The URL can be used to link to this page

Home My WebLink About1994-09-27; City Council; 12886; FINANCIAL RESULTS FISCAL YEAR ENDED JUNE 30, 1994 FOLLOW-UP ISSUES FOR 1994-95 OPERATING BUDGETAB # 12, &?b DEPT. FIN MTG. 06127194 TITLE: DEPl FINANCIAL RESULTS FOR FISCAL YEAR ENDED C,TY FOR 1994-95 OPERATING BUDGET CITY ENDED JUNE 30, 1994 AND FOLLOW-UP ISSUES != 0 -4 4J U cd -rl a, $4 5 M 5 4 -rl i2 m G -rl u 5 u 2 g c u E c) 0 a -d 8 =r u &I On w .rl wcd cdu Ual ma aL4 aJ um rl uw a0 V aC0 L!a ad u a3 G 4 T4 e: z CaJ u- om =ral 3 F 0 a s z 3 0 0 BTY OF CARLSBAD - 1 RECOMMENDED ACTION: 1. 2. Accept and file Financial Status Report for fiscal year ended June 30, 1994. Identify City Council direction on funding Police Department enhancements a following Council direction. recreation special event programs. Staff will return with appropriate resolutic -- ITEM EXPLANATION: FINANCIAL STATUS REPORT FOR FISCAL YEAR ENDED JUNE 30, 1994 The financial results for the fiscal year ended June 30, 1994 for the General Fund, t Carlsbad Municipal Water District, the Sewer Enterprise fund and the Redevelopmc Agency are presented in the attached report (Exhibit 1). The 1993-94 fiscal year is closed and the preparation and audit of the Comprehensi Annual Financial Statements (CAFR) is almost completed. Although the financ statements are still subject to audit adjustments, they are not expected to vary materie from the numbers presented here. We expect the audit to be completed in October a the CAFR will be printed and distributed shortly thereafter. The General Fund has ended the year with balanced revenues against expenditurc Revenues total $38.7 million and expenditures (including encumbrances and buds carried into next year) total $38.5 million. The General Fund ended the year wi revenues in excess of expenditures by $250,000, the result of efforts by all of o employees to keep expenses at a minimum. The available fund balance will decrease I approximately $800,000 to a total of $8.4 million as of June 30, 1994. As budgeted in tl 1994-95 Operating budget, reserves have been designated for the golf cour contribution and the parking bonds. The Water District operations had a net operating income of $929,000 for the year dl to increased water rates and lower than budgeted expenses. Net working capital in ti operating fund (which is similar to an available balance) was approximately $4.7 millic as of June 30, 1994. Sewer operations had annual operating income of $1 million for fiscal year 1994 witt- net working capital of approximately $3.7 million as of June 30, 1994. The increase in t Sewer fund income is attributable to increased sewer rates and an unbudgeted decrea: in the Encina plant operating costs. For the past two years Encina utilized operatir reserves to partially off set annual charges to agency users. Revenues for the Redevelopment Agency’s operating and debt service funds came in c budget. Agency expenditures totaled $1.1 million, considerably under budget becaui of the 1988 bond refunding and utilization of bond funds for debt service payments. TI unreserved fund balance for these funds totaled $1.7 million as of June 30, 199 however, the balance includes bond funds of $800,000 which are scheduled for 1994-! debt service payments. Additional information regarding the financial results for all of these funds is available the attached report (Exhibit 1). 0 a PAGE TWO OF AGENDA BILL NO. /2j &'&& FOLLOW UP ISSUES FOR THE 1994-95 OPERATING BUDGET On June 21, 1994, the City Council conducted the public hearing and later adopted 1 1994-95 budget. The Council also discussed the issue statements and asked staff return with additional information on two of the issues, One of the issue statemel addressed enhancements to the Police Department which would require additio appropriations and Council indicated they would consider the enhancements followl the adoption of the State budget. Second, following discussion on the issue stateml addressing the elimination of several special recreation programs from the buds Council directed staff to retain those programs. Council also directed staff to return \n suggestions to increase revenues in order to make the special programs more : supporting. City staff is now returning to the Council so that these issues may be furtl discussed. Both issue statements are attached to this agenda bill (Exhibits 2 and 3) Police Department Enhancements The City Council considered three Police Department enhancements but postponed a action on them until after the State budget was adopted. The State has now adopted budget without any current impact on Carlsbad's budget. However, in order to obtc much needed financing for the State, the Governor signed a trigger bill. This trigger requires the State Controller to evaluate the cash position of the State's general fund of November 14, 1994 and to identify any shortfalls. If there is a shortfall, the Goverr would be required to propose legislation to cut expenditures or increase revenues in t losses for Carlsbad. The three proposed enhancements are summarized below. 1. Investigations Police Services Aide - $34,200 b Establish centralized domestic violence case follow-up. b Interview every victim of potential domestic violence incident. b Conduct daily "court run". 2. Property and Evidence: Additional Temporary Help - $1 9,000 b Continue reorganizing, updating and disposing of backlogged inventory. b Conduct a complete audit and inventory survey annually. 3. Juvenile Services Enhancement - $57,300 b Transfer one full-time juvenile diversion coordinator from full time temporary to f time City employee status. b Add a contract half time juvenile diversion counselor. b Gives sworn juvenile detective more time to investigate juvenile crimes. b Addresses the needs of at-risk youth in elementary schools. b Provides staff additional budgetary support for YES (Youth Enrichment Servicc and CROP (Convicts Reaching Out to People) programs. b Includes a vehicle for student transport, cost of bus transport for CROP as well books, films and recognition supplies. general fund by February 15, 1995. This leaves open the possibility of further reven Alternatives I. Appropriate funds from the contingency fund necessary to conduct any one combination of enhancements noted. Funds appropriated from the contingency \ need to be absorbed in the General Fund budget in 1995-96. 2. Wait until after February 15, 1995 to assess the impacts of the StGe's budget and possible impact on the City's budget. m 0 PAGE THREE OF AGENDA BILL NO. )$!886 3. Address the enhancements through the normal budget process in the next fiscal ye 1995-96. Recreation Proa rarns/S pec ial Events The City Council considered issues pertaining to the elimination of five recreation spec events programs as recommended by staff due to budget reductions. Specifically, i programs were: Easter Egg Hunts (3), Tennis Camp, Coastal Clean-up, Hallowe Carnival and Track and Field Meet and amounted to a savings of $13,335. While additional appropriation was made, Council asked that the programs be made availa and to have staff return with suggestions for increasing revenue in order to offset ' costs of these programs. Staff has compiled a list of four options which may implemented in any combination as outlined below: * The City currently receives 30% of each registration fee, while the contract instruc receives 70%. If implemented the ratio would change to the City receiving 32 instructor 68%. ** Cost savings shown reflects one-half of the fiscal year. Afull year savings is estimai at $6,500 and could be realized beginning in 1995-96. Alternatives 1. Authorize the implementation of all suggestions outlined above in order to collj revenue needed to offset the cost of providing the recreation special events progran 2. Authorize the implementation of any combination of suggested changes in order offset some of the costs of providing special events programs. 3. Eliminate special events programming and keep all fees at their present levels. FISCAL IMPACT: The fiscal impact will vary depending on the alternatives the Council selects. Should t Council wish to implement all Police Department enhancements, the annual cost $1 10,500. The Council will need to appropriate $55,250 to cover the remaining months of 1994-95. The Police enhancements are all on-going programs and will requ like funding in future years. 0 0 PAGE FOUR OF AGENDA BILL NO, ,/Aj 86 h In order to implement the recreation special events programming with no fiscal impai the Council will need to increase fees necessary to cover a budget of $13,3: Additionally, $13,335 will need to be appropriated and placed in the budget. Once Council has indicated their selection of alternatives, staff will return to Council w the appropriate resolutions. EXHIBITS: 1. Financial Status Report for Fiscal Year Ended June 30, 1994 2. Issue Statement - Police Department Enhancements 3. Issue Statement - Elimination of Recreation Programs/Special Events 4. Memo dated August 19, 1994 from Recreation Superintendent EXH I81 T 0 0 Financial Status Report Fourth Quarter - Fiscal Year 1993-94 Prepared by Finance Departmf This report summarizes the financial results for the fiscal year ended June 30, 1994 for General Fund, the Carlsbad Municipal Water District, the Sewer Enterprise fund, and Redevelopment Agency. The revenues and expenditures shown are subject to audit adjustments. The information I been calculated on a budgetary basis rather than under generally accepted accounting princip (GMP) in order to present a meaningful comparison to budget. Financial activity reported a budgetary basis includes actual expenditures, encumbrances (outstanding purchase orde and any budget authorized to be continued into fiscal year 1994-95. General Fund The General Fund began fiscal year 1993-94 with a balanced budget of $39.4 million. As budget was adopted, it was recognized that it would be revised following an analysis of impact of the State’s budget on Carlsbad. In addition to the State taking a portion of Carlsba property taxes, the poor economy also affected this revenue stream. The result was a 10s: estimated revenue of $1.3 million. On November 9, 1993, Council adopted a revised 1993 operating budget of $38.1 million. The balanced budged was achieved by unfunding se! positions, reduced funding to other positions, and utilizing $206,000 in Gas Tax funds for str maintenance. The General Fund has ended fiscal year 1993-94 with balanced revenues against expenditur Revenues total $38.7 million and expenditures (including encumbrances and budget carried i next year) total $38.5 million. This results in an excess of $250,000 in revenues o expenditures, a 0.06% difference. Total General Fund revenues for 1993-94 are down $1 million or 2.4% from last year’s receil The three major sources of revenue to the General Fund are property taxes, sales taxes, i transient occupancy taxes (TOT). Property taxes show a decline of $1.36 million from 1992- which is due to the property tax transfer to the state as well as a decrease of 1.5% in asses: valuation. Declining property values and reassessment of vacant land and commercial/indusi property reflected the poor economy in reduced property tax collections.. Sales tax revenues increased by $1.4 million over 1992-93, the result of a full year of Price C operations, more new car sales, and large department store sales. Proposition 172 also ad( sales tax of $275,000 to fund public safety services. Transient Occupancy Tax revenue is c $54,000 higher than last year’s collections, but much of the increase occurred during the sect half of the year reflecting a gradual increase in travel and tourism in the area. Licenses and permits are up $98,000 over last year with building permits issued in the quarter of the year providing the growth spurt. Building permits issued for the year totaled 2 over twice as many as last year. With the state budget shift, vehicle license revenues allocz to the City were $1 97,000 higher than last year, although receipts were almost $200,000 less tl e 0 Financial Status Report Page T budgeted in November. Charges for services showing increases over 1992-93 include build declined $1 48,000 and reflect the large inventory of planned development awaiting an econoi upturn. Interest fell $634,000 primarily because of the decline in the average yield investments and other revenue decreased due to the 1992-93 $1.5 million one-time PERS rek department and engineering fees, ambulance fees, and park and recreation fees. P\anning 11 (see Exhibits A and B for additional detail), General Fund 1993-94 commitments (expenditures, encumbrances, and budget carried forw to FY 1994-95) total $38.5 million (Exhibit C). Significant savings were achieved in departments. Departments with especially high savings include: 1) the Human Resour department with an unfilled position and lower legal costs; 2) the Police Department had lo than budgeted booking fees and additional savings in vehicle maintenance charges; Community Development savings are attributable to unspent budget for GIS consultant servic 4) Building Department use of outside consultants for building planchecks was less tl budgeted; and 4) Streets and Facilities achieved salary and operating savings. General Fund Balance and Reserves The General Fund available fund balance at June 30,1994 totals $8.4 million, which is a decre, of $800,000 from the 1993 balance (Exhibit D). The 1994-95 Operating budget includes reser designated for the golf course contribution and the parking bonds. Carlsbad Municipal Water District The Water District operating fund ended the year with revenues totaling $12.8 million : expenses of $1 1.9 million, resulting in operating income of $929,000 (see Exhibit E). In 1992. the Water District had a net loss of $900,000. This year’s increase is due to increased water rt and lower than budgeted expenses. The largest source of revenue is water sales at $9.9 million, up $2.2 million over last year. F hikes generated by the higher cost of purchased water made up the bulk of the increase. Ac water consumption increased 6% over last year. Water sales ended the year $400,000 un budget reflecting lower than anticipated consumption due to the continuing conservation e established during the drought years. The largest expense to the District is the wholesale cost of water purchased from the San Dic County Water Authority. Purchased water expense totaled $6.8 million and ended the year ur budget by $500,000, again a reflection of less than expected consumption. Personnel ( operating costs also were under budget. Sewer Enterprise Fund The Sewer Enterprise operating fund shows year-end revenues of $5 million and expenses o million for an annual operating income of $1 million. This gain is attributable to the full yea increased sewer service charges and lower than budgeted expenses. Expenses for the sewer fund were $567,000 less than budgeted with most of the savings foi in lower than budgeted Encina plant operating costs. For the past two years, Encina utilizc 0 0 Financial Status Report Page Tht operating reserves to offset annual charges to agency users. Personnel and operating co: also under budget, were partially offset by higher depreciation charges. Redevelopment Auency The Redevelopment Agency’s operating and debt service funds received a total of $1.4 mill in revenue this year, on budget but $75,000 less than 1992-93 (Exhibit G). Redevelopm property taxes continue to be flat as a result of the recession and reassessment of commerc and industrial properties. The decline in interest rates was partially offset by reimbursemen costs for administration of low and moderate housing at the La Costa apartment complex. Expenditures for the agency totaled $1 .I million, considerably under budget. Debt sem expenditures were $700,000 less than budgeted after the 1988 bonds were refunded and bc payments paid from the new bonds. Debt expense at $536,000 includes the mandated paym of $92,000 redistributing Redevelopment property tax back to the state. As of June 30, 1994, the unreserved fund balance for the operating fund is $55,000 while debt service fund has an unreserved balance of $1.7 million. Included in the debt service fi balance are bond funds of $800,000 which are scheduled for 1994-95 debt service paymen The Low and Moderate Income Housing fund received $381,000 in tax increment revenues i interest earnings. Expenditures totaled $1.3 million and include the $1.2 million land purchi for the La Terraza housing project. The year-end fund balance available for future low t moderate income housing projects is $61 8,000. Exhibits A. General Fund Graphics of Revenue Comparisons B. General Fund Revenue Comparison C. General Fund Expenditure Status by Department D. General Fund Reserve Fund Balance E. Water Operations F. Sewer Operations G. Redevelopment Agency Operations and Debt Service EXHIBIT m TAXREVENUE BUDGET TO ACTUAL * 1993-1 994 (IN MILLIONS) 13 12 11 10 9 8 7 6 5 4 3 2 1 0 ..................... .................... ',,,:I. .................... ............. ............. DEVELOPMENT FEE REVENUE BUDGET TO ACTUAL 1993-1 994 ...................... .............. ............ OTHERREVENUE BUDGET TO ACTUAL 1993-1 994 (IN THOUSANDS) 3500 3000 2500 2000 1500 1000 500 0 &+ & +O+ \$J +$G6 ......................................... ......................................... ......................................... pi UPl% UP11% UP91 UP23Y ....................... ........... ............. +0+4 4&4 459 ,.9+O" t6*5 4 4% 65* &* .&= e*p e*&+ 655+ @eav CP *e EXHIBIT a 0 GENERAL FUND REVENUE COMPARISON THROUGH JUNE 30,1994 ESTIMATE ACTUAL THROUGH THROUGH DOLLAR PERCE! JUNE 1994 JUNE 1994 CHANGE CHANC Taxes 25,890,000 26,509,600 61 9,600 I 1 Licenses and permits 1,650,000 1,823,800 173,800 1’ State Subventions 3,055,000 2,862,500 (1 92,500) -( Charges for services 2,680,000 3,061,900 381,900 11 Interdepartmental charges 2,000,000 2,392,300 392,300 2( In teres t 1,800,000 1,443,300 (356,700) - 2( 0th er revenue sources 300,000 41 3,900 11 3,900 31 TOTAL REVENUES 37,605,000 38,738,700 1 ,I 33,700 .: Fines and forfeitures 230,000 231,400 1,400 EXHIBIT 0 0 GENERAL FUND EXPENDITURE STATUS BY DEPARTMENT TOTAL AVAl LAB LE % BUDGET* COMMITTED** BALANCE SAVED DEPT DESCRIPTION FY 1993-94 6130194 6130194 6130194 GENERAL GOVERNMENT CITY COUNCIL 168,786 160,614 8,172 4.8 CITY MANAGER 776,583 764,008 12,575 1.6 CITY CLERK 32,680 21,554 11,126 34.0 An0 RN EY 419,080 374,444 44,636 10.7 FINANCE 1,062,635 1,013,941 48,694 4.6 TREASURER 101,500 79,595 21,905 21.6 HUMAN RESOURCES 815,625 708,894 106,731 13.1 P URCHASI NG 364,648 347,492 17,156 4.7 INFORMATION SYSTEMS 403,361 390,025 13,336 3.3 TOTAL GENERAL GOVERNMENT 6,402,133 6,133,640 268,493 4.2 POLICE 8,926,237 8,777,008 149,229 1.7 TOTAL PUBLIC SAFETY 15,978,176 15,796,515 181,661 1.1' OTHER/NON-DEPT/CONTINGENCY 2,257,235 2,273,073 (1 5,838) -0.7 PUBLIC SAFETY FIRE 7,051,939 7,019,507 32,432 0.5 COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT 888,228 720,009 168,219 18.9 ENGINEERING 3,210,648 3,124,837 85,811 2.7 PLANNING 2,122,766 2,066,763 56,003 2.6 BUILDING 914,450 702,679 21 1,771 23.2 TOTAL COMMUNITY DEVELOPMENT 7,136,092 6,614,288 521,804 7.3' LIBRARY AND THE ARTS LIBRARY 2,516,933 2,457,967 58,966 2.3 CULTURAL ARTS 257,117 249,897 7,220 2.8 TOTAL LIBRARY 8 ARTS 2,774,050 2,707,864 66,186 2.4 COMMUNITY SERVICES COMMUNITY SERVICES ADMIN 760,834 718,686 42,148 5.5 3,562,395 3,508,021 54,374 15 STREETS & FACILITIES 3,266,844 3,020,949 245,895 7.5 PARKS & RECREATION TOTAL COMMUNITY SERVICES 7,590,073 7,247,656 342,417 4.5 TOTAL GENERAL FUND 39,880,524 38,499,963 1,380,561 3.46 * Reflects budget reductions adopted by Council on November 9, 1993. ** Total committed includes expenditures, encumbrances, and budget carried -forward to FY 1994-95. EXHIBIT m rn 1993-94 GENERAL FUND BALANCE $ MILLIONS INCREASE IN FUND BALANCE: * 1993-94 REVENUES OVER EXPENDITURES 0.9 DECREASE IN AEROSPACE/PERS RESERVE 0.4 NEW RESERVES IN 1993-94 CITY HALL REMODEL PARKING BOND PAYOFF (0.8) (1 4 GOLF COURSE CONTRIBUTION * On GAAP basis, plus changes to encumbrances and budget carried into next year. EXH I BIT 0 CARLSBAD MUNICIPAL WATER DISTRICT 0 WATER OPERATIONS JUNE 30,1994 REVENUES: WATER SALES 7,787,667 9,952,785 2,165,118 2 CHARGES FOR CURRENT SERVICES 1,595,000 1,670,414 2,138,059 467,645 2 FINES, FORFEITURES & PENALTIES INTEREST OTHERREVENUES TOTAL OPERATING REVENUE EXPENSES: SALARIES/BENEFITS 1,779,100 1,977,526 198,426 1 INTERDEPARTMENTAL SERVICES PURCHASED WATER 5,759,948 6,793,557 1,033,609 1 UTILITIES OUTSIDE SERVICES/MAINTENANCE GENERAL OFFICE EXPENSE DEPRECIATION CAPITAL OUTLAY MISCELLANEOUS EXPENSES MATERIALS AND SUPPLIES 251,140 (254,151) (5 TOTAL OPERATING EXPENSES OPERATING I NCOME/LOSS (866,917) 929,177 1,796,094 (20 File F \USERS\BHONI\H20\MOSTATG EXHl BIT a CARLSBAD MUNICIPAL WATER DISTRICT SEWER OPERATIONS FUND JUNE 30,1994 W REVENUES: CHARGES FOR CURRENT SERVICES INTEREST OTHERREVENUES TOTAL OPERATING REVENUE EXPENSES: SALARIES/BENEFITS INTERDEPARTMENTAL SE RVlCES UTILITIES/RENTALS AND LEASES OUTS1 DE SE RVICES/MAI NTENANCE 78,727 (32,777) MATERIALS AND SUPPLIES DEPRECIATION ENCINA PLANT SERVICES CAPITAL OUTLAY MISCELLANEOUS EXPENSES TOTAL OPERATING EXPENSES OPERATING INCOME/LOSS File: RUSERS\BHONI\SEWER\MOSTATG EXHIBI' 0 CARLSBAD REDEVELOPMENT AGENCY OPERATIONS AND DEBT SERVICE FUNDS JUNE 30,1994 a PROPERTY TAXES 1,322,061 1,288,269 INTEREST MISCELLANEOUS REVENUES SALARl ES/B E NE FITS INTERDEPARTMENTAL SERVICES UTILITIES RENTALS & LEASES OUTSIDE SERVICES/MAINTENANCE GENERAL OFFICE EXPENSE DEBT EXPENSE MISCELLANEOUS EXPENSES TOTAL EXPENDITURES EXCESSOFREVENUESOVER EXPENDITURES * Total committed includes expenditures and encumbrances. File: F :\USE RS\BHON l\REDEVELP\MOSTATG EXHlBl ISSUE STATEMEI 0 m Backnround The Police Department has prepared a budget that has met the City's policies. If additional fur were available, the Police Department believes that the three enhancements outlined bel should be considered in order to provide efficient and effective police services. The enhan ments are presented in priority order, from highest to lowest, and include: I. II. Ill. Juvenile Services Enhancement Investigations - Police Services Aide Property and Evidence - Additional Temporary Help 1. lnvestiqations Police Services Aide The primary function of the Investigations Police Services Aide (PSA) would be to estab a centralized mechanism for domestic violence case follow-up. Timely follow-up I individual attention have been identified as key elements in the successful processing domestic violence cases. There is currently insufficient time for detectives to accomplish 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 violet 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. 1 completed questionnaire would be placed into the case file to help minimize potential fut liability. If additional information indicates that detective follow-up is appropriate, the Ci would be given to the detective Sergeant for assignment. It is estimated that this funct 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 wo take six to eight hours per week. Additional activities for the PSA would include CAl fingerprint processing, telephone follow-up with victims on cases not assigned to detecth assisting with the preparation of photo line-ups and identifying and packaging evidence The total cost of this enhancement is $34,200, which reflects the total compensation (incluc benefits) of a new PSA position. 11. Propem and Evidence: Additional Temporary Help The reorganization and update of the Property and Evidence function began almost two YE ago and is still in progress. Presently, there is one property and evidence custodian hi through a temporary help agency. The functions of the property and evidence custoc include the receiving and disbursing of property/evidence, transporting evidence to and fi the crime lab in San Diego, transporting photographs to and from the processors, delivei evidence to and picking up evidence from detectives, as well as other similar activities. e 0 hrhg this past year, a Police Sergeant was assigned to Property and Evidence while on li duty. It was only with this additional assistance that progress in reorganizing, updating I disposing of old inventory was possible. That additional assistance is no longer available i the one person remaining is not able to accomplish the support duties. If the sup[ functions were removed from the property and evidence custodian, they would need to done by others, such as officers or detectives, resulting in greater cost and inappropriate of person ne1 . In addition, based on previous experiences and the critical nature of the property i evidence function, a complete audit and inventory should be conducted every year. 1 proposal includes the funding for this activity. The total cost of this enhancement is $1 9,000, which would be used for additional tempo1 services. Ill. Juvenile Services Enhancement In 1983, the Police Department began an informal juvenile diversion program which v formalized in 1986 and became the Juvenile Justice Panel. The program has now growr include the GUIDE program and follow-up, the Parenting Program and the Juvenile Jus1 Panel. In the past year, juvenile diversion activities have increased with the creation Carlsbad YES (Youth Enrichment Services) in which the juvenile diversion counsel( involvement is integral, the creation of the CROP program (Convicts Reaching Out to Peop and the formation of a mentoring program within the Carlsbad YES structure. The juvei services staff is doing an outstanding job addressing the needs of Carlsbad youth i recognizes the City’s commitment to the meet the needs of our youth and protect the quz of life for our citizens. This proposal will help structure the diversion program and prov 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 to i time City employee status. This position would assume the role of Coordinator. b. The addition of a contract half-time juvenile diversion counselor. This position will addrl needs in the elementary schools which have previously gone unserved by divers1 programs. c. The addition of operating and capital funds to support the addition of several n programs including Carlsbad YES and CROP. This includes a vehicle for stud1 transport, the cost of bus transport for CROP as well as books, films and recognit supplies. The Juvenile Services Coordinator would have responsibility for the Juvenile Justice Panel i coordinate all of the intervention programs. This is currently being done by the juvei detective and while he has done a fine job, his assigned job is to investigate juvenile crim Moving the management responsibilities to the Juvenile Services Coordinator would give t more time to address this primary assignment. e 0 The additional half-time counselor would assume some of the GUIDE responsibilities i address the needs of at-risk youth in the elementary schools, Like the DARE program, becoming more apparent that at-risk youth need to be addressed at younger ages, and is not accomplished now. Presently, the juvenile diversion program has a budget of $66,600, contains 1.5 FTE’s an funded through asset forfeiture funds. The program would cost $123,900, and fund 2 Fl 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 wo be decreased by the total cost of whichever enhancements are added. Note that tht enhancements represent ongoing costs and would increase the budget in future years well. A\BUDGET94.95\1SSUSTAT.PD EXH I BI' ISSUE STATEMEr e 0 In the effort to balance the City's budget, every attempt was made to maintain existing sew levels. Although most service levels are consistent with those of 1993-94, the proposed bud eliminates some special events in 1994-95. A complete analysis of the recreation programs offered by the City was conducted in ordei determine which would be proposed for elimination. Factors considered include program fe the City. Although the savings resulting from the elimination of these programs may not be significan relation to the total City budget, they were necessary in order to achieve the budget reduct goal for the recreation department. The table below identifies the proposed programs eliminat residency versus non-residency participation, attendance history, revenue and overall impac AI t ernatives 1. Return the issue to staff to develop suggestions to increase revenues in order to make thc programs more self supporting. Add back selected programs with the cost to be picked up the General Fund. The cos any programs added to the budget would reduce the contingency account. Adopt the Recreation budget as proposed which eliminates these special recreai programs. 2. 3. A:\BUDGET94.95\1SSUSTAT. REC 0 e EXHIBIT ,- *% August 10, 1994 TO: SENIOR MANAGEMENT ANALYST - FINANCE FROM: Recreation Superintendent RECREATION FEES Staff has identified a list of options to increase revenue for the recreation programs/specj events which were eliminated in the 1994-95 budget (Attachment). The following is prioritized list of programs which identifies the fee increase, the projected revenue, 1 impact on participation and to the City. 1) Increase non-resident fee from $3 to $4 per person in the instructional cla programs. Estimated increased revenue: $4,500 Impact: decrease in participation from non-resident families with multiple children. This increase would affect non-residents. There could be a slig 2) Increase swim lesson fees $3 per person per class for resident and non-resideni Estimated increased revenue: $4,000 Impact: Taking into consideration the high demand for aquatic swim lesso and our fee being below county average, an increase would have little or I affect on participation whether resident or non-resident. 3) Increase entrance and participation fees for Halloween Carnival and Haunt House by $2 per person. Estimated increased revenue: $3,000 ImDact: No major impact. I) 0 D4 ’. 4) Increase City percentage rate by 2% for all instructional classes. (Currently thc City receives 30% of each registration fee and the contractual instructor receive: 70%.) If changed the percentage split would be 32% for the City and 68% foi the instructor. Estimated increased revenue: Jan - June 1995 = $3,000 Full year = $6,500 Impact: There is the possibility that several instructors may wish to terminatc their contract at the end of the year. If this occurs, staff would recruit nev instructors for those programs. Since I will be on vacation during the next two weeks, if you have any questions regardin these fee increases, please feel free to contact Robin Bettin at 434-2834 and she will E able to ssist you. KEN L PRICE \rc c: Community Services Director Recreation Supervisor 11, Robin Bettin Aquatic Supervisor