HomeMy WebLinkAbout2001-06-19; City Council; Resolution 2001-1761
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 2001-176
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2001-02 FOR THE
CITY OF CARLSBAD AND ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS
FOR THE VARIOUS 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 2001-02 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 2001-02 on May 2, 2001 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, 2001-02 Operating Budget and 2001-02 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 2001-02.
2. That the amounts reflected as estimated revenues for fiscal year 2001-02 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2001-02.
3. That the amounts designated as the 2001-02 Budget request in Exhibits A and B
are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except as provided herein.
4. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
Ill
3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $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 manager may authorize budget adjustments to increase the
appropriations for the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad’s share of the Encina Wastewater Authority’s budget, as approved by the
EWA Board.
vi. 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.
itI
Ill B
1
2
3
4
5
6
7
8
9
IO
11
12
13
14
15
16
17
18
19
20
21
22
23
4 4
25
26
27
28
6. 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.
7. That all appropriations for Capital Improvements Projects remaining unexpended
at June 30, 2001, are hereby appropriated for such capital projects for the 2001-02 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpended at June 30, 2001, are hereby appropriated for
the 2001-02 fiscal year.
9. That 2000-01 appropriations in the approximate amount of $3,180,456 are
hereby continued into 2001-02 for the purposes shown in Exhibit D.
10. All appropriations for outstanding encumbrances as of June 30, 2001, are
hereby continued into 2001-02 for such contracts or obligations.
11. That budgeted appropriations for fiscal year 2000-01 in the Planned Local
Drainage Funds are hereby increased by $143,883 from the various fund balances to write off
uncollectible or erroneous accounts.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 19th day of June , 2001, by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila, and Hall.
NOES: None.
ABSENT: None.
CLAUDE A. LEWIS, Mayor
EXHIBIT A
2001-02 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
l Police Department l Development Services
l Fire department including paramedic l Street construction and maintenance
l Water delivery system l Library and arts programs
l Sewer system l Recreation programming for all ages
l Solid waste services l Park lands
l Housing programs l School 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. The Council has worked closely with the schools in the past and staff continues to
meet with them on a regular
basis.
BUDGET PROCESS
The budget process for the City
of Carlsbad begins in January
each year, with a review and
update of the City Council’s five-
year vision statements. These statements are shown on the
first page of this budget
document. Through the vision
statements, Council continually
defines and clarifies their vision
of Carlsbad. The strategic goals
for the City are developed next. The goals further define the
methods used to achieve the
vision and call out areas in
which Council would like to
place special emphasis during
the year. Once these are
developed, staff develops
operational goals based on
Council’s direction. These operational goals are the basis
for the development of the
operating budget.
City qf Carlsbad 2001 Strategic Goals
Top Quality Services - Become a City that provides exceptional
services on a daily basis.
Transportation -Provide and maintain a multi-modal transportation
system that moves goods, services and people throughout Carlsbad in a
safe and efficient manner that is coordinated with community development.
Quality of L@Kommunity Development - Develop a
community that promotes quality neighborhoods, established compatible entertainment and commercial venues and manages growth by providing
an appropriate balance of facilities and services.
Parks - Provide Parks and Recreation facilities to meet growth
management standards and actively address the priorities of the citizens of
Carlsbad within the CIP budget.
Water - Ensure a 90% reliable, high quality, diversified water system in
the most cost effective manner.
Environmental Management - Promote a clean, pollution-free,
resource-conscious environment.
Finance - Implement proactive strategies that provide and manage the
necessary resources to ensure a high quality of life.
Communication - Ensure that citizens, staff and Council are well
informed, leading to a more responsive government and a higher level of confidence.
Open Space/Trails - Preserve, enhance and manage an Open Space
and Citywide Trail system that incorporates a comprehensive HlW.
Learning - Promote and support continuous learning opportunities
within the community and the City organization.
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 that 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.
ECONOMIC PROFILE
The city of Carlsbad has enjoyed significant economic growth over the past few years along with the rest of the region and the nation. The City’s economy has fully recovered from the effects of
the recession of the early 1990’s as evidenced by the growing workforce, increased tourism and
rising housing prices.
Since 1995, almost 10 million square feet of commercial and industrial space has been built in
the city. This development has brought much needed entertainment and shopping venues to
the citizens and visitors as well as generating additional sales taxes to help pay for City services. The development Carlsbad Employment
has also enhanced Carlsbad’s reputation as a destination ,,
resort for tourism. Carlsbad is home to two five-star +z
resorts: the Four Seasons Resort at Aviara and the La
Costa Resort & Spa, as well as a number of other quality
hotels and motels. In addition, the City is host to a major ,~I a
family theme park: Legoland. Available hotel rooms in the ‘= ‘981 ‘OoLI ‘-
City now total about 3,200 compared with 1,860 in 1996, a
66% increase. Commercial and industrial development has also brought some major industries
to town including the Gemological Institute of America, ViaSat, Invitrogen, The Upper Deck and
many others. Commercial/ industrial growth has generated job growth with a resultant increase
in employment in Carlsbad of 20% (between 1995 and 1999).
More jobs, of course, bring with them the need for housing. The job growth in the Carlsbad
region and the City’s reputation for quality has resulted in a strong demand for housing over the
past several years. The City has issued over 8,000 residential building permits since 1996 with
Median Home Prices - Resales median resale housing prices growing by more than 80% in
the same time period. Total assessed values in the City
stand at almost $12 billion, up from $5.9 billion in 1996.
Although this accelerated pace is expected to level out over
the next few years, the City still expects to add about 4,000
more residential units and an additional 5 million square
feet of commercial/industrial development over the next five
years. The City’s residential housing stock is about 75%
built out with approximately 10,000 housing units remaining
to develop over the next 20 years.
Carlsbad’s current economic position is an enviable
one. The healthy economy over the past five years
coupled with continued low inflation has kept consumer confidence high allowing for increased retail sales and
tourism. The Carlsbad Company Stores, a specialty
outlet center opened in late 1997 has continued to
expand and now contributes over $1 million annually to
the City’s sales tax receipts. Legoland, the theme park
located in Carlsbad, has also expanded recently. ,
Legoland contributes to the City’s sales tax base as I
well as stimulating the development of new hotels in the
Major Tax Revenuss
96 87 88 88 04 01
EProperty tax q Sales tax q Hotel tax
area. The effect of the new development and the demand for housing in Carlsbad is an
increasing tax base. The three major revenue sources for the City: property taxes, sales taxes
and transient occupancy taxes (hotel tax), are expected to provide $50.9 million to the City’s
General fund in 2001, growing to $54.7 million in fiscal year 2002. These taxes are the major
source of funding for most of the City’s services and allow the City to live up to its reputation as
one of the premier locations in San Diego County.
As with all economic cycles, there are peaks and valleys. The city of Carlsbad has seen the
results of the peaks over the past few years. Indicators are now showing that we may be
heading for a valley. The leading indicators for the San Diego region, as published by the
University of San Diego School of Business Administration fell 1.2 percent in March, which is
the latest information available at this time. With this decline, the Index has fallen or remained
unchanged for ten consecutive months. All six of the components in the Index were down with
the largest declines in consumer confidence and local stock prices. The other components--
building permits, initial claims for unemployment insurance, help wanted advertising, and the
outlook for the national economy-declined by smaller amounts.
According to the March report, “The outlook for the local economy continues to be for some
difficulty in the second half of 2001. That difficulty is expected to be manifested in a higher
unemployment rate (expected to peak between 3.5 and 4.0%) and weaker housing and retail
sales. Key factors to watch in terms of their impact on the local economy are the health of the
national economy and the impact of the energy crisis (both gasoline and electricity) during the summer months.“’
Thus, we are heading into the next fiscal year with some trepidation. In addition to weaknesses
in the local economy, the state of California is also having budget difficulties which may impact
local governments. The May revision of the Governors budget reports a $5.7 billion
deterioration in the state’s fiscal condition brought about mainly by the downturn in the
economy, the dot corn implosion and the energy crisis. While it’s difficult to tell what the
ultimate impact will be on local governments, the last recession has demonstrated that if the
State experiences budget shortfalls,
impacted.
it is likely that local government revenues will also be
During the last recession, the State
2 I.. T._- .,.c.
I I _ .’ I
-2 2 3 4 12 3 4 12 3 4 hi+ - -
Per LAO Overview of the 2001-02 May Revision
took over $2.5 million from Carlsbad in the form of a
reallocation of property taxes. These taxes were never
allocated back to the City. This time, it is possible that
the City may lose some portion of its Vehicle License
Fees (VLF). VLF is collected by the Department of Motor Vehicles on all registered vehicles in the State of
California. It is divided among cities and counties and
disbursed to cities mainly on the basis of population. In
the past years, the State gave a tax cut to the citizens of
California by reducing the VLF rate by 67%. At this time,
the State is backfilling (reimbursing) local governments for the loss of this revenue from the State’s general fund.
However, if the State experiences budget shortfalls, they
may choose not to fund the backfill. If this occurs, the
City would lose $2.8 million.
As mentioned earlier, California is also in the middle of an energy crisis with rolling blackouts possible throughout the summer. It appears that there is
’ USD Index of Leading Economic Indicators, March 2001
not enough electricity to go around resulting in skyrocketing electricity and gas prices. Although
the City’s budget has been hit hard by the high costs of these utilities, the larger effect may be
the fallout on other revenue sources. The loss of VLF to the State, cuts in other State funding, a
loss of tourism, decreased consumer spending; all of these may indirectly but dramatically effect
the sales taxes, hotel taxes, business taxes and many other City revenues. The energy crisis is continuing and at this time it is difficult to say where the prices may end up and what kind of
effect it will have on Carlsbad’s economy.
Despite all of the indicators, a slow down in our local economy has yet to show itself in any of
the City’s revenue streams. Sales taxes are continuing to rise and there have been no
reductions in the number of building permits issued to date. While the short-term outlook
remains uncertain, Carlsbad is positioned well for the future. It is the Council’s goal to insure
that the City remains in good financial health and there are a number of steps the City has taken
to attain that goal. One of these is the growth management plan. This plan was adopted by the
citizen’s to insure that all necessary public facilities were constructed along with development. It
also insures that a financing plan is in place to pay for the facilities prior to the development of
the property.
In addition to the growth management plan, the city also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of new development and public facilities on the
Operating budget as well as planning for the capital needed to build them. Thus, the City
prepares a ten-year operating forecast for the General fund and a 20+ year capital improvement
program. As part of the capital improvement program, the City annually calculates the amounts
needed to pay for the various projects and calculates the anticipated operating budget impacts.
In this way, we can anticipate the effects of development from both a capital and an operating
perspective.
’
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an infrastructure replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on the streets, parks
and many facilities for which the City is responsible
For fiscal year 2001-02, the City’s revenue projections reflect a reduction in consumer
confidence, slightly increasing housing prices, and continued development, but at a slower rate
than in the past two years. The uncertainty in the economy may show itself in more moderate
consumer spending which is expected to slow down the rate of growth in sales taxes and
vehicle license fees as well as in tourism which effects the transient occupancy taxes. More
information on all of the City’s revenues and programs can be found in the later sections of this
letter.
2001-02 /‘REL/M/I+IARY OPERATING BUDGET
The recommended operating budget for fiscal year 2001-02 totals $136.5 million with revenues
for the year estimated at $135.9 million. General fund revenues are estimated at $80.7 million
and budgeted expenditures are $80.8 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2000-
01, as well as those estimated for 2001-02.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED ESTIMATED $ %
2000-01 2001-02 CHANGE CHANGE
$ 80.3 $ 80.7 $ 0.4 0.5%
9.0 10.9 1.9 21.1%
29.0 29.9 0.9 3.1%
11.2 11.9 0.7 6.3%
2.2 2.5 0.3 13.6%
TOTAL $ 131.7 $ 135.9 $ 4.2 3.2%
Revenue estimates for the Operating budget indicate that the City will receive a total of $135.9 million, a $4.2 million increase over the current year projections. The majority of the increase is
in the Special Revenue and Redevelopment funds due to new programs proposed for the
upcoming fiscal year. These and other funds will be discussed in more detail below.
Genera/ Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they 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.
SIGNIFICANT GENERAL FUND REVE
(In Millions)
PROJECTED ESTIMATED
FUND 2000-01 2001-02
PROPERTY TAX $ 20.3 $ 22.5
SALES TAX 21.1 22.2
TRANSIENT OCC. TAX 9.5 10.0
VEHICLE LICENSE FEES 4.2 4.3
DEVELOPMENT REVENUES 6.5 3.4
ALL OTHER REVENUE 18.7 18.3 I TOTAL I $ I 80.3 $ 80.7
NUES
$ %
CHANGE CHANGE
$ 2.2 10.8%
1.1 5.2%
0.5 5.3%
0.1 2.4%
(3.1) -47.7%
(0.4) -2.1%
$ 0.4 0.5%
This year it is expected that property taxes will grow to $22.5 million, just slightly more than the
projected sales taxes. After the recession of the early 1990’s, the City’s sales taxes climbed
quickly back to their former levels while it has taken property taxes much longer to catch up.
Property taxes tend to lag the rest of the
economy as the tax for the upcoming fiscal Property and Sales Taxes year is based on assessed values from the Ioswa) previous January. So, the taxes to be
received for fiscal year 2001-02 are based on
values as of January 1,200l.
Property taxes also have a cap on how fast
they can grow. This is due to Proposition 13.
Proposition 13 was adopted by the State in
1978. The proposition limits the growth in
assessed values (and thus property taxes) to no more than 2% per year. The value upon which
the tax is based is only increased to the full market value upon the sale of the property. Thus,
property taxes tend to grow slowly unless there is a significant amount of housing activity.
In more recent years, we have seen robust growth in property taxes due to new developments
and a large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the
rising property taxes. With the deregulation of the power industry, San Diego Gas and Electric sold the electrical generating plant to Cabrillo Power in March 2000. Since the plant was
previously considered Public Utility property, it was assessed a unitary tax of which the City
received a very small share. Now that it is privately owned, it is locally assessed and taxed giving the City an estimated $250,000 more in property taxes.
Sales taxes are expected to total $22.2 million for 2001-02, an increase of 5.2% over the 2000-
01 projections. These projections assume a base increase of 4.6% plus additional amounts for
new retail sites locating to the City. The City’s sales tax base is heavily dependent on new car
sales. Thirty-one percent of the sales
Sales Taxes taxes received come from this source.
New car sales throughout California have
Business to Misc been very strong during the past several
years. The projections assume that this
trend will begin to slow down as the
economy softens and consumer
confidence declines. The expansion of
Carlsbad Company Stores, an upscale
outlet mall, as well as other new restaurants and smaller retail sites, will
help to keep Carlsbad’s sales taxes
growing in the upcoming year.
Sales tax estimates also include approximately $660,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase in California sales taxes be allocated to local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes
(TOT or hotel taxes) estimated at $10 million for 2001-02, an increase of 5.3%
over 2000-01 estimates. These projections reflect an increase of 3% in the total taxes received from our current hotels with additional amounts added for a new
Development-related revenues include planning, engineering and building permits and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These revenues are difficult to predict as many of the planning
and engineering activities happen
Development Revenues and Building Permits months or years before any structures
are actually built. Development-
wJoo 2.5M) related revenues increased coming
2.wo out of the recession as development in
1.5w the City picked up and housing
s3.m 1SWJ demand grew. The City continued to
52.wo
s1:ow SM) issue a significant number of building
so permits in 1997 through 1999;
92 93 94 95 96 97 98 99 00 01 02 however, the revenues for planning
and engineering services dropped off; -Revenues -Res Permits Issued thereby, flattening the total
development revenues received.
Based on the citywide growth projections shown in the Capital Improvement Program section of
this document, a 55% decrease in building permit revenue is expected for the 2001-02 fiscal
year. This indicates a significant decline in building permit revenues, as there are fewer units
ready to be permitted in Carlsbad. Smaller declines are anticipated in the other development
revenues.
hotel expected to open in 2001-02. The addition of this new facility will bring the total rooms
available in Carlsbad to over 3,200.
Vehicle License Fees o/LF) collected by the City have risen in the past three years at the rate
of about 10% per year climbing from $2.9 million in fiscal year 1998 to an estimated $4.2 million
in fiscal year 2001. The high growth rate has been partly due to Carlsbad’s increasing
population and partly to increasing auto sales statewide. The City’s projected VLF anticipates
slower growth in the upcoming year due to the uncertainties in the economy and a lower
population increase.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2001-02 totals $18.3
million, a slight decrease from fiscal year 2000-01.
The largest increase in the other revenues is in franchise taxes. Franchise taxes are expected
to increase by 12.7% in the upcoming fiscal year due mainly to events in the power industry.
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the “in-lieu” taxes received are generated by
Cabrillo Power, the operator of the Encina Plant. When the plant belonged to SDG&E, there were very limited “in-lieu” taxes received. With the change in ownership, the taxes received
from this source have increased significantly.
In addition to the changes in franchise tax calculations and energy providers that came with
deregulation, the state has found itself in an energy crisis with too little supply for the demand.
The result has been skyrocketing gas and electric prices. SDG&E currently has a price cap on
what they can charge to customers but they are continuing to calculate the difference between
what they charge and the actual costs incurred. Franchise taxes are paid on the amount
collected, not on the actual cost. At this time, it is unknown how or when the excess costs will be paid back to SDG&E.
With all the uncertainty in the industry, projecting franchise taxes is very difficult. For revenue estimating purposes, we have assumed a total increase of 17% in fees paid by SDG&E, which
represents a 30% increase in rates and a 3% increase in the “in-lieu” franchise taxes paid.
Business license taxes are closely tied to the health of the economy and show an estimated
4.6% growth rate for 2001-02. The city is continuing an aggressive information and compliance
program that should help to achieve this increase.
Income from investment and property is projected to decrease by 16%. Some of the
decrease in investment income is due to changes in market conditions from one year to the next
and some is from lower projected cash balances. A $400,000 drop in other revenue is also
projected. Other revenue in 2000-01 contained several unusual receipts that are not expected
in the next year.
Overall, the General fund revenues are expected to grow by only 6% in the upcoming year.
The 7% growth in the tax base has been offset mainly by decreases in development revenues.
This is a change from the past five years during which the City experienced revenue growth
between 9 and 17%. Much of the growth was due to the opening of new hotels and retail
outlets, which provided a large boost to the total revenue picture. Next year, there are fewer
new sources of revenue and significantly lower development expected resulting in a much lower
overall rate of growth.
Other Funds
Revenues from Special Revenue funds are expected to total $10.9 million; an increase of $1.9
million from 2000-01. The types of services supported within Special
Revenue funds include programs Spec!al Revenue Funds
funded by specific revenue streams Storm Water
such as grants (Section 8 Housing
Assistance, Community Development
Block Grants), donations, special fees
and assessments (Housing Trust fund,
Maintenance Assessment districts).
The largest changes in the Special
Revenue funds occurred in three Trust
programs: Storm Water Protection,
Section 8 Housing and the Housing
Trust fund. The Storm Water Protection program is new this year and was created to respond to federal mandates to reduce
the pollutants in run-off water that flows through the City’s storm drains. More information on
this program can be found in the Expenditures section. There is currently no funding source for
this mandated program; so, it is being funded through an advance from the General fund of $1.9
million. Staff will be working over the next year to find a more permanent method of funding all
the requirements of this program for the future. The Section 8 Housing program received an
additional allocation of 75 vouchers from the federal government resulting in an increase in
grant funds of $1.6 million. The increase from these two programs offset the $1.2 million
Solid Waste, Golf Course water, recycled water and
sanitation services, solid waste
management, and the Carlsbad
Golf Course. The water, recycled
water and sanitation operating funds all project slightly increasing
revenues for the upcoming year.
The increase is due mainly to
population growth throughout the
City. No change in the rate
structures is anticipated for next
fiscal year.
decrease in the projected Housing Trust fund revenues. The Housing Trust fund receives fees
from developers in assist in the development of affordable housing in Carlsbad. These revenues
are expected to decrease in the upcoming fiscal year as a result of less development activity.
Enterprise fund revenues for 2001-02 are projected at $29.9 million; up 2.8%, or approximately
$800,000. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service.
Carlsbad Enterprises include the
Operating revenues to the Golf Course Enterprise fund have decreased this year. The City had been transferring $600,000 per year to this fund to assist in financing a future municipal golf
course. At this time, the project is stalled in the permitting process with the environmental agencies. Thus, the transfer is not needed, as there is sufficient money in the fund for the
maintenance of the land.
Internal Service funds show estimated revenues of $11.9 million for 2001-02, an increase of
$800,000, or 7%, over 2000-01 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 Technology and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds, thus the rates charged for the services are based on the cost to provide the service. 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. Explanations for the changes in
these funds can be found in the next section of this letter titled “Expenditures.”
Redevelopment revenues are expected to total $2.5 million in the upcoming year, a 16%
increase. Most of the increase is due to the creation of a new redevelopment area - the South
Carlsbad Coastal Redevelopment Area. The new area is expected to generate approximately
$500,000 in property tax revenue in the upcoming fiscal year.
IX
EXPENDITURES
The City’s operating budget for 2001-02 totals $136.5 million, which
represents an increase of $7.4 million, or 5.8%, from the current 2000-01
budget. This increase is due to a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budgetary Policies
Budget policies were developed this year under a new process. This new process is generally
known as “Expenditure Control Budgeting” or ECB. Using this new approach, each department
was given a block appropriation containing sufficient funds to provide the current level of services for the upcoming year. As Carlsbad is a growing city, the block needed to contain
sufficient funds to pay for inflationary increases as well as growth in the customer base.
For the 2001-02 budget, the block was calculated as follows:
9 Personnel costs were calculated for all currently authorized positions and then increased
by a growth factor of 6%.
n Maintenance and Operation costs were calculated using last year’s adopted budget
increased by an inflation factor of 5% and a growth factor of 6% for a total of 11%.
l Capital Outlay requests were not included in the block budget. These one-time items
could be requested separately. Approved capital outlay requests were added to the
operating budgets.
Based on the above calculation, the proposed budgets reflect an average increase of 8% as compared to the 2000-01 adopted budget. All new positions needed to maintain the same
service levels are funded from the block appropriation. Budgets are not to exceed the block
amounts and no additional appropriations are expected during the year except in the case of a
significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried forward in their entirety to the new year.
In addition to the block appropriations, budgets requests could be made to implement specific
goals or to operate new facilities. If the request was approved, then the additional funds were
added to the budget.
The 2001-02 proposed budget reflects the following organizational and structural changes,
which will continue to contribute to the overall effectiveness of the organization:
l The Records Management Program is now being shown as an Internal Service fund rather
than as a program within the General fund. This allows the allocation of the program costs
to the user departments based on usage of the services. In this manner, the City will be
able to provide a more accurate accounting for the costs of each program. The costs for the Records Management program are allocated to departments based on the number of users
of the system in each department.
l A separate fund for the new Storm Water Protection Program has been created. This will
enable us to track the costs of this program separately. Currently there is no funding source
,9
for this program; therefore, a General fund transfer was made to this fund in the amount of
next years budget. This fund includes all the new costs associated with the program as well
as some existing personnel and maintenance and operation costs for Storm Water
Protection that were previously recorded in the General fund engineering budget.
. The library receives two state grants, PLF and CLSA. In the past, these revenues were
recorded in a Special Revenue fund and the Library budgeted in these funds for library costs
such a books and special supplies. In order to simplify the accounting, the revenues and
expenses were transferred to the General fund in the 2001-02 budget. The amount of the
revenues estimated for 2001-02 is $300,000.
Budget Recommendations
Through the application of these guidelines and policies, the 2001-02 operating budget of
$136.5 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 are the result of an aggressive capital projects
schedule, a continued focus on public safety and technology, and the new Storm Water Protection program.
The 2001-02 operating budget includes 24.5 new full and three-quarter time employees; an
increase of 3.6Oh. The net decrease in hourly staff, totals approximately 1 .I3 full-time
equivalents (FTE). These changes will bring the total City workforce to 624.25 full and three-
quarter time employees and 142.9 hourly FTE. These and other changes are addressed in
more detail as follows.
Capital Improvement Projects
The City has a large number of major capital improvements scheduled to be built over the next
five years. Many of these are park and street projects as required under the City’s growth
management program. The details of the program can be found in the latter sections of this
document entitled “Capital Improvement Program” (CIP). In order to meet the development
schedule shown in the CIP, five new positions are being proposed.
Park Projects and Trails - The operating budget includes two Park Planners, a Senior Planner
and a Senior Civil Engineer to assist with the planning and development of parks over the next
five years, including Zone 19 Park, Larwin Park, Alga Norte Park, Pine School Park and Phase
II of Poinsettia Park. One half of one of the Park Planners will be dedicated to implementation
of a trails program for the City while the remainder of their time will be spent on the park
projects.
Street Proiects - In order to improve traffic flow in our city as it continues
to grow, several large street construction projects are also planned for the
next 5 years. Public Works is responsible for the planning, design and
construction of these projects. Included in the proposed budget is a
Deputy Public Works Director who would serve as the City Engineer.
Currently, the Public Works Director is performing this role.
Public Safety
Public safety has always been a top Council priority. As the population of our City continues to
grow, additional public safety staff is required to maintain the current level of safety services.
There are three new positions included in the budget this year to continue Council’s focus on
public safety. These positions include a patrol officer, a traffic officer, and a senior police officer
for investigations. The patrol and traffic officers are needed as a result of the increase in
population. The additional senior officer in investigations will allow the unit to address elder
abuse, fraud and ID theft. In the last four years the number of these cases has increased and
the average investigation time of these cases is six months. With the elderly increasing along
with the population, the numbers of these cases are expected to continue to increase.
Storm Water Protection Program
As a result of the federal mandate to reduce the pollution in storm water runoff, and to meet the
requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as
the Storm Water NPDES Permit), the proposed budget includes a new program at a cost of $1.9
million and an additional 5.5 positions. The new positions include two Maintenance Workers,
one Engineering Technician, two Environmental Specialists and a half time Business Systems
Specialist. The following are the components of this new program included in the budget:
Evaluation and Control of all existing industrial, commercial, residential and municipal
developed areas or facilities to minimize the short and long-term impacts on receiving
water quality.
Conducting educational efforts and outreach to the public and focus groups regarding
the new requirements on all the different sectors covered.
Modifications to the City’s Municipal Code in order to allow of enforcement associated with the Permit.
Preparation of funding options for the programs being implemented.
Review and modifications of all existing Municipal facilities to prevent or reduce the
pollutants in runoff.
Administration and coordination to meet compliance with the requirements in the Permit. Review all Land-Use planning for new development and redevelopment, including
review and revision, as needed, of the General Plan.
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget
includes $500,000 for a new automation system for the library. This would
replace the current outdated system with a state of the art system. The
budget also includes $125,000 to continue implementation of the Document
Management System. The Document Management system will reduce the
time it takes staff to research archived documents and eventually allow the
public to access and retrieve public documents electronically. The budget also includes
$40,000 for a Request of Action system which allows the City to respond quicker to requests from citizens and other customers.
Administrative
As the City grows and new programs are created and existing programs are enhanced, there is
an increase in the need for administrative support. In order to meet this need, the budget
includes an increase of 3.25 full time clerical positions. Two of the positions are in Public
Works, one in Human Resources and the other is an increase from a % time to full time position
in Community Development. The Public Works and Community Development positions will
assist with the document management responsibilities in their departments as well as other
clerical duties.
The Human Resources position will staff a pilot “resource pool” program in order to provide trained clerical support for all departments to use. This program will provide a floating clerical
employee available to fill short-term gaps in staffing. Staff will evaluate the effectiveness of the
program after one year to determine the effectiveness and efficiencies of the program.
Budget by Fund Type
From the discussion above, it can be seen the overall increase in the budget is a combination of
the increases given in the block budget and the new programs and goals mentioned above.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
BUDGET BUDGET $ %
FUND 2000-01 2001-02 CHANGE CHANGE
GENERAL FUND $ 77.1 $ 80.8 $ 3.7 4.8%
SPECIAL REVENUE 8.5 10.7 2.2 25.9%
ENTERPRISE 28.5 29.8 4.6%
INTERNAL SERVICE 13.1 12.9 (A:;) -1.5%
REDEVELOPMENT 1.9 2.3 0.4 21.1%
TOTAL $ 129.1 $ 136.5 $ 7.4 5.7%
The discussion below of budgeted expenditures by fund and program will provide more
information about the changes occurring in the budget.
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.
I GENERAL FUND EXPENDITURES I BY MAJOR SERVICE AREA
Iln Millions1 I FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
PROJECTED
2000-01
$ 2.8
6.1
24.1
5.6
11.6
13.7
10.5
2.7
ESTIMATED 1 $
2001-02 CHANGE
$ 3.3 $ 0.5
5.0
26.4
6.0
13.4
14.2
8.5
4.0
(I.11
2.3
0.4
1.8
(20::)
1.3
TOTAL $ 77.1 $ 80.8 $ 3.7 4.8%
Total budget for the General fund is $80.8 million, which is 4.8% more than the current budget
of $77.1 million. The Council Contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or approximately 5%, of
the 2001-02 General fund budget. This is a slightly lower percent than the 6% used last year. In the past, the contingency account was used to fund salary increases granted during the year.
In 2000-01 these totaled $1.5 million. Using the block budget approach, these increases will be
funded from the block budgets rather than from the Council’s contingency account.
There are several reasons for the changes in the General fund’s proposed budget compared to
the 2000-01 budget in addition to the changes previously discussed. A comparison by Major
Service Area (MSA) is provided below.
. The Policy/Leadership Group includes all elected officials and the City
Manager’s Office. The increase in this area is due to Records
Management costs allocated to the Clerk’s budget. With the
conversion of Records Management to an Internal Service fund, the
Clerks budget was allocated $175,000 for Records support to the Clerks
department. The Public Information budget was also increased by
$75,000 to fund the City’s 50th anniversary celebration.
. Administrative Services’ $1 .I million decrease is mainly due to the movement of
Records Management to an Internal Service fund. The Records budget totaled over
$1.5 million in 2000-01 and is now shown separately as an Internal Service fund.
. The growth in Public Safety is due mainly to increases in the block budget for inflation
and population growth. All new positions were funded out of the block budget. An
additional $55,000 was added to the Fire budget for implementation of the Automatic
External Defibrillator (AED) Program. This program will place AED’s throughout City
buildings and recreation areas and train city employees on their use. This will allow for
early defibrillation at these locations, which is a vital component in surviving a heart
attack. Last year three of these devices were installed at our libraries and senior center.
The plan this next year is to install 12 of these in various city facilities including: City Hall,
Council Chambers, Faraday Center, Harding Community Center, Oak Street Building,
and the Parks building.
. In the Community Development area, the 7.1% increase is mainly due to the addition of
one Senior Planner and a half time hourly FTE planner.
n A substantial portion of the 15.5% increase in Community Services is due to the transfer
of costs previously recorded in Special Revenue fund (the library’s PLF and CLSA state
grants) to the General fund, the new library automation system, and the addition of the
two park planner positions.
n Public Works shows a slight increase of 3.6%. The reason for such a small increase is
due to the transfer of approximately $200,000 in costs from Engineering to the Storm
Water Protection program. In addition, a one-time cost of $300,000 was included in last
year’s budget for the green LED traffic lights.
n Non-departmental expenses include payments for debt service, transfers to other funds, and administrative and other expenses not associated with any one department. The
largest decrease is a $2.8 million decrease in the amount transferred to capital projects.
These funds vary from year-to-year based on the funding needs for the Capital Improvement Program. In addition, due to the uncertainty of the Golf Course project, the
usual $600,000 transfer to this fund was not scheduled for next year.
n Capital outlay expenses totaling approximately $I,31 1,025 have been included in the
General fund budget.
23
Changes In Other Funds
Special Revenue funds, at $10.7 million, show an increase in anticipated spending of approximately $2.2 million, or 25.9%. The increase is mainly attributable to the new $1.9 million
Storm Water Protection Program fund. Other increases include increases in utility costs in the
Street Lighting budget. Due to the uncertainty of future utility costs, an additional $150,000 was
added to the Street Lighting budget. The Section 8 budget also increased by $1.6 million due to
an additional 75 vouchers received for the next fiscal year. These increase were offset by the
decrease of approximately $400,000 as a result of the transfer of the CLSA and PLF funds to
the General fund.
Enterprise funds total $29.7 million, which is an increase of $1.4 million, or 4.6%. These increases are mainly due to the block budget increases for
inflation and increase customer base. No increase in rates is forecasted for
the next year.
f’ The Internal Service funds budgets decreased in total by $200,000. The
ii Internal Service funds are self-supporting through user charges. The transfer
of Records Management caused an increase of $945,000 while the Vehicle Replacement
budget decreased by $1.4 million. The Vehicle Replacement budget varies from year to year
depending on the need for replacements. A list of the requested vehicle replacements can be
found at the end of this document.
The Redevelopment Agency budgets have increased for 2001-02 by a total of $425,000. This
is mainly due to an additional 8400,000 budgeted for the South Carlsbad Redevelopment Area
master plan. This new redevelopment area, adopted in July 2000, encompasses the Ponto
Area and the Carlsbad Boulevard area from Poinsettia Lane to the southern city limits. Creating
this redevelopment area allows the City to facilitate improvements to the Encina Power Plant,
provides a funding source for the Carlsbad Boulevard realignment and promotes the
redevelopment of underutilized properties in the Ponto area. Development of a master plan will
address land use planning, development standards and design guidelines, public improvements
and miscellaneous redevelopment activities specifically for this area.
SUMMARY
The City of Carlsbad continues to experience solid economic
growth. 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. The increased job
opportunities from the development of the industrial and
commercial areas as well as Carlsbad’s reputation as a quality
city are keeping the demand for housing growing which in turn increases the property tax base. The opening and expansion ,, >X_,~~_ of the Carlsbad Company Stores, the Four Seasons Resort, Legoland and other commercial ventures enhances Carlsbad’s standing as a destination resort.
The growing tourism industry provides higher transient occupancy taxes (TOT) and sales taxes.
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. This
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
allocates the available funding in a manner that proactively plans for the future. This plan will
insure top quality services are provided to all who live, work and play in Carlsbad.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1. 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30.2001
GENERAL FUND I 44.415.645 80.282.000 70.653.722 1.015.056 55.058,979
SPECIAL REVENUE
POLICE ASSET FORFEITURE 406,416
COPS GRANT 230,463
LAW ENFORCEMENT BLOCK GRANT 35,068
HOUSING SECTION B 225.276
HOUSING TRUST FUND 4.873,054
AUDIO-VISUAL INSURANCE 15,056
LIBRARY ENDOWMENT FUND 255,701
LIBRARY GlFTSlBEOUESTS 77,974
TREE MAINTENANCE 802,594
MEDIAN MAINTENANCE 152,634
STREET LIGHTING 1.131.137
BUENA VISTA CRK CHNL MNT 753,370
STATE GRANTS (CLSAI 95,200
STATE GRANTS (PLF) 147,732
ARTS SPECIAL EVENTS 5 1,057
SENIOR NUTRITION 0
SENIOR DONATIONS 151,302
CDBG ENTITLEMENT/REHAB 2,702
COMMUNITY ACTIVITY GRANTS 1.030.478
CULTURAL ARTS PROGRAM 249,296
SISTER CITY DONATIONS 3,992
ARTS GENERAL DONATIONS 68,909
TOTAL 10.759.433
ENTERPRISE
WATER OPERATIONS 6.724.584 19.205.354 18,996,147 6,933.791
RECYCLED WATER OPERATIONS 895.785 1.880.355 1.709,718 1.066.422
SEWER OPERATIONS 3,817,830 6,460,043 5.493.821 4.784.252
SOLID WASTE MANAGEMENT 2,941,993 744,276 295,968 3,390,301
GOLF COURSE 1.505.267 750,000 380,000 1.675.267
152.480 67,006
13,743 146,864
171,400 85,000
3,057,938 3.142.060
2.200.000 283,595
0 0
17,000 9,000
27,900 21,000
640,755 463.380
472,961 530,000
863,383 826.047
41,029 7,176
198,723 140,000
145,290 150,000
38.037 24,940
202,451 195,934
43,000 98,000
473,215 473,215
70,000 50,000
17,000 28,664
2,622 2,900
103,600 38,515
8.952.527 6,803,296
TOTAL
INTERNAL SERVICE
WORKER’S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
15.885.459
1.102.267
2.884.258
(2 13,040)
413,954
4.769.5 12
INFORMATION TECHNOLOGY 1.405.222 3.315.000 3,690,978 1.029.244
TOTAL 10.362.173 11.160.130 11.306.548 9.215.755
I REDEVELOPMENT I
491,890
97,342
121,488
141,156
6.789.459
(15.0561 0
263,701
84,874
959,969
95,595
1,168,473
767,223
153,923
143,022
64,154
6.i.17
96,302
2,702
1,050,476
237,032
3,714
133,994
12,893,608
29.040.028 26.875.454 18.050.033
715,980 937.243 86 1,004
907.473 1,102,634 ~1.000.0001 1.688.897
2,768,OOO 2.558.558 (3.5981
1,680,055 1,428.487 665,522
1.773.622 1.588.448 4.954.666
OPERATIONS 377.192 264,888
DEBT SERVICE 860,000 1.450.000
LOW AND MOD INCOME HSNG 108,915 461,900
TOTAL 1,346,107 2.178,788
458,381
1,350.000
110,657
1.919.038
280,000 463,899
l280.000) 680,000
460,158
1.603.857
TOTAL OPERATING FUNDS $82.768.817 $131.611.473 $117,558,058 so 596,822,232
25
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
PROJECTED
BALANCE
JULY 1.2001
ESTIMATED ESTIMATED FUND
REVENUES EXPENDITURES TRANSFERS
PROJECTED
BALANCE
JUNE 30, 2002
GENERAL FUND 1 55.058.979 80.854.000 80.794.237 296,945 55,215,687
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
0
491,890
COPS GRANT 97,342
LAW ENFORCEMENT BLOCK GRANT 121.488
HOUSING SECTION 8 141,156
HOUSING TRUST FUND 6.789.459
LIBRARY ENDOWMENT FUND 263,701
LIBRARY GlFTSlBEDUESTS 84,874
TREE MAINTENANCE 959,969
MEDIAN MAINTENANCE 95,595
STREET LIGHTING 1,168,473
BUENA VISTA CRK CHNL MNT 787,223
STATE GRANTS (CLSA) 153,923
STATE GRANTS iPLF1 143,022
ARTS SPECIAL EVENTS 64.154
SENIOR NUTRITION
SENlOR DONATIONS
CDBG ENTlTLEMENTlREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
6,517
96,302
2,702
1.050.478
237,632
3,714
133.994
1.873.190 1.873.190
50,000 32,000
165,634 175,634
5,000 0
4.650.604 4.746.914
1.010.000 253,871
12,000 12,000
10,000 46,800
646,057 675,601
479,130 535,485
860.966 1.108.645
42.029 1,500
0 0
0 0
29,000 29,750
202,500 195,934
32,000 128,000
737,688 737.688
65,000 65,000
15,000 20,000
200 2,322
21.000 61.485
24,552
(24,552)
(153.9231
(143,022)
0
509,890
107,342
126,488
69,398
7.521.036
263,701
48.074
930.425
39.240
920,794
827,752
0
0
63,404
13,083
302
2,702
1.050.476
232,632
1,592
73,509
12.893.608 10.926.998 10.721.819 12.801.842
IENTERPRISE I
WATER OPERATIONS 6.933.791
RECYCLED WATER OPERATIONS 1.066.422
SEWER OPERATIONS 4.784.252
SOLID WASTE MANAGEMENT 3.390.301
GOLF COURSE 1.875.267
TOTAL 16.050.033
INTERNAL SERVICE 1
WORKER’S COMP SELF INSUR 881,004 669,829 1.018.717 532,116
RISK MANAGEMENT 1,688,897 916.825 1,342,411 1.263.311
HEALTH INSURANCE (3.598) 2.645.220 2,628,700 12,922
RECORDS MANAGEMENT 0 789.100 945,420 (156,320)
VEHICLE MAINTENANCE 665,522 1.491.944 1,731,730 425,736
VEHICLE REPLACEMENT 4.954.686 1.690.075 1,064,25 1 5.580.510
INFORMATION TECHNOLOGY 1.029.244 3.721.212 4,176,084 574.372
TOTAL 9.215.755 11.924.205 12,907,313 8.232.647
I REDEVELOPMENT I
VILLAGE OPERATIONS 463,699
VILLAGE DEBT SERVICE 680.000
VILLAGE LOW/MOD INCOME HOUSING 460,158
SCCRA OPERATIONS 0
SCCRA LOW/MOD INCOME HOUSING 0
TOTAL 1,603,857
20.414.441
1,894,801
6.644.7 14
790,000
110,000
29.853.956
81,715 776,282
1.540.000 1,084.000
415,000 113,620
364,100 364,099
123.424 29.871
20.508.996
1 .a1 9,980
6.910,298
168,683
345,000
29.772.957
2.524.239 2.367.872
6.839.236
1.141.243
4.5 18,668
3.991.618
1.640.267
18,131.032
458,000 227,132
(458.000) 676,000
761,538
1
93,553
1.760.224
TOTAL OPERATING FUNDS $96.822.232 $135.883.398 $136.564.198 so $96.141.432
CITY OF CARLSBAD
OPERATlNG FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 00-01 2ooO-01 TO
PROJECTED ZODl-02
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999.00 2000-01
ESTIMATED
REVENUE
2001-02
GENERAL FUND
TAXES
$16.762.040 $20,291 ,ooo
19.493.247 21,130,CQO
6,333,196 9,5w,ooo
2,591,779 3,62O,OC0
1.863.514 2,200,cmO
993,026 1.100.000
S22,5OO,OCO
22,200,cal
1o,ooO,ow
4.306.000
2.300.000
990,ooo
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
10.9% 2.209.ooo
5.1% 1,070,OQO
5.3% 5OO.OcQ
12.7% 486,ODO
4.6% 1OQ,ooO
-10.0% (1 lO.Oca
50.036.602 58,041,OOO 62.296.000 7.3% 4,255,OOQ
2.4% 100.000
3.4% 41 ,ooo
2.6% 141,000
-54.3% ~1.195.ml
-57.7% 175O.cOoI
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
3.793.919 4.300.000 4.200.000
1,209,OOa
5,409.ooa
1.109.605
4,903,524
1,250,DOo
5,550,ml
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES 1 PERMITS
TOTAL LICENSES & PERMITS
Z156.584 2,2OQ,cxx
1.164.267 1.3oo.ca
1.005.000
550.000
3.320.851 3.5OO.Ow 1.555.000 -55.6% (1.946.ooO1
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
563,372
1,421,681
1.114.900
931,045
898,477
579,302
750,000 450,000
1.500,OQo 690,000
750,OOcJ 700,000
1.160.000 1.2w.OOo
1,051,000 1,078,@30
~3OO.cGa
~810.0’30)
L50.000l
40,000
27,000
21 .Doo
-40.0%
-54.0%
-6.7%
3.5%
2.6%
3.5%
-18.5%
599,wo
5.810.000
797,oQo
620,COO
4.738.000 5.498.777
FINES AND FORFEITURES 770,949
~1.072.ooO1
l7.cw -0.9%
INCOME FROM INVESTMENTS
AND PROPERTY 2.226.973 3.725.OCO 3.125.000 -16.1% wxmca
0 2.006.923 2.100.000 2.100.000 0.0% INTERDEPARTMENTAL CHARGES
OTHERREVENUESOURCES 597,693 9oo.ow 5cO.000 -44.4% l4oo.oao1
TOTAL GENERAL FUND 69,362,492 80,282,OOO 80,654,OCO 0.5% 372,000
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-m ZCGO-01
SPECIAL REVENUE FUNDS I
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 0 0
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING lA63229l
INTEREST
TOTAL
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
LIBRARY GlFTSlBEDUESTS
GIFTS/BEQUESTS 99,652 21.900
INTEREST 3,322 6.ooO
TOTAL 102,974 27,900
66,515 120,480
22.650 32,CQO
69,165 152,480
172.318 0
0 156,872
4,309 4,936
0 9,592 0
4.309 171,400 5,000 -97.1% I1 56,808)
4,694 6,467 10,Doa 54.6% 3,533
1.440.724 3,045.oDo 4,640,604 52.4% 1.595.604
6.471 6.471 0 -100.0% 16.471 I
1,451,889 3.057.938
331,017 370,DOo
1.263.338 1.241.686
11,367 586,314
1.605.742 2,200,ow
12,676 17,000
150.650 0
163.526 17,caJ
ESTIMATED AS % DIFFERENCE
REVENUE OF FY DO-01 2000-01 TO
2001-02 PROJECTED 2001-02
1,673,190 0.0% =I- 1,873,190
1.873.190 0.0% 1.873.190
30,000 -75.1% (90,480)
20.000 -37.5% I1 2.000)
50.000 I -67.2% 1102.4801
175,634
-27.2% 13,743l
1250.8% 171,891
-100.0% (156.8721
64
52.1% 1,592,666
-32.4% (12O.Dca
-38.8% (481,686)
-100.0% l588.314)
-54.1% 11.190.coD)
-29.4% ~5.ocO~
0.0% 0
-29.4% 15.Dml
-77.2% (16.9001
-16.7% ~l.DcQl
-64.2% 117,900)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTlMATES
ACTUAL PROJECTED ESTIMATED AS 96 DIFFERENCE
REVENUE REVENUE REVENUE OF FY W-01 2OW-01 TO
REVENUE SOURCE 1999-w 2000-01 2001-02 PROJECTED 2Wl-02
TREE MAINTENANCE
55,000
45,698
458.057
5mo
302
0
INTEREST 38,243
MISC. REIMBURSEMENTS 45,561
TREE MAINTENANCE FEES 459,149
INTERDEPARTMENTAL 70,Wo
TOTAL 612,953
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
9.1%
0.7%
0.0%
0.0%
0.8%
82,WO
640,755 5,302
8,712 10,OQo
376,216 417,563
47.001 45.378
-70.0% (7.WQ)
2.5% 10,547
5.8% 2.622
3,000
428.130
48.000
431,929 472.961 1.3% 6.189
80,WO
38,500
638,560
1 0,000
0
28,906
57.364
53.500
602,509
90,878
604.251
12.5%
0.0%
4.5%
-38.9%
-0.3%
106,323
863,383
(41.3231
(2.4171 6
37,492
561
2.4%
0.0%
1.000
0
36.053 2.4% 1.000
STATE GRANTS ICLSA)
INTEREST 3,905 8.WO
109.065 190.723
-100.0% 18.WO1
0.0% 1190.723) Moved to GF GRANTS
TOTAL
STATE GRANTS (PLF)
INTEREST
GRANTS
TOTAL
112,970 198,723 -100.0% (198.7231
6,202 9.400
130.738 136,890
136,940 145,290
-100.0% (9.4Do)
0.0% i135.890)
-100.0% 1145,290)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY W-01 ZOW-01 TO
REVENUE SOURCE 1999.00 ZOW-01 2001-02 PROJECTED ZWl-02
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
I I
2.797 4.WO
19.481 34,037
22.298 38.037
0.0% 0
-26.6% 19,037l
-23.8% (9.0371
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
70,989 109,951
91.933 92.500
192.922 202.45 1 I 202.500 1
0.0% 100
0.0% 0
0.0% 49
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
6,973 12,ow
124.108 31,000 30,Wo
0 63.515 0
131,081 43.coa 32,000
-83.3% 110.ooo~
-3.2% I1 ,WOl
-100.0% (63.5151
-25.6% ~11.owl
CDSG ENTITLEMENT/REHAB
INTEREST
OTHER
GRANTREVENUE
TOTAL
15,110 18,500 19,ow
63,740 49,500 40,000
391,767 405,215 679.689
470,617 473.215 737.988
-2.7% (5001
-19.2% (9.500)
67.7% 274,473
55.9% 264,473
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
13.157 17.Wo 15.Wo
13,157 17,Wo 15,Wo
-11.8% 12.Wo~
-11.8% ~2,Wol
ARTS GENERAL/GALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
3,652 9,200 6,000
29,695 94,400 15,wo
33,347 103,600 21,000
-34.9% 13.2001
-84.1% V9.4oDl
-79.7% (92.600)
SISTER CITY DONATIONS
INTEREST
DONATIONS
TOTAL
0 300 200
0 2,322 0
0 2,622 200
-33.3% (loo)
-100.0% (2.3221
-92.4% (2,422)
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
53.647 7o.Wo 65.WO -7.1% l5.oool
53.647 7o.Wo I 65.WO 1 -7.1% 15.Wo1 t 1 I TOTAL SPECIAL REVENUE FUNDS 6.627.299 9.952.527 10.926.998 1 22.1% 1,974,471
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999.00 ZWO-01
1 ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
SACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES IA99391
NON-JURISDICTIONAL FEES
STATE GRANT
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
6OD.oW
600,000
6W.OW
150,Wfl
750,ow
0
110,Wo
110,000
TOTAL ENTERPRISE FUNDS 26.952,549 29.040.028 29.853.956
12,989,149
3.322.906
0
125.159
96,213
190.484
399,014
237.949
176,829
194,863
439,492
12.537.600
3.338.283
1.450.000
125.309
99,163
210,000
664030
180,DW
87,WO
180,WO
248,ooO
86,OW
19.061.757 19,205,354
1.329.392 1.156.720
75,789 105,435
270.595 5w.Wo
45,652 95,wo
10.165 23.200
1,731,553 1.880.355
5,330,710 6.056.395
3,076 6.WO
55,650 70,Wo
272,753 280,WO
49.404 47.648
5.710.593 6.460.043
129,077 240,WO
219,936 205.000
351,899 250,DW
47,254 24,276
581 25.000
749.646 744.276
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 00-01 2000-01 TO
2Wl-02 PROJECTED ZWl-02
I 3, i oo.wa 4.5% 592,400
3.460.683 3.7% 122,400
1,450,000 0.0% 0
125,309 0.0% 0
99,163 0.0% 0
181,607 -13.5% (28.3931
664,OW 0.0% 0
190,000 0.0% 0
945,660 642.1% 558,660
190,000 0.0% 0
252,960 2.0% 4,960
75,060 -12.7% (10.940)
20.414.441 9.3% 1.209.087
1,156,720 0.0% 0
117.717 11.7% 12.282
5w.wo 0.0% 0
96,900 2.0% 1,900
23,464 1.1% 264
1.994.801 0.8% 14,446
S,216,S89 2.7% 160,494
6,000 0.0% 0
71,325 1.9% 1,325
300,000 7.1% 20,WD
50.500 6.0% 2,862
6.644.714 2.9% 184,971
3w.wo
210,wo
250,WO
0
30,ccxl
790,ooo
25.0% 60,000
2.4% 5.Wa
0.0% 0
20.0% 5.WO
6.1% 45,724
-100.0% (900,wo~
-26.7% ~40.WD1
11) ~64’3,WO)
2.8% 813,928
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY W-01 2000-01 TO
REVENUE SOURCE 1999-00 2000-01 2Wl-02 PROJECTED 2001-02
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE I I
101,486 125,000 -4.0%
536,980 0.5%
54.000 -81.5%
TOTAL 639,466 715,990 -6.5%
INTEREST
INTERDEPARTMENTAL 532,110
OTHER 5,970
(5.000)
2,849
144.OWl
l46.151)
LIABILITY SELF-INSURANCE
INTEREST 166,322
INTERDEPARTMENTAL 734,389
OTHER 8,551
TOTAL 909,262
180.000 -2.8%
727,473 2.0%
0 0.0%
907,473 1 .O%
15.000L
14,352
0
9,352
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
OP TRANS IN
TOTAL
20,613 25,WO 0.0%
2.214.379 2,3W,OOO -3.4%
357,996 369,OW 7.9%
0 74.Om
2.592.689 2.769.000 -4.4%
0
177,780)
29,wo
I1 22.780)
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1.610.704 1.518.655 -3.7%
19,505 34,000 -11.8%
1,647 127,400 -100.0%
1.631.856 1.680.055 -11.2%
156.71 II
14.OWl
(127AWl
~188.1111
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 1,154,738
INTEREST 241,209
OTHER 7.200
TOTAL 1.403.147
1.347.622 3.2%
310,000 -3.2%
119.000 -100.0%
1.773.622 I 1.690.075 I -4.7%
42,453
I1 0,wo)
I1 19.000)
f83.5471
RECORDS MANAGEMENT
INTEREST 0
INTERDEPARTMENTAL 0
1.000
798,lW
789,100
INFORMATION TECHNOLOGY
INTEREST 68,349
INTERDEPARTMENTAL 2,402,030
OTHER 1,710
TOTAL 2,472,089
110,000 -31.8%
3,205,OQO 13.9%
0 0.0%
3.316.ooO 12.3%
TOTAL INTERNAL SERVICE FUNDS 9.649.508 11.160.130 1 11.924.205 1 6.9% 764,075
135.OWl
441,212
0
406,212
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUESOURCE 1999-00 ZDOD-01
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
VILLAGE DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS
148,105
71,380
12,295
2,098
233.078
1.337.070 1,390,DDa
43,645 60,DQO
1.502.949 0
150,888
67,CQD
22,DDo
25,ooO
264,888
2.883.672 1,450,wo
334,269
115.877
176
450,322 461,900
TAX INCREMENT 0
TOTAL 0
0
0
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
TOTAL
0 0
0 0
TOTAL REDEVELOPMENT FUNDS 3.567.072 2,176,788
ESTIMATED
I
AS % DIFFERENCE
REVENUE OF FY 00-01 2000.01 TO
2001.02 / PROJECTED 2001.02
1 s.cm
i 1,500,cm 81,715 18,000 14,715 0
-87.4% (131,888l
30,oDo -55.2% (37.DDa
40,DDO
-18.2% -41.1% -69.2% 0.0% 7.9%
-33.3%
- 1183.1731 110,Dw (10.2851 (4.cm) 0
l20.Ca1
6.2% 90,cco
12.4% 43,100
-78.3% ~SO,DQD)
0.0% 0
-10.2% i46,9DDl
‘0.0% 364.100
0.0% 364,1 DO
0.0% 123.424
ITOTAL OPERATING $116,058,720 $131.611.473 $135,883,398 3.3% $ 4.271.925 I
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2ocQ-01
1998-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
211,820 229,049 230,000 254,340 286,039
I,21 8,243 916,669 1,079,741 1,079.741 1,133,091
0 0 317,173 317,173 423,350
369,430 201,092 108,370 155,526 310,461
641,774 704,593 772,557 798.668 972,455
107.161 114.715 114,616 147,546 152,929
2.566.446 2,166.318 2,622,657 2.753.016 33278.325
ADMINISTRATIVE SERVICES
ADMINISTRATION 9.058 270,700
FINANCE 1.235,781 1,299,324
PURCHASING 464,256 429,997
HUMAN RESOURCES 997,634 1,081,146
RECORDS MANAGEMENT (1) 0 682,170
TOTAL ADMINISTRATIVE SERVICES 2,706,729 3-763.337
561,600 626,406 735,880
1,491,480 1,643,143 1,719,224
563,753 574,031 641,963
I.278949 1,739,977 1,939,671
ls269.153 1.517.361 0
5.184.935 6,100,920 5.036.738
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
11,728,212 12,876,366 14,446,OOO
9.884.791 8561,067 9,6X4804
21,613.003 21,437,453 24.136,804
14446,143 15,693,112
9.690,811 10,471,929
24.136,954 26,365$41
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 512,366 449,671
GEOGRAPHIC INFORMATION 164,853 316,162
ECONOMIC DEVELOPMENT 123.083 161,251
PLANNING 2.191.903 2265.048
BUILDING 1.617,352 1,724,911
TOTAL COMMUNITY DEVELOPMENT 4,599,577 4,917,043
497.068 551,950 544,553
269,806 336,645 279,084
190,ooo 246,301 173,529
2.309.946 2,618.744 3,018,552
1.845.311 1 e852.543 2.023.425
5,112,135 5,606,183 6,039,143
COMMUNITY SERVICES
LIBRARY 3,347,711 4,091,091
CULTURAL ARTS PROGRAM 364,499 489,912
SISTER CITY PROGRAM 4,327 5,142
PARK PLANNING/RECREATION MGT 455,152 570,139
RECREATION 2,402,785 2.219,042
SENIOR PROGRAMS 272,977 339,062
TOTAL COMMUNITY SERVICES 6,647,451 7,714,366
6,366,648 6,615,855 8.007,220
681,221 688,288 648,882
9,155 9,155 10,123
606,700 693,151 959,438
2,938,589 3,114,048 3.301,662
306,038 456,410 497,585
10,908,351 II ,576,907 13,424,910
2001-02
BUDGET
%INCR (DEC)
00-01 BUD
TO
0102 BUD
12.5%
4.9%
33.5%
99.6%
21.8%
3.6%
19.1%
17.5%
4.6%
11.8%
11.5%
-100.0%
-17.4%
10.0%
8.1%
9.2%
-1.3%
-17.1%
-30.1%
15.3%
9.2%
7.7%
21.0%
-5.7%
10.6%
36.4%
6.0%
9.0%
16.0%
3%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1996-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PlJbLlC WORKS
PUBLIC WORKS ADMIN 692,420 612,696 510,640 557,013
ENGINEERING 4,014,459 4,516,502 4.532,435 4,914,493
PARK MAINTENANCE 2,078,123 2.357,397 2.469,522 2q771.803
STREET MAINTENANCE 2,054,362 2,011,671 2,224,985 2,274,006
FACILITIES MAINTENANCE 1,404,510 1,656,329 I .896,972 2,189,126
Major Facility Maintenance (Transfer) 200,000 200,000 200,000 200,000
TRAFFIC SIGNAL MAINT 319,262 425,493 476,430 620,248
TOTAL PUBLIC WORKS 10,763.156 11,780.090 12,310,984 13,726,689
NON-DEPARTMENTAL
COMMUNIN PROMOTION (CCVB) 325,356 369,972 370,000 496,176
BEACH PARKING 27.000 0 36,000 36,000
COMMUNITY CONTRIBUTIONS 770,000 11,460 44,540 44.540
HIRING CENTER 76,821 76,673 83,975 85,849
HOSP GROVE PAYMENT 800,000 800,000 800,OQO 800,000
PROPERTY TA% ADMIN FEE 205.351 226.157 240,OQO 240,000
DUES & SUBSCRIPTIONS 26,652 33,535 56,600 56,600
MISC I TRANSFERS OUT 75,500 652,949 515.549 515,546
ASSESSMENT SERVICES 15,349 13,095 63,072 63,072
INFRASTRUCTURE REPLACE TRANS 0 2,ooo.cm 3,ooo.Ooo 3,oOO.OOo
GOLF COURSE TRANSFER 1,660,000 600,000 600,000 600,000
TRANSFER TO CIP 0 7,000,000 4,300,000 4,300,ooo
TRANS TO STORM WATER PGM 0 0 0 0
MANAGEMENT INCENTIVE PAY 0 0 0 0
MISC EXPENSE 7,460 37,761 268,120 275,000
TOTAL NON-DEPARTMENTAL 4,011,489 11,821,602 10,377,856 10,512.763
SUBTOTAL GENERAL FUND 53.109,853 63,600,231 70.653.722 74,415,452
CONTINGENCIES 0 0 0 2,648,608
TOTAL GENERAL FUND 53.109,853 63,600,231 70,653,722 77,064,060
2001-02
BUDGET
%lNCR (DEC)
00-01 BUD
TO
01-02 BUD
597,940 7.3%
4847,807 -1.4%
3,028,229 9.3%
2,521,462 10.9%
2,552,743 16.6%
0 -100.0%
627,260 -23.5%
14,175,441 3.3%
363,000 -26.8%
36,000 0.0%
7,680 -82.8%
85.849 0.0%
800,000 0.0%
250,000 4.2%
65,600 15.9%
0 -100.0%
46,000 -27.1%
3,000,000 0.0%
0 -100.0%
1,500,000 -65.1%
1,873,190 NIA
460,000 N/A
0 -100.0%
8.487.319 -19.3%
76,606,917 3.2%
3,987,320 50.5%
1 60,794.237 ] 4.8%
35
CITY OF CARLSBAD
OPERAlING FUNDS
BUDGET’ EXPENDITURE SCHEDULE
2ooo-01
1998-99 1999-00 ESTIMATED 2ooo-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
(SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
STORM WATER PROTECTION PGM
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 ENTlTLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENIGALLERY DONATIONS -
85,051
165,593
84.105
2.676,612
153,029
67,647
0
9,899
0
510,936
401,202
681,124
7,048
160,135
32,052
17,443
215,150
61.954
730.104
0
60,196
600
6.360
TOTAL SPECIAL REVENUE FUNDS 6,106,230
ENTERPRISE FUNDS I
WATER OPERATIONS 15,550.312
RECYCLED WATER OPERATIONS 1,363,172
SANITATION OPERATIONS 4,405.764
SOLID WASTE MANAGEMENT 128,594
GOLF COURSE 829.971
145,582 67,006 135,100 32,000
106,868 146,864 233,803 175.634
111,991 85,000 217,849 0
2,832.067 3,142$X0 3.142.060 4,746,914
1,487.617 283,595 287,483 253,871
39.174 0 0 0
8,751 g.ooo 10,000 12,oOtl
48,505 21,000 61,566 46,800
0 0 0 1.873,190
519.656 483,380 599,253 675,601
443,056 530,000 540,845 535,485
760,888 828,047 841.500 1.108.645
8,924 7,176 292,866 1,500
137,796 140,000 184.303 0
147.547 150.000 224.000 0
26,594 24,940 28.637 29,750
209,887 195,934 195,934 195,934
120.065 98,000 100,000 128.000
556,294 473,215 1,202.731 737,688
34,022 50,000 65,428 65.000
33,269 28,664 28,664 20,000
700 2,900 6,104 2,322
21,597 38,515 104.958 81,485
7.800,850 6,6X)3,296 8.503.084 10,721.819
17322,265 18,996,147 19,761,323
1,527.181 1,709,718 1,631.604
5344,785 5,493.621 6.324,028
148.675 295,968 365,996
344,234 380,000 380,000
TOTAL ENTERPRISE FUNDS 22,277,813 24,687,140 26,875,454 28,462,951
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 754,886 759,144 937,243 954,859 1,018.717
RISK MANAGEMENT 669,645 1,080,195 1.102,834 1,238,809 1.342,411
HEALTH INSURANCE 2,63X361 29767,012 2558,556 2,558,558 2,628,700
RECORDS MANAGEMENT (1) 0 0 0 0 945,420
VEHICLE MAINTENANCE 1,473,342 I,4629277 18428,487 1,792,365 1,731.730
VEHICLE REPLACEMENT 827.868 1,005,368 1,588.448 2.396.592 1 ,c64.251
INFORMATION TECHNOLOGY lf352.892 2,278,075 3.690,978 4.146,014 4,176,084
TOTAL INTERNAL SERVICE FUNDS 8.014,594 9,352.071 1 I ,306.548 13,087,197 12,907,313
2001-02
BUDGET
20308,996
1.819,980
6,910,298
188,683
345,000
29.772.957
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
-76.3%
-24.9%
-100.0%
51.1%
-11.7%
0.0%
20.0%
-24.0%
0.0%
12.7%
-1 .O%
31.7%
-99.5%
-100.0%
-100.0%
3.9%
0.0%
28.0%
-38.7%
-0.7%
-30.2%
-62.0%
-22.4%
26.1%
3.8%
11.5%
9.3%
-48.4%
-9.2%
4.6%
6.7%
8.4%
2.7%
100.0%
-3.4%
-55.6%
0.7%
-1.4%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2ocO-01
1998-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
REDEVELOPMENT
VILLAGE OPERATIONS 418.196 2,086.574
VILLAGE DEBT SERVICE 1,687,351 1,699.741
VILLAGE LOW/MOD INCOME HSNG 75,134 2,126,426
SCCRA OPERATIONS 0 0
SCCRA LOW/MOD INCOME HSNG 0 0
TOTAL REDEVELOPMENT 2,180,681 5.912,741
458.381 450.381 776,282
I ,350.ooo 1.362.000 1,084.ooa
110,657 122,050 113,620
0 0 364,099
0 0 29.071
1,919,038 1,942.431 t
2001-02
BUDGET
2,367,872
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
69.4%
-20.4%
-6.9%
100.0%
100.0%
21.9%
ITOTAL OPERATING FUNDS 102.179.549 II 1.353.033 117.558.058 129.059.723 136.564.198 5.8%1
(1) Records Management was converted to an Internal Service fund in 2001-02
2001-2002 CAPITAL IMPROVEMENT PROGRAM EXHIBIT B
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. The CIP is a financial plan for capital improvements; it is not a commitment for
spending. No authorization to spend funds is given until the City Council adopts the proposed
budget and appropriates the funds for the following fiscal year. The CIP is also a tool available
to Council and staff, to weigh resource availability with the demand for facilities.
What is a CIP project? Projects which are included in the CIP are generally defined as any
construction (or reconstruction) of major infrastructure orbuildings that are located on or in the
added to the City’s inventory of major ground. The‘total cost of constructing a CIP project is
infrastructure and buildings upon completion.
The 2001-2002 Capital Improvement Program provides
$76.5 million in new appropriations, with projected
revenues totaling $74 million. Development of the city
creates a corresponding 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 need, 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. A discussion of the
City’s Growth Management Plan is located at the end of
this report. This year’s CIP reflects the Council’s 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 projects were ranked based on the
following criteria:
5. Basic infrastructure.
6. Other (example: timing or funding opportunity).
GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order to project the
revenues that result from development. These assumptions can change from year to year to
correlate with the economic climate.
Every year, City staff evaluates all existing developments and compares the projects to the ’
buildout capacity of the City using adopted general plans. Existing building activity and estimates
of how remaining net developable land might develop are then used to prepare future growth
38
projections. This information is compiled and reviewed by the Planning, Building and
Engineering Departments; the Finance Department overlays the economic forecast.
Residential development is expected to slow over the coming years. This slow down is not
projected based on economic constraints, but rather on the development schedules of the
remaining vacant parcels. Residential development for 2000-2001 was projected at 1,065
building permits; however, recent estimates anticipate about 1,800 units to be permitted by the
end of the current fiscal year. Construction is expected to decrease to about 800 units per year
for the next five years.
Residential Units Trend 1985 to 2006
In contrast, non-residential development remains strong, and this is expected to continue for the
next 5 years. Projects include several commercial/retail developments located in ornear the
areas where most of the residential development has occurred or is planned over the next
several years. In addition, a variety of other projects are planned including industrial
development, hotels, and health care facilities.
The following table shows the number of residential units and non-residential square feet of
development used in calculating estimated revenues for 2001-2002 and subsequent years to
buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year Units Square Feet
2000-2001 current 1,753 1,174,829
2001-2002 587 586,169
2002-2003 916 1,183,482
2003-2004 992 I,21 5,672
2004-2005 825 1,146,040
2005-2006 625 871,000
Years 6-l 0 2,898 5,865,111
Years 1 I-2020 2,667 3,189,420
Total Future 9,510 14,056,894
REVENUES
Revenues for Capital Projects from now until buildout total $534.7 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.
Funding Sources 2001-2002 to Buildout
Total Revenue = $534.7 million
Development Special
Fees Districts
Water/Sewer
Replacement
Other
Approximately 44% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City’s annual growth in dwelling units and
commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Community Facilities District and
Bridge and Thoroughfare Benefit District revenues comprise 12% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 15% of total revenues, and
the remaining 29% are related to Federal & State grants, license tax on new construction, the
County sales tax program (Transnet), contributions from other agencies, and possible special
districts which may be formed to fund major road projects. Since the funding for these roads has
not been determined, the associated revenue has been included in this “other” category.
Calculation of Future Fees
The revenue projections of the 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 is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $154,000 per multi-family dwelling unit,
and $240,800 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
development use. A multi-family residential dwelling unit is assigned
eight trips per day and a single-family unit is assigned ten trips per day.
Each residential trip is valued at the current TIF of $92. The trips-per-day
value for commercial and industrial buildings are averaged at 32 trips per
1,000 square feet of development, although the actual volume of trips
generated by commercial/industrial building can vary widely depending on the ultimate land use.
The value assigned to each commercial/industrial trip is $37.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since some projects previously funded from these sources are now funded through
this CFD. CFD No. 2 is proposed to fund Ranch0 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.
There are two existing Bridge and Thoroughfare Fee Districts (BTD) 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 Real and Aviara 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. Two additional financing districts
may be formed to fund College Boulevard and Cannon Road extensions east of El Camino Real,
and Melrose Drive and Faraday Avenue extensions.
CAPITAL PROJECTS
The following two sections provide summary expense and revenue data, as well as a description
of the major capital projects. The first section contains information through buildout, and the
second section focuses on the next five years.
CAPITAL PROJECTS 2001-2002 TO BUILDOUT
The CIP for 2001-2002 to buildout outlines approximately 174 future projects at 6436.2 million.
CIP Project Statistics
Type of Project Quantity Total Cost
Streets/Circulation 62 $128,854,783
Parks 23 70,693,890
Sewer 31 76,779,150
Water 35 61,182,370
Facilities/Civic 11 59,879,600
Drainage 12 19,180,121
Other (loans) N/A 19,675,548
Total Future 174 $436,245,462
Expenditures by Category
2001/2002 to buildout
Total = $436.2 million
Civic Drainage Parks Sewer Water Streets Loans
The largest expenditure category is for street and traffic signal construction
projects, which total $128.9 million or 29.5% of all future projects. Included in this
category is 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.
Major street projects in the 2001-2002 to Buildout CIP:
l Faraday Avenue and Melrose Drive Extensions east of El Camino Real
l Poinsettia Lane to El Camino Real
l Poinsettia Lane east of El Camino Real
l Cannon Road to El Camino Real
l Cannon Road and College Boulevard East of El Camino Real
l Ranch0 Santa Fe Road to San Marcos and Encinitas
Proposed Major Road Projects
- NEW ROAD PROJECT
lWt+H RAILROAD
I I
The second largest expenditure category is for park projects, which total $70.7
million, or 16.2%. Park projects include acquisition and/or development of acreage
within all quadrants of Carlsbad. Future park projects include:
Northwest Quadrant
NW Quadrant Park (Pine School)
Community Facility (Pine School)
Cannon Lake Park
Northeast Quadrant
Larwin Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park & Swimming Pool
Zone 19 Park Leo Carrillo Park
In addition, Veteran’s Memorial Park, a loo-acre site which is centrally located in the City of
Carlsbad, and a business park recreational facility located in the industrial area is planned.
Environmental permits are continuing to be processed for the City’s 250-acre golf course located
in the industrial corridor directly south of the future Veterans Memorial Park. Development is
currently on hold pending coastal commission review.
Sewer projects are the third largest expenditure category and total almost $76.8 million.
Projects include the construction of the South Agua Hedionda interceptor, the Vista/Carlsbad
trunk line interceptor, cleaning and refurbishmentof 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 $61.2 million (14%) 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, El Fuerte, and
along El Camino Real. In addition, the City plans to build a recycled water facility at a cost of
approximately $33 million, over half of the total planned expenditures.
Construction of City facilities such as libraries, administrative facilities and police and fire
facilities total $59.9 million, or 13.7% of the total planned capital
expenditures to buildout. Exterior improvements to the Cole
library were made this year and are almost complete. The
Capital Improvement Program includes funds to reconstruct and
expand this facility in future years. The Public Works Center is
currently under design, and construction is expected to begin
next fiscal year (2001-2002). A new City Hall is planned for
construction in the future; the timing and location have not been determined.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2001-2002 to Buildout) following this narrative.
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below; their locations
can be seen on the map in the previous section.
l Streets - Several large street construction projects are planned for the next 5 years. The
extensions of Cannon Road and Poinsettia Lane to El Camino Real are 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 Ranch0 Santa Fe will improve regional and local traffic flow
generated in the southern part of the City.
l Zone 19 Park - Construction is scheduled to begin next year 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.
l Larwin Park - Larwin Park is located on a 22-acre site in the
northeast quadrant of the City. Plans for development of this park
include constructing trails, a tot lot, and other amenities. In addition, a
portion of this land will be used as a dog park.
l Alga Norte Park - This park site consists of 30
acres in the Southeast Quadrant and may
include amenities such as ball fields, soccer
fields, tennis courts, picnic areas, tot lots,
restrooms and parking facilities. The
purchase of the land may occur next fiscal year,
with design and construction in the years to
follow.
0 Poinsettia Park Phase II - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Amenities may include a community center/gymnasium,
an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
l Pine School Park - Prior to development of this 7-acre site, an extensive community
outreach program with local residents and various organizations will be implemented to
gather public input for the ultimate design.
l Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to begin during 2001-2002. This facility will be located next to
the Safety Center and will include a warehouse, general offices, and yard facilities for the
Public Works Departments.
l Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary
facility in the southeast quadrant of Carlsbad. Relocation of this station to a permanent
facility along the east side of Ranch0 Santa Fe Road is scheduled to occur concurrent
with the road alignment project. This fire station is required to ensure a five-minute
response time within the southeast part of the City as development in that area occurs.
0 Drainage Facilities - 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. Major
drainage facilities, which coincide with the construction of two major roadway projects,
College Blvd./Cannon Road and Faraday Avenue/Melrose Drive extensions, are also
planned within the next five years.
l Vista/Carlsbad Interceptor - 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 partially funded by the City of Vista.
Waterlines - Several major water lines are scheduled for construction
within the next five years:
l along El Camino Real from Cassia to Poinsettia Lane
l along El Fuerte from Poinsettia Lane to Palomar Airport Road
along Poinsettia Lane from El Camino Real to the “D” Reservoir
l along College Boulevard from Maerkle Reservoir to Agua Hedionda
l Recycled Water Program - The city plans to construct a recycled water facility to increase
the supply of water and reduce dependence on external suppliers.
SUMMARY
The proposed 2001-2002 to Buildout CIP is being driven by the City’s commitment to insure that
facilities are available to service the developing areas as well as the current residents.
Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times
exceed Growth Management standards. Phasing projects over a period of years to match
funding availability and maximizing the use of available resources are methods used in order to
meet the needs of Growth Management. The 2001-2002 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.
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
- Schools
- Water Distribution
- 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 2001-2002 CIP, compliance with the Growth Management
Plan is assured.
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 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. 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(s). 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.
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2000-2001
JULY I,2000 ESTIMATED ESTIMATED JUNE 30,200l
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
GENERAL CAPITAL CONST. 8,253,717 5,222,827 2,308,215 (2,970,OOO) 8.198,329
INFRASTRUCTURE MAINT & REPL 2,056,779 3,208,465 0
GOLF COURSE 1,152,024 0 376,110
PUBLIC FACILITIES FEE 31,401,751 8,386,776 11,614,908
ZONE 5,13,16 PARK FEE 395,100 184,677 9,126
PIL AREA 1 NW 209,360 142,326 4,403
PIL AREA 2 NE 1,170,315 136,561 0
PIL AREA 3 SW 1,500,495 433,988 0
PIL AREA 4 SE 2,646,662 342,009 0
TRAFFIC IMPACT FEE 5,403,510 1,634,690 1,344,479
TRANSNET/LOCAL 7,909,656 1,827,250 6,300,060
TRANSNET/HIGHWAY 1,035,881 49,505 431,641
TRANSNET/STP 1,407,794 70,715 739,708
TDA 215,021 0 43,600
STATE GRANTS 77,846 614,686 68,609
COUNTY GRANTS 580,822 544,334 0
ASSESSMENT DISTRICTS 644,446 32,128 9,478
BTD#2 POINS. LN-AVIARA PKWY 1,045,959 660,987 1,141,559
BTD#3 CANNON ROAD WEST 3,487,747 169,671 766,916
CFD #I 32,007,137 10,109,602 4,338,501
CFD #2 16,867,813 986,394 1,533,636
FEDERAL GRANTS 0 26,874 25,431
PLANNED LOCAL DRAINAGE 6,843,611 718,128 1,316,844
SEWER BENEFIT AREA (C-D-E-F) 5,082,590 423,291 1,020,000
SEWER CONNECTION 26,072,128 4,094,740 9,645,062
SEWER REPLACEMENT 15,006,392 2,791,011 33303,746
WATER - RECYCLED WATER 3,644,806 412,047 119,432
WATER CONNECTION 6,086,404 3,385,068 1,139,097
WATER REPLACEMENT 22,222,273 3,226,565 1,981,105
REDEVELOPMENT BONDS 886,868 41,856 68,020
GAS TAX 6,279,629 1,609,107 3,808,210
OTHER 1346,004 55,154 946,649
0 5,265,244
0 775,914
(685,997) 27,487,622
0 570,651
(200,000) 147,283
0 1,306,876
(1,000,000) 934,483
2,250,OOO 5,238,671
(1,000,000) 4,693,721
0 3,436,846
0 653,745
0 738,801
0 171,221
0 623,923
0 1,125,156
0 667,096
1,500,000 2$X5,387
0 2,890,502
(127,211) 37,651,027
0 16,320,571
0 1,443
0 6,244,895
0 4,485,881
(942,026) 19,579,780
0 148493,657
(159,527) 3,777,894
968,774 9,301,149
(2,196,424) 21,271,309
0 860,704
(1,000,000) 3,080,526
(90,128) 364,381
TOTAL 212,940,540 51,541,432 54,404,745 (5,652,539) 204,424,688
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2001-2002
JULY 1.2001
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 8,198.329 0
INFRASTRUCTURE MAINT 8 REPL 5,265,244 4,600,OOO
GOLF COURSE 775,914 0
PUBLIC FACILITIES FEE 27,487,622 l&%5,203
ZONE 5,13,16 PARK FEE 570,651 131,614
PILAREA 1 NW 147,283 65,239
PIL AREA 2 NE 1,306,876 137,773
PIL AREA 3 SW 934,483 406,653
PIL AREA 4 SE 5,238,671 88,886
TRAFFIC IMPACT FEE 4,693,721 563,948
TRANSNET/LOCAL 3,436,846 1,069,867
TRANSNET/HIGHWAY 653,745 905,000
TRANSNET/STP 738,801 0
TDA 171,221 0
STATE GRANTS 623,923 200,000
COUNN GRANTS 1,125,156 (81,018;
ASSESSMENT DISTRICTS 667,096 0
BTD#2 POINS. LN-AVIARA PKWY 2,065,387 59,400
BTD#3 CANNON ROAD WEST 2,890,502 0
CFD #I 37,651,027 4,221,523
CFD #2 16,320,571 3,101,646
FEDERAL GRANTS 1,443 862,000
PLANNED LOCAL DRAINAGE 6,244,895 324,527
SEWER BENEFIT AREA (C-D-E-F) 4,485,881 210,600
SEWER CONNECTION 19,579,780 9,596,291
SEWER REPLACEMENT 14,493,657 1,300,000
WATER - RECYCLED WATER 3,777,894 37,040,000
WATER CONNECTION 9,301,149 1,500,306
WATER REPLACEMENT 21,271,309 3,193,ooo
REDEVELOPMENT BONDS 860,704 0
GAS TAX 3,080,526 1,550,oOO
OTHER 364,381 1,151,OOo
TOTAL 204,424,688 74,043,457
2000-2001 2001-2002 JUNE 30,2002
CONTINUING NEW TOTAL CIP PROJECTED
APPROPR. APPROPR. APPROPR. BALANCE
6,293,249 286,600 6.579,849 I,61 8,480
0 2,218,500 2,218,500 7,646,744
103,511 0 103,511 672,403
10,060,367 13,537,890 23,598,257 5,734,567
12,636 0 12,636 689,629
0 0 0 212,522
50,000 500,000 550,000 894,650
219,100 0 219,100 1,122,036
4,800,000 0 4,800,000 527,557
3,386,711 60,000 3,446,711 1 ,a1 0,959
2,097,585 1,200,000 3,297,585 1,209,128
375,082 905,000 1,280,082 278,663
500,291 0 500,291 238,510
113,365 0 113,365 57,856
7,260 813,000 820,260 3,663
500,000 0 500,000 544,138
458,290 0 458,290 208,806
1,403,207 0 1,403,207 721,580
196,160 1,500,000 1,696,160 1,194,342
1,474,848 14,835,OOO 16,309,848 25,562,702
5,905,386 II,31 7,673 17,223,059 2,199,158
1,443 862,000 863,443 0
1,549,070 1,131,621 2,680,691 3,888,731
2,824,404 0 2,824,404 1,872,077
3,775,102 4,i 10,439 7,885,541 21,290,530
4,163,224 3,313,354 7,476,578 8,317,079
1,249,017 9,073,527 10,322,544 30,495,350
5,888,783 2,274,808 8,163,591 2,637,864
7,261,121 6,395,202 13,656,323 10,807,986
708,695 0 708,695 152,009
2,513,500 1,030,000 3,543,500 1,087,026
69,520 1,151,000 1,220,520 294,861
67,960,927 76,515,614 144,476,541 133,991,604
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 2001-2002
1997-98 1998-99 1999-2000 2000-2001 2001-2002
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 3,000,585 1,581,221 1,048,117 5,222,827 0
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PI1 AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNET/BIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #l
CFD #2
FEDERAL GRANTS
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
OTHER
TOTAL CAPITAL FUNDS
N/A
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
2,289,588
26,238
10,676,209
6,085,033
421,036
863,504
253,024
2,823,755
2,014,974
593,808
2,266,441
2,185,341
127,079
1,471,758
1,352,547
49,227,405 70,438,176 101,206,217 51,541,432 74,043,457
N/A
289,482
8,562,805
1,203,795
207,517
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
213,180
291,424
15,184,782
2,247,234
79,745
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
2,471,355
2,056,779
299,443
9,802,551
251,326
178,334
93,634
346,922
505,336
2,045,988
8,248,042
1,030,781
1,256
60,903
80,458
341,082
392,844
17,402,714
508,690
732,389
13,675,926
7,881,331
63,526
955,131
429,837
6,020,054
7,635,353
2,091,983
4,182,167
10,683,240
112,219
1,621,261
426,600
3,208,465
0
8,386,776
184,677
142,326
136,561
433,988
342,009
1,634,690
1,827,250
49,505
0
70,715
0
614,686
544,334
32,128
660,987
169,671
10,109,602
986,394
26,874
718,128
423,291
4,094,740
2,791 ,011
412,047
3,385,068
3,226,565
41,856
1,609,107
55,154
4,600,OOO
0
1,845,203
131,614
65,239
137,773
406,653
88,886
563,948
1,069,867
905,000
0
0
0
200,000
(81,018)
0
59,400
0
4,221,523
3,101,646
862,000
324,527
210,600
9,596,291
1,300,000
37,040,000
1,500,306
3,193,ooo
0
1,550,000
1,151,ooo
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
19984999 TO 2001-2002
1998-99 1999-2000 2000-2001 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 1,137,693 1,822,728 5,278,215
INFRASTRUCTURE MAINT & REPL 0 0 0 0 2,218,600 2,218,500
GOLF COURSE 768,416 1 ,114,278 376,110 103,511 0 103,511
PUBLIC FACILITIES FEE 474,493 2,339,380 12,300,905 10,060,367 13,637,890 23,598,257
ZONE 5,13,16 PARK FEE 28,638 4,330,562 9,126 12,636 0 12,636
PIL AREA 1 NW 0 0 204,403 0 0 0
PIL AREA 2 NE 0 0 0 50,000 600,000 550,000
PIL AREA 3 SW 3,449 18,900 1 ,ooo,ooo 219,100 0 219,100
PIL AREA 4 SE 0 0 (2,250,OOO 4,800,OOO 0 4,800,OOO
TRAFFIC IMPACT FEE 926,582 1,656,187 2,344,479 3,386,711 60,000 3,446,711
TRANSNET/LOCAL 1,751,812 2,520,005 6,300,060 2,097,585 1,200,000 3,297,585
TRANSNET/HIGHWAY 1,732,856 905,021 431,641 375,082 905,000 I ,280,082
TRANSNET/BIKE 0 27,603 0 0 0 0
TFtANSNETlSTP 0 0 739,708 500,291 0 500,291
TDA 13,684 160,468 43,800 113,365 0 113,365
STATE GRANTS 74,694 280,296 68,609 7,260 813,000 820,260
COUNTY GRANTS 35,816 1,670,154 0 500,000 0 500,000
ASSESSMENT DISTRICTS 9,994,978 11,924,563 9,478 458,290 0 458,290
BTD#2 POINS. LN-AVIARA PKWY 589,053 1,213,557 (358,441, 1,403,207 0 1,403,207
BTD#3 CANNON ROAD WEST 246,276 742,315 766,916 196160 1.500,000 1,696,160
CFD #I 5,235,076 16,748,124 4,465,712 1,474&B 14,835,OOO 16,309,848
CFD #2 670,688 3,661,865 1,533,636 5,905,386 11,317,673 17,223,059
FEDERAL GRANTS 79,475 6,834 25,431 1,443 662,000 863,443
PLANNED LOCAL DRAINAGE 255,507 917,040 1,316&M 1,549,070 1,131,621 2,680,691
SEWER BENEFIT AREA (C-D-E-F) 98,843 466,244 1,020,000 2,824,404 0 2,824,404
SEWER CONNECTION 1,395,ooo 2,085,199 10,587,088 3,775,102 4,110,439 7,885,541
SEWER REPLACEMENT 608,373 721,280 3,303,746 4,163,224 3,313,354 7,476,578
WATER - RECYCLED WATER 115,641 322,818 278,959 1,249,017 9,073,527 10,322,544
WATER CONNECTION 2,595,405 2,698,172 170,323 5,888,783 2,274,aoa 8,163,591
WATER REPLACEMENT 1,937,045 1,388,764 4,177,529 7,261,121 6,395,202 13,656,323
REDEVELOPMENT BONDS 540,536 10,733 68,020 708,695 0 708,695
GAS TAX 343,806 533,719 4,808,210 2,513,500 1,030,000 3,543,500
OTHER 1,122,720 2,588,302 1,036,777
TOTAL CAPITAL FUNDS 32.776.555 62.875.111 60.057.284
2000-2001 2001-2002 2001-2002
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
6,293,249 286,600 6,579,849
69,520 1,151,ooo 1,220,520
67360,927 76.515.614 144.476541
(1) 2000-2001 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
h=AR I 2001 - 2002 I
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT 81 REPL
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETiHlGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/l/2001 REVENUE EXPENDITURES ENDING
1,905,080
5,265,244
17,427,255
558,015
147,283
1,256,876
715,383
438,671
1,307,010
1,339,261
278,663
238,510
57,856
616,663
625,156
208,606
662,180
2,694,342
36,176,179
10,415,185
n ”
4,695,625
1,661,477
15,804,678
10,330,433
2,528,877
3,412,366
14,010,188
152,009
567,026
0 286,600 I,61 8,480
4,600,OOO 2,218,500 7,646,744
l&+5,203 13,537,890 5734,567
131,614 0 689,629
65,239 0 212,522
137,773 500,000 894,650
406,653 0 1,122,036
88,886 0 527,557
563,948 60,000 1,810,959
1,069,867 1,200,000 1,209,128
905,000 905,000 278,663
0 0 238,510
0 0 57,856
200,000 813,000 3,663
(81,018) 0 544,138
0 0 208,806
59,400 0 721,580
0 1,500,000 1,194,342
4,221,523 14,835,OOO 25,562,702
3,101,646 II,31 7,673 2,199,158
862,000 862,000 0
324,527 1,131,621 3,888,731
210,600 0 1,872,077
9,596,291 4,110,439 21,290,530
1,300,000 3,313,354 8,317,079
37,040,000 9,073,527 30,495,350
1,500,306 2,274,808 2,637,864
3,193,ooo 6,395,202 10,807,986
0 0 152,009
1,550,000 1,030,000 1,087,026
OTHER 294,861 1,151,ooo 1,151,000 294,861
TOTAL 136.463.761 74.043.457 76.515.614 133.991.604
(1) BEGINNING BALANCE ON 7/l/2001 IS NET OF CONTINUING APPROPRIATIONS.
.
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
YEAR 2 2002 - 2003 I BEGINNING
FUND BAL 711 I2002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. I,61 8,480 0 125,000 1,493,480
INFRASTRUCTURE MAINT 8. REPL 7,646,744 3,100,000 0 10,746,744
PUBLIC FACILITIES FEE 5,734,567 3,649,712 1,125,OOO 8,259,279
ZONE 5,13,16 PARK FEE 689,629 199,244 0 888,873
PIL AREA 1 NW 212,522 210,543 0 423,065
PIL AREA 2 NE 894,650 422,209 0 1,316,858
PIL AREA 3 SW 1,122,036 671,089 1 ,ooo,ooo 793,126
PIL AREA 4 SE 527,557 37,777 0 565,334
TRAFFIC IMPACT FEE 1,810,959 1,172,290 460,000 2,523,249
TRANSNETILOCAL 1,209,128 1,800,OOO 1,700,000 1,309,128
TRANSNETIHIGHWAY 278,663 0 0 278,663
TRANSNETlSTP 238,510 0 0 238,510
TDA 57,856 0 0 57,856
STATE GRANTS 3,663 0 0 3,663
COUNTY GRANTS 544,138 0 0 544,138
ASSESSMENT DISTRICTS 208,806 0 0 208,806
BTD#2 POINS. LN-AVIARA PKWY 721,580 905,423 0 1,627,003
BTD#3 CANNON ROAD WEST 1,194,342 223,907 0 1,418,249
CFD #I 25,562,702 6,125,648 110,000 31,578,550
CFD #2 2,199,158 1,953,172 0 4,152,330
FEDERAL GRANTS 0 5,821,600 5,821,600 0
PLANNED LOCAL DRAINAGE 3,888,731 858,819 2,750,OOO 1,997,550
SEWER BENEFIT AREAS 1,872,077 430,600 0 2,302,677
SEWER CONNECTION 21,290,530 4,980,966 12,221,994 14,049,502
SEWER REPLACEMENT 8,317,079 1,300,000 2,556,029 7,061,050
WATER - RECYCLED WATER 30,495,350 150,000 19,498,527 11,146,823
WATER CONNECTION 2,637,864 2,328,424 4,050,232 916,056
WATER REPLACEMENT 10,807,986 2,236,860 345,178 12,699,668
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 1,087,026 1,600,OOO 1,052,OOO 1,635,026
OTHER 294,861 0 0 294,861
TOTAL 133.991.604 40.178.484 52.815,560 121,354.529
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
ktAR 3 2003 2004 - 1
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/l/2003
1,493,480
10,746,744
672,403
8,259,279
888,873
423,065
1,316,858
793,126
565,334
2,523,249
1,309,128
278,663
238,510
57,856
3,663
544,138
208,806
1,627,003
I,41 8,249
31,578,550
4,152,330
0
1,997,550
2,302,677
14,049,502
7,061,050
11,146,823
916,056
12,699,668
152,009
1,635,026
REVENUE EXPENDITURES ENDING
0 0 I,4938480
3,100,000 80,000 13,766,744
0 0 672,403
4,951,947 14,371,000 (1,159,774)
120,000 0 1,008,873
432,948 0 856,014
711,088 0 2,027,946
695,533 550,000 938,659
37,777 0 603,110
1,378,890 460,000 3,442,139
1,700,000 1,700,000 1,309,128
0 0 278,663
0 0 238,510
0 0 57,856
0 0 3,663
0 0 544,138
0 0 208,806
1,093,200 0 2,720,203
96,000 0 1,514,249
6,177,641 110,000 37,646,191
2,250,OOO 0 6,402,330
0 0 0
1,497,098 0 3,494,649
404,760 0 2,707,437
8,114,694 2,399,666 19,764,530
1,300,000 2,511,829 5,849,221
150,000 2,129,527 9,167,296
3,121,589 1,899,428 2,138,217
2,281,597 1,666,272 13,314,993
0 0 152,009
1,650,OOO 600,000 2,685,026
OTHER 294,861 0 0 294,861
TOTAL 121,354,529 41,264,763 28,477,722 134,141,569
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
FUND
BEGINNING
BAL 711 I2004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,493,480 0 0 1,493,480
INFRASTRUCTURE MAINT & REPL 13,766,744 3,100,000 0 16,866,744
GOLF COURSE 672,403 0 0 672,403
PUBLIC FACILITIES FEE (1,159,774) 5,193,145 750,000 3,283,371
ZONE 5,13,16 PARK FEE 1,008,873 133,800 0 1,142,673
PILAREA 1 NW 856,014 610,872 0 1,466,886
PIL AREA 2 NE 2,027,946 466,652 0 2,494,598
PIL AREA 3 SW 938,659 359,988 0 1,298,647
PIL AREA 4 SE 603,110 37,777 0 640,887
TRAFFIC IMPACT FEE 3,442,139 1,371,343 1,842,708 2,970,774
TRANSNET/LOCAL 1,309,128 1,700,000 1,700,000 1,309,128
TRANSNETlHlGHWAY 278,663 0 0 278,663
TRANSNET/STP 238,510 0 0 238,510
TDA 57,856 0 0 57,856
STATE GRANTS 3,663 0 0 3,663
COUNTY GRANTS 544,138 0 0 544,138
ASSESSMENT DISTRICTS 208,806 0 0 208,806
BTD#2 POINS. LN-AVIARA PKWY 2,720,203 1,051,560 0 3,771,763
BTD#3 CANNON ROAD WEST 1,514,249 147,200 0 1,661,449
CFD #I 37,646,191 6,267,880 110,000 43,804,071
CFD #2 6,402,330 0 0 6,402,330
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 3,494,649 1,169,212 0 4,663,861
SEWER BENEFIT AREAS 2,707,437 400,000 100,000 3,007,437
SEWER CONNECTION 19,764,530 2,157,795 11,014,271 10,908,054
SEWER REPLACEMENT 5,849,221 1,300,000 2,086,529 5,062,692
WATER - RECYCLED WATER 9,167,296 150,000 2,645,527 6,671,769
WATER CONNECTION 2,138,217 2,822,347 300,000 4,660,564
WATER REPLACEMENT 13,314,993 2,327,229 100,000 15,542,222
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 2,685,026 1,700,000 0 4,385,026
OTHER 294,861 14,600,OOO 14,790,854 104,007
TOTAL 134.141.569 47.066.800 35.439.889 145.768.480
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
bR 5 2006 - 2008 1
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT 8 REPL
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/HIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7lll2005
1,493,480
16,866,744
672,403
3,283,371
1,142,673
1,466,886
23494,598
1,298,647
640,887
2,970,774
1,309,128
278,663
238,510
57,856
3,663
544,138
208,806
3,771,763
1,661,449
43,804,071
6,402,330
0
4,663,861
3,007,437
10,908,054
5,062,692
6,671,769
4,660,564
15,542,222
152,009
4,385,026
REVENUE EXPENDITURES
0 0
3,100,000 0
0 0
4,317,357 7,495,ooo
168,000 0
610,872 0
466,652 0
146,662 0
37,777 0
1,082,476 460,000
1,700,000 1,700,000
0 0
0 0
0 0
0 0
0 0
0 0
I,4553240 0
154,880 0
1,784,828 110,000
0 0
0 0
1,088,202 0
400,000 355,000
1,466,660 6,080,444
1,300,000 526,531
200,000 159,527
1,975,627 1,100,000
3,421,249 0
0 0
1,750,000 0
ENDING
1,493.480
19,966,744
672,403
105,728
1,310,673
2,077,758
2,961,249
1,445,309
678,664
3,593,250
1,309,128
278,663
238,510
57,856
3,663
544,138
208,806
5,227,003
1,816,329
45,478,900
6,402,330
0
58752,063
3,052,437
6,294,270
5,836,161
6,712,242
5,536,190
18,963,471
152,009
6,135,026
OTHER 104,007 0 0 104,007
TOTAL 145,768,480 26,626,481 17,986,502 154,408,460
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
lYtAR 6-1o 2o07 2011
s
1 BEGINNING
FUND BAL 7/l/2006 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,493,480 0 326,625 1,166,855
INFRASTRUCTURE MAINT & REPL
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/HIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#J CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
TOTAL 154,408,460 129,335;759 112;318;594 171,425;624
19,966,744 15,500,000 0 35,466,744
672,403 0 0 672,403
105,728 18,623,443 16,842,177 1,886,994
1,310,673 1,088,003 0 2,398,677
2,077,758 1,512,354 0 3,590,112
2,961,249 1,819,941 0 4,781,190
1,445,309 428,875 0 1,874,184
678,664 691,089 0 1,369,752
3,593,250 5,821,563 3,190,000 6,224,813
1,309,128 7,800,OOO 7,800,OOO 1,309,128
278,663 0 0 278,663
238,510 0 0 238,510
57,856 0 0 57,856
3,663 0 0 3,663
544,138 0 0 544,138
208,806 0 0 208,806
5,227,003 1,305,816 3,848,OOO 2,684,819
1,816,329 1,650,816 500,000 2,967,145
45,478,900 4,515,042 39,834,OOO 10,159,942
6,402,330 5,054,310 0 11,456,640
0 0 0 0
5,752,063 3,854,162 500,000 9,106,225
3,052,437 2,000,000 0 5,052,437
6,294,270 7,696,656 8,908,027 5,082,899
5,836,161 6,500,OOO 2,929,630 9,406,531
6,712,242 1 ,ooo,ooo 797,635 6,914,607
5,536,190 9,773,688 9,528,500 5,781,378
18,963,471 12,000,000 5,214,OOO 25,749,471
152,009 0 0 152,009
6,135,026 8,500,OOO 255,000 14,380,026
104.007 12.200.000 11 m5.000 459.007
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
12012 to Buildout 1
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT & REPL
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
TRANSNETIHIGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/l/2012
1,166,855
359466,744
672,403
1,886,994
2,398,677
3,590,112
4,781,190
1,874,184
1,369,752
6,224,813
1,309,128
278,663
238,510
57,856
3,663
544,138
208,806
2,684,819
2,967,145
10,159,942
11,456,640
0
9,106,225
53052,437
5,082,899
9,406,531
6,914,607
5,781,378
25,749,471
152,009
14,380,026
REVENUE EXPENDITURES ENDING
0 0 1,166,855
28,000,OOO 0 63,466,744
2,737,200 2,737,200 672,403
20,358,024 10,285,OOO 11,960,018
436,849 2,626,OOO 209,525
1,390,773 4,060,OOO 920,885
2,842,130 3,535,ooo 4,688,320
368,877 1,410,000 833,061
819,973 2,250,OOO (60,274)
4,641,807 9,470,ooo 1,396,620
0 0 1,309,128
0 0 278,663
0 0 238,510
0 0 57,856
0 0 3,663
0 0 544,138
0 0 208,806
6,607,760 8,772,OOO 520,579
1,503,104 3,664,OOO 806,249
2,965,739 10,005,000 3,120,680
4,487,403 0 15,944,043
0 0 0
5,230,376 14,315,oOO 21,602
9,300,000 7,078,494 7,273,943
7,085,741 9,332,710 2,835,930
18,112,494 6,056,697 21,462,328
2,000,000 2,209,480 6,705,127
8,822,234 0 14,603,612
25,605,OOO 0 51,354,471
0 0 152,009
21,700,000 13,325,OOO 22,755,026
OTHER 459,007 1,210,000 1,560,OOO 109,007
TOTAL 171,425,624 176,225,483 112,691,581 234,959,526
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
FND ToTALS ALL YtARS I BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,905,080 0 738,225 1,166,855
INFRASTRUCTURE MAINT & REPL 5,265,244 60,500,OOO 2,298,500 63,466,744
GOLF COURSE 672,403 2,737,200 2,737,200 672,403
PUBLIC FACILITIES FEE 17,427,255 58,938,831 64,406,067 11,960,018
ZONE 5,13,16 PARK FEE 558,015 2,277,510 2,626,OOO 209,525
PI1 AREA 1 NW 147,283 4,833,602 4,060,000 920,885
PIL AREA 2 NE 1,256,876 6,866,444 4,035,ooo 4,088,320
PIL AREA 3 SW 715,383 3,077,678 2,960,OOO 833,061
PIL AREA 4 SE 438,671 1 j51.054 2,250,OOO (60,274)
TRAFFIC IMPACT FEE 1,307,010 16,032,317 15,942,708 1,396,620
TRANSNET/LOCAL 1,339,261 15,769,867 15,800,OOO 1,309,128
TRANSNET/HIGHWAY 278,663 905,000 905,000 278,663
TRANSNETISTP 238,510 0 0 238,510
TDA 57,856 0 0 57,856
STATE GRANTS 616,663 200,000 813,000 3,663
COUNTY GRANTS 625,156 (81,018) 0 544,138
ASSESSMENT DISTRICTS 208,806 0 0 208,806
BTD#2 POINS. LN-AVIARA PKWY 662,180 12,478,399 12,620,OOO 520,579
BTD#J CANNON ROAD WEST 2,694,342 3,775,907 5,664,ooo 806,249
CFD #I 36,176,179 32,058,502 65,114,OOO 3,120,680
CFD #2 10,415,185 16,846,531 11,317,673 15,944,043
FEDERAL GRANTS 0 6,683,600 6,683,600 0
PLANNED LOCAL DRAINAGE 4,695,825 14,022,397 18,696,621 21,602
SEWER BENEFIT AREAS 1,661,477 13,145,960 7,533,494 7,273,943
SEWER CONNECTION 15,804,678 41,098,803 54,067,551 2,835,930
SEWER REPLACEMENT 10,330,433 31,112,494 19,980,599 21,462,328
WATER - RECYCLED WATER 2,528,877 40,690,OOO 36,513,750 6,705,127
WATER CONNECTION 3,412,366 30,344,214 19,152,968 14,603,612
WATER REPLACEMENT 14,010,188 51,064,935 13,720,652 51,354,471
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 567,026 38,450,OOO 16,262,OOO 22.755,026
OTHER 294,861 29,161,OOO 29,346,854 109,007
TOTAL 136.463.761 534.741.227 436.2459462 234.959.526
59
i: : 6 I
:: . P
‘ 6 1; I! i - is : I : B ;; i 3
: ;
!’ ! g
I: r
1: ;$
ii
I B
: c : :
I: u
ig
it
: :
j 3
i;
I Y
iE
i -
”
i;
: a /Y
;g
19
IC : 2 i c i I : ii
;
IE
;z
1;
;;
;t
i6
i:
I L ie : 2 IY
i; ;;
c
B :
% i .
: . : :
” u z
i i 2 ; f ; e : % a
I,
& i
z s
. . . . . . . . . I . . .
y d N
b
s-3
2 ‘8 20 0
42
PP
.za Pi! 44
RR
2 3
3
! i
E i t
i
i
I
b
I ,
i
:P
i”
:P
,
I z
is .3
Y z E
I & 9
0
2
t
3
A
E : .
E
u
4 < ; % < r : e : : Y r 6
; 5 ‘ L i
-v
2 : - k
t 4u :& ;u c: 5: 2: :: z: *
:: x9
I
L Y 2 -2
I ,
,
I
I
I
I
I
I
,
I
, , I
I
I
I , ,
,
I3 ig
_ x f
m
0
0
z
k
B
w
&
d z
P
2
k
~
4
% d
p
8
t
I
3 w
E
6 i3
3
k
g
0
I
$2
Ei
5
R
c
E
(L
f
P u II: 9
9 s
a
s I? 9
,m
.*
I
f
I
E
i? zl
5 d d z x n 8
4
d
r>, 0 lilt!; zm:! g4
:f
5
f
1: !-
11
”
ik / a
t;
I ;
: 5
:: 1: i: : c
!:
!i :: i a
[$
I: : ‘ I ,
e :
: i fi ys !$ i O , b )I! It )&I 1c : 0 jz
) c b j 2 ;I : B
e b t:
:3 !E
i E
1 ; r$ ’ (I ;g I : i jQ ;; It t
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 EXHIBIT C
OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2000-01
MAJOR SERVICE AREA
(POLICY AND LEADERSHIP GROUP
2000-01 2001-02 ALLOCATED
I
CITY COUNCIL 1 1 0
CITY MANAGER 6 6 0
CITY TREASURER 0.75 0.75 0
PUBLIC INFORMATION 1 1 0
CITY CLERK 0 0 0
CITY ATTORNEY 6 7 1
ADMINISTRATIVE SERVICES I
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES &WORKERS COMP
PUBLIC SAFETY I
POLICE 138 141 3
FIRE 79.75 79.75 0
COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
I
(COMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
IPUBLIC WORKS I
ADMINISTRATION 3 3.5
ENGINEERING SERVICES 48.7 58.7
GENERAL SERVICES 55.75 57.25
MAINTENANCE & OPERATIONS 70.3 70.3
2 2 0
8 8 0
15 15 0
21 21 0
2 2 0
6 6 0
9 10 1
3.75 4 0.25
13 13 0
1 1 0
2 2 0
24 25 1
10 10 0
41.75 46.25
4 4.75
24 26
3 3
4.5
0.75
2
0
0.5
10
1.5
0
FULL AND 314 TIME LABOR FORCE 599.75 625.25 25.5
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2000/01 200 1 I02 Difference
Full Time Personnel 596 620 24
314 Time Personnel in Full Time Equivalents 3.75 5.25 1.5
Hourly Full Time Equivalent Personnel 144.03 142.4 -1.63
TOTAL LABOR FORCE 743.78 767.65 23.87
Management Interns 2 2 0
Building Inspector Intern 2 2 0
GIS Intern 0.5 0.5 0
Plannina Intern - front counter 1 1 0
TOTAL LIMITED TERM EMPLOYEES
CONTINUING APPROPRIATIONS EXHIBIT D
2000-81 TO 200lQ2
DFPART-
Citv
Editing and reprint of the Carlsbad Municipal Code 11,000
Chairs
Legal services for Habitat Management Plan, City vs Bohn, telecommunications, and LEG0
1,200
34,500
Completion of Records Department redesign/remodel
Installation and integration services necessary for the upgrade of the DMS Panagon software version 5.2.
Network components for secure public access to the DMS
15,000
30,000
85,000
Otfice furniture for firs administrative offices
Fire Dept 50th Anniversary Annual
Hepatitis C testing
Pike poles reconfiguration for use on new engines
Wood to construct roof prop and cover for Fire Station 5 storage facility
Fire Station No. 5 office remodel
Storage racks for Fire station 5 storage facility
Rehabilitation of Hosp Grove
5,000
4,000
5,000
1,000
6,000
5,000
3,000
106,000
Systems furniture 12,000
DMS indexing and scanning
Residential Traffic Management Program
Systems furniture
Auto CAD upgrades for Design staff, 4 workstations
GIS peripheral equipment upgrades
Storage cabinets and files
30,000
15,000
25,000
12,000
5,000
10.000
Developer deposits 194,815
Concrete replacement contract 125,000
Thermoplastic contract 50,000
Implementation of Street Tree Policy program 120.000
Replace generator at City Hall 23,000
Legal services to complete Senior Center condominium conversion 10,000
Completion and printing of Strategic Plan 12,500
Supplies for Triathlon which is being held one month later this year 4,000
Literacy Scholarship Account 3,058
New lease on public vend copiers 300,000
Staff copier leases 70,000
CONTINUING APPROPRIATIONS EXHIBIT D
2000-61 TO 200102
URPOSE
Completion and printing of Guttural Plan. 5.000
Non-W
BatiquitosLagoonFoundation 15,440
Subtotal General Fund 1,353,513
Available year-end balance 106,173
cops Gcaoi
Available year-end balance, Bicycle Patrol 108,233
Available year-end balance 139,235
IArts St&&ty _- .
Available year-end balance, delegation visits 3,244
Available year-end balance, for art exhibits 53,202
Available year-and balance; for park improvements 3,853
Available year-end balance; for biathlon and luau festival 14.678
Available year-end balance; for youth sports uniforms and T-shirts 1,395
Available year-end balanca 37,612
Available year-end balance 16,351
Available year-end balance
Available year-and balance
Available year-end balance
Asphalt repairs
Valve adjustments
Asphalt Repairs
Manhole adjustments
Televise North Agua Hedionda sewer line
Used Oil Grant 67,000
Allied Negotiations/consultant 30,000
14,890
68,000
329.079
40,000
20,000
10,000
15,000
75,000