HomeMy WebLinkAbout1999-06-15; City Council; Resolution 99-2181
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RESOLUTION NO. 99-218
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 1999-00 FOR THE
FUNDS ~
WHEREAS, the City Council of the City of Carlsbad, California has
reviewed the proposed final Operating Budget and Capital Improvement Program
for fiscal year 1999-00 and has held such public hearings as are necessary prior to
adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan
Consistency for all projects receiving an allocation of funds for fiscal year 1999-00
on May 5, 1999 pursuant to Planning Commission Resolution No. 4555,
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That certain documents now on file in the office of the City Clerk of
the City of Carlsbad entitled, "City of Carlsbad, 1999-00 Operating Budget and
1999-00 to Buildout Capital Improvement Program - Preliminary" as amended in
accordance with Exhibits A through D attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement
Budgets for the City of Carlsbad for the fiscal year 1999-00.
2. That the amounts reflected as estimated revenues for fiscal year
1999-00 as shown in Exhibits A and B are hereby adopted as the budgeted
revenues for 1999-00.
3. That the estimated revenues for fiscal year 1998-99 are hereby
revised as shown in Exhibits A and B.
1 4. That the amounts designated as the 1999-00 Budget request in
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Exhibits A and B are hereby appropriated to the department or fund for which they
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are designated, and such appropriation shall not be increased except as provided
herein.
5. That total appropriations for each fund may only be increased or
decreased by the City Council by passage of a resolution amending the budget
except as provided herein.
6. That the following controls are hereby placed on the use and
transfers of budget funds:
A. No expenditure of funds shall be authorized unless sufficient
funds have been appropriated by the 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 $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget
transfers.
iv. The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager may authorize increases in
an appropriation for a specific purpose where the appropriation is offset 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 emergency out of state travel
for public safety or emergency services purposes.
C. The City Council must authorize any increase in the number of
authorized permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part
time staff as necessary, within the limits imposed by the controls listed above.
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7. That the legal level of budgetary control is the fund level. Budgets
may not legally be exceeded at the fund level without appropriate authorization by
the City Council.
8. That all appropriations for Capital Improvements Projects remaining
unexpended at June 30, 1999, are hereby appropriated for such capital projects for
the 1999-00 fiscal year.
9. That all appropriations for grants remaining unexpended at June 30,
1999, are hereby appropriated for the 1999-00 fiscal year.
IO. That 1998-99 appropriations in the approximate amount of
$3,573,027 are hereby continued into 1999-00 for the purposes shown in Exhibit D.
All appropriations for outstanding encumbrances as of June 30, 1999, are hereby
continued into 1999-00 for such contracts or obligations.
11. That the reimbursement for business mileage will be set at the rate
established from time to time by the IRS (as of June 1999, the business mileage
reimbursement is $0.31 per mile.)
12. That the amount of funds available for the loans under the Employee
Computer Purchase Program be increased by $200,000 to a total amount available
of $350,000.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Council on the 15th day of June , 1999, by the following vote, to wit:
AYES: Council Members Lewis, Nygaard, Finnila and all P
NOES: None
ABSENT: Council Member Ku
w.,
(SEAL)
0 e tXHltllI A
1999-00 PROPOSED OPERATING BUDGET
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OVERVIEW
Carlsbad is a full-service City providing the following services to its citizen’s and customers:
Police department Development services
0 Fire department including paramedic services Street construction and maintenance
0 Water delivery system Library and arts programs
0 Sewer system 0 Recreation programming for all ages
0 Solid waste services 0 Park lands
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- 1999 strategic Goals
year vision statements. These v City of Carlsbad
statements are shown on the first I - r--snw- +L,
page of this budget document.
Through the vision statements,
- EIISUI~: LIE effective and efficient delivery of top-
quality services to our Community.
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.
0 Create diverse, broad-based economic strategies to
ensure the financial health of the Community and the
City.
Integrate a comprehensive, efficient transportation
system with “quality-of-life” centered land use
decisions.
Enhance educational oppottunities and school
facilities for all segments of the Community.
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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 $103.7 million with revenues
for the year estimated at $108.2 million. General fund revenues are estimated at $64.4 million
and budgeted expenditures are $61.6 million. The $2.8 million of revenues in excess of
expend,itures are expected to be combined with $4.2 million from the General fund balance and
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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 thai
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.
REVENUE
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 ESTIMATED PI
FUND 1998-99 1999-00 DIFFERENCE (
GENERAL FUND $61.9 $64.4 $2.5
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
I TOTAL $1 08.3 $108.2 40.1
Revenue estimates for the operating budget indicate that the City will receive a total of $108.2
million, a $100,000 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
funds will be discussed in more detail below.
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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)
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PROJECTED ESTIMATED PE
1998-99 1999-00 DIFFERENCE C I
PROPERTY TAX
SALES TAX
TRANSIENT OCCUPANCY TAX
DEVELOPMENT RELATED REVENUES
ALL OTHER REVENUES
$14.2 $15.8 $1.6
16.5 17.8 1.3
6.9 7.5 0.6
7.7 6.7 -1 .o
16.6 16.6 0 .o
1 ITOTAL GENERAL FUND REVENUE $61.9 $64.4 $2.5 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 operation of
Legoland, the projected opening of a number of new restaurants and the Phase I1 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 16\
approximately $500,000 that is restricted to ,o K!\ / "- spending on public safety services under 8:
Proposition 172. Proposition 172 requires that the 6 -
1/2 cent increase in California sales taxes be 4 - - - ProDertv Ta
deposited to State and local public safety trust 2 -
funds and allocated to local agencies to fund public 0 I I
safety services. 1994 1995 1996 1997 1998 1999 2000
This year it is expected that property taxes will grow to $1 5.8 million, a $1.6 million, or I1 % 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 $7.5 million for 1999-00, an increase of 9% over 1998-99 estimates.
Most of the increase can be attributable to the opening of two new hotels. The Grand Pacific
Palisades Hotel, located near Legoland, opened in March 1999. It has 90 hotel rooms and 181
D "Sales Tax
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issued 1,842 building permits,
which already surpasses last
N*$ mmX%X6%~8Z28~ mmomo~moooooo rrrrr rrhl(Vhlh(e4
year’s total of I ,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.
[I/ Although the State reduced the VLF last year by 25%, the revenue lost was
CPPLI~~IA replaced with the State’s General fund money. However, the bill has been ABC 123 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 $1 0,000 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.
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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. 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 staff's 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.
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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 $103.7 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.
Budqetarv 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.
Budqet 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 citizens.
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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 3/4 time
employees and 135.5 hourly FTE. These changes and others are addressed in more detail
below.
New City 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 stauons;
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 citizens 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 toward 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 positions 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 will 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
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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 program 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.
Technoloay
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 informational 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.
City 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.
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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 recornmended in the operating budget include an office specialist in the Human
Resources department and a 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.
Proposed Budqet bv Fund Tvpe
From the discussion above, it can be seen that although the total dollars in the prcposed 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)
BUDGET BUDGET PERCE
FUND 1998-99 1999-00 DIFFERENCE CHAN
GENERAL FUND $60.9 $61.6 $0.7
SPECIAL REVENUE 7.3 6.6 -0.7 -1
ENTERPRISE 23.6 23.5 -0.1
INTERNAL SERVICE 9.9 10.4 0.5
REDEVELOPMENT 1.7 1.6 -0.1
TOTAL $1 03.4 $103.7 $0.3
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 remains as of April 30, 1999.
0 e
I GENERAL FUND BY MAJOR SERVICE AREA
(In Millions)
BUDGET BUDGET F
MSA 1998-99 1999-00 DIFFERENCE (
POLICY/LEADERSHIP $2.5 $2.5 $0.0
ADMINISTRATIVE SERVICES 4.7 3.8 -0.9
PUBLIC SAFETY 22.2 21.7 -0.5
COMMUNITY DEVELOPMENT 5.1 5.1 0.0
COMMUNITY SERVICES 7.3 8.9 1.6
PUBLIC WORKS 12.6 11.5 -1 .I
NON-DEPARTMENTAL 4.3 4.1 -0.2
CONTINGENCY 2.2 4.0 1.8
I I TOTAL $60.9 $61.6 $0.7
There are several reasons for the minor change in the General fund proposed budget compared
to the 1998-99 budget despite the increases in staffing and programs that were previously
discussed. A comparison by Major Service Area (MSA) is discussed below.
P 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 with the
workload of the attorneys.
k 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 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.
P 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 implementation.
The software implementation will allow direct access to all mapping data from the various
geographic information systems used by the City.
0 0
P The largest change in Community Services is due to the opening of
the new library on Dove Street, and enhancements to recreation - G
> Public Works shows a decrease of $1 .I 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.
programs as previously explained. fJzJ s@@ -p
> 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 this 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 in the
General fund budget.
Chanqes 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.
0 0
Enterprise funds total $23.5 million, which is a decrease of less than one percent. Operating
costs for both potable water and 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
additionaf staff support for the new library and various software applications, 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 Carlsbad.
2
0 CITY OF CARLSBAD
OPERATING FUNDS a
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 31,497,698 61,859,000 55,388,006 37,968,692 I I
ISPECIAL REVENUE I I I
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS GRANT
0 0 0
382,386 141,500 80,000
141,389 175,000 180,911
0
443,886
135,478
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
SUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
ARTS GENERAL DONATIONS
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
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
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
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
ENTERPRISE
WATER OPERATIONS 12,822,200 16,128,500 13,694,937 (8,000,000) 7,255,763
RECYCLED WATER OPERATIONS 691,600 1,441,300 1,483,087 649,813
SEWER OPERATIONS 7,819,100 5,789,500 4,821,504 (5,920,000) 2,867,096
SOLID WASTE MANAGEMENT 1,786,600 663,000 132,100 2,317,500
GOLF COURSE 2,814,500 1,680,000 865,000 3,629,500
IINTERNAL SERVICE I I I ~~
WORKERS COMP SELF INSURANCE 1,339,448 639,000 838,435
RISK MANAGEMENT 2,877,689 841,000 883,543
HEALTH INSURANCE (180,871) 2,708,000 2,498,033
VEHICLE MAINTENANCE 81,662 1,651,000 1,580,682
VEHICLE REPLACEMENT 4,207,981 1,392,000 1,201,100
INFORMATION SYSTEMS 701,794 1,614,400 1,769,600
~~
IREDEVELOPMENT
1,140,013
2,835,146
29,096
151,980
4,398,881
546,594
I I
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
162,582 132,780 435,938 360,000 21 9,424
869,231 1,265,000 1,120,000 (360,000) 654,231
851,068 382,500 97,450 1,136,118
ITOTAL OPERATING FUNDS $72,496.126 $108,244.967 $92.989.939 ($13,920,000) * $73,831.154 I I I
CITY OF CARLSBAD
OPERATING FUNDS 0
PROJECTED FUND BALANCES FOR FY 1999-00
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1999 REVENUES EXPENDITURES TRANSFERS JUNE 30,200(
GENERAL FUND I 37,968,692 64,384,000 61,641,289 (7,000,000) 33,711,403
SPECIAL REVENUE
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEQUESTS
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
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
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
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
0
190,000
0
0
2,992,035
230,265
56,895
10,000
7,000
551,879
446,044
716,685
8.724
150,500
199,185
25,610
192,426
119,200
709,567
0
16,474,486
1,498,380
4,974,471
189,743
370,000
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
6,211,277
551,433
2,702,625
2,804,757
3,859,500
[INTERNAL SERVICE
WORKERS COMP SELF INSUR 1,140,013 666,000 908,744
RISK MANAGEMENT 2,835,146 887,400 1,200,179
HEALTH INSURANCE
VEHICLE MAINTENANCE
29,096 2,457,000 2,537,409
151,980 1,608,000 1,456,221
VEHICLE REPLACEMENT 4,39a,881 1,292,000 1,727,544
INFORMATION SYSTEMS 546,594 2,452,030 2,525,089
IREDEVELOPMENT I
897,269
2,522,367
(51,313)
303,759
3,963,337
473,535
I
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
219,424 95,000 422,093 380,000 272,331
654,231 1,270,000 1,082,000 (380,000) 462,231
1,136,118 353,750 11 9,895 1,369,973
TOTAL OPERATING FUNDS $73,831,154 $108,181,342 $103,733,558 ($7,000,000) $37,567,535
* Amount represents transfer to Capital Improvement Program
0 CITY OF CARLSBAD 0
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
%INCR (DEC)
1998-99 rl 98-99 BUD
1996-97 1997-98 ESTIMATED 1998-99 1999-00 TO
ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 99-00 BUD DEPARTMENT
IGENERAL FUND I
213,740
944,200
413,300
61 8,026
213,740
1,020,027
482,872
631,592
11.4%
-3.0%
-1 5.2%
13.0%
I I ~ ~~ ~~~~ ~~
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 198,867
CITY MANAGER 903,568
CITY CLERK 336,417
CITY ATTORNEY 568,277
CITY TREASURER 112,087
187,979
829,595
295,918
604,001
100,884
2,018,377
238,130
989,282
409,520
71 3,780
134,740
2,485,452
296,588
1,315,180
505,796
1,494,005
148,500
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
8,921,826 "I
106,298
2,295,564
138,832
2,487,063
-2.9%
-0.1% TOTAL POLlCYlLEADERSHlP GROUP 2,119,216
ADMINISTRATIVE SERVICES
0
1,066,915
414,685
1,169,301
0
0
1,325,000
466,188
1,519,688
1,319,500
0
1,343,214
524,360
1,529,139
1,319,500
0.0%
-2.1%
-3.5%
-2.3%
-88.7%
ADMINISTRATION 0
FINANCE 1,084,277
PURCHASING 391,747
HUMAN RESOURCES 991,134
RECORDS MANAGEMENT 0
2.650.901 4.630.376 4.716.213 -20.3% TOTAL GENERAL GOVERNMENT 2,467,158
PUBLIC SAFETY
..
12,093,782
10.117.431
7.5%
-13.8%
POLICE 9,802,181
FIRE 7,234,412
TOTAL PUBLIC SAFETY 17,036,593
COMMUNITY DEVELOPMENT
COMMUNITY DEVELADMIN 570,161
GEOGRAPHIC INFORMATION 161,627
ECONOMIC DEVELOPMENT 101,747
PLANNING 2,002,143
11,493,780
9,890,850
21,384,630
555,215
186,361
129,951
2,245,909
1,583,622
4,701,058
3,428,825
363,730
7,320
393,400
2,331,445
342.263
10,430,622
7,597,002
18,027,624
510,016
142,738
99,820
2,215,355
1,267,581
4,235,510
2,769,286
277,983
6,181
545,717
2,076,612
268,196
5,943,975
..
~~ ~ ~
-2.2%
-6.8%
17.6%
-7.2%
-3.2%
5.4%
0.1%
39.8%
43.6%
13.0%
11.2%
0.8%
8.7%
22,211,213
555,215
263,137
142,997
2,476,498
1,635,473
5,073,320
3,504,750
378,331
7,320
498,711
2,507,988
355.515
BUILDING 1,076,912
TOTAL COMMUNITY DEVELOPMENT 3,912,590
COMMUNITY SERVICES
LIBRARY 2,534,746
CULTURAL ARTS PROGRAM 281,223
SISTER CITY PROGRAM 6.61 9
PARK PLANNING/RECREATION MGT 680,773
RECREATION 1,998,668
SENIOR PROGRAMS 257,109
TOTAL COMMUNITf SERVICES 5,759,138
~
6,866,983
~ ~~
7,252,615
~~ ~
23.0%
c
0 CITY OF CARLSBAD 0
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 2,436,638
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) 212,600 200,000 200,000 200,000
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
BEACH PARKING 35,600
COMMUNITY CONTRIBUTIONS 0
HIRING CENTER 75,046
HOSP GROVE PAYMENT 797,500
AUDIT 33,550
PROPERTY TAX ADMlN FEE 170,222
DUES & SUBSCRIPTIONS 38,916
MlSC / TRANSFERS OUT 1,685,574
ASSESSMENT SERVICES 18,779
INFRASTRUCTURE MAINT TRANS 0
GOLF COURSE TRANSFER 470,000
HARMONY GROVE FIRE COST 318,533
TOTAL NON-DEPARTMENTAL 3,851,313
256,487 362,180 489,180
38,100 36,000 36,000
225,000 770,000 770,000
75,774 79,630 80,070
828,521 800,000 800,000
22,823 80,000 94,800
177,909 198,000 190,000
13,572 30,000 46,500
331,952 58,000 78,000
22,893 25,000 59,261
0 0 0
490,000 1,680,000 1,680,000
20,246 0 0
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
4,142,076
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%
-1 3.7%
-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%
-100.0%
-5.5%
1 -64.3%
I I
-4.6% I
~
-1.8%
I 1 81.7%
I I 1.2%
e CITY OF CARLSBAD 0
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
%INCR (DEC)
1998-99 98-99 BUD
-
1996-97 1997-98 ESTIMATED 1998-99 TO 1999-00
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 99-00 BUD BUDGET
SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE 458,154
COPS FUND 38,865
LAW ENFORCEMENT BLOCK GRANT 21,282
HOUSING SECTION 8 2.838,313
HOUSING TRUST 31,532
AUDIO VISUAL INSURANCE 102,582
LIBRARY ENDOWMENT FUND 0
LIBRARY GIFTS/BEQUESTS 41,511
TREE MAINTENANCE 526,886
MEDIAN MAINTENANCE 394.1 18
STREET LIGHTING 646,820
BUENAVISTA CRK CHNL MNT 203,783
STATE GRANTS (CLSA) 267,057
STATE GRANTS (PLF) 38,541
ARTS SPECIAL EVENTS 18,345
SENIOR NUTRITION 175,854
SENIOR DONATIONS 29,673
CDBG ENTITLEMENT/REHAB 573,556
ARTS GENlGALLERY DONATIONS 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
180.91 1
11 9,024
2,719,261
21 1,660
69,500
0
20,000
545.1 00
405,800
542,171
7,590
181,000
34,537
23,413
194,037
51,000
775,520
20.000
153,017
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
190,000
0
0
2,992,035
230,265
56,895
10,000
7,000
551,879
446,044
716,685
8,724
150,500
199,185
25,610
192,426
11 9,200
709,567
0
6,606,015
24.2%
-100.0%
-100.0%
3.3%
-10.5%
-19.1%
0.0%
-86.1%
-5.7%
3.0%
-1 .O%
14.9%
-17.3%
315.8%
-1.1%
-1.6%
14.6%
-36.8%
-100.0%
-9.7% TOTAL SPECIAL REVENUE FUNDS 6,407,654 6.517.405 6.180.524 7.318.540 .. ,. ..
(ENTERPRISE FUNDS I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
IINTERNAL SERVICE FUNDS
13,100,861
1,055,743
3,899,664
133,869
252,505
18,442,642
13,729,352
1,174,301
3,609,819
11 0,482
21 5,636
18,839,590
571,457
668,422
2,285,740
1,359,628
1,758,563
1,431,287
8,075,097
13,694,937
1,483,087
4,821,504
132,100
865,000
20,996,628
838,435
883,543
2,498,033
1,580,682
1,201.100
1,769,600
15,894,306
1,527,605
5,015,429
190,897
942,310
23,570,547
905,628
1,335,751
2,546,402
1.582.346
1,462,509
2,046,308
16,474,486
1,498,380
4,974,471
189,743
370,000
23,507,080
908,744
1,200,179
2,537,409
1,456,221
1,727,544
2,525,089
10,355,186
3.7%
-1.9%
-0.8%
-0.6%
-60.7%
-0.3%
0.3%
-10.1%
-0.4%
-8.0%
18.1%
23.4%
1 1 I
WORKERS COMP SELF INSURANCE 783,954
RISK MANAGEMENT 874,475
HEALTH INSURANCE 2,169,937
VEHICLE MAINTENANCE 1,364,655
VEHICLE REPLACEMENT 2,105,350
INFORMATION SYSTEMS 1,280.350
TOTAL INTERNAL SERVICE FUNDS 8,578,721 8,771,393 9,878,944 4.8%
DEPARTMENT
0 CITY OF CARLSBAD 0
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
%INCR (DEC)
1998-99
1996-97 1997-98 ESTIMATED 1998-99
ACTUALS ACTUALS EXPENDITURES BUDGET rl BUDGET 1999-00 :::E::
REDEVELOPMENT 1
OPERATIONS 539,517 381,846 435,938 483,946
-6.7% 1,623,988 TOTAL REDEVELOPMENT 2,246,565 2,126,522 1,653,388 1,741,408
-12.8% 11 9,895 LOWAND MOD INCOME HSNG 75,548 65,185 97,450 137,542
-3.4% 1,082,000 DEBT SERVICE 1,631,500 1,679,491 1,120,000 1,120,000
-12.8% 422,093
TOTAL OPERATING FUNDS 79,483,317 80,692,374 92,989,939 103,400,717 103,733,558 0.3%
REVENUE SOURCE
0 CITY OF CARLSBAD - OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
OF FY 98-99 1998-99 TO REVENUE
1997-98 1998-99 PROJECTED 1999-00 1999-00 GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TOTAL TAXES
LICENSES AND PERMITS
BUILDING PERMITS
BUSINESS LICENSES
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
STATE SUBVENTIONS
VEHICLE LICENSE FEES
OTHER
TOTAL STATE SUBVENTIONS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INTEREST
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
$12,410,095 $14,181,000
14,817,057 16,500,000
6,046,092 6,900,000
1,713,526 1,873,000
835,530 720,000
35,822,300 40,174,000
2,094,523 2,200,000
1,603,744 1,700,000
1,184,990 1,230,000
4,883,257 5,130,000
2,970,189 3,124,000
234,323 476,000
3,204,512 3,600,000
1,148,396
1,393,860
2,327,574
747,425
985,942
221,087
595,863
7.420.147 ..
900,000
1,650,000
1,756,000
800,000
1,046,000
350,000
603,000
7,105,000
331,318 800,000
1,589,461 1,900,000
1,919,341 1,650,000
824,466 1,500,000
55.994.802 61.859.000 .. ..
11.5% 1,627,000
7.6% 1,256,000
8.2% 563,000
8.6% 161,000
-10.0% (72,000
8.8% 3,535,000
-10.0% (220,000)
7.6% 129,000
-10.0% (123,000)
-4.2% (214,000)
10.7% 334,000
6.9% 33,000
10.2% 367,000
-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
-8.3% (586,000)
2.0% 16,000
-4.9% (93,000)
0.0% 0
-33.3% (500,000)
4.1% 2,525,000
REVENUE SOURCE ISPECIAL REVENUE FUNDS 1
INFRASTRUCTURE MAINT FUND
TRANSFER FROM GENERAL FUND
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
e CITY OF CARLSBAD e
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
1997-98 1998-99 I 1999-00 I
0 :i-i 2,000,000
0 2,000,000
78,527 124,000 30,000
37,389 17,000 10,000
500 k. 0
115,916 141,500 40,000
161,229 166,000
10,888 9,000 5,000
172,117 175,000 Il 5,000
85,027 88,708
3,964 3,800
88,991 92,508
16,605 12,000
2,567,339 2,612,164
63,486 50,000
2,647,430 2,674,164
315,667 375,000
1,240,949 1,110,000
605,414 1,862,100
2,162,030 3,347,100
2,121 400
73,494 65,000
75.615 65,400
0 1,800
0 250,000
0 251,800
AS % DIFFERENCE
OF FY 9599 1998-99 TO
PROJECTED 1999-00
~
0.0% 2,000,000
0 2,000,000
-75.8% (94,000)
-41.2% (7,000)
-100.0% (500)
-71.7% (101,500)
-100.0% (166,000)
-44.4% (4,000)
-97.1% (170,000)
-100.0% (88,708)
-100.0% (3,800)
-100.0% (92,508)
-16.7% (2,000)
10.2% 266,231
250.0% 125,000
14.6% 389,231
0.0% 0
3.6% 40,000
-100.0% (1,862,200)
-54.4% (1,822,100)
0.0% 0
-7.7% (5,000)
-7.7% (5,000)
455.6% 8,200
-100.0% (250,000)
-96.0% (241,800)
REVENUE SOURCE
LIBRARY GlFTSlBEQUESTS
GIFTWBEQUESTS
INTEREST
TOTAL
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS (CLSA)
INTEREST
GRANTS
TOTAL
STATE GRANTS (PLF)
INTEREST
GRANTS
TOTAL
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
0 CITY OF CARLSBAD - OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
1997-98 1998-99 1999-00
34,900 3,000
37,324 4,100
1,000 2,424 1,100
2,000
3,000
31,975 35,000
61 1,000 597,058 608,600
70,000 66,200 70,000
502,000 498,883 501,600
2,000 0 2,000
37,000
4,616 5,000
388,670 427,000
5,000 1,500 5,000
418,000 382,554 417,000
6.000
429,000 m 55,070 52,000 53,000
53,500 53,500 53,500
634,395 668,800 669,000
16,999 2,500 2,500
759,964 776,800 778,000 k -
- -
31,510 32,500
131.881 132,500
0 100,371 100,000
32,000
32,000
3,717 2,700
151,000 128,849 166,000
2,500
153,500 132,566 168,700
5,329 4,200
86,000 40,838 86,600
4,200
90,200 46,167 90,800
2,681 1,800
23,000 20.223 26,000
1,800
24,800 22,904 27,800
AS %
OF FY 98-99
PROJECTED
-33.3%
-9.1 %
-26.8%
5.7%
0.0%
0.1%
0.0%
0.4%
20.0%
0.2%
0.0%
0.5%
I .9%
0.0%
0.0%
0.0%
0.2%
-1.5%
-100.0%
-75.9%
-7.4%
-9.0%
-9.0%
0.0%
-0.7%
-0.7%
0.0%
-1 1.5%
-10.8%
DIFFERENCE
1998-99 TO
1999-00
(1.00(
(101
(1,lOb
2,00c
C
40C
C
2,400
1 ,ooc
1 .ooc
0
2,000
1,000
0
200
0
1,200
(5001
(100,000)
(100,500)
(2001
(15,000)
(15,200)
0
(600)
(600)
0
(3.000)
(3,000)
0 CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
REVENUE REVENUE OF FY 98-99 199599 TO REVENUE
REVENUE SOURCE 1997-98 1998-99 PROJECTED 1999-00 1999-00
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
SENIOR DONATIONS
INTEREST
DONATIONS
TOTAL
CDBG ENTITLEMENTIREHAB
INTEREST
OTHER
113,322 101,137
94.300 96.113 94.358
101,200
1 I
209,435 195,495 Ll 195,500
6,597 4,000 4,000
53,077 50,000 48,000
59,674 54,000 52,000 m
45
0 52,900 OI 0 OI
GRANT REVENUE 755,633 722,620 704,567
TOTAL 755.678 775,520 704,567 I+
ARTS GENERAUGALLERY DONATIONS
INTEREST 1,768 1,700 1,800
DONATIONS
TOTAL
4,178 47,500 20,000
5,946 49.200 21,800 w
TOTAL SPECIAL REVENUE FUNDS 8,409,366 10,057,987 9,799,162
0.1% 6:
-0.1% (56
0.0% 5
0.0% 0
-4.0% (2,000
-3.7% (2,000
0.0% c
-100.0% (52.90C
-2.5% (18,052
-9.2% (70,953:
5.9% 100
-57.9% (27,500:
-55.7% (27,400
-2.6% (2,017,025’
0 CITY OF CARLSBAD 0 - OPERATING FUNDS ~
REVENUE ESTIMATES FOR 1999-00
ACTUAL
REVENUE
REVENUE SOURCE 1997-98
ENTERPRISE FUNDS
PROJECTED
REVENUE
1998-99
11,289,500
3,093,000
100,000
75,000
176,000
825,000
160,000
170,000
200,000
40,000
ESTIMATED
OF FY 98-99 1998-99 TO REVENUE
AS Oh DIFFERENCE
PROJECTED 1999-00 1999-00
WATER OPERATIONS
WATER SALES 10,410,505
READY TO SERVE CHARGES 2,988,929
NEWACCOUNT CHARGES 108,063
BACK-FLOW PROGRAM FEES 78,415
PENALTY FEES 178,404
INTEREST 844,930
ENGINEERING & PLAN CHECK FEES 167,671
SERVICE CONNECTION FEES 168,216
AGRICULTURAL CREDITS 192,663
OTHER 120,539
-3.1%
4.0%
0.0%
0.0%
0.0%
-57.6%
0.0%
0.0%
0.0%
0.0%
(346,5001
123,000
0
0
0
(475.000:
0
0
0
0
10,943,000
3,216,000
100,000
75,000
176,000
350,000
160,000
170,000
200,000
40,000
15,430,000 16,128,500 -4.3% (698,500) TOTAL 15,258,335
860,500
80,800
440,000
60,000
0
RECYCLED WATER
WATER SALES 839,031 I 807,000 1 -6.2% (53,500)
15.1% 12,200
0.0% 0
0.0% 0
0.0% 0 I4 93,000
60,000
1,400,000
READY-TO-SERVE CHARGE 56,519
RECYCLED WATER CREDITS 378,627
INTEREST 58,406
OTHER 5,670
TOTAL 1,338,253 -2.9% (41,300) 1,441,300
5,299,220
SANITATION OPERATIONS
SERVICE CHARGES 5,200,000
40,000
67,500
440,000
42,000 I4 4,600,000
40,000
70,000
100,000
4,810,000
-11.5% (600,000)
0.0% 0
3.7% 2,500
-77.3% (340,000)
-100.0% (42,000)
LATERAL CONNECTiONS 20,000
PRE-TREATMENT CHARGES 74,140
INTEREST 436,597
OTHER 7,685
TOTAL 5,837,642 -16.9% (979,500) 5,789,500
SOLID WASTE MANAGEMENT
INTEREST 84,113 87,000
196,000
380,000
0
90,000
199,000
3.5% 3,000
2.1% 8,000 388,000
1.5% 3,000
0 0.0% 0
677,000 2.1% 14,000
600,000
0
-64.3% (1,080,000)
-64.3% (1,080,000) 600,000
0.0% 0
22,917,000 -10.8% (2,785,300)
RECYCLING FEES (AB939) 175,199
NON-JURISDICTIONAL FEES 403,169
OTHER 66
TOTAL
GOLF COURSE
662.547 663.000
TRANSFER FROM GENERAL FUND 490,000 1,680,000
0
1.680.000
OTHER
TOTAL
162,409
652,409 ..
25,702,300 TOTAL ENTERPRISE FUNDS 23,749,186
0 CITY OF CARLSBAD OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
OF FY 98-99 1998-99 TO REVENUE REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
REVENUE SOURCE 1997-98 1998-99 PRO.JECTED 1999-00 1999-00
INTERNAL SERVICE FUNDS
-5.9% (5,000:
6.4% 32,000
WORKERS COMP SELF-INSURANCE
INTEREST 114,164 85,000 8o.ooo
INTERDEPARTMENTAL 668,869 504,000 I 536,000 I
OTHER
TOTAL
50,278 50,000 t"i 50,000
833,31 1 639,000 666,000
0.0% 0
4.2% 27,000
"
" "
0.0% 0
LIABILITY SELF-INSURANCE
INTEREST 171,947 150,000 150,000
INTERDEPARTMENTAL 930,185 691,000 737,400 I 6.7% 46,400 I OTHER
TOTAL
0
OH
0.0% 0
1,102,132 841,000 887,400 5.5% 46,400
HEALTH INSURANCE
23,531
1,617,392
-50.0% (5,000)
-1.9% (40,000)
~~
INTEREST
INTERDEPARTMENTAL
10,000
2,094,000
5,000
2,054,000
REIMBURSEMENTS 331,206 604,000 398,000 -34.1 % (206,000)
TOTAL 1,972,129 2,708,000 2,457,000 -9.3% (251,000) H "
"
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,600,000 1,443,987 1.523.000 5.1% 77,000
0.0% 0
"
-100.0% (120,000)
" "
-2.6% (43,000)
INTEREST 2,742 8,000 I 8,000 I
OTHER 43,556 120,000 0
TOTAL 1,490,285 1,651.000 M
VEHICLE REPLACEMENT
1,052,298
248,378
4.7%
-18.9%
51,000
(35,000)
INTERDEPARTMENTAL
INTEREST
1,142,000
150,000
1,091,000
185,000
OTHER
TOTAL
35,062 116,000 -100.0% (116,000)
1,392,000 1,292,000 -7.2% (100,000) i"--i 1,335,738
"
" "
INFORMATION SYSTEMS
INTEREST 51,214 50.000 50,000 0.0% 0
53.5% 837,630
0
837,630
0.0%
51.9%
"
" "
INTERDEPARTMENTAL 1,298,200 1,564,400
OTHER 0 0 u 2,402,030
TOTAL 1,349,414 1,614,400 I==+ 2,452,030
TOTAL INTERNAL SERVICE FUNDS 8,083,009 8,845,400 9,362,430 5.9% 517,030
-
a CITY OF CARLSBAD @
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ACTUAL PROJECTED
OF FY 98-99 1998-99 TO REVENUE REVENUE REVENUE
AS Yo DIFFERENCE ESTIMATED
REVENUE SOURCE 1997-98 1998-99 PROJECTED 1999-00 1999-00
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME 47,485 47,500
ADMINISTRATIVE FEES 71,380 71,380
INTEREST 3,612 3,000
OTHER
TOTAL
2,395 10,900
124,872 132,780 -4 47,500
42,600
2,500
2,400
95,000
0.0% 0
-40.3% (28,780)
-16.7% (500:
-78.0% (8.500)
-28.5% (37,780)
DEBT SERVICE
TAX INCREMENT 1,208,387 1,215,000 1.2% 15,000 1,230,000
INTEREST
TOTAL
64,563 50,000 40,000 -20.0% (10,000:
1,272,950 1,265,000 1,270,000 0.4% 5,000 H
LOW AND MOD INCOME HSNG
TAX INCREMENT 302,097 302,500
INTEREST 322,069 80,000
OTHER
TOTAL
5,550 0
629,716 382,500 '$ 303,750
50,000
353,750
0.4% 1,250
-37.5% (30,000)
0.0% 0
-7.5% (28,750)
TOTAL REDEVELOPMENT FUNDS 2,027,538 1,780,280 -3.5% (61,530) 1,718,750
ITOTAL OPERATING $98.263.901 $1 08.244.967 $108.181.342 -0.1% $ (1.821.825) I ., .,, .. ., . r
e m EXHIBIT B
1999-2000 PROPOSED CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. This year’s CIP reflects the continued commitment to constructing the necessary
facilities, in response to the current and anticipated development activity occurring throughout
the City. Projects are continuously evaluated and prioritized to ensure the City’s resources for
facilities are allocated based on a well thought out plan. The proposed 1999-2000 Capital
Improvement Program totals $62.6 million, with projected revenues totaling $50.6 million.
Development remains strong, and this is expected to continue through 1999-2000.
As development occurs within the City, there comes a
corresponding increase in the demand for development-
related services and new facilities. To ensure that the
necessary infrastructure and facilities are built on a
schedule that meets or exceeds the needs of Carlsbad’s
citizens and businesses, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The
Growth Management Plan requires that a standard level
of facilities is available to meet the new demands, or
development cannot proceed.
The CIP is also a tool available to Council to address the
issue of resource availability weighed against the
demand for facilities. This report and the accompanying
the actions taken to fulfill these needs.
CIP documents and schedules reflect
0 m
- 1999-2000 CIP Growth Assumptions
Residential Non-Residential 1
Year Units Square Feet
1999-2000 1,250 765,000
2000-2001 1,139 472,000
2001 -2002 1 ,304 450,000
2002-2003 1,150 656,000
2003-2004 687 644,000
Years 6-1 0 3,635 4,303,000
Years 1 1-2030 5,939 5,607,000
I
I
I
I
I
I
~~ I
Total Future 15,104 12,897,000\ L I ~~
Residential development for 1998-99 was projected at 1,439 building permits. However, recent
estimates anticipate over 1,700 units by the end of the current fiscal year. Construction of
residential units is expected to decrease slightly, to about 1 ,I 00 units per year for the next five
years.
Non-residential development is also expected to decrease following the completion of Legoland
and most of the Carlsbad Ranch area. Major non-residential projects planned in the next few
years include several hotel, timeshare, and commercial developments.
REVENUES
Revenues for Capital Projects from now until buildout total $462.6 million and
may be segregated into four major categories: 1) fees generated by development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3) Water
and Sewer replacement reserves, and 4) other sources including grants,
bond issues, and contributions from other agencies. Approximately 43.6% of all capital
revenues are received as a result of development, and are dependent upon assumptions made
about the City's annual growth in dwelling units and commerciallindustrial square feet.
Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln-
t
0 0
Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and
Sewer Connection charges. Existing and proposed Community Facilities District and Bridge
and Thoroughfare Benefit District revenues comprise 18.1% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 16.8% of total revenues,
and.the remaining 21.5% are related to Federal & State grants, license tax on new construction,
the County sales tax program (Transnet), San Diego Gas & Electric funding, and contributions
from other agencies.
Funding Sources 1999-2000 to Buildout
Total Revenue = $462.6 million
Other 21 5%
Water/Sewer
Replacement
16.8%
Development Special
43.6% Districts
18.1 %
I
Calculation of Future Fees
The revenue projections of the proposed Capital Improvement Program reflect the growth
assumptions identified in the previous section. The following information delineates how those
assumptions were applied to estimate future development revenues.
The mix of multi-family and single-family residential units was assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
shown in current plans for each Local Facilities Management Zone. The
building permit valuation used for computing Public Facilities Fees was
$89,500 per multi-family dwelling unit, and $175,000 per single-family
dwelling unit. A building permit valuation of $38 per square foot of
construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of use. A multi-family residential dwelling unit was
assigned eight trips per day and a single-family unit was assigned ten trips per day. Each
residential trip was valued at the current TIF of $87. The trips-per-day value for commercial
and industrial buildings was averaged at 32 trips per 1,000 square feet of development,
although the actual volume of trips generated by commerciallindustrial building can vary widely
depending on the ultimate land use. The value assigned to each commercial/industriaI trip was
$35, the current TIF.
c -. C
0 0
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, as some projects previously funded from these sources are now funded through this
CFD. CFD No, 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district. CFD #3 is a proposed district for the funding of Melrose
Drive and Faraday Avenue extensions.
There are two existing and one proposed Bridge and Thoroughfare Fee District included in this year's CIP. BTD No. 2 (Poinsettia' Lane - Aviara Parkway) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Rea\ and Ayiara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. A proposed
BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon
Road extensions east of El Camino Real.
PROPOSED CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established Growth Management requirements for facilities. Wherever project scheduling
changes were proposed, projects were evaluated and prioritized, using compliance with the
Growth Management Plan as the most important factor. The acceleration of street projects
which will improve traffic flow in the industrial corridor was one of the results of this evaluation
process. The proposed scheduling of park projects also reflects changes made as a result of
this analysis.
Growth Management requirements and the availability of revenues has resulted in the highest
level of planned capital spending in the last ten years, as shown, on the following chart
(appropriations include amounts brought forward in each year).
$160,000,000
$140,000,000
$120,000,000
$1 00,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$-
89/90 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99
2
0 0
PROPOSED CAPITAL PROJECTS 1999-2000 TO BUILDOUT
The CIP for 1999-2000 to buildout outlines approximately 164 future projects at a total cost of
$438.6 million.
CIP Expenditures by Category
1999-2000 to Buildout
Total Expenditures = $438.6 million
I
Parks ' Other Drainage 16.1% 5.8%
5.3%
Streets
30.7%
I I
The largest expenditure category is for street, traffic signal and interchange projects at $134.4
million, or 30.7%, of the total. Included are the construction of several major roadways which
will add east-west connections and improve the flow of regional traffic as well as local .traffic
throughout the City. Several of-these roads will provide additional routes to the neighboring
cities of Oceanside, Vista and San Marcos.
Following is a list of major street projects in the 1999-2000 to Buildout CIP:
0 Faraday Avenue to Cannon Road
0 Faraday Avenue and Melrose Drive Extensions east of El Camino Real
0 Poinsettia Lane to El Camino Real
0 Poinsettia Lane east of El Camino Real
0 Cannon Road to El Camino Real
0 Cannon Road and College Boulevard East of El Camino Real
0 Rancho Santa Fe Road to San Marcos and Encinitas
The second largest level of expenditures at $83.2 million, or 19% of the total planned capital
expenditures, is construction and maintenance of City facilities such as libraries, administrative
facilities and police and fire facilities. The South Carlsbad Library is currently under
construction, and is expected to open in September 1999.
39
e 0
This 64,000 square foot facility is estimated to meet the City's needs up to a population of
100,000 residents. Upon completion of the South Carlsbad Library, the Cole Library, located at the north end of the City, will undergo renovation.
The Capital Improvement Program includes funds to reconstruct and
expand this facility in future years. Additional facilities include the Faraday
Administrative Offices which are expected to be completed by September
1999, as well as a Public Works Center scheduled for construction next
year. A new City Hall is planned for construction in the future; the timing
and location have not been determined.
The third largest expenditure category is for park projects totaling $70.7 million, or 16.1 %, of the
' ' total. Park PrOjeCtS include acquisition and development of acreage within all quadrants, of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Acquisition and Development Park Acquisition and Development
Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park Development
Zone 19 Park Development Alga Norte Pool
Zone 19 Park Community Center Leo Carrillo Park Development
In addition, a business park recreational facility in the industrial area is planned, as well as the
Carlsbad Municipal Golf Course.
Sewer projects total almost $61.9 million, and include the construction of the South Agua
Hedionda interceptor, the Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina
Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The
largest of these projects is the Vista/Carlsbad interceptor; construction will occur along
Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street
to the west side of the railroad right-of-way, and is expected to span over several years.
Water projects total about $40.3 million (9.2%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane,
El Fuerte, and along El Camino Real. The 1999-2000 to buildout CIP also includes funding for
sea water desalination and other water resource development programs.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(1 999-2000 to Buildout) Projects schedule following the narrative.
4
0 e
PROPOSED CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
Library Facilities - Construction of the South Carlsbad Library is over 80% complete,
with the opening planned for September 1999. The Cole Library is scheduled to undergo
remodeling upon the completion and opening of the new library in the south.
Faradav Administrative Offices - The City currently has several administrative facilities
located in different areas throughout the City which are no longer able to accommodate
current and anticipated space needs. The Faraday Building is currently under
construction, and will be used by staff from Public Works, Community Development, and
Administrative Services. This consolidation will improve customer service by providing a
single location to serve the development community. Relocation to the new building is
planned for the fall of 1999, once construction is complete. In addition to improved
customer service, it is expected the consolidation will improve efficiency and
interdepartmental communication.
Public Works Center - Design of a new Public Works Center is underway, and
construction could begin in 1999-2000. This facility, located next to the Safety Center,
will include a purchasing warehouse, general offices, and yard facilities for the Public
Works Departments.
currently being processed for the City’s 250 acre golf course iq$-
located in the industrial corridor directly south of the future
Veterans Memorial Park. Once approved, development of the
golf course will proceed.
shown on the following map. The extensions of Cannon Road and Poinsettia Lane to
El Camino Real and Faraday Avenue to Cannon are all located west of El Camino
Real and are being constructed primarily as a result of residential developments in
those areas. College Boulevard and Cannon Road extensions to the east and north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening and
realignment of Rancho Santa Fe will improve regional and local traffic flow generated in
the southern part of the City.
Carlsbad Municipal Golf Course - Environmental permits are
e/
Streets - Several large street construction projects are planned for the next 5 years as
0 0
I
Proposed
Major Road Projects
Bu
RAILROAD
MAJOR ROAD PROJECTS
Q
0 Coastal Rail Trail - The Coastal Rail Trail is a non-motorized multi-modal trail in the
railroad right-of-way between Oceanside and downtown San Diego. Once built, the trail
will be 44 miles long and will accommodate bicycles, joggers,
rollerbladers and skateboarders. The current CIP includes funding
for construction of the section between the Oceanside Transit and
Encinitas Coaster stations.
0 Leo Carrillo Park - The master plan of Leo Carrillo Park is
complete, and the development of phase two is scheduled to begin
in 1999-2000 on this 10.5 acre site. Park development will consist
of parking lots, restrooms, walkways and large group picnic
facilities. The general theme for this park will be passive in nature
with the option for interpretive programming.
Northeast and Northwest Quadrant Parks - The City has
accelerated plans for park facilities. In 1999-2000 there are plans
to purchase land for future park sites in both the northeast and
northwest quadrants, with development of those sites in the years to follow. These
parks will include ball fields and other recreational amenities.
0 Aha Norte Park - This park will include the development of 30 acres in the Southeast
Quadrant with amenities such as ball fields, soccer fields, tennis courts, picnic areas, tot
lots, restrooms and parking facilities. Design is planned for 2001-2002 with construction
in the years to follow.
e 0
0 Zone 19 Park - Construction is expected to begin in approximately three years on this
24 acre site located in the southwest quadrant north of Poinsettia Lane and west of El
Camino Real. This park may include ball fields, soccer/football fields, basketball and
tennis courts, tot lots, and picnic areas.
Poinsettia Park Phase II - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Amenities may include a community centedgymnasium,
enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
0 South Carlsbad Villaae Storm Drain - Construction of the South Carlsbad Village Storm
Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the
northern San Diego railroad right-of-way will control flooding and standing water along
its route.
0 South Aqua Hedionda InterceDtor - This interceptor sewer includes a sewage lift station
and force main, and will provide sewer service to those areas generally tributary to the
south side of the Agua Hedionda Lagoon. Construction will occur along Cannon Road from Leg0 Drive to El Camino Real and along Faraday Avenue from Cannon Road to
the existing Faraday Avenue. The following phase will begin at Cannon Road and El
Camino Real and proceed east to the Raceway Property. The design for this project
has begun and will continue into next year; construction could begin in the following year
(2000-2001).
0 Vista/Carlsbad InterceDtor - The Vista/Carlsbad Interceptor project involves installation
of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to
the Encina Water Pollution Control Facility. The interceptor will run along Jefferson
Street from- Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to
the west side of the railroad right-of-way. This project is required to handle buildout
flows and replace deteriorated pipeline, and is funded in part by the City of Vista.
SUMMARY
The proposed 1999-2000 to Buildout CIP continues to reflect an aggressive plan for new
facilities. It is being driven by the continued pace of development and the need to insure that
facilities are available to service the developing areas as well as the current residents.
Significant progress is being made to construct major traffic circulation projects in response to
current and future development.
Carlsbad’s philosophy has been to build quality capital facilities which meet, and at times
exceed, Growth Management standards. Practices such as phasing projects over a period of
years to match funding availability as well as maximizing the use of available resources, have
been implemented in order to meet the needs of Growth Management. The 1999-2000 to
Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff
to continue providing its residents with a better quality of life.
e 0
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise' standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital
Improvement Program. The detailed level of planning required by Growth Management has
allowed Carlsbad's Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed
by the rate of development and the 11 performance standards. New public facilities often.
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 1999-2000 CIP, compliance with the Growth Management
Plan is assured.
0 a
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January I, 1989, the effective date of the law. AB 1600 contains four general requirements:
I. A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five year period. Funds are viewed to be committed if they are programmed to be spent on a specific project@). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's Capital expenditure program from the current year to projected build out of the City. The expenditure plan is updated annually as part of the City's budget process.
4. Refunds must be made only if the City cannot make the required findings. At this time, no refunds are due because the City's Capital Improvement Program commits all AB 1600 fees to projects to be constructed. both in the current year and in the future. ..
1
1
0 0
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR PI 1998-99
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PI1 AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNEnLOCAL
TRANSNET/HlGHWAY
TRANSNET/BlKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD#2
CFD#3
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
* BTD#4 COLLEGEICANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
JULY 1,1998
UNRESERVED
BALANCE
3,818,164
313,487
2,807,608
21,723,652
4,181,832
2,586,877
884,629
677,195
I ,a35,280
3,696,442
3,185,062
1,200,890
26,283
1,274,359
373,253
96,942
1,859,969
1,165,262
32,691,71 I
12,849,302
0
3,091,167
523,659
0
4
0
5,273,625
886,807
19,141,077
9,705,312
1,964,996
6,118,850
8,601,526
2,132,557
6,002,296
ESTIMATED
ESTIMATED CAPITAL
REVENUES EXPENDITURES
2,554,079 1,454,084
7,744 73,381
1,784,016 1,242,269
8,082,399 2,757,116
470,843 4,337,178
11 8,022 0
62,686 0
224,712 18,900
356.1 a4 0
1,962,937 1,828,336
8,065,776 2,003,739
995,386 2,000,263
692 0
33,555 0
73,264 138,889
209,115 267,536
141,078 1,727,866
17,155,045 11,884,665
12,378,831 20,448,689
7,407,202 1,486,845
0 0
355,261 648,490
2,671,478 1,972,040
0 0
245,000 78,776
0 0
721,068 216,046
2,943,525 625,962
4,960,609 1,267,061
7,450,269 758,368
888,803 264,962
4,957,607 2,513,526
9,959,060 1,616,817
68,290 33,832
1,550,194 665,338
ESTIMATED
DEBT SERVICE
& OTHER
962,497
0
942,310
0
0
0
0
0
0
750,000
0
0
0
0
0
0
0
0
169,743
0
0
40,000
15,872
0
0
0
0
0
1,116,426
0
160,000
1,177,344
42,351
0
0
JUNE 30,1999
PROJECTED
BALANCE
3,955,662
247,850
2,407,045
27,048,935
315,497
2,704,899
947,315
883,007
2,191,464
3,081,043
9,247,099
196,013
26,975
1,307,914
307,628
38,521
273,181
6,435,642
24,452,110
18,769,659
0
2,757,938
1,207,225
0
166,228
0
5,778,647
3,204,370
21,718,199
16,397,213
2,428,837
7,385,587
16,901,418
2,167,015
6,887,152
OTHER 2,614,485 843,776 2,124,453 0 I ,m,a08
TOTAL 163,304,560 99,698,505 64,455,427 5,376,543 193,171,095
OTHER 2,614,485 843,776 2,124,453 0 I ,m,a08
TOTAL 163,304,560 99,698,505 64,455,427 5,376,543 193,171,095
* PROPOSED DISTRICTS.
0 0
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1999-2000
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PI1 AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETlHlGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTW2 POINS. LN-AVlARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGEICANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
JULY 1,1999
PROJECTED
BALANCE
3,955,662
247,850
2,407,045
27,048,935
315,497
2,704,899
947,315
883,007
2,191,464
3,081,043
9,247,099
196,013
26,975
1,307,914
307,628
38,521
273,181
6,435,642
24,452,110
18,769,659
0
2,757,938
1,207,225
0
166,228
0
5,778,647
3,204,370
21,718,199
16,397,213
2,428,837
7,385,587
16,901,418
2,167,015
6,887,152
ESTIMATED
REVENUES
7,250,000
0
0
3,829,609
228,011
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3,678,819
2,725,000
0
1,550,000
1998 - 99 JUNE 30 1999 - 00
CONTINUING NEW
APPROPR. APPROPR.
PROJE( TOTAL CIP
c 34,184 24,184 10,000
16,t 14.21 1,835 5,068,835 9,143,000
c 1,505,050 1,505,050 0
1 127,557 107,557 20,000
E 10,264,068 3,577,568 6,686,500
BALAF APPROPR.
0 3,500,000 3,500,000
0 150,000 150,000
1 555,855 5,855 550,000
1.1 10,635,896 8,335,896 2,300,000
3 3,897,224 2,220,224 1,677,000
22 0 0 0
9 219,100 219,100 0
9
0 0 0
0 1,240,000 1,240,000 I
270,905 120,000
2,017,665 37,665 1,980,000
390,905
21 565,517 65,517 500,000
5,938,514 0 5,938,514 4!
14,923,214 4,410,000 19,333,214
13,6: 5,135,960 5,135,960 0
12,2:
0 0 0
2,491,611 450,000
1' 1,131,775 1 ,I 31,775 0
I 2,941,611
0 0
6,825,655 142,055 6,683,600
0
0 0 0
m
813,804 950,000 4,14 1,763,804
2,441,733 1,857,000 3c 4,298,733
12,821,374 2,427,083
96 7,472,900 1 1,773,700 5,699,200
34 1,818,297 1,818,297 0
1525 4,375,161 1,599,569 2,775,592
2,7C 8,357,650 5,728,983 2,628,667
1,9E 1,379,932 720,405 659,527
12,57 5,826,304 2,791,323 3,034,981
11,02 15,248,457 I i
~
OTHER 1,333,808 0 1 ,I 80,336 01 1,180,336 I 15
TOTAL 193,171,095 50,551,902 I 79,790,693 62,552,466 I 142,343,159) 101,37
0 0
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1999-2000
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
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HlGHWAY
TRANSNET/BlKE
TRANSNETKTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFM3
BTD#2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTD#4 COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS (C,D,E,F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1995-96
ACTUAL
REVENUES
2,888,993
20,454
42,191
3,172,700
375,038
271,399
234,755
12,911
68,857
772,544
24,122
8,503
97
660,599
82,683
213,662
253,417
1,037,967
7,279,245
3,017,345
0
1,265,756
408,294
0
165,994
0
488,794
0
2,669,428
1,233,895
230,676
2,442,896
1,107,737
133,308
1,415,803
1996-97
ACTUAL
REVENUES
3,000,585
18,033
79,365
4,618,487
701,492
283,688
44,222
403,682
278,736
1,101,838
1,155,361
103
520,948
237,167
189,854
2,596,708
277,695
269,106
10,676,209
6,085,033
0
2,289,588
26,238
0
421,036
0
863,504
253,024
2,823,755
2,014,974
593,808
2,266,441
2,185,341
127,079
1,471,758
1997-98
ACTUAL
REVENUE
1,581,221
18,471
289,482
8,562,805
1,203,795
20731 7
69,997
326,350
701,093
1,691,916
4,103,007
3,310,960
1 ,524
98,380
321,253
45,414
293,629
9,494,392
15,184,782
2,247,234
0
213,180
291,424
0
79,745
0
1,061,677
452,181
5,200,226
1,750,325
1,073,366
3,738,617
2,506,152
254,554
1,610,623
1998-99
ESTIMATED
REVENUE
2,554,079
7,744
1,784,016
8,082,399
470,843
1 18,022
62,686
224,712
356,184
1,962,937
8,065,776
995,386
692
33,555
73,264
209,115
141,078
17,155,045
12,378,831
7,407,202
0
355,261
2,671,478
0
245,000
0
721,068
2,943,525
4,960,609
7,450,269
888,803
4,957,607
9,959,060
68,290
1,550,194
1999-2000
ESTIMATED
REVENUE
7,250,000
'0
0
3,829,609
228,011
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3,678,819
2,725,000
0
1,550,000
OTHER 542,320 1,352,547 2,471,355 843,776 0
TOTAL CAPITAL FUNDS 32,542,382 49,227,405 70,456,647 99,698,505 50,551,902
OTHER 542,320 1,352,547 2,471,355 843,776 0
TOTAL CAPITAL FUNDS 32,542,382 49,227,405 70,456,647 99,698,505 50,551,902
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
45
0 0
FUND
GENERAL CAPITAL CONST.
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13 & 16 PARK FEE
PI1 AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD#3
BTW2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGUCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1996-1997 TO 1998-1999
1998-99 1999-2000 1999.
1996-97 1997-98 1998-99 (1) CONTINUING NEW TOTAI
ACTUAL ACTUAL ESTIMATED
3,~7,56a 6,606,500 10, 3,068,165 1,137,693 2,416,581
APPROPR. APPROPR. APPR,
1,505,050 0 1, 252,506 768,416 2,184,579
1,285,908 474,493 2,757,116 5,068,835 9,143,000 14,
0 28,638 4,337,178 24,184 10,000
0 0 0 0 3,500,000 3,
0 0 0 0 150,000
301,226 3,449 18,900 21 9,100 0
0 0 0 0 0
26,780 19,705 73,381 107,557 20,000
275,234 926,582 2,578,336
786,134 1,751,812 2,003,739
2,220,224 1,677,000 3,;
0 0 498,066 0 0
5,855 550,000 499,666 1,732,856 2,000,263
8,335,896 2,300,000 IO,(
0 0 0
37,665 1,980,000 2,l 2,516,379 74,694 267,536
0 1,240,000 1 ,:
251,114 13,684 138,889 270,905 120,000
261 35,816 1,727,866 65,517 500,000
279,582 9,994,978 11,884,665
14,923,214 4,410,000 19,. 3,540,881 5,235,076 20,618,432
5,938,514 0 5,'
5,135,960 0 5.1 255,722 670,688 1,486,845
0 0 0 0 0
83,345 589,053 688,490 2,491,611 450,000 2,E
17,505 246,276 1,987,912 1 ,I 31,775 0 1 ,I
0 0 0 0
421,302 79,475 78,776 142,055 6,683,600 6,E
0 0 0 0 0
484 255,507 216,046 813,804 950,000 1,i
0 98,843 625,962
12,821,374 2,427,083 15,; 1,334,650 1,395,000 2,383,487
2,441,733 1,857,000 4,;
1,773,700 5,699,200 7,4 462,810 343,806 665,338
1,818,297 0 1,8 20,795 540,536 33,832
1,599,569 2,775,592 4,3 2,170,009 1,937,045 1,659,168
2,628,667 5,728,983 83 2,447,648 2,595,405 3,690,870
720,405 659,527 13 151,251 115,641 424,962
2,791,323 3,034,981 5.8 187,625 608,373 758,368
OTHER 602,662 1,122,720 2,124,453
TOTAL CAPITAL FUNDS 21,737,710 32,796,260 69,831,970 I 79,790,693 62,552,466 142,3
1,180,336 0 1 ,I
(I) 1998-99 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
EAR 1 1999 - 2000 I
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
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETBIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTDM POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
BTDM COLLEGElCANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/1/99
378,094
140,293
901,995
21,980,100
291,313
2,704,899
947,315
663,907
2,191,464
860,819
91 1,203
190,158
26,975
1,307,924
36,723
856
207,664
497,128
9,528,896
13,633,699
0
266,327
75,450
0
24,173
0
4,964,843
762,637
8,896,825
13,605,890
1,708,432
4,756,920
15,301,849
348,718
5,113,452
REVENUE
7,250,000
0
0
3,829,609
228,011
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3,678,819
2,725,000
0
1,550,000
EXPENDITURES
6,686,500
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240,000
120,000
1,980,000
500,000
0
4,410,000
0
0
450,000
0
0
6,683,600
0
950,000
1,857,000
2,427,083
3,034,981
659,527
5,728,983
2,775,592
0
5,699,200
ENDING
941,594
120,293
901,995
16,666,709
509,324
9,532
930,875
956,069
2,247,114
325,742
1,111,203
190,158
26,975
67,914
36,723
856
240,363
497,128
12,235,298
13,633,699
0
58,327
175,450
0
24,173
0
4,146,305
305,637
11,026,114
12,570,909
1,998,905
2,706,755
15,251,257
348,718
964,252
OTHER 153,472 0 0 153,472 TOTAL 113,380.402 50.551.902 62,552,466 101,379,839 .. .. .. ..
(1) BEGINNING BALANCE ON 7/1/99 IS NET OF CONTINUING APPROPRIATIONS.
0 0
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
YEAR 2 2000 - 2001 1 BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 941,594 1,750,000 1,786,000 905,594
PUBLIC ART 120,293 0 20,000 100,293
GOLF COURSE 901,995 0 0 901,995
PUBLIC FACILITIES FEE 16,666,709 3,333,871 4,689,000 15,311,580
ZONE 5,13,16 PARK FEE 509,324 118,000 0 627,324
PIL AREA I NW 9,532 351,907 0 361,439
PIL AREA 2 NE 930,875 198,949 150,000 979,824
PIL AREA 3 SW 956,069 296,336 0 1,252,406
PIL AREA 4 SE 2,247,114 555,650 2,800,000 2,764
TRAFFIC IMPACT FEE 325,742 893,084 672,000 546,826
TRANSNEnLOCAL 1,111,203 1,900,000 1,700,000 1,311,203
TRANSNETlHlGHWAY 190.1 58 0 0 190,158
TRANSNEnBlKE 26,975 755,000 755,000 26,975
TRANSNET/STP 67,914 0 0 67,914
TDA 36,723 0 0 36,723
STATE GRANTS 856 104,000 104,000 856
COUNTY GRANTS 240,363 44,334 0 284,697
ASSESSMENT DISTRICTS 497,128 0 0 497,128
CFD #I 12,235,298 6,451,766 110,000 18,577,064
CFD #2 13,633,699 0 5,702,400 7,931,299
CFD #3 0 500,000 500,000 0
BTDM POINS. LN-AVIARA PKWY 58,327 197,360 200,000 55,687
BTD#3 CANNON ROAD WEST 175,450 2,000,000 0 2,175,450
BTDM COLLEGEICANNON 0 0 0 0
FEDERAL GRANTS 24,173 5,024,000 5,024,000 24,173
SDG&E 0 700,000 700,000 0
PLANNED LOCAL DRAINAGE 4,146,305 565,034 260,000 4,451,339
SEWER BENEFIT AREAS 305,637 3,400,000 3,391,000 314,637
SEWER CONNECTION 11,026,114 6,051,232 3,918,552 13,158,793
SEWER REPLACEMENT 12,570,909 1,300,000 4,206,645 9,664,264
WATER - RECYCLED WATER 1,998,905 150,000 1,059,527 1,089,378
WATER CONNECTION 2,706,755 3,149,716 1,561,226 4,295,245
WATER REPLACEMENT 15,251,257 2,025,000 7,796,424 9,479,833
REDEVELOPMENT BONDS 348,718 0 0 348,718
GAS TAX 964,252 1,600,000 745,900 1,818,352
OTHER 153,472 1,210,000 1,210,000 153,472 TOTAL 101,379,839 44,625,238 49,061,674 96,943,403
0 e
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
YEAR 3 2001 - 2002 I
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
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETlHlGHWAY
TRANSNETlBlKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTD#2 POINS. LN-AVIARA PW
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGElCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/1/2001
905,594
100,293
901,995
15,311,580
627,324
361,439
979,824
1,252,406
2,764
546,826
1,311,203
190,158
26,975
67,914
36,723
856
284,697
497,128
18,577,064
7,931,299
0
55,687
2,175,450
0
24,173
0
4,451,339
314,637
13,158,793
9,664,264
1,089,378
4,295,245
9,479,833
348,718
1,818,352
REVENUE
1,700,000
0
0
3,754,316
60,000
497,630
825,383
304,684
55,650
963,134
2,000,000
905,000
0
0
0
0
18,982
0
6,987,748
757,781
6,180,000
1,216,400
400,000
1,200,000
0
0
692,945
400,000
2,226,126
1,300,000
150,000
3,601,716
2,025,000
0
1,650,000
EXPENDITURES
1,664,625
20,000
0
4,339,000
0
600,000
1,800,000
0
0
447,000
1,700,000
905,000
0
0
0
0
0
0
5,810,000
8,686,673
6,180,000
1,200,000
0
1,200,000
0
0
1,600,000
355,000
6,559,991
1,141,835
159,527
2,549,808
1,515,202
0
362,000
ENDING
940,969
80,293
901,995
14,726,896
687,324
259,069
5,206
1,557,089
58,414
1,062,960
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
19,754,812
2,407
0
72,087
2,575,450
0
24,173
0
3,544,284
359,637
8,824,928
9,822,429
1,079,851
5,347,153
9,989,631
348,718
3,106,352
OTHER 153,472 3,000,000 3,000,000 153,472
TOTAL 96,943,403 42,872,495 51,795,661 88,020,237
e 0
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
YEAR 4 2002 - 2003 I BEGINNING
FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 940,969 700,000 433,000 1,207,969
PUBLIC ART 80,293 0 20,000 60,293
GOLF COURSE 901,995 0 0 901,995
PUBLIC FACILITIES FEE 14,726,896 3,490,008 2,050,000 16,166,904
ZONE 5,13,16 PARK FEE 687,324 106,341 0 793,665
PIL AREA 1 NW 259,069 496,080 0 755,149
PIL AREA 2 NE 5,206 225,383 0 230,589
P II AREA 3 SW 1,557,089 303,293 0 1,860,382
PIL AREA 4 SE 58,414 , 23,651 0 82,066
TRAFFIC IMPACT FEE 1,062,960 1,019,007 447,000 1,634,967
TRANSNET/LOCAL 1,611,203 1,700,000 1,700,000 1,611,203
TRANSNEnHlGHWAY 190,158 0 0 190,158
TRANSNEnBlKE 26,975 0 0 26,975
TRANSNETKTP 67,914 0 0 67,914
TDA 36,723 0 0 36,723
STATE GRANTS 856 0 0 856
COUNTY GRANTS 303,679 0 0 303,679
ASSESSMENT DISTRICTS 497,128 0 0 497,128
CFD #I 19,754,812 6,348,161 110,000 25,992,974
CFD #2 2,407 (0) 0 2,407
CFD #3 0 0 0 0
BTD#2 POINS. LN-AVIARA PW 72,087 783,600 500,000 355,687
BTD#3 CANNON ROAD WEST 2,575,450 95,000 0 2,670,450
BTD#4 COLLEGBCANNON 0 10,645,000 10,645,000 0
FEDERAL GRANTS 24,173 0 0 24,173
SDG&E 0 0 0 0
PLANNED LOCAL DRAINAGE 3,544,284 1,063,490 2,600,000 2,007,774
SEWER BENEFIT AREAS 359,637 400,000 0 759,637
SEWER CONNECTION 8,824,928 2,163,316 5,888,262 5,099,982
SEWER REPLACEMENT 9,822,429 1,300,000 691,835 10,430,594
WATER - RECYCLED WATER 1,079,851 150,000 159,527 1,070,324
WATER CONNECTION 5,347,153 3,407,609 1,514,682 7,240,081
WATER REPLACEMENT 9,989,631 2,025,000 1,635,178 10,379,453
REDEVELOPMENT BONDS 348,718 0 0 348,718
GAS TAX 3,106,352 1,700,000 250,000 4,556,352
OTHER 153,472 0 0 153,472
TOTAL 88,020,237 38,144,939 28,644,484 97,520,692
e 0
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
YEAR 5 2003 - 2004 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,207,969 1,100,000 1,313,000 994,969
PUBLIC ART 60,293 0 20,000 40,293
GOLF COURSE 901,995 0 0 901,995
PUBLIC FAClLlTlES FEE 16,166,904 2,259,351 11,678,000 6,748,255
ZONE 5,13,16 PARK FEE 793,665 108,000 0 901,665
PIL AREA 1 NW 755,149 159,676 0 914,825
PIL AREA 2 NE 230,589 225,383 0 455,971
PIL AREA 3 SW 1,860,382 304,684 0 2,165,066
PIL AREA 4 SE 82,066 23,651 0 105,717
TRAFFIC IMPACT FEE 1,634,967 774,753 447,000 1,962,721
TRANSNETlLOCAL 1,611,203 1,700,000 1,700,000 1,611,203
TRANSNEnHlGHWAY 190,158 0 0 190,158
TRANSNET/BIKE 26,975 0 0 26,975
TRANSNETISTP 67,914 0 0 67,914
TDA 36,723 0 0 36,723
STATE GRANTS 856 0 0 856
COUNTY GRANTS 303,679 0 0 303,679
ASSESSMENT DISTRICTS 497,128 0 0 497,128
CFD #I 25,992,974 5,428,836 110,000 31,311,810
CFD #2 2,407 0 0 2,407
CFD #3 0 0 0 0
BTD#2 POINS. LN-AVIARA PKWY 355,687 500,000 0 855,687
BTD#3 CANNON ROAD WEST 2,670,450 0 0 2,670,450
BTDM COLLEGUCANNON 0 0 0 0
FEDERAL GRANTS 24,173 0 0 24,173
SDG&E 0 0 0 0
PLANNED LOCAL DRAINAGE 2,007,774 1,101,717 0 3.1 09,492
SEWER BENEFIT AREAS 759,637 400,000 0 1 ,I 59,637
SEWER CONNECTION 5,099,982 1,426,594 6,191,472 3351 04
SEWER REPLACEMENT 10,430,594 1,300,000 861,835 10,868,759
WATER - RECYCLED WATER 1,070,324 200,000 159,527 1 ,I 10,797
WATER CONNECTION 7,240,081 2,379,524 2,530,428 7,089,177
WATER REPLACEMENT 10,379,453 2,025,000 1,796,272 10,608,181
REDEVELOPMENT BONDS 348,718 0 0 348,718
GAS TAX 4,556,352 1,750,000 0 6,306,352
OTHER 153,472 0 0 153,472
TOTAL 97,520,692 23,167,169 26,807,534 93,880,327
0 a
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
YEAR 6-10 2004 - 2009 I BEGINNING
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
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNEnLOCAL
TRANSNEnHlGHWAY
TRANSNETBIKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTW2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BAL 7/1/2004
994,969
40,293
901,995
6,748,255
901,665
914,825
455,971
2,165,066
105,717
1,962,721
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
31,311,810
2,407
0
855,687
2,670,450
0
24,173
0
3,109,492
1 ,I 59,637
335,104
10,868,759
1 ,I 10,797
7,089,177
10,608,181
348,718
6,306,352
REVENUE
4,310,000
0
0
16,573,633
615,337
697,613
1,520,636
1,275,776
3951 15
4,686,500
8,000,000
0
0
0
0
0
0
0
13,322,590
0
0
2,500,000
1,500,000
0
0
900,000
3,715,653
2,000,000
8,274,598
6,500,000
1,000,000
12,279,854
10,125,000
0
8,500,000
EXPENDITURES
2,165,000
0
0
23,275,000
0
0
600,000
2,550,000
500,000
3,985,000
8,000,000
0
0
0
0
0
0
0
38,933,500
0
0
3,226,800
2,000,000
0
0
900,000
11 0,000
0
5,40571 6
2,973,309
797,635
8,031,000
2,874,000
0
555,000
ENDING
3,139,969
40,293
901,995
46,888
1,517,002
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
5,700,899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3,159,637
3,203,986
14,395,450
1,313,162
11,338,031
17,859,181
348,718
14,251,352
OTHER 153,472 0 0 153,472 TOTAL 93,880,327 108,692,305 106,881,960 95,690,673
G
0 0
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
3 BEGINNING
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
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNEnBlKE
TRANSNETKTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTD#2 POINS. LN-AVIARA PW
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BAL 7/1/2009
3,139,969
40,293
901,995
46,888
1,517,002
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
5,700,899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3,159,637
3,203,986
14,395,450
1,313,162
11,338,031
17,859,181
348,718
14,251,352
REVENUE
3,000,000
0
1,000,000
16,921,289
373,977
1,370,421
2,724,068
527,284
669,191
7,717,007
800,000
0
0
0
0
0
0
0
6,412,839
(0)
0
1,200,000
1,500,000
0
0
0
7,646,625
9,700,000
10,541,724
20,900,000
2,200,000
16,359,445
22,275,000
0
20,700,000
EXPENDITURES
4,763,000
0
1,765,200
16,391,000
1,840,000
2,980,000
3,425,000
1,410,000
565,000
10,364,000
800,000
0
0
0
0
0
0
0
12,104,500
0
0
514,000
3,664,000
0
0
0
14,265,000
6,600,000
6,675,079
6,575,266
2,369,007
0
0
0
13,325,000
ENDING
1,376,969
40,293
136,795
577,176
50,979
2,859
675,675
8,126
105,023
17,228
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
9,239
2,407
0
814,887
6,450
0
24,173
0
96,770
6,259,637
7,070,631
28,720,184
1,144,155
27,697,475
40,134,181
348,718
21,626,352
OTHER 153,472 0 0 153,472 TOTAL 95690.673 154538.869 110.395.052 139.834.490 .. .. ,. ..
c
0 0
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
GRAND TOTALS ALL YEARS 1 BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 378,094 19,810,000 18,811,125 1,376,969
PUBLIC ART 140,293 0 100,000 40,293
GOLF COURSE 901,995 1,000,000 1,765,200 136,795
PUBLIC FACILITIES FEE 21,9ao,100 50,162,077 71,565,000 577,176
ZONE 5,13,16 PARK FEE 291.31 3 1,609,666 I ,850,ooo 50,979
PIL AREA 1 NW 2,704,899 4,377,959 7,080,ooo 2,859
PIL AREA 2 NE 947,315 5,853,360 6,125,000 675,675
PIL AREA 3 SW 663,907 3,304,219 3,960,000 8,126
PIL AREA 4 SE 2,191,464 I ,778,559 3,865,000 105,023
TRAFFIC IMPACT FEE 860,819 17,195,410 I 8,039,ooo 17,228
TRANSNET/LOCAL 91 1,203 18,600,000 17,900,000 1,611,203
TRANSNET/HIGHWAY 190,158 1,455,000 1,455,000 190,158
TRANSNEnBlKE 26,975 755,000 755,000 26,975
TRANSNETETP 1,307,914 0 1,240,000 67,914
TDA 36,723 120,000 120,000 36,723
STATE GRANTS 856 2,084,000 2,084,000 856
COUNTY GRANTS 207,664 596,015 500,000 303,679
ASSESSMENT DISTRICTS 497,128 0 0 497,128
CFD #I 9,528,896 52,068,343 61,588,000 9,239
CFD #2 13,633,699 757,781 14,389,073 2,407
CFD #3 0 6,680,ooo 6,680,000 0
BTD#3 CANNON ROAD WEST 75,450 5,595,000 5,664,000 6,450
BTD#4 COLLEGEICANNON 0 11,845,000 11,845,000 0
FEDERAL GRANTS 24,173 11,707,600 11,707,600 24,173
SDG&E 0 1,600,000 1,600,000 0
PLANNED LOCAL DRAINAGE 4,964,843 14,916,927 19,785,000 96,770
SEWER BENEFIT AREAS 762,637 17,700,000 12,203,000 6,259,637
SEWER CONNECTION 8,896,825 35,239,961 37,066,155 7,070,631
SEWER REPLACEMENT 13,605,890 34,600,000 19,485,706 28,720,184
BTD#2 POINS. LN-AVIARA PW 266,327 6,639,360 6,090,aoo 824,887
WATER - RECYCLED WATER 1,708,432 4,800,ooo 5,364,277 1,144,155
WATER CONNECTION 4,756,920 44,856,682 21,916,127 27,697,475
WATER REPLACEMENT 15,302,849 43,225,000 I 8,392,668 40,134,181
REDEVELOPMENT BONDS 348,71 a 0 0 348~1 a
GAS TAX 5,l 13,452 37,450,000 20,937,100 21,626,352
OTHER 153,472 4,210,000 4,210,000 153,472
TOTAL I I 3,380,402 462,592,919 436,138,831 139,834,490
CITY OF CARLSBAD
PERSOBL ALLOCATIONS FOR 1998-99 AND la-00
EAHltrlI G
OVER
98/99 99/00 (UNDER)
FINAL FINAL 1998-99
MAJOR SERVICE AREA BUDGET BLJDGFT AI I OCATFn "- ". ""_.
POLICY AND LEADERSHIP GROUP
. . - - - -. . . - - I CITY COUNCIL 1 1 0
CITY MANAGER
CITY TREASURER
CITY CLERK
CITY ATTORNEY
9 6.75 (2.25)
0.75 0.75 0
4 4 0
5 6 1
ADMINISTRATIVE SERVICES I ADMINISTRATION
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES &WORKERS COMP
0
13
14
2
5
8
2 2
17 4
20 6
2 0
5 0
9 1
PUBLIC SAFETY I
I
POLICE 128 134 6
FIRE 79 79.75 0.75
COMMUNITY DEVELOPMENT
COMM DEVELOPMENT ADMINISTRATION 4.75 4.75 0
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
13
1
2
24
10
13 0
1 0
2 0
24 0
10 0
COMMUNITY SERVICES I LIBRARY 32.25 40.75 8.5
CULTURAL ARTS 3 4 1
PARK PLANNING AND RECREATION MANAGEMENT 3 3 0
RECREATION 15.5 16 0.5
SENIOR PROGRAM 3 3 0
IPUBLIC WORKS I
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
7.25 4 (3)
37 51 14
47.25 51.75 5
81.25 71 (1 0)
GRAND TOTAL LABOR FORCE 553 586.5 33.5
a CITY OF CARLSBAD
PERS EL ALLOCATIONS FOR 1998-99 AND moo
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
98/99 99/00 Difference
Full Time Personnel 547 582 35
3/4 Time Personnel in Full Time Equivalents 6 4.5 -1.5
Hourly Full Time Equivalent Personnel 111.41 135.55 24.14
TOTAL LABOR FORCE 664.41 722.05 57.64 I I
LIMITED TERM EMPLOYEES
INTERNS 98/99 99/00 Difference
Management Interns
Building Inspector Intern
GIS
Plannina -front counter
0 2
0.5 1 0.5 2!
0.5 0.5 0
1.5 1.5 0 -
TOTAL LIMITED TERM EMPLOYEES 2.5 5 2.5
\
CONTINUING APPROPRIA la 0 EXHIBIT D
1998-99 TO 1999-00
AMOUNT
Citv Clerk
Office furniture & equipment for redesign & reconfiguration of Clerks Department 21,500
Citv Attorney
Legal services for Habitat Management Plan
Scanner
Purchasing
NlGP Commodity Code System
7,078
1,000
4,500
Human Resources
Cabinets
Pulsetaker Survey
Mandated Title VI1 training
1,300
15,000
40,000
Records Manaqement
Citywide records management / imaging project 1,319,500
- Fire
Citizen alert system
Office furniture for remodel project
Community Development Administration
Systems Furniture
Public Works Administration
Systems Furniture
Park Maintenance
Holiday Park tot lot sidewalk / curbing
Tennis court lighting upgrades (La Costa Canyon & Laguna Riviera)
Poinsettia irrigation filter installation
Sports lighting control system
Playground equipment replacement
Enqineering
NPDES program
Beach erosion program
Traffic impact fee program
28,000
38,035
55,000
12,000
40,000
40,000
10,000
36,000
45,000
15,924
6,423
16,100
Engineering - Developer funded
Developer deposits for condemnation projects 464,432
Aquatics
Solar heating system renovation 95,000
Recreation
Computer equipment
Harding systems furniture
1,775
5,325
2
CONTINUING APPROPRIAas a EXHIBIT D
1998-99 TO 1999-00
~~ ~ ~~ ~
AMOUNT
Library - Adult learning
Literacy Scholarship Account
Library - Historical preservation
Historic tree inventory and management program
1,363
2,500
Non - Departmental
Baiiquitos Lagoon Foundation 20,000
Subtotal General Fund $ 2,342,755
Police Asset Forfeiture
Available year-end balance 68,000
COPS Grant
Available year-end balance, Bicycle Patrol 169,000
Law Enforcement Block Grant
Available year-end balance
Cultural Arts - Sister City
Available year-end balance, delegation visits
3,371
1,122
Art Gallery Donations
Available year-end balance, for art exhibits
Recreation Donations
Available year-end balance; for park improvements
Available year-end balance; for triathlon and luau festival
Available year-end balance; for youth sports uniforms and T-shirts
22,500
3,900
10,900
8,800
Library Literacv Grants
Available year-end balance 731 9
Misc. State Grants
Available year-end balance 17,200
Misc. Federal Grants
Available year-end balance
CDBG
Available year-end balance
128,736
268,387
Water ODerations
Utility Billing System Implementation staffing
Automatic meter reading (AMR) equipment
Flashing arrow signs (traffic control)
12,500
35,000
6,000
*
CONTINUING APPROPRIA la a EXHIBIT D
1998-99 TO 1999-00
C11 vouchers
Asphalt repairs
Valve box adjustment after overlay
AMOUNT
2,000
15,000
20,000
Recvcled Water Operations
Trench Safety Equipment trailer 5,000
Sewer Maintenance
Utility Billing System Implementation staffing
Televising 8, evaluating sewer collection system
Asphalt repairs
Sewer benefit area study
Manhole adjustment after street overlay
Asphalt I concrete saw with trailer
Fleet Replacement
Medium replacement trailer
3 small replacement trailers
Information Systems
Faraday network integration assistance
Outside help desk pilot
Microsoft Office 2000 upgrade and UNlX tools
MS Office and BiTech /IFAS technical training
New GIS computer
CMWD server
HP K380 UNlX box upgrades
Remote access equipment
12,500
75,000
10,000
10,000
15,000
5,000
13,000
30,000
23,000
30,000
77,837
22,000
22,000
12,000
25,000
43,000
Subtotal Other Funds $ 1,230,272
Grand Total $ 3,573,027