HomeMy WebLinkAbout2002-06-18; City Council; 16798; Adoption of 2002-03 Operating & CIP BudgetsCITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER DISTRICT AND I 8
HOUSING AND REDEVELOPMENT COMMISSION -AGENDA BILL F--
IB# 16,798
IEPT. FIN
1TG. 06118102
DEPT. HD. TITLE:
ADOPTION OF THE 2002-03 OPERATING AND
BUDGETS
CAPITAL IMPROVEMENT PROGRAM CITY Am.
CITY MGR
3ECOMMENDED ACTION:
1. Hold a public hearing on the City of Carlsbad's, Carlsbad Municipal Water District's and
Housing and Redevelopment Commission's 2002-03 Operating Budget, and 2002-03 to
Buildout Capital Improvement Program.
2. Adopt Resolutions No. 2o02-180 1156 ,and 354 , adopting the final
Operating Budgets for 2002-03, and appropriating funds for the 2002-03 Capital Improvement
Program.
3. Adopt Resolutions No. 2002-181 and 1157 , adopting the Gann spending limit
for the City of Carlsbad and the Carlsbad Municipal Water District for 2002-03.
4. Adopt Resolution No. 2002-182 adopting changes to the Master Fee schedule.
TEM EXPLANATION:
The proposed 2002-03 Budget totals $177.8 million, of which $139.8 million is the Operating
Budget, and $38 million is the Capital Improvement Budget. Operating revenues total $141.6
million and Capital revenues total $32.9 million, for a total of $174.5 million.
The Operating Budget provides the funding for all the operations of the City including police and
fire services, library operations, utility services, affordable housing programs, recreation programming, park and street maintenance, and many others. The Capital Improvement Program
outlines the financing plans for all of the City's major construction projects including civic facilities,
roads, water and sewer lines, as well as all the other infrastructure needs.
The following is a brief summary of the proposed budgets. More information can be found in the
overviews of the Operating Budget and the Capital Improvement Program in Exhibits 1 and 2.
Ooeratina Budnet
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 thecurrent year Gojections.
General Fund
the past year; however, the City's General fund revenues are still expected to grow by 5.8% for
General fund revenues for 2002-03 are estimated at $86 million. Revenue growth has slowed in
the 2001-02 fiscal year and close to 1% for the 2002-03 fiscal year. A significant portion of the change is due to swings in the Franchise tax revenues and a decline in the Transient Occupancy
taxes in fiscal year '02.
Property taxes, the City's largest single revenue source, are projected to grow to $24.4 million, an
values as of January 1, 2002. Sales taxes are expected to total $23.5 million for 2002-03, an
8.4% increase over the past year. Property taxes for fiscal year 2002-03 are based on property
increase of 7.3% over the 2001-02 projections, and assume 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.
PAGE 2 OF AGENDA BILL NO. 16,798
The 2002-03 Budget includes enhancements to existing services as well as the addition of several
new programs. The majority of the new programs and increases in services are for public safety,
customer service, new facilities, maintenance of existing facilities, and technology. These
program increases resulted in 13.75 new full-time positions, with half of them requested to
strengthen public safety services. In addition, $914,000 of capital outlay requests have been
included in the proposed General fund budget.
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.
Capital Improvement Proaram
The 2002-03 to Buildout Capital Improvement Program (CIP) outlines approximately 177 future
proiects at a total cost of $353.3 million. Appropriations scheduled for 2002-03 total $38 million and will be added to approximately $137.2 miilion for ongoing capital projects that remain unspent
at the end of fiscal year 2001-02, for a total appropriation of $175.2 million. Revenues for the CIP
are projected at $32.9 million.
Park projects programmed for the upcoming year include the construction of Larwin Park and
Aviara Community Park, and planning for the parks at the Pine school and Alga Norte sites. Other
projects include construction of the Vista Carlsbad and North Agua Hedionda sewer interceptors
and water transmission mains along El Camino Real and College Boulevard. Funding is provided
to continue with the design of the Coastal Rail Trail. Construction of several major street projects
throughout the City. Projects receiving appropriations in 2002-03 include College Boulevard east is included in the CIP, which, once constructed, will improve the flow of regional and local traffic
of El Camino Real and the Rancho Santa Fe Road widening and realignment project. In addition,
next year’s Capital Improvement Program includes $7.7 million in funding for street maintenance
and/or reconstruction projects.
Chanqes to the Preliminarv ODeratinn Budaet and CaDital Imwovement Proaram
The following changes have been made to the Preliminary Budgets since the printing of the
document:
Operating Budget 1, The South Carlsbad Coastal Redevelopment Area (SCCRA) Debt Service fund budget was
increased by $20,000 to cover the administrative costs paid to the County of San Diego for
property tax administration.
2. The Operations and Debt Service funds for the Redevelopment Village Area have been
combined for presentation purposes in the tables in Exhibit 4.
Capital Improvement Program
1. An additional $5,000 was added in 2002-03 to pay off the College Boulevard Assessment on
the Zone 5 Park property.
2. The TransNet-Highway allocation for College Boulevard East was increased by $231,000
due to interest earnings on the funds held at the County.
3. The repayment of a $1.6 million loan from the Recycled Water Fund to the Water
Replacement Fund was moved up to the 2002-03 fiscal year.
4. A reduction of $6 million was made to the future cost estimate of City Hall to reflect the prior
purchase of the Farmer’s Building site. 2-
PAGE 3 OF AGENDA BILL NO. 798
5. The timing of future TransNet-Local funded pavement management projects was modified to
reflect the funding as shown in the Regional Transportation Improvement Program adopted
by Council on June 4, 2002. The net result was a decrease to future appropriations of
$200,000.
6. The current year expenditure and carry forward amounts have been updated through May
31, 2002. The net result of these changes is a change in the total anticipated 2002-03
appropriations (including continuing appropriations) from $173.0 million, as shown in the
Preliminary Budget document, to $175.2 million.
Budaet Authorization
aDDroDriations in the Workers’ Compensation and General Liability funds as needed to cover the
Staff is recommending that the City Council authorize the City Manager to increase the
expected claims expense in both of these funds. Claims expenses are unpredictable. They are
dependent on the number of claims filed and the City’s estimate of its share of the cost as
determined by the Risk Manager, the City Attorney, the City’s administrators and other staff.
There are specific processes in place to insure that any amounts paid have been properly
authorized and that Council has approved all significant claim settlements. Thus, allowing the City
Manager to adjust the budget for the claims expense account will allow the timely payment of the
claims as they are authorized.
Gann Limit
In addition to adopting the Operating Budget, the Council is asked to adopt the Gann Spending
Limit as required by Article XlllB of the California Constitution. The Gann Limit creates a
restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues,
which are subject to this limitation, are those considered “proceeds of taxes.” The basis for
calculating the Gann Limit began in fiscal year 1978-79, and is increased based on population
growth and inflation. The City’s spending limit for 2002-03 is $286.4 million, with appropriations of “proceeds of taxes” of $74.7 million. The Carlsbad Municipal Water District spending limit for
2002-03 is $3.6 million, with appropriations of “proceeds of taxes” of $1,399,000.
Fees for Citv Services Some of the fees are increased annually based upon an index as stated in the resolutions or
ordinances establishing the fees. In addition, staff has reviewed the fee schedules and is
recommending changes to the Recreation facility fees, the addition of a CD copy fee, and minor
increases in the police fingerprinting and verification letter fees. The revisions to these fees are
shown in Exhibit 3.
Fiscal Year 2001-02 Adiustments
Everv vear. manaers are eliaible for incentive Day based on the achievement of their qoals.
Althdugh this amiunt is not pid out until after the end of the fiscal year, it is accrued for the-fiscal year in which the goal achievement occurred. For 2001-02 an adequate amount was budgeted in
the General fund to fund the incentive pay that will be paid to managers who are charged to
General fund budgets. However, amounts were not budgeted for amounts to be paid by the non- general fund departments. Staff is recommending that the amounts, totaling $75,900 be
appropriated from the fund balances of the funds as detailed at Exhibit 2.
funds (estimated at $321,751) to the South Carlsbad Village Storm Drain project, with an offsetting
In addition, staff is requesting authorization to appropriate interest earnings on TransNet-STP
decrease in appropriations from other funding sources of the project.
PAGE 4 OF AGENDA BILL NO. 16,798
ENVIRONMENTAL REVIEW:
year 2002-03, received a finding of General Plan Consistency by the Planning Commission at their
In accordance with Government Code, all projects, which receive appropriation of funds for fiscal
meeting on May 1,2002.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. 2002-03 Preliminary Operating Budget overview.
2. 2002-03 Preliminary Capital Improvement Program overview.
3. Recommended changes to City Master Fee Schedule - June 2002 (Master Fee Schedules on
file with City Clerk).
4. Resolution No. 2002-180 of the City Council of the City of Carlsbad, California, adopting
the Final Operating Budget and Capital Improvement Program for the fiscal year 2002-03 for
the City of Carlsbad and establishing controls on changes in appropriations for the various
funds.
5. Resolution No. 1156 of the Board of Directors of the Carlsbad Municipal Water
District, California, adopting the water district final Operating Budget and Capital Improvement
Program for 2002-03.
6. Resolution No. 354 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving the Operating Budget of the Redevelopment Agency and Housing Authority for fiscal year 2002-03.
7. Resolution No. 2002-181 of the City Council of the City of Carlsbad. California,
establishing the 2002-03 appropriation limit as required by Article XlllB of the California State
Constitution and State law.
8. Resolution No. 1157 of the Board of Directors of the Carlsbad Municipal Water District, California, establishing the 2002-03 appropriation limit as required by Article XlllB of
the California State Constitution and State law.
9. Resolution No. 2002-182 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
The Preliminary Operating Budget and Capital Improvement Program 2002-03 is on file with the
City Clerk.
The Technical Appendix is available for review in the Finance and Engineering Departments.
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
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
the first page of this budget
statements are shown on
document. Through the
vision statements, Council
continually defines and
clarifies their vision of
Carlsbad. The strategic
goals for the City are
further define the methods
developed next. The goals
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
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 -
Citv of Carlsbad 2002-2003 Strate& Goals
basis.
Top Quality Services -Be a City that provides exceptional services on a daily
which includes public transpottation, 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 Space/Trails - Acquire, develop and maintain a broad range of
fiscally responsible recreation and open space facilities that actively address citizen
needs and are consistent with the General Plan and Growth Management Standards.
system leading to a drought-resistant community, in the most cost effective manner.
Water - Ensure reliable, high quality, diversified potable and recycled water
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.
community and the City organization.
Learning - Promote and support continuous learning opportunities within the
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.
5
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.
California followed the nation into the recession and was hit hard by the high-tech slowdown,
declines in stock market-related wealth and income, soaring energy prices, fading exports, and
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
losses during this time period, while most of Southern California, with the exception of Los
Angeles, saw modest job growth. The State Department of Finance forecasts that the State's
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
in line with the previous forecast for a rebound in San Diego's economy in the second half of
2002. The outlook is for continued slowing in the first half of the year, with the unemployment
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
past few years but still respectable in a recessionary year. Projections for the 2002-03 fiscal
year reflect 5% growth (excluding the changes in franchise taxes). Most of the increase is in the
tax revenues, with lesser growth in other revenues and declines in the development related
revenues.
L
City of Carlsbad
Median SFD Home Prices
1 lhnllu"
$450 <
$400
$350
$300
$250
$200
$1 50
$100
$50
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 Country 1 Avg Sales Per Retail Outlet
San Diego County
CARLSBAD
CHULA VISTA
CORONA00 DEL MAR
EL CAJOM
ESCOMDIDO
ENClNlTAS
IMPEWAL
LA MESA
LEMON GROVE
NATIONAL CITY
OCEANSIOE
PWAV
SAN DIEGO
SAM MARCOS
SANTEE
SOLANABEACH VISTA
SAM OlECO CO
50 $200 $400 $600 $800 01,000 $1200 11,400
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
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
shorlfalls, 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
grant programs. While it would be preferable for the State to balance its budget without
(similar to the property tax grab in the early 1990’s). and cutbacks in a number of other State
impacting local government, if the State can limit the effects to only those indicated in the May
and that further assaults on City revenue sources will occur. The most likely candidate is the
Revision, the impact on Carlsbad will be minimal. The danger is that these will not be enough,
Vehicle License Fees (VLF).
VLF is collected by the Department of Motor Vehicles on all registered vehicles in the State of
California. It is divided among cities and counties and disbursed to cities mainly on the basis of
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.
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
In addition to the Growth Management Plan, the City also prepares a long-term financial model
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
way, we can anticipate the effects of development from both a capital and an operating
pay for the various projects and calculates the anticipated operating budget impacts. In this
perspective.
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City's infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance, By setting aside funds now, the citizens of Carlsbad can be assured that the
and many facilities for which the City is responsible.
proper maintenance and replacement, when needed, will be performed on the streets, parks,
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
recovery appears to be on the way. The Carlsbad Company Stores, opened in late 1997, has
continued to expand and now contributes over $1 million annually to the City's sales tax
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 exDected to
General Fund -Top 5 Revenues
OPropertyTax .Sales Tax OTOT OVLF OFranchise Fees
Source' Retail Sales SuNeY
provide $66.2 million, or
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
9
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
%
CHANGE 2002-03 2001-02 CHANGE
GENERAL FUND $ 85.2 $ 86.0
-0.9% (0.1) 10.6 10.7 SPECIAL REVENUE
$ 0.8 0.9%
ENTERPRISE 29.3 29.7 0.4
INTERNAL SERVICE 12.0
1.4%
12.7 0.7
REDEVELOPMENT
5.8%
2.5 2.6
1.4% $ 1.9 $ 141.6 $ 139.7 TOTAL
4.0% 0.1
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
I PROJECTED I ESTIMATED
(In Millions)
SALES TAX
RANSIENT OCC. TAX
EHICLE LICENSE FEES
2001-02 2002-03
4.6 4.9
4.6
15.6
3.7
16.2
0.6
0.3
OTAL .9Y 5 .8 $ 86.0 $ 85.2
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
on how fast they can grow.
This is due to Proposition 13.
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
onlv increased to the full
market value upon the sale of
the DroDertv. Thus. DroDertv 93 94 95 95 97 98 99 00 01 02e 0% .. ~ taxes tend to grow slowly unless there is a significant amount of housing activity.
In more recent years, we have seen robust growth in property taxes due to new developments
and a large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the
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% plus additional amounts for
new retail sites locating to the City. One
horizon is a retail center in the southern-
~eneral~etail 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
.. . ~
."
Sales Taxes Business to of the most significant new sites on the
30%
Food Products chart, the Citv's sales tax base is heavilv I 37% 12" 1 welghted in the ,transportation section.
whlch IS predommantly new car sales.
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 $9.2 million for 2002-03,
an increase of 7% over 2001-02 estimates.
TOT is the one revenue source for the City
that was severely affected by the September
terrorism attacks.
The tourism industry was already beginning to
slow due to the downturn in the national and
regional economies; the terrorism attacks
practically shut down the industry for a few
weeks. The recovery from those events has
been very slow with a decline of 7% projected
for fiscal year (FY) 2002. Fiscal year 2003's
Transient Occupancy Taxes
In lhauandr
SWQO
IB.OW
12,000
99 00 01 02.3 0%
FISsal "ear
projected$roAh to $9.2 million will 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
franchise revenues are projected to grow by about 3% in fiscal year 2003. The large increase in growing along with the growth in population and changes in their rate structures. These
franchise taxes has come from the taxes on gas and electric services, which are Daid bv San
SDGE Franchise Taxes Diego Gas and Electric (SDG&E).
SDG&E pays franchise taxes for
the use of the public land over
which they transport gas and
electricity. The City also receives
an "in-lieu'' franchise tax based on
the value of gas and electricity
transported on SDG&E lines but
purchased from another source.
The "in-lieu'' tax captures the J
electricity that is transported using public lands but which would not otherwise be included in the
franchise taxes on gas and
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
to the City of over 100% in each of those years. Prices have now dropped back to more
higher capacity. The combination of these two factors resulted in an increase in franchise fees
“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
slightly stronger growth, at about 8%, reflecting a recovery statewide in the upcoming year as
well as continued population increases in Carlsbad.
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These revenues are difficult to predict as many of the planning
and engineering activities happen months or years before any structures are actually built.
Development-related revenues increased coming out of the recession as development in the
City picked up and housing demand grew. The City continued to issue a significant number of
building permits in 1997 through 1999; however, the revenues for planning and engineering
services dropped off; thereby,
flattening the total development Development Revenues and Permits Issued
citywide growth projections shown revenues received. Based on the
in Program the section Capital of this Improvement document, g% wT\ I: a 19% decrease in building permit 2 $5 --
revenue is expected for the 2002- 1 E ~~
03 fiscal year, significantly less
than the decline the previous year $2 --
$I ~~
of 56%. Permits issued are
expected to increase slightly in the Fiscal Year 97 98 99 2.000 01 02e 03e
$0 3 FO
years after 2003 but will never
achieve the levels of the late
1990’s.
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.
5.6% growth rate for 2002-03. There are currently about 6,500 licensed businesses in Carlsbad
Business license taxes are closely tied to the health of the economy and show an estimated
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
$9 . - 2.500
1.500 Y €
-- 1.m E
-- 500
/-Revenues -Residential Permits Issued 1
I3
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
taxes. Almost all of the growth is coming from the tax revenues, mainly property taxes and
upcoming year. The growth would have been about 5% if not for the decline in the franchise
sales taxes. Although the City had been experiencing revenue growth between 9 and 17% in
the late 199O’s, it was not sustainable growth. Much of those increases were due to the opening
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
that flows through the City’s storm
reduce the pollutants in run-off water
drains. There is currentlv no funding
Special Revenue Funds
Storm Water
All Others Protection
8 %
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 .I million.
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.
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 charaed to su~~ort the
Enterprise Revenues
Solid
Golf
Course
Recycled
Water
1%
Water
67% ~-
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 the estimated revenues of $12.7 million for 2002-03, an increase
the City itself and include programs such as the self-insurance funds for Workers’
of $700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within
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 certain level of reserves within the fund. Explanations for the changes in
these funds can be found in the section of this letter titled “Expenditures.”
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
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.
Budqetarv 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
current level of services for the upcoming year. As Carlsbad is a growing city, the block needed
to contain sufficient funds to pay for inflationary increases as well as growth in the customer
base.
For the 2002-03 budget, the block was calculated as follows:
1 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%. . 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.
goals or to operate new facilities. If the request was approved, the additional funds were added
In addition to the block appropriations, budget requests could be made to implement specific
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:
9 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.
Budqet 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.
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 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
lessors for special occasions, and perform the administrative day-to-day
operations. In addition, a part-time 1000-hour position has been added to assist
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.
City Hall CamDus - 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
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
Public safety has always been a top Council priority. As the population of our
City continues to grow, additional public safety staff is required to maintain the
current level of safety services. There are 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
focus is special event planning will result in a higher level of service to applicants and a greater
more of his time supervising the Traffic Division. In addition, having an employee whose main
number of quality special events in our City.
Technology The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget includes
$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 simpler and faster for our customers.
The budget also includes $165,000 to continue the implementation of the Document
Management System (DMS). The Document Management System will reduce the time it takes
staff to research archived documents. The plan for fiscal year 2002-03 is to implement public
access to the DMS. This would allow the public to access and retrieve City documents
the Request of Action System, which improves the City’s response time to requests from
electronically. The budget also includes an additional $55,000 for continued implementation of
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
computers in the last three years, IT has had to use temporary help to keep pace with the
desktop support. The budget recommends replacing the temporary help with a permanent
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.
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.
Currently the Swim Complex receptionist needs are being covered by a daily rotation of from
three to twelve staff. The inherent lack of accountability and business practice consistency
increases the risk of accounting and customer service errors. The new Management Assistant
the development and distribution of the Community Services Recreation Brochure and will
position will support the overall customer service of the department. This position will oversee
assist with identifying and analyzing the training needs of the Recreation division.
Buduet bv Fund Tvae BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
This table shows the
changes in the preliminary
operating budget for fiscal spEcl~ RMNUE
(In Mllllons)
BUDGET BUDGET
2001-02 2032-03 CHANGE CHANGE FUND
%
GENERALFUND 5 84.4 $ 12.8
82.4 5
10.6 12.2) -17.2%
-2.4%
year 2002-03 compared to ENTERPRISE
.. 30.2
-3.0% $ (4.3) 5 139.8 $ 144.1 discretionary revenues that ToTa fund contains most of the
-19.0% (0.4) 1.7 2.1 REDEVELOPMN year 2001-02. The General
1.4% 0.2
0.3% 0.1
14.8 14.6 INTERNAL SERVICE the current budget for fiscal
30.3
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
(In Millions)
BUDGET % $ BUDGET
FUND
ADMINISTRATIVE SERVICES
$ $ 3.3 $ 3.3 POLICY/LEADERSHIP
CHANGE CHANGE 2002-03 2001 -02
0.0%
5.5 5.4
PUBLIC SAFETY
(0.1) 26.9 28.4 1.5
-2.0%
COMMUNITY DEVELOPMENT
5.6%
6.3 -1 5%
(0.2) 14.1 14.3 COMMUNITY SERVICES
(0.1) 6.2
-34.2% (1.3) 2.5
-16.9%
3.8 CONTINGENCY
-1.9% (0.3) 15.1
NON-DEPARTMENTAL
15.4
-1.4%
PUBLIC WORKS
8.9 7.4 (1 5)
TOTAL -2.4% $ (2.0) $ 02.4 $ 84.4
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
fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency
account was budgeted less this year since, under the Expenditure Control budget approach,
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
at about 4% of General fund revenues. We have also reinstated the annual $600,000 transfer
to the Golf Course fund to cover property taxes, assessments, and other costs associated with
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 Policy/Leadership 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.
,. 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 800mHz 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 traftic 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
the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a budget is mainly comprised of ongoing costs of the program. Another decrease is the result of
$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.
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 50M 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
base. The continued opening and expansion of the commercial
ventures enhances Carlsbad’s standing as a destination resort.
All of these events add to the diversity and strength of Carlsbad’s economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad. This
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
allocates the available funding in a manner that proactively plans for the future. This plan will
insure top quality services are provided to all who live, work, and play in Carlsbad.
37
EXHlBlT 2
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document,
which outlines the expenditure plan for future capital projects and the corresponding revenues to
pay for those expenditures. The CIP is a financial planning document, not a commitment for
spending. Spending authorization is given only at the time the City Council formally adopts the
proposed budget, and, at that time, funds are only appropriated for the following fiscal year.
The information shown in subsequent years is being provided to provide the most
comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct.
What is the definition of a CIP project? Projects that are
shown in the CIP are generally defined as any construction (or
reconstruction) of major infrastructure or buildings that are
located on or in the ground. In most cases, the total construction
cost of each CIP project is added to the City's inventory of major
infrastructure and buildings.
The 2002-2003 Preliminary Capital Improvement Program outlines $38 million in new
appropriations and projected revenues during the fiscal year are estimated at $32.9 million. As
the City continues to grow and develop, there is a corresponding increase in thedemand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The GrowthManagement Plan states that unless
a standard level of facilities is available to meet new demands resulting from the City's growth,
development cannot proceed. This Plan is the foundation for making decisions about the timing
and prioritization of the capital projects under consideration. A discussion of the City's Growth
Management Plan is located at the end of this report. This year's CIP reflects the Council's
continued commitment to constructing the necessary facilities, in response to the current and
anticipated development activity occurring throughout the City.
In addition to prioritizing projects based on growth management, projects are continuously
evaluated and prioritized to ensure the City's resources for facilities are allocated based on a
well thought-out plan.
Projects in this CIP document were prioritized based on the following criteria:
I compliance,'legal mandates, or the health and safe6 of the I citizens? -
2. Is the project needed soon for growth management
compliance?
3. Is the project needed now for other City standards
(example: ball field standards)?
4. Is the project needed soon for other City standards?
5. Does the project complete or provide part of the basic
infrastructure (example: a linking road segment)?
6. Are there other reasons to construct the project (example:
timing or funding opportunity)?
23
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
FUTURE GROWTH AND DEVELOPMENT
In order to estimate future revenues from development, several assumptions about the rate and
type of growth need to be made. These assumptions can change from year to year and
correlate with the economic climate.
Every year, City staff evaluates all existing and future development projects and compares these
projects to the buildout capacity of the City using adopted general plans. Information about
existing building activity combined with estimates of how remaining net developable land might
develop are then summarized to prepare future projections about when and where growth will
occur. Finance Department staff then prepares estimates of
future development fee revenues paid by those developments,
and compares these revenue estimates to the expenditure plan
to ensure that funding will be sufficient and available for
construction of the planned capital projects as shown in the CIP.
In addition to evaluating whether or not capital funds are
sufficient, several projects have significant operating cost
impacts that are also analyzed at that time. Where funding
discrepancies occur, project timing is again evaluated and
recommendations are made to resolve the discrepancies.
..
Residential development is expected to slow down in the coming years, as compared to the
previous 5-year period. This slow down is not necessarily based on economic conditions, but
rather on the development schedules of the remaining vacant parcels. Residential development
for 2001-2002 was projected at 587 building permits; however, recent estimates anticipate about
733 units will be permitted by the end of the current fiscal year. Construction is expected to
decrease to about 930 units per year for the next five years, as compared to an average of over
1600 units per year for the previous 5-year period.
Residential Units Trend 1986 to 2007
Non-residential development is also showing signs of slowing down. The average annual
building permits for the past 5 years was about 1,500,000 square feet of non-residential
development. This year, the estimate is for just over 800,000 square feet, and estimates for the
next 5 years are approximately 900,000 square feet per year. Projects include several
commerciallretail developments located in or near the areas where most of the residential
development has occurred or is planned over the next several years. A variety of projects are
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
planned in the next 5 years, including restaurants, hotels, shopping centers, golf company
expansions, and various other industrial and commercial development projects. The following
table shows the number of residential units and non-residential square feet of development used
in calculating estimated revenues for 2002-2003 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
I Residential Non-Residential
Year llnits Snllare Feet
2003-2004 1,112 912,633
2004-2005 1,001 962,393
2005-2006 964 974,510
2006-2007 925 1,034,120
Years 6-10 2,505 6,258,156
Years 1 1 -buildout 2,718 3,030,842
Total Future 9,873 13,836,448
REVENUES
Revenues for Capital Projects from now until buildout total $427 million and may be segregated
into five major categories: 1) fees generated by development in Carlsbad, 2) special district fees
and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3)
Water and Sewer replacement reserves, 4) Infrastructure Maintenance and Replacement
transfers from the General Fund, and 5) other sources including grants, bond issues, and
contributions from other agencies.
Funding Sources 2002-2003 to Buildout
Total Revenue = $427 million
Development Special WaterlSewer Infrastructure Other
Fees Districts Replacement Maintenance Agencies
Approximately 38% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City's annual growth in dwelling units and
commercial/industriaI square feet. Development revenues include Public Facilities Fees (PFF),
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 12% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
6% of total revenues, and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Maintenance revenues are transfers from the Cities General Fund which are being
set aside to pay for replacement and major maintenance of capital facilities other than sewer
and water facilities, and equal 22% of future estimated revenues. The remaining 22% consist of
revenues from other agencies including Federal & State grants, the County sales tax program
(TransNet), contributions from other Cities and Counties, and pending financing districts.
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $154,000 per multi-family dwelling unit,
and $240,800 per single-family dwelling unit. A building permit valuation of $38 per square foot
of construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traftic Impact Fees (TIF), the
number of average daily trips was computed for each type of
development use. A multi-family residential dwelling unit is assigned
eight trips per day and a single-family unit is assigned ten trips per day.
Each residential trip is valued at the current TIF of $94. The trips-per-day
value for commercial and industrial buildings are averaged at 32 trips per
1,000 square feet of development, although the actual volume of trips
generated by commerciallindustrial building can vary widely depending on M
the ultimate land use. The value assigned to each commercial/industriaI trip is $38.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since some projects previously funded from these sources are now funded through
this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district.
Park-in-Lieu Fees are colle
quadrant of the City. The
cted for the purchase and development of parkland within each
fees are based on the acquisition cost of parkland, and were
increased in June 2001 to reflect the escalating cost of land
throughout the City. Projects in the CIP funded with Park-in-Lieu
Fees include Pine School Park site development in the NW
Quadrant, Larwin Community Park and future park development in
the NE Quadrant, parkland restoration and acquisition in the SW
Quadrant, and Alga Norte parkland acquisition in the SE Quadrant.
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real.
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Two additional financing districts may be formed in the upcoming years to fund College
Boulevard and Cannon Road extensions east of El Camino Real, and Melrose Drive and
Faraday Avenue extensions. City staff is currently working with property owners with pending
developments in those areas to assist in the formation of those financing districts.
CAPITAL PROJECTS
The following two sections provide summary expense and revenue data, as well as a description
of the major capital projects. The first section contains information through buildout, and the
second section focuses on the next five years.
CAPITAL PROJECTS 2002-2003 TO BUILDOUT
The CIP for 2002-2003 to buildout outlines approximately 177 future projects at $353.3 million.
CIP Project Statistics
ITVD~ of Proiect Quantitv Total Cost I -,r- -~ ~
~. ~ ~ ~.
Streets/Circulation 81 $115,380,662
Parks 16 63,804,200
Sewer 29 74,200,402
Water 31 25,960,937
FacilitieslCivic 13 37,562,700
Drainage 7 17,749,000
Other (loans) N/A 18,675,548
Total Future 177 $353,333,449
-
Expenditures by Category
2002/2003 to buildout
Total = $353 million
Civic Drainage Parks Sewer Water Streets Loans
2')
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
The largest expenditure category is for street and traffic signal construction projects, which total
$1 15.4 million or 32.7% of all future projects. Included in this category is construction of several
major roadways, which will add east-west connections and improve the flow of regional traffic as
well as local traffic throughout the City. Several of these roads will provide additional routes to
the neighboring cities of Oceanside, Vista and San Marcos.
Major street projects in the 2002-2003 to Buildout CIP:
Faraday Avenue and Melrose Drive Extensions east of El Camino Real
Poinsettia Lane to El Camino Real
Poinsettia Lane east of El Camino Real
Cannon Road to El Camino Real
Cannon Road and College Boulevard East of El Camino Real
Rancho Santa Fe Road to San Marcos and Encinitas
Proposed Major Road Projects
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Sewer projects are the second largest expenditure category and total almost $74.2 million.
Projects include the construction of the South Agua Hedionda interceptor, the VistalCarlsbad
trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the
repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel
ocean outfall and cogeneration projects. The largest of these projects is the VistalCarlsbad
interceptor currently under construction. There are several phases to this project which will span
over several years. Construction will occur along Jefferson Street from Interstate 5 to Oak
Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-
way.
The third largest expenditure category is for park projects, which total $63.8 million, or 18.1%.
Park projects include acquisition and/or development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
NW Quadrant Park (Pine School) Larwin Park
Community Facility (Pine School)
Cannon Lake Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant
Poinsettia Park Phase II
Aviara Community Park
Southeast Quadrant
Alga Norte Park
Swimming Pool at Alga Norte Park
Leo Carrillo Park Phase Ill
In addition, Veteran's Memorial Park, a 100-acre site, which is centrally located in the City of
Carlsbad, and a business park recreational facility located in the industrial area is planned.
Environmental permits are continuing to be processed for the City's 250-acre golf course located
in the industrial corridor directly south of the future Veterans Memorial Park. Development is
currently on hold pending coastal commission review.
Water projects total about $26 million (7.3%). The primary projects
included in this category are reservoir construction and improvements,
and construction of recycled and potable pipelines. Some of the major
areas in which these installations or upgrades are planned include
segments of College Boulevard, Poinsettia Lane, El Fuerte, and along El
Camino Real.
Construction of City facilities such as libraries, administrative
facilities, and police and tire facilities total $37.6 million, or
10.6% of the total planned capital expenditures to buildout.
The Capital Improvement Program includes funds to
reconstruct and expand this facility in future years. A new City
Hall is planned for construction in the future; the timing and
location have not been determined.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2002-2003 to Buildout) following this narrative.
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below; their locations
can be seen on the map in the previous section.
Streets - Several large street construction projects are planned for the next 5 years. The
extensions of Cannon Road and Poinsettia Lane to El Camino Real are located west
of El Camino Real and are being constructed primarily as a result of residential
developments in those areas. College Boulevard and Cannon Road extensions to the
east and north. as well as Faraday Avenue and Melrose Drive extensions, are located
east of El Camino Real and will alleviate traffic on Palomar Airport Road. The widening
and realignment of Rancho Santa Fe will improve regional and local traffic flow
generated in the southern part of the City.
Aviara Community Park - Construction is scheduled to begin next fiscal
year on this 24-acre site located in the southwest quadrant north of
Poinsettia Lane and west of El Camino Real. The park is planned to
include ball fields, soccer fields, basketball courts, tot lots, and open play
and picnic areas. A community center will also be constructed at this
location.
Larwin Park - Larwin Park is located on a 22-acre site in the northeast
quadrant of the City. Plans for development of this park include
constructing trails, a tot lot, and other amenities.
Alga Norte Park - This park site consists of 30 acres in the Southeast
Quadrant and may include amenities such as ball fields, soccer fields,
tennis courts, picnic areas, tot lots, restrooms and parking facilities.
Design of the park will begin next fiscal year, with construction in the
years to follow.
Poinsettia Park Phase II - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Plans include a community center/gymnasium, an
enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Pine School Park - Prior to development of this 7-acre site, an extensive community
outreach program with local residents and various organizations will be implemented to
gather public input for the ultimate design. Design and construction are planned in the
next two years.
Fire Station No. 3 and No. 6 Relocation - Fire Station No. 6 is currently located in a
temporary facility in the southeast quadrant of Carlsbad. Relocation of this station to a
permanent facility along the east side of Rancho Santa Fe Road is scheduled to occur
concurrent with the road alignment project. This fire station is required to ensure a five-
minute response time within the southeast part of the City as development in that area
occurs. Fire Station No. 3 located in the northeast quadrant of the City, will be relocated
east towards Calavera Hills to better serve the growth in that area.
Drainage Facilities - Funding for the construction of drainage facilities along College
Blvd. and Cannon Road are scheduled next fiscal year.
VistaICarlsbad Interceptor - The VistaKarlsbad Interceptor project involves installation of
a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Encina Water Pollution Control Facility. There are three phases left to complete this
project: the Agua Hedionda Lift Station, an interceptor in the Agua Hedionda bridge
structure, and interceptor from the Agua Hedionda Lagoon to the Encina Water Pollution
Control Facility. This project is required to handle buildout flows and replace deteriorated
pipeline, and is partially funded by the City of Vista. Construction is currently underway
and will continue for several more years.
Waterlines - Several major water lines are scheduled for
construction within the next five years:
- Aviara Parkway from Poinsettia Lane to Palomar Airport Road - College Boulevard from Cannon Road to Carlsbad Village Drive
- El Camino Real from Cassia to Poinsettia Lane - El Fuerte from Poinsettia Lane to Palomar Airport Road - College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
Recycled Water Pronram - The city plans to construct a recycled water facility to
increase the supply of water and reduce dependence on external suppliers. Funding has
already been authorized for this project, which will span over several years.
SUMMARY
The proposed 2002-2003 to Buildout CIP is being driven by the City’s commitment to insure that
facilities are available to service the developing areas as well as the current residents.
Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times
exceed Growth Management standards. Phasing projects over a period of years to match
funding availability and maximizing the use of available resources are methods used in order to
meet the needs of Growth Management. The 2002-2003 to Buildout Capital Improvement
Program reflects the commitment of Carlsbad’s Council and staff to continue providing its
residents with a better quality of life.
31
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
-Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the 11 performance standards. New public facilities often require
additional staffing and other resources, which affects the Operating Budget. Facilities such as
community centers, parks, and fire stations have been constructed and opened to the public
under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2002-2003 CIP, compliance with the Growth Management
Plan is assured.
32
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a specific
project@). If the money is not spent, findings must be made describing the continuing need
for that money each fiscal year after the five years has expired. The City of Carlsbad
This budget, which is adopted by the City Council, sets forth the City's Capital expenditure
commits the revenues from these fees through its Capital Improvement Program budget.
program from the current year to projected build out of the City. The expenditure plan is
updated annually as part of the City's budget process.
4. Refunds must be made only if the City cannot make the required findings. At this time, no
refunds are due because the City's Capital Improvement Program commits all AB 1600 fees
to projects to be constructed both in the current year and in the future.
33
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
(Master Fee Schedules on file with City Clerk)
$ %
GENERAL CITY FEES
Police
Current PrODOSed Chanae Chanm
Police - Verification Letter $9.00 $10.00 $1.00 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%
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
RECREATION FACILITY FEES
(Delete hours of operations for the facilities)
Afler hours staffing fee
Afler hours staffing fee
current
proposed
Hardina Communitv Center
Auditorium, Rec Hall
Auditorium, Rec Hall
current
proposed
Multi Purpose Rm
Multi Purpose Rm
Kitchen
Kitchen
current
proposed
current
proposed
Staaecoach/Calavera Communitv Centers
Gymnasium
Gymnasium
current
proposed
Activity Room
Activity Room
Multi Purpose Rm
Multi Purpose Rm
Kitchen
Kitchen
current
proposed
current
proposed
current
proposed
Safetv Center
Fox 8 Palowski Mtg Rms, EOC
Fox 8 Palowski Mtg Rms, EOC
current
proposed
Other Facilities
Levante Center, Heritage Hall current
Levante Center, Heritage Hall proposed
Granary, Scout House, Train Depot current
Granary, Scout House, Train Depot proposed
Ballfields/Soccer Fields
Day Use current
Day Use ' proposed
$ 13 perhour
$ 15 perhour
A B
N/C 10
N/C 15
N/C N/C
N/C N/C
N/C N/C
N/C N/C
N/C 10
N/C 30
NIC 10
N/C 15
NIC NIC
NIC NIC
NIC NIC
NIC NIC
N/C 10
N/C 15
N/C N/C
N/C N/C
N/C N/C
N/C N/C
N/C N/C
N/C N/C
Categories
C D
20 25
15 20
10 15
15 20
10
5 10
15
20 30
40 50
15 20
20 25
10 15
15 20
10
5 10
15
15 20
20 25
10 15
15 20
8
13 15
10
5
N/C 15
5
E F
40 45
50 55
20 25
30 35
15 20
25 30
45 50
60 70
40 50
50 60
20 25
30 40
15 20
25 35
30 40
40 50
20 30
30 40
15 20
25 30
7
20 25
7
35
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 a 10 12
Poinsettia Soccer Field ($500 deposit Required)
Day Use NEW N/C N/C 15 20 25 30
Night Use NEW N/C N/C 25 30 35 40
SWIM COMPLEX
whole pool
whole pool
current N/C 35 35 35 aa aa
proposed N/C 35 35 45 88 100
CLINICS/CAMPS (delete see Note #4j
Field plus Bases current N/C 3 5 5 7 7
Field (delete plus Bases) proposed N/C 3 5 15 20 25
Lights
Lights
Field Preparation
Field Preparation
current N/C 7 13 13 15 20
proposed N/C 9 15 20 25 30
current N/C 15 15 15 15 15
proposed delete fee see new note 4 below
TOURNAMENTS (Increase security deposit from $200 to $500)
Field plus Bases
Field (delete plus Bases)
current
proposed N/C N/C 5
N/C N/C 5 5
5
7
7
7
7
Lights
Lights
Field Preparation
Field Preparation
Key Security Deposit
Key Security Deposit
current N/C 7 13 13 15 20
proposed N/C 9 15 20 25 30
current N/C 15 15 15 15 15
proposed delete fee see new note 4 below
current N/C 500 500 500 500 500
proposed delete fee
Cancellation Fee (per hour) current N/C 3 3 3 3 3
Cancellation Fee (per hour) proposed delete fee
Notes changes:
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
Delete Note 4
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
36
CLASSIFICATION OF APPLICANTS AND FEES
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 fist priority for the use of the
facilities. The classifications are listed in order or priority with classification “A” fmt, 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 organizations (non-paid management); any organization sponsoring a
public forum or candidates night; public education
Examples: Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball 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, Property Management Associations, Carlsbad Girl’s Club
D. Non-resident not-for-profit, educational, civic and social organizations; resident private parties; resident religious;
resident political candidate use for fund raisers; and locally organized groups whose normal place of meeting is located in
the City of Carlsbad.
Examples: North County kk, Y.M.C.A., resident religious and political groups, Mira Costa
E. Resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad Inn, non-resident parties, weddings or receptions
F. Non-resident commercial, business, political, profit making and religious organizations
Examples: Trade shows, company training, meetings, seminars
IN ORDER TO QUALIFY AS CLASSIFICATION “B’ NON-PROFIT USER, THE ORGANIZATION MUST MEET
ALL OF THE FOLLOWDIG 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; if not incorporated, submit constitution and by-
laws.
b. Financial verification of organization’s exemption from income tax. (Department of the Treasury form 990
may be used.) An up-dated copy will be required by October 1st of each year.
c. A signed statement verifying item “2” above,
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -JUNE 2002
FOR INFORMATIONAL PURPOSES ONLY
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
Affordable housing credit $39,400 $41.200 $1,800
License Tax on New Construction-mobile homes $1,485 $1,561 $76
Traffic Impact
" Current Revised Chanae
Current Revised Chanae
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD)
Traffic Impact Fee - CommrcWlndusl Cost Per Trip (Out of CFD)
$94 $96 2
Traffic Impact Fee - Residnrl Cost Per Trip (Inside CFD)
39 1
63
Traffic Impact Fee - Commrc'lllndust Cost Per Trip (Inside CFD) 25 25 0
2
"
38
61
Planned Local Drainage Area Fees
Fee per gross acre
Low
Current
2,953 4.832
40 66 38 62 D Ealiqullos Lagcon
4,559
3.949 6,463
2.786 C Encinas Creek
3,725 6,097
$1.837 $3.007 $1,733 $2,837
E Agua Hedionda Lagwn
A Euena Vista Lagwn
Runoff Runoff Runoff Runoff Area I Basin Name
Low High High
Revised
Sewer Connection Fees
General Capacity Fee All Areas
" Current Revised Chanae
$2,019 $2.060 $41 I Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
Area A
Area B
$360 $379 $19
634 667 33
Area C 526 553
Area D 1,014 1.066 52
27
Area E
Area F 1,135 1,193 58
53
Area G 98 103 5
Area I
664
368
698 34
Area J
387 19
Area K
1.268
2,558
1,333 65
2,690 132
Area L 1,002 1,054
Area M
52
49 52 3
Current Revised Change
Current Revised Chanae
1,037 1,090
Area H
Bridge 8 Thoroughfare District #2 Fees
Zone 5
Zone 20
Zone 21
$290
602
$296
615
$6
13
312 319 7
Bridge 8 Thoroughfare District #3 Fees Current Revised Change
Fee per ADT $132 $135 $3
Agricultural Mitigation Fees Current Revised Change
$7,321 $8.053 $732
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Page 1 of Resolution # 2002-180 EXHIBIT 4
RESOLUTION NO. 2o02-180
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
PROGRAM FOR THE FISCAL YEAR 2002-03 FOR THE
OPERATING BUDGET AND CAPITAL IMPROVEMENT
CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS
FOR THE VARIOUS FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2002-03 and
has held such public hearings as are necessary prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency
for all projects receiving an allocation of funds for fiscal year 2002-03 on May 1, 2002 pursuant
to Planning Commission Resolution No. 5189.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled, "City of Carlsbad, 2002-03 Operating Budget and 2002-03 to Buildout Capital
Improvement Program - Preliminary" as amended in accordance with Exhibits A through C
attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the City of Carlsbad for the fiscal year 2002-03.
2. That the amounts reflected as estimated revenues for fiscal year 2002-03 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2002-03.
3. That the amounts designated as the 2002-03 Budget request in Exhibits A and B
are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except as provided herein.
' 4. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
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Page 2 of Resolution # 2o02-180 EXHIBIT 4
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget transfers
and adjustments.
iv. The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue,
which is designated for said specific purpose.
v. The City manager may authorize budget adjustments to increase the
appropriations ior the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad's share of the Encina Wastewater Authority's budget, as approved by the
EWA Board.
vi. The City manager may authorize budget adjustments to increase the
appropriations for the Workers Compensation and Liability funds operating budget in an amount
equal to the increases in costs of claims expenses.
vii. The City Council must authorize all transfers of funds from the
budgeted Contingency Account.
B. The City Manager may authorize emergency out of state travel for public
safety or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
6. That the legal level of budgetary control is the fund level. Budgets may not
legally be exceeded at the fund level without appropriate authorization by the City Council. 46
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Page 3 of Resolution # 2002-180 ' EXHIBIT 4
7. That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2002, are hereby appropriated for such capital projects for the 2002-03 fiscal year.
8. That interest earned on grants may be appropriated, during the year and all
appropriations for grants remaining unexpended at June 30, 2002, are hereby appropriated for
the 2002-03 fiscal year.
9. That all appropriations in the Operating Budget remaining unexpended at June
30, 2002, are hereby appropriated to the 2002-03 fiscal year Operating Budget.
IO. That all appropriations for outstanding encumbrances as of June 30, 2002, are
hereby continued into 2002-03 for such contracts or obligations.
11, That budgeted appropriations for fiscal year 2001-02 in the nonQeneral funds,
as shown in Exhibit D, are hereby increased by $75,900 from the various fund balances to pay
2001-02 management incentive pay.
12. That interest earnings on Transnet-STP funds (estimated at $321,751) be
appropriated to the South Carlsbad Village Storm Drain Project with an offsetting decrease in
appropriations from other funding sources of the project.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 18th day of JUNE ,2002, by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila, Nygaard, Hall
NOES: None
ABSENT: None
CLAUDE A. LEWIS, Mayor
AlTE T: &(m5%m?L /
LORRAINE M. WOOD, City Clerk
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BAIANCES
EXHIBIT A
UNRESERVED
FUND JULY 1,2001
BALANCE ESTIMATED
REVENUES
GENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 6
HWSINGTRUSTFUND
LIBRARY ENDOWMENTFUND
LIBRARY GIFTSWEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENAVISTA CRKCHNL MNT
ARTSSPECWL EVENTS
LIBRARY GRANTS (CLSA.PLF)
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
COMMUNITY ACTNITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATlMlS
ARTS GENERAUGALLERY DONATIONS -
TOTAL
60.906.347
516.119
0
409.771
137.469
310.097
5,257,070
269.809
94.534
926.227
1,185,893
102.714
614.716
360.701
73,927
174,452
1.991
1.668
1,073,069
246,204
136.532
3.385
-
12,106,570
IENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
9,430,687
SEWER OPERATIONS 5,386,006
1.147.606
SOLID WASTE MANAGEMENT
GOLF COURSE
3.468.314
1.707.461
21.139.956 TOTAL
INTERNAL SERVICE
WORKERS COMP SELF INSURANCE 907.192
RISK MANAGEMENT
HEALTH INSURANCE
2.324.401
74,922
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
0
VEHICLE REPLACEMENT
399.809
5,009,331
INFORMATION TECHNOLOGY 2,179,465
TOTAL 10,695,120
IREDEVELOPMENT 1
VILLAGE OPERATIONS I DEBT SVC 1,096,421
VILLAGE LOWlMOD INCOME HWSING (119.973)
SCCRAOPERATIONSI DEBTSVC . 0
SCCRA LOWlMOD INCWE HOUSING
976.446
0
TOTAL
85.195.000
1.873.190
181,000
70,WO
61,921
4,250,000
960.000
12,000
627.962
29,160
452.827
643.069
40.029
3.461
190,000
23.000
26.000
963,000
55,000
1 1,OW
1.150
PROJECTED
ESTIMATED FUND BALANCE
EXPENDITURES TRANSFERS JUNE 30,2002
74,141,982
895,600
62.0W
263.164
4,240,718
65.000
262.221
12.000
604.409
16.160
507.471
760.000
760.000
0
176.693
26.667
961.960
136,200
57.713
35.000
965
10.729.269
13.500
9,924,071
56,000
19.749.000 19,573,361
2.275.000 1.626.134
6,457,000
565.000
6,609,100
110.000
266.013
250.000
29.259.WO 28,526,626
649,629 926.295
691.625 1,066.666
2.254.903
1,019,380
1,546,409 1.592.705
1,700,075 1.400.000
2,669.220
766.100
11,993,458
3.746.000
12,685,871
4.403.500
1.606.201
364.000
452,029
114,507
2,536,737
1,560,664
90.619
160.309
17,463
1,829,475
664.162 72,625,527
977.690
526.119
327.607
134,410
5,964,849
319.379
269,809
949.800
105.544
1.276.962
48.070
104.747
(364.162) 0
70.240
13.096
66,252
1,070,356
2.666
222,204
3,570
94.032
12.549.626
9,606,185
5,033,908
1,194,474
3,661,301
21,869,330
1.567.461
2,127,338
630.726
469.239
(231.260)
5,309,405
355.513
(300.000) 843,736
291,720
153,206
1.365.710
97,044
TOTAL OPERATING FUNDS $106,030.443 $139,110,484 $127,107,627 $0 1116.633.100
CITY OF CARISBAD
PROJECTED FUND BALANCES
OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED FUND BALANCE ESTIMATED
PROJECTED
FUND JULY 1,2002 REVENUES EXPENDITURES TRANSFERS JUNE 30,2003
GENERAL FUND
ISPECIAL REVENUE I
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 6
HOUSING TRUST FUND
LIBRARY ENDOWMENTFUND
LIBRARY GIFTSIBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREETLlGHnNG
BUENAVISTACRKCHNL MNT
ARTS SPECIAL EVENTS
LIBRARY GRANTS (CLSA.PLF)
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
72,625.527
977,690
526,119
327,607
134.410
319,379
5,964,949
269,809
949,800
105.544
1.278.962
48,070
104,747
70.240
0
66,252
13.098
2,866
1,070,356
222,204
3,570
ARTS GENERAL DONATIONS
TOTAL 12.549.626
94,032
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
9,606.166
1,794,474
SEWEROPERATIONS 5.033.908
SOLID WASTE MANAGEMENT 3,687,301
TOTAL
GOLF COURSE
21,668,330
1,567,161
IINTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISKMANAGEMENT
630.726
2,127.338
469.239
(231.280)
355,513
5,509,406
TOTAL 10.M2.907
1,521,965
lREDEVELOPMENT
nwm INSURANCE
RECDRDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
VILLAGE OPERATIONS I DEBT SVC
VILLAGE LOWlMOD INCOME HOUSING
SCCRA OPERATIONS I DEBT SVC
SCCRA LOWIMOD INCOME HOUSING
843.736
153,206
231.720
TOTAL 1,365,710
97.044
68.041,ow 62.&(2.152
1,126,419
55,000
1,076,419
66.030
187.030 347.541
5,335,969
0
255.183
12,000
95.307
721,159
577,760
1,139,441
1,590
0
26,000 31.632
0 0
0
5,324.822
7.000
610.000
12,000
24.000
637.720
537.043
870.624
140.WO
0
25,OW
no,ow 769.892
M.000
10,000
16.000
1.500
80.500
20.wo
M.WO
4.000
10,612,126 10.539.413
19,620.000 21,113,628
2,155,000 1,804,416
6.565,WO 6,766,912
675,030 223.410
23.750.000
715,000
30,310,566
300.000
700.231 1,083,799
700,009 1,487,459
3,041.945 3,083,952
1.030.400 1.182.687
1.551.192 1,623,291
1,704,369 1,657,000
12,663,446
3,935.300
14,823,622
4.495.634
1,624,801
374.000
475.500
2.593.601
119.500
1.501.650
69.692
97.512
1,711,970
22.906
300.000 76.124.375
1,027,690
516.119
147.066
141.410
6,519.686
308.212
269.809
860.361
34.237
7.333
1,010,145
243.157
66,608
0
91,252
13.098
2,996
1,059,856
212.204
1,070
12.622.341
90,032
6,112,356
2,045,058
4,849,996
4,316,691
21,308.784
1,962,461
1.339.668
247.158
(363,567)
447,232
5,346,775
83,414
8.042.531
961.631
(300.000) 666.479
437,516
669.706
1,967,341
193.636
TOTAL OPERATING FUNDS $116.633.100 $141.660.175 $140,227,923 $0 $120,065,352
UTY OF URLSBAD
REVENUE EmMATES
OPERIllNG FUNDS
ACNAL PROJECTED ESTIMATED
~
AS % DIFFERENCE
REVENUE' REVENUE
PROJECTED
OF FY 01.02 Zo0142TO
200243
REVENUE
REVENUE SOURCE 200001 200142 200203
IGENERAL FUND I I
TAXES
PROPERTY TAX 519,657,514 122.500.000 I $24,370,000 I 8.3% 1,870.000
TRANSIENTTAX
SALES TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
21.198.726
9,289,484
3.915.878
2,300,387
21.930.000
8.800.000
23.483.000
9,198.000
7,382.000
2.598.000 2,480,000
4.197.000
'7.1%
7.0%
1,553,000
598,000
43.2% (3.185.000)
5.6% 138,000
1.095.037
57,435,104
I.OW.000 9.7%
83.872.000 1.7% 1.071.000
97.000
P -
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 4,318.128 4.800.000 I 4.942.000 I 7.4% 3d2.000
OTHER
TOTAL INTERGOVERNMENTAL
1.226.720
5.544.848 5.938.000
1.338.ooo 1,484,000 10.9%
488.000
148,000 -
LICENSES AND PERMITS >
BUILDING PERMITS
TOTAL LICENSES 6 PERMITS
OTHER LICENSES 6 PERMITS
CHARGES FOR SERVICES - -
PLANNING FEES
BUILDING DEPT. FEES
AMBULANCE FEES
ENGINEERING FEES
RECREATION FEES
OTHER CUARGES OR FEES
TOTAL CHARGES FOR SERVICES
2.102.477
3,409,158
1,308,679
1,420,181
820.458
664.384
1.132.480
1,443,594
689.823
6,170,698
1.005.000
900.000
1 ,805.ooo P
690.000
580.000
l.400.000
1.250.000
1.200.000
820.000
5,740,000
-18.9%
-16.9%
-18.9% -
-18.8%
3.5%
-28.6%
4.7%
2.7%
2.9% - -7.0%
(130,000)
(400.000)
58.000
3WW
18.000
(402,000)
20.000
FINES AND FORFEITURES 783881
c___-
INCOME FROM INVESTMENTS
AND PROPERTY' 4,081,918 (225,000)
INTERDEPARTMENTAL CHARGES 2,147,717 200,000
OTHERREVENUESOURCES
CrrY OF CARSBAD
OPERAHNG FUNDS
REVENUE EmMATES
ACTUAL
REVENUE
PROJECTED
REVENUE
200102 REVENUE SOURCE 200041
ISPECIAL REVENUE FUNDS
STORM WATER PROTECTION -
TRMISFER FROM GENERAL FUND 0
INTEREST 0
1,873,180
0 1.873.190
0
m - .I_
DIFFERENCE
OF FY 0142 200142 TO
50.000
(795,771)
POLICE ASSETFORFEITURE
ASSET FORFEITURES 88.727 45,000 50.000 -33.3% (15.000)
INTEREST
TOTAL
28.299
115,028
25.000
70,000
0.0%
-21.4% (15.000)
0
s
COPS GRANT -
STATE FUNDING (AB32291
INTEREST
TOTAL 11,752 181.000
0 187.000 d.2%
11.752
~7,Wo)
14.000 -50.0% (7.000)
-7.7% (14,000) "
LAW ENFORCEMENT BLOCK GRANT *
STATE GRANT 156.872 87.428 -100.0%
INTEREST 4.111 7.000
OP TRANS IN
0.0%
TOTAL
7.492 -100.0%
81.921 -91.5%
(67.429)
9.592
170,575
0
(7,492)
(67.429) - d "
HOUSING - SECTION 8
INTEREST
FEDERAL OWN1
OMER
TOTAL
HOUSING TRUST FUND
INCLUSIONARY HOUSING FEES
INTEREST
OTHER
TOTAL
6.570 0
4.250.000 3,243,768
19.672
0.0% 0
25.3% 1,074,822
0
1,074,822 3.270.108 4.250.000
0 0.0%
25.3% - L
1,858,958
524.320 250.0W
730.000
5,546 0
20.0%
-30.1%
50.000
(220.000)
0.0% 0
(170,000) 2.388.822 980.000 -17.4% - "
LIBRARY ENDOWMENT FUND
INTEREST 15.461
DONATIONS 0 0
TOTAL 15.461 12,000
d
12,000 0.0%
0.0%
0.0%
0
0
0 "
LIBRARY GIFTSBEOUESTS
GIFTSBEOUESTS 21.621 27.000
INTEREST
TOTAL
-22.2%
4.601
(e.000)
2.180 38.9% ed0
47.7% (5.180) 28.222 28.180 P "
Crry OF CARISBAD
REVENUE ESIIMATES
OPERATING FUNDS
REVENUE
ACTUAL PROJECTED As% DIFFERENCE ESTIMATED
REVENUE
200001 200102
REVENUE
2002-03
OF FY 0102
PROJECTED
200102 TO
M0203
385.628 0
31,977
417.808
0
3.481 0 -100.0%
0.0% 0
(3.461)
3,481 -100.0% 13.481) 0 - "
REVENUE SOURCE
LIBRARY STATE GRANTS (CLSA PLF)
GRANTS
TOTAL
INTEREST
TREE MAINTENANCE
~
INTEREST
MlSC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE -
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LIGHTING -
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAIN1
INTEREST
BUENAVISTA FEES
TOTAL
ARTS SPECIAL EVENTS -
INTEREST
TOTAL
DONATIONS
SENIOR NUTRITION(2)
I
GRANTS
DONATIONS
TOTAL
77,785 50.000
45.818 78,881
417.321
82.000 82.000
671,283 827.982
465.882 -
418.998
13.503
479.613
47.114
417.321
3.000
452.827
32.508 -
105,280 Bj,ooo
38.499 38.500
874.812
64.957
843.089
835.191
119.542
898.492 -
68.502 40,000
29
40.028
22
88.524
38.813
5.255 3.000
20.000
42,088 23.000
4.0% (2.000)
138.641)
42,379
8,000
9,738
49.1%
10.2%
9.8%
1 .8% -
0.0% 0
10.4%
19.4% 80.840
18.8%
3,378
84.218 " Q
-7.7% (5.000)
0.0%
4.7%
0
31.997
0.9% 558
3.3% 27,555 -
0.0%
344727.6% 99.911
0
249.8% 99.971 -
25.0%
0.0% 0
5.000
21.7% 5.000 " -
110.718
102,038
100,000
90.000
0.0% 100
0.0% (90.000)
212.752 190,000 -100.0% (190.000) > -r
Crry OF CARISBAD
REVENUE ESTIMATES
OPERATING FUNDS
-
ACTUAL
REVENUE
PROJECTED
REVENUE
ESTIMATED
REVENUE
AS % DIFFERENCE
REVENUE SOURCE moo01 200102 PROJECTED 200203
OF FY 01-32 200142 TO
200203
SENIOR DONATIONS
INTEREST 13.890 8.000
DONATIONS
5.000
34.110 20,000
-37.5%
0.0% 20,000
13.0001
0
OTHER
TOTAL
63.090
11 1.090
0
28.000
0.0%
-10.7%
0
(3.000) -
CDBG ENTITLEMENTREHAB
INTEREST
OTHER
17.703 25.000
52,698 23.000 40.000
20.000 .20.0%
73.9% 17.000
(5.000)
GRANTREVENUE
TOTAL
452,891 915.000
523.292 983.000
-22.4%
-20.0%
(205,000)
(193,000) - - -
COMMUNITYACTIVITYGRANTS
INTEREST 91.942
TOTAL 91.942
~- 55,000
55.000
4.1%
-9.1%
(5.000)
(5.000) - - -
CULTURAL ARTS PROGRAM "
INTEREST
TOTAL
21.931
21.931
11,000 4.1%
1 1.000 -9.1%
11.0001
(1.WOI P
ARTS GENERWGALLERY DONATIONS -
DONATIONS
INTEREST 11,820 5.030
TOTAL 106,161 13.500 18.5%
41.2% 94.341 8.500
-20.0% (1.000)
2.500
3.544 -
SISTER CITY DONATIONS
INTEREST 329 200
DONATIONS 2.322 38.8%
0.0%
950
OTHER
TOTAL
0
0
350
0.0% 0 500
2.951 1.150 36.8%
P 350
-OPERATING FUNDS
CITY OF CARLSkAD
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 200041
(ENTERPRISE FUNDS
200142
WATER OPERATIONS
WATER SALES , 12,047,253 12,550,000
READY TO SERVE CHARGES
PROPERNTAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENN-N FEES
ENGINEERING k PLAN CHECK FEES
INTEREST
SERVICE CONNECTION FEES
ENGINEERING OVERHEAD
AGRICULTURAL CREDITS
OTHER
TOTAL
3,488,140 3.580.000
1,371,335 1.385.000
129,633 128.000
88.736 100.000
164,415 190,ooO
817.528 638,ooO
127.617 28.000
84,704 300.000
196.479
187.757
181.000
1BZ.ow
158.346 504.000
18,882,943 19.749.000 s_p -
RECYCLED WATER
WATER SALES 1,078,228
READY-TOSERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
1,191.000
80.862 82.000
284.341 517.000
108,181 470,000
10.128 15.000
1,567.821 2,275,000 P "
SANITATION OPERATIONS *
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
ENGINEERING OVERHEAD
PENALNFEES
OTHER
INTEREST
TOTAL
5.626.616
27.500
53.478
236.864
51.578
485.640
6,486,288
14.512 -
5.BM).m
28.000
5G40
253.000
48.500
280.000
6.457.000
13.030
P
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (A0839)
PENALTY FEES
NONJURISDICTIONAL FEES
STATE GRANT
278,533 184.000
227.297 224,OW
26.003
208.000
24.275 23,000
0
255,453
OTHER
TOTAL 785.752
193
855.000
0
GOLF COURSE *
TRANSFER FROM GENERAL FUND 600,000 0
TOTAL
INTEREST
819.250
219.250 110,000
110.000 -
TOTAL ENTERPRISE FUNDS 28,552,084 28,258.00Q
283.000
84.000
(128.000)
83.000
0
(1m.ooo)
2.3%
2.1%
2.0%
2.8%
6.9%
1.8%
3.1%
2.0% -
136,000
600
1,100
7.000
800
(18.000)
128.000
400
1.000
2,000
0
0
10.000
600,000
5.000
605.000
OPERATING FUNDS
Crry OF CARLSBAD
REVENUE EmMATES
ACTUAL PROJECTED DIFFERENCE
REVENUE REVENUE REVENUE OF FY 0102 200102 TO
REVENUE SOURCE 200001 200142 PROJECTED 26.3203 INTERNAL SERVICE FUNDS I 200243
WORKERS COMP SELF-INSURANCE
INTEREST 186,302 110.000
11.2% 60.402 W.231 INTERDEPARTMENTAL 538.978 538,828
-9.1% (1o.ooo) 100.000
OTHER
TOTAL
53.928
649.829 757.210 100.231 50,402
' 0.0% 0
_L
LlABlLlTYSELF-INSURANCE -
INTEREST 238.822 150,000
INTERDEPARTMENTAL
-33.3%
741.825 49.1%
OTHER 285.840 0 0.0%
TOTAL 1.231.935 891,825 -21.5%
727,473
(50.000)
(141,816)
0
- (191.815) J -
HEALTH INSURANCE
INTEREST 30.287 24.000 -15.7% 14.000)
INTERDEPARTMENTAUREIMB. 2,585,851
OPERATING TRANSFER IN 74,000
-100.0%
TOTAL 2,889,958
0.0%
2.869.220 14.0% 372.725
2,645,220 14.2%.
0 0.0% - "
RECORDSMANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
O n
0 788.100 30.7%
0 788,100 30.7% 242,300
0.0% 0
242.300
b P -
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST 20.000
OTHER 148,650 100.000
OPERATING TRANSFER IN 47.400 0
TOTAL
-
1,388,182
43.940
1,428,409 3.7% 52.783
0.0% 0
-50.0%
0.0%
l50.000)
0
1,808,172 1 ,848,409 48.3% 2,783 -
VEHICLE REPLACEMENT
~
INTEROEPARTMENTAL 1,344,083 1.460.075
INTEREST 428.402 240,000
4,524
OTHER 389.125 0
0
TOTAL 2.139.810 1,700,075 0.3% 4.294
0
0.3%
0.0%
0.0%
* "
INFORMATION TECHNOLOGY
INTEREST 158.325 100.000 I 100.000 I 0.0% 0
INTERDEPARTMENTAL 3.205.WO 3,818,000 I 5.2% 189,300
OTHER
TOTAL
38.315
3,401.840
0 0.0%
3,748,000 5.1% 189.300
0 - - d
TOTAL INTERNAL SERVICE FUNDS 11.808.505 5.8% 869.988
CITY OF CARLSBAD
REVENUE ESnMATES
OPERATING FUNDS
REVENUE
ACTUAL PROJECTED
REVENUE SOURCE 200001
REVENUE
200142 IREDEVELOPMENTFUNDS I
VILLAGE OPERATlONSlDEBT SERVICE
TAX INCREMENT
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
1,845,728
178.404
1,455,000
23.185
68.416
52.022
42,616
82.900
37.124 2.500
OPERATING TRANSFER IN 280,000
TOTAL 2,259,882
0
1,808.201 b
VILLAGE LOW AND MOD INCOME HSNG
TAXINCREMENT 383.823
INTEREST
300.000
130.485 80.000
OTHER 3.152 . 4,mO
TOTAL 527,440 rn.000 * -
SCCRAOPERATIONS I DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
0 452.028
0
0
0
452,029
SCCRA LOW AN0 MOD INCOME HSNG
TAXINCREMENT
INTEREST 0
0 115.007
TOTAL 0 114.507
1,500 -
TOTAL REDEVELOPMENTFUNDS 2.787.132 2.536.737
-1 AS% TJO2-03
REVENUE .
DIFFERENCE
OF FY 0102
200203 PROJECTED
M0102 TO
ESTlWTED
I
17.685
1,488,000
-23.7%
2.3%
42.616 0.0%
72.300
4.000
-12.8%
80.0%
(5.500)
33,000
(10,800)
0
1.MO
310,000 5.3% 1o.wo
0
0
10,000
80.000 0.0%
0.0%
2.8% ”
465.500 3.0% 13.471
3.493
1.500
TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 1
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
200142
199940 2wo41 ESTIMATED 200102
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 229,049
CITY MANAGER 916.869
PUBLIC INFORMATION 0
CITY CLERK 201.092
CITY ATTORNEY 704.593
CITYTREASURER 114.715
TOTAL POLlCYlLEADERSHlP GROUP 2,166,318
ADMINISTRATIVE SERVICES
ADMINISTRATION 270.700
FINANCE 1,299,324
PURCHASING 429.997
HUMAN RESOURCES 1.081.148
RECORDS MANAGEMENT(1) 882.170
TOTAL ADMINISTRATIVE SERVICES 3,763,337
PUBLIC SAFETY
POLICE 12,876,387
FIRE 8,561.067
TOTAL PUBLIC SAFETY 21,437.454
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 449,671
GEOGRAPHIC INFORMATION 316,162
ECONOMIC DEVELOPMENT 161.252
PLANNING 2265.048
BUILDING
TOTAL COMMUNITY DEVELOPMENT
1,724,911
4,917,044
COMMUNITY SERVICES
LIBRARY 4,175,824
CULTURAL ARTS PROGRAM 495,054
RECREATION 3,136,029
SENIOR PROGRAMS 339,082
TOTAL COMMUNITY SERVICES 8,145,989
233,983
969.130
218,613
98.558
775.488
114.675
2.410.427
499,413
1,385,831
504.140
1,061,139
1.261.230
4,731,753
13,841,267
9,556,920
23,398,187
486,232
262,478
133.875
2.246.992
1.738.257
4,847,032
8,266,112
845,854
3,409,515
366,497
10,887,778
283,151
1,146,982
323,545
274.640
1,005,701
141.795
3,175.814
473.381
1,747,000
618.052
1.707.217
n
288,734
1,171,971
378.236
321.932
1.019.697
155.529
3.336.099
761.424
1.926.048
664.878
2,177,120
4,545,650
18,092,318
10,455,273
26,547,591
402,336
277.993
183.328
2.817.780
2,043,648
5,725,083
7214.932
637,308
4,078,321
429.440
12.360.001
5,529.270
16,092,318
10,834,138
26,926,456
504,522
335.559
223.406
3,225,019
2.054.898
6,343,404
8,521,550
721,333
4,549,385
487.446
14,279.714
-
200243
BUDGET -
298,551
1,129,967
884,593
303.076
952.336
165.638
3.714.181
- -
714,140
2.016.098
690.770
1,963,843
0
5,384.851
- - -
16,971,861
11,450,059
28,421,920
- - -
480,810
305,658
250,132
3.267.587
1.873.526
6,177,713
-
=
8,059.193
710.195
4,558,457
738,425
14,064,270
- - -
lDlNCR (DEC)
0142 BUD
TO
0243 BUD
3.4%
-3.6%
128.6%
-5.9%
4.6%
8.5%
11.3%
4.2%
4.7%
3.9%
-9.8%
0.0%
-2.6%
5.5%
5.7%
5.6%
-4.7%
4.9%
12.0%
1.3%
-8.8%
-2.6%
5.4%
-1.5%
0.2%
51.1%
-1.5%
5\
Crry OF CARLSBAD
OPERAllNG FUNDS
BUDGET EXPENDITURE SCHEDULE
Mol42
199940 mw41 ESTIMATED
ACTUALS
200142
ACTUALS EXPENDITURES BUDGET DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMlN 812.898 488.41 1 510.736 837.915
ENGINEERING 4,516,502 4,328,589 4,929,358 5,328.591
PARK MAINTENANCE
STREET MAINTENANCE
FACILITIES MAINTENANCE
2.357.397 2.582.480 2,893.051 3.410.009
2,011,872 2,041,517 2,368,888 2,710.977
1.858.329 2.068387 2,330,000 2,579,521
TRAFFIC SIGNAL MINT 425.493 743.584
TOTAL PUBLIC WORKS
810.345
11.780.091
898.632
12232,908 13,840,378 15,365,851 "
NOWEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 369.972
BEACH PARKING 0
COMMUNIN CONTRIBUTIONS 11,480
HIRING CENTER 76,873
HOSPGROVEPAYMENT 800.000
PROPERTY TAX ADMlN FEE 228,157
DUES & SUBSCRIPTIONS 33.535
MlSC I TRANSFERS OUT 652.949
ASSESSMENT SERVICES 13,095
INFRASTRUCTURE REPLACE TRANS 2,ooO.ooO
GOLF COURSE TRANSFER
TRANSFER TO ClP
eoo.wo
TRANS TO STORM WATER PGM
7,000,000
0
MANAGEMENT INCENTIVE PAY 0
OTHER 37.761
11,821,802 TOTAL NON-DEPARTMENTAL -
370,279
0
0
82.583
800.000
255,819
40.993
108,400
15,073
3.wo.Wo
800.000
4,300,000
0
0
496.000
0
82.000
83,975
800.000
271,000
40.000
0
20.000
3,000,000
0
1,500,000
1.873.190
0
507.959
36.000
82,120
85,849
800.000
250,000
85,800
0
46,000
3,000,000
0
1.500.000
1,873,190
97,020
81.529 1,300 442.794
9,832,476 8,147,485 8,788,532
SUBTOTAL GENERAL FUND 64,031,815 87.941.361 74.141.982 80,587,128
CONTINGENCIES 0 0 0 3,814,590
TOTAL GENERAL FUND 84,031,815 67.941.381 74.141.982 84,381,718
P
-
200243
BUDGET -
807.075
5,288.844
3,205.497
2,504,087
2,682,078
885.355
15,180,934
- -
383.000
36,000
11.235
85,849
800.000
325,000
82.400
0
58.400
3,500,000
800.000
0
1,076,419
500,000
0
7,418,303
- -
80.342,152
2,500,000 -
82.842,152 -
MNCR (DEC)
0142 BUD
TO
0243 BUD
26.5%
-1 2%
-8.0%
-7.8%
4.4%
-1.9%
-4.3% -
-28.5%
0.0%
88.3%
0.0%
0.0%
30.0%
4.9%
0.0%
27.0%
18.7%
100.0%
-100.0%
42.5%
415.4%
0.0%
-15.8%
4.3%
-34.5%
-1.8% -
crpl OF CARISBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (OEC)
mala
1999-00 moo01 ESTIMATED 200102 1 200203 1 TO
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 0203 BUD ISPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM 0
POLICE ASSET FORFEITURE 145.582
COPS FUND 108,868
LAW ENFORCEMENTBLOCK GRANT 111,991
HOUSING SECTION 8 2,832,087
HOUSING TRUST 487.618
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
8.751
LIBRARY STATE GRIWTS (3)
48,508
285.344
AV INSURANCE FUND (3) 39.174
TREE MAINTENANCE 519.858
MEDIAN MAINTENANCE 443,055
STREET LIGHTING 760.888
BUENA VISTA CRK CHNL MNT 8.924
ARTS SPECIAL EVENTS 26,594
SENIOR NUTRITION (2) 209,887
SENIOR DONATIONS 120,065
CDBG ENTITLEMENTIREHAB 558.294
COMMUNlNACTlVlN GRANTS 34.022
CULTURAL ARTS PROGRAM 33,269
SISTER ClN DONATIONS 700
ARTS GENIGALLERY DONATIONS 21.597
TOTAL SPECIAL REVENUE FUNDS 6,800.852
(ENTERPRISE FUNDS
WATER OPERATIONS 17,322265
RECYCLED WATER OPERATIONS 1.527.181
SANITATION OPERATIONS 5,344,785
SOLID WASTE MANAGEMENT 148,876
GOLF COURSE 198,059
TOTAL ENTERPRISE FUNDS 24.538368 -
0
38.497
146.268
79,929
3,185,288
178.351
8.873
21,024
299,837
0
547.653
529,532
843,737
7.178
19.199
210,782
87.880
524.192
49,351
22,808
2,880
38.537
6,837,734
17,874,678
1.315.999
8,018,104
260.858
144.330
895.500
62,000
283,184
85.000
4.240.718
282.221
12.000
18,150
0
0
604,409
507,471
750.000
750.000
28,887
178.893
138,200
981.980
57,713
35.000
965
58.000
9.924.071
19,573.381
1,628,134
8,809.100
266.013
250,000
1,873,189
283.184
85.000 130.802
1,078,419
0 217.006
347.541
4,754,778 5,335,986
282.221 255.183
12,000 12.000
106,280
0 0
0 0
95,307
878.280 727.159
535,834 577,780
1.124.106 1.139.441
751,500
10.539.413 12,780,200
m.ow 147.904
4.000 5.588
20.000 48,000
60500 85,000
789.892 1.419299
0 138,200
0 197,925
31.832 33,586
1.590
"
20.735.913
1,662,132
7,136,902
294,448
349.750
25.813.787 28,526,628 90,179,145
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 759.144
RISK MANAGEMENT 1.082.140
HEALTH INSURANCE 2,767,012
RECORDS MANAGEMENT(1) 0
VEHICLE MAINTENANCE 1,482277
VEHICLE REPLACEMENT 1,005,388
INFORMATION TECHNOLOGY 2278,075
952.288
792.113
2,343,088
0
1,588,803
1,079,331
2,937,523
928.295
1,088,888
2,254,903
1,019,380
1,592,705
1,400,000
4,403,500
1,018,717
1.359.375
2,628,700
1,090.004
1,786,105
1.540.171
5,185,167
TOTAL INTERNAL SERVICE FUNDS 9,354,016 9,871,142 - 12,685,871 14,608,239 -
II
42.5%
40.2%
32.1%
-100.0%
12.2%
-9.8%
0.0%
-10.3%
0.0%
0.0%
7.5%
7.9%
1.4%
-99.8%
-5.8%
-100.0%
-100.0%
45.8%
5.0%
58.3%
-28.1 %
-88.5%
-17.5%
21,173,828 1.8%
1.904.418 14.8%
8,788,912 5.2%
223.410 -24.1%
300.000 -14.2%
0.4% -
1,083,799 6.4%
1,487.459
3,083,952
9.4%
17.3%
1.182.887 8.5%
1,823.291 2.1%
1.687.000 8.2%
4,495,834 -13.3%
1.5%
53
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
200142 n 0142BUD
%INCR (DEC)
l999Ml MOO41 ESTIMATED 2W1-02 I 200243 I TO
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 0243 BUD LREDNELOPMENT
VILLAGE OPERATIONS I DEBT SVC 3,786,315 2,221,511 1,560,884 1,504,361
VILLAGE LOWNOD INCOME HSNG 2,126,420
1,501,860
74.014 90.819 113,772 89,692 -21.2%
-5.6%
SCCRA OPERATIONS I DEBT SVC 0 0 160.309 364,099 97.512
SCCRA LOWiMOD INCOME HSNG
-73.2%
0 17.463 28.871 -23.3%
TOTAL REDEVELOPMENT
0
5,012,741 2.295.525 1,828,475 2.102.103 - -18.6%
/TOTAL OPERATING FUNDS 110,630,390 112,350,529 127,107,827 144,051,403 140,227,923 -2.7%
(1) Records Management was converted to an Internal Service fund in 200162.
(2) Senior Nutrition Grant was moved to the General fund in 2W243.
(3) The revenues and expenses far these programs were tansferred to the General fund.
EXHIBIT B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2001-2002.
JULY 1,2001
UNRESERVED ESTIMATED
ESTIMATED
CAPITAL DEBT SERVICE PROJECTED
ESTIMATED JUNE 30.2002
FUND BALANCE
GENERAL CAPITAL CONST. 8.863.347 3.892.720 2,399,299 0 10,356,768
REVENUES EXPENDITURES LOANS a OTHER BALANCE
INFRASTRUCTURE MAINT a REPL
GOLF COURSE
ZONE 5,13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETLOCAL
TRANSNETlHlGHWAY
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTWY2 POINS. LN-AVIARA PKWY
BTWY3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
SEWER BENEFIT AREA (C-D-E-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
..
5,406,673
30,751.803
346,734
575.836
315,391
1,262,116
818,040
5.406.109
5,367,590
9,263.257
1,449,577
900,902
188,304
1,926,602
1,187,455
2,582,427
596,858
41,947,966
3,243,453
17,525,663
1 1,059
7.108.290
5,062.698
30,043.610
15,953,333
3335.005
10,811,420
22,728,736
922,226
6.995.282
3,354,978
5,102,603
0
160,590
369.488
436,254
290,775
1,174,330
173,671
251,548
28.861
44.127
791,622
27,422
38.389
16,668
579.115
5,918,573
103.266
1.065.538
1,774,079
815,148
371.173
8.798.731
34,320,300
2,365,171
2,755,758
2,961,560
20,226
1,796,655
1,033.915
7,504,950
129.864
402.372
3,644
129,447
16.871
236.288
177,606
7.232.324
230,239
852,139
145.408
2,426,173
0
123.280
949,761
1,833,041
17,869,178
1,634,098
683.718
947.100
389,809
2.915.378
9.072.874
1,691,221
1.624.338
2.128.248
57,989
5.556.478
..
0
0
0
0
(192,150)
(19,427)
(568,367)
661,522
0
300.000
0
0
0
(300,000)
0
0
1,471,944
0
0
0
0
0
(942,161)
0
0
(2,024.808)
(131,024)
804.798
(1,471,944)
0
..
7,727,736
28,349.456
216.870
732,782
263.080
1,489,349
1,640.890
4.833.807
6,305,632
2.582.481
699.524
641,565
70.318
292,051
925.854
490.246
3,683,725
29,997,361
1,513,678
16,957,103
142.489
7,935.269
5,044,062
28.827.306
36.333.060
15,403,126
9,918.012
24,366,646
864.463
1,763,515
OTHER
TOTAL
..
886.007
244.283.779 80,515,293 71,230,211
660.61 1 0
(2,411,617) 251,157,244
306.652 81,256
55
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2002-2003
JULY 1.2002
PROJECTED ESTIMATED.
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 10,356,768 0
INFRASTRUCTURE MAINT a REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13.16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNETlSTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PKWY
CFD #I
BTW3 CANNON ROAD WEST
CFD #2
FEDERAL GRANTS
SEWER BENEFIT AREA (C-D-E-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
7.727.736
216,870
3,600,000
28,349,456
0
3,397,914
732,782 141,794
263.080 32,619
1,489,349 342.211
1,640.890
4,833,807 86,684
8,889
6,305,632 929.395
2.582.481 4,600,000
699.524
641.565
1.211,ooo
70,318
0
292,051
70,000
0
925,854 0
3,683,725
490.246
1,620,700
0
29,997,361
1,513.678 135.252
3,870.758
16,957,103
142.489
0
0
7,935,269 603,266
28,827,306
5,044.062 400,000
15,403.126
1,977,500
36.333.060
1,400,000
9,918,012
160,000
817,740
24,366,846 3,841,860
884,463
1.763.515
0
2,469,687
OTHER 306,652
TOTAL 251,157.244
1,151,000
32,868,249
CONTINUING
2001-2002
NEW
APPROPR. APPROPR.
4,731,143 1,338,300
1,184,585
216,870
614.400
0
18.463.451
13.000
3.050.000
0
5,000
533.128
0
219,100
670,000
4,622,393
1,000,000
0
2.082393
813.268
470,000
36-1.212
6,300,000
319.814
1,471,000
68,849
0
70,000
50,167 229,065
0
153,000
0
0
1 10,000
0
2,679,281
126,149 0
2,854.000
2.660.21 1
6.269.269
0
7,615,973
7,302,881
33,431,004
3,132,599
4,762,008
2.124.527
2,662,107
12,116,382 1,260,178
1.699.687
304,000
0
335.010
468,584
130,535
14,871.611
16,137,578
1.308.410
580.335
68.329 1,151,000
137,270,692 37,971,744
..
2002-2003
TOTAL CIP
APPROPR.
6,069,443
1,798,985
216.870
21,513,451
18,000
1,203,128
0
4.622.393
1,219,100
2.552.593
7,113.268
1,835,212
319.814
279.232
138,849
0
488,010
468.584
130,535
14.981.611
16,137,578
5333.281
126.149
13,572,150
2,660.21 1
10,748,572
35,555,531
7,424.115
13,376,560
884.335
3,008,097
175,242.436
1219,329
IUNE 30,2003
PROJECTED
BALANCE
4,287.325
9,528.751
0
10,233,919
856,576
295.699
628.433
430,679
298,078
4,682,434
69.213
75.312
321,751
-1.469
12,819
925.854
4.835.841
2.236
1,518,395
18.886.509
819.525
3.005.254
16.340
17,232,556
2,783.851
6,054,554
3.31 1,637
937,529
14,832,145
128
1,225,105
108,783,057
238.323
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
1998-99 1999-2000
ACTUAL ACTUAL ESTIMATED ESTIMATED
2000-2001
ACTUAL
2001-2002 2002-2003
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 1,581,221 1,048,117 5,470,004 3.892.720 0
GOLF COURSE
INFRASTRUCTURE MAINT 8 REPL
ZONE 5,13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 2 NE
PIL AREA 1 NW
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNETISTP
TEA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW3 CANNON ROAD WEST
BTMlZ POINS. LN-AVIARA PKWY
CFD 111
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-0-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER - RECYCLED WATER
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
289.482
NIA
8,562,805
1,203,795
207,517
326,350
69,997
701.093
4,103,007
1,691,916
3,310.960
98,380
1,524
321.253
45.414
9,494,392
293.629
213.180
!5.184.782
291,424
2.247.234
79,745
1,061,677
452.181
5,200,226
1,750,325
1.073.366
3.738.617
2,506,152
254,554
1,610,623
2,056.779
299.443
9,802,551
251.326
178.334
346,922
93,634
505.336
2.045.988
8,248,042
1,030,781
1.256
60,903
341.082
80,458
392,@44
17,402,714
732,389
508,690
13,675,926
7,881.331
955,131
63.526
6,020.054
429.837
7.6a5.353
2,091.983
4,182,157
10,683,240
112,219
1,621,261
3,415,471
0
11,200,696
299,488
197,908
327,437
107,109
575.018
2,274,739
2,185,597
85.482
0
127,491
1.593.186
216,490
821.023
99,664
1,1%,818
13.431.776
294,547
1.817.868
17.008
818,567
1,193,530
6,273,019
3,517,708
652.387
4,159,407
4.746.830
65,394
2.058.987
3,354,978
0
5,102,603
160,590
436,254
369,488
290,775
173,671
1,174,330
251.548
28.861
200,000
44,127
791,622
27,422
38.389
16,668
579,115
5,918,573
103,266
1.065.538
1,774,079
815.148
8,798,731
371,173
2,365,171
34,320.300
2,961,560
2.755.738
20,226
1.796655
3,600,000
0
3,397,914
141.794
342,211
32,619
86,664
8.889
4,600,000
929,395
1.21 1,000
0
0
70,000
0
0
1,620,700
.o
3,870,758
135.252
0
0
400.000
603.266
1.977.500
1,400,000
160,000
817,740
3.841.860
0
2.469.687
OTHER
TOTAL CAPITAL FUNDS
..
2,471,355 426,600
49,227,405 101,206,217
81.256
69.570.013 80,515.293 32.868.249
1,151.000 328.364
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
CAPITAL FUNDS ,
BUDGET EXPENDITURE SCHEDULE
1999-2000 TO 2002-2003
1999-2000 2000-2001
2001-2002 2002-2003 2002-2003
2001-2002 (1) CONTINUING NEW TOTAL CIP
FUND
..
GENERAL CAPITAL CONST.
ACTUAL ACTUAL ESTIMATED APPROPR. APPROPR. APPROPR.
1.822.728 1.812.074 2.399.299 I 4,731.143 1,338,300 6,069,443
GOLF COURSE
INFRASTRUCTURE~MAINT 8 REPL
ZONE 5,13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETjLOCAL
TRANSNETIHIGHWAY
TRANSNETBIKE
TRANSNETSTP
TDA
COUNTY GRANTS
STATE GRANTS
ASSESSMENT DISTRICTS
BTWl2 POINS. LN-AVIARA PW
CFD 111
BTW3 CANNON ROAD WEST
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
0
1,114,278
2,339,380
4,330,562
0
0
18,900
1.,656,187
0
2,520,005
905,021
27.603
0
280.296
160.468
11,924,563
1.670.154
1,213,557
16,748,124
742,315
3,661,865
6,834
917,040
2.085.199
466.244
721.280
2,698,172
322.818
1,388.764
10,733
533,719
0
9,156,779
805,291
408,402
10.184
0
0
0
1.225.108
209,467
718.530
0
. 68,047
129.000
200.000
36.228
1,129,000
84,523
2.979.486
499.500
946,720
17,008
655,081
756.933
2,389,869
1,587,897
1,852,247
166.387
1,407,665
43,316
258,440
1,033,915
129.864
7,504,950
421,799
3,644
(532,075)
209,021
745,973
6,932,324
236,288
230,239
172,550
852,139
2,426,173
145.408
300,000
123,280
(522,183)
1,833,041
17,869.178
1,634,098
683,718
947,100
389.809
10,015,035
2.915.378
3,649,146
1,822,245
1,323,450
57,989
7,028,422
1,184,585
216.870
18.463.451
13,000
533.128
0
4,622.393
219,100
2.082.593
813,268
364,212
27.450
319.814
68,849
50,167
0
468.584
335.010
14.871.611
130,535
16,137.578
2.679.281
126,149
6,269.269
2,660,211
7,615.973
33,431,004
4,762,008
12,116,382
580.335
1,308,410
614,400
0
3,050,000
5,000
0
1,000,000
670,000
0
470,000
6,300,000
1,471,000
0
0
70,000
229,065
0
153,000
0
110,000
0
0
0
2,854,000
0
7,302,881
5,132,599
2,124,527
2,662,107
1,260,178
304,000
1,699,687
1.798.985
216.870
21,513,451
18.000
1.203.128
0
4,622,393
1.219.100
2,552,593
7.113268
1,835,212
319.814
27,450
138.849
279,232
0
488.010
468,584
14,981.611
130.535
16.137.578
5,533,281
126,149
2.660.21 1
13,572,150
35,555,531
10,748,572
7.424.115
13,376,560
884.335
3.008.097
~ ~~
TOTAL CAPITAL FUNDS
2,588.302
62.875.1 11
392,320
29,955,502
660,611 I
73,641.828 I 68.329
137,270,692
1,151,000
37.971,744 175,242,436
1,219,329
(1) 2001-2002 ESTIMATEDAMOUNT INCLUDESACTUAL EXPENDITURES a ENCUMBRANCES
E 2
2 n
0
r
c) 0
*)
N 0 0 N
9
D
Q)
n
n 2
PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03
EXHIBIT c
ADJUSTED
FINAL
OVER
PRELIMINARY
BUDGET
(UNDER)
BUDGET 2001-02
MAJOR SERVICE AREA 2001-02 2002-03 ALLOCATED
)POLICY AND LEADERSHIP GROUP I CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
)ADMINISTRATIVE SERVICES 1
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES & WORKERS COMP
)PUBLIC SAFETY I
POLICE
FIRE
)COMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
)COMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
SENIOR PROGRAM
RECREATION
/PUBLIC WORKS I
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
1
6
0.75
1
7
0
2
15
8
21
2
6
10
143
79.75
3
13
1
2
25
10
46.25
4.75
28
2
3.50
57.25
58.7
70.3
6
1
0.75
2.75
0
7
2
8
21
16
2
6
10
150
79.75
3
13
1
2
25
10
48
4.75
30
2
6.4
58.25
60.2
66.9
0
0
0
1.75
0
0
0
0
1
0
0
0
0
7
0
0
0
0
0
0
0
1.75
0
2
0
2.9
1.5
1
(3.4)
FULL AND 3/4 TIME LABOR FORCE 627.25 642.75 15.5
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2001102 2002103 Difference
Full Time Personnel 622 636
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
14
6.75 1.5
3.27
5.25
142.4 145.67
769.65 788.42 18.77
LIMITED TERM EMPLOYEES
INTERNS 2001102 2002/03 Difference
Management Interns 2 2
Building Inspector lntem
0
GIS Intern
2 0
Planning Technician Intern 0
0
Planning Intern ~ front counter 1
1 1
TOTAL LIMITED TERM EMPLOYEES 5.5 6
-0.5
0.5
2
0.5 0.5
0.5
MANAGEMENT INCENTIVE PAY
NON-GENERAL FUND
FundlOrg key Description
1333421 Housing Trust
1545710 Storm Water
I605023 Street Tree Maintenance
I615024 Median Maintenance
1626357 Street Lighting
3913401 CDBG
51 16310 Sanitation
5206375 Solid Waste
61 11 520 Workers Compensation
6121930 Liability
6141610 Records Management
6205060 Vehicle Maintenance
6401710 lnformafion Technology
TOTAL
EXHIBIT D
$ 4.840
Amount
5,060
4,290
2,310
4,840
2,530
6.820
990
4,840
8,360
5,390
19,030
6,600
S 75,900
1
i
b 1
4
E
E
7
8
9
la
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
EXHIBIT 5
RESOLUTION NO. 1156
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA,
OPERATING BUDGET AND CAPITAL IMPROVEMENT ADOPTING THE WATER DISTRICT FINAL
PROGRAM FOR 2002-03
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has held such public hearings as are necessary prior to the adoption of the 2002-03 0perati.ng
and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, 2002-03 Operating Budget and 2002-03 to Buildout Capital Improvement Program -
Preliminary," as amended in accordance with Exhibit A attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the
Carlsbad Municipal Water District for the fiscal year 2002-03.
3. That the amounts reflected as estimated revenues for fiscal year 2002-03 are
hereby adopted as the budgeted revenues for 2002-03.
4. That the amount designated as 2002-03 Budget in Exhibit A is hereby appropriated
to the fund for which it is designated, and such appropriation shall not be increased except as
provided herein.
5. That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget except as provided herein,
Ill
69
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Page 2 of Resolution # 1156 EXHIBIT 5
6. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Water Board or Executive Manager as described below.
i, The Executive Manager may authorize all transfers of funds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of
the original revenue estimate.
B. The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The
Executive Manager may authorize the hiring of temporary or part time staff as necessary, within
the limits imposed by the controls listed above.
7. That all appropriations and outstanding encumbrances as of June 30, 2002 are
hereby continued into 2002-03 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at June
30, 2002, are hereby appropriated for such capital projects for the 2002-03 fiscal year.
Ill
Ill
30
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Page 3 of Resolution # 1156 EXHIBIT 5
9. That budgeted appropriations for fiscal year 2001-02 be increased by $25,080 in the
Water Operations fund and by $330 in the Recycled Water fund to pay 2001-02 management
incentive pay.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors
held on the 18th day of JUNE , 2002 by the following vote, to wit:
AYES: Board Members Lewis, Kulchin, Finnila, Nygaard, Hall
NOES: None
ABSENT: None
CLAUDE ALLEWIS, President
h-
LORRAINE M. WOOD, Secretary
EXHIBIT A
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE 8, OPERATIONS ACCT NO. 5o1631o~5oz631o
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
BUDGET
2002-03
BUDGET
PERSONNEL 2,236,360 2,160,295 2,249,715 2,390,299
MAINTENANCE & OPERATIONS
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District. a subsidiary district of the City of Carlsbad. provides potable water sewice to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCEWORKLOAD MEASURES:
Water Quality . Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City’s Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any month are total coliform-positive.
Fiscal Number Total Total Percent Year Collected Positive Bacteria-Free Bacteria-Free
1995-96 1.31 6 4 1.312 98.0%
1996-97 1997-98 1,349 1,354 6 1,343 98.1%
1 1,353 1998-99 99.2% 1,428 3 1,425 99.0%
1999-00 2000-01 1,615 1 1,614 99.9%
1,725 3 1,722 99.8%
Water Reliability
Annual number of hours Der mile of distribution line that a water main is out of service will not exceed a total of
.05 hours in a year. Thk benchmark was established at baseline level and will be reviewed and revised, if
necessary, annually.
Fiscal Total Miles Year Hours Hours/Mile Distribution Lines Distribution Line
1998-99
1999-00
2000-01
18 350 .05 17 400
0 410 0.00 .04
Water Deliverv Efficiency
Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water Year
1996-97
LOSS
1997-98
2.08%
2.66%
1998-99 4.87%
1999-00 2000-01 4.29% 5.36%
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 50163i0150~6310
PERFORMANCEMlORKLOAD MEASURES (Continued)
Cost of Service
Fiscal Delivered cost Of Cost for "
Year (AC.-FT.) Service nL.-r I.
1999.00
Delivered
20.069 $18.393.999 $916.54
2000-01 21,135 $19;375,900 $916.77
PROGRAM ACTIVITIES:
Administration
Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain payroll records and time card administration; coordinate interdepartmental and interagency
communications.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water Ooerations
Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Implements and enforces cross connection control of potable and recycled water systems to ensure a safe
Cross Connection Control
supply of potable water, and compliance with State and Federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers and assist ConstruGtion and
Maintenance operations.
WORKLOAD STATISTICS:
Water Service Turn- o~~~~~~~/s~~~~~ Daily
owon Maintenance Flow Control Station
9% 15% Maintenance
Water Use Data
Collection
29% , A Valve Maintenance
21%
Fire Hydrant \ Fire Hydrant
Maintenance ReplacemenURepair
18% 5%
SIGNIFICANT CHANGES:
Several positions were allocated to water from sewer to accurately reflect the work performed for each program. 33
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310 - 1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02 2002-03
BUDGET BUDGET
PERSONNEL 967,205 1,221,516 1,422,119 1,448,990
MAINTENANCE 8 OPERATIONS 322,498 538,971 884,654 982,308
CAPITAL OUTLAY 9.621 12,344 13,825 0
ISEWER ENTERPRISE I I 160,0001 157,8201 172,500/
WATER ENTERPRISE
TOTAL FUNDING I 1299.3241 1,772,831 I 2,320,5981 2,431,298
227.0001 236.7301 242,700
MISSION STATEMENT:
this mission by maintaining individual and departmental credibility; working together as a team while respecting each Our mission is to ensurethat the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
other's differences; and, consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Prepare ten year operating forecasts incorporating various "what iP scenarios to facilitate decision-making for
Lonu-Ranae Financial Planninq
City Council and City departments.
Budaet Manaaement
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
Perform bi-annual review of all City fees and present recommendations for changes to Council.
alignment with the Council's goals.
m Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective decision-making.
Accounts ReceivableICashierinq
Accurately bill, collect, record, and report all City revenues.
Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies.
Continue to refine business processes that will improve customer service and increase efficiency.
Accounts Pavable/Pavroll
Prepare checks for City employees, and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accountina and ReDOrting
Prepare and maintain finance records and documents in conformity with penerallv accepted accountina - - principles and applicable legal and contractual provisions. . Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
Maintain the data within the financial information systems of the City and provide training to users as needed.
disclosure as required.
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (Continued):
Assessment DistricVCFD Administration
Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
as required.
documents and State law.
&&s
Monitor sales tax audit contract to ensure effectiveness.
Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
KEY GOALS FOR 2002-03:
ToD-Qualitv Services
Increase the number of cashiering sites avaiiable to our customers, provide more timely information and
streamline processes through the selection of a Citywide cashiering system,
Transwrtation
Assist in creating financial plans that will allow for the development of key road segments throughout the city,
Insure continued financial health of the City through the use of improved forecasting techniques for revenues
Improve the City's ability to monitor. forecast and provide for the replacement of the City's major infrastructure
Compile forecasts and array options to assist the City Council in determining the future needs of the City's
Insure financial integrity of the City through the implementation of an internal audit program.
SIGNIFICANT CHANGES:
Additional funds have been added for a new citywide cashiering system.
and expenditures in the City's General fund.
assets.
lighting and landscape districts.
PROGRAM: ENGlNEERl.NG
FUND: GENERAUWATER AND,
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015X15710
SEWER ENTERPRISE
19992000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 3,395,803 3,793.381 4,126,200 4,154,789
MAINTENANCE & OPERATIONS 1,735,632 1,456,847 2,367,150 1,924.890
CAPITAL OUTLAY 184.241 0
.In -rn-rAI K mn 33n
SEWER ENTERPRISE
WATER ENTERPRISE 674.500
674,500 243.420
623,030 723,718
349.519
463,316
TOTAL FUNDING 5,240,220 5,295,019 6,677,591 6,079,679
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering, project management, front counter operations, and construction inspection. The Engineering
Department provides services to the public and other City departments through preparation and processing of design
and construction documents and performing transportation studies. The department is also responsible for ensuring
that development and public improvements are properly designed, constructed, and inspected while maintaining public safety and the well-being of the community.
PROGRAM ACTIVITIES:
CONSTRUCTION MGMT "fir'
L PLANNING
v DEVELOPMENT
SERVICES
22%
Administration
Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide administrative and clerical support to all divisions, ensure that the
management reporting system is accurately
schedule. and provide accurate records filed in a
maintained and generates all reports on
standardized and efficient manner.
DeveloDment Services
Provide comprehensive engineering input for all
land use development applications, process engineering development plans and maps in a
professional manner maintaining high-quality and
questions related to land development are meeting production goals, ensure engineering
answered in a timely and friendly manner.
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5XI5710
PROGRAM ACTIVITIES (Continued):
Plannina and Proarams
Coordinate the preparation of the annual update to the Cityk Buildout Capital improvement Program, update existing facility impact fee programs and assist developers with the formation of finance districts to fund major public improvements. Administer and coordinate engineering activities for the beach erosion, lagoon dredging, growth management monitoring, special districts program, and facility mapping.
Desi4n
Design Citywide capital projects including roadways, storm water, potable water, recycled water, and sewer
systems: develop and maintain programs in five (5) areas including water resources, domestic water systems, recycled water systems, sewer systems, and storm drain systems. For each of these programs, Design provides a variety of services including planning, water supply and quality monitoring, technical assistance,
mapping, and facility location.
TransDortation
Review, investigate, analyze. and resolve a wide variety of transportation issues, concerns, complaints, and
optimum traffic signal operations. Review traffic control plans, signing and striping plans, traffic signal plans, inquiries. Maintain records of collision reports, speed surveys. traffic counts, and assists in maintaining
review project submittals, provide interdepartmental coordination of various issues, and staff the Traffic Safety Commission.
Construction Manaaement and InsDection
Perform construction management, administration and inspection for private grading agreements, development improvement agreements, and capital improvement projects through the application of uniform practices and
policies, ensure construction of high-quality improvements, minimize inconvenience to the public while ensuring
safe work sites.
WORKLOAD STATISTICS:
12,000
10,000
8,000
6,000
4.000
2,000
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015x15710
WORKLOAD STATISTICS (Continued):
Total Capital Improvement Program Appropriations
FY99-00 Fy00-01 FYO1-02 Fy02-03
(Est.)
KEY GOALS FOR 2002-03:
Transoortation
Continue work toward the construction of major road projects including: CannonICollege, FaradayIMelrose, Rancho Santa Fe Road, and Poinsettia Lane.
ParksIOoen SDaceiTrails . Complete permitting and design of Coastal Rail Trail in preparation for construction in FY04.
Water
Construct recycled water transmission pipelines.and pump stations to distribute water from the new Carlsbad . Update Water Master Plans per growth management data to ensure that the current planned facilities are
Water Recycling Facility.
adequate for the existing rate of growth and future build-out.
Update Storm Master Plans per the growth management data and National Pollution Discharge Elimination
Environmental Manaaement
fees are adequate for the existing rate of growth and future build-out in FY2002-2003. System (NPDES) requirements and determine if the current planned facilities and Planned Local Drainage Area
Update Sewer Master Plans per the growth management data to ensure that the current planned facilities are adequate for the existing rate of growth and future build-out.
SIGNIFICANT CHANGES:
Two (2) positions were moved from Engineering to Public Works Administration and portions of Development Services staff were allocated to Storm Water Protection to reflect the work they support for that program.
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EXHIBIT 6
RESOLUTION NO. 354
A RESOLUTION OF THE HOUSING AND REDEVELOPMENT
COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA,
REDEVELOPMENT AGENCY AND HOUSING AUTHORITY APPROVING THE OPERATING BUDGET OF THE
FOR FISCAL YEAR 2002-03
WHEREAS, the Housing and Redevelopment Commission of the City of Carlsbad,
California (the Commission), has reviewed the operating budget for the Redevelopment Agency
for Fiscal Year 2002-03; and
WHEREAS, the Commission has reviewed the operating budget for the Housing
Authority Section 8 Programs, for Fiscal Year 2002-03; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the
final operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
commission of the City of Carlsbad, California as follows:
1, That the above recitations are true and correct.
2. That certain documents now on tile in the office of the City Clerk of the City of
Carlsbad entitled "City of Carlsbad, 2002-03 Operating Budget and 2002-03 to Buildout Capital
Improvement Program - Preliminary" as amended in accordance with Exhibit A attached hereto
and incorporated by reference herein, shall be and the same are hereby adopted as the
Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority Section 8
Programs for the fiscal year 2002-03.
3. That the amounts reflected as estimated revenues for fiscal year 2002-03 are
hereby adopted as the budgeted revenues for 2002-03.
4. That the amount designated as 2002-03 Budget in Exhibit A is hereby
appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
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Page 2 of Resolution # 354 EXHIBIT 6
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Execuhe Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers and adjustments.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase an
appropriation' for a specific purpose where said appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
B. The Commission must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final Budget. The Executive
Director may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
6. That all appropriations and outstanding encumbrances as of June 30, 2002, are
hereby continued into 2002-03 for such contracts and obligations.
7. That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2002, are hereby appropriated for such capital projects for the 2002-03 fiscal year.
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Page 3 of Resolution # 354 EXHIBIT 6
8. That budgeted appropriations for fiscal year 2001-02 in the following funds be
increased by the following amounts to pay 2001-02 management incentive pay:
Fund 190, Section 8 $5,610
Fund 801, Village Operations $5,390
Fund 803, Village Low/Mod $1,320
Fund 810, SCCRA Operations $1,870
Fund 812, SCCRA Low/Mod $ 550
TOTAL: $14,740
PASSED, APPROVED AND ADOPTED at a regular meeting of the Housing and
Redevelopment Commission of the City of Carlsbad on the 18th day of JUNE 2002, by the
following vote, to wit:
AYES: Commissioners Lewis, Kulchin, Finnila, Nygaard,
NOES: None
ABSENT: None
CLAUDE A. LEWIS, Chairperson
RAYMOND R. PATCHETT, Secretary
EXHIBIT A
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING 8 REDEVELOPMENT ACCT NO. 80134i0/80~3412
VILLAGE AREA
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 180,914 188,206 153,410 140,812
AINTENANCE & OPERATIONS
APITAL OUTLAY
MlSSlON STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villaae Redevelooment Master Plan Coordination of project development and permit processing. . Administration of the Parking-In-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development
Communitv Relations and Public Relations Program
0 Work with the Carlsbad Village Business Association and other business organizations to continue Community . Continue implementation of the Village Beautification Program through coordination of maintenance efforts in awareness and public relations activities on behalf of the Redevelopment Agency.
Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail the Village.
Station and surrounding properties.
PERFORMANCEWORKLOAD MEASURES:
Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects.
Process five (5) preliminary review applications.
Facilitate the development of at least one “special opportunity pmjecY‘ identified in the Village Redevelopment
Master Plan.
Process 10 sign permit applications.
KEY GOALS FOR 2002-03:
Finance
Process redevelopment permits for all types of projects within the Village Area, which represent high-quality
* Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of piivate
development or redevelopment of properties and buildings.
commercial andlor mixed-use development on North State Street.
TransDortation * Continue implementation of the Village Area Parking Program, which supports publiclprivate partnerships in financing the maintenance and construction of public parking lots in centralized areas and will encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist
activities.
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENTAGENCY
PROGRAM GROUP: HOUSING 8 REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA
KEY GOALS FOR 2002-03 (Continued):
Execute the Village parking Plan (created last yea'r) for removing impediments or otherwise enhancing existing
public parking lots within the Village Redevelopment Area to ensure better or more full utilization by visitorslcustomers, business owners, employees, andlor commuters. . Develop a Village parking enhancement assessment to pursue various opportunities available to .increase City owned public parking. - Develop a financing and land use strategy (Redevelopment Operations Strategy) for the Village Redevelopment
Balanced Communitv Develoomen! (also affects Finance Goal)
Area following the July 2006 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENTAGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
VILLAGE AREA
1999-2000
380 2,972 3.152 2,045,974 CAPITAL OUTLAY
56,904 60,426 16,729 32,244 MAINTENANCE & OPERATIONS
BUDGET
32,408 50,374 54,133 48,208 PERSONNEL
BUDGET ACTUAL ACTUAL
2001-02 2000-01 2002-03
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processina Procedures
Continue development of affordable housing project processing procedures
Affordable Housina Proiect Coordination
Assist in the structure and implementation of affordable housing projects
Affordable Housina Education Proaram
Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCEWORKLOAD MEASURES:
Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition of existing units and rehabilitation.
Participate in at least three (3) outreach programs, professional conferences andlor citizen and business groups
on affordable housing.
KEY GOALS FOR 2002-03:
TOR Qualitv Services
Continue to assist private developers to provide affordable housing as required by the lnclusionaly Housing
Ordinance.
Finance
Attract and retain target industries. businesses and jobs that result in improved economic health through the
implementation of affordable housing programs which serve to enhance the jobslhousing balance within the Community.
SIGNIFICANT CHANGES:
None
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENTAGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/811341z
SOUTH CARLSBAD AREA
1999-2000
ACTUAL
2000-01 2001-02 2002-03
ACTUAL
50,580 45,450 0 0 PERSONNEL
BUDGET BUDGET
MAINTENANCE 8 OPERATIONS 0 0 316,299 46,457
CAPITAL OUTLAY 0 475 2,350 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Imdement RedeveloDment Plan for South Carlsbad Coastal Redevelooment Area
Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize
excess property for projects that provide both a private and public benefit.
Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could
provide for public recreational facilities andlor development of cultural facilities or other public facilities.
Revitalize, redevelop andlor generally clean-up the Ponto Area.
Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space amenities.
PERFORMANCElWORKLOAD MEASURES:
Complete land use concept and drafl design guidelines for planning area three.
m Hold public meetings to gather citizen input regarding the specific plan.
KEY GOALS FOR 2002-03:
Balanced Communitv Develooment
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
Initiate review of Vision by all appropriate parties. and initiate development of Master Plan for the South
Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
None.
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
SOUTH CARLSBAD AREA
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
BUDGET
PERSONNEL 0 0 12,950 13,228
MAINTENANCE & OPERATIONS 0 0 16,451 9,583
CAPITAL OUTLAY 0 0 470 95
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
ImDlement Citv-Wide Affordable Housina Proarams . Affordable Housing Project Coordination for lnclusionary Housing Development
Affordable Housing Education Activities.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCEWORKLOAD MEASURES:
Utilize low and moderate income housing funds to assist with the development andlor construction of at least
Develop Housing Pian for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2002-03:
. Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary
Balanced Communitv Develooment
Implement affordable housing programs, which serve to enhance the jobslhousing balance within the
one (1) new affordable housing project within the city limits of Carlsbad.
Housing Ordinance.
communiv.
SIGNIFICANT CHANGES:
None
as
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 204,520 217,715 293,728 323,361
MAINTENANCE & OPERATIONS 2,627,547 2,947,873 4,439,423 5.007.973
CAPITAL OUTLAY 0 19,700 21,627 4;655
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Provide federal funding to subsidize rents for 703 extremely-low and very-low income households.
Section 8 Tenant-Based Rental Assistance
Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Familv Self-Sufficiencv . Desiqned to enable unemDloyed. under-emdoved or under-educated low-income families to achieve economic ..
Assist families in identifying barriers to becoming self-sufficient. . Provide guidance to the family to establish a five-year goal and plan.
independence from welfare.
Coordinate needed support services and act as an advocate on behalf of the client
Collaborative effort among several local housing agencies.
Communitv Owortunities Proqram
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
Participate in ongoing implementation of program changes and marketing of the program to participants and
emphasizing housing opportunities in neighborhoods of choice.
owners in Carlsbad.
PERFORMANCEIWORKLOAD MEASURES:
Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer or "high - Achieve and maintain a lease rate utilizing 90-95% of allocated funds. . Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting community workshops, providing owner and participant
performer."
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
Received an additional 75 housing vouchers to assist extremely low-income households in Carlsbad,
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EXHIBIT 7
RESOLUTION NO. 2002-181
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2002-03
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad.
California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2002-03 appropriation limit of two hundred eighty-six million, three hundred
seventy thousand, thirty-five dollars ($286,370,035) as computed in Exhibit A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 18th day of JUNE , 2002, by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila. Nygaard, Hall
NOES: None
ABSENT: None
CLAUDE A.-LEWIS, Mayor LT& h.,
LORRAIN M. WOOD, City Clerk
EXHIBIT I
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
-. . . -. - ~ ~~ ~~
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
growth and inflation.
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit:
P Population growth of Carlsbad, OR D Population growth within San Diego County, AND > Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2002-03 Limit were:
> Population growth in Carlsbad, AND > Growth in non-residential new construction
The formula is outlined below:
2001-02 Expenditure Limit $257,473,486
% Carlsbad Population Growth
Growth in non-residential new construction
Net Increase Factor
1.0544
X 1.0548
1.1122
2002-03 Limit (2001-02 Limit X Factor) $286.370.035
Current Appropriation of Proceeds of Taxes
(Subject to the Limit) $74,668,740
The spending limit for the City of Carlsbad for 2002-03 is $286.4 million with appropriations of
"proceeds of taxes" of $74.7 million. The result of the calculation provides the City with an operating margin of $21 1.7 million.
EXHIBIT 8
RESOLUTION NO. 1157
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA, ESTABLISHING THE 2002-03 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA
STATE CONSTITUTION AND STATE LAW
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WHEREAS, Article XlllB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District, California, as follows:
1. That the Board of Directors of the Carlsbad Municipal Water District, California,
does hereby establish and adopt the 2002-03 appropriation limit of three million, three hundred
fifty nine thousand, nine hundred five dollars ($3,359,905) as computed in Exhibit A attached
hereto.
2. That the Secretary is directed to publish this Resolution in a newspaper of general
circulation.
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Page 2 of Resolution # 1157 EXHIBIT 8
PASSED, APPROVED AND, ADOPTED at a regular meeting of the Board of
! Directors on the 18th day of JUNE , 2002, by the following vote, to wit:
AYES: Board Members Lewis, Kulchin, Finnila, Nygaard, Hall
NOES: None
I ABSENT: None
I
CLAUDE A. LEWIS, President
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ATTEST:
I '&mm&hM LORRAINE M. WOOD, Secretary
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EXHIBIT I
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 1
creates a restriction on the amount .of revenue which can be appropriated in any fiscal
year. The revenues which are subject to the Limitation are those considered "proceeds
of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is
increased based on population growth and inflation.
The major change made by Proposition 11 1 allows the Carlsbad Municipal Water District
to annually choose among the following options for calculating its Gann Limit:
P Population growth of Carlsbad, OR
P Population growth within San Diego County, AND
P Growth in California per capita income, OR
P Growth in non-residential assessed valuation due to new construction in
the City,
The factors used to calculate the 2002-03 Limit were:
P Population growth of Carlsbad, AND
P Growth in new non-residential construction
The formula is outlined below:
2001-02 Expenditure Limit $3,020,870
% Carlsbad Population Growth
Growth in new non-residential construction
Net Increase Factor X 1.0548 1 .OS44
1.1122
2002-03 Limit (2001-02 Limit X Factor) $3,359,905
Current Appropriation of Proceeds of Taxes $1,399,000
The spending limit for the Carlsbad Municipal Water District for 2002-03 is $3,359,905
with appropriations of "proceeds of taxes" of $1,399,000, The result of the calculation
provides the district with an operating margin if $1,960,905.
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EXHIBIT 9
RESOLUTION NO. 2002-182
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING
CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad has the authority to establish
fees for City services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain
an adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council finds it necessary to recover the costs for City
services; and
WHEREAS, the City Council has held the necessary public hearing and allowed
. for public comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the changes' to the Master Fee Schedule for the fees shown in Exhibit
A, attached hereto, are hereby adopted.
2. That all other general City fees and development-related fees as shown in
Resolution 2001-178, except as specifically amended, shall remain in full force and effect,
3. This resolution shall become effective on August 1, 2002 for General City
fees and September 1, 2002 for the Development related fees.
ill
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Page 2 of Resolution # 2002-182 EXHIBIT 9
PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 18th day of JUNE , 2002 by the following vote, to wit:
AYES: Council Members Lewis, Kulchin, Finnila, Nygaard, Hall
NOES: None
ABSENT: None
CLAUDE A. LEWIS, Mayor
LORRAINE M. WOOD, City Clerk
EXHIBIT I
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
(Master Fee Schedules on file with City Clerk) s % Current Proriosed Chanae Chanae
GENERAL CITY FEES
Police
Police - Verification Letter $9.00
Police - Fingerprinting Fees
$10.00 $1.00
$10.00
1 1 %
$12.00 $2.00 20%
Wording changes
Current: Police - False Alarm Fee - Businesses - During Business Hn.
Proposed: Police - False Alarm Fee - Panic or Robbery
Clerk
City Clerk - CD copy NEW $15.00 $15.00 100%
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
RECREATION FACILITY FEES
(Delete hours of operations for the facilities)
After hours staffing fee current $ 13 perhour
After hours staffing fee proposed $ 15 perhour
Hardina Communitv Center A B C D
Categories
Auditorium, Rec Hall current NIC 10 15 20
Auditorium, Rec Hall proposed NIC 15 20 25
Multi Purpose Rm current NIC NIC 10 15
Multi Purpose Rm proposed NIC NIC 15 20
Kitchen
Kitchen
current
proposed NIC NIC 10 15
N/C NIC 5 10
StaaecoachICaiavera Communitv Centers
Gymnasium current NIC 10 20 30
Gymnasium proposed NIC 30 40 50
Activity Room
Activity Room
Multi Purpose Rm
Multi Purpose Rm
Kitchen
Kitchen
current
proposed NIC 15 20 25
N/C 10 15 20
current NIC NIC 10 15
proposed N/C NIC 15 20
current NIC NIC 5 10
proposed NIC N/C 10 15
Safetv Center
Fox & Palowski Mtg Rms, EOC current NIC 10 15 20
Fox & Palowski Mtg Rms. EOC proposed NIC 15 20 25
Other Facilities
Levante Center, Heritage Hall
Levante Center, Heritage Hall current NIC NIC 10 15
proposed NIC NIC 15 20
Granary, Scout House, Train Depot current NIC NIC 8 10
Granary, Scout House, Train Depot proposed NIC N/C 13 15
BallfieldslSoccer Fields
Day Use current NIC NIC 5
Day Use 5
proposed NIC NIC NIC 15
E F
40 45
50 55
20 25
30 35
15 20
25 30
45 50
60 70
40 50
50 60
20 25
30 40
15 20
25 35
30 40
40 50
20 30
30 40
15 20
25 30
7
20 25
7
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2002
RECREATION FACILITY FEES
Lights current NIC N/C 13 63 15
Lights proposed NIC NIC 15 20 25
Snack Bars NEW NIC NIC 5 8 10
Poinsettia Soccer Field ($500 deposit Required)
Day Use NEW NIC NIC 15 20 25
Night Use NEW NIC NIC 25 30 35
SWIM COMPLEX
whole pool
whole pool
current NIC 35 35 35 88
proposed NIC 35 35 45 88
Field plus Eases
CLINICSICAMPS (delete see Note #4)
current NIC 3 5 5 7
Field (delete plus Bases) proposed NIC 3 5 15 20
Lights
Lights
Field Preparation
Field Preparation
current NIC 7 13 13 15
proposed NIC 9 15 20 25
current NIC 15 15 15 15
proposed delete fee see new note 4 below
TOURNAMENTS (Increase security deposit from $200 to $500)
Field pius Bases current NIC NIC 5 5 7
Fieid (delete plus Bases) proposed NIC NIC 5 5 7
Li$hts
Lights
current NIC 7 13 13 15
proposed NIC 9 15 20 25
20
30
12
30, 40
100
88
25
7
20
30
15
7
7
20
30
Field Preparation current NIC 15 15 15 15 15
Field Preparation 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 NIC 3 3 3 3 3
Cancellation Fee (per hour) proposed delete fee
Notes changes:
1. There is a two-hour minimum for use of all facilities. delete except ballfields
Delete Note 4
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 andlor organization in
subject to staff availability.
classifications "B and "C" that reserve ballfields in escess of 30 calendar days per season
CLASSIFICATION OF APPLICANTS AND FEES
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 prionty 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 organizations (non-paid management); any organization sponsoring a
public forum or candidates night; public education
Examples: Carlsbad Rotary, La Costa Youth Organization Carlshad Sofiball Association, Carlsbad
Youth Baseball, Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School Dishict
C. Carlsbad resident not-for-profit, civic, social organizations (paid management); private educational institutions
Examples: Boy’s and Girl’s Club, Roperty Management Associations, Carlsbad Girl’s Club
D. Non-resident not-for-profit, educational, civic and social organizations; resident private parties; resident religious;
resident political candidate use for fund raisers; and locally organized groups whose nod place of meeting is located in
the City of Carlsbad.
Examples: Noh County A.A., Y.M.C.A., resident religious and political groups, Mira Costa
E. Resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad inn, non-resident parties, weddings or receptions
F. Non-resident commercial, business, political, profit making and religious organizations
Examples: Trade shows, company training, mee!ings, seminars
IN ORDER TO QUALIFY AS CLASSIFICATION “B NON-PROFIT USER, THE ORGANIZATION MUST MEET
ALL OF THE FOLLOWING CRITERIA:
I. 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 7G% 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 appiications.
3. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; if not incorporated, submit constitution and by-
laws.
b. Financial verification of organization’s exemption &om 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 verifymg item “2” above.
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2002
FOR INFORMATIONAL PURPOSES ONLY
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
Current Revised Chanae
Affordable housing credit $39,400 $41,200 $1,800
Ucense Tax on New Constructionmoblie homes $1.485 $1.561 $76
~raffic Impact
mt Revised Chanoe
Trafflc Impact Fee - Residnl'l Cost Per Trip (Out of CFD) $94 $96 2
Traffc Impact Fee - Cnnmrdlllndust Cwt Per Trip (Out of CFD) 38
Traffc Impact Fee - Residnl'l Cost Per Ttip (Inside CFD)
39
61 63
1
Traffc Impact Fee - CommrC'Wlndusl Cost Per Trip (Inside CFD) 25 25 0
2
Planned Local Drainage Area Fees
Fee per gmss acre
Area /Basin Name
Current
LOW High Runoff Runoff Runoff Runoff
Low High
Revised
A Buena Vista Lagwn
3,949 6,463
C Enclnas Creek
$1.837 $3,007
6,007
$2.837
3.725 B Agua Hedionda Cagwn
$1.733
40 66 38 62
2,953 4.632
D Baliquitos Lagwn
2.766 4.559
Sewer Connection Fees
Current Revised
General Capauty Fee All Areas $2,019 $2.060 $41
Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
_Current Revised Chanqe
Area A $350 a379
Area B 634 667
$19
AreaC
33
Area D
526
1.014
553 27
Area E
1,066
1.037
52
1.390
Area F
53
1.135 1,193
Area G 98 103 5
58
Area H 664 698
Area I
34
mJ
368 387
1.268
19
Area K 2.5%
1,333 65
Area L
2.690
1.w2
132
1,054
Area M 49 52
52
3
Bridge B Thoroughfare District ;A12 Fees Current Revised Change
Zone 5 $290 $296 56
Zone 21
Zone 20 602 615 13
319 7 312
Bridge B Thoroughfare District #3 Fees Current Revised Change
Fee per ADT $132 $135 $3
Agricultural Mitigation Fees Current Revised Change
$7.321 $8.053 $732
THELMA I HAYES PAGE 01
THELMA I. HAYES, POBox 1366, Carlsbad, CA 92016 Ph. 760/434-3580
June 17, 2002
To: Mayor and Council Members
Re: Budget Hearing on June 18, 2002
north end of the village and the roadway across Buena Vista Lagoon.
Please make the needed provisions for safe walking in the
Residents in the two proposed higher density developments on Laguna Drive should be assured that they can proceed on foot
side of Laguna. at crossings south on Madison and Roosevelt and on the south
should be able to reach Oceanside's sidewalks at the new entry at Pedestrians, whether school children, residents or tourists,
the city limits on the west and the Nature Center on the east.
Directional signs must be erected so pedestrians can proceed legally facing traffic along the roadway.
Engineer Kim tells me the attached was approved two years ago but nothing has been done awaiting a study. You probably saw
parents' unhappiness that her death seems to have been in vain.
the May 19th San Diego Union-Tribune article about Briana's
created between humans and the vehicles. Please see that some barrier, temporary or permanent, is
Thank you for your leadership and, I hope, "follow-upship."
Sincerely,
Attachment
08/11/2081 20: 27 7604343588 , . ~. . .. THELMA . .I.. HAYES PAGE 01
City of Carlsbad
February 17,m
JA ,.
Thelma Hayes
P.O. Box 1366
Carlsbad, CA 92018
RE: PEDESTRIAN SAFETY ON CARLSBAD BOULEVARD BETWEEN STATE
STREET AND NORTHERLY CITY LIMITS
Thank you for your concern for the above referenced subject. For your information, a
project to design and install guardrails on both sides of Carlsbad Boulevard from State
Street to the northerly city limits has been submitted to the Capital lrnprovcrncnt
Program for FY 2000-2001 and FY 2001-2002. This will be a two phase project with
the design occurring in the first year and construction the followlng year.
The Capital Improvement Program Budget traditionally goes before City Council for
approval in June. The exact date is not known at this time but the public is invited. If
you would like to attend. please let me know and I will have a notlfication sent to you as
soon as the City Council meeting date is set.
call at 602-2757.
If you have any questions, or would like to discuss the matter further. please give me a
Sincerely,
' JOHN T. KIM, P.E.
Associate Engineer
Traffic Operations Section
C: Public Works Director
Deputy City Engineer, Transportation
I. .
.- ~ ." ."
1635 Faraday Avonue - Carlsbad. CA 92008-7314 - (760) 602-2720 FAX (760) 602-8562 @ . ,. _. . . .~ .
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 18, 2002
at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive,
Carlsbad, California, to discuss the 2002-03 Operating Budget, the 2002-03 to
Buildout Capital Improvement Program Budget. This budget includes an
appropriation of the 2001-02 AB 3229 funds in the amount of $347,541 to be
used to fund the police year round bicycle patrol program. Also included will be
discussion on the Carlsbad Municipal Water District Operating and Capital
Improvement Program Budgets as well as discussion on behalf of the Housing
and Redevelopment Board regarding the Redevelopment Budgets. The City
Council will also discuss selected City development fees and general fees and
the Appropriation Limitation for fiscal year 2002-03.
Interested parties are invited to attend this meeting and present their
views and comments to the City Council.
Copies of the budget and proposed fee changes are available for public
inspection at the City Clerk's office, 1200 Carlsbad Village Drive, or the two
libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove Library,
1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Hildabrand of the
Finance Department, 1635 Faraday Ave., Carlsbad, 602-2430.
PUBLISH: SUNDAY, JUNE 2,2002
PROOF OF PUBLICATION
(2010 & 2011 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident of
the County aforesaid: I am over the age of eighteen
years and not a party to or interested in the
above-entitled matter. I am the principal clerk of
the printer of
North County Times
Formerly known as the Blade-Citizen and The
Times-Advocate and which newspapers have been
adjudicated newspapers of general circulation by
the Superior Court of the County of San Diego,
State of California, for the County of San Diego,
that the notice of which the annexed is a printed
copy (set in type not smaller than nonpariel), has
been published in each regular and entire issue of
said newspaper and not in any supplement thereof
on the following dates, to-wit:
JUNE 2,2002
I certify (or declare) under penalty of perjury that
the foregoing is true and correct.
Dated at -SAN MARCOS , California
this 3RD day
of JUNE, 2002
This space is for the County Clerk's Filing Stamp
Proof of Publication of
NOTICE OF PUBLIC HEARING
"
L> .
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
he Cit of Carlsbad will hold a
all, 1200 Carlsbad Vllla e Drlve, Carlsbad, I{ 2002 at 6:OO P.m. in, the
the 2002-03 0 erailng Budget, the 2002-03 to apltal ImprovemenPProgram Budget.
Len; their vlews and comments to the City Councll. Interested parties are invited to attend this meethg and pre-
Signature
NORTH COUNTY TIMES
Legal Advertising
/Ja?&Breitenfeld - BudgetAdoption.ppt
2002-2003
Operating and Capital
Irnprov Program
Janice Breitenfeld - Budget Adoption.ppt
,. ~ ~ ~~~ ~~ .
Page 2 .. -~1
May 14 - Capital Budget (CIP) Workshop -.
June 4 - Operating Budget Workshop
June 13 - Citizen’s Budget Forum
- Operating Budget and CIP
Public Hearing and Adoption
Revisions I Additions
Janice Breitenfeld ~ Budget Adoption ppt Page 4
I Janice Breitenfeld - Budget Adoption.ppt
~ ~
Fiscal Year 2002-03
Impact Fees and
Other Capital
0 I Interest
-",
. ,"
Utility Charges Charges for lnterdept Permits
15% Services 2% 1%
Total Revenues $174.5 million
Budget Adoption.ppt
Increase of 1.4%
Consists of minor increases across funds
Decrease of 3% or $4.2 million
Due to decrease in contingency and transfers
as well as a number of one-time costs
panice Breitenfeld - Budget Adoption.ppt~- ~ ~ ~~ ~~~ ~~
Franchise*
*Five sources make up 77% of General
fund revenues.
I Janice BrGtenfeld - Budget Adoption.ppt
Internal Service
.,:i
Enterprise
/ Redevelopment
/ General fund
SDecial \i' Revenue d
Total Budget = $139.8 million
Janice Breitenfeld - Budget Adoption.ppt
New Positions
e
., ,. Total Workforce
e
__ .. . ~ ~~~~~ ~~~~~ Janice Breitenfeld - Budget Adoption.ppt
2 Communications Officers
Special Events Coordinator
FG~Breitenfeld -Budget Adoption.ppt ~~~ ~~ ~~~ ~
Technolog
Public Access to DMS
Citywide Cashiering System
System Administrator
position in IT
~ ~~ ~ ~~ Janice Breitenfeld - Budget Adoption.ppt
Recreation Department
(Swim Complex)
(Fee Supported)
Create and manage interpretive programs
Supervise and coordinate exhibits, special
events and lessors
a Investigate Foundation program with
docent support to operate the Park
'-"~
~ Janice Breitenfeld - Budget Adoption.ppt
..
A Admin Svcs ,
Public Safety
Community -~~~. ...,.
Services .i:::/x:
Community
Development
Total Budget = $82.4 million
COPS grantL&"\
Total Budget = $10.5 million
, ~~
' I." Janice Breltenfeld - Budget Adoption:ppt
Info Tech
$1.6 Vehicle Maint.
$1.8
Health Ins
$3.1
in millions
Budget Requests = $14.8 million
I Janice .~~ Breienfeld - Budget AdGtimppt
Village Low & SCCRA
Mod Housing Operations
5% r 6% SCCRA Low
pyze Breitenfeld - Budget Adoption.ppt
Changes to Operating Budget
$20,000 added to the South Carlsbad
Coastal Redevelopment Area Debt
Service Fund budget to fund
administrative costs paid to the County
for property tax administration.
Budget Authorization
Authorize City Manager to increase the
appropriations in the Workers
Compensation and General Liability
funds as needed to cover expected
claims in each of these funds.
Capital Improvement
. ~~ ~~~ ~
~~~~~ Janice Breitenfeld budget Adoption.ppt
Capital Improvement Program
Council Workshop - 5 year focus
Tonight - I year focus
1 JanicgBreitenfeld~. Budget Adoption.ppt ~ ~~~~
i:
i %
Total Revenue = $32.9 million
In Millions
Development Special Waterlsewer Other Agencies Infrastructure
Fees Districts Replacement Maintenance
Water Parks Civic 12% ---~s D ra i n ,
8%
Sewel
27%
W. .\U Fiscal Year
Janlce'Breitenfeld - Budget AGptionppt
ADA Projects
Infrastructure Maintenance
Funding
Fanicere'itenGTd - Budget Adopcon.ppt~
r~ ~~~
~~~~ . Janice ~~ Breitenfeld - Budget Adoptin.ppt
banice Bkitenfeld budget Adoption.ppt ~ ~~~ ~~
Appropriations Next Fiscal
Year
Pine School $ 900:
Larwin Park $ 670;
Aviara Park $1,0OO1
Alga Norte Park $ 700,000
'ublic Facility Fee Funding
'otal = $3,270,000
I Janice Breitenfeld - BudgetAdoption.ppt
Encina Projects = $4.9 million
Sewer Collection System Projects
Vista-Carlsbad Interceptor = $2.6
milion
Notfh Agua Hedionda Interceptor
Rehabilitation = $1.5 million
Sewer Connection and Replacement
Funds
College BouIevard/Cannon
Road Drainage
Planned Local Drainage Area
Fees
$2.6 million
Protect New Roadway
Reduce potential flooding
/n-ice Breitenfeld - 6udgetAdoption.ppt
. ~~~~
~ ~ ~~
College Boulevard - $500,000
Cannon Road to Carlsbad Village Drive
El Camino Real - $1,458,000
Cassia to Poinsettia
Faraday to Cougar Dr.
Water Connection Fees
Water Replacement Fund
~~~~~~~~~~~~ I Janice Breitenfeld - Budget Adoption.ppt
Funding:
Public Facility Fees
Gas Tax Revenue
General Fund
[Janice Breitenfeld - Budget Adoption.ppt ~~ ~~
~ ~ ~~~~~ ~
Janice ~ Breitenfeld - Budget Adoption.ppt
FY 2002-03 $1.2 million
TransNet-Highway Funding
I ..., .. ,, .. .. .. (Tim6g is developer driven.)
Gnice Br&itenfeld - Budget Adoption.ppt
lJaniceBreknfeld I~Budget Adoption.ppt
FY 02-03 = $6.5 million
TransNet-Local
Gas Tax UP
II State Grant
I- Janice Breienfeld - Budget Adoption.ppt
and Replacement Fund
Well-maintained facilities
Fund established 4 years ago
Balance $8.3 million
$3.5 million addition next
Replacement Projects
7
Senior Center - recoat roof
Beach access improvements
Swim Complex - filtration system
Note: Sewer and Water replacement programs
are established and funded from user fees.
". .. . . . ~ ~~~~~~ ~~ ~~ Janice Breitenfeld - Budget Adoption.ppt
Workshop on May 14th
Zone 5 Park: + $5,000
College Blvd. East: +$231,000
Repayment of Recycled Water Loan
moved to next year: +$1,605,000
Total additions: $1,841,000
pice Breitenfeld - Budget Adoption.ppt
presented at Council
Workshop on May 14fh
Future cost of City Hall reduced $6
million
Timing of Pavement Management
projects modified
New Appropriations ..
Carryforwards
Total Appropriations
$ 38.0 million
$1 37.2 million
$175.2 million
F:Gjce Breitenfeld - Budget Adoption.ppt ~ ~~~~~~ ~
2001 -02 Budget Adjustments
Non-General fund manager
incentive pay ?
Interest earnin s on TransNet-
STP fund
~~ ~ ~~~~~~ ~. . Janice Breitenfeld - Budget Adoption.ppt ~. . Page 49 . . ~~
I 1 Janc&eitenfeld - Budget Adoption.ppt
~
General City Fees
Recreation Facility Fees
Development Fees
Affordable Housing Credit
Gann Limit
~~~~~~~ Janice Breitenfeld -
Gann
Limit
Proceeds
Of Taxes
~~ ~. ~~~~~ ~~
~~ Janice Breitenfeld - Budget Adoption.ppt
Program Options
~~ - . Janice Breitenfeld , - Budget Adoption.ppt
~ ~~~~~ ~ .
~ ~ Janice ~ Breitenfeld - BudgetAdoption.ppt
Fund Additional Studies & Reports
$80,000
Ootion 2
No Additional Funding
Monitor Permitting Efforts of Other
Cities
.~ . ~ ~~~ ~~~~~ ~ ~~.~
Janice Breitenfeld - Budget Adoption.ppt . Page 57-
Covert PI0 to Communications
Increase video production by hiring a %
time Video Production Manager and
other technical assistance
Development of a City cable channel
~~~~~ ~~~~ ~. ~ Janice Breitenfeld - Budget Adoption.ppt
Conversion of PI0 to No Cost
Communications Manager (already
Video Production Manager (3/4 time) $84,410
Contract Technical Assistance 100,000
Publications Consultant 60,000
Capital Equipment 75,000
$31 9,410
budgeted)
\ Janice Breitenfeld - Budget Adoption.ppt ~ ~ ~~~ ~ .~ .
I
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.
!
[Janice Breitenfeld - Budget Adoption.ppt
~ ~~
.~
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
demands.
Allow staff goal team to perform
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.
/JanlceBr&enfeld - 6udget'Adoption:ppt ' .'
,,..,.,,,,,.,.. ,,. , , , , , , , .
, ,,
. ...,. , , . . ....................
,, , ~ ..,,,, ..,,,,,... Pam ... . ... .
~ ~. ~ . .
Pce Breitenfeld - Budget Adoption.ppt ~ . ~ ..~. ~~~ Page 64
~~ . .. ~~~ ~
Actions By Council
Hold public hearing
Council discussion
Vote:
Vote:
Action items
Budgets and related resolutions
pnice Breitenfeld - Budget Adoption.ppt ~ ~
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.
I.. ~- ~. ...~. ~~ . Janice Breitenfeld - Budget Adoption.ppt
Allow staff goal team to perform
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.
Budgets for fiscal year 2002-03
City of Carlsbad
Redevelopment Agency
Carlsbad Municipal Water District
Fiscal year 2001 -02 adjustments
Gann Limit
City of Carlsbad
Carlsbad Municipal Water District
Fee resolutions