HomeMy WebLinkAbout2001-06-19; City Council; 16236; Adoption of 2001-02 Operating & CIP BudgetsCITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER DISTRICT AN
HOUSING AND REDEVELOPMENT COMMISSION -AGENDA
TITLE: AB# /6/2 3 6
MTG. 06/I 9101
DEPT. FIN
ADOPTION OF THE 2001-02 OPERATING AND
CAPITAL IMPROVEMENT PROGRAM
BUDGETS
DEPT HD. /+-+
’
RECOMMENDED ACTION:
1. Hold public hearing on the City of Carlsbad’s, Carlsbad Municipal Water District’s, and Housing
and Redevelopment Commission’s 2001-02 Operating Budget and 2001-02 to Buildout Capital
Improvement Program.
2. Adopt Resolutions No.ao6f -176, //d6, and .y# , adopting the final Operating Budgets
for 2001-02 and appropriating funds for the 2001-02 Capital Improvement Program.
3. Adopt Resolutions Noaw/-/77and //A7 , adopting the Gann spending limit for the City of
Carlsbad and the Carlsbad Municipal Water District for 2001-02.
4. Adopt Resolution No.&/-178adopting changes to the Master Fee schedule.
ITEM EXPLANATION:
The proposed 2001-02 Budget totals $213.1 million, of which $136.5 million is the Operating Budget
and $76.5 million is the Capital Improvement Budget. Operating revenues total $135.9 million and
Capital revenues total $74 million, for a total of $209.9 million.
ODerating Budget
The proposed Operating Budget for 2001-02 totals $136.5 million, an increase of $7.4 million from
the current 2000-01 Budget. Operating revenues are estimated at $135.9 million, which is a $4.3
million increase over the current year projections.
The following three changes have been made to the Budget since the printing of the Preliminary
Budget document:
1. Addition of one Senior Civil Engineer, one Senior Planner and a half-time, hourly Planner at a total cost of $212,000. This request was added to the Planning and Engineering budgets
in order to meet the aggressive scheduling proposed in the Capital Improvement Program.
2. Total number of positions were increased to include one additional Engineering Technician in the Engineering Department that was inadvertently left off of the personnel allocations table.
3. One additional 3/4 ton pickup veliicle was added at a cost of $25,000. This vehicle is
scheduled for replacement in the next fiscal year and was inadvertently deleted from Vehicle
Replacement’s budget.
The schedules at Exhibit 2 have been adjusted to include the above changes.
General Fund
General fund revenues for 2001-02 total $80.7 million, which is an increase of .5%, or $372,000,
from the current 2000-01 projected receipts. Despite uncertainties in the economy, the City is still expecting healthy increases in its major tax revenues: property, sales and transient occupancy
taxes (TOT). An increase of 5% is projected for sales tax for a total of $22.2 million in 2001-02.
PAGE TWO OF AGENDA BILL NO. /6,5736
Receipts for 2001-02 TOT are projected at $10 million, which is 5%, or $500,000 greater than 2000-
01. The largest projected increase in revenues is for property taxes. These are expected to grow by
10.8% to $22.5 million. This growth is based on estimates provided by the County Assessor’s
Office, and is a result of new development and the strong demand for housing in the City. These
increases in the City’s tax base will enable the City to continue to improve its services in 2001-02
and ensure the maintenance of a high quality of life for Carlsbad’s residents as the population
grows.
The 2001-02 Budget includes enhancements to existing services as well as the addition of several
new programs. The majority of the new programs and increases in services are the result of capital
improvement projects, a continued focus on public safety and technology, and the environmental
management program. These program increases resulted in 24.5 new full-time positions. In
addition, $1.2 million of capital outlay requests have been included in the proposed General fund
budget.
The Operating Budget also includes a $1.5 million transfer to the Capital Improvement Program to
finance various capital projects and a $3 million transfer to the Infrastructure Replacement fund to provide funding for infrastructure replacement as needed in the future. The Council’s contingency
account is proposed at $4 million, which is 5% of budget requests. This account is available to the
City Council to address unanticipated emergencies or unforeseen program needs.
Capital Improvement Proqram
The 2001-02 to Buildout Capital Improvement Program (CIP) outlines approximately 174 future
projects at a total cost of $436.2 million. Appropriations scheduled for 2001-02 total $76.5 million
and will be added to approximately $68 million for ongoing capital projects, which remain unspent at
the end of fiscal year 2001-02, for a total appropriation of $144.5 million. Revenues for the CIP are
projected at $74 million.
Park projects programmed for the upcoming year include acquisition of parkland in the northeast
quadrant of the City, the construction of Larwin Park and Zone 19 Park and planning for the parks at the Pine school and Alga Norte sites. Other projects include construction of the Public Works center
and the Vista Carlsbad Interceptor as well as continued design of the Coastal Rail Trail. Construction of several major street projects are included in the CIP which, once constructed, will
improve the flow of regional and local traffic throughout the City. Projects which will receive
appropriations in 2001-02 include the completion of Cannon Road West to El Camino Real and over
$18 million will be appropriated for the realignment and reconstruction of Ranch0 Santa Fe Road.
In addition, funding for the reconstruction of many individual roads, particularly in the older sections
of the City, will help maintain the quality of our streets.
There were three changes made to the proposed CIP since the printing of the Preliminary Budget
document. Changes to the 2001-02 appropriations include a decrease of $500,000 for the road project on Orion Street from Faraday to El Camino Real because the funds were appropriated in the
current fiscal year, an increase to the Coastal Rail Trail design by $250,000, and an increase to the
La Costa Avenue Storm Drain of $43,500. The net change is a decrease of $206,500 in total
appropriations for the 2001-02 fiscal year. The current year expenditure and carry forward amounts
have been updated through May 31,200l. The net result of these changes is a change in the total anticipated 2001-02 appropriations (including continuing appropriations) from $162.9 million as
shown in the Preliminary Budget document to $144.5 million.
PAGE THREE OF AGENDA BILL NO / 6,234’
Gann Limit
In addition to adopting the Operating Budget, the Council is asked to adopt the Gann Spending Limit
as required by Article XIIIB of the California Constitution. The Gann Limit creates a restriction on the
amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to
this limitation are those considered “proceeds of taxes.” The basis for calculating the Limit began in
fiscal year 1978-79, and is increased based on population growth and inflation. The City’s spending
limit for 2001-02 is $257.5 million, with appropriations of “proceeds of taxes” of $67.9 million. The
Carlsbad Municipal Water District spending limit for 2001-02 is $3.0 million, with appropriations of
“proceeds of taxes” of $1,450,000.
Fees for City Services
Some of the fees are increased annually based upon an index as stated in the resolutions or
ordinances establishing the fees. In addition, staff has reviewed the fee schedules and is
recommending changes to the Aquatic fees and the Master Plan Amendment - Major, the addition of
a cost recovery fee, and the expansion of the video rental fee to include DVD’s. The revisions to
these fees are shown in Exhibit 1.
Budget Authorization
Included in the Resolution at Exhibit 2 are the following two changes to the authorization for budget
adjustments:
l 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.
l The Executive Manager of the Carlsbad Municipal Water District may authorize increases in
purchased water appropriations in an amount equal to the same percent that water sales
exceed the amount of the original revenue estimate.
Fiscal Year 2000-01 Adjustment
This year, staff undertook a complete review of all accounts receivable. Through this review, it was
determined that there were several receivables for drainage fees dating back to 1997 and earlier that
were either billed in error or are uncollectible. Staff is recommending that these amounts, totaling
$143,883, be written off the books. Although this is not a true expenditure of cash, an appropriation
of $143,883 from the Planned Local Drainage Funds is requested to write off the receivable balance.
ENVIRONMENTAL REVIEW:
In accordance with Government Code, all projects which receive appropriation of funds for fiscal year
2001-02 received a finding of General Plan Consistency by the Planning Commission at their
meeting on May 2, 2001.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. Recommended changes to City Master Fee Schedules (Master Fee Schedules on file with City
Clerk).
PAGE FOUR OF AGENDA BILL NO /6. 236
SW- 17B 2. Resolution No. 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.
3. Resolution No. /I& of the Board of Directors of the Carlsbad Municipal Water District,
California, adopting the water district final Operating Budget and Capital Improvement Program
for 2001-02.
4. Resolution No. 3# of the Housing and Redevelopment Commission of the City of Carlsbad,
California, approving the Operating Budget of the Redevelopment Agency and Housing Authority
for fiscal year 2001-02.
266/- 177
5. Resolution No. of the City Council of the City of Carlsbad, California, establishing the
2001-02 appropriation limit as required by Article XIIIB of the California State Constitution and
State law.
6. Resolution No. //a7 of the Board of Directors of the Carlsbad municipal Water District,
California, establishing the 2001-02 appropriation limit as required by Article XIIIB of the
California State Constitution and State law.
gaol-r78+
7. Resolution No. of the City Council of the City of Carlsbad, California, adopting changes
to the Master Fee Schedule.
The Preliminary Operating Budget and Capital Improvement Program 2001-02 is on file with the City
Clerk.
The Technical Appendix is available for review in the Finance and Engineering Departments.
(Master Fee Schedules on file with City Clerk)
RAI CITYFEES
Aquatic Fees
Utility Fee - Electricity (per hour after sunset)
Utility Fee - Gas (per hour after 7pm and 4 on weekends)
Use Agreements (NCA, NSA and CUSD) per lane per hour
Staff costs (life guard, supervision per hour)
Rental - Exclusive Use - CommerciallCorp (per lane, per hour)
Rental - Exclusive Use - Community/Non-profit (per lane, per hour)
Masters Swim - Daily fee (resident)
Masters Swim - Daily fee (non- resident)
Masters Swim - Monthly fee (resident)
Masters Swim - Monthly fee (non- resident)
New
New
2.10
15.00
8.00
3.20
3.25
4.25
32.50
42.50
Swim Lesson Fees
Beginner - Learn to Swim
Adult/Teen - Learn to Swim
Parent Infant thru Pre School Ill
Adapted aquatics
lndividualized - Basic Swimming (per hour)
Diving, Synchro Swim
lndividualized - Advanced instruction/coaching (per hour)
Non-resident fee for aquatic programs
23.00 25.00 2.00 8.7%
25.00 27.00 2.00 8.0%
25.00 27.00 2.00 8.0%
17.00 25.00 8.00 47.1%
17.00 25.00 8.00 47.1%
22.00 27.00 5.00 22.7%
25.00 27.00 2.00 6.0%
8.00 10.00 2.00 25.0%
Swim Passes
One Month Individual - Resident
One Month Individual - Non-resident
Four Month Individual - Resident
Four Month Individual - Non-resident
One Month Family - Resident
One Month Family - Non-resident
Four Month Family - Resident
Four Month Family - Non-resident
Season Discount-Adult - Resident
Season Discount-Adult - Non-resident
Season Discount - Family - Resident
Season Discount - Family - Non-resident
(1)
(1)
(1)
(1)
New 20.00
New 30.00
New 42.00
New 52.00
New 30.00
New 40.00
New 50.00
New 60.00
60.00 Delete
70.00 Delete
72.00 Delete
82.00 Delete
(1) This was for 6 months
Library Fees
Library Borrowing - AV Insurance Fee - per video tape/DVD 0.75
Other General City Fees
Cost Recovery New actual cost
+ overhead
$3.00 n/a nla
7.00 n/a nla
2.40 0.30 14.3%
16.00 1 .oo 6.7%
8.80 0.80 10.0%
3.50 0.30 9.4%
3.50 0.25 7.7%
4.50 0.25 5.9%
35.00 2.50 7.7%
45.00 2.50 5.9%
0.75
JXEIBIT 1 PAGE 1
Current fee -Master Plan Amendment -Major $ 22,550 plus deposit in increments of $5,000
after 1st 100hr.s of project planner and 40
hours of project engineer.
Proposed Fee -Master Plan Amendment -Major
100 acres or more 22,550 . plus deposit in increments of $5,000 *
Greater than 50 and less than 100 acres 10,000 plus deposit in minimum increments of $2,500
Less than 50 acres 5,000 plus deposit in minimum increments of $1000
* After 1st 100 hours of project planner and 40 hours of
project engineer. Proportionate adjustment of time
depending on acreage.
5
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2001
FOR INFORMATIONAl PURPQSES ONI Y
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
CurrentRevisedChanae
Affordable housing credit $37,400 $39,400 $2,000
License Tax on New Construction-mobile homes $1,434 $1,485 $51
ITraffic lmoact 1
Traffic Impact Fee - Residnt’l Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc’lllndust Cost Per Trip (Out of CFD)
Traffic Impact Fee - Residnt’l Cost Per Trip (Inside CFD)
Traffic Impact Fee - Commrc’Ulndust Cost Per Trip (Inside CFD)
CurrentRevisedChanae
$92 $94 2
37 38 1
60 61 1
24 25 1
Planned Local Drainage Area Fees
Fee per gross acre
Area / Basin Name
A Buena Vista Lagoon
B Agua Hedionda Lagoon
C Encinas Creek
D Batiquitos Lagoon
ISewer Connection Fees
Current Revised
Low High Low High
Runoff Runoff Runoff Runoff
$1,664 $2.724 $1,733 52,837
3,578 5,855 3,725 6,097
2,675 4.378 2,786 4,559
36 60 38 62
I
General Capacity Fee All Areas
Plus Sewer Benefn Fees shown below
CurrentRevisedChanae
$1,959 $2,019 $60
Sewer Benefit Area Fees
CurrentRevisedChanae
Area A $348 $360 $12
Area B 612 834 22
Area C 508 528 18
AreaD 979 1,014 35
Area E 1,002 1,037 35
Area F 1,096 1,135 39
Area G 95 98 3
Area H 841 664 23
Area I 355 388 13
Area J 1,225 1,288 43
Area K 2,471 2,558 87
AreaL 988 1,002 34
Area M
IBridae & Thorouahfare District #2 Fees
47 49 2
Current Revised Chanael
Zone 5
Zone 20
$281 $290 $9
584 802 18 I
Zone 21 303 312 9
Bridge & Thoroughfare District #3 Fees
Fee per ADT
Current Revised Change
$128 $132 $4
1 Park-In-Lieu Fees Current Revised Change1
EXBIBIT 1 PAGE 2
NW Quadrant
NE Quadrant
SW Quadrant
SE Quadrant
$1,034-1,755 $2,087-3,251 $1,053-1.496
$9191,575 $1,584-2.436 $845-861
$919-1.575 $1,584-2,438 $845-861
$SlS-1,575 $1,564-2,438 $645-881
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
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
1
2
3
4
5
6
7
a
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.
//I
If/ 8
1
2
3
4
5
6
7
a
9
10
11
12
13
14
15
16
17
ia
19
20
21
22
23
2/ 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, Nyga@, and Hall.
NOES: None.
ABSENT: None.
CLAUDE A. LEWIS, Mayor
EXHIBIT A
2001-02 PRELlMlNARY 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 of 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&K’onzmunity Developmenf - 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.
Environmentnl 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/Trais - Preserve, enhance and manage an Open Space
and Citywide Trail system that incorporates a comprehensive Hh4P.
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
IQ
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 4
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 $z$q =
family theme park: Legoland. Available hotel rooms in the ‘= lDDl ‘= lDDB 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
soo.000 stand at almost $12 billion, up from $5.9 billion in 1996.
4oo.ow Although this accelerated pace is expected to level out over
100,Dw the next few years, the City still expects to add about 4,000
200.000 more residential units and an additional 5 million square 1W.DDO feet of commercial/industrial development over the next five 0 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 Major Tax Revenues
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 86 97 9s 99 w 01
located in Carlsbad, has also expanded recently.
Legoland contributes to the City’s sales tax base as /mPropertytax HSales tax q Hotel tax
well as stimulating the development of new hotels in the
area. The effect of the new development and the demand for housing in Carlsbad is an
II
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 Governor’s 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, it is likely that local government revenues will also be
impacted.
During the last recession, the State 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, ._” “_“.. .“._ ,.I .._...x-Y. *... -_. .” . “. _ -,,,... ..“^ -.,. ._.“.” 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
Per LAO Overview of the 2001-02 May Revision 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.
13
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.
General 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.
I SIGNIFICANT GENERAL FUND REVENUES I (In Millions)
1 PROJECTED 1 ESTIMATED 1 $ I %
FUND 2000-01 2001-02 CHANGE CHANGE
PROPERTY TAX $ 20.3 $ 22.5 $ 2.2 10.8%
SALES TAX 21.1 22.2 1.1 5.2%
TRANSIENT OCC. TAX 9.5 10.0 0.5 5.3%
VEHICLE LICENSE FEES 4.2 4.3 0.1 2.4%
DEVELOPMENT REVENUES 6.5 3.4 (3.1) -47.7%
ALL OTHER REVENUE 18.7 18.3 (0.4) -2.1%
TOTAL IS 80.3 $ 80.7 $ 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 Iomt) previous January. So, the taxes to be ww 1
received for fiscal year 2001-02 are based on -c.Pmpeny Tama
values as of January 1,200l. -)- .sa*r Tams 15,ow
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
10,Mo
5.wo
. -~‘93’Y’g~‘~‘B7’~‘~‘W’ol’~~’
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
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 (VLF) 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.
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
Development Revenues and Building Permits
s5.m s7.wo 2.000
t(l,wo ts,QQo 1.500
54,000
u.ocQ WOO
smoo SW
Sl.OW
a0 0
92 93 94 95 96 97 96 99 00 01 02
~-Revenues -Res Permits Issued ( I I
7 and engineering activities happen
months or years before any structures
are actually built. Development-
related revenues increased coming
out of the recession as development in
the City picked up and housing
demand grew. The City continued to issue a significant number of building
permits in 1997 through 1999;
however, the revenues for planning
and engineering services dropped off;
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.
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. SOG&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 .5% 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
Special Revenue Funds
All Others, Storm Water
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
million from 2000-01. The types of
services supported within Special
Revenue funds include programs
funded by specific revenue streams
such as grants (Section 8 Housing
Assistance, Community Development
Block Grants), donations, special fees
and assessments (Housing Trust fund,
Maintenance Assessment districts).
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
Golf Course
Enterprise Revenues
i
operations that supply the service.
Carlsbad Enterprises include the
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.
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.
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:
n Personnel costs were calculated for all currently authorized positions and then increased
by a growth factor of 6%.
= 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%.
n 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
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.
l 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 1.13 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 Proiects 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 None 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 Projects - 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 Councjl‘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:
n 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.
9 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.
n Administration and coordination to meet compliance with the requirements in the Permit.
m 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 9/r 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.
Budqet 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.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
BUDGET EXPENDITURE SUMMP
BY FUND TYPE
(In Millions)
BUDGET BUDGET
2000-01 2001-02
$ 77.1 $ 80.8
8.5 10.7
28.5 29.8
13.1 12.9
REDEVELOPMENT 1.9 2.3
ITOTAL IS 129.1 I $ 136.5
ZY
$ %
CHANGE CHANGE
$ 3.7 4.8%
2.2 25.9%
(2)
4.6%
-1.5%
The discussion below of budgeted expenditures by fund and program will provide more
information about the changes occurring in the budget.
General Fund
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
(In Millions)
PROJECTED ESTIMATED $ %
FUND 2000-O 1 2001-02 I CHANGE -4 CHANGE
POLICY/LEADERSHIP $ 2.8 !§ 3.3 I$ 17.9%
ADMINISTRATIVE SERVICES 6.1 5.0 (F:, -18.0%
PUBLIC SAFETY 24.1 26.4 2.3 9.5%
COMMUNITY DEVELOPMENT 5.6 6.0 0.4 7.1%
COMMUNITY SERVICES 11.6 13.4 1.8 15.5%
PUBLIC WORKS 13.7 14.2
NON-DEPARTMENTAL 10.5 8.5 (8)
3.6%
-19.0%
CONTINGENCY 2.7 4.0 1.3 48.1%
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 TOTAL $ I 77.1 $ 80.8 $ 3.7 I 4.8%1
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.
22
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.
n 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.
l 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.
l 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.
l 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 $2.6 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.
. 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.
a
The Internal Service funds budgets decreased in total by $200,000. The
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 $400,000 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 ,A@
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
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
years 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
FUND
UNRESERVED
BALANCE
JULY 1,200O
ESTIMATED ESTIMATED FUND
REVENUES EXPENDITURES TRANSFERS
PROJECTED
BALANCE
JUNE 30.2001
(GENERAL FUND I 44.415.645 ao.282.000 70.653.722 1.015.056 55.056.979
SPECIAL REVENUE I
POLICE ASSET FORFEITURE 406,416
COPS GRANT 230,463
LAW ENFORCEMENT BLOCK GRANT 36,066
HOUSING SECTION a 225,278
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
STATE GRANTS (PLFt
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
95,200
147.732
51,057
0
151,302
2.702
i .030,47a
249,296
3,992
68.909
i 52,480 67,006
13,743 146,864
171.400 85.000
3.057.936 3.142.060
2.200.000 283,595
0 0
17,000 9,000
27,900 21,000
640,755 483,360
472.961 530,000
663,383 826.047
41,029 7,176
198,723 140,000
145,290 150,000
38,037 24,940
202,45 1 195,934
43,000 98.000
473,215 473,215
70,000 50,000
17,000 28,664
2,622 2,900
103.600 38.515
10.759.433 8.952.527 6.803.296 12.893.6OB
I1 5.0561
491.890
97,342
121.488
141,156
6,789,459
0
263,701
84.874
959,969
96,595
1 ,168.473
787.223
153,923
143,022
64,154
6,517
96,302
2.702
1.050.478
237,632
3.714
133.994
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
I
6.724.584
895.785
3.817.830
2,941,993
1.505.267
19,205.354 18,996,147 6.933.791
1.880.355 1.709.718 1,066,422
6,460,043 5.493.621 4.784.252
744,276 295,966 3.390.301
750,000 360,000 1.875.267
TOTAL
INTERNAL SERVICE
WORKER’S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
15.885.469
I
1.102.267
2.684.258
1213,040)
413,954
4,769,512
1.405.222
10,362,173
REDEVELOPMENT I
OPERATIONS 377,192
DEBT SERVICE 860,000
LOW AND MOD INCOME HSNG 108,915
TOTAL 1.346.107
29.040.028 26.875.454 18.050.033
7 15,980 937,243
907,473 1.102.834
2.768.000 2,558,558
1.680.055 1.428.467
1,773,622 1.588.448
3.3 15,000 3.690.978
11,160,130 11.306.548
264.886
1.450.000
461,900
2.176.788
458,361 280,000 463,699
1.350.000 ~280,OOOl 680,ooO
110,657 460,158
1.919.038 1.603.857
( 1.000.0001
881.004
1,688,897
(3.598)
665,522
4,954,686
1.029.244
9,215.755
TOTAL OPERATING FUNDS $62.768.817 $131.611.473 5117.558.058 90 896.822.232
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,ZOOl REVENUES EXPENDITURES TRANSFERS JUNE 30,2w2
IGENERAL FUND I 55.058.979 80.654.000 80.794.237 296,945 55.215.687
ESPECIAL REVENUE I
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSAI
STATE GRANTS (PLFI
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTlTLEMENTlREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
0
491,890
97,342
121,488
141,156
6.789.459
263,701
84,874
959,969
95,595
1.168.473
787,223
153,923
143,022
64,154
6,517
96,302
2,702
1.050.478
237,632
3,714
133.994
12.893.608
ENTERPRISE I
WATER OPERATIONS 6.933.791 20.414.441 20.508.996 6,839,236
RECYCLED WATER OPERATIONS 1.066.422 1.894.801 1.819.960 1,141,243
SEWER OPERATIONS 4.784.252 6.644.714 6.910.298 4,516,666
SOLID WASTE MANAGEMENT 3.390.301 790,000 186.683 3.991.618
GOLF COURSE 1.875.287 110,000 345.000 1.640.267
TOTAL
INTERNAL SERVICE
WORKER’S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
18.050.033
I
881,004
1.688.897
13.598)
0
665,522
4.954.686
1.029.244
TOTAL 9.2 15,755
IREDEVELOPMENT 1
1.873.190
50,ooo
185,634
5,000
4.650.604
1.010.000
12,000
10,ow
646,057
479,130
860,966
42,029
0
0
29,000
202.500
32,OOO
737.688
65,000
15,000
200
21,000
10.926.998
1.873.190
32,000
175,634
0
4.746.914
253,871
12,0w
46,800
675,601
535,485
1.108.645
1,500
0
0
29,750
195,934
i 28,000
737,688
65,OOO
20,ow
2,322
81.485
10.721.819 12.801.842
24,652
124.552)
(153,923)
(143,022t
0
509.890
107,342
126,408
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
i .050.478
232,632
1,592
73,509
29.853.956 29.772.957 18.131.032
669,829 1.018.717 532,116
9 16,825 1.342.411 1.263.311
2.645.220 2.628.700 12,922
789,100 945,420 1156,320)
1.491.944 1.731.730 425,736
1.690.075 1.064.251 5.580.510
3.721.212 4.176.084 574.372
11.924.205 12.907.313 8.232.647
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
81,715 776,282 458,000 227,132
1.540.000 1.084.000 (458.0001 678,000
415,000 113,620 761.538
364,100 364,099 1
123,424 29,871 93,553
2.524.239 2.367.972 1.760.224
TOTAL OPERATING FUNDS $96,822,232 5135,883,398 $136.564.198 50 $96.141.432
2L
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 00-01 ZWO-01 TO
ACTUAL PROJECTED
REVENUE REVENUE
ESTIMATED
REVENUE
2001-02 REVENUESOURCE 1999-W 2WO-01 PROJECTED 2001-02
IGENERAL FUND I
TAXES
$16.762.040 320.291,OW
19.493.247 21.130.000
8,333,196 9.500.000
2.591.779 3.820.000
1.863.514 2.2w.000
993.026 1.100.000
522,500,OOO
22.2w.000
10.000.000
4.308.OW
2.3W.WO
990.000
10.9% 2.209,OQO
5.1% 1.070.000
5.3% 5w.ow
12.7% 486,wo
4.6% 100,000
-10.0% I1 lO.OOa
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES 50.036.802 58.041.OW 62.296.000 7.3% 4.255.000 e
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 3,793,919 4,2W,ooO
1.109.605 1,209.000
4.3w.OW
1.25O.WO
2.4% lW.000
3.4% 41.000 OTHER
TOTAL INTERGOVERNMENTAL 4.903.524 5,409,ow 2.6% 141,000
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
2,2w,OOO 1.005.000 -54.3% l1,195mD) 2.156,584
1.164.267
3.320.851
1,3w,OOO
3.5w.ow
-57.7% ~750.000l
-55.6% ~1.945.0001
CHARGES FOR SERVICES
563,372 750,Wo
1,421,681 1.5w.WO
1,114,900 750,ow
331.045 1,160,OW
808.477 1.051.000
579.302 599.wD
45o.ow
690.000
7w.ow
1.200.000
1,078.OW
62O.oca
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
-40.0% (3WmO)
-54.0% 1810.0001
-6.7% 60,000)
3.5% 40,WO
2.6% 27.ooO
3.5% 21,OW
-18.5% f1.072.WOl
-0.9% l7.OWl
5.498.777 5.810.000 4.738.OW
770,949 797,wo FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY 2.226.973 3.725,ooO 3,125.WD -16.1% l6W.OUOL
2.006.923 2.100.000 0.0% 0 INTERDEPARTMENTAL CHARGES
OTHERREVENUESDURCES 597,693 9w.ow 5w.m -44.4% l4oo.ooD1
TOTAL GENERAL FUND 69.362.492 80.282.000 60.654,OW 0.5% 372.000 c 4
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY W-01 2DDD-01 TO
PROJECTED 2001.02
ACTUAL PROJECTED
I
ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 1999-w ZCOD-01 ZWl-02
SPECIAL REVENUE FUNDS
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 1.873.190 0.0% 1.873.190
0.0% 1.873.190
0
a
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
175,634
-75.1% l90.4801 66.515 120,480
22,650 32,000
89,165 152,480
-37.5% ~12,DDDl
-67.2% l102.48Ol
COPS GRANT
STATE FUNDING IA832291
INTEREST
TOTAL
0.0% 175,634
-27.2% (3.7431
1250.8% 771,891
172.318 0
13.239 13,743
185,557 13,743
10,000
LAW ENFORCEMENT BLOCK GRANT
-100.0% (156.8721
1.3% 64
FEDERAL GRANT
INTEREST
OTHER
TOTAL
0
4.309
156,872
4,936
9,592
171.400
0
4.309 -97.1% l156.806)
HOUSING _ SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
4,594 6,467 10,000 54.6% 3,533
1.4.40.724 3.045,oDo 4.640.604 52.4% 1,595,604
6.471 6.471 0 -100.0% (6.471)
1.451.889 3.057.938 4.650.604
t-
62.1% 1.592.656
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
250,WO
760,OW
12,000
-32.4% i120.000~
-39.8% 1481,686)
-100.0% 1588.3141
331,017 370,ooo
1,263.338 1,241,686
11.387 588,314
1,605,742 2,2w,ow -54.1% ~1.190.Wo~
LIBRARY ENDCIWMENT FUND
INTEREST
DONATIONS
TOTAL
12,878 17,000
0 150.550
163,528 17,wo
-29.4% 15.oool
0.0% 0
-29.4% ~5.ooa
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS 99.652 21,900 6.000 -77.2% t 16.9001
INTEREST 3,322 6,000 5.000 -16.7% I1 .OWl
TOTAL 102.974 27,900 10.000 -64.2% (17.9001
28
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 1999-00 2000.01 2001-02
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING 3
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAIM
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS (CLSA)
INTEREST
GRANTS
TOTAL
STATE GRANTS (PLF)
INTEREST
GRANTS
TOTAL
38,243
45,561
459,149
70,wo
612.953
55,000
45,698
458.057
82.000
I 60,000
46,000
458,057
82.000
640.755 I 646.057
8,712 10,OW
376,216 417,563
47.001 45.378
431.929 472,961
57,364 80,000 90,ow
53,500 38,500 38,500
602,509 638,560 667,466
90.878 106,323 65,000
804,251 863,383 660,966
37.492 41 ,Dw 42.WO 2.4% l.ooO
561 29 29 0.0% 0
38,053 41,029 42,029 2.4% l.ooO
3,905 W’3’J 0 -100.0% ~8.0001
109,065 190,723 Moved to GF 0.0% l190.7231
112.970 198.723 0 -100.0% llSB.7231
6,202
130.738
136.940
428.130
‘l&MM
9.400
135,890
145.290
AS % DIFFERENCE
OF FY 00-01 2000-01 TO
PROJECTED 2Wl-02
9.1% 5.000
0.7% 302
0.0% 0
0.0% 0
0.8% 5,302 a
-70.0% l7.WOl
2.5% 10,547
5.8% 2.622
1.3% 6,169
12.5% lO.OOa
0.0% 0
4.5% 28.906
-38.9% (41,323)
-0.3% 12.417)
-100.0% l9Awl
0.0% 1135,890)
-100.0% 1145.2901
CITY OF CARLSBAD
OPERATlNG FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2001-02
AS % DIFFERENCE
OF FY CC-01 2WO-01 TO
PROJECTED ZWl -02
0.0% 0
-26.6% IS.0371
-23.8% (9,0371
0.0% loo
0.0% 0
0.0% 49
-83.3% t1o.WDt
-3.2% l1.oocn
-100.0% (63.515)
-25.6% ~11,wo~ ‘
-2.7% (500)
-19.2% (9.5001
67.7% 274,473
55.9% 264,473
-11.8% 12,owt
-11.8% t2.WDt
-34.8% (3.2wt
-84.1% (79.4001
-79.7% (82.6Wt
-33.3% t1wt
-100.0% (2.3221
-92.4% (2.4221 t
-7.1% (5,owt
-7.1% (5.owt
22.1% 1.974.471
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-00 ZDOD-01
ARTS SPECIAL EVENTS C
INTEREST
DONATIONS
TOTAL
2.787 4.WD
19.481 34,037
4.Wo
25.000
22.268 38.037
SENIOR NUTRITION
109.951
92.500
GRANTS 70.959
DONATIONS 91,933
TOTAL 162.922 202.45 1 202.500
SENIOR DONATIONS
6.973 12,OW
124,108 31 .Wo
0 63.515
INTEREST
DONATIONS
OTHER
TOTAL 131.081 43.DW 32,WO
CDBG ENTITLEMENT/REHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
15,110
63.740
391.767
18.5W
49,500
405,215
473,215
t B.WO
40,ow
679.688
737,688 470,817
CULTURAL ARTS PROGRAM
INTEREST 13,157
TOTAL 13.157
17,Wo
17.Wo
ARTS GENERAL/GALLERY DONATIONS
9,200
94.400
INTEREST 3,652
DONATIONS 29.695
TOTAL 33.347
6.000
15,wo
21.wo 103.600
SISTER CITY DONATIONS
INTEREST
DONATIONS
TOTAL
0
0
300
2.322
0 2.622
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
53.547 7o.Cm 65.WO
53.847 7o.OW 65.WO
10.926.938 TOTAL SPECIAL REVENUE FUNDS 8.827.299 8.952.527
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 00-01 2000-01 TO
2001-02 PROJECTED 2001-02 REVENUE SOURCE 1999-00 2ooo-01
ENTERPRISE FUNDS I
WATER OPERATIONS
4.5% 562,400
3.7% 122.4OD
0.0% 0
0.0% 0
0.0% 0
-13.5% i28.3931
0.0% 0
0.0% 0
642.1% 558,660
0.0% 0
2.0% 4,960
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
12.889.149
3.322.606
0
125.158
96.213
190,484
399,014
237,949
12.537.603 13,100,DOo
3.338.283 3.460,663
1,450.ODO 1,450.OQO
125,308 125.308
99,163 99.163
210,ODD 181.607
664,DOO 664,000
160.000 180,000
87,000 645,660
160,OOD 180,WO
248,000 252,960
86,000 75,060
19.205.354 20.414.441
176,829
184,863
439,492
18,061,757
-12.7% l10.9401
6.3% 1.209.087
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
1.156.720
105,435
6W,WO
95,ODD
1.156.720 0.0%
117.717 11.7%
5w,wo 0.0%
96.900 2.0%
23,464 1.1%
1.694.801 0.8%
0
12.282
0
1.900
264
14.448 4
1 e329.382
75,789
270,565
45,652
10,165
1.731.553
23,200
1.880.355
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
5.330.710 6.056.395
3,076 6,OCC’
55,650 70,ODO
272.763 280,000
48.404 47,646
6.216.889 2.7% 160,494
6.000 0.0% 0
71.325 1.9% 1,325
3w.000 7.1% 2o.m
50.506 6.0% 2.852
2.9% 184.671 5.710.593 6.460.043 6.644.714
SOLID WASTE MANAGEMENT
129,077 240,000 3w,ow
219,836 205,oM) 210,000
351.898 250,000 250,ow
47,254 24,276 0
581 25.m 3o.ow
INTEREST
RECYCLING FEES lAE.939)
NON-JURISOICTIONAL FEES
STATE GRANT
OTHER
TOTAL
25.0% 6o.wo
2.4% 5.m
0.0% 0
20.0% 5.ODo
6.1% 45.724 748.646 744.276 790.000
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
600,000 6W.ooO 0
0 150.000 1 lO.OW
-100.0%
-26.7%
16W.WO~
14O.WOl
600.000 750.000 110.000 (1) ~64OSMO~
2.8% 813,928 TOTAL ENTERPRISE FUNDS 26.852.549 29.040.028 29.853.956
CITY OF CAR&BAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY W-01 ZDOD-01 TO
PROJECTED 2w1-02
ESTIMATED
REVENUE
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-w ZWD-01 2Wl-cl2 J INTERNAL SERVICE FUNDS
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
-4.0% ~5.OWI
0.5% 2,849
101,486 125,WD
532,110 536,980
5.870 54.000
639,466 715,980
120,DOD
539,829
10,ow
669,829
-81.5% wwool
-6.5% (46.1511 i
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
166,322 180,DW
734,389 727,473
8,551 0
909,262 907.473
175,Wo -2.8% 15.OOOJ
741,825 2.0% 14,352
0 0.0% 0
916,825 1 .O% 9,352
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
OP TRANS IN
TOTAL
20,613
2.214.37s
357,696
25,ooO 0.0% 0
2.222.220 -3.4% (77.7801
398,OOQ 7.9% 29,Doo
25,OW
2,3W,WO
369,000
74,WO
2.768.WO
0
2.645.220
0
2.592.688 -4.4% H22.7801
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1.610.704 1.518.655 1.461.944 -3.7% (56.7111
19.505 34,000 30,000 -11.8% ~4.0001
1,647 127.400 0 -100.0% I1 27.4001
INTEREST
OTHER
TOTAL 1.631.856 1,680,055 1,491,944 -11.2% 1188,111l
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1.390.075
3w.000
n
1.154.738 1.347.622
241,209 310,ow
7.200 116,WO
1,403,147 1.773,622
3.2% 42,453
-3.2% 110,WDl
-100.0% I1 18.DODb
-4.7% (83.547) 1.690.075
RECORDS MANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
0
0
0
0
1,ow 0.0% l.ooO
788,100 0.0% 788,lW
789.100 0.0% 789.100 0 0
INFORMATION TECHNOLOGY
INTEREST 68,349
INTERDEPARTMENTAL 2.402.030
OTHER 1,710
TOTAL 2.472.089
llO.DoD 75,OOa -31.8% 135.OOol
3.205,OW 3.646.212 13.8% 441,212
0 0 0.0% 0
3.315.000 3.721.212 12.3% 406,212
TOTAL INTERNAL SERVICE FUNDS 9.648.508 11.160.130 11.924.205 6.9% 764,075
3a
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-w 2ODD-01
REDEVELOPMENT FUNDS I
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
TAX INCREMENT
TOTAL
SCCAA LOW AND MOD INCOME HSNG
TAX INCREMENT
TOTAL
148.105 150,888
71,380 67,CKXJ
12,295 22,006
2.098 25,DQO
233,878 264,888
1.337.078 1.390,ooo
43,645 60,DDD
1.502.949 0
2.883.672 1.450,Dcm
334,269
115,877
176
450,322
0
0
346,900
115,ow
0
481.900
0
0
0
0
TOTAL REDEVELOPMENT FUNDS 3.567.872 2.176.788
ESTIMATED
REVENUE
ZWl-02
19,wo
30,wD
18,WO
81,715
390,ow
25,WO
364.100
123.424
123,424
2.524.239
AS % DIFFERENCE
OF FY 00-01 ZDDD-01 TO
PROJECTED ZWl-02
-87.4% ~131.8881
-55.2% f37.Dml
-18.2% (4.wDl
-41.1% 110.2851
-89.2% (183.1731
7.9% 110,Dco
-33.3% ~20.0001
0.0% 0
6.2% 90,ooo 4
12.4% 43.100
-78.3% W.@JOL
0.0% 0
-10.2% 146.9DOl
‘0.0% 364.100
0.0% 364.1 W
0.0% 123.424
0.0% 123,424
16.0% 347.451
TOTAL OPERATING 9 116.058.720 5131.611.473 8135.883.398 3.3% 8 4,271.925
CrW OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
IGENERAL FUND
2ooo-01
199899 1999-00 ESTIMATED 2oc0-01
ACTUALS ACTUALS EXPENDITURES BUDGET
I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
211,820
I ,218.243
0
389,430
641,774
io7,lai
2,568,448
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
PURCHASING
HUMAN RESOURCES
RECORDS MANAGEMENT (1)
TOTAL ADMINISTRATIVE SERVICES
9.058
I .235,7al
464,256
997,634
0
2.706729
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
I 1~728,212 12,876,386 14.446,OOO 14,446,143
9.884.791 a.561.o67 9.69W.04 9.690.611
21.613.003 21 /x37,453 24,136,804 240136.954
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
512.386 449,671 497,068 551,950 544,553 -1.3%
154,853 316,162 269,808 336,645 279,084 -17.1%
123,083 161,251 190,OCC 248.301 173,529 -30.1%
2.191,903 2,265,o48 2309.948 2.618,744 3.018.552 15.3%
1.617352 1,724,911 1 .a45,311 1 .a52543 2,023,425 9.2%
4,599.577 4.917.043 5.112.135 5.608.183 6.039.143 7.7%
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
SISTER CITY PROGRAM
PARK PLANNING/RECREATION MGT
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
3347.711 4,091,091 6366,648 6,615.855
364,499 489,912 681,221 888,288
4.327 5,142 9,155 9,155
455,152 570,139 606,700 693,151
2,402,785 2.219.042 2.938589 3,114,048
272,977 339,062 306.038 456,410
6,847.451 7,714,3aa io,wa,35f 11,576,907
229,049 230,000 254,346 286,03$ 12.5%
916.869 1.079,741 1.079.741 1,133.091 4.9%
0 317.173 317.173 423,3X 33.5%
201,092 108.370 155,526 310,461 99.6%
704.593 772,557 798.668 972,455 21.8%
114.715 114.816 147.548 152.925 3.6%
2.166318 2.622657 2.753.016 3.278.325 19.1%
270,700 561,600 626.408 735,aac 17.5%
1,299,324 1,491,400 1.643.143 t719.224 4.6%
429,997 563,753 574.031 641,963 11.8%
1,0a1,146 1,278,949 1,739,977 1,939,671 11.5%
682.170 1.269.153 1.517.361 0 -100.0%
3.763.337 5,184.935 6,100.920
2001-02
BUDGET
00-01 BUD
TO
01-02 BUD
5,036,738 -
i5,893,112
10.471.929
-17.4%
10.0%
8.1%
26365.041 - 9.2%
8Jo7.220
648.882
10,123
959,438
3.301,662
497,585
13,424.910 -
21.0%
-5.7%
10.6%
38.4%
6.0%
9.0%
16.0%
cm 0~ CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
200601
1998-99 199wo ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PlJbLIC WORKS
PUBLIC WORKS ADMIN 892,420
ENGlNEERlNG 4.014.459
PARK MAINTENANCE 2,078,123
STREET MAINTENANCE 2.054,382
FACILITIES MAtNTENANCE 1,404.510
Major Facility Maintenance (Transfer) 200,000
TRAFFIC SIGNAL MAINT 319,262
TOTAL PUBLIC WORKS 10,783,158
NON-DEPARTMENTAL
812.898 510,640 557.013
4.516k.02 4.5328435 4.914.493
2,357.397 2,469,522 2.771.803
2,011,671 2224,985 2,274,006
1 J356.329 1,896,972 2,189,126
2fJaooo 200,000 200,000
425.493 476.430 820.248
11,780,090 12,310,984 X3.726,889
COMMUNITY PROMOTION (CCVB) 325,356 369,972 370,000 496,176 363.000 -28.8%
BEACH PARKING 27,000 0 36,000 36,000 36,000 0.0%
COMMUNITY CONTRIBUTIONS 770,cco 11,460 44~ 4%540 7,680 -82.8%
HIRING CENTER 76.821 78,873 83,975 85,849 85,849 0.0%
HOSP GROVE PAYMENT 800,000 800.000 6@J.ooo 800,000 800,000 0.0%
PROPERTY TAX ADMIN FEE 205,351 226,157 240.000 240.000 250,000 4.2%
DUES & SUBSCRIPTIONS 28,652 33.535 56,600 56,600 65,800 15.9%
MISC/TRANSFERS OUT 75,500 652,949 515.549 515,546 0 -100.0%
ASSESSMENT SERVICES 15,349 13,095 63,072 63,072 46.000 -27.1%
INFRASTRUCTURE REPLACE TFZANS 0 2,000,000 3,oOO.OoO 3,000,000 3,OoO.oOO 0.0%
GOLF COURSE TRANSFER 1.680.000 600,000 600,~ 600,COO 0 -100.0%
TRANSFER TO CIP 0 7,OOO.oOO 4300.000 4300.000 1,500,000 -65.1%
TRANS TO STORM WATER PGM 0 0 0 0 1.873,190 N/A
MANAGEMENT INCENTIVE PAY 0 0 0 0 460.000 N/A
MISC EXPENSE 7,460 37,761 268,120 275.000 0 -100.0%
TOTAL NON-DEPARTMENTAL 4,011.469 11.821,602 10,377.856 10.512,783 8,487,319 -19.3%
SUBTOTAL GENERAL FUND 53.109.853 83,600,231 70,653,722 74.415.452 76.808.917 3.2%
CONTINGENCIES 0 0 0 2,648,608 3,987.320 50.5%
TOTAL GENERAL FUND 53,109,853 63,600.231 70.653.722 77.064.080 1 80,794,237 1 4.8%
2001-02
BUDGET
597,940
4,647,6xX
3.028,229
2.521.462
2.552.743
0
627,260
14.175441
#INCR (DEC)
00-01 BUD
TO
1 01-02BUD
7.3%
-1.4%
9.3%
10.9%
16.6%
-160.0%
-23.5%
3.3%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2ooo-01
1998-99 1999-00 ESTIMATED 2cm-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
(SPECIAL RRlENUE FUNDS I
POLICE ASSET FORFEITURE 65,051
COPS FUND 165,593
LAW ENFORCEMENT BLOCK GRANT 84,105
HOUSING SECTION 8 2,876,812
HOUSING TRUST 153.029
AUDIO VISUAL INSURANCE 87,647
LIBRARY ENDOWMENT FUND 0
LIBRARY GIFTS/BEQUESTS 9,899
STORM WATER PROTECTION PGM 0
TREE MAINTENANCE 510.936
MEDIAN MAINTENANCE 401.202
STREET LIGHTING 681.124
BUENA VISTA CRK CHNL MNT 7,048
STATE GRANTS (CLSA) 160,135
STATE GRANTS (PLF) 32,052
ARTS SPECIAL EVENTS 17,443
SENIOR NUTRITION 215,150
SENIOR DONATIONS 81,954
CDBG ENTITLEMENT/REHAB 730,104
COMMUNITY ACTIVITY GRANTS 0
CULTURAL ARTS PROGRAM 60.196
SISTER CITY DONATIONS 600
ARTS GEN/GALLERY DONATIONS 6.350
TOTAL SPECIAL REVENUE FUNDS 6,106,230
145,562 67,006
106,868 146,864
I 11,991 85,000
2,832,067 3,142,060
1,487.817 283,595
39.174 0
8.751 9.ooo
48,505 21,000
0 0
519,856 483,380
443,056 530.000
760,888 828,947
8,924 7.178
137,798 140,ooa
147.547 150,ooa
26,594 24.940
209,887 195,934
120.065 98,000
558,294 473,215
34,022 5moo
33,269 28,864
700 2.900
21,597 38.515
7.8C!O,850 6,803,296
IENTERPRISE FUNDS I
WATER OPERATIONS 15.550.312 17,322.285
RECYCLED WATER OPERATIONS I s363.172 1,527,181
SANITATION OPERATIONS 4.405,764 5344.785
SOLID WASTE MANAGEMENT 128,594 148,675
GOLF COURSE 829,971 344,234
TOTAL ENTERPRISE FUNDS 229277,813
IINTERNAL SERVICE FUNDS 1
WORKERS COMP SELF INSURANCE 754,888
RISK MANAGEMENT 669,645
HEALTH INSURANCE 2,835.961
RECORDS MANAGEMENT (1) 0
VEHICLE MAINTENANCE I.473342
VEHICLE REPLACEMENT 827,888
INFORMATION TECHNOLOGY 1,652,892
TOTAL INTERNAL SERVICE FUNDS 8.014.594
24,687,140
759,144 937.243 954,859 1.016.717
1,080,195 1,102,834 1,238,809 i J42.411
2,787.012 2,558.558 2.558.558 2,828,7OO
0 0 0 945,420
1,462,277 1 m428.487 1,792,365 1,731,730
1.005.368 1,588,448 2.396,592 1,064.251
2,278,075 3,690,978 4,146,014 4.178.084
18,996.147 19.781.323 20308,998
1,709,718 1,831.604 1.819.980
5.493,621 6.324,028 8.910298
295,988 385,996 188.683
380,000 380,000 345,ooa
26.875.454
135.100 32,OOC
233,863 175,634
217,849 C
3,142,060 4.746.914
287,483 253.871
0 C
10,000 12.m
61,566 46,8CJC
0 1,873,190
599,253 675.601
540,845 535,485
841.500 1.108,645
292,866 1,500
184,303 a
224.000 0
28,637 29,750
195.934 195,934
100,000 128,000
1,202,731 737,688
65,428 65.000
28,664 20,ooa
6.104 2,322
104,958 81,485
8,503,084 10,721.819
28,482.951
9,352,071 11,306.548 13,087,197
2001-02
BUDGET
29,772,957
12,907.313
%INCR (DEC)
GO-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%
-1.0%
31.7%
-99.5%
-1clo.0%
-locJ.O%
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%
8.7%
6.4%
2.7%
100.0%
-3.4%
-55.6%
0.7%
-1.4%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1998-99 1999M) ESTIMATED 2ooo-01
DEPARTMENT
REDEVELOPMENT
ACTUALS ACTUALS EXPENDITURES BUDGET
I
VILLAGE OPERATIONS 418.198 2.086,574 458,381 458,381 778.282
VILLAGE DEBT SERVICE 1.687.351 1,699,741 1,350,oMl 1,382,OOO 1.084~
VILLAGE LOW/MOD INCOME HSNG 75,134 2.126,426 110.657 122,050 113,620
SCCRA OPERATIONS 0 0 0 0 364,099
SCCRA LOW/MOD INCOME HSNG 0 0 0 0 29,871
TOTAL REDEVELOPMENT 2.180.681 5.912.741 I .919,038 1,942,431 2.367.872
69.4%
-20.4%
-6.9%
100.0%
100.0%
21.9%
TOTAL OPERAllNG FUNDS 102.179.549 111.353,033 117.558,058 129,059.723 138.564,198 5.8%
2001-02
BUDGET
%lNCR (DEC)
00-01 BUD
TO
01-02 BUD
(1) Records Management was converted to an Internal Service fund in 2001-02.
EXBIBIT B 2001 -2002 CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. 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
ground. The total cost of constructing a CIP project is added to the City’s inventory of major
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:
~~ 1. Needed now for growth management. (As0 includesxndates
2. Needed soon for growth management compliance.
3. Needed now for other standards (example: ball field standards).
and health and safety related projects).
I 4. Needed soon for other standards. I I 5. Basic infrastructure. I I 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
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
200&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
20052006 625 871,000
Years 6-10 2,898 5,865,111
Years 1 I-2020 2,667 3,189,420
Total Future 9,510 14,056,894
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 Distiicts
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 $436.2 million.
CIP Proiect Statistics
Type of Project e 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)
Total Future
N/A 19,675,548
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
.-a f-AJ?E!n - NEW RnAl3 PROJEC -v-v. ..-. .w
t+t+t-t RAILROAD
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 outfalj 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 d
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.
I
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.
a 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.
a 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.
l Waterlines - Several major water lines are scheduled for construction
within the next five years:
along El Camino Real from Cassia to Poinsettia Lane
along El Fuerte from Poinsettia Lane to Palomar Airport Road
along Poinsettia Lane from El Camino Real to the “D” Reservoir
along College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
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.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative
- Wastewater Treatment
- Circulation
- Fire
- 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 1 I 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.
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 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 2096-2001
JULY 1,200O 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 (2,970,000) 8,198,329
INFRASTRUCTURE MAINT 8 REPL 2,056,779 3,208,465
GOLF COURSE 1,152,024 0
PUBLIC FACILITIES FEE 31,401,751 8,386,776
ZONE 5,13,16 PARK FEE 395,100 184,677
PILAREA 1 NW 209,360 142,326
PIL AREA 2 NE 1,170,315 136,561
PIL AREA 3 SW 1,500,495 433,988
PIL AREA 4 SE 2,646,862 342,009
TRAFFIC IMPACT FEE 5,403,510 1,634,690
TRANSNET/LOCAL 7999,656 1,827,250
TRANSNET/HIGHWAY 1,035,881 49,505
TRANSNETISTP 1,407,794 70,715
TDA 215,021 0
STATE GRANTS 77,846 814,686
COUNTY GRANTS 580,822 544,334
ASSESSMENT DISTRICTS 644,446 32,128
BTC#2 POINS. LN-AVIARA PKWY 1,045,959 660,987
BTD#J CANNON ROAD WEST 3,487,747 169,671
CFD #1 32,007,137 10.109,602
CFD #2 16,867,813 986,394
FEDERAL GRANTS 0 26,874
PLANNED LOCAL DRAINAGE 6643,611 718,128
SEWER BENEFIT AREA (C-D-E-F) 5,082,590 423,291
SEWER CONNECTION 26,072,128 4,094,740
SEWER REPLACEMENT 15,006,392 2,791 ,011
WATER - RECYCLED WATER 3;644,806 412,047
WATER CONNECTION 6,086,404 3.385,068
WATER REPLACEMENT 22,222,273 3,226,585
REDEVELOPMENT BONDS 886,868 41,856
GAS TAX 6,279,629 1,609,107
OTHER 1,346,004 55,154
0 0 5,265,244
376,110 0 775,914
11,614,908 (685,997) 27,487,622
9,126 0 570,651
4,403 (200,000) 147,283
0 0 1.306,876
0 (1,000,000) 934,483
0 2,250,OOO 5,238,671
1,344,479 (1,000,000) 4,693,721
6,300,060 0 3,436,846
431,641 0 653,745
739,708 0 738,801
43,800 0 171,221
88,609 0 823,923
0 0 1,125.156
9,478 0 667,098
1,141,559 1,500.000 2,065,387
766,916 0 2,890,502
4.338,501 (127,211) 37,651,027
1,533,636 0 16,320,571
25,431 0 1,443
1,316,844 0 6,244,895
1,020,000 0 4,485,881
9,645,062 (942,026) 19,579,780
3,303,746 0 14,493,657
119,432 (159,527) 3,777,894
1,139,097 968,774 9,301,149
1,981,105 (2,196,424) 21,271,309
68,020 0 886,704
3,808,210 (1,000,000) 3,080,528
946,649 (90,128) 364,361
TOTAL 212940,540 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 1,200l 2000-2001
PROJECTED ESTIMATED CONTINUING NEW
INFRASTRUCTURE MAINT & REPL
FUND BALANCE
5,285,244
GOLF COURSE
GENERAL CAPITAL CONST.
775,914
PUBLIC FACILITIES FEE
8,198,329
27,487,622
ZONE 5,13,16 PARK FEE 570,651
PIL AREA 1 NW 147,283
PIL AREA 2 NE 1,306,876
PIL AREA 3 SW 934,483
PIL AREA 4 SE 5,238,671
TRAFFIC IMPACT FEE 4,693,721
TRANSNETlLOCAL 3,436,846
TRANSNET/HIGHWAY 653,745
TRANSNETISTP 738,801
TDA 171,221
STATE GRANTS 623,923
COUNTY GRANTS 1,125,156
ASSESSMENT DISTRICTS 667,096
BTD#2 POINS. LN-AVIARA PKWY 2,065,387
BTD#S CANNON ROAD WEST 2,890,502
CFD #I 37,651,027
CFD #2 16,320,571
FEDERAL GRANTS 1,443
PLANNED LOCAL DRAINAGE 6,244,895
SEWER BENEFIT AREA (C-D-E-F) 4,485,881
SEWER CONNECTION 19,579,780
SMlER REPLACEMENT 14,493,657
WATER - RECYCLED WATER 3,777,894
WATER CONNECTION 9,301,149
WATER REPLACEMENT 21,271,309
REDEVELOPMENT BONDS 860,704
GAS TAX 3,080,526
OTHER 364,381
APPROPR. APPROPR.
6,293,249 286.800
4,600,OOO 0
REVENUES
2,218,500
0 103,511
0
0
1,845,203 10,060,367 13,537,890
131,614 12,636 0
65,239 0 0
137,773 50,000 500,000
406,653 219,100 0
88,886 4,800,OOO 0
563,948 3,386,711 60,000
1,069,867 2,097,565 l,PW,OW
905,000 375,082 905,000
0 500,291 0
0 113,365 0
200,000 7,260 813,000
(81,018 500,000 0
0 458,290 0
59,400 1,403,207 0
0 196,160 1,500,000
4,221,523 1,474,848 14,835,OOO
3,101,646 5,905,386 11,317,673
862,000 1,443 862,000
324,527 1,549,070 1,131,621
210,600 2,824,404 0
9,596,291 3,775,102 4,110,439
1,300,000 4,163,224 3,313,354
37,040,000 1,249,017 9,073,527
1,500,306 5,888,783 2,274,808
3,193,ooo 7,261,121 6.395,202
0 708,695 0
1,550,000 2,513,500 1,030,000
1,151,000 69.520 1.151,000
67,960;927 7615151614
2001-2002 JUNE 30,2W2
TOTAL CIP PROJECTED
APPROPR. BALANCE
6,579,849 1,618,480
2,218,500 7,646,744
103,511 672,403
23,598,257 5,734,567
12,636 689,629
0 212,522
550,000 894,650
219,100 1,122,036
4,800,OW 527,557
3,446,711 1,810.959
3,297,585 1,209,128
1,280,082 278,663
500,291 238,510
113,365 57,856
820,260 3,683
5w,OW 544,138
458,290 208,806
1,403,207 721,580
1,696,160 1,194,342
16,309,848 25,562,702
17,223,059 2,199,158
863,443 0
2,680,691 3,888,731
2,824,404 1,872,077
7,885,541 21,290,530
7,476,578 6,317,079
10,322,544 30,495,350
8,163,591 2,637,864
13,656,323 10,807,986
708,895 152.009
3,543.500 1,087,026
1,220,520 294,861
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 it 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
TFtANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTDX! POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
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 N/A 2,056,779 3,208,465 4,6W,OOO
79,365 289,482 299,443 0 0
4,618,487 8,562,805 9,802,551 8,386,776 1,845,203
701,492 1,203,795 251,326 184,677 131,614
283,688 207,517 178,334 142,326 65,239
44,222 69,997 93,634 136.561 137,773
403,682 326,350 346,922 433,988 406,653
278,736 701,093 505,336 342,009 88,866
1,101,838 1,691,916 2,045,988 1,634,690 563,948
1,155,361 4,103,w7 8,248,042 1,827,250 1,069,867
103 3,310,960 1,030,781 49,505 905,ooo
520,948 1,524 1,256 0 0
237,167 98,380 60,903 70,715 0
189,854 321,253 80,458 0 0
2,596,708 45,414 341,082 614,686 2w,wo
277,695 293,629 392,844 544,334 (81,018)
269,106 9,494,392 17,402,714 32,128 0
2,289,588 213,180 508,690 660,987 59,400
26,238 291,424 732,389 169,671 0
10,676,209 15,184,782 13,675,926 10,109,602 4.221,523
6,085,033 2,247,234 7,881,331 986,394 3,101,646
421,036 79,745 63,526 26,874 882,000
863,504 1,061,677 955,131 718,128 324,527
253,024 452,181 429,837 423,291 210,600
2,823,755 5,200,226 6,020,054 4,094,740 9,596,291
2,014,974 1,750.325 7,835,353 2,791 ,011 1,300,000
593,808 1,073,366 2,091,983 412,047 37,040.wo
2,266,441 3,738,617 4,182,167 3,385,068 1,500,306
2,185,341 2,508,152 10,683,240 3,226,565 3,193,ooo
127,079 254,554 112,219 41,856 0
1,471,758 1,610,623 1,621,261 1,609,107 1.550,wo
1,352,547 2,471,355 426,600 55,154 1,151,ooo
49.227.405 70.438.176 101.206.217 51541,432 74.043,457
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
19981999 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 8 REPL 0 0 0
GOLF COURSE 768,416 I,1 14,278 376,110
PUBLIC FACILITIES FEE 474,493 2,339,380 12,300,905
ZONE 5,13,16 PARK FEE 28,638 4,330,562 9,126
PILAREA 1 NW 0 0 204,403
PIL AREA 2 NE 0 0 0
PIL AREA 3 SW 3,449 18,900 1 ,ooo,ooo
PIL AREA 4 SE 0 0 (2,250,OOO:
TRAFFIC IMPACT FEE 926,582 1,656,187 2,344,479
TRANSNETILOCAL 1,751,812 2,520,005 6,300,060
TRANSNETklIGHWAY 1,732,856 905,021 431,641
TRANSNETlBlKE 0 27,603 0
TRANSNET/STP 0 0 739.708
TDA 13,684 160,468 43.800
STATE GRANTS 74,694 280,296 68,609
COUNTY GRANTS 35,818 1,670,154 0
ASSESSMENT DISTRICTS 9,994,978 11,924,563 9,478
BTD#2 POINS. LN-AVIARA PKWY 589,053 1,213,557 (358,441:
BTD#J CANNON ROAD WEST 246,276 742,315 766,916
CFD #I 5,235,076 16,748,124 4,465,712
CFD#2 670,688 3,661,865 1,533,636
FEDERAL GRANTS 79,475 6,834 25,431
PLANNED LOCAL DRAINAGE 255,507 917,040 1,316,644
SEWER BENEFIT AREA (C-D-E-F) 98,843 466,244 1,020,000
SEWER CONNECTION 1,395,ooo 2,085,199 10,587,088
SEWER REPLACEMENT 608,373 721,280 3,303,746
WATER - RECYCLED WATER 115,641 322,818 278,959
WATER CONNECTION 2,595,405 2,898,172 170,323
WATER REPLACEMENT 1,937,045 1,388,764 4,177,529
REDEVELOPMENT BONDS 540,536 10,733 88,020
GAS TAX 343,808 533,719 4,808,210
OTHER 1,122,720 2,588,302 1,038,777
TOTAL CAPITAL FUNDS 32,776,555 62,875,111 60,057,284
2oW-2001 2001-2002 2001-2002
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
6,293,249 286,600 6,579&l!
0
103,511
10,060,367
12,636
0
50,000
219,100
4,800.WO
3,386,711
2,097,585
375,082
0
500,291
113,365
7,260
500,000
458,290
1,403,207
196,160
1,474,848
5,905,386
1,443
1,549,070
2.824,404
3,775,102
4,163,224
1,249,017
5,888,783
7,261,121
708,695
2,513,500
69,520
2,218,5W
0
13,537,890
0
0
500,000
0
0
60,000
I ,200,000
905,000
0
0
0
813,000
0
0
0
1,500,000
14,836,OOO
11,317,673
662,000
1,131,621
0
4.110,439
3,313,364
93073,627
2,274,806
6,396,202
0
~,030,000
t,151,000
2,218,50(
103,51’
23,598,25;
12.63t
(
550,ooc
219,10(
4,800,OOt
3,446,711
3,297,58C
1,280,082
C
500,291
113,366
820,28C
5w,wc
458,290
1,403,207
1,696,160
16,309,848
17,223,059
863,443
2,680,691
2,824,404
7,885,541
7,476,578
10,322,544
8,163,591
13,656,323
708,695
3,543.500
1,220,520
67,980,927 76,515,614 144,476,541
3
3
I
7
5
I
1
1
I
I
i
?
1
I
i
1
1
1
(1) 2000-2001 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT & REPL
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
TRANSNETROCAL
TRANSNET/HIGHWAY
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
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAIlABLE BALANCES
2001 TO BUILDOUT
BEGINNING
BAL 7/l/2001 REVENUE EXPENDITURES
1,905,080 0 288,600
5,265,244 4,600,OOO 2,218,5W
17.427,255 1,845,203 13,537,890
558,015 131,614 0
147,283 65,239 0
1,256,876 137,773 5w,ow
715,383 406,653 0
438,671 88,886 0
1,307,010 563,948 60,000
1,339,261 1,069,867 1,200,000
278,663 905,000 905,000
238,510 0 0
57,856 0 0
616,663 2w,ooo 813.000
625,156 (81,018) 0
208,806 0 0
662,180 59,400 0
2,694,342 0 1,500,000
36,176,179 4,221,523 14,835,OOO
10,415,185 3,101,646 11,317,673
0 862,000 862,000
4,695,825 324,527 1,131,621
1,661,477 210,600 0
15.804,678 9,596,291 4,110,439
10,330,433 1,300,000 3,313,354
2,528,877 37,040,wo 9,073,527
3,412,366 1,500,306 2,274,808
14,010,188 3,193,ow 6,395,202
152,009 0 0
567,026 1,550,000 1,030,000
ENDING
1,618,480
7,646,744
5,734,567
689,629
212.522
894,650
1.122,036
527,557
1,810,959
1.209,128
278,663
238,510
57,858
3,663
544,138
206,806
721,580
I,194342
25,562,702
2,199,158
0
3,888,731
1.872,077
21,290,530
8,317,079
30,495,350
2,637,864
10,807,986
152,009
1,087,026
OTHER 294,861 1 ,I 51,000 1,151,ooo 294,861
TOTAL 136,483,761 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
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAINT 8. 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
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 X2
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/2002
1,618,480
7,646,744
5,734,567
689,629
212,522
894,650
1,122,036
527,557
1,810,959
1,209,128
278,663
238,510
57,856
3,663
544,138
208,806
721,580
1,194,342
25,582,702
2,199,158
0
3,888,731
1,872,077
21,290,530
8,317,079
30,495,350
2.637,864
10,807,986
152,009
1,067,026
REVENUE
0
3,100,000
3.649,712
199,244
210,543
422,209
671,089
37,777
1,172,290
1,800,OOO
0
0
0
0
0
0
905,423
223,907
6,125,848
1,953,172
5.821.600
858,819
430,600
4,980,966
1,300,000
150,000
28328,424
2,236,860
0
1,600,OOO
EXPENDITURES
125,000
0
1,125,OW
0
0
0
1 .ooo,wo
0
460,000
1,700,000
0
0
0
0
0
0
0
0
110,000
0
5,821,6W
2,750,OOO
0
12,221,994
2,558,029
19,498,527
4,050,232
345,178
0
1,052,OOO
ENDING
1,493,480
10,746,744
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
3,683
544,138
208,806
1,627,003
1,418,249
31,578,550
4,152,330
0
1,997,550
2,302,677
14,049,502
7,081,050
11,146,823
916,056
12,699,668
152,009
1,635,026
OTHER 294,861 0 0 294,881
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
lYEAR32003.2004 I BEGINNING
FUND BAL 7/l/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,493,480 0 0 1,493,480
INFRASTRUCTURE MAINT 8 REPL 10,746,744 3,100,000 80,000 13,766,744
GOLF COURSE 672,403 0 0 672,403
PUBLIC FACILITIES FEE 8,259,279 4,951,947 14,371,000 (1,159.774)
ZONE 5,13,18 PARK FEE 888,873 120,000 0 1,008,873
PILAREA 1 NW 423,065 432,948 0 856,014
PIL AREA 2 NE 1,316,858 711,088 0 2,027,946
PIL AREA 3 SW 793,126 695,533 550,000 938,659
PIL AREA 4 SE 565,334 37,777 0 603,110
TRAFFIC IMPACT FEE 2,523,249 1,378,890 460,000 3,442,139
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 0 236,510
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 1,627,003 1,093,200 0 2,720,203
BTD#3 CANNON ROAD WEST 1,418,249 96,000 0 1,514,249
CFD #I 31.578,550 6,177,641 110,000 37,646,191
CFD #2 4,152,330 2,250,WO 0 6.402,330
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 1,997,550 1,497,098 0 3,494,649
SEWER BENEFIT AREAS 2,302,677 404,760 0 28707,437
SEWER CONNECTION 14,049,502 8,114,894 2,399,666 19,764.530
SEWER REPLACEMENT 7,061,050 1,300,000 2,511,829 5,849,221
WATER - RECYCLED WATER 11,146,823 150,ow 2,129,527 9,167,296
WATER CONNECTION 916,056 3,121,589 1,699,428 2.138,217
WATER REPLACEMENT 12,699,668 2,281,597 1,666,272 13,314,993
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 1,635,026 1,650,OOO 600,000 2,685,026
OTHER 294,861 0 0 294,881
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
tAR 4 2004 - 2005 1 BEGINNING
FUND BAL 7/l I2004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,493,480 0 0 1,493,480
INFRASTRUCTURE MAINT 8 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 1,486.888
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 0 840,887
TRAFFIC IMPACT FEE 3,442,139 I,371343 1,842,708 2,970,774
TRANSNETROCAL 1,309,128 1.700,000 1,700,000 1,309,128
TRANSNETMIGHWAY 278,663 0 0 278,863
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 0 208,808
BTDX? 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 6,267,860 110,000 43,804,071
CFD #2 6,402,330 0 0 8,402,330
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 3,494,649 1,189,212 0 4,663,861
SEWER BENEFIT AREAS 2,707,437 4w,aoO lW,WO 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 5,082,692
WATER - RECYCLED WATER 9,167,298 150,ow 2,645,527 8,671,769
WATER CONNECTION 2,138,217 2,822,347 300,000 4,660,584
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 1,7w,wo 0 4,385,026
OTHER 294,861 14,600,OW 14,790,854 104,w7
TOTAL 134,141,569 47,066,8W 35,439,889 145,768,460
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
tAR 5 2005 - 2006 I BEGINNING
FUND BAL 711 I2005 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,493,480 0 0 1.493,480
INFRASTRUCTURE MAINT & REPL 18,866,744 3,100,000 0 19,966,744
GOLF COURSE 672,403 0 0 672,403
PUBLIC FACILITIES FEE 3,283,371 4,317,357 7,495,ooo 105,728
ZONE 5,13,16 PARK FEE 1,142,673 168,OW 0 1,310,673
PILAREA 1 NW 1,466,886 610,872 0 2,077,758
PIL AREA 2 NE 2,494,598 466,652 0 2,961,249
PIL AREA 3 SW 1,298,647 146,662 0 1,445.309
PIL AREA 4 SE 640,887 37,777 0 678,664
TRAFFIC IMPACT FEE 2,970,774 1,082,476 460,000 3,593,250
TRANSNET/LOCAL 1,309,128 1,700,000 1,7w,ow 1,309,128
TRANSNETMIGHWAY 278,663 0 0 278,663
TRANSNETISTP 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 3,771,763 1,455,240 0 5,227,003
BTD#J CANNON ROAD WEST 1,661,449 154,880 0 1,816,329
CFD #I 43,804,071 1,784,828 110,000 45,478,900
CFD #2 8.402,330 0 0 6,402,330
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 4,683,861 1,088,202 0 5,752,063
SEWER BENEFIT AREAS 3,007,437 400,Ocil 355,000 3,052,437
SEWER CONNECTION 10,908,054 1,466,660 6,080,444 6,294,270
SEWER REPLACEMENT 5,062,692 1,300,000 526,531 5.836,181
WATER - RECYCLED WATER 6,671,769 200,000 159,527 6,712,242
WATER CONNECTION 4,660,564 1,975,627 1,100,000 5,536,190
WATER REPLACEMENT 15,542,222 3,421,249 0 18,963,471
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 4,385,026 1,750,ow 0 6,135,026
OTHER 104,007 0 0 104,007
TOTAL 145,788,480 26,626,461 17,986,502 154,408,460
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
w 07-2011 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 19,966,744 15,500,000 0 35,466,744
GOLF COURSE 672,403 0 0 672,403
PUBLIC FACILITIES FEE 105,728 16,623.443 16,842,177 1,886,994
ZONE 5,13.16 PARK FEE 1,310,673 1,088,003 0 2,398,677
PILAREA 1 NW 2,077,758 1,512,354 0 3,590,112
PIL AREA 2 NE 2,961,249 1,819,941 0 4,781,190
PIL AREA 3 SW l&$5.309 428,875 0 1,874,184
PIL AREA 4 SE 678,664 691,089 0 1,369,752
TRAFFIC IMPACT FEE 3,593,250 5,821,563 3,190,ow 6.2248813
TRANSNETILOCAL 1,309,128 7,800,OOO 7,800,OOO 1,309,128
TRANSNETkllGHWAY 278,663 0 0 278,663
TRANSNETISTP 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 5,227,003 1,305,816 3,848,OOO 2,684.819
BTD#3 CANNON ROAD WEST 1,816,329 1,650,816 5w,ooo 2,967,145
CFD #I 45,478,9W 4,515,042 39,834,OOO 10,159,942
CFD #2 6,402,330 5,054,310 0 11,456,640
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 5,752,063 3,854,162 500.000 9,106,225
SEWER BENEFIT AREAS 3,052.437 2,000,000 0 5,052,437
SEWER CONNECTION 6,294,270 7,696,656 8,908,027 5,082,899
SEWER REPLACEMENT 5,836,161 6,500,OOO 2,929,630 9,406,531
WATER - RECYCLED WATER 6,712,242 1 ,ooo,ooo 797,635 6,914,607
WATER CONNECTION 5,536,190 9,773,688 9,528,500 5,781,378
WATER REPLACEMENT 18,963,471 12,000,000 5,214,OOO 25,749,471
REDEVELOPMENT BONDS 152,009 0 0 152,009
GAS TAX 6,135,026 8,500,OOO 255,000 14,380,026
OTHER 104,007 12,200,000 11,845,OOO 459,007
TOTAL 154,408,460 129,335,759 112,318,594 171,425,624
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
012 to Bulldout 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
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETISTP
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
BEGINNING
BAL 7lll2012
1 ,I 66,855
35,466,744
672,403
1,886,994
2,396,677
3,590,112
4,781,190
1.874,184
1,369,752
6,224,813
1,309,128
278,663
238,510
57,856
3,863
544,138
208,806
2,684,819
2,967,145
10.159,942
11,456,640
0
9,106,225
5,052,437
5,082,899
9,406,531
6,914,607
5,781,378
25,749,471
152,009
14,380,026
REVENUE EXPENDITURES
0 0
28,000,OOO 0
2,737,200 2,737,2W
20,358,024 10,285,OOO
436,849 2,626,OOO
1,390,773 4,060,000
2,842,130 3,535,ow
368,877 1,410,000
819,973 2,250,OOO
4,841,807 9,470,ow
0 0
0 0
0 0
0 0
0 0
0 0
0 0
6,607,760 8,772,OOO
1,503,104 3,664,OW
2,965,739 10,005,000
4,487,403 0
0 0
5,230,376 14,315,ooo
9,300,ow 7,076,494
7,085.741 9,332,710
18,112,494 6,056,697
2,wo,ooo 2,209,480
8,822,234 0
25,605,OOO 0
0 0
21,700,000 13,325,OOO
ENDING
1,166,855
63,466,744
672,403
11,960.018
209,525
920,885
4,b88,320
833,061
(60,274)
1,396,620
1,309,128
278,663
238,510
57,856
3,663
544,136
208,806
520,579
806,249
3,120,680
15,944,043
0
21,602
7,273,943
2,835,930
21,462,328
6,705,127
14,803.612
51,354,471
152,009
22,755,026
OTHER 459,007 1,210,000 1,560,OW 109,w7
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
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
TRANSNET/LOCAL
TRANSNETMIGHWAY
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
BALANCE
1,905,080
5,265,244
672,403
17,427,255
558,015
147,283
1,256,876
715,383
438,671
1,307,010
1,339,261
276,663
238,510
57,856
616,663
825,156
208,806
662,180
2,694,342
36,176,179
10,415,185
0
4,695,825
1,661,477
15,804,678
10,330,433
2,528,877
3,412,366
14,010,188
152,009
587,026
TOTAL
REVENUE
0
60,500,OOO
2,737,200
58,938,831
2,277,510
4,833,602
6,866,444
3,077,878
1,?51,054
16,032,317
15,769,867
905,000
0
0
200,000
(81 ,018)
0
12,478,399
3,775,907
32,058,502
16,846,531
6,683,800
14,022,397
13,145,960
41,098,803
31,112,494
40,690,WO
30,344,214
51,064,935
0
38,450,OOO
TOTAL
EXPENDITURES
738,225
2,298,500
2,737,200
64,406,067
2,626,OW
4,060,ow
4,035,ow
2,960,OOO
2,250,OOO
15,942,708
15,800,OOO
905,000
0
0
813,000
0
0
12,620,OW
5,664,OOO
65,114.WO
11,317,673
6.683.600
18,696,621
7,533,494
54,067,551
19,980,599
36,513,750
19,152,968
13,720,652
0
16,262,OOO
ENDING
1,166,855
63,466,744
672,403
11,960,018
209,525
920,885
4,088,320
833,061
(60,274)
1,396,620
1,309,128
278,663
238,510
57,856
3,663
544,138
208,806
520,579
806,249
3,120,880
15,944,043
0
21,602
7,273,943
2,835,930
21,462,328
6,705,127
14,603,612
51,354,471
152,009
22,755,026
OTHER \ 294,861 29,161,OOO 29,346,854 109,w7
TOTAL 136,463,761 534,741,227 436,245,462 234,959,526
59
6 -?
t .--
E
2
8 d 8 s-i
04 8:
8 9 s
: . 3 .
I! I :r .
P B d I
z P z
i
if F-:
P
,
: : :
f
il
5 i
:E - . .
3i Y $ ::i
5~
1;
t
Cl 2
s
5, t 2 !
lm, i
$ >YJ
33;
Gi a a I
/B i d c
LP BL
I
54; $&I: 3 &i 2p! 2”; zu- 5%: dz: ost iisr
, , i
:zz
I”” i$L :S$ I33
/I
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 EXHIBIT C
MAJOR SERVICE AREA
]POLlCY AND LEADERSHIP GROUP
OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2000-01
2000-01 2001-02 ALLOCATED
I I I
CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
ADMINISTRATIVE SERVICES I ADMINISTRATION 2 2
RECORDSMANAGEMENT 8 8
INFORMATION TECHNOLOGY 15 15
FINANCE 21 21
RISK MANAGEMENT 2 2
PURCHASING 6 6
HUMAN RESOURCES &WORKERS COMP 9 10
hPUBLlC SAFETY 1 I I POLICE
FIRE
ICOMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
I
ICOMMUNITY SERVICES 1 I- I LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
PUBLIC WORKS
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
I
1 1
6 6
0.75 0.75
1 1
0 0
6 7
138
79.75
141
79.75
3.75 4
13 13
1 1
2 2
24 25
10 10
41.75 46.25
4 4.75
24 26
3 3
3 3.5
48.7 58.7
55.75 57.25
70.3 70.3
0
0
0
0
0
1
0
0
0
0
0
0
1
3
0
0.25
0
0
0
1
0
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 2001/02 Difference I 314 Full Time Time Personnel Personnel in Full Time Equivalents 3.75 596 5.25 620 1.5 24 I 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 APPROPRIATTONS EXHIBIT D
2000-01 TO 2001-02
Editing and reprint of the Carlsbad Municipal Code 11,000
Chairs
Legal services for Habitat Management Plan, Cii vs Bohn. telecommunications, and LEG0
Completion of Records Department redesign/remodel 15,000
Installation and integration services necessary for the upgrade of the DMS Panagon software version 5.2. 30,000
Network components for secure public access to the DMS 85,000
Office furniture for fire administrative oftices
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
Systems furniture
DMS indexing and scanning 30,000
Residential Traffic Management Program 15,OOtI
Systems furniture 25,000
Auto CAD upgrades for Design staff, 4 workstations 12,000
GIS peripheral equipment upgrades 5,000
Storage cabinets and files 10,000
Developer deposits 194,815
Concrete replacement contract 125,000
Thermoplastic contract 50,000
Implementation of Street Tree Policy program
Facilities
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 300,606
Staff copier leases 70,000
1,200
34,500
5,000
4,000
5,000
1.006
6,000
5,000
3,000
106.000
12,000
120,000
I-4
CONTINUING APPROPRIATIONS EXHIBIT D
2000-01 TO 2001-02
Completion and printing of Cultural Plan. 5,000
Batiquitos Lagoon Foundation 15,440
Subtotal General Fund 1.353,513
Available year-end balance
COPS Grant
Available year-end balance, Bicycle Patrol 108,233
Available year-end balance
Guttural Arts Sister _. .
Available year-end balance, delegation visits
Available year-end balance, for art exhibits
Available year-end balance; for park improvements 3,853
Available year-end balance; for biathlon and luau festival 14,676
Available year-end balance; for youth sports uniforms and T-shirts 1,395
Available year-end balance
Available year-end balance
Available year-end balance
Elower Fields
Available year-end balance
Available year-end balance
Asphalt repairs
Valve adjustments
Asphalt Repairs
Manhole adjustments
Televise North Agua Hedionda sewer line
Used Oil Grant 87.000
Allied Negotiations/consultant 30,000
106,173
139,235
3,244
53,202
37.612
16,351
14.890
68,060
329,079
40,000
20,066
10,000
15,000
75,000
CONTlNUlNG APPROljRlATlONS EXHIBIT D
2000-01 TO 2001-02
Computerized maintenance management system for fleet 47,400
Various computer software 176,000
Windows 2000 upgrade 100,000
PC replacements. 190,000
Email virus scanning software and equipment 16,000
Tape library software, equipment and professional services 135,000
Hardware maintenance costs 95,000
Subtotal Other Funds 1,912,343
Grand Total 3,265,856
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
RESOLUTION NO. 1126
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA,
ADOPTING THE WATER DISTRICT FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR 2001-02
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has held such public hearings as are necessary prior to the adoption of the 2001-02 Operating
and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary entitled “City of
Carlsbad, 2001-02 Operating Budget and 2001-02.to Buildout Capital Improvement Program -
Preliminary” as amended in accordance with Exhibit A attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the
Carlsbad Municipal Water District for the fiscal year 2001-02.
3. That the amounts reflected as estimated revenues for fiscal year 2001-02 are
hereby adopted as the budgeted revenues for 2001-02.
4. That the amount designated as 2001-02 Budget in Exhibit A is hereby appropriated
to the department or fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
5. That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget.
Ill
1
2
3
4
5
6
7
8
9
IO
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
6. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers of funds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive 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.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of
the original revenue estimate.
B. The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The
Executive Manager may authorize the hiring of temporary or part time staff as necessary, within
the limits imposed by the controls listed above.
7. That all appropriations for outstanding encumbrances as of June 30, 2001 are
hereby continued into 2001-02 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at June
30, 2001, are hereby appropriated for such capital projects for the 2001-02 fiscal year.
ill
Iii
1
2
3
4
5
6
7
8
9
10
11
12
13
1 c
15
16
17
18
19
20
21
22
23
24
25
26
27
28
9. That 2001-02 appropriations in the approximate amount of $60,000 are hereby
continued into 2001-02 for the purpose shown in Exhibit B.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors
held on the 19th dayof June , 2001 by the following vote, to wit:
AYES: Board Members Lewis, Kulchin, Finnila, Nygaard, and Hall.
NOES: None.
ABSENT: None.
CLAbDE i. LEWIS, President
All-EST:
ORRAINE f OOD, Secretary
/Ii
Iii
/II
EXHIBIT A
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 2,556,587 2,781,958
MAINTENANCE & OPERATIONS 13,787,842 15,093,947
CAPITAL OUTLAY 569,053 79,823
GRAND TOTAL 16.91 3,482 17.955.728
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 501 631 015026310
2000-01 2001-02
BUDGET BUDGET
1,926,047 2,247,115
17,719,080 18,318,461
63,500 35,900
19.708.627 20.601.476
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1
32.00 32.001 30.00 30.00
0.50 0.501 050 0.50
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCENVORKLOAD MEASURES:
Water Quality
98% of bacteria samples free of coliform bacteria as adopted by the City’s Performance Measurement Team. The
State requirement is that less than 5 percent of all samples collected during any month are total coliform-positive.
Fiscal Number Total Total Percent
Year Collected Positive Bacteria-Free Bacteria-Free
1995-96 1,316 4 1,312 98.0%
1996-97 1,349 6 1,343 98.1%
1997-98 1,354 1 1,353 99.2%
1998-99 1,428 3 1,425 99.0%
1999-00 1,615 1 1,614 99.9%
Water Reliability
Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of .05
hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if necessary,
annually.
Fiscal Total Miles Hours/Mile
Year Hours Distribution Distribution
Lines Line
1998-99 18 350 .05
1999-00 17 400 .04
Water Delivery Efficiency
e Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use
in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA
recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water
Year Loss
1996-97 2.08%
1997-98 2.66%
1998-99 4.87%
1999-00 5.36%
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION
PAGE TWO
ACCT NO. 501631015026310
PERFORMANCE/WORKLOAD MEASURES (Continued)
. Total number of staff hours to deliver an acre-foot of water will not exceed 3.3 hours per acre-foot. This
benchmark was established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Staff Hours
Year Per Acre-Foot
1996-97 3.1
1997-98 3.3
1998-99 3.3
1999-00 2.9
PROGRAM ACTIVITIES:
Administration . Provide support for Maintenance and Operations programs: coordinate budget development and fiscal activities;
maintain payroll records and time card administration; coordinate interdepartmental and interagency
communications.
Construction Maintenance . Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water Operations . Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Cross Connection Control . Implements and enforces cross connection control of potable and recycled water systems to ensure a safe
supply of potable water, and compliance with State and Federal regulations.
Meter Services . Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers and assist Construction and
Maintenance operations.
PROGRAM: WATER OPERATIONS PAGE THREE
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 501 631 015026310
WORKLOAD STATISTICS:
SIGNIFICANT CHANGES:
None.
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE ACCT NO. 001 131 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting
each other's differences; and, consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-Ranqe Financial Planning
Prepare ten year operating forecasts incorporating various "what if " scenarios to facilitate decision-making for
City Council and City departments.
Budget Management
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the Council's goals.
Perform bi-annual review of all City fees and present recommendations for changes to Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
decision-making .
Accounts Receivable/Cashierinq
Accurately bill, collect, record and report all City revenues.
Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies. Continue to refine business processes that will improve customer service and increase efficiency.
Accounts PayablelPavroll
Prepare checks for City employees and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accountinq and Reportinq
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Maintain the data within the financial information systems of the City and provide training to users, as needed.
PROGRAM: FINANCE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
Assessment DistrictlCFD Administration
l Assist in evaluation and formation of new districts. . Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
as required. . Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
documents and State law.
Audits . Monitor sales tax audit contract to ensure effectiveness.
. Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS: .
FYI998 I FYI999 FYZOOO I
I j Average number of days to issue Financial I I I I 1 Status Report: N/A NIA 19
2 Awards received for CAFR CSMFO/GFOA CSMFO/GFOA CSMFOlGFOA
3 Awards received for Annual Budget Excellence: Meritorious: Excellence: I I I Operating and Operating
I
Operating and Capital Capital
KEY GOALS FOR 2001-02:
Top-Qualitv Services
. Increase the efficiency and effectiveness of accessing information for financial reporting. . Increase the number of cashiering sites available to our customers, provide more timely information and
streamline processes through the selection of a Citywide cashiering system.
. Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
implementation of cycle billing.
Transportation
l Assist in the development of financial plans that will allow for the development of key road segments throughout
the City.
Financial Health . Insure continued financial health of the City through additional improvements in the City’s collection efforts. . Improve the understanding of the City’s financial status by implementing the new financial reporting
requirements for state and local governments as set forth by the Governmental Accounting Standards Board. . Insure financial integrity of the City through the development and implementation of an internal audit program. . Improve efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in-
house.
SIGNIFICANT CHANGES:
Approximately 1 part time FTE added to ensure that top quality customer service will continue despite increases in
the customer base.
PROGRAM: ENGINEERING
FUND: GENERAUWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: EN G IN E ERIN G SERVICES ACCT NO. 001 571 0/5X15710
~
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
2,748,204 3,395,803 3,790,364 4,066,717
1,220,135 1,735,632 2,012,047 1,873,990
46,120 108,785 86,802 167,400
STEWATER ENTERPRISE
Work Program:
The Engineering Department continues to support the City Council’s goals to maintain safe City standards by
improving the overall quality of field inspection, project processing, and front counter operations. The Engineering
Department provides engineering services to the public and other City departments by preparing and processing
design and construction documents. The department is also responsible for ensuring that development and public
improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
Program Activities:
ADMIN.
PLANNING CONSTRUCTION MGMT 7%
&
TRANSPORTATION
14%
DEVELOPMENT
SERVICES
22%
Administration
Coordinate and direct all divisions to ensure
accomplishment of City Council Goals and
Objectives, provide administrative and clerical
support to all divisions, ensure that the
management reporting system is accurately
maintained and generates all reports on
schedule, provides accurate records filed in a
standardized and efficient manner.
Development Services
Provide comprehensive engineering input for all
land use development applications, process
engineering development plans and maps in a
professional manner maintaining hig h-quality and
meeting production goals, ensure engineering
questions related to land development are
answered in a timely and friendly manner.
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE TWO
ACCT NO. 001571015X1 5710
Program Activities (Continued):
Planning and Proqrams . Coordinate the preparation of the annual update to the City’s Buildout Capital Improvement Program, update
existing facility impact fee programs and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for the beach erosion, lagoon dredging,
growth management monitoring, special districts program and facility mapping.
Desian . Design Citywide capital projects including roadways, storm water, potable water, recycled water and sewer
systems; develop and maintain programs in five (5) areas including water resources, domestic water systems,
recycled water systems, sewer systems, and National Pollutant Discharge and Elimination Systems (NPDES).
For each of these programs, Design provides a variety of services including planning, water supply, and quality
monitoring, technical assistance, mapping and facility location.
Transportation . Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries.
Maintain records of collision reports, speed surveys, traffic counts, and assists in maintaining optimum traffic
signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project
submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission.
Construction Management and Inspection . Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies, ensure construction of high-quality improvements, minimize inconvenience to the public while ensuring
safe work sites.
Workload Statistics:
DEVELOPMENT SERVICES ACTIVITY
Actual through 3/01; Projected through 6/01
Plancheck - # of Sheets Plancheck - # of Revisions Projects in Review 12000 350 2000
10000 300 1500 8000 250
6000 200 1000 150 4000 100 500 2000 50
0 0 0 FY so.99 FYSS-OI FYOO-01 FY 99.99 FY SS-OD FY00.01 FY 99.99 FY 99-00 FY 0041
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5x15710
Workload Statistics (Continued):
Total Capital Improvement Program
Appropriations
- FY 98-99 FY 99-00 FY 00-01 FY 01-02
Key Goals For 2001-02:
Top-Qualitv Services . Improve budgetary estimates for the costs to construct, maintain and operate Public Works infrastructure . Continue Phase Ill of Records Management system and implementation of Document Management System
Transportation . Implement Integrated Transportation Program:
0 Regional transportation system priorities
o Local transit objectives and programs
o Industrial transportation management
o Tourist transportation needs
o Traffic signal timing coordination strategic plan
0 Inventory of traffic control devices
. Identify priority Capital improvement Projects and ensure their timely completion:
o Ranch0 Santa Fe Road
0 Poinsettia Lane
o FaradaylMelrose financing district
0 College Boulevard/Cannon Road East Financing District
o Coastal Rail Trail
Open Space
l Complete design phase of Coastal Rail Trail
Qualitv of Life . Review and update Growth Management Plan and Water and Sewer Master Plan
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAL/WATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015x15710
Key Goals For 2001-02 (Continued):
. Manage and oversee major design elements of the Phase II Recycled Water Program to ensure the completion
of major milestones necessary to secure funding and water rate rebates. . Develop water quality measures and recommendations for operation and treatment of Maerkle Reservoir . Identify priority Capital Improvement Projects and ensure their timely completion:
o VistaICarlsbad Interceptor Sewer Replacement
o South Carlsbad Village Storm Drain o South Agua Hedionda Interceptor Phase II
o South Agua Hedionda Lift Station
o Agua Hedionda North Sewer
Significant Changes:
Three new positions are included: Deputy Public Works Director/City Engineer: Engineering Technician II; Office
Specialist II. 5 FTE has been transferred into Engineering from Street Lighting; total increase of 3.5 FTE.
P
f
a E
I
i a
2
i
E
i
c
i i :
1 L
CONTINUING APPROPRIATIONS EXHIBIT B
2000-01t02001-02
AMOUNT
Water Operations
Asphalt repairs
Valve adjustments.
40,000
20,000
Total Continuing Appropriations $ 60,000
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
26
RESOLUTION NO. 344
A RESOLUTION OF THE HOUSING AND REDEVELOPMENT
COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA,
APPROVING THE OPERATING BUDGET OF THE
REDEVELOPMENT AGENCY AND HOUSING AUTHORITY
FOR FISCAL YEAR 2001-02
WHEREAS, the Housing and Redevelopment Commission of the City of Carlsbad,
California (the Commission), has reviewed the operating budget for the Redevelopment Agency
for Fiscal Year 2001-02; and
WHEREAS, the Commission has reviewed the operating budget for the Housing
Authority Section 8 Programs, for Fiscal Year 2001-02; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the
final operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Commission of the City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. 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 Exhibit A attached hereto
and incorporated by reference herein, shall be and the same are hereby adopted as the
Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority Section 8
Programs for the fiscal year 2001-02.
3. That the amounts reflected as estimated revenues for fiscal year 2001-02 are
hereby adopted as the budgeted revenues for 2001-02.
4. That the amount designated as 2001-02 Budget in Exhibit A is hereby
appropriated to the department or fund for which it is designated, and such appropriation shall
not be increased except as provided herein.
/Ii
57%
1
2
3
4
5
6
7
a
9
10
11
12
13
14
15
16
17
ia
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 Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase an
appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
B. The Commission must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final Budget. The Executive
Director may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
6. That all appropriations for outstanding encumbrances as of June 30, 2001, are
hereby continued into 2001-02 for such contracts and obligations.
7. That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2001, are hereby appropriated for such capital projects for the 2001-02 fiscal year.
Ill
Ill
1 PASSED, APPROVED AND ADOPTED at a regular meeting of the Housing and
2 Redevelopment Commission of the City of Carlsbad on the 19thday of June 2001, by the
3 following vote, to wit:
AYES: Commission Members Lewis, Kulchin, Finnila, Nygaard and Hall.
NOES: None.
ABSENT: None.
7 CLAUDE A. LEWIS, Chairperson
9 Al-l-EST:
10
11
12
13
II
RAYgOND R. PATCHETT, Secretary
14
15
16
17
ia
19
20
21
22
23
24
25
26
27
28
fli
Ill
Ill
EXBIBIT A
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA -
PERSONNEL
I I 1998-991 1999-2000 I 2000-01 1 2001-021 ACTUAL ACTUAL BUDGET BUDGET
164,869 180,914 175,200 153,410
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1,940,678 1,902.452 1,364,945 1,693,712
0 1,702,949 280,235 13,160
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
ImDlementation of the Carlsbad Villaoe Redevelopment Master Plan
Coordination of project development and permit processing.
Implementation of the Facade Improvement Program.
Administratim of the Parking-In-Lieu Fee Program.
Property acquisition for future redevelopment projects and facilitation of new development.
Community Relations and Public Relations Proaram Work with the Carlsbad Village Business Association and other business organizations to continue Community
awareness and public relations activities on behalf of the Redevelopment Agency. Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCEWORKLOAD MEASURES:
Process fifteen (1 5) redevelopment permit applications for improvements to existing structures or new construc-
tion projects.
Process ten (1 0) sign permit applications.
Process five (5) preliminary review applications. Process four (4) FacadeKignage Improvement Grants.
Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
106
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA -
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 801341018023412
KEY GOALS FOR FY 2001102:
Finance . Process redevelopment permits for all types of projects within the Village Area which represent high-quality development or redevelopment of properties and buildings. . Eliminate blighting conditions and influences in the Village Redevelopment Area, specificalfy in the North State
Street area, including existing conditions on North County Transit District (NCTD) property within the railroad right-of-way, and facilitate new private development through preparation and implementation of a redevelopment
strategy for North State Street.
Transportation . Continue implementation of the Village Area Parking Program which supports public/private partnerships in
financing the maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist activities.
. Develop a program to identify impediments to full utiliiation of all existing public .parking lots and coordinate
required improvements to eliminate any impediments.
SIGNIFICANT CHANGES:
Costs of Redevelopment Agency staff and general maintenance and operations were reallocated among the existing Village Redevelopment operations budget and a new South Carlsbad Coastal Redevelopment Area operations
budget.
107
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
VILLAGE AREA -
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housinq Proiect Processing Procedures
Affordable Housinq Proiect Coordination
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
Affordable Housinq Education Proaram Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCE I WORKLOAD MEASURES:
Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
or acquisition of existing units and rehabilitation.
Participate in at least three (3) outreach programs, professional conferences, and/or citizen and business
groups on affordable housing.
KEY GOALS FOR 2001-02:
TOR Qualitv Services
Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
Finance
Attract and retain target industries, businesses and jobs that result in improved economic health through the
implementation of affordable housing programs which serve to enhance the jobs/housing balance within the
Community.
SIGN IF I CANT CHANGES :
None.
108
!
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 0 0 0 45,450
MAINTENANCE & OPERATIONS 0 0 0 31 8,649
CAPITAL OUTLAY 0 0 0 0
I
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420
SOUTH CARLSBAD AREA -
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
lmdement Redevelooment Plan for South Carlsbad Coastal Redeveloment Area
Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize excess property for projects that provide both a private and public benefit.
Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could provide for
public recreational facilities and/or development of cultural facilities or other public facilities.
Revitalize, redevelop and/or generally clean-up the Ponto Area.
Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and open space
amenities.
PERFORMANCEMIORKLOAD MEASURES:
Establish a Citizens’ Advisory Committee to work with Staff on development of a Land Use Strategy and Master Plan for the
South Carlsbad Coastal Redevelopment Area.
Hire required consultants to assist with development of the Land Use Strategy and Master Plan for the South Carlsbad
Coastal Redevelopment Area.
Initiate development of a Master Plan for South Carlsbad Coastal Redevelopment Area, with assistance of private
Consultants and a Citizens’ Advisory Committee.
KEY GOALS FOR FY 2001 -02:
Qualib of LifelCommunitV DeveloDment
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal
Redevelopment Area.
SIGNIFICANT CHANGES:
New Budget: Redevelopment Area adopted in July, 2000.
I09
PROGRAM: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD AREA -
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citv-Wide Affordable Housina Proarams
Affordable Housing Education Activities.
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCENVORKLOAD MEASURES:
Utilize low and moderate income housing funds to assist with the development and/or construction of at least one (1) new affordable housing project within the city limits of Carlsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR FY 2001-02:
Qualitv of Life/Comrnunitv Develomnent
0.
Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary Housing Ordinance.
Implement affordable housing programs which serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
New Budget; Redevelopment Area adopted in July, 2000.
I10
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING -
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. i90340i/1903403
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
218,697 204,520 224,010 293,728
2,458,640 2,627,547 2,917,579 4,432,506
0 0 471 20,680
I I I I
GRAND TOTAL I 2.677.3371 2.832.0671 3.142.0601 4.746.914
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Eased Rental Assistance
Familv Self-Sufficiencv
Provide federal funding to subsidize rents for 628 extremely-low and very-low income households.
Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Achieve and'maintain a lease rate that effectively utilizes funding allocation.
Designed to enable unemployed, under-employed or under-educated low income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
Communitv Omortunities Procrram
Collaborative effort among several local housing agencies.
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
emphasizing housing opportunities in neighborhoods of choice.
Participate in ongoing implementation of program changes and marketing of the program to participants and
owners in Carlsbad.
PERFORMANCEMlORKLOAD MEASURES:
Achieve and maintain a lease rate utilizing 90-95% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting Community workshops, providing owner and participant
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
Received an additional 75 vouchers targeted for non-elderly persons with disabilities.
111
1
2
3
4
5
6
7
a
9
10
11
12
13
14
15
16
17
ia
19
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 2001-177
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2001-02
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2001-02 appropriation limit of two hundred fifty-seven million, four hundred
seventy-three thousand, four hundred eighty-six dollars ($257,473,486) as computed in Exhibit
A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 19th dayof June , 2001, by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila, Nymd, and Hall.
NOES: None.
ABSENT: None.
CLAUDE A. LEWIS, Mayor
ATTEST: 1
I LORRAINE WOOD, City Clerk
EXEIBIT A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered “proceeds of taxes.” The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
g Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2001-02 Limit were:
> Population growth in Carlsbad, AND
> Growth in non-residential new construction
The formula is outlined below:
2000-01 Expenditure Limit $225815,416
% Carlsbad Population Growth Growth in non-residential new construction
Net Increase Factor
1.0175
x 1.1205
1 .I402
2001-02 Limit (2000-01 Limit X Factor) $257,473,486
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
$67,867,799
The spending limit for the City of Carlsbad for 2001-02 is $257.5 million with appropriations of
“proceeds of taxes” of $67.9 million. The result of the calculation provides the City with an
operating margin of $189.6 million.
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
RESOLUTION NO. 1127
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA, ESTABLISHING THE 2001-02 APPROPRIATION LlrinlT
AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA
STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XIII6 of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of general
circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District, California, as follows:
1. That the Board of Directors of the Carlsbad Municipal Water District, California,
does hereby establish and adopt the 2001-02 appropriation limit of three million, twenty
thousand, eight hundred seventy dollars ($3,020,870) as computed in Exhibit A attached hereto.
2. That the Secretary is directed to publish this Resolution in a newspaper of general
~ circulation.
1 Ill
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Page 2 of resolution 1127
I PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors on the
19th day of June , 2001, by the following vote, to wit:
AYES: Board Members Lewis, Kulchin, Finnila, Nygaard, and Hall.
NOES: None.
ABSENT: None -
ATTEST: 8
OOD, Secretary
EXHIBIT A
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal
year. The revenues which are subject to the Limitation are those considered “proceeds
of taxes.” The basis for calculating the Limit began in fiscal year 1978-79 and is
increased based on population growth and inflation.
The major change made by Proposition 111 allows the Carlsbad Municipal Water District
to annually choose among the following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in
the City,
The factors used to calculate the 2001-02 Limit were:
P Population growth of Carlsbad, AND
P Growth in new non-residential construction
The formula is outlined below:
2000-01 Expenditure Limit $2,649,434
% Carlsbad Population Growth 1.0175 Growth in new non-residential construction X 1.1205 Net Increase Factor 1.1402
2001-02 Limit (2000-01 Limit X Factor) $3,020,870
Current Appropriation of Proceeds of Taxes $1,450,000
The spending limit for the Cartsbad Municipal Water District for 2001-02 is $3,020,870
with appropriations of “proceeds of taxes” of $1,450,000. The result of the calculation
provides the district with an operating margin if $1,570,870.
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
RESOLUTION NO. 3001-178
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO
THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad has the authority to
establish fees for City services; and
WHEREAS, from time to time said fees are reviewed and evaluated to
maintain an adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing
general and development-related services; and
WHEREAS, the City Council finds it necessary to recover the costs for
City services; and
WHEREAS, the City Council has held the necessary public hearing and
allowed for public comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California:
1. That the changes to the Master Fee Schedule for the fees shown at
Exhibit A, attached, hereto are hereby adopted.
2. That all other general City fees and development-related fees as
shown in Resolution No. 2000-362, except as specifically amended, shall remain in full force
and effect.
3. This resolution shall become effective on August 1, 2001 for General
City fees and September 1, 2001 for the Development Related fees.
1
2
3
4
5
6
7
8
9
10
.I1
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Page 2 of resolution 2001-178
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 Le
NOES: None.
ABSENT: None.
CLAUDE A. LEWIS, Mayor
ATTEST: /?
LORRAIN d WOOD, City Clerk
ED CHANGES TO THE CITY FEE SCt-lEWLE Jw 2002 -
(Master Fee Schedules on file with City Clerk)
G’=N’=RA’ CITY FEES
Aquatic Fees
Utility Fee - Electricity (per hour after sunset) New
Utility Fee - Gas (per hour after 7pm and 4 on weekends) New
Use Agreements (NCA, NSA and CUSD) per lane per hour 2.10
Staff costs (He guard, supervision per hour) 15.00
Rental - Exclusive Use - CommerciaWCorp (per lane, per hour) 8.00
Rental - Exclusive Use - Community/Non-profit (per lane, per hour) 3.20
Masters Swim - Daily fee (resident) 3.25
Masters Swim - Daily fee (non- resident) 4.25
Masters Swim - Monthly fee (resident) 32.50
Masters Swim - Monthly fee (non- resident) 42.50
Swim Lesson Fees
Beginner - Learn to Swim
Adult/Teen - Learn to Swim
Parent infant thru Pre School Ill
Adapted aquatics
lndividualized - Basic Swimming (per hour)
Diving, Synchro Swim
lndividualized - Advanced instruction/coaching (per hour)
Non-resident fee for aquatic programs
23.00 25.00 2.00 8.7%
25.00 27.00 2.00 8.0%
25.00 27.00 2.00 8.0%
17.00 25.00 8.00 47.1%
17.00 25.00 8.00 47.1%
22.00 27.00 5.00 22.7%
25.00 27.00 2.00 8.0%
8.00 10.00 2.00 25.0%
Swim Passes
One Month Individual - Resident
One Month Individual - Non-resident
Four Month Individual - Resident
Four Month Individual - Non-resident
One Month Family - Resident
One Month Family - Non-resident
Four Month Family - Resident
Four Month Family - Non-resident
Season Discount -Adult - Resident
Season Discount -Adult - Non-resident
Season Discount - Family - Resident
Season Discount - Family - Non-resident
(1)
(1)
(1)
(1)
New 20.00
New 30.00
New 42.00
New 52.00
New 30.00
New 40.00
New 50.00
New 60.00
60.00 Delete
70.00 Delete
72.00 Delete
82.00 Delete
(I) This was for 6 months
Library Fees
Library Borrowing - AV Insurance Fee - per video tape/DVD 0.75 0.75
Other General City Fees
Cost Recovery
Current fee -Master Plan Amendment -Major
$3.00 n/a n/a
7.00 n/a n/a
2.40 0.30 14.3%
16.00 1 .oo 6.7%
8.80 0.80 10.0%
3.50 0.30 9.4%
3.50 0.25 7.7%
4.50 0.25 5.9%
35.00 2.50 7.7%
45.00 2.50 5.9%
New actual cost
+ overhead
$ 22,550 plus deposit in increments of $5,000
after I st I OOhn of project planner and 40
hours of project engineer.
Proposed Fee -Master Plan Amendment -Major
100 acres or more 22,550 plus deposit in increments of $5,000 l
Greater than 50 and less than 100 acres 10,000 plus deposit in minimum increments of $2,500
Less than 50 acres 5,000 plus deposit in minimum increments of $1000
EXHIBIT A
l After 1st 100 hours of project planner and 40 hours of
project engineer. Proportionate adjustment of time
depending on acreage.
All Receive-Agenda Item # 10
June 14,200l
For the Information of the:
mcour?cIL
Asst.CM&ALCCy
TO: CITY MANAGER
VIA: FINANCE DIRECTOR o/-
FROM: Senior Accountant - Helga Stover
f&-.-,-.. ,. CITIZEN’S BUDGET WORKSHOP i- (,- ‘* : /’ ; i ‘3 c .-:.
On June 13’“, the Citizen’s Budget Workshop was held at the Faraday building. There were seven
citizens that attended the workshop, and the following comments/requests were made. Staff assured
the citizens that these comments would be forwarded to the City Council prior to the June 19’” budget
adoption meeting.
1. Mario Monroy asked for expanded information on the Pine School park development
process. He was interested in knowing when the process would actually begin.
2. Another citizen asked how long it would take the City to fill the two new Park Planner
positions which are included in next year’s operating budget.
3. Jon Strayer wanted to know what the status was on building a stairway from Camino de
10s Caches to the Stagecoach Park tennis courts. Funding for this project is in the CIP.
Mr. Strayer also stated that he represented at least four youth/athletic groups in
requesting another walkway from the street to the playing fields on the upper level. He
commented on how bad the traffic was in the parking lot area, and that building these
walkways would help to alleviate this problem.
4. Mario Monroy asked for more detail about the Recycled Water facility.
5. Ron Withall asked if there were plans for the City to construct any Performing Arts
facilities. He stated that in 2003 the Carlsbad Arts Center may lose the chance to
continue using the location at the Carlsbad High School. He stated that he felt the City
needed a facility for performing arts, and asked if the City might be interested in a
private/public partnership agreement.
6. A Northwest Quadrant spokesperson expressed his thanks to Council and Staff for taking
action on developing Pine School Park.
7. Fred Arbuckle requests that the Council move up the timing on the construction of the
pool at Alga Norte Park.
Please feel free to contact me if you have any additional questions.
HELGA STOVER
Junel4,2001
TO:
All Receive-Agenda Item # \ n
For the Information of ths
cITYcouNclL
Ai3st.c~~
MAYOR AND COUNCIL MEMBERS
VIA: CITY MANAGER
FROM: FINANCE DIRECTOR
INFORMATION REQUESTS ON THE 2001-2002 BUDGET
During the Council briefings on the 2001-02 operating budget, Council requested more
information on several topics. The following information is provided in response to those
questions. The page numbers refer to the pages in the 2001-02 preliminary budget.
ADMINISTRATIVE SERVICES
. Information Technology - Replace phone system at Oak - If we are moving out
of Oak in the next couple of years, why are we spending $45,000 on the
system we have now?
The $45,000 in the budget is to replace the phone systems at Oak, Harding and
Housing & Redevelopment at an estimated cost of $15,000 each. Therefore, the
cost to replace the phones at Oak is $15,000.
The future use of the Oak facility has not yet been decided. If the Public Works
Center is approved, it will be several years before it is available to use. A new
phone system is needed now. If the facility is eventually vacated and no phones are
required, all of the equipment can be removed and redeployed to another facility.
l Which goals had budget impacts?
Total goal related budget requests were $5.4 million of which $2 million was for
ongoing programs and $3.4 million was for one-time costs. Included in the amounts,
is the Storm Water Protection program at a cost of $1.7 million ($735,560 ongoing
and $931,578 one time) See detail at Exhibit A.
l What is the total sales taxes received from Plaza Camino Real?
Plaza Camino Real generated $1.7 million in sales taxes for the calendar year 2000.
See Exhibit B for a graph of sales tax revenues from selected geographic regions
within the City.
PUBLIC SAFETY
l The police/fire overtime analysis? See Exhibit C.
l Police Investigations - Property crime clearance rates are going down. Why is
that happening, and is the new investigations officer supposed to help
improve these clearance rates? (page 75)
Carlsbad’s property crime clearance rate decreased from 21% in 1999 to 19% in
2000. This 10% decrease to 19% still puts us ahead of the county average of 14%.
PUBLIC SAFETY (Continued)
There are several factors that may have impacted the property crime clearance rate.
First, the investigations division placed a large emphasis on increasing our violent
crime clearance rate in 2000. Our violent crime clearance rate has historically been
well below the county average. As a result, the violent crime rate increased during
the same time period (from 45 to 56%) that the property crime rate went down. This
is an improvement for the violent crime rate; however, there is still opportunity for
improvement to meet or exceed the county average violent crime clearance rate of
62% and to balance it with the property crime clearance rate.
Second, the investigations division focused on a few, very large and long-term
property crime cases in 2000. One of these cases had over 70 victims from
throughout North County. Solving this large case resulted in a property recovery
rate (total dollar value of property recovery as a percentage of total dollar value of
losses) of 38%, up from 26% the previous year. Based on dollar value, property recovered went up from $986,684 in 1999 to $1,693,125 in 2000. Focusing work
effort on a few, large-scale cases means less time for smaller cases but the positive
impact, as measured by property recovered, can be significant.
The proposed additional investigator for elder abuse, fraud and identity theft will not
impact the property crime clearance rate because the FBI property crime clearance
rate definition includes only burglary, larceny/theft and motor vehicle theft. It does
not include fraud, embezzlement or elder abuse.
l Police field Operations - Xerox - is this a purchase or lease? (page 218) This item is for the purchase of a replacement Xerox machine. According to the
Purchasing Department, it makes more sense for the Police Department to purchase
this copy machine than to lease it.
l Police Traffic - 2 Motorcycles - Are these new motorcycles? How many motor
officers do we have now in Traffic ? We are adding one new motor officer in
the budget, why are we adding two motorcycles? Who will ride the second
bike? (page 218) The traffic division currently has four regular motorcycles and one older motorcycle
that was going to be taken out of service after it met its service life but was kept
back as a training bike. The 2001-2002 budget proposal is for two additional
motorcycles. One is for the proposed new motor officer position. The second is for
the current commercial enforcement officer position, which the department plans to
convert to a regular motor officer. The commercial vehicle enforcement duties will
be transferred to patrol. The conversion of this position will add 40 hours of motor
officer traffic enforcement at the cost of one additional motorcycle.
COMMUNITY DEVELOPMENT
l What portion of our infrastructure assets are currently mapped?
Currently we have about 80% of our sewer and water infrastructure mapped and
50% of all other infrastructure.
2
COMMUNITY DEVELOPMENT (Continued)
l Land Use Planning - Under Key Department Goals for FY 2001-02 “Continue
working with the school district, providing land use and long-term planning
information....“. Can Planning explain what this goal means and what they
intend to really do with the schools? (page 101) The Planning Department regularly provides information to the School Districts (all
four) on future anticipated development within their respective districts to assist the
Districts in projections of future student population. The Department also assists in
identification of potential school sites.
l Redevelopment Operations-Village area - Key goals for FY 2001-02 - Eliminate
blighting conditions and influences in the village redevelopment area,
specifically in the north state street area...“. Request for more information
about what this goal means and what is intended to be done. (page 107)
The goal related to North State Street is a project the Redevelopment Department
has been working on this year and will continue into next year; they are doing a number of things.
The Redevelopment Department has been working with NCTD to try and address parking issues for the Coaster Station and to encourage them to clean up their
property on the right-of-way (west of alley). Their goal this year was also to
proactively work with property/business owners to clean up their properties on North
State Street with financial assistance available through the Facade Improvement
Grant Program offered by the Agency. They have been working on developing a
plan which would establish a vision specifically for the North State Street Area and
taking actions to try and facilitate private development in the area.
For 2001-2002, their goal is to facilitate private development/redevelopment on the
NW corner of Grand Avenue and State Street, including the properties owned by the
City and Redevelopment Agency (i.e., Beach Sleep Furniture building). This year
they are working with a consultant to create development scenarios; next year, they
will select a conceptual plan to pursue and meet with other appropriate property
owners to further develop a plan for a public/private partnership.
The Redevelopment Department is attempting to convince NCTD to participate in
the plan as well with the hopes of a project which would result in additional public
parking (i.e., a parking structure) in the area. They are also working with the property
owner at the end of State (at Laguna) to develop a project at that end of North State
Street. Their hope is that if they can facilitate development at both ends of North
State Street, property owners will begin to see the value of the area and begin to
work more cooperatively with the Agency to clean-up and possibly redevelop the
properties in the middle of North State Street.
In the Village Master Plan, the North State Street area was identified as a key
opportunity area for mixed-use development/redevelopment activities and for
increasing housing opportunities within the Village. It was also identified as one of
the remaining visually and economically blighted areas of the Village Redevelopment
Project Area. This is the reason they have focused on it as part of the Goals process.
COMMUNITY DEVELOPMENT (Continued)
l What is the value of the golf course land and how many potential lots there are
on the property?
The appraisal for the 3 lots to be created by the City Golf Course project has a July
1, 2000 value of $11.5 million. The values are based upon the Golf Course Project
going forward as designed and the 3 lots being constructed and fully entitled. If the
Golf Course Project fails for whatever reason i.e., is ultimately denied by the Coastal
Commission, or radically redesigned, or abandoned by the City, those 3 lots
disappear.
There are approximately 50 industrial subdivision lots mapped by the Huntington
Beach and the Airport Center, Phase 3, thereafter acquired by the City. These lots
have never been appraised as fully entitled, buildable industrial lots. Estimating values of these lots is purely speculative, particularly in light of the Federal
Endangered Species Act, the City’s HMP, recent State Court rulings (i.e., Bolsa
Chica, et al.), and the Coastal Commission’s current positions on both the HMP and
the Golf Course Project. A legal opinion will be required to determine exactly what
rights the City has to develop the industrial subdivision maps it currently owns; it
may be all of the lots as recorded on the final maps, it may be some of the lots, or it
may be none of the lots due to the application of new laws and regulations
subsequent to the recordation of the final maps.
Until the City’s rights are known, entitlements secured, and an appraisal conducted
on the results, the City cannot say for certain what the values of these lots are at this
time.
COMMUNITY SERVICES
l Centro de information - Workload Statistics - these seem to have a declining
trend. Does the library have an explanation for what is driving down usage?
Does Library have any information that would explain the amount of staffing
required? (page 121)
The library has jdentified the reason for the drop in the number of patrons to safety
concerns of the neighborhood and lack of adequate space in the facility. The library
conducted an analysis of the use of all hourly positions in the library including Centro. This study concluded that there is a clear need fro and justification for the
staffing required at Centro. See additional information at Exhibit D.
l Pool -what is the percentage of resident vs. non-resident use?
The overall percentage of use of the Swim Complex and aquatic programs is an
average of 85%, residents. The percentage of residents varies with each program,
the highest being in the high demand swim lesson program (98%) and the lowest in the high demand Masters swim program (66%). For the percentage of residency in
five representative programs please see the attached graph at Exhibit E. Note that
“Use Agreement” use for North Coast Aquatics, North Shore Aquatics and Carlsbad
Unified School District are not shown. The Swim Complex does not keep residency information for these programs but could possibly get the information from those
groups if necessary.
4
COMMUNITY SERVICES (Continued)
l Special Events - Program Activities shows 10 Jazz concerts - Is this correct?
(Page 130)
The budget provides for IO concerts. The concerts average $5,000 each. If
Council would like to add another, we would need to add $5,000 to the budget. One
suggestion was to have a special 11 th concert to celebrate the 50th anniversary and
publicize it with the other concerts.
l Recreation - Calavera - Electric Power winch with glass slide basketball
backboard - What do we have now? Is this replacing something? How will
these be used? (page 218)
These are replacing the current backboards which are 12 years old. See additional
information at Exhibit F.
PUBLIC WORKS
l Facilities Maintenance - Generator Enclosure for City Hall - Why are we doing
this? Is this something we need to do for some reason?
The generator enclosure enlargement at City Hall is requested to meet OSHA
standards. The current generator is very old, unreliable and on its last legs. The
plan is to upgrade it by servicing and re-installing the larger generator unit from Las
Palmas, which has been removed. The replacement generator will be larger and
can be relied on to keep City Hall functioning. Adequate working space is required
to facilitate maintenance on the new generator. Research is still taking place on this
issue and there is a possibility that the existing structure may suffice.
0 Storm Water Protection Program - GIS Station/Monitor and GIS DC system -
What is this? Is this something GIS can do? How will this be used in the
Storm Water Program? (Is there overlap with GIS’s functions?)
These computer systems will support compliance and inventory tracking of all City
utilities as required by SDRWQCB Order 2001-01. The strategy is to hire two
temporary technicians to do initial loading of all required data into a stormwater-
focused GIS database - one that draws off the mainstream GIS database for facility
information and also develops a specialty database for permit data. After the initial
information is loaded, one tech will continue to work within GIS and will be devoted
to maintenance and operation of the stormwater program. GIS Department staff
does not have the capability to support the requirements of the permit. Current GIS
staff members are fully loaded supporting Engineering, Planning, Maintenance &
Operations, Information Technology, and other departments needing their
assistance.
0 Storm Water Protection Program - 2 vehicles - What kind of vehicles? Who
will use these vehicles?
This request is for one basic SUV and one mid-sized truck with side boxes and light
bars. The two Environmental Specialists requested in the FY02 budget will use
these vehicles. This staff would not be able to perform fieldwork required by SDRWQCB Order 2001-01 without a dedicated means of transportation.
PUBLIC WORKS (Continued)
The basic SUV is a compromise between a sedan and a mid-sized truck. Two or
four door sedans are not practical for inspections and fieldwork. The work requires
staff to leave the roadway from time to time in order to get closer to receiving waters.
Using a vehicle that must stay on the road would require staff to carry/haul a variety
of equipment great distances.
Mid-sized trucks are best when carrying sampling equipment and coolers with
samples. Small or mini-trucks don’t have sufficient bed space once the side boxes
for tools, meters, sample bottles and field test kits are added. The price is about the
same for the mid-sized truck and the basic SUV. The advantage of the SUV as a
second vehicle is the additional seating space that might come in handy when taking
other staff into the field.
l Storm Water Protection Program - Sample Storage Refrigerator - What is the
$8,000 for? What kind of special refrigerator is this and why does it cost
$8,000?
The sample preservation refrigerator is required to maintain sample integrity,
especially for samples that may be used in litigation. Samples not preserved
appropriately are considered invalid and cannot be used as evidence. The
temperature needs to be maintained at 4 degrees Celsius with a variation of less
than 0.5 degrees. The California Department of Health Services establishes these
requirements. Additionally, the refrigerator must have a recorder chart to provide
proof of sample temperature.
l Sanitation - Stainless Steel Modular Enclosure -What is this?
This will be installed at our Vancouver Sewer Lift Station. All of the electrical
equipment necessary to operate this station is located in an underground vault along
with the pumps, valves, etc. Entry into this station is considered a confined space
entry and requires a minimum of two people. The installation of the stainless steel
enclosure (about 6 ft. x 4 ft. x 2 ft.) will allow the City to move the controls for the
operation of this lift station to the enclosure above ground. This will improve
Sanitation Operations efficiency by reducing the number of employees necessary to
operate this lift station; stainless steel has been requested because it should require
less maintenance, no painting, etc.
l Vehicle Maintenance - Portable Turf Equipment Hoist - What is this and how
and where will it be used?
The portable turf equipment hoist is designed to specifically address the large riding
mowers and specialized equipment maintained by Fleet. Currently, the shop has no means of safely lifting these units. The capacity to lift the mowers will enable the technicians to perform preventive maintenance and equipment repairs in a more
efficient, safe, and timely manner. Having the equipment that is designed to lift
these small, compact, but heavy units, will provide a measure of safety to the
technician assigned to work on them. The hoist is stable and will provide an
excellent platform to perform various service tasks. The alternative to this purchase
is to continue using floor jacks and jack stands which require the technicians to lay
on the floor to perform the repairs.
6
PUBLIC WORKS (Continued)
l Vehicle Replacement - 4x4 compact pick-up truck - Do we need a 4x47 Who
will use this?
The 4X4 compact truck is a replacement for the Building Department (Code
Enforcement). Staff has discussed this item with the Building Department and the
truck will be downsized to a standard compact pick-up without four-wheel drive.
l Vehicle Replacement - Fire Truck - Which unit is being replaced? Is there a
replacement schedule for the fire fleet? The fire truck to be replaced is F-247, a 1986 Grumman with 115,000+ miles.
Administrative Order #3 Replacement Program for Fire Trucks states: 15 years or
110,000 miles. It meets the criteria established for replacement. The Fire
Department and Fleet concur on this request.
l Vehicle Replacement - Skiploader - How old is this? Why is it being replaced?
The skip loader is the Bobcat. It is a 1991 model with way over 1,500 hours of use.
(The hour meter was inoperable for one-plus years.) The repairs to this unit have
totaled more than $15,000 over the past 3.5 years. The plan is to replace it with a
smaller unit at the request of the Street Maintenance Division. The miscellaneous
equipment replacement program under Administration Order #3 states ten years or
6,000 hours. Funding for this replacement has been met completely by the user
department.
l What are the water and sewer balances: what was the approved reserve level
and how much is in them now?
The projected fund balance for the Water Operations fund at June 30, 2001 is $6.8
million or 33% of the budgeted expenses. The Sewer Operations projected fund
balance for the same time is $4.5 million or 65% of the budgeted expenses.
As part of the approval of the Rate Study, conducted in 1995 and approved by the
Carlsbad Municipal Water District Board in 1996, the Board approved an Operating Fund Reserve Level at 40% of annual operating expenses, which amounted to $5.0
million in FY 1998-99. Uses for operations fund reserve were to include:
1. Rate Stabilization
2. Contingency Reserve for Emergencies
3. Drought Reserve
As part of the approval of the Rate Study, conducted in 1995 and approved by the
Board in 1996, the Board approved an Operating Fund Reserve Level at 40% of
Annual Operating Expenses which amounted to $5.0 million in FY 1998-99. Uses
for Operations Fund Reserve were to include:
1. Rate Stabilization
2. Contingency Reserve for Emergencies
3. Drought Reserve
7
PUBLIC WORKS (Continued)
The reason we have additional money in reserves at this time is because we have
yet to begin Phase 2 of the Recycled Water Project and the $1 .O was set to cover
those costs and subsidize the recycled water rates.
Please contact me if you have further questions.
itSA HILDABRAND
LEH/tap
Attachments
cc: Administrative Services Director
EXHIBIT A
NPDESRELATED
Education ComponenffStorm Water Protection Programl
Education, Outreach and Public Participation
Municipal Facilities Component
Planning and Construction
Storm Water Protection Program/ Fiscal Analysis
Storm Water Protection Programl Legal Authority
Program/lndustrial/Commercial/Residential and Municipal
6/12/01
Goal Name
Performance MeasuremenVCitywide Survey
50th Anniversary Celebration
Clerical Resource Pool
Citywide Customer Service Incentive Reward Program
AED program
CEMAT EOP
Zoning/General Plan Consistency
Community Forest Management Plan
New Library Automation System
Citywide Trails Program
Various Park Projects (Pine. Alga Norte Zone 19 Larwin)
Planner and Engineer for CIP relatea projects
Pine School
Energy Management Strategy
Traffic Signal Strategic Master Plan
Traffic Control Devices Inventory
Preventing Workplace Violence Training
Maintenance Management
Compliance; Data ManagemenffGlS
Total NPDES- new
Total General Fund Goal Budget Requests
Maerkle Reservoir
Document Management System Phase 3
Records Management Pgm Implementation (phases 283)
SCCRA Master Plan
Total Other Fund Goal Budget Requests
ITotal Goal Budget Requests
Total
Ongoing
30,000
17,000
3,870
16,050
7,684
69,282
42.000
206,600
45,578
18,500
25,000
316,000
58,190
336,370
735,560
' ,927,684 -
22,010
8,000
30.010
,957,694
Total
One Time
20,000
75,000
40,743
50,292
9,000
7,000
510,000
5,000
94,322
50,000
1 10,000
10,000
27,200
64,500
50,000
153,750
356,000
70,000
50,000
251,828
931,578
2,936,213
70,000
102,920
22,000
300,000
494.920
3,431,133
Trails position .5/ Park planner 5
Bus Systems Specialist ( 5)
(2) Maint Worker I positions
positions (.5)Bus
70,000
124,930
30,000
300,rn
524,930
5,388.827 I
?
EXHIBIT B
I: 5 f E E I
B c
I = $
0
s a
+
i! P x z 5
d
-
EXHIBIT C
JZXHIBIT D
CENTRO DE INFORMACION
Staffing Requirements
Although currently open to the public just 23 hours per week, the Centro
runs a full service library service that requires many hours of extra
preparation time and outreach to the community.
The current staffing pattern includes one fulltime supervisor and just under
one additional fulltime equivalent in parttime hours. The fulltime
supervisor, in addition to recruiting, training, and supervising the parttime
staff also must devote a good deal of time to the following:
0
0
0
0
0
Representing the Centro at an increasing number of community events
(school festivals, Rotary Club tree lighting, parent workshops on using
the library for their children’s education).
Representing the Centro’s patrons on library committees and resprenting
the library on community and regional committees (Serra Library
System, Y.E.S., Library Staff Development).
Developing and managing the system-wide collection of Spanish and
bilingual print and non-print resources at all three library sites. This
requires frequent visits to book dealers outside of the area who specialize
in these materials.
Planning and providing special services for the public, including
computer-access to the library catalog, Internet access, and training of
both staff and public.
Planning and organizing special programs for both children and adults
and helping to link local citizens with community resources and services.
The library recently conducted an analysis of the use of all hourly FTE,
including the Centro. The results of this study show that there is a clear
need for and justification for the .95 hourly FTE which are being used to
manage the circulation of materials, handle adult and children’s reference
questions, work on special programs, do selection of new materials,
maintain (shelve and re-shelve) books and other resources, and provide
translation services on request.
Centro de Information
PATRON VISITS
In response to the question of why there is a drop in the number of patrons’ individual visits and
program attendance in recent years, staff identified two main causes:
Safety Concerns
Neighborhood residents have been concerned about safety at the Pine School site since
December 1999, when Pine School staff and students moved to Jefferson School, leaving the
Centro de Information the only occupied room on the site. After sunset for several months, there
was no outside lighting, leaving entry and exit at the Centro in complete darkness, and leading to
illegal activity and vandalism around the abandoned buildings. Consequently, some residents
have become reluctant to use the Centro, particularly after dark.
Lack of Adequate Space
The Centro, located in a 900 square foot classroom, contains collections of library materials for
adults, school-age children, and preschoolers. Additional space in the room is allocated for a
circulation desk, small study tables for adults and teens, computer catalog, 4 homework
computers, small staff work space, small children’s tables, newspaper and magazine area,
community information displays, cassette displays, and storage for files and supplies. Staff must
move or remove furniture entirely to make room for children’s storytimes and special programs.
Adults, teens, and children must occupy the same space and use the same computers. Some
patrons have become discouraged finding the tables and computers so crowded. Patrons must try
to study or read while storytimes and special programs are taking place in the same room; often,
they become discouraged and decide to leave. Further, even with funds to purchase new books,
there is no room for additional shelving. Children’s materials circulate constantly and wear out
quickly, but lack of space forces choosing between replacing popular titles or buying new ones.
Children who are avid readers have become discouraged when they have already read most of
the books they find on the Centro’s shelves.
Staff are doing more outreach to Jefferson School and direct to residents at their homes and in
the local markets to try to get the word out that the Centro is still in operation even though the old Pine School has closed and that the City is working on upgrading the lighting and security
for the facility. It is hoped that as this message gets around, more of the residents, both children
and adults, will start coming back to the Centro in larger numbers.
Centro: Patron Visits 1997-2000 06/08/2001
Centro de Information
PROGRAMMING : July 2000 - May 2001
JULY 2000
Children’s Programming
Story Time 6 events
Attendance (total) 81
Staff read stories to children of all ages.
Summer Reading Program 3 special events (Funded by the Friends of the Library)
Attendance (total) 76
During the month of July three special programs were presented at the Centro as part of
the library’s Summer Reading Club. The programs were: Art Smart with Nona Perrrin,
“Lights, Mime, Action” with Pantomime Theater of San Diego, and Poetry with Karen
Kenyon.
Adult Programming
Class: “How to use library
resources” 1 event
Attendance 8
A group of moms learned how to use the online catalogue, how to look for information in
the computer, how to help their kids with their reading assignments.
AUGUST 2000
Children’s Programming
Story Time 1 event
Attendance 20
Summer Reading Program 1 event (Funded by the Friends of the Library)
Attendance 36
A special program was presented at the Centro called “Dick Dale the Magician,” as part
of the Summer Reading Program.
Adult Programming
Head Start Program Parent
Orientation 1 event
Attendance 88
On August 3 lSt, at the Helen Allman Youth Center in Carlsbad, Centro Supervisor Lizeth
Simonson, at the invitation of the new Director of the Head Start Program in Carlsbad,
Pamela Jackson, gave a presentation to a group of parents with new children enrolled in
the 2000/01 school year Head Start Program. Lizeth welcomed the parents and explained
how the library plays an important role in the life of the Head Start children throughout
the year in the program. She also explained how parents can be partners with the library
06/08/2001
Centro de Information
Programming 2000-200 1 we 2
in our effort to encourage children to develop a love for reading. This event established,
for its fourth year, the Partnership in Reading. Parents make a commitment to
accompany their children to Cole Library or the Centro de Information to check out
books. Parents also agree to become regular library users themselves and to apply for a
library card to assure accessibility to all library resources. The Head Start children will
also apply for library cards and be able to check out books during their visits to the
library for storyhour.
SEPTEMBER 2000
Children’s Programming
Bilingual Storycraft 1 event
Attendance 144
Story time in English and Spanish for children ages 3-5 years old, followed by a craft or
project related to the story.
Puros Cuentos y Pan Dulce 1 event
Attendance 13
A reading time in Spanish with a piece of sweet Mexican bread at the end of the story.
Prime Time Club 2 events
Attendance (total) 27
A reading club in English for lst, 2nd, and 3rd graders.
Adult Programming
Adult Educational
Presentation 1 event
Attendance 24
At the Senior Center Auditorium, the Centro held a program about Basic Home First Aid.
Ramona Costa, Health Educator from North County Health Services, gave information to
the audience on how to prevent injuries at home and how to be prepared to handle
emergencies at home. During the presentation handouts were distributed to the audience.
Parents Meeting 1 event
Attendance 30
Lizeth attended a parent meeting at the Head Start Program to promote ongoing reading
programs at the Carlsbad libraries. The September and October children’s calendar, in
English and Spanish, was distributed to the parents.
OCTOBER 2000
Children’s Programming (see descriptions under “September 2000”)
Bilingual Storycraft 11 events
Attendance (total) 247
Centro de Information
Programming 2000-2001 page 3
Puros Cuentos y Pan Dulce 4 events
Attendance 20
Prime Time Club
Attendance
4 events
25
Adult Programming
Adult Educational
Presentation 1 event
Attendance 25
At the Senior Center Auditorium a presentation was held. Dr. Frank Gomez, a child
psychologist, gave a presentation about Positive Parenting.
NOVEMBER 2000
Children’s Programming
Bilingual Storycraft 7 events
Attendance (total) 129
Puros Cuentos y Pan Dulce 3 events
Attendance (total) 21
Prime Time Club
Attendance (total)
2 events
20
DECEMBER 2000
Children’s Programming
Bilingual Storycraft 9 events
Attendance (total) 143
Christmas Tree Lighting 1 event
Attendance (total) 150
A community event presented by the Carlsbad Evening Rotary Club and the City of
Carlsbad Community Services Department. During the event, Lizeth read a Christmas
story several time in both English and Spanish to groups of children. Each reading was
followed by a craft activity related to the story.
Christmas Puppet Show 1 event
Attendance 31
Pre-school children enjoyed a Christmas puppet show at the Centro.
Santa’s Visit to the Centro 1 event
Attendance 80
Santa visited the Centro and children came to have their pictures taken with him.
Centro de Information page 4 Programming 2000-200 1
Adult Programming
Adult Educational
Presentation 1 event
Attendance 24
Cynthia Valles, a Housing Counselor/Paralegal from Heartland Human Relations & Fair
Housing Association in Escondido, conducted a presentation about Rights and
Responsibilities of Tenants and Landlords. Ms. Valles provided general information on
the most commonly asked landlord/tenant questions. During the presentation, handouts
and information materials were distributed to the audience.
JANUARY 2001
Children’s Programming
Bilingual Storycraft 12 events
Attendance (total) 176
Puros Cuentos y Pan Dulce 4 events
Attendance (total) 28
Club Prime Time
Attendance (total)
4 events
20
Ocean Craft 1 event
Attendance 47
Children of all ages enjoyed making Ocean Craft in celebration of the annual migration
of whales down the coast of California.
Adult Programming
Adult Educational
Presentation 1 event
Attendance 23
Ms. Linda Medal, a Health Educator from Vista Community Clinic, conducted a
presentation on Patients’ Rights.
FEBRUARY 2001
Children’s Programming
Bilingual Storycraft
Attendance (total)
Puros Cuentos y Pan Dulce
Attendance (total)
Prime Time Club
Attendance (total)
11 events
175
2 events
20
3 events
21
Centre de Information
Programming 2000-200 1
Valentine’s Day 1 event
Attendance 34
Children enjoyed making crafts in celebration of Valentine’s Day.
Adult Programming
Adult Educational
Presentation 1 event
Attendance 13
Centro and the Carlsbad Police Department set up a presentation about crime prevention,
gang awareness, and domestic violence.
MARCH 2001
Children’s Programming
Bilingual Storycraft 12 events
Attendance (total) 195
Puros Cuentos y Pan Dulce 4 events
Attendance (total) 30
Prime Time Club 4 events
Attendance (total) 28
Saint Patrick’s Day 1 event
Attendance 44
Children of all ages enjoyed making crafts in celebration of Saint Patrick’s Day
Adult Programming
Adult Educational
Presentation 1 event
Attendance 39
A panel of representatives from several employment agencies gave a presentation on job
opportunities and training.
Bilingual Parents Meeting 1 event
Attendance 10
Lizeth was invited to the Bilingual Parents meeting at Magnolia School to give a
presentation about library services available at all Carlsbad libraries. Parents also had the
opportunity to apply for library cards.
Centre de Information
Programming 2000-2001 page 6
Bilingual Parent
Conference 1 event
Attendance 31
Lizeth conducted a workshop for parents at Jefferson Elementary School as part of a
parent conference. The topics for the workshop were “Reading with your children” and
“How to use the resources at the public libraries.”
APRIL 2001
Children’s Programming
Bilingual Storycraft 12 events
Attendance (total) 186
Puros Cuentos y Pan Dulce 2 events
Attendance (total) 16
Prime Time Club 1 event
Attendance 10
Adult Programming
Adult Educational
Presentation 1 event
Attendance 38
The topic for this presentation was “Immigration Laws.” The presenter spoke to the
audience about recent changes in the immigration laws, the process that it takes to
become a citizen of the United States, and the requirements for a work permit.
MAY 2001
Children’s Programming
Bilingual Storycraft 9 events
Attendance (total) 148
Puros Cuentos y Pan Dulce 3 events
Attendance (total) 24
Prime Time Club
Attendance (total)
3 events
24
Adult Programming
School Presentation 1 event
Attendance 20
Lizeth was invited to attend the ELAC (English Learner Advisory Committee) meeting at
Magnolia Elementary School. Lizeth spoke to the audience about reading and writing
Centre de Information
Programming 2000-2001 page 7
with our children and how the libraries play an important role in the process of learning
English.
School Presentation 1 event
Attendance 25
Lizeth was invited to attend the BAC (Bilingual Advisory Committee) meeting at Hope
Elementary School. Lizeth spoke to a group of parents about reading and writing with
our children and the resources that Carlsbad libraries have to offer to their families.
. CARLSBAD SWIM COMPLEX
RESIDENT %
SEASON PASS SALES 80
ADULT DAILY ADMISSION 77
SWIM LESSONS 98
MASTERS SWIM PROGRAM 66
AQUA X PROGRAM 82
AVERAGE RESIDENCY PERCENTAGE
SEASON PASS ADULT DAILY SWlM LESSONS MASTERS SWM AQUA X
SALES ADMISSION PROGRAM PROGRAM
6/8/018:41 AM
EXBIBIT E
EXHIBIT P
April 18,200l
TO: ASSISTANT CITY MANAGER
VIA: RECREATION DIRECTOR
FROM: RECREATION SUPERVISOR II, CCC
FY 01-02 CAPITAL EQUIPMENT REQUEST FOR BAKSETBALL
BACKBOARDS AND GOALS AT CALAVERA HILLS COMMUNITY CENTER
Staff has been requested to clarify the need for replacement and better define the benefits
& outcomes of replacing of the FY 0 l-02 Capital Equipment Request to replace four
side-court backboards and goals (rims) at Calavera Hills Center.
This replacement is requested due to 12 years of extensive wear on the backboards &
rims and the inconsistency of the units to raise and lower as needed to provide a wide
variety of recreation programs in the gymnasium. Huge delays in participation occur due
to the units sticking when they are raised and lowered. The goals (rims) are bent and
worn and the backboards are warped, diminishing the high level of play our users expect.
The goals have been put on a maintenance contract but improvements have been
minimal. In addition, the controls for these units are behind the bleacher seating and
cause many problems with staff having to squeeze their hands between the wall and
bleacher to raise and lower the backboards while balancing on the top of the bleachers.
Some staff member’s hands are too large to fit the bleachers. Efforts to relocate the
controls have been unsuccessful.
The use of the gymnasium side-courts (half-courts) is extensive. The listing below shows
the activities and the approximate number of users that will directly benefit from the side-
court backboards and goal replacement on an annual basis.
Adult Open Play 3120
Youth Open Play 2200
Youth Sports Leagues and Camps
Kidz Camps
7200
Mini-Sky Hawks
Basketball Camps
Adult Basketball Leagues & Tournaments 1400
Preschool Programs 2600
Total Annual Participation 16,520
Capital Equipment-Calavera Hills Center Continued.
There are several distinct benefits to the replacement of this equipment.
l Participation will increase by 60% during Youth Open Play and Preschool
Activities due to the ability to raise and lower the goals individually to different levels to
accommodate all age groups from 18 months to 9 years of age.
l Customer Service levels will be improved due to the upgraded features of this
equipment. Continual delays will be eliminated by 100 %. Staff efficiency will increase
by approximately 20%
l Upgraded glass backboards will provide a higher level of play for youth and adult
leagues tournaments and open play basketball sessions. This upgrade will give our side-
court users the same level of play as our full-court backboards.
l Conveniently located controls will eliminate the opportunity for hand injuries.
Staff has been asked why this equipment needs to be replaced before Stagecoach. It is
primarily due to a higher use for Adult Open Play and other side-court use programs.
It is staffs opinion that the replacement of this equipment is vital to the quality of
our basketball and youth development.
If you have any further questions, please don’t hesitate to call me at EXT.4682.
GAIL J. WATTS
GJW: gjw
PROOF OF PUBLICATION (2010 & 2011 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident
of the County aforesaid: I am over the age of eighteen years and not a party to or interested in
the above-entitled matter. I am the principal clerk of the printer of
North County Times
formerly known as the Blade-Citizen and The Times-Advocate and which newspapers have
been adjudged newspapers of general circulation by the Superior Court of the County of San Diego, State of California, for the cities of Escondido, Oceanside, Carlsbad, Solana Beach and San Diego County; that the notice of which
the annexed is a printed copy (set in type not
smaller than nonpareil), has been published in each regular and entire issue of said newspaper
and not in any supplement thereof on the
following dates, to-wit:
June 2, 2001
I certify (or declare) under penalty of perjury that
the foregoing is true and correct.
San Marcos Dated at , California
this 4th
June, 2001 day
This space is for the County Clerk’s Filing Stamp
‘I , 1 > / :; ” c ‘/
‘j ‘i! : I ii /
11 ]i\l - 7 UJl .I,: i
:-A
I :
Proof of Publication of
Notice of Public "
2s Heading
NOillCE sic
’ PibLIC HEARltWi ;%iTY Ok CARtSSAD
_ The City of Carlsbad will hold a public hearing on Tuesday,
June i9, 2003 at 6% p.m. in the Council Chambers of City
Hall, ‘1200 Cartsbad Village Drive, Carlsbad, Falifornia, to’.
discus+ the 2001-02 Operating Budget, and the 2001-02. to Buildout Capital Improvement Program Budget., This budget
includes an appropriation of the 2000-01 AB 3229 funds in the amount of $176,634 to be used to fund the,police year round
bicycte patrol progra@. Also included wilt be &ueskjn on the
Carl&ad Municipal Water District Operating and‘ Capital
Improvement Program Budgets as well as discussion on behalf of the Housing and Redevelopment Board regarding the
Redevelopment “Budgets. The City Council will also discuss selected City develoment fees and general fees and the
Appropriatkjn Limitation for fiscal year 2001-02.
~, p Interested parties are invited to attend this meeting and.
present their views and comments to the City Council.
Copies of the budget and proposed fee changes are
available for public inspection at the City Cterk’s office, 1200 Carlsbad, Village Drive, or the two libraries: 1250 Carlsbad
Village Drive, Carlsbad, and Dove Library, 1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to -Lisa Hildabrand of the: Flnance Department, 1635 Faraday Ave.,.
Carlsbad, 602-2430
Legal 70164. Jr%e~2,2001 - ‘- - ,._*.__ . -._
;-
NORTH COUNTY TIMES
Legal Advertising
.
FY 2001-02
Budget Adoption
June 19,2001
Council Chambers
Staff Presentation
Overview
Person
Lisa Hildabrand
Operating Budget Overview Cheryl Gerhardt
Capital Budget Overview Helga Stover
Issue Statements & Other Budget Requests Cheryl Gerhardt 8
Pal Shuttle Free Summer Shuttle nu
City Attorney’s Office Staffing <,P
Carlsbad Blvd./Lanakai
Lavante Community Center Renovation
Public Facility Fees
Public Hearing
Council Comments
Vote on Issue Statements
Adopt Budgets for ffical year 2001-02
Adopt Gam limits
Adopt Changes to Master Fee schedule
Funding for Summer 2001 Free PAL Shuttle Service
Background
Palomar Transportation Inc., a for profit corporation, has received Community
Activity Grant funding the past two years. The purpose of these grants was to
encourage the use of public transportation in our City. In 1999-00 the City
prepurchased $5,000 worth of PAL Shuttle tickets that were used by City Staff
and for Recreation Programs. In 2000-01, the PAL Shuttle received a $5,000
Community Activity Grant to provide transportation to recreation programs. This
grant reimburses them up to $5,000 for providing the transportation at a cost of
$6 per trip per child. Although the action does support the development of public
transportation, staff has found that this service is more expensive than the City
may have been able to contract for otherwise.
Request
Palomar Transportation, Inc., in conjunction with several of Carlsbad’s Hotels
and Resorts, has developed a free route through the City of Carlsbad. Every
weekend from June 1, 2001 to August 30,2001 they will run a prescheduled
route from 9am to 6pm. This route will travel between the Oceanside train
station, stopping at hotels in various parts of the City (including the Village), the
Poinsettia Train station, Legoland and the Carlsbad Company Stores. Palomar
Transportation estimates the cost of the route for these three months at $23,000.
That is an hourly rate of $98.
The participating resorts and hotels have paid a nominal fee to allow their guests
to participate in this free service ranging from $1 00 to $400 per month depending
on the size of the hotel.
of $1,200 from three hotels and resorts to help fund this route. They also collect
from passengers not staying at the participating hotels that wish to ride the
shuttle at a cost of $8 per adult, and $6 per child, per trip.
To date, Palomar Transportation has collected a total
Palomar Transportation is asking that the City of Carlsbad assist with 1/3 of their
estimated cost of the weekend summer shuttle, up to $7,680. At this rate, the
City is paying $33 per hour for the service. If you include the funds already
collected from the hotels, the cost is $38 per hour. If the City were to approve
this funding, Palomar Transportation agrees to provide this service free of charge
to everyone at all of the Carlsbad locations on this route.
Council Options
1) Fund this request in one of the following manners:
a) Use the Council’s contingency account in the General fund. Council has
$4 million available in next year’s contingency account.
b) Fund this request ahead of schedule using the Community Activity Grant
funds. This would reduce the amount available for 2001-02 grants from
$65,000 to $58,000.
2) Refer this request to the Community Activity Grant program to be considered
along with the other 2001-02 grant applications. The applications are due by
October 1,2001 and recommendations will be made to Council in December
2001.
3) Put this service out to bid. If Council wishes to provide a free shuttle service
for the summer months, they could use standard City purchasing procedures
to acquire the services. In this manner, all other providers are given a chance
to bid on the service and the City is assured that a reasonable price is paid for
the services provided.
4) Do not fund this request. This is not a service the City currently provides.
I Funding for City Attorney’s Office Staffing Needs
Background
With the implementation of the Document Management System, and the
increase in staff in the City Attorney’s Office, the City Attorney has determined a
need for a full-time Office Specialist I I position. This position’s responsibilities
would include:
0 The City Attorney’s office records management, scanning and
indexing.
All general filing including litigation correspondence, law library
updates, code enforcement, and claims against the City.
0 Collection and Disbursement of daily incoming and outgoing mail.
0 Answering and directing all phone calls and assist office visitors.
0 Ordering all supplies on an as-needed basis and standing order basis.
Tracking files for destruction and/or storage.
0 Completion of all large copy projects.
Request
The City Attorney’s Office is recommending that authorization for one full-time
Office Specialist II position be included in their budget and that the part time clerk
position be deleted. The difference in cost between the part time clerk and the
full time position is approximately $29,000. All the necessary office furniture and
equipment exists. The City Attorney can absorb this increase in cost in their
proposed 2001-02 budget.
Carlsbad Blvd ./Lanakai Lane Bus Turnout
Proiect Description: The project will construct a permanent, ADA compliant bus turnout at
the entrance to the Lanakai Mobile Home Park. The proposed bus turnout project includes
curb, gutter, sidewalk, retaining wall, a storm drain extension, and bus loading/unloading
pavement on the east side of Carlsbad Boulevard.
Proiect Cost: $80,000
Requested by: Private citizen
Issues:
Boulevard) was required to relocate Carlsbad Boulevard easterly and construct a new
entrance intersection to the Lanakai Mobile Home Park. At the direction of NCTD, a new
bus turnout and sign were installed near the southern boundary of the mobile home park in
conjunction with the Carlsbad Blvd realignment project. The existing bus stop sign at the
entrance to the mobile home park was relocated approximately 200 feet northerly as a
temporary bus stop location. A resident of the mobile home park has requested that the
temporary bus stop be replaced with a permanent bus turnout facility at the entrance to the
mobile home park. NCTD has agreed to provide bus service to the temporary sign location,
and would prefer a turnout facility to provide safer conditions for vehicles traveling on
Carlsbad Blvd. while the bus is stopped. See the exhibit attached showing existing and
proposed bus stop locations.
The Poinsettia Properties development (at Poinsettia Lane and Carlsbad
Currently, there is no ADA access from Lanakai to the temporary bus stop or the recently
completed bus turnout adjacent to Poinsettia Properties. City crews have constructed an
interim, asphalt access ramp to the temporary bus stop (north of the mobile home park
entrance); however, this access will not fully comply with ADA design standards. ADA
compliance can be achieved by:
Providing a concrete sidewalk along the west side of Ponto Drive from the Lanakai Lane
entrance southerly to the recently constructed bus turnout; or
Construction of the proposed CIP project.
Each provision would be an interim solution until Carlsbad Blvd is realigned in the future
along the boundary of the mobile home park.
Options:
Build project as described (estimated cost - $80,000).
Construct sidewalk along frontage road leading to a newly installed ADA compliant
bus stop at south end of Mobile Home Park (estimated cost - $40,000).
Do not construct the bus turnout. Provide an ADA ramp to the relocated bus stop in
front of the mobile home park entrance. The proposed project does not include a bus
turnout, therefore, requiring the busses to stop in the travel and bike lanes (estimated
Refer the project request to NCTD to construct an ADA bus stop at this location
within City right-of-way.
cost - $1 5,000).
r- Levante Community Center Renovation I
Proiect Description: The Levante Community Center is a wood structure
approximately 1,540 square fee located on CUSD property. Renovations are
needed to comply with building codes, repair deferred maintenance and other
improvements. Renovations include ADA compliant restrooms, ADA compliant
stairs, landings and ramps at front entry, replace shake roofing, remove and replace
damagedhotting trim, remove and replace rear deck and stairs, replace exterior
doors, etc.
Project Cost: $97,500
Requested by: Recreation Department
Issues: Currently, community groups use this location for general meetings.
Unfortunately, the building is rundown and in need of extensive maintenance and
upgrades. The building was originally intended for temporary use until permanent
facilities were constructed at Stagecoach Park. The Stagecoach Park improvements
are completed, however, the Recreation Department indicates that the existing
facilities do not provide adequate capacity for all the groups and organizations
currently using Levante Community Center.
The Levante Center is not used for Parks and Recreation programs. It serves as a
community meeting room for various private and non-profit programs and functions.
Building maintenance staff is recommending demolition.
Options:
I) Renovate the existing building and continue to maintain and operate ($97,000).
2) Turn over the existing building to a community group.
3) Demolish the building and request that the community groups use other facilities
($30,000)
ISSUE STATEMENT
1 PUBLIC FACILITIES FEES
Scheduling the City’s capital projects requires balancing three major resources:
construction funds, staff time/abilities and operating funds. All three of these must be
available in order to successfully complete a project. This year there were more funding
requests for projects than resources available. For this reason, some projects have been
slated for construction in later years. The schedule proposed by the 2001-02 Capital
Improvement Program (CIP) for the major park projects is shown graphically in the
attached Exhibit A.
I 1. Needed now for arowth manaaement I I The proposed development
schedule reflects the needs
for facilities as required under
the Growth Management Plan
and as prioritized during the
CIP review process using the
I 2. Needed soon for arowth manaaement comdiance.
3. Needed now for other standards
4. Needed soon for other standards.
5. Basic infrastructure.
6. Other timina or fundina omortunitv.
criteria above. Even after applying the criteria, there is still a shortfall of the resources
needed for the highest priority projects as shown in the current CIP. The shortfall in
resources is discussed below.
Construction Funding
Staff expects that there will be sufficient funds for the projects as shown in the CIP with
the exception of projects funded by Public Facilities Fees (PFF). Based on revenue
projections, it is possible that PFF will be short of funds in FY 2003104 by approximately
$900,000 if all PFF funded projects are built according to the proposed schedule. The
PFF projects are shown in blue on Exhibit A.
Some general information on financing methods for capital projects is shown in Exhibit 6.
The projected shortfall in PFF revenues could be overcome in a number of ways using
one or a combination of the financing methods. Based on our review of these methods,
Council may want to consider one of the following options:
1.
2.
Refinance Faraday building - A resolution to allow the City to do this was approved
when the building was purchased. If Council chooses to pursue this option, tax law
requires the refinancing to be completed no later than May 2002. Repayment of the
loan would come from Public Facilities Fees (PFF) over a period of between 10 and 20
years. The loan would be secured by the building so, if sufficient PFF fees were not
available, the City would need to either sell the building or pay the loan payments from
the General fund.
General fund balance - Costs could be paid using the general fund balance. The
payment could be structured as either a loan or as a direct payment. If it was a loan,
3.
the balance could be repaid from future PFF funds. If it were a direct payment, future
PFF receipts would be able to be used on other projects as needed. A vote of the
citizens would most likely be required due to the expenditure limitation (Proposition H).
The vote could include the ability to spend the General fund money on a number of
recreational facilities including parks, trails and open space.
0 Election Timetable - The next regularly scheduled County election is the
primary in March 2002. The deadline for submittal of the materials is December
7, 2001 and the cost is estimated at $15,000. The next regular municipal
election will occur in November 2002. The deadline for submitting the materials
for this election would be the August 1, 2002.
Phase development of the community facility at Zone I9 or all or part of the Pine
School park - The community facility in the Zone 19 park and the Pine School park
are not required to meet the growth management park standards. Thus, they could be
scheduled in a later timeframe. Staff recommendation is for the community facility at
Zone 19 Park to be built concurrent with the development of the rest of the park for the
reasons delineated in Exhibit C. However, it could be phased in over time similar to
the Poinsettia community center. Alternatively, the Pine School Park or just the
community facility could be scheduled in later years. Any of these alternatives would
resolve the shortfall in the PFF funds.
Staff Resources and Operating Funds
The other resources that need to be considered are staff timekkills and operating funds;
that is, the financial impact of the facilities on the City’s operating budget. As currently
scheduled, there are two major parks (Leo Carrillo and Zone 19) and the Public Works
Center that could possibly open in fiscal year 2003 or 2004. Those facility openings are
followed a year or two later by Alga Norte and the Pine School park site. The schedule
anticipates five major facilities in five years. Each of these projects will add about
$500,000 annually to the General fund’s operating budget (after netting out revenues),
which may include approximately 25-30 new FTE (full and part-time positions in full time
equivalents).
Current projections show that the General fund will be able to absorb the costs; although,
a recession or a reduction in revenues as a result of the State’s current energy problems
could change the projections quickly. There is a significant risk the City is assuming by
concurrently constructing major facilities. The risk is that the revenues in the General fund
will not continue to grow sufficiently to absorb the increasing costs. When projects are
done one at a time or are phased in over time, there is more flexibility to adjust schedules
to fit the revenue patterns.
The operating budget impacts will be discussed in more detail at the operating budget
workshop on June 12,2001.
a
Y
w
W I 0 v)
W 5 a 0 1 W > w
Y E a a
>
0 m
> ?= C
c ._ - .-
\c
E' E
0 0
I
a, ?= 0
0 0 f 0 m a, K a
-
.-
c 0
v)
3 0
._ c ._
2
a, Y m
m E
a
C CI -0 m 3 U
W Z
c
/-. I
+ a, c a,
>
c
0
e .-
E' E
0 0 -
c\1 a, v) m c a
m a m
a, v) t
0 a
E
.- c c
.-
>
0 m LL Q > 0
a, Y > K a, I3 z E m 0 a 0
c c ._ - ._ c E
-
a a -I -
e K E" n 0
a, > a,
-
a z m a
a, r 0 Z
m a 3
- 0 0 a
m
a, r 0 Z m 0
z
a
3
Exhibit B
Financing Options for Capital Projects
There are a number of ways in which a municipality can finance construction costs for
capital projects. Some of the more common methods are discussed below.
GO bonds-
. Can fund acquisition and construction costs only
n Increases the taxes levied on the property owners
n Levy is ad walorem (i.e. based on the value of the property)
n Requires a 2/3 vote of the citizens
Mello-Roos District-
. Can finance services as well as acquisition and construction costs
. Places an additional tax on all properties within the District
. Can set tax rate based on an equitable method (not necessarily land value or direct
benefit)
n Can be used as a pay-as-you-go district or issue debt
. Requires a 2/3 vote
n Current council policy does not allow tax to pass-through to homeowners on
residential properties
1913/l 915 Act Assessment District-
. Can fund acquisition and construction costs only
. Places an assessment on all properties within the District
. Requires a vote subject to majority protest
n Costs would be spread based on “special and direct benefit” to each parcel
n Cannot pay for general benefits of the improvements
1972 Landscaping and Lighting Act District-
= Enables assessments to be imposed in order to finance:
o acquisition of land for parks, recreation and open space
o installation or construction of planting and landscaping, street lighting
facilities, ornamental structures, and park and recreational improvements
o maintenance and servicing of any of the above
m Requires a simple majority (>50%) vote
n Maybe difficult to use on a citywide facilities such as trails or parks due to adoption
of Proposition 218. Alleged abuse of the 1972 Act by cities and school districts
was one of the motivating forces behind Proposition 218. The initiative targeted the
allegedly tenuous link between parks and recreation facilities and the benefit they
provided to properties in the area. Prior to Proposition 218, the successful
argument in favor of the Landscaping and Lighting Act was that parks, open space
and recreation facilities benefited properties by increasing their value. As a result
of the strict definition of special benefit created by Proposition 218 (“General
enhancement of property value does not constitute special benefit.“) that
justification no longer exists and this Act will be much harder to use.
Certificates of Participation-
= Can fund acquisition and construction costs only
n Does not provide a new revenue source; repayment is typically from the General
fund - the debt simply spreads the payment over time rather than having to pay it
all at once
. Does not require a vote
Development Impact Fees-
n Imposed only on development
n Requires a reasonable relationship between the amount of the fee being imposed
and the cost of the facility attributable to the development project on which the fee
is imposed
. Government code section 66000 imposes a number of other requirements on the
use and reporting of these fees
General Fund (as used for capital projects)-
n Can be used for acquisition and construction of capital projects
n Projects must compete with other basic governmental needs such as police and
fire
n In Carlsbad, the Expenditure Limitation (Proposition H) restricts the use of General
fund money on many capital projects to those less than $1 million unless approved
by the voters. Proposition H states, “The city shall make no real property
acquisition antior no improvement to rea/ property the cost of which exceeds one
million dollars in city funds, unless the proposed acquisition ano%or improvement
project and the cost in city funds is first placed upon the ballot and approved by a
majority of the voters voting thereon at an election. A project may not be separated
into parts or phases so as to avoid the effects of this chapter. n
Exhibit C
PARK PHASING DIFFICULTIES
The idea of phasing different portions of park projects came into use during the
economic downturns of the 80’s and 90’s. This concept allowed the city to construct
segments of parks to partially meet recreational needs while insuring the integrity of
Growth Management and other standards.
Over the years, the idea of phasing parks has been integrated into the CIP as the rule
rather than the exception.
Over the last 5 years, staff has found that that construction phasing is inherently
problematic. Some issues that have arisen are:
A. Phasing (e.g. Poinsettia Park) has caused major problems in construction
contract administration. Claims arise when “as-built” plans for features
installed in previous phases don’t match what is actually on the ground. The
“phase II” contractor incurs additional expenses (passed on to the City) for the
efforts involved in matching up with previous work.
B. Construction of amenities (especially a major building) in a park that is
already open to the public is problematic, causing inconvenience to the public
and a potential liability situation.
C. Costs are greater because 1) increases related to inflation for phases that are
put of into the future, 2) by constructing smaller phased projects (i.e. loss of
economy of scale), 3) potential claims as outlined in “A” above, and 4)
additional staff / consultant time involved in managing two separate contracts.
Because of these issues, staff recommends that the idea of “automatic” phasing of park
projects be reevaluated and that the merit of phasing be evaluated a case-by-case
basis and utilized only when a clear and compelling reason exists (e.g. insufficient funds
to develop or to maintain the entire park or facility, etc.). Examples of upcoming CIP
projects for which staff is recommending elimination of phasing include Zone 19 Park
and Pine School.