HomeMy WebLinkAbout; ; 1994-1995 Budget; 1994-07-01City of Carlsbad
California
Operating and Capital Budget
1994-95
CITY OF CARLSBAD
1994-95 OPERATING BUDGET AND
CAPITAL IMPROVEMENT PROGRAM
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th. •""
- MAYOR
I CLAUDE "BUDDY" LEWIS
C/7Y COUNCIL
MARGARET STANTON
ANN J. KULCHIN
JULIE NYGAARD
C RAMONA FINNILA
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CITY MANAGER
RAYMOND R. PATCHETT
I FINANCIAL MANAGEMENT DIRECTOR
* JAMES F. ELLIOTT
PREPARED BY THE FINANCE DEPARTMENT
FINANCE DIRECTOR
L/SA HILDABRAND, C.P.A.
CITY OF CARLSBAD, CALIFORNIA
1994-95 BUDGET
TABLE OF CONTENTS
j» Organization Chart I
fc Carlsbad Statistical Information II
How the Budget Document is Organized Ill
£ BUDGET OVERVIEW
IP* City Manager's Transmittal Letter 1
_ Graphics 11
Debt Management Issues 16
p Gann Appropriation Limit 18
i Projected Fund Balances for Operating Funds 20
* Budget Expenditure Schedule 22
Revenue Estimates for 1994-95 25
r Personnel Allocations 31
OPERATING BUDGET DETAIL
•i General Government
** **• City Council 39
t» ••**' City Manager 40
City Clerk 41
P City Attorney 42
ig Finance 43
Cash Management 45
m Purchasing 47
iy. Human Resources 48
Health Insurance 49
4* Information Systems 50
L Data Processing 51
Worker's Compensation 52
H General Liability 53
r CFD Administration 54
* Miscellaneous Non-Departmental 55
T Public Safety
Police Department Summary 57
f* Administration 58
fc» Operations 59
Investigations 60
F Vice/Narcotics 61
IK ^ Property and Evidence 62
I Technical Services 63
P Reserve Officers 64
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TABLE OF CONTENTS
Page Two
Public Safety (continued)
Traffic 65
Juvenile Diversion 66
D.A.R.E 67
Fire Department Summary 68
Administration 69 ||
Suppression 70 J|
Prevention 71
Emergency Medical Services 72 tt
Weed Abatement 73 ^
Disaster Preparedness 74
Developmental Services
Community Services
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Community Development Administration .................................. 75 —
Geographic Information System ......................................... 76 I
Engineering Department .............................................. 77
Planning Commission ................................................ 79
Land Use Planning .................................................. 80 •
Growth Management ................................................. 81 ™
Historic Preservation ................................................. 82
Building Inspection .................................................. 83
Library/Culture
Library Department Summary ........................................... 85 P
Administration ...................................................... 86
Circulation ......................................................... 87 *
Reference Services .................................................. 88 .p
Genealogy/Local History .............................................. 89
Centro de Informacion ................................................ 90 m
Children's Services .................................................. 91 |
Technical Services ................................................... 92
Collection Development & Acquisitions .............. ..... '. ............... 93 *
Media Services ..................................................... 94 I
Adult Learning ...................................................... 95
La Costa Branch .................................................... 96 m
Cultural Arts ........................................................ 97 1
Sister City ......................................................... 99 *
California Library Service Act (CLSA) .................................... 1 00
Public Library Fund (PLF) ............................................ 101 M
Audiovisual Insurance ............................................... 102 ™
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Community Services Department Summary ............................... 1 03
Administration ..................................................... 104 •
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p. TABLE OF CONTENTS
j^ Page Three
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I Community Services (continued)
p Park Operations ......................... ........................... 1 06
L Street Tree Maintenance ............................................. 1 08
*l Median Maintenance ................................................ 110
Recreation Operations ............................................... 111
Recreation Fee Supported ............................................ 112
Aquatics ... ...................................................... 113
Recreation - Agua Hedionda Lagoon .................................... 114
^* Senior Programs ................................................... 115
*» Senior Nutrition .................................................... 117
Street Maintenance ................................................. 118
P Major Street Maintenance ............................................ 1 20
|p Facilities Maintenance ............................................... 121
Traffic Signals ..................................................... 122
p Street Lighting ..................................................... 123
Ih Solid Waste Management ............................................ 1 24
Vehicle Maintenance ................................................ 126
*« Vehicle Replacement ................................................ 127
^ Buena Vista Creek Channel Maintenance ................................. 128
p..^. Housing and Redevelopment
Housing and Redevelopment Department Summary ......................... 129
p, Housing - Rental Assistance .......................................... 1 30
. Mobilehome Administration ........................................... 1 31
Community Development Block Grant ................................... 1'32
Redevelopment Operations ........................................... 1 34
Redevelopment Debt Service .......................................... 1 35
^ Redevelopment Administration ......................................... 1 36
Low/Moderate Income Housing ........................................ 1 37
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Water District
f1 Carlsbad Water District Summary ....................................... 1 39
m Water Operations ................................................... 1 40
Water Reclamation ....... .. .......................................... 1 42
Sanitation Services ................................................. 143
CAPITAL IMPROVEMENT PROGRAM
1994-95 Capital Improvement Program 145
Projected Fund Balances for Capital Funds 156
Revenue Estimates for 1994-95 158
Budget Expenditure Schedule 160
Current & Future 1994-95 to Buildout Projects 161
Analysis of Available Balances 171
TABLE OF CONTENTS
Page Four
APPENDICES
Capital Outlay Requests .............................................. 1 79
Travel Requests .................................................... 1 81 U
Continuing Appropriations 1 993-94 to 1 994-95 ............................. 1 88 |
Budget Process .................................................... 1 90
Accounting System and Budgetary Control ............................... 1 92 *
Glossary ......................................................... 193 Jj
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CITY OF CARLSBAD
Miscellaneous Statistical Information
1994-95
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
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2
207,71 1
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Total Number of Full Time City Employees 523.75
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HOW THE BUDGET DOCUMENT IS ORGANIZED
The beginning of the budget document contains overview information which will provide
the reader summary information. Included in the overview section is a budget transmittal
letter which outlines revenue assumptions and the policies used to develop the budget.
The letter is followed by several charts giving a graphic overview of the budgeted
revenues and expenditures. Next are tables providing detail information on fund
balances, expenditures, revenues and personnel allocations.
£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
P include a financial and 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, a financial history, along with the 1 994-95
r budget figures, is presented. Also included are narrative statements identifying programs
activities and their workload measures or performance objectives.
i The Capital Improvement Program is located toward the back of the budget document.
Included is a discussion of the program as a whole, the revenue sources, project
p, scheduling and budgeted 1994-95 expenditures. The discussion is followed by a multi-
k 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
r .^ their estimated cost in the planned year of spending. An analysis of future revenues and
^^ cash balances concludes the presentation of the CIP.
C The Appendices contain a table outlining 1994-95 Capital Outlay. Travel detail is
presented next, so that Council may review and approve these requests. Then a listing
of the appropriations carried forward into the 1994-95 budget are presented. The last
p section of the Appendices provides information on the Budget Process and Accounting
fe System and Budgetary Control.
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c OVERVIEW
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Office of the City Manager
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C l^f City of Carlsbad
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June 21, 1994
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: City Manager
1994-95 BUDGET
I am pleased to submit to you the 1994-95 Operating and Capital Improvement Program
Budgets for the City which total $122.9 million. Revenues for 1994-95 are projected at
$121.7 million. General Fund revenues total $37.8 million with expenditures scheduled
to match the revenues at $37.8 million. The budget message which follows will focus on
operating revenues, expenditures, and important issues facing the City in the forthcoming
1994-95 fiscal year. Discussion is focused on the General Fund as it contains
discretionary revenues that fund the basic core of City services. This should not diminish
the importance of the other operating funds, as they too contribute to the array of
services available within Carlsbad. The Capital Budget is featured later in the budget
document, in the section entitled Capital Improvement Program. It is mentioned at
several points within this letter in order to provide perspective to the City's entire 1994-95
budget.
Overview
As the City of Carlsbad entered the 1990's, budgeting and planning for programs
became more challenging 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 past three years
included preparing mid-year budgets resulting in an increased focus on the budget
dilemma. The result is a constant exercise of balancing expenditures with slipping
revenues. As we enter 1994-95, we are faced with the issue of flat revenues in a climate
of increasing expenses, and so begins a fifth year of budget reductions and adjustments
to service levels. In order to add perspective to the current year, it is interesting to look
back at the causes and effects that have led to our current position.
The following table provides an outline of the revenue trends that have impacted recent
budgets. It shows the original revenue estimates, and the amounts that have been lost
both to the State budget as well as the recessionary economy. In all years, reductions
were made to the expenditure side of the budget to match the declining revenues,
resulting in a gradual erosion of service levels and fund balances over time.
12OO Carlsbad Village Drive • Carlsbad, California 92008-1989 • (619) 434-2821
HISTORY OF REVENUE LOSSES
(in millions)
Original Revenue Estimate
Reductions Due to Recession
Reductions Due to State
Total Reductions
REVISED REVENUE ESTIMATE
90-91
$41.6
2.9
2.9
$38.7
91-92
$43.6
3.3
.7
4.0
$39.6
92-93
$42.1
2.5
1.3
3.8
$38.3
93-94
$39.2
.7
.6
1.3
$37.9
94-95
$38.2
.4
.4
$37.8
The City first faced budget reductions in 1990-91 due to the recession. As a cautionary
move, the City implemented a hiring freeze, deferred several major infrastructure projects
and turned to departments to identify funds that would not be spent during the year. In
1991-92, both the recession and State budget affected Carlsbad's revenues. Budgetary
adjustments included unfunding fourteen (14) positions and deferring capital outlay
spending and maintenance programs. Additionally, the City took advantage of one time
saving opportunities by reducing the budgeted accounts for the Hosp Grove debt
payment and for the Golf Course annual payment. Several service level reductions were
also contained in the budget.
The beginning of 1992-93 was filled with uncertainty as the State threatened to take away
local revenues, yet did not adopt a formal budget until late summer. As a result the City
budgeted two times in 1992-93, once at the onset of the year, and again after learning
the magnitude of the State impact. Ultimately, forty-two (42) vacant positions were
eliminated, and five (5) positions were unfunded. The City also turned to fund balances
from other accounts in order to offset General Fund expenses where possible. Service
level impacts included reduced litter control, less irrigation and fertilizing of park areas,
reduced tennis court lighting, elimination of the Neighborhood Watch Newsletter, and a
curtailed street sweeping schedule.
As in the prior year, the City adopted the 1993-94 budget not knowing exactly what
impacts the State's budget balancing would have on Carlsbad. The budget was revised
in November, 1993 once the loss to the State was known and the effects of the recession
again became evident. During 1993-94, twelve (12) positions were unfunded and one
additional position was eliminated. The City continued to utilize available fund balances
wherever possible to ease impacts on the General Fund.
As we enter fiscal year 1994-95, Carlsbad faces another year of difficult budget decisions.
Adding to the complexity of balancing the budget is the consideration of what next year,
1995-96, will bring. The City has utilized most fund balances to its advantage. Many
programs which have been deferred or funded elsewhere will need to be absorbed by
the General Fund. In addition, no salary adjustments, other than the required step
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f~~* growth projected for revenues in the foreseeable future, balancing the budget will
r ** continue to be a challenge in the years to come.
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Budgetary Policies
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fci An analysis of the City's fiscal position for 1994-95 indicated that revenues would be flat
and expenditures would again need to be reduced. In addition, the State's 1993-94
P budget actions continued to have an effect on Carlsbad. A one-time payment of
** $400,000 was made to the City in 1993-94 to offset property taxes taken by the State.
As this was only a one-time payment, the 1994-95 budget had to absorb this loss of
** revenue. It is also important to note that no allowances have been made in this budget
^* for any reductions which may occur when the State adopts their 1994-95 budget.
In developing the 1 994-95 budget, a base budget, which excluded any amounts carried
•* over from previous years, was established for each department with the direction to
^ reduce the bottom line total by 1.5%. In order to arrive at this goal, departments
P prepared their budgets within the following guidelines:
^ * No new positions, programs or services.
L * Budgets were required to absorb increases due to step increases and other
r ^ inflationary increases.
tar-*'* Increased costs were required to be offset by reductions elsewhere such that the
i* bottom line would be 1.5% less than the 1993-94 base budget amount.
*>• Capital outlay needs could be addressed within the budget request.
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IP >• Wherever possible, maintain existing service levels.
f* > After budgets were submitted, the Finance Department reallocated assessments
1* for Data Processing, Vehicle Maintenance, Vehicle Replacement, Worker's
Compensation and Liability Insurance Self Insurance Funds. This approach
** excluded these costs from the base budget calculation, as costs to some
IH departments varied significantly.
C The use of these guidelines resulted in a 1994-95 Operating Budget of $37.8 million, a
decrease of $300,000 from the budget adopted in November 1993. The 1994-95 budget
includes the elimination of three positions, and the unfunding of a total of fourteen and
** one-quarter (14.25) positions. The Council Contingency account is budgeted at only
** $333,000 down from between $1 million to $2 million in pre-recessionary years. This
account is available to the City Council to address unanticipated emergencies or
** unforseen program needs.
Revenue
The following table shows the total operating and capital revenues the City anticipates
receiving for 1993-94, as well as those estimated for 1994-95.
REVENUE SUMMARY
BY FUNCTION
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
REDEVELOPMENT
TOTAL OPERATING
CAPITAL
GRAND TOTAL
PROJECTED
93-94
$37.6
6.8
17.7
6.5
1.8
$70.4
$21.8
$92.2
ESTIMATED
94-95
$37.8
7.2
18.2
6.8
1.8
$71.8
$49.9
$121.7
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DIFFERENCE
$0.2
$0.4
$0.5
$0.3
$0.0
$1.4
$28.1
$29.5
% CHANGE
0.5%
5.9%
2.8%
4.6%
0.0%
2.0%
128.9%
32.0%
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Revenue estimates indicate that the City will receive a total of $121.7 million, a $29.5
million increase over the current year projections. The majority of the increase can be
attributed to the capital funds which contain an increase of $28.1 million over the
projected 1993-94 revenues and will be discussed in the Capital Improvement Program
section. Operating revenues are estimated at $71.8 million for 1994-95 which is $1.4
million greater that those projected for 1993-94.
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 below shows a summarized outlook for the major General Fund revenues.
SIGNIFICANT REVENUES TO THE GENERAL FUND
(In Millions)
PROJECTED
1993-94
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
OTHER GENERAL FUND
TOTAL GENERAL FUND REVENUE
$11.1
10.5
3.0
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$37.6
ESTIMATED
1994-95
$11.3
10.6
3.0
12.9
$37.8
DIFFERENCE % CHANGE
$0.2 1.8%
$0.1 1.0%
$0.0 0.0%
($0.1) -0.8%
$0.2 0.5%
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IP Although property tax losses to the State totaled $2.5 million over the past two years, this
f "** source of revenue continues to provide the largest single source of income for the City.
P"*"*" The $11.3 million projection for 1994-95 represents 30% of the total General Fund
y revenue. It is anticipated that the 1994-95 property tax revenues will increase by 1.8%
over 1 993-94 estimates which is just under the legal limit of the 2% increase in assessed
** values as provided within Proposition 13.
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Twenty-eight percent of the City's total revenues are generated by sales tax which is the
^ second largest source of funds. Sales taxes are estimated at $10.6 million for 1994-95,
M an increase of 1% or $100,000 over the projected 1993-94 receipts. It is anticipated that
consumer spending will remain relatively flat in 1 994-95.
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** The last significant General Fund revenue is the Transient Occupancy Tax which is
estimated at $3 million for 1 994-95. Based on historical performance of this revenue, the
projection equals the amount expected to be received in 1993-94. It is anticipated that
"* the slow economy will keep tourism and room rates at present levels.
i Other 1994-95 revenue projections which show differences from the 1993-94 estimates
include franchise tax revenues. These revenues are anticipated to total $1 .2 million for
j* 1994-95, an increase of 9% or $100,000 over 1993-94. This increase is due primarily to
y the change in the tax rate from 3% to 5% for Daniels Cablevision during 1993-94.
i*. -^ Development within Carlsbad is expected to continue at its sluggish pace resulting in an
'^^^ increase of only $100,000 (6%) in estimated 1994-95 revenue for all the development
related sources. Development related revenue includes planning fees, engineering fees,
I* building department fees, construction permits and the license tax on new construction.t«tf
There are two revenues which are projected to decrease from 1993-94 levels. First,
f* vehicle in-lieu fees are expected to drop by $425,000, or 15%. This loss was anticipated
I* as the 1 993-94 State budget provided for a one time payment within this revenue stream.
Second, interest revenue is down by $120,000, or 6.7%. This is due to a lower fund
*» balance which results as the General Fund pays off the parking bonds and funds the golf
IH course for 1 993-94 and 1 994-95.
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Special Revenue Fund revenues total $7.2 million which is $400,000, or 5.9% greater than
those projected for 1993-94. The types of functions supported within Special Revenue
Funds include programs funded by grants such as Section 8 Housing Assistance,
Maintenance Assessment Districts, and Gas Tax Street Maintenance. The Special
Revenue Fund accounting for most of the increase in this category is the Section 8
Housing program with revenues up $389,000, or 12.9% over 1993-94 projections. This
is due to full year funding of thirty additional rental units
Enterprise Fund revenue for 1994-95 is projected at $18.2 million, up $500,000, or 2.8%
over 1993-94 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 3.2%, or $387,000, which reflects a
recommended rate increase spread between the per unit charge and the stand-by
charge. The increase would fund higher charges assessed by the Metropolitan Water
District for the water Carlsbad purchases for sale to users. Water usage rates are
recommended to increase by $.03 per unit, combined with an increase to the stand-by
charge of anywhere from $.55 to $5.40 depending on the size of the installed meter.
Sanitation Enterprise revenues at $4.7 million are not expected to increase in 1994-95;
rates will remain stable.
Internal Service Funds show an estimated revenue of $6.8 million for 1994-95, an increase
of $300,000, or 4.6% over 1993-94 projections. Internal Service Funds 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 for services provided by these funds. The Internal
Service Fund demonstrating the largest revenue increase is the Liability Self-Insurance
fund, up $198,000 or 23%, which is necessary to maintain adequate reserves that were
utilized during 1993-94. Vehicle Replacement rates were decreased by $102,000, or
9.6%, as the City instituted a broader criteria for replacing vehicles. Revenues for Vehicle
Maintenance show an estimated increase of $114,000, or 9%. It is estimated that this
increase will place the fund balance in a positive position at the end of 1994-95.
Redevelopment revenues are estimated at 1993-94 levels of $1.8 million. The tax
increment on property values has not exhibited any signs of growth over the past three
years, and is expected to perform similarly in 1994-95.
Expenditures
The combined 1994-95 budget totals $122.9 million and is broken down as shown below.
Budgeted operating expenditures for 1994-95 total $71.8 million which represents a
decrease of $4.6 million, or 6% from the current 1993-94 budget, while capital expendi-
tures are up $31 million, or 154%.
BUDGET EXPENDITURE SUMMARY
(In Millions)
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FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
CAPITAL
GRAND TOTAL
BUDGET
93-94
$39.4
9.1
18.5
7.4
2.0
$76.4
$20.1
$96.5
BUDGET
94-95
$37.8
7.1
18.2
7.0
1.7
$71.8
$51.1
$122.9
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($1.6)
($2.0)
($0.3)
($0.4)
($0.3)
($4.6)
$31.0
$26.4
% CHANGE
-4.1%
-22.0%
-1.6%
-5.4%
-15.0%
-6.0%
154.2%
27.4%
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i^ The General Fund shows a $1.6 million, or 4.1% decrease from the current 1993-94
f~* budget to the 1994-95 budget. Balancing the 1994-95 General Fund budget entailed the
f» -* use of various strategies which are profiled below.
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* Fourteen and one quarter (14.25) positions are not funded, an increase of
if* eight (8) positions over 1993-94 levels. The unfunded positions are vacant
IM and represent no layoffs of existing staff. The four newly unfunded
positions include three-quarters of a Police Captain, one-half of a Records
*** Supervisor, one Librarian in Reference, and a Management Analyst in the
W Fire Department. It is estimated that unfunding these four positions will
save approximately $187,000. Four of the unfunded positions represent a
'** change to contracted services and monies once used for the positions have
i* been transferred to an operating account. There are no immediate cost
savings, however it is anticipated that in future years economies will result.
** * Three vacant positions have been eliminated from the work force, and
include the Utilities and Maintenance Director, Assistant Utilities and
Maintenance Director and one Fire Battalion Chief. Both the Utilities and
** Maintenance Department and Fire Department have reorganized in order
to maintain a more streamlined operation. The prior year budget unfunded
the Assistant Utilities and Maintenance Director, therefore the two remaining
** eliminated positions result in a savings of approximately $200,000.
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* A new employment category of a pro-rated three-quarter time employee
has been added as another option to increase efficiency while controlling
p, expenditures. As a result, the City has included a total of seven three-
^ quarter time positions. In order to add these positions, departments
reduced their part time budgets by an equivalent amount.
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i > This is the third year that alternate funding sources have been used to
support some former General Fund programs. Police Asset Forfeiture
PS funds are supporting the DARE and Juvenile Diversion programs and major
y street maintenance and repair programs are supported through the Gas
Tax. The support of these programs through other funds saves the General
m Fund approximately $1.4 million. In the future, it may be necessary to
y consider the General Fund as a source for funding these programs once
again.r* + No payment to the Golf Course fund has been included in the General
Fund budget. Rather, a transfer from the General fund balance is planned
* which will make up for the missed payment in 1993-94 as well as the 1994-
«• 95 payment.
^ * The budget includes an $800,000 appropriation from fund balance which
•• ^ will be used to pay off the Parking Authority bonds. This results in a
I ^ savings of $145,000 annually.
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within the budget.
While the preceding strategies apply on a City-wide basis, there are measurable service ; ||
level reductions which occur at the program level. In general, most programs anticipate •
extended response times to accomplish tasks as less staff and resources are available. •
Service level reductions within the budget include closing the Swim Complex for two |
weeks in December, and reductions to the water account in the park maintenance
program which will affect the appearance of park areas. The library Media Services •
Program will eliminate photographic assistance to other departments as the staff position if
is rotated to the reference service desk to fill in for a newly unfunded Librarian. The
Library book budget has been reduced by 10% and will affect adult circulating and jj|
reference materials. In addition, Council has requested staff to look at possible fee V
increases to cover the cost of certain recreation programs such as the Easter Egg Hunt,
Halloween Carnival and coastal clean-up. II
Although the Library will implement several service level reductions as noted above, this
program has absorbed the costs of the Centre de Informacion program into its budget f|
plan. This is a grant funded program which was scheduled to last for five years. The !•
middle of 1994-95 represents the termination of the receipt of the grant funds, at which
time General Funds will be used to continue the program. Full year funding for the ft
Centre de Informacion will need to be absorbed in the 1995-96 budget, at an additional •
cost of approximately $30,000.C3Special Revenue Funds, show a decrease in anticipated spending of approximately $2 ^""*
million, or 22% of which two programs contribute to the reduction. First, Police Asset ^
Forfeiture spending has declined due to one time spending which occurred in 1993-94. m
Second, Gas Tax spending is projected to decline in order to balance its expenditures *"
with projected revenues. _
The Street Lighting Maintenance Assessment District budget contains an increase of
$47,000, or 6.9%, and is due to anticipated one time expenses associated with upgrading **
street light fixtures from SDG&E. Through staff efforts and communications with the y|
Public Utilities Commission, costs for non-peak use energy were reduced. The Tree
Maintenance Assessment District budget has decreased by $16,000, or 2.8%, and is the •
result of a reduced assessment for the self insurance liability payment. Service levels are £|
anticipated to remain the same during 1994-95. The Median Maintenance Assessment
District budget is nearly identical to that of 1993-94 at $274,000. Staff has indicated that •
this level of spending will affect the appearance of medians as additional mileage has J|
been added, yet the budget remains the same. A low fund balance does not provide the
option of using "saved" funds. Staff is presently reviewing service levels, delivery m
requirements and the appropriate assessments. It appears as if a rate increase for the 3
Tree and Median Maintenance Assessment Districts may be recommended within the
1995-96 budget. m
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j^ Enterprise Funds, as a group, show a budget decrease of $300,000, or 1.6%, due mainly
f ^ to a reduction in the Water District's budget. However, a more meaningful comparison
f •-' can be made between the 1993-94 estimated expenditures of $11.7 million and the 1994-
^ 95 budget of $12.5 million, an increase of 6.8% or $800,000. The majority of this increase
is related to the cost of purchasing water for sale to consumers.
**
!• Internal Service Funds show a decrease of approximately $400,000, or 5.4%. The largest
decrease is in liability self insurance, down $300,000, due to a large loss experienced in
f 1993-94. A decrease of $278,000, or 23%, in the Vehicle Replacement fund is due to an
iw unusually high budget in 1993-94. This occurred as the City began purchasing
replacement vehicles which had been deferred in prior years due to budget cuts. The
^ budget for this fund normally fluctuates according to the vehicles recommended for
t* replacement in any given year.
**• The budget for Workers Compensation Self Insurance is equal to that of 1993-94. In
*• addition, an operating transfer to the General Fund of $250,000 has been budgeted. This
action will reduce the Worker's Compensation fund balance which is higher than
f* necessary and help to offset Worker's Compensation expenses in the General Fund.
tor
The Redevelopment Agency budget has decreased for 1994-95 by $300,000. The
decrease is the result of reduced Miscellaneous Professional Services in the operations
** portion of the program due to funds that were carried over into the 1993-94 budget year.
^ ^ Debt service payments have also been reduced as a result of the refunding of the bonds
in 1993-94.
fcr**'
p Summary
*li While 1994-95 represents a challenging year financially, the City will strive to maintain the
p, quality and variety of services which have come to be expected by the residents and
, businesses of Carlsbad. The 1994-95 budget projects a slow economy resulting in a
minimal increase to the forecasted revenues. Carlsbad's budget still relies upon alternate
PM funding sources to insure that services continue to be available to the citizens, although
1^, sometimes at reduced levels. These methods of balancing budgets are becoming
exhausted and will not necessarily be available in future years. In addition, the City has
IM taken advantage of opportunities that have presented themselves by reorganizing
^ departments to operate more efficiently. Without these alternate funding sources or
stronger revenue growth in the future, it will be necessary to reevaluate the City's ability
p to offer all of its current programs within its limited financial resources.
li
It is also important for the City and community alike to be aware of the impact that the
J* State's budget balancing actions may have upon the City's revenue base. The State
tw continues to face shortfalls in its revenues and may be back again this year with
legislation which further reduces our revenues. While reductions to cities have not been
^* recommended by the Governor in his latest budget proposal, the Legislature will have
*u ^ their own proposals which may adversely impact cities. Carlsbad is still very much "at
* ^ risk" for budget reductions in the current and future years.r
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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.
City Manager
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CITY OF CARLSBAD
WHERE THE MONEY COMES FROM
Fees/Chgs for Servos
$10 13.9%
Intergovernmental
$6 8.4%
Interfund
$8 11.1%
Interest
$2.7 3.8%
Other
$4 5.6%
Sales Taxes
$10.6 14.8%
Assessment Districts
$1.4 1.9%
Property Taxes
$12.9 18.0%
Water Sales
$10.7 14.9%
Other Taxes
$5.5 7.7%
Total Operating Revenues- $71.8
Values in Millions
WHERE THE MONEY IS SPENT
I*
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C
Community Services
$12.4
Community Development
$6.6
Library
$3.1
Redevelopment & Hsn
$5
General Government
$4
Public Safety
$15.7
Water District/San it'n
$18.1
Total Operating Expenditures - $71.8
Values in Millions
11
CITY OF CARLSBAD
Budget by Fund Type
1994-95
Internal Service
$7 6%
Enterprise
$18.2 15%
General
$37.8 31%
Special Revenue
$7.1 6%
Redevelopment
$1.7 1%
Total Budget
General Fund
The General Fund budget includes
funding for Police, Fire, Street and Park
Maintenance, Recreation, Library and
Administration. Examples of funding
resources include property tax, sales tax,
vehicle license fees, charges for services
and interest earnings. These funds are
do not have a narrow definition of
restrictions and may be utilized for any
legal governmental purpose.
Special Revenue Funds
Programs funded through special
revenue funds include Senior Nutrition,
Housing Section 8 and various
assessment districts. Examples of
funding resources include grants and
special property tax assessments. The
definition of what the expenditures may
encompass is very narrow and funds
collected are legally restricted to
specified purposes.
Enterprise Funds
The Carlsbad Municipal Water District,
Sanitation and Solid Waste Services are
examples of the use of Enterprise Funds.
Funds are generated through charges for
services which must in turn be used to
provide the service for which they were
collected.
Capital
$51.1 42%
= $122.9 Million
Internal Service Funds
Services provided through the internal
service fund mechanism include fleet
maintenance, data processing and
worker's compensation insurance. These
services are provided to end users which
are City programs. Funds are derived
from charges to the City programs which
benefit from the services received The
funds collected must be used specifically
to support the internal service.
Redevelopment
Redevelopment Agency expenses
include those for debt service, low and
moderate income housing and program
administrative costs. Resources needed
to fund the programs come mainly from
property taxes collected within the
redevelopment area. Again, funds
collected within the redevelopment area
are applied narrowly, and must be used
to repay the debt incurred and
administration of the Agency.
Capital Funds
Examples of these funds include the
public facilities fees, transnet collections
and sewer fees. Capital projects include
the library and City park construction and
water line installation and replacement.
These funds come from developers and
other predesignated revenue sources
which must be used specifically to fund
12 pre-identified capital projects.
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CITY OF CARLSBAD
GENERAL FUND
BUDGET REQUESTS BY FUNCTION ESTIMATED REVENUES
__ ADMINISTRATION
F* $4 11%
(^ CONTINGENCIES
$0.3 1%
LIBRARY
f* $2.7 7%
PUBLIC SAFETY
$15.5 41%
DEVELOPMENT
$6.6 17%
OTHER
$1.7 4%
COMMUNITY SERVICES
$7 19%
SALES TAXES
$106 26%
PROPERTY TAXES
$11.3 30%
SUBVENTIONS
$2.6 7%
& PERMITS
$1.6 4%
INTEREST
$1.7 4%
CHARGES FOR SERVICES
$2.8 7%
OTHER REVENUE
$2.8 7%
Total Budget = $37.8 Million Total Revenues = $37.8 Million
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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 accounting for the largest portion
of expenditures is Public Safety, Police
and Fire, at $15.5 million, or 41% of the
total. Due to a reorganization, the
Community Services Department has
been established. It includes park and
street maintenance, recreation, senior
programs, fleet maintenance and facility
maintenance. Other, at 4% 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 described on the
left. Estimates for 1994-95 show that
Taxes make up the largest single share
of revenue at $26.3 million or 70% of the
total. Included are Property Tax, Sales
Tax, and Transient Occupancy Tax.
There are three slices consisting of 7%
each and includes Charges for Services
at $2.8 million or 7% of the total.
Charges are made for development
related services, recreation fees, and
ambulance fees. Other revenue at $2.8
million includes Interdepartmental
Charges and Fines and Forfeitures.
State Subventions consists primarily of
funds received from Vehicle In-Lieu and
totals $2.6 million. Interest is estimated
at $1.7 million for 1994-95 and is
equivalent to 4% of the revenues.
P*
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CITY OF CARLSBAD
General Fund
Estimated Revenues
MILLIONS OF DOLLARS
1993-94
1994-95
12
10-
8-
6-
4
2-
0's/W.0° & > &
Property Tax revenue is projected to
increase by 1.8% in 1994-95, or
$200,000. It was assumed that the base
would increase by nearly 2% as allowed
under the provisions of Proposition 13.
It is not anticipated that there will be any
significant increase in property
transactions.
Sales Tax is projected to increase by 1%
or $100,000. The increase is expected
as the economy begins to recover
slightly from previous years.
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 and
Transfer Tax. Franchise Taxes are
estimated to grow by $100,000 due to a
full year of collections based on the
increased franchise rate for Daniels
cablevision.
Licenses and Permits include
construction permits, and business
licenses. There are no increases
projected for these revenues.
State Subventions are expected to
decrease from 1993-94 levels by
$400,000 as the one-time payment from
the State will not occur in 1994-95.
Estimates are based upon information
received from the State Department of
Finance.
Charges for Services are projected to
increase by 4.4% or $120,000. Planning
fees are estimated to increase by
$100,000 as more applications are
anticipated. Other development related
revenues are expected to remain at
1993-94 levels. Ambulance fees have
been increased by $20,000 due to full
year use of the increased rates.
Interest is projected to decrease from
1993-94 levels due to the use of fund
balance to pay off parking bonds and
fund the golf course for two years.
Other includes Interdepartmental
Charges and Fines and Forfeitures which
are projected at 1993-94 levels. A
$250,000 increase in Other is shown as
the worker's compensation fund balance
will be used to offset General Fund
expenditures.
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CITY OF CARLSBAD
General Fund
Expenditure History
Millions of Dollars
18
16
14
12
10
8
6
4
2
0
%
K
&
,/
v/
Actuals
Estimates
to
*•
This table shows the expenditures by
function or service program over.a three
year period. The cross-hatched bars
represent the adopted budget for 1994-
95 for each category. The chart
demonstrates that expenditures have
been relatively stable with slight declines
in most cases, which is due to the
continued efforts to reduce the budget.
Public Safety shows a small decrease in
the 1994-95 budget which is due to the
reorganization in the Fire Department
and partial year unfunding of two
positions in the Police Department.
Community Services also shows a small
decrease in their budget, and occurs due
to a reorganization and consolidation of
two departments. Two positions were
eliminated in this effort and four were
unfunded as some services will be
provided through contracts.
Community Development, the third set of
bars, show spending decreases due to
minimized reliance on contract services
as development has declined.
The Administration and Library
categories are relatively flat, and contain
no significant changes to past
expenditure patterns. The decrease in
the Other category reflects the removal
of the Parking Bond payment, as that will
be made from fund balance.
Annual Total General Fund Expenditures:
$38,083,000
Actual Expenditures
1993
Estimated Expenditures
1994
1995
$39,394,000
$37,827,000
15
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.
Over the years, the City has issued millions of dollars of 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, all outstanding issues were analyzed for possible refunding. The Redevelopment
Tax Increment bonds were refunded in FY1993-94 to take advantage of declining bond
interest rates. The table below identifies the debt the City currently maintains, the
outstanding principal, the 1994-95 principal and interest payment and the scheduled year
of payoff.
CITY OF CARLSBAD
DEBT OUTSTANDING
Bond Name
1969 Parking Authority
1981 Parking Authority
1986 College Boulevard
Assessment District
Fund
General
General
Assessment
District
Original Bond
Issue
$1,535,000
1,500,000
9,570,250
Outstanding
Principal
at 6/30/94
$250,000
825,000
7,290,000
1994-95 Scheduled
Payment Year of
P & I Payoff/FY
$137,000 1996
166,000 2001
898,350 2007
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1988 Hosp Grove COP General
1988 Palomar Airport Rd.
Assessment District
1988 CMWD COP
1989 Encina JPA
Sewer Expansion
1990 Alga Road
Assessment District
1993 Redevelopment
Tax Allocation Bonds
TOTAL
8,690,000 7,655,000 866,873 2009
Assessment
District
Water Enterprise
Sewer
Enterprise
Assessment
District
Redevelopment
5,133,940
14,370,000
12,689,800
19,561,248
15,495,000
$88,545,238
3,630,000
10,640,000
12,415,170
18,330,000
15,495,000
$76,530,170
525,695
1,526,248
1,108,498
1,918,465
815,340
$7,962,469
2004
2004
2015
2012
2023
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i* In addition to these existing issues, the City is considering using debt to fund several new
L projects. These include the following:
f "
r " Maerkle Dam Lining and Covering - The 1994-95 CIP reflects a project cost of $7.8
iw million for the Maerkle Dam Lining and Covering. The project is scheduled to be
funded from two sources, water capital replacement funds ($4.5 million) and
P developer-paid major facility fees ($3.3 million). Sufficient water replacement funds
b exist to fund the project however all available water major facility fees have been
earmarked for construction of the D Reservoir. A bond issue of approximately
** $3.2 million will be required to fund the construction of the Maerkle Dam Lining and
» Covering project which is anticipated to begin in early 1995. Water bond debt
service will be paid by developer major facility fees.
|^W.
^ Community Facilities District - In May, 1991, the City implemented a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately
m $109 million in Capital Projects will be financed using this mechanism. The South
** Carlsbad Library is scheduled for construction in 1996-97 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.
^W*
pa, 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
r* 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
p* public Golf Course. Funding could be provided through the use of COP's
feg supported by a General Fund pledge and revenue generated through the
operation of the course. This project is tentatively scheduled to begin in 1995-96.
** Progress on this project will depend on the Council making the finding that
i* adequate funds are available within the General Fund to support this issue without
interfering with operations, as well as the mitigation of environmental concerns.
17
EXHIBIT A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 1 1 1
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 1 978-79 and is increased PI
based on population growth and inflation. •
The major change made by Proposition 1 1 1 allows the City to annually choose among *|
the following options for calculating its Gann Limit: *
* Growth in California per capita income, OR PI
* Growth in non-residential assessed valuation due to new construction in the
City, 3
AND m9* Population growth of Carlsbad, OR
> Population growth within San Diego County. y|
The factors used to calculate the 1994-95 Limit were:
> Population growth in San Diego County, AND
* Growth in California per capita income. "
The formula is outlined below:
1993-94 Expenditure Limit
% County Population Growth
Growth in California per capita income
Net Increase Factor
1994-95 Limit (1993-94 Limit X Factor)
Current Appropriation of Proceeds of Taxes
The spending limit for the City of Carlsbad for 1 994-95
tions of "oroceeds of taxes" of $31 1 29 029. The result of
$100,119,169
1.0142
X 1.0071
1.0214
$102.261.801
$31,129,029
is $1 02,261 ,801 with appropria-
: the calculation nrovides the fiitv
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with an operating margin of $71.1 million.
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CITY OF CARLSBAD
PROPOSITION 4 SPENDING LIMIT
VS. APPROPRIATION OF PROCEEDS OF TAXES
MILLIONS OF DOLLARS
120
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995
FISCAL YEAR
• APPROP OF TAXES 0SPENDING LIMIT
19
FUND
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1993-94
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
JULY 1,1993 REVENUES EXPENDITURES TRANSFERS JUNE 30, 1994
GENERAL FUND
SPECIAL REVENUE
HOUSING -SECTION 8
MOBILE HOME RENT CONTROL
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG - ENTITLEMENT
CMMTY FACILITY DISTR #1 ADMIN
ENTERPRISE
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
INTERNAL SERVICE
WORKER'S OOMPSELFlNSUFi
LIABILITY SELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DATA PROCESSING
REDEVELOPMENT
;::X::x-:-x-:-x-:-:vx-x-:-:-:-:-:-:-:-:-:-:-:-:-x-:':':-:-:<v<v:<'>:-:-:-:-:-x-x<-:-:-:-:<-:-:-:-:-:-:\-:-:-:-:<v-:-:-:OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
TOTAL CAPITAL FUNDS
GRAND TOTAL ALL FUNDS
| 9,764,177
1
1,928,881
118,483
118,640
3,077,212
316,920
57,387
774,914
251,811
269,722
0
60,472
20,000
g
2,890,833
(90,390)
1,278,193
58,452
1,320,298
1,891,231
1,386,395
(37,578)
3,016,356
518,727
a-
51 ,226
993,600
2,338,669
$32,374,631
$69,907,611
$102,282,242
37,605,000
200,000
3,019,000
60,000
95,000
1,180,000
572,140
255,000
692,000
108,000
265,000
193,000
90,000
106,000
12,122,000
808,700
4,661,900
86,000
771,600
857,000
1,805,000
1,240,000
1 ,066,000
710,000
93,750
1,338,000
397,500
$70,397,590
$21,837,950
$92,235,540
37,691,490
197,820
2,900,000
16,000
113,000
1,472,900
567,396
286,410
553,701
58,300
351,500
183,197
103,873
125,190
11,682,865
695,315
4,298,544
138,874
776,536
1,244,804
1,950,000
1,245,500
932,287
752,285
724,320
526,170
82,519
$69,670,796
$20,137,604
$89,808,400
(293,550) 9,384,137
1,931,061
237.483
44,000
100,640
2,784,312
321,664
25,977
913,213
301 ,51 1
183,222
9,803
46,599
810
3,329,968
22,995
1,641,549
5,578
1,315,362
1 ,503,427
1,241,395
(43,078)
3,150,069
476,442
624,000 44,656
(75,000) 1,730,430
2,653,650
$255,450 $23,972,738
($255,450) $71,352,507
$0 $95,325,245
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FUND
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1994-95
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
JULY 1,1994 REVENUES EXPENDITURES TRANSFERS JUNE 30, 1995
GENERAL FUND
A'pjpropriaSon f ifcimi F uri$ BaiairicS
SPECIAL REVENUE
^3g|^|f^ppifQ|^MWWWHWWW
HOUSING - SECTION 8
MOBILE HOME RENT CONTROL
AUDIO-VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG - ENTITLEMENT
CMMTY FACILITY DISTR#1 ADMIN
ENTERPRISE
WAfii6;plRATlB)vil
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
INTERNAL SERVICE
WORKER'S COMP SELF iNSUR
LIABILITY SELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DATA PROCESSING
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
| 9,384,137
1,931,061
237,483
44,000
100,640
2,784,312
321,664
25,977
913,213
301,511
183,222
9,803
46,599
810
3,329,968
22,995
1,641,549
5,578
1,315,362
1,503,427
1,241,395
(43,078)
3,150,069
476,442
44,656
1,730,430
2,653,650
$33,356,875
37,850,000
210,000
3,408,000
95,000
1,210,000
572,140
255,000
682,000
108,000
205,000
193,000
131,000
107,000
12,509,000
958,000
4,661,900
71,000
787,600
1,055,400
1,805,000
1,353,600
964,100
772,600
96,000
1,338,000
397,500
$71,795,840
37,826,970
200,580
3,194,786
19,000
146,500
1 ,243,500
558,839
274,360
724,736
10,150
264,100
196,906
132,170
107,000
12,491,400
1,010,400
4,574,600
104,271
1,096,900
1,003,300
1,950,000
1 ,299,900
940,500
754,000
636,900
933,840
105,000
$71,800,608
(1,200,000) 8,207,167
(800,000)
7,407,1 67
1,940,481
450,697
25,000
49,140
2,750,812
334,965
6,617
870,477
399,361
124,122
5,897
45,429
810
(50,000) 3,297,568
(29,405)
(50,000) 1,678,849
(27,693)
1,006,062
1 ,555,527
1,096,395
10,622
3,173,669
(220,000) 275,042
528,300 32,056
(528,300) 1,606,290
2.946,1 50
($1 ,520,000) $30,232,1 07
TOTAL CAPITAL FUNDS $71,352,507 $49,899,235 $51,097,237
1993-94 CONTINUING APPROPRIATIONS
$1,520,000 $71,674,505
($32,314,566)
$39,359,939
GRAND TOTAL ALL FUNDS $104,709,382 $121,695,075 $122,897,845 $0 $101,906,612
21
1
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
DEPARTMENT
GENERAL FUND
GENERAL GOVERNMENT
CITY COUNCIL
CITY MANAGER
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
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BUILDING INSPECTION
TOTAL COMMUNITY DEVELOPMENT
JBRARY/CULTURE
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
TOTAL LIBRARY/CULTURE
1991-92
ACTUALS
154,639
651,018
16,141
394,801
1,005,644
76,475
374,035
777,916
285,919
374,002
193,145
4,303,735
9,046,665
6,600,451
15,647,116
488,583
121,071
0
3,601 ,763
2,109,879
105,860
4,215
827,222
7,258,593
2,473,398
258,194
18,674
2,750,266
1992-93
ACTUALS
153,747
679,476
20,878
362,318
860,207
71,101
329,101
579,733
159,883
359,784
177,219
3,753,447
8,591 ,028
6,750,721
15,341,749
458,761
124,941
18,403
3,374,023
1 ,807,556
98,945
3,448
762,082
6,648,159
2,316,029
229,842
8,993
2,554,864
1993-94
ESTIMATED
EXPENDITURES
$165,948
754,600
31,480
358,605
990,993
82,410
353,427
694,946
0
386,653
0
3,819,062
8,847,473
6,866,901
15,714,374
586,433
158,712
31,597
2,969,528
1,818,698
102,791
2,000
729,843
6,399,602
2,451 ,220
233,980
10,250
2,695,450
%INCR (DEC)
1993-94
BUDGET
$167,401
756,220
32,680
421 ,269
1,032,633
101,400
358,709
799,505
0
395,053
0
4,064,870
8,909,521
6,938,635
15,848,156
602,833
241 ,939
31,597
3,151,325
1,952,126
104,291
3,550
896,703
6,984,364
2,460,876
241 ,870
10,993
2,713,739
1994-95
BUDGET
168,100
756,000
40,900
464,000
999,100
101,200
348,800
720,300
0
389,400
0
3,987,800
8,776,051
6,739,659
15,515,710
591,117
223,544
48,000
2,969,444
1 ,878,805
74,599
3,500
779,788
6,568,797
2,436,950
233,050
10,200
2,680,200
93-94 BUD
TO
94-95 BUD
0.42%
-0.03%
25.15%
10.14%
-3.25%
-0.20%
-2.76%
-9.91%
-1.43%
-1.90%
-1.50%
-2.87%
-2.10%
-1.94%
-7.60%
51.91%
-5.77%
-3.76%
-28.47%
-1.41%
-13.04%
-5.95%
-0.97%
-3.65%
-7.21%
-1.24%
I
I
3
9
I
a
i
I
i
o
i
i
i
22
2
3
IP
b
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991-92 TO 1994-95
DEPARTMENT
COMMUNITY SERVICES
COMMUNITY SERVICES ADMIN
PARK MAINTENANCE
RECREATION
SENIOR PROGRAMS
STREET MAINTENANCE
FACILITIES MANAGEMENT
TRAFFIC SIGNAL MAINT
TOTAL COMMUNITY SERVCIES
NON - DEPARTM ENTAL
COMMUNITY PROMOTION
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
GOLF COURSE
LEASES
AUDIT
PROPERTY TAX ADMIN FEE
ANIMAL REGULATION CONTRACT
DUES & SUBSCRIPTIONS
OPERATING TRANSFERS OUT/MISC
STREET LIGHT COSTS (CITY)
TREE MAINT COSTS (CITY)
BOND SERVICES
TOTAL NON -DEPARTM ENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
1991-92
ACTUALS
904,130
1,630,142
1,695,071
235,536
2,400,618
1,132,069
331 ,871
8,329,437
194,634
18,000
80,530
65,000
305,970
329,800
210,000
33,875
165,828
82,037
23,742
156,806
28,000
81,297
10,215
1 ,785,734
40,074,881
" 0
40,074,881
1992-93
ACTUALS
793,905
1,379,713
1,535,487
217,793
1,781,753
1,130,429
275,924
7,115,004
246,205
36,000
75,000
76,498
735,051
565,200
130,500
41 ,275
161,975
168,224
26,008
297,468
28,000
66,140
15,783
2,669,327
38,082,550
0
38,082,550
1993-94
ESTIMATED
EXPENDITURES
728,602
1,531,390
1,581,724
249,175
1,348,586
1,195,781
279,684
6,914,942
205,000
39,700
75,000
77,500
794,520
0
87,000
56,800
180,000
112,000
21,000
389,400
28,000
66,140
16,000
2,148,060
37,691,490
0
37,691,490
%INCR (DEC)
1993-94
BUDGET
747,515
1,563,728
1,596,052
252,942
1 ,424,542
1,395,018
378,219
7,358,016
261,604
39,668
75,000
80,000
813,600
0
87,000
68,255 '
190,322
112,000
29,400
389,400
28,000
66,140
18,400
2,258,789
39,227,934
166,436
39,394,370
1994-95
BUDGET
629,037
1,477,386
1,534,677
242,173
1 ,607,000
1,214,631
343,619
7,048,523
205,000
36,000
75,000
80,000
812,500
0
0
40,000
185,000
125,000
23,000
0
28,000
66,140
17,300
1 ,692,940
37,493,970
333,000
37,826,970
| 93-94 BUD
1 TO
| 94-95 BUD
| -15.85%
| -5.52%
| -3.85%
1 -4.26%
1 12.81%
| -12.93%
1 -9.15%
1 -4.21%
1 -21 .64%
| -9.25%
1 0.00%
1 0.00%
| -0.14%
| -100.00%
| -41 .40%
| -2.80%
| 11.61%
| -21.77%
| 0.00%
1 0.00%
| 0.00%
1 -5.98%
1 -25.05%
| -4.42%
1 100.08%
1 -3.98%
I*
IM
w
Hi
*
*• "***'
23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991-92 TO 1994-95
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
HOUSING SECTION 8
MOBILE HOME RENT CONTROL
AUDIO VISUAL INSURANCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTITLEMENT
CMMTY FACILITY DISTR#1 ADMIN
ENTERPRISE FUNDS
liPrlfofiTO
RECLAIMED WATER
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
INTERNAL SERVICE FUNDS
•wBRllli'clwp'IfLf1f>iiu1tANBI
W C Operating Transfer Out
LIABILfTYSELF INSURANCE
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DATA PROCESSING
REDEVELOPMENT
OPERATiONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
TOTAL OPERATING FUNDS
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
42,931
: 9,715,797
0
4,059,425
100,134
ii
706,408
603,308
1,650,116
1,217,610
729,905
744,614
650,934
1,663,859
98,113
$66,354,305
1992-93
ACTUALS
392,997
2,529,978
49,411
220,477
536,165
236,802
591,575
198,105
286,593
180,403
67,197
168,920
10,008,242
683,007
4,028,391
153,722
639,500
1,183,895
1 ,824,547
1,227,137
485,124
669,000
753,104
1,619,643
81,437
$66,897,922
1993-94
ESTIMATED
EXPENDITURES
197.820
2,900,000
16,000
113,000
1,472,900
567,396
286,410
553,701
58,300
351,500
183,197
103,873
125,190
11,682,865
695,315
4,298,544
138,874
776,536
1,244,804
1,950,000
1,245,500
932,287
752,285
724,320
526,170
82,519
$69,670,796
1993-94
BUDGET
794,445
2,916,832
60,000
123,601
2,710,082
574,746
274,103
678,232
289,496
310,881
183,531
102,032
127,924
12,782,372
917,160
4,541,461
223,826
846,836
1,291,052
1,950,000
1,320,520
1,218,568
752,145
700,715
1,187,050
124,290
$76,396,270
1994-95
BUDGET
200,580
3,194,786
19,000
146,500
1 ,243,500
558,839
274,360
724,736
10,150
264,100
196,906
132,170
107,000
12,491,400
1,010,400
4,574,600
104,271
846,900
250,000
1.003,300
1,950,000
1,299,900
940,500
754,000
636,900
933,840
105,000
$71,800,608
%INCR (DEC)
| 93-94 BUD
1 TO
1 94-95 BUD
| -74.75%
1 9.53%
| -68.33%
| 18.53%
1 -54.12%
| -2.77%
| 0.09%
1 6.86%
1 -96.49%
1 -15.05%
ii 7.29%
ii 29.54%
;i -16.36%
ii -2.28%
ii 10.17%
ii 0.73%
I -53.41%
ii
| 0.01%
i; -22.29%
ii 0.00%
;i -1.56%
!i -22.82%
ii 0.25%
ii -9.11%
I -21.33%
ii -15.52%
-6.02%
i
I
1
i
i
3
3
3
I
C3
3
3
I
1
I
24
O
3
3
*».r
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
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
NTEREST
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUES
1992-93
$12,585,000
9,168,000
3,099,000
990,000
184,000
26,026,000
234,000
1,071,000
143,000
276,000
1,724,000
2,432,000
270,000
2,702,000
603,000
205,000
551,000
273,000
697,000
528,000
2,857,000
232,000
2,094,000
2,101,000
1,973,000
39,709,000
PROJECTED
REVENUE
1993-94
$11,100,000
10,500,000
3,000,000
1,100,000
190,000
25,890,000
300,000
1,000,000
50,000
300,000
1,650,000
2,775,000
280,000
3,055,000
400,000
200,000
600,000
280,000
800,000
400,000
2,680,000
230,000
1,800,000
2,000,000
300,000
37,605,000
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 93-94 1993-94 TO
1994-95 PROJECTED 1994-95
$11,300,000
10,600,000
3,000,000
1,200,000
190,000
26,290,000
300,000
1,000,000
50,000
300,000
1,650,000
2,350,000
300,000
2,650,000
500,000
200,000
600,000
300,000
800,000
400,000
2,800,000
230,000
1,680,000
2,000,000
550,000
37,850,000
1.80%
0.95%
0.00%
9.09%
0.00%
1.54%
0.00%
0.00%
0.00%
0.00%
0.00%
-15.32%
7.14%
-13.26%
25.00%
0.00%
0.00%
7.14%
0.00%
0.00%
4.48%
0.00%
-6.67%
0.00%
83.33%
0.65%
200,000
100,000
0
100,000
0
400,000
0
0
0
0
0
(425,000)
20,000
(405,000)
100,000
0
0
20,000
0
0
120,000
0
(120,000)
0
250,000
245,000
25
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
REVENUE SOURCE
ACTUAL
REVENUES
1992-93
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
MOBILE HOME RENT CONTROL
TRANSFER FROM GENERAL FUND
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
GAS TAX
GAS TAX REVENUES
INTEREST
TOTAL
FREE MAINTENANCE
INTEREST
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
MISC REIMBURSEMENT
327,479
104,600
432,079
7,170
2,432,798
70,764
2,510,732
0
0
6,237
75,642
81 ,879
1,094,331
200,058
1,294,389
19,040
513,793
66,140
598,973
2,759
246,652
4,596
PROJECTED ESTIMATED
REVENUE REVENUE
1993-94 1994-95
140,000
60,000
200,000
8,000
2,890,000
121,000
3,019,000
60,000
60,000
5,000
90,000
95,000
1,100,000
80,000
1,180,000
6,000
500,000
66,140
572,140
0
255,000
150,000
60,000
210,000
8,000
3,210,000
190,000
3,408,000
0
0
5,000
90,000
95,000
1,130,000
80,000
1,210,000
6,000
500,000
66,140
572,140
0
255,000
AS % DIFFERENCE
OF FY 93-94 1993-94 TO
PROJECTED 1994-95
7.14%
0.00%
5.00%
0.00%
1 1 .07%
57.02%
12.89%
-100.00%
-100.00%
0.00%
0.00%
0.00%
2.73%
0.00%
2.54%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
10,000
0
10,000
0
320,000
69,000
389,000
(60,000)
(60,000)
0
0
0
30,000
0
30,000
0
0
0
0
0
0
TOTAL 254,007 255,000 255,000 0.00%
1
o1
I
9
3
3
3
3
3
a
3
3
3
3
3
26
i
§
CITY OF CARLSBAD
OPERATING FUNDSte,
( "
te
P
m
m
pi
t.
p»
P
b
PR
to
te
hi
m
m
*M
REVENUE SOURCE
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
MISC REIMBURSEMENT
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS
INTEREST
GRANTS
TOTAL
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
CDBG ENTITLEMENT
GRANT REVENUE
INTERDEPARTMENTAL
TOTAL
CMMT'Y FACILITIES DISTR #1
ADMINISTRATIVE FEES
TOTAL SPECIAL REVENUE FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUES REVENUE
1992-93 1993-94
43,943 20,000
57,000 60,000
605,689 610,000
13,156 2,000
719,788 692,000
18,007 8,000
100,407 100,000
118,414 108,000
14,200 15,000
199,042 250,000
213,242 265,000
105,871 103,000
74,533 90,000
180,404 193,000
66,000 90,000
0 0
66,000 90,000
106,000 106,000
6,575,907 6,835,140
27
FOR 1994-95
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 93-94 1993-94 TO
1994-95 PROJECTED 1994-95
20,000 0.00% 0
50,000 -16.67% (10,000)
610,000 0.00% 0
2,000 0.00% 0
682,000 -1.45% (10,000)
8,000 0.00% 0
100,000 0.00% 0
108,000 0.00% 0
5,000 -66.67% (10,000)
200,000 -20.00% (50,000)
205,000 -22.64% (60,000)
103,000 0.00% 0
90,000 0.00% 0
193,000 0.00% 0
110,000 22.22% 20,000
21,000 100.00% 21,000
131,000 100.00% 41,000
107,000 0.94% 1,000
7,176,140 4.99% 379,000
i
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
REVENUE SOURCE
ENTERPRISE FUNDS
ACTUAL
REVENUES
1992-93
;s:
PROJECTED
REVENUE
1993-94
ESTIMATED
REVENUE
1994-95
AS%
OF FY 93-94
PROJECTED
DIFFERENCE
1993-94 TO
1994-95
:-:v:-x-:*x*:*:*:*:vXvXv:v:w^
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST & PORTFOLIO SERVICES
ENGINEERING & PLAN CHECK FEES
CONNECTION FEES
MISCELLANEOUS
TOTAL
RECLAIMED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECLAIMED WATER CREDITS
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS REIMS EXPEND
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
GRANTS
RECYCLING FEE
TOTAL
TOTAL ENTERPRISE FUNDS
7,787,667
1,588,044
44,596
1,020
116,485
283,546
77,478
60,898
157,986
10,117,720
522,100
0
75,794
(5,277)
0
592,617
4,370,993
11,897
57,273
209,716
28,145
4,678,024
830
58,524
67,558
126,912
15,515,273
9,700,000
1 ,753,000
70,500
46,000
239,000
180,000
27,000
56,000
50,500
12,122,000
600,000
8,000
200,000
0
700
808,700
4,400,000
2,500
65,000
194,000
400
4,661,900
3,000
15,000
68,000
86,000
17,678,600
9,900,000
1,973,000
50,000
46,000
209,000
185,000
66,000
45,000
35,000
12,509,000
750,000
8,000
200,000
0
0
958,000
4,400,000
2,500
65,000
194,000
400
4,661,900
1,000
0
70,000
71,000
18,199,900
2.06%
12.55%
-29.08%
0.00%
-12.55%
2.78%
144.44%
-19.64%
-30.69%
3.19%
25.00%
0.00%
0.00%
0.00%
-100.00%
18.46%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-66.67%
-100.00%
2.94%
-17.44%
2.95%
200,000
220,000
(20,500)
0
(30,000)
5,000
39,000
(11,000)
(15,500)
387,000
150,000
0
0
0
(700)
149,300
0
0
0
0
0
0
(2,000)
(15,000)
2,000
(15,000)
521,300
3
0
3
a
3
a
1
1
i
28
*•
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
pi
to
P
to
PI
P*
«•
IP
to
P» •*•*.
M
to
PI
Pi
to
to
p
to
pt
to
REVENUE SOURCE
ACTUAL
REVENUES
1992-93
INTERNAL SERVICES FUNDS
WORKERS' COMP SELF- INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF -INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
l/EHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
SALE OF PROPERTY
TOTAL
DATA PROCESSING
INTEREST
INTERDEPARTMENTAL
MISCELLANEOUS
TOTAL
103,365
623,013
49,652
776,030
144,520
829,348
973,868
101,846
1,478,087
325,767
1 ,905,700
1 ,251 ,777
48,966
1 ,300,743
920,628
163,549
28,776
1,112,953
30,412
453,742
16,310
500,464
PROJECTED
REVENUE
1993-94
80,000
611,600
80,000
771,600
75,000
767,000
15,000
857,000
65,000
1,400,000
340,000
1,805,000
1,220,000
20,000
1 ,240,000
921,000
120,000
25,000
1,066,000
20,000
690,000
710,000
ESTIMATED
REVENUE
1994-95
80,000
627,600
80,000
787,600
75,000
965,400
15,000
1 ,055,400
65,000
1,400,000
340,000
1,805,000
1 ,333,600
20,000
1 ,353,600
819,100
120,000
25,000
964,100
20,000
752,600
772,600
AS%
OF FY 93-94
PROJECTED
0.00%
2.62%
0.00%
2.07%
0.00%
25.87%
0.00%
23.15%
0.00%
0.00%
0.00%
0.00%
9.31%
0.00%
9.16%
-11.06%
0.00%
0.00%
-9.56%
0.00%
9.07%
8.82%
DIFFERENCE
1993-94 TO
1994-95
0
16,000
0
16,000
0
198,400
0
198,400
0
0
0
0
113,600
0
113,600
(101,900)
0
0
(101,900)
0
62,600
62,600
TOTAL INTERNAL SERVICE FUNDS 6,569,758 6,449,600 6,738,300 4.48%288,700
29
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
REVENUE SOURCE
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS
TOTAL
DEBT SERVICE
TAX INCREMENT
INTEREST & PORTFOLIO SERVICES
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST & PORTFOLIO SERVICES
MISCELLANEOUS
TOTAL
TOTAL REDEVELOPMENT FUNDS
TOTAL OPERATING
ACTUAL
REVENUES
1992-93
29,800
! 24,546
15,545
69,891
1 ,322,061
121,515
1,443,576
330,515
125,715
40,995
497,225
2,010,692
$70,380,630
PROJECTED
REVENUE
1993-94
37,200
19,950
36,600
93,750
1,300,000
38,000
1 ,338,000
323,000
74,500
0
397,500
1 ,829,250
$70,397,590
ESTIMATED
REVENUE 0
1994-95 P
39,500
19,900
36,600
96,000
1 ,300,000
38,000
1,338,000
323,000
74,500
0
397,500
1,831,500
$71,795,840
AS%
FFY 93-94
ROJECTED
6.18%
-0.25%
0.00%
2.40%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
• 0.00%
0.12%
1.99%
DIFFERENCE
1993-94 TO
1994-95
2,300
(50)
0
2,250
0
0
0
0
0
0
0
2,250
$1,398,250
o.
1
1
3
a
3
a
3
3
J
3
3
a
30
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
* 1993-94
NUMBER
ALLOCATED
¥&&&5&ti8L ' , \
EXECUTIVE ASSISTANT
TOTAL CITY COUNCIL
[CiWiMANAGSR j
CITY MANAGER
ASSISTANT CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
ASSISTANT TO CITY MANAGER
SR MANAGEMENT ANALYST
SECRETARY TO C. MANAGER
ADMINISTRATIVE SECRETARY
TOTAL CITY MANAGER
iNf$RMATi0NSWrgM$ j
ADMINISTRATION
INFORMATION SYSTEMS DIRECTOR
ASSISTANT CITY CLERK
MINUTES CLERK
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST ii
SENIOR OFFICE SPECIALIST
TOTAL INFORMATION SYSTEMS
DATA PROCESSING
DATA PROCESSING MANAGER
PROGRAMMER/ANALYST
PROGRAMMER/OPERATOR
MICRO COMPUTER SPECIALIST
TOTAL DATA PROCESSING
TOTAL INFORMATION SYSTEMS
[CjTY ATTORNEY . .. :
CITY ATTORNEY
ASSISTANT CITY ATTORNEY
DEPUTY CITY ATTORNEY
SECRETARY TO C. ATTORNEY
ADMINISTRATIVE SECRETARY
TOTAL CITY ATTORNEY
[iiijjfA&lil; '* " |
FINANCE DIRECTOR
ASSISTANT FINANCE DIRECTOR
SR MANAGEMENT ANALYST
ACCOUNTANT
ACCOUNTING SUPERVISOR
ACCOUNT CLERK II
ACCOUNTING OFFICE ASSISTANT
AUDITOR
TREASURER'S ASSISTANT
ADMINISTRATIVE SECRETARY
TOTAL FINANCE
1
1
1
1
1
1
1
1
2
8
1
1
1
1
1
1
6
1
1
1
1
4
10
1
1
1
1
1
5
1
1
1
4
2
2
1
1
0.75
1
14.75
REQUEST
OVER
(UNDER)
1994-95 1993-94
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
1
1
1
1
1
5
1
1
1
4
2
2
1
1
0.75
1
14.75
0
0
0
0
0
0
0
31
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
LBtSK MANA$lM£i#f
RISK MANAGER
ADMINISTRATIVE SECRETARY
TOTAL RISK MANAGEMENT
[jayfJCHAStNO
PURCHASING OFFICER
SECRETARY
BUYER
MESSENGER
TOTAL PURCHASING
iij!liiifl*j ftfiSdUSSES
HUMAN RESOURCES DIRECTOR
COMPENSATION & BENEFITS MGR
EMPLOYMENT SERVICES MANAGER
HUMAN RESOURCES ANALYST
HUMAN RESOURCES ASSISTANT
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST II
TOTAL HUMAN RESOURCES
[ fNJ>CJCJfc
ADMINISTRATION
POLICE CHIEF
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
SENIOR POLICE OFFICER
POLICE OFFICER
COMMUNICATIONS SUPERVISOR
RECORDS SUPERVISOR
COMMUNICATION OPERATOR II
COMMUNICATION OPERATOR 1
POLICE RECORDS SPECIALIST II
PROGRAMMER/OPERATOR
CRIME PREVENT TECH
POLICE SERVICES AIDE
* 1993-94
NUMBER
ALLOCATEDi
i, , i
1
1
2
. i
1
1
2
1
5
I
1
1
1
1
1
1
1
7
1
0
1
1
3
2
5
10
21
41
1
1
13
0
5
1
1
1
1994-95
BUDGET
1
1
2
1
1
2
1
5
1
1
1
1
1
1
1
7
1
1
0
1
3
2
5
10
21
41
1
1
12
1
5
1
1
1
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
0
0
0
0
0
0
1
-1
-1
1
TOTAL POLICE 108 108
32
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
mm i
FIRE CHIEF
DIVISION CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
PARAMEDIC-FIRE FIGHTER
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
SECRETARY
FIRE PREVENTION OFFICER II
TOTAL FIRE
[^(LIHNS INSPECTION , . j
PRINC BUILDING INSPECTOR
BUILDING INSPECTOR II
CODE ENFORCEMENT OFFICER II
CODE ENFORCEMENT OFFICER 1
BUILDING TECHNICIAN II
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
TOTAL BUILDING INSPECTION
1 -CQ&&I £EV£l,:Q£'iW£!sfr ApM)N5&TBATfQ&
COMMUNITY DEVEL DIRECTOR
SENIOR MANAGEMENT ANALYST
MUNICIPAL PROJECT MANAGER
ADMINISTRATIVE SECRETARY
OFFICE SPECIALIST 1
TOTAL COMM DEV ADMINIST
1 ^ffi^^PHSO SfcS^ftMAtiOiNI ]
GEOGRAPHIC INFO SYSTEM COORD
TOTAL GEOGRAPHIC INFORMATION
1 ESfSlNEErafcKS i
CITY ENGINEER
ASSISTANT CITY ENGINEER
TRAFFIC ENGINEER
PRINCIPAL CIVIL ENGINEER
PRINCIPAL CONSTRUCTION INSPECTOR
SR CONSTRUCTION INSPECTOR
SR ENGINEERING INSPECTOR/WD
CONSTRUCTION INSPECTOR II
ASSOCIATE ENGINEER
ASSISTANT ENGINEER
ENGINEERING TECHNICIAN II
SR MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
TOTAL ADMINISTRATION
* 1993-94
NUMBER
ALLOCATED
1
0
4
18
4
18
9
21
0
1
1
3
80
1
5
0
2
1
0
2
11
1
1
1
1
1
5
1
1
1
1
1
4
1
2
2
4
9.5
2
6
1
1
1
4
40.5
1994-95
BUDGET
1
2
3
18
1
18
9
21
1
1
1
3
79
1
5
1
1
1
1
1
11
1
1
1
1
1
5
1
1
1
1
1
4
1
2
2
4
10
2
6
1
1
1
4
41
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
2
-1
-3
1
-1
1
-1
1
-1
0
0
0
0.5
0.5
33
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
mmmmmmmft
SR MANAGEMENT ANALYST
ASSOCIATE CIVIL ENGINEER
TOTAL GROWTH MANAGEMENT
[HANNIWB
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN I
PLANNING TECHNICIAN II
GRAPHIC TECHNICIAN
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
TOTAL PLANNING
ri-fBJVW
LIBRARY DIRECTOR
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
GRAPHIC ARTIST
ACCOUNT CLERK II
SENIOR CIRCULATION SUPERVISOR
LIBRARY ASSISTANT II
LIBRARY ASSISTANT I
SENIOR LIBRARIAN
LIBRARIAN II
MEDIA SERVICES MANAGER
OFFICE SPECIALIST II
LIBRARY SERVICES SPECIALIST
TOTAL LIBRARY
I CULTURAL ARTS
ARTS MANAGER
COMMUNITY ARTS COORDINATOR
ADMINISTRATIVE SECRETARY
TOTAL CULTURAL ARTS
* 1993-94
NUMBER
ALLOCATED
1
0.5
1.5
}
1
1
1
2
4
5
2
1
1
1
1
3
23
1
1
1
1
1
1
1
8
3.5
6
5
1
1
1
32.5
1
1
1
3
1994-95
BUDGET
1
0
1
1
1
1
2
4
5
2
1
1
1
1
3
23
1
1
1
1
1
1
1
8
3.5
6
5
1
1
1
32.5
1
1
1
3
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
-0.5
-0.5
0
0
0
34
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
iOC^iWtt^JtV'SSWtCE^ i
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR
UTILmES/MAINTENANCE DIRECTOR
ASSISTANT UTILmES/MAINTENANCE DIR
ADMIN SERVICES/PROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
ADMINISTRATIVE SECRETARY
SECRETARY
SENIOR OFFICE SPECIALIST
TOTAL ADMINISTRATION
PARK MAINTENANCE
PARK SUPERINTENDENT
PARK SUPERVISOR
PARK MAINTENANCE WORKER III
PARK MAINTENANCE WORKER II
PARK MAINTENANCE SPECIALIST
TOTAL PARK MAINTENANCE
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TOTAL TREE MAINTENANCE
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER II
TOTAL MEDIAN MAINTENANCE
RECREATION
OFFICE SPECIALIST II
RECREATION SPECIALIST 1
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR II
RECREATION SUPERVISOR 1
INSTRUCTIONAL CLASS COORDINATOR
ADULT SPORTS COORDINATION
YOUTH SPORTS/SPECIAL EVENTS COORD
AQUATIC SUPERVISOR
POOL COORDINATOR
TOTAL RECREATION
SENIOR PROGRAM
SENIOR COORDINATOR
SECRETARY
SITE MANAGER
TOTAL SENIOR PROGRAM
* 1993-94
NUMBER
ALLOCATED
2
1
2
11
1
1
5
10.75
1
18.75
0.5
2
3
5.5
0.5
1
1.5
3
1
1
3
2
0.75
0.75
0.75
1
0.75
14
1
1
1
3
1994-95
BUDGET
1
0
0
1
1
1
2
1
2
9
1
1
5
10.75
1
18.75
0.5
2
3
5.5
0.5
1
1.5
3
1
1
3
2
0.75
0.75
0.75
1
0.75
14
1
1
1
3
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
-1
-1
-2
0
0
0
0
0
35
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
STREET MAINTENANCE
STREET MAINTENANCE SUPT
STREET MAINTENANCE SUPERV
STREET MAINTENANCE WORKER III
STREET MAINTENANCE WORKER II
MAINTENANCE WORKER I
TOTAL STREET MAINTENANCE
STREET LIGHTING
ADMIN COORDINATOR - SPECIAL DISTRICTS
ELECTRICIAN II
ELECTRICIAN I
ENGINEERING TECHNICIAN II
TOTAL STREET LIGHTING
BUILDING MAINTENANCE
BUILDING MAINT SUPT
BUILDING MAINT SUPERV
SENIOR BUILDING MAINT WORKER
BUILDING MAINT WORKER II
CUSTODIAN II
CUSTODIAN
TOTAL BUILDING MAINTENANCE
SOLID WASTE
MANAGEMENT ANALYST
TOTAL SOLID WASTE
VEHICLE MAINTENANCE
FLEET SUPERINTENDENT
EQUIPMENT MECHANIC SUPERVISOR
EQUIPMENT MECHANIC II
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
TOTAL VEHICLE MAINTENANCE
TOTAL COMMUNITY SERVICES
Ilii^Jll^^iiSfjSIiS^^iSi^S^ I
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT DIR
SR MANAGEMENT ANALYST
MANAG EM ENT ANALYST
HOUSING PROGRAM MANAGER
HOUSING SPECIALIST I
ADMINISTRATIVE SECRETARY
SECRETARY
OFFICE SPECIALIST II
TOTAL HOUSING & REDEVELOPMENT
* 1993-94
NUMBER
ALLOCATED
1
2
6
11
3
23
1
1
1
1
4
1
1
1
2
1
9
15
0.75
0.75
1
1
3
0
1
6
102.5
1
2
2
1
1
1
1
1
10
1994-95
BUDGET
1
2
6
11
3
23
1
2
0
1
4
1
1
1
2
1
9
15
0.75
0.75
1
1
3
1
0
6
100.5
1
2
2
1
1
1
1
1
10
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
0
1
-1
0
0
0
1
-1
0
-2
0
36
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
* 1993-94
NUMBER
ALLOCATED
1994-95
BUDGET
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
WATER OPERATIONS
GENERAL MANAGER
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTION/MAINT SUPERVISOR
CONSTRUCTION/MAINT WORKER I
CONSTRUCTION/MAINT WORKER II
ENGINEERING OFFICE ASSISTANT II
OPERATIONS 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
OFFICE SPECIALIST I
ADMINISTRATIVE SECRETARY
SERVICE COORDINATOR
SR CONSTRUCTION/MAINT WORKER
SR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
VALVE TECHNICIAN
SR VALVE TECHNICIAN
1
1
1
1
2
1
3
1
2
1
1
1
1
1
1
1
1
1
1
1
2
2
1
1
2
1
1
1
1
1
1
4
1
1
1
1
1
1
2
1
3
1
2
1
1
1
1
1
1
1
1
1
1
1
2
2
1
1
1 -1
1
1
1
1
1
1
4
1
1
TOTAL CMWD ADMINISTRATION
RECLAIMED WATER
ENGINEERING TECHNICIAN I
44 43 -1
TOTAL CMWD - RECLAIMED WATER
37
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
SANITATION
MAINTENANCE SUPERINTENDENT
SANITATION SUPERVISOR
METER READER/REPAIRER II
METER SERVICE WORKER II
UTILfTY MAINT WORKER II
UTILITY MAINT WORKER III
UTILFTY SYSTEM OPERATOR II
UTILITY SYSTEM OPERATOR III
OFFICE SPECIALIST I
TOTAL CMWD - SANITATION
TOTAL CMWD
* 1993-94
NUMBER
ALLOCATED
1
1
2
3
2
1
1
0
11
56
ji 526.75
1994-95
BUDGET
1
1
0
2
3
2
1
1
1
12
56
523.75
REQUEST
OVER
(UNDER)
1993-94
ALLOCATED
0
0
1
1
0
-3
PURCHASING
HUMAN RESOURCES
RISK MANAGEMENT
ENGINEERING
LIBRARY
PARK/TREE/MEDIAN MAINT
RECREATION/AQUATICS
SENIORS
BUILDING MAINTENANCE
0.50
0.00
0.00
0.25
35.41
2.90
29.61
5.25
0.00
0.50
0.07
0.50
1.00
34.71
3.00
28.31
5.25
0.30
0.00
0.07
0.50
0.75
-0.70
0.10
-1.30
0.00
0.30
73.92 73.64 -0.28
I^AKP TOTALlASOfl POftcT 600.67 597.39 -3.28
* NOTE: 1993-94 allocated personnel have been restated to reflect the newly created three-quarter
time position.
38
GENERAL GOVERNMENT
r
r
t
FL
PROGRAM: CITY COUNCIL
FUND: GENERAL
DEPARTMENT: CITY COUNCIL ACCT NO. 001-1010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 139,006
15,633
0
$ 154,639
1
~
1992-93
ACTUAL
$ 139,968
13,779
0
$ 153.747
1
«-
1993-94
BUDGET
$ 139,478
27,923
0
$ 167,401
1
0
1994-95
BUDGET
$ 141,400
26,700
0
$ 168,100
1
0
rL
r
L.
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.
pn
fa
SIGNIFICANT CHANGES:
None.
39
PROGRAM: CITY MANAGER
FUND: GENERAL
DEPARTMENT: CITY MANAGER
I
ACCT NO. 001-1020
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 576,828
71,510
2,680
$ 651,018
8
-
1992-93
ACTUAL
$ 618,333
61,143
0
$ 679,476
8
**
1993-94
BUDGET
$ 666,716
84,891
4,613
$ 756,220
8
0
1994-95
BUDGET
$ 668,000
88,000
0
$ 756,000
8
0
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.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM:
FUND:
DEPARTMENT:
CITY CLERK
GENERAL
CITY CLERK ACCT NO. 001-1030
f
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 7,358
8,783
0
$ 16,141
0
-
1992-93
ACTUAL
$ 6,626
14,252
0
$ 20,878
0
-
1993-94
BUDGET
$ 6,680
26,000
0
$ 32,680
0
0
1994-95
BUDGET
$ 6,700
34,200
0
$ 40,900
0
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:WORKLOAD MEASURES:
JN
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.
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.
1. Elections:
1 General
1. Filings:
58 Campaign
Statements
346 Statements of
Economic
Interest
1. Council Minutes:
83
1. Claims Filed:
142
2. Public Hearing Notices:
43
3. Ordinances Published:
33
1. Meetings Held:
49 Council
32 CMWD Board
20 H&R Comm.
1 Parking Auth.
1 Building Auth.
None
26 Campaign
Statements
344 Statements of
Economic
Interest
76
161
56
47
71
17
18
1
1
Council
CMWD Board
H&R Comm.
Parking Auth.
Building Auth.
SIGNIFICANT CHANGES:
Increased costs reflect November, 1994 election expenses.
41
I
PROGRAM: CITY ATTORNEY
FUND: GENERAL
DEPARTMENT: CITY ATTORNEY ACCT NO. 001-1210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 330,555
61,489
2,757
$ 394,801
5
-
1992-93
ACTUAL
$ 312,619
49,699
0
$ 362,318
5
*f
1993-94
BUDGET
$ 364,529
55,140
1,600
$ 421,269
5
0
1994-95
BUDGET
$ 408,100
55,900
0
$ 464,000
5
0
WORK PROGRAM:
The City Attorney is the Chief Legal Officer of the City, responsible for providing legal advice and representation to the
City Council and other City offices in order to provide services to the public as required or permitted by law. The City
Attorney is also responsible for assisting in the administration and enforcement of laws, regulations and City programs.
PROGRAM ACTIVITIES:
The City Attorney provides quality legal services to the City Council, City Manager, and department heads, as well as
to the Carlsbad Municipal Water District, Parking Authority, Housing Commission, and all other boards and
commissions. This office drafts resolutions and ordinances, and reviews ordinances, contracts, bonds and other legal
documents.
SIGNIFICANT CHANGES:
An Assistant City Attorney is expected to be engaged by June 1,1994. Personnel expenses have increased due to
full year funding of the vacant Assistant City Attorney position. This position was budgeted at 50% in 1993-94.
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PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE ACCT NO. 001-1310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 663,380
339,486
2,778
$ 1,005,644
16
-
1992-93
ACTUAL
$ 701,333
155,932
2,942
$ 860,207
14
-
1993-94
BUDGET
$ 751,492
268,507
12,634
$ 1,032,633
14
0
1994-95
BUDGET
$ 774,700
224,400
0
$ 999,100
14
0
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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 business license, parking citations, and
emergency response billings.
PERFORMANCE OBJECTIVES:
1. Prepare annual capital and operating budgets
which Include program activity and output mea-
sures or performance objective statements.
2. Perform annual review of all City fees and present
recommendations for changes to Council.
3. Monitor expenditures monthly to insure budgetary
integrity.
1. Assist in evaluation and formation of new districts
as requested.
2. Issue bonds for initial capital projects when re-
quired.
3. Provide day-to-day administration of CFD and all
assessment districts as required by formation
documents and State law.
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 and use of
collection agency.
r
M
(continued)
43
PROGRAM: FINANCE
FUND: GENERAL
DEPARTMENT: FINANCE
PAGE TWO
ACCT NO. 001-1310
I
PROGRAM ACTIVITIES:
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.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Maintain turnaround time of 30 days to process
and pay invoices.
1. Select and begin implementation of a new finan-
cial information system.
2. Provide City Management and Council with timely
monthly financial reports.
1. Audit 100 major retailers and businesses; 3 major
hotels/motels; all major franchise fees.
2. Perform 3 in-house internal control reviews.
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PROGRAM: CASH MANAGEMENT
FUND: GENERAL
DEPARTMENT: CITY TREASURER ACCT NO. 001-1320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 25,597
45,219
5,659
$ 76,475
0
-
1992-93
ACTUAL
$ 25,500
45,601
0
$ 71,101
0
**
1993-94
BUDGET
$ 43,296
58,104
0
$ 101,400
0
.75
1994-95
BUDGET
$ 43,100
58,100
0
$ 101,200
0
.75
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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 (retail and custodial);
arrange for a short-term borrowing program.
investment Management: Provide professional
management of the City's investment portfolio investing
all inactive 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 to optimize
earned interest.
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 inactive 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)
45
PROGRAM:
FUND:
DEPARTMENT:
CASH MANAGEMENT
GENERAL
CITY TREASURER
PAGE TWO
ACCT NO. 001-1320
I
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.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM: PURCHASING
FUND: GENERAL
DEPARTMENT: PURCHASING ACCT NO. 001-1410
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 247,243
125,112
1,680
$ 374,035
6
-
1992-93
ACTUAL
$ 204,267
114,869
9,965
$ 329,101
5
-
1993-94
BUDGET
$ 231,013
124,140
3,556
$ 358,709
5
.5
1994-95
BUDGET
$ 234,000
114,800
0
$ 348,800
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 and guidance for
product/service annual contracts and public works
contracts.
Central Stores: Provide ordering, receiving, storing
and delivery of office and special supplies.
Messenger and Mall Service: Provide twice-daily
inter-departmental mail service to City facilities, and
daily pick-up, posting/delivery of U.S. Ma'il to City Hall.
Surplus Property: Manage the transfer and disposal
of City property and lost/unclaimed Police property.
PERFORMANCE OBJECTIVES:
1. Update and maintain formal bid and quotation files.
2. Prepare and maintain Vendor's List by commodities.
3. Maintain the minority and women-owned businesses
file.
1. Track and renew annual product and service con-
tracts.
2. Develop new annual contracts, as needed. •
3. Maintain current Contractor's list by classifications.
4. Develop and administer joint agency contracts.
1. Review usage of items, make adjustments on slow-
moving items. Add new items as needed, with
emphasis on recycled products.
2. Update stores catalog semi-annually and distribute
new catalog annually.
1. Review and adjust messenger route and services.
2. Reduce overall postage costs for mail services.
1. Maintain inventory of surplus City property and
direct surplus property to requesting departments as
it becomes available.
2. Direct disposal of surplus and tost/unclaimed police
property as needed.
SIGNIFICANT CHANGES:
None.
47
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
DEPARTMENT: HUMAN RESOURCES
I
ACCT NO. 001-1510
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIMS POSITIONS
HOURLY/FTC POSITIONS
1991-92
ACTUAL
$ 364,931
408,517
4,468
$ 777,916
a
_
1992-93
ACTUAL
$ 367,263
212,470
0
$ 579,733
7
-
1993-94
BUDGET
$ 440,095
359,410
0
$ 799,505
7
0
1994-95
BUDGET
$ 428,500
291,800
0
$ 720,300
7
.07
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.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
DEPARTMENT: HUMAN RESOURCES ACCT NO. 613-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
1,650,116
0
$ 1,650,116
0
~
1992-93
ACTUAL
$ o
1,824,547
0
$ 1,824,547
0
-
1993-94
BUDGET
5 0
1,950,000
0
$ 1,950,000
0
0
1994-95
BUDGET
$ o
1,950,000
0
$ 1,950,000
0
0
WORK PROGRAM:
This fund is used to pay health insurance premiums to Northwestern National Life.
SIGNIFICANT CHANGES:
None.
49
PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
INFORMATION SYSTEMS ACCT NO. 001-1710
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 253,753
109,117
11,132
$ 374,002
6
•H-
1992-83
ACTUAL
$ 296,093
63,691
0
$ 359,784
6
«.
1993-94
BUDGET
$ 300,353
88,700
6,000
$ 395,053
6
0
1994-95
BUDGET
$ 303,700
85,700
0
$ 389,400
6
0
WORK PROGRAM:
The Information Systems Administration Division is responsible for reprographics, and records management activities,
as well as providing staff support to the City Clerk, and minutes service 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.
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.
Minutes Service; Provide minutes for City Boards,
Commissions and Committees.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
CY/1993 CY/1992
1. Copies:
720,327
1. Entries Indexed:
765 953
2. Storage:
122 boxes of files
10 micro boxes
1.
814,860
121 boxes of files
10 micro boxes
Documents Processed:
71
556
384
47
251
182
101
Agendas
Agenda Bills
Resolutions
Ordinances
Documents to
Recorder
Contracts
Agreements
Subscriptions to
Municipal Code
126
604
446
33
338
278
101
Agendas
Agenda Bills
Resolutions
Ordinances
Documents to
Recorder
Contracts
Agreements
Subscriptions to
Municipal Code
1. Minutes for 18
Boards, Commissions,
and Committees.
Minutes for 18
Boards, Commissions,
and Committees.
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PROGRAM:
FUND:
DEPARTMENT:
DATA PROCESSING
INTERNAL SERVICE
INFORMATION SYSTEMS ACCT NO. 640-1720
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 253,206
491,408
0
$ 744,614
4
~
1992-93
ACTUAL
$ 249,704
419,296
0
$ 669,000
4
**
1993-94
BUDGET
$ 248,853
433,292
70,000
$ 752,145
4
0
1994-95
BUDGET
$ 253,400
471,100
29,500
$ 754,000
4
0
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WORK PROGRAM:
Provide resources that will support departments In the performance of work tasks through automation and
telecommunication services.
PROGRAM ACTIVITIES:
Computer Services: Maintain hardware and software
on all City computers, including: two HP3000 mini
computers (one used for general City applications
utilized by all departments and another for cataloging
and circulation by the Library); two HP UNIX work-
stations used for the City's Geographic Information
System (GIS); over 300 micro computers and the wide
area network components linking these micro comput-
ers; and backup support to the Safety Center for DEC
mini computer running Computer Aided Dispatch and
their micro computer network.
Telecommunication Services: Maintain the voice and
data telecommunications networks for all City facilities.
This Includes: all additions and modifications to over
350 communication circuits; approximately 500 phone
instruments; and 730 voice mail boxes.
New Applications: Implement new and enhance
existing applications and services according to user
needs. This requires: analysis of the function being
performed; determination of appropriate platform for
compatibility; and research of available solutions.
PERFORMANCE OBJECTIVES:
1. Ensure that all City computers remain operational
with minimum downtime.
2. Guarantee availability of hardware maintenance for
all the City's mini computers, workstations, micro
computers and the Citywide network.
3. Provide effective software support for standard City
software and applications developed in-house.
1. Ensure that the City's telecommunication network
and it's associated equipment remain operational
with minimum downtime.
2. Provide necessary support for all telephone and
data communication usage.
1. Meet the Informational needs of the users.
2. Encourage the appropriate use of computers and
communication technology to increase productivity.
P
to SIGNIFICANT CHANGES:
None.
P
m 51
PROGRAM:
FUND:
DEPARTMENT:
WORKERS' COMPENSATION
SELF-INSURANCE
RISK MANAGEMENT ACCT NO. 611-1910
I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITJONS
1991-92
ACTUAL
$ 30,668
706,408
0
$ 737,076
0
~
1992-93
ACTUAL
$ 64,792
639,500
0
$ 704,292
0
^
1993-94
BUDGET
$ 70,836
776,000
0
$ 846,836
1
0
1994-95
BUDGET
$ 70,900
776,000
0
$ 846,900
1
0
WORK PROGRAM:
The Risk Management Department administers the Insurance/Self-Insurance Program, directs the Loss Prevention/
Training Program, and controls the administration of the Claims Management Program.
PROGRAM ACTIVITIES:
Insurance/Self-Insurance: Directs the marketing,
renewal, planning and funding of the insured and self-
funded portions of the program; administers the
workers' compensation serf-insurance fund.
Workers' Compensation Claims Management:
Directs and administers the Claims Management
Program for workers' compensation by utilizing a
combination of in-house servicing and third party
contract administration. 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 adminis-
trative and insurance expenses.
Litigation Management: Works in conjunction with
the City Attorney's office and outside counsel to
monitor, control and resolve litigated matters in work-
ers' compensation.
Loss Prevention/Training: Provides direction, pro-
gramming and training for various City departments in
order to minimize the potential risk of future losses.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
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 communications with employ-
ees, medical care providers and third party adminis-
trators.
1. Provide necessary support to the City Attorney's
office and outside counsel.
1. Support Loss Prevention Committee with updates
on regulations and proposals for new loss preven-
tion programs.
2. Ensure OSHA training requirements are met by
helping departments establish a calendar system for
annual safety training.
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PROGRAM:
FUND:
DEPARTMENT:
GENERAL LIABILITY
SELF-INSURANCE
RISK MANAGEMENT ACCT NO. 612-1910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 39,244
704,352
0
$ 743,596
0
**
1992-93
ACTUAL
$ 39,131
1,255,659
1,531
$ 1,296,321
0
~
1993-94
BUDGET
$ 39,782
1,251,270
0
$ 1,291,052
1
0
1994-95
BUDGET
$ 59,900
943,400
0
$ 1,003,300
1
J5
WORK PROGRAM:
The Risk Management Department administers the Insurance/Serf-Insurance Program, directs the Loss Prevention/
Training Program, and controls the administration of the Claims Management Program.
PROGRAM ACTIVITIES:
Insurance/Self-lnsurance: Directs the marketing,
renewal, planning and funding of the insured and self-
funded portions of the program; administers the
general liability self-insurance fund.
General Liability Claims Management; Directs and
administers the Claims Management Program for
property, casualty and general liability by utilizing a
combination of in-house servicing and third party
contract administration. 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 adminis-
trative and insurance expenses.
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 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.
PERFORMANCE OBJECTIVES:
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 communications with employ-
ees, medical care providers and third party adminis-
trators.
1. Provide necessary support to the City Attorney's
office and outside counsel.
1. Support Loss Prevention Committee with updates
on regulations and proposals for new loss preven-
tion programs.
2. Ensure OSHA training requirements are met by
helping departments establish a calendar system for
annual safety training.
1. Revise the Special Event policy to complement the
Special Events Ordinance.
Special Event/Facility Use Programs: Assist with the
administration of the Special Event/Facilities Use
Programs in order to ensure compliance with Council
policies established for the protection of the partici-
pants, sponsors, spectators and City.
SIGNIFICANT CHANGES:
Personnel costs have increased due to the addition of one half of a full-time equivalent position. Maintenance and
operation costs are down due to the payment of a large settlement in 1993-94.
53
PROGRAM: ADMINISTRATION
FUND: COMMUNITY FACILITIES DISTRICT NO. 1
DEPARTMENT: FINANCE ACCT NO. 430-1340
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
42,931
0
$ 42,931
0
-
1992-93
ACTUAL
$ 0
168,920
0
* 168,920
0
~
1993-94
BUDGET
$ 0
127,924
0
$ 127,924
0
0
1994-95
BUDGET
$ 0
107,000
0
$ 107,000
0
0
I
1
1
WORK PROGRAM:
The Finance Department is responsible for administration of Community Facilities District (CFD) No. 1. The CFD
encompasses over 900 parcels and is expected to double as land moves through the development process. Funding
is provided by property owners within the CFD.
PROGRAM ACTIVITIES:
Debt Management: Issue and manage any debt
necessary for construction of capital projects funded
by the CFD.
Taxation: Establish and collect special taxes.
Capital Projects Budget: Develop annual budget for
CFD capital projects.
Land Use Coordination: Annex developing property
and provide accurate financial information on changing
land use designations.
PERFORMANCE OBJECTIVES:
1. Provide financial disclosure statements.
2. Issue bonds for capital projects as required.
3. Monitor cash requirements for current and future
debt.
4. Calculate and maintain reserve for arbitrage.
1. Establish annual special tax rates for undeveloped
land and taxes paid at building permit issuance.
2. Submit special taxes for County property tax rolls
and monitor delinquencies.
3. Place and remove tax liens.
1. Prepare annual cash flow analyses for current and
future years.
2. Prepare budget scheduling capital projects for future
years.
1. Provide Council with necessary Information and
documents to annex developing property into CFD.
2. Coordinate with Community Development on land
use changes and parcel segregations.
3. Provide CFD costs and information to property
owners, escrow companies, and developers.
I
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SIGNIFICANT CHANGES:
None.a
54
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*
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL
10-41-2993
10-50-2993
10-50-2490
001-1051
19*7-1922
19-90-2340
19-90-2489
19-90-2520
19-90-2999
62-10-2211
161-4122
19-90-2198
19-90-2477
19-90-2479
&2921
1990-2471
001-3030
Community Promotion
Community Contributions
Beach Parking
Hiring Center
Hosp Grove Debt Service
Leases (mandated & contractual)
Animal Regulation Contract
Dues and Subscriptions
Contingencies (Budget request)
Street Lighting Assessment
Tree Maintenance Assessment
Golf Course Contribution
Property Tax Administration Fee
Bond Service
Audit
Economic Development
1991-92
ACTUAL
194,634
80,530
18,000
65,000
305,970
210,000
82,037
23,742
2,000,000
28,000
81,297
329,800
165,828
10,215
33,875
0
1992-93
ACTUAL
246,205
75,000
36,000
76,498
735,051
130,500
168,224
26,008
112,367
28,000
66,140
565,200
161,975
15,783
41,275
18,403
ACCT NO. 001-VARIOUS
1993-94
BUDGET
261,604
75,000
39,668
80,000
813,600
87,000
112,000
29,400
593,829
28,000
66,140
0
190,322
18,400
68,255
31,597
1994-95
BUDGET
205,000
75,000
36,000
80,000
812,500
0
125,000
23,000
343,000
28,000
66,140
0
185,000
17,300
40,000
48,000
55
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PUBLIC SAFETY
PROGRAM: POLICE
f FUND: GENERAL/ASSET FORFEITURE
w DEPARTMENT: POLICE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 7,253,682
1,777,751
15,232
$ 9,046,665
110
-
1992-93
ACTUAL
$ 7,117,348
1,682,043
0
$ 8,799,710
106
-
1993-94
BUDGET
$ 7,099,767
1,959,321
49,553
$ 9,108,641
108
0
1994-95
BUDGET
$ 6,981,360
1,995,271
0
$ 8,976,631
108
0
»
P
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:
None.
57
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 279,044
401,584
0
$ 680,625
4
-
1992-93
ACTUAL
$ 247,778
442,651
0
$ 690,429
3
'
1993-94
BUDGET
$ 247,682
449,344
7,000
$ 704,026
3
0
1994-95
BUDGET
9 229,950
500,523
0
$ 730,473
3
0
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 goafs.
Leadership: Provide department staff with the know-
ledge and training necessary to carry out the depart-
ment's mission.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM: OPERATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 3,984,105
576,794
0
$ 4,560,899
54
-
1992-93
ACTUAL
$ 3,736,890
500,017
0
$ 4,236,907
63
*f
1993-94
BUDGET
$ 3,653,575
646,789
25,500
$ 4,325,864
S3
0
1994-95
BUDGET
$ 3,642,400
599,968
0
$ 4,242,368
53
0
rIn
hi
mjy
WORK PROGRAM:
Provide emergency services, service calls, preventative patrol, traffic enforcement and special enforcement to the
community. Enforce laws and ordinances, preserve the peace and provide for protection of life and property through
proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for 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.
WORKLOAD MEASURES:
1991 1992 1993
1. Calls for Service:
71,360 64,813
1. Reports:
12,030 10,755
1. Response Times:
4.8 min. 5.0 min.
60,446
10,116
4.9 min.
SIGNIFICANT CHANGES:
None.
59
PROGRAM: INVESTIGATIONS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2130
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYyFTE POSITIONS
1991-92
ACTUAL
$ 982,927
207,927
0
$ 1,190,854
14
*^
1992-93
ACTUAL
$ 1,009,522
179,377
0
$ 1,188,898
14
-
1993-94
BUDGET
$ 979,901
207,514
12,800
$ 1,200,215
14
0
1994-95
BUDGET
$ 958,470
166,026
0
$ 1,124,496
14
0
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:
1991 1992 1993
1. No. of Reports:
1,614 1,455 1,217
1. Clearance Rates:
39%
18%
39%
12%
1. Property Recovery Rates:
33% 48%
1. Juveniles Diverted:
N/A** 294
39%
15%
33%
319
** N/A due to implementation of new recordkeeping
system. Numbers previously given were not
comparable.
SIGNIFICANT CHANGES:
Expenses for property and evidence activities have been transferred from this program to its own account. This has
resulted in a budget reduction within Investigations.
60
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PROGRAM: VICE/NARCOTICS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 243,999
28,422
0
$ 272,421
a
-
1992-93
ACTUAL
$ 243,762
16,055
0
$ 259,817
3
~
1993-94
BUDGET
$ 238,009
18,040
0
$ 256,049
3
0
1994-95
BUDGET
$ 236,090
23,710
0
$ 259,800
3
0
p*
it
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.
Other Activities: Includes crime cases, citations,
juvenile contacts and field interviews.
WORKLOAD MEASURES:
1991 1992
1. Arrests:
1. Other:
50
58
43
60
1993
50
90
p
M
SIGNIFICANT CHANGES:
None.
61
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY7FTE POSITJONS
1991-92
ACTUAL
$ 0
0
0
$ 0
0
-
1992-93
ACTUAL
$ 0
0
0
$ 0
0
**•
1993-94
BUDGET
$ 0
0
0
$ 0
0
0
1994-95
BUDGET
$ 0
53,365
0
$ 53,365
0
0
WORK PROGRAM:
Responsible for processing, retention, disposal, and security of all property and evidence obtained or seized by
Carlsbad Police.
PROGRAM ACTIVITIES:
Property and Evidence: Physically maintain and
accurately track all property and evidence.
Disposal of Property: Return property to lawful
owners; dispose of property according to law.
PERFORMANCE OBJECTIVES:
1. Perform annual audit/inventory.
1. Dispose of all acquired property and evidence
within three years.
SIGNIFICANT CHANGES:
This new program transfers the maintenance and operation expenses previously budgeted in Investigations, Operations,
and Asset Forfeiture, and places them all in one program to more accurately reflect functionality.
62
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PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2140
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 1,179,165
451,458
13,230
$ 1,643,853
25
-
1992-93
ACTUAL
$ 1,245,380
362,722
0
$ 1,608,102
24
~
1993-94
BUDGET
$ 1,312,190
454,193
0
$ 1,766,383
25
0
1994-95
BUDGET
$ 1,261,550
460,838
0
$ 1,722,388
25
0
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 reports:
1991 1992 1993
12,030 10,755 10,116
1. Develop and upgrade program for the CAD system.
SIGNIFICANT CHANGES:
None.
63
PROGRAM: RESERVE OFFICERS
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2150
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITJONS
1991-92
ACTUAL
$ 2,735
9,982
0
$ 12,717
0
-
1992-93
ACTUAL
$ 3,035
763
0
$ 3,798
0
~
1993-94
BUDGET
$ 3,000
3,850
0
$ 6,850
0
0
1994-95
BUDGET
$ 5,000
4,200
0
$ 9,200
0
O
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.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM: TRAFFIC
FUND: GENERAL
DEPARTMENT: POLICE ACCT NO. 001-2160
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-32
ACTUAL
$ 458,790
97.350
2.002
$ 558,142
a
-
1992-93
ACTUAL
$ 492,408
110,350
0
$ 603,078
7
-
1993-94
BUDGET
$ 537,040
108,841
4,253
$ 650,134
8
0
1994-95
BUDGET
$ 518,480
115,481
0
$ 633,961
a
0
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:
1991 1992 1993
1. Total Collisions:
974 765 775
1. Number of Hit and Run Investigations:
53 62 76
2. Hit and Run Cases Cleared:
64% 58% 95%
to
•»
SIGNIFICANT CHANGES:
None.
65
PROGRAM: JUVENILE DIVERSION
FUND: POLICE ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-2132
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
0
0
$ 0
0
-
1992-93
ACTUAL
$ 3,312
69,851
0
$ 73,163
0
**
1993-94
BUDGET
$ o
66,550
0
$ 66,550
0
0
1994-95
BUDGET
$ 0
66,550
0
$ 66,550
0
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.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1991 1992 1993
1. Number of Juvenile participants:
N/A* 294 319
* N/A due to implementation of recordkeeping system.
Numbers previously given were not comparable.
3
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PROGRAM: D.A.R.E.
FUND: POLICE ASSET FORFEITURE
DEPARTMENT: POLICE ACCT NO. 121-2141
p
IH
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 122,917
4,237
0
$ 127,154
2
•H-
1992-93
ACTUAL
$ 135,261
257
0
$ 135,518
2
~
1993-94
BUDGET
$ 128,370
4,200
0
$ 131,270
2
0
1994-95
BUDGET
$ 129,420
4,610
0
$ 134,030
2
0
JPto
te
p»
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.
SIGNIFICANT CHANGES:
None.
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.
67
PROGRAM: FIRE
FUND: GENERAL
DEPARTMENT: FIRE SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 5,883,372
716,214
864
$ 6,600,450
81
-
1992-93
ACTUAL
$ 6,097,441
650,129
3,151
$ 6,750,721
80
-
1993-94
BUDGET
$ 6,021,744
907,491
9,400
$ 6,938,635
80
0
1994-95
BUDGET
$ 5,765,830
871,329
102,500
$ 6,739,659
79
0
I
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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.
SIGNIFICANT CHANGES:
The departure of two Battalion Chiefs has provided an opportunity to reorganize the department. One Battalion Chief
position has been eliminated and one has been replaced with a Management Analyst, which is unfunded. The two
remaining Battalion Chiefs have been retitled to Division Chief. Three existing Platoon Coordinator positions have been
reclassified to Battalion Chief.
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PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 292,846
109,026
0
$ 401,872
3
-
1992-93
ACTUAL
$ 246,464
97,582
0
$ 344,046
3
-
1993-94
BUDGET
$ 299,053
121,579
0
$ 420,632
3
0
1994-95
BUDGET
$ 184,970
96,600
0
$ 281,570
3
0
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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, thus
improving employee working conditions.
1. Monitor development under the Growth Manage-
ment 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.
10 SIGNIFICANT CHANGES:
Personnel costs are down due to the elimination of one Battalion Chief position. A Management Analyst has replaced
this position and is unfunded.
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PROGRAM: FIRE SUPPRESSION
FUND: GENERAL
DEPARTMENT: FIRE
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ACCT NO. 001-2220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 4,356,760
390,466
0
$ 4,747,227
59
**
1992-93
ACTUAL
$ 4,472,035
329,781
3,151
$ 4,804,967
59
-
1993-94
BUDGET
$ 4,419,594
518,319
9,400
$ 4,947,313
59
0
1994-95
BUDGET
$ 4,383,930
513,982
92,500
$ 4,990,412
59
0
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 as
well as 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 fire apparatus, equipment and facilities at
a high level of readiness.
2. Maintain an average response time of 5 minutes or
less to Priority 1 fire and medical calls for service.
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:
Personnel costs include the reclassification of three Platoon Coordinators to Battalion Chiefs.
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PROGRAM: FIRE PREVENTION
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY7FTE POSITIONS
1991-92
ACTUAL
$ 316,734
26,078
0
$ 342,812
6
-
1992-93
ACTUAL
$ 305,212
27,828
0
$ 333,040
5
«-
1993-94
BUDGET
$ 305,832
39,220
0
$ 345,052
5
0
1994-95
BUDGET
$ 307,660
32,877
0
$ 340,537
5
0
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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. Provide training and administrative support for
engine company code enforcement activity.
2. Conduct fire inspections in all City buildings and
high-risk occupancies annually.
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.
3. Provide fire safety education programs during fire
prevention week and at various community events.
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SIGNIFICANT CHANGES:
None.
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PROGRAM: EMERGENCY MEDICAL SERVICES
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-82
ACTUAL
$ 818,924
96,564
0
$ 915,488
12
~
1992-93
ACTUAL
$ 970,930
113,937
0
$ 1,084,866
12
**
1993-94
BUDGET
$ 898,215
122,796
0
$ 1,021,011
12
0
1994-95
BUDGET
$ 889,270
119,340
10,000
$ 1,018,610
12
0
WORK PROGRAM:
Provide paramedic level emergency medical 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.
SIGNIFICANT CHANGES:
None.
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. Provide technical training to all personnel on a
monthly basis.
3. Implement a Quality Assurance Program for all
medical calls for service.
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PROGRAM: WEED ABATEMENT
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2250
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
38,513
0
$ 38,513
0
'
1992-93
ACTUAL
$ 0
32,407
0
$ 32,407
0
-
1993-94
BUDGET
$ 0
48,903
0
$ 48,903
0
0
1994-95
BUDGET
$ 0
47,200
0
$ 47,200
0
0
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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 program activity 1.
SIGNIFICANT CHANGES:
None.
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.
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PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
DEPARTMENT: FIRE ACCT NO. 001-2260
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY '
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 98,108
55,567
864
$ 154,539
1
-
1992-93
ACTUAL
$ 102,800
48,594
0
$ 151,395
1
-
1993-94
BUDGET
$ 99,050
56,674
0
$ 155,724
1
0
1994-95
BUDGET
$ 0
61,330
0
$ 61,330
0
0
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:
Personnel costs have been reduced due to the elimination of the Battalion Chief position, which is Included in the
department reorganization. This program will be managed by the Fire Prevention Division.
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COMMUNITY DEVELOPMENT
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PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 268,714
219,869
0
$ 488,583
6
-
1992-93
ACTUAL
$ 331,147
127,614
0
$ 458,761
5
•*f
1993-94
BUDGET
$ 353,513
239,920
9,400
$ 602,833
5
0
1994-95
BUDGET
$ 354,787
236,330
0
$ 591,117
5
0
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.
SIGNIFICANT CHANGES:
None.
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.
3. Act as a liaison between community organizations
and City staff in initiating and implementing pro-
grams which provide social benefit to the local
population.
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PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3020 I
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 72,871
48,200
0
$ 121,071
2
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1992-93
ACTUAL
$ 77,356
47,585
0
$ 124,941
1
~
1993-94
BUDGET
$ 73,092
166,797
2,050
$ 241,939
1
0
1994-95
BUDGET
$ 72,834
150,710
0
$ 223,544
1
0
WORK PROGRAM:
Continue to develop the parcel based Geographic Information System, and provide all City departments with GIS
processing services.
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 with street centerlines and
address information.
Database Maintenance; Maintain the parcel basemap
for changes in parcel boundaries and/or assessor
parcel numbers.
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.
SIGNIFICANT CHANGES:
None.
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. Keep the parcel basemap up to date with regard to
parcel boundary changes, splits, subdivisions, etc.
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.
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PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING ACCT NO. 001-3110
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 2,643,222
948,203
10,338
$ 3,601,763
60.5
-
1992-93
ACTUAL
$ 2,468,538
904,314
1,171
$ 3,374,023
40.5
-
1993-94
BUDGET
$ 2,425,080
685,895
40,350
$ 3,151,325
40.5
.25
1994-95
BUDGET
$ 2,498,750
470,694
0
$ 2,969,444
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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.
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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 1994-95 fiscal year.
1. Develop reporting systems for managing projects,
setting fee schedules and development permit
processing.
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.
2. Reduce the number of continuing planchecks to a
minimum.
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77
PROGRAM: ENGINEERING
FUND: GENERAL
DEPARTMENT: ENGINEERING
PAGE TWO
ACCT NO. 001-3110
1
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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.
Protect Reviews: Review traffic control plans, signing
and stripping plans and traffic signal plans. Review
project submittals for good transportation planning
concepts. Provide inter-department coordination on
various issues on an as-needed basis.
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.
SIGNIFICANT CHANGES:
Personnel costs have Increased due to the transfer of one-half Associate Engineer from Growth Management to this
program. Three positions will remain unfunded in this budget and include Principal Civil Engineer -Traffic, Construction
Inspector II, and Associate Engineer. Maintenance and operation expenses are down due to reduced consultant
plancheck services.
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.
78
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PROGRAM: PLANNING COMMISSION
FUND: GENERAL
DEPARTMENT: PLANNING ACCT NO. 001-3220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 16,381
11,078
0
$ 27,459
0
-
1992-93
ACTUAL
$ 16,981
9,290
0
$ 26,271
0
.. ~
1993-94
BUDGET
$ 18,106
10,850
0
$ 28,956
0
0
1994-95
BUDGET
$ 17,200
10,400
0
$ 27,600
0
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 Prelects: 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.
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SIGNIFICANT CHANGES:
None.
79
PROGRAM: LAND USE
FUND: GENERAL
DEPARTMENT: PLANNING ACCT NO. 001-3230
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 1,353,696
728,451
0
$ 2,082,420
27
-
1992-93
ACTUAL
$ 1,354,749
426,536
0
$ 1,781,285
23
-
1993-94
BUDGET
$ 1,380,607
529,063
13,500
$ 1,923,170
23
0
1994-95
BUDGET
$ 1,424,113
427,092
0
$ 1,851,205
23
0
WORK PROGRAM:
Implement the goals and policies of the City's General Plan and ensure that all development projects comply with all
City zoning, subdivision, environmental ordinances and the Growth Management ordinance.
PROGRAM ACTIVITIES:
Implementation of General Plan: Ensure that all new
planning programs and development projects comply
with the General Plan. Revise General Plan as needed,
to be consistent with all recently adopted land use
regulations and programs. Update elements as
needed.
Review of Development Projects: 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.
PERFORMANCE OBJECTIVES:
1. Implement programs contained in the Updated
General Plan.
2. Continue to implement the monitoring programs
contained in the updated Housing Element.
1. Ensure timely processing/review of projects in the
City.
2. Continue to review project processing procedures
to establish more efficient systems.
3. Continue to prepare updating of the Zone Code.
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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.
1. Process the Carlsbad Ranch Specific Plan.
2. Complete Master Plan for the Barrio.
3. Continue to address issues related to endangered
species/habitat management.
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.
SIGNIFICANT CHANGES:
Maintenance and operation costs are down due to the completion of the General Plan update.
80
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PROGRAM: GROWTH MANAGEMENT
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3240
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSmONS
1991-92
ACTUAL
$ 95,574
10,286
0
$ 105,860
3.5
-
1992-93
ACTUAL
$ 96,372
2,573
0
$ 98,945
1,5
-
1993-94
BUDGET
$ 98,411
5,880
0
$ 104,291
1.5
0
1994-95
BUDGET
$ 69,089
5,510
0
$ 74,599
1
0
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), 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:
One half of an Associate Engineer position has been transferred to Engineering.
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PROGRAM: HISTORIC PRESERVATION
FUND: GENERAL
DEPARTMENT: COMMUNITY DEVELOPMENT ACCT NO. 001-3411
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
4,215
0
$ 4,215
0
~
1992-93
ACTUAL
9 0
3,448
0
$ 3,448
0
-
1993-94
BUDGET
$ 0
3,550
0
$ 3,550
0
0
1994-95
BUDGET
$ 0
3,500
0
$ 3,500
0
0
3
3
WORK PROGRAM:
To provide for the protection, preservation, recognition and enhancement of the City's existing and continuing heritage.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
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.
Plague 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.
SIGNIFICANT CHANGES:
None.
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 as
required by CEQA.
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PROGRAM:
FUND:
DEPARTMENT:
BUILDING INSPECTION
GENERAL
BUILDING INSPECTION ACCT NO. 001-3610
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 544,558
282,664
0
$ 827,222
15
-
1992-93
ACTUAL
$ 545,567
214,841
1,674
$ 762,082
11
-
1993-94
BUDGET
$ 562,459
331,294
2,950
$ 896,703
11
0
1994-95
BUDGET
$ 570,753
209,035
0
$ 779,788
11
0
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.
SIGNIFICANT CHANGES:
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.
Maintenance and operation expenses are down due to anticipated volume reduction of plan checks performed.
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PROGRAM: LIBRARY
FUND: VARIOUS
DEPARTMENT: LIBRARY SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 2,024,707
923,875
14,967
$ 2,963,549
36
-
1992-93
ACTUAL
$ 2,042,654
831,422
16,793
$ 2,890,869
34
~
1993-94
BUDGET
$ 2,097,759
1,004,062
47,400
$ 3,149,221
34
36.88
1994-95
BUDGET
$ 2,122,700
967,350
750
$ 3,090,800
35.5
34.68
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WORK PROGRAM:
The Carlsbad City Library provides educational, informational, and recreational services for all community residents;
provides both print and non-print resources 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. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the
pursuit of knowledge.
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PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4010
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 337,052
242,387
0
$ 579,439
7
~
1992-93
ACTUAL
$ 325,394
205,691
0
$ 531,085
6
-
1993-94
BUDGET
$ 313,691
255,880
0
$ 569,571
6
2.75
1994-95
BUDGET
$ 310,000
188,600
0
$ 488,600
6
2.75
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:
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:
PERFORMANCE OBJECTIVES:
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 1994-98 by
the end of 1994.
1. Work closely with local media to promote the library.
2. Sponsor at least one adult program and two exhibits
per month.
3. Produce flyers, newsletters, and other graphics for
the library and other City departments.
4. In cooperation with the Friends of the Library, raise
at least $20,000 through book 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.
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 1994, complete a basic remodel of
the main library to meet ADA standards.
One Management Analyst and one Graphic Artist remain unfunded in this budget. Maintenance and operation costs
are down as heat, light, and water expenses have been transferred to the California Library Services Act (CLSA) grant
fund.
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PROGRAM: CIRCULATION SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4021
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-82
ACTUAL
$ 251,018
6,297
0
$ 257,315
3
-
1992-93
ACTUAL
$ 253,621
4,790
0
$ 258,411
3
«*
1993-94
BUDGET
$ 271,619
8,850
0
$ 280,469
3
t4
1994-95
BUDGET
$ 284,100
9,800
0
$ 293,900
3
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WORK PROGRAM:
The Circulation Division assists the public with check-in and check-out of library materials, both print and non-print;
maintains patron records; registers new borrowers; responds to in-person and telephoned circulation questions; directs
calls to appropriate divisions; shelves adult books and AV materials; recruits and supervises volunteers; delivers and
returns both print and non-print items for homebound patrons; registers patrons for Braille Institute Library; and
circulates Braille talking books and talking book machines.
PROGRAM ACTIVITIES:
General Circulation: Check-out and check-in all print
and non-print materials; phone and in-person material
renewals; sort incoming materials in preparation for
shelving; shelve all adult library materials; open, close,
and maintain video and book drops; process and
repair damaged audiovisual items from Branch and
Main libraries; process and track incomplete and
overdue items; rent audiovisual equipment.
Patron Maintenance: Process delinquencies; collect
fines and fees; register and issue cards to all library
users; modify or delete 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:
1990-91 1991-92
1. Circulation Totals:
717,869 786,731
1. Library Cards Processed:
10,650 11,158
2. Patron Modifications:
30,766 27,576
1. Reserve Notices Processed:
6,607 9,411
1992-93
763,662
10,807
26,008
10,632
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SIGNIFICANT CHANGES:
One Library Assistant I continues to be unfunded in this budget.
87
PROGRAM: REFERENCE SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4022
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 277,634
130,718
0
$ 408,352
5
-
1992-93
ACTUAL
$ 283,142
103,477
0
$ 386,619
5
•**•
1993-94
BUDGET
$ 291,577
124,367
0
$ 415,944
5
3.8
1994-95
BUDGET
$ 238,900
106,900
0
$ 345,800
5
3.8
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, audio and video materials; provide library
Instruction classes and tours; select new and replace-
ment materials; give book talks for community groups.
Irrterllbrarv Loan: Send to and receive from other
libraries requests for books, microfilm, and photo-
copies.
Periodicals; Manage a collection of 624 magazines
and 48 newspapers, and related backfiles.
Online Services; Offer fee-based computer searches
for the general public. Provide public instruction in the
use of self-service computer data bases. Continue to
index the Carlsbad Journal/Sun using computer soft-
ware.
WORKLOAD MEASURES:
1990-91 1991-92 1992-93
1. Reference Questions:
64,282 68,083 75,345
1. Interlibrary Loans:
1,756 1,498 1,720
1. Periodical Requests:
48,852 60,793 74,964
1. Online Searches Paid:
189 99 0*
* Did not offer fee-based searching in 1992-93.
PERFORMANCE OBJECTIVE:
1. Add new CD-ROM products for general public use.
2. Investigate the use of the INTERNET for reference
services, with the future objective of offering public
access to the INTERNET.
SIGNIFICANT CHANGES:
Personnel costs are down due to the unfunding of one Librarian I, while one Library Assistant continues to be unfunded.
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PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4023
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 75,525
20,302
0
$ 95,827
1
-
1992-93
ACTUAL
$ 77,445
6,814
0
$ 84,259
1
-
1993-94
BUDGET
$ 78,060
1,050
1,900
$ 81,010
1
.95
1994-95
BUDGET
$ 78,200
1,400
0
$ 79,600
1
.95
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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 38,000 volumes.
It is a collection of excellence that draws researchers from all over Southern California.
PROGRAM ACTIVITIES:
General Reference Services: Respond to in-person
and telephone reference requests; provide library
instruction and tours; give talks to visiting Southern
California groups.
PERFORMANCE OBJECTIVES:
1. Register 10,000 researchers.
2. Process 14,000 inquiries.
3. Plan and hold orientations for visiting groups.
Coordination with NSDCGS: The North San Diego
County Genealogical Society has acted as a support
group for this collection for 16 years. This division will
coordinate with and assist NSDCGS with fund raisers,
acquisition of materials, program planning, and training
of researchers.
1. Develop bi-monthly training classes for beginning
genealogists.
2. Plan and assist with six major fund raisers.
3. Advise a NSDCGS committee on selection of
materials for proper collection development.
li SIGNIFICANT CHANGES:
None.
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PROGRAM: CENTRO DE INFORMACI6N
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4024
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
0
0
$ 0
0
**
1992-93
ACTUAL
$ 0
0
0
$ o
0
-
1993-94
BUDGET
$ o
0
0
$ o
0
1.7
1994-95
BUDGET
$ 27,400
0
0
$ 27,400
.75
0
WORK PROGRAM:
The Centra de Informaci6n meets the information needs of Spanish-speaking adults and children, especially in Barrio
Carlsbad. Bilingual staff introduce neighborhood residents to library services, which include print and non-print
Spanish-language and bilingual materials, educational programming for adults and children, and information and referral
services. The Centra de Informaci6n staff are actively involved in the community and work in partnership with schools
and other community agencies to enable Spanish-speakers to become active and successful participants in this society.
PROGRAM ACTIVITIES:
Outreach: The Centra de Informaci6n is an active
partner in community activities and offers a welcoming
and culturally sensitive environment that enables
Spanish-speaking residents to make use of public
library services.
Programming: The Centra de Informacibn responds
to community information and educational needs by
providing a variety of adult and children's programs
and providing a site for neighborhood group meetings.
WORKLOAD MEASURES:
1990-91 1991-92* 1992-93
1. Individual Patron Visits:
— 5,170 10,138
1. Program Attendance:
— 1,400 2,452
* 8 months only: Nov. 1991 - June 1992
SIGNIFICANT CHANGES:
This program has been previously funded through a State grant. Grant funds are scheduled to decrease In 1994-95
and in order to continue the program, the General Fund will be used. Maintenance and operation expenses will be
supported through the grant through 1994-95.
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PROGRAM: CHILDREN'S SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4030
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 150,671
30,290
0
$ 180,961
3
-
1992-93
ACTUAL
$ 146,637
18,529
0
$ 165,166
2
-
1993-94
BUDGET
$ 157,834
24,394
0
$ 182,228
2
3.98
1994-95
BUDGET
$ 165,500
32,300
0
$ 197,800
2
3.98
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WORK PROGRAM:
The Children's Library serves children from preschool through Junior High and 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
Centra provide multi-cultural experiences.
WORKLOAD MEASURES:
1990-91 1991-92 1992-93
1. Reference Questions:
21,828 26,628 21,120
1. Children's Circulation:
190,791 200,685 230,034
1. Program Attendance:
10,134* 7,638* 7,511
* Programs now held in library where space limits
attendance. Registration now required.
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.
91
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4040
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 323,794
40,566
0
$ 364,360
8
-
1992-93
ACTUAL
$ 336,882
65,572
0
$ 402,454
7
~
1993-94
BUDGET
$ 348,345
70,800
0
$ 419,145
7
1.48
1994-95
BUDGET
$ 349,300
54,000
0
$ 403,300
7
1.48
WORK PROGRAM:
Technical Services Division catalogs and prepares library materials for public use; maintains the library's online
database; and manages the library's automated circulation system, online catalog, and related automated operations.
PROGRAM ACTIVITIES:
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.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1990-91 1991-92 1992-93
1. Items Cataloged and Processed:
16,641 18,452 16,903
2. Items Handled Binding:
2,585 2,199 2,277
1. Items Added to Database
16,641 18,452 16,903
2. Items Withdrawn:
14,645 11,836 12,941
PERFORMANCE OBJECTIVES:
1. To ensure system availability (up time) at least 99%
of hours the library is open.
2. To conduct two training sessions for staff following
INLEX software updates.
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PROGRAM:
FUND:
COLLECTION DEVELOPMENT AND ACQUISITIONS
GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4041
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 93,676
16,756
0
$ 110,432
1
-
1992-93
ACTUAL
$ 96,987
69
0
$ 97,056
2
«f
1993-94
BUDGET
$ 98,683
1,410
0
$ 100,093
2
0
1994-95
BUDGET
$ 101,200
1,600
0
$ 102,800
2
0
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.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Review and update the library's collection develop-
ment profiles for the reference collection.
1. Track material accounts by major subjects.
2. Track vendor discounts.
1. Coordinate selection and ordering of at least 10,000
new print and non-print materials.
2. Product a list of new videos each month for the
public.
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PROGRAM: MEDIA SERVICES
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4052
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 67,702
18,909
0
$ 86,611
1
-
1992-93
ACTUAL
$ 68,410
15,447
0
$ 83,857
1
• ~
1993-94
BUDGET
$ 71,334
18,380
0
$ 89,714
1
,47
1994-95
BUDGET
$ 71,200
8,700
0
$ 79,900
, 1
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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.
Image Research & Development: Develop and
maintain a fully indexed City image retrieval and
storage system for slides, prints, negatives, video, and
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 photos/docu-
ments, and exhibits of special City activities.
Reference Support: Help fill in for vacant reference
position.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Produce at least 150 media projects in 1994-95.
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 150 City related media productions
In support of City goals and objectives.
2. Participate in local and regional civic organizations
for the purpose of generating media productions.
1. Provide about 10 hours per week of support for
Interlibrary loan activities.
To provide support for the unfunded position in reference, the Media Services Manager will reduce services to other
City departments. This will provide time for the Media Services Manager to assist with irrterlibrary loan activities.
Maintenance and operation expenses have been reduced for supplies. This will reduce media availability to other City
departments.
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PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4060
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY7FTE POSITIONS
1991-92
ACTUAL
$ 85,206
25,477
0
$ 110,683
2
~
1992-93
ACTUAL
$ 85,481
24,495
0
$ 109,976
2
«
1993-94
BUDGET
$ 87,036
26,637
0
$ 113,673
2
0
1994-95
BUDGET
$ 90,600
26,850
0
$ 117,450
2
0
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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 and computer-assisted instruction 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, to support tutoring and
encourage library use by new readers.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
1990-91 1991-92 1992-93
1. Learners Instructed:
152 145 136
2. Tutors Trained:
101 77 56
3. Tutors Instructing:
143 131 128
4. Volunteer Hours Contributed:
10.985 11,047 12,846
1. Potential Learner Inquiries:
157 116 140
2. Potential Learners Referred Elsewhere:
174 140 118
3. Potential Volunteer Inquiries:
296 246 244
1. Items Circulated:
3,818 3,784 3,538*
In May 1993, loan period for tutors changed from 3
weeks to 3 months, resulting in fewer renewals and
lower circulation figures.
95
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4070
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 188,419
87,331
3,668
$ 279,418
2
-
1992-93
ACTUAL
$ 197,147
0
0
$ 197,147
a
-
1993-94
BUDGET
$ 206,249
2,780
0
$ 209,029
2
7.25
1994-95
BUDGET
$ 232,900
57,500
0
$ 290,400
2,75
6.75
WORK PROGRAM:
The Branch Library provides services for South Carlsbad. These services include print and non-print materials,
reference services, special programs for children and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES:
Reference: Assist patrons in using the library, answer
reference questions, reserve specific titles and request
materials from other libraries.
Circulation: Circulate print and non-print materials to
children and adults, handle patron registration, collect
fees and fines and track overdue items.
Collection Development: Evaluate the Branch collec-
tion, select print and non-print materials.
Programming: Plan, schedule and develop programs
for children. Conduct classroom visits and tours.
Library Management: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain awareness
of community.
WORKLOAD MEASURES:
1990-91 1991-92 1992-93
1. Reference Questions:
16,533 26,104 28,354
1. Circulation:
203,550 229,482 235,473
1. Total Items in Collection:
33,372 39,140 41,449
SIGNIFICANT CHANGES:
1. Program Attendance:
5,465 1,140* 571
* Figures reflect the loss of Children's staff hours and
Branch meeting room.
PERFORMANCE OBJECTIVES:
1. Schedule and supervise staff.
2. Hire and train new staff.
3. Prepare monthly narrative and non-print media
collection.
4. Actively maintain a current topical print and non-
print media collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and Interact with the members
of the community.
Personnel costs have increased due to an exchange of part time hours for one three-quarter time employee.
Maintenance and operation costs have increased due to the transfer of Drooertv rental expenses from the CLSA grant
fund to the General Fund.
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FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4210
Py
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 164,460
93,734
0
$ 258,194
3
-
1992-93
ACTUAL
$ 170,398
59,444
0
$ 229,842
3
-
1993-94
BUDGET
$ 173,331
68,539
0
$ 241,870
3
.5
1994-95
BUDGET
$ 173,400
58,900
750
$ 233,050
3
,5
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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:
PERFORMANCE OBJECTIVES:
1. Art in Public Places Program:
- Rotating exhibit of local artists's artwork
- Artwork for 1-5 interchanges
- Place permanent artwork In Maxton Brown park.
2. Provide educational opportunities and family events
for all citizens:
- Visiting Artists Series (two artists/art groups in
community residencies)
- Festejando a las Madrecitas
- Provide arts programming in the schools when
possible
- Two week arts/reading summer camp
3. Continue performing arts programming:
- Jazz concerts (nine concerts in three quadrants)
- Three Classics Unlimited concerts
- Labor Day Weekend concert
1. Develop and strengthen the arts organizations and
provide cultural opportunities with grants allocations
($13,000).
2. Implement and incorporate task force reports into
the Cultural Plan according to the established
priorities and available 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.
P
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PROGRAM: CULTURAL ARTS
FUND: GENERAL
DEPARTMENT: LIBRARY
PAGE TWO
ACCT NO. 001-4210
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PROGRAM ACTIVITIES:
Community and External Relations: Maintain close
contact with arts organizations, civic clubs, City depart-
ments and the Arts Associates.
PERFORMANCE OBJECTIVES:
1. Information Services: Produce a monthly news-
letter/calendar, send information to artists and
others on opportunities for development. Present
workshops on funding, promotions and develop-
ment opportunities. Provide resource information to
the schools.
2. Meet regularly with the Chamber of Commerce's
Education Committee, Tourism Advisory Council,
Arts Associates, and other arts/civic organizations.
SIGNIFICANT CHANGES:
None.
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PROGRAM: SISTER CITY
FUND: GENERAL
DEPARTMENT: LIBRARY ACCT NO. 001-4220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 9,550
9,124
0
$ 18,674
0
-
1992-93
ACTUAL
$ 1,110
7,883
0
$ 8,993
0
~
1993-94
BUDGET
$ 0
10,993
0
$ 10,993
0
0
1994-95
BUDGET
$ 0
10,200
0
$ 10,200
0
0
to
**
to
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
Program Coordination: Coordinate Sister City Pro-
gram.
PERFORMANCE OBJECTIVES:
1. Arrange and conduct visits by one (1) student
delegation (5/95) and various other visiting delega-
tions.
2. Coordinate ongoing arts and culture exchange
projects.
3. Coordinate committee programs including fund
raisers, festivals, and scholarship exchange pro-
grams.
to
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SIGNIFICANT CHANGES:
None.
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PROGRAM: CALIFORNIA LIBRARY SERVICES ACT (CLSA)
FUND: STATE GRANT
DEPARTMENT: LIBRARY ACCT NO. 180-8101
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
140,519
0
$ 140,519
0
-
1992-93
ACTUAL
$ 0
252,366
0
$ 252,366
0
*»*
1993-94
BUDGET
$ o
267,681
1,700
$ 269,381
0
0
1994-95
BUDGET
$ 0
225,100
0
$ 225,100
0
0
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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. State grant funds will be used to pay for part of the
Branch operating budget as well as to offset Gener-
al Fund by covering the purchase of all adult fiction
and non-fiction and the main library heat and light
account.
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SIGNIFICANT CHANGES:
The budget has decreased in order to more closely spend at projected revenue levels.i
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PROGRAM: PUBLIC LIBRARY FUND (PLF)
FUND: STATE GRANT
DEPARTMENT: LIBRARY ACCT NO. 180-8110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ o
3,233
11,299
$ 14,532
0
'
1992-93
ACTUAL
$ 0
17,434
16,793
$ 34,227
0
~
1993-94
BUDGET
$ 0
1,000
41,500
$ 42,500
0
0
1994-95
BUDGET
$ 0
39,000
0
$ 39,000
0
0
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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 1992-93, there is an unappropriated fund balance still available.
PROGRAM ACTIVITIES:
Various Special Projects
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Grant funds will be used primarily as offsets of
General Fund or as transfers from other grant funds.
Included are transfers of Branch rent from the CLSA
grant, the bindery budget from Technical Services,
and the water account and membership in the Serra
Library System from Administration.
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PROGRAM: AUDIOVISUAL INSURANCE
FUND: AV INSURANCE
DEPARTMENT: LIBRARY ACCT NO. 141-4051
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
58,232
0
$ 58,232
0
-
1992-93
ACTUAL
$ 0
49,411
0
$ 49,411
0
~
1993-94
BUDGET
$ 0
121,301
2,300
$ 123,601
0
0
1994-95
BUDGET
$ 0
146,500
0
$ 146,500
0
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.
PERFORMANCE OBJECTIVES:
1. Select, order, and process at least 2,000 new
audiovisual materials and at least 800 new video-
tapes.
SIGNIFICANT CHANGES:
Increased budget will purchase additional audio visual materials.
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PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
DEPARTMENT: COMMUNITY SERVICES SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 5,236.779
6,574,943
135,845
$ 11,947,467
104.3
*«•
1992-93
ACTUAL
$ 5,144,666
5,793,893
4,318
$ 10,942,877
99.4
4*
1993-94
BUDGET
$ 5,405,414
8,112,820
1,312,887
$ 14,831,121
98,75
48.47
1994-95
BUDGET
$ 5,176,868
6,282,197
942,620
$12,401,685
96.50
39.80
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WORK PROGRAM:
Beginning in 1994 the City of Carlsbad formed a Community Services Department in an effort to better utilize human
resources throughout the organization and to provide more effective and efficient service to citizens of the community.
The Community Services Department combines the services of the former Utilities and Maintenance Department and
Parks and Recreation Department, including Senior Programs.
The City of Carlsbad's Community Services Department receives guidance and support from the City Manager's office
and City Council. In addition, the Department and the City Council rely upon the recommendations in an advisory
capacity from the Parks and Recreation Commission and the Senior Commission as they review issues relative to each
Commission's field of expertise.
The Division's which constitute the Community Services Department are:
Parks Operations
Recreation Operation
Fee Supported Recreation
Aquatics
Agua Hedionda Lagoon
Senior Programs
Facilities Management
Street Maintenance
Fleet Operations
Solid Waste Management
Assessment Funding Programs
• Street Tree Maintenance
• Median Maintenance
• Street Lighting
• Buena Vista Channel
M
P.
103
PROGRAM: ADMINISTRATION
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 615,286
288,844
0
$ 904,130
10
-
1992-93
ACTUAL
$ 554,003
239,903
0
$ 793,906
10
-
1993-94
BUDGET
$ 605,013
137,952
4,550
$ 747,515
10,6
0
1994-95
BUDGET
$ 503,310
125,727
0
$ 629,037
8.6
0
WORK PROGRAM:
To provide guidance, direction and administrative support for the future planning and current operation of park and
recreational facilities, senior facilities and programming, street maintenance, solid waste management, City-wide facilities
management, fleet operations and assessment funding programs for street trees, median maintenance, street lighting
and the Buena Vista Channel. Provide staff support to the Parks and Recreation Commission, Senior Commission and
Carlsbad Community Television Foundation.
PROGRAM ACTIVITIES:
Operations: Plan, organize and direct community
service programs. Develop and implement procedures
and policies for efficient operation of the department.
Personnel Services: Recommend and process
personnel appointments, promotions, and disciplinary
actions. Provide on-going support to management
and miscellaneous employees. Implement the services
of contractual, part-time, court release, juvenile diver-
sion, County probation, and conservation corps where
appropriate.
Budget Management: Coordinate the preparation of
all division budgets and ensure that all budgets comply
with City policies, procedures, and Council goals and
objectives.
Contract Services: Implement, supervise and coordi-
nate contractually provided services.
Training and Safety: Provide training in work related
areas, and motivate employees to enhance their job
skills and overall knowledge of department and City-
wide activities.
PERFORMANCE OBJECTIVES:
1. Maintain timely processing of work orders and
special project requests.
2. Conduct surveys and perform research and statisti-
cal analysis on administrative, personnel and
operational matters.
1. Process personnel requests.
2. Track personnel evaluation to ensure timely comple-
tion.
3. Monitor 1,000 hour limit for part-time staff.
1. Prepare departmental budget.
2. Monitor and evaluate expenditures and revenue
enhancement opportunities; maintain fiscal records.
3. Coordinate departmental purchases.
1. Manage contracts in a timely manner.
2. Prepare contracts pertaining to community services,
including refuse collection, recycling, graffiti control,
tree trimming, median maintenance, street sweep-
ing, and recreational program classes contracts.
1. Review and process all training requests.
2. Distribute current safety information to employees.
3. Conduct regular safety meetings and inspections.
(continued)
104
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PROGRAM:
FUND:
DEPARTMENT:
ADMINISTRATION
GENERAL
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 001-4110
f"
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PROGRAM ACTIVITIES:
Coordination with Other Departments and Agencies:
Coordinate activities with other City departments and
wit outside agencies.
Reports and Statistical Analysis: Prepare written and
oral reports and presentations. Prepare, Implement
and track grant applications. Research appropriate
issues and prepare Agenda Bills, Resolutions and
Ordinances for City Council action.
Community Responsiveness: Respond to all citizen
inquiries in an expeditious manner. Prepare correspon-
dence as necessary to implement corrective action.
Real Property Management: Ensure that all ease-
ments, leases, property acquisitions and sales/revenue
activities are administered appropriately.
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 additional
park enhancement development projects where appro-
priate.
Maintain Contemporary Park Facilities and Recre-
ation/Senior Programs
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Coordinate current and future operations with
appropriate City departments.
2. Represent City and department by attending com-
munity, County, State, professional and trade
meetings.
1. Present written and oral reports to City Manager's
office, Council, committees, commissions, and civic
groups.
2. Research and prepare grant applications as appro-
priate.
1. Handle responses to citizen inquiries and concerns.
1. Process leases, deed transfers, appraisals and
correspondence accordingly.
2. Process Agenda Bills and Resolutions for Council
action.
1. Monitor and implement existing park agreements.
2. Coordinate park development plans between City
departments, park development architects, commis-
sions, and community residents.
3. Coordinate development plans for the Poinsettia
Park site.
4. Implement the Northwest Quadrant Park Enhance-
ment projects as directed by City Council.
5. Monitor the proposed County-Wide Assessment for
Regional Parks and Open Space (AB 2007).
6. Initiate development planning for Carrillo Ranch.
Monitor Proposition 180/CALPAW Initiative.
7. Initiate Phase I development of Aviara Oaks activity
play fields through Roberti-Z'Berg Grant.
1. Prepare and present relevant Issues for consider-
ation by the Parks and Recreation Commission and
Senior Commission at monthly meetings.
2. Provide staff support for Commission subcommit-
tees addressing park and open space issues and
recreation and senior programs.
3. Provide staff support for development of a munici-
pal golf course.
The decreased personnel budget reflects the elimination of both the Utilities and Maintenance Director and the Assistant
Director positions, however cost savings were recognized in 1993-94 when the Assistant position was unfunded.
105
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PROGRAM:
FUND:
DEPARTMENT:
PARK OPERATIONS
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4121
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTC POSITIONS
1991-92
ACTUAL
$ 961,160
668,982
0
$ 1,630,142
21
_
1992-93
ACTUAL
$ 872,782
506,931
0
$ 1,379,713
18.6
• -
1993-94
BUDGET
$ 837,573
708,155
18,000
$ 1,563,728
mss
A
1994-95
BUDGET
$ 825,324
652,062
0
$ 1,477,386
18.35
,5
WORK PROGRAM:
Maintain, preserve and enhance 240+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. Manage over 600 acres of open space/undeveloped areas and provide services to other
departments as well as 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/Utter 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 accesses and beach areas
are cleaned 2 times weekly to remove all litter and
service all trash receptacles.
Court/Fleld/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 involve
washing down, sweeping off, blowing off, fence inspec-
tions/repairs, and playing surface inspections. In
addition, this activity includes bi-weekly maintenance of
all tot lots in the City. This includes sand raking/lev-
eling, sand rototilling and play equipment inspection,
repair and the necessary documentation of such
actions.
WORKLOAD MEASURES:
1992-93 1993-94 1994-95
1. Turf Acres Maintained:
75 75 75
2. Landscape Acreage Maintained:
126 128 128
3. Picnic Area:
17 17 17
1. Rest Stations Maintained:
(Permanent) 11 11
(Portable) 7 7
2. Trash Receptacles Serviced:
350 362
1. Tennis Courts Maintained:
19 19
2. Ballfields Maintained:
20 20
3. Tot Lots Maintained:
9 9
4. Basketball Courts Maintained:
11 11
5. Soccer Fields Maintained:
11
7
362
11 11
19
20
9
11
11
(continued)
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PROGRAM: PARK OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4121
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1992-93 1993-94 1994-95
Irrigation Maintenance: Maintain all landscape 1. Irrigation Measures/No, of Controllers:
Irrigation systems of City facilities. This includes
programming over 85 different controllers with over 85 85 85
1,050 valves. Duties include replacement, repair 2. Irrigation Measures/No, of Valves:
trouble shooting and now minimal data entry/program-
ming via the centralized irrigation system. '-058 '-066 1l066
Open Space Maintenance; Provide maintenance 1. Number of Acres:
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, and the installa-
tion 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 communi-
ty for turf installation, sculpture installations, various
redevelopment requests and community garden needs.
The total amount of time spent on these activities
amounts to approximately 12% of Parks Maintenance
activities.
SIGNIFICANT CHANGES:
None.
107
PROGRAM:
FUND:
DEPARTMENT:
STREET TREE MAINTENANCE
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES ACCT NO. 161-4122
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 242,199
146,935
89,662
$ 478,796
5,5
-
1992-93
ACTUAL
$ 321,414
214,751
0
$ 536,165
6.3
-
1993-94
BUDGET
$ 347,026
227,720
0
$ 574,746
€.3
1.5
1994-95
BUDGET
$ 345,881
212,958
0
$ 558,839
6.3
1.5
WORK PROGRAM:
The Street Tree division provides maintenance to all trees in the public right-of-way, parks, open space areas, and trees
at all City facilities.
PROGRAM ACTIVITIES:
Street Trees: The Division Program provides 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.
WORKLOAD MEASURES:
1991-92 1992-93 1993-94
1. No. of Work Orders/Citizen Requests Completed:
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.
544 529
2. No. of Trees Trimmed:
505 685
3. No. of Trees Removed:
75 86
4. No. of Trees Planted:
900 129
1. No. of Trees Pruned:
85 125
586
720
30
67
121
1. No. of Right-of-Way Miles Treated/Maintained:
60 55 55
2. No. Gallons of Mixed Herbicide Applied:
2,200 1,950 2,400
1. No. of Probation Hours:
270 0 0
2. No. of Volunteer/CCC Hours:
000
3. No. of Regular Hours:
602
(continued)
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PROGRAM:
FUND:
DEPARTMENT:
STREET TREE MAINTENANCE
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES
PAGE TWO
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:
None.
109
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 161-4123
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 78,514
126,063
0
$ 204,577
1.5
**
1992-93
ACTUAL
$ 95,824
140,978
0
$ 236,802
1,5
*v
1993-94
BUDGET
$ 86,932
187,171
0
$ 274,103
1.5
1
1994-95
BUDGET
$ 77,656
196,704
0
$ 274,360
1,5
.5
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to Redevelopment Landscape
improvement areas.
WORKLOAD MEASURES:
1992-93 1993-94
1. Acres Maintained:
47 47 48
32
PROGRAM ACTIVITIES:
Medians: Maintain on a weekly basis 44+ acres of
landscaped medians. Maintenance includes trash pick-
up, weed control, pruning, planting, pesticide applica-
tion, removals, replanting, and irrigation repair/adjust-
ment.
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.
SIGNIFICANT CHANGES:
Anticipate a lower quality appearance of medians due to the same budget which will be absorbing additional acreage.
New medians include Tamarack at Jefferson, and El Camino Real at La Costa Resort entrance.
1. Acres Maintained:
25
1. Acres Maintained:
6.5
26
7.5
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PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4131
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSFHONS
1991-92
ACTUAL
$ 286,668
76,582
0
$ 363,250
4
**•
1992-93
ACTUAL
$ 247,967
75,327
196
$ 323,490
4
-
1993-94
BUDGET
$ 266,407
74,846
3,750
$ 345,003
4
1Q.2!
1994-95
BUDGET
$ 271,763
62,446
0
$ 334,209
4
10.21
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: Clerk Typists
meet and talk with the public to provide information on
Recreation Division services, including programs and
facilities. They enroll participants in-person, by phone
and by mail-in registration for classes, adult excursions,
special events, and sports leagues, and collect and ac-
count for revenue, preparing deposits and delivering
them 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, complete 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:
1991-92 1992-93 1993-94
1. Reservations Processed:
3,100 2,855 3,000
2. No. of Facility Users:
740,900 636,390 640,000
3. Revenue:
$74,761 $84,832 $90,000
1. No. of Fields Maintained:
27 27 27
p*
m
SIGNIFICANT CHANGES:
None.
111
PROGRAM:
FUND:
DEPARTMENT:
RECREATION FEE SUPPORTED
GENERAL
COMMUNITY SERVICES ACCT NO. 001-4132
SIGNIFICANT CHANGES:
Staffing changes include an exchange of part-time hours for three, three-quarter time employees.
io.15»l-»2
ACTUAL
PERSONNEL $ 576,034
MAINTENANCE OPERATION 448,640
CAPITAL OUTLAY 0
GRAND TOTAL $ 1,024,674
FULL TIME POSITIONS 8
HOURLY/FTE POSITIONS
WORK PROGRAM:
isaz-ao
ACTUAL
$ 541,920
394,498
1,020
$ 937,438
7
-
1JRM-SW
BUDGET
$
$
550,299
392,338
5,500
948,137
6
15.2
BUDGET
$ 571,231
350,140
0
$ 921,371
8.25
11.7
The Recreation Fee Supported budget section provides comprehensive opportunities for meeting the needs and
interests of the community through fee-supported programs
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.
on a 60% self-sustaining basis.
WORKLOAD MEASURES:
1991-92
1
i••
9
3
i
I
1992-93 1993-94
1. Enrichment Classes:
# conducted
# enrolled
950
15,180
950 1,175
13,000 15,000
1. Daytrippers:
# trips conducted 49
# participants 1,060
37
1,270
35
980
C3^•""aP
im
1. Youth Sports/Camps:
# teams
# participants
# spectators
60
1,320
10,100
80 90
1,500 1,800
11,200 11,500
2. Adult Sports:
# teams
# participants
# 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.
320
4,600
27,000
288
4,340
276
4,200
30,000 30,000
1 . Special Events:
# events
# participants
11
10,100
11 on
10,260 14,594
2. Community Volunteers:
# volunteers
# hours
600
6,000
610
6,050
690
7,000
a
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PROGRAM: AQUATICS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4133
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
fULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 181,428
82,381
0
$ 263,809
1
-
1992-93
ACTUAL
$ 180,127
65,414
0
$ 245,541
1
-
1993-94
BUDGET
$ 184,091
76,460
8,000
$ 268,551
1
6.1
1994-95
BUDGET
$ 189,317
71,570
0
$ 260,887
1.75
S.28
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 49% 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.
WORKLOAD MEASURES:
1991-92 1992-93* 1993-94
1. Instructional Lessons:
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.
Land/Hours
Classes
Conducted
Participation:
Resident
Non-Resident
1. Recreation and
Lane/Hours
1,951
206
1,390
389
Lao Swim:
12,391
2,103
193
1,139
371
12,514
2,140
195
1,140
370
12,515
Daily Admissions:
Youth
Adult
Season Pass
2. Aqua X:
Lane/Hours
Participation
1. Carlsbad Swim
Lane/Hours
Participation
6,317
8,651
15,685
253
1,572
Master:
5,278
13,867
8,987
7,855
14,643
183
1,209
3,929
10,899
7,800
7,800
14,500
185
1,300
5,000
12,500
2. North Coast Aauatics:
Lane/Hours
Participation
5,987
17,796
4.115
12,062
5,000
14,000
3. Carlsbad High School Swim & Water Polo Teams:
Lane/Hours
Participation
2,122
4,750
2,458
4,513
2,450
4,510
SIGNIFICANT CHANGES:
* Due to repairs, pool closed 2 months.
Staffing changes include an exchange of part time hours for one, three-quarter time employee. Budget reductions In
this program will result in the closure of the Swim Complex for two weeks in December.
113
PRO
FUN
DEP
WOF
i
GRAM: RECREATION - AGUA HEDIONDA LAGOON
D: GENERAL •
ARTMENT: COMMUNITY SERVICES ACCT NO. 001-4134 i
f\
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTC POSITIONS
*K PROGRAM:
1991-92
ACTUAL
$ 29,544
13,794
0
$ 43,338
0
~
1992-93
ACTUAL
$ 21,784
7,626
0
$ 29,410
0
«*
1993-94 199-
BUDGET BUD
$ 26,430 $
7,342
589
$ 34,361 $
0
1.06
1-95 """T|
GET •
12,430 _
5,780 |
0
1.06 |
1
Provides 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 B
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.
WORKLOAD MEASURES:
1991-92 1992-93
1. Applications: 540 520
2. Annual Permits: 451 369
3. Daily Permits: 93 115
1. Patrol Contacts/Observation:
# Power Boats: 2,347 2,323
# Jet Skis: 1,339 1,477
Maintenance: Remove debris and hazards from the
water surface, shoreline and public accesses, maintain
patrol boat, motor, trailer, and associated equipment.
SIGNIFICANT CHANGES:
This budget has been reduced because, effective January 1,
provided by the City.
1993-94 m
450
C3
125
2,500
1,500
§
1
1
1995, patrol of Agua Hedionda Lagoon will no longer be •
1
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PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-4142
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 162,234
73,302
0
$ 235,536
2
•
1992-93
ACTUAL
$ 173,483
44,310
0
$ 217,793
2
*•<
1993-94
BUDGET
$ 175,099
77,843
0
$ 252,942
2
3.5
1994-95
BUDGET
$ 175,486
66,687
0
$ 242,173
2
3.5
r
w
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's computerized card catalogue, etc.
1. Offer a minimum of 12 day trips annualV to local
attractions.
2. Offer a wide 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).
(continued)
115
PROGRAM:
FUND:
DEPARTMENT:
SENIOR PROGRAMS
GENERAL
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 001-4142
I
PROGRAM ACTIVITIES:
Social Interaction: Provide an environment and
opportunity for to address the varied interests of the
older population.
Increase Revenues; Develop a strategy to increase
revenues.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
1. Encourage the development of groups of people
sharing similar interests (i.e., anglers, stamp collec-
tors, 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 but 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.
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PROGRAM: SENIORS
FUND: SENIOR NUTRITION
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 181-8118 THRU 181-8120
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 49,707
122,811
0
$ 172,518
1
-
1992-93
ACTUAL
$ 42,187
137,502
714
$ 180,403
1
-
1993-94
BUDGET
$ 52,684
130,847
0
$ 183,531
1
5.25
1994-95
BUDGET
$ 53,349
142,137
1,420
$ 196,906
1
S.25
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:
1992-93 1993-94 1994-54
1. Hot Meals: 35,000 35,396 35,396
1. Hot Meals:11,000 10,695 12,243
1. One Way Trips: 8,000 8,000 6,000
SIGNIFICANT CHANGES:
None.
117
PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
COMMUNITY SERVICES
9
ACCT NO. 001-5110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTC POSITIONS
1991-92
ACTUAL
$ 1,021,120
1,373,740
5,758
$ 2,400,618
25
-
1992-93
ACTUAL
$ 973,360
808,393
0
$ 1,781,753
23.5
-
1993-94
BUDGET
$ 815,049
590,288
19,205
$ 1,424,542
17.7
0
1994-95
BUDGET
$ 977,400
618,400
11,200
$ 1,607,000
21
0
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.
Cltv 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-
reflectomeier once a year in conjunction with the
Division's Safety Inspection Program.
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
the Safety Center, accumulated from City construc-
tion 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 through 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 through October.
3. Supervise contract to maintain Buena Vista Channel.
1. Maintain and repair, as needed, the 6,900 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.
(continued)
118
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PROGRAM:
FUND:
DEPARTMENT:
STREET MAINTENANCE
GENERAL
COMMUNITY SERVICES
PROGRAM ACTIVITIES:
City Sign Maintenance (continued)
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.
SIGNIFICANT CHANGES:
PAGE TWO
ACCT NO. 001-5110
PERFORMANCE OBJECTIVES:
4. Annually conduct visual and reflectivity tests on
1,449 warning and 3,159 regulatory signs to Insure
proper and safe signage throughout the City.
5. Maintain all traffic control devices used for 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 'prime1
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 11,125 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 lin. ft. curbs
and 8,340 sq. ft. sidewalks Gas Tax
5. Buena Vista Channel Maintenance:
Bi-annually clean the Buena Vista
Buena Vista Drainage Channel
Channel Maint. Dist.
Expenses have increased due to decreased use of Gas Tax funds to support street maintenance. All personnel
expenses have been transferred into this account. Two Maintenance Worker positions have been unfunded. Instead,
funds from these positions will be used to contract for services.
119
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GAS TAX
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 152-5110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
140,004
0
$ 140,004
0
-
1992-93
ACTUAL
$ 0
220,477
0
$ 220,447
0
~
1993-94
BUDGET
$ 234,200
2,458,083
17,800
$ 2,710,083
5.3
0
1994-95
BUDGET
$ 0
1,243,500
0
$ 1,243,500
0
0
WORK PROGRAM:
Provide safe and efficient streets for vehicular and pedestrian traffic that travels throughout the City of Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Street Sweeping: Sweep 11,175 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.
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:
Maintenance and operation budget reductions shown are due to funds that were appropriated in 1992-93 and not spent.
These funds were carried forward into 1993-94 to be used for overlay, chip seal, and slurry seal activities. Personnel
expenses have been transferred to the General Fund portion of this program.
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PROGRAM:
FUND:
DEPARTMENT:
FACILITIES MAINTENANCE
GENERAL
COMMUNITY SERVICES ACCT NO. 001-5320
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 512,304
580,030
39,735
$ 1,132,069
15
-
1992-93
ACTUAL
$ 544,337
583,704
2,388
$ 1,130,429
15
**
1993-94
BUDGET
$ 594,723
770,883
29,412
$ 1,395,018
15
0
1994-95
BUDGET
$ 588,490
622,141
4,000
$ 1,214,631
13
,3
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.
WORKLOAD MEASURES:
1992-93 1993-94 1994-95
1. Total Building Space Maintained (Sq. Ft.):
332,528 333,632 333,632
1. Total Custodial Space Maintained (In-House):
246,176 246,176 246,176
2. Total Custodial Space Maintained (Contract):
22,771 23,875 23,875
1. Total Custodial Space Maintained (Other):
63,581 63,581 63,581
1. Total Leased Space:
18,576 19,680 19,680
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:
Two Custodian positions have been unfunded. Instead, funds from these positions will be used to contract for services.
Major building maintenance projects included in the 1994-95 budget are: City Hall re-roofing of north and south wings
($90,000), miscellaneous roof repairs ($10,000), City-wide asbestos abatement ($20,000), and the installation of central
heating in the Scout House ($3,000), for a total of $123,000.
121
PROGRAM: TRAFFIC SIGNALS
FUND: GENERAL
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 001-5410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 17,801
313,380
690
$ 331,871
a
*»
1992-93
ACTUAL
$ 15,900
260,024
0
$ 275,924
0
~
1993-94
BUDGET
$ 18,210
360,009
0
$ 378,219
.5
0
1994-95
BUDGET
$ 20,200
323,419
0
$ 343,619
£
0
WORK PROGRAM:
Coordinate maintenance program for 70 signalized intersections by the end of FY 94-95.
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.
WORKLOAD MEASURES:
1992-93 1993-94 1994-95*
Administration: Administer traffic signal maintenance
agreement.
1. City Owned and Maintained Signals:
59 61 62
2. CalTrans Owned and Maintained Signals:
579
3. City Owned and CalTrans Maintained:
224
4. Total Signals within the City:
66 70 75
* Projected
SIGNIFICANT CHANGES:
Maintenance and operation reductions are the result of reduced energy costs. This reduction was possible due to a
recent Public Utilities Commission decision to reduce rates for non-peak usage.
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PROGRAM:
FUND:
DEPARTMENT:
STREET LIGHTING
MAINTENANCE ASSESSMENT
COMMUNITY SERVICES ACCT NO. 161-6210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 174,874
393.165
0
$ 568,039
3
-
1992-93
ACTUAL
$ 215,151
376,424
0
$ 591,575
3.5
-
1993-94
BUDGET
$ 217,741
460,491
0
$ 678,232
3.5
0
1994-95
BUDGET
$ 180,160
544,576
0
$ 724,736
3.5
0
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. Perform routine night surveillance. Incorporate
street light numbering system. Check proposed
improvement plans for conformance with City stan-
dards regarding street light, storm drain, and traffic
signal systems. Coordinate with Planning, Engineering,
and Engineer's of work to ensure that departmental
needs are met.
Administration: Prepare annual audit of City's street
lighting assessment. Administer Buena Vista Channel
Maintenance assessment district and Lighting and
Landscaping District No. 1. Continue mapping and
updating expenditure and reassessments for the
lighting and landscaping district. Perform preliminary
acquisition procedures for the SDG&E owned and
maintained street lighting system.
WORKLOAD MEASURES:
1992-93 1993-94 1994-95*
1. SDG&E owned and maintained street lights:
660 686 0
2. City owned and maintained street lights:
3,829 3,851 4,611
3. Total Street Lights:
4,516 4.537 4,611
4. Total Street Light Repairs:
524 386 667
5. Total Electrical Markouts:
1,975 1,167 1.926
6. Total Emergency Traffic Signal Repairs:
669 274 620
* Projected
SIGNIFICANT CHANGES:
The maintenance and operation budget has Increased in anticipation of the acquisition of the SDG&E light fixtures.
These expenses are expected to occur only in 1994-95. The increased budget is offset by a reduction in energy costs.
This reduction was possible due to a recent Public Utilities Commission decision to reduce rates for non-peak usage.
123
PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
COMMUNITY SERVICES ACCT NO. 520-6410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
100,134
0
$ 100,134
0
•
1992-93
ACTUAL
$ 9,983
141,739
0
$ 151,722
0
*f
1993-94
BUDGET
$ 32,417
191,409
0
$ 223,826
0
.75
1994-95
BUDGET
$ 40,371
63,900
0
$ 104,271
,75
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.
4. Review Solid Waste Services Rate Structure.
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)
124
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PROGRAM:
FUND:
DEPARTMENT:
SOLID WASTE MANAGEMENT
SOLID WASTE ENTERPRISE
COMMUNITY SERVICES
PAGE TWO
ACCT NO. 520-6410
p
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PROGRAM ACTIVITIES:
Composting; Administer yard waste pick-up program.
Household Hazardous Waste: Provide for safe
collection and disposal of household hazardous waste.
Public Information: Develop public information
materials related to solid waste program. Develop
school and community group programs.
In-House Recycling: Coordinate the recycling pro-
gram of materials collected at City facilities.
Utter: Provide for litter collection services in conjunc-
tion with the Streets division.
PERFORMANCE OBJECTIVES:
1. Administer the Yard Waste Collection Program.
2. Keep abreast of composting trends.
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. Produce solid waste newsletter Wastelines two
times per year
2. Prepare correspondence, press releases, and
brochures for all new solid waste programs.
3. Continue recycling and anti-litter presentations to
schools and community groups.
4. Prepare Spanish language materials.
5. Develop and distribute household hazardous waste
educational materials.
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.
1. Fund the Honor Camp Crews which will continue to
be administered by the Streets division.
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SIGNIFICANT CHANGES:
Personnel costs have increased due to an exchange of part-time hours for one, three-quarter time employee.
Maintenance and operation costs have been reduced due to a one time expenditure in 1993-94 for the office paper
recycling program. Additionally, the newsletter will be published two times per year rather than four, and Joint Powers
Authority consultant has been let go.
125
PROGRAM:
FUND:
DEPARTMENT:
VEHICLE MAINTENANCE
INTERNAL SERVICE
COMMUNITY SERVICES ACCT NO. 620-5210
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 327,806
889,804
0
$ 1,217,610
7
-
1992-93
ACTUAL
$ 334,444
892,693
0
$ 1,227,137
6
-
1993-94
BUDGET
$ 361,520
945,000
14,000
$ 1,320,520
6
0
1994-95
BUDGET
$ 344,500
943,400
12,000
$ 1,299,900
6
0
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.
WORKLOAD MEASURES:
FY 92/93 FY 93/94 FY 94/95
(Actual) (Estimate) (Prelected)
1. Preventive Maintenance:
702 600
2. B.I.T. Inspections:
600
72
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 automatically 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
R.F. Dickson & Co.; monitor fuel tanks in accordance
with State and County regulations.
SIGNIFICANT CHANGES:
None.
64 72
3. Smog Inspections:
120 100 120
4. Shop Repairs:
858 700 700
5. Vendor Repairs:
302 270 290
6. Emergency Road Repairs:
99 90 100
1. Parts Items in Inventory:
16,779 11,500 11,500
2. Dollar Amount in Inventory:
$62,434 $63,000 $63,000
1. Gallons of Fuel Used - City:
215,201 216,000 216,000
2. Gallons of Fuel Used - Other:
19,420 25,000 25,000
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PROGRAM:
FUND:
DEPARTMENT:
VEHICLE REPLACEMENT
INTERNAL SERVICE
COMMUNITY SERVICES ACCT NO. 620-5220
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
729,905
0
$ 729,905
0
-
1992-93
ACTUAL
$ o
485,124
0
$ 485,124
0
«~
1993-94
BUDGET
$ 0
26,487
1,192,081
$ 1,218,568
0
0
1994-95
BUDGET
$ 0
26,500
914,000
$ 940,500
0
0
(P
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P
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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.
SIGNIFICANT CHANGES:
None.
WORKLOAD MEASURES:
FY 93/94
(Estimate)
FY92/93
(Actual)
1. Vehicles/equipment acquired:
48* 54
FY 94/95
(Projected)
21
1. Vehicles/equipment disposed:
39# 47
2. Total Units In Fleet:
348 355
21
355
* includes 34 CMWD units added to Fleet
# Includes 16 misc. equipment deleted (obsolete)
127
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
DEPARTMENT: COMMUNITY SERVICES ACCT NO. 162-5910
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITJONS
1991-92
ACTUAL
$ 0
6,447
0
$ 6,447
0
-
1992-93
ACTUAL
$ 0
198,105
0
$ 198,105
0
**•
1993-94
BUDGET
$ 0
289,496
0
$ 289,496
0
0
1994-95
BUDGET
$ 0
10,150
0
$ 10,150
0
0
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WORK PROGRAM:
The Buena Vista Channel Maintenance District was created to ensure that adequate monies would be collected to
administer and maintain the Buena Vista Creek from Jefferson to South Vista Way. Property owners are assessed
annually an accumulated total of $100,000. The monies are placed in a fund to cover the costs of major dredging of
the Creek, which could occur every four years.
PROGRAM ACTIVITIES:
Administration: Administer the Buena Vista Channel
Maintenance District.
Operations: Prepare and administer permits through
the Department of Fish and Game. Coordinate with the
County of San Diego for growth control within the
Channel.
WORKLOAD MEASURES:
1990-91 1991-92
1. Square feet of channel cleaned:
0 0
SIGNIFICANT CHANGES:
The budget reduction is possible, as the Channel is dredged once every four years. Dredging is not scheduled in 1994-
95.
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HOUSING AND REDEVELOPMENT
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-82
ACTUAL
$ 463,610
4,117,577
2,323
$ 4,583,510
10
-
1992-93
ACTUAL
$ 534,290
4,496,178
20,892
$ 5,051,360
10
'
1993-94
BUDGET
$ 555,933
4,466,759
727
$ 5,023,419
10
0
1994-95
BUDGET
$ 593,040
4,520,346
8,310
$ 5,121,696
10
0
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PROGRAM:
FUND:
DEPARTMENT:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING AND REDEVELOPMENT ACCT NO. 131-3310/20/30
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY7FTE POSITIONS
1991-92
ACTUAL
$ 131,066
1,983,686
0
$ 2,114,752
4
-
1992-93
ACTUAL
$ 197,878
2,311,208
20,892
$ 2,529,978
4
-
1993-94
BUDGET
$ 209,356
2,706,749
727
$ 2,916,832
4.5
0
1994-95
BUDGET
$ 216,770
2,972,806
5,210
$ 3,194,786
4.5
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 U.S. Department of Housing
and Urban Development (HUD) criteria.
PROGRAM ACTIVITIES:
Section 8 Rental Assistance Program: Continue
administration of HUD Voucher and Certificate Rental
Assistance Programs.
PERFORMANCE OBJECTIVES
1. Intake: Take applications from waiting list to qualify
applicants for Voucher or Certificate rental assis-
tance program.
2. Certifications: Process waiting list to keep Vouch-
ers and Certificates 100% teased-up.
3. Inspections: Ensure that housing units used meet
HUD housing quality standards.
4. Recertifications: Continue annual processing of
existing tenants to ensure their compliance with
housing program criteria.
1. Develop program and administrative plan consis-
tent with HUD criteria
2. Recruit, select and hire independent consultant to
act as program administrator/case manager.
3. Develop community awareness and public relations
programs to promote accessibility to the FSS
program.
SIGNIFICANT CHANGES:
The maintenance and operation budget has increased with the addition of 30 units for a full year, and also due to higher
administration allocations.
Family Serf-Sufficiency Program: Develop and
Implement HUD mandated Family Self Sufficiency
(FSS) Program for existing Section 8 Rental Assistance
participants.
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PROGRAM:
FUND:
DEPARTMENT:
MOBILEHOME ADMINISTRATION
MOBILEHOME RENT CONTROL
HOUSING AND REDEVELOPMENT ACCT NO. 132-3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYyFTE POSITIONS
1991-92
ACTUAL
$ 0
0
0
$ 0
0
-
1992-93
ACTUAL
$ 0
0
0
$ o
0
'
1993-94
BUDGET
$ 25,000
35,000
0
$ 60,000
0
0
1994-95
BUDGET
$ 0
19,000
0
$ 19,000
0
0
f*y
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WORK PROGRAM:
To study the feasibility of having a City Mobilehome Park Rent Control Program and, if appropriate, develop and
implement an administrative plan.
PROGRAM ACTIVITIES:
Mobilehome Park Fair Market Rental Study: Com-
plete a fair market rental study of existing City mobile-
home parks.
Mobilehome Park Rent Control Ordinance: Prepare
a mobilehome park rent control ordinance for adoption
by the City Council which will establish a City mobile-
home park rent control program.
Mobilehome Park Rent Control Administrative Plan:
To develop and implement a mobilehome park rent
control administrative plan for administration of the
City's rent control program.
PERFORMANCE OBJECTIVES:
1. Complete work with consultants on review of
mobilehome park fair market rental study.
2. Make appropriate recommendation(s) to the City
Council with regards to the mobilehome park fair
market rental study.
1. Prepare appropriate documents for review and
adoption by the City Council.
1. Develop program and administrative plan consis-
tent with City mobilehome park rent control ordi-
nances.
2. Present proposed program, including an adminis-
trative budget, to City Council for review and
adoption.
3. Develop community awareness and public rela-
tions activities to inform mobilehome park land-
owners and residents of program criteria
SIGNIFICANT CHANGES:
None.
131
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 391-3510/3550
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 29,902
25,950
0
$ 55,852
J5
-
1992-93
ACTUAL
$ 32,405
34,792
0
$ 67,197
,5
-
1993-94
BUDGET
$ 56,530
45,502
0
$ 102,032
1.5
0
1994-95
BUDGET
$ 90,770
39,700
1,700
$ 132.170
1,5
0
WORK PROGRAM:
To develop and monitor a program of projects/services which benefit low-to-moderate income households within the
community.
PROGRAM ACTIVITIES:
Project Development: Ensure the development of
projects/services which meet the guidelines set forth
for CDBG funding by the U.S. Department of Housing
and Urban Development (HUD).
Project Monitoring: Ensure that project/service meets
the requirements for the CDBG program.
Residential Rehabilitation Program: Implement
Residential Rehabilitation Program in cooperation with
the County of San Diego.
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.
1. Advertise and promote availability of program;
maintain program 'interest list.'
2. Coordinate with County of San Diego and bank on
processing of appropriate program loans to assist
ten (10) very low and low Income qualified families
with the rehabilitation of their homes.
3. Monitor service implementation and/or rehabilitation
activities and maintain records for compliance with
federal regulations.
4. Approve and coordinate work payment releases.
5. Audit County of San Diego.
(continued)
132
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PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
F FUND: CDBG ENTITLEMENT
L DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 391-3510/3550
f "
y PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Regional Mortgage Credit Certificate First-Time 1. Submit MCC allocation request to the County of
F Home Buyer Program: Develop and implement a San Diego.
b Regional Mortgage Credit Cerffiteate (MCC) First-Tiro 2 ^^^ ^^ a p^™ to tend8I3. rea
c
:
p
•f 3. Assist ten (10) families in the first-time purchase of
an owner-occupied single family home.
F
SIGNIFICANT CHANGES:
r None.ktt
133
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 810-3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 229,677
418,934
2,323
$ 650,934
4J5
«-
1992-93
ACTUAL
$ 247,416
505,689
0
$ 753,105
4,5
»
1993-94
BUDGET
$ 182,340
518,375
0
$ 700,715
3
0
1994-95
BUDGET
$ 200,100
435,400
1,400
$ 636,900
3
0
I
WORK PROGRAM:
To redefine and develop innovative programs that promote and increase economic development and revitalize the
redevelopment Project Area
PROGRAM ACTIVITIES:
Redevelopment Master Plan: Complete development
of Redevelopment Project Area Master Plan.
Redevelopment Protect Area Economic Develop-
ment: Continue economic development activities.
Community Awareness and Public Relations Pro-
gram: Continue community awareness and public
relations activities.
PERFORMANCE OBJECTIVES:
1. Complete work with consultants on draft document
of Master Plan and Implementation Strategy.
2. Present completed draft Master Plan and Implemen-
tation Strategy document to the City Housing and
Redevelopment Commission.
3. Coordinate with City Planning Department on efforts
to implement Master Plan and Implementation
Strategy.
1. Identify and assess feasibility of implementing at
least two new development projects which add to
the economic vitality of the Redevelopment Project
Area
2. Develop and implement a Village Business Facade
Improvement and Alternative Signage Design
Assistance Program.
3. Continue targeted outreach to new businesses and
developers, and encourage new businesses to
locate in the downtown Village Area
1. Continue community awareness and public relations
activities on behalf of the Redevelopment Agency
with the Carlsbad Village Business Association.
2. Continue community awareness and public relations
activities with the County and NCTD on develop-
ment of a Village Transit Center within the Village
Area.
SIGNIFICANT CHANGES:
Maintenance and operation reductions are the result of temporary help having not been included.
134
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PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 814-1965/3410
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
1,663,859
0
$ 1,663,859
0
-
1992-93
ACTUAL
$ 0
1,619,643
0
$ 1,619,643
0
-
1993-94
BUDGET
$ 0
1,187,050
0
$ 1,187,050
0
0
1994-95
BUDGET
$ o
1,052,340
0
$ 1,052,340
0
0
pIk
WORK PROGRAM:
To make annual interest payments on the 1993 Tax Allocation Bonds along with other charges and payments using
bond proceeds as required of the Redevelopment Agency during FY 1994-95.
PROGRAM ACTIVITIES:
Bond Interest Payments: Process payments on
interest amounts due.
Property Tax Administration Charges: Process
payment to San Diego County for administration and
collection of property taxes on behalf of Agency.
Special Payment to ERAF: Process special payment
to the County's Education Revenue Augmentation
Fund (ERAF) as required by State.
PERFORMANCE OBJECTIVES:
1. Complete payments on bond interest amounts in a
timely fashion as required under issuance criteria
1. Complete payment to County of San Diego In
accordance with billing invoice from County.
1. Complete payment to County as required by State
mandate under special payment criteria; second in
two-year obligation.
SIGNIFICANT CHANGES:
The bond payment has been reduced due to the debt refunding In 1993-94.
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PROGRAM: REDEVELOPMENT ADMINISTRATION
FUND: 1993 TAX ALLOCATION BONDS
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 815-3430
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
0
0
$ o
0
-
1992-93
ACTUAL
$ 0
0
0
$ 0
0
-
1993-94
BUDGET
$ 0
25,000
0
$ 25,000
0
0
1994-95
BUDGET
$ 0
100,000
0
$ 100,000
0
0
WORK PROGRAM:
To administer use of bond proceeds for the development and implementation of City Housing and Redevelopment
Commission approved programs that promote and enhance economic development in the Village Redevelopment
Project Area.
PROGRAM ACTIVITIES:
Redevelopment Master Plan: Complete development
of Redevelopment Project Area Master Plan.
Facade improvement and Alternative Slgnage
Design Assistance Program: Provide financial and
consultant services to assist downtown Village mer-
chants and business owners with design of advertising
signs and structural improvements to building facades.
PERFORMANCE OBJECTIVES:
1. Complete work with consultants on draft document
of Master Plan and Implementation Strategy.
2. Present completed draft Master Plan and Imple-
mentation Strategy document to the City Housing
and Redevelopment Commission.
3. Coordinate with City Planning Department on
efforts to implement Master Plan and Implementa-
tion Strategy.
1. Develop/design program criteria and administrative
implementation procedures.
2. Recruit, select and hire independent consultant to
act as architectural designer in assistance to
program participants.
3. Develop public relations and outreach programs to
advertise the availability of programs.
SIGNIFICANT CHANGES:
None.
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PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 813-3420
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PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULLTIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 72,965
25,148
0
$ 98,113
1
-
1992-93
ACTUAL
$ 56,591
24,846
0
$ 81,437
1
~
1993-94
BUDGET
$ 82.707
41,583
0
$ 124,290
1
0
1994-95
BUDGET
$ 85,400
19,600
0
$ 105,000
1
0
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WORK PROGRAM:
To develop innovative programs that will promote and develop projects to increase the number of affordable housing
units throughout the City of Carlsbad.
PROGRAM ACTIVITIES:
Affordable Housing Program: Implement program to
meet 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.
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SIGNIFICANT CHANGES:
None.
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WATER DISTRICT
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PROGRAM: WATER AND SANITATION SERVICES
FUND: VARIOUS
DEPARTMENT: WATER DISTRICT SUMMARY
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 2,411,076
11,185,197
178,949
$ 13,775,222
52,9
**
1992-93
ACTUAL
$ 2,463,286
12,242,555
13.799
$ 14,719,640
56
-
1993-94
BUDGET
$ 2,876,717
15,267,490
96,786
$ 18,240,993
56
0
1994-95
BUDGET
$ 3,068,200
14,955,200
53,000
$ 18,076,400
56
0
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PROGRAM:
FUND:
DEPARTMENT:
WATER OPERATIONS
WATER ENTERPRISE
WATER DISTRICT ACCT NO. 501-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 1,990,134
7,546,714
178,949
$ 9,715,797
44.5
-
1992-93
ACTUAL
$ 1,779,100
8,215,343
13,799
$ 10,008,242
44
-
1993-94
BUDGET
$ 2,262,558
10,472,128
47,686
$ 12,782,372
44
0
1994-95
BUDGET
$ 2,411,200
10,052,700
27,500
$ 12,491,400
43
0
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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:
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.
PERFORMANCE OBJECTIVES:
1. Represent City and Departments by attending
County and area meetings and conferences.
2. Facilitate communications between department and
other City departments.
1. Prepare staff reports.
2. Present both written and oral reports to City Ma-
nager, City Council, Committees, Commissions and
other agencies.
3. Continue school programs in conjunction with San
Diego County Water Authority and Metropolitan
Water District.
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.
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PROGRAM:
FUND:
DEPARTMENT:
WATER OPERATIONS
WATER ENTERPRISE
WATER DISTRICT
PAGE TWO
ACCT NO. 501-6310
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PROGRAM ACTIVITIES:
System Maintenance and Repair: Perform complete
preventative maintenance on the water facilities to
prevent a major water outage. This includes maintain-
ing valves, pumps, reservoirs, and telemetering facili-
ties. Repair all leaks immediately to reduce water loss,
and perform the repair with a minimum of water service
disruption.
Meter Reading: Perform monthly reading of more
than 17,500 meters.
Water Billing: Maintain a high level of customer
service while continuing to get water bills out on time.
Implement water billing upgrade equipment to increase
efficiency and customer service.
SIGNIFICANT CHANGES:
PERFORMANCE OBJECTIVES:
1. Maintain all valves and other appurtenances.
2. Repair all leaks with minimal shut down time, on 24
hours notice.
1. Maintenance of 800 meters per month.
1. Redesign water bill into an easy-to-read format,
while providing more information.
2. Purchase and implement water billing system
equipment upgrades.
One Receptionist Cashier position has been transferred to Sanitation Services in order to more accurately reflect the
cost center for which duties are performed.
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PROGRAM: WATER RECLAMATION
FUND: RECLAMATION ENTERPRISE
DEPARTMENT: WATER DISTRICT
I
ACCT NO. 502-6310
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 0
0
0
$ 0
fl
-
1992-93
ACTUAL
$ 137,917
545,090
0
$ 683,007
1
~
1993-94
BUDGET
$ 52,960
857,800
6,400
$ 917,160
1
0
1994-95
BUDGET
$ 53,800
953,600
3,000
$ 1,010,400
1
0
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: Perform complete
preventive maintenance on the facilities to prevent a
major outage. This includes maintaining control
valves, reservoir, and air releases. Repair all leaks
immediately to reduce reclaimed water costs.
PERFORMANCE OBJECTIVES:
1. Continue frequency of preventive maintenance to
assure continuous operation.
2. Convert to automated preventive maintenance
system.
1. Enter the as-built sheets onto the computer.
2. Maintain plan check turn around time at 10 days.
3. Thoroughly and efficiently scope all capital projects.
Design projects in-house.
1. Daily, weekly, monthly preventive maintenance to
ensure operation of all facilities.
2. Repair all leaks with minimal damages on 24 hour
notice.
SIGNIFICANT CHANGES:
The maintenance and operation budget has increased due to the first repayment scheduled on the State loan provided
to finance reclaimed water projects.
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PROGRAM:
FUND:
DEPARTMENT:
SANITATION SERVICES
SANITATION ENTERPRISE
WATER DISTRICT ACCT NO. 511-6110
PERSONNEL
MAINTENANCE OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1991-92
ACTUAL
$ 420,942
3,638,483
0
$ 4,059,425
8.4
-
1992-93
ACTUAL
$ 546,269
3,482,122
0
$ 4,028,391
11
-
1993-94
BUDGET
$ 561,199
3,937,562
42,700
$ 4,541,461
11
0
1994-95
BUDGET
$ 603,200
3,948,900
22,500
$ 4,574,600
12
0
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: Perform complete
preventive maintenance on the sewer facilities to
prevent a major sewer stoppage. This includes main-
taining lined, sewer manholes, and telemetering facili-
ties. 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.
SIGNIFICANT CHANGES:
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 mains 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.
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One Receptionist Cashier position has been transferred to Sanitation from Water Operations in order to more accurately
reflect the cost center for which duties are performed.
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r 1994-95 CAPITAL IMPROVEMENT PROGRAM
I ~
f ~ Introduction
t.
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
C incorporates the current budget for capital projects with future planned revenues and
expenditures. The 1994-95 Capital Improvement Program totals $51 million, an increase
of $25 million over the 1993-94 adopted budget of $26.4 million. Projected revenues for
r the 1994-95 program total $49.9 million and are up by $28.1 million from the 1993-94
^ estimates. The increase is due primarily to funds the City will receive from the Port of Los
Angeles for the Batiquitos Lagoon Enhancement Project.
b" Weak economic conditions continue to prevail and are most evident in revenues
P, generated by the construction industry. Current year revenues collected as the result of
i new residential and commercial/industrial development are nearly identical to 1993-94
projections. In the 1994-95 budget, projects continue to be built in phases over several
P, years while some are deferred to future years. 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 the City's ability to assume operational costs for
r- new facilities.
u As the City continues to monitor growth in conjunction with revenues, the correlation
w -N between the amount of funds that can be spent on projects and the amount of growth
(^ .<* has become apparent. If development subsides, revenues also decline. Lower revenues
in turn impact project schedules which were established using the growth management
E standards as guidelines. Again this year, pending development projects were evaluated
to determine what revenues might be generated for the capital budget. Interwoven into
this formula are fiscal constraints which have become important to the scheduling of
S projects. 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 while still meeting the growth manage-
P1 ment standards. Further, in cases where facility availability fails to meet growth
Si 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 other external issues, including the general economy.
k*
Revenuer -
•" Revenues for Capital Projects from now until buildout total $502 million and may be
segregated into three major categories: 1) fees generated by development in Carlsbad,
f" 2) Community Facilities District special taxes, and 3) other sources including grants, bond
•" issues, depreciation replacement reserves, 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.
••8 as...
145
FUNDING SOURCES
CAPITAL IMPROVEMENT PROGRAM
1994-95 TO BUILDOUT
I
REPLACEMENT TRANSNET
$50.6 10% *1»-3 4%OTHER
$90.2 18%
CFD*1
$86.0 17%
CFD#2
$36.0 7%
PARK FEES
$35.0 7%
PUBLIC FACILITY FEE
WATER
$49.9 10%SEWER
$55.9 11%
TRAFFIC
$23.3 5%
Total R*v*nuM = $502.2 Million
Approximately 44% of all CIP revenues are received as a result of development, and are
dependent upon assumptions made about the City's growth in dwelling units and
commercial/industrial square feet each year. These revenues include the Public Facilities
Fee (PFF), Traffic Impact Fee (TIF), Park-ln-Lieu (PIL), Planned Local Drainage (PLD)
Fees, Water Major Facility Fees, and Sewer Connection revenues. Community Facilities
District revenues occupy 24% of the total with resources coming in as a result of project
scheduling and development in the City. The remaining 32% of revenues are related to
the receipt of grants, the County sales tax program (Transnet), San Diego Gas & Electric
funding, sewer and water replacement funds, and other miscellaneous sources.
Growth Assumptions
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. Residential and non-residential development information was
compiled by the Planning and Engineering Departments, while the Finance Department
overlaid the economic forecast.
This year residential and non-residential growth projections have been reduced from
earlier estimates to reflect the rate of growth anticipated in a weak economy. The
following table shows the number of residential units used for projecting the 1994-95 CIP
revenues. The total number of residential units projected at buildout is 54,000, with
approximately 25,000 remaining to be built from this point forward. Projections for square
feet of non-residential construction are also listed in the table on the following page.
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1994 - 95 CIP Growth Assumptions
Year
94-95
95-96
96-97
97-98
98-99
Years 5 - 10 *
Years 11 -2030
Total Future
Residential Non- Residential
Units Sq. Feet
130
198
242
443
509
702
752
24,584
130,000
140,000
250,000
250,000
434,000
531,000
682,000
21,591,000
* Figures shown reflect averages for these time periods.
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. Permits issued for fiscal year 1993-94
total 168 residential units through June 1. Conservative growth estimates project 130
residential units in 1994-95.
RATE OF RESIDENTIAL DEVELOPMENT
Permits Issued
UNITS
2500
M
P*
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87 88 89 90 91 92 93 94 95 96 97 98 98
FISCAL YEAR
— DWELLING UNITS
Revenue projections for developing fees were made using the growth assumptions
identified on the previous page and show similar weaknesses. This continues to result
in changes to project scheduling that occur as development remains low.
Calculation of Future Fees
The mix of attached and detached residential units is assumed to be 25% and 75%
respectively. This is a change from the ratio applied in the past and reflects the
147
I
anticipated mix of residential development shown in current plans for each Local Facilities I
Management Zone. The building permit valuation used for computing public facilities fees *f
was $89,500 per attached dwelling unit, and $1 53,000 per detached dwelling unit. The ^Ji
mix of commercial and industrial is assumed to be 40% and 60% respectively, with the I
commercial category including office development. A blended building permit valuation
of $38 per square foot of construction was used to calculate non-residential public _
facilities fees. |
In order to calculate estimated revenues for the Traffic Impact Fee (TIF), 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 TIF. Each residential trip was valued at the current TIF fee of $83. 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 develop-
ment can vary widely depending on the ultimate land use. The value of each commer- •
cial/industrial trip was established at the current TIF fee of $33. I
This is the fourth year that the Community Facilities District No. 1 (CFD No. 1) funding •
mechanism has been incorporated into the CIP. The implementation of CFD No. 1 in 8
1991 has reduced the total amount of PFF and TIF revenues projected, as some projects
previously funded from these sources will now be funded through the CFD. A second •
Community Facilities District to fund Rancho Santa Fe and Olivenhain Roads is included I
in the 1 994-95 CIP. CFD No. 2 has not yet been formally established, however an interim
fee program is in place.
Expenditures
The 1994-95 to buildout CIP outlines approximately 160 future projects at a total cost of ™
over $500 million. The pie chart shown on the following page indicates that the largest
segment of expenditures is for street expenditures at $120.7 million or 24% of the total. M
Included are the construction and widening of arterials and roadways as well as the ™
widening of some existing streets. Examples include the widening of La Costa Avenue,
Rancho Santa Fe and Olivenhain roads, and reconstruction of the south-bound Carlsbad •
Boulevard bridge over the Batiquitos Lagoon. Interchange improvements at Poinsettia
Boulevard and La Costa Avenue totaling $1 3.5 million are scheduled for the next four _
years. I
The second largest category is for parks at $99 million or 20% of the total planned capital _
expenditures. 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 community parks in the Northwest •
and Southwest Quadrants.
148
•
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PROJECT ALLOCATION
CAPITAL IMPROVEMENT PROGRAM
1994-95 to Buildout
, PARKS ">AN * REPAYMENTS
can ft 9t>v. $30.2 6%$98.8 20% C|y|c
p TRAFFIC SIGNALS ^•••... .....r ^//^ W5.7 17%
. $3.4 1%
*• SEWER [||| rp^££f££4 DRAINAGE
WM 16% k I UiJg^/ ^^^ $20.4 4%
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!• I-5 INTERCHANGES
$13.5 3% WATER STREET PROJECTS
M $49.7 10% $120.7 24%
ToUl CIP to Buildout = $800.8 Million
Civic Projects represent the third highest level of expenditures at $85.7 million and include
such projects as the South Carlsbad Library, new City Hall, and the Batiquitos Lagoon
project. Sewer projects total $78.4 million and include the repayment of bonds for the
expansion of the Encina Wastewater Facility, the construction of the Vista Carlsbad trunk
line, and parallel ocean outfall. Water projects total $49.7 million, 10% of the total, and
include Maerkle Dam lining and cover, reclaimed and potable pipelines, and repayment
of debt for water projects. Interfund loans and scheduled repayments total $30 million
and include repayment of Alta Mira land purchase, Vista Carlsbad sewer trunk line, and
various water projects. 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.
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 with projected revenues, selected park and street projects have
been phased and deferred. Altered projects were funded by either TIP, PFF, or CFD, and
expenditures are timed to match anticipated revenues. Following is a discussion of those
p projects and other issues.
y
> South Carlsbad Library - Funding for the new library in south Carlsbad is available
m utilizing Community Facilities District No. 1 revenues. However, construction of the
jy library is now postponed to 1 996-97 due to inadequate operating fund projections
for the next few years. The Cole library will be remodeled upon completion of the
*" south Carlsbad library.
>-
* Golf Course - The City continues to explore feasible alternative sites for a municipal
r golf course. The previous site at Lake Calavera faced significant environmental
L ,,„ constraints and is no longer under consideration as a golf course site. Funding
i,^ the golf course continues, with $1.2 million general fund reserve payment
r scheduled for FY 1994-95.
149
1-5 INTERCHANGES
$1.8 4%
STREE1" PROJECTS$5-3
Civic Projects
$9.1 18%
Total 94-95 CIP = $51 Million
Additional funding for the Financial Information System is also budgeted for 1 994-95. The
I
»> Streets - Several major street projects were deferred in the 1994-95 CIP: Cannon
Road and Hidden Valley Road to Faraday moved from 1995-96 to 1999-2004;
design of Carlsbad Boulevard medians will begin but construction is deferred to m
1999-2004. Improvement of the El Camino Real medians moved from 1998-2003 yj
to 2004+ .
> Poinsettia Park - Funds for the first phase of Poinsettia Park were appropriated in 1
the 1992-93 CIP, however declining operating revenues delayed the project.
Construction of phase I is now scheduled for mid-1 995 with the remaining phases •
built in 1999+. The first phase of Poinsettia Park will include two ballfields, one I
soccer field, a tot lot, restroom facilities, and a parking lot.
1994-95 Projects •
The 1994-95 CIP identifies 35 projects which are budgeted at $51.1 million. These |
projects are categorized as shown below. Appropriations of $32 million for on-going •
capital projects remaining unspent at the end of FY 1993-94 will be added to the new
1 994-95 CIP appropriations. A sum of $83 million will then comprise the 1 994-95 total CIP I
appropriation.
PROJECTS BY MAJOR CATEGORY |
CAPITAL IMPROVEMENT PROGRAM
1994-95
CIVIC (INCLUDES BATIQUITOS LAGOON $30MIL) •
$30.9 60% ™
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Civic projects occupy 60% of the total 1994-95 expenditures at $30.9 million. The most
significant project scheduled for 1994-95 is the Batiquitos Lagoon Enhancement project; I
This $30 million project includes dredging of the lagoon to achieve full tidal flushing and
the construction of nesting areas for various species of birds. The Port of Los Angeles _
is funding the project as mitigation for recent construction at the Los Angeles Port.
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system will replace and enhance existing software and computer equipment for citywide
information processing.
1-5 Interchanges
The interchange at Poinsettia and 1-5 is scheduled for a $1 .8 million appropriation in 1994-
95 using Community Facilities District No. 1 funds. In 1 995-96, an additional appropria-
tion of $3 million for this project is planned, bringing the project total cost to $9.2 million.
to Street Projects
F Street construction activities total $5.3 million, 10% of the total 1994-95 CIP. The largest
l« appropriation for a street project is for Rancho Santa Fe and Olivenhain Roads at $1.5
million, utilizing planned Community Facilities District No. 2 funds. As housing units are
f* built in this area, developers will fund the project which is scheduled for construction in
^* phases. Other street appropriations include south-bound Carlsbad Boulevard bridge at
Batiquitos Lagoon, design work for Cannon Road I-5 to Faraday, and various street and
r sidewalk upgrades. Also included are the San Diego Gas & Electric undergrounding of
** utilities scheduled for next year, as well as conceptual designing of Carrillo Ranch.
r Parks. Traffic Signals. Loans
PP. ^ The Other category in the pie chart includes park projects, traffic signals, and loans.
^ Several existing parks received appropriations to bring the City into compliance with the
""" Americans with Disabilities Act. The Federal law requires City facilities, including
p, playgrounds, to be accessible to all persons. The construction of ballfields at Aviara
i Oaks School will also commence this year.
One traffic signal, located at Alga Road and El Fuerte, is scheduled for construction next
year. Included in the other category is an interfund water loan for the D Reservoir and
Maerkle Dam projects.
F
M Water Projects
m Water appropriations of $9.1 million comprise 18% of the 1994-95 CIP funding. The
jjl Maerkle Dam Lining project will receive its final scheduled appropriation with $7 million
in funds. This project, in conjunction with the D Reservoir project which was funded last
f year, will need to be built through the issuance of bonds and interfund water loans.
L Sufficient funds are not available to complete these projects on a pay as you go basis.
Sewer Projects
Sewer funding of $2 million reflects Carlsbad's share of funding the Encina Wastewater
r Treatment Facility capital improvements, including funds to repay the debt for the Phase
«• -v IV Expansion. Funding for sewer access hole rehabilitation and sewer line replacement
^w programs are also included.
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Unfunded Projects
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The City has identified $1 1 .7 million in projects for which there is currently no source of *m
funding. These projects are listed at the end of the Current and Future (1 994-95 to H
Buildout) Projects schedule. Several traffic signals were added this year as a result of the
Traffic Signal Safety study. As funding becomes available, a project may move into the _
Capital Improvement Program. H
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 and 1993- •
94. The l-5/Palomar Airport road interchange was completed, as was the final phase of |
Streetscape along Carlsbad Village Drive. The realignment and widening of Palomar
Airport Road east of El Camino Real is scheduled for completion in late 1 994. •
Review of the CIP finds that all projects identified in the 1993-94 CIP continue to be
included in 1 994-95. For the past few years, there have been some significant project •
scheduling changes as the effects of the slow economy are felt on Carlsbad's revenue I
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. I
This philosophy worked when growth and related revenues were substantial. Practices
such as phasing projects over a period of years, and timing projects when funds are
available, have now been implemented. The City will continue to provide quality capital
facilities which meet the needs of Carlsbad's citizens. The 1994-95 CIP reflects these
approaches. I
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[] GROWTH MANAGEMENT PLAN
/"P* •«*"' The Growth Management Plan was developed and voted into law by the citizens of
Jta Carlsbad in 1986. The plan was established in an effort to regulate development within
the City by linking residential, commercial, and industrial development directly to the
r standards for the availability of public services and facilities. Standards for facilities are
L 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.
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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
f" - Wastewater Treatment - Parks
^* - Circulation - Drainage
- Fire - Open Space
f" - Schools - Sewer Collection
*" - Water Distribution
f" 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. Previously,
[ facilities were scheduled to meet maximum population expectations. Now projects are
** "**" phased to more closely match incremental growth demands.
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. With the
adoption of the 1 994-95 CIP, compliance with the Growth Management Plan is assured.
153
were all established under AB 1600.
The fee must be segregated from 1
capital funds not only from the General Fund but each classification of fee as well.
I
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) |
In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth ^M
the process a city or county must follow to establish developer fees to finance public |
facilities. This legislation applies to fees established, increased, or imposed on or after
January 1, 1989, the effective date of the law. AB 1600 contains four general require- •
ments: |
>• A "nexus" or connection must be established between a development project or •
class of project and the public improvement being financed with the fee. All AB I
1600 fees adopted by the City have met the nexus test. For example, Traffic
Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees •
The fee must be segregated from the General Fund. Carlsbad segregates all •
Fees collected by a city or county must be spent or committed to a project within •
a five year period. Funds are viewed to be committed if they are programmed to •
be spent on a specific project(s). If the money is not spent, findings must be
made describing the continuing need for that money each fiscal year after the five I
years has expired. The City of Carlsbad commits the revenues from these fees •
through its Capital Improvement Program budget. This budget, which is adopted
by the City Council, sets forth the City's Capital expenditure program from the
current year to projected build out of the City. The expenditure plan is updated
annually as part of the City's budget process.
Refunds must be made only if the City cannot make the required findings. At this
time no refunds are due because the City's Capital Improvement Program commits _
all AB 1600 fees to projects to be constructed both in the current year and in the I
future.
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1993-94
JULY 1,1 993 ESTIMATED ESTIMATED JUNE 30, 1994
UNRESERVED
FUND
GENERAL CAPITAL CONST
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WAT
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MOD
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL CAPITAL FUNDS
BALANCE
2,885,102
308,821
1,912,703
8,866,809
1,622,130
1 ,633,746
477,989
193,720
703,097
0
2,688,447
424,284
1,369,822
(27,162)
0
126,299
14,988
1 ,031 ,449
0
1 ,726,946
8,009,872
0
0
0
0
2,887,256
11,177,719
3,098,500
(506,314)
5,936,929
8,596,527
0
2,742,254
0
2,005,678
69,907,611
ESTIMATED
REVENUES
891 ,450
20,000
100,000
900,000
50,000
55,000
10,000
5,000
15,000
0
225,000
130,000
15,000
371 ,000
167,000
480,000
985,300
195,000
622,000
25,000
2,600,000
1 ,490,500
1 ,500,000
0
0
290,000
605,000
1,135,000
515,000
750,000
2,720,000
2,540,700
2,430,000
0
0
21 ,837,950
CAPITAL DEBT SERVICE
EXPENDITURES
563,011
118,000
25,785
961,793
0
0
0
0
0
0
772,031
21 ,668
592,252
343,337
0
387,302
914,495
399,773
78,716
158,498
1,663,379
84,314
1 ,01 1 ,391
9,100
0
0
61 ,632
89,066
1 ,562,639
1,199,679
1,801,335
1,199,592
2,198,121
0
1,153,305
17,370,214
& OTHER
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
128,000
0
0
0
0
0
1,110,700
0
0
1,284,100
244,590
0
0
0
0
2,767,390
FUND
TRANSFERS
293,550
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1 ,225,000
0
(1,225,000)
0
(549,000)
0
0
(255,450)
PROJECTED
BALANCE
3,507,091
210,821
1,986,918
8,805,016
1,672,130
1 ,688,746
487,989
198,720
718,097
0
2,141,416
532,616
792,570
501
167,000
218,997
85,793
826,676
543,284
1 ,593,448
8,818,493
1,406,186
488,609
(9,100)
0
3,177,256
10,610,387
4,144,434
(328,953)
4,203,150
8,045,602
1,341,108
2,425,133
0
852,373
71,352,507
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1994-95
JULY 1,1 994
PROJECTED
FUND BALANCE
GENERAL CAPITAL CONST
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER- RECLAIM WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MOD
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL CAPITAL FUNDS
3,507,091
210,821
1,986,918
8,805,016
1,672,130
1 ,688,746
487,989
198,720
718,097
0
2,141,416
532,616
792,570
501
167,000
218,997
85,793
826,676
543,284
1 ,593,448
8,818,493
1,406,186
488,609
(9,100)
0
3,177,256
10,610,387
4,144,434
(328,953)
4,203,150
8,045,602
1,341,108
2,425,133
0
852,373
71 ,352,507
1993-94
ESTIMATED CONTINUING
REVENUES APPROPR.
0
5,005
0
414,387
52,000
9,630
0
66,413
17,903
0
104,417
700,000
300,000
0
0
178,000
193,416
182,326
207,000
0
3,107,000
885,000
0
2,200,000
900,000
26,031
179,934
1,100,000
1 ,885,000
5,118,773
2,050,000
0
0
30,000,000
17,000
49,899,235
2,989,354
121,220
467,647
5,359,262
0
0
0
0
0
0
1,576,119
1,105,249
1,061,910
0
0
336,398
254,642
0
543,284
1,384,865
2,837,265
147,306
485,874
189,848
0
219,959
275,625
222,883
1,384,078
4,680,484
2,830,512
800,408
2,188,001
0
852,373
32,314,566
NEW
APPROPR.
500,450
0
0
660,000
0
0
0
0
0
0
344,000
120,000
0
0
0
60,000
0
0
207,000
0
1,833,000
1,500,380
0
2,000,000
900,000
0
1,477,410
557,000
0
4,595,297
6,005,700
0
0
30,000,000
337,000
51,097,237
1994-95(1) JUNE 30, 1995
TOTAL CIP FUND PROJECTED
APPROPR. TRANSFERS BALANCE
3,489,804
121,220
467,647
6,019,262
0
0
0
0
0
0
1,920,119
1,225,249
1,061,910
0
0
396,398
254,642
0
750,284
1 ,384,865
4,670,265
1,647,686
485,874
2,189,848
900,000
219,959
1,753,035
779,883
1,384,078
9,275,781
8,836,212
800,408
2,188,001
30,000,000
1,189,373
83,411,803
0
0
1,200,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
320,000
1 ,520,000
17,287
94,606
2,719,271
3,200,141
1,724,130
1,698,376
487,989
265,133
736,000
0
325,714
7,367
30,660
501
167,000
599
24,567
1,009,002
0
208,583
7,255,228
643,500
2,735
1,052
0
2,983,328
9,037,286
4,464,551
171,969
46,142
1,259,390
540,700
237,132
0
0
39,359,939
(1) 1994-95 NEW CIP APPROPRIATIONS PLUS 1993-94 CONTINUING APPROPRIATIONS.
157
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1994-95
FUND
GENERAL CAPITAL CONST
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WAI
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW&MOD
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
| TOTAL CAPITAL FUNDS
1991-92
ACTUAL
REVENUES
264,651
17,108
60,537
811,215
62,279
251 ,782
41 ,408
43,970
188,020
0
382,443
42,737
1,172,549
0
0
26,578
267,615
208,370
0
1,000,011
2,753,788
0
313,479
0
0
670,163
1,011,319
0
0
989,437
1,840,177
53,512
138,070
0
0
12,611,218
1992-93
ACTUAL
REVENUES
374,271
16,999
643,566
885,943
25,820
47,247
37,559
75,016
90,736
0
244,478
42,844
2,257,794
0
0
37,073
85,690
217,138
0
160,985
2,993,587
0
122,924
0
0
164,536
918,603
0
0
1 ,025,568
2,345,586
0
84,974
0
0
12,898,937
1993-94 (1)
ESTIMATED
REVENUE
1,185,000
20,000
100,000
900,000
50,000
55,000
10,000
5,000
15,000
0
225,000
130,000
15,000
371 ,000
167,000
480,000
985,300
195,000
622,000
25,000
2,600,000
1 ,490,500
1 ,500,000
0
0
290,000
605,000
1,135,000
1 ,740,000
750,000
1 ,495,000
2,540,700
1 ,881 ,000
0
0
21 ,582,500
1994-95 (1)
ESTIMATED
REVENUE
0
5,005
1,200,000
414,387
52,000
9,630
0
66,413
17,903
0
104,417
700,000
300,000
0
0
178,000
193,416
182,326
207,000
0
3,107,000
885,000
0
2,200,000
900,000
26,031
179,934
1,100,000
1 ,885,000
5,118,773
2,050,000
0
0
30,000,000
337,000
51,419,235
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CITY OF CARLSBAD
CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1994-95
FUND OR
DEVELOPER LOAN OR DEPRECIATION
FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER TOTAL
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD #1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MOD
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL CAPITAL FUNDS
414,387
52,000
9,630
0
66,413
17,903
0
104,417
700,000
300,000
178,000
193,416
182,326
207,000
756,400 1,700,600 650,000
885,000
2,200,000
900,000
26,031
179,934
1 ,885,000
418,773 4,700,000
750,000
30,000,000
17,000
2,930,888 3,450,600 3,403,742 31,124,000 6,585,000
0
5,005 5,005
1,200,000 1,200,000
414,387
52,000
9,630
0
66,413
17,903
0
104,417
700,000
300,000
0
0
178,000
193,416
182,326
207,000
0
3,107,000
885,000
0
2,200,000
900,000
26,031
179,934
1,100,000 1,100,000
1 ,885,000
5,118,773
1,300,000 2,050,000
0
0
30,000,000
320,000 337,000
3,925,005 51,419,235
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CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1991-1992 TO 1994-1995
FUND
GENERAL CAPITAL CONST
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WAT
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MOD
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL CAPITAL FUNDS
1991-92
ACTUAL
384,613
29,811
147,850
1 ,549,523
0
0
0
4,976
3,253
0
173,543
9,420
931,761
0
0
26,578
381,271
0
0
360,829
871,035
0
313,479
0
0
58,294
1,614,083
0
73,855
2,668,093
988,416
678,450
568,045
0
0
11,837,178
1992-93
ACTUAL
472,030
15,740
1 1 ,647
1,549,809
0
0
0
0
0
0
313,938
583,659
895,513
27,162
0
31 ,397
36,762
118
0
199,426
2,296,414
0
122,924
0
0
0
431 ,628
0
405,732
568,860
861 ,091
68,681
163,180
0
307,627
9,363,338
1993-94 (1)
ESTIMATED
563,011
118,000
25,785
961 ,793
0
0
0
0
0
0
772,031
21 ,668
592,252
343,337
0
387,302
914,495
399,773
78,716
158,498
1 ,663,379
84,314
1,011,391
9,100
0
0
61 ,632
89,066
1 ,562,639
1,199,679
1 ,801 ,335
1,199,592
2,198,121
0
1,153,305
17,370,214
1993-94
CONTINUING
APPROPR.
2,989,354
121,220
467,647
5,359,262
0
0
0
0
0
0
1,576,119
1,105,249
1,061,910
0
0
336,398
254,642
0
543,284
1,384,865
2,837,265
147,306
485,874
189,848
0
219,959
275,625
222,883
1,384,078
4,680,484
2,830,512
800,408
2,188,001
0
852,373
32.314.566
1994-95
NEW
APPROPR.
500,450
0
0
660,000
0
0
0
0
0
0
344,000
120,000
0
0
0
60,000
0
0
207,000
0
1 ,833,000
1,500,380
0
2,000,000
900,000
0
1,477,410
557,000
0
4,595,297
6,005,700
0
0
30,000,000
337,000
51.097.237
1994-95
TOTAL CIP
APPROPR.
3,489,804
121,220
467,647
6,019,262
0
0
0
0
0
0
1,920,119
1 ,225,249
1,061,910
0
0
396,398
254,642
0
750,284
1 ,384,865
4,670,265
1,647,686
485,874
2,189,848
900,000
219,959
1 ,753,035
779,883
1 ,384,078
9,275,781
8,836,212
800,408
2,188,001
30,000,000
1,189,373
83.411.803
(1) 1993-94 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
I
Io.I
1
I
1
I
I
a
a
i
i
i
i
i
i
i
160
I
I
u i r i in ri m ri ri ri ri ri ri ri
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
CIVIC PROJECTS
3742 AFFORDABLE HOUSING LAND ACQUISITION/THE VILLAS CDBG 880,374 819,500 60,874
3430 AFFORDABLE HOUSING LAND ACQUISITION/THE VILLAS RED UM HSG 2,000,000 1,199,592 800,408
3436 AFFORDABLE HOUSING LAND ACQUISITION REDVL BONDS 400,000 400,000
3755 ALZHEIMERS DAY CARE SITE PURCHASE CDBG 50,000 50,000
3429 BATIQUITOS LAGOON - CONSTRUCTION GCC 655,650 66,493 589,157
3429 BATIQUITOS LAGOON -CONSTRUCTION (PORT OF LA.) OTHER 30,000,000
3746 BOYS & GIRLS CLUB RESURFACE FACILITY CDBG 105,000 25,000 80,000
3754 CARLSBAD HIGH SCHOOL STADIUM LIGHTING CDBG 30,000 30,000
3744 CATHOLIC CHARITIES CDBG 78,100 78,100 0
CITY FACILITIES - ADA MANDATE GCC 600,000
CITY HALL CFD#1 23,100,000
COMMUNITY SERVICES WAREHOUSE FACILITY CFD#1 3,700,000 0
COMMUNITY SERVICES WAREHOUSE FACILITY SEW CONN 500,000
3743 FAIR HOUSING SURVEY CDBG 10,000 10,000
3433 FINANCIAL INFORMATION SYSTEM GCC 580,000 1 ,257 292,293
3433 FINANCIAL INFORMATION SYSTEM (SEWER OPERATIONS) OTHER 50,000
3433 FINANCIAL INFORMATION SYSTEM (WATER OPERATIONS) OTHER 50,000
3433 FINANCIAL INFORMATION SYSTEM (DATA PROC.) OTHER 220,000
FIRE STA # 3 - RELOCATION PFF 450,000
3418 FIRE STA #1 - RENOVATION GCC 275,000 252,880 22,120
3302 FIRE STA #6 - PERMANENT L/C 375,000
3302 FIRE STA #6 - PERMANENT PFF 75,000
3266 LAS PALMAS PURCHASE PFF 2,347,512 1,524,838 674
3384 LIBRARY - COLE EXPANSION CFD#1 4,000,000
3384 LIBRARY - COLE EXPANSION PFF 8,860,000
3384 LIBRARY - COLE REMODEL FED GRNT 36,231 9,100 27,131
3384 LIBRARY - COLE REMODEL PFF 1 ,850,000 275,000
3392 LIBRARY - S CARLSBAD / SHELVING PFF 650,000 650,000
3244 LIBRARY - S CARLSBAD /CONSTRUCTION CFD#1 14,911,306 3,672,381 38,925
3370 LIBRARY- S CARLSBAD /LIBRARY COLLECTION PFF 400,000 3,583 396,417
3336 PUBLIC ART - DUCK POND PUB ART 75,000 75,000
3352 PUBLIC ART - I-5 INTERCHANGES PUB ART 30,000 30,000
3354 PUBLIC ART - MAXTON BROWN PARK PUB ART 25,000 23,123 1,877
3335 PUBLIC ART -LIBRARY- S CARLSBAD PUB ART 170,000 155,657 14,343
3353 PUBLIC ART - SEAWALL PUB ART 30,000 30,000
3712 REHABILITATION - RESIDENTIAL CDBG 90,000 0 90,000
3435 ROOSEVELT BLOCK PROJECT REDVL BONDS 1,006,000 1,006,000
3419 SCOUT HOUSE RENOVATION GCC 17,250 3,750 13,500
3434 TRANSIT STATION - SPECIALTY COMMERCIAL CTR REDVL BONDS 425,000 . 425,000
SUBTOTAL CIVIC PROJECTS 98.907,423 7,865,254 5,378,719
YEAR 1
1994-95
YEAR 2
1995-96
YEARS
1996-97
YEAR 4
1997-98
YEARS
1998-99
YEAR 6- 10
1999-2004
BUILDOUT
2004 +
I
30,000,000
100,000 100,000 100,000 150,000 150,000
286,450
23,100,000
3,700,000
50,000
50,000
500,000
I
220,000
20,000
235,000
430,000
375,000 I
40,000 35,000
235,000 235,000 117,000
4,000,000
8,660,000
1 ,575,000
1 1 ,200,000 •
^
I
30.841.450 335.000 11.575.000 677.000 1.745.000 27.730.000 12.860.000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
YEAR 1
1994-95
YEAR 2
1995-96
YEAR 3
1998-97
YEAR 4
1997-98
YEARS
1998-99
YEAR 8- 10
1999-2004
BUILDOUT
2004 +
3385
3338
3423
3072
3344
ro
3752
3752
DRAINAGE PROJECTS
BUENA VISTA CHANNEL REPAIR GCC 200,000 55,533 144,467
MASTER DRAINAGE FACILITIES PLD 19,425,000 0 0
STORM DRAIN DESIL'N BASIN/CANNON RD PLD 1,120,000 41 119,959
STORM WATER TESTING & MONITORING PLD 100,000 100,000
SUBTOTAL DRAINAGE PROJECTS 20,845,000 55.574 364.426
1,000,000
3,500,000 15,925,000
I
0 1,000,000 000 3.500.000 15,925,000
PARK PROJECTS
ZONE 5, 13, 16 PARK FACILITY
GOLF COURSE ACQUISITION & DEVELOPMENT
NORTHEAST QUADRANT PARKS
LARWIN PARK - NE QUAD/22.3 ACRES
VETERAN'S MEMORIAL PARK - NE QUAD
PARK ACQUISITION (15ACRES)
PARK DEVELOPMENT
PARK RESTORATION/ACQUISITION
ADA - CALAVERA COMMUNITY PARK
ADA - CALAVERA COMMUNITY PARK
ZONES
GCF
NORTHWEST QUADRANT PARKS
CANNON LAKE PARK - NW QUAD/6.7 ACRES
COMMUNITY CENTER - NW QUADRANT
3431 HOSP GROVE IMPROVEMENTS
HOSP GROVE/BUENA VISTA LAGOON ALTERNATIVE I
VETERAN'S MEMORIAL PARK - NW QUAD
3412 NORTH BEACH RESTROOM
SITE ACQUISITION - NW QUAD/7 AC
DEVELOP 7 ACRES
3749 ADA - HOLIDAY PARK
3750 ADA - LAGUNA RIVIERA PARK
AGUA HEDIONDA LAND (TO BE DEDICATED)
PARK RESTORATION/ACQUISITION
ADA - NW QUAD PARKS
SOUTHEAST QUADRANT PARKS
ALGA NORTE DEVELOP 19.48 AC
PFF TO FIELDSTONE - ALGA NORTE (SE QUAD)
ALGA NORTE DEVELOP 1552 ACRES
ALGA Na»"«COMMUNITY FACILITY
PFF
PFF
ST GRNT
PIL-NW
CFD*1
GCC
PIL-NW
PFF
CDBG
CDBG
PIL-NW
GCC
L/C
PFF
PFF
PFF
11,150,000
15,283,190
PFF
CFD#1
PIL-NE
PIL-NE
PIL-NE
CDBG
GCC
2,280,000
3,500,000
2,625,000
1 ,875,000
1 ,725,000
20,000
31 ,000
900,000
3,000,000
172,000
3,225,000
3,500,000
160,000
2,380,000
875,000
100,000
25,000
0
2,565,000
16,000
2,250,000
2,241,265
2,100,000
3,000,000
815,543 467,647
173,334 16,666
20,000
8,500 163,500
7,569 120,431
100,000
25,000
ALGA N»»« COMMUNITY FACILITY PFF 3,000,000 -<~
700,000 10,450,000
14,000,000
200,000 |1,890,000
1,750,000 I
31,000
32,000
3,000,000
1,750,000 |
2,380,000 I
16,000
250,000 2,000,000
Q
1,750,000
2,625,000 |
1,875,000
1,725,000 I
900,000
3,225,000
1,750,000
875,000
2,565,000
2,241,265
2,100,000 |
3,000,000
^
O
rl r
V
ri rl r
v >
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
LEO CARRILLO- 10.5 ACRES DEVEL& RESTORE PFF 2,250,000
LEO CARRILLO - 16.4 ACRES (TO BE DEDICATED)
LEO CARRILLO DEVELOP 16.4 ACRES PFF 1,150,000
VETERAN'S MEMORIAL PARK - SE QUAD CFD#1 3,500,000
PARK RESTORATION/ACQUISITION PIL-SE 2,900,000
ADA - CADENCIA PARK GCC 20,000
ADA - LA COSTA CANYON PARK GCC 52,500
ADA - STAGECOACH COMMUNITY PARK GCC 40,000
3751 ADA - STAGECOACH COMMUNITY PARK CDBG 20,000 20,000
SOUTHWEST QUADRANT PARKS
3422 AVIARA OAKS - BACKSTOP FENCING GCC 9,224 9,224
3422 AVIARA OAKS - BACKSTOP FENCING ST GRNT 21,416 21,416
3422 AVIARA OAKS - BALLFIELD (DONATIONS) OTHER 17,000
3422 AVIARA OAKS - SOCCER FIELD PFF 50,000
PARK RESTORATION/ACQUISITION PIL-SW 8,400,000
3348 POINSETTIA DEVELOPMENT - 42 ACRES PHASE I PFF 4,087,000 546,527 3,540,473
POINSETTIA DEVELOP - PHASE II PFF 2,900,000
POINSETTIA COMMUNITY CENTER PHASE III PFF 3,000,000
POINSETTIA - (REPAY L/C) PIL-SW 281,000
VETERAN'S MEMORIAL PARK - SW CFD#1 3,500,000
ZONE 1 9 PARK DEVELOP - 1 5 AC RES PHASE I L/C 1 ,687 ,500
ZONE 19COMMUNITY PARK (REPAY L/C) PFF 1,725,000
ZONE 19 PARK DEVELOP 9.25 ACRES PHASE II PFF 1,250,000
ZONE 19 COMMUNITY CENTER PHASE III PFF 3,000,000
YEAR 1
1994-95
125,000
YEAR 2
1995-96
125,000
YEARS
1996-97
YEAR 4
1997-98
YEARS
1998-99
YEAR 6 -10
1999-2004
2,000,000
52,500
40,000
BUILDOUT
2004 +
1,150,000
1,750,000
20,000
17,000
50,000
1,750,000
2,900,000
281,000
8.400,000
2,900,000
3,000,000
1,750,000 1,750,000
I 1,687,500
1 ,725,000
1 ,250,000
3,000,000
SUBTOTAL PARK PROJECTS
SEWER PROJECTS
104,859,095 1,551,473 4.504.357 271,000 14,217,500 270,000 2.281,000 200,000 19,870,000 61,893.765
ENCINA WATER POLLUTION CONTROL FACILITY
3359 BUILDING IMPROVEMENTS SEW CONN 2,059,000
3411 CAPITAL ACQUISITIONS-UNIT I SEWCONN 1,006,134 51,134
COGENERATION PROJECT SEWCONN 272,910
PARALLEL OCEAN OUTFALL SEW CONN 12,669,000
PHASE V EXPANSION SEW CONN 2,840,000
PLANT REHAB SEW REPL 3,962,000
3298 SOLIDS MANAGEMENT PROGRAM SEWCONN 11.598.000
PHASE IV EXPANSION - DEBT SERVICE SEW CONN 25,870,000 2,799,604
MASTER PLAN UPDATE SEWCONN 40,000
36,000 |
272,910
24,000
85,000
27,000
50,000 I
308,000 |
50,000
862,000
50,000 I
127,000 | 117,000 124,000 | 124,000 124,000 |
| 1,473,000 | 1,856,000
1,108,500 | 1,108,700 1,107,600 I 1,108,800 1,106,400 |
40,000 I I
862,000 |
245,000 500,000
12,584,000 |
| 2,640,000
1,486,000 1,860,000 |
| 8,269,000
5,517,200 12,015,196 |
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
INTERCEPTOR SYSTEM & LIFT STATIONS
AGUA HEDIONDA LIFT STATION SEW CONN 2,025,000
3322 BUENA VISTA LIFT STATION SEW CONN 359,343 3,143 123,200
CALAVERA HILLS RECLAMATION PLANT SEWREPL 100,000
3426 LINING SEWER- ROOSEVELT &CVD SEWREPL 81,949 81,949
3324 MONITORING PROGRAM SEW CONN 599,075 26,648 52,427
3432 PONTO SEWER MAIN REALIGNMENT AND REPAIRS SEWREPL 230,000 7,117 222,883
SEWER ACCESS HOLE REHAB SEW REPL 3,000,000
SEWER LINE REPLACEMENT SEW REPL 9,000,000
3182 VISTA CARLSBAD TRUNK LINE SEWCONN 6,709,939 585,939 100,000
SUBTOTAL SEWER PROJECTS 82,422,350 3,555,534 498,510
YEAR 1
1994-95
YEAR 2
1995-96
YEARS
1998-97
YEAR 4
1997-98
30,000
20,000
70,000
20,000 20,000
100,000
300,000
100,000
300,000
YEARS
1998-99
YEAR 6- 10
1999-2004
BUILDOUT
2004 +
2,025,000
233,000
20,000 20,000
100,000
300,000
100,000
300,000
100,000 320,000
100,000
300,000
500,000
1 ,500,000
2,000,000
6,000,000
4,234,000 1,790,000
2,034,410 1,824,700 1^728.600 3,481^800 4,418^00 14,444,200 50,436,196
WATER PROJECTS
384 ZONE TO POINSETTIA
384 ZONE TO POINSETTIA
550 ZONE TO POINSETTIA
. 550 ZONE TO POINSETTIA
580 ZONE SECONDARY SUPPLY
680 ZONE SUPPLY
3387 CAMINO VIDA ROBLE TO "D" RESERVOIR
CANNON - CAR COUNTRY TO EL CAMINO REAL
CARLSBAD BLVD - MANZANO TO AVE ENCINAS
CARLSBAD BLVD - MANZANO TO AVE ENCINAS
CARLSBAD BLVD - SOUTH OF PAR
CARLSBAD VILLAGE DR - CELINDA TO DONNA
COLLEGE - 33'TO CANNON
COLLEGE - CANNON TO TAP
3377 COLLEGE - MAERKLE RESERVOIR
COLLEGE - POINSETTIA TO PAR
3403 COLLEGE BLVD EXTENSION @ ECR
COLLEGE BLVD NORTH TO OCEANSIDE
3376 D RESERVOIR I
3376 D RESERVOIR I
3376 D RESERVOIR II
3376 D RESERVOIR II
D RESERVOIR TO PALOMAR OAKS
3404 DOWNTOWN REHABILITATION
3378 EL CAMINO REAL - CHESTNUT TO TAMARACK
3378 EL CAMINO REAL - CHESTNUT TO TAMARACK
3379 EL CAMINO REAL - S OF CAMINO VIDA ROBLE
EL CAMINO REAL ® KELLY
EL CAM**EAl- ~ PAR SOUTH
MFC
REPLCMT
MFC
REPLCMT
MFC
MFC
MFC
MFC
MFC
REPLCMT
MFC
MFC
MFC
MFC
REPLCMT
MFC
MFC
REPLCMT
MFC
REPLCMT
MFC
REPLCMT
MFC
REPLCMT
MFC
REPLCMT
MFC
MFC
REPLCMT
72,000
328,000
59,000
267,000
256,000
550,000
100,000
1,278,000
133,000
142,000
525,000
230,000
421,000
550,000
2,340.000
495,000
183,375
410,000
3,119,000
1 ,081 ,000
3,984,500
1 ,328,000
250,000
700,000
466,881
317,780
200,000
94,000
750,000
8,424 91 ,576
183,375
370,243 2,748,757
168,547 912,453
307,295 242,705
15,220 451,641
1,010 316,770
1,022 198,978
r%
1,278,000
230,000
340,000 2,000,000
72,000
328,000 |
59,000
267,000 I
133,000
142,000 |
525,000
I
421,000
550,000 |
495,000 I
150,000
50,000 700,000
250,000
94,000
.Q.
256,000 I
550,000
410,000
3,984,500
1,328,000
o n ri ri ri r i ri r i n ri ri
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
i r 11
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
ELFUERTE - ALGA TO POINSETTIA LANE MFC 1,335,750
EL FUERTE - FARADAY TO MAERKLE MFC 330,000
ELFUERTE- POINSETTIA LANE TO PAR MFC 820,000
EL FUERTE AVE - N OF LOKER MFC 148,750
I - 5 ® NAVIGATOR CIRCLE MFC 307,500
JEFFERSON - PIO PICO TO ROBINSONS- MAY MFC 267,375
3388 MAERKLE DAM LINING -COVER MFC 3,276,000 57,285 292,735
3388 MAERKLE DAM LINING-COVER REPLCMT 4,524,000 92,505 394,995
MAERKLE DEBT SERVICE MFC 6,000,000
3375 MAERKLE PUMP STATION & CHLORAMINATION MFC 648,602 376,388 272,214
3375 MAERKLE PUMP STATION & CHLORAMINATION REPLCMT 924,055 602,452 321,603
MARRON ROAD - PR STATION TO CCEANSIDE REPLCMT 180,000
PALOMAR AIRPORT NORTH OF OWENS MFC 71 ,875
3166 PALOMAR AIRPORT ROAD FROM ECR TO SANTE FE MFC 1,250,000 808,793 441,207
3168 PALOMAR AIRPORT ROAD FROM ECR TO SANTE FE REPLCMT 1,250,000 808,014 441,986
POINSETTIA - D TO 2800 FEET EAST MFC 80,500
POINSETTIA - EL CAMINO REAL TO D MFC 555,000
POINSETTIA - PASEO DEL NORTE TO CARLSBAD BLVD MFC 362,250
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL MFC 1 ,808,750
PR STATION - COLLEGE REAL ® CANNON MFC 250,000
PR STATION RELOCATION MFC 250,000
3394 RECLAIMED WATER - AG/l-5 PUMPING STATIONS RECLM WATER 1,506,137 1,396,531 109,606
3397 RECLAIMED WATER - AVIARA PUMP STATION - ECR RECLM WATER 400,000 346,051 53,949
3396 RECLAIMED WATER - GAFNER IMPROVEMENTS RECLM WATER 50,000 5,782 44,218
3400 RECLAIMED WATER - MAHR RESERVOIR IMPROVEMENTS RECLM WATER 1,176,305 1,176,305
3425 RESERVOIR REHABILITATION REPLCMT 200,000 200,000
MASTER PLAN UPDATE MFC 25,000
MASTER PLAN UPDATE REPLCMT 25,000
WATER COP PAYMENTS MFC 12,818,023
WATER COP PAYMENTS REPLCMT 2,441,530
SUBTOTAL WATER PROJECTS 63.912,918 5,365.542 8,895.073
YEAR1
1994-95
YEAR 2
1995-96
YEARS
1996-97
YEAR 4
1997-98
YEARS
1998-99
YEAR 6- 10
1999-2004
BUILDOUT
2004 +
1 ,335,750
330,000
2,926,003
4,036,500
820,000
148,750
307,500
267,375
300,000 300,000 300,000
,
300,000 1 ,500,000 3,300,000
.
362,250
180,000
71 ,875
.
25,000
25,000
80,500
1,282,047 1,281,081
244,200
1 ,280,850
244,016 243,972
555,000
1,808,750
250,000
250,000
1 ,280,985 1,281,102
243,997 244,020
5,127,578 1,284,382
976,681 244,644
9,100.997 2,525,097 2.164,822 5.102.982 2.322.497 11.828.257 16.607.651
O)Ol
3369
3369
TRAFFIC SIGNAL PROJECTS
TRAP SIG - ALGA / POINSETTIA
TRAF SIG - ALGA / POINSETTIA TO MIMOSA
TRAP SIG - ALGA / POINSETTIA TO MIMOSA
TRAF SIG - ALGA / EL FUERTE
TRAF SIG - ALGA / MELROSE
TRAF SIG - CAMINO DE LOS COCHES / LA COSTA AVE
TRAF SIG - CANNON / AVENIDA ENCINAS
TRAF SIG - CANNON /COLLEGE
TRAF SIG - CANNON / FARADAY
PFF
ASMT DIST
TIP
PFF
PFF
PFF
PFF
PFF
PFF
125,000
690,000
30,000
125,000
110,000
110,000
110,000
125,000
110,000
690,000
30,000
125,000
125,000
110,000
110,000 I
110,000
125,000 |
110,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
TRAP SIG -CANNON /I-5 PFF 200,000
TRAP SIG - CAN NON / PASEO DEL NORTE PFF 11 0,000
TRAP SIG -CARLSBAD BLVD / AVENIDA ENCINAS PFF 110,000
3275 TRAP SIG - CARLSBAD VILLAGE DR / JEFFERSON PFF 100,000 77,819 22,181
3276 TRAP SIG - CARLSBAD VILLAGE DR / ROOSEVELT PFF 100,000 80,079 19,921
TRAP SIG - CARLSBAD VILLAGE DR / TAMARACK PFF 1 1 0,000
TRAP SIG - COLLEGE /CARLSBAD VILLAGE DR PFF 1 10,000
TRAP SIG - COLLEGE / ECR PFF 115,000
TRAP SIG -COLLEGE /LAKE GALA VERA PFF 100,000
TRAP SIG - EL CAMINO REAL/ CALLE BARCELONA PFF 110,000
TRAP SIG - EL CAMINO REAL /CAN NON PFF 125,000
TRAP SIG - EL CAMINO REAL/ OLIVENHAIN PFF 125,000
TRAP SIG - EL CAMINO REAL / POINSETTIA LANE PFF 125,000
TRAP SIG - FARADAY / ORION TIP 100,000
3273 TRAP SIG - INTERCONNECT - 12 SIGNALS PFF 115,000 109,705 5,295
TRAP SIG - MELROSE / LA COSTA PFF 1 1 0,000
TRAP SIG - MELROSE / RANCHO SANTA FE RD (S) PFF 1 1 0,000
TRAP SIG - PALOMAR AIRPORT RD / MELROSE PFF 125,000
TRAP SIG - PALOMAR AIRPORT RD / HIDDEN VALLEY RD PFF 125,000
3427 TRAP SIG - PASEO DEL NORTE /CAMINO DE LAS ONDAS PFF 110,000 110,000
TRAP SIG - POINSETTIA LANE / EL FUERTE PFF 125,000
TRAP SIG - POINSETTIA LANE / MELROSE PFF 125,000
TRAP SIG - POINSETTIA LANE / BATIQUITOS DRIVE PFF 1 10,000
3362 TRAP SIG - POINSETTIA LANE / PASEO DEL NORTE PFF 125,000 125,000
3406 TRAP SIG - RANCHO SANTA FE RD / QUESTHAVEN GCC 125,000 125,000
TRAP SIG - TAMARACK / GARFIELD PFF 1 10,000
TRAP SIG - TAMARACK / HIGHLAND PFF 1 10,000
TRAP SIG - YARROW / CAMINO VIDA ROBLE PFF 100,000
SUBTOTAL TRAFFC SIGNAL PROJECTS 4,800.000 267.603 1.127,397
YEAR 1
1994-95
YEAR 2
1995-96
YEARS
1996-97
50,000
60,000
YEAR 4
1997-98
150,000
YEARS
1998-99
YEAR 8 -10
1999-2004
50,000
110,000
110,000
BUILDOUT
2004 +
110,000
115,000
125,000
110,000
125,000
100,000
I
125,000
'I
125,000
110,000
100,000
110,000
125,000
I
110,000
125,000
125,000
I
110,000
110,000
100,000
125^000 345J300 110,000 325J500 0 1,830,000 670,000
O)O)
STREET PROJECTS
3305 ALGA ROAD ASSESSMENT DISTRICT
3428 ALGA ROAD / MIMOSA TO EL CAMINO REAL
ALT KARLSBAD CULVERT - STREET/SIDEWALK IMPROV.
3416 AVENIDA ENCINAS / ENCINA WWTP FRONTAGE
3416 AVENIDA ENCINAS / ENCINA WWTP FRONTAGE
3416 AVENIDA ENCINAS / ENCINA WWTP FRONTAGE (NCTD)
AVENIDA ENCINAS / SOUTH OF PAR
3349 CARLSBAD BLVD BRIDGE (SB) @ BAT LAGOON (FHBRR)
BIKE MASTER PLAN
3184 CANNON ''D REACH I /CAR COUNTRY-HIDDEN VALLEY RD
3184 CANN| ?REACHI/CARCOUNTRY-HIDDENVALLEYRD
ASMT DIST
TIP
TRNSNT/LOCL
ENCINA
GCC
ENCINA
TIP
FED GRNT
TDA
CFD#1
TRNSNT/HWY
14,830,119
650,000
20,000
622,000
35,000
207,000
870,000
2,000,000
50,000
550,000
1,100,000
14,713,351
4,088
78,716
( ^45
116,768
295,914
543,284
466,455
20,000
35,000 |
207,000
2,000,000
50,000 I
ui gji I J 1J IJI I J I J 11 II
550,000
500,000 |
L.J I J
350,000
870,000
t i
O
ri r i n ri c~i r~i r i ri ri n n n
O
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
i i
v )
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
3184 CANNON RD REACH I /CAR COUNTRY-HIDDEN VALLEY RD OTHEH 550,000
3184 CANNON RD REACH I / HIDDEN VALLEY RD - FARADAY CFD#1 3,400,000
3184 CANNON RD REACH I /HIDDEN VALLEY RD - FARADAY TRNSNT/HWY 3,100,000
3184 CANNON RD REACH I ASMT DIST 412,137 405,602 6,535
CANNON RD REACH II (DEVELOPER FUNDED) OTHER 5,400,000
CANNON ROAD @ I-5 TIF 1,750,000
CANNON ROAD /I-5 TO PASEO DEL NORTE TIF 435,000
CARLSBAD BLVD MEDIAN /TAMARACK TO PINE PFF 1 ,250,000
3307 CARLSBAD BLVD SHORE PROTECTION GCC 800,000 235 799,765
3307 CARLSBAD BLVD SHORE PROTECTION ST GRNT 300,000 230,274 69,726
CARLSBAD BLVD WIDENING / CANNON RD TO PAR TIF 2,000,000
CARLSBAD VILLAGE DR / PONTIAC TO S OF VICTORIA TIF 1,260,000
3188 COLLEGE BLVD ASSESSMENT DISTRICT ASMT DIST 8,872,804 8,573,093 299,711
3166 ECR/PAR EAST - WIDENING GAS TAX 300,500 300,500 0
3166 ECR/PAR EAST - WIDENING (CITY OF SAN MARCOS) OTHER 2,212,407 1,360,034 852,373
3166 ECR/PAR EAST - WIDENING SD COUNTY 400,000 400,000 0
-A 3166 ECR/PAR EAST - WIDENING (SLTPP GRANT) ST GRNT 897,403 897,403 0
5} 3168 ECR/PAR EAST - WIDENING TDA 362,100 362,100 0
3168 ECR/PAR EAST - WIDENING TIF 1,750,000 686,110 1,063,890
3166 ECR/PAR EAST - WIDENING TRNSNT/BIKE 120,500 120,500 0
3166 ECR/PAR EAST - WIDENING TRNSNT/HWY 2,305,000 1,709,545 595,455
3166 ECR/PAR EAST - WIDENING TRNSNT/LOCL 1,500,000 527,476 972,524
3168 ECR/PAR EAST - WIDENING (CITY OF VISTA) OTHER 83,674 83,674 0
EL CAMINO REAL MEDIANS PFF 1,700,000
EL CAMINO REAL WIDENING - LA COSTA AVE TO ARENAL TIF 450,000
3327 EL CAMINO REAL WIDENING - S CHESTNUT &S ALGA TIF 1,502,000 118,336 73,664
EL CAMINO REAL® CAMINO VIDAROBLE TIF 320,000
EL CAMINO REAL @ CANNON ROAD TIF 1 30,000
EL CAMINO REAL ® CARLSBAD VILLAGE DR TIF 320,000
EL CAMINO REAL ® FARADAY TIF 710,000
FARADAY /CANNON TO KOLL PROPERTY CFD#1 3,500,000
3409 HIDDEN VALLEY ROAD GCC 630,000 630,000
3409 HIDDEN VALLEY ROAD TRNSNT/LOCL 120,000 62,200 57,800
3158 JEFFERSON ST PATH (ISTEA) FED GRNT 162,717 162,717
3156 JEFFERSON ST PATH TDA 200,000 124,660 65,340
3215 LA COSTA AVE / 1-5 TO EL CAMINO REAL CFD#1 7,314,000 1,024,463 289,537
3417 LA COSTA DOWNS ASSESSMENT DISTRICT ASMT DIST 20,250 20,206 44
LEUCADIA BLVD - EXTEND TO EL CAMINO REAL CFD01 3,500,000
3410 LOCAL ROAD DRAINAGE PROGRAM TRNSNT/LOCL 4,700,000 0
3407 MARRON RD- 2 EAST BOUND LEFT TURN LANES GCC 22,000 22,000
3413 MAY Y MONTANAS UNIT 1 &2 DEFAULT GCC 162,555 4,781 157,774
MELROSE DR ® ALGA ROAD TIF 480,000
YEAR 1
1994-95
YEARS
1995-96
YEARS
1996-97
YEAR 4
1997-98
550,000
YEARS
1996-99
YEAR 6- 10
1999-2004
100,000
BUILDOUT
2004 +
3,400,000
3,100,000
75,000
125,000
5,400,000
1 ,575,000
435,000
I
1,125,000
2,000,000
1 ,260,000
I
1,700,000
450,000
1,310,000
320,000
130,000
320,000
710,000
3,500,000
10,000
6,000,000
I 400,000
3,500,000
4,300,000
480,000
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
3316 MISCELLANEOUS - TRAFFC MONITORING PROGRAM TIP 1,032,764 276,907 7,857
PALOMAR AIRPORT RD @ COLLEGE BLVD TIF 160,000
PALOMAR AIRPORT RD @ PASEO DEL NORTE TIF 525,000
3286 PALOMAR AIRPORT RD/CAMINO VIDA ROBLE TO ECR GCC 80,000 16,377 63,623
3286 PALOMAR AIRPORT RD/CAMINO VIDA ROBLE TO ECR SD COUNTY 2,242,500
3401 PALOMAR AIRPORT RD MITIGATION MAINTENANCE ASMT DIST 280,000 30,318 249,682
PALOMAR AIRPORT RD MEDIAN - W OF EL CAMINO REAL PFF 500,000
PALOMAR AIRPORT RD / WIDEN RR BRIDGE & CSBD INT'N PFF 7,200,000
3390 POINSETTIA LANE / 1-5 TO BATIQUITOS LANE TIF 1,870,000
POINSETTIA RR BRIDGE WIDENING PFF 2,000,000
3415 RANCHO CARRILLO ASSESSMENT DISTRICT ASMT DIST 50,000 27,875 22,125
3190 RANCHO SANTA FE RD ASMT DIST 358,379 358,379 0
3190 RANCHO SANTA FE RD / OLIVENHAIN CFD#1 6,000,000 300,000
3190 RANCHO SANTA FE RD / OLIVENHAIN CFD#2 36,657,000 84,314 147,306
3001 SIDEWALK PROGRAM DESIGN AND PLAN TIF 119,069 108,432 10,637
3347 STREETSCAPE PHASE V - CARLSBAD VILLAGE DR REDVL BONDS 2,870,207 2,513,206 357,001
3391 STREET/SIDEWALK UPGRADES TDA 40,000 40,000
3391 STREET/SIDEWALK UPGRADES TIF 7,140,088 195,931 94,157
3391 STREET/SIDEWALK UPGRADES TRNSNT/LOCL 7,200,000 25,076 74,924
3203 TAMARACK / JEFFERSON TO CARLSBAD BLVD PFF 2,000,000 1,802,366 197,634
3203 TAMARACK / JEFFERSON TO CARLSBAD BLVD TDA 52,000 1,342 50,658
UNDERGROUND UTILITY DISTRICT NO. 15 SDG&E 400,000
UNDERGROUND UTILITY DISTRICT NO. 16 SDG&E 500,000
UNDERGROUND UTILITY DISTRICT NO. 17 SDG&E 700,000
UNDERGROUND UTILITY DISTRICT NO. 18 SDG&E 550,000
UNDERGROUND UTILITY DISTRICT NO. 19 SDG&E 350,000
SUBTOTAL STREET PROJECTS 167.216,173 37,681.413 8,858,880
YEAR 1
1994-95
YEAR 2
1995-96
44,000 44,000
YEARS
1996-97
YEAR 4
1997-88
44,000 44,000
YEARS
1996-99
YEAR 8- 10
1999-2004
44,000 220,000
BUILDOUT
2004 +
308,000
160,000 I
525,000
2,242,500
I
500,000
750,000 6,450,000
2,000,000
1 ,500,380
1 ,870,000
1,642,000 912,000
2,700,000
200,000
3,000,000
15,032,000 17,339,000
200,000
100,000 100,000 300,000 300,000
I
400,000
6,450,000
300,000 2,000,000
500,000
4,000,000
700,000
550,000
350,000
5,291.380 2.761.000 3.408,000 10.704.000 744.000 48.389.500 51.382.000
O)03
INTERSTATE 5 OVERPASS PROJECTS
3219 I-5/ LA COSTA AVE INTERCHANGE CFD#1 9,700,000 1,510,523 439,477
3268 I-5/ PALOMAR AIRPORT RD INTERCHANGE CFD#1 2,814,000 2,314,142 499,858
3289 I-5/ POINSETTIA INTERCHANGE CFD#1 7,100,000 697,533 1,569,467
3269 I- 5 /POINSETTIA INTERCHANGE AVIARA 913,000 913,000 0
3269 I- 5 /POINSETTIA INTERCHANGE - REPAY AVIARA LOG CFD#1 913,000
3269 I- 5 /POINSETTIA INTERCHANGE - BIKE LANE TDA 180,400 180,400
SUBTOTAL INTERSTATE 5 OVERPASS PROJECTS 21.620.400 5.435.196 2.689,202
2,000,000 5,750,000
1,833,000 3,000,000
913,000
I
1,833,000 3.913JDOO 2,000^)00 5,750,000 000
I 1 II " I J I J t J I J 4 J 1 J i I 4 J I J ILJI J t,J"'t,J tJ
i^ft r~i ri ri rt r i r"i ri ri
O 1 /
r~i n ri
\ >
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
o>CD
FUTURE LOANS TO OTHER FUNDS
LOAN REPAYMENTS
PFF TO GCC - FIRE STATION #5
PIL-SW TO GCC - ALTA MIRA LAND PURCHASE
PLD7 TO GCC - JAMES DRIVE STORM DRAIN
TIF TO GCC - LA COSTA ENVIRON MITIGATION
CANNON RD - REPAY TRANSNET LOCAL
' MFC TO WATER REPL - REPAY LOAN
' PFF TO GCC - NW dUAD COMMUNITY CENTER
' SEWER CONNECT TO REPL - VISTA CSBD TRUNK LINE
PFF
PIL-SW
PLD
TIP
TIF
MFC
PFF
SEW CONN
950,000
2,550,000
300,000
750,000
2,010,000
6,300,000
1,500,000
3,000,000
500,000
1,550,000
500,000
1,000,000
ri
PROJ APPROP EXP/ENC APPROP
NO. PROJECT TITLE FUND TOTAL PRIOR CONT
YEAR1
1994-95
YEAR 2
1995-96
YEARS
1996-97
YEAR 4
1997-98
YEAR 5
1998-99
YEAR 6 -10
1999-2004
BUILDOUT
2004 +
COMMUNITY CENTER - NW - LOAN TO PFF GCC 1 ,500,000
CANNON ROAD @ 1 -5 - LOAN TO TIF TRNSNT/LOCL 2,010,000
VARIOUS WATER PROJECTS - LOAN TO MFC REPLCMT 6,300,000
VISTA CSBD TRUNK LINE - LOAN TO SEW CONN SEW REPL 3,000,000
SUBTOTAL FUTURE LOANS TO OTHER FUNDS 12,810,000 0 0
1 ,500,000
I
1,000,000 I 1,000,000
2,010,000
1 ,600,000 1 ,200,000
1,500,000
3,000,000
1,500,000 1,000,000 1,000,000 3,610,000 1,200,000 4,500,000 0
950,000
1,000,000
300,000
750,000
1,010,000
5,300,000
1,500,000
3,000,000
SUBTOTAL LOAN REPAYMENTS
LOAN REPAYMENTS ADDED 1994-95 CIP.
GRAND TOTAL ALL FUNDED PROJECTS
17,360.000 500.000 3,050.000 13.810.000
594,753,359 61.777,591 32.314.564 51,097,237 Z7.921.297 22.254.422 31.931.782 11,129.897 133.141.957 223.184.612
CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM
CURRENT AND FUTURE (1994-95 TO BUILDOUT) PROJECTS
UNFUNDED PROJECTS
ALGA NORTE 50M SWIMMING POOL
ALGA ROAD MEDIANS
CARLSBAD BL BRIDGE (NB) @ BATIQUITOS LAGOON
CARLSBAD BLVD SHORE PROTECTION
HOLIDAY PARK IRRIGATION RENOVATION
LAND PURCHASE - RECLAIMED WATER SITE
OPPORTUNISTIC SAND PROGRAM
SIDEWALK - VILLAS TO DOVE
TRAP SIG - ALGA/CAZADERO
TRAP SIG - CARLSBAD BLVD/CHESTNUT
TRAP SIG - CARLSBAD BLVD/OAK
TRAP SIG - CARLSBAD VILLAGE DR/AVENITA DE ANITA
TRAP SIG - CHESTNUT/PIO PICO
TRAP SIG - LA COSTA AVE/CADENCIA
TRAP SIG - LA COSTA AVE/PIRAEUS
TRAP SIG - LA COSTA AVE/SAXONY
TRAP SIG - LA COSTA AVE/VIEJA CASTILLA
TRAP SIG - CARLSBAD VILLAGE DR/VALLEY
AMOUNT
3,000,000
485,000
2,000,000
2,900,000 (Funded through grant when funds become available.)
95,000
2,000,000
35,000
60,000
125,000
110,000
110,000
100,000
125,000
125,000
110,000
110,000
125,000
125,000
TOTAL ALL UNFUNDED PROJECTS $11,740.000
w
f
r
f*
ta
p
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
M
I YEAR 1 1994-95 I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/94*
517,737
89,601
1,519,271
3,445,754
1,672,130
1 ,688,746
487,989
198,720
718,097
0
565,297
(572,633)
(269,340)
501
167,000
(117,401)
(168,849)
826,676
0
208,583
5,981 ,228
1 ,258,880
2,735
(198,948)
0
2,957,297
10,334,762
3,921,551
(1,713,031)
(477,334)
5,215,090
540,700
237,132
0
0
39,037.941
REVENUE
0
5,005
1,200,000
414,388
52,000
9,630
0
66,413
17,903
0
104,417
700,000
300,000
0
0
178,000
193,416
182,326
207,000
0
3,107,000
885,000
0
2,200,000
900,000
26,031
179,934
1,100,000
1 ,885,000
5,118,773
2,050,000
0
0
30,000,000
337,000
51,419,235
EXPENDITURES
500,450
0
0
660,000
0
0
0
0
0
0
344,000
120,000
0
0
0
60,000
0
0
207,000
0
1,833,000
1,500,380
0
2,000,000
900,000
0
1 ,477,410
557,000
0
4,595,297
6,005,700
0
0
30,000,000
337,000
51 .097.237
ENDING
17,287
94,606
2,719,271
3,200,142
1,724,130
1 ,698,376
487,989
265,133
736,000
0
325,714
7,367
30,660
501
167,000
599
24,567
1 ,009,002
0
208',583
7,255,228
643,500
2,735
1,052
0
2,983,328
9,037,286
4,464,551
171,969
46,142
1 ,259,390
540,700
237,132
0
0
39.359.939
' BALANCE INCORPORATES $32.3 MILLION FOR 1993-94 CONTINUING APPROPRIATIONS.
171
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
I YEAR 2 1995-96 I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/95
17,287
94,606
2,719,271
3,200,142
1,724,130
1,698,376
487,989
265,133
736,000
0
325,714
7,367
30,660
501
167,000
599
24,567
1 ,009,002
0
208,583
7,255,228
643,500
2,735
1,052
0
2,983,328
9,037,286
4,464,551
171,969
46,142
1 ,259,390
540,700
237,132
0
0
39.359.939
REVENUE
180,000
1,925
14,600,000
591,032
56,000
35,310
0
66,413
32,860
250,000
142,225
100,000
0
0
0
0
0
191,442
0
0
3,110,000
1,180,000
0
0
700,000
59,664
250,256
1,100,000
0
1,590,187
2,050,000
0
0
0
0
26.287.314
EXPENDITURES
192,500
0
14,000,000
705,000
0
0
0
0
0
0
319,000
100,000
0
0
0
0
0
0
0
0
3,913,000
1 ,642,000
0
0
700,000
1 ,000,000
1 ,237,700
587,000
0
1 ,581 ,081
1,944,016
0
0
0
0
27.921.297
ENDING
4,787
96,531
3,319,271
3,086,174
1,780,130
1 ,733,686
487,989
331,545
768,859
250,000
148,939
7,367
30,660
501
167,000
599
24,567
1,200,444
.. 0
208,583
6,452,228
181,500
2,735
1,052
0
2,042,993
8,049,842
4,977,551
171,969
55,248
1 ,365,374
540,700
237,132
0
0
37.725.955
172
I
I
a
i
i
i
i
i
rL
r
i-
U
r
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
I YEAR 3 1996-97 I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/96
4,787
96,531
3,319,271
3,086,174
1,780,130
1 ,733,686
487,989
331 ,545
768,859
250,000
148,939
7,367
30,660
501
167,000
599
24,567
1 ,200,444
0
208,583
6,452,228
181,500
2,735
1,052
0
2,042,993
8,049,842
4,977,551
171,969
55,248
1 ,365,374
540,700
237,132
0
0
37.725.955
REVENUE
630,000
1,200
600,000
776,932
100,000
57,780
0
66,413
32,860
2,000,000
203,649
300,000
470,000
0
0
0
0
201,014
0
0
15,210,000
1 ,475,000
0
0
550,000
89,119
410,998
1,100,000
0
1,786,134
2,050,000
0
0
0
550,000
28.661.098
EXPENDITURES
120,000
0
0
385,000
0
0
0
0
0
250,000
44,000
300,000
500,000
0
0
0
0
0
0
0
13,750,000
912,000
0
0
550,000
0
1 ,204,600
524,000
0
1 ,580,850
1,583,972
0
0
0
550,000
22.254.422
ENDING
514,787
97,731
3,919,271
3,478,106
1,880,130
1,791,466
487,989
397,958
801 ,719
2,000,000
308,588
7,367
660
501
167,000
599
24,567
1 ,401 ,458
0
208,583
7,912,228
744,500
2,735
1,052
0
2,132,111
7,256,240
5,553,551
171,969
260,532
1 ,831 ,402
540,700
237,132
0
0
44.132.631
173
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
I YEAR 4 1997-98 I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/97
514,787
97,731
3,919,271
3,478,106
1,880,130
1 ,791 ,466
487,989
397,958
801,719
2,000,000
308,588
7,367
660
501
167,000
599
24,567
1,401,458
0
208,583
7,912,228
744,500
2,735
1,052
0
2,132,111
7,256,240
5,553,551
171,969
260,532
1,831,402
540,700
237,132
0
0
44.132.631
REVENUE
0
1,500
600,000
1,289,996
106,575
86,670
72,188
161,700
46,200
375,000
2,317,254
2,310,000
0
0
0
0
0
211,065
0
0
3,850,000
1,770,000
0
0
350,000
234,100
675,423
1,100,000
0
2,882,034
2,050,000
0
0
0
0
20.489.704
EXPENDITURES
150,000
0
0
2,477,000
0
0
0
281,000
0
2,375,000
2,054,000
2,310,000
0
0
0
0
0
0
0
0
1 1 ,750,000
0
0
0
350,000
0
2,957,800
524,000
0
2,858,985
3,843,997
0
0
0
0
31.931.782
ENDING
364,787
99,231
4,519,271
2,291,102
1 ,986,705
1,878,136
560,177
278,658
847,919
0
571 ,842
7,367
660
501
167,000
599
24,567
1,612,523
0
208,583
12,228
2,514,500
2,735
1,052
0
2,366,211
4,973,863
6,129,551
171,969
283,581
37,405
540,700
237,132
0
0
32.690.553
ttf
•i
I
3
•n
M
174
P
W
f
p.
W
w
r
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
I YEAR 5 1998-99 I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/98
364,787
99,231
4,519,271
2,291,102
1,986,705
1,878,136
560,177
278,658
847,919
0
571,842
7,367
660
501
167,000
599
24,567
1,612,523
0
208,583
12,228
2,514,500
2,735
1,052
0
2,366,211
4,973,863
6,129,551
171,969
283,581
37,405
540,700
237,132
0
0
32.690.553
REVENUE
0
1,500
0
1,584,594
181,683
128,400
72,188
199,238
46,200
0
403,828
700,000
0
0
0
0
0
221,618
0
0
5,395,000
2,183,000
0
0
0
295,309
887,152
1,100,000
0
2,794,656
2,050,000
0
0
0
0
18.244.364
EXPENDITURES
150,000
0
0
1 ,795,000
0
0
0
0
0
0
544,000
700,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,894,400
524,000
0
2,078,477
1 ,444,020
0
0
0
0
11.129.897
ENDING
214,787
100,731
4,519,271
2,080,695
2,168,388
2,006,536
632,364
477,895
894,119
0
431,669
7,367
660
501
167,000
599
24,567
1,834,141
0
208,583
5,407,228
4,697,500
2,735
1,052
0
2,661 ,521
1 ,966,615
6,705,551
171,969
999,760
643,385
540,700
237,132
0
0
39.805.020
175
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994 TO BUILDOUT
I YEAR 6-10 1999-20031
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
BEGINNING
BAL 7/1/99
214,787
100,731
4,519,271
2,080,695
2,168,388
2,006,536
632,364
477,895
894,119
0
431 ,669
7,367
660
501
167,000
599
24,567
1,834,141
0
208,583
5,407,228
4,697,500
2,735
1,052
0
2,661,521
1,966,615
6,705,551
171,969
999,760
643,385
540,700
237,132
0
0
39.805.020
REVENUE
1,550,000
15,000
0
12,302,714
1,178,000
874,725
577,500
1 ,423,538
231 ,000
0
2,721,458
6,300,000
3,100,000
0
0
0
0
696,015
0
0
39,600,000
20,466,000
0
0
0
2,216,496
9,530,222
5,500,000
0
10,847,629
7,500,000
0
0
0
5,400,000
132.030.296
EXPENDITURES
1 ,500,000
0
0
14,425,000
700,000
2,380,000
0
1 ,550,000
0
0
2,840,000
6,300,000
3,100,000
0
0
0
0
2,242,500
0
0
43,400,000
15,032,000
0
0
0
3,500,000
1 1 ,458,200
6,486,000
0
11,114,576
1,713,681
0
0
0
5,400,000
133.141.957
ENDING
264,787
115,731
4,519,271
(41,591)
2,646,388
501 ,261
1 ,209,864
351,433
1,125,119
0
313,127
7,367
660
501
167,000
599
24,567
287,656
0
208,583
1 ,607,228
10,131,500
2,735
1,052
0
1,378,017
38,637
5,719,551
171,969
732,813
6,429,704
540,700
237,132
0
0
38.693.359
1
1
•
•
«"
OL
176
c
f"r
w
w
r
w
L
r
rL
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
r*L
12004 +
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
I
BEGINNING
BAL 7/1/2004
264,787
115,731
4,519,271
(41,591)
2,646,388
501 ,261
1,209,864
351,433
1,125,119
0
313,127
7,367
660
501
167,000
599
24,567
287,656
0
208,583
1,607,228
10,131,500
2,735
1,052
0
1,378,017
38,637
5,719,551
171,969
732,813
6,429,704
540,700
237,132
0
0
38,693.359
REVENUE
4,500,000
0
0
39,314,080
7,825,194
5,309,340
5,017,031
9,068,194
1,782,916
1 ,687,500
17,449,141
4,000,000
0
0
0
0
0
0
0
0
16,562,000
8,033,750
0
0
0
15,847,064
43,951,505
10,000,000
0
22,975,744
11,800,000
0
0
0
0
225.123.458
EXPENDITURES
0
0
0
39,071,265
10,450,000
5,790,000
6,225,000
9,400,000
2,900,000
1,687,500
17,253,000
4,000,000
0
0
0
0
0
0
0
0
17,500,000
17,339,000
0
0
0
16,225,000
43,576,196
9,860,000
0
19,745,007
2,162,644
0
0
0
0
223.184.612
ENDING
4,764,787
1 15,731
4,519,271
201,224
21,581
20,601
1,895
19,626
8,035
0
509,268
7,367
660
501
167,000
599
24,567
287,656
0
208^583
669,228
826,250
2,735
1,052
0
1 ,000,081
413,946
5,859,551
171,969
3,963,550
16,067,060
540,700
237,132
0
0
40.632.206
177
I
I
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1994TOBUILDOUT
I GRAND TOTALS ALL YEARS I
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5 PARK FEE
PILAREA1 NW
PILAREA2NE
PILAREA3SW
PILAREA4SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ENCINA/NO CO TRANSIT
ASSESSMENT DISTRICTS
CFD#1
CFD#2
CDBG
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEV-LOW & MODERATE
TAX INCREMENT BOND
BATIQUITOS LAGOON
OTHER
TOTAL
BEGINNING
BALANCE
517,737
89,601
1,519,271
3,445,754
1,672,130
1 ,688,746
487,989
198,720
718,097
0
565,297
(572,633)
(269,340)
501
167,000
(117,401)
(168,849)
826,676
0
208,583
5,981,228
1 ,258,880
2,735
(198,948)
0
2,957,297
10,334,762
3,921,551
(1,713,031)
(477,334)
5,215,090
540,700
237,132
0
0
39.037.941
TOTAL
REVENUE
6,860,000
26,130
17,000,000
56,273,735
9,499,451
6,501,855
5,738,906
11,051,906
2,189,938
4,312,500
23,341,971
14,410,000
3,870,000
0
0
178,000
193,416
1,703,480
207,000
0
86,834,000
35,992,750
0
2,200,000
2,500,000
18,767,784
55,885,490
21 ,000,000
1 ,885,000
47,995,157
29,550,000
0
0
30,000,000
6,287,000
502.255.469
TOTAL
EXPENDITURES
2,612,950
0
14,000,000
59,518,265
11,150,000
8,170,000
6,225,000
11,231,000
2,900,000
4,312,500
23,398,000
13,830,000
3,600,000
0
0
60,000
0
2,242,500
207,000
0
92,146,000
36,425,380
0
2,000,000
2,500,000
20,725,000
65,806,306
19,062,000
0
43,554,273
18,698,030
0
0
30,000,000
6,287,000
500.661.204
ENDING
4,764,787
115,731
4,519,271
201,224
21,581
20,601
1,895
19,626
8,035
0
509,268
7,367
660
501
167,000
599
24,567
287,656
. o .
208,583
669,228
826,250
2,735
1,052
0
1 ,000,081
413,946
5,859,551
171,969
3,963,550
16,067,060
540,700
237,132
0
0
40.632.206
1
1
.0
^^J"*
1
OI
178
I
I
APPENDICES
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1994-95
ACCT NO DEPARTMENT ITEM DESCRIPTION QTY COST
**
r
t GENERAL I
001-2220 FIRE SUPPRESSION
TOTAL FIRE SUPPRESSION
001-2240 EMERGENCY MEDICAL
TOTAL EMERGENCY MEDICAL
001-4210 CULTURAL ARTS
TOTAL CULTURAL ARTS
001-5110 STREET MAINTENANCE
TOTAL STREET MAINTENANCE
001-5320 FACILITIES MAINTENANCE
TOTAL FACILITIES MAINTENANCE
| TOTAL GENERAL FUND
| SPECIAL FUNDS |
131-3310 SECTION 8 HOUSING
TOTAL SECTION 8 HOUSING
181-8119 SENIOR GRANT
TOTAL SENIOR GRANT
391-3510 CDBG
TOTAL CDBG
501 -6310 WATER DISTRICT
TOTAL WATER DISTRICT
502-6310 Reclaimed Water
TOTAL RECLAIMED WATER
High Pressure Rescue Air Bag
Confined Space Rescue Equipment
AMKUS Rescue Equipment
Diesel Exhaust System for Stations #1 , #3 and #4
Lifepak 10 Monitor/Defibrillator (Replacement)
Triple Speed CD ROM
Fork Lift
Two-Way Radio
Portable Welder
Floor Slip Tester
Amprobe
19" Buffer
1 9" Vacuum
Lateral File Cabinet
486SX Computer with Color Monitor (Replacement)
10" Color Monitor with Build-in VCR
Computer Modem
Laser Printer Series IV
486 SX - 25 Computer with 14" Color Monitor (Replacement)
Color 486/33 Laptop Computer for SCADA System
486.33 Personal Computer (Replacement)
Hach Er/700 Colorimeter
Telemetry Parts for Maerkle & Ellery Reservoirs
Pipe Locator
Trash Pump
Mocrofilm Reader & Printer (Shared w/ Reclaimed & San'rt'n)
Mocrofilm Reader & Printer (Shared with Water & Sanrt'n)
1
1
1
3
1
1
1
2
1
1
1
1
1
2
1
1
2
1
1
1
1
1
1
1
1
1
1.100
10,000
6,400
75.000
92.500
10,000
10,000
750
750
10,000
1.200
11,200
800
700
700
900
900
4,000
$11 8,450 1
1,400
1,700
600
1.510
5,210
1,420
1,420
1,700
1,700
5,500
2,500
1,000
7,500
3,500
4,500
3,000
27,500
3.000
3,000
p
ta.
179
I
CITY OF CARLSBAD
CAPITAL OUTLAY ITEMS 1994-95
ACCT NO DEPARTMENT
511-6110 SANITATION
TOTAL SANITATION
620-5210 FLEET MAINTENANCE
TOTAL FLEET MAINTENANCE
620-5220 VEHICLE REPLACEMENT
TOTAL U/M - VEHICLE REPLACEMENT
640-1720 DATA PROCESSING
TOTAL DATA PROCESSING
810-3410 REDEVELOPMENT AGENCY
TOTAL REDEVELOPMENT AGENCY
TOTAL SPECIAL FUNDS
ITEM DESCRIPTION
Row Meter - Home Plant
Spare Pump for Lift Stations
Airless Spray Gun
Electric Sewer Router
486/33 Personal Computer (Replacement)
Ventilator for Confined Spaces
Mocrofilm Reader & Printer (Shared w/ Reclaimed & Water)
Gasboy 1 000 System (Replacement)
Police Patrol Vehicle
Police Motorcycle
Pick - up - Compact
Pick-up - 1/2 Ton
Pick-up - 3/4 Ton
Truck - Special Paint (Carry Fwd $17,000 from 1993-94)
Backhoe
Mower, Riding Large
Mobile Intensive Care Unit
Fire Truck (Rescue)
Fire Truck
Hard Drive & Controller for Las Palmas Rle Server
4mb Memory Upgrades for 386 Computers
Rle Server Replacement - CMWD
3COM Netbuilder Bridge for City Hall
Lateral Rle
QTY
1
1
1
1
1
1
1
1
8
1
2
1
1
1
2
1
1
1
1
1
1
1
2
COST
10,000
1,500
2,000
2,500
2,500
1.000
3.000
22,500
12,000
12.000
144.000
9.000
20,000
15,000
16,000
125,000
120,000
20,000
95,000
100,000
250.000
914,000
4,500
1.500
7,500
16,000
29,500
1.400
1,400
$1,018.230
TOTAL ALL FUNDS $1.136.680
I
I
I
I
I
I
0
I
I
I
I
I
I
I
180 I
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95f
•J ACCTNO DEPARTMENT TRAVEL DESCRIPTION
GENERAL FUND
{ 001-1010 CITY COUNCIL
r
k*
DESTINATION COST
.eague of California Cities Annual Conference (3)
Mayors and Council Legislative Conference (4)
League of California Quarterly Dinners (15)
.eague of California Cities Policy Committee Meetings
National League of Cities Conference (2)
_ Meetings with Legislators in State & Federal Capitals
i*
r*
I 001-1020 CITY MANAGER
Miscellaneous Travel and Meeting Expenses
.eague of CA Cities Annual Conference
CSMFO Annual Conference
p<* CSMFO Monthly Meetings
^
.eague of CA Cities City Mgr's Meetings (2)
League of CA Cities Financial Mgmt Seminar
f*CMA Annual Conference (2)
^0 Legislative Trips to State Capital (6 trips)
Long Beach
Sacramento
San Diego
(5) Various
Wash DC
Wash DC/Sacto
Various
SUBTOTAL CITY COUNCIL
Long Beach
San Luis Obispo
Various
San Francisco
Monterey
Chicago, IL
Sacramento
Accompany Council Members - Meetings w/ Legislators Washington, DC
^ Miscellaneous Travel and Meeting Expenses
LM
^ -^ 001-1030 CITY CLERK Miscellaneous Travel and Meeting Expenses
P 001-1210 CITY ATTORNEY League of CA Cities Annual Conference
•* League of CA Cities City Attorneys' Meeting
League of CA Cities Seminar
San Diego County City Attorney's Association (3)
™* N. San Diego Legal Secretaries Assoc Meetings
Miscellaneous Travel and Meeting Expenses
001-1310 FINANCE League and CSMFO Conference Attendance
™i CA Municipal Business Tax Conference
CA Municipal Business Tax Meetings
p. Local Chapter CSMFO and CWIG Meetings
t Miscellaneous Travel and Meeting Expenses
Various
SUBTOTAL CITY MANAGER
Various
SUBTOTAL CITY CLERK
Long Beach
N. California
Unknown
Palm Springs
N. County
Various
SUBTOTAL CITY ATTORNEY
Various
Ventura
S California
San Diego
Various
SUBTOTAL FINANCE
l^ 001 - 1 320 CITY TREASURER Training Seminars by CA Municipal Treasurers Association Unknown
Annual Conference - Municipal Treas Assc of US & Canada Dearborn, Ml
P*LAIF Briefing
, Miscellaneous Travel and Meeting Expenses
jpr **>
W
Sacramento
Various
SUBTOTAL CITY TREASURER
1.500
1,300
750
2,500
1.500
£750
1.000
11,300
1,830
500
100
1.600
500
1.400
1,370
1,000
1,000
9,300
300
300
1,000
800
200
1.670
150
480
4,300
400
400
120
700
1,880
3,500
500
1,400
200
500
2,600
181
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
I
I
001-1410 PURCHASING
001-1510 HUMAN RESOURCES
001 - 1 71 0 INFORMATION SYSTEMS
001-2110 POLICE ADMINISTRATION
001-2120 POLICE OPERATIONS
001 - 21 30 POLICE INVESTIGATIONS
001-2131 POLICE VICE/NARCOTICS
nm 91 en POI IPF TRAFPI^
001-2210 FIRE ADMINISTRATION
Monthly Calif Association of Public Pruchasing Officers
Miscellaneous Travel and Meeting Expenses
CALPELRA Annual Conference (2)
PRIMA Annual Conference (2)
Int'l Facilitators Conference Investment in Excellence
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
California Police Chiefs Association Conference
SC County Police Chiefs'/Sheriff's Association
CPOA Training Conference
Gun Control Committee Meetings
League of CA Cities Annual Conference
Miscellaneous Travel and Meeting Expenses
Mileage for Personal Cars for Transport to Court
FBI National Academy
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
California Rre Chiefs Association Conference
California Rre Chiefs Quarterly Meetings
League of CA Cities - Admin & Tech Advisory Comm
San Diego County Rre Chiefs Monthly Meetings
Various
Various
SUBTOTAL PURCHASING
Unknown
Unknown
Seattle, WA
Various
SUBTOTAL HUMAN RESOURCES
Various
SUBTOTAL INFORMATION SYSTEMS
SD County
Long Beach
Various
SUBTOTAL POLICE ADMIN
San Diego Co.
QuantJco, VA
SUBTOTAL OPERATIONS
Various
SUBTOTAL INVESTIGATIONS
Various
TOTAL POLICE VICE/NARCOTICS
Various
SUBTOTAL POLICE TRAFFIC
N. California
S. California
N. & S. California
S.D. County
SUBTOTAL FIRE ADMINISTRATION
500M
1,000
750
1,000—
2,00ol
4,500
200
420
900
255*
3,90o|
4,200
4,000
3,000™
3,000
100
,00
600*
400—
80ol
200
2,000H
1
182 I
y
r*
rw
PL
ACCT NO DEPARTMENT
001-2220 FIRE SUPPRESSION
001-2230 FIRE PREVENTION
001-2240 FIRE EMERGENCY MEDICAL
001 -2260 DISASTER PREPAREDNESS
001-3010 COMMUNITY DEVEL ADMIN
001 -3020 GEOGRAPHIC INFO. SYSTEM
001 -3030 ECONOMIC DEVELOPMENT
001-3110 ENGINEERING
001 -3220 PLANNING COMMISSION
001-3230 PLANNING
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
TRAVEL DESCRIPTION
California State Fire Academy Courses (12 Attendees)
California Fire Training Officers Workshop (4 Attendees)
Southern Area Fire Equip Research Meetings (2)
CAMEO (Hazmat Incident Software) Training
National Fire Academy
Regional Fire Prevention Officer Meetings
Regional 1 Day Seminars
Paramedic Continuing Education Seminars
Disaster Preparedness Coordination Meetings
California Office of Emergency Services Seminars
FEMA Emergency Mgmt Act Training (funded by FEMA)
Community Education Training
CALBO Conference
Leauge of CA Cities Annual Conference
League of CA Cities HCED Meetings (6/year)
Miscellaneous Travel and Meeting Expenses
ERSI Training Conference
ERSI/GIS Conference
International Travel - London, UK/Billund, Denmark
Out of State
In State
League of CA Cities - Public Works Conference
Miscellaneous Travel and Meeting Expenses
Planning Commission Institute
American Planning Association State Conference
Miscellaneous Travel and Meeting Expenses
DESTINATION
Pacific Grove
San Jose
Las Vegas, NV
& Phoenix, AZ
California
Emmitsburg, MD
SUBTOTAL FIRE SUPPRESSION
S. California
SUBTOTAL FIRE PREVENTION
S. California
S. California
SUBTOTAL EMERGENCY MEDICAL
San Diego
S. California
Emmrttsburg, MD
Asilomar, CA
SUBTOTAL DISASTER PREPAREDNEE
Unknown
Long Beach
Oakland
Various
SUBTOTAL COMM DEVEL ADMIN
Redlands
kPalm Springs
SUBTOTAL GEOGRAPHIC INFO. SYST
Various
Various
Various
SUBTOTAL ECONOMIC DEVEL
N. California
Various
SUBTOTAL ENGINEERING
Central California
SUBTOTAL PLANNING COMMISSION
S. California
Various
SUBTOTAL PLANNING
COST
1.830
1.770
790
365
50
4,805
400
400
800
700
1,500
80
270
200
300
850
1,000
800
1,000
1,400
4,200
2,190
690
2.880
7,000
4,500
2,500
14,000
1,000
1,000
2.000
500
500
700
5,300
6,000
183
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
ACCT NO DEPARTMENT TRAVEL DESCRIPTION DESTINATION COST
I
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001 -3240
001-3610
001 -341 1
001-4010
001-4021
001 -4022
001 -4023
001 -4030
001 -4040
001 -4041
001 -4052
*YH 4Dfin
001-4210
001-4220
GROWTH MANAGEMENT
BUILDING INSPECTION
HISTORIC PRESERVATION
LIBRARY ADMINISTRATION
LIBRARY CIRCULATION
LIBRARY REFERENCE
LIBRARY GENEALOGY
LIBRARY CHILDREN'S
TECHNICAL SERVICES
COLLECTION DEVELOPMENT
MEDIA SERVICES
ADULT LEARNING
CULTURAL ARTS
SISTER CITY
Travel Associated with Growth Management Seminars
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
California Library Association Annual Conference
League of CA Cities Annual conference
League of CA Cities Library Executive Comm Meetings
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Serra Library System Seminars and Meetings
Miscellaneous Travel and Meeting Expenses
Local Travel for Programs/Mtgs/School Visits
INLEX Users Group (1)
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Miscellaneous Seminars/Literacy Network Meetings
CA Assembly of Local Arts Agencies Conference
League of CA Cities Executive Committee Meetings
Southern California Sister Cities Regional Conference
Various
SUBTOTAL GROWTH MGMT
Various
SUBTOTAL BUILDING INSPCTN
Various
SUBTOTAL HISTORIC PRSRVT'N
Anaheim
Long Beach
Various
Various
SUBTOTAL LIBRARY ADMIN
Various
SUBTOTAL CIRCULATION
Various
SUBTOTAL REFERENCE
Various
SUBTOTAL GENEALOGY
Carlsbad
SUBTOTAL CHILDREN'S
Monterey
SUBTOTAL TECH SERVICES
Various
SUBTOTAL COLLECTION DEV.
Various
SUBTOTAL MEDIA SERVICES
Various
SUBTOTAL ADULT LEARNING
San Jose
San Francisco/Los Angeles
SUBTOTAL CULTRUAL ARTS
So. California
6of^
eocjta
1.000
i,ooo»
500^
soj
"31sof
300
200-
i.5orJ|
10te
10!
iocm
10]
10Cfl10!
BOM
aoJ
ioofl
10*
20uB
200*
10(1
M
«|
700
1.000—
M
SUBTOTAL SISTER CITY
184 I
L
c
«"«*«S
L
rb
r
w
r
^
ru.
fw,
r>
L
^**^,
c
M
e
Iw
rL
!•"
f*
w
|M
tb*
r»
wr"
rw
*
p»
1*
ACCT NO DEPARTMENT
001-4110 COMMUNITY SERVICES ADM
001 -41 21 PARK OPERATIONS
001-4131 RECREATION OPERATIONS
001-4133 AQUATICS
001-4142 SENIOR PROGRAM
001-5320 FACILITIES MAINTENANCE
001-5410 TRAFFIC SIGNALS
TOTAL GENERAL FUND
SPECIAL FUNDS
131-3330/ HOUSING CERTIFICATES
3310 HOUSING VOUCHERS
1fi1 4199 ^TRPPT TRFF MAIMTFNANIPF
161-4123 MEDIAN MAINTENANCE
161-6210 STREET LIGHTING
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
TRAVEL DESCRIPTION
CA Park and Recreation Society Annual Conference
Miscellaneous Travel and Meeting Expenses
CA Parks & Recreation Society Conference (1)
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
Americal Society on Aging Conference
Miscellaneous Travel and Meeting Expenses
IFMA Meetings
APWA Meetings
IRWA Meetings
IES Meetings
Institute of Traffic Safety Seminars
IMSA Traffic Signal Training & Certification
DESTINATION
San Jose
Various
SUBTOTAL COMMTY SVCS ADM
San Jose
SUBTOTAL PARK OPERATIONS
Various
SUBTOTAL RECREATON OPRT'NS
Various
SUBTOTAL AQUATICS
Atlanta, GA
Various
SUBTOTAL SENIOR PROGRAM
San Diego
San Diego
San Diego
San Diego
SUBTOTAL FACILITIES MGMT
Various
Various
SUBTOTAL TRAFFIC SIGNALS
COST
850
3,350
4,200
500
500
1,300
1,300
250
250
980
120
1,100
200
100
100
100
500
250
250
500
$106.385
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
Miscellaneous Travel and Meeting Expenses
Misc IES and ITS Seminars and Meetings
185
Local
Los Angeles
Los Angeles
Local
Local
SUBTOTAL HOUSING CERTIFICATES
Various
SUBTOTAL TREE MAINTENANCE
Various
SUBTOTAL MEDIAN MAINT
Various
SUBTOTAL STREET LIGHTING
150
400
250
350
250
1.400
200
200
200
200
1,000
1,000
ACCT NO DEPARTMENT
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
TRAVEL DESCRIPTION DESTINATION COST
I
I
180-8101 BRANCH (CLSA)
181-8120 SENIOR GRANT
391-3510 BLOCK GRANT
501-6310 WATER DISTRICT
502-6310 RECLAIMED WATER
511-6110 SANITATION
520-6410 SOLID WASTE
612-1910 RISK MANAGEMENT
640-1720 DATA PROCESSING
Miscellaneous Travel and Meeting Expenses
California Association of Nutrution Directors (1)
Home Delivered Meals Mileage Reimbursement
Regional Qtrly CDBG Administrators Meetings
Finance Officers Assoc Training
Affordable Housing Porgram Develpmt Meeintgs
Comprehensive Hsng Affordability Strategy Training
Grantee Performance Report Training
Miscellaneous Travel and Meeting Expenses
Ass'n of Water Agencies CA/NEV — Spring Conference
ACWA Fall '94 Conference (3)
ACWA Spring '95 Conference (3)
Water Education Foundation Tour (4)
San Diego Water Group Meetings
Miscellaneous Travel and Meeting Expenses
Water Reuse Meetings
SD Water Reclamation Quarterly Meeting
Water Reuse Conference
Miscellaneous Travel and Meeting Expenses
California Water Pollution Control Association (3)
Miscellaneous Travel and Meeting Expenses
Miscellaneous Travel and Meeting Expenses
PARSAC Board of Directors Meetings
PARMA Conference
ERSI Arc Info Users Conference
Permit Users Conference (3 days)
Interop Conference (3 days)
Out of Town Travel for Training
Miscellaneous Travel and Meeting Expenses
Various
SUBTOTAL BRANCH (CLSA)
Sacramento, CA
San Diego
SUBTOTAL SR GRANT
Local
San Diego
Los Angeles
Los Angeles
Los Angeles
Local
SUBTOTAL BLOCK GRANT
(3) Fresno
Monterey
S. Lake Tahoe
N California
San Diego
Various
SUBTOTAL GENERAL SERVICES
Various
San Diego
Unknown
Various
SUBTOTAL WATER RECLAMATION
Palm Springs
Various
SUBTOTAL SANITATION
Various
SUBTOTAL SOLID WASTE MGMT
Various
Monterey
SUBTOTAL RISK MANAGEMENT
Palm Springs
Visalia
Las Vegas, NV
Los Angeles
Various
20ftf^^s
200 ta
1,20oB
1,650™
100
200 —
300 8
300
100 —
1.1008
1,200m
1,4008
1,400
2,500 •
2,000
13
200
400 •
500 •
400
1,50oS
1,200
1,00o8
2,200™
l.UUU
1,000
2,500 _
400
600 —
900 8
2j9WrflB
SUBTOTAL DATA PROCESSING 4,700
186 I
c
CITY OF CARLSBAD
TRAVEL REQUESTS 1994-95
i.
pi
r
k.
r
ACCT NO DEPARTMENT
810-3410 REDEVELOPMENT
813-3420 LOW/MODERATE HOUSING
TOTAL SPECIAL FUNDS
TRAVEL DESCRIPTION
Building Industry of San Diego Annual Conference (4)
CA Redevelopment Association Annual Conference
Pacific SW Regional Council Profess Devepm't Conf
Affordable Housing Advisory Council Qtrly Meetings
Personal Car Mileage to City Facilities
California Costal Commission Hearings
Tax Credit Conference - Nat'l Counc of St Hsng Age's
California Housing & Community Develmnt Dept Mtgs
DESTINATION
San Diego
Los Angeles
San Diego
San Francisco
Local
SUBTOTAL REDEVELOPMENT
San Francisco
San Diego
Sacramento
SUBTOTAL LO/MODERATE
COST
200
300
300
700
200
1,700
400
600
500
1,500
$30.350
GRAND TOTAL TRAVEL $136.735
187
CONTINUING APPROPRIATIONS
1993-94 TO 1994-95
DEPARTMENT/PURPOSE
City Manager
City Picnic Supplies
State of City Video
City Attorney
Legal Software/CD Rom
Finance
Software - Ambulance & False
Alarm Billing
Human Resources
Materials for Fitness Program
City Fitness Program
City Fitness Program
City Fitness Program
Legal Services
Police
Purchase Police Dog
Timekeeping Software
Engineering
NPDES Storm Drain Testing
Planning
Consultants - Implement General Plan
Habitat Management Plan - Phase IV
Park Maintenance
Hosp Grove Fire Prevention
Accessories for New Vehicles
Recreation
Desks, Chairs, Files
Special Events Supplies
Printing Press
Facilities Management
Major Building Maintenance
Computer Work Order System
Capital Equipment
Budgetary Savings
ACCOUNT #
001-1020-2660
001-1020-2479
001-1210-3900
001-1310-2673
001-1510-2479
001-1510-2982
001-1510-2984
001-1510-2985
001-1510-2974
001-2120-3900
001-2130-2673
001-3110-2479
001-3230-2477
001-3230-2479
001-4121-2490
001-4121-3900
001-4131-2550
001-4131-2660
001-4132-3900
001-5320-2462
001-5320-2673
001-5320-3900
Various
SUBTOTAL -
GENERAL FUND
AMOUNT
$ 2,850
6,900
4,250
10,000
7,500
22,200
4,200
14,700
56,000
10,770
5,000
1
1
1
1
I
1
1
1
-
•
_mt
35,000
188
30,000
100,000
5,000
10,000
1,800
1,500
22,000
119,500
5,680
8,000
15.950
498,800
1
1
1
1
1
1
1
1
c
c DEPARTMENT/PURPOSE ACCOUNT #AMOUNT
h*
C
r
r
r
y
r
Police Asset Forfeiture
Capital equipment and special
supplies
Gas Tax
Chip Seal, Slurry Seal & Overlay
Cement Replacement
Library
Partnership for Change Grant
Library Literacy Grant
Library LSCA - ADA Compliance
Sanitation
Relocation Construction Supplies
Relocation Office Furniture
Relocation Capital Equipment
Fleet Maintenance
Replacement Paint Truck
Replacement M.I.C.U.
Data Processing
Word Perfect Upgrade and
Network Management Software
Computer Aided Dispatch Upgrade
Redevelopment Agency
Master Plan and Facade
Improvement Program
Water District
Water Conservation Rebates
(Toilets)
Printing
121-XXXX-XXXX
(available balance)
152-5110-2412
152-5110-2411
190-8212-XXXX
(available balance)
180-8141-XXXX
(available balance)
190-8213-XXXX
(available balance)
511-6110-2610
511-6110-2551
511-6110-3900
620-5220-3900
620-5220-3900
640-1720-2673
640-1720-3900
SUBTOTAL -
OTHER FUNDS
GRAND TOTAL
ALL FUNDS
815-3430-2479
501-6310-2691
501-6310-2540
200,000
865,000
180,000
30,000
4,000
25,000
7,500
9,800
28,000
17,000
80,000
6,500
40.000
1,492,800
L99L600
17,000
1.000
18.000
189
BUDGET PROCESS
The development of the Operating and Capital Budgets began in February, 1994 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, 1994. 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 14,1994 in order to overview and discuss the
proposed Operating Budget, the Capital Improvement Program and the revised fee
schedule. This meeting was followed by one public meeting held on June 16, 1994,
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 21, wherein the Council formally
heard public comments, discussed pertinent issues and adopted the budget and fee
schedule. •
I
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190
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t>
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THE BUDGET PROCESS
RECOMMENDATIONS FROM
REVIEW SESSIONS
INCORPORATED INTO
PRELIMINARY BUDGET
1
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
191
FINANCE & DEPARTMENTS
DISCUSS CONCERNS/ISSUES
ONE PUBLIC MEETING
ACCOUNTING SYSTEM AND BUDGETARY CONTROL
The City's accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each with its
separate function and legal restrictions on the use of resources. In the private
sector, a corporation may have many "subsidiaries" which make up the parent
corporation; in the public sector, a city government may have a variety of "funds"
that provide the basis for separately recording the financial data related to a
specific activity. A fund is an accounting entity with a complete set of self-
balancing accounting records. Each fund has been established because of some
restriction on the use of resources received by that fund. This report includes the
transactions of all entities over which the City Council of the City of Carlsbad has
authority (as defined by the Governmental Accounting Standards Board).
2) The City's accounting system operates on a modified accrual basis for all
governmental type funds. Governmental funds include the General, Special
Revenue, Debt Service and Capital Projects Funds. A modified accrual system is
one where (a) revenues are recognized when they are both measurable and
collectable within the accounting period or soon enough after the end of the
period to pay liabilities of the period; and (b) expenditures, other than principal
and interest on long-term debt, are recorded when liabilities are incurred.
3) The proprietary fund types (the Enterprise Funds and the Internal Service Funds)
use the accrual method of accounting. Revenues are recognized in the period
earned and expenses are recognized in the period incurred.
4) Internal controls exist within the accounting system to ensure safety of assets from •
misappropriation, unauthorized use or disposition, and to maintain the accuracy
of financial record keeping. These internal controls must be established consistent •
with sound management practices based on the cost/benefit of the controls
imposed. The cost of a control should not be excessive in relation to its benefit —
as viewed by City management. The internal controls in existence within the City's I
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.
192
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GLOSSARYIM
APPROPRIATION - A specific amount of money authorized by the City Council for an
|y approved work program or individual project.
M 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
P funds available.
IM
BEGINNING/ENDING FUND BALANCE - Unencumbered resources available in a fund from
p the prior/current year after payment of the prior/current year expenses.
L BOND - A certificate of debt issued by an entity, guaranteeing payment of the
jp, 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
f Operating Budget encompasses one fiscal year, as does the Capital Improvement
J^ Program appropriation.
— CAPITAL IMPROVEMENT PROGRAM - A multi-year financial plan containing proposed
f construction of physical assets such as park, street, sewerage, and recreation
•• facilities. This program has identified all projects which are the responsi-
bility of the City between the present to buildout.
'*»*> CAPITAL OUTLAY - Equipment (fixed assets) with a value $500 or more
and with an estimated useful life of more than one year, such as automobiles,
p 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.|^
J* DEBT SERVICE - The payment of principal and interest on borrowed funds such as
bonds.r1^ DEPARTMENT - An organizational unit comprised of programs or divisions. Examples
include the Police Department, Library Department, and Personnel Department.
I ENCUMBRANCE - A legal obligation to pay funds, an expenditure of which has not
** yet occurred.
r ENTERPRISE FUND - A fund type established to account for the total costs of
L selected governmental facilities and services which are operated similar to
private enterprises. These programs are entirely self-supported, and include the
p Water and Sanitation Departments.
L EXPENDITURE - The actual spending of funds set aside by appropriation for
pp, identified goods and services.
^V-N FEE - A general term used for any charge levied by government for providing a
* service or permitting an activity.p -*'
ft.
P 193
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.
194