HomeMy WebLinkAbout1996-06-18; City Council; 13705; Adoption of 1996-1997 Operating and Capital Improvement Program Budgets and Fees for City Servicesk w c 3;
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b’ * CITY OF CARLSBAD - AGEN A BILL 4
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MTG. 6-18-96 CITY DEpTHDm2 ATTY. (z CAPITAL IMPROVEMENT PROGRAM BUDGETS AND
TITLE: I’ ADOPTION OF THE 1996-97 OPERATING AND
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THE FEES FOR CITY SERVICES DEPT. FIN z
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RECOMMENDED ACTIONS:
1. Hold public hearing on the City’s 1996-97 Operating Budget and 1996-97 to Bu
Capital Improvement Program, and on the revised fees.
2. Adopt Resolution No. qd-J& adopting the final Operating Budget for 1996-9:
appropriating funds for the 1996-97 Capital Improvement Program.
3. Adopt Resolution No. %-2/7 adopting the Gann spending limit for 1996-97.
4. Adopt Resolution No. 96 - 02/8 adopting changes to the 1996-97 fee schedulc
City services.
ITEM EXPLANATION:
This item is established to allow the public an opportunity to comment on the City’s pro1
Operating Budget and Capital Improvement Budget, as well as the City’s fees for ser
The Council is encouraged to ask any questions related to the Budgets and fees that mi
need clarification. Following the public hearing, the Council will need to take some acti
the eight outstanding issue statements which were presented during the May 21, and Jl
1996, City Council meetings. After review of the issue statements, the Council may ado
amended Operating and Capital Improvement Budgets for 1996-97 and the fee schedulc
The proposed 1996-97 budget totals $106.0 million, of which $78.2 million is the ope
budget and $27.8 million is the Capital Improvement budget. Operating revenues total
million and Capital revenues total $27.3 million for a total of $106.7 million.
Operating Budget
The effects of past budget decisions by the State of California (taking $2.5 milli
Carlsbad’s property taxes) continue to impact the City’s operating budget. Howeve
City’s operating revenues are beginning to recover from the recession, Revenues
stabilized and are beginning to grow slowly despite stagnant property taxes. For the firs
since the recession the General Fund has had sufficient revenues to support a small inc
in programs and service levels. The following new programs and/or increased service
are proposed and included in the budget figures.
P Poinsettia Park maintenance/sports programs > Reserve firefighter program
P North County Gang Task Force detective b Alternate delivery of Advanced Life Support (ALS)
Proposed City operating expenditures for 1996-97 total $78.2 million which represf
decrease of $3.7 million from the current 1995-96 budget. The General Fund portion
budget contains $41.3 million in recommended expenditures which is a decrease of $IC
from the current budget. Revenues for the General Fund are projected to be $41.3 I
resulting in a balanced budget. Revenue projections show an increase of $1.6’ mill
4.1 YO over the current 1995-96 projections.
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c . Page 2 of Agenda Bill # ./J. 705” 0
L. This is the fourth year that alternate funding sources have been used to support some fon
General Fund programs including the use of Police Asset Forfeiture funds, Gas Tax revel
TransNet revenues, the General Liability Fund balance, and a reimbursement from the F
Employees Retirement System (PERS). In addition eleven positions are not funded i
proposed budget. The proposed 1996-97 budget includes payment to the Golf Course
from the General Fund. This had previously been accomplished through transfers fro!
General Fund balance. In addition, $274,000 of capital outlay requests have been incluc
the proposed General Fund budget.
A contingency account totaling $685,000 has been included in the budget proposal wh
$141,000 higher than the unusually low amount adopted in the 1995-96 budget. Ir
recessionary years, the contingency account was typically set at $1 million to $2 million.
contingency account is available to the City Council to address unanticipated emergenc
., unforeseen program needs. The recommended budget also includes $75,000 for comn
service programs and $21 1,150 for Community Promotion services.
Additional information in the form of Issue Statements, as well as any comments receive(
the public at the workshop meeting held on June IOth, will be presented to the City C
‘ . :r’ ,*afteFthe-close of ,the Public Hearing on June 18th.
Gann Limit
In addition to adopting the Operating Budget, the Council is asked to adopt the Gann spe
restriction on the amount of revenue which can be appropriated in any fiscal year.
revenues which are subject to the Limitation are those considered “proceeds of taxes.’
basis for calculating the .Limit began in .fiscal year 1978-79 and is increased bast
population growth and inflation. The City’s spending limit for 1996-97 is $114.6 milliol
appropriations of “proceed of taxes” of $30.2 million.
Capital lmwovement Program
The 1996-97 to Buildout Capital Improvement Program (CIP) outlines approximately 185
projects at a total cost of $406 million. Approximately forty projects are scheduled for 1E
with an appropriation of $27.8 million. Revenues for the CIP are projected at $27.3 r
Major projects programmed for the upcoming year include the Carlsbad Boulevard
Protection seawall, the Olivenhain Road widening, the I-5/La Costa Avenue and
5/Cannon Road interchange construction, design plans for the South Carlsbad Library, a,
final appropriation for the Maerkle Reservoir lining project. Appropriations of approxir
$29.2 million for ongoing capital projects which remain unspent at the end of fiscal year
limit as required by Article XlllB of the California Constitution. The Gann Limit cre:
96 will be added to the new 1996-97 CIP appropriations for a total appropriation of $57 TT
Fees for City Services
One of the City Council’s goals is to annually evaluate fees and charges for servil
conjunction with the budget. Staff has reviewed all fee schedules and is recommt
changes to nine fees and the addition of one new fee. Staff recommends decreasing th
Supplemental fee to more closely reflect the City’s actual costs. The Sewer Connection
proposed at a $4.00 increase based on the change in the Engineering News Record
construction cost index. The Carlsbad Municipal Water District (CMWD) requests the ac
of the Continuity of Service fee. This fee would allow CMWD to charge a lower fee th
“New Account - Service Turn On” fee when it is necessary to re-establish water servic
landlord’s name during interim periods of rental vacancy. In addition, CMWD staff req
$60.00 increase in the Water Meter Deposit - Construction Meter fee to reflect the incre
costs for replacement of 3-inch water meters. A comparison of the City’s fees for Ac
Contract Classes and Per Admission fees suggests that Carlsbad‘s fees are below the I
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~ . Page 3 of Agenda Bill # /$ 74s 0
c rate. Staff is recommending a small, incremental increase in fees as opposed to a
increase in the future,
Detailed information on the proposed 1996-97 Budgets and Recommended Changes t
City Fee Schedule are included in the attached exhibits.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. Resolution No. 94-24 adopting the final Operating Budget and Capital Improw
Program for 1996-97 (the Technical Appendix is available for review in the Fil
Department.)
2. Resolution No. %-a7 adopting the spending limit for 1996-97.
3. Resolution No. 9/-d/g adopting .the changes to the City fee schedules.
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RESOLUTION NO. 96-216
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
PROGRAM FOR THE FISCAL YEAR 1996-97 FOR THE
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FUNDS
6 WEREAS, the City Council of the City of Carlsbad, California has
7 reviewed the proposed final Operating Budget and Capital Improvement Program
8 for fiscal year 1996-97 and has held such public hearings as are necessary prior
9 to adoption of the final budgets.
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1. That certain documents now on file in the office of the City Clerk of 12
of Carlsbad, California, as follows: 2.1
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
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the City of Carlsbad entitled, “City of Carlsbad, 1996-97 Operating Budget and
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accordance with Exhibits A through D attached hereto and incorporated by I.5
1996-97 to Buildout Capital Improvement Program - Preliminary“ as amended in
reference herein, is hereby adopted as the final Operating and Capital
I’ // Improvement Budgets for the City of Carlsbad for the fiscal year 1996-97.
18 2. That the amounts reflected as estimated revenues for fiscal year
l9 I revenues for 1995-96. 2o
199596 as shown in Exhibits A and B are hereby adopted as the final budgeted
21 // 3. That the amounts designated as the 1996-97 Budget request in
22 /I Exhibits A and B are hereby appropriated to the department or fund for which they
23 /I are designated, and such appropriation shall be neither increased nor decreased
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except as provided herein.
Ill
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4. That 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 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 City Council or City Manager as described
below.
i. The City Manager may authorize all transfers of funds from
account to account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $25,000 per transfer.
iii. The City Manager may delegate to department heads the
authority to make budget transfers within their own departments.
iv. 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
off set by unbudgeted revenue which is designated for said specific purpose.
v. The City Council must authorize all transfers of funds from the
budgeted Contingency Account.
B. 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 3.28.172 of the Municipal Code.
C. 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.
D. The City Manager may authorize emergency out of state travel
for public safety or emergency services purposes.
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E. The City Council must authorize any increase in the number of
authorized permanent personnel positions above the level identified in Exhibit C.
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, 1995 are hereby appropriated for such capital projects for
the 1996-97 fiscal year.
7. 199596 appropriations in the approximate amount of $1,613,148
are hereby continued into 1996-97 for the purposes shown in Exhibit D. All
appropriations for outstanding encumbrances as of June 30, 1996, are hereby
continued into 1996-97 for such contracts or obligations.
8. That a transfer of $690,000 from the General fund balance to the
General Capital Construction fund in fiscal year 1996-97 is authorized.
9. That the reimbursement for business mileage would be set at the
rate established from time to time by the IRS (as of April 1996, the business
mileage reimbursement is $0.31 per mile.)
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Council on the 18th day of June , 1996, by the following vote, to wit:
AYES: Council Members Lewis, Nygaard, Kulchin, Finnila and Hz
NOES: None
ABSENT: None
ATTEST:
ALETHA L. RAbTE (SEAL)
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v CITY OF CARLSBAD
OPERATING FUNDS e
PROJECTED FUND BALANCES FOR FY 1995-96
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1995 REVENUES EXPENDITURES TRANSFERS JUNE 30,1996
GENERAL FUND 12,877,307 39,663,000 39,431 ,Si3 13,108,494
/SPECIAL REVEWE
POLICE ASSET FORFEITURE 1,255,900 150,000 457,902 947,998
HOUSING - SECTION 8 144,600 3,235,000 3,238,094 141,506
AUDIO-VISUAL INSURANCE 82,500 110,000 143,500 49,000
GAS TAX 3,366,600 1,350,000 1,469,500 3,247,100
TREE MAINTENANCE 447,400 533,200 51 5,003 465,597
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTlTLEMENnREHAB
SENIOR TRUST
HOUSING TRUST
31,300
1,145,000
430.800
321,600
0
25,660
0
835,034
383,300
645,400
120,000
229,000
195,900
647,500
0
500,000
337,710
555,423
4,500
284.200
196,583
672,001
0
0
76,890
1.234,977
546,300
266,400
(683)
1,159
0
1,335,034
ENTERPRISE I
WATER OPERATIONS 8,042,000 13,229.600 12,940,828 8,330,772
RECLAIMED WATER
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR *
LIABILITY SELF INSUR'
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
I REDEVELOPMENT
362,900
5,201,000
126,500
420,000
862,736
1,881,438
1,615,580
(87,415)
3,981,872
569,625
1,400,076
4,934,900
106,000
50,000
754,970 .
1,064,710
1,740,400
1,335,000
990,000
1,088,500
1 ,I 83,033
4,096,232
143,615
470,000
956,600
717,960
1,832,832
1,304,300
1,093,500
1,260,190
579,943
6.039.668
88,885
0
661,106
2,228,188
1,523,148
(56,715)
3,878,372
397,935
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OPERATIONS 56,800 113.300 589,800 450,000 30,300
DEBT SERVICE 1,537,337 1,275,000 1,049.100 (450,000) 1,313.237
LOW AND MOD INCOME HSNG 677,924 357,000 173,420 861,504
TOTAL OPERATING FUNDS $46,211,998 $76,201,756 $75,117,639 $0 $47,296.1 15
* Balances are less the expected reserves
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I 1 @ CITY OF CARLSBAD a .. OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1996 REVENUES EXPENDITURES TRANSFERS JUNE 30,1997
GENERAL FUND 13.1 08,494 41,339,800 41,330,556 13,117,738
APPROPRIATION FROM FUND BALANCE (690,000)
12,427,738 SPECIAL REVENUE
POLICE ASSET FORFEITURE
HOUSING - SECTION 8
AUDIO-VISUAL INSUWNCE
GAS TAX
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTlTLEMENTlREHAB
SENIOR TRUST FUND
HOUSING TRUST FUND
947,998
141,506
49,000
3,247,100
465,597
76,890
1,234,977
546.300
266,400
(683)
1,159
0
1,335,034
150,000
3,252,000
110,000
1,425,000
534,200
400,400
645,000
105,000
235,000
187,292
647,500
11 2,000
500,000
552,728
3,245,086
105,500
483,000
539,678
380,605
712.885
304,500
341,200
187,292
654,000
112,000
108,599
545,270
148,420
53,500
4,189,100
460,119
96,685
1,167,092
346,800
160,200
(683)
(5,341)
0
1,726,435
[ENTERPRISE I 1 I
WATER OPERATIONS
RECLAIMED WATER
8,330,772 13,441,300 13,359,492
579,943 1,450,028 1,269,770
SEWER OPERATIONS 6,039,668 4,933,500 4.550.21b
SOLID WASTE MANAGEMENT 88,885 86,000 115,496
GOLF COURSE 0 500,000 475,000
8,412,580
760,201
6.422.958
59,389
25,000
I INTERNAL SERVICE I
WORKER'S COMP SELF INSUR 661,106 754,730 864,900
LIABILITY SELF INSUR 2,228,188 1,060,710 1,117,160
HEALTH INSURANCE 1,523,148 2,147,165 2,145,500
VEHICLE MAINTENANCE (56,715) 1,331,450 1,337,600
VEHICLE REPLACEMENT 3,878,372 1,148,600 988,500
INFORMATION SYSTEMS 397,935 1,203,900 1,199,760
IREDEVELOPMENT I
550,936
2,171,738
1,524,813
(62,865)
4,038,472
402,075
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OPERATIONS
DEBT SERVICE
30,300 113,300 567,362 430,000 6,238
1,313,237 1,250,000 1,074,700 (430,000) 1,058,537
LOW AND MOD INCOME HSNG 861,504 355,000 128,641 1,087,863
TOTAL OPERATING FUNDS $47,296,115 $79,418.875 $78.251.720 $0 $47.773.270
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.. 0 CITY OF CARLSBAD
OPERATING FUNDS 0 .. BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
1995-96
1993-94 1994-95 ESTIMATED 1995-96
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IGENERAL FUND I I I
GENERAL GOVERNMENT
CITY COUNCIL 160,164 163,272 171,190 172,489
CITY MANAGER
CITY CLERK
CITY ATTORNEY
FINANCE
CITY TREASURER
PURCHASING
HUMAN RESOURCES
TOTAL GENERAL GOVERNMENT
744,963
409,956
370,109
993,163
79,595
338,909
571,196
3,668,055
779.608
424.536
450,286
968.880
65,376
333,807
698,617
3,884,382
778,390
345,000
486.194
1,004,020
97,020
367,221
978,114
4,227.149
801.21 9
443,862
519,341
1,128,466
115,134
369,119
984,738
4,534,368
PUBLIC SAFETY
POLICE 8,760,470 8,696,676 9,242.899 9,320,985
FIRE 6,986,556 6,793,846 6,896,304 6,973,948
TOTAL PUBLIC SAFETY 15,747,026 15,490,522 16,139,203 16,294,933
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
ENGINEERING
PLANNING
GROWTH MANAGEMENT
HISTORIC PRESERV COMM
BUILDING INSPECTION
546,406
132.124
27,060
3,004,240
1,793,682
107,377
399
702,467
TOTAL COMMUNITY DEVELOPMENT 6,313,756
564,594
136,477
66,811
3,027,248
1,776.213
71,435
1,602
733,692
6,378,072
574,000
189,185
112,140
3,060,753
1,890,945
73,860
3,000
880,007
6,783,890
615.700
231,838
170.1 02
3,281,239
2,095,334
78,597
3,000
886,238
7,362,048
LIBRARYKULTURE .
LIBRARY 2,447.865 2,398,418 2,465,105 2,505,974
CULTURAL ARTS PROGRAM 225,650 244.588 252,377 265,663
SISTER CITY PROGRAM 8,426 9,926 6,650 6,650
TOTAL LIBRARYKULTURE 2,681,941 2,652,932 2,724,132 2,778,287
YoINCR (DEC)
95-96 BUD
1996-97 TO
BUDGET 96-97 BUD
170,390 -1.2%
854,765
352,200
517,888
1,099,350
114,770
368,850
880.415
4.358,628
9,692,211
6,970,462
16,662,673
597,900
183,705
125,120
3,140,088
2,031,694
79,060
3,000
836,334
6,996.907
6.7%
-20.7%
-0.3%
-2.6%
-0.3%
-0.1 %
-10.6%
-3.9%
4.0%
0.0%
2.3%
-2.9%
-20.8%
-26.4%
-4.3%
-3.0%
0.6%
0.0%
-5.6%
-5.0%
2,551,352
266,972
6,800
I .a%
0.5%
2.3% - I 2,825,124 1 1.7%
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,. 0 CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
i FISCAL YEAR 1993-94 THROUGH 1996-97
YoINCR (DEC)
1995-96 95-96 BUD
1993-94 1994-95 ESTIMATED 1995-96 TO 1996-97
DEPAliTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 96-97 BUD BUDGET
COMMUNITY SERVICES
COMMUNITY SERVICES ADMIN 716,950 641,190 605,205 619,604 3.5% 641.380
PARK, MAINTENANCE
RECFlEATlON
1,583,521 1,535,183 1,576.856 1,616,139 1,893,805 1 7.2%
1,627,035 1,654,529 1,608,730 1,628,970 I 1,699,533 1 4.3%
SENIOR PROGRAMS 228,591 232,804 246,630 248,539 10.1%
STREET MAINTENANCE 1,350,169 1,504,024 1,434,635 1,492,384 1,524,964 2.2%
FACIL.ITIES MAINTENANCE 1 .I 86,464 1,116,823 1,423,650 1,464,745 1,167,800 -20.3%
Major Facility Maintenance (Transfer) 0 0 100.0%
TRAFFIC SIGNAL MAINT 278.405 286,163 299,408 331.889 310,735 -6.4%
TOTAL COMMUNITY SERVCIES 6,971,135 6,970,716 7,195,114 7,402,270 7,724,550 4.4%
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NON-DEPARTMENTAL
COMIWUNITY PROMOTION (CCVB)
BEACH PARKING
COMlMUNlN CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROI’ERW TAX ADMlN FEE
ANlM!AL REGULATION CONTRACT
DUES & SUBSCRIPTIONS
MISC, I TRANSFERS OUT
ASSESSMENT SERVICES
BOND SERVICES
GOLF COURSE TRANSFER
222,702
33.668
75,000
76,967
792,024
26,823
154,827
110.868
20,973
678,867
6,266
5,432
0
TOTAL IrlON-DEPARTMENTAL 2,204,417
215,847
36,000
101,300
64,378
798,443
26,430
162.1 52
11 9,096
23,167
1,317,321
6,998
4,961
1,800,000
4.676.093
211,150
36,000
75,000
80,000
793,080
40,000
180,000
140,000
25,000
764.095
11,500
6,500
0
2.362.325
242,663
36,000
211,150
36,000
75,000 75,000
80,000
50,000 20,525
0 808,345
30,000 25,000
154,000 140,000
185,000 180,000
42,000 71,416
797,500 802,500
80,000
6,500 7,000
0 470,000
2,487,949 2,137,650
-13.0%
0.0%
0.0%
0.0%
-0.6%
-41.2%
2.8%
10.0%
20.0%
-100.0%
143.6%
7.7%
0.0%
-14.1%
SUBTOTAL GENERAL FUND 37,586.331 40,052,717 39,431,813 40,859,855 -0.4% 40,705,526
CONTlhlGENClES 0 0 0 544,000 625,030 14.9% H
TOTAL ‘GENERAL FUND 37.586.331 40,052,717 39,431,813 41,403.855 41,330,556 u -0.2%
CITY OF CARLSBAD 0
OPERATING FUNDS
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BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1993-94 THROUGH 1996-97
%INCR (DEC)
95-96 BUD
TO
96-97 BUD
12.5%
-0.7%
-29.4%
-83.0%
1.9%
-0.2%
-32.9%
4584.6%
13.3%
-4.9%
-42.7%
100.0%
100.0%
-25.5%
1995-96
1993-94 1994-95 ESTIMATED 1995-96 1 1996-97 I
I-Y~LNUE FUNDS
ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET
POLCE ASSET FORFEITURE
HOUSING SECTION 8
AUDIO VISUAL INSURANCE
GAS 1AX
TREE MAINTENANCE
MEDIC\N MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (LIBRARY)
SENIOR NUTRITION
CDBG ENTlTLEMENTlREHAB
SENIOR TRUST FUND
HOUSING TRUST FUND
TOTAL SPECIAL REVENUE FUNDS
604,628
2,796,679
93,327
1,593,540
546,742
277,490
528,069
154.21 5
313,138
189,757
1,177.361
425,156
3,023,020
146,256
816,674
503,530
279,718
589,281
3,111
284,083
194,514
533,751
457,902
3,238,094
143,500
1,469,500
515,003
337,710
555,423
4,500
284,200
196,583
672,001
491,316
3,266,600
149,491
2,837,856
529,747
381,552
1,062,763
6,500
301,160
196,846
1,141,768
552,728
3,245,086
105,500
483,000
539,678
380,605
712,885
304,500
341,200
187,292
654,000
11 2,000
108,599
7,727,073 -
- "_ "" "_ -
8,274.946
I
6,799,094
""
7,874,416
I
10,365,599 - ~ENTERPRISE FUNDS 1
WATER OPERATIONS 11,875,831 11,854,051 12,940,828 13,243,259
RECUUMED WATER 637,860 836,573 1,183,033 , 1,238.738
13,359,492
475,000 GOLF COURSE 0 402,518 470,000 470,000
11 5,496 SOLID WASTE MANAGEMENT 1 12,282 116,701 143,615 152,652
4,550,210 SANITATION OPERATIONS 3,974,627 4,262,927 4,096,232 4,538,126
1,269,770
0.9%
2.5%
0.3%
I
-24.3%
1.1% I
TOTAL ENTERPRISE FUNDS 16,600,600 17,472,770 18.a33,708 19,642,775 19,769,968 0.6% ii -
I IlNTERhlAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 789.247 1,050,204 956,600 1,125,590
LIABILITY SELF INSURANCE 1.100.916 282,270 717,960 1,074,840
HEALTH INSURANCE 1,856.038 1,831,993 1,832.832 2,041,000
VEHICLE MAINTENANCE 1.267,296 1.211.752 1,304,300 1,309,009
VEHICLE REPLACEMENT 542,631 664,594 1,093,500 1,819,316
INFORMATION SYSTEMS 725,300 744,848 1,260,190 1,294,747
864,900
1,117,160
2,145,500
1,337,600
988,500
1,199.760
-23.2°/o
3.9%
5.1 %
2.2%
-45.7%
-7.3%
I
TOTAL INTERNAL SERVICE FUNDS 6,281,428 5,785,661 7,165,382 8,664,502 7,653,420 -1 1.7%
I Oi (REDEVELOPMENT
OPERATIONS 590,094 601,575 589.800 564,671 567,362 0.5%
DEBT SERVICE 1,091,749 1,368,296 1,049,100 1,077,600 1,074,700 -0.3%
LOW AND MOD INCOME HSNG 101,496 67,730 173,420 176,143 128,641 -27.0%
TOTAL REDEVELOPMENT 1,783.339 2.037.601 1,812.320 1,818,414 1,770,703 -2.6%
OPERATING FUNDS 70,526,644 72.147.843 75.117-639 81.895.145 78,251,720 -4.4% I I
$ k- ' 0 CITY OF CARLSBAD 0
.% OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
, REVENUE
SOURCE
GENERAL FUND
TAXES
PROPERPI TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSF:ER TAX
TOTAL TAXES
LICENSE!; AND PERMITS
CONSTIWCTION PERMITS
BUSINESS LICENSES
LICENSE TAX-CONSTRUCTION
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
STATE SlJBVENTlONS
VEHICLE IN-LIEU
OTHER
TOTAL STATE SUBVENTIONS
CHARGES FOR SERVICES
PLANNllNG FEES
BUlLDllrlG DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPE.RM RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
ACTUAL
REVENUE
1994-95
$10,889,368
11,399,568
3,252,270
1,399.1 51
235,455
27.175.812 ..
644,131
1,245,830
113,118
389,191
2,392,270
2,385,855
234.045 ~.~
2,619,900
803,352
482,904
936,072
353,016
706,559
164,076
532.686
3,978,665
263,41 I
PROJECTED
REVENUE
199596
$10,900,000
11,300,000
3,200,000
1,430,000
250,000
27.080.000 ..
700,000
1,400,000
50,000
390,000
2,540,000
2,400,000
200,000
2,600,000
550,000
460.000
800,000
310,000
700,000
175,000
480,000
3,475,000
240,000
rl ESTIMATED AS %
REVENUE OF FY 95-96
1996-97 PROJECTED I-! $11,000,000
11,610,000
3,350,000
1,460,000
260,000
27.680.000
0.9%
2.7%
4.7%
2.1%
4.0%
~ 2.2%
I
650,000 -7.1%
1,400,000 0.0%
75,000 50.0%
385,000 -1.3%
2,510,000 -1.2%
2,450,000 2.1%
210,000 5.0%
2,660,000 2.3% 1 700,000
450,000
800,000
340,000
745,300
160,000
600,000
3,795,300
27.3%
-2.2%
0.0%
9.7%
6.5%
-8.6%
25.0%
9.2%
I 270,000 I 12.5%
DIFFERENCE
1995-96 TO
1996-97
100,001
310.001
150,00*
30,OC
10.0(
600.0(
(50,0(
25.0(
(59
(30,0(
50,0(
10,Ol
60,C'
150.C
(10s
30,(
45,:
(IS,(
120,(
320.:
30,i
INTEREST 1,311,791 1,200,000 1,300,000 8.3% loo,( =
INTERDEPARTMENTAL CHARGES 2.303.335 1,800,000 1,800,000 0.0%
OTHER REVENUE SOURCES 1.21 0,585 728,000 1,324,500 81.9% 596
TOTAL. GENERAL FUND 41,255,769 39,663,000 41,339,800 4.2% 1,676
I - 'I 0 CITY OF CARLSBAD e ~. . OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE 1 REVENUE 1 OF FY 95-96 1995-96 TO
REVENLIE SOURCE 1994-95 1995-96 1996-97 I PROJECTED 1996-97 I I
PL REVENUE FUNDS 1
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
93,898 90,000
64.720 60,000 60,000 0.0% I I4 158,618 150,000 150,000 0.0%
OTHER
TOTAL
90,000 0.0% I
HOUSING - SECTION 8
INTEREST 14,131 8,000
FEDERAL GRANT 2,836,422 3,037,000
185,674 190,000
3,036,227 3,235,000
AUDIO-V18UAL INSURANCE
INTEREST 4,633
INSURANCE FEES
TOTAL
cl 8,000
3,054,000
190,000
3,252,000
0.0%
0.6% 17,OC
0.0%
0.5% 17,Ot
~ I
5,000 5,000 0.0%
102,395 105,000 I 105,000 I 0.0%
107,028 110,000 1 110,000 I 0.0%
GAS TAX
GAS TAK REVENUES 1,199,829 1.200,000 1 1,225,000 I 2.1% 25.01
INTERE.ST
TOTAL
. 171,876 150,000 200,000 33.3% 50,0(
1,371,705 1,350,000 1,425,000 5.6% 75,0( H
TREE MAIINTENANCE
INTEREST 22,716 15,000
TREE MAINTENANCE FEES 497,705 452,000
10,000
458,000
-33.3% (5,01
1.3% 6.01
INTERDEPARTMENTAL 66,143 66,200
TOTAL 586,564 533,200
MEDIAN MAINTENANCE
INTEREST 52 0
MEDIAN MAINTENANCE FEES 270,817 383,300
MlSC RIEIMBURSEMENT 96 0
TOTAL 270,965 383,300
FI 66,200 0.0%
534,200 0.2% 1 ,o
0 0.0%
400,400 4.5% 17,l
0 0.0% I I I 400,400] 4.5% 17.1
I" I 0 CITY OF CARLSBAD 0 .* OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
REVENUE REVENUE OF FY 95-96 1995-96 TO REVENUE
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
STREET LIGHTING
INTEREST 58,792 50,000
INTERDEiPARTMENTAL 60,000 40,000
STREET LIGHTING FEES 618,349 550,400
MlSC REIMBURSEMENT 10,340 5,000
TOTAL 747.481 645,400
BUENAVl!STA CREEK CHNL MAINT
INTEREST 21,237 20,000
BUENA VISTA FEES 99,997 100,000
TOTAL 121,234 120,000
STATE GFANTS
INTEREST
GRANTS
TOTAL
SENIOR NlUTRlTlON
GRANTS
DONATI,ONS
TOTAL
50,000
40,000
550,000
5,000
645.000
5,000
100,000
105,000
14,034 6,000
235,000 345,307 229,000
225,000 331,273 223,000
10.000
106,083 109,900
187,292 192.358 195,900
76,865 86,275 86.000
11 0,427
CDBG ENTITLEMENTIREHAB = ~~~~ ~
INTERE.ST 862 500 500 I
GRANT REVENUE 1,710,815 647,000 647,000
TOTAL 1,711,677 647,500 647,500 w
SENIOR TRUST FUND
INTEREST
DONATIONS
TOTAL
0 0 I 01
0
;I+
112,000
0 112,000
HOUSING TRUST FUND
INTEREST 0 45,000 45,000
0.0% (
0.0% (
-0.1% (401
0.0% 1
-0.1% (40
-75.0% (15,OO
0.0%
-12.5% (15.00
66.7% 4,0c
0.9% 2,0c
2.6% 6.0(
0.5% 5:
-10.6% (9,1:
-4.4% (8,6(
0.0%
0.0%
0.0%
0.0%
100.0% 112.0
100.0% 112.0
0.0%
INCLUSIONARY HOUSING FEES 0 455,000
0.0% 500,000 TOTAL 0 500,000
0.0% 455,000
TOTAL SPECIAL REVENUE FUNDS 8.649.164 8,099.300 2.5% 204.1 8,303.392
* a CITY OF CARLSBAD 0 .. OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
OF N 95-96 1995-96 TO REVENUE REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
FRISE FUNDS I
WATER OPERATIONS
WATER :SALES 9,854,107
READY -ro SERVE CHARGES 2,461,107
NEW ACCOUNT CHARGES 78,470
BACK-FLOW PROGRAM FEES 56,263
PENALP/ FEES 247,900
INTEREST & PORTFOLIO SERVICES 435,082
ENGINEERING 8 PIAN CHECK FEES 36,203
CONNECTION FEES 62,035
MISCELIANEOUS 249,692
TOTAL 13,480,859
9,843,400
2,410,800
82,600
53,400
192,800
460,000
62,800
71.300
52,500
13,229,600
RECLAIMED WATER
WATER SALES 720,471 1,033,576
READY-'TO-SERVE CHARGE 11,856 23,000
RECLAIMED WATER CREDITS 247,269 317,000
INTEREST & PORTFOLIO SERVICES 25,972 26,000
MISCELIANEOUS REIMB EXPEND 0 500
TOTAL 1,005,568 1,400,076
10,098,000
2,400,000
50,000
47,000
208,400
460,000
69,000
72,000
36,900
13,441,300 1 501
1,036.728
31,200
355,600
26,000
1,450,028
SANITATION OPERATIONS
SERV1C.E CHARGES 4,589,710 4,587,400 I1 4,590,000
LATERAL CONNECTIONS 9,365 13,000 5,000
PRE-TREATMENT CHARGES 77.106 72,000 76,000
1NTERE:ST & PORTFOLIO SERVICES 254,266 260,000 260,000
MISCELLANEOUS 52,163 2,500 2,500
TOTAL 4,982,610 4,934,900 4,933,500 u
SOLID WASTE MANAGEMENT
INTEREST & PORTFOLIO SERVICES 6,240 5,000
GRANTSIREBATES
RECYCLING FEE
0 0
0 96,000
MISCELLANEOUS
TOTAL
167,291 5,000
173,531 106,000 -I 5,000
81,000
86,000
2.6%
-0.5%
-39.5%
-12.0%
8. I '?'e
0.0%
9.9%
1 .O%
-29.7%
1.6%
254.60
(10,80
(32,60
(6,40
15,6c
6.2C
7c
(15.6t
21 1.7t
0.3% 3,1!
35.7% 8,2(
12.2% 38,6(
0.0%
0.0%
3.6% 49,9!
0.1% 2,6
-61.5% (8,0
5.6% 40
0.0%
0.0%
0.0% (1,4
0.0%
0.0%
-15.6% (15.t
-100.0% (55
-18.9% (20J
GOLF COURSE
INTEREST 109,308 50,000
900.0% 450.1 500,000 TOTAL 1,909,308 50,000
100.0% 4751 475,000 TRANSFER FROM GENERAL FUND 1.800.000 0
-50.0% (25J 25,000
TOTAL ENTERPRISE FUNDS 21,551,876 19,720,576 3.5% 690,: 20,410,828
I I 0 CITY OF CARLSBAD 0 .\ OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE! SOURCE 1994-95 1995-96
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE
INTEREST 8 PORTFOLIO SERVICES 90,744
I ESTIMATED
REVENUE
1996-97
80,000 80,000
INTERDEPARTMENTAL 626,809 614,970 1 614,730 I
OTHER
TOTAL
109,432 60,000 60,000
826,985 754,970 754,730 w
LIABILITY SELF-INSURANCE
INTEREST & PORTFOLIO SERVICES 128,205 130,000
~
130,000
AS % DIFFERENCE
OF FY 95-96 1995-96 TO
PROJECTED 1996-97
0.0%
0.0%
0.0%
0
(240
a
~~
0.0% (24C
0.0% c
INTERDEPARTMENTAL 943,701 920,710 I 920,710 I 0.0% [
OTHER
TOTAL
13.857 14,000 10,000 -28.6% (4.00(
1,065,763 1,064,710 1,060,710 -0.4% (4,00( H
HEALTH INSURANCE
INTEREST & PORTFOLIO SERVICES 84,992 66,100
INTERDEPARTMENTAL 1.335.131 1,342,500
RElMBUFlSEMENTS 322.934 331,800
TOTAL 1,743,057 1,740.400 t4 88,165
1,702,000
357,000
2.147.165
VEHICLE NlAlNTENANCE
INTERDEPARTMENTAL 1,216,125 1,320,000 I1 1,301,450
33.4% 22,06!
26.8% 359,501
7.6% 25,20r
~~~~~
23.4% 406.76
i -1.4% (18,55
MISCELLANEOUS
TOTAL
15,080 15,000 30,000 100.0% 15,00
1,231,205 1,335,000 1,331,450 -0.3% (3,555 H VEHICLE FEPIACEMENT
INTERDEPARTMENTAL 786,225 835,000 973,600
INTEREST 181,902 130,000 130,000
SALE OF PROPERTY 51,980 25,000 45,000
TOTAL 1,020,107 990,000 1,148,600 I4 16.6% 138,6C
0.0%
80.0% 20,0c
16.0% 158,6C
INFORMATION SYSTEMS
INTEREST & PORTFOLIO SERVICES 606 20,000
10.8% 115.4( I ,I 83.900 INTERDEPARTMENTAL 772.540 1,068,500
0.0% 20,000
MISCELLANEOUS
TOTAL
27,009
OH
0.0%
800,155 1,088,500 1,203,900 10.6% I 15.41
TOTAL INTERNAL SERVICE FUNDS 6,707,272 6,973,580 9.7% 6729 7,646,555
I , a CITY OF CARLSBAD 0
.% OPERATING FUNDS
REVENUE ESTIMATES FOR 1996-97
ACTUAL PROJECTED
OF FY 95-96 1995-96 TO REVENUE REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
REVENUE SOURCE 1994-95 1995-96 PROJECTED 1996-97 1996-97
FILOPMENT FUNDS~
OPERATICINS -
RENTAL INCOME 39,177 40,000
ADMINISTRATIVE FEES 36,616 71,300
INTEREST & PORTFOLIO SERVICES (1 0,281) 0
MISCELLANEOUS
TOTAL
2,229 2,000
67.741 113,300
DEBT SERVICE
TAX INCREMENT 1,158,957 1,200,000
INTEREST & PORTFOLIO SERVICES 117,218 75,000
TOTAL 1,276,175 1,275,000
LOWAND MOD INCOME HSNG
TAX INCREMENT 289,739 300,000
INTEREST 8 PORTFOLIO SERVICES 49,577 55,000
MISCELLANEOUS
TOTAL
1 74 2,000
339,490 357,000
I4 40,000
71,300
2,000
113,300
1,200,000
50,000
1,250,000
300,000
55,000
0
355,000
0.0% (
0.0% 1
0.0%
010%
0.0%
0.0%
-33.3% (25,OO
-2.0% (25,OO
0.0%
0.0%
-100.0% (2.00
-0.6% (2,00
TOTAL REDEVELOPMENT FUNDS 1,683,406 1,745,300 I 1,718,300 I -1.6% ' (27,OC
WDPERATING $79,847,488 $76,201,756 $79,418,875 4.2% $3,217,1 I!
8 f e 0 EXHIBIT B
.I
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1995-96
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PI1 AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNET/BlKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CANNON ROAD WEST BTD#2
POINSElTIA BTD #3
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAING
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
JULY 1,1995
UNRESERVED
BALANCE
2,863,268
336,562
1 ,I 72,682
11,350,573
1,940,278
1,830,541
537,800
240,567
791,061
0
1,352,063
449,557
176,820
1,843
281,300
152,294
581,657
1,076,352
1,619,713
10,706,620
3,043,835
101,163
0
31 8
0
3,457,374
11,786,999
5,620,972
823,797
4,469,876
7,480,936
2,112,562
ESTIMATED
ESTIMATED CAPITAL
REVENUES EXPENDITURES
2,177,564 1,230,181
12,304 113,076
21,533 368,269
2,408,172 4,027,704
321,203 0
173,197 0
21 5,282 0
24,285 0
69,352 0
0 0
71 1,041 (93,858)
12,217 21,437
493,896 21,946
1,223 3,066
859,804 0
378,444 44,114
400,702 373,632
224,089 372
890,908 950,874
6,365,259 2,106,524
1,559,692 690,740
492,727 0
1,233,548 0
1,203,094 634,586
0 -0
430,395 14,733
2,182,520 102,801
1,324,753 10,849
209,656 336,979
2,229,131 1,050,269
1,978,913 551,057
97,251 3,800
ESTIMATED
DEET SERVICE
& OTHER
0
0
0
0 ,o
0
0
0
0
0
0
0
0
0
0
0
0
0
0
162,237
19,353
35,000
0
0
0
0
0
0
170,000
1,281,000
244,016
0
JUNE 30,1996
PROJECTED
BALANCE
3,810,651
235,790
825,946
9,731,041
2,261,481
2,003,738
753,082
264,852
860.41 3
0
2,156,962
440,337
648,770
0
1,141,104
486,624
608,727
1,300,069
1,559,747
14,803,118
3,893,434
558,890
1,233,548
568,826
0
3,873,036
13,866,718
6.934.876
526,474
4,367,738
8,664,776
2,206,013
OTHER 937,454 1,305,000 801,877 0 1,440,577
\TOTAL 77,296,837 30,007,155 13,365,028 1,911,606 92,027,358
I I 0 0 ..
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1996-97
JULY 1,1996 1995 - 96 1996 - 97 JUNE
PROJECTED ESTIMATED CONTINUING NEW TOTAL CIP PROJ
FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. BAL
GENERAL CAPITAL CONST. 3,810,651 947,600 3,747,208 1,008,600 4,755,808
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETTERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNET/HlGHWAY
TRANSNETIBIKE
TRANSNETlSTP
TDA
235,790
825,946
9,731,041
2,261,481
2,003,738
753,082
264,852
860,413
0
2,156,962
440,337
648,770
0
1,141,104
486,624
1,050
0
1'1 15,442
212,000
91,260
0
68,250
109,200
0
449,553
2,106,320
739,000
0
0
0
1 18,644
268,106
1,581,139
0
0
0
0
0
0
1,587,333
207,849
526,715
0
0
428,619
5,000 '
300,000
470,000
0,
0
0
0
0
0
69,000
2,306,320
739,000
0
0
0
123,644
568,106
2,051,139 8
0 2
0 2
0
0
0
0
1,656,333
2,514,169
1,265,715
0
0 1
428,619
STATE GRANTS 608.727 4,335,600 256,020 1,335,000 1,501,020
COUNTY GRANTS 1,300,069 201,014 49,628 0 49,628 1
ASSESSMENT DISTRICTS 1,559,747 0 1,199,760 0 1,199,760
CFD #I 14,803,118 5,248,958 3,457,529 5,730,000 9,187,529 IC
CFD #2 3,893,434 664,500 2,024,071 912,000 2,936,071 1
CANNON ROAD WEST BTW2 558,890 144,345 0 0
POlNSElTlA BTD #3 1,233,548 1,800,000 0 0 0
FEDERAL GRANTS 568,826 2.000,000 325,789 2,000,000 2,325,789
SDG 8 E 0 850,000 0 850,000 850,000
PLANNED LOCAL DRAING 3,873,036 260,642 1,205,226 0 1,205,226
SEWER CONNECTION 13,866,718 2,368,888 917,894 3,467,500 4,385,394 1'
SEWER REPLACEMENT 6,934,876 1,200,000 1,584,091 21 5,000 1,799,091 f
WATER - RECLAIMED WATER 526,474 255,000 98,021 680,000 778,021
WATER - MAJOR FACILITY 4,367,738 1,811,518 1,579,893 4,574,226 6,154,119
WATER - REPLACEMENT 8,664,776 1,825,000 6,018,691 1,433,972 7,452,663
REDEVELOPMENT BONDS 2,206,013 0 1,164,378 0 1,164,378
OTHER 1,440,577 1,477,000 826,166 1,707,000 2,533,166
TOTAL 92,027,358 27,281,540 29,172,770 27,802,618 56,975,388 6
i
I I 0 a
CI
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1996-97
1993-94 1994-95 1995-96 (1 ) 1996-97 (1)
ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE
GENERAL CAPITAL CONST. 970,364 1,010,273 2,177,564 947,600
PUBLIC ART 16,922 17,457 12,304 1,050
GOLF COURSE 105,934 109,308 21,533 0
PUBLIC FACILITIES FEE 1,524,573 2,266,914 2,408,172 1,115,442
ZONE 5,13 & 16 PARK FEE 94,639 1,940,278 321,203 212,000
PILAREA 1 NW 94,594 102,202 173,197 91,260
PIL AREA 2 NE 28,462 31,349 21 5,282 0
PIL AREA 3 SW 10,781 36,066 24,285 68,250
PIL AREA 4 SE 39,132 48,832 69,352 109,200
LETTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACT FEE 326,558 481,020 71 1,041 449,553
TRANSNEnLOCAL 147,848 22,535 12,217 2,106,320
TRANSNETIHIGHWAY 15,427 9,667 493,896 739,000
TRANSNET/BIKE 373,964 1,351 1,223 0
TRANSNET/STP 255,862 43,438 859,804 0
TDA 512,989 5,604 378,444 0
STATE GRANTS 916,396 642,181 400,702 1,335,000
COUNTY GRANTS 212,305 232,371 224,089 201,014
ASSESSMENT DISTRICTS 76,417 160,693 890,908 0
CFD #I 3,016,253 6,433,487 6,365,259 5,248,958
CFD #2 2,427,995 573,940 1,559,692 664,500
CANNON ROAD WEST BTD#2 0 101,163 492,727 144,345
POINSETTIA BTD#3 0 0 1,233,548 1,800,000
FEDERAL GRANTS 0 1,180,179 1,203,094 2,000,000
SDG&E 0 0 0 850,000
PLANNED LOCAL DRAIN'G 372,044 655,752 430,395 260,642
SEWER CONNECTION 976,197 1,331,031 2,182,520 2,368,888
SEWER REPLACEMENT 4,067,123 81 1,481 1,324,753 1,200,000
WATER - RECLAIMED WATER 942,840 40,606 209,656 255,000
WATER - MAJOR FACILITY 876,179 1,341,224 2,229,131 1,812,518
WATER - REPLACEMENT 2,304,313 1,231,779 1,978,913 1,825,000
REDEVELOPMENT BONDS 119,137 501,656 97,251 0
OTHER 1,245,651 436,484 1,305,000 1,477,000
]TOTAL CAPITAL FUNDS 22,070,899 21,800,330 30,007,155 27,281,540
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
I I 0 0 \.
CITY OF CARLSBAD
CAPITAL FUNDS
DETAIL REVENUE ESTIMATES FOR FY 1996 - 97
FUND OR
DEVELOPER LOAN OR DEPRECIATION TO
FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER REVE
' GENERAL CAPITAL CONST. 45,000 902,600 E
PUBLIC ART
GOLF COURSE
1,050
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
LETERS OF CREDIT
TRAFFIC IMPACT FEE
TRANSNEnLOCAL
TRANSNET/HlGHWAY
TRANSNET/BIKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CANNON ROAD WEST BTD#2
POINSETTIA BTD #3
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
1.1 15,442
212,000
91,260
68,250
109,200
449,553
136,502
664,500
1 44,345
1,800,000
260,642
768,888
2,106,320
739,000
1,335,000
201,014
4,278,456 600,000 234,000
2,000,000
850,000
1,600,000
1,1
1
1
2,'
1 ,:
5,:
I
1 7'
2,'
2,
1,200,000 1,
255,000
WATER - MAJOR FACILIN- 1,211,518 600,000 1,
WATER - REPLACEMENT 725,000 1,100,000 1,
TAX INCREMENT BOND
OTHER 7,000 1,470,000 1,
TOTAL 7,032,100 7,855,776 4,136,014 4,199,000 600,000. 3,458,650 27,
1 0 0 ..
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1993-1 994 TO 1996-1 997
1993-94
FUND ACTUAL
GENERAL CAPITAL CONST. 753,895
PUBLIC ART 19,980
GOLF COURSE 794,356
PUBLIC FACILITIES FEE 798,606
ZONE 513 & 16 PARK FEE 0
PILAREA 1 NW 0
PIL AREA 2 NE 0
PIL AREA 3 SW 0
PIL AREA 4 SE 0
LETTERS OF CREDIT 0
TRAFFIC IMPACT FEE 959,097
TRANSNET/LOCAL 51,044
TRANSNEnHlGHWAY 1,109,800
TRANSNET/BIKE 340,271
TRANSNETGTP 18,000
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CANNON ROAD WEST BTD#2
POINSETTIA BTD#3
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAIN'G
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECLAIMED WATER
WATER - MAJOR FACILITY
WATER - REPLACEMENT
REDEVELOPMENT BONDS
389,483
910,039
399,773 . 49,279
1,487,413
85,969
0
0
0
0
0
36,006
0
1,470,983
1,033,925
1,544,870
2,186,396
1994-95
ACTUAL
2,075,369
0
402,518
509,117
0
0
0
0
0
0
1,184,874
94,066
108,296
3,336
0
107,849
77,135
0
170,662
4,207,512
176,252
0
0
1,179,861
0
457,678
2,527,891
360,178
1,142,457
2,761,251
845, I 76
1,342,328
1995-96 (1)
ESTIMATED
1,230,181
113,076
368,269
4,027,704
0
0
0
0
0
0
(93,858
21,437
21,946
3,066
0
44,114
373,632
372
950,874
2,106,524
690,740
0
0
634,586
0
14,733
102,801
I 0,849
336,979
1,050,269
551,057
3,80C
- -
)
,
I
I
I
I
1995-96 1996-97 1991
CONTINUING NEW TOTP
APPROPR. APPROPR. APPF
3,747,208 1,008,600 4
1 18,644 5,000
268,106 300,000
1,581 ,I 39 470,000 2
0 0
0 0
0 0
0 0
0 0
0 0
1,587,333 69,000 1
207,849 2,306,320 1
526,715 739,000 1
0 0
0 0
428,619 0
256,020 1,335,000 1
49,628 0
1 ,I 99,760 0 1
3,457,529 5,730,000 <
2,024,071 91 2,000 d
0 0
0 0
325,789 2,000,000 A
0 850,000
1,205,226 0
917,894 3,467,500 1
1,584,091 215,000
98,021 680,000
1,579,893 4,574,226 f
6,018,691 1,433,972
1,164,378 0
OTHER 1,164,344 908,619 801,877 11 826,166 1,707,000
, ]TOTAL CAPITAL FUNDS 15,603,529 20,642,425 13.365.028 11 29.172.770 27.802.618 51 I .. .I ,. ,, I I~ I
1
1 l a 0 ""A .-
.. - CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
CITY COUNCIL I
EXECUTIVE ASSISTANT 1 1
TOTAL CITY COUNCIL 1 1 0
IClTY MANAGER . . . I
CITY MANAGER
ASSISTANT CITY MANAGER
FINANCIAL MANAGEMENT DIRECTOR
ASSISTANT TO CITY MANAGER
SENIOR MANAGEMENT ANALYST
SECRETARY TO CITY MANAGER
1
1
1
I
1
1
1
1
1
1
1
1
ADMINISTRATIVE SECRETARY 2 2
TOTAL CITY MANAGER 8 8 0
IClTY TREASURER
ASSISTANT TO THE TREASURER 0.75 0.75
TOTAL CITY TREASURER 0.75 0.75 0
\CITYCLERK ' . ' 1
INFORMATION SYSTEMS DIRECTOR 0 0
ASSISTANT CITY CLERK 1 1
MINUTES CLERK 1 1
ADMINISTRATIVE SECRETARY 0.6 0.6
SENIOR OFFICE SPECIALIST 2 2
OFFICE SPECIALIST I1 0 0
TOTAL CITY CLERK 4.6 . 4.6 0
[INFORMATION SYSTEMS.. . . '
.. ..
INFORMATION SYSTEMS DIRECTOR
INFORMATION SYSTEMS MANAGER
SYSTEMS ANALYST
PROGRAMMEWOPERATOR
NETWORK SPECIALIST II
1
1
1
1
1
1
1
1
1
1
ADMINISTRATIVE SECRETARY 0.4 0.4
TOTAL INFORMATION SYSTEMS 5.4 5.4 0
\CITY ATTORNEY , ,
CITY ATTORNEY
ASSISTANT CITY AlTORNEY
DEPUTY CITY AlTORNEY
SECRETARY TO CITY ATTORNEY
.. I 1
1
1
1
1
1
I
1
ADMINISTRATIVE SECRETARY 1 1
TOTAL CITY ATTORNEY 5 5 0
1 I
c*
0 0 CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED FINANCE . ... . .. ..
FINANCE DIRECTOR 1 1
ASSISTANT FINANCE DIRECTOR 1 1
SENIOR MANAGEMENT ANALYST 1 1
ACCOUNTING SUPERVISOR 2 2
SENIOR ACCOUNTANT 1 1
ACCOUNTANT 4 4
ACCOUNT CLERK I1 2 2
ACCOUNTING OFFICE ASSISTANT 1 1
ADMINISTRATIVE SECRETARY 1 1
TOTAL FINANCE 14 14 0
I RISK MANAGEMENT. ' . . . ..
RISK MANAGER 1 1
ADMINISTRATIVE SECRETARY 1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL RISK MANAGEMENT 2.5 2.5 0
IPURCHASING ' . I
PURCHASING OFFICER 1 1
SECRETARY 1 1
' BUYER 2 2
MESSENGER 1 I
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL PURCHASING 5.5 5.5 0
I HUMAN RESOURCES : ' : 1
HUMAN RESOURCES DIRECTOR 1 1
HUMANRESOURCESMANAGER 2 2
HUMAN RESOURCES ASSISTANT 1 1
MANAGEMENT ANALYST 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST I1 1 1
HOURLY FULL TIME EQUIVALENTS 0.24 0.5 0.26
TOTAL HUMAN RESOURCES 7.24 7.5 0.26
(POLICE-. '
POLICE CHIEF 1 1
SENIOR MANAGEMENT ANALYST 1 1
ADMINISTRATIVE SECRETARY 1 1
SECRETARY 3 3
POLICE CAPTAIN 2 2
POLICE LIEUTENANT 5 5
POLICE SERGEANT 10 10
SENIOR POLICE OFFICER 19 21 2
POLICE OFFICER 43 44 1
COMMUNICATIONS SUPERVISOR 1 1
RECORDS SUPERVISOR 1 1
COMMUNICATION OPERATOR 11 13 13
POLICE RECORDS SPECIALIST I1 5 5
PUBLIC SAFETY SYSTEMS SPECIALIST 1 1
JUVENILE JUSTICE PROGRAM COORD 1 1
CRIME PREVENTION TECHNICIAN 1 1
POLICE SERVICES AIDE 2 2
HOURLY FULL TIME EQUIVALENTS 0.99 0.64 -0.35
TOTAL POLICE 1 10.99 1 13.64 2.65
CITY OF CARLSBAD e
I. PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
[FIRE 1
FIRE CHIEF 1 1
DIVISION CHIEF
FIRE BATTALION CHIEF
FIRE CAPTAIN
FIRE CAPTAIN SPECIALIST
FIRE ENGINEER
FIRE FIGHTER
PARAMEDIC-FIRE FIGHTER
FIRE PREVENTION OFFICER II
MANAGEMENT ANALYST
ADMINISTRATIVE SECRETARY
2 2
3 3
18 18
1 1
18 18
9 6
21 24
3 3
1 1
1 1
-3
3
SECRETARY 1 1
TOTAL FIRE 79 79 0
[BUILDING INSPECTION: I
PRINCIPAL BUILDING INSPECTOR
SENIOR BUILDING INSPECTOR
BUILDING INSPECTOR II
BUILDING INSPECTOR I
CODE ENFORCEMENT OFFICER II
CODE ENFORCEMENT OFFICER I
BUILDING TECHNICIAN II
BUILDING TECHNICIAN I
SENIOR OFFICE SPECIALIST
OFFICE SPECIALIST II
1
2
2
1
1
1
0
1
1
1
1
2
3 1
0 -1
1
1
1 1
0 -1
1
1
HOURLY FULL TIME EQUIVALENTS 0.13 1 0.87
TOTAL BUILDING INSPECTION 11.13 12 0.87
[COMM DEVELOPMENT ADMJNtSTRATtON. I
COMMUNlPl DEVELOPMENT DIRECTOR
MUNICIPAL PROJECT MANAGER
ADMINISTRATIVE SECRETARY
1
1
1
1
1
1
OFFICE SPECIALIST I 1 I
TOTAL COMM DEV ADMINISTRATION 4 4 0
(ECONOMIC DEVELOPMENT I
ECONOMIC DEVELOPMENT MANAGER 1 1
TOTAL ECONOMIC DEVELOPMENT 1 1 0
GEOGRAPHIC INFORMATION: I
GEOGRAPHIC INFO SYSTEM COORD I I
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL GEOGRAPHIC INFORMATION 1.5 1.5 0
, I e 0 .. CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED IENGINEERING... .: . . . I
CITY ENGINEER 1 1
ASSISTANT CITY ENGINEER
TRAFFIC ENGINEER
PRINCIPAL CIVIL ENGINEER
PRINCIPAL CONSTRUCTION INSPECTOR
SENIOR CONSTRUCTION INSPECTOR
SENIOR ENGINEERING INSPECTOWD
CONSTRUCTION INSPECTOR I1
ASSOCIATE ENGINEER
ENGINEERING TECHNICIAN I1
SENIOR MANAGEMENT ANALYST
MANAGEMENT ANALYST
MANAGEMENT ASSISTANT
ADMINISTRATIVE SECRETARY
1
1
4
1
2
2
3
12
5
1
1
2
1
1
1
4
1
2
2
3
12
5
1
1
2
1
SENIOR OFFICE SPECIALIST 4 4
TOTAL ENGINEERING 41 41 0
GROWTH MANAGEMENT I
SENIOR MANAGEMENT ANALYST 1 1
TOTAL GROWTH MANAGEMENT 1 1 0
~P~ANNING .: . . ....
PLANNING DIRECTOR
ASSISTANT PLANNING DIRECTOR
SENIOR MANAGEMENT ANALYST
PRINCIPAL PLANNER
SENIOR PLANNER
ASSOCIATE PLANNER
ASSISTANT PLANNER
PLANNING TECHNICIAN II
PLANNING TECHNICIAN I
GRAPHIC TECHNICIAN
ADMINISTRATIVE SECRETARY
SENIOR OFFICE SPECIALIST
1
1
1
2
4
7
0
I
1
1
1
3
1
1
1
2
4
7
0
3 2
0 -1
0 -1
1
3
HOURLY FULL TIME EQUIVALENTS 1 1
TOTAL PLANNING 24 24 0
,.
> 8
.I
0 - CITY OF CARLSBAD 0
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
ILtBRARY .. .. I
LIBRARY DIRECTOR 1 1
ASSISTANT LIBRARY DIRECTOR
MANAGEMENT ANALYST
GRAPHIC ARTIST
ACCOUNT CLERK II
1 1
1 1
1 1
0 0
ACCOUNTING TECHNICIAN 1 1
SENIOR CIRCULATION SUPERVISOR 1 1
LIBRARY ASSISTANT II 8 8
. LIBRARY ASSISTANT I 2.75 2.75
SENIOR LIBRARIAN 6 6
LIBRARIAN II 4 4
LIBRARIAN I 1 1
MEDIA PROGRAM SPECIALIST 1 1
COMMUNITY LIBRARY SERVICES SUPERV 0.75 0.75
LIBRARY SERVICES SPECIALIST 1 1
ADMINISTRATIVE SECRETARY 1 1
OFFICE SPECIALIST II 1 1
HOURLY FULL TIME EQUIVALENTS 33.89 34 0.1 1
TOTAL LIBRARY 66.39 66.50 0.1 1
JCULTU~L ARTS-: , : . I
ARTS MANAGER
COMMUNITY ARTS COORDINATOR
ADMINISTRATIVE SECRETARY
1
1
1
1
1
1
HOURLY FULL TIME EQUIVALENTS 0.5 0.74 0.24
TOTAL CULTURAL ARTS 3.5 3.74 0.24
ICOMMUNITY SERViCES : I
ADMINISTRATION
COMMUNITY SERVICES DIRECTOR
ADMIN SERVlCESlPROJECTS MANAGER
SENIOR MANAGEMENT ANALYST
PARK DEVELOPMENT COORDINATOR
ADMINISTRATIVE SECRETARY
SECRETARY
1 1
1 1
1 1
1 1
2 2
1 1
OFFICE SPECIALIST II 0.75 0.75
TOTAL ADMINISTRATION 7.75 7.75 0
PARK MAINTENANCE
PARK SUPERINTENDENT
PARK SUPERVISOR
PARK MAINTENANCE WORKER 111
PARK MAINTENANCE WORKER II
PARK MAINTENANCE SPECIALIST
1 1
1 1
5 5
9.75 9.75
1 I
HOURLY FULL TIME EQUIVALENTS 2.5 4.3 ' 1.8
TOTAL PARK MAINTENANCE 20.25 22.05 1.8
I ,. 0 CITY OF CARLSBAD e
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
TREE MAINTENANCE
PARK SUPERVISOR
TREE TRIMMER LEADWORKER
TREE TRIMMER II
TREE TRIMMER I
0.5 0.5
2 2
2 2
1 1
HOURLY FULL TIME EQUIVALENTS 1.5 13
TOTAL TREE MAINTENANCE 7 7 0
MEDIAN MAINTENANCE
PARK SUPERVISOR
PARK MAINTENANCE WORKER II
PARK MAINTENANCE WORKER I
0.5 0.5
1 1
1 1
HOURLY FULL TIME EQUIVALENTS 0.8 1 0.2
TOTAL MEDIAN MAINTENANCE 3.3 3.5 0.2
RECREATION
RECREATION SUPERINTENDENT
RECREATION SUPERVISOR I1
RECREATION SUPERVISOR I
RECREATION SPECIALIST I
RECREATION ASSISTANT
AQUATIC SUPERVISOR
AQUATIC SPECIALIST
OFFICE SPECIALIST II
1
3
3
0
2.25
1
0.75
3
1
3
3
0
2.25
1
0.75
3
HOURLY FULL TIME EQUIVALENTS 28.74 30.78 2.04
TOTAL RECREATION 42.74 44.78 2.04
SENIOR PROGRAM
SITE MANAGER
SENIOR COORDINATOR
SECRETARY
1
1
1
1
1
1
HOURLY FULL TIME EQUIVALENTS 5.73 5.67 -0.06
TOTAL SENIOR PROGRAM 8.73 8.67 -0.06
STREET MAINTENANCE
STREET MAINTENANCE SUPERINTENDENT
STREET MAINTENANCE SUPERVISOR
STREET MAINTENANCE WORKER 111
STREET MAINTENANCE WORKER II
MAINTENANCE WORKER I
1 1
2 2
6 6
11 11
3 0 -3
HOURLY FULL TIME EQUIVALENTS 0 1 1
TOTAL STREET MAINTENANCE 23 21 -2
STREET LIGHTING
ADMIN COORDINATOR - SPECIAL DISTRICTS
SENIOR ELECTRICIAN
ELECTRICIAN
ENGINEERING TECHNICIAN I1
1
1
1
1
1
1
1
1
HOURLY FULL TIME EQUIVALENTS 0 0
TOTAL STREET LIGHTING 4 4 0
1 1
.%
a a - CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
NUMBER BUDGET 1995-96
1995-96 1996-97 (UNDER)
ALLOCATED REQUEST ALLOCATED
FACILITIES MAINTENANCE
BUILDING MAINT SUPERINTENDENT 1 1
BUILDING MAINT SUPERVISOR
SENIOR BUILDING MAINT WORKER
BUILDING MAINT WORKER II
CUSTODIAN II
CUSTODIAN
1 1
1 1
2 2
1 I
9 9
HOURLY FULL TIME EQUIVALENTS 0.03 0.03
TOTAL BUILDING MAINTENANCE 15.03 15.03 '0
SOLID WASTE
MANAGEMENT ANALYST 0.75 0.75
TOTAL SOLID WASTE 0.75 0.75 0
VEHICLE MAINTENANCE
FLEET SUPERINTENDENT
EQUIPMENT MECHANIC SUPERVISOR
EQUIPMENT MECHANIC II
ACCOUNTING TECHNICIAN
OFFICE SPECIALIST II
1 1
1 1
4 4
1 1
1 1
HOURLY FULL TIME EQUIVALENTS 0.5 0.5
TOTAL FLEET OPERATIONS 8.5 8.5 0
TOTAL COMMUNITY SERVICES 141.05 143.03 1.98
IHOUSING ANR REDEVELOPMENT
HOUSING & REDEVELOPMENT DIR I 1
SENIOR MANAGEMENT ANALYST
HOUSING ASSISTANT
MANAGEMENT ANALYST
HOUSING PROGRAM MANAGER
HOUSING SPECIALIST II
HOUSING SPECIALIST I
ADMINISTRATIVE SECRETARY
2
1
1
1
1
1
1
2
1
1
1
1
1
1
OFFICE SPECIALIST II 1 1
TOTAL HOUSING 8 REDEVELOPMENT 10 10 0
6 I .* e CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED
IWATER.ENTERPRISE . . .. . I
WATER OPERATIONS
GENERAL MANAGER
DISTRICT ENGINEER
ADMINISTRATIVE MANAGER
OPERATIONS SUPERINTENDENT
WATER MAINTENANCE SUPERVISOR
MANAGEMENT ANALYST
ASSOCIATE ENGINEER
CONSTRUCTION/MAINT SUPERVISOR
CONSTRUCTlONlMAlNT WORKER II
ENGINEERING OFFICE ASSISTANT II
ACCOUNTING SUPERVISOR
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
ACCOUNT CLERK I
ENGINEERING TECHNICIAN I
ENGINEERING TECHNICIAN 111
ENGINEERING SECRETARY
EQUIPMENT OPERATOR
FACILITY MAINT LEADWORKER
METER SERVICES WORKER 111
METER SERVICES WORKER II
METER SERVICES WORKER I
CROSS CONNECTION CONTROL TECH
SR CONSTRUCTlONlMAlNT WORKER
SENIOR SYSTEMS OPERATOR
STOREKEEPER
WATER CONSERVATION SPECIALIST
SYSTEMS OPERATOR II
UTILITY WORKER I
VALVE TECHNICIAN
VALVE MAINTENANCE WORKER
SENIOR VALVE TECHNICIAN
ADMINISTRATIVE SECRETARY
1
1
1
1
2
1
3
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
4
2
1
1
0
1
1
1
1
1
2
1
3
1
1
1
1
I
I
1
1
1
1
1
1
1
3
1
1
1
1
1
1
4
2
1
1
0
1
OFFICE SPECIALIST I 2 2
TOTAL WATER OPERATIONS 43 43 0
RECLAIMED WATER
ENGINEERING TECHNICIAN II 1 1
TOTAL RECLAIMED WATER 1 1 0
TOTAL WATER ENTERPRISE 44 44 0
i 7 0 CITY OF CARLSBAD 0 ., PERSONNEL ALLOCATIONS FOR 1995-96 AND 1996-97
BY DEPARTMENT AND CLASSIFICATION
REQUEST
OVER
1995-96 1996-97 (UNDER)
NUMBER BUDGET 1995-96
ALLOCATED REQUEST ALLOCATED ISANITATION ENTERPRISE I
MAINTENANCE SUPERINTENDENT 1 1
SANITATION SUPERVISOR
METER SERVICE WORKER II
UTILITY MAINTENANCE WORKER Ill
UTILITY MAINTENANCE WORKER II
SANITATION SYSTEMS OPERATOR 111
SANITATION SYSTEMS OPERATOR II
1 1
2 2
2 2
3 3
1 1
1 1
OFFICE SPECIALIST II 1 1
TOTAL SANITATION 12 12 0
GRAND TOTAL LABOR. FORCE- . . . . I 604.55 610.66 6.11
TOTAL LABOR FORCE BY TYPE OF PERSONNEL:
Full Time Personnel 519.00 51 9.00
3/4 Time Personnel in Full Time Equivalents 7.50 7.50
Hourly Full Time Equivalent Personnel 78.05 84.16 6.1 1
TOTAL LABOR FORCE 604.55 61 0.66 6.1 1
’ CONTINUING APPROPRIATIC@
I 1995-96 TO 1996-97 @ EXHIBIT D
DEPARTMENTIPURPOSE
State of City Video
City Picnic Supplies
Office furniture
Citv Clerk
Telecommunications Upgrade - Supplies
Telecommunications Upgrade - Equipment
Community Assistance
Community Contributions
Citv Attorney
Defense costs
Finance
CAP Software
Cost Allocation PlanlFee Study - Police
County Booking Fees
Annual Ammo Purchase
Community Development
Training Classes and Consultants
SANDAG Traffic Circulation Model
NPDES Program
NPDES Dry Weather Testing
Beach Erosion Monitoring
Appraiser for Cannon Road Mitigation
Library Materials
Library Dues and Subscriptions
Presentation Projector
Engineering
m
Facilities Maintenance
Various Major Building Maintenance Projects
Subtotal General Fund
ACCOUNT NO.
001 -1 020-2479
001 -1 020-2660
001-1020-2551
001 -1 030-2220
001 -1 030-3900
001 -1 050-2993
00 I -1 2 1 0-2474 1
AMOUN
$6,501
3,60(
5,001
4,001
17,941
75,001
11,oc
001 -1 31 0-2673
001 -1 31 0-2479
001-21 10-2477
001-2120-2640
001 -301 0-2479
001 -31 10-2479
001 -3 1 10-2479
001-31 10-2479
001-31 10-2479
001-3110-2479
001-4030-2671
001 -4022-2520
001 -4052-3900
10,OC
40,OC
50,OC
7,6(
1 O,O(
25,0(
25,0(
21 ,o-
23,5
50
22
13,2
20,o
00 1-5320-2462 140,8
$57 6,4
Police Asset Forfeiture
Capital Equipment and Special Supplies
Audio-Visual Insurance
Audio-Visual Materials
121 -xxxx-xxxx $199,6
(available balance)
141 -4051 -2672 1 O,!
Community Development Block Grant
Various Community Projects 39 1 -XXXX-XXXX
(available balance)
454,!
'CorjT~ulNG APPROPRIATIO@ 0
% 1995-96 TO 1996-97
DEPARTMENT/PURPOSE
Library
Library CLSA
Library CLSA
Library - Supplies
' Federal Grants
Habitat Management, Fire Hazard Mitigation
Water Operations
Commercial, Industrial, & institutional Survey Program
Emergency 125KW Power Generator wflraiier
ACCOUNT NO. AMOUh
180-8101-2671 1 1,40
180-8101-2520 40
I ao-xxxx-xxxx 21,26
(available balance)
190-xxxx-xxxx 122,75
(available balance)
501-6310-2691 1,7c
501 -631 0-3900 60,OC
Sewer Maintenance
Sewer T.V. Contract
Emergency 125KW Power Generator & Flow Meter
Communitv Services
Improve Drainage, Maintain Property
Fleet Maintenance
Hazardous Waste Disposal
Information Systems
Inter-facility Telephone and Data Communication Lines
Outside Service to Design Xerox Laser Printer Forms
Capital for Upgrade of City Wide Telephone Systems
51 1-61 10-2489 35,0(
51 1-61 10-3900 52,0(
572-1 890-2490 113
620-521 0-2493 20,01
640-1 720-2220 21 ,Ol
640-1 720-2479 18
640-1 720-3900 72,O
Subtotal Other Funds 1,096,6
Grand Total $1,613,1
t -'
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RESOLUTION NO. 96-217
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 1996-97
APPROPRIATION LIMIT AS REQUIRED BY ARTlCCMIllB 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, does hereby
establish and adopt the 1996-97 appropriation limit of one hundred fourteen million,
six hundred and Mnty-eight thousand, eight hundred and three dollars
($1 14,628,803) as computed in Exhibit A attached hereto.
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 18th day of JUNE , 1996, by the following vote, to wit:
. AYES: Council Members Lewis, Nygaard, Kulchin, Finnila, Hall
NOES: None
ABSENT: None
ATTEST:
ALETWA L. RAUTENKRANZ, City Clerk (SEAL)
I e e t "
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
EXHIBIT A
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition
11 1 creates a restriction on the amount of revenue which can be appropriated in any
fiscal year. The revenues which are subject to the Limitation are those considered
"proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79
and is increased based on population growth and inflation.
The major change made by Proposition 11 1 allows the City to annually choose among
the following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the
City.
The factors used to calculate the 1996-97 Limit were:
b Population growth in Carlsbad, AND
> Growth in California per capita income.
The formula is outlined below:
1995-96 Expenditure Limit $1 06,720,792
% Carlsbad Population Growth 1.0262
Growth in California per capita income X 1.0467
Net Increase Factor 1.0741
1996-97 Limit (1 995-96 Limit X Factor) $1 14,628,803
Current Appropriation of Proceeds of Taxes $30,203,968
The spending limit for the City of Carlsbad for 1996-97 is $1 14.6 million with
appropriations of "proceeds of taxes" of $30.2 million. The result of the calculation
provides the City with an operating margin of $84.4 million.
I
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e 0
RESOLUTION NO. 96-218
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 City 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.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Carlsbad, California as follows:
1, That the changes to the fee schedule shown in Exhibit A attached
hefeto is hereby adopted.
2. That all other general City fees and development-related fees
shall remain under the control of previous resolutions adopted by this City Council.
Ill
Ill
Ill
Ill
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a e
3. That this resolution shall become effective on August 1 , 1996
for the General City fees and September 1 , 1996 for the Development Related
fees.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Council of the City of Carlsbad held on the 18thday of JUNE , 1996, by
the following vote, to wit:
AYES: Council Members Lewis, Nygaard, Kulchin, Finnila, Hall
NOES: None /7
ABSENT: None
ATTEST:
ALW&TgK*\ (SEAL)
a e
.< >
Recommended Chancles to Citv Fee Schedule
Development Related Fees:
EIR - Supplemental
Sewer Connection
General Citv Fees:
Current Proposed
10,235.00 5,500.00
1,806.00 1,810.00
Water Service - Continuity of Service
Water Meter Deposit - Construction Meter
Aquatics - Contract Classes - Aqua X/ Daily Fee Non-Res.
Aquatics - Contract Classes - Aqua X/ Daily Fee Res.
Aquatics - Contract Classes - Master Swim Wkout - Non-Res
Aquatics - Contract Classes - Master Swim Wkout - Res
Aquatics - Per Admission - Adult - Non-Resident
Aquatics - Per Admission - Adult -Resident
New 10.00
500.00 560.00
4.00 4.25
3.00 3.25
40.00 42.50
30.00 32.50
2.75 3.00
1.75 2.00
Change
(4,735.00)
4.00
10.00
60.00
0.25
0.25
2.50
2.50
0.25
0.25
Exhibii
Chanc
-46.26'
0.22
100.00
12.00
6.25
8.33
6.25
8.33
9.05
14.2:
I I 0 a
.4 \ I
ISSUE STATEMENT
CONSTRUCTION OF SOUTH CARLSBAO LIBRARY I I
Backsround
The South Carlsbad Library is scheduled for construction in the proposed Capital Improvement
Program for 1997-98. Funding for building the library is currently available utilizing Community
Facilities District (CFD) No. 1 revenues. Construction of the library has been postponed due to
projections of insufficient operating funds since 1992. The library will take approximately two
years to construct and considering current scheduling would open to the public in fiscal year
1909-2000.
Issues
There are issues regarding construction and operation of the South Carlsbad library which
impact the City's operating and capital budgets.
Operating Costs - With the scheduled opening of the larger library, operating costs to the
General Fund would increase. In the first year after opening the new library, the Cole library
would close for its scheduled remodel. Current employees would move to the new library;
however, several positions would need to be filled. To contain costs, four positions are
unfunded in the Library budget; filling those positions would add roughly $150,000 to the
General Fund operating budget. In addition, there would be increased costs to maintain and
operate the new library due to its larger size. For the first year of operations these would be
offset by the decrease in costs of not operating the Cole library while it was undergoing the
remodeling. It is estimated that the net increase over the current budget would be
approximately $300,000 for the first year of Operations. This would result in a total increase to
the general fund budget of approximately $450,000. Additional costs may be incurred if Council
wished to continue to provide library service in:the northern part of the City during the Cole
Library remodel.
Estimated Increase in OPeratina Costs for the South Carlsbad Librarv
First Year Onaoina Costs
Personnel 150,000 500,000
Maintenance and Operation 300,000 350,000
Total 450,000 850,000
In 2001, after the Cole library is reopened, additional staffing would be required at an estimated
cost of $350,000 bringing the increase over the total current personnel budget to $500,000.
Operating costs would increase by another $50,000. Thus, the cost to staff and operate the
South Carlsbad library and remodeled Cole library is expected to increase the general fund
budget by approximately $850,000 or 2.1 % per year in the future.
I e
,,
Capital Expenditures - The cost to construct the new library is $1 I .2 million and will require the CFD's first issuance of bonds. The 1996-97 CIP anticipates a bond issue of $1.5 million
with the remaining $9.7 million available from current balances and projected revenues.
However,' If development does not keep pace with projections or if costs increase, the bond
issue amount may need to increase. It is anticipated at this time that the bonds may be issued
without having to significantly increase the tax rate in the CFD..
Estimates show that the CFD will support the bond issue, even though the district has a current
delinquency rate of 13%. Recovery of CFD tax delinquencies is calculated into projected CFD
tax rates. After five years, the County will move to collect delinquent property taxes through a
tax sale and the City would recover its proportionate share from the proceeds. CFD tax
delinquencies would be disclosed when the bonds are issued. It is likely the City would
construct the new library could be issued since the taxes paid by most of the district property
owners are current.
covenant with bondholders to foreclose on any new CFD delinquencies, Sufficient bonds to
Summary and Staff Recommendation
Although the Library is scheduled in the CIP to begin construction in 1997-98, there are still
significant events which could occur and would warrant, once again, postponing the starting
date. The ability to finance the additional operating costs of the new library is stili uncertain. We
have not seen any significant growth in total revenues for many years in the General fund. This
has challenged the City each year to find methods to balance the needs of the current
programs with the available revenue stream. Adding the operating costs of a new library to this
equation will increase that challenge.
In addition, the funding is dependent on being able to issue debt from the CFD. The
projections anticipate that the funds will be available as long as development continues at its
current pace. Thus, events which may alter thk ability of the City to construct the Library on
the current schedule include:
0 A decrease in the pace of new development within the City which results in less revenues to
An increase in the delinquency rate within the CFD or a change in IRS regulations which
A decrease in any major source of revenue to the General fund (State take-aways, etc.)
0 No or minimal overall growth in revenues in the General fund.
Alternatives -
1. Move the planned library improvements back one year, which will defer the opening of the
the CFD
would limit the ability to issue debt
South Carisbad library to fiscal year 2000-2001.
2. Maintain the planned construction of the Aew library beginning in fiscal year 1997-98 and
the subsequent remodel of the Cole library in 1999-2000 as shown in the proposed CIP.
However, instruct staff to review these issues once more with Council before any
commitment is made to move forward with the construction. Council should be aware that,
should the City proceed with the construction of the new library, it may be necessary to
operate the libraries at a reduced level until General fund revenues are sufficient to absorb
e e .’ A
\ the additional costs,
Staff recommendation is Alternative 2 - maintain the construction of the South Carlsbad library
as set forth in the proposed CIP with the caveat that these issues be reviewed again by Council
prior to authorizing the construction bids.
a e
.* ISSUE STATEMENT
LEGISLATIVE 'ADVOCATE I ~ I
Backqround
Local government agencies throughout the state, including nine in San Diego County,
utilize services offered by legislative advocates in Sacramento to represent their
agency's interests related to pending legislation, funding for capital projects, and other
state related activities. There are two alternative methods of contracting with legislative
to represent a client on an ad hoc basis regarding a particular bill or budget proposal.
However, the vast majority of agencies utilizing lobbyists contract for those services on
a yearly retainer basis.
Contracting with a lobbyist firm on an ad hoc basis may be preferable if an agency has
a specific need that requires attention from a specialist in that area with experience and
contacts in Sacramento to ensure that the agency's needs are understood by the
legislature, The cost of hiring an advocate for a specific task is normally based on an
hourly rate with additional charges for travel and other expenses incurred while
representing the agency. The total charges may be limited by including a "not to
exceed" clause in the contract, but this will also limit the amount of time the lobbyist will
spend representing an agency's interests, and may not allow sufficient time for a
successful lobbying effort.
Contracting for lobbying services on a retainer basis is normally done on a one or two
year basis to correspond with the legislative schedule. Contracting with firms in this
manner allows a lobbyist to become familiar with an agency's particular needs, allowing
the advocate to monitor legislation with the agency's interests in mind. Such a contract
for agencies of Carlsbad's size would likely cost between approximately $25,000 and
$35,000 per year., and would typically require an advocate to perform the following
services.
advocates, more commonly known as lobbyists, On occasion, a lobbying firm is hired
+ Advise the City on legislative issues and strategies.
+ Work with legislators, administrators and others to achieve City goals.
+ Work with Community Development Director, City Engineer, Community
Services Director, Library Director, and others to identify funding sources for City
projects.
+ Represent the City'before legislative committees and at administrative hearings.
Assist in initiating legislative proposals.
+ Meet with Council and staff as necessary.
Staff from other agencies in San Diego have expressed great satisfaction with the
W , _. services provided by their lobbyists, and as a result, usually have ekended their
consultant contracts for a number of years. Advocates for agencies in San Diego
County have been successful in a number of areas, such as retaining state funding for
parks, protecting revenue sources, and opposing legislation which would have had a
detri,mental effect on communities.
The City recently utilized a lobbyist to assist in obtaining state funds for a seawall west
of Agua Hedionda. Lobbyist charges totaled approximately $4,000 in our successful
efforts that resulted in a $1.3 million appropriation for the project. It is difficult to
determine how much of that success should be attributed to the work of our lobbyist, as
much of the budget negotiations regarding this matter took place between state
legislators outside of public hearings.
Fiscal Impact/Alternatives
At this time, Council may wish to consider three alternatives.
1. Direct staff to distribute Requests for Proposals for lobbyist services to be provided
on a yearly contract basis, and appropriate $35,000 to the City Manager's Budget to
fund those services.
2. Appropriate $5,000 to $15,000 in the City Manager's Budget to contract with
lobbyists experienced in specific areas to be utilized on an as needed basis if such
services are needed.
3. Continue to use current staff resources to monitor and respond to legislative
proposals.
W e
4’ ISSUE STATEMENT
PUBLIC lNFORMATION OFFICER I I I
Background
The City of Carlsbad currently provides public information services through a variety of
departmental staff who in addition to their day to day activities are also tasked with
writing press releases, and coordinating dedications and ground breakings. In the City
ManagerKity Council offices the Assistant to the City Manager is currently assigned
this function along with responding to general media inquiries and providing assistance
to other City departments. While managing public information in this way has been
fairly effective for the City of Carlsbad the City Council has expressed an interest in a
more formalized program.
Development of a city public information function is consistent with the City Council’s
1996 Goals and Objectives which contains the following statement with regard to public
information:
Administration, Goal IV: Carlsbad strives to increase public information and
outreach programs for quality communication between Carlsbad citizens and
government as a means of gaining informed community input and understanding
in City decisions.
’ Establishina and StafFinq a Public Information Function
The City Manager in conjunction with the executive management team and through
feedback from the City Council will need. to determine exactly how to define this
position. A public information program should not and legally cannot be used to
promote an individual elected official or assist in any political or election activities.
Therefore, a clear description of the goals, objectives, duties and expectations is vital to
the success of any public information program.
Fiscal ImpactIAlternatives
There are essentially four ways to staff a public information function - full-time Public
Information Officer (P.I.0)’ full time existing employee with part-time public information
duties, part-time employee and contractor. A brief discussion of each of these
alternatives follows:
(Note: cost estimates will be developed for each of these options)
I. Full-time P.l.0: A full time position puts 100 percent effort into the agency’s
communication program without being held back by other duties or by a limited
number of work hours. The program will be up, running and effective much faster
that the other alternatives and allows the P.I.O. to act as an in-house public relations
professional for all agency departments. Cost: $74,000
I 1 a e
s I 2. Part-time Employee with P.l.0. Duties: A part time position dedicated solely to
public information can function as an effective in-house consultant. These
consulting services might include creating guidelines and policies to sewe as a
guide to City staff; and, in conjunction with staff assist with press releases, media
advisories, dedications and ground breakings. A clear understanding among all
parties about the realistic scope of projects for the P.I.0 is essential to ensure that
expectations are in concert with the staffing level. Cost: $40,000
3. Existing Fu//-time City Employee with Public Information Duties: The P. 1.0
function can also be carried out as part of a full-time employees duties. The City
currently utilizes this approach both in the City Council/City Manager offices and
throughout the organization. Frequently non-P.I.0 functions take priority and there
is sometimes a tendency to focus on public information duties on a “when you get
the time” basis rather than an ongoing effort. This is not to say that the current
efforts of City staff are not done well just that the ability to be proactive in the area of
public information is somewhat limited. Cost: Dependent on individual assigned
these duties and what duties would be eliminated .from that staff person’s work
program.
4. Contractors; This alternative can bring a good measure of outside expertise and
experience to the position. While the contractor may never feel totally like a true
staffer, they can function as a public relations advisor to the organization and offer
viewpoints and a fresh perspective to issues and programs. It would be essential for
a contractor to have an in depth understanding of City issues, operations and
organization. Cost: Dependent on work program.
Should the City Council choose to move forward with implementing one of the options
discussed above, funds should be appropriated in the FY 1996-97 budget.
I , e m .' ISSUE STATEMENT
ADDITIONAL JAZZ CONCERT I
j 1
To achieve City Council Goal of providing quality family cultural events, and to achieve
an objective of the Arts Office's long range plan of providing jazz concerts in all four
quadrants of the City, and in response to a Council request, the Arts Office is proposing
a IO" jazz concert be added in the summer of 1997.
At present the City offers nine free jazz concerts, three at Stagecoach Park, three at
Magee Park and three at Calavera Hills Park. There has not been an adequate site in
the SW quadrant. With the opening of Poinsettia Park, a suitable 'location will be
available. Staff is recommending that the 1997 TGIF Jazz Concerts include three at
Stagecoach, three at Calavera Hills, two at Magee and two at Poinsettia Park.
Fiscal Impact
The additional concert will cost $5,000. Along with the producer's fee which includes
lighting and sound, there are logistical costs of security, stage crews, moving the
storage container, printing, and shuttle buses. Costs for full-time staff are not included
but part-time employees hired for the series are budgeted. Should City Council wish to
add a tenth concert to the Jazz Series it would increase total funding to the General
Fund/Arts Office budget and decrease the Council's contingency account.
Alternatives
1. Provide funding for a tenth jazz concert in 1997.
2. Provide funding for a tenth jazz concert :in 1997 and direct the Arts Office to keep
the concerts at the same three parks currently used.
3. Take no action; maintain the Arts Office program as presented in the proposed
budget.
8 .’ e ISSUE STATEMENT I 1 I . GYM ATTENDANTS - STAGECOACH & CALAVERA COMMUNITY CENTERS I I I ~
A new program is proposed for gymnasium attendants to monitor the open play for
adult and youth basketball activities in the gymnasium at the two community centers. In
fiscal year 1991-92, funding for Gym Attendants was eliminated from the budget for
these centers. Current staffing for weeknights and weekends is below levels that staff
considers necessary to maintain quality service to the public.
increased staffing is proposed for the Stagecoach and Calavera Community Center
gymnasium during peak times, specifically during open play basketball sessions. At
times, there may be as many as seventy-five basketball players in the gym. These
individuals can be competitive and aggressive in their behavior. Gym attendants are
being proposed to effectively administer established open play basketball rules and
maintain proper control of the participants. Currently, there may be one staff member
working at the center during the evenings when the center is in full operation. This
person handles all the activities at the center, i.e., classes, answer phones, inquiries
from the public, do room set-ups, and supervise the gym activities.
Fiscal ImDact
An increase of $10,970 is requested for the part-time salaries and the social security
expenses. This will provide a total of 1,500 annual hours or approximately 14 hours per
Gymnasium.
Open play basketball participants pay a fee to play. Residents are charged $1 and
non-residents pay $3 per visit. Council established a goal of 60% revenue to offset the
costs associated with the Recreation Fee Supported program. The Recreation Division
generates approximately 73% of the revenue necessary, including the proposed gym
attendants, to offset this program’s cost.
Alternatives
1. Provide funding for staffing of open play basketball as described above.
2. Provide funding for staffing of open play basketball and request staff to investigate
increasing fees to help offset costs. A fee increase may reduce participation in the
program as Carlsbad’s fees are currently set at market rates.
week for gymnasium attendants at Stagecoach and Calavera Community Center
3. Take no action. Maintain existing program as is.
e * ISSUE STATEMENT
1 UPGRADED MEDIAN MAINTENANCE -VILLAGE AREA 8 KEY AREAS I 1. I ~ ~~~~~ ~~ ~
The landscaped medians make a key statement to all visitors and residents of Carlsbad and ‘are a direct reflection of the City. The adoption of this program will address the
Council goals of providing high quality facilities in Carlsbad. This program will enhance
the level of maintenance provided to City medians. The medians will receive increased
trash removal, replacement plantings, as well as annual color plantings to ensure an
aesthetically pleasing environment. This will be accomplished by upgrading the
contractual maintenance level, increasing part time assistance, and through additional
funding for special supplies, plants, fertilizer, and irrigation enhancements. The key
areas to receive this upgrade are Carlsbad Village Drive, Carlsbad Boulevard, the
downtown area, and the Car County area. All City medians are part of, an assessment
district.
Fiscal Impact
The upgraded level of service and improvements for the medians will cost $20,000. The
program includes new plantings, contractual service upgrades, and over 1,000 hours of
to pay for this one-time improvement to the medians. if it is desired to provide
enhanced services to the medians on an on-going basis, it may require an increase in
part-time services. The Median Maintenance assessment fund has a sufficient balance
‘ the assessments paid by parcels within the district.
Alternatives
1. Provide funding for Median Maintenance as described above on a “this year only”
basis.
2. Provide funding for Median Maintenance as described for this year and direct staff
to calculate the cost per parcel of upgrading maintenance on all medians in the
future.
3. Provide funding in a reduced manner, limiting the improved service and materials to
$10,000 total,
4. Take no action, maintain medians at current level.
I 0 0
ISSUE STATEMENT
. .. FEASIBILITY STUDY FOR PROPOSED TROLLEY SERVEE
.. WITHIN THE ViLLAGE- REDEVELOPMENT AREA . ..,
..
I 1
Backsround
Within the new Village Master Plan and Design Manual which became effective in
January, 1996, a program has been included within the "Implementation" section of the
document to research and pursue alternate forms of public transportation systems to be
used within the boundaries of the Village and/or to selected locations outside the
Village such as City Hall, the library, parks, recreations centers, etc. These alternate
forms of transportation to be pursued may include, but are not limited to: 1) a horse and
carriage service; 2) a mini-trolley (motorized) system; and/or 3) a dial-a-ride van or cab
service.
During the public hearings on the new Village Master Plan and Design Manual, the
Housing and Redevelopment Commission/City Council discussed the various forms of
public transportation systems noted within the Implementation Strategy and expressed
an interest in pursuing the study of a mini-trolley system within the next year. The
feasibility study will be the first step in the process of determining the appropriate type
of alternate transportation system for the Village.
Fiscal Impact
At this time, staff does not have an actual estimate of the cost of the proposed
feasibility study. Staff anticipates that the cost would be a minimum of $10,000 to
complete initial studies on feasibility, which' would include information on the market
demand, funding sources, and operational features with total costs.
Alternative
1. Take no action to study the feasibility of the proposed Trolley System in 1996-97;
the project could be considered in future budget years.
2. Direct staff to further investigate the cost of a feasibility study.
e 0
<‘ ISSUE STATEMENT
CONFERENCE TRAVEL FOR THE WATER BOARD I 1 1 ~~~ ~~ ~~~
At its regular meeting of April 16, 1996, the Carlsbad Municipal Water District Board of
Directors (City Council) agreed to dissolve the Water Commission effective January 1 ,
1998. With the elimination of this advisory body, there may be a greater need for
members of the Water Board to become more familiar with issues involving water,
reclaimed water and wastewater issues. A valuable resource for gaining this
knowledge is attendance at the semi-annual conferences of the Association of
California Water Agencies (ACWA) and the American Water Works Association
(AWA).
The 1995-96 budget included travel for one staff member of the Water District and one
member of the Board to attend the ACWA conferences. In addition the 1995-96 budget
includes travel for one person to attend the AWWA conferences. Typically, the Water
District’s operating budget contains funding to pay for registration and travel fees for
these District representatives to attend.
Staff is recommending that travel account appropriations for the District’s fiscal year
1996-97 Operating Budget be increased to provide for funding to send six persons (5
Council and one District staff) to the ACWA and AWA Fall and Spring conferences.
Fiscal ImDact
If the Water Board approves the above recommendation, the total increase to the
Water District’s 1996-97 Operating Budget for travel will be $14,450. This amount is
summarized below:
Cost per Current Revised
Travel Description Person Request Request Increase
ACWA Fall 96 Conference -
3 days - San Diego, CA $475 $950 $2,850 $1,9C
ACWA Spring 97 Conference - 3 days -
Lake Tahoe, NV $1,025 $2,050 $6,150 $411 c
AWA Fall 96 Conference - 3 days -
Palm Springs, CA $1,000 $1,000 $6,000 $5,0(
AWA Spring 97 Conference - 3 days -
San Jose, CA $690 $690 ’ $4,140 $3,4t
TOTAL $4,690 $19,140 $14,4:
I ,. W
. ' Alternatives
1. Provide funding for travel and conference registration fees as described above.
2. Provide funding for travel and conference registration fees for two or three
persons per conference; individual Board members and staff could alternate
attendance between the four available conferences. For this alternative, the
estimated increase to the 1996-97 Water District Operating Budget would be
$4,880.
3. Take no action; maintain the travel and registration fees budget as currently
requested.
0 0
<
ISSUE STATEMENT
INCREASED HOURS OF OPERATION AT THE SWIM COMPLEX- I ,i
.. . .I
I I
Backaround
After the review of the 1996-97 Operating Budget at the June 4, 1996, City Council
meeting, several members of the public commented on the operation of the Community
Swim Complex. Specifically mentioned was the following:
reduced hours of operation due to the economic down turn, and
9 a request to build a 50 meter Swim Complex.
The speakers requested that the City Council allocate additional funds to open the pool
for expanded use by the community.. Currently the pool is open and scheduled to
capacity. The schedule for the Swim Complex is as follows:
Weekdays 6:OO a.m. to 8:45 p.m.
Saturday 7:30 a.m. to 500 p.m.
Sunday (during the Summer months only) 10:30 a.m. to 330 p.m.
Expanding the hours for the Swim Complex could be accomplished by allocating funds
to open the pool on Sunday’s throughout the year and/or eliminating the closure of the
pool in December.
Fiscal impact - cost
A. To open the pool on Sunday’s during the school year $5,000
for recreation and lap swimming would cost.
8. To open the pool during December would
TOTAL
cost.
$4,000
$9,000
Note: The fiscal impact for Alternatives A & B would
total $9,000. It should be noted that projected revenue
collection for reopening of the pool is estimated to be $3,200.
During recent budget meetings, the question of constructing a new 50 meter swimming
pool was raised. The present Park Development Plan does not include the construction
of an additional swimming pool, nor does the Capital Improvement Program include
funding for a project of this size. Any consideration of a new swimming pool should
0 0
take into account the present Parks Master Plan, identification of funding sources, and
the prioritization within the Park Development schedule.
If Council wishes to pursue this further, staff recommends that the issue be processed
through the Parks and Recreation Commission in conjunction with the future park
planning efforts.
Alternatives:
1 e Approve the proposed budget for the Swim Complex and maintain the existing pool
schedule.
2. Appropriate $5,000 to fund recreation and lap swimming on Sundays during the
school year.
3. Appropriate $4,000 to fund operation of the pool in December.
4. Appropriate $9,000 to fund both the additional Sundays during the school year and
the December pool operations.
0 0
<'
ISSUE STATEMEl
INCREASE STREET SWEEPING SERVICi 1
Backaround
In response to the uncertainty of the economic down turn during the latter part of 1992, cib Council chose to reduce the street sweeping services from twice per month to once I:
month on all residential streets. This reduced the costs by approximately one half. Howev
Council expressed an interest in revisiting the street sweeping services when the econol
showed signs of improvement. Staff proposes reinstating the sweeping schedule on
residential streets to twice per month in fiscal year 1996-97.
Fiscal ImDact
In order to accomplish this increased service, it would require either a re-negotiation of .
current contract or require the City to re-bid the services and award a new contract. T
additional funding from the Gas Tax fund is estimated to be $75,000. The grand total wo!
be approximately $162,000 for a one year period (including disposal costs).
Alternatives:
1. Take no action and continue current schedule, once per month, on all residential streets a total cost of $87,000.
2. Expand services to twice per month on ail residential streets. Estimated additional co
for the annual street sweeping contract would be $75,000 for a total of $162,000.
i'
, 0 a
Backaround
On April 16, 1996, the City Council approved the projects and funding allocations for the
City of Carlsbad's 1996-97 CDBG/HOME Program based upon an anticipated $697,622 in
total CDBG funds and $193,341 in HOME funds. The draft Consolidated Funding Strategy
and Plan for Fiscal Year 1996-97 CDBG/HOME funding was subsequently approved by the
Council on May 14, 1996 and submitted to HUD by the required deadline.
Since the submittal of the draft Consolidated Plan, the City has received notice from both
HUD and the County of San Diego regarding a modification in CDBG and HOME funds
available for FY 1996-97. The City of Carlsbad is entitled to receive an amended CDBG
allocation of $629,000 during FY 1996-97, approximately 3 percent less than the funds
originally anticipated. The total amount of HOME funding available for allocation to eligible
projects is $1 94,082, a slight increase ($741) in funds originally anticipated.
The chart below summarizes the previously Council-approved allocations and the
modifications which need to be made to the allocations to address the changes in CDBG
and HOME funding amounts:
Expenditure Category Required Allocation Change in Fundin Previously Approved
Allocations ($1 Modifications ($1 I
Public Services
(1 1,700) 225,277 236,977 Public Facility/lmprovements &
(2,700) 94,350 97,050
Other Projects
(Funds to be Reallocated) 50,622 50,622
Administration I 11 7,973 1 14,373 I (3,600) { I I I
Section 108 Loan Repayment I 195,000 I 195,000 I 0)
I I I I Subtotal I 697,622 I 679,622 I (18,000) I -
Housing Activities
-1. (1 7,259) 873,704 890,963 TOTAL
0. 741 194,082 193,341 Subtotal
0.s 741 194,082 193,341
I I I I ~ ~~
e 0
In order to receive the available CDBG/HOME funds, the City's Consolidated Plan must be
revised to reflect the modified funding levels. To address the reduction in CDBG funding,
each approved project could be reduced "across the board", with an approximate 3 percent
decrease. for public service and administrative activities and approximately a 4 percent
reduction for public facilities/improvement activities. A slight reduction in CDBG funding
for each project would not adversely impact the sponsoring agency's ability to provide the
proposed project/program. The slight increase in HOME funds, $741 , could be allocated to
the Single Family Residential Rehabilitation Program. The only other HOME eligible
activity, the Community Resource Center's Security Deposit Assistance Program, has been
funded at the requested level.
Fiscal ImDact:
The City of Carlsbad will receive an amended new allocation of $629,000 in CDBG funds
for Fiscal Year 1996-97. The City may use a maximum of twenty percent (20%) of the
of the CDBG Program will be amended to reflect the reduction in CDBG funds available
from $11 7,973 to $1 14,373. The CDBG Program has no impact on the General Fund.
As a participant in the San Diego Urban County HOME Investment Partnership Consortium,
in 1996-97, the City will receive $1 94,082 to increase affordable housing opportunities in
Carlsbad. Administration of the HOME Consortium, including overall program
management, is the responsibility of the County of San Diego. The County may use a
maximum of ten percent (10%) of the available HOME funds, or $19,408, for
administration of the HOME program. The HOME Program has no impact on the General
Fund.
Alternatives:
1. Amend the funding allocations for Carlsbad's 1996-97 CDBG/HOME Program by
new allocation, or $1 14,373, for administration of the program. Funding for administration
reducing CDBG funding "across the board" for each previously approved project.
and funding for public facilities/improvement activities would be reduced by 4 percent.
Funding for public service and administrative activities would be reduced by 3 percent
2. Amend the funding allocations for Carlsbad's 1996-97 CDBG/HOME Program by
significantly reducing CDBG funding for two specific projects, the Carlsbad Care Crew
and the Single Family Residential Rehabilitation Program. These projects received the
lowest evaluation scores of the approved projects. Consistent with the approved
application review process, only these projects would be selected for a reduction in
CDBG funding.
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CITY OF CARLSBAD
HOME INVESTMENT PARTNERSHIP PROGRAM
1996-1997
AMENDED FUNDING ALLOCATIONS
No. Proposed City Housing Request Agency/
Project Amendment Council Commission Amount
($1 ($1 (4/16196) ($1 ($1
4
1. 13,400 13,400 13,400 13,400 Community Resource Center/
Security Deposit Program
2. 180,682 179,941 145,630 154,000 Ciy of CarlsbadSingle Family Residential
Rehabilitation Program
TOTAL 194,082 159,030 f 193,341 167,400
' I PROOF OF PU~ATION
%' (2010 & 2011 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I This spes for the County Clerk's Filing
I am a citizen of the United States and a resident of
years and not a party to or interested in the above-
entitled matter. I am the principal clerk of the printer of
the County aforesaid; I am over the age of eighteen
North County Times 1 Proof of Publication of
formerly known as the Blade-Citizen and The
Times-Advocate and which newspapers have been
adjudged newspapers of general circulation by the
Superior Court of the County of San Diegc, State of
California, under the dates of June 30, 1989
(Blade-Citizen) and June 21, 1974 (Times-
Advocate) case number 171 349 (Blade-Citizen)
and case number 172171 (The Times-Advocate)
for the cities of Escondido, Oceanside, Carlsbad,
Solana Beach and the North County Judicial
District; 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 6, 1996
i certify for deciare) tinder penalty of perjury that
the foregoing is true and correct.
Notice of Public Heasfng
""""L"""""""
_""__""""""""
Dated at California, this 6th day
Jupe, 1996
NORTH COUNTY TIMES
Legal Advertising
Legal 47049 June 6,1996
.-. . . ~ .""" ~
.. - ,
' q PROOF OF PU~CATION
(2010 & 2011 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 above-
entitled matter. I am the principal clerk of the printer of
North County Times
formerly known as the Blade-Citizen and The
Times-Advocate and which newspapers have been
adjudged newspapers of general circulation by the Superior Court of the County of San Diego, State of
California, under the dates of June 30, 1989
(Blade-Citizen) and June 21, 1974 (Times-
Advocate) case number 171 349 (Blade-Citizen)
and case number 1721 71 (The Times-Advocate)
for the cities of Escondido, Oceanside, Carlsbad,
Solana Beach and the North County Judicial
District; 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 6, 1996
1 certify (or declare) under penalty of perjury that
the foregoing. is true and correct.
Dated at California, this 1: -t r?. day
&e . 1.3 ca 6 /J -
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/fl -* <" .,.I :, ""_ -4- ~' L&&-L"-kL""7 """
I, .-. 7pg
t!- Signature /
NORTH COUNTY TIMES
Legal Advertising
i
This sp@k for the County Clerk's Filing
Proof of Publication of
pTn-:; x u -: :-:e $5 "y~'!:f-f.:~ i-:c,.?s*.2a _I """"""""_"""
"""""""""""~
3
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NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 18. 1996
at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive,
Carlsbad, California, to discuss the 1996-97 Operating Budget and the 1996-97
to Buildout Capital Improvement Program Budget. Also included will be
discussion on the Carlsbad Municipal Water District Operating and Capital
Improvement 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 and general fees.
Interested parties are invited to attend this meeting and present their
views and comment to the City Council.
Copies of the Budget and Fee Schedules are available for public
inspection at the City Clerk’s office, 1200 Carlsbad Village Drive, or the two
libraries: 1250 Carlsbad Village Drive, Carlsbad, and La Costa Branch Library,
6949 El Camino Real, Suite 200, Carlsbad.
Written and telephone inquiries may be directed to Lisa Hildabrand of the
Finance Department, 1200 Carlsbad Village Drive, Carlsbad, 434-2867.
*.. e*’ &-+ / a&&.. 4/ /Wd