HomeMy WebLinkAbout1994-06-21; City Council; 12744; 1994-95 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS AND ADOPTION OF REVISED FEESI# OF CARLSBAD - AGE BILL .,,," r;/c -I).'%/ ~ .,
..
DEPl
1994-95 OPERATING AND CAPITAL IMPROVEMENT CITY
DEPT. - PROGRAM BUDGETS AND ADOPTION OF REVISED FEES CITY I I I
L
RECOMMENDED ACTION:
1. Hold public hearing on the City's 1994-95 Operating Budget and
1994-95 to Buildout Capital Improvement Program, and on the
revision of development related and general City fees.
2. Adopt Resolution No. 94- Ib$adopting the final Operating Budget for
1994-95 and appropriating funds for the 1994-95 Capital
Improvement Program.
3. Adopt Resolution No. qq-lbpd adopting the Gann spending limit for
1994-95.
4. Adopt Resolution No. Liq- /b?establishing fees for City services.
ITEM EXPLANATION:
d w B 5
z 0
This item is established to allow the public an opportunity to comment on
the City's proposed Operating Budget and Capital Improvement Budget, as
well as the proposed fees and charges for services. The Council is
encouraged to ask any questions related to the Budgets and fees that may
still need clarification. Following the public hearing, the Council may adopt the Operating and Capital Improvement Budgets for 1994-95 and the
revised fee schedule.
The proposed 1994-95 budget totals $122.8 million, of which $71.8 million
is the operating budget and $51 million the Capital Improvement budget.
Operating revenues total $71.8 million and Capital revenues total $49.9
miltion for a total of $121.7 million.
Operating Budget
Fiscal constraints have continued to impact the budget as reflected in
declining staffing levels. The 1994-95 operating budget allocates a total of
523.75 positions, which reflects a decrease of three positions from the 1993-
94 allocation. Fourteen and one quarter positions are unfunded.
-I -
tj
1993-94 budget. Projected General Fund revenues for 1994-95 total $37.8 $
The General Fund portion of the budget contains $37.8 million in a recommended expenditures and are down $1.6 million from the current
million resulting in a budget which is balanced with current revenues.
Revenue projections show an increase of .6% or $245,000 over the current
1993-94 projected receipts.
z 3 0 0
e Q
=TWO OF AGENDA BILL NO. /fii 9 qv
The relatively flat revenue forecasts for 1994-95 have resulted in the need to reduc
planned expenditures. With few exceptions, the proposed budget contains similar servil
levels as those of 1993-94. Services reduced in the 1994-95 budget include closing tl
Swim Complex for two weeks in December, eliminating certain recreation programs, ar
a reduced library book budget.
A contingency account totaling $333,000 has also been included which is about 50% le!
than the 1993-94 amount originally adopted. The contingency account provides Count
some flexibility to meet unexpected demands for resources which may arise during tk
coming year. The recommended 1994-95 Budget also includes $75,000 in funds ft
community service programs, and $202,000 for the Carlsbad Convention and Visitor
Bureau.
Additional information in the form of Issue Statements, as well as any comments receivc
from the public at the workshop meeting held on June l&h, will be presented to the Ci
Council after the close of the Public Hearing on June 21th,
In addition to adopting the Operating Budget, the Council is also asked to adopt tb
Gann spending limit as required by Article XlllB of the California Constitution. The Gar
Limit creates a restriction on the amount of revenue which can be appropriated in ar
fiscal year. The revenues which are subject to the Limitation are those considere
"proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 ar
is increased based on population growth and inflation. The City's spending limit for 199,
95 is $1 02,261,801, with appropriations of "proceeds of taxes" of $31,129,029. The res1
of the calculation provides the City with an operating margin of $71.2 million.
Capital Improvement Program
The 1994-95 to Buildout Capital Improvement Program totals $500.7 million and identifk
approximately 160 future projects. Thirty-five projects are scheduled for 19944
appropriation at $51 million with revenue also projected at $51 million. Revenues an
expenses include $30 million in funding from the Port of Los Angeles for the Batiquitc
Lagoon Enhancement Program. Other major projects programmed for 1994-95 includ
improvements to the Poinsettia 1-5 interchange, widening of Rancho Santa Fe an
Olivenhain Roads, and the Maerkle Dam lining project. Total spending on Capit'
Improvement Projects could total $83 million as $32 million in uncompleted projects w
be carried forward into 1994-95.
Fees for City Services
One of the City Council's goals is to annually evaluate fees and charges for services i
conjunction with the budget. Staff has reviewed all fee schedules and is recommendin1
several changes.
1. There are two new fees proposed: 1) The Community Facilities District Annexatio
fee at $480, a development related fee, and 2) a code-3 ambulance charge at $2:
a general fee.
v * Q
PAGE THREE OF AGENDA BILL NO. Id , q &/ y
2. Three general City fees are recommended for increase including: 1) insurance fr for video tape rental from $50 to $.75, 2) fingerprinting fees from $5 to $10, and
the per hour rates charged for Police second response calls which will be $41 p
hour for a Police Officer and $56 per hour for a Sergeant response.
3. In addition, the Recreation department is recommending altering some rental ratc
for use of City facilities as identified in the City of Carlsbad Fee Schedules 1994-8
4. Staff also recommends that the City Council raise fees which are required I
ordinance to be increased annually based on the Engineering News Record (EN
construction cost index. This application applies to both the Traffic Impact Fee (TI
and the Sewer Connection fees. Applying the ENR to the TIF results in an increa
of $1 per average daily trip to the new rate of $84 per average daily trip for tho
outside the Community Facilities District No. 1 (CFD) and $54 for those in the CF
The Sewer Connection fee increases by $39 per Equivalent Dwelling Unit (EDU)
$1,806 per EDU.
FISCAL IMPACT
The fiscal impact of the proposed Budgets is detailed in the attached schedules.
EXHIBITS:
1. Resolution No.4Y0/b$adopting the final Operating Budget and Capital Improvemc
Program for 1994-95. (Technical Appendix available for review in the Finan
Department.)
2. Resolution No. Vi-/& adopting the spending limit for 1994-95.
3. Resolution No.C)q-/b7 establishing fees for City services
Y
-7
*
*)
? I?
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
e 0
RESOLUTION NO. 9 4 - 165
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
FUNDS
PROGRAM FOR THE FISCAL YEAR 1994-95 FOR THE
WHEREAS, the City Council of the City of Carlsbad, California has
reviewed the proposed final Operating Budget and Capital Improvement
Program for fiscal year 1994-95 and has held such public hearings as are
necessary prior to adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the Ci
of Carlsbad, California, as follows:
1. That certain documents now on file in the office of the City
Clerk of the City of Carlsbad entitled, "City of Carlsbad, 1994-95 Operating
Budget and 1994-95 to Buildout Capital Improvement Program" as
amended in accordance with Exhibits A through F attached hereto and
incorporated by reference herein, is hereby adopted as the final Operating
and Capital improvement Budgets for the Clty of Carlsbad for the fiscal year
1994-95.
2. That the amounts reflected as estimated revenues for fiscal
year 1993-94 are hereby adopted as the final budgeted revenues for 1993-
94.
Ill
111
.
7 . d Ilf 0 0
*
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
I
3. That the amount designated as total 1994-95 Budget request
in Exhibit B is hereby appropriated to the department or fund for which it
is designated, and such appropriation shall be neither increased nor
decreased except as provided herein.
4. Total appropriations for each fund may only be increased or
decreased by the City Council by passage of a resolution amending the
budget.
5. That the City Manager may authorize budget adjustments
involving offsetting revenues and expenditures; the City Manager may
authorize increases or decreases in an appropriation for a specific purpose
where the appropriation is offset by unbudgeted revenue which is
designated for said specific purpose.
6. That the following controls are hereby placed on the use and
transfers of budget funds:
a. No expenditure of funds shall be authorized unless
sufficient funds have been appropriated by the Cii Council or City Manager
as described below.
b. The City Manager may authorize all transfers of funds
from account to account within any department.
c. The City Manager may authorize transfers of funds
between departments within the same fund in an amount up to $25,000 per
transfer.
/I/
111
.I
h
4 f
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25.
26
27
28
I
0 0
d. The City Manager may delegate to department heads
the authority to make budget transfers within their own departments.
e. The City Manager may authorize the expenditure of
funds for various purposes in amounts up to $25,000. Any expenditure of
funds in excess of $25,000 will be governed by Section 3.28 of the
Municipal Code.
f. The City Manager may authorize change orders on
public works contracts in amounts not to exceed $25,000 per change order
if sufficient appropriated funds are available.
g. The City Manager may authorize emergency out of
state travel for public safety or emergency services purposes.
h. The City Council must authorize all transfers of funds
from the budgeted Contingency Account.
1. The City Council must authorize any increase in the
number of authorized permanent personnel positions above the level
identified in the final Budget. The City Manager may authorize the hiring of
temporary or part time staff as necessary, within the limits imposed by the
controls listed above.
6. All appropriations for Capital Improvements Projects remaining
unexpended at June 30, 1994, are hereby appropriated for such capita
projects for the 1994-95 fiscal year.
/I/
/I/
/I/
7
4 If
0 0
e 7. 1993-94 appropriations in the amount of $1,991,600 are
hereby continued into 1994-95 for the purposes shown in Exhibit F. All
1
2
3
PASSED, APPROVED AND ADOPTED at a regular meeting of the 5
hereby continued into 1994-95 for such contracts or obligations. 4
appropriations for outstanding. encumbrances as of June 30, 1994, are
City Council on the 2 1st day of JUNE , 1994, by the following 6
7
8
9
3.0
vote, to wit:
AYES: Council Members Lewis, Stanton, Kulchin, Nygaard, Fir
NOES: None
11
12
ABSENT: None
13
ATTEST: 14
15
16
17 11 (SEAL)
18
19
20
21
22
23
24
25
26
27
28
e I
7
h
0 .e EXHIBIT
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1993-94
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1993 REVENUES EXPENDITURES TRANSFERS JUNE30, 1994 LGENERAL FUND 2 9,764,177 37,605,000 37,691,490 (293,550) 9,384,137 ................................................................................................................ ...............................................................................
[SPECIAL REVENUE 5 ......................................................................... .............................................. .............................................................. POLICE ASSET FORFEITURE
HOUSING - SECTION 8
MOBILE HOME RENT CONTROL
AUDIO-VISUAL INSUWINCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MM
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG - ENTITLEMENT
CMMT'Y FACILITY DlSTR #1 ADMIN
I ENTE-;~ ~A~~~~~~~~i~~~~~:
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
1,928,881
1 18,483
1 18,640
3,077,212
31 6,920
57,387
774,914
251,811
m,722
0
60,472
20,000
2,890,833
(90,390)
58,452
1,278,193
2cwoo
3,019,000
60,000
95,000
1,180,000
572,140
255,000
692,000
108,000
265,000
193,000
QQ000
106,000
12,122,000
808,700
4,661,900
86,ooo
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
1,931,061
237,483
44,000
100,640
2,784,312
321,664
25,977
91 3,213
301,511
183,222
9,803 w=
81 0
3,329,968
22,995
1,641,549
5,578
I INTERNAL SERVICE ::: ~oR~E~s~~~~~~~l.~~~~ .............................................................................................................................. ...........................
LIABILIlY SELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DATA PROCESSING
I REDEVELOPMEHT ............................. OPERATIONs. .~ i:c,~,:(.~.:. ~ .:,:,:.:.:,:. y *,:.:,:.:r,,, <*fl, xsmEm4 .. &. ..'.'......I, ........ Fii. _>.... .............................. A> ............... !!
DEBT SERVICE
LOW AND MOD INCOME HSNG
1,320,298
1,691,231
1,386,395
(37,578)
3,016,356
51 8,727
51,226
993,600
2,338,669
771,600
857,ooo
1,805,000
1,240,000
1,066,000
71 0,000
93,750
1,338,000
397,500
776,536
1,244,804
1,950,000
1,245,500
932,287
752,285
1,315,362
1,503,427
1,241,395
(43,078)
3,150,069
476,442
724,320 624,000 44,656
526,170 (75.000) 1,730,430
82,519 2,653,650
I TOTAL OPERATING FUNDS W.374.631 $70337.590 $60,670,796 m.450 $23,972,739
I TOTAL CAPITAL FUNDS $69.907.61 1 $21 M7.950 S2Q.137.604 ($255.4501 $71.352.507 L ... ... ... . ., ..
1 GRAND TOTAL ALL FUNDS $1 02,262,242 $92,235,540 $89,808,400 $0 $95,325,245
4 1'
7 0 e
CITY OF CARLSBAD
OPERATING FUNDS k PROJECTED FUND BALANCES FOR FY 1994-95
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1994 REVENUES EXPENDITURES TRANSFERS JUNE 30,1995 1 GENERAL FUND : 9,384,137 37,850,000 37,826,970 (1,200,000) 8,207,167 *pprop~a~on~rom~un~gal~ce~~:
(800,000)
7,407,167
I SPECIAL REVENUE 1;:: ...................................... ..... ::.:. :.: ..................................... .................. ,.'> ......................... ............................................................... 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
1,931,061
237,483
44,000
100,640
2,784,312
321,664
25,977
91 3,213
301,511
183,222
9,803
46,599
21 0,000
3,408,000
95,m
1,2!0,000
572,140
255,000
682,000
108,000
205,000
193,000
131 ,000
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
1,940,481
450,697
25,000
49,140
2,75O,8 12
334,965
6,617
870,477
399,361
124,125
5,89i
45,4z
CMMTY FACILITY DlSTR #1 ADMIN 81 0 107,000 107,000 a1(
~TERPRISE wATE#".*PERAT,dNs .................................................................................................. .):.:.i:.:.i:.:.): <% . ..................................... 3,329,968 12,509,000 12,491,400 (50,000) 3,297,561
RECLAIMED WATER 22,995 958,000 1,010,400 (29,40E
SEWER OPERATIONS 1,641,549 4,661,900 4,574,600 (50,000) , 1,678,841
SOLID WASTE MANAGEMENT 5,578 71 ,000 104,271 (27,69:
I INTERNAL SERVICE ~ow~~ii'is~~~p~~~~l~~~~ :.:.:.:C.f ......................................... ..................................................................................................... i:.
LlABlLlTYSELF INSUR
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
DATA PROCESSINQ
I REDEVELOPMENT k ............................................................................... OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
1,315,362
1,503,427
1,241,395
(43,078)
3,15O,O69
476,442
44,656
1,730,430
2,653,650
787,600
1,055,400
1,805,000
1,353,600
964,100
772,600
96,0oO
1,338,000
397,500
1,096,900
1,003,300
1,950,000
1,299,900
940,500
754,000
636,900
933,840
105,000
1,006,06;
1,55552
1,096,39!
10,62
3,173,6€
(220,000) 275,04
528,300 32,Of
(528,300) 1,606,21
2,946,l f
TOTALOPERATING FUNDS $33,356,875 $71,795,840 $71,800,608 ($1,520,000) $30,232,1(
TOTAL CAPITAL FUNDS $71,352,507 $49,899,235 $51,097,237 $1,520,000 $71,674,5(
1993-94 COMlNUlNG APPROPRIATIONS ($32,314,51
$39,359,9:
GRAND TOTAL ALL FUNDS $104,709,382 $121,695,075 $122,897,845 $0 $1 01,906,6
* i
7 0 0 EXHIBIT
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
%INCR (I
1993-94 (at 3130194) 2 93-941
1991 -92 1992-93 ESTIMATED 1993-94 8 TO 1994-95
DEPARTMENT ACTUALS ACNALS EXPENDITURES BUDGET E 94-951 BUDGET 1 GENERAL FUND ........................................................................................................... . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . :g
168100
g 756,000
s
GENERAL GOVERNMENT
CITY COUNCIL 154,639 ' 153,747 $1 65,948 $1 67,401
-0. CITY MANAGER 651,018 . 679,476 754,600 756,220
::: 0. ,
101,200 CITYTREASURER 76,475 71,101 82,410 101,400
$j -3. 999,100 FINANCE 1,005,644 860,207 990,993 1,032,633
1 55 10. -000 I CITY ATTORNEY 394,801 362,318 358,605 421,269
8 25. 40,900 CITY CLERK 16,141 20,878 31,480 32,680
8 -a
PURCHASING 374,035 329,101 353,427 358,709 348,800 8 -2
HUMAN RESOURCES 777,916 579,733 694,946 799,505 720,300 8 -g
RESEARCH OFFICE 285.91 9 159.883 Q Q 0%
INFORMATION SYSTEMS 374,002 359,784 386,653 395,053 389,400 3 -1
RISK MANAGEMENT 193,145 177'21 9 0 0 08
18
"..
TOTAL GENERAL GOVERNMENT 4,303,735 3,753,447 3,819,062 4,064,870 2 -1 3,987,800
.:.: -
:*
PUBLIC SAFW
%
3
POLICE 9,046,665 8,591,028 8,847,473 8,909,521
8 -2 15,515,710 TOTAL PUBLIC SAFETY 15,647,116 15,341,749 15,714,374 15,848,156
FIRE 6,600,451 6,750,721 6,866,901 6,938,635
g -1 8,776,051
6,739,659 g -2 $3 -
:.:. -
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMlN 488,583 458,761 586,433 602,833 $ _. 591,117
GEOGRAPHIC INFORMATION 121,071 124,941 158,712 241,939
ECONOMIC DEVELOPMENT 0 . 18,403 31,597 31,597
'$ 2,969,444 ENGINEERING 3,601,763 3,374,023 2,969,528 3,151,325
g 48,000
PLANNING 2.169.879 1 ,&37.556 I ,a1 8,698 I .QQ.I 26 1,878,805 $
GROWTH MANAGEMENT 105,860 98,945 102,791 104,291
HISTORIC PRESERV COMM 4.21 5 3,448 2,000 3,550 3,500
$ 779,788 BUILDING INSPECTON 827,222 762,082 729,843 896,703
3 8
TOTAL COMMUNITY DEVELOPMENT 7,258,593 6,648,159 6,399,602 6,984,364 6,568,797 $
2.23544 9
9 .>I
74599 $; 0 .:.:
LIBRARY/CULTURE 18
LIBRARY 2,473,398 2,316,029 2,451,220 2,460,876 2,436,950 $
CULTURAL ARTS PROGRAM 258,194 229.842 233,980 241,870
SISTER CITY PROGPAM 18,674 8,993 10,250 10,993
TOTAL LIBRARY/CULNRE 2,750,266 2,554,864 2,695,450 2,713,739
-1
5
-1
I -.
-2 -
-1 - - - -
-
-
- - - - -
',
d I 0 0 - CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
%INCR '
iljl 93-94
1991 -92 1992-93 ESTIMATED . 1993-94 1994-95 ::j TO
1993-94 (at 3/30/94) I. DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET : 94-95
COMMUNITY SERVICES (i';
COMMUNITY SERVICES ADMIN ' 904,130 793,905 728,602 747,515
PARK MAINTENANCE 1,630,142 1,379.71 3 1,531,390 1,563,728 1,477,386 E -5 1. I 629,037 i:i -15
RECREATION 1,695,071 1,535,487 1,581,724 1,596,052 1,534,677 !$ -3
SENIOR PROGRAMS 235,536 21 7,793 249,175 252,942 242,173 $ -a
STREET MAIMENANCE 2,400,618 1,781,753 1,348,586 1,424,542 1,607,000 $ 1:
FACILITIES MANAGEMENT 1,132,069 1 ,13OI4Z9 1,195,781 1,395,016 1,214,631 8 -1;
TRAFFIC SIGNAL MAIM 331,871 275.924 279,684 378,219 343619 % -!
TOTAL COMMUNITY SERVCIES
.i_ -
8,329,437 . 7,115,004 6,914,942 7,358,016 7,048,523 $ -I ..:. -
NON-DEPARTMENTAL
COMMUNITY PROMOTION 194,634
BEACH PARKING 18,000
COMMUNITYCONTRIBUTIONS 80,530
HIRING CENTER 65,000
HOSP GROVE PAYMENT 305,970
GOLF COURSE
LEASES
329,800
21 0,000
AUDIT 33,875
PROPERTY TAX ADMlN FEE 165,828
ANIMAL REGULATION CONTRACT 82,037
DUES &SUBSCRIPTIONS 23,742
OPERATIN= TRANSFERS OUTIMlsC 156.806
STREET UGHT COSTS (CITY) 28,000
TREE MAlNT COSTS (CITY) 81,297
BOND SERVICES 10,215
TOTAL NON-DEPARTMENTAL 1,785,734
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
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
261,604 3 -2 205,000
39,668 g -, %,W
75,000
80,000
81 3,600
87,000
0
w=i
190,322
75,000
~,W
81 2,500
0
0
40,000
185,000
,
-8
-10
-f
-
12; 1 , , 125,000 : 1
23,000 z -2
389.400 0%
28.000 28,000 ,j
66,140 66,140 2
18,400 17300% -
2,258,789 1,692,940 $2 .... -
..._ -
SUBTOTAL GENERAL FUND 40,074.881 38,082,550 37,691,490 39,227.934 I 37,493,970 1 - iF
CONTINGENCIES 0 0 0 166,436 333,000 ;$ 11
TOTAL GENERAL FUND 40,074,881 38,082,550 37,691,490 39,394,370 ak .... : - . . . . . . . . . .......................................... ../_..... .......... . .. . .. . .. , . , , .. ... .
d f
T 0 e
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1991 -92 TO 1994-95
1993-94
%INCR TI::? 93- 94
1991 -92 1992-93 ESTIMATED 1993-94 i!: TO 1994-95
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET : 94-95 BUDGET
~NUE FUN+$; .... ,~~LIC~,ASS~.FO~~~,.~~~ .......................................................................................................................... . .............................................................................
342,002 .................. 392,997 197,820 794,445 '.$ -74 200,580
HOUSING SECTION 8 2,114,752 2,529,978 2,900,000 2,916,832
2 -54 1,243,500 GAS TAX 140,004 220,477 1,472,900 2,710,082
2 1E 146,500 AUDIO VISUAL INSURANCE 58,232 49,411 11 3,000 123,601
2 -6E 19,000 MOBILE HOME RENT CONTROL 16,000 60,000
$ E 3,194,786
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
478,796 536,165 567,396 574,746
5 I 274,360 204,577 236,802 286,410 274,103
8 -2 558,839
568,039 591,575 553,701 678,232 # I 724,736
BUENA VISTA CRKCHNL MNT 6,447 198,105 58,300 289,496
3 -1 107,000 CMMT'Y FACILITY DlSTR #1 ADMIN 42,931 168,920 125,190 127,924
$ 2 132,170 CDBG ENTITLEMENT 55,852 67,197 103,873 102,032
g 196,906 SENIOR NUTRITION 172,518 180,403 183,197 183,531
$ -1 264,100 STATE GRANTS (LIBRARY) 155,051 286,593 351,500 310,881
$ -9 10,150
I ENTERPRISE FUNDS ................................................................................................................. ..A... ..oPEPArlON............... 9,715,797 10,008,242 11,682,865 12,782,372 3 - 12,491,400
RECLAIMED WATER 0 683,007 695,315 91 7,160
$ 4,574,600 SANITATION OPERATIONS 4,059,425 4,028,391 4,298,544 4,541,461
$!, 1 1 ,O10,4Oo
SOLID WASTE MANAGEMENT 100,134 153,722 138,874 223,826 :: -5 104,271 I INTERNAL SERVICE FUND+ ............................................................................................................................. WOI?'KE'#8'%0MP SELF ihl&JwNCg'.' 706,408 =,=(J 776,536 846,836 $; 846,900
W C Operating Transfer Out 250,000 $j
LlABlLrrY SELF INSURANCE 603,308 1,183,895 1,244,804 1,291,052
HEALTH INSURANCE 1,650,116 1,824,547 1,950,000 1,950,000 1,950,000 3
VEHICLE MAINTENANCE 1,217,610 1,227,137 1,245,500 1,320,520 1,299,900 2 -
VEHICLE REPLACEMENT 729,905 485,124 . 932,287 1,218,568 940,500 $ -2
DATA PROCESSING 744,614 669,OOO 752,285 752,145
~~
1,003,300 $ -2
754,000 2 I REDEVELOPMENT ........ ::0~~~~~~~~~~~~~~~~~~~~ 650,934 753,104 724,320 700,715
DEBT SERVICE 1,663,859 1,619,643 526,170 1,187,050
LOW AND MOD INCOME HSNG 98,113 81,437 82,519 124,290
636,900 3 ~
933,840 g -
105,000 z - ..................................... .......... i,. ....................................... ..............................
I TOTAL OPERATING FUNDS $66,354,305 $66,897,922 $69,670,796 $76,396,270 $71,800,608
* 1
? 0 .. EXHIBIT
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS 96 DIFFERENCE
REVENUES . REVENUE REVENUE OF FY 93-94 1993-94 TO
REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 ! GENERAL FUND k
TAXES
. .,.,.,_, . . . . .,.(,.,.,.. . . . ,(, . . . :,:,: . . . ):.:.r:.:.3:.:.,,, . . .,. . . . . .... .............................................................
PROPERP/ TAX $12,585,000 $11,100,000 $11,300,000 1.80% m,000
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
9,168,000 10,500,000 1 0,600,000 0.95% 100,000
3,099,000 3,000,000 3,000,000 0.00% 0
990,000 1,100,000 1,200,000 9.09% 100,000
TRANSFER TAX 184,000 190,000 190,000 0.00% 0
TOTAL TAXES 26,oa000 25,890,000 26,290,000 1.54% 400,000
LICENSES AND PERMITS
CONSTRUCTION PERMITS 234,000 300,000 300,000 0.00% 0
BUSINESS LICENSES 1,071,000 1 ,ooo,o00 1 ,Ooo,o00 0.00% 0
LICENSE TAX-CONSTRUCTION 143,000 50,000 50,000 0.00% 0
OTHER LICENSES & PERMITS 276,000 300,000 300,000 0.00% 0
TOTAL LICENSES & PERMITS 1,724,000 1,650,000 1,650,000 0.00% 0
STATE SUBVENTIONS
VEHICLE IN-LIEU 2,432,000 2,775,000 2,350,000 - 15.3296 (425,000
OTHER 270,000 280,000 300,000 7.1 4% 2Q000
TOTAL STATE SUBVENTIONS 2,702,000 3,055,000 2,650,000 - 13.26% (405,000
CHARGES FOR.SERVICES
PLANNING FEES 603,000 400,000 500,000 25.00% 100,Ooo
BUILDING DEPT. FEES 205,000 200,000 200,000 0.00% a
ENGINEERING FEES
AMBULANCE FEES
551 ,000 600,000 600,000 0.00% a
273,000 280,000 300,000 7.14% 20,m
RECREATION. FEES 697,000 w@JQ 800,000 om96 C
OTHER CHARGES OR FEES 528,000 400,000 400,OOo 0.00% C
TOTAL CHARGES FOR SERvlcES 2,657,000 2,680,000 2,800,000 4.48% 120,oOc
FINES AND FOR- 232,000 230,000 230,000 0.00% (
INTEREST 2,094,000 1,800,000 1,680,000 -6.67% (120,00(
INTERDEPARTMENTALCHARGES 2,101 ,000 2,000,000 2,000,000 0.00% (
OTHER REVENUE SOURCES 1,973,000 300,000 =A000 83.33% 250,m
TOTAL GENERAL FUND 39,709,000 37,605,000 37,850,000 0.65% 245,m
I r
1 m 0
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 93-94 1993-%TO
REVENUE SOURCE 1992-93 1993" 1994-95 PROJECTED 1994-95
[SPECIAL . . . . . . . . REVENUE FUNDS k
~~
~ ~~
POLICE ASSET FORFEITURE
ASSET FORFEITURES 327,479 140,000 150,Ooo 7.1 4% 10,000
INTEREST
TOTAL
104,600 60,OOo 60,000 0.00% 0
432,079 200,000 21 0,Ooo 5.00% 10,000
HOUSING - SECTION 8 .
INTEREST 7,170 8,000 8,000 0.00% 0
FEDERAL GRANT 2,432,798 2,890,000 3,210,000 1 1.07% 320,000
OTHER 70,764 121 ,000 190,000 57.02% 69,000
TOTAL 2,510,732 3,019,000 3,408,000 12.89% 389,000
P
TRANSFER FROM GENERAL FUND 0 60.000 0 -100.00% (60,000:
TOTAL 0 60,Ooo 0 - 100.00% (60,OW:
AUDIO-VISUAL INSURANCE
INTEREST 6,237 5,000 5,000 0.00% 0
INSURANCE FEES 75,642 90,000 90,OOO 0.00% 0
TOTAL 81,879 95.OOo 95,000 0.00% 0
GAS TAX
GAS TAX REVENUES 1,094,331 1,100,000 1,130,000 2.73% 30,m
INTEREST 200,058 80,000 80,m 0.00% a
TOTAL 1,294,389 1,180,000 1,210,000 2.54% m.QfJc
TREE MAINTENANCE
INTEREST 19,040 6,000 6,000 0.00% C
TREE MAINTENANCE FEES 51 3,793 500,Ooo 500,000 0.00% (
INTERDEPARTMEMAL 66,140 66,140 66,140 0.00% (
TOTAL 598,973 572,140 572,140 0.00% (
MEDIAN MAINTENANCE
INTEREST 2,759 0 0 0.00% (
MEDIAN MAINTENANCE FEES 246,652 255,000 255,000 0.00% (
MlSC REIMBURSEMENT 4,596
TOTAL ' 254,007 255,000 255,000 0.00% (
* I 0 0
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF FY 93-94 ,1993-94 TO
REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95
STREET LIGHTING .A_. ,:<:
INTEREST 43,943 20,000 20,000 0.00% 0
INTERDEPA#IXIIENTAL 57,000 66,666 50,666 -16.67% (1 0,666)
STREET LIGHTING FEES 605,689 61 0,ooO 61 0,OOO 0.00% 0
MlSC REIMBURSEMENT 13,156 2,000 2,000 0.00% 0
TOTAL 719,788 692,000 682,000 - 1.45% (10,000)
-
BUENA VISTA CREEK CHNL MAlNT
INTEREST 18,007 8,000 8,000 0.00% 0
BUENA VISTA FEES
TOTAL
100,407 100,000 1 00,000 0.00% 0
1 18,414 108,000 108,000 0.00% 0
STATE GRANTS
INTEREST 14,200 15,000 5,000 -66.67% (1 0,000)
GRANTS 159,042 250.000 200,000 -20.00% (50,000)
TOTAL 21 3,242 =,000 205,000 -22.64% (60,000)
SENIOR NUTRITION
GRANTS 105,871 103,000 103,000 0.00% 0
DONATIONS 74,533 90,000 90,000 0.00% 0
.TOTAL 180,404 193,000 193,000 0.00% 0
CDBG ENTITLEMENT
GRANT REVENUE 66,000 90,000 1 10,000 22.22% 20,000
INTERDEPARTMENTAL 0 0 21 ,000 100.00% 21 ,000
TOTAL 66,000 ~,000 131,000 100.00% 41 ,000
CMMT'Y FACILITIES DISTR X1
ADMINISTRATIVE FEES 106,000 106,000 107,000 0.94% 1 ,000
TOTAL SPECIAL REVENUE FUNDS 6,575,907 6,775,140 7,176,140 5.92% 379,000
I I 0 e
8 CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES REVENUE REVENUE OF N 93-94 1993-94 TO
REVENUE SOURCE 1992-93 1993-94 1994--95 PROJECTED 1994-95 I ENTERPRISE FUNDS I$; ... . .. . . . . .. . . . . .. . .. . .. ... . .. . . . . . . . . . . . . . .. , . . , , , . , . , , , . . . . . . . ._. . . . . , !:.. . . .. , . , , ,. ., , ..: ::: ::: :c.: ........ ../.i _.....,....., i.......,..... .............._. ......... ....................... ........_ . . . . . . . . . . . , , . . . . . . . . . . . . . ... .. , , , , , , , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
WATER OPERATIONS
WATER SALES 7,787,667 9,700,000 9,900,000 2.06% 200,000
READY TO SERVE CHARGES 1,588,044 1,753,000 1,973,000 12.55% 220,000
NEW ACCOUM CHARGES 44,596 70,500 50,000 -29.08% (2w.w
BACK-FLOW PROGRAM FEES 1 ,Mo 46,000 46,000 0.00% 0
PENALTY FEES 116,485 239,000 2owOo - 12.55% (ww
INTEREST & PORTFOLIO SERVICES 283,546 180,000 185,000 2.78% 5,000
ENGINEERING & PLAN CHECK FEES 77,478 27,000 66,000 144.44% =,000
CONNECTION FEES 60,898 56,000 45,000 - 19.64% (1 1 ,000)
MISCELLANEOUS 1 !V,m =.500 35,000 "30.69% (1 5,500)
TOTAL 10,117,720 12,122,000 12,509,000 3.19% . 387,000
RECLAIMED WATER
WATER SALES 522.1 00 ~,000 750,000 25.00% 150,oOo
READY-TO-SERVE CHARGE 0 8,000 8,000 0.00% 0
RECLAIMED WATER CREDITS 75,794 200,000 200,000 0.00% 0
INTEREST & PORTFOLIO SERVICES I (5,277) 0 0 0.00% 0
MISCELLANEOUS REM6 EXPEND 0 700 0 -100.00% (700)
TOTAL 592,617 808,700 958,000 18.46% 1.49,300
SANITATION OPERATIONS
SERVICE CHARGES 4,370,993 4,400,000 4,400,000 0.00% 0
LATERAL CONNECTIONS 1 1,897 2,500 2,500 0.00% 0
PRE-TREATMENT CHARGES 57,273 65,000 65,000 0.00% 0
INTEREST & PORTFOUO SERVICES 209,716 194,000 194,000 0.00% 0
MISCELLANEOUS 28,145 400 400 0.00% 0
TOTAL 4,678.024 4,661,900 4,661,900 0.00% 0
SOLID WASTE MANAGEMENT
INTEREST 830 3.000 1.000 -66.67% (2.000)
GRANTS 58,524 15,000 0 -1 00.00% (15,000)
RECYCLING FEE
TOTAL
67,558 68,000 70,000 294% . 2,000
126,912 86,000 71 ,000 - 1 7.44% (15,000)
TOTAL ENTERPRISE FUNDS 15,515,273 17,678,600 18,199,900 2.95% 521,300
I r 0 0
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES RNENUE REVENUE OF PI 93-94 1993-94 TO
REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 1 INTERNAL SERVICES FUNDS hir ..........................;;........i............r.;.;....i.;.;.;.;.t::::: :.:.:.: .:... .................... ..I.... '.-.......:.i:.:.l:.:::::..;.;.;.;.;.;.;.;
WORKERS' COMP SELF-INSURANCE
INTEREST 103,365 80,OOo 80,OOo 0.00% 0
INTERDEPARTMENTAL 623,013 61 1,600 627,600 2.62% 16,000
OTHER 49,652 80,m 80,OOo 0.00% 0
TOTAL 776,030 771,600 787,600 2.07% 16,000
LIABILITY SELF-INSURANCE
INTEREST 144,520 75,000 75,000 0.00% 0
INTERDEPARTMENTAL 829,348 767,000 965,400 25.87% 198,400
OTHER 15,m 15,OOo 0.00% 0
TOTAL 973,868 857,OOo 1,055,400 23.1 5% 198,400
HEALTH INSURANCE
INTEREST . 101,846 =,OOo 65,OOo 0.00% 0
INTERDEPARTMENTAL 1,478,007 1,400,000 1,400,000 0.00% 0
REIMBURSEMENTS 325,767 =,OOo m,OOo 0.00% 0
TOTAL 1,905,700 1,805,000 1,805,000 0.00% 0
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,251,777 1,220,000 1,333,600 9.31 % 11 3,600
MISCELLANEOUS 48,966 M,000 20,oOo 0.00% 0
TOTAL 1,300,743 1,240,000 1,353,600 9.16% 113,600
VEHICLE REPLACEMENT
INTERDEPARTMENTAL =,a 921 ,OOo 81 9,100 -1 1.06% (1 01,900)
INTEREST I 163,549 120,OOo 120,OOo 0.00% 0
SALE OF PROPERM 28,776 -25,000 25,ooo 0.00% 0
TOTAL 1,112,953 1,066,000 964,100 -9.56% (1 01,900)
DATA PROCESSING
INTEREST 30,412 ~,OOo 20,000 0.00% 0
INTERDEPARTMENTAL 453,742 690,OOo 752,600 9.07% 62,600
MISCELLANEOUS 1 631 0
TOTAL 500.464 71 0,OOo 772,600 8.82% 62,600
TOTAL INTERNAL SERVICE FUNDS ' 6,563,758 6,449,600 6,738,300 4.48% 288,700
1 0 .e
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1994-95
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUES RNENUE REVENUE OF FY 93-94 1993-94 TO
REVENUE SOURCE 1992-93 1993-94 1994-95 PROJECTED 1994-95 1 REDEVELOPMENT FUNDS~,~ .. ..................... ... :.: .. ......................................................................................................... ............. . ................................................
OPERATIONS
RENTAL INCOME 29,800 37,200 39,500 6.18% 2,300
INTEREST &. PORTFOLIO SERVICES 24,546 19,950 19,900 -0.25% (501
MISCELLANEOUS
TOTAL
15,545 36,600 =,so0 0.00% 0
69,891 93,750 96,OOO 2.40% 2,250
DEBT SERVICE
TAX INCREMENT 1,322,061 1,300,000
INTEREST & POF4TFOUO SERVICES 121,515 38,m
TOTAL 1,443,576 1,338,000
LOW AND MOD INCOME HSNG
TAX INCREMENT 33031 5 =,OOo
INTEREST & PORTFOLIO SERVICES 125,715 74,500
MISCELLANEOUS 40,= 0
TOTAL 497,225 397,500
1,300,000 0.00% 0
=,oQQ 0.00% 0
1,338,000 0.00% 0
323,OOO 0.00% 0
74,500 0.00% 0
0 0.00% 0
397,500 0.00% 0
TOTAL REDEVELOPMEM FUNDS 2.010.692 1,829,256 1,831,500 0.12% 2,256
I TOTAL OPERATING $70,380,630 $70,337,590 $71,795,840 2.07% $1,458,250
. - 0 0 EXHIBIT
CITYOF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1993-94 (UNDER)
ALLOCATED BUDGET ALLOCATED
NUMBER 1994-95 1993-94
Qyf, .( ', ., '( :. , 1, ',. ,.,~..~~~~~~~~~~~~.; :.p.;*<:kVMk<.*.* ..;.: '. . .,.. .... . .,.. . ~ ....,.... .~. . ,... ~~~..~:~~~~~.:~~:~~*~:~~~~
EXECUTIVE ASSISTANT 1 1
TOTAL CITY COUNCIL 1 1 0
CITY MANAGER 1 1
ASSISTANT CITY MANAGER 1 1
FINANCIAL MANAGEMENT DIRECTOR 1 1
ASSISTANTTO CITYMANAGER 1 1
SR MANAGEMENT ANALYST 1 1.
SECRETARY TO C. MANAGER 1 1
SECRETARY I1 2 2
TOTAL CITY MANAGER 8 8 0
% 8.1 ,,,: ,., : ,'. ._: j ,., . .,:@ ':~~~~,:~:.:~..'.'.'~ .%' ._".''._..
ADMINISTRATION
INFORMATION SYSTEMS DIRECTOR
ASSISTANT CITY CLERK
MINUTES CLERK
SECRETARY II
STENO CLERK II
1 1
1 1
1 1
1 1
1 1
WORD PROCESSING OPERATOR I1 1 1
TOTAL INFORMATION SYSTEMS . 6 6 0
DATA PROCESSING
DATA PROCESSING MANAGER 1 1
PROGRAMMEWANALYST 1 1
PROGRAMMEWOPERATOR 1 1
MICRO COMPUTER SPECIALIST 1 1
TOTAL DATA PROCESSING 4 4 0
TOTAL INFORMATION SYSTEMS 10 10 0
CITY ATTORNEY 1 1
ASSISTANT CITY ATTORNM 1 1
DEPUTY CITY ATTORNEY 1 1
SECRETARY TO C. AlTORNEY 1 1
SECRETARY If 1 1
TOTAL CIlY'AlTORNFT 5 5 0
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SR MANAGEMENT ANALYST 1 1
ACCOUNTANT 4 4
ACCOUNTING SUPERVISOR 2 2
ACCOUNT CLERK II 2 2
ACCOUNTING OFFICE ASSISTANT 1 1
AUDITOR 1 1
TREASURER'S ASSISTANT 0.75 0.75
SECRETARY II 1 1
TOTAL FINANCE 14.75 14.75 0
- e 0
L
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER 1594-95 1993-94
* 1993-94 (UNDER)
ALLOCATED BUDGET ALLOCATED
RISK MANAGER 1 1
SECRETARY II 1 1
TOTAL RISKMANAGEMENT 2 2 0
PURCHASING OFFICER 1 1
SECRETARY I 1 1
BUYER 2 2
MESSENGER 1 1
TOTAL PURCHASING 5 5 0
HUMAN RESOURCES DIRECTOR
COMPENSATION & BENEFITS MGR
EMPLOYMENT SERVICES MANAGER
HUMAN RESOURCES ANALYST
HUMAN RESOURCES ASSISTANT
SECRETARY II
1’
1
1
1
1
1
1
1 0
1 0
1 0
1
1
CLERKTYPIST I1 1 1
TOTAL HUMAN RESOURCES 7 7 0
3 ::,. ... , :: . <v>:<y...:.:,.’. ..x;fi+. .~~<~..~~~:.~~~~;,::~..~~ .,.. :.k<:$..>: .,.( , , ................................................ .......,...,.,.. ....................................
ADMINISTRATION ~ POLICE CHIEF
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
SECRETARY II
SECRElARY I
POLICE CAPTAIN
POLICE LIEUTENANT
POLICE SERGEANT
POLICE OFFICER
COMMUNICATIONS SUPERVISOR
RECORDS SUPERVISOR
COMMUNICATION OPERATOR I1
COMMUNICATION OPERATOR I
POLICE RECORDS CLERK I1
PROGRAMMEWOPERATOR
CRIME PREVENT TECH
SENIOR POUCE OFFICER
1 1
0
1
1
3
2
5
10
21
41
1
1
0
5
1
1
13 .
1 1
0
1
-1
3
2
5
10
21
41
1
1
12
1
5
1
1
-1
1
POUCE SERVICES AIDE 1 1
TOTAL POWE 108 108 0
I I . 0 e
z
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER 1994-95 1993-94
* 1993-94 (UNDER)
ALLOCATED BUDGET ALLOCATED
FIRE CHIEF 1 1
DIVISION CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
MANAGEMENT ANALYST
SECRETARY II ,
SECRETARY I
FIRE PREVENTION OFFICER II
TOTAL FIRE
PARAMEDIC-FIREFIGWER
0
4
18
4
18
9
21
0
1
1
3
80
2 2
3 -1
18
I 18
9
21
1 1
1
1
3
-3
79 -1
PRINC BUILDING INSPECTOR 1 1
BUILDING INSPECTOR II 5 5
CODE ENFORCEMENT OFFICER II ' 0 1 1
CODE ENFORCEMENT OFFICER I 2 1
BUILDING TECHNlClAN II
-1
1 1
WORD PROCESSOR II 0 1 1
PERMIT CLERK 2 1
TOTAL BUILDING INSPECTION 11 11 0
-1
COMMUNIN DEVEL DIRECTOR I 1
SENIOR MANAGEMENT ANALYST 1 1
MUNICIPAL PROJECT MANAGER 1 1
SECRETARY II 1 1
RECEPTIONIST/CASHIER 1 1
TOTAL COMM DN ADMINIST 5 5 0
;
GEOGRAPHIC INFO SYSTEM COORD 1 1
TOTAL GEOGRAPHIC INFORMATION 1 1 0
CITY ENGINEER 1 1
ASSISTANT CRY ENGINEER 1 1
TRAFFIC ENGINEER 1 1
PRINCIPALCIVILENGINEER 4 4
PRINCIPALCONSTRUCTON INSPECTOR 1 1
SR CONSTRUCllON INSPECTOR 2 2
SR ENGINEERINQ INSPECTOWD 2 2
CONSTRUCTION INSPECTOR II 4 4
ASSOCIATE ENGINEER 9.5 10 0.5
ASSISTANT ENGINEER 2 2
ENGINEERING TECHNICIAN II 6 6
SR MANAGEMENT ANALYST 1 1
MANAGEMENT ASSISTANT 1 1
SECRETARY II 1 1
WORD PROCESS OPERATOR ll 4 4
TOTAL ADMINISTRATION 40.5 41 0.5
t 1 0 0
k
ClTYOF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFCATION
REQUEST
OVER * 1993-94 (UNDER) NUMBER 1994-95 1993-94 ...I~ ALLOCATED BUDGET ALLOCATED "..~
SR MANAGEMENT ANALYST 1 1
ASSOCIATE CIVIL ENGINEER 0.5 0
TOTAL GROWTH MANAGEMENT -0.5
1.5 1 -0.5
PLANNING DIRECTOR 1 1
ASSISTANT PLANNING DIRECTOR
SR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN I
PLANNING TECHNICIAN I1
GRAPHIC TECHNICIAN
SECRETARY II
1
1
2
4
5
2
1
1
1
1
1
1
2
4
5
2
1
1
1
1 WORD PROCESS OPERATOR I1 3 3
TOTAL PLANNING 23 23 0
r.. ,: . . .....A A, *..
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
SECRETARY I1
GRAPHIC ARTIST
ACCOUNT CLERK I1
SENIOR CIRCULATION SUPERVISOR
LIBRARY ASSISTANT I1
LIBRARY ASSISTANT I
SENIOR LIBRARIAN
LIBRARIAN II
MEDIA SERVICES MANAGER
CLERKTYPIST II
1
1
1
1
1
1. 8
3.5
6
5
1
1
1
1
1
1
1
1
8
3.5
6
5
1
1
LIBRARY SERVICES SPECIALIST 1 1
TOTAL LIBRARY 32.5 32.5 0
ARTS MANAGER 1 1
COMMUNITY ARTS COORDINATOR 1 1
SECRETARY U 1 1
TOTAL CULTURAL ARTS 3 3 0
d
r
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPAFITMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER 1994-95 1993-94
* 1993-94 (UNDER)
ALLOCATED BUDGET ALLOCATED @&,&&#~~
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR
PARKS AND RECREATION DIRECTOR
UTILITIES/MAINTENANCE DIRECTOR
ASSISTANT UTILlTIEShlAINTENANCE DIR
MANAGER OF RESEARCH &ANALYSIS
SPECIAL PROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
SECRETARY I1
SECRETARY I
CLERK TYPIST II TOTAL ADMINISTRATION
0
1
1
1
1
0
1
1
2
1
2
11
1
0
0
0
0
1
1
1
2
1
2 9
1
-1
-1
-1
-1
1
- -2
PARK MAINTENANCE
PARK SUPERINTENDENT 1 1
PARK SUPERVISOR 1 1
PARK MAINTENANCE WORKER 111 5 5.
PARK MAINTENANCE WORKER I1 ' 10.75 10.75
PARK MAINTENANCE SPECIALIST 1 1
TOTAL PARK MAINTENANCE 18.75 18.75 0
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
0.5 0.5
2 2
TREE TRIMMER I1 3 3
TOTAL TREE MAINTENANCE 5.5 5.5 0
MEDIAN MAINTENANCE
PARK SUPERVISOR 0.5 0.5
PARK MAINTENANCE WORKER I1 1 1
TOTAL MEDIAN MAINTENANCE 1.5 1.5 0
RECREATION
CLERKTYPIST
RECREATION SPECIALIST I
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR I1
RECREATION SUPERVISOR I
INSTRUCTONAL CLASS COORDINATOR
ADULT SFORTS COORDINATION
YOUTH SPORTWECIAL EVENTS COORD
AQUATIC SUPERVISOR
POOL COORDINATOR
TOTAL RECR-TION
3 3
1 1
1 1
3 3
2 2
0.75 0.75
0.75 0.75
0.75 0.75
1 1
0.75 0.75
14 14 0
SENIOR PROGRAM
SENIOR COORDINATOR
SECRETARY I
1 1
1 1
SITE MANAGER 1 1
TOTAL SENIOR PROGRAM 3 3 0
4
I
e e
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER * 1993-94 (UNDER)
NUMBER 1994-95 1993-94
ALLOCATED BUDGET ALLOCATED
STREET MAINTENANCE
STREET MAINTENANCE SUPT 1 1
STREET MAINTENANCE SUPERV
STREET MAINTENANCE WORKER 111
STREET MAINTENANCE WORKER II
2
6
11
2
6
11
MAINTENANCE WORKER I 3 3
TOTAL STREET MAINTENANCE 23 23 0
STREET LIGHTING
ELECT OPERATIONS SUPERVISOR 1 0 -1
ASSESSMENT DISTRICT SUPERVISOR
ELECTRICIAN II
ELECTRICIAN I
0 1 1
2 1 1.
1 0 -1
ENGINEERING TECHNlClAN II 1 1
TOTAL; STREET UQHTINQ 4 4 0
BUILDING MAINTENANCE
BUILDING MAINT SUPT
BUILDING MAINT SUPERV
SENIOR BUILDING MAIN WORKER
BUILDING MAIM WORKER II
CUSTODIAN II
1 1
1 1
1 1
2 2
1 1
CUSTODIAN 9 9
TOTAL BUILDING MAINTENANCE 15 15 0
SOLID WASTE
MANAGEMENT ANALYST 0.75 0.75
TOTAL SOLID WASTE 0.75 0.75 0
VEHICLE MAINTENANCE
FLEET SUPERINTENDENT 1 1
EQUIPMENT MECHANIC SUPERVISOR 1 1
EQUIPMENT MECHANIC II 3 3
ACCOUNTING TECHNICIAN 0 1 1
ACCOUNT CLERK II 1 0
TOTAL VEHICLE MAINTENANCE 6 6 0
-1
TOTAL COMMUNITY SERVICES 102.5 100.5 -2
REDEVELOPWENT AGENCY
HOUSING a' REDNELQPMENT DIR 1 1
SR MANAGEMEM ANALYST 2 2
MANAGEMENT ANALYST 2 2
HOUSINO WlOGRAM MANAGER 1 1
HOUSING SPECIALIST I 1 1
SECRETARY II 1 1
SECRETARY I 1 1
CLERK TYPIST II 1 1
TOTAL HOUSING & REDEVELOPMEM 10 10 0
1 I) a
ClTYOF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY bEPA!TMENT AND CLASSIFCATION
1993-94
REQUEST
OVER
(UNDER) '
NUMBER 1994-95 1993-94
ALLOCATED BUDGET ALLOCATED Ew
WATER OPERATIONS
GENERAL MANAGER 1 1
I .......... . . . . ,
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTION/MAINT SUPERVISOR
CONSTRUCTION/MAINT WORKER I
CONSTRUCTDN/MAINT WORKER I1
ENGINEERING OFFICE ASSISTANT I1
OPERATIONS OFFICE ASSISTANT II
ACCOUNTING SUPERVISOR
ACCOUNTING TECHNICIAN
ACCOUNT CLERK I
ACCOUNTCLERK I1
ENGINEERING TECHNICIAN 111
ENGINEERING SECRETARY
EQUIPMENT OPERATOR
FACILITY MAINT LEADWORKER
METER SERVICES WORKER I
METER SERVICES WORKER II
METER SERVICES WORKER 111
CROSS CONNECTION CONTROLTECH
RECEPTIONIST
RECEPTIONIST/CASHIER
SECRETARY II
SERVICE COORDINATOR
SR CONSTRUCTION/MAINT WORKER
SR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
VALVE TECHNICIAN
SR VALVE TECHNICIAN
TOTAL CMWD ADMINISTRATION
1
1
1
2
1
3
1
2
1
1
1
1
1
1
1
1
I
1
1
2
2
1
1
1
1
1
1
1
1
1
1
4
1
1
44
1
1
1
2
1
3
1
2
1
1
1
1
1
I
1
1
1
1
2
2
1
I
0
1
1
1
1
1
1
1
4
1
1
I
-1
43 -1
RECLAIMED WATER
ENGlNEERlNQ TECHNICIAN II I I
TOTAL CMWD - RECLAIMED WATER I 1 0
d .I U 0
CITYOF CARLSBAD PERSONNEL ALLOCATIONS FOR 1993-94 AND 1994-95
BY DEPAmMEMAND CLASSIFICATION
REQUEST
OVER
NUMBER 1994-95 1993-94
* 1993-94 (UNDER)
ALLOCATED BUDGET ALLOCATED
SANITATION
MAINTENANCE SUPERINTENDENT
SANITATION SUPERVISOR METER READEWREPAIRER II
METER SERVICE WORKER II
UTILITY MAIM WORKER II
UTILITY MAIM WORKER 111
UTlLrrY SYSTEM OPERATOR II unw SYSTEM OPERATOR HI
1 1
1 1
0 0
2 2 0
3 3
2 2
1 1
1 I
RECEPTlONIST/CASHIER 0 1 1
TOTAL CMWD - SANITATION 11 12 1
TOTAL CMWD 56 56 0
.: .!. ....... : Y " r .. ;, .z;q$.&&$$:g 526.75 523.75 -3
z ...............................................
PURCHASING 0.50 0.50 0.00
HUMAN RESOURCES
RISK MANAGEMENT
ENGINEERING
LIBRARY
PARWTREEIMEDIAN MAIM
RECREATION/AQUATICS
SENIORS
0.00 0.07 0.07
0.00 0.50 0.50
0.25 1 .oo 0.75
35.41 34.71 -0.70
2.90 3.00 0.10
29.61 28.31 -1.30
5.25 5.25 0.00
BUILDING MAINTENANCE
~ ~~
0.00 0.30 0.30
73.92 73.64 -0.28
_.. ...... ... ... ~- I .. 1, J, : .: ; ... 3: 3 ... .:. : .... : >%...I X.'.>Z.?X.> .... $$*L.>,.> ,...,., 600.67 597.39 -3.28
* NOTE: 1993-94 allocated personnel have been restated to reflect the newly created three-quarter
time position.
a 0 Eyh;b; t 6
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1993-94
JULY 1,1993 ESTIMATED ESTIMATED JUNE
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE FUND PRO.
FUND BALANCE REVENUES EXPENDITURES &OTHER TRANSFERS BAL
GENERAL CAPITAL CONST. 2,885,102 891,450 563,011 0 293,550 3
PUBLIC ART 308,821 20,000 1 18,000 0 0
GULf COURSE 1,912,703 1 00,000 25,785 0 01
. PUBLIC FACILITIES FEE 8,866,809 900,000 961,793 0 oe
ZONE 5 PARK FEE 1,622.1 30 50,000 0 0 0 1
PIL AREA I NW 1,633,746 55,000 0 0 0 1
PIL AREA 2 NE 477,989 10,000 0 0 0
PIL AREA 3 SW 193,720 5,000 0 0 0
PIL AREA 4 SE 703,097 15,000 0 0 0
LElTERS OF CREDIT 0 0 0 0 0
TRAFFIC IMPACT FEE 2,688,447 225,000 772,031 0 0 2
TRANSNET/LOCAL 424,284 130,000 21,668 0 0
TRANSNET/HIGHWAY 1,369,822 1 5,000 592,252 0 0
TRANSNET/BIKE (27,1621 371 ,OOO 343,337 0 0
TRANSNETETP 0 167,000 0 0 0
TDA 126,299 480,000 387,302 0 0
STATE GRANTS 14,988 985,300 914,495 0 0
COUNTY GRANTS 1,031,449 195,000 399,773 . 0 0
ENCINNNO CO TRANSIT 0 622,000 78,716 0 0
ASSESSMENT DISTRICTS 1,726,946 25,000 1 58,498 0 0 1
CFD #I 8,009,872 2,600,000 1,663,379 128,000 0 t
CFD #2 0 1,490,500 84,314 0 0 1
COBG 0 1,500,000 1,011,391 0 0
FEDERAL GRANTS 0 0 9,100 0 0
SDG&E 0 0 0 0 0
PLANNED LOCAL DRAIN'G 2,887,256 290,000 0 0 0 .
SEWER CONNECTION 11,177,719 605,000 61,632 1,110,700 0 1(
SEWER REPLACEMENT 3,098,500 1,135,OOO 89,066 0 0 4
WATER - RECLAIMED WATER (506,314) 515,000 1,562,639 0 1,225,000
WATER - MAJOR FACILITY 5,936,929 750,000 . 1,199,679 1,284,100 0 d
WATER - REPLACEMENT 8,596,527 2,720,000 1,801,335 244,590 (1,225.000) I
REDEV-LOW & MOD 0 2,540,700 ' 1,199,592 0 0
TAX INCREMENT BOND 2,742,254 2,430,000 2,198,121 0 (549,000) :
BATIQUITOS IAQOON 0 0 0 0 0
OTHER 2,005,678 0 1,153,305 0 0 I TOTAL CAPITAL FUNDS ' 69,907,611 21,837,950 17,370,214 2,767,390 (255,450) 7
0 -.
CITY OF CARLSBAD
CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1994-95
JULY 1,1994
PROJECTED
FUND BALANCE
GENERAL CAPITAL CONST 3,507,091
PUBLIC ART 21 0,821
GOLF COURSE 1,986,918
' PUBLIC FACILITIES FEE 8,805,016
ZONE 5 PARK FEE 1,672,130
PIL AREA 1 NW 1,688,746
PIL AREA 2 NE 487,989
PILAREA 3 SW 198,7ZU
PIL AREA 4 SE 718,097
LETTERS OF CREDIT 0
TRAFFIC IMPACT FEE 2,141,416
TRANSNETLOCAL 532,616
TW\NSNET/HIGHWAY 792,570
TRANSNETBIKE 501
TRANSNET/STP 167,000
TDA 21 8,997
COUNlY GRANTS 826,676
ENCINNNO CO TRANSIT 543,284
ASSESSMENT DISTRICTS 1,593,448
CFD #1 8,818,493
CFD #2 1,406,186
CDBG 488,609
FEDERAL GRANTS (9,100)
SDGE 0
PLANNED LOCAL DRAIN'G 3,177,256
SEWER CONNECTION 10,610,387
SEWER REPLACEMENT 4,144,434
STATE GRANTS 85,793
WATER-RECLAIM WATER (328,9531
WATER - MAJOR FACIUTY 4,203,150
WATER - REPLACEMENT . 8,045,602
REDEV-LOW & MOD 1,341,108
TAX INCREMENT BOND 2,425,133
BAllQUlTOS LAGOON 0
OTHER 852.373
TOTAL CAPITAL FUNDS 7 1,352,507
1993 - 94
EgTIMATED CONTINUINO
REVENUES APPROPR.
0 2,989,354
5,005 121,2a 0 467,647
414,387 5,359,262
52,000 0
9,630 0
0 0
66,413 0
17,903 0
0 0
104,417 1,576,119
700,000 1,105,249
300,000 1,061,910
0 0
0 0
178,OOO 336,398
182,326 0
207,000 543,284
0 1,384,865
3,107,000 2,837,265
885,000 147,306
0 485,874
2,200,000 1 89,848
900,OOO 0
26,031 219,959
179,934 275,625
1,100,000 222,883
1,885,000 1,384,078
5,118,773 4,680,484
2,050,000 2,830,512
0 800,408
0 2,188,001
30,000,000 0
17,000 852,373
49,899,235 32,314,566
193,416 254,642
1994 - 95 (1) J
NEW TOTALCIP FUND '
APPROPR. APPROPR. TRANSFERS
500,450 3,489,804 0
0 121,220 0
0 467,647 1,200,000
660,000 6,019,262 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 ,o
0 0 0
344,000 1,920,119 0
120,000 1,225,249 0
0 1,061,910 0
0 0 0
0 0 0
60,000 396,398 0
0 254,642 0
0 0 0
207,000 750,284 0
0 1,384,865 0
1,833,000 4,670,265 0
1,500,380 1,647,686 0
0 485,874 0
2,000,000 . 2,189,848 0
900,000 900,000 0
0 21 9,959 0
1,477,410 1,753,035 0
557,000 779,883 0
0 1,384,078 0
4,595,297 9,275,781 0
6,005,700 8,836,212 0
0 800,408 0
0 2,188,001 0
30,000,000 30,000,000 0
337,000 1,189,373 320,000
~1,097,237 83,411,803 I ,s20,000
(1) 1994-95 NEW CIP APPROPRIATIONS PLUS 1993-94 CONTINUING APPROPRIATIONS.
.I
0 a
CONTINUING APPROPRIATIONS
1 993-94 TO 1994-95
DEPARTMENT/PURPOSE ACCOUNT #
Citv Manaaer
City Picnic Supplies
State of City Video 001 -1 020-2660
001 -1 020-2479
City Attorney
Finance
Legal Software/CD Rom '001 -1 21 0-3900
Software - Ambulance & False
Alarm Billing 001 -1 990-2673
Materials for Fitness Program 001 -1 51 0-2479
City Fitness Program 001 -1 51 0-2482
City Fitness Program 001 -1 51 0-2484
City Fitness Program 001 -1 51 0-2485
Legal Services 001 -1 51 0-2474
Human Resources
Police
Purchase Police Dog
Timekeeping Software
001 -21 20-3900
001 -21 30-2673
Enaineering
Planninq
NPDES Storm Drain Testing .
Consultants - Implement General Plan
Habitat Management Plan - Phase IV
Hosp Grove Fire Prevention
Accessories for New Vehicles
Park Maintenance
Recreation
Desks, Chairs, Files
Special Events Supplies
Printing Press
Facilities Manment
Major BuiIdhg Maintenance
Computer work Order System
Capital Equipment
Budnetarv Savinas
001 -31 1 0-2479
001 -3230-2477
001 -3230-2479
001 -41 21 -2490
001 -41 21 -3900
001 -41 31 -2550
001 -41 31 -2660
001 41 32-3900
001 -5320-2462
001 -5320-2663
001 -532039oO
Various
SUBTOTAL -
GENERAL FUND
MHlW
- AMOL
$ 2,1
6,!
4,:
1 0,'
7,
22,:
4,'
14, 56,
101
5,
351
301
1 00,
5,
10,
1,
1,
221
119,
5,
8,
15,
498,
0
DEPARTMENT/PURPOSE
Police Asset Forfeiture
Capital equipment and special
supplies
Gas Tax
Chip Seal, Slurry Seal & Overlay
Cement Replacement
Partnership for Change Grant
Library Literacy Grant
Library LSCA - ADA Compliance
Librarv
Sanitation
Relocation Construction Supplies
Relocation Office Furniture
Relocation Capital Equipment
Replacement Paint Truck
Replacement M.I.C.U.
Word Perfect Upgrade and
Network Management Software
Computer Aided Dispatch Upgrade
Fleet Maintenance
Data Processinq
RedeveloDment Aaencv
Master Plan and Facade
Improvement Program
Water District
(Toilets)
Water Conservation Rebates
Printing
e
ACCOUNT #
121 -xxxx-xxxx
(available balance)
152-51 10-241 2
1 52-51 10-241 1
1 90-821 2-XXXX
(available balance)
180-81 41 -XXXX (available balance)
190-821 3-XXXX
(available balance)
51 1-61 10-261 0
51 1-61 10-2551
51 1-61 10-3900
620-5220-3900
620-5220-3900
640-1 720-2673
640-1 720-3900
SUBTOTAL - OTHER FUNDS
GRAND TOTAL -
ALL FUNDS
81 5-3430-2479
501 -631 0-2691
501 -631 0-2540
AMOUI
200,o
865,C
1 80,C
30,C
4,c
25,C
7,E
9,E 28,C
17,C
80,C
6,E
40,(
1,492,E
1,991 ,e
d 100 (
17,( L!
&!
4
b
4
*
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
0 e
RESOLUTION NO, 9 4 - 16 6
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA ESTABLISHING
THE 1994-95 APPROPRIATION LIMIT AS REQUIRED
BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires
that governments annually establish a limit on the appropriation of proceeds
of taxes; and
WHEREAS, State law requires that this limit be presented to the
governing body of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the limit as
adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Carlsbad, California, as follows:
1. That the City Council of the City of Carlsbad, California, doe:
hereby establish and adopt the 1994-95 appropriation limit of one hundrec
two million, two hundred sixty-one thousand, eight hundred and one dollar:
($1 02,261,801) as computed in Exhibit A attached hereto.
//I
Ill
Ill
/I/
/I/
$
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
0 0
2. That the City Clerk is directed to publish this Resolution in a
newspaper of general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the
City Council on the 2 1 st day of JUNE , 1994, by the
following vote, to wit:
AYES: Council Members Lewis, Stanton, Kulchin, Nygaard, I
NOES: None
ABSENT: None
ant City Clerk
(SEAL)
, e 6 D(HIB1T
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 1 I creates a restriction on the amount of revenue which can be appropriated in any fisc
year. The revenues which are subject to the Limitation are those considered "proceec
of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increase
based on population growth and inflation.
The major change made by Proposition 11 1 allows the City to annually choose amor
the following options for calculating its Gann Limit:
k Growth in California per capita income, OR
b Growth in non-residential assessed valuation due to new construction in ti
City,
AND
b Population growth of Carlsbad, OR
b Population growth within San Diego County.
The factors used to calculate the 1994-95 Limit were:
b Population growth in San Diego County, AND
b Growth in California per capita income.
The formula is outlined below:
1993-94 Expenditure Limit $1 00,l 19,l 69
% County Population Growth
Growth in California per capita income
Net Increase Factor
1.01 42
X 1.0071
1.021 4
1994-95 Limit (1 993-94 Limit X Factor) $1 02.261.801
Current Appropriation of Proceeds of Taxes $31,129,029
The spending limit for the City of Carlsbad for 1994-95 is $102,261,801, with approp
tions of "proceeds of taxes" of $31,129,029. The result of the calculation provides the (
with an operating margin of $71 .I million.
8
II
1
2
3
4
5
6
7
a
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
0 0
RESOLUTION NO. 94-167
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE FEES
FOR CITY SERVICES
WHEREAS, the City Council of the City of Carlsbad has the authority
to establish fees for City services; and
WHEREAS, from time to time’said fees are reviewed and evaluated
to maintain an adequate fee structure recovering costs for City services;
and
WHEREAS, the City Council has determined the cost of providing
general and development-related services; and
WHEREAS, the Crty Council finds it necessary to recover costs for
City services; and
WHEREAS, the City Council has determined that the fees shown in
Exhibit A attached hereto are fair and reasonable in relation to the services
received; and
WHEREAS, the City Council has held the necessary public hearing
and allowed for public comment on the establishment of said fees.
Ill
Ill
Ill
Ill
Ill
* il
1
2
3
4
5
6
7
a
9
0 e
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
ti
control of previous resolution adopted by this City Council.
3. That all development-related fees shall become effective on
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Carlsbad, California as follows:
1. That the fee schedule shown in Exhibit A attached .hereto is
hereby adopted and shall become the official fee schedule for services
provided by the City of Carlsbad.
2. That any fee not included in said list shall remain under the
September 1, 1994.
4. That all general City fees shall become effective on August 1,
1994.
PASSED, APPROVED AND ADOPTED at a regular meeting of the
City Council of the City of Carlsbad held on the 21st day of JUNE ,
1994, by the following vote, to wit:
AYES: Council Members Lewis, Stanton, Kulchin, Nygaard, F
NOES: None
ABSENT: None
hUDE A. L€h/IS, Mayor
ATTEST:
Z, Cii Clerk tant City Clerk
i (SEAL) I
. q e e dXhVB/ 1
CITY OF CARLSBAD
FEE SCHEDULES
1994-95
0 0
CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
DEVELOPMENT RELATED FEES
JUNE 1994
I
I 1
~
1
i I
Fee Description
Additional Planning Inspections (first insp induded In plan check fee)
Adjustment Plat
Administrative Variance - Single Family
Administrative Variance - Other
Appeal - Ci Council - Single Family
Appeal - City Council - Other
Appeal - Ci Council - Ci Engineer's Decision
Appeal - Planning Commission - Single Family
Appeal - Planning Commission - Other
Building Permit Fees (Based on state fee schedule)
Building Plan Check - 65% of Bldg Permit ' Bridge & Thoroughfare - per Single Family Unit (Outside CFD) ' Bridge &Thoroughfare - per Condominium Unit (Outside CFD)
1 Bridge &Thoroughfare - all other - per Avg. Daily Trip (Outside CFD)
~ Certificate of Compliance
Community Facilities District Annexation
Construction Change Review - Minor
Construction Change Review - Major
Coastal Oevelopment Permit - Single Family
Coastal Development Permit - Other
Bridge &Thoroughfare - per Apartment Unit (Outside CFD)
I cup i CUP - Amendment - Regular
CUP - Amendment - Non-Profit
' CUP - Extension - Regular
CUP - Extension - non-profit
CUP - Non-Proiit
DayCare Permit
DayCare Permit - Extension
Design Review - Preliminary Review - Major
Design Review - Preliminary Review - Minor
Duplicate Tracing Fees - Final Parcel Maps - per sheet
Duplicate Tracing Fees - Final Tract Maps - per sheet
Easement or Offer to Dedicate or Improve
EIA - Ail Others
EIA - Single Family
EIR - 1 through 4 Acres
EIR - 5 through 19 Acres
EIR - 20 Acres and up
EIR - Addendum I EIR - Supplemental (Requiring a Public Hearing) I !
(Base + actual cost)
Encroachment Permit (Before Installation)
Encroachment Permit (After Installation)
Engineering Variance - Minor
Engineering Variance - Major
1 Environmental Monitoring Fee I Final Parcel Map (Minor Subdiiision) j Final Tract Map (Base fee + $5 per Acre)
~ Fire Protection System Installation
Fire Repeated Inspection on New Construction
. Note
New
(1 1
-
"
-
Total
cost
Fe Proposed 1993-94
Amt Fee Fee
50
490 490 1,079
120 120 1,218
120 120 61 6
490 490 893
120 120 1,007
430 430 652
250 250 1.106
340 340 41 5
50 543
530
31 8 31 8
424 424
530
.22 22.00
234 230 230
480
150 150 500
480 0
60 300 300
51 4 150 150
433 400 400
2,700 2,500 2,500
934 935 935
934 80 80
631 400 400
631 55 55
2,700 1M 120
1,238 125 125
500 55 55
500 275 275
300 55 55
30 30 30
30 30 30
200 200
220 220 1,088
200
1,321 220 220
6,221
4,924
2,210 2,210
5,510 5,510 12,290
2,210 2,210
500 275 275
10,237 10,235 10,235
50
150 150 150
160 160 160
85 85 85
100 100 100
50 50
2,124 1,580 ' 1,580
3,081 2,760 2,760
40 40 40
e
I
I 1 I
Fee Description
Fish & Game Fee - Negative Declaration
Fish & Game Fee - EIR
Future Improvement Agreements
General Plan Amendment - 1 Acre or less
General Plan Amendment - 1 to 5 Acres
General Plan Amendment - 5 Acres and up
Grading Permit
Grading Plan Check
Growth Management Fees - As established by Council
Hillside Dev Permit - Single Family
Hillside Dev Permit - Other
Hillside Dev Permit Amendment - Single Family
Hillside Dev Permit Amendment - Other
Improvement Agreement Extension
Improvement Construction Inspection Fee
Improvement Plan Review (Plan Check)
lnclusionary Housing Impact Fee (per unit)
lnclusionary Housing In-lieu Fee (per market rate unit)
Information to Planning Commission - Single Family
Information to Planning Commission - Other
Inspection Overtime (On Request)
Landscape Plan Check - Same as lmpvt Plan Check
Landscape Inspection - Same as lrnpvt Construction lnsp
Local Coastal Plan - Amendment - Major
Local Coastal Plan - Amendment - Minor
Master Plan (Base Fee + $15 per Acre)
Master Plan Pre Submit 1 Master Plan Amendment (Mino;
Master Plan Amendment (Major) (Base Fee + $10 per Acre)
Monumentation (Cash deposit as required)
Notice Fees - Based on Cost to Provide Notice
Oversize Load Permit - 1 trip
Cversize Load Permit - Annual
Park In - lieu Fees
PD or Condo Revision - 4 or less
PO or Condo Revision - 5 to 50
PD or Condo Revision - 51 or more . '
PO Revision - Non-Res - 4 or lea I PD Revision - Non-Res - 5 to 50- ' PD Revision - Non-Res - 51 or more
PD or Condo - 4 or less
PD or Condo - 5 to 50
PO or Condo - 51 or more
PD - Non-Res - 4 or less
PD - Non-Res - 5 to50
PD - Non-Res - 51 or mor@
Permit Amendments Not Specifically Identified
Planned Industrial Permit I Planned Industrial Permit - Amendment 1 Planning Commission Determination - Single Family
i Planning Commission Determination - Other
.. &IN 6F &ARL!!!BAD
PROPOSED FEE SCHEDULE
DEVELOPMENT RELATED FEES
JUNE 1994
Total Fec Proposed 1993-94
Note Amt Fee Fee Cost m
875 875 875 m 1,275 1,275 1,275
80
2,500 2,500 6,047
1,200 1,200 2,650
1,200 1,200 2,218
80 80
(1 1
(1 1
1,028 400 400 1,126
120 120
857
340 340 340
350 350 791
80 80
(1 1
(1 )
2,925
1,518
12,000 12,000
2,925
100 100 0
41 0 410 1,733
120 120
5,531
3,860 3,860 15,456
1,700 I ,700 3.947
3,750 3,750 6,249
10,475 10,475 26,533
1,700 1,700 2,642
5,531 5,531
cost coat
15
60 60
15
(1 1
(3)
440 440 1,705 (3)
11,022 11,022 11,022 (3)
4,000 4,000 6,613 (3)
440 440 1,914 (3)
6,000 6,000 7,298 (3)
3,000 3,000 3,243 (3)
575 575 131 5 (3)
5,510 551 0 6,192 (3)
2,000 2,000 2,786 (3)
250 250 599
(3) 10,504 10,504
Q
(3) 5,510 5,510 5,551
10,504
2,245
220 2,650
400 400 535
600 600
220
2,819 830 830
e e
CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
DEVELOPMENT RELATED FEES
JUNE 1994
I I
Fee Description
Planned Development Final Map - Minor (4 or less)
Note
Planned Development Final Map - Major (50 or less)
Planned Developemnt Final Map - Major (51 of more)
PJanned Local Drainage Fees (1 1
Precise Development Plan
Precise bvelopment Plan - Amendment
Preliminary Review - Minor
Preliminary Plan Review (Single Family Exempt)
Public Facilities Fees - 3.5% of Bldg Permit Value (Outside CFD) ' PuMic Facilities Fees - 1.8296 of Bldg Permit Value (Inside CFD)
Public Facilities Fees Agreement
Quitclaim of Easement
Reapportionment Fees for 191 1 Act Assessment Districts -.(plus $50 per parcel)
Redevelopment Permit (Minor)
Re&velopment.Permit (Major)
Redevelopment Permit Amendment (Minor)
Redevelopment Permit Amendment (Major)
Research Time (By Written Request) - Per Hour (6)
Reversion to Acreage
Right of Way Permit - Single Family
Right of Way Permit - Municipal Projects paying imp fees
Right of Way Permit - All other Non-Utili
Right of Way Permit - Utili (By Contract)
Satellite Antenna Permit
School Fees - (Set by School Districts, State Mandates Limits)
Segregation of Assessments - 2 to 3 parcels
(1 1 Sewer Benefit Area Fees
(1 1 (4) Sewer Connection
(9) Segregation of Assessnients - 701. +".parcels (pius $3.50 per parcel over 700)
(9) Segregation of Assessments - 501 to300 parcel8 (plus $6 per parcel over 500)
(9) Segregation of Assessments - 31 6 to 500 percels @Jus $1 2 per parcel over 31 5)
(9) Segregation of Assessments - 166 to 315 parcels (plus $20 per parcel over 165)
(9) Segregation of Assessments - 11 6 to 165 parcels (plus $25 per parcel over 115)
(9) Segregation of Assessments - 81 to 115 parcels (plus $35 per parcel over 80)
(9) Segregation of Assessments - 56 to 80 parcels (plus $65 per parcel over 55)
(91 Segregation of Assessments - 36 to 55 parcels (plus $85 per parcel over 35)
(9) Segregation of Assessments - 21 to 35 parcels (plus $1 15 per parcel over 20)
(9) Segregation of Assessments - 11 to 20 parcels (plus $175 per parcel over 10)
(9) Segregation of Assessments - 4 to 10 parcels
(9)
Sewer Lateral Installation
Sign Permit
Sign Program
1 site Development plan (Minor) 1 Site Development bn (Major)
(2)
j Site Development Plan %&ion (Major)
(2) I Site Development plan Revision (Minor)
' Special Use Permit
Special Use Permit - Flood Plain
Special Use Permit - flood Plain, Coastal High Hazard Area
Special Use Permit Amendment - flood Wain
' Special Use Permit Amendments - All Other
Total
cost
Fec Proposed 1993-94
Amt Fee Fee
209
70 70 893
25 25
1,106 70 70
3,899
230 388
1,100 1,100 2,499
1,700 1,700
120 120 250
230
50
1,838
450 450
280 280 388
50 50
35 35 224
500 500 500
80 80 80
800 800. 1,384
80 80 356
1,400 1,400 5,603
150 150
224 90 90
224
224
90 90
97 40 40
2,550
5,230 5,230
3,480 3,480
3,480 3,480
2,550
10,280 10,280
8.655 8,655
6,955 6,955
f
11,505 11,505
12,755 12,755
15,755 15,755
17,975 17,975
19,175 19,175
1,767 1,806
2,500
175 561
30 30 32
2,500 2,500
175
5,992 2,775 2,775
9,215 5,530
1,150 1,150 1,283
280 280 1,073
1,150 1,150 6,727
475 475 4,162
5,530
350 300 300
1,208 820 820
1,072 225 225
0 e CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
DEVELOPMENT RELATED FEES
JUNE 1994 ir Description
I Street Light Energizing Fee
Specific Plan Amendment (Minor)
Specific Plan Amendment (Major)
Specific Plan - Less than 5 acres
Specific Plan - 5 to 25 acres
Specific Plan - More than 25 acres
I Street Name Change
Street Sign Deposits (As Required)
Street Vacation
Structure Relocation
Tentative Map Revision - No PO - 5 - 25 Units or Lots
Tentative Map Revision - No PO - 26 - 100 Units or Lots
Tentative Map Revision - No PO - 101 or more Units or Lots
Tentative Parcel Map Processing Fee
Tentative Parcel Map lyr Extension
Tentative Tract Map Litigation Stay - 1/4 orginal Fee
Tentative Tract Map RES - 5 - 49 Lots or Units
$2,500 base + $1 Wnot or unit Over 5 (whichever is greater).
$7,500 base + $25/lot or unit Over 50 (whichever is greater).
Tentative Tract Map RES - 50 or more Lots or Units -
Tentative Tract Map NON-RES - 5 - 49 Lots or Units -
$2,500 base + $1 00/lot or acre over 5 (whichever is greater).
1 Tentative Tract Map NON-RES - 50 or more Lots or Units - 1 $7,500 base + $1 00Aot or acre over 50 (whichever is greater).
Tentative Tract Map Extension - 5 to 25 - half of Tent. Tract Map fee
Tentative Tract Map Extension - 25 to 100 - half of Tent Tract Map fee
Tentative Tract Map Extension - 101 or more - half of Tent. Tract Map fee
Traffic fmpact Fee - Residnt'l Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc'Vlndust Cost Per Trip (Out of CFD)
Traffic lm,pact Fee - Residnt'l Cost Per Trip (Inside CFD)
Traffic Impact Fee - Commrc'Vlndust Cost Per Trip (Inside CFD) i ' Variance (Single Family) Variance (Other)
yater Distriamice Fees
Easement Document Processing and Recording (mimimum $150)
Major Facility Fee - Potable Water per EDU
Preliminary Potable Water, Reclaimed Water, Sewer Analysis Review
Reclaimed Water Landscape Review
~ Hydraulid Analysis Only
Meter Installation Fees:
518'
Fire Protection 1 3t4'
19 ' 1 112'
IT
16'
i 3'
4'
Note
(2)
(1 1
(4)
(4)
(4)
(4)
-
-
L
Total
Amt Fee Fee cost
Fee Proposed 1993-94
4,371
13,500 13,500 =,=I
5,700 5,700 21,970
1,750 1,750 35,075
6,200 6,200 12,068
1,700 1,700
339 120 120
490
267
490 490
1,611 1,611 1,611
2,350 2,350 6,281
1,425 1,425 4,782
1,150 1,150 3,987
180 180
365 365 365
3,413
7,472
3,413
4,033
295
374
427
83
22 21
54 53
34 33
84
1,573 280 280
1,762 575 575
150
200 200 200
200 200 200
500 500 500
2,400 2,400
150 150
80
900 900 900
420 420 420
275 275 275
150 150 150
110 110 110
65 65 65
80 80
1,620 1,620 1,620
2,700 2,700 2,700
0 0 - CIM OF CARLSBAD
PROPOSED FEE SCHEDULE
DEVELOPMENT RELATED FEES
JUNE 1994
I ~
i
Total Fee Proposed 1993-94
Fee Description
Potable, Reclaimed and Sewer improvement Plan Review
' Amt Fee Fee cost Note
Under $80.000 - Base + 1% of Construction Costs
2,250 2,250 2,250 Between $5oo,OOO - $8oo,ooO - Base + 35% of Construction Costs
1,400 1,400 1,400 Between $2oo,OOO - $5OO,OOO - Base t .45% of Construction Costs
800 800 800 Between $80,000 - $200,000 - Base + .7% of Construction Costs
400 400 400
$800 and over - Base + Calculated on a Project Basis 2,860 2,860 2,860
Potable, Reclaimed and Sewer Standards and Specifications (Cost for each) 20
Service Installation Fees
San Diego'County Water Auth. Capacity Charge - Set by SDCWA
20 20
1' Water
4,500 4,500 4,500 (8) Fire Detector Lateral
5,000 5,000 5,000 (8) Fire Hydrant Lateral and Assembly
1,750 1,750 1,750 2' Lateral with three'l' SeMces
1.500 1,500 1,500 2' Lateral with two 1" Services
1 ,OOo 1 ,OOo 1 #ooO 2' Water
800 800 800
Waste Water Discharge Permit 25 25
Waste Water Pretreatment:
Class I (per month) 250 250
Class II (per month) 150 150
Class 111 (per month) 25 25
Zone Change - 5 or fewer acres 2,532 280 280
Zone Change - 5.1 to 25 acres 2,675 850 850
Zone Change - 25,l or more acres 2,175 2,175 2,660
Zone Code Amendment 1,150 1,150 3,181
I
(1) - See attached for rate table.
(2) - Minor Residential Development - Defined as - 50 or fewer units or lots, whichever is greater
(3) - Based on number of units or lots whichever is greater
(4) - Fee Increases based on Annual Change in Engineering News Record as Established by Council by Ordinance.
Minor" Other Uses - Defined as less than 2 acres
I (5) - Any Permit Amendment not identified assessed at 50% of original cost.
1 (6) - Research Fee = Minimum $25.00 based on hours to completion.
(7) - Fees set by State Statute.
(8) - Fee is a $2.500 deposit with supplemental billing to make up cost difference.
(9) - For all Assessment Districts using 1915 Act Bonds.
0 e
\Fire Protection System Installation Fees Schedule #l I I I Plan Inspection Fees Total
Review NO. I cost Fee
Automatic Sprinkler Systems - Commercial System $80 +.75/spklr 6 at 40 each $320 +.75h - Tenant Improvement - Residential System
40 .
40
1 at 40 each 80
3at 40 each 160 , Fire Alarm S stems - 1 to 10 Devices 40 minimum 1 at 40 each 80 - 1 1 or more Devices 40 +$1 .OO/device2 at 40 each 120 +1.W
Other Fixed Fire Systems
- Halon
40 1 at 40 each 80 - Special Chemical Agent
60 2 at 40 each 140
40 2at 40 each 120 - Paint Spray Booth
- Hood and Duct 40 1 at 40 each 80
- Standpip 40 2 at 40 each 120
I Grading. PernnitFees. SChedUfe. #2
Base
Fee Plus Per
Grading Permit - 100 CY or less 25 - -
Grading Permit - 1Ol'to 1,000 CY 75 10.00 100 CY Grading Permit - 1,001 to 10,000 CY 175 52.50 1000 cy
Grading Permit - 10,001 to .lOO,OOO CY 700 60.00 10,000 CY
Grading Permit - 100,001 to 200,000 CY 1,300 180.00 10,000 CY Grading Permit - 200,001 CY or more 3,100 300.00 100,000 CY
Grading,-PlaniCtieck.-Fees.., .... :. . : . .. . . : .. schedule: .#3
BaSe
Fee Plus Per
Grading Plan Check - 100 CY or less ,100 - -
Grading Plan Check - 101 to 1,000 CY 500 80.00 1 00 CY
Grading Plan Check - 1,001 to 10,000 CY . 1,300 80.00 lo00 cy
Grading Plan Check - 10,001 to 100,000 CY 2,100 80.00 10,Ooo CY
Grading Plan Check - 100,001 CY to 200,000 CY . 2,900 80.00 10,Ooo CY
Grading Plan Check - 200,001 CY or more 3,700 80.00 100,000 CY -
improvement Constructio,n Inspection Fees Schedub #4
Cost of Improvements Fee
$0 to $250,000 5% - $250 Minimum
$250,001 to $750,000 . 4.5% - $12,500 Minimum
$750,001 to $2,000,000 4.0% - $33,750 Minimum
$2,000,001 to $5,000,000 3.5% - $80,000 Minimum
$5,000,001 and Over -. 3.0% - $175,000 Minimum
. 0 ,. Improvement Plan Review Fees Schedule 85
Cost of Improvements Fee
$0 to $20,000 6.00% - $200 Minimum
$20,000 to $50,000 5.00% - $1,200 Minimum
$50,000 to $lOO,OOO 4.00% - $2,500 Minimum
$100,000 to $250,000 3.50% - $4,000 Minimum
$250,000 to $500,000 2.75% - $8,750 Minimum
$500,000 to $1,000,000 2.25% - $13,750 Minimum
Over $1,000,000 1.50% - $22,500 Minimum
(Improvement Plan Check Fees are based on the current City of San Diego unit
paving, storm drains, etc.) prices, This includes the cost of curbs, gutters, sidewalks, asphalt or concrete
. Park In-tieu.Fbes Schedule #6
Value Fee
Quadrant Per Unit Per Acre r
District I - NW 195,000
Single Family Detached'& Duplex 1,755
Attached (4 units or less) 1,463
Attached (5 units or more) 1,170
Mobile Home 1,034
District 2 - NE 175,000
Single Family Detached & Duplex 1,575
Attached (4 units or less) 1,313
Mobile Home 919
Attached (5 units or more) 1,050
District 3 - SW 175,000
Single Family Detached & Duplex 1,575
Attached (4 units or less) 1,313
Attached (5 units or-more) 1,050
Mobile Home 91 9
District 4 - SE 175,000
Single Family Detached & Duplex 1,575.
Attached (4 units or less) 1,313
Attached (5 units or more) 1,050
Mobile Home 919
The Park Fee ord- establishs a method of
. determining park land values in each quadrant
e e
f
I
Planned Local DrainaQe Area Fees Schedule #7
Existing
Fee
Area Per Unit
1 0
2 0
3 3,808
4 1,686
5 2,658
6 200
7 2,273
8 0
9 2,878
10 1,196
11 1,630
12 4,445
13 2,858
Council will be considering revised drainage fees
as part of a new master drainage study. This study is currently
being reviewed by the Engineering Department.
- -
-
-
A
Sewer Conn'&o"i:F~s Schedule #8 I
General Connection Fee All Areas $1,767
Plus Sewer Benefit Fees shown below
Current
Sewer Benefit Area Fee
Area A . 279
Area B 49 1
Area C 407
Area D 785
Area E 803
Area F 879
Area G 76
Area H 51 4
Area I 285
Area J 982
Area K 1,98 1
Area L 776
Area M 38
Stfeel ti.. ht:;Enecm I-,Fees 9 , ... .. .a . . g Schedule #9 I
watts I Lumens Fee
70 . 60.00 5,800 100
150
200
9,500 78.00 '
16,000 125.00 22,000
101 .oo
250 30,000 I 165.00
Above fees are the cost for energizing each street light for 18
months and includes a $15.00 charge per light to an SDG&E
service point. ". "" - - -
4 e 0
CITY OF CARLSBAD
PROPOSEDFEESCHEDULE
GENERAL CITY FEES AND CHARGES
JUNE 1994
Note Fee Proposed 1993-94 Total
Fee Description
14.00 14.00 Administrative Fee - DUI
500.00 500.00 Administrative Fee for 1915 Act Bond Call
cost cost Abandoned Vehicle Abatement - Actual Administrative Cost
Amt Fee Fee cost
Ambulance Fees
Base Rate - Resident
25.0 25.00 0.00 N0W Code - 3 Charge
25.00 25.00 Oxygen Charge
25.00 25.00 Night Charge
(1 1 Supplies Charge
7.00 7.00 Mileage Charge - per mile
500.00 500.00 Base Rate Non-Resident
250.00 250.00
Appeal City Council - Miscellaneous 120.00 120.00
Appeal - Housing and Redevelopment Commission 120.00 120.00
Bicycle Licenses 3.00 3.00
Bicycle Licenses - Replacement or Transfer 1 .00
30.00 30.00 Bond Search
1 .00
350.00 350.00 Ci Clerk - Full Council Agenda Packets @et year)
50.00 50.00 City Clerk - Municipal Code Supplement Seivice (per year)
150.00 150.00 City Clerk - Municipal Code Books (Cost for Each)
200.00 200.00 Cabaret Dance Permit
City Clerk - Certification Charge (per document) 24 00 2,oo
City Council Agenda Subscription - Set by City Manager - Cost per year
Fire Use Permit Fees
110.00 110.00 110.00 Fire - Nuisance Alarm
Fire
At Cost At Cost Emergency Response Billings - DUI
154.00 154.00 Criminal Justice Administration (per person)
0.15 0.1 5 Copies - each
70.00 70.00 City Council Minutes Subscription - Set by City Manager - Cost per year
49.00 49.90
Public Assembly
- Candles or Other Open Flame 40.00 40.00 40.00
- Assembly 80.00 80.00 80.00
Temporary Use
- Tents 80.00 80.00
40.00 40.00 40.00 - Welding
Hazardous Materials and Processes
240.00 240.00 240.00 - Fireworks Display or Specid Effects
240.00 240.00 240.00 - Carnivals and Fairs
80.00
-
- Compressed Gases
160.00 160.00 160.00 - Motor Vehicle Repair
160.00 160.00 160.00 - Dry Cleaning
160.00 160.00 160.00 - Haz-Mat Use and Storage
160.00 160.00 160.00 - Flammable Finishes
160.00 160.00 160.00 - Combustible Fiber Use and Storage
160.00 160.00 160.00 - Dust Production
80.00 80.00 80.00
I e 0
CITY OF CARLSBAD .
PROPOSED FEE SCHEDULE GENERAL CITY FEES AND CHARGES
JUNE 1994
Note Fee Proposed 1993-94 Total
Fee Description
Hazardous Installations
Amt Fee Fee cost
- Medical Gas Dispensing System
80.00 80.00 80.00 - Dispensing
80.00 80.00 80.00 - Use
Flammable and Combustible Liquids, Gases and Aerosols
160.00 160.00 160.00 - Refrigeration Equipment
240.00 240.00 240.00 - High-Piled Combustible Storage
120.00 120.00 120.00 - Combustible Storage Facility
120.00 120.00 120.00 - Industrial Ovens
160.00 160.00 160.00
- Tanks 80.00 80.00 80.00
Fire - Routine Fire Inspection for Business 85.00 0.00 0.00
Fire - Failed Business Inspection 80.00 40.00
Health Practioner License Fees:
80.00 80.00 80.00 Fire - Weed Abatement (charge per parcel)
40.00
- Holistic Health Practitioner - license fee 50.00 50.00 - Massage Technician - license fee 100.00 100.00 - Investigation fee 50.00 50.00
* - Annual license renewal 25.00 25.00
- Appeals of the Ci Manager's decision 50.00 50.00
Library Borrowing - Audio Visual Equipment (per item, per day) 5.00 5.00
Library Borrowing - Audio Visual Insurance fee - Per Video Tape 0.50 0.75 . 0.2
Library Fines (.lo per day per item) 0.1 0 0.1 0
Library Fines - Juvenile (.05 per day per item) 0.05 0.05
Library Fines - Video ($1 .00 per day per item) 1 .OO 1 .00
Library Interlibrary Loan 0.50 ' 0.50
- Storage 80.00 m.00 80.00
Libran
Library Lost or Damaged Items:
Barcode ' 1.00 1 .00
Library Card 1 .00
Book or Audio Item - List Price
1-00
Videotape - 20% of list price (covered by insurance)
Library Online Searching Fee~a (Actual Cost for Direct Line Charges)
Library Presearch Fee for Online Searches (Per Search)
Library Book Reserve
5.00 5.00
0.50 0.50
Police - Alarm Permit 30.00 30.00
Police - Copy of Accident Investigation Video Tapes 50.00
Police - False Alarm Fee - Second Occurance
50.00 50.00
At Cost At Cost Police - Hourly Cost per Police Officer - Determined by Finance Dir ,
25.00 25.00 25.00 Police - Historical Searches per month searched
5 10.00 5.00 Police - Fingerprinting Fees
100.00 100.00 Police - False Alarm Fee - Businesses - During Business Hrs
50.00 50.00 Police - False Alarm Fee - All Additional Occurances
25.00 25.00
Police - Hourly Cost per Police Officer With Vehicle - Determined by Fin Dir At Cost At Cost
fsh2
0 0
CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
JUNE 1994
I Fee Description
Police - Impounded Vehicle Administrative Charge
Police - Report Fee (Free to Victim)
Police - Second Call per Police Officer per hour
Police - Second Call per Police Sergeant per hour
Public Dump Permit - Fee per acre
Publications - As Determined by the City Manager
Returned Check Fee
Sewer
Sewer Service Charges
Minimum Monthly Charge
Group I - Residential - (Flat Rate)
Group II - Commercial - Minimum plus rate per hundred cubic feet
Group 111 - Commercial - Minimum plus rate per hundred cubic feet
Group IV - Commercial - Minimum plus rate per hundred cubic feet
Group V - Institut'ons/Schoois
- Elementary School - rate per hundred cubic feet - Junior High School - rate per, hundred cubic feet - High School - rate per hundred cubic feet - Boarding School - rate per hundred cubic feet
- Beckman Micro Operations - Minimum plus rate per hundred cubic feet - Culligan - Minimum plus rate per hundred cubic feet - Hughes Aircraft - Minimum plus rate per hundred cubic feet
Group VI - Large Volume Users
Special Ci Senrices - Billed at Cost
Special Events - Minimum Filing Fee - One Street
Special Events - Traftic Variance / Minor - 5 or fewer interesctions
Special Events - Traffic Variance / Major - 5 or fewer intersections
Solid Waste Fee (AB939) 1.1 % of Basic Trash Rate
Trash Collection Fees
S-
- Residential - per month
- Commercial per bin - one pick-up per week
- Commercial per bin - two pick-ups per week - Commercial per bin - thm pick-up per week I - Commercial per bin - four.pkk--ups per week
- Commercial per bin - five pick-ups per week - Commercial per bin - sb pick-up8 per week Parks & Recreation
Non-resident Fee - Instructional Classes and Daytrippers
Non-resident Fee - Open Flay Basketball, Volleyball, Badminton
Non-resident Fee - Youth Sports (per person)
Aaua Hedioa
Annual Fee - Resident - Power &ab &Jet Skis Sailboats Over 8'
Annual Fee - Non-Resident, - Power Boats &Jet Skis Sailboats over 8'
Annual Fee - Resident -Board Sail/Boats under 8 8 Passives
Note Fec Proposed 1993-94 Total
cost Arnt Fee Fee
12.00
26.a 56.00 30.00
6.N 41.00 35.00
' 10.00 10.00
12.00
200.00 200.00
15.00 15.00
(2)
13.70
3.51 3.51
2.22 2.22
1.67 1.67
13.70 13.70
13.70
0.31 0.31
031 0,61
0.91
4.57 4.57
0.91
4.60
1.31 1.31
4.60
1.36 1.36
(3)
300.00 300.00 (3)
100.00 ? 00.00 (3)
25.00 25.00
0.1 3 0.1 3
14.22
309.88 309.88
235.49 235.49
161.10 161.10
86.71 86.71
14.22
384.27 384.27
458.56 458.56
3.00
10.00
3.00 3.00
3.00
10.00
30.00
35.00 35.00
30.00
15.00 15.00
9 0 .I)
CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
JUNE 1994
c Note Total 1993-94 Proposed Fee
Fee Description cost Fee Fee Amt
Annual Fee - Non-Resident - Board/Sail Boats & Jet Skis under 8' & Passives 17.50 17.50
Annual Fee - Board Sail - Additional Decal 10.00 10.00
Replacement Lagoon Permit Decal 5.00 5.00
Daily Fee - Resident - Power Boats & Jet Skis Over 8' 8.00 8.00
Daily Fee - Non-Resident - Power Boats &Jet Skis Over 8' 12.00 12.00
. Daily Fee - Resident - Passive Use & Vessels under 8' 3.50 3.50
Daily Fee - Non-Resident - Passive Use &Vessels Under 8' 6.00 6.00
Recreation and Safety Center Facility Rental Fees - See Schedule A
Senior Center Facility Rental Fees - See Schedule B
Per Admission - Youth &Teen 1 .00 1 .00
Per Admission - Adult - Resident 1.75 1.75
Per Admission - Adult - Non-Resident 2.75 2.75
Season Discount - Adult - Resident 60.00 60.00
Season Discount - Adult - Non-Resident 70.00 70.00
Season Discount - Family - Resident 72.00 72.00
Season Discount - Family - Non-Resident 82.00 82.00
City Classes - Beginner - Learn to Swim - Res 17.00 17.00
Ci Classes - Beginner - Learn to Swim - Non-Res 25.00 25.00
City Classes - Adulfleen - Learn To Swim - Res 22.00 22.00
Ci Classes - Adulfleen - Learn To Swim - Non-Res 30.00 30.00
Ci Classes - Parentllnfant thru Adv Pre-School - Res 22.00 22.00
City Classes - Parentllnfant thru Adv Pre-School - Non-Res 30.00 30.00
Contract Classes - Adapted Aquatics - Res 17.00 17.00
Aauatics
Contract Classes - Adapted Aquatics - Non-Res 25.66 25.00
Contract Classes - Aqua X / Masters Swim (Daily Fee) - Res 3.00 3.00
Contract Classes - Aqua X / Masters Swim (Daily Fee) - Non-Res 4.00 4.00
Contract Classes - Diving, Synchro Swim - Res 22.00 22.00
Contract Classes - Ding, Synchro Swim - Non-Res 30.00 30.00
Contract Classes - Masters Swim Workouts - Res (Monthly Fee) 30.00 30.00
Contract Classes - Masters Swim Workouts - Non-Res (Monthly Fee) 40.00 40.00
Individualized lnstr - Basic Swimming - Rea (per hour) 17.00 17.00
Individualized lnstr - Basic Swimming - Non-Res (per hour) 25.00 25.00
Individualized lnstr - Advanoed InsWcoaching - Res (per hour) 25.00 25.00
Individualized lnstr - AdvancodIr#tr/coaching - Non-Res (per hour) 33.00 33.00
Rental - Exclusive Use - Commercial/Corp (Per Hr) 80.00 80.00
Rental - Exclusive Use - Comrnunity/Non-Profit (Per Hr) 32.00 32.00
Use Agreements - C.U.S.D. (per lane per hr) 1 .eo 1.80
Use Agreements - N.C.A. - (per lane per hr) 1.90 1.90
Staff Costs - City provided services (Life Guard / Supervision etc. - Per Hr) 11.00 11.00
Water District
Approved Backflow Tester 25.00 25.00
Backflow Preventer Charge (per month, each account) 2.50 2.56
Blueprinting of Standard Size (24' x 369 Improvement Plan Sheet (Cost for each) 5.00 5.00
Cross Connection License 25.00 25.00
I 0 0
CITY OF CARLSBAD
PROPOSED FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
JUNE 1994
Note F€ Proposed 1993-94 Total
Fee Description
20.00 20.00 Water Meter - Construction Meter Relocation
50.00 50.00 Water Meter - Construction Meter rental fee
500.00 500.00 Water Meter Deposit - Construction Meters
60.00 60.00 Water Service Fee - After Hour Turn-on
20.00 20.00 Water Service Fee - Same Day Turn-on (Not Scheduled for That Day)
20.00 20.00 Water Service Fee - Accounts scheduled for termination for non-payment
10.00 10.00 Water Service Fee - Door Hanger
25.00 25.00 Water Service Fee - Per New Account - Service Turn on
O.( 1.51 1.48 Conservation Rate (1 -7 units of water) (cost per unit)
5.4 46.15 40.75 Cost of Delivery Charge (per month) - 8' meter
4.; 40.55 35.80 Cost of Delivefy Charge (per month) - 6' meter
4.4 37.65 33.20 Cost of Delivery Charge (per month) - 4" meter
3.f 30.60 27.00 Cost of Delivery Charge (per month) - 3" meter
' 3S 25.70 22.65 Cost of Delivery Charge (per month) - 2 1/2' meter
2.1 20.80 18.35 Cost of Delivery Charge (per month) - 2' meter
1.1 9.30 8.20 Cost of Delivery Charge (per month) - 1 1/2' meter
1.( 8.75 7.75 Cost of Delivery Charge (per month) - 1' meter
1.( 8.70 7.65 Cost of Delivery Charge (per month) - 3/4' meter
1.C 8.50 '7.50 Cost of Delivery Charge (per month) - 5/8' meter
0.5 4.90 4.35 Cost of Delivery Charge (per Month) Multi-Unit
2.4 20.80 18.35 Cost of Delivery Charge (per month) Fire Protection Meters
0.C 1.70 1.67 Water Use Base Rate Per Unit
25.00 25.00 Wastewater Permit Application
Reclaimed Water - See Rate Structure for Potable Water
20.00 20.00 Potable, Reclaimed and Sewer Standards and Specifications (Cost for each)
15.00 15.00 Jumper Connection
Amt Fee Fee cost
(1) - Charge is cost of supplies plus additional 60%.
(2) - Nonresidential sewer rates are calculated based on flow, strength and pretreatment requirements.
(3) - See Catisbad Municipal Code Section 8.-17.050
. 0 0
CLASSIFICATION OF APPLICANTS AND FEES
Each application will.be reviewed by the Recreation Supervisor and classified into a grol
depending on the type of organization and the intended use. The Parks and Recreatic Department's activities have fist priority for the use of the facilities. The classificatio
are listed in order of priority with classification "A" first, classification "B" serond, etc.
The City attempts to accommodate all groups; however, there is a limited number
facilities. Unfortunately, the demand exceeds the supply. For that reason, a prior
system for use had to be established.
A. Parks and Recreation activities; Co-sponsored activities; other C
departments.
Examples: Friends of the Library, Carlsbad Book Fair
B. Carlsbad resident not-for-profit, civic, social organizations (non-pi
management); any organization sponsoring a public forum or candida
night; public education.
Examples: Carlsbad Rotary, La Costa Youth Organization, Carlsbad Bo1
Sox, Carlsbad Youth Baseball, Boy Scouts, Carlsl
Homeowneis Associations, Carlsbad Unified School Distric
C. Carlsbad resident not-for-profit, civic, social organizations (paid managemer
private educational institutions.
Examples: Boy's and Girl's Club, Property Management Associatic
Carlsbad Girl's Club.
D. Non-resident not-for-profit, educational, civic and social organizations; resid
private parties; resident religious; resident political candidate use for f1
raisers; and locally organized groups whose normal place of meeting is loc;
in the City of Carlsbad.
Examples: North County A.A., Y.M.C.A., resident religious and polit
groups, Mira Costa.
E. Resident commercial, business, profit making organization, non-resic
private party activities.
Examples: Carlsbad ~nn, non-resident parties, weddings or reception
F. Non-resident commercial, business, political, profit making and reEg
organizations.
Examples: Trade shows, company training, meetings, Seminars
6
0 0
IN ORDER TO QUALIM AS CLASSIFICATION "B" OR "c" NON-PROFIT USER, TH ORGANIZATION MUST MEET ALL OF THE FOLLOWING CRITERIA:
. 1. The organization must be registered as a not-for-profit corporation with the Sta
of California, or, if not registered with the State, must have a constitution or b
laws which clearly state that the objectives of the organization are of a non-prof
non-commercial nature.
2. The organization must be comprised of volunteers, and 70% of which i
membership and participants must be Carlsbad residents. Verification of residen
may be required.
3. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; if n
incorporated, submit constitution and by-laws.
..
b. Financial verification of orgadzation's exemption from income tr
(Department of the Treasury form 990 may be used.) An up-dated copy v
be required by October 1st of each year.
c. A signed statement verifying item "2" above.
7
FAC FEE SCHEDULE AND CLASSIFI
REGULAR OPERATION HOURS
HardindCalaverdand - Stanecoach Comuniv Centers
Monday - Friday 8:OO a.m. to 1O:OO p.m.
. Saturday 8:OO a.m. to 4:OO p.m.
Safety Center Conference Rooms
Fox/Palowski Mtg. Rooms Monday - Friday 2:OO p.m. - 1O:OO p.m. Saturday 890 a.m. - YO0 plml
E.O.C. Mtg.'Room Monday - Friday 8:00 a.m. - 1O:OO p.m.
Saturday 8:OO a.m. - 5:OO p.m.
Fees are based on an hourly rate, with a two hour minimum (except ballfields). An ex
staffing fee of $9.00 per hour is required for all recreation usages other than rep
operation hours.
CATEGORIES
FACILITIES - A- B- C'D JL
Harding Community Center
Auditorium N/C $10 $15 $20 $40
Recreation I-Id N/C 10 15 20 40
Multi-Purpose Room N/C N/C 10 15 20
Kitchen N/C N/C 5 10 15
Stagecoach/Calavera Community Centers
Gymnasium
Activity Room
Multi-Purpose Room
Kitchen
Safety Center
Fox Meeting Room
Palowski Meeting Room
Emergency Operating Center
Levante Center
Heritage Hall
Granary
Scout House
Train Depot
N/C 10 20 30' 45
N/C 10 15 20 40
N/C N/C 10 15 20
N/C N/C 5 10 15
N/C 10 15 20 30
N/C 10 15 20 30
N/C 10 15 20 30
N/C N/C 10 15 20
N/C N/C 10 15 ,20
N/C N/C 8 10 15
N/C N/C 8 10 15
N/C N/C 8 10 15
8
t 0 0 CATEGoFuES
PARKS
Holiday - Gazebo Area
A B" C D- E
NE N/C 5 8 10
- Picnic Shelter
StagecoachICalavera - Picnic Area
N/C N/C 5 8 10
N/C N/C 5 8 10
Magee Park N/C N/C 3 5 8
La Costa Canyon - Upper Area N/C N/C 3 5 8
Laguna Riviera - Picnic Area N/C N/C 3 5 8
. BALLFIELDS/SOCCER FIELDS
Chase,Bierly, Stagecoach, Calavera
Day Use N/C N/C 5 5 7
Lights N/C N/C 13 13 15
Buena Vista, Valley Jr. High
Levante, Safety Center, Fuerte, Magnolia,
Hope, Kelly, Jefferson,
Day Use Only N/C N/C N/C 3 5
TOURNAMENTS - ($200 deposit required)
Field plus Bases N/C N/C 5 5 7
Lights N/C 7 13 13 15
Field Preparation N/C 15 15 15 15
Snack gar N/C N/C 5 8 10
TENNIS COURT (Daily fee per court)
Carlsbad High School N/C N/C 20 30 40
StagecoachJCalavera* N/C N/C 15 20 25
Laguna %viers*
NOTES:
* No Tournament Play
N/C N/C 10 15 20
,
1. There is a two-hour minimum for the use of facilities, parks and meeting rooms,
for ballfields which can be rented for one (1) hour. Fees will not be pro-rated
than one hour.
2. Day Use for the softball fields and the tennis courts is from 8:OO a.m. until d:
additional amount is charged for lights.
3. Building rentals include use of tables, chairs, P.A. and kitchen facilitie
appropriate.
3/94
9
1c) Schedule B
FACI & FEE SCHEDULE AND CUSS CAmONS
I SENIOR CENTER - REGULAR OPERATION HOURS
Monday - Friday a00 am. to 5:00 p.m.
Fees are based on an hourly fate, with a two hour minimum.
A staffing fee of $7.00 per hour is required for ail users.
SENIOR CENTER
Hourly Rate8 Pet
ClASSlflCAllON
4 .B,COEF A
Auditanurn NIC NE $!M $46 $50 $65 $8'
Dining Room N/c N/c $30 $40650665&
Non-Refundabie Use Fee $40
Non-Refundable Use Fee $40
c
Kitchen
(Warming) N/c N/c $5 $10 $YS $20 $2 (Full sddpreparatbn) N/c N/c $15 s20$25$3Os Non-Refundable Use Fee $20 .
6
NO=
I. Thereisatwo-hourminimumfortheusaoffaci0bes.
Fees win ne be pd for less than one how.
2 Building rentaQ indud8Urre aftabb, ctrairs and PA.
2 3. Senior Canter equipmc#lt cannot be uttfited outdo~ld.
4. ~~~mrtpayme$7*00Pef~Urper100pea~staff~.
I
.' b 0 0
ClASSIFlCATION OF APPLICANTS AND FEES
Each application will be reviewed by the Senior Center Coordinator or Designee classified into a group depending on the type of organization and the intended Senior Center activities have first priority for the use of the faalii. me classification
listed in order of priority with dassiification "A" first, dassification "8" second, etc. Thc
attempts to accommodate all groups: however, there is a limited number of faci
Unfortunately, the demand exceeds the supply. For that reason, a priority system fa
had to be established:
A. Carisbad Senior center activities.
6. Parks and Recreation activities; City co-sponsored activities; other
departments; -bad Unified School Mstrid administration auths
activities.
Examples: CUSO Board of Tnrstees Meetings, Friends of thaLib~ Cattsbad~mmissiOnMeetings.
C. Carlsbad resident (51% memberstrip carisbad residents) non
organizations (non-paid management): cartsbad Homeowners Assoaz Cartsbad civic and sdal organidom, and any Cartsbad organi
sponsoring a p- forum or canciidates night.
Examples: Carkbad Rotary, La Costa Youth Organhation, Carlsbac League,~adBoyscoucs.
0. Carlsbad resident (51% membership Carlsbad residents) nor organizatbns @a# management): Civic and social organbtbns.
Exilmple: cartsbad Boy's and Girl's Club.
E. w w grwps whose normal place of meeting is locatec
-@ GaWad; resident religious; resident political candidate use fl
raisers; nort.residerrt not-for-profit educational, G~V~G and sodai organb resident private parties.
Examples: North county A.A., Y.M.CA., resident wedding recept
L * @ 0
F. Resident commercial, business, profit making organization: non-resic private party acbwWs,
Examples: Carisbad inn, non-resident weddings or receptions.
G. NoMesident commercial, business, political, profit making and relig
organizations.
Examples: Trade shows, company training, meetings, and seminars.
IN ORDER TO QUALIFY AS CUSSIFICATION mQ OR '0. NON4ROFiT USERS,
ORGANIZATION MUST MEET ALL OF THE FOLLOWING CRITER1A:
1 e The organization must be registered as a not-fopprafft corporation with the :
of California, or, if not registered with the State, must have a constihrtion or by-
which deariy state that the objectives of the - are of a non-prafit,
commeraal nature.
..
2 The organization must be COmprised af voluntec#s, and 51% of its membe must be Carlsbad tesidmts.
3. The organization must submit the following:
a. If incorporated, submit State *hcorporatbn papers and by4aws: i
incorporated, submit comtitufion and by-kuvs.
b. Financial vwifidon of otganization's exesnption from income (Department ofthe Treasury form 990 may be used.) 'An updated COC
berequiredbyoctoberlstofeachyear.
c. A signed statement verifying item "T abwa
e ’ %/#& $& d2(&Aj
.b
I Y I
..
-
d
-
d TI Vengan usfedes y disfruten la belleza y
serenidad de Carlsbad, que es una de /as IT
..
-
comunidades de la costa mas pintorescas en el sur de California. El pueblo, con sus tienditas encanfado- ras y /os cafes situados en /as aceras esta cerca de San Oiego y sus afracciones emocionanfes. Soliciten un paquete de inforrnacion a la siguiente direccion.:
Carlsbad Convention and Visitor’s Bureau
P.O. Box 1246
Carlsbad, CA 92018 o llamen en Ingles: 1-800-Carlsbad - I 4- .r I
I j I. .. . .. ..
..
~~ ~~~ ~ ~ ~ -
#
a 0
MONTH
JAN 9 2 gEB 32
>fAp, 9 2
,a?-, 92
xi4-y 3 2
,2 TJN 9 2
,2lJL 9 2
- qrrc Y4 92
SEp 92
OC?' 52
>[(377 3 2
2lfC 92 p T-)
TOTAL
TQT ?.EVE.L?ZS
225,492
201,289
298,550
248,087-
253,462 22?,858 4 Oi3,38&
325,:go
255,741
223,123
354,852
276,435
13'3 520
$3,037,473
JLQ! 9 3
"1 23, 93
pi&:A 9 3
APR 33
XAY 93
JUN 93
J?JL :93
AUG 93
SED 93
OCT 93
NOV 53
d2.b 25
.d ;, -
,p rl n
TOTAL
JAN 34
FES 94
MAR 9 4
APF! 94
r, < F, 7 0 L'5, LJO 279,193
257,452
33' &,&,257
255,732
234,455 ? 75"- / /s6
302,831
246,918
266,656
194,002
156,586
$3,043,257
233,521
244,334
321,797
350,731
274,551 // 0 7( BIS-3
4
i
0 0 &
~ - ITnECiTYCOljPlCil FOR THE INFORMATION
June 13, 1994
ttl Qrl
DATE CITY MAN
A
C‘D,
tt
TO: CITY MANAGER /
VIA: Finance Director vj
FROM: Senior Management Analyst - Finance
1994-9s rssuE STATEMENTS AND INFORMATION STATEMENTS
Attached, please find the 1994-95 Issue and Infomtion Statements that have be(
prepared. Issue Statements include information upon which the City Council may wish take action, while rnformation Statements provide background and material which M
assist in understanding the 1994-95 budget. Information presented in both the Issue a Information Statements will be presented during the Council meeting of June 14.
,”-- (f,,?-&&ys&
DEBBIE
.. 0 0
ISSUE STATEMEN'
~ .. . ... . ...,.. : ,.:.:.:.:: : , , .:. :: ... :.,/: .. .... .... .... . ... . . . . , . . .... ..... . . . .. POLICE DEPARTMENT ENHANCEMENTS
Backaround
The Police Department has prepared a budget that has met the City's policies. If additional func
were available, the Police Department believes that the three enhancements outlined belo should be considered in order to provide efficient and effective police services, The enhanc
ments are presented in priority order, from highest to lowest, and include:
I. Investigations - Police Services Aide
II. Property and Evidence - Additional Temporary Help
111. Juvenile Services Enhancement
1. lnvestiaations Police Services Aide
The primary function of the Investigations Police Services Aide (PSA) would be to establi
a centralized mechanism for domestic violence case follow-up. Timely follow-up a individual attention have been identified as key elements in the successful processing domestic violence cases, There is currently insufficient time for detectives to accomplish 1
needed domestic violence follow-up without sacrificing follow-up on other crime cases.
The PSA would be responsible for interviewing every victim of a potential domestic violel incident and asking a 'prepared set of questions to determine if the responding offi obtained a correct understanding of the situation and if the appropriate action was taken. - completed questionnaire would be placed into the case file to help minimize potential M
liability. If additional information indicates that detective follow-up is appropriate, the c'
would be given to the detective Sergeant for assignment. tt is estimated that this fund
would take approximately sixteen hours per week.
In addition, the PSA would conduct the daily "court run', delivering case documents to
District Attorney's Office. The daily court run is currently being done by the detec
Sergeant but is more appropriate for a non-sworn employee. It is estimated that this w(
take six to eight hours per week. Additional activities for the PSA would include CA
fingerprint processing, telephone follow-up with victims on cases not assigned to detecti
assisting with the preparation of photo line-ups and identifying and packaging evidencc
The total carld!his enhancement is $34,200, which reflects the total compensation (inclu benefits) of & fww PSA position.
II. Prooertiand Evidence: Additional Temmrarv Helg
The reorganization and update of the Property and Evidence function began almost two J
ago and is still in progress. Presently, there is one property and evidence custodian
through a temporary help agency. The functions of the property and evidence custc
include the receiving and disbursing of property/evidence, transporting evidence to and the crime lab in San Diego, transporting photographs to and kom the processors, delh
evidence to and picking up .evidence from detectives, as well as Other similar activities
1
0 e
During this past year, a Police Sergeant was assigned to Property and Evidence while on ligh duty, It was on& with this additional assistance that progress in reorganizing, updating an
disposing Of old inventory Was possible. That additional assistance is no longer available an
the one person remaining is not able to accomplish the support duties. If the suppo
functions wem removed from the property and evidence custodian, they would need to b
done by others, such as officers or detectives, resulting in greater cost and inappropriate us
of personnel.
In addition, based on previous experiences and the critical nature of the property ar
evidence function, a complete audit and inventory should be conducted every year. Tt
proposal includes the funding for this activity.
The total cost of this enhancement is $1 9,OOO, which would be used for additional tempor;
services.
111. Juvenile Services Enhancement
In 1983, the Police Department began an informal juvenile diversion program which Y
formalized in I986 and became the Juvenile Justice Panel, The program has now growr
include the GUIDE program and follow-up, the Parenting Program and the Juvenile JUS
Panel. In the past year, juvenile diversion activities have increased with the creatior
Carlsbad YES (Youth Enrichment Services) in which the juvenile diversion counsel
involvement is integral, the creation of the CROP program (Convicts Reaching Out to Peol
and the formation of a mentoring program within the Carlsbad YES structure. The juvt
services staff is doing an outstanding job addressing the needs of Carisbad youth
recognizes the City’s commitment to the meet the needs of our youth and protect the qu
of life for our citizens. This proposal will help structure the diversion program and pro
needed budgetary support, which has been nominal since the program’s inception.
The proposal includes the following:
a. The transfer of one full-time juvenile diversion coordinator from full-time temporary tc
time City employee status. This position would assume the role of Coordinator.
ba The addition of a contract half-time juvenile diversion counselor. This position will ad
needs in me elementary schools which. have previously gone unsewed by diu
programs.
c. The PrLlkrr of operating and capital funds to support the addition of sever5
progrvg hduding Carlsbad YES and CROP. This indudes a vehicle for s’ van- #w cost of bus transport for CROP as well as books, films and reco!
The Juvenile Services Coordinator would have responsibility for the Juvenile Justice Pal
coordinate all of the intervention programs. This is currently being done by the j
detective and while he has done a fine job, his assigned job is to investigate juvenile
Moving the management responsibilities to the Juvenile Services Coordinator would F
more time to address this primary assignment.
supplk.
2
0. 0
The additlonal half-time counselor would assume some of the GUIDE responsibilities and address the &S Of at-flsk youth in the elementary schools. Like the DARE program, it is
' becoming mOr, rpparent that at-risk youth need to be addressed at younger ages, and this
is not acempbbd now.
Presentfy, me juvenile diversion program has a budget of $66,600, contains 1.5 FTE's and i!
funded through asset forfeiture funds. The program would cast $1 23,966, and fund 2 nE'!
if the enhancements are added.
The cost of adding the enhancements presented is $57,300.
Alternatives
1. Take no action - no enhancements would be added.
2. Add any combination of the three enhancements presented. The contingency account wou: be decreased by the total cost of whichever enhancements are added. Note that the?
enhancements represent ongoing costs and would increase the budget in future years i
well.
L
A:WJOOET~~.W.PD
3
e 0
ISSUE STATEMEN'
ELIMt.M'ON . ....~. OF RECREATION PROGRAMS/SPECIAL EVENTS
In the effort to balance the City's budget, every attempt was made to maintain existing servic
levels. Although most service levels are consistent with those of 1993-94, the proposed budg
eliminates some special events in 1994-95.
A complete analysis of the recreation programs offered by the Ctty was conducted in order
determine which would be proposed for elimination. Faders considered include program fec
residency versus non-residency participation, attendance history, revenue and overall impact the City.
Although the savings resulting from the elimination of these programs may not be significani retation to the total City budget, they were necessary in order to achieve the budget reducti goal for the recreation department. The table below identifies the proposed programs eliminatl
Alternatives
1, Return the issue to staff to develop suggestions to increase fWenUBS in order to make t
programs more setf supporting.
2. Add back 8ebcted programs with the cost to be picked up the General Fund. The a
3. Adopt th@ - budget as proposed which eliminates these special rem
any progmm added to the budget would reduce the contingency account.
PWr-
A:\BUOG€TQ4.95\iSSWfAT.REC
4
0 e
ISSUE STATEMENT
- .. .. . ... ..... . .. .A., .. .. .. .. :.. .. . . . ELIMINATION OF THE -1
.... I. . . ...... . . .. ., . . . . .... . ., . .. .. .
.. .. ... ..... AGUA HEDIONDA LAGOON PATROL PROGRAM I ....... .
Backaround
The Agua Hedionda Lagoon (AHL) patrol program is fully funded in the proposed 1994-95 budge
at $34,ooO. in addition to the $34,O00 budgeted as a direct cost, there is also the indirect cos
of administrative staff, which is estimated at $2O,OOO. Staff is presenting an issue statement fo
Council's consideration which would eliminate this program. Elimination of this program woult
allow the budgeted funds of $34,O00 to be used for other citywide programs.
Although providing for the safe recreational use of the AHL is an integral part of the parks an
recreation element of the General Plan, staff is finding that the ability to provide this program c
a self sustaining basis is difficult. A comparison of revenues versus expenditures for this progra
over the past several years has found that there is a recovery rate of 38 to 40%. This falls shc
of the objective as identified in the parks and recreation element, to operate the lagoon on a SI sustaining basis, It is not anticipated that this level of recovery will improve in future years. St;
has considered raising fees to a level which would make this program setf sustaining. h
estimated that the fee would need to be increased by $70, from $30 to an estimated $100
order to recover direct costs. Staff believes that a fee increase of this magnitude will decrea
use significantly as the market would not bear higher charges.
Condition
The City currently leases the water surface of the lagoon from SDG&E, the owners of 1
resource area. Under the terms of the lease with SDG&E, the City agrees to police, regulate a
control the entry and activities in and upon the premises of the lagoon. As a result, the City t
assumed a significant degree of liability exposure. Even if the Ci were not leasing the WF
surface of the lagoon, the State Department of Boating and Waterways has identified thc
waters as open, public navigable waterways, which means the lagoon is available for public I
The availability issue exists regardless of which agency is responsible for the water surf:
although SDG&E refutes this finding claiming the lagoon is privately owned.
TO date, the City's iagaan pragram has been successful^ in avoiding accidents of rn,
consequence. bwevw, the amount of near miss occurrences observed by and reported to !
have been on l)r hcrsase. Additionally, the navigable water surface area is decreasing with
buildup of si#, nbdng the area in whii water craft activies can safely occur. These fac
make it dm lo 88~8~~ the potential costs associated with the Ci's liability exposure.
Services currently provided within the budget indude regular on-water lagoon patrol during 1
usage periods which are from Easter week through Labof Day. Lagoon pattd is done I
limited, as needed basis during the remainder of the year, which exposes the Ci to liab
This is especially true, as we are required within the lease agreement with SDG&E to pc
regulate and control the activities upon the lagoon.
5
.. 0 0
Regardless of whether the City terminates the lagoon lease With SDW, the recreational us would continue. However the responsibility for providing levels of enforcement necessary tc
insure safe o-n should be borne by SDG&E, the DepaRment of Boating and Waterways c
perhaps the mtnpreneurs of Snug Harbor Marina, Carlsbad Boat Club and the managin
agency of BriM Cove who profit and/or benefit from providing launch facilities.
Alternatives
At this time the Council may wish to consider the lagoon patrol program as a method fc
reducing the budget. Staff has developed three alternatives for consideration as outlined bela ,,-7 (3 Terminate lease agreement with SDG&E and eliminate funding for the lagoon patrol progr:
effective January 1, 1995. This alternative would allow a six month notice of termination
affected parties, including permit holders. Estimated net savings (including lost revenut equal $8,550 for the six month period; $19,OOO on an annual basis thereafter.
2. Terminate lease agreement with SDG&E and eliminate funding for the lagoon patrol progr
effective July 1, 1995. Estimated net savings (including lost revenues) equal $19,(
annually.
3. Maintain existing senrice level of lagoon patrol program.
A:\Buw€W.~NL
6
.. , e e
INFORMATION STATEMENT
I ~
.. . . . .. ... . .. .... .. . .. .... . ..>. .... .... :>. , i . . :. . STAFFING AND EMPLOYMENT
The City’s efforts to balance the budget over the past several years has resulted in focusing 01
the staffing levels needed to provide City services. To balance budgets, the City has used i combination of managed hiring freezes, unfunding positions and eliminating positions anc continues to do so in the proposed 1994-95 budget. Additionally, the 1994-95 budget contain new staffing approaches such as reorganizations and the establishment of three quarter tim
positions which helped to balance this year’s budget. The application of these efforts hav
averted the need for lay-offs and at the same time has helped the City operate within budgeta constraints.
A brief definition of the budget reducing staffing techniques which are discussed in greater det:
following is provided.
m Unfunded positions - A position that is allocated within the work force but not funded, Tt
approach is aka used in conjunction with managed hiring freezes.
rn Hourly employees - Those staff members working on a variable hourly schedule, not
exceed 1 OOO hours per year. The City previously referred to these employees as par“
Hourly full time equivalent employees (FfE’s) - While not a new employment category
Carlsbad, the measurement of staffing levels in full time equivalents will become an effect tool for measuring the entire labor force used to fulfill Carlsbad’s senrics delivery.
Three quarter time employees - This is a new employment category which will a\ approved positions to be filled at a three quarter time level. Benefits are prora accordingly.
Reorganizations - There are two departments which have reorganized and elimins
positions in order to streamline their operations while reducing the 1994-95 budget.
Unfunded Peaitlana
Budgets of the last three years have contained unfunded positions. The 1-95 buc
contains a total of Powteen and onequarter unfunded positions, six of which were also unfur during 1993-Q4 TIno of the positions identified are unfunded for only a portion of 1994-95,
inciude three a-y”-- of a Police Captain and one half of a Records Supervisor both 0’
Police Oeppltrms The Police Department anticipates filling these positions during the f
year.
Four positions in the Community Services Department are unfunded; two Street Mainten
Workers and two Custodians. The services previously provided by these positrons will be fu
by contracting for the services. All service levels will remain the same. Contracts are expt
to be let in the street maintenance division for sidewalk repair, drain cleaning, crack fillin!
safety reflector installation. Custodial services will be contracted out at the Calavera, Stagec
and Harding Community Centers as well as Oak Street.
7
t
0 e
Reomanlzatlom
’ Both the Fire tbpmtfnent and Utilities and Maintenance Department have been able to capitalize
on an OppOrtUm 10 reorganize with the departure of employees. The reorganizations have
resulted in strermlbred operations which has helped to reduce the budget.
The Fire Department’s reorganization results in the elimination of one Battalion Chief position anc introduces the new title of Division Chief, The two remaining Battalion Chiefs will be retitled tc
Oivision Chief and maintain the same salary range. Additionally, the new organization will renamt
the Platoon Coordinator classification to Battalion Chief. The classification name changes wil
more accurately correlate duties with the title, yet will not substantially change the tasks no\
performed by existing staff.
The recent departure of the Utilitiesand Maintenance Director provided yet another opportunii to reorganize the departments to run more efficientfy while reducing the budget. The Communi1
Services Department is the result of combining the Parks and Recreation Department with Utilitje
and Maintenance. Merging the two departments resutts in the elimination of the Utilities ar
Maintenance Director and Assistant Utilities and Maintenance Director positions. The Hum1 Resources Department is in the process of reviewing several other Community Servio
Department positions that may warrant reclassifications in order to accurately reflect the duti
that are performed.
Three Quarter Tlme Emnloveeir
In order to effectivety monitor and accurately reflect the Ci’s work force, the Human Resourc Department has developed an employment category of a three quarter time employee. T method of staflng will provide another employment alternative which will nanw the gap betwe hourly assignments and full time employment. The result is the three quarter time 6mpkW4 c
receives pay and benefits on a prorata basis, The advantages include a more Stable, be trained workforce that can be employed more economically than full time positions.
Hourlv Full Time Eciuivalent Emdoveem
While not a new approach to staffing within Carlsbad, the use of full time equivdent employ
is now being documented and reflected in the budget as full time equivalents. The us8
formula results in a count showing full time employees that would be required to futfill the dt
that are now performed by any number of hourfy employees. The advantages of utillting
measure indudo bet!er wodt force monitoring and a more accurate reflection Of the total ’
force within m
A:\BUDQET94.9SWNFOSTAT.%E
8
0 e
INFORMATION STATEMENT
I USE.QF STATE GRANTS FOR LIBRARY OPERATING COSTS I
Over the past several years, the Library has been .using two grant programs to supplement anc
offset General Fund financing. These are (1) the California Library Sewices Act (CLSA) beginnin!
in 1977 and (2) Partnerships for Change (PFC) which began in 1990-91. CLSA receipts, totalin!
approximately $1 75,000 per year, come from the State as reimbursement for book loans to othe
libraries and to non-residents. This grant has been used to fund various library services includinl
the branch operating budget and both main and branch library book budgets. As reductior
were required to the General Fund budgets over the past few years, the Library was able 1
utilize previously unspent CLSA funds (fund balances) to offset its required reductions. This h:
reduced the CLSA fund balance from $240,000 at the beginning of fiscal year 1990-91 to i
estimated $54,000 as of the end of fiscal year 1994-95. With this level of fund balance projecte
only the annual grant monies can be relied upon to fund programs in the future years.
PFC is a federal grant which was awarded to the Library to fund the Centro de lnformacic
program. The intent of the Grant program was funds for a period of fi
approximately $58,090 per year for a total grant
The cost to provide the Library's programs, including those mentioned above, has total
approximately $3 million since 1990-91 with funding coming from the General Fund, CLSA a
the PFC grant. The proposed 1994-95 budget totals $2.8 million and maintains all basic libr:
programs and services at the same level. The library has only been able to maintain
adequate funding level by increasingly using fund balances in the CLSA grant. This fund balar
will be essentially depleted by the end of 1994-95. In addition, the City will no longer
receiving the PFC grant after September 1996. This would leave a shortage in funds
approximately $200,000 in the projected 1995-96 library budget. In order to proactively addrl
this situation, the library is proposing a two year program to reduce their costs while maintain all library services to the greatest extent possible. First year reductions include:
years, This period will end in September of' rom PFC have averag'
"" ".
rn Decrease circulating adult and reference books Impact: Reduces budget by 10%.
I Unfund one vacant reference Librarian position
Impact: Will rotate Media Services Manager
into reference for interlibrary loan tasks.
rn Rearganize Media Services Impact: Media Services Manager will fill-in
for unfunded reference Librarian. Will limit
photographic services to Library, City Council,
and City Manager's office only.
m Miscellaneous
TOTAL
9
$35 , 000
39,000
10,Ooo
2,000
$1 04,ooc
0 e
Possible second year reductions include:
rn Decrease circulating adult and reference books
Impact: Reduces budget by 10%.
m Reduce library hours of operation
impact: Library open 6 hours less per week at
1 hour per day.
rn Miscellaneous
$33,000
35,000
3,000
TOTAL $71 ,OOO
The second year reductions will, of course, be dependent upon the financial status of the C’
and will be addressed in further detail during the 1995-96 budget process.
F:\USERS\EROPRWPDATA\BUOG~Q4.~INFOSTAT.UB
10
f e 0
INFORMATION STATEMEN
1 I .. , . . .. i.. . .. .. . ... . . . .. . ,., .. . .. ... . .... . .. . . .. .. . .... . . . . . . . NON-DEPARTMENTAL BUDGETS
I .... .
~ ~~~~~ ~~ ~ ~~ ~ ~
As in year's past, this budget contains planned expenses for various programs that generally (
not fall within the boundaries of any specific department, but do provide benefit .on a Citywic
basis. As a result they are categorized as nondepartmental. This Information Statement v
address selected items budgeted as nondepartmental. Further information about the no
departmental budgets can be found on pages 13 and 46 in the Preliminary 1994-95 Operatil
Budget book.
Communitv Promotion identifies funds that are proposed for the Carlsbad Convention a1 Visitor's Bureau in their effort to promote tourism to Carlsbad. The recommended amount
1994-95 is $202,000, down by 1.5% from the 1993-94 allocation. The reduced amount consistent with the policies utilized for all City departments in preparing their budgets, which H
to reduce budgets by 1.5%.
Communitv Contributions provide for the allocation of funds to local non-profit, social sew
agencies. These funds are not disbursed until after grant requests are received and '
amount of $75,000 is included in the proposed 1994-95 budget, which is the same amount I
has been allocated over the past three years.
Beach Parking is included in the budget at $36,OOO. These funds are paid to the State in 01
to keep the parking lot at Tamarack Avenue and Carlsbad Boulevard free to users. Expen for beach parking were first incurred at mid-year 1991 -92, and have been budgeted at $36,~ per year since that time.
The Hirina Center is included in the budget at $8O,OOO. These funds are used to contrad services to operate the Hiring Center located just east of the Water District offices. The prog
began in 1991 -92 with an allocation of $65,000. Since that time $so,OOO per year has t
budgeted for this program.
Animal Reaulation Contracf is budgeted at $125,OOO for 1994-95 and pays for the contract
the County for animal regulation. Amounts budgeted for these setvices has increased each 1
and estimates are for a 11.6% increase in 1994-95. The actual mount will not be known
the contract is renegotiated.
Dues and Sumng is budgeted at $23,OOO and pays for City oriented memberships
subscriptions. Eklmples indude annual dues to SANDAG and the League of California C
Tree Maintenance Assessments are budgeted at $66,140, are used to pay for the City's !
for tree maintenance. The Tree Maintenance program is funded through the mainter
assessment district, and the $66,OOO represents the Ci's portion of the services rec
through the program. This amount was reduced from $81 ,OOO in 1992-93 as a budget redl
effort and has been maintained at the $66,OOO level since that time.
Community Activities Funding Panel formulates its recommendation to the City Council.
11
I
-, 0 0
Street Liahtina Assessments are budgeted at $28,000 and are used to pay for the City's share
for street lighting. Street lighting is funded through a maintenance assessment district, and the
. $28,000 represents the City's portion of the benefit received through the program. The amount
budgeted has remained constant, at $28,000, for the past four years.
Economic DeveloPment is budgeted at $48,000 for 1994-95. Funds are used to formulate and
promote economic enhancements to the City. Initial expenditures for this program were incurrec'
in 1992-93 at $1 8,000.
ProPertV Tax Administration Fees are budgeted at $1.85,000. These are the amounts paid to thc
County of San Diegu fur the City's share of the cost to levy and collect the property taxes. Pria
to 1990-91 , these costs were borne by the County, New legislation adopted by the State in 1 W
changed the laws to allow the counties to charge cities for these services.
F:\usERs\EwPRwPDATA\BUDOR~~.~~UNFOSTA~.N
12
0 0
INFORMAT\ON STATEMEN'
t
.' I . .. ... . .. .... .. .:. .. .
:.. .:. ' .. . .. COMMUNITY DEVELOPMENT . .. . . . . . I. . .?..?,. .. . .
Almost everyone has felt or witnessed the effects of California's weak economy. But, perhal no single industry has been impacted as greatly as the building industry. Commun.
Development Departments have historically spent a great deal of staff time responding to nE residential and non-residential project proposals, most of which immediately resulted in nt construction. However, a more recent trend is for developers to submit and process their projc proposals through the Planning and Engineering Departments to obtain their entitlement, wh
delaying construction of the project until it is economically viable. This low level of act1
construction activity is often misinterpreted to mean no Community Development activity
occurring. This translates into the obvious question of, "if no one is building anything, what i
all those people in Community Development doing?"
Community Development is tasked with responding to and managing Carlsbad's Commur
Vision. Community Vision may be defined as the way the community views itsel dgvelopinC
the future. The Community Development Departments assist the Community in 1) determin it's Vision Of the Mure (Formulation), 2) how that vision should be implemented in term: adoption of specific ordinances, standards, policies, etc .... (Implementation), 3) enforcing th~
ordinances, standards, policies, etc (Enforcement), and 4) periodically re-evaluating the vis
in response to new issues and community concerns (Re-evaluation). Responding to ammu vision is a dynamic process involving much more than the review of development projects also involves long range community planning, design and construction of capital pro@
evaluation of traffic related issues, enforcement of ordinances and standards, and responc
to special project requests and mandated programs.
Funding for these activities comes primarily from the General Fund, with developn
revenuestfees off-setting a portion of the total expense, tt is estimated that development rel:
fees will total $1.7 million in 1994-95, while the proposed budget totals $6.6 million
In addition, staffing has been reduced by 20% over the past three years, in respons
economic concerns and the level of development activity,
BUILDING DEPARTMENT
The Building Department is made up of a small customer service group, an inspection grour
a code enform group. Building plancheck activities are performed by an outside const
group on an u'nmded basis and fully funded from development related revenues. Ove
past several yam, actual Building Department staff levels have dropped by 2696 in respon
budget constrahb and lower levels of construction activity since 1-91. The 1-95 Bu
Department request totals $788,894 and reflects a 1296 reduction from the 1993194 appropri
PLANNING DEPARTMENT
The 1994-95 Planning Department budget request reflects a continuing commitment to ach
Council Goals and Objectives and to carrying out mandated planning programs, both '
focus on quality customer service. The request is a "hold the line" budget tbat utilizes e- staff and resources to manage a workload that remained generay constant Over the 12 years. Although the workload has remained constant, its emphasis has shifted.
13
e 0
In a traditional Planning Department, the ratio of fee-supported vs. non-fee SupPofled activitie!
is 60% - 40%. (This Was the Case in 1990-91 in Carlsbad.) With all of the mandated program?
the scale has Swung in the opposite direction, with 40% fee-supported activities and 60% non-fe
supported.
TO Manage the workload shift and to provide better service the Department was reorganized i
1992 to 1) eliminate the formal division of "Current" and "Advance" Planning; and, 2) cross trai
every planner in both "Current" and "Advance" Planning. Since the cross training has bee
completed, staffing is considered to have the necessary flexibility to respond to a change in tt
economy that might reemphasize "current"(fee supported) planning. Even though there .has bec
a recent shift to long range and special projects (Advance Planning, non-fee supported), durir FY 93/94 a five-year high of residential units were processed and approved by Plannir
Commission, (1,629), with a 15% reduction of overall staffing (24 total FTE as compared to :
FTE in 1992/93).
ENGINEERING DEPARTMENT
The Engineering Department's requested operating budget continues to show a decline
expenditures. This reduction reflects the decrease in personnel costs through attrition a
substantial reduction of outside consultant services.
The staffing level of the Department has decreased 20 percent (50.5 positions in 1991-92 to
positions in 1994-95). Three of the 41 positions will remain unfunded. In addition, the use
outside consultants has decreased 92 percent (from a high of 13 to 1 FTE).
The Department is divided into three functional. service divisions, Development Services, Tr:
Operations and Capital Projects. While the slow economy has had an impact on Developn
Services, the Capital Projects and Traffic Divisions have continued relatively consisten workloadl
Enaineerinci Development Services
Development Services consists of Land Use, Plancheck, Inspection and Counter Operations.
Land Use Section processes all development applications such as Tentative Subdivision M
Master Plans, Site Development Plans, develops engineering design standards and responc
public inquires on development. This Section has shown a decrease in workload and staff.
the decreased workload, staff is now meeting Council Goals and State mandated proces
time-lines. The Plancheck Section is responsible for reviewing all improvement plans, gra
plans and final maps. The workload has decreased with a corresponding decrease in persc
from a high of 12s plancheckers to a current (94-95) budget of 3.5 (staff and consultants).
Inspection portkrrrepresents personnel who inspect improvements within the public right4
constructed by phte development. Responding to complaints and requests by the put
also a responsibility of this section. Inspection staff has been rotated to work on Capital Prc
Administration to replace staff losses in that function. All consultants have been eliminatt
a total reduction of 36 percent. The Counter Services staff responds to public reques
information directly over the counter and by phone. Staffing has been reduced from 5.5 to
The Development Division is appfOXimatdy 60 percent fee SupPofled and 40 percent G'
Fund supported.
Traffic Ooerations Traffic Operations is responsible for review of accident records, traffic Counts, traffic control
responding to traffic requests and work orders, traffic signals, special events, SUPPOfl
14
0 e
Traffic Safety Commission and litigation. The workload has increased as new traffic signals am control devices have been added and more special events have been scheduled. As traffjl
throughout the Chy continues to increase additional staff will.be needed. This Division is Gener:
Fund supported.
CaDital Proiects
The Capital Project Section is responsible for design and inspection of capital projects ar
development of the Capital Improvement Program Budget. The Design of projects has remains
constant but shows a decrease in the coming year@). Loss of staff in the Design Sectic
required reassignment of personnel from the Inspection Section. As needed, staff will t
reassigned back to the Inspection activity which is expected to increase. This Section is fund<
by grants, Federal and State funds, the General Fund and special funds.
CONCLUSION
Although staffed at reduced levels, Community Development Departments can accomplish C
Council goals, State mandated time-lines, Federal and State mandated programs, and respo
their departments, permitting the reassignment of personnel in order to respond to the varyi
workload demands. However, if (when) there is a substantial increase in devel1
menvconstruction activity, consideration will need to be given to supplementing exist
resources in order to respond to the corresponding change in demand.
to public service and safety requirements. Most staff members have been cross trained wit1
F:~USERS\EROPE\WPOATA\BUDGET94.95\1NFOSTAT~~M
15
e e
INFORMATION STATEMENT
I I ., .?. . . . . . . COMPUTER REPLACEMENT FUNDS ] ..:.> _../ :..... .'.X :..:.:.:,: . . . .. ..
.*.s*: ; .
The City's current policy for funding the replacement of major pieces of equipment, whether rolling stock or computer hardware, is to set aside a certain amount of money each year in a
replacement fund ta insure that there will be sufficient funds available when the equipment needs to be replaced. This is a well recognized and acceptable method of accumulating the funds that are needed. The City has maintained these funds for most of its major equipment; however there
are two items for which no replacement fund has yet been established. These are the micro computers (or "PC's') and the hardware for the geo-base mapping system.
In order to improve the productivity of its staff, the City has been increasing its use of PC's ove
the past few years. The City has purchased these machines on an as-needed basis and, at 1
cost of $3,OOO each, they were not considered "major equipment" thus a replacement fund wa
not established. However, the City now has over 250 PC's amounting to an investment of ow
$750,000. When major upgrades are made to software applications or to the network, it-ottel renders the oldest machines obsolete. The older PC's either can't run the newer software o
cause so many problems on the network that it is not cost/beneficial to keep them connectet Thus, the City must replace them 'in buW. This recently happened with the XT type cornputs
Council authorized $2O,OOO to replace ail of this type of computer as they no longer coul
operate effectively on our network or use the current versions of software. 8y establishing replacement fund, we would insure that the funds were available to upgrade the PC's when maj(
changes are made in the network or in the software appiba0nS.
It is estimated that approximately $35,000 per year would need to be set aside to establish ar
maintain an adequate replacement fund for both the PC's and the geo-base mapping qstc
(original cost of $55,000). Due to the financial limitations under which the City is presen
operating, staff is not recommending the establishment of the replacement fund this ye However, Council may want to consider it at a future date. Until this fund is established, staff 1
continue to request replacement PC's through the operating budget.
A:\BUDQET94.95UNFO.CMP
16
(
1.
i * e
TO: CITY MANAGER
VIA: FINANCIAL MANAGEMENT DIRECTOR
FROM: Finance Director
-
I
CiA GL
BUDGET INFORMATION REQUESTS
The following requests for information were made during the budget briefings with the Mayor a
Council member Julie Nygaard:
b A question arose about the code-3 charge for ambulance billing and whether it was differt
for residents versus non-residents and what percentage of ambulance services are provid
to non-residents.
The code-3 fee as proposed is the same whether the patient is a resident or non-reside
On average, 30% of the transports are for non-residents. This fee was discussed in 1
November 1993 agenda bill which adopted other changes in the ambulance charges. 1
agenda bill is attached. The code-3 charge was included in all the tables and graphs for 1
agenda bill; however, it was inadvertently left out of the resolution. The Fire Departmeni
recommending that we add this component to the current ambulance charges to help recoy
the costs of providing the service.
b A question was raised regarding how much the health insurance rates for the employc
would have gone up if the City had not committed to keeping the rates flat over the past.
years.
The attached chart from Human Resources shows how much of the current rates are be
picked up by the reserves for each of the employee groups. Generally speaki
Northwestern’s rates have increased between 19% and 22% with Kaiser increases at ab
7% since 1992 (the year we froze contribution rates).
w The construction schedules for two City projects were requested. They are as follows:
North Beach Restrooms: Design of the restrooms should be completed in August 1994
will then go out to bid with bid opening expected sometime in December. Construcl
would then start in January 1995 and be completed in March 1995.
Sidewalk reDair at the intersection of Vallev Jr. Hiah and Maanolia: This work is under des
and will most likely be constructed in the summer of 1995.
LISA &i HILDABRAND
LH:emr
Attachment
F:\USERS\EROPRWPDATA\MEMOS\INFOREQ
4 ', I
Cll) 3F CARLSBAD - AGEW BILL
" * -
AB # &!$In?
RECOMMENDED ACTION:
CITY 1 DEPT. FWPIM
TITLE:
~~ ~ ~~ ~~
DEPT.
MTG. .-Q,GEL CITY 1 AMBULANCE FEE INCREASE
Adopt Resolution No. 9g0yorevising the ambulance fee schedule and estabhhing a two
tiered system for assessing the base rate.
ITEM EXPLANATION:
City staff has reviewed its charges for paramedic services, and has found that the Genen Fund is subsidizing these services, An increase in diarges for paramcdir services wi: provide a greater offset to the General Fund costs totaling approximately $1 don. whi'
the City can benefit from increased revenues, the financial impact on the individual us( should be mhimal, as insurance providers allow for higher fees for emergency medic sentice than Carlsbad presently charges.
In addition, staff recommends that the City implement a program with two tiers where1 nonresidents are charged a fee higher than that of residents. The nonresident fee wou approximate the actual cost of providing the service. "he Carlsbad resident then benefi through a lower rate which is partially subsidized by the Gd Fund.
a 9 0 E
Prior to recommendhg the inaeased rates and tiered charges, a survey of nine agencies w completed in Febntary, 1993. The results show that the average transport fee (dud
medical supplies) is $344, while the average bill for a Carlsbad transport is $2:
Additionally, six of the agencies surveyed utilize a two-tiered charge system, where
residents are assessed a lower rate that nonresidents. Survey fesults reinforce the fact tl Carlsbad's current rates are not only below the market, but also do not recover the cost
providing the service.
In addition to establishing higher fees for basic transport and mileage se!rvices, stafl proposing implementing a nonresident base rate and charges for night calls and oxyg All of the proposed charges are componentr that are recognized and approved by medical insurance indusw, including Medicare. When documented, these charges will
paid for in whole, or in part, by an hsumge canier. The proposed charges are outli~
below:
W Incrrasing resib8 base rate.from $200 to $250
W Implememhg nomesident base rate of SSOO
Increasingsupplieschargefromcost+4096tocost+60%
W Addin:$25night-
b Adding $25 oxygen charge
w Inaeasingmileagcchargefrom$5pumiletoS7pumile
2 P 5 U i 0
3 z
8
FISCAL IMPACT:
Estimated axuiual revenue collections utilizing the proposed fee will total $323,OOC
increase of $186,000 over the current revenue projection, The direct cost of pmvi
paramedic seTvice is $1 million as presented in the 1993-94 operating budget. Even the new rates and charges, the General Fund will continue to subsidize paramedic sen
Revenues will increase by approximately $9O,OOO for the remainder of 1993-94.
I
I
I
0 e
PAGE TWO OF AGENDA BILL NO, / 2: Cr b77 *
EXHIBITS:
1. Memo from Fire Chief to City Manager dated 11/2/93 regarding ambulance fd
2. Resolution No. W *"*revising the ambulance fee schedule and establishing a tw
increase proposal.
tiered system for assessing the base rate.
I
0 0 ..
DMlBlT I.
November 2,1993
TO: CITY MANAGER
FROM: Fire Chief
VIA: Fire Administration & Operations Battalion Chiefs
AMBULANCE FEE INCREASE PROPOSAL
ISSUE:
Should the City of Carlsbad implement a tiered ambulance fee program to recover additional fl to maximize recovery to the General Fund?
PECO"ENDATION;
Increase the City's ambulance fees for residents to the average for public agencies in San C County. In addition, create a tiered fee program that would charge =-residents a fee higher that of residents. The non-resident fee would be based on the approximate actual cost of provi the service. If the city holds the fees down, the General Fund is in effect subsidizing pr insurance companies, MediCare and Media.
PACTS;
Fiscal: This fiscal year we expect to collect $220,000 in ambulance revenue at the old The cost to the General Fund to provide paramedic service is at least $1,020,165 in 1 costs, not including overhead or other costs as paramedics are also part of freh services. This proposal would produce an average resident ambulance bill of $323 a average non-resident ambulance bill of $573. Based upon the 1992 billing figurc additional $186.ooo of revenue would be collected per fiscal year.
Policy: The difficult issue will be to educate the community that the fees are princ collected from insurance carriers. Those unable to pay will be supported by the Ge Fund financing the balance of the paramedic program. We know that 30% of our bi are for Medicare and Medical patients where, by policy, we not only collect what systems pay, but we also bill the patient for the remaining difference. The other 70% billings have private insurance or are uninsured. Regionally, it is estimated 70% 1 population has some form of insurance. While we do not know how many unir billings we have, it would be reasonable to expect given Carlsbad's demographics thx people have insurance.
RNATIVRS;
A.. Do nothing. While the current fee structure does not maximize our recovery of pr costs from insurance carriers, it does help. The General Fund is one appropriate 1 fund paramedic services.
B. Raise all fees above the public agency county average to the private sector aver%
" ." . " -_ "
* 0 0
4
Paramedic Fern November 2, 1993
pole 2
fe level would reflect a truer cost of providing the service on a per call basis as shown i~
the non-mident fet proposal. The downside is that uninsured, but tax paying miden,
would not get dt for already contributing to the General Fund.
oum a
Carlsbad's current - paramedic ambulance transport fct is among the lowest for pub1 agencies in San Diego County based upon a survey conducted in February 1993. The SUM average (excluding medical supply charges), is $344.17. Carlsbad's cmt average bill, excludir a medical supply charge, is $230 or $1#.27 below the county avemge. The City currently collcc approximately 62% of the .total billings.
An average paramedic transport fee is comprised of a numk of components. Thcse componer arc derived from services and items recognized and approved by the medical insurance industr including McdiCareThe standad components are:
.]:
..
~~ ~
When propcriy documented, these charges will be paid for in whole, ar in part, by an $sum carrier. The percentage of the bill covered by insurance varies widel with the type of mw carried, such as:. All private, Medicare with supplemental, Medi &re without supplemen Medicare with Medical. From the patient's financial perspective, it is be= to have a fee struct which includes all the separate charges, rather than to have one fa which has an artificially hig
The attached charts show the fee structures of the agencies included in the swey. The botrom d bars show the average of the agencies (excluding Carisbad), Carlsbad's current average, and v our average d be if our propod adjustments arc accepted. Thest adjustmnts are:
basc rate to compcTLs8tc for not including the separate charges.
..+.:..;:. .... :: .. :..... .., ' . , . . . . .i . . . '.' ::::, y,;<.:s,. .. .
,.. *;;::;.::$;... ,.~&,nsfdcnt~~lfrom.$200~$250 ..j.::. :;. ,,j .
-L: :?::. " '"*!*;"&&. ~*:6f.$500:.:5:' '.,_. ~ .. :,.- ' "
.. . . e,.,. -:: ' I.. ... .. ... . . . .. . . * ' ". ' ' " fnneasing -i."from $5ii~~c:.~ $r per *
0 Adding a $25 night:ckge. ' Adding a$25xxygen~chxge
a- Increasing suppllcscharge fIom."..to..Cost.c6096:
I
1.
We have included nm-resident fcts in the survey because cities that usc them CaECulate that nv into their overall cost of operation while setting the resident rate. Also, Santcc d Lalseside are
0 e
Porrurult Pea November 2, 1993
PV 3
dounty service Areas and only charge residents a small annual fee on their propcrty tax bills. The non-resident fee, however, nflects a fair pa transport axt of the service.
PISC~SSION:
Historically, Carlsbad has not developed a permanent policy on setting ambulance fees. Fces he been raised at irregular intervals usually to some definition of average without attention to 1 xeimbursemcnt structure of insurance companies.
The whole issue of billing policies for Emergency Medical Wces (EMS) is aot cleary defin Since the inception of paqmcdics in the early seventies, public agencies have ban vacillating a whether EMS is a “privilege*’ or a “right”, so we tend to treat it as both, co-mingling tax sup1 with usa fws. Further complicating the issue is one of control. If EMS is a “privilege**, t
public health dcts arc traditionally administered and paid for by statem county regia governments through contracting hospitals. If EMS is a “right”, it is a public safety issue and t the piovincc oflocal govanment
If EMS were a “privilege”, as is the rest of the current health auz system, user fccs and insura coverage would completely pay for it In the health care system, those paying insurance prcmi~ subsidize those who do not. If EMS wcre considexed a “right“, the public tax bast would wb support tbe cost of the SCNict as in police and fire proteaion. Taxpayers would subsidize thosc payingtaxes.Itisnowonderthesystemisinastatcofchaos-mostar#lscannotagr#onho~ pay for (or control) EMS, so they take a little bit from everywhere - user fces, insurance pap and tax subsidies.
One policy issue question is, to what de- and where do we want to shift the cost of the SCN Carlsbad has operated paramedics since 1977 as a “right” - a public safety service hea subsidized by the General Fund. We have in effect 8 split policy for financing the Scrvice by support and third party insurance reimbursement. Because we do not.totaUy support the scr
through taxes, we in theory, lost revenue when non-residents arc sewed, or insurance program undtrbillcdl
Our recommendation is to continue the common public agency practice of co-financing OUT 1 systtmfromautanduserrevenues-butdoitmoreeffi~~~y.If~yusahasinsuraace,~~ willbtbilled;If~usaisarcsidart,eheservicefeewillbelowareaectingtheir~~~timtr community tax base; If the user is a non-resident, they will pay a user fee more reflective o actual cost of the service. In either case, billing wilk be “humane” - that is, wc woulc unnecessarily hormd those without the means to pay. For these losses, a General Fund tax sut fur the public SSBay aspect of the ScNice seems appropriate.
As can be seen from viewing the information contained in the charts, the lMxlmmendcd inc wi~piaceanaveragecarfsbadnsidentbillvcryncartothataftheotheragenciessurveyed.W~ this is a pdent ap-h and strikes a fair balance between &on and insurance der fina fop Carlsbad’s paramedic symn Additionally, nm-residents will be charged a fair fee rcpnsc
cost of service without General Fund subsidy. The billing policies for both groups will bc hu and not harm those without insurance, or the ability to pay.
',
0 a
A
Poremrdlc Fen November 2, I993
me 4
Therefore, our ncommendation is to incrwrsc the City's ambulance fees for residents to the avera for public agencies in San Diego County. Also, the City should institute a tiered fee program tt
would charge non-residents a fee higher than that of residents. The non-resident fee WOU
annually against the public agency average in San Diego County and what the insoiancc compd allow for rcimbyrstmtnt.
approximate the 8cN81 cost of pviding the savice. Additionally, tile ftt should bertvitwcd
..
LAC VAND RMAATEN
Attachment: County Fee Study
*
. e 0
I
c
x (ID 0 P $
rrf L $"
w= a"
Cg
sa
a 2' =%
a4 Q
E C 3
0 0
a
O 0 h .nl !li[ 0 a¶
-
0 0 (0 :#l P q"#
8 E
0 0 In
0 0 d
0 0 (3
0 0 cu
0 0 r
0 lF
8
n 6
m
0 a - L
0 0 X 9) v
ea 9) C
a 2
n U a m 0 0
P E
v
(ID a a
PQ n - (Ip
0 0
L.
yl agqp
8'D'.cz 0- -0,
ZqE'rOCJ mm.0.
c. 0 a
(d
a
n - L
0
0 u X
7 9)
z
0)
4
2
n 0 a 0 0 P
P Y
z
U
P a
(ID
0
E
4
- L.
0.
I
0 0
*l! ooqcM.c.r vv gg$#$$#$ ~~cucuv)V)rc)P 000000 38 $8 - I a Q. 3 +++;55>>++++++ ++ gatit;HQ v)v)v)u)v)o 0088 SSSSSS
. *ggg$q$j$~g#WwJS
yc(Y cue4 ilgk
cn "CC." c,c ZZ 00
n 883383888388%?38 b*Q)* rY'9Y
. - -mm &**L#Z%$e*%%f%f** zz
+A 0 X a, Y
88885~888888888~ FqSS.8 i asaazg *cR $$$$$$$$2Sr Y) ***% %3$*
0
8888?@8888888?8g 8W? 1 aWEmg3ii SSmE a 8sszr IboDu) *****
0
.8888??8888888888 ?SF8 5 aaRaqag%zqaa ** Y) * *** 8WSI e-**. (Ye4(Ye4
<Dm**
.I 2
-88883888888888?8 ?Se% cric\icriOr~O 9!wm~EfOrara*3 al%a
Da
=E$ -a -
Q Y
3 gggqg8888888888g 38q8 d 8 PP~~.~~~~2%8S8~%8 rW(V cue4 SS%g cuol
**e%%*** **si* 6 m
>r
C
CI -
E E 0 0
a a - u a2U' ;e aa sgg Ue a2 2eec,33 ZE? p E .k.Q 0 0 > >= P
,r99 $2 Q Q 0 a00 Q 0 5s
3a~*oooocn0 ~m>>aa08~~zznaw~ Oa % 330b cr) Q .Y 2
JS9 aid 2 0" 0
Q Pa p 0 -0 y
LLL - w- 8 0 vu
Y ala=
g~cr~
9% 9%
0 YU
cf a2 w
aoau
4
1
2
3
4
5
6
7
0
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
e e
RESOLUTION NO. 9 3 - 3 10
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA ESTABLISHING FEES FOR PARAMEDIC SERVICES
WHEREAS, the City Council of the City of Carlsbad has the authority to establish
fees for the City; and
WHEREAS, from time to time said fees are reviewed and duated to maintain an
adequate fec structure recovering casts for City Senricc~: and
WHEREAS, the City Council has detumined the cost of providing general City
services; and
WHEREAS, the City Council has determined that the fees shown in Exhibit A
attached hereto are fair and reasonable in relation to the KLyices received.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California that the fee schedule shown in Exhibit A attached hereto is hereby adopted and
shall become the official fee schedule for the City of cartrbad. AU fees shall become
effective on December 13,1593.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council held
on the 9th day of NOVEMBER , 1993, by the following vote, to wit
AYES: Council Members Lewis, Stanton, Kulchin, Nygaard, Fins
NOES: None
ABSENT: None
AlTESk
AtETHA L. RAUTENKRANZ, City Clerk
(SEAL)
i
n
e a. EXHIBIT A
CrrYOFcAwsaAD
pRoW~FEE8CHEDuLE
AMBULANCE FEE8
waBER1m
I Tad ~oW-+oP-d( ”
FH Dasription Nabcart
Gmrd city F.r
Rwiint B... kb
Nonraidrd”
“Chrg.@wmP.) suppli-chrg. Nmw NigMCh.rg.
A
Nmw OxWmChrg.
-. F.0 kknourt
POAO 2m.00
2op ?.a0 sm 500.00 8#1m QQO
50.00
om =.a sa0
0.00 sa 25.00
I IA. C~Chrg.kcat+40%. RopadkG+m
I
c 0 e
t THE CITY OF CAIRLSW
HEALTH COVERAGE - SEMI-MONTELY RATES
FIRE, GENERAL AND MANAGEMENT E&WLOYEES
(Effective January 1, 1994)
EMPLOYEE HEALTH ' Employee Employee
GROUP PLAN Onlv Plus 1 Fmih
FIRE NORTHWESTERN EECOST $18.50 $43.53 $57.28
CITY COST $74.02 $174.14 $229.10
RESERVE $29.33 $62.26 $80.33 f
TOTAL $121.85 $279.93 $366.71 I L ~ -~ .-
KAISER EECOST $13.71 $27.41 $38.81
Cl'" COST $54.82 $109.64 $155.25
RESERVE $5.09 $10.18 $14.27 mAL $73.62 $147.23 $208.33
I
GENERAL NORTYWEWERV EECOST $5.81 $20.60 $33.00
CITY COST $92.23 $207.47 $265.13
RESERVE $23.81 $51.86 m
TOTAL $121.85 $279.93 $366.71
I I
KAISER EECOST $3.53 $7.05 $9.98
CITY COST $65.00 $130.00 $184.O€
RESERVE $5.09 $10.18 $14.27
TOTAL $73.62 $147.23 $208.3,'
h ~~
I IMANAGEMENT Nommmsmm EECOST $9.25 $32.65 $57.2€
CITY COST $83.27 $185.02 $229.11
RESERVE ' $29.33 $62.26 $80,32
TOTAL $121.85 $279.93 $366.7
I ~~~~ ~ ~ ~ ~~ ~~ ~ ~
KAISER EECOST $6.85 $20.56 $38.8:
CITY COST $61.68 $1 16.49 $155.2
RESERVE $5.09 $10.18 $14.2'
TOTAL $73.62 $147.23 $208.3
L
I Ehlployee Deductions in mLD
FOOTNOTE:
Contribution rates for Fire, General and Management employees have been held 2
1992 levels. Totals for each bargaining unit include the amounts funded by the
reserve account. If the rates had not been held at 1992 levels, the amounts fundc
by the reserve account would have been added to the City and the employee
contributions.
4
9 e
PROOF OF PUBLICATION
(201 5.5 C.C.P.)
STATE OF CALIFORNIA County of San Diego
I am a citizen of the United States and a resident of the
Cou'nty aforesaid: I am over the age of eighteen years, and not a party to of interested in the above-entitled matter. I am the principal clerk of the printer of
Blade-Citizen
a newspaper of general circulation, printed and published daily in the City of Oceanside and qualified for the City of Oceanside and the North County Judicial district with substantial circulation in Bonsall, Fallbrook,
Leucadia, Encinitas, Cardiff, Vista and Carisbad, County of San Diego, and which newspaper has been adjudged a newspaper of general circulation by the Superior Court of the County of San Diego, State of California, under the date of June 30.1989, case number 171349; that the notice, of which the annexed is a printed copy (set in type not smaller than nonpareil), has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
June 10, 1994 I certify (or declare) under penalty af Perjury that the foregoing is true and correct.
Dated at Oceanside,Califomia, this 10 day of June, 1994 /* .
"""-" """"" """
BLADE-CITIZEN
Legal Advertising 1722 South Hill Street P.O. Box 90 Oceanside, CA 92054
(61 9) 433-7333
e
This space is for the County Clerk's Fiiin
Proof of Publication of
I Public Hearicpg
I """"""""""""""""""""- I """"
-
The ah, of Carisbad will hold a public hearing on Tuesday, June 21, 1994. at 6:OO RM. in the Council Chambers of Oty Hall, 1200 Carlsbad Village Drive. Carisbad, California, to discuss the 1994-95 Operating Budget and the 1994-95 to Buildout Capital Improvement Program Budget. Also included will be discussion on the Carlsbad Municipal Water District Operating and Capital knpmvement Program Budgets as well as discussion on behalf of the Housing and Redevelopment Board regarding the Redevelopment Budgets. The City Council will also discuss selected City development fees, general fees, and water rates and charges. Included will be discussion regarding the fees which ,are proposed for increase', as well as two new fees recommended for implementation. The basis
report prepared by David M. Griffi and for recommending the proposed fees is a ',
Associates in June, 1991. Interested parties are invited to attend this
to the City Council.
meeting and present their views and commenb
Copies of the Budget and Fee Schedules ar available for public inspection at the Oty Clerk': office, 1200 Carisbad Village Drive, or the two libraries: 1250 Carlsbad Village Drive. Carisbad, and La Costa Branch Library, 6949 El Camino Real. Suite 200, Carisbad. Written and telephone inquires may be directed to Debbie Neiille of the Finance Department, 1200 Cahbad Village Drive, CAdsbad, 434-2973. Legal 39703 June IO, 1994 c
I
4 Y
.* a
"b .
PROOF OF PUBLICATION
(2Q15.5 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident of the County aforesaid: I am over the age of eighteen years, and not a party to or interested in the aboveentitled matter. I am the principal clerk of the printer of
Blade-Citizen
a newspaper of general circulation, printed and published daily in the City of Oceanside and qualified for the City of Oceanside and the North County Judicial district with substantial circulation in Bonsall, Fallbrook, Leucadia, Encinitas, Cardiff, Vista and Carisbad, County of San Diego, and which newspaper has been adjudged a newspaper of general circulation by the Superior Court of the County of San Diego, State of California, under the date of June 30,1989, case number 1,71349; that the notice, of which the annexed is a printed copy (set in type not smatler than nonpareil), has been
published in each regular and entire issue of said
newspaper and not in any supplement thereof on the following dates, to-wit:
I certify (or de%&?e)bher$%8&y of perjury that the foregoing is true and correct.
Dated at Oceanside,California. this :$day
Of June, 1994
,.e' I i /'' Af \.., -,,,e --
"""""" p &+~+""'-2L+"- """"""_
/ I / l,. Signature g x"-"-
This space is for the County Clerk's Filin
Proof of Publication of
Public Feari:-qq.,. _"""""~"""""""""~"""""
I BLADE-CITIZEN
Legal Advertising
1722 South Hill Street
P.O. Box 90 Oceanside, CA 92054
(61 9) 433-7333
NOTICE OF WBUe HEARINE
CITY OF CARLSBAD
.""""
The City of Carisbad will hold a public hearing on Tuesday, June 21, 1994, at 6:OO RM. in the Council Chambers of City Hall, 1200 Carlsbad Wage Driw, Carisbad,
Budget and the 199495 to Buildout Capital
will be discussion on the Carlsbad Municipal Improvement Program Budget. Also included
Water Oiict Operating and Capital Improvement Pmgram Budgets as well as discussion on behalf of the Housing and
Redevelopment Budgets. The City Council will also discuss selected City development fees, general fees, and wate rates and charges. included will be discussion regarding the fees which are proposed for increase, as well as two new fees
for recommending the proposed fees is a recommended for implementatjon. The basis
report prepared by David M. Griffi and Associates in Jim. 1991. Intkrested parties are invited to attend this meeting and present their views and commenl
to the City Council. Copies of the Budget and Fee Schedules a1 available for public inspection at the City Clerk' office, 1200 Carisbad Wage Drive, or the two
California, to discuss the 1994.95 Operating
! Redevelopment Board regarding the
libraries; 1250 Carisbad Village Drive,
Carisbad. and La Costa Branch Library, 6949 El Camino Real, Suite 200, Carisbad. Written and telephone inquires may be directed to Debbie Neville of the Finance Department. 1200 Carfsbad Village Drive, CArlsbad, 434-2973. I Leaal39703 June 10, 1994 !I -
~
7 -
,? 0 e
kr
NOTICE OF PUBLIC HEAFUNG
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 21, 1994, at 6:O
P.M. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive, Carlsbac
California, to discuss the 1994-95 Operating Budget and the 1994-95 to Buildout Capit;
Improvement Program Budget. Also included will be discussion on the Carlsbad Municip
Water District Operating and Capital Improvement Program Budgets as well as discussic
on behalf of the Housing and Redevelopment Board regarding the Redevelopment Budge1
The City Council will also discuss selected City development fees, general fees, ar
water rates and charges. Included will be discussion regarding the fees which are propos'
for increase, as well as two new fees recommended for implementation. The basis f
recommending the proposed fees is a report prepared by David M. Griffith and Associat
in June, 1991.
Interested parties are invited to attend this meeting and present their views a
comments to the City Council.
Copies of the Budget and Fee Schedules are available for public inspection at t
City Clerk's office, 1200 Carlsbad Village Drive, or the two libraries: 1250 Carlsbad Villa
Drive, Carlsbad, and La Costa Branch Library, 6949 El Camino Real, Suite 200, Carlsbr
Written and telephone inquires may be directed to Debbie Neville of the Finar
Department, 1200 Carlsbad Village Drive, Carlsbad, 434-2973.
,.$r-c. '5 A4