HomeMy WebLinkAbout2002-06-04; City Council; 16777; 2002-03 Operating Budget Workshopm.-., CARLSBAD -AGENDA BILL LII T ur
AB# 16.777
2002-03 OPERATING BUDGET MTG. 06/04/02
DEPT Hd. -?
WORKSHOP DEPT. FIN
CITYATTY. @
CITY MGR. a
RECOMMENDED ACTIONS:
Accept report. Set public hearing for June 18, 2002.
ITEM EXPLANATION:
The proposed operating budget for 2002-03 totals $139.8 million, a decrease of $4.3 million
from the current 2001-02 budget. Operating revenues are estimated at $141.6 million, which
is a $1.9 million increase over the current year projections.
Despite the fact that the US economy has been in a recession since early 2001, the City of
Carlsbad has made it through the year relatively unscathed. Revenue growth has slowed in
the past year; however, the City’s General fund revenues are still expected to grow by 5.8%
for the 2001-02 fiscal year and 5% for the 2002-03 fiscal year. Most of the increases are in
the tax revenues with lesser growth in other revenues, and declines in the development
grow to $24.4 million, an 8.4% increase over the past year. Property taxes for fiscal year
related revenues. Property taxes, the City’s largest single revenue source, are projected to
total $23.5 million for 2002-03, an increase of 7.3% over the 2001-02 projections, and assume
2002-03 are based on property values as of January 1, 2002. Sales taxes are expected to
the opening of a new retail center in the southern part of the City. These two revenues make
up over 50% of the General fund revenues.
The growth in the General fund revenues, as well as other fund revenues, enable the City to
continue to improve its services in fiscal year 2002-03 and ensure the maintenance of a high
quality of life for Carlsbad’s residents as the population grows. The 2002-03 budget includes
enhancements to existing services as well as the addition of several new programs, with some
of the more significant changes noted below. . 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
this year to continue Council’s focus on public safety. These positions include a two
current level of safety services. There are seven new positions included in the budget
Patrol Officers, a DUI Officer, a Senior Police Officer to serve on the County’s Identity
Theft Task Force, two Communications Officers, and a Special Events Coordinator.
9 Customer Service - One of Council’s goals is top quality service. In order to provide
excellent customer service, we must have knowledgeable employees with adequate
training and experience. The budget recommends the conversion of 1.75 full-time
equivalent part-time employees in the Library to full-time. In the Recreation department,
a full-time Office Specialist II and a Management Assistant are being recommended.
The Office Specialist is to staff the front counter at the Swim Complex. The new
Management Assistant position will support the overall customer service of the
department.
9 New Facilities -The City has a large number of major capital projects scheduled to be
built over the next five years. As the City completes some of these projects, the costs of
year, Carrillo Ranch Park will be completed and open to the public. In addition, the City
maintaining and operating these facilities are added to the Operating budget. This next
I
Page 2 of Agenda Bill # 16,777
recently purchased a future City Hall site. The costs to maintain and operate these new
facilities have been included in the 2002-03 budget.
9 Improved Maintenance of Existing Facilities - In order to provide better maintenance
of our existing facilities, next year’s budget includes additional resources for Poinsettia
Park and Hosp Grove Park. This includes a new Park Maintenance Worker position.
9 Technology - Through the use of technology, the City is finding easier ways for its
citizens to access and to transact business with City government. Technological
advancements are also used to help hold down overall expenses by reducing processing
costs and improving productivity. This year’s budget includes $165,000 to improve the
use of the Document Management System including electronic public access to various
City documents such as agenda bills and City Council minutes. The budget also
includes $105,000 for a new Citywide cashiering system. This would replace the current
outdated system with a state of the art system, which will improve the internal controls
over cash handling, improve accuracy and reporting abilities, and make paying bills to
the City simpler and faster for its customers.
Other Budget Requests - The operating budget also includes a $3.5 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 $2.5 million,
which is 2.5% of budget requests. This account is available to the City Council to
address unanticipated emergencies or unforeseen program needs.
In total, 13.75 full-time and three-quarter-time employees are proposed in the 2002-03 budget.
The General fund portion of the budget contains $82.4 million in recommended expenditures.
This is $2 million, or 2.4%, less than the current 2001-02 budget. General fund estimated
revenues for 2002-03 total $86 million, which is an increase of $800,000 from the current
2001-02 projected receipts.
Most of the Enterprise fund revenues, which include the water, recycled water and sanitation
services, and solid waste management, are projected to increase in 2002-03 with a net
increase of $494,000. The Enterprise funds have a total proposed budget of $30.3 million,
which is $215,000 higher than the current 2001-02 budget, with no increase in water or
sanitation rates being proposed. The increases are mainly due to inflation and a larger
customer base.
Revenues from Special Revenue funds are expected to total $10.6 million, essentially equal to
the previous year. The expenditures are budgeted at $10.5 million, a decrease in anticipated
spending of approximately $2.2 million due to one-time costs in the previous budget. The
types of setvices supported within Special Revenue funds include grants (Section 8 Housing
Assistance, Community Development Block Grants), donations, special fees, and
assessments (Housing Trust fund, Maintenance Assessment districts).
The combined Redevelopment Agency budget proposal totals $1.7 million. This is 19.5%
lower than the current 2001-02 budget. This decrease is mainly due to $400,000 budgeted
for the new South Carlsbad Redevelopment Area master plan in 2001-02.
More information about all of the City’s projected revenues and operating budget
recommendations can be found in the attached exhibits.
3
Page 3 of Agenda Bill # 16,777
Fees and Charaes for Services
One of the City Council’s goals is to annually evaluate fees and charges for services. Staff
has reviewed all fee schedules and is recommending changes as shown on Exhibit 6, and
further discussed below.
Recreation Facility Fee - Most of the current recreation facility fees have been in effect
since 1993. A survey of other programs suggests that our fees are below the market
average. Staff is suggesting an increase in these fees. Detail of the fee increases is
shown on Exhibit 6.
General Fees - Two police fees, the fingerprinting fee and the verification letter fee, are
recommended for slight increases. In addition, the City Clerk is adding a new fee for CD
copies. These fees are shown on Exhibit 6.
The work session on June 4, 2002, is an opportunity for the Council to review the 2002-03 Operating Budget. City staff will be making presentations and will also be available to answer
questions. in addition, a Citizens’ Budget Workshop wili be held Thursday, June 13‘h from
the public with an opportunity to discuss the Operating Budget and the Capital improvement
500 p.m. - 7:OO p.m., at the Faraday Center, 1635 Faraday Avenue, Room 1738, to provide
Program with staff.
Staff is requesting Council to set the public hearing for the meeting of June 18, 2002. At that
time, Council may receive input from interested citizens and groups wishing to comment on
the proposed budget.
EXHIBITS:
2. Operating Funds, Projected Fund Balances for FY 2001-02 and 2002-03.
1. 2002-03 Preliminary Budget (Overview).
4. Operating Funds, Budget Expenditure Schedule FY 1999-00 through FY 2002-03.
3. Operating Funds, Revenue Estimates for 2001-02 and 2002-03.
5. Personnel Allocations for 2001-02 and 2002-03.
6. Recommended Changes to the City Master Fee Schedule -June 2002.
and Master Fee Schedules are on file with the City Clerk.
Preliminary Operating Budget and Capital Improvement Program for the fiscal year 2002-03
3
EXHIBIT 1
2002-03 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
Police Department Development Services
Fire Department, including paramedic Street construction and maintenance
Water delivery system Library and Arts programs
Sewer system Recreation programming for all ages
Solid waste services Park lands
Housing programs 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
Citv of Carlsbad 2002-2003 Strategic Goals
daily basis.
Top Quality Services - Become a City that provides exceptional services on a
which includes public transportation, and which moves goods, services and people
Transportation -Provide and maintain a multi-modal transportation system,
through Carlsbad in a safe and efficient manner that is coordinated with community development.
Balanced Community Development - Be a community that promotes
community spirit, quality neighborhoods, establishes compatible residential and commercial uses, including entertainment venues, and manages growth by providing
an appropriate balance of facilities and services.
Parkdopen spaee/Trails - Acquire, develop and maintain a broad range of
needs and are consistent with the General Plan and Growth Management Standards.
fiscally responsible recreation and open space facilities that actively address citizen
Water - Ensure reliable, high quality, diversified potable and recycled water
system leading to a drought-resistant community, in the most cost effective manner.
Environmental Management - Be an environmentally sensitive community
by focusing on: Clean storm water, sewage collection and treatment, solid waste
and efficient use of energy including alternative energy.
Finance - Implement proactive strategies that provide and manage the necessary
resources to ensure a high quality of life.
leading to a more responsive government and a higher level of confidence in
Communication - Ensure that citizens, staff and Council are well informed,
government.
Learning - Promote and support continuous learning opportunities within the community and the City organization.
operational goals based'on Council's direction. These operational goals are the basis for the
development of the operating budget.
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.
EXHIBIT 1
It allocates the resources and sets the priorities for all of the programs offered by the City.
Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work, and
play.
ECONOMIC PROFILE
The state of the economy, both national and local, has been topic of much debate over the past
year especially in light of the tragic events that occurred on September 11, 2001. Even before
the terrorist attacks, there were questions of whether the nation was in a recession, how long it
would last, how deep it would be, and how it would affect our local economy here in Southern
California. The terrorist attacks in September and the resulting war against terrorism made the
situation even more tenuous. Now, with some time behind us, we can look back and talk with
more confidence about what has happened and what is likely for the future.
It appears that the US economy went into recession in early 2001 due to a drop in business
investment, a steep decline in exports, and a dramatic cutback in production and employment
by manufacturers in order to keep inventories down. The terrorist attacks on September 11”
further aggravated these factors causing a steep drop off in both business and pleasure travel.
declines in stock market-related wealth and income, soaring energy prices, fading exports, and
California followed the nation into the recession and was hit hard by the high-tech slowdown,
uncertainties early in the year associated with threats of rolling blackouts. Hardest hit in
California was the Bay Area. The San Francisco and San Jose regions suffered significant job
Angeles, saw modest job growth. The State Department of Finance forecasts that the State’s
losses during this time period, while most of Southern California, with the exception of Los
economic recovery will pick up as the year unfolds but job growth will likely be modest for the
next few months. Personal income is projected to grow by 3% during 2002 and 6.2% during
2003. Construction, on a statewide basis, will be constrained especially in the non-residential
sector due to high vacancy rates.
For the San Diego region, the worst of the very mild recession seems to be about over. The
leading indicators for San Diego rose 1.2 percent in February, which is the latest information
published by the University of San Diego School of Business Administration at this time.
According to the report, “February’s increase was the third in a row for the USD Index of
Leading Economic Indicators. The breadth of the advance was not very strong, as only two
components were up significantly as opposed to one that was down. The other three
components were unchanged or nearly so. Nevertheless, economists usually look for three
consecutive changes in a leading index as signal of a turning point in an economy. The move is
2002. The outlook is for continued slowing in the first half of the year, with the unemployment
in line with the previous forecast for a rebound in San Diego’s economy in the second half of
rate hovering in the high 3% to 4% range. That should fall back into the low 3% range by the
end of the year as the local economy strengthens.”
Through excellent planning and foresight, and a little bit of luck, the city of Carlsbad made it
through the year relatively unscathed by the effects of the economic downturn afflicting the
nation and the state. Although revenue growth has slowed and Transient Occupancy Taxes
(TOT or hotel taxes) are depressed as a result of the set backs in the travel industry, the City’s
General fund revenues are still expected to grow by 5.8% for the 2001-02 fiscal year. A
substantial portion of the growth is due to franchise taxes generated from activity at the Encina
power plant. These are discussed fully in the General fund revenues section of this letter.
Without the increase in franchise taxes, the growth would have been 2%, which is less than the
year reflect 5% growth (excluding the changes in franchise taxes). Most of the increase is in the past few years but still respectable in a recessionary year. Projections for the 2002-03 fiscal
5
EXHIBIT 1
tax revenues, with lesser growth in other revenues and declines in the development related
revenues. -
City of Carlsbad
Median SFD Home Prices
1996 1997 1998 1999 2000 2001
Source: RAND California
Carlsbad's real estate market has
continued strong throughout the year
despite the downturn in other parts of
the economy. The number of permits
issued this year dropped in half;
to a lack of supply rather than a lack of
however, most of the decline was due
demand. With supply relatively low,
housing prices have continued to
escalate. Median prices for single-
family homes averaged $425,000 for
calendar year 2001, a 12% increase
from the previous year. Total
assessed values in the City stand at
over $13 billion, double what they
were just 5 years ago. Although this
accelerated pace is expected to level out over the next few years, the City still expects to add
about 4,600 more residential units and an additional 4.5 million square feet of
commercial/industriaI development over the next five years. The City's residential housing stock
is about 80% built out with approximately 10,000 housing units remaining to develop over the
next 20 years.
Commercial and industrial development is also an indicator of job growth in the City. Carlsbad
has been generating about 1,000 new jobs each year for the past 5 years. Some of the major
businesses in town include the Gemological Institute of America, ViaSat. Invitrogen. Callaway,
Taylor Made, Upper Deck, and many others.
Development has brought much needed entertainment and shopping venues to citizens and
visitors a like, as well as generating additional sales taxes to help pay for City services.
, Carlsbad is home to Car Countrv
Avg Sales Per Retall Outlet
San Diego County
CHULA VISTA
CARLSBAD
COROUADO
WSTA
SAN DIEGO CO I
$0 $200 $400 $600 $800 $1,000 $1,200 $1,400
Thousands
Source: CALIFORNIA RETAIL SURVEY
Carlsbad - an auto mall, the
Carlsbad Company Stores - a
specialty outlet center, Plaza
Camino Real - a regional
shopping mall, a Costco center,
and a number of other local retail
stores. The success of these
centers has provided Carlsbad
with the highest sales per outlet
in San Diego County.
Development has also enhanced
Carlsbad's reputation as a
destination resort for tourism.
The City is host to a major family
theme park: Legoland. and has
two luxury resorts available for
its visitors: the Four Seasons
Resort at Aviara and the La
Costa Resort & Spa. There are
EXHIBIT 1
also a number of other quality hotels and motels in the City with the most recent additions being
the Inns of America, which opened in December 2001, and the Extended Stay America, which is
expected to open in summer 2002. With these new openings, available hotel rooms in the City
will total about 3,500. Taxes generated by the hotels dropped off significantly this year, with the
sharp decline in the tourism industry, but are expected to recover over the next year.
to help the state of California through its budgetary woes. The May revision of the Governor’s Despite the evidence of a recovery on the way, it does not look like it will happen soon enough
2002-03 budget reports a projected $23.6 billion deficit through the 2002-03 fiscal year, or 30
percent of the State’s General fund. While it‘s difficult to tell what the ultimate impact will be on
shortfalls, it is likely that local government revenues will also be impacted.
local governments, the last recession has demonstrated that if the State experiences budget
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. The
Governor’s May Revision recommends eliminating the reimbursement for booking fees (about
$200,000 to Carlsbad), a 3.5% shift of Redevelopment Agency tax increment to the State
(similar to the property tax grab in the early 199O’s), and cutbacks in a number of other State
grant programs. While it would be preferable for the State to balance its budget without
impacting local government, if the State can limit the effects to only those indicated in the May
Revision, the impact on Carlsbad will be minimal. The danger is that these will not be enough,
Vehicle License Fees (VLF).
and that further assaults on City revenue sources will occur. The most likely candidate is the
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
the VLF rate by 67%. At this time, the State is backfilling (reimbursing) local governments for
population. In the past years, the State gave a tax cut to the citizens of California by reducing
the loss of this revenue from the State’s General fund. The May Revision suggests rolling back
the tax cut to just 25%, while still backfilling local governments for their share. However, if the
this occurs, the City could lose anywhere from $1.2 million to $3.3 million.
State needs to find another way to fund their deficit, they may choose not to fund the backfill. If
Regardless of what happens at the State level, Carlsbad is positioned well for its 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 citizens 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
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
imperative that we plan for the impacts of serving new development and operating new public
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.
EXHIBIT 1
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
and many facilities for which the City is responsible.
proper maintenance and replacement, when needed, will be performed on the streets, parks,
General Fund -Top 5 Revenues
I” thn,,*mde
Carlsbad’s current economic position is an enviable one. The healthy economy over the past
five years coupled with continued low inflation has kept consumer confidence high, allowing for
increased retail sales and tourism. The recession of the past year has been very mild and
continued to expand and now contributes over $1 million annually to the City’s sales tax
recovery appears to be on the way. The Carlsbad Company Stores, opened in late 1997, has
development of new hotels in the area. The effect of the new development and the demand for
receipts. Legoland contributes to the City’s sales tax base as well as stimulating the
housing in Carlsbad is an increasing tax base. The five major revenue sources for the City:
property taxes, sales taxes, TOT, franchise taxes, and vehicle license fees are expected to provide $66.2 million, or
Source: Retail sales Suwev ~ PX OTOT OVLF UUFranchise Fees
i
77%, of the City‘s General
fund revenues in 2003.
These taxes and fees 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.
For fiscal year 2002-03, the
City’s revenue projections
reflect a return of consumer
confidence with growth in base sales taxes at about 5.6%. Housing values are expected to
level out; although, any changes in values this year will be reflected in next year’s property tax
receipts. Development is predicted at a rate similar to fiscal year 2002; again the constraint is based on the limited supply not on the demand. And finally, tourism is expected to slowly
recover over the year with TOT receipts possibly reaching 2001’s level by the end of 2003.
of this letter.
More information on all of the City’s revenues and programs can be found in the later sections
EXHIBIT 1
2002-03 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for fiscal year 2002-03 totals $139.8 million with revenues for
the year estimated at $141.6 million. General fund revenues are estimated at $86 million and
budgeted expenditures are $82.4 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2001-
02, as well as those estimated for 2002-03.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED $ ESTIMATED
FUND
GENERAL FUND
SPECiAL REVENUE
$ $ 86.0 $ 85.2 0.8
10.7
0.9%
10.6 (0.1)
ENTERPRISE 29.3 29.7 0.4
0.7 12.7 12.0 INTERNAL SERVICE
-0.9%
4.0% 0.1 2.6 2.5 REDEVELOPMENT
1.4%
5.8%
%
2001-02 CHANGE CHANGE 2002-03
TOTAL 1.4% $ 1.9 $ 141.6 $ 139.7
Revenue estimates for the Operating budget indicate that the City will receive a total of $141.6
million, a $1.9 million increase over the current year projections. The majority of the increase is
in the General fund, due to projected growth in the major tax revenues, and the Internal Service
funds. These funds, as well as all other funds for the City, 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.
SIGNIFICANT GENERAL FUND REVENUES
PROJECTED ESTIMATED $ %
(In Millions)
FUND 2001-02
23.5 21.9 SALES TAX
$ $ 24.4 $ 22.5 PROPERTY TAX
CHANGE CHANGE 2002-03
1.9 8.4%
TRANSIENT OCC. TAX
1.6
8.6 9.2 0.6
7.3%
7.0%
FRANCHISE TAXES 7.4 4.1
VEHICLE LICENSE FEES
(3.3) -44.6%
4.6 4.9 0.3 6.5%
DEVELOPMENT REVENUES 4.6 3.7 (0.9) -19.6%
ALL OTHER REVENUE 15.6 16.2 0.6 3.8%
TOTAL .9Yq $ .8 $ 86.0 $ 85.2
9
EXHIBIT 1
This year it is expected that property taxes will grow to $24.4 million, an 8.4% increase over
the past year. Property taxes tend to lag the rest of the economy as the tax for the upcoming
fiscal year is based on assessed values from the previous January. Thus, the taxes to be
received for fiscal year 2002-03 are based on values as of January 1, 2002. Sales taxes react
much quicker to changes in the economy and thus will typically grow faster in a recovery but
also drop off faster as the economy cools.
Property taxes also have a cap
This is due to Proposition 13.
on how fast they can grow.
the State in 1978. The
Proposition 13 was adopted by
proposition limits the growth in
assessed values (and thus
than 2% per year. The value
property taxes) to no more
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
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
rise in 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. During the past year, the State
Board of Equalization modified one of their rules to revert assessment of the power plant back
to the State, thus putting it back into the unitary system. Unless legislative action is taken, the
modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at
this time, which will allow the state to assess the power plant but still distribute the taxes based
on the location of the plant. Unless this bill is passed, the City will lose approximately $250,000
in property taxes next year.
Sales taxes are expected to total $23.5 million for 2002-03, an increase of 7.3% over the 2001-
02 projections. These projections assume a base increase of 5.6% DIUS additional amounts for
. . . . . . .
new retail sites locating to the City. One
of the most significant new sites on the
horizon is a retail center in the southern-
most part of the City. This center may
include approximately 190,000 square
feet of retail space as well as restaurants
and other commercial uses.
As can be seen in the accompanying
chart, the City's sales tax base is heavily
weighted in the transportation section,
which is predominantly new car sales.
EXHIBIT 1
Thirty-seven percent of the sales taxes received come from this source. After the terrorist
attacks in September, it was thought that new car sales may experience a significant decline,
thus, car manufacturers and dealers began offering very lucrative deals to keep car sales up.
The effect has been a strong surge in car sales resulting in continued growth in the City’s sales
tax receipts. The projections assume that this trend will begin to slow down over the first half of
2002 and level out as the deals go away and demand diminishes.
Sales tax estimates also include approximately $665,000 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 $9.2 million for 2002-03,
an increase of 7% over 2001-02 estimates.
TOT is the one revenue source for the City
that was severely affected by the September
terrorism attacks.
The tourism industry was already beginning to
slow due to the downturn in the national and
regional economies; the terrorism attacks
practically shut down the industry for a few
weeks. The recovery from those events has
for fiscal vear (FY) 2002. Fiscal Year 2003’s
been very slow with a decline of 7% projected
Transient Occupancy Taxes
I“ IhmSan&
.. .
99 00 01 OZe 038
Fi.<al *..r
projected$rowih to $9.2 million dl1 just bring
TOT back up to the fiscal year 2001 levels. Carlsbad’s TOT would have been even lower if not
for the opening of a new hotel this year, the Inns of America, and a new hotel projected to open
in FY 2003, an Extended Stay America. The addition of this new facility will bring the total rooms
available in Carlsbad to over 3,500.
The largest increase in the current year (FY 2002) revenues is in Franchise taxes. Franchise
taxes are paid by certain industries that are using the City right-of-way to conduct their
businesses. The City currently has franchise agreements for cable TV service, solid waste
services, and gas and electric services. The cable and solid waste franchises have been
growing along with the growth in population and changes in their rate structures. These
franchise revenues are projected to grow by about 3% in fiscal year 2003. The large increase in
franchise taxes has come from the taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E). SDGE Franchise Taxes
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.
Fiscal Year I The “in-lieu’’ tax captures the
electricity that is transported using public lands but which would not otherwise be included in the
franchise taxes on gas and
EXHIBIT 1
calculations for franchise taxes due to deregulation of the power industry. The majority of the
“in-lieu’’ taxes received are attributable to Cabrillo Power, the operator of the Encina power
plant, based on the gas used in the generation of electricity. During the energy crisis in 2000
than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times. more
higher capacity. The combination of these two factors resulted in an increase in franchise fees
to the City of over 100% in each of those years. Prices have now dropped back to more
“normal” levels, thus the projection for franchise taxes has been reduced back to 2001 levels, a
decline of $3.3 million.
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or
other vehicles are registered. They are calculated on the estimated value of the vehicle and are
distributed to cities and counties mainly based on population. The City’s revenues from this
source grew by about 10% per year from FY 1998 to FY 2001 but are expected to slow to about
a 6.5% increase for FY 2002. The high growth rate was partly due to Carlsbad’s increasing
population and partly to increasing auto sales statewide. Projections for FY 2003 anticipate
well as continued population increases in Carlsbad.
slightly stronger growth, at about 8%, reflecting a recovery statewide in the upcoming year as
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
and engineering activities happen months or years before any structures are actually built.
plan checks and inspections. These revenues are difficult to predict as many of the planning
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, , f
flattening the total development
revenues received. Based on the
citywide growth projections shown
in the Capital Improvement
Program section of this document,
a 19% decrease in building permit
Development Revenues and Permits Issued
1.5w E B
revenue is expected for the’2002-
03 fiscal year, significantly less
than the decline the previous year 32
$1 of 56%. Permits issued are
exDected to increase slightly in the 97 98 99 2.000 01 0% 0%
years after 2003 but wili never *Revenues +Residential Permits Issued
achieve the levels of the late
1990’s. I I
All other revenues include business license taxes, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2002-03 totals
$16.2 million, a slight increase from fiscal year 2001-02.
Business license taxes are closely tied to the health of the economy and show an estimated
5.6% growth rate for 2002-03. There are currently about 6,500 licensed businesses in Carlsbad
with almost 2,000 of them based out of the home. Transfer taxes are expected to continue to
grow reflecting the strong real estate market in Carlsbad and new home development. Interest
EXHIBIT 1
income is projected to increase by 3%, mainly due to increasing balances. The City earns
about $3.3 million on its investments every year.
Overall, the General fund revenues are expected to grow by about I%, or $800,000, in the
upcoming year. The growth would have been about 5% if not for the decline in the franchise
taxes. Almost all of the growth is coming from the tax revenues, mainly property taxes and
the late 1990's. it was not sustainable growth. Much of those increases were due to the opening
sales taxes. Although the City had been experiencing revenue growth between 9 and 17% in
will be increasingly more difficult to produce double-digit growth in revenues. The 5% gain
of new hotels, restaurants, retail centers, and new home development. As the City matures, it
(excluding franchise taxes) projected for fiscal year 2002-03 is closer to what may be expected
in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $10.6 million; an increase of
$100.000 from 2001-02. 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).
The largest changes in the Special
Revenue funds occurred in two
programs: Storm Water Protection and
the Section 8 Housing. The Storm
Water Protection program was created
to respond to federal mandates to
reduce the pollutants in run-off Water
that flows through the City's storm
Special Revenue Funds
Storm Watel
All Others Protection
J drains. There iscurrently no funding
source for this mandated program; so. it is being funded through an advance from the General
fund. For fiscal year 2002-03, $1.1 million has been budgeted for the transfer compared with
$1.9 million in the previous year. Staff will be working over the next year to find a more
permanent method of funding all the requirements of this program. More information on the
program can be found in the section of this letter titled "Expenditures."
The other noteworthy difference was in the Section 8 Housing program. The City received an
additional allocation of 75 vouchers from the federal government for fiscal year 2002-03
resulting in an increase in grant funds of $1.1 milhon.
One additional change in the Special Revenue funds this year is the recording of the Senior
Nutrition grants and the related program costs in the General fund rather than in a Special
Revenue fund. The Senior Nutrition program is funded from both the General fund of the City
and specific grants received from the Federal government. The grants are approximately
$190,000 per year and will now be recorded in the General fund rather than in a separate fund
so that all program costs can be shown together.
I3
EXHIBIT 1
Enterprise fund revenues for 2002-03 are projected at $29.7 million, up 1.7% or approximately
$500,000. Enterprise funds are similar to a business in that rates are charged to support the
Enterprise Revenues
Solid
Golf
Course
operations that supply the service. Carlsbad
Enterprises include the water, recycled water
and sanitation services, solid waste
management, and the Carlsbad Golf Course.
There are no changes in any of the rate
structures anticipated in next fiscal year and
no significant changes projected for any of the
other revenue sources.
Included in the estimated revenues for the
Golf Course fund is a $600,000 transfer from
the General fund. The City has been
transferring $600,000 per year to this fund to
assist in financing a future municipal golf
course. Last year the transfer was omitted as
the project was stalled in the permitting
process with the environmental agencies. The City is hopeful that the project will be able to
continue in fiscal year 2003 so the transfer has been reinstated.
Internal Service funds show estimated revenues of $12.7 million for 2002-03, an increase of
$700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers' Compensation,
Liability 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
found in the section of this letter titled "Expenditures."
certain level of reserves within the fund. Explanations for the changes in these funds can be
Redevelopment revenues are expected to total $2.6 million in the upcoming year, a 2.2%
increase over the projections for the previous year. Most of the increase is due to projected
increases in tax increment, which reflect the growth in property taxes within the two established
redevelopment areas. As with most property in California, the growth in assessed values (and
thus property taxes) is limited to no more than 2% per year. The assessed value is only
increased to the full market value upon the sale of the property. Thus, unless there is significant
resale activity or new development, the increment would not be expected to grow more than 2%
per year.
As stated earlier in the discussion of the General fund's property taxes, the State Board of
Equalization recently modified one of their rules to revert assessment of the Encina power plant
back to the State as of January 1, 2003, thus putting it back into the unitary system. There is
legislation pending (Assembly Bill 81), which would allow the distribution of the taxes to remain
at the local level rather than on the unitary tax formulas. While the effect of this legislation on
the General fund is important, it is vital to the feasibility of the newly adopted South Carlsbad
the SCCRA. which encompasses the power plant property and the properties south to the Ponto
Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in
area. If the property taxes from the Encina plant are reverted to a unitary basis, the
redevelopment area will not get any tax increment from the power plant, severely limiting the
EXHIBIT 1
amount of revenue that can be generated to use for redevelopment. The City is hopeful that
Assembly Bill 81 will be passed prior to the close of this legislative session.
EXPENDITURES
,. The City's operating budget for 2002-03 totals $139.8 million, which
.., represents a decrease of $4.3 million, or 3%, from the current 2001-02
budget. This decrease is due to a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budaetarv Policies
Budget policies were developed this year under the new process introduced last year. This
process is generally known as "Expenditure Control Budgeting" or ECB. Using this approach,
each department was given a block appropriation containing sufficient funds to provide the
to contain sufficient funds to pay for inflationary increases as well as growth in the customer
current level of services for the upcoming year. As Carlsbad is a growing city, the block needed
base.
For the 2002-03 budget, the block was calculated as follows: . Personnel and Maintenance and Operation costs were calculated using last year's
adopted budget increased by an inflation factor of 3%, a growth factor of 3% and an
adjustment factor of .5% for a total of 6.5%.
9 Capital Outlay requests in excess of $10,000 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.
All new positions needed to maintain the same service levels are funded from the block
appropriation. Budgets were 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 fonvard in their entirety to
the new fiscal year.
In addition to the block appropriations, budget requests could be made to implement specific
goals or to operate new facilities. If the request was approved, the additional funds were added
to the budget.
The 2002-03 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
The Seniors program receives grants for the Senior Nutrition Program. In the past, the
revenues and expenses for the Senior Nutrition Program were recorded in a Special
Revenue fund. In order to simplify the accounting, the revenues and expenses were
transferred to the General fund in the 2002-03 budget. The amount of the revenues
estimated for 2002-03 is $202,000.
EXHIBIT 1
Budnet Recommendations
Through the application of these guidelines and policies, the 2002-03 operating budget of
$139.8 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 new facilities,
maintenance of existing facilities, and a continued focus on public safety, technology, and
customer service.
The 2002-03 operating budget includes 13.75 new full-time and three-quarter-time employees,
an increase of 2.2%. The net increase in hourly staff, totals approximately 3.27 full-time
equivalents (FTE). These changes will bring the total City workforce to 641 full and three-
quarter-time employees and 145.67 hourly FTE. These and other changes are addressed in
more detail as follows.
The City has a large number of major capital projects scheduled to be built over the next five New facilities
years. As the City completes some of these projects, the costs of maintaining and operating
these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be
completed and open to the public. In addition, with the recent purchase of a future City Hall site,
costs associated with that facility have been added to the 2002-03 budget.
Carrillo Ranch Park - The Carrillo Ranch Park is due to open in the spring of
2003. In order to operate this facility, the operating budget includes funding for a
contract curator to create and manage the interpretive programs, supervise and
coordinate exhibit design consultants, schedule and supervise facility use by
operations. In addition, a part-time 1000-hour position has been added to assist
lessors for special occasions, and perform the administrative day-to-day
the curator. Both of these positions are proposed to be two-year limited term positions. During
this time period, the City will investigate and analyze the feasibility of forming a foundation to
operate the park.
There are also costs associated with the maintenance of Carrillo Ranch Park. Since the park
will not be open until the latter part of next year, no new positions have been added, only
amounts to cover contract labor to perform these functions. Once the park is operational, the
park and facility maintenance requirements will be evaluated and requested in the following
year's budget.
Citv Hall Campus - In December 2001, the City purchased the former Farmers Insurance
Building located at the corner of El Camino Real and Faraday Avenue, which is in the
geographic center of the City. The building is currently being leased to the former owners.
Over the next year, a facility needs analysis and other information will be gathered to assist
Council in determining the occupants and uses for this facility, as well as the use of any
buildings that are vacated. In the interim, there are costs of maintaining the building including
association dues, landscaping, minor repairs, etc. Both the costs of the initial planning work for
the site development and the building maintenance have been included in the 2002-03
operating budget.
Maintenance of Existing Facilities
additional resources for Poinsettia Park and Hosp Grove Park.
In order to provide better maintenance of our existing facilities, next year's budget includes
EXHIBIT 1
Poinsettia Park - Poinsettia Park is one of the City’s busiest parks. Currently, temporary
personnel perform the routine maintenance activities such as mowing edging, trimming, and
restroom cleaning. The 2002-03 budget recommends converting the temporary position to a
full-time Park Maintenance Worker I position. This new position will ensure that the
maintenance activities are performed effectively and efficiently, and that top quality service is
continually provided at this park site and will be available to maintain future facilities at this park
such as the tennis courts and gymnasium.
HOSD Grove Park - The City completed its Community Forest Management Plan in 2002. An
integral part of the plan is the rehabilitation and Management program for Hosp Grove. This
program includes removing over 8,000 trees, planting 5,000 trees, installing an irrigation
system, improving soil conditions, and implementing fire prevention measures such as weed
abatement. The Park‘s budget includes $84,000 for contract labor to implement this program.
In addition, the Fire budget includes a 350-hour part-time position to assist with the fire
prevention portion of this program.
Public Safety
City continues to grow, additional public safety staff is required to maintain the
Public safety has always been a top Council priority. As the population of our
current level of safety services. There are seven new positions included in the
budget this year to continue Council’s focus on public safety. These positions
the County’s Identity (ID) Theft Task Force, two Communications Officers and a
include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on
Special Events Coordinator.
The two Patrol Officers are needed as a result of the increase in population. Driving under the
influence of alcohol has been identified as the cause of a significant number of traffic collisions
in Carlsbad. The addition of an officer specifically designated for this purpose will not only
directly effect DUI enforcement but it will heighten the awareness of all officers as to the
importance of DUI enforcement.
The additional Senior Officer for the ID Theft Task Force will staff a regional task force to
address identity theft, which is a crime that is increasing exponentially with a large number of
victims. The City will be 100% reimbursed by the County of San Diego for this position.
The two Communications Officers requested are the result of a comprehensive overview of
police and fire dispatching performed in 2001-02. One of the conclusions reached in the study
is that the current minimum staffing in the communication center of two is inadequate. The
study recommends that the minimum staffing be increased to three with one of the three
dispatchers dedicated to fire dispatch only. Adding two Communication Officers will bring the
minimum staffing to three during peak periods.
The popularity of special events continues to grow while the responsibility for management of
those events becomes increasingly difficult. Presently, the Traffic Sergeant performs these
duties,’ which takes up about 75% of his time. A Special Events Coordinator position is being
recommended since it is a less costly position and would allow the Traffic Sergeant to spend
more of his time supervising the Traffic Division. In addition, having an employee whose main
focus is special event planning will result in a higher level of service to applicants and a greater
number of quality special events in our City.
EXHIBIT 1
Technology
The City continues to enhance its use of technology in order to reduce
$105,000 for a new Citywide cashiering system. This would replace the current
processing costs and increase customer services. This year’s budget includes
outdated system with a state of the art system, which will improve the internal
controls over cash handling, improve accuracy and reporting abilities, and
make paying bills simpler and faster for our customers.
The budget also includes $165,000 to continue the implementation of the Document
staff to research archived documents. The plan for fiscal year 2002-03 is to implement public
Management System (DMS). The Document Management System will reduce the time it takes
access to the DMS. This would allow the public to access and retrieve City documents
electronically. The budget also includes an additional $55,000 for continued implementation of
the Request of Action System, which improves the City’s response time to requests from
citizens and customers.
As the City continues to expand its use of technology, the Information Technology (IT)
department must expand its support of all the users of the technology. With the growth of
desktop support. The budget recommends replacing the temporary help with a permanent
computers in the last three years, IT has had to use temporary help to keep pace with the
Application Specialist position.
Customer Service
One of Council’s goals is top quality service. In order to provide excellent customer service, we
must have knowledgeable employees with adequate training and experience. Community
Services utilizes a large number of part-time employees to serve their customers. These
employees help cover peak periods (such as summer programs), are available to cover nights
and weekend hours, and are a very valuable resource to these departments. In order to train
and supervise the part-time employees, full-time permanent positions are necessary. The
budget recommends the conversion of 1.75 full-time equivalent part-time employees in the
Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will
be available to work evenings and weekends and will offer the needed supervisory skills,
education, training, and experience so customer service will not be compromised.
being recommended. The Office Specialist is to staff the front counter at the Swim Complex.
In the Recreation department, a full-time Office Specialist II and a Management Assistant are
three to twelve staff. The inherent lack of accountability and business practice consistency
Currently the Swim Complex receptionist needs are being covered by a daily rotation of from
increases the risk of accounting and customer service errors. The new Management Assistant
position will support the overall customer service of the department. This position will oversee
the development and distribution of the Community Services Recreation Brochure and will
assist with identifying and analyzing the training needs of the Recreation division.
Budaet bv Fund Tvpe BUDGET EXF’ENDINRE SUMMARY
BY FUND TYPE
This table shows the
GENERALFUND changes in the preliminary
% $ BUDGET BUDGET
operating budget for fiscal SPECIAL RMNUE year 2002-03 compared to ENTERPRISE
the current budget for fiscal
year 2001-02. TheGeneral
Irn-sERw~
fund contains most of the
discretionary revenues that
(In Milllonr)
FUN0 2w1-02 CHANGE CHANGE 2002-03
$ 84.4 $ 82.4
14.6
30.2
-17.2% (2.2) 10.6 12.8
-2.4% 5 (2.0)
30.3
14.8
0.1 0.3%
0.2 1.4%
REDEVELOPMENT 2.1 1.7 (0.4) -19.0%
$ 144.1 $ 139.8 $ (4.3) -3.0% -
EXHIBIT 1
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.
The remainder of this section will provide more information about the proposed budgeted
expenditures by fund and program.
General Fund
Total budget for the General fund is $82.4 million, which is 2.4% less than the current budget of
$84.4 million. The decrease is mainly due to smaller budgets for the non-departmental accounts
and for the Council Contingency account.
BY MAJOR SERVICE AREA I
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
BUDGET
(In Mi
$ 3.3
2001-02
26.9
5.5
14.3
6.3
15.4
8.9
3.8
$ 84.4
ons)
BUDGET I $ I %
2002-03 I CHANGE I CHANGE
$ 3.3 I $ I 0.0%
The Council Contingency account, which is available for unanticipated emergencies or
unforeseen program needs, is budgeted at $2.5 million, or approximately 2.5%, of the 2002-03
General fund budget. This is less than the 5% used last year. The Council’s Contingency
account was budgeted less this year since, under the Expenditure Control budget approach,
fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency
account was used.
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 $1.5 million 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, the
Infrastructure Replacement fund transfer was increased by $500,000. This amount is budgeted
to the Golf Course fund to cover property taxes, assessments, and other costs associated with
at about 4% of General fund revenues. We have also reinstated the annual $600,000 transfer
the continued planning of the proposed Golf Course.
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA). - The PolicylLeadership Group includes all elected officials and the City
just the Public Information budget growing by $93,000 to fund the Public
Manager’s Office. This budget is essentially the same as last year with
Internet access to the DMS mentioned earlier.
Administrative Services’ $145,000 decrease is mainly due the costs of special projects
undertaken in the previous year, which will not be continuing.
EXHIBIT 1
The growth in Public Safety is due, for the most part, to increases in the block budget for
inflation and population growth and the pay off of the 800mHz system. The City entered
into a lease-purchase agreement in 1996 for the 8OOmHz radio system. With interest
declining in the past year, it now is more economical to pay off the lease rather than
continue the annual payments. Thus, $475,000 has been budgeted in the Fire
department budget to make the payment. All new positions were funded out of the block
budget with the exception of the Special Events Coordinator and the ID Theft
Investigator. . In the Community Development area, the 2.6% decrease is mainly due to some one-
time costs in the previous year, and an additional $70,000 budgeted for the City Hall
Campus planning and facility needs analysis.
= In the Community Services area, the 1.5% decrease is mainly due to some one-time
costs in the previous year, such as the $500,000 budgeted for the Library’s new
automation system. These decreases were offset by the increase from transferring the
Senior Nutrition Program to the General fund and account for the change in this MSA.
Public Works shows a slight decrease of 1.3%. The Parks Maintenance budget was
reduced by $40,000 as a result of the Poinsettia Park synthetic turf project. This project,
due to be completed in the Fall of 2002, is estimated to reduce water costs by
approximately $40,000 annually. Other decreases are due to one-time costs budgeted
in the previous year including $166,000 for the maintenance management system and
$1 10,000 for a traffic signal master plan. . Capital outlay expenses totaling approximately $914,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.5 million, show a decrease in anticipated spending of
approximately $2.2 million, or 17.5%. There are several reasons for the decrease. The Storm
Water Protection Program fund budget decreased by $800,000. Last year’s budget was the first
year of this program and contained over $900,000 in one-time start-up costs. This year’s
budget is mainly comprised of ongoing costs of the program. Another decrease is the result of
the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a
$750,000 decrease in the Buena Vista Channel budget. Maintenance of the channel is done
every three to four years. During Fiscal Year 2001-02, $750,000 was appropriated for this
maintenance project.
Enterprise funds total $30.3 million, which is a slight increase of $131,000, or
.3%. These increases are mainly due to the block budget increases for
inflation and increased customer base. No increase in rates is forecasted for
the next year.
The Internal Service funds budgets increased in total by $215,000, or 1.4%.
The Internal Service funds are self-supporting through user charges. The
health insurance budget showed the largest increase and is the result of anticipated increases
in Health Insurance fund rates for the City’s self-insured fund. The Vehicle Replacement fund
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.
EXHIBIT 1
The Redevelopment Agency budgets have decreased for 2002-03 by a total of $410,000. This
is mainly due to an additional $300,000 budgeted in the previous year for the South Carlsbad
Redevelopment Area master plan. The remaining funds are consistent with the previous year.
SUMMARY
As the City of Carlsbad enters its 50Ih year, 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
ventures enhances Carlsbad’s standing as a destination resort.
base. The continued opening and expansion of the commercial
All of these events add to the diversity and strength of Carlsbad’s economic base, which will
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
provide the funding for additional services needed to maintain the quality of life in Carlsbad. This
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.
OPERATING FUNDS
CrrY OF CARLSBAD EXHIBIT 2
PROIECTED FUND BALANCES
UNRESERVED
BALANCE
PROJECTED
ESTIMATED
JULY 1. W01
ESTIMATED FUND
REVENUES EXPENDITURES TRANSFERS JUNESO, W02
BALANCE
FUND
]GENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSETFORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSINGSECTION8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSBEQUESTS
TREE MAINTENANCE
MEDlAN MAINTENANCE
STREETLIGHTING
BUENAVISTACRKCHNL MNT
ARTS SPEClAL EVENTS
LIBRARY GRANTS (CLSA.PLF1
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTREHAB
COMMUNllY ACTNlN GRANTS
CULTURAL ARTS PROGRAM
SISTER ClN DONATIONS
80.908.347
0
409.771
518.119
137.489
5.287.070
310.097
259.809 94.534
926.227
1,185.893
102.714
814.718
380.701
73.927
174.452
1.991
1.888
1,073,069
246.204
3.385
85,195,000
1,873,190
70.000
181,000
4250,000
81.921
980.000
12.WO
29.180
627.982
452.827
843.069
40.028
3,461
TJ.000
190,ow
BB3.000
28DW
55,OW
11.000
1.150
74.14l.BB2
895.500
62.000
283.184
4,240,718
65.WO
282.221
12.0W
604.408
18.150
807.471
750.000
750,000
0
178,893
26.687
136,WO
861,980
57.713
35.000
965
TOTAL
ARTS GENERALIGALLERY DONATIONS
12.108.570
136.532
10,729,289
13.5W
8,924,071
56,000
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWEROPERATIONS
Sam WASTE MANAGEMENT
TOTAL
GOLF CWRSE
9,430,587 19,749,000
1,147,808
19.573281
5,388,008
2.275.0W
6,457,000 6,809.100
1,628,134
3,468,314 BBs.000 266,013
1.707.461 110,OW
21,139,858 29.256.000
250.000
28,526,628
[INTERNAL SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
J
907,192
2324.401
849,826 926.285
891825
74.922 2.6692W
1.088.888
2.264.903
399,809
0
1,648,409
788,100 1.019.380
1.592.705
5.009.331 1,700,075
2,179,485 3,748,000
1,400,000
4.403.800
10.895.120 11.993.458 12,685,671
IREDEVELOPMENT
VILLAGE OPERATIONS 508.430 88,301 80O.W
VILLAGE DEBT SERVICE
VILLAGE LOWNOD INCOME HOUSING
SCCRA OPERATIONS
SCCRA LOWIMM) INCOME HOUSING
591.991 1.519.900 1.060.000
90,819
180.309
17.463
1,829,475
(119.973) 384.000
0 452.029
0 114.507
978.448 2.536.737 TOTAL
684.162 72,825,527
977.690
528.119
327.607
134.410
5.964.849
319.379
269.809
949.800
105.644
1,278,962
18.070
104.747
(3&(.162l 0
70.240
13.098
66.252
1,070,356
2.866
222.W4
3.570
94,032
12,549,628
2.127.338
530,726
489.239
(231.280)
355.513
5309.406
10.202.907
1.521966
81.947
l3W.WOJ 751.891
153,208
281.7W
97.044
1,385,710
TOTAL OPERATING FUNDS 5106,030,443 $139,710,484 1127,107,827 $0 1118.833.100
Crry OF CARLSBAD
PROJECTED FUND BALANCES
OPERAlING FUNDS
EXHIBIT 2
PROJECTED
BALANCE ESTIMATED ESTIMATED FUND
PROJECTED
BALANCE
FUND JULY 1.2002 REVENUES EXPENDITURES TRANSFERS JUNE 30. 2003
GENERAL FUND
ISPECW GNUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 6
HOUSING TRUST FUND
LIBRARY ENDOWMENTFUND
LIBRARY GlFTSlBEOUESTS
TREE MAINTENANCE
MEDlAN MAINTENANCE
STREETLIGHTING
BUENAVISTACRKCHNLMNT
ARTS SPECLAL EVENTS
LIBRARY GRANTS (CLSA.PLF)
SENIOR NUTRITION
SENIOR DONATIONS
CDBGENTmEMENTREHAB
COMMUNlNACTNlTYGRANTS
CULTURAL ARTS PROGRAM
SISTER ClTY DONATIONS
72.625.527
977.690
526,119
327,607
134.410
5.964849
319.379
268,609
949800
105.N
1.276.962
46,070
104,747
0
70140
66.252
13.096
2.886
1.070.356
222m
3.570
66.041,OW
1.128419
55PW
167.000
5,324,622
7.000
610,000
12,000
24.000
637.720
537.043
670,624
140,000
28.000
0
25.000
0
770.WO
w.wo
10.000
1,500
62,430,917 3W.000
1,076,419
247.541
85.000
0
5,935,969
266,163
12.WO
727.159
95.307
577.780
1,139,441
1,590
0
31.632
0
0
769,692
80,500
20,000
4.WO
76,535,610
1,027,690
516.119
147,066
141.410
6,519,666
306.212
289,809
34,237
880,361
1,010,115
7,333
243,157
66.606
0
91.252
13,096
2.996
1.059858
212.204
1,070
TOTAL
ARTS GENERAL DONATIONS
12,549,626
94,032
10,612,126
16.000
10.539.413
M.WO
12,622,341
90.032
I ENTERPRISE
WATER OPERATIONS
SEWER OPERATIONS
RECYCLED WATEROPERAmONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
1
9.M16.166
1,794,474 2.155.000
5.033.906 6.565.WO
1.904.416
6.768.912
3.667.301 675.WO 223.110
m,sm.wo 21,113,826 6.112.356
4,949,996
2.M5.056
4,316,891
21,859,330
1,567,461
29,150,000
715,WO
30.310.566
3W.WO
21.306.764
1,982,481
IINTERNAL SERVICE
WORKERS COMP SELF INSUR
RISKMANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
RECORDSMANAGEMENT
VEHICLE REPLACEMENT
INFORMATION TECHNOLOOY
TOTAL
2.127.336
630,726 700.231
469.239
7W.009
3.041345
(231.260) 1,030,400
5.309.406
355.513 1,551.192
1.521.965
1,704,389
3.935.300
10,202,907 12,663,446
1.083.799
3.083.952
1,487,459
1.162.687
1.623.291
1,667,000
4495.634
14,823,822
1,339,868
247,158
(383,567)
447,232
5,346,775
83,414
8.042.531
961,631
IREDEVELOPMENT
VILLAGEOPERATIONS 91.847 79.301 428.880 4W.OW
VILLAGE DEBT SERVICE
144266
VILLAGE LOWIMOD INCOME HOUSING
522.191
SCCRAOPERATIONS
437,516
SCCRA LOWIMOD INCOME HOUSING
669,706
TOTAL 1,385,710 2.593.601 1.691.970 1,987,341
193,638
751.691 1.545.300 1.075.WO (7OO.OW)
1u.m 374.000 69,692
291.720 475,500
87,041 119,500
77.512
22.906
TOTAL OPERATING FUNDS 5118,633,100 $141,650.175 $139,796,888 $0 $120,496,567
23
CITY OF CARLSBAD
OPERAllNG FUNDS
REVENUE ESnMATES
EXHIBIT 3
ACNAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 200041 200142 200203
GENERAL FUND
TAXES -
PROPERNTAX $19.657314 522,500.000 $24.370.00(
SALESTAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
21,196,728 21,930.000 23.483.001
9,269.484
3,915,978
8.600.000
7,382,000
9,198.00(
2.300.367 2,450,000
4.197.00(
2.598,00(
1.095.037 1,000,000 1.097,00(
57.435.104 63,872.000 64,943,00( I
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 4318.128 4,600,000 4.942.00(
OTHER 1,226,720
TOTAL INTERGOVERNMENTAL
1.338.000
5.544848 5,838,000 8,426,001
LICENSES AND PERMITS
BUILDING PERMITS 2,102,477 1.005.000 815.001
TOTAL LICENSES 8 PERMITS
OTHER LICENSES 8 PERMITS 1,306,679
3,409.156 1.805.000
900,000
CHARGES FOR SERVICES
_I
PLANNING FEES 820.456 580,000 600,001
BUILDING DEPT FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHERCHARGESORFEES 689.623
6,170,698
1.420.181 690,000 560.00(
554.384 1,400.000 1.000,00(
1.443594 1.200.000 1,256,00(
1.132.460 1,250.000 1,284.00(
620.000
5,740.000 5338.001
638.00(
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES 783,681 830,000 854,001
INCOME FROM INVESTMENTS
AND PROPERTT 4,061,918 3,960,000 3,735,001
INTERDEPARTMENTAL CHARGES 2,147.717 2.300.000 2.500.001
OTHER REVENUE SOURCES 1,312,387 650.000 700,001
TOTAL GENERAL FUND 80,845,489 85,195,000 86,041,001
AS % DIFFERENCE
OF FY 0102 200142 TO
PROJECTED 200203
8.3%
7.1%
7.0%
43.2%
5.6%
(3.185.000)
138,000
9.7% 97,000
1.7% 1.071.000
1,870,000
1,553.000
598,000
7.4%
10.9%
342.000
146.000
8.2% 488,000
-16.9% (190.000)
48.9% (170,000)
-18.9% (360.000)
3.5% 20.000
-18.8% (130.000)
-28.6% (400.000)
4.7%
2.7%
2.9%
-7.0%
56.000
34,000
18.000
(402,000)
2.9% 24,000
6.7% (225.000)
8.7% 200.000
7.7% 50.000
1.0% 846.000
QTY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
EXHIBIT 3
ACTUAl PROJECTED As% DIFFERENCE ESTIMATED
REVENUE REVENUE OF FY 0102 200142 TO REVENUE
REVENUE SOURCE 200001 200142 PROJECTED 200243 200243
SPECIAL REVENUE FUNDS II
STORM WATER PROTECTION a IE
TRANSFER FROM GENERAL FUN0 0 1.873.180
50.0% (786,771) 1,126,418 0 1,873,100
0.0% 50,000 50.000 INTEREST 0 0
-42.5% (786.771) 1,078,410
~
POLICE ASSET FORFEITURE
ASSETFORFEITURES 88,727 45,000 I 30.000 53.3% (15.000)
INTEREST 26.289 25,000 0.0% 0
TOTAL 115,026 70,000 -21.4% (15.000)
COPS GRANT -
STATE FUNDING (AB3229)
INTEREST
TOTAL
LAWENFORCEMENTBLOCKGRANT
STATE GRANT
0 167.000 160,000 (7.000)
181.000 167.000 -7.7% (i4.000)
(7.000) 11,752
11.752
14.000 7,000 -50.0%
156,872 67.428
INTEREST 4.111 7.000 I
OP TRANS IN
TOTAL
HOUSING - SECTION 8 P
INTEREST
0 -100.0%
7.000
(67.429)
0.0% 0
170.575
9,582
81,021
-100.0% (7.4021
41.5% (67.429)
6,670 0 0 I 0.0% 0
FEDERAL GRANT 3,243,766 4.250.000
OTHER 18.672
5,324,822 25.3% 1,074,822
TOTAL 3,270.108 4,250,000 25.3% 1,074,822
0
HOUSINGTRUSTFUND -
INTEREST 524.320 250,000 I 300.000 I 20.0% 50.000
INCLUSIONARY HOUSING FEES 1,858,956 730,000
OTHER 5.546
TOTAL 2,386.822 880.000 -17.4% (170,000)
50.1% (220,000)
0
LIBRARY ENDOWMENT FUND
INTEREST
P
DONATIONS
TOTAL
15,461 12,000 12.000 I 0.0% 0
15,461
0
12,000 O 12,000 0.0%
0.0% 0
0
LIBRARY GIFTSDEOUESTS -
GIFTSIBEQUESTS
INTEREST
TOTAL
21.621
4.601
27,000
2.160 4 21,000 3.000 -22.2% (6.0001 38.8%
26.222 29.160 24.000 -17.7% (5.1801
840
CITY OF CARLSBAD
REVENUE ESIIMATES
OPERATING FUNDS
EXHIBIT 3
REVENUE SOURCE
LIBRARY STATE GRANTS (CLSA. PLF) -
GRANTS
TOTAL
INTEREST
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREETLIGHTING >
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENAVISTACREEKCHNLMAINT
INTEREST
BUENAVISTAFEES
TOTAL
ARTS SPECIAL EVENTS P
INTEREST
TOTAL
DONATIONS
SENIOR NUTRITION(2)
GRANTS
DONATIONS
TOTAL
ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED
REVENUE REVENUE
PROJECTED 200243 200243 200001 200142
OF FY 0142 200142TO REVENUE
385.629 0 0.0% 0 0
77,785 50,000 48.000 4.0% (2.000)
45.616 78.661 40.020 -49.1% (38.541)
465.882 417.321 459.700 10.2% 42.379
82.000 82.000 80.000 9.8% 8,000
671.283 627,982 1.6% 9,738
13.503 3.000 3.000 0.0% 0
418.996 417,321 498.161 18.4% 80.840
3.375
84.216
47.114 32,505 35,882 10.4%
479.613 452.827 18.6%
105,260 65.000
38.500
674.612
38.499
635,191
60.000
4.7% 31,997 706.609
0.0% 0 38.500
-7.7% (5.000)
119,542 64.857 0.9% 558
898,492 843,069 3.3% 27,555
68.502 40,000 0.0% 0
29 344727.6% 99.971
40.029 249.8% 99.971
22
68.524
5.255 3.000 0.0% 0
25.0% 5.000
21.7% 5.000
36.813 20,000
42,068 23.000
110.716 100.000 0.0% 100
102.036
212.752 -100.0% (190,000)
(90.000) 90,000
190.000
0.0%
ClTY OF CARLSBAD
OPERATING FUNDS
REVENUE ESnMATES
EXHIBIT 3
ACTUAL PROJECTED DIFFERENCE
REVENUE REVENUE REVENUE OF FY 0142 200142 TO
REVENUE SOURCE 200001 200142 I 200243 PROJECTED 200243
SENIOR DONATIONS I
INTEREST
DONATIONS
OTHER
TOTAL
CDBG ENTlTLEMENTlREHAB
~
INTEREST
OTHER
GRANT REVENUE
TOTAL
COMMUNlTYACTlVlTYGRANTS *
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
13.890 8,000
34,110 20,000 I 5.000 I .37.5% (3,000)
20.000 0.0% 0
83.080 0.0% 0
11 1,080 28,000 -10.7% (3,000)
17.703 25.000
52.688 23.000 I 20,000 -20.0% (5.000)
40,000 73.8% 17,000 I
452.891 815.000 -22.4% (205,000)
523.292 863.000 20.0% (183.000)
81.842 55,000 -8.1% (5.000)
81.842 55,000 -9.1% (5.000)
21,931 1 1.000 .%l% (1,000)
21.831 11,000 -8.1% (1,000)
ARTS GENERAUGALLERY DONATIONS
INTEREST 11,820 5.000 I 4,000 I -20.0% (1.000)
DONATIONS 94,341 8.500 41.2% 3,500
13,500 TOTAL 106,161 18.5% 2,500
SISTER CITY DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
328
2,322
200
850
200
36.8% 350 1,300
0.0% 0
300
M.8%
0.0% 0
2.851 1,500 350
TOTAL SPECIAL REVENUE FUNDS 8,843,671 10,728,289 10.812.128 -1.1% (117,161)
Crry OF CARLSBAD
REVENUE ESTIMATES
OPERATING FUNDS
EXHIBIT 3
ACTUAL
REVENUE
PROJECTED
REVENUE
REVENUE SOURCE 200001 ENTERPRISE FUNDS
200142
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTYTAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
ENGINEERING &PLAN CHECK FEES
INTEREST
SERVICE CONNECTION FEES
ENGINEERING OVERHEAD
AGRICULTURAL CREDITS
OTHER
TOTAL
12,047,253
3.498.140
1,371,335
129.633
184.415
98.736
817,528
127.817
196.479
84,704
167.757
12.550.000
3,580,000
1.385.000
129.000
100,000
839.000
190,000
29.000
300,000
181.000
182.000
18,882,943
159.348
18,749,000
504.000
RECYCLED WATER
WATER SALES 1,078,228
READY-TOSERVE CHARGE 80.982
1.191.000
RECYCLED WATER CREDITS
82.000
284.341
INTEREST
517.000
108.161 470.000
OTHER
TOTAL 1,567,821 2,275.000
15,000 16.128
SANITATION OPERATIONS
SERVICE CHARGES 5.826.818
LATERAL CONNECTIONS 27.500
PRE-TREATMENT CHARGES 53.479
ENGINEERING OVERHEAD 236.984
PENALTY FEES
INTEREST 485.649
51.578
5.800.000
28,000
54,500
253,000
280,000
48,500
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NONJURISDICTIONAL FEES
STATE GRANT
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
6.498.298
14.512
6,457,000
13.000
b
278,533 184,000
227.297 224,000
255.453 208.000
28.000
23.000
0
785,752 665.000
0
24,276
193
600,000 0
INTEREST 219,250
TOTAL 818.250
1lO.OM)
110,000
TOTAL ENTERPRISE FUNDS 28.552.084 29.258.000
ESTIMATED AS %
REVENUE OF FY 0102
DIFFERENCE
200142 TO
200243 PROJECTED 200243
12.843.000
1.0% 14.000 1,399,000
2.4% 84.000 3.684.000
2.3% 293,000
129,000 0.0% 0
103,000
-5.3%
3.0%
(10.000)
3.000
680.000
180,000
6.4% 41,000
(1.000) 28.000 3.5%
309,000
176.000
(48.000)
-2.5% (4.000) 158,000
-2.8% (5,000)
19.820.000
-109.7%
4.7%
(553,000)
(129.000)
3.0% 9,000
1,274,000
555,000
2.4% 2,000 84.000
7.0% 83.000
0.0% 15,000
-51.7% 227,000
7.4% 38.000
(243.000)
0
2,155,000 -5.3% (120.000)
5.936.000 2.3%
28,600
138,000
2.1% 800
55,800
2.8%
2.0% 1,100
7.000
1.9% 900
242.000 8.9% (18.000)
280.000
49.400
3.1% 400
128,000
185.000
232,000
0.5% 1.000
25,000 3.9% (1.000)
8,000
210,000
23,000
1.0% 2,000
0.0% 0
3.6%
600,000
715,000
115,000 5.000
605.000
29,750,000 494,000
CrrY OF CARLSBAD
OPERATING FUNDS
REVENUE ESnMATES
EXHIBIT 3
ACTUAL PROJECTED DIFFERENCE
REVENUE REVENUE REVENUE OF FY 0102 200102TO
REVENUE SOURCE 200001 2001.02 I 2002.03 PROJECTED 200203
\INTERNAL SERVICE FUNDS I
WORKERS'COMP SELF-INSURANCE
INTEREST 188.302 110.000 I 100.000 I -9.1% (10,000)
INTERDEPARTMENTAL 538,979 539.829 600.231 1 1 .2% 80.402
OTHER 53.928 0.0% 0
TOTAL 757.210 7.8% 50.402 1
LlABlLlNSELF-INSURANCE
INTEREST 238,822 150,000 I 100.000 33.3% (50.000)
INTERDEPARTMENTAL 727.473 741,825 -19.1% (141.818)
OTHER 265.640 0 0.0% 0
TOTAL 1.231.935 891.825 -21.5% (191.818)
HEALTH INSURANCE
INTEREST 30,287 24.000 48.7% (4.000)
INTEROEPARTMENTAUREIMB. 2,565,851 2,645.220 14.2% -100.0%
OPERATING TRANSFER IN 74.000 0 0.0% 0.0%
TOTAL 2,889,938 2,868,220 14.0% 372.125
RECORDS MANAGEMENT
INTEREST 0 0 0.0% 0
INTERDEPARTMENTAL 0
TOTAL 0
242.300
242,300
788.100 30.7%
788.100 30.7%
VEHICLE MAINTENANCE -
INTERDEPARTMENTAL 1,388,182 1,428,409 I 1,481.192 I 3.7% 52.783
INTEREST 43.940 0
OTHER 148.850
OPERATING TRANSFER IN
TOTAL
(50.000)
INTERDEPARTMENTAL
INTEREST 428,402
OTHER 369.125
TOTAL
0
0
INTEREST 158.325
INTERDEPARTMENTAL 3.208.000
OTHER
TOTAL 3,401,640 188,300
189.300
Crry OF CARLSBAD
REVENUE ESTIMATES
OPERATING FUNDS
EXHIBIT 3
ACTUAL PROJECTED DIFFERENCE
REVENUE REVENUE REVENUE OF FYO102 200102TO
REVENUE SOURCE 200001 200142 PROJECTED 200203 200243
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS -
RENTAL INCOME 178.404 23.185 -23.7% (5.500)
ADMINISTRATIVE FEES 66,416 42.616 0.0% 0
INTEREST 29.415 18.000 -15.7% (3.000)
OTHER 37,124 2.500 60.0% 1,500
OPERATING TRANSFER IN 280.000 0 0.0% 0
TOTAL 591.359 86.301 -8.1% (7.000)
VILLAGE DEBT SERVICE
TAX INCREMENT 1,645,726 1.455.000 2.3% 33.000
INTEREST 22.607 84.900 -1 1 .7% (7.800)
TOTAL 1.668.333 1.518.900 1.7% 25.400
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT 393.823 300,000 3.3% 10.000
INTEREST 130,455 60.000 0.0% 0
OTHER 3.152 4.000 0.0% 0
TOTAL 527.440 364.000 2.8% 10,000
SCCRAOPEWTIONS -
TAX INCREMENT 0 452,029 3.0% 13.471
INTEREST
TOTAL
10.000
23.471
0
0
0 0.0%
452.029 0
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT 0 113,007 116.500 I 3.1% 3,493 I
TOTAL
INTEREST 0
0 114.507
1,500 100.0% 3.000
119,500 4.4%
1,500
4.993
TOTAL REDEVELOPMENTFUNDS 2,787,132 2.536.737 2.2% 56.884 2,593,501 ~.
TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I
CITY OF CARLSBAD
OPERATING FUNDS
EXHIBIT 4
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
Mol42
189940 ZWo41 ESTIMATED 200142 TO 200243
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 0243 BUD BUDGET GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 229,049 233,983 283,151 288.734
6.5% 165,638 CITYTREASURER 114,715 114.675 141,795 155.529
8.6% 952,336 CITY ATTORNEY 704.593 775,468 1,005,701 1.019.697
-5.9% 303,076 CITY CLERK 201,092 98,558 274.840 321,932
22.8% 464.593 PUBLIC INFORMATION 0 218,613 323.545 378,236
3.6% 1.129.967 CITY MANAGER 916,869 969,130 1.148.982 1,171,971
3.4% 298.551
TOTAL POLICYLEADERSHIP GROUP 2,166.318 2,410.427 3,175.814 3,338,099 3,314,181 4.7%
ADMINISTRATIVE SERVICES
ADMINISTRATION 270.700 499,413 473,381 761.424
0.0% 0 RECORDS MANAGEMENT (1) 682,170 1,281,230 0 0
-9.8% 1.963.843 HUMAN RESOURCES 1,081,146 1,081,139 1.707217 2.177.120
3.9% 690.770 PURCHASING 429.997 504.140 618,052 664.678
4.7% 2,016,098 FINANCE 1.299.324 1,285,831 1.747.000 1.928.048
-6.2% 714.140
TOTAL ADMINISTRATIVE SERVICES 3,763.337 4,731,753 4,545,850 5,528,270 5,384.851 -2.6%
PUBLIC SAFETY
POLICE 12,878,387 13,841267 16.092.318 18,092,318 5.5% 16,971,861
FIRE 8.561.087 9,556.920 10,455.273 10,834,138 11,450,059 1-1 5.6%
5.7%
TOTAL PUBLIC SAFETY 21,437.454 23.398.187 28.547.591 26,928,456 28,421,920
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMlN 449.671 466.232 402.336 504.522 480.810 4.7%
GEOGRAPHIC INFORMATION 316.162 282.476 277,993 335.559 305,658
ECONOMIC DEVELOPMENT
a.s%
161.252 133.875 183.328 223.408 250,132 12.0%
PLANNING 2.285.046 2,246,892 2,817,780 3,225,018 3,287,587 1.3%
BUILDING 1,724.911 1,728,257 2,043,648 2,054,898 8.8%
TOTAL COMMUNITY DEVELOPMENT 4.917.044 4,847.832 5.725.083 6.343.404 -2.6%
COMMUNITY SERVICES
LIBRARY 4,175.824 6,26B,l12 7.214.932 8,521.550 8,059.193
CULTURAL ARTS PROGRAM 495,054 845.654 837.308 721,333 -1.5%
RECREATION 3,136,029 3,409,515 4,078,321 4,549,305
SENIOR PROGRAMS 339,062 388.497 429.440 487.446 736,425 51.1%
8,145,969 10.687.778 12.360,Wl 14279.714 -1.5% TOTAL COMMUNITY SERVICES
31
ClTY OF CARLSBAD
OPERATING FUNDS
EXHIBIT 4
BUDGET EXPENDmURE SCHEDULE
%INCR (DEC)
200142 0142 BUD
1999MI X0341 ESTIMATED X4142 TO 200203
DEPARTMENT ACTUALS ACTUNS EXPENDITURES BUDGET 0243 BUD BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMlN 612.698 486.41 1 510,738 637.915
-1.9% 665.355 TRAFFIC SIGNAL MAlNT 425.493 743.584 610.345 698.632
4.4% 2.692.076 FACILITIES MAINTENANCE 1,656,329 2,088.387 2,330,000 2379.527
-7.6% 2,504,067 STREET MAINTENANCE 2,011.672 2,041,517 2,366,686 2.710.977
8.0% 3,205,497 PARK MAINTENANCE 2,357,397 2,562,460 2.893.051 3,410.009
-1 2% 5266,844 ENGINEERING 4,516,502 4,328,569 4,929,358 5,328,591
26.5% 807.075
TOTAL PUBLIC WORKS 11,760,091 12232.908 13,840,378 15,365,651 15,160,934 -1.3%
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 369.972 370,279 496,000 507.959 -26.5% 363.000
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTYTPXADMIN FEE
DUES a SUBSCRIPTIONS
MISCITRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
0 0
11,460 0
76,673 82.563
800,OW 800.000
226.157 255,619
33.535 40.993
652.949 108.400
13.095 15.073
2.wo.000 3.000.000
600.000 600.000
7.000.000 4,300,000
0 0
0 0
0
62,000
63,975
800,000
271.000
40.000
0
20,000
3,000,000
0
1.500.m
1,673,190
0
36,000
62.120
85.849
800.000
250,000
65.600
0
46,000
3.000.000
0
1.500.000
1.873.190
97.020
38.m
0
65.849
800.000
325,OW
62,400
0
56.400
3.500.000
600,WO
0
1,076,419
500.000
0.0%
-100.0%
0.0%
0.0%
30.0%
4.9%
0.0%
27.0%
16.7%
100.0%
-100.0%
42.5%
415.4%
OTHER 37.761 61.529 1.300 442.794 I 01 0.0%
TOTAL NON-DEPARTMENTAL 11.821.602 9,632,476 8,147,405 8.786.532 7.407.068 -15.7%
I I
SUBTOTAL GENERAL FUND 64,031,815 67,941,361 74.141.982 80,567,128 4.8%
CONTINGENCIES 0 0 0 3.814.590 34.5%
TOTAL GENERAL FUND 84.031.815 67.941.361 74,141,982 84,381,718 -2.3%
32
EXHIBIT 4
Crry OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
200142
199940 200041 ESTIMATED 200142
DEPARTMENT ACTUALS ACTUALS EWENDITURES BUDGET
[SPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEQUESTS
LIBRARY STATE GRANTS (3)
AV INSURANCE FUND (3)
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION (2)
SENIOR DONATIONS
COBG ENTITLEMENTIREHAB
COMMUNlNACTlVlN GRANTS
CULTURAL ARTS PROGRAM
SISTER ClN DONATIONS
0
145.582
108.886
111,991
2,832,087
487.618
8.751
48,506
285,344
39,174
519,658
443,055
780.888
8.924
26.594
209.887
120,065
556,294
34,022
33,269
700
0
38.497
148.268
79.929
3.185288
178.351
8.873
21.024
299.837
0
547,653
529,532
843,737
7.176
19.199
210,782
87.880
524,192
49,351
22,808
2,860
ARTS GENIGALLERY DONATIONS 21,597 38,537
TOTAL SPECIAL REVENUE FUNDS 8,800,852 8,837,734
[ENTERPRISE FUNDS
WATER OPERATIONS 17,322,265 17.874.878
RECYCLED WATER OPERATIONS 1,527,181 1,315,999
SANITATION OPERATIONS 5,244,785 6,018,104
SOLID WASTE MANAGEMENT 148.678 260.658
GOLF COURSE 198.059 144.330
TOTAL ENTERPRISE FUNDS 24,538,986 25,813.767
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 759.144 952.286
RISK MANAGEMENT 1,082,140
HEALTH INSURANCE
792.113
2.767.012 2.343.086
RECORDS MANAGEMENT (1) 0 0
VEHICLE MAINTENANCE 1,462,277
VEHICLE REPLACEMENT
1,588,803
1,005,366 1,079,331
INFORMATION TECHNOLOGY 2,278,075 2,937,523
TOTAL INTERNAL SERVICE FUNDS 9.354.018 9871.142
895.500
82,WO
283.164
85.000
4240.718
282.221
12.000
18.150
0
0
604,409
507.471
750.000
750.000
28,887
178.893
138,200
981,880
57,713
35.000
965
1.873.189
130,602
283.184
217,008
4,754,776
282.221
12,000
108.280
0
0
678.260
535,634
1.124.106
751.500
33.586
197.925
138.mo
1.419.289
85.000
48,000
5,586
58.000 147,904
9,824,071 12.780.200
19,573,391 20,735,913
1,826,134 1,882.132
6,809.100 7,138,902
286.013 294.448
250,000 349.750
26,526,628 30,179,145
928,285 1.018.717
1,088,886 1.359.375
2,254,903 2.628.700
1.019.380 1.090.W4
1,592,705 1,786,105
1,400,000 1,540,171
4,403.500 5,185,167
12,885.671 14,608239
%lNCR (DEC)
0142 BUD
M0243
1.076.419
85,000
347.541
0
5,335,989
255.183
12.000
95.307
0
0
727,159
577,780
1,139,441
1.590
31.832
0
0
769.892
80.500
20,000
4.000
-42.5%
-50.2%
32.1%
-100.0%
12.2%
-9.6%
0.0%
-10.3%
0.0%
0.0%
7.5%
7.9%
1.4%
-99.8%
-5.8%
-100.0%
-100.0%
-45.8%
8.9%
58.3%
-26.1%
20,000
-17.5% 10,538,413
86.5%
21.113.828
5.2% 8,788,912
14.8% 1,904,416
1.6%
223.410 -24.1%
300,000 -14.2%
30,310,588 0.4%
1,083,789
-13.3% 4,495,634
8.2% 1,887,000
2.1% 1,823,291
8.5% 1,182.687
17.3% 3.083.952
9.4% 1,487.459
6.4%
14.823.822 1.5%
CrrY OF CARLSBAD
OPERATING FUNDS
EXHIBIT 4
BUDGET EXPENDITURE SCHEDULE
%iNCR (DEC)
200102 11 0142BUD
1999-00 200041 ESTIMATED m142 TO 200243
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 0203 BUD BUDGET IREDEVELOPMENT
VILLAGE OPERATIONS 2,086,574 442.637 500.884 510,361
1,075,000 VILLAGE DEBT SERVICE 1.699.741 1,718,874 1.060.000 1,084,000
-16.4% 428.860
-78.7% 77,512 SCCRA OPERATIONS 0 0 160,309 364,099
-21.2% 89.692 VILLAGE LOWMOD INCOME HSNG 2.126.428 74.014 90,819 113,772
4.6%
SCCRA LOWNOD INCOME HSNG 0 0 17.463 29.671 -23.3%
TOTAL REDEVELOPMENT 5,912,741 2,295,525 1,829.475 2,102,103 -19.5%
TOTAL OPERATING FUNDS 110.638.390 112.359.529 127,107.827 144,051,403 139,786,688 3.0%
(1) Records Management was mnvemd to an Internal Selvice fund in 200142.
(2) Senior Nutrition Grant was moved to the General fund in 200203.
(3) The revenues and expenses for these pmgrams were transferred to tk General fund
PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 EXHIBIT 5
ADJUSTED OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2001-02
MAJOR SERVICE AREA 2001-02 2002-03 ALLOCATED
)POLICY AND LEADERSHIP GROUP I
CITY COUNCIL 1 1 0
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY ATORNEY
CITY CLERK
6 6 0
0.75 0.75 0
1
0
0
0
7 7 0
1
0
)ADMINISTRATIVE SERVICES I
ADMINISTRATION 2 2 0
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES 8 WORKERS COMP
hPUSLlC SAFETY 1
8 8 0
15 16
21
1
2
21
2
0
0
6 6 0
10 10 0
POLICE
FIRE
)COMMUNITY DEVELOPMENT 3
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
)COMMUNITY SERVICES 1
CULTURAL ARTS
LIBRARY
RECREATION
SENIOR PROGRAM
)PUBLIC WORKS 1
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 OPERATIONS
FULL AND 314 TIME LABOR FORCE
143
79.75
13
3
1
2
25
10
46.25
4.75
28
2
3.50
58.7
57.25
70.3
150
79.75
13
3
1
2
25
10
48
4.75
30
2
60.2
6.4
58.25
66.9
7
0
1.75
2
0
0
2.9
1.5
1
(3.4)
627.25 641 13.75
34
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued) EXHIBTT 5
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2001/02 2002/03 Difference
Full Time Personnel 622 635 13
3/4 Time Personnel in Full Time Equivalents 5.25 6 0.75
Hourly Full Time Equivalent Personnel 142.4 145.67 3.27
TOTAL LABOR FORCE 769.65 786.67 17.02
INTERNS 2001/02 2002/03 Difference
Management Interns 2 2 0
Building Inspector Intern 2 2 0
GIS Intern 0.5 0.5 0
Plannino Technician Intern 0 1 1 -
Planning Intern - fmnt counter 1 0.5 -0.5
TOTAL LIMITED TERM EMPLOYEES 5.5 6 0.5
EXHIBIT 6
PAGE 1 of 4
GFS TO THF CITY FFF SCHFDUI F -June ZQQ2
(Master Fee Schedules on file with City Clerk)
$ % -
Police
""
Police -Verification Letter $9.00 $10.00 $1 .oo 11%
Police - Fingerprinting Fees $10.00 $12.00 $2.00 20%
Wording changes
Current: Police - False Alarm Fee - Businesses - During Business Hrs.
Proposed: Police - False Alarm Fee - Panic or Robbery
Clerk
City Clerk - CD copy NEW $15.00 $15.00 100%
33
EXHIBIT 6
PAGE 2 of 4
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
RECREATION FACILITY FEES
(De/ete hours of operations for the facilities)
After hours staffing fee
After hours staffing fee
current $ 13 perhour
proposed $ 15 per hour
Categories
Hardina Communitv Center A B C D E F
Auditorium, Rec Hall current NIC 10 15 20 40 45
Auditorium, Rec Hall proposed N/C 15 20 25 50 55
Multi Purpose Rm
Multi Purpose Rm
Kitchen
Kitchen
current N/C N/C 10 15 20 25
proposed N/C N/C 15 20 30 35
current N/C N/C 5 10 15 20
proposed N/C N/C 10 15 25 30
Staaecoach/Calavera Cornrnunitv Centers
Gymnasium current N/C 10 20 30 45 50
Gymnasium proposed N/C 30 40 50 60 70
Activity Room
Activity Room
current N/C 10 15 20 40 50
proposed N/C 15 20 25 50 60
Multi Purpose Rm current N/C N/C 10 15 20 25
Multi Purpose Rm proposed N/C N/C 15 20 30 40
Kitchen
Kitchen
current N/C N/C 5 10
proposed N/C N/C 10 15 25 35
15 20
Safetv Center
Fox & Palowski Mtg Rms, EOC current N/C 10 15 20 30 40
Fox & Palowski Mtg Rms, EOC proposed N/C 15 20 25 40 50
Other Facilities
Levante Center, Heritage Hall current N/C NIC 10 15 20 30
Levante Center, Heritage Hall proposed N/C N/C 15 20 30 40
Granary, Scout House, Train Depot current N/C N/C 8 10 15 20
Granary, Scout House, Train Depot proposed N/C N/C 13 15 25 30
Ballfields/Soccer Fields
Day Use current N/C N/C 5 5 7 7
Day Use proposed N/C N/C N/C 15 20 25
38
EXHIBIT 6
PAGE 3 of 4
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
RECREATION FACILITY FEES
Lights current N/C N/C 13 13 15 20
Lights proposed N/C N/C 15 20 25 30
Snack Bars NEW N/C N/C 5 E 10 12
Poinsettia Soccer Field ($500 deposit Required)
Day Use NEW N/C N/C 15 20 25 30
Night Use NEW N/C NIC 25 30 35 40
SWIM COMPLEX
whole pool
whole pool
current NIC 35 35 35 E8 E8
proposed NIC 35 35 45 E8 100
CLINICS/CAMPS (delete see Note #4)
Field plus Bases current NIC 3 5 5 7 7
Field (delete plus Bases) proposed NIC 3 5 15 20 25
Lights
Lights
Field Preparation
Field Preparation
current NIC 7 13 13 15 20
proposed NIC 9 15 20 25 30
current NIC 15 15 15 15 15
proposed delete fee see new note 4 below
TOURNAMENTS (Increase security deposit from $200 to $500)
Field plus Bases current NIC NIC 5 5 7 7
Field (delete plus Bases) proposed NIC NIC 5 5 7 7
Lights
Lights
Field Preparation
Field Preparation
current NIC 7 13 13 15 20
proposed NIC 9 15 20 25 30
current NIC 15 15 15 15 15
proposed delete fee see new note 4 below
Key Security Deposit current NIC 500 500 500 500 500
Key Security Deposit proposed delete fee
Cancellation Fee (per hour) current N/C 3 3 3 3 3
Cancellation Fee (per hour) proposed delete fee
Notes changes:
Delete Note 4
1. There is a two-hour minimum for use of all facilities. delete except ballfields
4. New A minimum of two-hour staffing fee charge will be assessed for field preparation and
5. A $5 fee will be assessed each non-resident player on teams and/or organization in
subject to staff availability.
classifications "B and "C" that reserve ballfields in escess of 30 calendar days per season.
3'1
EXHIBIT 6
CLASSIFICATION OF APPLICANTS AND FEES PAGE 4 of 4
Each application will be reviewed by the Recreation Supervisor and classified into a group depending on the type of
organization and the intended use. The Parks and Recreation Division’s activities have first priority for the use of the
facilities. The classifications are listed in order or priority with classification “A” first, classification “B” second, etc.
The City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the demand
exceeds the supply. For that reason, a priority system for use had to be established.
A. Parks and Recreation activities; Co-sponsored activities; other City departments
Examples: Friends of the Library, Carlsbad Book Fair
B. Carlsbad resident not-for-profit, civic, social Orffdnizations (non-paid management); any organization sponsoring a
public forum or candidates night; public education
Examples: Carlsbad Rotary, La Costa Youth organization, Carlsbad Sofiball Association, Carlsbad
Youth Baseball, Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School District
C. Carlsbad resident not-for-profit, civic, social organizations (paid management); private educational institutions
Examples: Boy’s and Girl’s Club, Ropeay Management Associations, Carlsbad Girl’s Club
resident political candidate use for find raisers; and locally 0- groups whose normal place of meeting is located in
D. Non-resident not-for-profit, educational, civic and social organizations; resident private parties; resident religious;
the City of Carlsbad.
Examples: North County AA., Y.M.C.A., resident religious and political groups, Mira Costa
E. Resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad IIIQ non-resident parties, weddings or receptions
F. Non-resident commercial, business, political, profit making and religious organizatons
Examples: Trade shows, company training, meetings, seminars
IN ORDER TO QUALIFY AS CLASSIFICATION “B” NON-PROFIT USER, THE ORGANIZATION MUST MEET
ALL OF THE FOLLOWING CRITERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California, or, if not registered
with the State, must be a Carlsbad Chapter and have a constitution or by-laws which clearly state that the objectives of the
organization are of a non-profit, non-commercial nature.
2. The organization must be comprised of volunteers, and 70% of which its membership and participants must be
Carlsbad residents. Verification of residency may be required. Official. rosters, approved by the league office, must be
submitted with applications.
3. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; ifnot incorporated, submit constitution and by-
laws.
b. Financial verification of organization’s exemption from income tax. (Department of the Treasury form 990
may be used.) An up-dated copy will be required by October 1st of each year.
c. A signed statement verifying item “2” above.
PALOMAR TRANSPORTATION, INC.
“Committed to Quality and Servicc”
To: All Carlsbad Hotels & Resorts
*V*
*. , From.: Palomar Transportation, Inc.
Michael Farrar, President
300 Carlsbad Village Dr., Ste. 108A-156
Carlsbad, CA 92008
Dear General Manager:
THE PAL SHUTTLE
Locally owned and operated by Michael Farrar, owner of Palomar Limousine Service
Carlsbad embodies the family dream beach vacation. Unlike other beach cities in Southern
California who offer no special “travelers” transportation, Carlsbad has the five star,
premier service of Palomar Transportation’s PAL SHUTTLE. A beautihlly scenic route
transports your guests anywhere in The Village of Carlsbad and Legoland. Go shopping,
surfing, sightseeing, or for a quiet walk in the fabulous Carlsbad Flower Fields; PAL
SHUTTLE takes you there in luxurious comfort and safety. Starting June 2002, with
enough participation from you, the local hotel and resorts, Palomar Transportation will
run a 65-minute interval route from your hotel or resort every Saturday and Sunday
through the end of August 2002 at NO COST TO YOUR GUESTS. Because Palomar
Transportation already has the PAL SHUTTLE, you don’t have to worry about having a
vehicle of your own, paying a driver, insurance, workmen’s compensation, vehicle
maintenance or anything else. We have done all of the work for you, all we need from you
is your support. Please refer to the attached contract for the nominal support fees
required for service.
FEATURES BENEFITS
*Beautiful 24-Passenger Shuttle *Private Vehicle at Your Disposal
*Free Service to your Guests on Sat. & Sun. *Added Amenity for your Resort
*65”inute Scheduled Route *No Extra time used to find Cabs/Bus
*Comfortable and Safe *Extra advantage over the competition
*Traffic Reduce *Less traffic keeps Carlsbad Attractive
*FREE FREE FREE *More tourist $’s spent in Carlsbad
Palomar Limousine Service 300 Carlsbad Village Drive, Suite 108A-156, Carlsbad, CA 92008
Office (760) 720-9400 Fax (760) 729-01 17
TCP 4025P
PALOMAR TRANSPORTATION, INC.
.
PAL SHUlTLE
Your PAL for Transportation
The,Village of Carlsbad and Legoland's
Hotel & Resort PAL SHUTTLE
Carlsbad is one of the hottest vacation destinations in Southern California. Unlike other
beach cities, Carlsbad has five-star premier hotels and resorts, and now also has the
five-star superior shuttle service of Palomar Transportation's PAL SHUTTLE. The
shuttle will travel a route through the Village of Carlsbad, stopping at participating hotels
and resorts with zero cost to your guests. 'Our drivers will be radio dispatched, in addition
to the shuttle's pre-scheduled route (enclosed). In addition to your pre-existing services,
adding this special feature'to your resort or hotel will be a beneficial service to your
customers. The PAL SHUTTLE will be available to you for the Summer 2002 season,
which will be running 9am - 5pm, Saturdays and Sundays (with the exception of holidays,
unless special arrangements have previously been made) starting June 1" through August
30&.
Uu to 50 rooms 51 to 100 rooms . 101 to 150 rooms 151 to 300+ rooms
$100 per month $200 per month $300 per month $400 per month
Name
Resort/Hotel
Address
Phone Fax
Total Check #
Credit Card # EXP
Name on the Credit Card
Authorized Signature Date
Regular Shuttle service is available 7 days a week 9am-5pm and includes transportation to
the Oceanside Train Station, as well as the City of Carlsbad. Adults $8, Children $6,
Seniors $7. Please call us at 760-720-9400 for schedule information or to make a
reservation.
300 Carlsbad Village Drive, Suite 108A-156 Carlsbad, CA 92008
Office (760) 720-9400 (949) 364-9400 (760) 722-5609
Email Reservations to PalomarCar@aol.com
Summer 2002 PAL SHUTnE ROUTE June July August
9:13am Oceanside Train Station
Best Western Beach Terrace Inn 2775 Ocean St.
Carlsbad Village Train Station
Carlsbad h 3075 Carlsbad Blvd.
Best Western Beach View Lodge 3 180 Carlsbad Blvd.
Hilton Pacific Coast Highway
Poinsettia Train Station
Inns of America 75 1 Raintree Dr.
Motel 6 South 750 Raintree Dr.
Ramada Inn & Suites 751 Macadamia Dr.
Fairileld by Maniott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Avport Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort &Hotel 5805 Armada Dr.
LEGOLAND, CA One Leg0 Dr.
s. 10:24am Oceanside Train Station
Best Western Beach Termce Inn 2775 Ocean St.
Carlsbad Village Train Statim
Carlsbad Inn 3075 Carlsbad Blvd.
Best Western Beach View Lodge 31 80 Carlsbad Blvd.
Hilton Pacific Coast Highway
Poinsettia Train Station
Inns of America 75 1 Raintree Dr.
Motel 6 South 750 Raintree Dr.
Ramada Inn & Suites 75 1 Macadamia Dr.
Fairfield by Maniott 752 Macadamia Dr.
Grand Pacific Palisades Resort & Hotel 5805 Armada Dr.
LEGOLAND, CA One Leg0 Dr.
11:34am Oceanside Train Station
Best Western Beach Terrace Inn 2775 Ocean St.
Carlsbad Inn 3075 Carlsbad Blvd.
Carlsbad Village Train Station
Best Western Beach View Lodge 31 80 Carlsbad Blvd.
Hilton Pacific Coast Highway
Poinsettia Train Station
Inns of America 75 1 Raintree Dr.
Motel 6 South 750 Raintree Dr.
Ramada Inn & Suites 751 Macadamia Dr.
Fairfield by Mamiott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Aqmt Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort & Hotel 5805 Armada Dr.
LEGOLAND, CA One Leg0 Dr.
Best Western Beach Terrace Inn 2775 Ocean St.
Carlsbad Village Train Station
Carlsbad Inn 3075 Carlsbad Blvd.
Best Western Beach View Lodge 3180 Carlsbad Blvd.
Hilton Pacific Coast Highway
Inns of America 751 Raintree Dr.
Poinsettia Train Station
Motel 6 South 750 Raintree Dr.
Ramada Inn & Suites 751 Macadamia Dr.
Fairfield by Maniott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort & Hotel 5805 Armada Dr.
- -
Summer 2002 PAL SHUTTLE ROUTE June July August
Best Western Beach Terrace Inn 2775 Ocean St.
Carlsbad Village Train Station
Carlsbad Inn 3075 Carlsbad Blvd.
Best Western Beach View Lodge 3180 Carlsbad Blvd.
Hilton Pacific Coast Highway
Poinsettia Train Station
Motel 6 South 750 Raintree Dr.
Inns of America 751 Raineee Dr.
Ramada Inn & Suites 751 Macadamia Dr. Fairfield by Marriott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. &Flower Fields & Co. Stores
Grand Pacific Palisades Resort &Hotel 5805 Armada Dr.
Best Westem Beach Terrace Inn 2775 Ocean St.
Carlsbad Village Train Station
Carlsbad Inn 3075 Carlsbad Blvd.
Best Western Beach View Lodge 3 180 Carlsbad Blvd.
Hilton Pacific Coast Highway
Poinsettia Train Station
Inns of America 75 1 Raintree Dr.
Motel 6 South 750 Ramtree Dr.
Ramada Inn & Suites 75 1 Macadamia Dr.
Fairfield by Marriott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort & Hotel 5805 hada Dr.
LEGOLAND, CA Onc Leg0 Dr.
Oceanside Train Station
Best Western Beach Terrace Inn 2775 Ocean St.
Carlsbad Village Train Station
Best Western Beach View Lodge 3 180 Carlsbad Blvd.
Carlsbad Inn 3075 Carlsbad Blvd.
Poinsettia Train Station
Hilton Pacific Coast Highway
Inns of America 75 1 Raintree Dr.
Motel 6 South 750 Raintsee Dr.
Ramada Inn & Suites 751 Macadamia Dr.
Fairfield by Marriott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort &Hotel 5805 Armada Dr.
LEGOLAND, CA One Leg0 Dr.
Oceanside Train Station
Best Western Beach Terrace Inn 2775 Ocean St. Carlsbad Village Train Station
Carlsbad Inn 3075 Carlsbad Blvd.
Best Westem Beach View Lodge 3180 Carlsbad Blvd.
Grand Pacific Palisades Resort &Hotel 5805 hada Dr
LEGOLAND, CA One Leg0 Dr.
Janice Breitenfeld -Operating Budget WSlCheryl.ppt
8"~~. ~
City of Carlsbad
2002-2003
Operating Budget Workshop
May 14 - Capital budget (CIP) Workshop
- Operating Budget Workshop
June I3 - Citizen’s Budget Forum
June 18 - Operating Budget and CIP
Public Hearing and Adoption
5:OOpm at the Faraday Center
Informal discussions with staff
Operating and Capital budgets
Council's
Goals Annual Process
Agenda @g
Economic Overview LLV
Forecast for the General Fund
Budget Requests for FY 2002-03
Other Fund Summaries
Fee Changes
New Program Options
Revenue Estimates
Increase of I .4%
Consists of minor increases across funds
Due to decrease in contingency and transfers
as well as a number of one-time costs
.. .~ ~ ~~~~ .~ ~~
Janice Breitenfeld -Operating Budget WS-Cheryl.ppt
~~~~~
Fiscal Year 2002-03
Transfers Interdept.
Licenses/ "Oh
Permits
1 %
interest/ Rents-,/ r
5% Intergov't
9% [other 1 %
Total Operating Revenues - $141.6 million
I .-- ~~~~~~~
~ ~~~~~~ ~ 1 Janice Breitenfeld - Operating Budget WS-Cheryl.ppt
US economy in recession beginning in
early 2001
California also in recession caused by:
High tech slowdown
Decline in stock market related wealth
Soaring energy prices
Fading exports
Uncertainties caused by energy crisis
Economic recovery to pick up s
Job growth will be modest
Personal income to grow by 3% in 2002
and 6.2% in 2003
Construction will be constrained mainly
due to non-residential
.- ~~~ ~ Janice ~~ ~~ ~ Breitenfeld - Operating Budget WS-Cheifppt
Index of Leading Economic indicators sa" cmgo bc:ouw. I ~99. 2002
152 May 2000
,so"""""""""""J""..."""""""""""". ."~
....
/ i)
................ (49 " ................ .J". ........ 3
,a ..... ....................... i xIG----- \""""""""" .
,*I .......... .......................... 1; ................. \
F
142 4 .... *L ................................... k ............... 6'
" i
.......................................... 140 1. :\" ...........
I JanickBreitenfeld -Operating Budget WS-Ch&ppt
~~
, ~-
Carlsbad's Economic Profile
Home prices
Taxable
transactions
Tourism
Population growth
$425,000
12% increase
1996 1997 1998 1999 2000 2001
Fiscal Year
2,500
2,000
1,500
1,000
500
0
91 93 95 97 99 01 03 05 07 09 11
1 Jailce Breitenfeld - Operating Budget WS-Chery.ppi
1- I-
1 $30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
, - ~ ~~~ Janice Breitenfeld - Operating Budget WS-Chery.ppi
1 1 +- Property Taxes "Annual %Growth I
,~~~1 ~~~~~ ~ ~~ ~ ~~~ ~ Janice Breitenfeld - Operating Budget WS-CheryLppt
-~ .. ~ ~
I ~ Janice ~ Br&nfeld~- Operating Budget WS-Cheryl.p$
3,500 Rooms
an2 Extended Stay " _I
02 Inns of America
01 ~. 1 Hilton
Marriott, Residence
99 Grand Pacific
98 1- Four Seasons
0 2,000 4,000
. . ....""Page,
. . . . . . .
Recovery back to $9.3M $9.2M
2001 levels
expected in 2003
97 98 99 00 01 02e 03e
I 0 All Others 0 La Costa 0 Four Seasons El New Hotels
-~~ ~~ ~~ ~ Janice Breitenfeld -Operating Budget WS-Cherylppt ~ ~~ ~~ ..~~
1-
pnice Breitenfeld - Operating Budget WS-Cheryl.ppt
~~~~ ~
nate: $4.9 million
Estimated 7.4%
growth in 2003
20%
'96 '97 '98 '99 2000 '01 '02 '03 '04 '05 '36 '07 '08 'W '10 '11 '12
+VLF "Annual %Growth
.~ Janice Breitenfeld - Operating BudgetWS-Che&l.ppt
. ~ ~~~~~ .~.~ ~
I ~~~
"alifornia 3 Natural Gas Prices
c-uu I , Sep-00 I'
~ ~ ~~ ~ ~ ~~~ ~~
Janice Breitenfeld -Operating Budget WS-Cheryl.ppt
~~~ ~~~
Franchise Taxes
$8 I
I I I ,I I I I I
'99 '00 '01 '02 '03
1 Other Cable OTrash
Franchise*
Sales*
*Five sources make up 77% of General
fund revenues.
18%
15%
12%
9%
0% 4
'96 '97 '98 '99 2000 '01 '02 '03 '04 '05 '06 '07
(+Annual %Growth 1
. . Page 27 . ~~ ..
CPI range from 2.7% to 3.1 %
Sales tax growth in the 4% to 6% range
No spikes in energy prices
Growth based on citywide projections
No structural changes in revenues
Expenditure growth based on CPI + annual
percentage change in population
Estimated cost of new facilities added in the year expected to open
.~ Janice Breitenfeld - Operating Budget WS-Cheryl.ppt
Forecast = General Fund
Millions
$6
$4
$2
$0
-$4
-$6 ' '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '
Net Revenues over (under) Expenditures
Page ~ 29
Potential Threats to Forecast
State Budget
$23.6 billion deficit projected for FY03
Structural imbalance which may last for
several more years
Has been discussed for years
Many proposals reallocate sales taxes
Fiscal Reform
r~~ ~ ~ ~~ ~~~~~~ ~ ~ ~ ~
Janice Breitenfeld - Operating Budget WS-Cherylppt
.
Millions
$2
-86 ’ ‘02 ’03 ‘04 ‘05 ’06 ‘07 >?3 ‘09 ‘10 ‘11 ’12 ’
Net Revenues over (under) Expenditures
riaike Breitenfeld - Operating Budget WS-Cherylppt
Millions
I I
-$6 ‘02 ‘03 ’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 I>- ‘12 ‘
Net Revenues over (under) Expenditures
Good economic position considering
recession influences
Slow recovery expected
Carlsbad may have surpluses for next
few years, assuming no structural
changes
Caution advised for future expenditures,
especially in adding any ongoing
programs
Finance Calculates Block Budget
Departments submit requests to Finance
LT reviews budgets & recommends
to Council
Council adopts budget
Janice Breitenfeld -Operating Budget WS-Cheryl.ppt "
.~ ~~. ~~ .. . . . . . .. . . . . .. . . ." -1
Budget Overview
Janice Breitenfeld -Operating Budget WS-Cheryl.ppt
.. ~~~~~ ~ ~ ~~~~~~~~~~
. ~.
~~ ~~ ~ ~~~ . ij- anlce .-.. . Breitenfeld - Operating Budget WS-Cherylppt ~ ~- ..
Paae 4
ALGA NORTE PARK
[%-nice Breitenfeld - Operating Budget WS-Cherylppt
, Janice Breznfeld - Operating~Budget WSCheryl.ppt
~~
~~
Janice Breitenfeld ~ Operating Budget WS-Cheryl PPt Page 46
~ .____~.____ ..". ~~~ .. ~~~ I ' - ' ,., Janlce Breltenfeld - Operatlng Budget WS-Cheryl.ppt ~"
-
! Janice Breitenfeld - Operating Budget WS-Cherylppt
.. ~ ~~ ~~ ~~~~ ~~~~~~ ~
.
I Janice Breitenfeld - Operating BudgetWS-CheGl.ppt
.~ ~ ~~ . Page.3
~~ ~~."
.~ ~ ~ 1 Janice Breitenfeld - Operating Budget WS-CheryLppt ..
Paae 52
Maintenance
New Positions
', "(I:.. ' Total Workforce
0
0
. . . . . 1 Janice Breitenfeld - Operating Budget WS-Cherylppt .. .. ~ . .~ "" ~ ~~
,,,-Redevelopment
Internal Service
Special
Revenue
Total Budget = $139.8 million
Public
Safety
Services Community
Development
Total Budget = $82.4 million
To maintain service levels for the Field
Operations division
Factors considered include response
time, calls for service, FBI index crimes,
customer base, and customer service
Total cost: $217,724 funded within block
70000 -
60000”
50000 -‘
40000 -‘
30000”
20000 “
10000 ”
0-
1994 1995 1996 1997 1998 1999 2000 2001
27% increase in volume since 1994
1 Janice Breitenfeld - Operating Budget WS-CheryLppt
~~ ~
1995 1996 1997 1998 1999 2000 2001 200P
2001 had the first increase since 1995
*Annualized January - May
1993 1994 1995 1996 1997 1998 1999 2000 2001
Patrol continues to maintain a 4.7 average on a
I to 5 scale.
Primary focus - DUI enforcement
Specialized skills to train other officers
One-third of traffic collisions between
9 p.m. and 3 a.m. involve DUI drivers
5 of 8 fatal collisions in 2001 involved
Total cost: $143,095 funded within block
ID theft - illegal use of personal information,
such as social security number, for financial
High tech identity theft cases increasing
Significant training involved
Regional task force formed
Full reimbursement to participating agencies
Net cost: $37,015 funded within block budget
45 special events in Carlsbad annually -
continues to increase
Currently coordinated by traffic sergeant
New non-sworn position would administer
application process, coordinate committee,
identify needs of residents and businesses,
and assist event promoters
Total cost: $60,375
Fire Dispatch enhancement committee
recommended 4 dispatchers to increase
minimum staffing to 3 (I call taker, I
police dispatcher, 1 fire dispatcher).
bring minimum staffing level up to 3
dispatchers during peak hours
Total cost: $1 21,546
Technology
Jim Elliott
Administrative Services Director
' Janice Breitenfeld- Oper&g Budget WS-Chery.ppt ~~
Implement public internet
access to DMS
Enhance Public Works use
of maps and drawings on
DMS, including evaluation
of linking the DMS to GIS to
allow spatial queries.
1 'Janice Breitenfeld - Operating Budget WS-CheryLppt ~~ ~~~ ~~~~~~~~ ~
~~
Make bill paying simpler and faster for our
customers, and at any city location
Improve internal controls over cash
Integrate with current systems
$1 05,000
'I Customers A
[Janice Breitenfeld - Operating Budget WS-CheryLppt ~~~~~~~~~~ ~~ ~ ~~
Supports users of technology
Replace temporary help with a
permanent Application Specialist
position
$53,000
~
. . Page 71
Customer Service/
New Facilities
Frank Mannen
Assistant City Manager
Sandy Holder
Community Development Director
New Full Time positions:
Children’s programming and desk coverage will
now be completed by a professionally trained
Children’s Librarian
available for the frontline staff in Circulation
(They are created from the conversion of part
time FTE to full time FTE)
"" ~ .__."___ ~ ~ -
anice Breitenfeld - Operating Budget WS-Chery.ppt -7a P.- ~- " ~- ~- ~" - - ""
, , ., ~ ~r . ~ ~~~ Janlce Breltenfeld - Operating Budget WS-CheryLppt ~~
Customer Service
Recreation Department
Improves front counter customer
service and accountability
Priority staffing need acknowledged
in the Recreation Strategic Plan
Cost offset by reduction of 1,000 part
time hours
Recreation Department
Oversee development & distribution of
Community Services brochure and Graphics
Identify department training needs, improve
technology skills, strengthen
communication and marketing techniques
Enhance program revenue
Janice Breitenfeld - Operating Budget WS-CheryLppt
.. ~ ~ ~
I""
Create and manage interpretive programs
Supervise and coordinate exhibits, special
events and lessors
Investigate Foundation program with
docent support to operate the Park
Carrillo Ranch Park (cont.)
~- ... . ~~~~~~ ~~~~ ~~~~~~~ ~. Janice Breitenfeld - Operating Budget WS-CheryLppt
Provide career growth opportunities
Increase staff levels at the Planning
Development Services Counter to
adequately service the City of Carlsbad
and meet customer services goals
Create a learning & more flexible
organization
5815 El Camino Real & 2351 Faraday
2 Buildings - Approx. 134,000 sq.ft.
$15.7 Million Purchase Price
Leaseback to Farmers thru 1/2/03
I'
N
I *SW Corner of El Camino Real & Faraday Avenue
~ Page 82 1 .-
~~~~~ . ~ Breitenfeld - Operating Budget WS-Cherylppt ~~ ~~~ ~~~
2002-2003 Workplan
Space Needs Interviews and Analysis
Civic Center Site Visits and Tours
Facilities Analysis and Re-use
Council Workshops - Visioning
" ~ ~~~
Janice Breitenfeld - Operating Budget WS-CheryLppt ~~ . .
, . ~~~ ~~
, . , ,,, ,,
Maintenance of Existing
Facilities
Lloyd Hubbs
Public Works Director
~~ ~ ~~ ~ ~~~ tianice Breitenfeld -Operating Budget WS-Cheryl.ppt ~
I ::::..: . ,. , .. ,
, 'i -
Purpose: Establish guidelines for proactive
management of urban forest
1 Elements of Plan
Street tree inventory
Management of trees in
the public right-of-way
Community awareness
program
Heritage trees : Budgef
Hosp Grove $60 - $80,000
10,500 trees Public
2,000 candidate tree
locations in public right
3rd year of 5-year plan.
800 trees planted to
14,500 trees in grove
8,800 dead or dying
Inadequate irrigation
4-year plan to remove dead or dying trees
Replant 5,000 trees over 15 year period
Introduce species diversity
Install irrigation
Education & Outreach
Regional workshops
Community activities
Staff training
Municipal Facilities
Desiltation basin program
Street sweeping
Catch basin and channel
maintenance
Facilities Maintenance
Water Qualify Strategic Plan
Dry/Wet weather
monitoring
Residential, Industrial &
Commercial compliance
". .. ~ .
WS-Chetylppt"'~ . .~. ".
. - "~ .~ " "Fg
Office Specialist I1
Respond to “Request For
Action”
Reception
Record keeping
Staff support
Future Funding Needs
Fiscal Analysis
Watershed Urban Runoff
/J,nigBreieTfeld - Operating Budget WS-CherylLppt ~~~ ~~~~ ~
Depreciation
Other1 3 Section 8
Total Budget = $10.5 million
.. ~ Feifeld - "" Operating ~~ . Budget WS-Cherycppt -~ .~ .~.____. Pd
~ ~~~~ ~~ ~~~~ Janice Breitenfeld :Operating Budget WS-Chery.pG ~" .
.~~ ~~
3000
2500
n
C z 2000
!! 1500
z I000 s 0
6R
500
0
1 i -i t- other
0 interest
0 tax increment
expenditures
2000-01 2001 -02 2002-03
Includes Community Centers, ball fields,
soccer fields, etc.
Fees haven't been increased in 7 yrs
Survey done of other North County Cities
Recommended fees represent average of
4nlcudes a $5 non-resident fee for all
community sports organizations (per
participantlper year)
-. ~" ~~ ~~~. ~- ~- - "
, Janice Breitenfeld - Operating Budget WS-CheryLppt ~~
. ~ Breitenfeld Budget
Covert PI0 to Communications
Increase video production by hiring a %
time Video Production Manager and
other technical assistance
Development of a City cable channel
onversion of PI0 to No Cost
Communications Manager (already
Video Production Manager (34 time) $84,410
Contract Technical Assistance 100,000
Publications Consultant 60,000
Capital Equipment 75,000
$31 9,410
budgeted)
rJanice Breitenfeld - Operating Budget WS-Cheryl.ppt
~~
Page 105 1
Fund the request at a cost of $320K
from the General fund.
Partially fund the program at a cost to
be determined.
Do not fund request.
New programs such as the Citizens
Academy and Citywide Trail system
have increased the level of requests to
participate in local government.
Increased used of volunteer labor
requires additional attention to meet
the oversight and management
surveys, prepare informational
brochures and make recommendation
on how to manage program.
Increase the oversight and
coordination through the creation of a
Volunteer Coordinator position at a
cost of $80,000 to be funded by the
General fund.