HomeMy WebLinkAbout1999-06-01; City Council; 15242; 1999-00 Operating BudgetAB# /.$&?us
MTG. 06/01 199
DEPT. FIN
RECOMMENDED ACTION:
Accept report. Set public hearing for June 15, 1999.
TITLE: -_
1999-00 OPERATING BUDGET
ITEM EXPLANATION:
OPERATING BUDGET
The proposed operating budget for 1999-00 totals $103.7 million, an increase of $300,000 from the
current 1998-99 budget. Operating revenues are estimated at $108.2 million, which is a $100,000
decrease over the current year projections.
The General fund portion of the budget contains $61.6 million in recommended expenditures. This is
$700,000, or I%, more than the current 1998-99 budget. General fund revenues for 1999-00 total
$64.4 million, which is an increase of 4%, or $2.5 million, from the current 1998-99 projected receipts.
The $2.8 million of revenues in excess of expenditures are expected to be combined with $4.2 million
from the General fund balance and transferred to the Capital Improvement Program to fund needed
capital projects.
The healthy economy coupled with continued low inflation has kept consumer confidence high
allowing for increased retail sales and tourism. This has boosted both our sales tax and transient
occupancy tax (TOT) receipts. An increase of 8% is projected for sales tax for a total of $17.8 million
in 1999-00. Receipts for 1999-00 TOT are projected at $7.5 million which is 9%, or $600,000, greater
than 1998-99. The largest projected increase in revenues is for property taxes. These are expected
to grow by 11% to $15.9 million. These increases have enabled us to recommend some
enhancements to our services in 1999-00 to ensure the maintenance of a high quality of life for
Carlsbad’s residents as our population grows.
The 1999-00 budget includes enhancements to existing services as well as the addition of several
new programs. In total, 33.5 full and % time employees are proposed in the 1999-00 budget for the
following programs:
9 New Facilities - One third of the new positions are the direct result of the opening of the new
library in southern Carlsbad. This 64,000 square foot facility will have 150 computer work
stations, a 220 seat auditorium and a 2,000 square foot art gallery. In total, this facility and the
Cole library, will require 11 new full-time positions and hourly staff equivalent to another 20
employees for a total additional cost of $1.5 million.
In addition to the library, the City will also be consolidating the Administrative, Community
Development and Public Works offices into one new building located on Faraday Avenue. This
will provide better customer service by offering a single location to serve the development
community. The operating budget includes 1.75 full-time and one part-time support staff at
the new building.
Page 2 of Agenda Bill # 1.7, ar/z
> Health & Safetv - The health and safety of our citizens has always been a top-priority. As a
result of the growing population, ten new positions related to health and safety have been
recommended in the budget. This includes two new patrol officers, clerical support for the
traffic division, a new DARE officer, a communications operator and a fire prevention officer.
Other health and safety related positions include a position to oversee the City’s Storm Water
Quality Management program and a position to test and monitor the City’s recycled water
system to make sure there is no cross over to the potable water system.
> Technoloav - Technology is a tool used to enhance and improve the way we currently deliver
our services. Included in the 1999-00 budget are requests for five new positions which will
allow us to use the technology we currently own and future applications to their fullest extent.
Also included, is a position that will be charged with maintaining the technical aspects of the
City’s web site, which is currently being developed by an Internet site development company.
In addition, staff is recommending an increase of $100,000 in the Employee Computer
Purchase Program. These are interest-free loans made to employees for purchasing home
computers.
> Citv Growth - With our current population growing at 5% per year, the demand for City services
has continued to expand. In order to keep up with the increased maintenance caused by the
rapidly expanding infrastructure, there are two maintenance workers and three utility workers
for Public Works included in our preliminary budget. Another significant addition is a $2 million
transfer to an Infrastructure Maintenance fund. This program will set aside funds on an on-
going basis for the repair and replacement of the base infrastructure of the City.
The Council’s contingency account is proposed at $4 million which is 6% of budget requests. This
account is available to the City Council to address unanticipated emergencies or unforeseen program
needs.
Most of the Enterprise fund revenues are projected to decline in 1999-00, with a net decrease totaling
$2.8 million. The decline is mainly due to decreased water and sewer rates and less interest income
to the funds. The Enterprise funds have a total proposed budget of $23.5 million, which is about the
same as the current 1998-99 budget.
The combined Redevelopment Agency budget proposal totals $1.6 million, which is slightly less than
the current year.
FEES AND CHARGES FOR SERVICES
The City Council annually evaluates fees and charges for services in conjunction with the budget.
Staff has reviewed all fee schedules and is recommending changes as shown on Exhibit 6 and further
discussed below.
General Citv Fees
A comparison of the charge for the list of active business licenses to other local jurisdictions suggests
that it is too low. Staff is requesting that the fee be increased from $25 to $50. In addition, the
monthly business license list fee of $5 is being added to the fee schedule.
Hourly costs for various police-related incidents, such as DUI and second calls, are currently in the
fee schedule as “actual cost.” To allow for more consistency in the fee charged, staff has calculated
the average fully burdened hourly cost to be $64 per hour for police officers and $84 per hour for
sergeants. It is recommended that these amounts be added to the fee schedule and that they be
revised annually to reflect the changes in the Police Officers Association labor contract. It is also
being recommended that the hourly rate for special events be increased from $30 to $32.
/ Page 3 of Agenda Bill # 12 , dy2,
Recreation has also requested several fee increases including the following:
0 Increase in the non-resident fee for instructional classes and daytrippers from $4 to $5 based on a
survey of other local agencies.
a Increase of $4 (to $15 per hour) in the lifeguard supervision fee which more accurately reflects the
cost of providing the service.
0 Increase of $4 per hour (from $9 to $13) in the facility after-hours staffing charge, as well as the
addition of a new fee for clinics.
0 Increase in the security deposit for rentals of $250 and the addition of a $3 cancellation fee to
cover administrative costs.
OTHER CHANGES TO FEES - INFORMATION ONLY
The cost of an Affordable Housing Credit in the Villa Loma project is to be adjusted based on
additional interest costs per Council Policy 58. Staff calculated that to be a $4,000 increase.
Fees for license tax on new construction - mobile homes, traffic impact, planned local drainage, sewer
connection, and sewer benefit areas will be increased based on the change in the Engineering News
Record Index, as required by the respective fee programs.
The work session on June 1, 1999, is an opportunity for the Council to review the 1999-00 Operating
Budget. City staff will be making presentations and be available to answer questions. In addition, a
Citizen’s Budget Workshop will be held Thursday, June loth from llam-12pm in the Council
Chambers, to provide the public with an opportunity to discuss the Operating Budget and the Capital
Improvement Program with staff.
Staff is requesting Council to set a public hearing for the meeting of June 15, 1999. At that time,
Council may receive input from interested citizens and groups wishing to comment on the proposed
budget.
EXHIBITS:
1. Proposed Operating Budget Overview
2. Projected Fund Balances for FY 1998-99 and 1999-00
3. Budget Expenditure Schedule FY 1996-97 through FY 1999-00
4. Revenue Estimates for 1999-00
5. Personnel Allocations for 1998-99 and 1999-00
6. Recommended Changes to City Fee Schedule
Preliminary Operating Budget and Capital Improvement Program 1999-00 on file with the City Clerk.
EXHIBIT 1
1999-00 PROPOSED OPERATING BUDGET
OVERVIEW
Carlsbad is a full-service City providing the following services to its citizen’s and customers:
0 Police department 0 Development services
0 Fire department including paramedic services 0 Street construction and maintenance
0 Water delivery system 0 Library and arts programs
0 Sewer system 0 Recreation programming for all ages
0 Solid waste services 0 Parklands
0 Housing programs
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad’s
residents; Council has worked closely with the schools in the past to provide assistance, when
possible. The Council‘s commitment to quality schools is also evidenced this year in their goals
as noted below.
The budget process for the city
of Carlsbad begins in January
each year, with a review and
update of the City Council’s five-
year vision statements. These
statements are shown on the first
page of this budget document.
Through the vision statements,
Council continually defines and
clarifies their vision of Carlsbad.
The Strategic Goals for the City
are developed next. The goals
further define the methods to be
used to achieve the vision and
call out areas in which Council
would like to place special
emphasis during the year. Once
these are developed, staff
develops operational goals
based on Council’s direction.
These operational goals are the
basis for the development of the
operating budget.
City of Carlsbad
1999 Strategic Goals
0 Ensure the effective and efficient delivery of top-
qualify services to our Community.
0 Create diverse, broad-based economic strategies to
ensure the financial health of the Community and the
City.
0 lntegrate a comprehensive, efficient transportation
system with “quality-of-life” centered land use
decisions.
0 Enhance educational opportunities and school
facilities for all segments of the Community.
Carlsbad’s operating budget allocates the revenues generated through taxes, fees and other
charges to the various programs and services provided by the City to the community. The
operating budget is a tool which guides the achievement of Council’s vision and goals for the
City. It allocates the resources and sets the priorities for all of the programs offered by the
City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live,
work and play.
The recommended operating budget for fiscal year 1999-00 totals $1 03.7 million with revenues
for the year estimated at $108.2 million. General fund revenues are estimated at $64.4 and
budgeted expenditures are $61.6 million. The $2.8 million of revenues in excess of
expenditures are expected to be combined with $4.2 million from the General fund balance and
4
,
transferred to the Capital Improvement Program (CIP) to fund needed capital projects. The CIP
can be found in the last section of this document.
Economic Profile
The past two years have been exciting for Carlsbad. We have seen the return
of economic prosperity to our community after the long and painful recession of
the early 1990’s. Our industrial corridor has blossomed bringing in new jobs.
New jobs create the need for housing, which has been reflected in the strong
housing market over the past several years. It is expected that Carlsbad will issue more than
2,000 residential building permits this year compared to 1,400 in 1997-98. The price of housing
is also on the rise, boosting the property taxes received by the City.
The healthy economy coupled with continued low inflation has kept consumer confidence high
allowing for increased retail sales and tourism. At the same time, we saw the opening of a
200,000 square foot specialty outlet center and Legoland, a family theme park, in the central
part of Carlsbad. These contributed to increased tourism and the highest level of transient
occupancy taxes ever received by the City. All of these together contribute to a robust local
economy which should be able to provide the funds to support the increased demands for City
services.
It is expected that the economy will continue at this level throughout fiscal year 1999-00. The
City’s revenue projections reflect an expectation of increasing housing prices, continued strong
development, but at a lower growth level than in the past two years, and continued consumer
confidence. We have also projected increases in sales tax and transient occupancy taxes
based on the increase in tourism expected from Legoland and several new hotels currently
under development. In anticipation of the growth of our City population, both transient and
permanent, staff is recommending some enhancements to our services in 1999-00 to ensure
the maintenance of a high-quality of life for Carlsbad’s residents.
The following table shows the total operating revenues the City anticipates receiving for 1998-
99, as well as those estimated for 1999-00.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED EST1 MATED PERCENT
FUND 1998-99 1999-00 DIFFERENCE CHANGE
GENERAL FUND $61.9 $64.4 $2.5 4%
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
10.1 9.8 -0.3
25.7 22.9 -2.8
8.8 9.4 0.6
1.8 1.7 -0.1
-3%
,ll%
7%
-6%
ITOTAL $108.3 $108.2 40.1 0% I
Revenue estimates for the operating budget indicate that the City will receive a total of $108.2
million, a $1 00,000 decrease over the current year projections. The majority of the decrease is
in the Enterprise funds which are offset by increases in the General fund. These and other
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as these resources fund basic City services such as Police, Fire,
Library, Street and Park Maintenance and Recreation programs. The table below shows a
summarized outlook for the major General fund revenues.
FUND
SIGNIFICANT REVENUES
TO THE GENERAL FUND
(In Millions)
PROJECTED ESTIMATED PERCENT
1998-99 1999-00 DIFFERENCE CHANGE
PROPERTY TAX $14.2 $15.8 $1.6 11%
SALES TAX 16.5 17.8 1.3 8%
TRANSIENT OCCUPANCY TAX 6.9 7.5 0.6 9%
D EVE LO PM ENT RELATED REVEN U ES 7.7 6.7 -1 .o -1 3%
ALL OTHER REVENUES 16.6 16.6 0.0 0%
TOTAL GENERAL FUND REVENUE $61.9 $64.4 $2.5 4% I
Sales tax is the single largest revenue source to the General fund representing 28% of the fund.
Sales taxes are estimated at $17.8 million for 1999-00, an increase of 8%, or $1.3 million, over
the projected 1998-99 receipts. The increase can be attributed to the full-year operations of
Legoland, the projected opening of a number of new restaurants and the Phase II expansion of
Carlsbad Company Stores, an upscale outlet mall. The expansion will add an additional 20
stores to the over 50 stores already in the mall and is expected to be completed by the end of
1999. The remaining increase is based on
statewide estimates of 5% average growth in sales 18
taxes due to the healthy economy and high
consumer confidence. This estimate also includes l4
approximately $500,000 that is restricted to
spending on public safety services under ,:
Proposition 172. Proposition 172 requires that the
1/2 cent increase in California sales taxes be 4- deposited to State and local public safety trust -
funds and allocated to local agencies to fund public 0 I
safety services. 1994 1995 1996 1997 1998 1999 2000
This year it is expected that property taxes will grow to $15.8 million, a $1.6 million, or 11%
increase, over 1998-99’s estimate. Property taxes continue to be the second largest source of revenue to the City bringing in approximately 25% of the total General fund revenues. By law,
the assessed values upon which property taxes are based are only allowed to increase by 2%
per year. However, the majority of the growth is expected to come from the new development
and the increase in housing prices. Statewide there has been an 8.8% increase in home prices
over the past year and a recent article showed a 16% increase in new home prices in North San
Diego County over the past year.
The next most significant General fund revenue is the Transient Occupancy Tax (TOT or hotel
tax) which is estimated at $7.5 million for 1999-00, an increase of 9% over 1998-99 estimates.
Most of the increase can be attributable to the opening of two new hotels. The Grand Pacific
Palisades Hotel, located near Legoland, opened in March 1999. It has 90 hotel rooms and 181
6
timeshares. Another hotel due to open later in 1999 is the Marriott Residence Inn, which is
located in the Carlsbad Research Center. It will have 121 rooms. The addition of these two new
facilities will bring the total rooms available in Carlsbad to over 2,700. With the healthy economy
and the recent opening of Legoland, which plans to have over 2,000,000 visitors during its first
full year of operation, it is expected that receipts from the TOT will continue to grow.
Development within Carlsbad
saw a sudden upward turn in
1994-95 and has continued to
accelerate since then. One of
the commonly used indicators
of building activity is the number
of residential permits issued.
As of April 1999, Carlsbad has
Permits Issued
2000
1500
1000
500
n - issued 1,842 building permits, which already surpasses last zccczzzzE3EE3 (Ym CnrnS%$68%8Z888
year's total bf 1,339. It is
expected that this will decrease
to about 1,100 per year for the
next five years. The 1998-99 development-related revenues, which include Planning, Engineering and Building department fees as well as building permits and other permits and
licenses, are expected to total $7.7 million this year. The projections for 1999-00 show a 13%
decrease in these revenues for a total combined revenue projection of $6.7 million. The majority
of the decline is in the Engineering fees which are expected to taper off after the high amount of
activity experienced during the last three years.
All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance fees,
recreation fees, and other charges and fees. These revenues total $16.6 million, which is equal
to the projections for 1998-99. We are projecting increases in the franchise fees, business
licenses taxes and vehicle license fees of between 7% and 10% based on the population and
job growth in the City. These increases are offset by a $500,000 drop in other revenue. Other
revenue in 1998-99 contained several unusual receipts which are not expected in the next year.
Overall, the outlook for the General fund revenues in the upcoming year is very good. All
indicators point to a strong local economy persisting through 1999-00 especially in the building and tourism industries. However, the Vehicle License Fee (VLF) threat that we talked about
last year is still lurking on the horizon. Vehicle license fees are paid when you register your
vehicle and were put in place in lieu of personal property tax on automobiles. The amount
allocated to cities was to offset the amount of personal property taxes lost.
Although the State reduced the VLF last year by 25%, the revenue lost was
replaced with the State's General fund money. However, the bill has been
reintroduced this year calling for the complete elimination of the fee. Although Sacramento lobbyists say the current proposals have little chance
of passage, Assemblyman McClintock is pursuing a ballot initiative that
would amend the State Constitution to exempt the first $10,000 of a vehicle's value from taxation
and to phase the fees out completely over three years. In order to qualify for the March 2000
ballot, campaign workers must collect 670,000 signatures by August 23. Currently the City of
Carlsbad receives about $3.4 million in VLF annually. If this ballot initiative were successful,
there is no guarantee that the State would replace the lost revenue. Clearly, this could have a
very negative impact on our budget.
7
Other Funds
Revenues from Special Revenue funds are expected to total $9.8 million, a decrease of $2.5
million from 1998-99. The types of functions supported within Special Revenue funds include
programs funded by specific revenue streams such as Section 8 Housing Assistance, Housing
Trust fund, Community Development Block Grants (CDBG), and maintenance assessment
districts. Most of the decrease is due to $1.8 million in revenue received from the Villages of La
Costa in 1998-99 as a part of their affordable housing fee which was used to set up the
Carlsbad Homebuyer Assistance Program. The other significant changes were in the Citizen's
Option for Public Safety (COPS) Grant and the Law Enforcement Block Grant, both which
provide supplemental funding for local law enforcement. These grant programs require an
annual appropriation to fund the programs which usually occurs in the middle of the fiscal year.
For that reason, the revenues for the next year of the program have not been shown. The
COPS grant has been used to fund two bicycle patrol officers and there are sufficient revenues
available from the current grants to continue the program into 1999-00. The Law Enforcement
Block Grant is used to purchase safety equipment and other one-time expenditures.
Enterprise fund revenues for 1999-00 are projected at $22.9 million, down 10.8%, or
approximately $2.8 million, less than 1998-99 projections. Enterprise funds are similar to a
business in that rates are charged to support the operations which supply the service. Carlsbad
Enterprises include the water and sanitation services, solid waste management, and the
Carlsbad Golf Course.
The water, recycled water and sanitation operating funds all show decreased
revenues this year. The decline is mainly due to decreased rates and less
interest income to the funds. During 1998-99, computer models were
developed to better forecast future operational expenses and establish
subsequent revenue requirements. Based on staffs review of the fund
balances and the improved forecasting of rates using these models, a
recommendation was made to reduce water and sewer rates and to transfer portions of the
fund balances to the Capital Improvement Program. The average water rate was reduced by
6% and the average sewer rate was reduced by 13%. These rate changes will go into effect in
July 1999. The fund balance transfers totaled $8 million in the water fund and $5.9 million in the
sewer fund. These monies will be used to finance various water and sewer capital projects
over the next several years. Interest Income is also projected to decrease due to the
decreased revenues and decreased cash balances.
Operating revenues to the Golf Course Enterprise fund of $600,000 represent the proposed
transfer of funds from the General fund. These amounts are needed to provide sufficient funds
to the golf course to pay taxes, assessments and expenses as needed for the future municipal
golf course. This is a $1 million decrease from the prior year which included additional amounts
that were used to pay off the balance of Palomar Airport Road assessments. All necessary
land has been purchased and development planning is underway. More information about the
proposed golf course can be found in the Capital Improvement Program in the last section of
this document.
Internal Service funds show an estimated revenue of $9.4 million for 1999-00, an increase of
$600,000, or 7%, over 1998-99 projections. Internal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers' Compensation,
Liability Insurance and Health Insurance, as well as Information Systems and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds. The
goal of the Internal Service funds is to match their budgeted expenses with charges to the
departments after allowing for a certain level of reserves within the fund.
The Internal Service fund demonstrating the largest revenue increase is the Information
Systems fund, up $838,000, or 52%. Charges by Information Systems were increased this
year based on projected increases in their proposed budget from new positions and programs.
More information on these can be found in the next part of this letter on Expenditures. Vehicle
Maintenance revenues have also increased due to increases in the rates and/or services
provided to the departments.
Redevelopment revenues are expected to total $1.7 million, a slight decline from 1998-99
levels. This decrease is primarily due to the elimination of the Seascape mortgage revenue
bond administrative obligations and the associated $35,000 annual fee. Property tax revenues
are not expected to change significantly as the increment on assessed values increased only
1.5% last year.
@ EXPENDITURES
Proposed City operating expenditures for 1999-00 total $1 03.7 million which
represents an increase of $300,000, or .3%, from the current 1998-99 budget. Although the
total amount has not changed significantly, there are a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Buduetarv Policies
Budget policies this year began with the assumption that departments would be allowed to
maintain their "base budget." This is an amount allocated to each program sufficient to fund
current services at current levels. The base budget is an approximation of the adopted budget
for each department for fiscal year 1998-99, adjusted for approved salary increases and
revised assessments or charges from Internal Service funds.
In addition, departments were allowed to submit requests for additional resources. These
requests were considered if the department could show how the outcome of the new program,
or increase in service level, would help to achieve Council's vision of Carlsbad, and fit within
Council's strategic goals for 1999.
The proposed budget also incorporates certain organizational and structural changes resulting
from the strategic planning initiatives undertaken the past several years. During 1997-98, the
City completed an organizational redesign process which analyzed the City's current structure
and made recommendations for a new design which will contribute to the overall effectiveness
of the organization. During 1998-99, the City continued to implement these recommendations.
The budget reflects these changes with the most significant ones occurring in the Public Works
area.
Buduet Recommendations
Through the application of these guidelines and policies, the proposed 1999-00 operating
budget of $103.7 million was developed. The budget includes funds to enhance the services
already being provided to the community as well as the addition of several new programs. The majority of the new programs and increases in services were anticipated and are the result of new facilities being built, the need to keep up with technological changes and the changes
required due to the growth of the City as prescribed by the General Plan, and growth management. There are also several enhancements proposed to ensure that the City remains at the forefront in addressing the health and safety needs of its citizen's.
In total, 33.5 new full and % time employees are proposed in the 1999-00 operating budget; an
increase of 6%. About one-third of these positions are the direct result of the opening of the
new library in southern Carlsbad. Increased hourly staff totals approximately 24 full-time
equivalents (FTE) with most of these going to operating the new library and maintaining service
at the Cole library. These additions will bring the total City workforce to 586.5 full and % time
employees and 135.5 hourly FTE. These changes and others are addressed in more detail
below.
New Citv Facilities
The largest and the most long-awaited of the City facilities which will be opening in 1999-00 is
the new Carlsbad library on Dove Street. This 64,000 square foot facility will provide a full
range of library services. The operation will be state-of-the-art with over 150 computer work stations; most of which will be available to the public. Other features include a 220 seat
auditorium, a 2,000 square foot art gallery for traveling art exhibits and productions and a
children’s garden for outside reading and programmed children’s library activities. Operating
this facility, in addition to the current Cole library, will require 11 new full-time positions and over
20 hourly full-time equivalents (FTE) with a total additional cost of $1.5 million.
In addition to the library, the City will also be consolidating several of its offices into one new
building located on Faraday Avenue. This building will improve customer service by providing a
single location in which to serve the development community. It will bring together staff from
the Public Works, Community Development and Administrative Services areas and provide
sufficient space to accommodate current and future needs. Relocation is planned for the fall of
1999. The operating budget proposes 1.75 full-time and one hourly FTE to support staff at the
new building.
Poinsettia Park, Phase 1A was competed this year which added two baseball
fields and a restroom to the existing park facilities. Staff is requesting one
hourly FTE to provide the additional recreational opportunities at the expanded
park.
Health and Safetv
The health and safety of our citizen’s has always been a top Council priority. This is reflected in
the 1999-00 budget allocations. Over 35% of the recommended General fund budget has been
allocated towards police and fire programs. There are ten new positions proposed in the
budget this year to continue Council’s focus on health and safety. Some of the positions deal
with the growing population. These include two new patrol officers, clerical support for the
traffic division, a new DARE officer, a communications operator and a fire prevention officer. In
addition, a CAL-ID evidence technician is proposed to provide faster processing of major crime
scenes resulting in an increase in the incidence and speed of suspect identification. Also, the
fire department would like to hire a battalion chief in place of a captain specialist which is
currently allocated. The battalion chief will be responsible for coordinating all training of the fire
department staff and oversee the establishment of a reserve firefighter program.
Another new program recommended for the police department is the addition of laptop
computers for all patrol officers. Putting this type of technology in the hands of our officers will
mean that they’ll spend more time on the streets, keeping Carlsbad safe, and less time behind
their desks. The cost of this program is $150,000, and will be paid using forfeited funds
received as a result of the department’s narcotics enforcement efforts.
In addition to the traditional safety staff, the budget includes two positions to deal with the
health and safety of our water. One will work on developing a Storm Water Quality
Management program for the City which will reduce the amount of pollutants going into our
local lagoons. This program is mandated by the federal government. The other will insure the
quality of our potable water system by testing to ensure that there is no cross-over between the
recycled water system and the potable water system.
The final program being added in this category is the “Guard Start” program.
This one takes relatively few staff resources (.4 FTE) and will offer the American
Red Cross “Guard Start“ program to the City’s youth between the ages of 11
and 14. The program teaches children about water safety and will provide an
opportunity for these children to advance into a professional lifeguard position in
the future.
Technoloav Technology is a tool used to enhance and improve the way we currently deliver our services. It
is an area which is rapidly changing and it is often difficult to determine whether the promises
being made can actually be delivered and whether the benefits derived are worth the cost.
Often with new technologies, it is difficult to envision how a particular tool will benefit you until
you have the tool at hand. It has been the City’s philosophy during these rapidly changing
times to keep up with the current technology and use it to its fullest extent to the benefit of our
citizens. The City does not want to be on the extreme edge of technological change. Instead,
we have positioned ourselves at the forefront, using tried and tested applications in innovative
ways.
Over the past several years, the City has invested heavily in new hardware
and software, but has not kept up on the staff resources needed to fully implement the applications. Included in the 1999-00 budget are requests
for five new positions which will allow us to use the technology we currently
own, and future applications, to their fullest extent. Three of the positions
will support our current applications, one will assist departments in installing
new systems and updates as they occur and the final position is for a new program - the City of
Carlsbad’s web site.
During 1998-99, Council approved a contract with an internet site development company to
create a web site for the City. The site will be developed in phases: going from a static one-
way information tool to a fully interactive site through which citizens and customers can conduct
business with the City on a 24-hour basis. The requested position will be the one charged with
maintaining the technical aspects of the web site.
Citv Growth The City’s population is growing at about 5% per year. It is anticipated that this growth will
continue for several more years into the future. In addition to resident population, our
employment population has also grown significantly with the addition of almost seven million
square feet of industrial and commercial property over the past three years. This growth puts
great demand on many City services. There are several positions being recommended in the
1999-00 operating budget in order to continue our level of service in response to the growth.
We are requesting the addition of two maintenance workers and three utility workers in Public
Works. These individuals will help deal with the increased maintenance caused by the rapidly expanding infrastructure and insure that all water valves and fire hydrants are in proper working
condition. Some maintenance staff will also be rotated as needed to provide additional support
to our construction inspectors. In this way, we are able to reduce our reliance on expensive consulting services at times of peak workload and provide seamless succession when
employee turnover occurs.
We would also like to expand the opportunities for internships within the City in
the next fiscal year by increasing the building intern from a half-time position to
full-time and adding two interns in the City Manager’s office. The building intern
is expected to primarily recruit from the City’s current employees. It will give the
building department additional staff when the demand for their services is high and provide a
pool of trained individuals to fill vacancies as they occur. The internships would typically be for
a six-month time period.
The two interns in the City Manager’s office are being requested to replace the vacant Assistant
to the City Manager position. These interns would typically be hired for one to two year
assignments with the expectation that during this period the intern will work with a variety of
departments, customers and projects. The internship program will fulfill the need for special projects staff throughout the City as well as providing a pool of qualified applicants for City
positions.
Other changes recommended in the operating budget include an office specialist in the Human
Resources department and 1.3 hourly FTE to keep up with the demand in several recreation
programs including enrichment classes, Kidz Camps and the Stay ‘N’ Play program.
ProDosed Budaet bv Fund TvDe
From the discussion above, it can be seen that although the total dollars in the proposed budget
are not changing significantly from the previous year, there are major changes in the programs
being proposed. Some of the fiscal impact of staff additions will be offset by decreases in the
retirement (PERS) rates paid by the City. The rates went down between 20% to 30% this year,
resulting in total savings across all funds of approximately $1.2 million. The discussion below of
proposed expenditures by fund and program will provide more information about the changes
occurring in the proposed budget.
BUDGET EXPENDITURE SUMMARY
(In Millions)
PERCENTl CHANGE
BUDGET BUDGET
1998-99 1999-00 DIFFERENCE
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
RED EVE LO PM ENT
$60.9 $61.6 $0.7 1%
7.3 6.6 -0.7 -10%
23.6 23.5 -0.1 0%
9.9 10.4 0.5 5%
1.7 1.6 -0.1 0%
TOTAL $1 03.4 $1 03.7 $0.3 0% I
General Fund
The General fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds,
as they also contribute to the array of services available within Carlsbad.
Total proposed budget for the General fund is $61.6 million which is 1 % greater than the current
budget of $60.9 million. The Council contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or 6%, of the 1999-00
budget requests. This is approximately equal to the amount budgeted last year of which $2.2 million is remaining as of April 30, 1999.
GENERAL FUND BY MAJOR SERVICE AREA
(In Millions)
BUDGET BUDGET PERCENTJ
MSA 1998-99 1999-00 DIFFERENCE CHANGE
POLICY/LEADERSHIP $2.5 $2.5 $0.0 0.0%
ADMlN ISTRATIVE SERVICES 4.7 3.8 -0.9 -1 9.1 %
PUBLIC SAFETY 22.2 21.7 -0.5 -2.3%
COMMUNITY DEVELOPMENT 5.1 5.1 0.0 0.0%
COMMUNITY SERVICES 7.3 8.9 1.6 21.9%
PUBLIC WORKS 12.6 11.5 -1 .l -8.7%
NON-DEPARTMENTAL 4.3 4.1 -0.2 -4.7%
CONTINGENCY 2.2 4.0 1.8 81.8%
I
TOTAL $60.9 $61.6 $0.7 l.l%l
There are several reasons for the minor change in the General fund proposed budget as
compared to the 1998-99 budget despite the increases in staffing and programs that were
previously discussed. A comparison by Major Service Area is discussed below.
The Policy/Leadership Group includes all elected officials and the City Manager’s office.
Although there was no change in the total appropriations requested, there was a
change in the make-up of this group. The Administrative Services Director was created
under a reorganization which took place last year. This position had been budgeted in
the City Manager’s office. For 1999-00, it has been moved along with the clerical
support and supplies budget to the Administrative Services MSA. This decrease was
joined by a decrease in the City Clerk‘s budget for reallocations of staff and offset an
increase of $82,000 in the City Attorney’s budget for a new paralegal position to assist in
the workload of the attorneys.
Administrative Services decreased mainly due to a one-time appropriation made in
1998-99 for the records management system. Council approved the funding of a City-
wide records management program which will provide quick access to documents and
maps stored in electronic form for use by staff and the citizens. The total appropriated
in 1998-99 was $1.3 million. Ongoing costs are approximately $200,000 per year for the
staff support to run the system. Increases in this MSA were mainly seen as a result of
the transfer of the Administrative Services Director from the Policy/Leadership Group.
Public Safety shows a minor decrease which resulted from an unusually high budget for
the fire department in 1998-99. In 1998-99, Council approved the pay off of certain
lease agreements for the Regional Communications System in the amount of $1.6
million. The 1999-00 budget does not have a comparable item. This decrease was
offset by increases in staffing and programs for the police and fire departments as
described earlier.
In the Community Development area, decreases in all areas from the PERS retirement
rate decrease were offset by an increase in Building due to the intern program
discussed earlier and in the Geographic Information System (GIS) for software
I3
implementation. The software implementation will allow direct access to all mapping
data from the various geographic information systems used by the City.
> The largest change in Community Services is due to the opening of
the new library on Dove Street and enhancements to recreation
programs as previously explained.
> Public Works shows a decrease of $1.1 million in their proposed budget compared to
the previous year. Approximately $600,000 of the decrease is due to budgeted special
studies paid by developers which are not recurring in 1999-00. Other decreases are
due to the reorganization of personnel in the Public Works divisions and the lower PERS
rates.
> Non-departmental expenses include payments for debt service, administrative and audit
fees and other expenses not associated with any one department. These are detailed
at the end of the Administrative Services area in the program detail section of the
budget document.
Significant changes include no funding for the community activity grants in 1999-00.
During 1998-99, Council set aside an additional $685,000 in a special fund which
brought the fund to a total of $1 million. The interest from this fund will be distributed to community groups on an annual basis. Council has designated a sub-committee to
design this program during the upcoming fiscal year.
Another significant addition to the non-departmental group for 1999-
00, is a $2 million transfer to an Infrastructure Maintenance fund. This
fund is proposed as "seed" money to begin a new program. The
program will set aside funds on an on-going basis for the repair and
replacement of the base infrastructure of the City: everything from
streets and sidewalks to public buildings. Our City is relatively new so
we have not yet experienced the significant costs of maintaining our infrastructure as it
ages. We are just beginning to see major repairs needed on some of our older roads. These costs will increase as the City grows older. The Infrastructure Maintenance fund
will give the Council the financial ability to deal with these significant maintenance
expenses as they occur.
The value of such a system is just now being recognized at the State level as seen in a
recent report from the Legislative Analyst's office. Her report suggested that as much
as 6% of the State's annual General fund revenue be set aside to fund replacement of
fixed assets. Carlsbad has an opportunity to be a leader in best management practices
by establishing a system that will recognize the cost of depreciation in the annual budget
each year. For that reason, staff is recommending a commitment of $2 million this year
to begin the program. A full report and recommendations for future years will be brought
to Council during fiscal year 1999-00.
> Capital outlay expenses totaling approximately $741,000 have been included within the
General fund budget.
Chanaes In Other Funds
Special Revenue funds, at $6.6 million, show a decrease in anticipated spending of
approximately $700,000, or 9.7%. No appropriations for the police grants (COPS and the block
grant) are shown in the 1999-00 budget as these funds will be appropriated when the grants are
received. The 1998-99 budget for these funds is $437,000. There is also a $413,000 decrease
in the Community Development Block grant program compared to the previous year. This
represents the appropriations that were carried from the previous year. The funding for this
program has remained relatively steady at approximately $700,000 to $800,000 per year.
Enterprise funds total $23.5 million, which is a decrease of less than 1 percent. Operating costs
for both the potable water and the recycled water have increased by a total of $550,000, based
on staff additions discussed earlier. These increases were offset by a $572,000 decrease in
the Golf Course fund budget. The 1998-99 budget had been increased to pay off the balance
of the assessments due under the Palomar Airport Road Assessment District. Current
appropriations will pay for the other annual assessments on the property and minor
maintenance of the land.
Internal Service funds show a budget increase of $476,000 made up of various increases in
decreases in these funds. The Risk Management fund decreased due to a change in liability
coverage provider which resulted in a $160,000 reduction in rates. The Vehicle Maintenance
budget also declined due to the sale of fuel to Waste Management in 1998-99 while their fuel
island was under repair. This will not occur in 1999-00. Increases are proposed for both the
Vehicle Replacement and Information Systems budgets. Information Systems increases
include additional staff support for the new library and various software applications, and
increased costs for the help desk, Year 2000 compliance and strategic planning. The amount
budgeted in Vehicle Replacement represents the cost of vehicles and equipment due for
replacement in 1999-00. A list of these requests can be found in the appendix to this
document.
The Redevelopment Agency budgets have decreased for 1999-00 by a total of $1 17,000 due to
less special studies and consultant services, decreases in PERS rates and a slightly lower debt
service payment.
SUMMARY
As can be seen from the previous information, the City
of Carlsbad is in a period of solid economic growth
which is anticipated to continue for at least the next
year or two. As the City expands, it is evident that the
planning and foresight by the City Council and
residents has provided a sound economic base from
which to grow. Along with the population increases
have also come increases in the resources which will
allow the City to maintain the quality of life in Carlsbad.
Strong growth can be seen in all of the City’s base
revenues: property taxes, sales taxes and transient
occupancy taxes. The increased job opportunities from the development of the industrial and
commercial areas is creating a higher demand for housing which will increase the property
taxes. The opening of the Four Seasons resort in 1997, the Carlsbad Company Stores in late 1997, Legoland in 1999, as well as some smaller hotels and motels, will provide higher TOT
revenues and sales taxes. In addition, the development revenues are providing the funding to
pay for the services provided to the building industry.
All of these events add to the diversity and strength of Carlsbad’s economic base which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad.
The requests in this year’s budget reflect the anticipated achievement of Council’s vision and
goals for the City. It allocates the available funding in a manner which proactively plans for the
future. This plan will insure top quality services are provided to all who live, work and play in
Carls bad.
- EXHIBIT 2 CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1998 REVENUES EXPENDITURES TRANSFERS JUNE 30,1999
IGENERAL FUND I
ISPECIAL REVENUE I
~~~
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATIONS
IENTERPRISE I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOWAND MOD INCOME HSNG
31,497,698
0
382,386
141,389
124,241
88,155
722,974
2,191
0
28,615
606,830
123,417
996,955
602,068
32,637
98.792
42,451
0
117,551
10,190
33,002
12,822,200
691,600
7.81 9,100
1,786,600
2,814,500
1,339,448
2,877,689
(1 80.871)
81,662
4,207,981
701,794
162.582
869,231
851,068
61,859,000
0
141,500
175,000
92,508
2,674.164
3,347,100
65,400
251,800
4,100
608,600
427,000
776,800
132,500
168,700
90,800
27,800
195,495
54,000
775,520
49,200
16,128,500
1,441,300
5,789,500
663,000
1,680,000
639,000
841,000
2,708,000
1,651,000
1,392,000
1,614,400
132,780
1,265,000
382,500
55,388,006
0
80,000
180,911
1 19,024
2,719,261
21 1,660
69,500
0
20,000
545,100
405,800
542,171
7,590
181,000
34,537
23,413
194,037
51,000
775,520
20,000
13,694,937
1,483,087
4,821,504
132,100
865,000
838,435
883.543
2,498,033
1,580,682
1,201,100
1,769,600
435,938
1,120,000
97,450
(8,000,000)
(5,920,000)
360,000
(360,000)
37,968,692
0
443.886
135,478
97,725
43,058
3,858,414
(1,909)
251,800
12,715
670,330
144,617
1,231,584
726,978
20,337
155,055
46,838
1,458
120,551
10,190
62,202
7,255,763
649,813
2,867,096
2,317,500
3,629,500
1,140,013
2,835,146
29,096
151,980
4,398,881
546,594
219,424
654,231
1,136,118
~~
TOTAL OPERATING FUNDS $72,496,126 $108,244,967 $92,989.939 ($13,920,000) $73,831,154
I - CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1999-00
PROJECTED PROJECTED
BALANCE BALANCE EST1 MATED ESTIMATED FUND
FUND JULY 1,1999 REVENUES EXPENDITURES TRANSFERS JUNE 30,2000
GENERAL FUND I
]SPECIAL REVENUE I
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
TREE MAINTENANCE
M EDlAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
IINTERNAL SERVICE I
WORKERS COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
(REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
37,968,692
0
443,886
135,478
97,725
43.058
3,858,414
(1,909)
251,800
12,715
670.330
144,617
1.231.584
726,978
20,337
155,055
46,838
1,458
120,551
10,190
62,202
7,255,763
649,813
2,867,096
2,317,500
3,629,500
1,140,013
2,835,146
29,096
151,980
4,398,881
546,594
219,424
654,231
1 ,I 36,118
64,384,000
2,000,000
40,000
5,000
0
3,063,395
1,525,000
60,400
10,000
3,000
61 1,000
429,000
778,000
32,000
153,500
90,200
24.800
195,500
52,000
704,567
21.800
15,430,000
1,400,000
4,810,000
677,000
600,000
666,000
887,400
2,457,000
1.608.000
1,292,000
2,452,030
95,000
1,270,000
353.750
61,641.289
0
190,000
0
0
2,992,035
230,265
56,895
10,000
7,000
551.879
446,044
716,685
8 I 724
150,500
199.185
25,610
192,426
119,200
709,567
0
16,294,486
1,678,380
4,934,471
189,743
370,000
908,744
1,200,179
2,537,409
1,456,221
1.727,544
2,525,089
422,093
1,082,000
119.895
(7,000,000) 33,711,403
2.000.000
293,886
140,478
97,725
114,418
5,153,149
1,596
251,800
8,715
729,451
127,573
1,292,899
750,254
23,337
46,070
46,028
4,532
53,351
5,190
84.002
6,391,277
371,433
2,742,625
2.804,757
3,859,500
897,269
2,522.367
(51,313)
303,759
3,963,337
473.535
380.000 272,331
(380,000) 462,231
1,369,973
TOTAL OPERATING FUNDS $73,831,154 $108,181,342 $103,693,558 ($7,000,000) * $37,607,535
* Amount represents transfer to Capital Improvement Program
17
EXHIBIT 3
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
1998-99
ESTIMATED
EXPENDITURES
1996-97
ACTUALS
1997-98
ACTUALS
1998-99
BUDGET
1999-00
BUDGET DEPARTMENT
[GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 198,867 187,979
829,595
295.918
604,001
100,884
213,740
944,200
413,300
618,026
106,298
213,740
1,020,027
482,872
631,592
138,832
11.4%
-3.0%
-15.2%
13.0%
-2.9%
238,130
989.282
409,520
713,780
134,740
2,485,452
CITY MANAGER 903,568
CITY CLERK 336,417
CITY ATTORNEY 568,277
CITY TREASURER 112,087
2,018,377 2,295,564 2,487,063 -0.1% TOTAL POLICY/LEADERSHIP GROUP 2,119,216
ADMINISTRATIVE SERVICES
ADMINISTRATION 0
FINANCE 1,084,277
PURCHASING 391,747
HUMAN RESOURCES 991,134
RECORDSMANAGEMENT 0
0
1,066,915
414,685
1,169,301
0
0
1,325,000
466.1 88
1,519,688
1,319,500
0
1,343,214
524,360
1,529,139
1,319,500
296,588
1,315,180
505,796
1,494,005
148,500
0.0%
-2.1%
-3.5%
-2.3%
-88.7%
2.650.901 4,630,376 4.716.213 -20.3% TOTAL GENERAL GOVERNMENT 2,487,158 3,760,069
13,002,664
8,717,634
21,720,298
517,590
309,455
132,680
2,397,750
1,723,387
5,080,862
4,900,390
543.250
8,270
554,340
2,529,270
386.306
PUBLIC SAFETY
11,493,760
9.890.850
12,093,782
10.1 17.431
POLICE 9,802,181
FIRE 7,234,412
TOTAL PUBLIC SAFETY 17,036,593
10,430,622
7,597,002
18,027,624
7.5%
-13.8%
-2.2%
5.8%
17.6%
-7.2%
-3.2%
5.4%
0.1%
39.8%
43.6%
13.0%
11.2%
0.8%
8.7%
21,384,830 22,211,213
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 570,161
GEOGRAPHIC INFORMATION 161,827
ECONOMIC DEVELOPMENT 101.747
PLANNING 2,002,143
BUILDING 1,076,912
TOTAL COMMUNITY DEVELOPMENT 3,912,590
510,016
142,738
99,820
2,215,355
1,267,581
4,235,510
555,215
263.1 37
142,997
2,476,498
1,635,473
5,073,320
555.215
186,361
129,951
2,245,909
1,583,622
4,701,058
COMMUNITY SERVICES
LIBRARY 2,534,746
CULTURAL ARTS PROGRAM 281,223
SISTER CITY PROGRAM 6,619
PARK PIANNlNG/RECREATlON MGT 680,773
RECREATION 1,998,668
SENIOR PROGRAMS 257,109
2,769,286
277,983
8,181
545,717
2,076,612
268.196
3,504,750
378.331
7,320
498,711
2,507,988
355.515
3,428,825
363,730
7,320
393,400
2,331,445
342.263
5.943.975 6,866.983 7.252.615 23.0% TOTAL COMMUNITY SERVICES 5,759,138 8,921,826
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
1998-99
1996-97 1997-98 . ESTIMATED 1998-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 0 86,279 673,839 702,654
ENGINEERING 3,682,939 4,174,293 4,117,657 4,798,929
PARK MAINTENANCE 1,859,280 1,854,761 2,325,000 2,438,638
STREET MAINTENANCE 1,429,136 1,660,395 2,227,000 2,378,863
FACILITIES MAINTENANCE 1,178,285 1,303,571 1,473,500 1,706,213
Major Facility Maintenance (Transfer) 21 2,600 200,000 200.000 200.000
TRAFFIC SIGNAL MAINT 299,487 474,797 373,589 402,006
TOTAL PUBLIC WORKS 8,661,727 9,754,096 11,390,585 12,625,303
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 207,593 256,487 362,180 489,180
BEACH PARKING 35,600 38,100 36,000 36,000
COMMUNITY CONTRIBUTIONS 0 225,000 770,000 770.000
HIRING CENTER 75,046 75,774 79,630 80,070
HOSP GROVE PAYMENT 797,500 828,521 800,000 800,000
AUDIT 33,550 22,823 80,000 94,800
PROPERTY TAX ADMIN FEE 170,222 177,909 198,000 190,000
DUES & SUBSCRIPTIONS 38,916 13,572 30,000 46,500
MlSC I TRANSFERS OUT 1,685,574 331,952 58,000 78,000
ASSESSMENT SERVICES 18,779 22,893 25,000 59,261
INFRASTRUCTURE MAlNT TRANS 0 0 0 0
GOLF COURSE TRANSFER 470,000 490,000 1,680,000 1,680,000
HARMONY GROVE FIRE COST 318,533 20.246 0 0
TOTAL NON-DEPARTMENTAL 3,851,313 2,503,277 4,118,810 4,323.811
SUBTOTAL GENERAL FUND 43,807,735 45,133,760 55,388,006 58,689,538
CONTINGENCIES 0 0 0 2,201,660
TOTAL GENERAL FUND 43,807,735 45,133,760 55,388,006 60,891,198
1999-00
BUDGET
544,084
4,142,078
2,351,831
2,287,791
1,636,155
200,000
385,845
11,547,782
243,000
36,000
0
80,000
800,000
50,000
210,000
50,000
0
56,000
2,000,000
600,000
0
4,125,000
57.641.289
4,000,000
61,641,289
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
-22.6%
-13.7%
-3.5%
-3.8%
-4.1%
0.0%
-4.0%
-8.5%
-50.3%
0.0%
-100.0%
-0.1%
0.0%
-47.3%
10.5%
7.5%
-1 00.0%
-5.5%
-64.3%
-4.8%
-1.8%
81.7%
1.2%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
24.2%
-100.0%
-100.0%
3.3%
-10.5%
-19.1%
0.0%
-86.1%
-5.7%
3.0%
-1.0%
14.9%
-17.3%
315.8%
-1.1%
-1.6%
14.6%
-36.8%
-100.0%
1998-99
1996-97 1997-98 ESTIMATED 199899
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS I
1999-00
BUDGET
190,000
c
c
2,992,035
230,265
56,895
io,ooa
7,000
551,879
446,044
716,685
8,724
150,500
199,185
25,610
192,426
1 19,200
709,567
a
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSlBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTlTLEMENTlREHAB
ARTS GENlGALLERY DONATIONS
458.1 54
38,865
21,282
2.838,313
31,532
102,582
0
41,511
526,886
394.118
646,820
203,783
267,057
38,541
18,345
175,854
29,673
573,556
782
519,301
157,455
46,534
2,696,750
143,602
114,172
0
36,471
508,758
356,718
674,175
7.048
189,631
37,583
18,828
209,436
47,486
752,587
870
80,000
180,911
119,024
2,719,261
21 1,660
69,500
0
20,000
545,100
405,800
542,171
7,590
181,000
34,537
23,413
194,037
51,000
775,520
20,000
153.01 7
317,897
119,024
2,897,316
257,362
70,297
0
50,491
585,206
432,928
723,953
7,590
181,978
47.900
25,899
195,495
104,000
1,122,415
25,772
7.318.540 6,606,015 -9.7% TOTAL SPECIAL REVENUE FUNDS 6,407,654
IENTERPRISE FUNDS I
6,517,405 6.1 80,524
WATER OPERATIONS 13,100,861
RECYCLED WATER OPERATIONS 1,055,743
SANITATION OPERATIONS 3,899,664
SOLID WASTE MANAGEMENT 133,869
GOLF COURSE 252,505
13,729,352 13,694,937
1,174,301 1,483,087
3,609,819 4,821,504
110,482 132,100
215,636 865,000
15,694,306
1,527,605
5,015,429
190,897
942,310
16,294,486
1,678.380
4,934,471
189,743
370,000
2.5%
9.9%
-1.6%
-0.6%
-60.7%
23.570.547 -0.4% TOTAL ENTERPRISE FUNDS 18,442,642 23,467,080
908,744
1,200,179
2,537,409
1,456,221
1,727,544
2.525.089
18,639,590 20,996,628
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 783,954
RISK MANAGEMENT 674,475
HEALTH INSURANCE 2,169,937
VEHICLE MAINTENANCE 1,364,655
VEHICLE REPLACEMENT 2.1 05,350
INFORMATION SYSTEMS 1,280,350
571.457 838,435
668,422 883,543
2,285,740 2,498.033
1.359.628 1,580,682
1,758,563 1,201,100
1,431,287 1,769,600
905.628
1,335.751
2,546,402
1,582,346
1,462,509
2,046,308
0.3%
-10.1%
-0.4%
-8.0%
18.1%
23.4%
9,878.944 10,355,186 4.8% TOTAL INTERNAL SERVICE FUNDS 8,578,721 8,075.097 8.771.393
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
1998-99
1996-97 1997-98 ESTIMATED 1998-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
REDEVELOPMENT I
OPERATIONS
DEBT SERVICE
539,517 381,846
1,631,500 1,679,491
435,938
,120,000
483,946
,120,000
LOW AND MOD INCOME HSNG 75,548 65,185 97,450 137,542
TOTAL REDEVELOPMENT 2,246,565 2,126,522 1,653,388 1,741,488
199940
BUDGET
422,093
1,082,000
11 9,895
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
-12.8%
-3.4%
-12.8%
1,623.988 I -6.7%
ITOTAL OPERATING FUNDS 79.483.317 80.692.374 92.989.939 103.400.717 103.693.558 0.3%
-
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-90 1998-99
GENERAL FUND I
TAXES
ESTIMATED
REVENUE
1999-00
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TOTAL TAXES
$12,410,095
14.817,057
6,046.092
1,713,526
835,530
$14,181,000
16,500,000
6,900,000
1,873,000
720,000
$1 5,808,000
17,756,000
7,463,000
2,034,000
648,000
11.5% 1,627,000
7.6% 1,256,000
8.2% 563,000
8.6% 161,000
-10.0% (72,000)
35,822.300 40,174,000 43,709,000 8.8% 3.535.000
LICENSES AND PERMITS
BUILDING PERMITS
BUSINESS LICENSES
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
-10.0% (220,000)
7.6% 129,000
-10.0% (123,000)
-4.2% (214,000)
2,094,523
1,603,744
1,184,990
4.803.257
2,200.000
1,700,000
1,230,000
5.130.000
1,980,000
1,829,000
1,107,000
4.916,OOO
STATE SUBVENTIONS
VEHICLE LICENSE FEES
OTHER
TOTAL STATE SUBVENTIONS
2,970,189
234,323
3,124,000
476,000
3,458,000
509,000
10.7%
6.9%
334.000
33.000
3,204,512 10.2% 3,600,000 3,967,000 367,000
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
1.148.396
1,393,860
2,327.574
747,425
985,942
221.087
595.863
900,000
1,650,000
1,756,000
800,000
1,046,000
350,000
603.000
886,000
1,485,000
1,250,000
859.000
1,067,000
357,000
615.000
-1.6% (14,000)
-10.0% (165,000)
-28.8% (506,000)
7.4% 59,000
2.0% 21,000
2.0% 7,000
2.0% 12.000
7,105,000 6,519,000 7,420,147
331,318
-8.3% (586.000)
FINES AND FORFEITURES 800,000 816,000 2.0% 16,000
INTEREST 1.589.461 1,900,000 1,807,000 4.9% (93,000)
~~~
1,919,341 1,650,000 1,650,000 0.0% 0 INTERDEPARTMENTAL CHARGES
824.466 1,500,000 1,000,000 -33.3% (500.000) OTHER REVENUE SOURCES
TOTAL GENERAL FUND 55,994,802 61,859,000 64,384.000 4.1% 2,525,000
I 3,063,395
0 250,000
0 251,800
0
10,000
-
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED ESTIMATED
REVENUE
1999-00
DIFFERENCE AS Oh
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
REVENUE REVENUE
REVENUE SOURCE 1997-98 1996-99
SPECIAL REVENUE FUNDS
INFRASTRUCTURE MAINT FUND
TRANSFER FROM GENERAL FUND 0 0 0.0% 2,000,000
0 2,000,000
2.000.000
30,000
10,000
0 0
POLICE ASSET FORFEITURE
ASSET FORFEITURES 78.527
37.389
0
124,000
17,000
500
-75.8% (94,000)
-41.2% (7,000)
-100.0% (500)
-71.7% (101,500)
INTEREST
OTHER
TOTAL
~~
115.916 141.500
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
161,229
10.888
-100.0% (1 66,000)
-44.4% (4.000)
-97.1% (1 70,000)
166,000
9.000
175.000
5,000
5.000 172.117
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
TOTAL
85,027
3.964
88.708
3.800
-100.0%
-100.0%
(88,708)
(3.8001 .. I
88,991 92.508 -100.0% (92,508)
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
16,605
2,567,339
63.486
12,000
2,612,164
50.000
-16.7%
10.2%
250.0%
(2.000)
266,231
125.000
10,000
2,878.395
175.000
2,674,164 2,647,430 14.6% 389,231
375,000
1,150,000
0
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
315,667
1,240,949
605,414
375,000
1,110,000
1,862,100
0.0% 0
3.6% 40,000
(1,862.100) -100.0% I
3,347,100 -54.4% 2,162,030 (1,822,100)
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
400 0.0%
-7.7%
0
6,000)
2,121
73,494
75 615
65.000
65,400 -7.7% (5.000)
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
1,800 0 455.6% 8.200
-100.0% (250,000)
-96.0% (241,800)
10,000
32,000 I
-
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1996-99
ESTIMATED
REVENUE
1999-00
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00 REVENUE SOURCE
LIBRARY GIFTS/BEQUESTS
GIFTSIBEQUESTS
INTEREST
TOTAL
34,900 -33.3% (1.000) 3,000
1,100
4,100
2,000
3,000
2,424
37,324
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
31,975
0
498.883
66,200
597,058
35,000
2,000
501,600
70,000
608,600
37.000
2,000
502,000
70,000
61 1,000
5.7% 2,000
0.0% 0
0.1% 400
0.0% 0
0.4% 2,400
MEDIAN MA1 NTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
4,616
382,554
1,500
388.670
5.000
417,000
5,000
427,000
6,000
418,000
5,000
429.000
20.0% 1,000
0.2% 1,000
0.0% 0
0.5% 2,000
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
55,070
53,500
634,395
16.999
52,000
53,500
668,800
2.500
1.9% 1,000
0.0% 0
0.0% 200
0.0% 0
0.2% 1,200
53,000
53,500
669,000
2,500
778.000 759.964 776.800
32,000
0
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENAVISTA FEES
TOTAL
31,510
100.371
32.500
100.000
-1.5% (500)
-100.0% I1 00.000~ ,.,
131,881 132,500 -75.9% (I 00,500)
2,500
151 .OOO
STATE GRANTS [CLSA)
INTEREST
GRANTS
TOTAL
3,717
128.849
2,700
166.000
-7.4% (200)
-9.0% I1 5.000) .. I
132.566 168.700 153,500
4.200 1 86,000
-9.0% (15,200)
STATE GRANTS IPLF)
INTEREST
GRANTS
TOTAL
5,329
40.838
4,200
86,600
0.0%
-0.7%
0
(600)
46,167 90,800 -0.7% (600) 90,200
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
2.681 1,800
26,000 I 1,800
23.000
0.0%
-11.5%
0
(3.000) 20,223
22,904 I ..
27.800 24,800 -10.8% (3.000)
arc
1
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1998-99
SENIOR NUTRITION
GRANTS 113,322
DONATIONS
TOTAL
SENIOR DONATIONS
INTEREST
DONATIONS
TOTAL
CDBG ENTlTLEMENnREHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
ARTS GENERAUGALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
96.113
209.435
6.597
53.077
59.674
101,137
94.358
195.495
4,000
50.000
54.000
45
0
755,633
755.678
0
52,900
722,620
775.520
1,768
4.178
1,700
47.500
5,946 49,200
ESTIMATED
REVENUE
1999-00
101,200
94,300
195.500
4,000
48,000
52.000
0
0
704,567
704.567
1,800
20.000
21,800
TOTAL SPECIAL REVENUE FUNDS 8,409.366 10,057,987 .., 9.799.162
DIFFERENCE AS %
1998-99 TO OF FY 98-99
PROJECTED 199800
0.1% 63
-0.1 % (58)
0.0% 5
0.0% 0
-4.0% (2,000)
-3.7% (2.000)
O.OY0 0
-100.0% (52,900)
-2.5Yo 118.053) .. ,
~~
-9.2% (70.953)
5.9%
-57.9%
100
(27.500)
-55.7% (27,400)
-2.6% 1258.825)
-
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1998-99
IENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES 10,410,505
READY TO SERVE CHARGES 2.988.929
NEW ACCOUNT CHARGES 108,063
BACK-FLOW PROGRAM FEES 78,415
PENALTY FEES 178,404
INTEREST 844,930
ENGINEERING 8 PLAN CHECK FEES 167,671
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
168.216
192,663
120,539
15.258.335
11,289,500
3,093,000
100,000
75,000
176,000
825,000
160,000
170.000
200,000
40,000
16.128.500
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
NON-JURISDICTIONAL FEES
OTHER
TOTAL
839,031
56,519
378.627
58,406
5.670
860,500
80,800
440,000
60,000
0
1.338.253 1,441,300
5,299,220
20,000
74,140
436,597
7.685
5,200,000
40,000
67,500
440,000
42.000
5,837,642 5,789,500
84.113
175,199
403,169
66
87.000
196,000
380,000
0
662,547 663.000
GOLF COURSE
TRANSFER FROM GENERAL FUND
OTHER
TOTAL
490,000
162,409
652.409
1,680,000
0
1.680.000
TOTAL ENTERPRISE FUNDS 23,749.186 25,702,300
ESTIMATED
REVENUE
1999-00
10,943,000
3.21 6,000
100,000
75,000
176,000
350,000
160,000
170.000
200,000
40.000
15,430,000
807,000
93,000
440,000
60,000
0
1,400,000
4,600,000
40,000
70,000
100,000
0
4,810,000
90,000
199,000
388,000
0
677,000
600,000
0
600.000
22,917,000
AS % DIFFERENCE
1998-99 TO OF FY 98-99
PROJECTED 1999-00
-3.1%
4.0%
0.0%
0.0%
0.0%
-57.6%
0.0%
0.0%
0.0%
0.0%
(346,500)
123,000
0
0
0
(475,000)
0
0
0
0
~~~
-4.3% (698,500)
-6.2% (53,500)
15.1% 12,200
0.0% 0
0.0% 0
0.0% 0
-2.9'h (41,300)
-11.5%
0.0%
3.7%
-77.3%
-100.0%
(600,000)
0
2,500
(340,000)
(42.000) .. ,
-16.9% (979,500)
3.5%
1.5%
2.1%
0.0%
3,000
3,000
8,000
0
2.1% 14,000
-64.3yo (1,080,000)
0.0% 0
-64.3% (1,080,000)
-10.8% (2.785.300)
2,054,000
398,000
1
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1998-99
ESTIMATED
REVENUE
1999-00 REVENUE SOURCE
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
114.164
668.869
50.278
85,000
504,000
50.000
-5.9%
6.4%
0.0%
(5.000)
32,000
0
833.31 1 639.000 4.20/0 27,000
LlABlLllY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
171,947
930.185
0
150,000
691,000
0
0.0%
6.7%
0.0%
0
46,400
0
737,400 I a
1.102.1 32 841 .OOO 5.5% 46,400
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
23,531
1,617,392
331,206
10,000
2,094,000
604,000
-50.0%
-1.9%
-34.1 O%
(5,000)
(40,000)
(206.000)
2,708,000 -9.3% (251,000) 1,972,129
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1,523,000 5.1 % 77,000
0.0% 0
-100.0% (120.000)
-2.6% (43,000)
1,443,987
2,742
43,556
1,490,285
1,600,000
8,000
0
1,608,000
1,142,000
150,000
0
1,292,000
8,000
120,000
1,651,000
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1,052,298
248,378
35.062
1.335738
1,091,000
185.000
116,000
1,392,000
4.7% 51.000
-18.9% (35,000)
-100.0% (116,000)
-7.2% (1 00,000)
INFORMATION SYSTEMS
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
51.214
1,298.200
0
50,000
1,564,400
0
50.000
2,402,030
0
0.0% 0
53.5% 837.630
0.0% 0 I
1.349.414 1,614.400 51.9% 837,630 2,452,030
8,083.009 8.845.400 I 9,362,430 TOTAL INTERNAL SERVICE FUNDS 5.9% 517 030
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1998-99
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
47,485 47,500
71,380 71.380
3,612 3,000
2,395 10,900
124,872 132.780
1,208,387 1,215,000
64,563 50,000
1,272,950 1,265,000
302,097 302,500
322,069 80,000
5.550 0
629,716 382,500
TOTAL REDEVELOPMENT FUNDS 2,027.538 1,780,280
ESTIMATED
REVENUE
1999-00
47.500
42,600
2.500
2,400
95.000
1,230,000
40,000
1,270,000
303,750
50,000
0
353.750
1,718,750
DIFFERENCE AS %
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
0.0% 0
-40.3% (28,780)
-16.7% (500)
-78.0% (8,500)
-28.5% (37,780)
1.2% 15,000
-20.0% (10,000)
0.4% 5,000
0.4% 1,250
-37.5% (30,000)
0.0% 0
-7.5% (28.750)
-3.5% (61,530)
ITOTAL OPERATING .wa.263.901 $ioa.2~.967 sioa.iai.342 -0.1% ($63.625)
EXHIBIT 5 - CITY OF CARLSBAD
PERSOI~~~EL ALLOCATIONS FOR 1998-99 AND 1~~9-00
OVER
99/00 (UNDER)
FINAL I 998-99
BUDGET ALLOCATED
98/99
FINAL
BUDGET MAJOR SERVICE AREA
POLICY AND LEADERSHIP GROUP I
CITY COUNCIL
CITY MANAGER
CITY TREASURER
CITY CLERK
CITY AlTORNEY
1
a
0.75
4
5
1
6.75
0.75
4
6
0
(1.25)
0
0
1
rADMlNlSTRATlVE SERVICES I I I ADMINISTRATION
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES 8 WORKERS COMP
0
9
14
2
5
8
2
17
20
2
5
9
)PUBLIC SAFETY I
134
79.75
6
0.75
POLICE 128
FIRE 79
COMMUNITY DEVELOPMENT I COMM DEVELOPMENT ADMINISTRATION 4.75 4.75
13
1
2
24
10
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
13
1
2
24
10
ICOMMUNITY SERVICES 1
LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
32.5
3
3
15.5
3
40.75
4
3
16
3
8.3
1
0
0.5
0
PUBLIC WORKS 1 ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
7.25 4 (3)
37 51 14
47.25 51.75 5
ai 25 71 (1 0)
GRAND TOTAL LABOR FORCE 548.25 586.5 38.25
A CITY OF CARLSBAD I
PERSOI\.~EL ALLOCATIONS FOR 1998-99 AND 1~~9-00
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
98/99 99/00 Difference
Full Time Personnel 543 582 39
3/4 Time Personnel in Full Time Equivalents 5.25 4.5 (1)
Hourly Full Time Equivalent Personnel 111.41 135.55 24
TOTAL LABOR FORCE 659.66 722.05 62.39
ILIMITED TERM EMPLOYEES 1
INTERNS 98/99 99/00 Difference
Management Interns 0 2 2
Building Inspector Intern 0.5 1 0.5
GIS 0.5 0.5 0
Planning - front counter 1.5 1.5 0
TOTAL LIMITED TERM EMPLOYEES 2.5 5 2.5
EXHIBIT 6 4 CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 1999
Current Proposed Change
CLINICS (see attached list of classifications) A B C D
Field plus Bases N/C $3 $5 $5
Lights N/C $7 $13 $13
Field Preparation N/C $1 5 $15 $15
Snack Bar N/C N/C $5 $8
GENERAL CITY FEES
Master list of Active Business Licenses
Monthly Business License List
Return Check Fee
Police - DUI Collision I Arrest Per Hour
Police - Special Events Hourly Cost
Police - Second Call Per Police Officer Per Hour
Police - Second Call Per Police Sergeant Per Hour
Non Resident Fee - Instructional Classes and Daytrippers
Aquatics Staff Costs (Life Guard / Supervision - Per Hr.)
Facility after hours staffing fee (Per Hr.)
E F
$7 $7
$15 $20
$15 $15
$10 $12
$25
$5
$1 5
Actual Cost
$30
Actual Cost
Actual Cost
$4
$1 1
$9
$50
$5
$25
$64
$32
$64
$84
$5
$1 5
$1 3
$25
$0
$1 0
N/A
$2
N/A
N/A
$1
$4
$4
Key Security Deposit
Cancellation Fee (Per Hr.)
$250 $500 $250
$0 $3 $3
FOR INFORMATIONAL PURPOSES ONLY
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
Current Revised Change
Affordable housing credit $32,000 $36,000 $4,000
License Tax on New Construction-mobile homes $1,400 $1,439 $39
Page 1
31
- CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 1999
I
Fee per gross acre Current
Low High
Area / Basin Name Runoff Runoff
A Buena Vista Lagoon $1,618 $2,648
B Agua Hedionda Lagoon 3,478 5,692
C Encinas Creek 2,601 4,256
D Batiquitos Lagoon 35 58
ITraffic lmnact I
Revised
Low High
Runoff Runoff
$1,691 $2,768
3,635 5,949
2,718 4,448
37 61
r--- -_I_--- ----
Current Revised Change
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD) $87 $89 $2
Traffic Impact Fee - Comrnrc'l/lndust Cost Per Trip (Out of CFD) 35 36 1
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD) 55 58 3
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Inside CFD) 22 23 1
kewer Connection Fees
Current Revised Change
General Capacity Fee All Areas $1,854 $1,897 $43
Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
Current Revised Change
Area A $340 $349 $9
Area B
Area C
Area D
Area E
Area F
Area G
Area H
Area I
Area J
598
495
956
977
1,070
93
626
347
1,195
61 5
509
983
1,005
1,100
95
643
357
1,229
17
14
27
28
30
2
17
10
34
Area K 2,411 2,480 69
Area L 945 971 26
Area M 46 48 2
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $260 $273 $1 3
Zone 20 540 566 26
Zone 21 280 293 13
Page 2
337
.\. ’“ -
CLASSIFICATION OF APP LICANTS AND FE ES
Each application will be reviewed by the Recreation Supervisor and classified into a group depending on the type of organization and the intended use. The Parks and Recreation Division’s activities have first priority for the use of the facilities. The classifications are listed in order or priority with classification “A” fmt, classification “By’ second, etc.
, me City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the demand exceeds the supply. For that reason, a priority system for use had to be established.
A.
B .
Parks and Recreation activities; Co-sponsored activities; other City departments
Carlsbad resident not-for-profit, civic, social organizations (non-paid management); any organization sponsoring a public forum or candidates night; public education hples: Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball Association, Carlsbad Youth Baseball, Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School District
EuzmpZes: Friends of the Library, Carlsbad Book Fair
\
C. Carlsbad resident not-for-profit, civic, social organizations (paid staff or personnel); private educational institutions hpZes: Boy’s and Girl’s Club, Property Management Associations, Carlsbad Girl’s Club
D. Non-resident not-for-profit, educational, civic and social organizations; resident private parties; resident religious; resident political candidate use for fund raisers; and locally organized groups whose normal place of meeting is located in the City of Carlsbad.
EampZes: North County A.A., Y.M.C.A., resident religious and political groups, Mira Costa
E. Resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad Inn, non-resident parties, weddings or receptions
F. Non-resident commercial, business, political, profit making and religious organizations hmpZes: Trade shows, company training, meetings, seminars
IN ORDER To QUALIFY AS CLASSFICA’IION “B“ NON-PROFIT USER, THE ORGANIZATION MUSTMEETALLOFTHEFOLLOWING-
1. The organization must be registered as a not-for-profit corporation with the State of California, or, if not registered with the State, must be a Carlsbad Chapter and have a constitution or by-laws which clearly state that the objectives of the organization are of a non-profit, noncommercial nature.
2. The organization must be comprised of volunteers, and 70% of which its membership and participants must be Carlsbad residents. Verification of residency may be required. Official rosters, approved by the league office, must be submitted with applications.
The organization must submit the following: 3.
a. If incorporated, submit State incorporation papers and by-laws; if not incorporated, submit constitution and by-laws.
b. Financial verification of organization’s exemption from income tax. (Department of the Treasury form 990 may be used.) An updated copy will be required by October 1st of each year.
C. A signed statement verifymg item ‘2” above. 33