069 913.000 4.877.162 52.295,604 CONTNUINa APPROPHATN 105.461 45.000 20,000 1,999.571 50.906 252.481 13,879.491 246.118 201,000 56.912 220,000 6.973.409 225,917 7,923,356 42.029.445 YEAFM YEAR2 YEARS YEAR4 YEARS 1993-94 1994-95 1995-98 1996-97 1997-98 1998-2003 2003 + 450.000 630.000 2.359.717 790.000 14.520.000 2.540,000 9.240,000 27.057,500 24,155.000 259,462 2,000.000 5,000,000 1,597,000 6,000.000 919,000 180,400 MBM82 8,000.000 5.919,000 28.412.027 39.283.398 32,226.712 12.159,654 8.927.261 100,687.330 130.036,422 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM CURRENT AND FUTURE (1993-94 TO BUILDOUT) PROJECTS PROJECT FUNDNQ NO. PROJECTTTTLE SOURCE TOTAL PRIOR EXPND-8 CONTNUtNG APPHOP ft ENCUMBRC'S APPROPHATN LOAN REPAYMENTS PFF TO GCC- FIRE STATION « PFF PFFTOGCC - FIRE STATION *5 PFF TIP TO GCC -LA COSTA ENVIRON MITIGATION T1F PLOT TO GCC -JAMES DRIVE STORM DRAIN PLD PIL-SW TO GCC - ALTA MIRA LAND PURCHASE PIL-SW SUBTOTAL LOAN REPAYMENTS GRAND TOTAL ALL PROJECTS 400,000 550.000 750,000 900,000 2,550,000 4.550,000 448.808,751 52.295.804 42,029.445 YEAR1 YEAR2 YEARS YEAR4 YEARS 1993-94 1994-95 1995-98 1998-97 1997-98 1998-2003 2003 + 400.000 550.000 750.000 300.000 2.550.000 4.550.000 28,412,927 39.283.398 32.228.712 12.159,654 8.927,261 100.887,330 134.586.422 UNFUNDED PROJECTS ALGA ROAD MEDIANS HOLIDAY PARK IRRIGATION RENOVATION LAND PURCHASE - RECLAIMED WATER SITE _, 3307 CARLSBAD BLVD SHORE PROTECTION j 3349 CARLSBAD BL BRIDGE (SB) @BATIOUrTOS LAGOON ALGA NORTE 50M SWIMMING POOL TOTAL ALL UNFUNDED PROJECTS 4S5.000 85,000 2.000,000 2.900.000 (FunttodtvoughtMcgranlwlMnlundabKonwavaltabto.) 2.000.000 (Funded ftroughttat* grain wtwn Kjnda b*com* availabl*.) 3.000,000 $10.480.000 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 1 1993-94 FUND GENERAL CPTLCONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PILAREA1 NW PIL AREA 2 NE PILAREA3SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA TDA SDG&E COUNTY GRANTS GOLF COURSE PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z19 BEGINNING BAL 7/1/93 832,422 3,625,438 1,623,310 1,613,314 495,419 179,593 710,735 908,649 1,695,761 9,609,493 284,520 32,855 (370,500) 606,537 1,373,902 56,126 113,720 REVENUE 200,000 332,472 34,000 18,004 7,716 32,150 981,509 622,000 933,522 555,000 370,500 162,717 220,400 50,000 9,462 30,000 EXPENDITURES 946,200 1,345,000 350,000 100,000 622,000 3,133,016 555,000 162,717 220,400 ENDING 86,222 2,612,910 1,657,310 1,631,318 495,419 187,309 742,885 1,540,158 1,595,761 7,409,999 284,520 32,855 606,537 1,423,902 65,588 143,720 LETTER OF CREDIT - FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL 82,073 136,499 (1,332,270) (651,325) 317,642 (4,839,552) 1,452,907 4,428,718 22,985,986 5,000 40,000 1,500,000 651,325 17,329,667 4,849,552 3,379,627 2,050,000 34,364,623 193,416 13,056,482 4,284,105 1,444,591 26,412,927 87,073 176,499 (25,686) 4,590,827 10,000 548,429 5,034,127 30,937,682 174 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 2 1994-95 FUND GENERAL CPTL CONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PILAREA1 NW PILAREA2NE PILAREA3SW PILAREA4SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT -21 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/94 86,222 2,612,910 1,657,310 1,631,318 495,419 187,309 742,885 1,540,158 1,595,761 7,409,999 284,520 32,855 606,537 1,423,902 65,588 143,720 87,073 176,499 (25,686) 4,590,827 10,000 548,429 5,034,127 30,937,682 REVENUE 630,000 465,066 45,000 45,010 23,148 16.718 16,718 181,732 1,071,866 450,000 173,650 14,000,000 25,686 9,730,417 3,530,400 2.050,000 32,455,411 EXPENDITURES 620,000 440,000 7,147,148 100,000 450,000 14,000,000 8,000,000 4,282,048 4,244,200 39,283,396 ENDING 716,222 2,457,976 1,702,310 1 ,676,328 518,567 204,027 759,603 1,281,890 1,595,761 1,334,717 184,520 32,855 780,187 1,423,902 65,588 143,720 87,073 176,499 6,321,244 10,000 (203,219) 2.839,927 24,109,697 175 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 31995-96 FUND GENERAL CPTLCONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PIL AREA 1 NW PILAREA2NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT -21 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/95 716,222 2,457,976 1,702,310 1,676,328 518,567 204,027 759,603 1,281,890 1,595,761 1,334,717 184,520 32,855 780,187 1,423,902 65,588 143,720 87,073 176,499 6,321,244 10,000 (203,219) 2,839,927 24.109,697 REVENUE 875,350 58,000 90,020 64,300 72,016 36,008 290,548 1,334,160 4,450,000 3,600,000 630,000 182,300 250,000 15,900,000 991,787 2,050,000 30.874,489 EXPENDITURES 2,100,000 240,000 1,317,739 100,000 3,600,000 630,000 250,000 626,250 15,863,000 2,265,707 5,234,016 32,226,712 ENDING 716,222 1,233,326 1,760,310 1,766,348 582,867 276,043 795,611 1,332,438 1,595,761 1,351,138 4,534,520 32,855 962,487 1,423,902 65,588 143,720 (539,177) 176,499 6,358,244 (1,477,140) (344,089) 22,747,473 176 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 4 1996-97 FUND GENERAL CPTLCONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PI L AREA 1 NW PIL AREA 2 NE PILAREA3SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA 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 7/1/96 716,222 1,233,326 1,760,310 1,766,348 582,867 276,043 795,61 1 1,332,438 1,595,761 1,351,138 4,534,520 32,855 962,487 1 ,423,902 65,588 143,720 (539,177) 176,499 6,358,244 (1,477,140) (344,089) 22,747,473 REVENUE 1,791,544 86,000 108,024 70,730 147,890 39,866 421,345 1,618,835 3,245,000 3,435,000 191,450 2,375,000 564,741 4,001,179 1,418,773 2,050,000 21,565,377 EXPENDITURES ENDING 716,222 720,000 2,304,870 1,846,310 1,874,372 653,597 423,933 835,477 1,990,000 (236,217) 1,595,761 1,455,832 1,514,141 100,000 7,679,520 3,467,855 1,153,937 1,423,902 65,588 143,720 2,375,000 25,564 176,499 10,359,423 3,774,850 (3,833.216) 1,743,972 (38,061) 12,159,654 32,153,197 177 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 5 1997-98 FUND GENERAL CPTL CONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PIL AREA 1 NW PILAREA2NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z1 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/97 716,222 2,304,870 1,846,310 1,874,372 653,597 423,933 835,477 (236,217) 1,595,761 1,514,141 7,679,520 3,467,855 1,153,937 1,423,902 65,588 143,720 25.564 176,499 10,359,423 (3,833,216) (38,061) 32,153,197 REVENUE 1 ,528,765 86.000 135,030 47,582 205,961 65,586 477,923 1,699,335 300,000 201,025 656,250 4,186,004 1,728,373 2,050,000 13,367,834 EXPENDITURES ENDING 716,222 2,962,000 871,635 1,932,310 2,009,402 701,179 308,750 321,144 901,063 240,000 1,706 1,595,761 3,391,529 (178,053) 500,000 7,479,520 3,467,855 1,354,962 1,423,902 65,588 143,720 681,814 176,499 14,545,427 1,280,986 (3,385,829) 243,996 1,767,943 8,927.261 36.593.770 178 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT YEAR 6-10 1998-2003 FUND GENERAL CPTL CONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PIL AREA 1 NW PILAREA2NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z1 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/98 716,222 871,635 1,932,310 2,009,402 701,179 321,144 901,063 1,706 1,595,761 (178,053) 7,479,520 3,467,855 1,354,962 1,423,902 65,588 143,720 681,814 176,499 14,545,427 (3,385,829) 1,767,943 36,593,770 REVENUE 18,325,416 740,000 1,239,704 1,562,490 2,081,602 506,684 5,065,658 14,721,698 1,500,000 1,128,700 43,000,000 20,088,533 10,250,000 120,210,485 EXPENDITURES 24,688,250 700,000 2,380,000 3,830,000 7,034,200 6,085,000 2,242,500 43,000,000 9,116,678 1,810,702 100,887,330 ENDING 716,222 (5,491,199) 1,972,310 869,106 2,263,669 2,402,746 1,407,747 1,237,364 1,595,761 7,509,445 2,894,520 3,467,855 241.162 1,423,902 65,588 143,720 681,814 176,499 14,545,427 7,586,026 10,207,241 55,916^25 179 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT 2003-*- FUND GENERAL CPTL CONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PIL AREA 1 NW PILAREA2NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z1 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BAL 7/1/2003 716,222 (5,491,199) 1,972,310 869,106 2,263,669 2,402,746 1,407,747 1,237,364 1,595,761 7,509,445 2,894,520 3,467,855 241,162 1,423,902 65,588 143,720 681,814 176,499 14,545,427 7,586,026 10,207,241 55,916.925 REVENUE 4,843,000 38,843,899 3,898,815 2,914,076 4,573,016 3,026,051 1,565,062 17,490,412 6,882,560 30,279,210 6,020,000 1,600,000 1,687,500 10,000,000 15,503,135 10,250,000 159,376,736 EXPENDITURES 23,218,015 5,850,000 3,350,000 6,741,289 5,406,427 2,970,000 14,505,000 300,000 6,882,560 30,195,482 6,200,000 1,687,500 14,500,000 11,843,005 937,144 134,586.422 ENDING 5,559,222 10,134,685 21,125 433,182 95,396 22,369 2,809 4,222,776 1,295,761 7,593,173 2,714,520 5,067,855 241,162 1,423,902 65,588 143,720 681,814 176,499 10,045,427 11,246,157 19,520,097 80,707,239 180 CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1993TOBUILDOUT GRAND TOTALS ALL YEARS FUND GENERAL CPTL CONSTR PUBLIC FACILITIES FEE ZONE 5 PARK FEE PIL AREA 1 NW PILAREA2NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE PLANNED LOCAL DRAIN'G ENCINA SEWER BONDS SEWER CONST TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE ISTEA TDA SDG&E COUNTY GRANTS GOLF BONDS PUBLIC ART ASSESSMENT DISTRICTS LETTER OF CREDIT - Z1 9 L/C FIELDSTONE REDEVELOPMENT TAX INCREMENT BOND STATE GRANTS CDBG CMMTY FACILITY DISTR WATER DISTRICT FUNDS -RECLAIMED WATER -MAJOR FACILITY -REPLACEMENT TOTAL BEGINNING BALANCE 832,422 3,625,438 1,623,310 1,613,314 495,419 179,593 710,735 908,649 1,695,761 9,609,493 284,520 32,855 (370,500) 606,537 1,373,902 56,126 113,720 82,073 136,499 (1,332,270) (651,325) 317,642 (4,839,552) 1,452,907 4,428,718 22,985,986 TOTAL REVENUE 5,673,000 62,162,512 4,947,815 4,549,868 6,341 ,266 5,557,953 2,262,074 24,909,127 622,000 6,882,560 51,658,626 15,515,000 9,190,000 370,500 162,717 1,300,400 1,080,000 1,877,125 14,000,000 9,462 30,000 1,687,500 2,625,000 1,225,991 40,000 1,500,000 651,325 104,147,267 4,849,552 46,640,629 30,750,000 413,219,269 TOTAL EXPENDITURES 946,200 55,653,265 6,550,000 5,730,000 6,741,289 5,715,177 2,970,000 21,595,000 400,000 622,000 6,882,560 53,674,946 13,085,000 4,155,000 162,717 220,400 1,080,000 2,242,500 14,000,000 1,687,500 2,625,000 626,250 193,416 94,419,482 36,847,379 15,658,621 354,483,702 ENDING 5,559,222 10,134,685 21,125 433,182 95,396 22,369 2,809 4,222,776 1,295,761 7,593,173 2,714,520 5,067,855 241,162 1,373,902 65,588 143,720 681,814 176,499 (25,686) 10,045,427 10,000 11,246,157 19,520,097 80,641,553 181 132 Appendices CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1993-94 ACCT NO DEPARTMENT ITEM DESCRIPTION QT>COST GENERAL 001-2120 POLICE FIELD OPERATIONS TOTAL POLICE FIELD OPERATIONS 001-2130 POLICE INVESTIGATIONS TOTAL POLICE INVESTIGATIONS 001-2220 FIRE SUPPRESSION TOTAL FIRE SUPPRESSION 001-4133 AQUATICS TOTAL AQUATICS 001-5110 STREET MAINTENANCE TOTAL STREET MAINTENANCE TOTAL GENERAL FUND SPECIAL FUNDS j 180-8110 PUBLIC LIBRARY GRANT TOTAL PUBLIC LIBRARY GRANT 501 -6310 WATER DISTRICT TOTAL WATER DISTRICT 502-6310 Reclaimed Water TOTAL RECLAIMED WATER 511-6110 SANITATION TOTAL SANITATION 620-5210 FLEET MAINTENANCE TOTAL FLEET MAINTENANCE Intoximeter Replacement Xerox Machine Patrol Police Dogs Evidence Fume Hood & Safety Equipment Replacement Computer Replacement 35' Extension Ladder Insulating Pool Blankets Crackseal Machine Broom Attachment for Bobcat LAN for Library CD-ROM Products Offset Press Replacement Cataloging Workstation Telemetry - Remote Control at Palomar West Pressure Vault Meter Master System III Gas Detector Self Contained Breathing Apparatus Replacement Pipe Locator Replacement Typewriters Replacement Turbidmeter Acid Suits Fax Machine Personal Computers Telemetry Parts Full Duplex 2 -point Radio Set Reserve and Retrieval System Self Contained Breathing Apparatus Constant Row Respirator Laser Jet Printer 1 1 2 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 2 1 2 1 1 1 1 5,500 5,000 15,000 25,500 10,000 2,800 12,800 1,000 1,000 8,000 8,000 16,500 1,300 17,800 $65,100 14,000 25,000 2,500 41,500 1,500 6,500 2,500 2,200 800 2,000 1,700 1.000 2,500 3,000 23,700 2,700 3,700 6,400 3,000 1,700 300 5,000 1,500 1,500 183 CITY OF CARLSBAD CAPITAL OUTLAY ITEMS 1993-94 ACCT NO DEPARTMENT 620-5220 VEHICLE REPLACEMENT TOTAL U/M - VEHICLE REPLACEMENT TOTAL SPECIAL FUNDS ITEM DESCRIPTION Police Patrol Vehicle Sedan - Full Size Sedan - Fire Sedan - Intermediate Van - Compact Van - Seniors 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 Truck - Special Paint Mobile Intensive Care Unit Rre Truck QT> 7 1 1 5 1 1 13 3 6 4 3 2 1 2 1 1 1 COST 133,000 19,000 11,000 52,500 15,000 38,000 143,000 36,600 96,000 67,000 59,000 39,300 19,600 96,800 17,000 80,000 225,000 1,147,800 $1.220.900 TOTAL ALL FUNDS $1.260,500 184 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST i GENERAL FUND 001-1010 CITY COUNCIL 001-1020 CITY MANAGER 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 National League of Cities Conference (2) Meetings with Legislators in State & Federal Capitals Miscellaneous Travel and Meeting Expenses League of CA Cities Annual Conference (2) League of CA Cities City Mgr's Meetings (3) ICMA Annual Conference - City Manager San Francisco Sacramento San Diego (5) Various Unknown Wash DC/Sacto Various SUBTOTAL CITY COUNCIL San Francisco San Diego Nashville, TN CA Society of Municipal Finance Officers Annual Conference Riverside 001-2130 CITY CLERK 001-1210 CITY ATTORNEY 001-1310 FINANCE 001-1320 CITY TREASURER 1-1410 PURCHASING CSMFO Committee Meetings Legislative Trips to State Capital (6 trips) Economic Development Trips Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses League of CA Cities Annual Conference League of CA Cities City Attorneys Spring Meeting (2) League of CA Cities Continuing Education Seminar (3) San Diego County City Attorney's Association (3) Miscellaneous Travel and Meeting Expenses League of CA Cities Financial Mgmt Seminar (2) CA Municipal Business Tax Conference CA Municipal Business Tax Meetings Local Chapter CSMFO Meetings Miscellaneous Travel and Meeting Expenses Various Sacramento Various Various SUBTOTAL CITY MANAGER Various SUBTOTAL CITY CLERK San Francisco San Diego Los Angeles San Diego Various SUBTOTAL CITY ATTORNEY N California Ventura S California San Diego Various SUBTOTAL FINANCE Training Seminars by CA Municipal Treasurers Association Unknown Annual Conference - Municipal Treas Assc of US & Canada St Petersburg, FL LAIF Briefing Miscellaneous Travel and Meeting Expenses Monthly Calif Association of Public Pruchasing Officers Miscellaneous Travel and Meeting Expenses Sacramento Various SUBTOTAL CITY TREASURER Various Various SUBTOTAL PURCHASING 1,500 1,300 750 2,500 1,500 3,000 950 1 1 ,500 1,800 600 1,000 500 1,000 1,350 3,000 1,000 10,250 200 200 1,000 1,000 400 1,665 400 4,465 1,200 200 50 300 1,250 3,000 500 1,200 150 600 2,450 500 500 1 ,000 185 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST 001-1510 HUMAN RESOURCES CALPELRA Annual Conference (2) PRIMA Annual Conference (2) Miscellaneous Travel and Meeting Expenses Monterey San Francisco Various SUBTOTAL HUMAN RESOURCES 750 1,950 3,450 001-1710 INFORMATION SYSTEMS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL INFORMATION SYSTEMS 200 200 001-1910 RISK MANAGEMENT California Municipal Insurance Authority Meetings Local Seminars and Conferences Various Various SUBTOTAL RISK MANAGEMENT 700 300 1,000 001-2110 POLICE ADMINISTRATION California Police Chiefs Association Conference League of CA Cities Annual Conference Miscellaneous Travel and Meeting Expenses Monterey San Francisco Various SUBTOTAL POLICE ADMIN 800 600 600 2,000 001-2120 POLICE OPERATIONS Mileage for Personal Cars for Transport to Court FBI National Academy San Diego Co. Quantico, VA SUBTOTAL OPERATIONS 2,700 1,500 4.200 001-2130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL INVESTIGATIONS 4,000 001-2131 POLICE VICE/NARCOTICS Miscellaneous Travel and Meeting Expenses Various TOTAL POLICE VICE/NARCOTICS 3,000 3,000 001-2160 POLICETRAFFIC Miscellaneous Travel and Meeting Expenses Various SUBTOTAL POLICE TRAFFIC SUBTOTAL FIRE ADMINISTRATION 100 100 001-2210 FIRE ADMINISTRATION California Fire Chiefs Association Conference California Rre Chiefs Quarterly Meetings California Fire Chiefs Training Officers Workshop San Diego County Fire Chiefs Monthly Meetings N. California S. California San Jose S.D. County 150 400 500 150 1.200 001-2220 FIRE SUPPRESSION California State Fire Academy Courses (3 Attendees) Pacific Grove California Rre Training Officers Workshop (2 Attendees) San Jose California Regional Training Officers Courses S. California San Diego County Fire Chiefs and Training Officers San Diego SUBTOTAL FIRE SUPPRESSION 915 1,000 2,110 100 4,125 001-2230 FIRE PREVENTION Regional Fire Prevention Officer Meetings S. California SUBTOTAL FIRE PREVENTION 186 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT 001 -2240 FIRE EMERGENCY MEDICAL 001-2260 DISASTER PREPAREDNESS 001-3010 COMMUNITY DEVEL ADMIN 001 -3020 GEOGRAPHIC INFO. SYSTEM 001-3110 ENGINEERING 001 -3220 PLANNING COMMISSION 001-3230 PLANNING 001-3240 GROWTH MANAGEMENT 001 -3610 BUILDING INSPECTION 001-3411 HISTORIC PRESERVATION TRAVEL DESCRIPTION Regional 1 Day Seminars Paramedic Continuing Education Seminars Disaster Preparedness Coordination Meetings California Office of Emergency Services Seminars CALBO Conference Coastal Zone '93 Conference League of CA Cities HCED Meetings (6/year) Miscellaneous Travel and Meeting Expenses ARC/INFO Supplemental Training - Macro Language ARC/lnfo User Conference Arc/Info Regional User Conference Urban/Regional Info. System Regional Meeting Public Works Officer Institute Institute of Transportation Engineers — Local Seminars Carlsbad Chamber Meetings for Various Staff Planning Commission Institute (2) Miscellaneous Travel and Meeting Expenses American Planning Association State Conference Miscellaneous Travel and Meeting Expenses Travel Associated with Growth Management Seminars Miscellaneous Travel and Meeting Expenses California Preservation Foundation Workshops DESTINATION S. California S. California SUBTOTAL EMERGENCY MEDICAL San Diego S. California SUBTOTAL DISASTER PREPAREDNES Santa Barbara New Orleans Oaklanc Various SUBTOTAL COMM DEVEL ADMIN Redlands Lake Arrowhead S California San Jose SUBTOTAL GEOGRAPHIC INFO. SYST Long Beach San Diego Carlsbad SUBTOTAL ENGINEERING S California Various SUBTOTAL PLANNING COMMISSION San Francisco Various SUBTOTAL PLANNING Various SUBTOTAL GROWTH MGMT Various SUBTOTAL BUILDING INSPCTN Various SUBTOTAL HISTORIC PRSRVTN COST 600 620 1,220 80 270 350 1,000 1,200 1,000 1,200 4,400 500 600 780 300 2,180 1,000 1.000 1,000 3,000 2,000 1,000 3,000 1,500 4,500 6,000 600 600 1,600 1,600 1,000 1.000 187 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST 001-4010 LIBRARY ADMINISTRATION California Library Association Annual Conference Miscellaneous Travel and Meeting Expenses Oakland Various SUBTOTAL LIBRARY ADMIN 200 1,000 001-4021 LIBRARY CIRCULATION Miscellaneous Travel and Meeting Expenses Various SUBTOTAL CIRCULATION 50 50 001 -4022 LIBRARY REFERENCE Serra Library System Seminars and Meetings Various SUBTOTAL REFERENCE 50 50 001-4023 LIBRARY GENEALOGY Miscellaneous Travel and Meeting Expenses Various SUBTOTAL GENEALOGY 50 50 001 -4030 LIBRARY CHILDREN'S Local Travel for Programs/Mtgs/School Visits Carlsbad SUBTOTAL CHILDREN'S 100 100 001-4040 TECHNICAL SERVICES CA Library Association Technical Services Workshops INLEX Users Group (1) S California Monterey SUBTOTAL TECH SERVICES 100 700 800 001 -4041 COLLECTION DEVELOPMENT Miscellaneous Travel and Meeting Expenses Various SUBTOTAL COLLECTION DEV. 50 001-4052 MEDIA SERVICES Miscellaneous Travel and Meeting Expenses Various SUBTOTAL MEDIA SERVICES 150 150 001-4060 ADULT LEARNING Miscellaneous Seminars/Literacy Network Meetings Various SUBTOTAL ADULT LEARNING 50 50 001-4210 CULTURAL ARTS CA Assembly of Local Arts Agencies Conference League of CA Cities Executive Committee Meetings Unknown San Francisco SUBTOTAL CULTRUAL ARTS 200 800 1,000 001-4220 SISTER CITY Southern California Sister Cities Regional Conference So. California SUBTOTAL SISTER CITY 500 500 001-4110 PARKS AND RECRTN ADMIN CA Park and Recreation Society Annual Conference Miscellaneous Travel and Meeting Expenses Anaheim Various SUBTOTAL PARKS & REC ADM 650 1.150 1,800 001 -4121 PARK OPERATIONS Travel and Expenses for Pesticide Seminars/Workshops Various SUBTOTAL PARK OPERATIONS 700 700 188 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 \CCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST ./01 -4131 RECREATION OPERATIONS Miscellaneous Travel and Meeting Expenses Various SUBTOTAL RECREATON OPRT'NS 1,300 1,300 001-4133 AQUATICS Miscellaneous Travel and Meeting Expenses Various 250 SUBTOTAL AQUATICS 250 001-4142 SENIOR PROGRAM 001-5110 STREET MAINTENANCE 001-5320 FACILITIES MAINTENANCE 001-5410 TRAFFIC SIGNALS 001-6010 U & M ADMINISTRATON TOTAL GENERAL FUND SPECIAL FUNDS 131-3330/ HOUSING CERTIFICATES 3310 HOUSING VOUCHERS 161-41 22 STREET TREE MAINTENANCE Miscellaneous Travel and Meeting Expenses Maintenance Superintendent Conference Traffic Control Supervisors Association Conference (3) Miscellaneous Technical Training Institute of Traffic Safety Seminars IMSA Traffic Signal Training & Certification Maintenance Superintendent Association Conference Miscellaneous Travel and Meeting Expenses Various SUBTOTAL SENIOR PROGRAM Palm Springs Fresno SUBTOTAL STREET MAI NT Various SUBTOTAL FACILITIES MGMT Various Various SUBTOTAL TRAFFIC SIGNALS Palm Springs Various SUBTOTAL U&M ADMIN 100 100 1,300 1,200 2,500 100 100 500 500 1,000 600 1.500 2,100 $93.540 Hearings Officer Travel & Meetings NAHRO Quarterly Training Workshops HAEDA Quarterly Information Meetings Monthly Mileage Reimbursement for Inspections Personal Car Mileage to City Facilities Miscellaneous Travel and Meeting Expenses Local Los Angeles Los Angeles Local Local SUBTOTAL HOUSING CERTIFICATES Various 150 0 250 350 250 1.000 1,000 SUBTOTAL TREE MAINTENANCE 1,000 161-4123 MEDIAN MAINTENANCE Landscape Seminars Various SUBTOTAL MEDIAN MAINT 500 500 161-6210 STREET LIGHTING Meetings regarding Street Light Operations and Maint.Various SUBTOTAL STREET LIGHTING 1,000 1.000 0-8101 BRANCH (CLSA)Miscellaneous Travel and Meeting Expenses Various SUBTOTAL BRANCH (CLSA) 200 200 189 CITY OF CARLSBAD TRAVEL REQUESTS 1993-94 ACCT NO DEPARTMENT 181-8120 SENIORGRANT 391-3510 BLOCK GRANT 501-6310 WATER DISTRICT 502-6310 RECLAIMED WATER 511-6110 SANITATION 520-6410 SOLID WASTE MANAGMENT 640-1720 DATA PROCESSING 810-3410 REDEVELOPMENT TRAVEL DESCRIPTION Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses DESTINATION Various SUBTOTAL SR GRANT Local SUBTOTAL BLOCK GRANT Ass'n of California Water Agencies - Spring Conference San Diego Ass'n of California Water Agencies - Fall Conference Anaheim American Water Works Ass'n - Fall Conference Reno, NV American Water Works Ass'n - Spring Conference Sacramento San Diego Water Group Meeting San Diego Conserv93 Conference Las Vegas. NV Water Education Foundation Tour (Commission & Board) N. California Miscellaneous Travel and Meeting Expenses Various Water Reuse Meetings SD Water Reclamation Quarterly Meeting Water Reclamation Training Workshops Miscellaneous Travel and Meeting Expenses California Water Pollution Control Association Ass'n of California Water Agencies - Fall Conference Water Pollution Control Federation Workshops National Solid Waste Management Conference Miscellaneous Travel and Meeting Expenses Miscellaneous Travel and Meeting Expenses Building Industry of San Diego Annual Conference Regional Redevelopment Meetings Meetings with Carlsbad Civic Organizations Personal Car Mileage to City Facilities SUBTOTAL GENERAL SERVICES Various San Diego Various Various SUBTOTAL WATER RECLAMATION Santa Clara Anaheim Various SUBTOTAL SANITATION Unknown Various SUBTOTAL SOLID WASTE MGMT Various SUBTOTAL DATA PROCESSING Los Angeles Various Local Local SUBTOTAL REDEVELOPMENT COST 1,2w 1,200 200 200 400 800 1,200 1,600 1,000 2,000 2,500 600 10,100 200 400 300 600 1,500 900 600 400 1,900 600 1,200 1,800 2,800 2,800 250 500 400 350 1,500 TOTAL SPECIAL FUNDS GRAND TOTAL TRAVEL $111.540 190 191 BUDGET PROCESS The development of the Operating and Capital Budgets began in February, 1993 with input from all departments. Budget proposals were received in the Finance Department in late 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. The City Manager's budget team conducted their review of the budget in March and April, 1993. 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. 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 1, 1993 in order to overview and discuss the proposed Operating Budget. The Capital Improvement Program and revised the fee schedule. This meeting was followed by one public meeting held on June 10, 1993, 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 15, wherein the Council formally heard public comments, discussed pertinent issues and adopted the budget and revised fee schedule. 192 THE BUDGET PROCESS RECOMMENDATIONS FROM REVIEW SESSIONS INCORPORATED INTO PRELIMINARY BUDGET T 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 193 FINANCE & DEPARTMENTS DISCUSS CONCERNS/ISSUES ONE PUBLIC MEETING ACCOUNTING SYSTEM AND BUDGETARY CONTROL The City's accounting system is designed arouad 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 safety of the City's assets and the accuracy of the financial record keeping system. 5) Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary through the year. Expenditures should 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. 194 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. 195 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. 196 CONTINUING APPROPRIATIONS 1992-93 TO 1993-94 EXHIBIT F DEPARTMENT/PURPOSE ACCOUNT #AMOUNT Finance State Grant Repayment - Monroe St. Widening Overpayment Economic Development Economic Development Activities Facilities Management Major Building Maintenance Computer Work Order System Fire Intercom Systems Community Facilities District CFD Administrative Expenses Solid Waste Enterprise Office Paper Recycling No. County Solid Waste JPA Consulting Sanitation Office Furniture/Equipment Building Maintenance Supplies Capital Equipment Police Asset Forfeiture Capital equipment and special supplies Library Partnership for Change Grant Library Literacy Grant CDBG Community Contributions Fair Housing Survey Gas Tax Chip Seal and Slurry Seal Curb, Gutter and Sidewalk 001-1990-2994 001-3030-xxxx (available balance) 001-5320-2462 001-5320-2667 001-2220-3900 430-1340-xxxx (available balance) 520-6410-2660 520-6410-2479 511-6110-2551 511-6110-2610 511-6110-3900 121-XXXX-XXXX (available balance) 190-8209-XXXX (available balance) 180-8140-XXXX 391-3540-2993 (available balance) 391-3540-3473 152-5110-2412 152-5110-2411 11,400 40,000 83,000 5,600 26,400 6,000 25,000 10,000 9,800 14,600 28,000 200,000 20,000 33,000 85,000 10,000 400,000 125.000 $1,132,800 197