HomeMy WebLinkAbout2003-06-17; City Council; 17205; Adoption of 2003-04 Operating & CIP Budgetsf CITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER DISTRICT AND
HOUSING AND REDEVELOPMENT COMMISSION - AGENDA BILL
ADOPTION OF THE 2003-04 OPERATING AND
CAPITAL IMPROVEMENT PROGRAM
BUDGETS AND REVISION OF FEES AND
DEPT. CHARGES FOR SERVICES
CITY DEPTmHD. ATTY. &
CITY MGR @
RECOMMENDED ACTION:
1. Hold a public hearing on the City of Carlsbad’s, Carlsbad Municipal Water District‘s, and
Housing and Redevelopment Commission’s 2003-04 Operating Budget, and 2003-04 to
Buildout Capital Improvement Program.
2. Adopt Resolutions No. 2003-151 I 1184 , and 368 , adopting the final
Operating Budgets for 2003-04, and appropriating funds for the 2003-04 Capital Improvement
Program.
, adopting the Gann spending limit for the City of Carlsbad
for 2003-04.
3. Adopt Resolution No. 2003-152
4. Adopt Resolution No. 2003-153 , adopting changes to the Master Fee schedule.
ITEM EXPLANATION:
The proposed 2003-04 Budget totals $198.1 million, of which $142.6 million is the Operating
Budget and $55.5 million is the Capital Improvement Budget. Operating revenues total
$147.2 million and Capital revenues total $37.8 million, for a total of $185 million.
The Operating Budget provides the funding for all 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.
Operating Budnet
The proposed Operating Budget for 2003-04 totals $142.6 million, an increase of $2.4 million from
the 2002-03 adopted budget. Operating revenues are estimated at $147.2 million, which is a
$900,000 increase over the current year projections.
General Fund General fund revenues for 2003-04 are estimated at $90.9 million. Revenue growth has slowed in
the past year; however, the City’s General fund revenues are still expected to grow by 2.9% for the
2003-04 fiscal year. A significant portion of the increase is in taxes, where the decreases are in the
development revenues.
Property taxes, the City’s largest single revenue source, are projected to grow to $26.9 million, a
9.4% increase over the past year. Property taxes for fiscal year 2003-04 are based on property
values as of January 1, 2003. Sales taxes are expected to total $25.1 million for 2003-04, an
increase of 6% over the 2002-03 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.
I
PAGE 2 OF AGENDA BILL NO. 17,205
Due to the state of the economy, a “hold the line” budget approach was taken this year. The goal
was preservation of the quality and level of our services while maintaining a balanced budget for
now and in the future. This year’s proposed budget maintains the high level of services Carlsbad’s
citizens have come to expect but does not include any enhancements other than those previously
planned. Some of the enhancements already planned are for new facilities such as Carrillo Ranch
and trails, and the new computer-aided dispatch system for public safety. Customer service
continues to be high priority for the City of Carlsbad with an emphasis on cost savings.
These program increases resulted in 1.25 new full-time positions, and deletion of two police
positions that were previously funded by grants, for a net decrease of .75. In addition, $31 3,000 of
capital outlay requests has been included in the proposed General fund budget.
The Operating Budget also includes a $3.6 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 $2.3 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 Program
The 2003-04 to Buildout Capital Improvement Program (CIP) outlines approximately 149 future
projects at a total cost of $365.6 million. Appropriations scheduled for 2003-04 total $55.5 million
and will be added to approximately $105.6 million for ongoing capital projects that remain unspent
at the end of fiscal year 2002-03, for a total appropriation of $161 .I million. Revenues for the CIP
are projected at $37.8 million.
Park projects programmed for the upcoming year include the construction of Larwin Park and
Aviara Community Park, and the design of Alga Norte Park. Funding is provided for planning of
trails at Lake Calavera, lighting improvements at Chase field, and for implementation of a new
Computer-Aided Dispatch Center. Other projects include construction of the Vista Carlsbad and
North Agua Hedionda sewer interceptors and construction of the South Agua Hedionda lift station
and pump main, water transmission mains along El Camino Real and El Fuerte, and improvements
to the Lake Calavera Reservoir. Street projects receiving appropriations in 2003-04 include the
Rancho Santa Fe Road widening and realignment project and widening along sections of
El Camino Real. In addition, next year’s Capital Improvement Program includes $2.4 million in
funding for street overlay projects.
Gann Limit
In addition to adopting the Operating Budget, the City 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 that 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 2003-04 is $134.7 million, with appropriations of
“proceeds of taxes” of $83.5 million.
Fees for City Services
Some of the fees are increased annually based upon an index as stated in the resolutions or
ordinances establishing the fees. In addition, staff has reviewed the fee schedules and is
recommending changes to the Aquatics fees, Library fines and fees, Street Light Energizing fees,
fire protection meter delivery charge, and the agenda subscription and document certification
charge. In addition, facility fees are being added for the new Carrillo Ranch Park and fees for the
Senior Center and Library are being increased. The revisions to these fees are shown in Exhibit 3.
PAGE 3 OF AGENDA BILL NO. 17,205
Proposition C Funding
In November 2002, the voters of Carlsbad approved Proposition C, which approved the spending of
over $1 million in City funds, to construct facilities including a swimming pool complex, trails
linkages and open space, a Citykafety training facility, and a portion of Cannon Road east of
College (Reach 4). In order to set aside funds for these projects from the General fund reserves,
staff is recommending that Council authorize an operating transfer in the amount of $35 million from
the General fund balance to the General Capital Construction fund in fiscal year 2002-03. This will
reduce the available General fund balance as of July 1, 2003 from an estimate of $83.6 million to
$48.6 million. These funds will show as Prop C projects for years 5-10 in the Capital Improvement
Program. Once more details of the projects become available, staff will return to Council to
appropriate these funds to specific projects.
ENVIRONMENTAL REV1 EW:
In accordance with Government Code, all projects that receive appropriation of funds for fiscal year
2003-04 received a finding of General Plan Consistency by the Planning Commission at their
meeting on May 7,2003.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1.
2.
3.
4.
5.
6.
7.
8.
2003-04 Preliminary Operating Budget overview.
2003-04 Preliminary Capital Improvement Program overview.
Recommended changes to City Master Fee Schedule - June 2003 (Master Fee Schedules on
file with City Clerk).
Resolution No. 2003-151 of the City Council of the City of Carlsbad, California, adopting
the Final Operating Budget and Capital Improvement Program for fiscal year 2003-04 for the
City of Carlsbad and establishing controls on changes in appropriations for the various funds.
Resolution No. 1184 of the Board of Directors of the Carlsbad Municipal Water
District, California, adopting the water district final Operating Budget and Capital Improvement
Program for 2003-04.
Resolution No. 368 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 2003-04.
Resolution No. 2003 - 157 of the City Council of the City of Carlsbad, California,
establishing the 2003-04 appropriation limit as required by Article XlllB of the California State
Constitution and State law.
Resolution No. 2003-153of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
The Preliminary Operating Budget and CBpital Improvement Program 2003-04 is on file with the
City Clerk.
The Technical Appendix is available for review in the Finance and Engineering Departments.
DEPARTMENT CONTACT: Cheryl Gerhardt; 760-602-2428; cnerh@ci.carlsbad.ca.us
3
Exhibit 1
2003-04 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
0 Police Department 0 Development services
0 Fire Department, including paramedic 0 Street construction and maintenance
0 Water delivery system 0 Library and Arts programs
Sewer system 0 Recreation programming for all ages
0 Solid waste services 0 Park lands
0 Housing programs School programs
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recoclnizes the imDortance of quality school facilities and programs to Carlsbad’s
residents. The Council has ’
worked closely with the
schools in the past, and
staff continues to meet with
them on a regular basis.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the
City Council’s five-year
vision statements. These
statements are shown
earlier in this document.
Through the vision
statements, Council
defines and clarifies their
vision of Carlsbad. The
strategic goals for the City
are developed next. The
goals further define the
methods used to achieve
the vision and call out
areas in which Council
would like to place special
Citv of Carlsbad 2003-2004 Stratepic Goals
Top-Quality Services - Be a city that provides exceptional services on a daily
basis.
Transportation - Provide and support a safe and efficient transportation system
that moves goods, services, and people through Carlsbad.
Balanced Community Development - Be a city that connects community,
place, and spirit through balanced and well-designed land uses.
Parks/Open Spacflrails - Acquire, develop, and maintain a broad range of
open space and recreational facilities that actively address citizen needs, that are
fiscally responsible, and are consistent with the General Plan and Growth
Management Standards.
Water - Ensure, in the most cost-effective manner reliable, water reliability to the
maximum extent practicable, to deliver high-quality potable and reclaimed water
incorporating drought-resistant community principles.
Environmental Management - Be an environmentally sensitive community
by focusing on: clean storm water, sewage collection and treatment, solid waste,
and cost-effective and efficient use of energy including alternative energy sources.
Financial Health - Pursue and implement proactive strategies that provide and
manage fiscal resources effectively.
Communication - Ensure that community members, Council, and staff are well
informed, leading to a more responsive government and a high level of citizen
confidence in government.
Learning - Promote and support continuous learning opportunities within the
community and the qity organization.
emphasis during the year. Once these are developed, staff develops operational goals based
on Council’s direction. These operational goals are the basis for the development of the
operating budget.
Carlsbad’s operating budget is a tool that guides the achievement of Council’s vision and goals
for the City. It allocates the resources and sets the priorities for all of the programs offered by
the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live,
work, and play.
Y
Exhibit 1 (cont.)
ECONOMIC PROFILE
As the City began budget preparations this year, the news was full of the looming prospect of
war with Iraq and the growing State budget deficit. Now, as the preliminary budget document is
about to go to press, at least one of those topics has been settled. The war has officially been
declared over. However, the growing State budget deficit and the lack of consensus about what
should be done continues to cast a huge shadow over the economic future of the City.
In January, many economists were projecting that if the war was relatively short-lived, an
economic rebound would occur in the latter half of 2003, with the economy picking up speed
into 2004. The war was shorter than many had dared hope; however, the national economy, as
well as the California economy, continues to experience very weak growth. Nationally, retail
sales declined by .I% in April, industrial production fell by .5% for the second month in a row,
and housing starts dropped by 6.8% for the month. But, the news is not all bad. Consumer
confidence picked up in the first part of May according to the University of Michigan’s survey,
and mortgage rates have dropped again to new lows.
In California, the State’s economic performance has generally followed the nation over the past
year: slow and sluggish. The biggest difference is in the distribution of the malaise. Since the
high-tech implosion in 2002, there has been a great difference between the economies in the
Bay Area and the rest of the state. The San Jose area alone lost 16.5% of its jobs between
March 2001 and March 2003, with San Francisco losing 11.1% of its jobs in the same time
frame. These job losses exceeded what the Los Angeles area lost during the deep recession of
the early 1990’s. The State’s tourism industry has also been hard hit, first by the terrorist
attacks in September 2001, then with the war in Iraq, and most recently with the Severe Acute
Respiratory Syndrome (SARS) epidemic.
The outlook for California in the latter half of 2003, according to the State Finance Department,
is for job growth to hit an annualized rate of 1.6% and personal income to rise by 3.1%. For
2004, they are predicting further improvements with job growth showing a 2.1% increase and
personal income up by 4.9%.
Locally, the USD School of Business Administration’s Real Estate Institute states: “The outlook
for the San Diego economy is for weak job growth in 2003, with the unemployment rate likely to
remain above 4% for the rest of the year. The rapid end to the conflict in Iraq is one positive
development, which will allow for the quick return of local military personnel. However, that is
not likely to be enough to offset the negatives of a weak national economy and the adverse
impact of the huge State budget deficit.” -
So how bad is the State deficit? The Governor’s
“May Revision” estimates it at $38.2 billion out
of a general fund budget of $78 billion, or
almost 50% of the total budget, as of May 2003.
Even with approximately $3.6 billion in annual
new taxes anticipated, the Governor’s proposed
budget will continue to generate deficits year
after year according to the Legislative Analyst’s
Office (see chart). These deficits would persiqt
even with healthy revenue growth of 6%
annually due to all of the one-time borrowings
and deferrals embedded in the 2003-04 budget
plan. For Carlsbad, this means that the shadow
of the State’s budget woes will be hanging over
us for some time to come.
Figure 7
Persistant Gap Would Reemerge Under Governor’s Plan
..__
95-
w-
85-
w-
.‘
/‘ - Ravenwr - - tx~dil~ns
85-
601 I
00.01 01 02 om 03-04 04-05 05-t16 0607 07-08 - Fmca~l- Per LAO “Overview of the May Revision”
Exhibit 1 (cont.)
-
Median SFD Home Prices
As stated earlier, the San Diego area economy is expected to remain weak for the rest of the
year. The weakness has been evident in some of the more recent data that Carlsbad has
received. Retail sales in the City for the last calendar year grew only 1.1%, with 4‘h quarter
2001 sales down 2.5% over the same quarter last year. Transient Occupancy Taxes, the City’s
gauge of the tourism industry, are up 1.4% for the fiscal year through March, helped somewhat
by the Superbowl held in San Diego in January and held back by the renovations under way at
one of the City’s larger resorts. \
Despite other weaknesses in the economy, Carlsbad’s real estate market has continued strong
5%
5% -
4% -
4% -
3% -
3%
2%-
2% -
1% -
f
II I
1998 1999 2000 2001 2002
II I
throughout the year. The number of
residential permits issued this year is
expected to total 834, just slightly higher
than the previous year. The impediment
to higher development is mainly due to
the lack of supply rather than a lack of
demand. With supply relatively low,
housing prices have continued to
escalate. Median prices for single-family
homes averaged $472,000 for calendar
year 2002, an 11% increase from the
previous year. Total assessed values in
the City stand at over $14 billion, double
what they were just five years ago.
Although this accelerated pace will level
out over the next few years, the City still
expects to add about 4,100 more residential units and an additional 4.8 million square feet of
commerciaVindustria1 development over the next five years. The City’s residential housing stock
is about 80% built out, with approximately 9,000 housing units remaining to develop.
\
Commercial and industrial development is also an indicator of job growth in the city. Carlsbad’s
employment base grew by over 1,000 jobs per year in the post-recession boom years of the late
1990’s but has been declining since
then. For the 2002 year, the City
added about 670 jobs. Some of the
major businesses in town include
the Gemological Institute of
America, ViaSat, Invitrogen,
Callaway, Taylor Made, Upper
Deck, and many others.
Commercial development has
brought much needed entertainment
and shopping venues to citizens and
visitors alike, as well as generating
additional sales taxes to help pay for
City services. Carlsbad is home to
Car Country Carlsbad - an auto
Percentage Growth in Employment
0% 3
1996 1997 1998 1999 2000 2001 2002
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.
\
Exhibit 1 (cont.)
General Fund Revenues
100,000
90,000
80.000
70.000
60.000
50.000
40.000
30.000
20,000
10.000
94 95 96 97 98 99 00 01 02 03e 04e
=Property Tax =Sales Tax 0 Transient Occ Tax
OVehicle Lic Fees .All Gthen Franchise Taxes
five years provided additional revenue-
generating sites that allow the City to
continue to provide services despite the
sluggishness of the current economy.
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 receipts.
The City’s Auto Mall generates almost
$6 million per year in sales taxes for the
City. Legoland, a family theme park,
contributes to the City’s sales tax base
as well as stimulating the development
of new hotels in the area. The effect of
the new development and the demand
for housing in Carlsbad is an increasing
7
Exhibit 1 (cont.)
2004. 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 2003-04, the City’s revenue projections reflect a return of consumer confidence
with growth in base sales taxes at about 5%. Housing values are expected to level out, with
some softening in the market, especially in the higher-end homes. Development is predicted at
a rate similar to fiscal year 2003; 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 2004. More information on all of the City’s
revenues and programs can be found in the later sections of this document.
The most significant areas of risk in the forecast for Carlsbad lie with the economy and the State
deficit. If the economy does not pick up in the first half of 2004, sales taxes and TOT are most
susceptible to significant variances from the forecast, although almost all other revenues may
be affected. The consequences of a declining real estate market on property taxes would most
likely not be realized until the following year (fis,cal year 2005).
The concern with the State’s budget deficit is about how much of that deficit the City will be
required to fund. The last time the State ran short of money (early 199O’s), they 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), shifting Redevelopment Agency
tax increment to the State (similar to the property tax grab), deferring payment for State
mandated programs, as well as cutbacks in other State grant programs. While it would be
preferable for the State to balance its budget without impacting local government, if the State
can limit the effects to only those indicated in the May Revision, the impact on Carlsbad will be
minimal. The danger is that these will not be enough and that further assaults on City revenue
sources will occur.
LOOKING FORWARD
As stated earlier in this document, the City prepares ten-year forecasts for the General fund
each year in order to understand the effects of actions taken today on the City’s future. The
City has experienced remarkable revenue growth over the past five to seven years due to the
development of the majority of its commercial sites. The future will bring a few more
commercial sites but at a much slower pace, while residential development will continue for a
number of years. There are also a quite a few City facilities - mainly parks - planned for in the
future to serve the growing population. The new facilities will add operating costs to the City’s
General fund budget as they are completed and opened for use.
These factors alone will cause the General fund costs to escalate at a higher rate than inflation.
In addition, a number of other factors - mainly rising retirement and health care costs - will
create upward pressure on expenditures, especially over the next five years. These factors
have been incorporated into the General fund forecast shown below and projected over the next
ten years. While no forecast is ever totally accurate, it does represent a likely scenario given
the assumptions on which it is built.
This forecast assumes that revenue growth will pick up at a moderate pace in 2004 and
continue at that pace into the future. It adds in known personnel costs, which have been
negotiated with the employee groups. The City has multi-year agreements with all the major
employee groups so the effects can be projected fairly accurately. It assumes 15% increases
in health care costs in the near future but flattening out into the future. It also assumes
personnel growth (new positions) to remain rather flat at no more than 2% per year. And finally,
Exhibit 1 (cont.)
t
it includes estimated operating costs for all capital projects in the timeframes shown in the CIP.
One important point is that this forecast assumes the State does not take any additional
revenues from the City’s General fund.
The results show that the General
fund would operate at a surplus until
2007, at which time the forecast goes
into a deficit and the deficit continues
to grow into the foreseeable future.
The surpluses are caused by the
surge in revenues that occurred over
the past years. The City’s costs are
projected to continue to grow at a
faster pace than revenues, so it will
eventually lead into deficits. The red
line makes an assumption that the
State takes about $3.5 million from
General Fund
n thousands Revenues over Expenditures .....
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 I +Based on Budget Requirement +Less State take-away 1
the City on a permanent basis in fiscal year 2004 (not unlike the events of the early 1990’s).
Under this assumption, the budget would fall into a deficit position by 2006.
Of course, the City does not allow for deficit spending, so it will need to balance the budgets in
the out years. This can be done by reducing costs, raising revenues, or slowing the addition of
new facilities until the revenues have time to catch up. One of the goals adopted for fiscal year
2004 is to develop a comprehensive look at both the revenue as well as the expense side of the
General fund and to prepare a plan that provides for sustainable economic health for the City of
Carls bad.
Exhibit 1 (cont.)
$
CHANGE
$ 2.5
0.1
(0.5)
(1.6)
0.4
$ 0.9
2003-04 PRELIMINARY OPERATING BUDGET OVERVIEW
%
CHANGE
2.8%
0.9%
(1.6%)
(12.4%)
17.4%
0.6%
The preliminary Operating budget for fiscal year 2003-04 totals $142.6 million, with revenues for
the year estimated at $147.2 million. General fund revenues are estimated at $90.9 million and
budgeted expenditures are $84.7 million.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
REVENUE
PROJECTED ESTIMATED
2002-03 2003-04
$ 88.4 $ 90.9
i I .a 11.3
31.5 31 .O
12.9 11.3
2.3 2.7
$ 146.3 $ 147.2
The following table shows the total operating revenues the City anticipates receiving for
2002-03, as well as those estimated for 2003-04.
%
CHANGE
9.3%
5.9%
4.7%
2.7%
6.0%
(25.5%)
(3.5%)
2.8%
1 REVENUE SUMMARY
BY FUND TYPE
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
VEHICLE LICENSE FEES
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
Revenue estimates for the Operating budget indicate that the City will receive a total of
$147.2 million, essentially equal to the current year projections. Increases in General fund
revenues, mainly property and sales taxes, offset the declines in the other funds. The decline of
$1.6 million in the Internal Service funds is due to changes in the Health Insurance plans. More
information on the City’s revenue sources can be found in the discussion below.
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
I SIGNIFICANT GENERAL FUND REVENUES I
(In Million
PROJECTED
2002-03
$ 24.6
23.7
8.6
3.7
5.0
5.5
9
EST1 MATED
$ 26.9
25.1
9.0
3.8
5.3
4.1
2003-04
17.3 I 16.7
$ 88.4 I$ 90.9
$
CHANGE
$ 2.3
1.4
0.4
0.1
0.3
(0.6)
$ 2.5
(1.4)
Exhibit 1 (cont.)
General Retail Food Products
12%
Transportatlon
38% Construction
3%
This year it is expected that property taxes will grow to $26.9 million, a 9.3% increase over the
past year. Property taxes tend to lag behind 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 2003-04 are based on values as of January 1, 2003. Sales taxes
react much quicker to changes in the economy and therefore will typically grow faster in a good
economy but also drop off faster as the economy cools.
southernmost part of the City. This
center may include approximately
190,000 square feet of retail space as
well as restaurants and other
commercial uses.
As can be seen in the accompanying
chart, the City's sales tax base is heavily
weighted in the transportation section:
predominantly new car sales. Thirty-
Property taxes also have a cap
on how fast they can grow.
This is due to-Proposition 13.
Proposition 13 was adopted by
the State in 1978. This
proposition limits the growth in
assessed values (and thus
property taxes) to no more
than 2% per year. The value
upon which the tax is based is
only increased to the full
market value upon the sale of
the property. Thus, property
taxes tend to grow slowly
Property and Sales Tax Growth
In thousand's
$30,000
$25,000 + Property Taxes
$20,000
~. $5.000 ~
$0 4
94 95 96 97 98 99 00 01 02 03e 04e
unless there is a significant amount of housing activity. In more recent years, we have seen
robust growth in property taxes due to new detelopments and a large number of resales within
the City, spurring revaluation of the parcels.
Sales taxes are expected to total $25.1 million for 2003-04, an increase of 5.9% over the
2002-03 projections. These projections assume a base increase of 5% plus additional amounts
Sales Taxes
for new retail sites locating to the City.
One of the most significant new sites on 1 the horizon is a retail center in the
Sales tax estimates also include approximately $693,000 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 million for 2003-04, an increase of 4.7% over 2002-03 estimates. TOT is
I I'
Exhibit 1 (cont.)
which would not otherwise be
included in the calculations for
franchise taxes due to
deregulation of the power industry.
The majority of the “in-lieu” taxes
received is 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 and 2001, average gas
prices soared from about $3 per
thousand cubic feet to, at times,
the one revenue source for the City that was severely affected by the September 2001 terrorism
attacks and has yet to recover.
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. As
SDGE Franchise Taxes
In million’s
$6
$5
$4
$3
$2
$1
$0
2000 01 02 03e 04e
\ Transient Occupancy Taxes
In thousands
/I I $m,ooo
$a8.000
$6.000
.%4*000
$2,000
$0
00 01 02 03e 04e
Fiscal Year
a result, TOT or fiscal year 2002
declined 8%. The recovery from those
events has been stifled by the war in
Iraq and the SARS epidemic. In
addition to the national problems,
Carlsbad’s TOT has also remained
low due to the renovation occurring at
one of its premier resorts, the La
Costa Resort and Spa. The resort is
undergoing extensive remodeling and
rebuilding, which has offset any
growth experienced by the other
hotels in the City. Little or no growth
is expected in fiscal year 2003, with
Exhibit 1 (cont.)
include planning, engineering
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 fiscal year 1998 to fiscal year 2001, but have begun to
slow since then to about 7% to 8% annually. The high growth rate was partly due to Carlsbad’s
increasing population and partly to increasing auto sales statewide. Projections for fiscal year
2004 anticipate VLF growing to $5.3 million, a 7% growth rate, reflecting a recovery statewide in
the upcoming year as well as a 2.6% growth in population in Carlsbad.
Debelopment Revenues and Permits Issued
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 occur
months or years before any
structures are actually built.
Development-related revenues
increased coming out of the
recession in the early 1990’s as
development in the City picked
$9 1 r 2,500
FY 97 98 99 2,000 01 02 03e 04e
1-Revenues +Residential Permits Issued I
up and housing demand grew. The City continued to issue a significant number of building
permits in 1997 through 1999; however, the revenues for planning and engineering services
dropped off, thereby flattening the total development revenues received. In fiscal year 2003,
some large master plans pushed the engineering plan check and inspections fees upward to
$2.2 million from their low of $700,000 in 2001, creating the increase in fiscal year 2003.
Based on the Citywide growth projections shown in the Capital Improvement Program section of
this document, a 19% decrease in building permit revenue is expected for the 2003-04 fiscal
year, significantly less than the decline the previous year of 56%. Permits issued are expected
to increase slightly in the years after 2004 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 2003-04 totals
$16.7 million, a slight decrease from fiscal year 2002-03.
Business license taxes are closely tied to the health of the economy and show an estimated 5%
growth rate for 2003-04. There are currently about 7,000 licensed businesses in Carlsbad, with
over 2,000 of them based out of the home. Transfer taxes are expected to level out over the
next year, reflecting the softening of the real estate market. Interest income is projected to
decline by 5% due to lower interest rates and the use of some of the fund balance on major
projects as approved on ballot propositions. The City earns about $3.7 million on its General
fund investments every year.
Overall, General fund revenues are expected to grow by about 2.8%, or $2.5 million, in the
upcoming year. Essentially all of the growth is coming from the tax revenues, mainly property
sales and TOT. Although the City had been experiencing revenue growth between 9% and
17% in the late 199O’s, it was not sustainable growth. Much of those increases were due to the
opening of new hotels, restaurants, retail cen$ers, and new home development. As the City
Exhibit 1 (cont.)
matures, it will be increasingly more difficult to produce double-digit growth in revenues. The
2.8% gain projected for fiscal year 2003-04 is respectable given that the CPI is only expected to
grow by 2.4% in 2004. This growth is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $11.3 million, just a slight
increase from 2002-03. The types of programs supported within Special Revenue funds are
those funded by specific revenue streams such as:
. Donations;
Grants (Section 8 Housing Assistance,
Community Development Block Grants);
Special fees and assessments (Housing
Trust fund, Maintenance Assessment
districts).
The most noteworthy changes in the
Special Revenue funds occurred in three
programs: the Housing Trust, the Buena
Vista Creek Channel Maintenance, and the
CDBG program.
Special Revenue Funds
Storm Water
All Others Protection
Housing
Trust
Section 8/
49%
The Housing Trust fund was set up to
provide funding for the City’s affordable housing programs. Revenues come from inclusionary
housing fees, interest on cash balances, and payments on affordable housing loans. Most
affordable housing loans are set up so that interest and/or principal payments are only due
when funds are available from the project to make the payments; therefore, they are difficult to
predict. For fiscal year 2003, the City expects to receive about $350,000 in repayments. For
fiscal year 2004, no amounts have been estimated for repayments. Most of the fund’s revenue
decrease is due to this difference.
The Buena Vista Creek Channel Maintenance fund shows $129,000 less in revenue for next
year, mainly due to no assessment revenue. The fund has sufficient balances for the work that
needs to be done, so no amounts will be assessed to the property owners for fiscal year 2004.
The other significant increase in estimated revenues was in the CDBG fund, up $569,000 or
64%. The increase is due to the way in whkh the City receives payments under this grant
program. In order to receive the grant funds, the City must first spend the money and then
request reimbursement from the federal government. Thus, the revenue to be received in fiscal
year 2004 will be used to reimburse the City for expenses incurred in the previous years. The
negative balance of $44,000 shown in the fund as of June 30, 2004 represents an estimate of
the expenditures made for which reimbursements have not been paid.
Enterprise fund revenues for 2003-04 are projected at $31 million, down 1.4% or approximately
$400,000. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service. Carlsbad Enterprises include the 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.
! Exhibit 1 (cont.)
Not included in estimated revenues for 2004 is any transfer from the General fund to the Golf
Course fund. The City has been transferring $600,000 per year to this fund to assist in financing
Solid Golf
Waste Course 3% \ 0% Sanitation
i 22%
Recycled
Water
7 yo
Water
68%
a future municipal golf course. For the
upcoming year, the transfer has not been
proposed, as the project is still in the
permitting process with the environmental
agencies. If the project receives the required
environmental approvals and Council
authorizes the project, the appropriate
transfers and loans will be made at that time.
Other changes in the Enterprise funds are the
result of normal fluctuations in operations.
There are no planned rate increases in any of
the Enterprise funds.
Internal Service funds show estimated revenues of $1 1.3 million for 2003-04, a decrease of
$1.5 million, or 12%, over 2002-03 projections. Internal Service funds provide services within
the City itself and include programs sucp as the self-insurance funds for Workers’
Compensation, Liability and Health Insurance, as well as Information Technology and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds;
therefore, 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.
There are two main reasons for the change in the revenue estimates for the Internal Service
funds. The most significant is the change in the City’s health plans for its employees. A large
number of City employees will be switching from a self-insured plan to the CalPERS Health
plan. Under the CalPERS plan, premiums for the insurance will be paid directly to CalPERS
and will no longer be shown in this fund. This reduced the revenues to the Health Insurance
fund by $2.2 million.
Offsetting that decrease was an increase of $483,000 in the revenues for the Information
Technology fund. Most of that increase is due to a planned transfer from the General fund to
pay for the hardware needed for the new Computer-Aided Dispatch (CAD) system, also known
as the “91 1” system. The system will replace the current 13-year-old system as well as provide
new components that will improve the effectiveness of the City’s police force. More information
on these changes can be found in the section of this letter titled “Expenditures.”
Redevelopment revenues are expected to total $2.7 million in the upcoming year, a 17% or
$344,000 increase over the projections for the previous year. Most of the increase is the result
of additional tax increment to be received fro‘in the South Carlsbad Coastal Redevelopment
Area.
Under redevelopment law, tax increment can only be used to repay debt incurred. Thus, the
Redevelopment Agency cannot receive taxes greater than the total of what it expects to incur in
the upcoming year plus that amount incurred to date. For fiscal year 2003, the estimated debt
was not sufficient to receive all of the available tax increment since it was such a new
Redevelopment area. For fiscal year 2004, the Agency estimates that it will have incurred
sufficient debt to receive its full share of the tax increment. Thus, the tax increment should
increase to approximately $631,000 from the $175,000 expected in fiscal year 2003.
Tax increment in the City’s other Redevelopment area (the Village) is expected to increase by
2% to $1.9 million in fiscal year 2004. As with most property in California, the growth in
assessed values (and property taxes) is limited to no more than 2% per year. The assessed
Exhibit 1 (cont.)
value is only increased to the full market value upon the sale of the property. Unless there is
significant resale activity or new development! the increment would not be expected to grow
more than 2% per year.
EXPENDITURES
-~ The City’s Operating budget for 2003-04 totals $142.6 million, which
xx represents an increase of $2.4 million, or 1.7%, from the adopted 2002-03 budget. This increase is mainly the result of slight increases in the General
fund budget. The changes in each of the City’s programs will be discussed
fully below.
Budgetary Policies
Budget policies were developed using the “Expenditure Control Budgeting” or ECB process
introduced a few years ago. 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 appropriation should contain sufficient funds to
pay for inflationary increases as well as growth in the customer base. This year the calculated
index was 3.5%. However, due to the state of the economy, as mentioned earlier, a “hold the
line” budget approach was taken. Departments were given only a 2% increase in their block
budget and were challenged to use this increase as well as prior savings to fund the inflationary
and growth increases while maintaining the sahe level of service.
The outcomes desired from this year’s budget process were:
Nolayoffs.
0
0
No noticeable cuts in services and service levels.
Identification of new revenue generation opportunities.
A balanced budget and a long-term plan for staying in balance.
Keeping in mind those outcomes, the following policies were developed:
0
0
No new programs, other than those already scheduled in the CIP.
No new positions unless absolutely necessary.
Block budget increase of 2% plus an additional amount for safety services due to higher
PERS (retirement) costs.
For the 2003-04 budget, the block was calculated as follows:
Personnel and Maintenance and Operation costs were calculated using last year’s block
increased by 2%. The calculated index of 3.5% included 1.6% for growth and 1.9% for
inflation. This amount was reduced to 2% to assist in balancing the budget for the future.
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.
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 forward in their entirety to the new fiscal
year.
Exhibit 1 (cont.)
In addition to the block appropriations, budget requests could be made to implement specific
goals or to operate new facilities. If the request was approved, the additional funds were added
to the budget.
Budgeted Expenditures
Through the application of these guidelines knd policies, the 2003-04 Operating budget of
$142.6 million was developed. The theme of this year’s proposed budget is ”preservation” - to
preserve the quality and level of our services while maintaining a balanced budget for now and
in the future. Due to the uncertainties regarding the economy and the State’s budget deficit as
well as significant cost increases looming in the future, management felt the best course of
action was to continue to do what we do well and hold the line on any new items that would add
ongoing commitments to the budget. Thus, this year’s proposed budget maintains the high level
of services Carlsbad’s citizens have come to expect but does not propose any new
enhancements other than those previously planned.
The 2003-04 Operating budget proposes 1.25 new full-time and three-quarter-time employees
and the deletion of 2 police positions that were previously funded by grants, for a net decrease
of .75. The net increases in hourly staff total approximately 1.85 full-time equivalents (FTE).
These changes will bring the City’s workforce to 646 full and three-quarter-time employees and
147.77 hourly FTE. The new employees are proposed to staff new facilities coming on line in
fiscal year 2004 as described below.
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 these projects, the costs of maintaining and operating the facilities
are added to the Operating budget. t
Carrillo Ranch Park - The Carrillo Ranch Park will open in summer 2003. Total
costs to operate the park are estimated at $383,400. A recreation manager and
a part-time 1,000-hour position were added in the later part of fiscal year 2003 to
get ready for the opening. These recreation positions will create and manage
the interpretive programs, supervise and coordinate exhibit design consultants,
schedule and supervise facility use by renters for special occasions, and perform
the administrative day-to-day operations.
In addition, 1 full-time and 2 part-time 1,000-hour positions (2 FTE total) are proposed in the
fiscal year 2004 budget to maintain the Carrillo Ranch Park grounds and facilities. Sufficient
funding was also added to cover the heat, lights, and other operational costs.
Citywide Trails System - In 2002, Council authorized 50% of a new park planner to be
dedicated to implementation of a trails program for the City. Since that time, the efforts have
been directed along two paths: (1) the inclusion of trails in new master plans as well as along
circulation element roads, and (2) the acceptance of privately owned trails into the Citywide trail
system. Presently, there are 6.5 miles of trails under the City’s jurisdiction, which must be
maintained, and it is anticipated that an additional 6 or more miles will be added in the next
year. While staff is using volunteers to help with the trail maintenance, some City assistance is
needed to keep up an acceptable level of maiptenance. Thus, a part-time 1,000-hour position
(.5 FIE) is requested in the budget along with funds to do the maintenance work. The total
budget request is $27,175.
Exhibit 1 (cont.)
Citv Hall Campus - In December 2001, the City purchased the former Farmer’s Insurance
Building located at the corner of El Camino Real and Faraday Avenue, the geographic center of
the City. For one year after the purchase, the building was leased back to the former owners,
who paid for the operating costs of the building while the City paid for the grounds maintenance
($67,300 in the fiscal year 2003 budget). As of January 2004, the lessee has vacated the
building and the City must now assume the operating costs. Thus, $158,300 has been added to
the proposed budget to pay for the heat, lights, and routine building maintenance.
Public Safety
Public safety has always been, and remains,\a top Council priority. Although
there is not a significant amount of new money proposed in this year’s Operating
budget for public safety, improvements are under way.
One very significant project planned for the upcoming years is implementation of
the Public Safety Technology Plan. In addition to replacing an aging computer-
aided dispatch system (the “91 1” system), this comprehensive public safety technology project
uses the best technologies to link street officers and investigators with the most expansive and
effective regional information-sharing network in the nation - ARJIS (Automated Regional
Justice Information System). ARJIS directly supports federal anti-terrorism and anti-crime
efforts by providing a huge amount of information to federal agencies in a form that can be
efficiently analyzed and shared.
The project has a number of components and, due to its multi-year nature, has been budgeted
predominantly in the Capital Improvement Program (CIP). The total cost is $3.6 million. The
proposed Operating budget contains $853,000 for hardware, with $563,000 coming from the
General fund and $290,000 from hardware replacement reserves in the Information Technology
fund. There is also $280,000 proposed to be spent from the Asset Forfeiture and other police
grant funds for overtime and soft costs required for implementation of the project. The balance
of the funding, $2.4 million, is shown in the General Capital Construction fund in the CIP.
Another area to receive increased attention next year is the safety and preservation of
Carlsbad’s open spaces. With the emergence of sensitive environmental trusts and preserve
areas, along with the development of the Citywide trail system, the Off-Road Law Enforcement
(ORLE) team has experienced an increase in complaints and calls for service. The ORLE team
provides a unique off-road service through both enforcement and education. During off-road
patrols, officers contact numerous people for a variety of violations such as driving off-road,
illegal dumping of vehicle parts and debris, trespassing, illegal camping, vandalism, drug/alcohol
violations, and abandoned vehicles. This year’s budget requests the purchase of 5 motorcycles
(2 replacements and 3 new) and related equipment, which will be funded 75% from the
Abandoned Vehicle Abatement (AVA) fund and 25% from Police Asset Forfeiture funds. With
the added motorcycles, staff will be able to patrol more frequently and adequately respond to
off -road com plai n ts.
As the population of our City continues to grow, additional police staff has been added to
maintain the level of safety services. Last year, Council added 7 new positions. In the previous
year (fiscal year 2002), 3 officers were added. And in September 2002, Council approved 2
more officers on a temporary basis for the bicycle patrol using the COPS grant funds. The
intention was to eventually absorb the temporary positions through attrition into the permanent
staffing count. This year’s budget shows the elimination of those temporary positions. This is a
paper transaction only, as the positions are vacant and unfunded at this time.
,
Exhibit 1 (cont.)
A change in the Fire safety area was previously approved by Council and is reflected in the
fiscal year 2004 budget. On July 1, 2003, the City of Carlsbad’s Fire Department will become a
member of the North County Dispatch Joint Powers Authority (NCDJPA). The NCDJPA was
formed in July 1984 and currently includes members from the cities of Encinitas, San Marcos,
Solana Beach, Vista, and the Rancho Santa Fe Fire District. An immediate advantage will be
the ability of the NCDJPA to dispatch the closest unit(s) to an emergency scene regardless of
jurisdictional boundaries. The City believes joining the NCDJPA will also improve regional
coordination, create operational efficiencies, and improve cross-jurisdictional response times
with the member agencies. The annual cost associated with being a member of the NCDJPA is
estimated to be $256,000, with the City receiving a discount of 30%, 20%, and 10% in years
one, two, and three respectively.
Tech nology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget
includes $50,000 to bring recreation class registrations into the homes of our
citizens. The plan is to implement an on-line registration system so that busy
moms, dads, seniors, and everyone else will be able to register for their
favorite City class at their computer any time of the day or night.
The budget also includes $1 00,000 to provide links between the Document Management
System (DMS) and the Geographic Information System (GIs). This project would allow a
person to click on the GIS map for a particular area of the City and obtain all of the engineering
documents related to that particular point. This will greatly reduce the amount of time spent by
City staff in locating and viewing documents and will ensure that they have the appropriate
plans for the work they are doing.
Customer Service
One of Council’s goals is top-quality service, which means serving our customers well.
Although there are no new customer service initiatives funded in the budget this year due to
economic concerns, it does not mean that the City is not continuing its efforts to provide the best
service to our citizens and customers. There are numerous goals proposed for the 2004 fiscal
year that will enhance the service we provide without costing a lot of extra money. Some of
these include process changes so our services can be provided faster. Some involve setting
standards so the service quality can be measured and improvements made where necessary,
and others involve improving communications with our citizenry and customers so that everyone
can understand and participate in their City government. Providing opportunities for lifelong
learning is another area where no money has been added but improvements are happening.
For 2004, some funding has been shifted in the library so that the Centro De lnformacion can be
opened longer - 11 hours more per week. This will give the Spanish-speaking community
longer access to the information provided in this very unique facility.
Cost Savings
With the emphasis this year on controlling costs, a hard look was taken at the numbers and
types of vehicles being purchased as replacements for the City’s current fleet. Each vehicle
was reviewed to determine the need for replacement at this time as well as whether the
replacement could be a smaller, less costly, more fuel-efficient vehicle without hurting the
effectiveness of the program. The results of this review was that of the 58 vehicles that met the
replacement criteria outlined in Administrative Order Number 3, only 21 vehicles were selected
for replacement. Of the 21 units selected for replacement, 9 vehicles could be downsized.
Exhibit 1 (cont.)
BUDGET
FUND 2002-03
GENERAL FUND $ 82.8
ENTERPRISE 30.3
INTERNAL SERVICE 14.8
REDEVELOPMENT 1.7
TOTAL $ 140.2
SPECIAL REVENUE 10.6
Connecting Community, Place, and Spirit
BUDGET $ %
2003-04 CHANGE CHANGE
$ 84.7 $ 1.9 2.3%
31.4 1.1 3.6%
13.7 (1.1) (7.4%)
1.9 0.2 1 1.8%
$ 142.6 $ 2.4 1.7%
10.9 0.3 2.8%
A new initiative began in this year with the ultimate goal of connecting community, place, and
spirit. The initiative was kicked off with a conference held in March 2003. The purpose of the
2-1/2 day conference was threefold: first, to explore what we collectively want to become as a
city over the next fifty years; second, to gather ideas for a new Civic Center and ways to best
use the former Farmer's Insurance property; and third, to begin connecting.
To that end, the City brought together community members from a wide range of community
groups as well as City staff and began a collective dialogue about the future. The conference
was not about deciding on a location for a Civic Center. It was about understanding what a
Civic Center for Carlsbad should or could be. The conference was not about reaching a
consensus or agreement on priorities or plans. It was about understanding the range of
possibilities, priorities, and desires. And, the conference was not about reaching an end point
along a linear process. It was about creating a starting point for a dialogue - complex, rich, and
nonlinear. It was focused less on what the City should do, and much more on what citizens want
and can do together. The intent is to keep the dialogue and joint effort going indefinitely.
For 2004, the process will continue by distilling the themes from the conference and going back
to the community to see if what we gathereg from the conference is representative of the
community at large. From there, a vision for the community will be developed and refined and a
plan proposed to assist the community in achieving its vision. The proposed budget contains
$125,000 to fund these activities.
Budnet by Fund Type
This table below shows the changes in the operating budget for fiscal year 2003-04 compared
to the adopted budget for fiscal year 2002-03.
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
Exhibit 1 (cont.)
$
CHANGE
$
(0.1)
0.8
0.2
0.6
0.6
(0.2)
$ 1.9
General Fund
%
CHANGE
0.0%
-1.9%
2.8%
0.0%
1.4%
4.0%
8.1 %
-8.0%
2.3%
Total budget for the General fund is $84.7 million, which is 2.3 % more than the previous budget
of $82.8 million. The increase is mainly due to the 2% increase given to departments in their
block budget.
G
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
CONTINGENCY
NON-DEPARTMENTAL
TOTAL
NERAL FUND EXPENDITURE
BY MAJOR SERVICE AREA
(in Mil
BUDGET
2002-03
$ 3.7
5.4
28.4
6.2
14.1
15.1
7.4
2.5
ons)
BUDGET
2003-04
$ 3.7
5.3
29.2
6.2
14.3
15.7
8.0
2.3
$ 82.8 I $ 84.7
S
The Council Contingency account, which is available for unanticipated emergencies or
unforeseen program needs, is budgeted at $2.3 million, or approximately 2.5% of the 2003-04
General fund budget, which is consistent with the $2.5 million budgeted in the prior year.
During 2002-03, less than $600,000 of the contingency account was used.
Non-departmental expenses include payments for debt service, transfers to other funds, and
administrative and other expenses not associated with any one department. The increase of
approximately $600,000 is due mainly to a $563,000 transfer from the General fund to the
Information Technology fund to help fund the CAD hardware costs and a new budget of
$250,000 to fund Citywide litigation costs. Neither of these items was in the previous year’s
budget. In addition, the Infrastructure Replacement fund transfer was increased by $1 05,000.
This amount is budgeted at about 4% of General fund revenues. The increases were offset by
$600,000, as no amount was budgeted for the transfer to the Golf Course. The Golf Course
fund has sufficient cash to fund its current obligations, so no transfer was proposed.
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
Manager’s Office. This budget is essentially the same as last year other
than a decrease in the Communication budget, which is the result of
one-time capital outlay purchases in the prior year.
There were minimal changes in the total budget for Administrative Services. The decline
is due to a one-time charge for a new,cash management system in the previous year.
Also, note that the finance and purchasing functions have been combined and are now
shown together under Finance.
The growth in Public Safety is due, for the most part, to increases in the block budget for
the increased safety PERS costs. Also the Fire budget had a corresponding decrease
due to a $475,000 one-time payment to pay off of the 800mHz system in the prior year.
Exhibit 1 (cont.)
9 In the Community Development area, the .I% decrease is mainly due to some one-time
costs in the previous year, offset by an increase in the amount budgeted for the
“Connecting Community, Place, and Spirit” program.
m In the Community Services area, the 1.3% increase is mainly due to the block budget
increases. In addition, as mentioned earlier, additional money has been budgeted for
the costs associated with the maintenance of the Citywide trails and the operating of
Carrillo Ranch Park.
Public Works shows an overall increase of 3.8%. This increase is from the block budget
increase as well as the additional funds added to the Parks and Facilities budgets for the
maintenance of new facilities including Carrillo Ranch Park.
Capital outlay expenses totaling approximately $31 3,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.9 million, show an increase in anticipated spending of
approximately $357,000, or 3%. Most of the increase can be attributed to the $250,000
budgeted in Police Asset Forfeiture to be used for temporary help in implementing the new
computer-aided dispatch system. In addition, the Storm Water Protection Program fund budget
increased by 15%. This increase is mainly due to increased permit costs and a new database.
Of special note is the Median Maintenance fund. This is a Citywide Landscape Maintenance
fund, which collects assessments paid by property owners to pay for the maintenance of the
City’s medians. Using current budget estimates for maintaining current service levels, staff
anticipates that this fund will run short of cash by approximately $150,000 by the end of fiscal
year 2004. Staff is currently evaluating the options available to Council and will be asking for
Council direction in the near future. The assessments in this District cannot be increased
without a vote of the property owners.
Enterprise funds total $31.4 million, which is an increase of $1 million, or
3.6%. The most significant change is in the Sanitation budget. The proposed
$1.3 million increase is mainly for 2 special projects being proposed for fiscal
year 2004. The first is $975,000 for access hole rehabilitations. This project
will clean and refurbish access holes older than 30 years, or replace if not able
to refurbish. The second project is $105,000 for flow monitoring and video
inspections. This will provide information on current flow rates and the existing
condition of the Vallecitos and Buena interceptor sewers and access holes.
As part of the ongoing financial management program, the City annually prepares five-year
forecasts for both the Water and Sanitation funds. The Water funds forecast shows that the
fund will carry some cash balances forward over the next several years as the construction of
the 4 MGD recycled water plant is completed. When that plant goes into service, the operating
requirements will be reevaluated. During this time period, no water rate increases are
anticipated.
For the Sanitation fund, the forecast shows that a rate increase in the range of 4-5% will most
likely be needed in the next fiscal year (2004-05) to keep the fund balance reserve within the
desired range of 40% of the Operating budget.
Exhibit 1 (cont.)
The Internal Service funds budgets decreased in total by $1.1 million, or 7%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds: . The Worker’s Compensation fund budget was increased by $240,000 due to rising
health care costs. . The Health Insurance budget shows a decline of $1.6 million due to the change from the
self-insured plan to the CalPERS Health Plan, mentioned earlier under the Revenues
section. Some appropriations for self-insurance have remained in this fund to pay for
incurred but unreported claims as of fiscal year-end. . The Vehicle Replacement fund budget‘iaries from year to year depending on the need
for replacements. As discussed earlier, the decline in this fund was possible due to a
concentrated effort to downsize the City’s fleet. A list of the requested vehicle
replacements can be found at the end of this document. . The Information Technology fund shows an increase in its budget of $966,000. This is
mainly due to the $853,000 budgeted in this fund for hardware for the Public Safety
Technology Plan (computer-aided dispatch and related components).
The Redevelopment Agency budgets have increased for 2003-04 by a total of $172,000. This
is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area.
Work is beginning on the master plan for the area, so more of staffs time (hence, salaries) is
being spent in this area.
SUMMARY
The City of Carlsbad has fared well from an economic viewpoint. It is evident that the planning
and foresight by the City Council and residents have provided a sound economic base for the
City. 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 enhance Carlsbad’s standing as a destination resort and give it the
revenues needed to provide quality services to the citizens and businesses. All of these events
add to the diversity and strength of Carlsbad’s economic base, which will provide the funding for
additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. 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 provide top-quality
services to all who live, work, and play in Carlsbad.
Exhibit 2
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVE RVI E W
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document
that 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, and City-owned property.
The 2003-2004 Preliminary Capital Improvement Program outlines $55.5 million in new
appropriations, and projected revenues during the fiscal year are estimated at $37.8 million. As
the City continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The Growth Management 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 will have the funds to operate the facilities as well as
construct them. Thus, the CIP and the Operating Budget are integral parts of the total City
financing plan.
Projects in this CIP document were prioritized based on the following criteria:
1. Is the project required to ensure the health and safety of
the citizens, as the result of a legal mandate, or to maintain
compliance with the City’s Growth Management Plan? Are
operating funds available to operate the facility?
2. Is the project needed soon for growth management
com p lia nce?
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, public demand)?
Exhibit 2 (cont.)
2003-2004 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 cash flow estimates combining
existing fund balances with future estimated fee revenues paid by
those developments, and compares these balances 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, significant operating cost impacts and availability of staff
resources are also used to evaluate the timing of projects. Where funding discrepancies occur,
alternative financing methods and project timing are again evaluated and recommendations are
made to resolve the discrepancies. As a direct result of this type of evaluation, the
recommendation was made to schedule the park development occurring in the next five years so
that no more than one park would open each year.
Residential development is expected to remain fairly steady over the next few years, with
anticipated development at lower levels when compared to the previous five-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 2002-2003 is projected
at 834 building permits, and construction is expected to average about 835 units per year over
the next five years, as compared to an average of over 1500 units per year for the previous five-
year period.
Residential Units Trend 1986 to 2008
Non-residential development is also expected to remain fairly steady. The average annual
square feet of non-residential development for the past 5 years was about 1,045,000. This year,
the estimate is for 633,000 square feet, and estimates for the next 5 years are approximately
980,000 square feet per year. Projects include several commercial/retail developments located
in or near the areas where most of the residential development has occurred or is planned over
Exhibit 2 (cont.)
2003-2004 PRELl M I NARY CAPITAL IMPROVEMENT PROGRAM
the next several years. Projects planned in the next five years include restaurants, hotels and
timeshares, shopping centers, churches, assisted living facilities, a movie theater, and various
other industrial and commercial development projects. Development estimates provide the data
and basis for estimating future fee revenues, which are calculated by multiplying each applicable
development fee by the estimated number of dwelling units and/or square feet of construction
expected during each year.
The following table shows the number of residential units and non-residential square feet of
development used in calculating estimated revenues for 2003-2004 and subsequent years to
buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year Units Square Feet
2002-2003 current 834 632,601
2003-2004 715 508,260
2004-2005 1,096 900,885
2005-2006 855 1,074,395
2006-2007 883 1,204,283
2007-2008 627 1,212,284
Years 6-1 0 2,530 6,234,975
Years 1 I-buildout 1,494 2,132,693
Total Future 8,200 13,267,775
REVENUES
Revenues for Capital Projects from now until buildout total $434.1 million and are 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 replacement funds (other than
sewer and water), and (5) other sources including grants, bond issues, and contributions from
other agencies.
Funding Sources 2003-2004 to Buildout
Total Revenue = $434.1 million
In Millions
$180
$160
$140
$120
$100
$80
$60
$40
$20
$0 Development Special Water/Sewer Infrastructure Other Agencies
Fees Districts Replacement Replacement
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Approximately 37% 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),
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 10% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
22% of total revenues, and are used to pay for replacement of existing water and sewer
facilities. Infrastructure Maintenance revenues (16%) are transfers from the City’s General Fund
which are being set aside to pay for replacement and major maintenance of capital facilities
other than sewer and water facilities. The remaining 15% consists of revenues from other
agencies and includes federal and State grants, the County sales tax program (TransNet), and
contributions from Cities and other agencies.
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 M
ment Zone. The building permit valuation used for computing Public Facilities Fees is $154,000
per multi-family dwelling unit, and $240,800 per single-family dwelling unit. A building permit
valuation of $38 per square foot of construction is used to calculate non-residential Public
Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the current TIF of $96. The trips-per-day value for commercial and
industrial buildings are averaged at 32 trips per 1,000 square feet of development, although the
actual volume of trips generated by commercial/industriaI building can vary widely depending on
the ultimate land use. The value assigned to each commercial/industriaI trip is $39.
CFD No. 1 is a Citywide district established to finance various civic facilities required under the
City’s Growth Management Plan. 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 collected for the purchase and development of parkland within each
quadrant of the City, and the fees are based on the acquisition cost of parkland. Projects in the
CIP funded with Park-in-Lieu Fees include development of Larwin
Park and future park development in the NE Quadrant, and Hosp
Grove/Buena Vista Lagoon recreational improvements.
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. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Three additional financing districts are in the formation process to provide
funding for College Boulevard and Cannon Road extensions east of El
Camino Real, the Melrose Drive and Faraday Avenue extensions, and
the Poinsettia Lane extension east of El Camino Real. 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 and information about
the major capital projects. The first section contains an overview of the entire expenditure plan
through buildout of the City, and the second section focuses on the next five years.
CAPITAL PROJECTS 2003-2004 TO BUILDOUT
The CIP for 2003-2004 to buildout outlines approximately 153 future projects at $400.6 million.
Of all the capital projects the City has planned for the future, approximately 25% of the
expenditures will be for street and traffic signal construction projects, which total $101.3 million.
Included in this category is construction of several major roadways that will add east to west and north to south connections and provide additional routes to neighboring cities.
CIP Projects - All Future Projects I I Type of Project Quantity Total Cost
Streets/Circulation 66 $101,325,115
Parks 15 70,988,910
Sewer 21 64,2 1 2,750
Water 34 24,007,818
Facilities/Civic 7 88,663,743
Drainage 6 15,170,000
Other (loans) N/A 36,199,590
Total Future 149 $400,567,926
Expenditures by Category
2003/2004 to buildout
Total = $400.6 million
In Millions
$80
$60
$20
SO Civic Drainage Parks Sewer Water Streets Loans
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
The following is a list of major street projects in the 2003-2004 to Buildout CIP:
0
0
0
0
Faraday Avenue and Melrose Drive Extensions east of El Camino Real (*)
Poinsettia Lane east of El Camino Real (*)
Cannon Road and College Boulevard East of El Camino Real (*)
Rancho Santa Fe Road to San Marcos and Encinitas
(*) These roads will be constructed by developers that are required to build them in
Funding for these roads is conjunction with their development projects in those areas.
therefore not included in the CIP.
Proposed Major Road Projects
CITY OF CARLSBAD
ClRCULATlON PLAN
PACIFIC OCEAN
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Expenditures for park construction and acquisition projects are expected to cost about $71
million between now and buildout of the City, and include:
Northwest Quadrant Northeast Quadrant
NW Quadrant Park (Pine School)
Community Facility (Pine School)
Cannon Lake Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Larwin Park
Southwest Quadrant
Poinsettia Park Phase II
Aviara Community Park
Aviara Community Facility
Southeast Quadrant
Alga Norte Park
Swimming Pool at Alga Norte
Leo Carrillo Park Phase Ill
In addition to the quadrant based parks shown above, a centrally located park is planned for
construction on a 100-acre site, and a recreational facility located in the industrial area is also
scheduled in the future.
Sewer projects total $64.2 million. Included is construction of the South Agua Hedionda Lift
Station and Force Main, construction of the North Agua Hedionda interceptor, continued
construction of the Vista/Carlsbad trunk line interceptor, and refurbishment and replacement of
existing sewer lines. In addition, funding is provided for the repayment of bonds for the
expansion of the Encina Wastewater Facility, and the Encina Water Pollution Control Facility
projects.
Construction of City facilities such as libraries and administrative
facilities, and police and fire facilities and projects funded with
Proposition C allocations (open space and trails, a swimming
pool, a safety training facility, and contributions towards the
unfounded portions of Cannon/College east of El Camino Real)
total $88.7 million of the total planned capital expenditures to
buildout. The Capital Improvement Program includes funding to
construct a new Civic Center and Public Works Center, and to reconstruct and expand the Cole
Library. Funding is also provided for the relocation of Fire Station #3 located at Chestnut and El
Camino Real, and the construction and relocation of Fire Station #6 to a location along Ranch
Santa Fe Road.
A new Computer Aided Dispatch (CAD) will replace the existing 13-year-old CAD and implement
an 800 MHz radio data communication system. The primary purpose of the CAD system is to
enable the police and fire departments to provide timely response to emergency incidents. The
total cost of the project is $3.6 million, of which $2.4 million is appropriated through the CIP, with
the remaining funds appropriated in the City’s Operating budget.
Water projects total about $24 million and include construction of new waterlines,
both potable and recycle, concurrent with new development. Some of the major
areas in which these installations or upgrades are planned include segments of
College Boulevard, El Fuerte, and along El Camino Real. Replacement of
potable and recycled waterlines is also included in this category.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2003-2004 to Buildout) following this narrative.
Following the schedule of funded CIP projects is a list of projects for which no funding has been
identified at this time. The unfunded projects are the Encinas Creek Bridge Replacement,
Widening along El Camino Real, completion of the construction of Poinsettia Lane to El Camino
Real and construction of the northern section of Cannon Road at College Boulevard.
Exhibit 2 (cont.)
2003-2004 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 five years.
The widening and realignment of Rancho Santa Fe Road will improve regional and local
traffic flow generated in the southern part of the City.
Projects constructed by developers (funding not shown in the CIP) are College Boulevard and
Cannon Road extensions to the east and north, Faraday Avenue and Melrose Drive
extensions, and the extension of Poinsettia Lane and completion of El Fuerte. These roads
are located east of El Camino Real and will alleviate traffic on Palomar Airport Road.
0 Aviara Communitv 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 a ball field, a soccer
field, basketball courts, tot lots, and open play and picnic areas.
0 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. Construction and completion of this park is
expected to occur next fiscal year.
Aha Norte Park - This park site consists of 30 acres in
the Southeast Quadrant and may include amenities such as ball fields,
soccer fields, picnic areas, tot lots, a skate park, a dog park, and restrooms
and parking facilities. Design of the park will begin next fiscal year, with
construction in the years to follow. Design of the pool is scheduled in 5
years.
Poinsettia Park is scheduled.
soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Poinsettia Park Phase II - Within the next five years, development of the final phase of
Plans include a community center/gymnasium, an enclosed
0 Pine School Park - Development of this park, located in the Northwest Quadrant is planned
in the next five years. The master plan is complete, and the facility will include a multi-use field,
basketball courts, picnic areas, tot lots and an ornamental garden area.
0 Civic Center and Public Works Center - Construction of a Civic Center Public Works Facility
will consolidate administrative operations and facilities into a more centralized location. Staff,
citizens and members of the business community have been participating in a visioning process
to come up with what the needs are - for our citizens and for the City as an organization. Once
the process is complete, a site will be chosen, and design and construction can begin.
0 Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in
the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the
east side of 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.
0 Fire Station No. 3 Relocation - Fire Station No. 3 is currently located on the comer of
Chestnut and El Camino Real, and will be relocated to the Calavera Hills Community Park area
at Carlsbad Village Drive and Glasgow.
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
0 Vista/Carlsbad Interceptor - The completed section of the Vista/Carlsbad Interceptor project
involved installation of a new and upgraded sewer trunk line through the downtown portion of
Carlsbad to the Encina Water Pollution Control Facility. The remaining sections of the project,
extending from the Encina Facility to the Agua Hedionda Lift Station, are scheduled in the next
five years. This project is required to handle buildout flows and replace deteriorated pipeline,
and is partially funded by the City of Vista. Construction is cun-ently underway and will continue
for several more years.
0 Water Lines - 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
Poinsettia Lane from El Camino Real to “D Reservoir
0 Recvcled Water Program - The City is constructing a recycled water facility, which includes
construction of a treatment plant, pipelines, pump stations, flow equalization, and improvements
to Mahr Reservoir. The project will 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 2003-2004 to Buildout CIP is being driven by the City’s commitment to ensure 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 for construction and operations is often used to meet the needs of Growth
Management. The 2003-2004 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.
Exhibit 2 (cont.)
2003-2004 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 eleven 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 2003-2004 CIP, compliance with the Growth Management
Plan is assured.
Exhibit 2 (cont.)
2003-2004 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CALIFORNIA ASSEMBLY BILL 1600 (AB 16001
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600), which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
3. Fees collected by a city or county must be spent or committed to a project within a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a
specific project(s). If the money is not spent, findings must be made describing the
continuing need for that money each fiscal year after the five years has expired. The City
of Carlsbad commits the revenues from these fees through its Capital Improvement
Program budget. This budget, which is adopted by the City Council, sets forth the City's
Capital expenditure program from the current year to projected build out of the City. The
expenditure plan is updated annually as part of the City's budget process.
4. Refunds must be made only if the City cannot make the required findings. At this time, no
refunds are due because the City's Capital Improvement Program commits all AB 1600
fees to projects to be constructed both in the current year and in the future.
Exhibit 3
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE - June 2003
(Master Fee Schedules on file with City Clerk)
$ %
Current Proposed Chanae Chanae
GENERAL CITY FEES
Clerk
City Council Agenda Subscription (per year)
Certification Charge (per document)
Water District
Cost of Delivery Charge (per month) Fire Protection Meters
Library
Library Fines (per day per item)
Library Fines - Juvenile (per day per item)
Library Book Reserve (per item)
Interlibrary Loan (per item)
Lost Library Card
Lost /damaged beyond repair booWaudio item
LosffDamaged Library materials
DEVELOPMENT-RELATED SERVICE CITY FEES
Street Light Energizing Fees (3)
Watts Lumens
70 5,800
100 9,500
150 16,000
200 22,000
250 30,000
400 new
$50.00 $65.00 $15.00 30%
$1 0.00 $12.00 $2.00 20%
$20.80 Delete (I)
$0.10 $0.25 $0.15 150%
$0.05 $0.10 $0.05 100%
$1 .oo $2.00 $1.00 100%
$1 .oo $2.00 $1.00 100%
.50 FEE .50 FINE (’)
List price
various
List price + $40 if out of print
variable up to list price
$60.00 $1 09.00 $49.00 82%
$1 01 .OO $1 74.00 $73.00 72%
$165.00 $264.00 $99.00 60%
$385.00 $385.00
$78.00 $135.00 $57.00 73%
$125.00 $213.00 $88.00 70%
(I) Proposed to be deleted as this service is paid for with a different fee.
(*) Currently a fee is paid to reserve a book. Proposed fee change is to convert the fee to a fine to be charged
(3) Above fees are for 18 months and include a $30 cost per light connection fee. Increases based on increased
if the reserved book is not picked up by the patron.
energy costs.
Exhibit 3 (cont.)
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE - June 2003
Aauatics Fees
Current Recommended $ %
Per Admission - Adult - Res
Per Admission - Adult - Non-Res
Passes - One Mo. Individual - R
Passes - One Mo. Individual - NR
Passes - One Mo. Family - R
Passes - One Mo. Family - NR
Passes - Four Mo. Individual - R
Passes - Four Mo. Individual - NR
Passes - Four Mo. Family - R
Passes - Four Mo. Family - NR
Beginner - Learn to Swim - R
Beginner - Learn to Swim - NR
Adultrreen - Learn To Swim - R
AdulVTeen - Learn To Swim - NR
Parenvlnfant thru PSA Ill - R
Parentllnfant thru PSA Ill - NR
Adapted Aquatics - R
Adapted Aquatics - NR
Ind. lnstr - Basic - R per hour
Ind. lnstr - Basic - NR
Ind. lnstr - Advanced - R per hour
Ind. lnstr - Adv. - NR per hour
DivingEynchro Swim - R
Diving/ Synchro Swim - NR
Masters Daily Fee - R
Masters Daily Fee - NR
Masters Workouts R - Mo. Fee
Masters Workouts - NR - Mo. Fee
Commercial/Corp./lane/hour
Community/Non-Profit/lane/hr.
UA - C.U.S.D. /lane/hour
UA - N.C.A. - /lane/hour
Staff Costs - Per hour/guard
Electricity - per hour
Gas - per hour
Fee ($1
2.00
3.00
20.00
30.00
30.00
40.00
42.00
52.00
50.00
60.00
25.00
35.00
27.00
37.00
27.00
37.00
25.00
35.00
25.00
35.00
27.00
37.00
27.00
37.00
3.50
4.50
35.00
45.00
8.80
3.50
2.40
2.40
16.00
3.00
7.00
Fee ($1 Change Change
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
1 10.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
6.00
40.00
60.00
10.00
5.00
5.00
5.00
20.00
Delete
Delete
1 .oo
1 .oo
15.00
20.00
15.00
30.00
18.00
38.00
40.00
50.00
15.00
25.00
13.00
23.00
13.00
23.00
15.00
25.00
15.00
25.00
13.00
23.00
13.00
23.00
0.50
1.50
5.00
15.00
1.20
1.50
2.60
2.60
4.00
50%
33%
75%
67%
50%
75%
43%
73%
80%
83%
60%
48%
62%
48%
62%
60%
71 %
60%
71 %
48%
62%
48%
62%
14%
33%
14%
33%
14%
43%
108%
108%
71 yo
25%
Exhibit 3 (cont.)
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE - June 2003
Senior Center Facilitv Fees
Staffing fee
Staffing fee
Cancellation Processing fee
Cancellation Processing fee
Cleaning deposit
Cleaning deposit
Auditorium
Auditorium
Dining room
Dining room
Kitchen Use (Full Service Prep)
Kitchen Use (Full Service Prep)
Carrillo Ranch Facilitv Fees
Daily Rental Fees:
Cabana & Pool Area '
Patio Area
current
proposed
current
proposed
current
proposed
current
proposed
current
proposed
current
proposed
New
New
$ 13 per hour
$ 15 per hour
$ 10
$ 25
$ 150
$200
A
N/C
N/C
N/C
N/C
N/C
N/C
A
N/C
N/C
B
N/C
N/C
N/C
N/C
N/C
N/C
B
500
200
Categories
C D E F G
30 40 50 65 80
30 40 55 70 85
30 40 50 65 80
30 40 55 70 85
15 20 25 30 35
15 20 30 35 40
Categories
C D E F
600 700 850 1000
300 400 500 600
Notes: Rentals of five hours or less will be charged half the daily rental fee, with the exception of Sundays.
Set up and cleam up time is included as rental time.
If applicant exceeds departure time, there will be a $75 charge for each additional hour.
Librarv Facilitv fees
Room Attendant, AV Tech current $ 17 perhour
Room Attendant, AV Tech proposed $ 20 perhour
Cancellation Processing fee New $ 25
A B
Gowland Meeting Room (per 4 hrs) current N/C N/C
Gowland Meeting Room (per 1 hr) proposed N/C N/C
Schulman Auditorium (per 4 hrs) current N/C N/C
Schulman Auditorium (per 1 hr) proposed N/C N/C
Conference Room (per 4 hrs) current N/C N/C
Community Room (Cole Library)per hr proposed N/C N/C
Categories
C D E F
N/C 20 30 40
N/C 20 30 40
N/C 25 75 100
N/C 25 50 55
N/C 15 25 35
N/C 20 30 40
Exhibit 3 (cont.)
SENIOR CENTER
CLASSIFICATION OF APPLICANTS AND FEES
Each application will be reviewed by the Senior Center Coordinator or Designee
and classified into a group depending on the type of organization and the
intended use. Senior Center activities have first priority for the use of the facility.
The classifications are listed in order of 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. Carlsbad Senior Center activities.
B. Parks and Recreation activities; City co-sponsored activities; other City
departments; Carlsbad Unified School District administration authorized
activities.
EXAMPLES: CUSD Board of Trustees meetings, Friends of the Library,
Carlsbad Commission meetings
C. Carlsbad resident (70% membership Carlsbad residents) non-profit
organizations (non-paid management): Carlsbad Homeowners Associations;
Carlsbad civic and social organizations; any Carlsbad organization
sponsoring a public forum or candidate’s night.
EXAMPLES: Carlsbad Rotary, La Costa Youth Organization, Carlsbad little
League, Carlsbad Boy Scouts
D. Carlsbad resident (70% membership Carlsbad residents) non-profit
organizations (paid management): civic and social organizations.
EXAMPLES: Carlsbad Boy’s & Girl’s Club
E. Locally organized groups whose normal place of meeting is located in the City
of Carlsbad; resident religious; resident political candidate use for fund
raisers; non-resident, not-for-profit educational; civic and social organizations;
resident private parties.
EXAMPLES: North County A.A., Y.M.C.A., resident wedding reception
F. Resident commercial, business, and profit-making organizations: non-
resident private party activities.
EXAMPLES: Carlsbad Inn, non-resident weddings or receptions
G. Non-resident commercial, business, political, profit making, and religious
organizations.
EXAMPLES: Trade shows, company training, meetings, and seminars
1of1
Exhibit 3 (cont.)
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 priority for the use of the
facilities. The classifications are listed in order or priority with classification “A” first, classification “B” second, etc.
The City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the
demand exceeds the supply. For that reason, a priority system for use had to be established.
A. Parks and Recreation activities; Co-sponsored activities; other City departments
Examples: Friends of the Library, Carlsbad Book Fair
B.
a public forum or candidates night; public education
Youth Baseball, Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School District
Carlsbad resident not-for-profit, civic, social organizations (non-paid management); any organization sponsoring
Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball Association, Carlsbad Examples:
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 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, meetings, seminars
IN ORDER TO QUALIFY AS CLASSIFICATION “B” NON-PROFIT USER, THE ORGANIZATION MUST MEET
ALL OF THE FOLLOWING CRITERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California, or, if not
registered with the State, must be a Carlsbad Chapter and have a constitution or by-laws which clearly state that the
objectives of the organization are of a non-profit, non-commercial nature.
2. The organization must be comprised of volunteers, and 70% of which its membership and participants must be
Carlsbad residents. Verification of residency may be required. Official rosters, approved by the league office, must be
submitted with applications.
3. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; 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.
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2003
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 Change
Affordable housing credit $41,200 $43,000 $1,800
License Tax on New Construction-mobile homes
Traffic Impact
Current Revised Change
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD)$96 $98 2
Traffic Impact Fee - Commrc'l/Indust Cost Per Trip (Out of CFD)39 40 1
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD)63 64 1
Traffic Impact Fee - Commrc'l/Indust Cost Per Trip (Inside CFD)25 26 1
Planned Local Drainage Area Fees
Sewer Connection Fees
Current Revised Change
General Capacity Fee All Areas $2,060 $2,098 $38
Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
Current Revised Change
Area C 1,615 1,645 30
Area D 1,618 1,648 30
Area E 2,386 2,430 44
Area F 2,399 2,443 44
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $235 $239 $4
Zone 20 1,220 1,242 22
Zone 21 985 990 5
Bridge & Thoroughfare District #3 Fees Current Revised Change
Fee per ADT $135 $138 $3
Agricultural Mitigation Fees Current Revised Change
$8,053 $8,858 $805
No change.
No change.
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
2E
27
2.5
Exhibit 4
RESOLUTION NO. 2003-151
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
CITY OF CARLSBAD AND ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS
FOR THE VARIOUS FUNDS
PROGRAM FOR THE FISCAL YEAR 2003-04 FOR THE
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2003-04 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 2003-04 on May 7, 2003 pursuant
to Planning Commission Resolution No. 5401.
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, 2003-04 Operating Budget and 2003-04 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 2003-04.
2. That the amounts reflected as estimated revenues for fiscal year 2003-04 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2003-04.
3. That the amounts designated as the 2003-04 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:
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 # 2003-151 Exhibit 4
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget transfers
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 for the Sanitation Fund operating budget in an amount equal to the increases in
costs of Carlsbad’s share of the Encina Wastewater Authority’s budget, as approved by the
EWA Board.
vi. The City 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.
0. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
1
2
3
4
5
6
7
8
9
IO
11
12
13
14
15
16
17
18
I9
20
21
22
23
24
25
26
27
28
Page 3 of Resolution # 2003-151 Exhibit 4
6. That the legal level of budgetary control is the fund level. Budgets may not legally
be exceeded at the fund level without appropriate authorization by the City Council.
7. That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2003, are hereby appropriated for such capital projects for the 2003-04 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpended at June 30, 2003, are hereby appropriated for
the 2003-04 fiscal year.
9. That all appropriations in the Operating Budget remaining unexpended at
June 30,2003, are hereby appropriated to the 2003-04 fiscal year Operating Budget.
10. That all appropriations for outstanding encumbrances as of June 30, 2003, are
hereby continued into 2003-04 for such contracts or obligations.
11. That budgeted appropriations for fiscal 2002-03 be increased to include a
$35 million operating transfer from the General fund balance to the General Capital Construction
fund.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on
the 17th day of JUNE , 2003, by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin, Hall, Packard
NOES: None
ABSENT: None
ATTEST:
LORRAINE M. WOOD, City Clerk ' /
(SEAL)
CITY OF CARLSBAD Exhibit A
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND RESERVED BALANCE
FUND JULY 1,2002 REVENUES EXPENDITURES TRANSFERS BALANCES JUNE 30,2003
GENERAL FUND
SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTWEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAUGALLERY DONATIONS
70,704,317
1.222.294
589.178
178.085
234.229
346,287
4,296,363
276,538
11 8,556
917,022
16.842
1.155.880
841,814
82,730
3,773
176,540
(1 1,454)
1,080,228
225.694
4,596
92.838
TOTAL 11,848,233
ENTERPRISE I
WATER OPERATIONS 10,353,437
RECYCLED WATER OPERATIONS 1.375.404
SEWER OPERATIONS 4,602,167
SOLID WASTE MANAGEMENT 4.014.828
GOLF COURSE 1,439,035
88,374,000
1,146,419
65,000
172.000
95,600
5.324.822
1,245,300
12,000
76.000
623,600
456,900
853.175
137,000
17,000
0
25.000
883.000
70,000
10,000
700
21,000
1 1,234.51 6
20.704.100
2,487.500
6,633,000
926,000
715,000
TOTAL 21.704.871 31,465,600
[INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE 1,812,090 670,231
RISK MANAGEMENT 2,877,068 730,009
HEALTH INSURANCE 679.581 3,137,000
RECORDSMANAGEMENT (156.1 IO) 1,030,400
VEHICLE MAINTENANCE 442,227 1,599,192
VEHICLE REPLACEMENT 5,610,132 1,754,369
INFORMATION TECHNOLOGY 2,602.706
TOTAL 13,867,694
3,960,300
12,881,501
~
75,746,129 (35,000,000)
300,000
1218,729
101,122
154,677
148.323
5.348.824
325.413
6.000
80.283
680.000
581,023
1,050,000
86.090
39.035
3,773
0
1.712.551
95.000
20.000
0
28,832
11,679,675
19.243,574
1.658.624
6,559.430
202.856
181,154
27,845,638
1,606.81 8
1,614,910
2,937,452
952,410
1,774,674
1,957,151
3,444,400
14.287.815
48.632.1 88
1,149,984
553,056
195,408
181.506
322,285
5,216,250
282.538
114,273
860.622
(107,281)
959,055
892.724
60.695
0
201,540
(841.005)
(1,000,000) 55.228
2 15.894
5,296
85.006
10,403,074
11,813.963
2,204280
4,675,737
4,737,972
1.972.881
25.404.833
875,503
1,992,167
879,129
(78.120)
266,745
(6,261,350) (854.000)
(1,225,000) 1,893,606
4,975,030
REDEVELOPMENT I
VILLAGE OPERATIONS / DEBT SVC 1,739,863
VILLAGE LOWlMOD INCOME HOUSING 1,199,704
SCCRA OPERATIONS /DEBT SVC 374,801
SCCRA LOWIMOD INCOME HOUSING 110.228
TOTAL 3.424.596
1,624,601
440,000
221,000
50,000
2335.601
1,627,798 (300.000)
202.722
170.588
32.370
2,033,478
1,436.666
1.436.982
425,213
127.858
3,426,719
TOTAL OPERATING FUNDS $121,629,711 $146,291,218 $131,592,735 (535,000.000) ($5,486,350) $92,841,844
CITY OF CARLSBAD Exhibit A (cont.)
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,2003 REVENUES EXPENDITURES TRANSFERS JUNE 30,2004
GENERAL FUND 1
SPECIAL REVENUE I
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
SENlOR NUTRlTlON
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
48,632,188
1.149.984
553.056
195,408
181,506
322.285
5,216,250
282,538
114,273
860,622
(1 07.281)
959,055
892,724
60,695
0
201,540
(841,005)
55.228
215.894
5.296
85.006
TOTAL 10,403,074
[ENTERPRISE I
WATER OPERATIONS 11 .81 3,963
RECYCLED WATER OPERATIONS 2.204.280
SEWER OPERATIONS 4.675.737
SOLID WASTE MANAGEMENT 4,737.972
GOLF COURSE 1.972.881
TOTAL 25.404.833
INTERNAL SERVICE
WORKER'S COMP SELF INSUR 875.503
RISK MANAGEMENT 1,992,167
HEALTH INSURANCE 879.129
RECORDSMANAGEMENT (78.1 20)
VEHICLE MAINTENANCE 266.745
VEHICLE REPLACEMENT (854,000)
INFORMATION TECHNOLOGY 1,893,606
TOTAL 4,975,030
IREDEVELOPMENT 1
90,890,000
1,093,950
55.000
167.000
'0
5.544.729
810.000
12,000
41.500
616,900
457.400
885,080
7,500
15,000
0
20,000
1.451,700
45,000
10.000
2,000
20.000
84.86837
1,244,750
403.900
182.915
30.000
5.549.702
256,340
6.000
67.620
697.979
504.841
1,165.034
1,629
36,103
0
0
654,408
60,000
20,000
2,000
13.500 ~
11,254,759 10,896,721
21,023,400 20.874.669
2.181.300 1.913.1 17
6.682.400 8,029,909
1,041,000 276.761
11o.Ooo 300,000
31.038.100 31,394,656
779,000
737,000
925,000
955.500
1,784,000
1,727.000
4,443,500
11,351,000
1,327,605
1,505,019
1,521,636
1,126,466
1.889.420
873.000
5,461,325
13,704,471
300.000 54,953,601
999,184
204,156
179,493
151,506
31 7.31 2
5.769.910
288,538
88,153
779,543
(1 54,722)
679,101
898.595
39.592
0
221,540
(43,713)
40.228
205.894
5,296
91,506
10,761,112
11,962,494
2,472,463
3,328,228
5,502,211
1,782,681
25,048,277 P
326,898
1.224.148
282.493
(249.086)
161,325
0
875.781
2.621,559
VILLAGE OPERATIONS I DEBT SVC 1,436,666
VILLAGE LOW/MOD INCOME HOUSING 1,436,982
SCCRA OPERATIONS / DEBT SVC 425,213
SCCRA LOW/MOD INCOME HOUSING 127.858
TOTAL 3,426,719
1,672,500 1,563,217
367,000 98,948
489.200 183.528
161,400 38,117
2,690.100 1,883,810
(300.000) 1,245.949
1.705.034
730.885
251,141
3,933,009
TOTAL OPERATING FUNDS $92~34 7,844 $1 47.223959 $1 42,748,245 $0 $97,317,558
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 233,983 272,275
CITY MANAGER 969.1 30 1,080,772
COMMUNICATIONS 218,613 246,248
CITY CLERK 98,558 280,226
CITY ATTORNEY 775,468 939,657
CITY TREASURER 114,675 114,341
TOTAL POLICYLEADERSHIP GROUP 2,410,427 2,933,519
ADMINISTRATIVE SERVICES
ADMINISTRATION 499,413 386,758
FINANCE 1,889,971 2,157.099
HUMAN RESOURCES 1,081,139 1,461,503
RECORDS MANAGEMENT (2) 1,261,230 0
TOTAL ADMINISTRATIVE SERVICES 4,731,753 4,005,360
PUBLIC SAFETY
POLICE 13,841,267 14,957,749
FIRE 9,556,920 10,293,823
TOTAL PUBLIC SAFETY 23.398.187 25,251,572
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 466,232 329,304
GEOGRAPHIC INFORMATION 262,476 273,199
ECONOMIC DEVELOPMENT 133,875 226,252
PLANNING 2,246,992 2,813,766
BUILDING 1,738,257 1,766,613
TOTAL COMMUNITY DEVELOPMENT 4,847,832 5,409,134
COMMUNITY SERVICES
LIBRARY 6,266,112 6,938,523
CULTURAL ARTS PROGRAM 645,654 554,206
RECREATION 3,40931 5 3,994,199
SENIOR PROGRAMS 366,497 401,419
TOTAL COMMUNITY SERVICES 10,687,778 I I .a88,347
279,220 298,551
1,137,204 1,129,967
629,901 864.593
309,200 303,076
921,277 952,336
148,916 165,638
3,425,718 3,714,161
510.655 714,140
2,495,000 2,706,868
1,552,340 1,963,843
0 0
4,557,995 5,384,851
16,205,716 16,971,861
1 1,488.128 11,450,059
27,693,844 28,421,920
408,220 480.810
244,102 305,658
223,692 250,132
2,819,460 3,267,587
1,672,614 1,873,526
5,368.088 6.1 77,713
7,955,809 8,059,193
628,097 710.1 95
3,919,787 4,558.457
718,115 736,425
13,221.808 14,064.270
Exhibit A (cont.)
2003-04
BUDGE1
305,95
1,162.76
780,71
309.13
971.38
168,95
3.698.89
710,64
2,601,498
2,028,93;
I
5,341 ,O&
7.646,41f
1,59574;
9,242,152
636,60C
31 1,772
183,736
3,230,939
1,809,656
8,172,702
3,162,232
71 1,739
1,681,588
697,114
1,252,673
%INCA (DEC)
02-03 BUD
TO
03-04 BUD
2.5%
2.9%
-9.7%
2.0%
2.0%
2.0%
-0.4%
-0.5%
-3.9%
3.3%
0.0%
-0.8%
4.0%
1.3%
2.9%
32.4%
2.0%
-26.5%
-1.1%
-3.4%
-0.1%
1.3%
0.2%
2.7%
-5.3%
1.3%
Exhibit A (cont.)
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 488.41 I 492,064 739,866 807,075
ENGINEERING 4,328,569 4,312,623 5,613,693 5,266.844
FACILITIES MAINTENANCE 2,068.387 2,145,904 2,468,466 2,692,076
PARK MAINTENANCE 2,562,460 2,692,390 2,815,181 3,205,497
STREET MAINTENANCE 2,041,517 2,272,808 2,406.625 2,504.087
TRAFFIC SIGNAL MAINT 743,564 584,348 652,811 685,355
TOTAL PUBLIC WORKS 12,232,908 12,500,137 14,696,662 15,160,934
NON-DEPARTMENTAL
COMMUNITY PROMOTION 370,279 308,798 332,160 363.000
BEACH PARKING 0 0 0 36,000
COMMUNITY CONTRIBUTIONS 0 65,235 1 1,235 11,235
HIRING CENTER 82,583 83,400 83,400 85,849
HOSP GROVE PAYMENT 800,000 800,000 800,000 800,000
PROPERTY TAX ADMlN FEE 255,619 285.775 315,000 325,000
DUES & SUBSCRIPTIONS 40,993 46,386 50,000 62,400
MISC I TRANSFERS OUT 106,400 1,302 0 0
ASSESSMENT SERVICES 15,073 13,923 13.800 58,400
INFRASTRUCTURE REPLACE TRANS 3,000,000 3,000,000 3,500,000 3,500,000
GOLF COURSE TRANSFER 600.000 0 600,000 600,000
TRANSFER TO CIP 4,300,000 1,500,000 0 0
TRANS TO STORM WATER PGM 0 1,873,190 1,076,419 1,076,419
MANAGEMENT INCENTIVE PAY 0 0 0 500,000
LEGAL SERVICES 0 0 0 0
OTHER 61,529 17,421 0 0
TOTAL NON-DEPARTMENTAL 9,632,476 7,995,430 6,782,014 7,418,303
SUBTOTAL GENERAL FUND 67,941,361 69,983,499 75,746,129 80,342.1 52
CONTINGENCIES 0 0 0 2,500,000
TOTAL GENERAL FUND 67,941,361 69,983,499 75,746,129 82,842,152
2003-04
BUDGET
800,03:
5,210,16
2,803.46!
3,532,671
2.61 1.24s
776.191
15,733,781
509,l OC
36.0OC
0
85,849
800,000
332,000
72,150
563.000
35,400
3,605,000
0
0
1,263,800
575,000
250,000
0
8,127,299
2.568.587
2,300,000
4,868.587 -
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
-0.9%
-1.1%
4.1%
10.2%
4.3%
13.3%
3.8%
40.2%
0.0%
-100.0%
0.0%
0.0%
2.2%
15.6%
0.0%
-39.4%
3.0%
-100.0%
0.0%
17.4%
15.0%
100.0%
0.0%
9.6%
2.8%
-8.0%
2.4%
Exhibit A (cont.)
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET SPECIAL REVENUE FUNDS
STORM WATER PROTECTION PGM 0
POLICE ASSET FORFEITURE 36,497
COPS FUND 146,268
POLICE GRANTS 79,929
HOUSING SECTION 8 3,185,288
HOUSING TRUST 176,351
LIBRARY ENDOWMENT FUND 8,873
LIBRARY GIFTS/BEQUESTS 21,024
LIBRARY STATE GRANTS 299.837
TREE MAINTENANCE 547,653
MEDIAN MAINTENANCE 529,532
STREET LIGHTING 843,737
BUENA VISTA CRK CHNL MNT 7,176
ARTS SPECIAL EVENTS 19,199
SENIOR NUTRITION (3) 210,762
SENIOR DONATIONS 87,860
CDBG ENTITLEMENT/REHAB 524,192
COMMUNITY ACTIVITY GRANTS 49,351
CULTURAL ARTS PROGRAM 22,808
SISTER CITY DONATIONS 2,860
ARTS GENlGALLERY DONATIONS 38,537
TOTAL SPECIAL REVENUE FUNDS 6.837.734
ENTERPRISE FUNDS
WATER OPERATIONS 17.874.678
RECYCLED WATER OPERATIONS 1,315,999
SANITATION OPERATIONS 6,018,104
SOLID WASTE MANAGEMENT 260,656
GOLF COURSE 144.330
TOTAL ENTERPRISE FUNDS 25,613,767
767,391
5,724
286,734
180,975
3,867,573
185,874
9,875
30,537
0
642,800
533,901
882,780
25.809
19,087
207,044
35,557
477,163
57,714
34,144
15
58,120
7.541.426
1,218,729
101,122
154,677
148,323
5,348.824
325,413
6,000
80.283
0
680,000
581,023
1,050,000
86,090
39,035
3,773
0
1,712,551
95,000
20,000
0
28.832
1 1.679.675
18,892,192
1,476,399
6,498,962
215,720
168,967
27,252,240
19,243,574
1,658,624
6,559,430
202,856
181 ,I 54
1,076,419
65,000
347,541
0
5,335,989
255,163
12,000
95,307
0
727,159
577,780
1,139,441
1,590
31,632
0
0
769,692
60,500
20,000
4,000
20,000
10,539,413
21,113,828
1,904,416
6,768,912
223,410
300,000
27.845.638
INTERNAL SERVICE FUNDS j
WORKERS COMP SELF INSURANCE 952.286
RISK MANAGEMENT 792,113
HEALTH INSURANCE 2,343,084
RECORDS MANAGEMENT (2) 0
VEHICLE MAINTENANCE 1,566,803
VEHICLE REPLACEMENT 1,079,331
INFORMATION TECHNOLOGY 2,937,523
1,093,092
1,373,974
2,464,031
969,761
1,640,651
1,179,122
3,631,939
1,606,818
1,614,910
2,937,452
952,4 10
1,774,674
1,957,151
3,444,400
TOTAL INTERNAL SERVICE FUNDS 9,671,140 12,352,570 14,287.815
30,310,566
1,083,799
1.487.459
3,083,952
1,182,687
1,823,291
1,667,000
4,495,634
14,823,822
2003-04
BUDGET
1,244,750
403,900
182,915
30,000
5,549,702
256,340
6,000
67,620
0
697,979
504,841
1 ,I 65,034
1,629
36,103
0
0
654,408
60,000
20,000
2,000
13,500
0,896.721 -
0,874,869
1,913,117
8,029.909
276,761
300,000
1,394,656
1,327,605
1,505,019
1,521,636
I, 126,466
1,689,420
873,000
i,461,325
%INCR (DEC)
02-03 BUD
TO
03-04 BUD
15.6%
521.4%
-47.4%
100.0%
4.0%
0.5% ’
-50.0%
-29.1%
0.0%
-4.0%
-1 2.6%
2.2%
2.5%
14.1%
0.0%
0.0%
-1 5.0%
-0.8%
0.0%
-50.0%
-32.5%
3.4%
-1.1%
0.5%
18.6%
23.9%
0.0%
3.6%
22.5%
1.2%
-50.7%
-4.8%
3.6%
-47.6%
21.5%
-7.6%
r 2002-03 2002-03
2000-01 2001 -02 ESTIMATED ADOPTED 2003-04
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET BUDGET
REDEVELOPMENT I
VILLAGE OPERATIONS I DEBT SVC 2,221,511 2,102,507 1,627,798 1,501,860 1,563,217
VILLAGE LOW/MOD INCOME HSNG 74,014 45,170 202,722 89,692 98,948
SCCRA OPERATIONS I DEBT SVC 33,807 63,072 170,588 97,512 183,528
SCCRA LOW/MOD INCOME HSNG 0 19,345 32,370 22,906 38,117
TOTAL REDEVELOPMENT 2,329.332 2,230.094 2,033,478 1,711,970 1,863,810
(1) Estimated expenditures may exceed Adopted budget since they include prior year budget carryforwards.
(2) Records Management was converted to an Internal Service fund in 2001 -02.
(3) Senior Nutrition Grant was moved to the General fund in 2002-03.
02-03 BUD
TO
03-04 BUD
4.1%
10.3%
88.2%
66.4%
10.0%
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2002-2003
JULY 1,2002 ESTIMATED JUNE 30.2003
UNRESERVED ESTIMATED ESTIMATED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS 8 OTHER BALANCE
ASSESSMENT DISTRICTS 638.828
BTD#2 - POINSElTIA LANWAVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5.13.16
PARK-IN-LIEU NE ’
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN%
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNETIHIGHWAY
TRANSNETILOCAL
TRANSNETISTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
5,242,780
3.277,966
32,840.436
19,479,021
5,702,319
11,651,993
573.776
583,595
0
548.01 I
8,125.748
1,695,604
672,929
1,570,613
175,390
5,269,556
1,640,454
7.81 3.1 00
31,190.858
904,567
5,360,713
29.942.626
16,810,162
160,642
6,477,423
0
832,601
6.285.696
818.466
9,793,899
18,750,292
604,932
917,389
115,620
3,851,475
I 1,825,757
1.790.461
35.389.613
0
234,896
467.070
76.721
3,820,014
1,043.063
72,895
208.843
1.628.250
463,724
65,354
634,321
5,443.498
12,312
364,094
4,191,500
1.912.829
141,413
1,312,045
31 1,577
1 ,I 59,177
2.677.910
19.365
2,586.844
21,157,310
404,943
1,273.861
1,760.328
6,642,339
7,320,192
3,365,824
1,072,789
170,049
133,558
422.168
249,914
259.184
219,836
14,447
61,954
949
4,378,073
1,548
618.495
5.478.340
60,176
2,131,267
2,392.789
917,651
147,904
500,837
171,592
180,288
1,676,068
557,937
852,972
15,029,563
35,000
3.196.408
0
45,000
0
200.000
0
218,667
0
0
0
0
350,000
0
0
0
0
1,000,000
0
0
0
0
194,230
0
0
0
0
0
0
0
996,721
800,000
803.817
1,689.900
1,633,258
30,004,572
3,926,956
45,968.81 7
185.060
684.933
44,902
374.818
11,686.578
2,168,831
731.377
1,717,502
1,802,691
1,355,207
704,260
7,828,926
31,156,016
856.703
3,593,540
31,547,107
17,805,340
154,151
7,288,631
139,985
I ,811,490
7,287.538
279.894
10,531,050
24.078,039
23,984.586
WATER - REPLACEMENT 13,566,277 1,913.790 2,866,002 584,852 12,029,213 TOTAL 248,396.34 1 106,414.062 61,333.837 7,620,878 285,855,688
Exhibit B (cont.)
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR M 2003-2004
JULY I. 2003
PROJECTED EST1 MATED
. FUND BALANCE REVENUES
ASSESSMENT DISTRICTS
BTM2 -POINSETTIA LANUAVIARA PKWY
BTM3 -CANNON ROAD WEST
CFD #I -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5.13.16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNET/H IGHWAY
TRANSNET/LOCAL
TRANSNETSTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
803,817
1,689,900
1,633,258
30,004,572
23,984,586
3.926.956
45.968.817
185,060
684,933
44,902
374,818
I 1,686,578
2,168,831
731,377
I .717.502
1,802,691
1,355,207
704,260
7,828,926
31,156,016
856,703
3,593.540
31,547,107
17,805,340
154.151
7,288,631
139.985
1,811,490
7.287.538
279.894
10,531,050
24,078,039
0
1.195.982
101,250
3,604,962
1,576,242
2.519.687
1,000,000
0
0
0
0
3,605,000
0
28,177
73.331
115,651
264,436
814.419
604,497
3,525,454
651.000
1,749,725
1,637.21 6
1,400,000
0
796,052
0
0
3,693,000
0
1,758,153
3,737,276
WATER - REPLACEMENT 12,029,213 3,396,860
TOTAL 285,855,688 37.848,370
2002-2003
CONTINUING NEW
APPROPR. APPROPR.
656.547
1,601,056
63.200
138,758
8.1 06,963
2,777,644
4,790.080
185,060
0
30,675
231,201
850.494
480.742
0
1.128.381
0
0
210,304
5,719.818
18.237.741
776,266
572,661
7,556,302
7.758.758
67,842
1,526.947
3,974
545,846
7,073,631
225,992
4,915,168
23,153.391
22,000
750,000
0
110,000
16,669,000
750,000
957,500
0
0
0
100,000
195.300
0
0
120.000
0
1,000.000
0
0
14.980.1 10
347,000
4,431,921
1,615,626
7.357.184
0
950,000
0
0
3,693,000
0
3,074,178
159,527
6,229,497 2,326,272
105,614,939 59,608,618
2003-2004
TOTAL CIP
APPROPR.
678,547
2,351 ,OS
63,20C
248.7%
24,775,963
3,527,644
5,747,580
185.060
0
30.675
331.201
1,045,794
480.742
0
1,248,381
0
1,000,000
210,304
5,719,818
33,217.851
1,123,266
5,004,582
9,171,928
15.1 15,942
67,842
2,476,947
3,974
545.846
10,766,631
225.992
7,989.346
23,312.918
8,555,769
165,223,557
JUNE 30,2004
PROJECTED
BALANCE
125.270
534.826
1,671,308
33,360,777
784,865
2.918.999
41,221,237
0
684,933
14,227
43,617
14,245,784
1,688,089
759.553
542,452
1.918.342
619.643
1,308,375
2,713,605
1,463,619
384,437
338.683
24.012.395
4.089.398
86.309
5.607.736
136.01 1
1,265,644
213,907
53,902
4,299,857
4,502,397
6,870,304
158,480,501
Exhibit B (cont.)
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
19942000 2000-2001 2001-2002 2002-2003 2003-2004
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
ASSESSMENT DISTRICTS 17,402.71 4
BTD#2 - POINSETTIA LANWAVIARA PW
BTW3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD m - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HlGHWAY
TRANSNET/LOCAL
TRANSNETISTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
508.690
732,389
13,675,926
7,881,331
1,621,261
1,048,117
299,443
392.844
63.526
341.082
2,056,779
426,600
251,326
93.634
178.334
505,336
346.922
955.131
9,802,551
112,219
429,837
6,020,054
7,635,353
80,458
2,045,988
1,256
1,030,781
8,248.042
60.903
4,182,167
2,091,983
99,664
1,196.818
294,547
13,431,776
1,817.868
2,058.987
5,470.004
0
821,023
17.008
1.593.186
3,415,471
328.364
197.908
107,109
299.488
575,018
327.437
818,567
11,200.696
65,394
1,193,530
6,273.019
3.517.708
216.490
2.274.739
0
85,482
2,166,597
127.491
4,746,630
652,387
1,254,130
3.850.521
200.1 51
8,150,245
3,268,765
2,078,795
4.278.498
0
290,318
342,827
1,070.012
3,676,384
146,865
108,709
532,417
282.916
538.255
979,445
1 ,I 77,836
6.741.413
130.718
800,554
9,472,325
3,171.976
7,941
1.242.674
0
52,570
2,508,640
70,313
2,546.628
16,722.716
604,932
917.389
115,620
3,851,475
1 1.825.757
1,790.461
35.389.61 3
0
234,896
467,070
76,721
3,820 ,O 14
1,043,063
72,895
208.843
.1.628.250
463,724
65.354
634,321
5,443.498
12.312
364,094
4,191,500
1,912,629
141.413
1,312,045
31 1,577
1 ,I 59,177
2,677,910
19.365
2,586,644
21,157,310
0
1,195.982
101,250
3,604,962
1,576,242
2.519.687
1.000,000
0
0
0
0
3.605.000
0
28.177
73,331
115.651
264.436
814,419
604,497
3.525.454
651,000
1,749,725
1,637,216
1,400,000
0
796.052
0
0
3,693,000
0
1,758,153
3,737,276
WATER - REPLACEMENT 10,683,240 4,159,407 3,457,473 1,913,790 3,396,860
TOTAL CAPITAL FUNDS 101,206,217 69,570,013 79,153,030 I 06,414,062 37.848,370
Note: Revenues include interfund loans and transfers in.
Exhibit B (cont.)
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-2001 2001 -2002 2002-2003
FUND ACTUAL ACTUAL ESTIMATED
ASSESSMENT DISTRICTS
BTDW - POINSElTIA LANWAVIARA PW
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - COUNTY
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5.13.16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN’G
PUBLIC FACILITIES FEE
REDEVELOPMENT BONDS
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HlGHWAY
TRANSNET/LOCAL
TRANSNETBTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
84,523
1,129,000
499,500
2.979.486
946,720
258,440
1.812.074
805,291
200.000
17.008
36,228
0
392.320
10,184
0
408,402
0
-0
655,081
9.1 56,779
43,316
756,933
1,587.897
2.389.869
129.000
1.225.1 08
0
209,467
718.530
68.047
1.862.247
166,387
1.136.432
1,169,980
133,140
17,048,549
1,100,912
1.874,437
1,475,917
81,387
666,442
342,827
2,449,474
842,691
296,300
3,868
204.833
424,109
624,978
130.995
394,569
5,954,871
497,112
332.469
9,321,046
2,081,600
146,114
193,236
0
I1 3.126
5,470.554
699.451
2,494.1 92
533.672
439.943
4.470.269
1,760,328
6.687.339
7,320,192
3,565,824
1,072,789
388.716
133,558
422,168
249,914
259.184
569,836
14.447
61,954
949
4,378,073
1,001,548
618.495
5,478,340
60,176
2,131,267
2,587,019
917,651
147,904
500,837
171,592
180.288
1.676.068
557,937
1,849.693
15,829,563
WATER - REPLACEMENT 1,407,665 1.643.575 3,450,854
68,954.715 TOTAL CAPITAL FUNDS 29,955.502 59,882,858
2002-2003 2003-2004 2003-2004
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
656,547
1,601,056
63,200
138.758
8,106.963
2,777,644
4,790,080
185,060
0
30.675
231,201
850.494
480 I 742
0
1,128.381
0
0
21 0,304
5,719.818
18,237,141
776,266
572,661
7,556,302
7.758,758
67.842
1.526,947
3,974
545.846
7,073.631
225.992
4,915,168
23,153,391
22,000
750,000
0
11 0,000
16,669,000
750,000
957,500
0
0
0
100,000
195,300
0
0
120,000
0
1,000,000
0
0
14,980,110
347,000
4,431,921
1,615,626
7,357,l 84
0
950,000
0
0
3,693,000
0
3,074,178
159,527
678.547
2,351,056
63.200
248,758
24.775.963
3,527,644
5,747,580
185,060
0
30.675
331,201
1,045,794
480,742
0
1,248,381
0
1 .ooo,ooo
210,304
5,719.818
33,217,851
1,123,266
5,004,582
9,171,928
15.1 15,942
67,842
2,476.947
3.974
545,846
10,766,631
225,992
7,989,346
23,312,918
2,326,272 8,555,769
105,614,939 59,608,618 165,223,557
6,229.497
rn X 3
0-
r+
W
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4.
4.
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Exhibit C
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04
ADJUSTED OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2002-03
MAJOR SERVICE AREA 2002-03 2003-04 ALLOCATED
)POLICY AND LEADERSHIP GROUP 1 CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
1 .oo 1 .oo 0.00
6.00 6.00 0.00
2.75 2.75 0.00
0.75 0.75 0.00
0.00 0.00 0.00
7.00 7.00 0.00
ADMINISTRATIVE SERVICES 1
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES &WORKERS COMP
)PUBLIC SAFETY 1
POLICE
FlAE
)COMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
ICOMMUNITY SERVICES 1 I I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
hPUBLlC WORKS 1 )PUBLIC WORKS I
ADMINISTRATION ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
2.00
8.00
16.00
28.00
2.00
10.00
150.00
79.75
3.00
13.00
1 .oo
2.00
25.00
10.00
48.00
4.75
31 .00
2.00
6.00
57.00
57.75
73.00
2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
3.00
13.00
1 .oo
2.00
25.00
10.00
48.00
5.00
31 .00
2.00
6.00
57.00
58.75
73.00
0.00
0.00
0.00
0.00
0.00
0.00
(2.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.25
0.00
0.00
0.00
0.00
1 .oo
0.00
FULL AND 3/4 TIME LABOR FORCE 646.75 646.00 (0.75)
Exhibit C (cont.)
.
PERSONNEL ALLOCATIONS FOR 2002-03 AND 2003-04 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2002/03 2003/04 Difference
Full Time Personnel 640.00 640.00 0.00
34 Time Personnel in Full Time Equivalents 6.75 6.00 (0.75)
Hourly Full Time Equivalent Personnel 145.92 147.77 1.85
TOTAL LABOR FORCE 792.67 793.77 1.10
LIMITED TERM EMPLOYEES
INTERNS 2002/03 2003/04 Differencc
Management Interns
Building Inspector Intern
Division Chief
GIS Intern
Planning Technician Intern
2.00 2.00 0.00
2.00 2.00 0.00
1 .oo 1 .oo 0.00
0.50 0.50 0.00
1 .oo 1 .oo 0.00
\
Planning Intern - front counter 0.50 0.50 0.00
TOTAL LIMITED TERM EMPLOYEES 7.00 7.00 0.00
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2t
Exhibit 5
RESOLUTION NO. 1184
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA,
ADOPTING THE WATER DISTRICT FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR 2003-04
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 2003-04 Operating
and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, 2003-04 Operating Budget and 2003-04 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 2003-04.
3. That the amounts reflected as estimated revenues for fiscal year 2003-04 are
hereby adopted as the budgeted revenues for 2003-04.
4. That the amount designated as 2003-04 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.
/I1
//I
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Page 2 of Resolution # 1184 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 tehporary 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, 2003 are
hereby continued into 2003-04 for such contracts and obligations.
Ill
Ill
Ill
Ill
Ill
Ill
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Page 3 of Resolution # 1184 Exhibit 5
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2003, are hereby appropriated for such capital projects for the 2003-04 fiscal year.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors
held on the 17th day of JUNE , 2003 by the following vote, to wit:
AYES: Board Members Lewis, Finnila, Kulchin, Hall, Packard
NOES: None
ABSENT: None
ATTEST:
LORWNE M. W&OD, Secretary d
Exhibit A
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 2,160,295 2,315,045
MAINTENANCE & OPERATIONS 15,300,675 15,218,240
CAPITAL OUTLAY 53,676 0
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 50i63io/5026310
2002-03 2003-04
BUDGET BUDGET
2,390,299 2,506,467
18,823,128 18,552,223
205,80 1 0
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PROGRAM ACTlVlTl ES :
Administration
0 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 ensure safe and efficient distribution and collection systems.
Water ODerations
rn 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.
Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply
of potable water, and compliance with State and federal regulations.
Cross-Connection Control
0
Meter Services
rn Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers; and assist construction and
maintenance operations.
PERFORMANCENORKLOAD 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
1998-99 1,428 3 1,425 99.0%
1999-00 1,615 1 1,614 99.9%
2001 -02 1,719 1 1,718 99.9%
2000-01 1,725 3 1,722 99.8%
Exhibit A (cont.)
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 501631015026310
PERFORMANCENORKLOAD MEASURES (continued)
Water Reliability
Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of
.05 hours in a year.
Fiscal Total Miles HourslMile
Year Hours Distribution Lines Distribution Line
1998-99 18 350 .05
1999-00 17
2000-01 0
200 1-02 0
400
410 431
.04
0.00
0.00
Water Delivery Efficiencv
Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use
in California, August 1994.
recommends that the loss after treatment be maintained at 10% or less.
Distribution system losses commonly range between 6% and 15%. AWWA
Fiscal Water
Year Loss
1998-99 4.87%
1999-00 5.36%
2000-01 4.29%
2001 -02 4.24%
Total annual expenditures per acre-foot of water delivered.
Fiscal Cost Der
Year Acre-Foot
1998-99 $852
1999-00 $877
2000-01 $902
2001-02 $883
WORKLOAD STATISTICS:
Water Use Data
Water Service Turn -
Off/On
13.3%
Collection
Daily
Operations6 ystern
Maintenance
23.4%
ReplacernenVRep
Flow Control Station Maintenance ,29% Valve Maintenance Maintenance
5.68% 3.46%
SIGN I FI CANT CHANGES:
None.
Exhibit A (cont.)
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: FINANCE
FUND: GENERALlENERPRlSE
PROGRAM GROUP: FINANCE
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
1,534,182 1,701,644 1,853,898 2,085,896
727,932 837,860 1,268,170 990,902
14,856 12,145 0 0
ACCT NO. 001 131 0
SEWER ENTERPRISE
TOTAL FUNDING
160,000 157,820 172,500 1 42,600
2,276,970 2,551,649 3,122,068 3,076,798
I WATER ENTERPRISE I 227,000 I 236,730 I 242,7001 332,7001
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other’s differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Lonq-Ranqe Financial Planninq and Budqet Manaqement
0
0
0
0
Prepare ten-year operating forecasts incorporating various “what if‘ scenarios to facilitate decision-making for
the City Council and City departments.
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in alignment with the City Council’s goals.
Perform bi-annual review of all City fees and present recommendations for changes to the City Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to ensure budgetary integrity and facilitate effective
decision-making.
General Accountina and ReDortinq
0
0
0
0
rn
Assessment DistricVCommunitv Facilities District (CFD) Administration
0
0
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.
Prepare checks for City employees and for service and commodity suppliers.
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and the City Council with timely monthly financial reports.
Monitor City debt issues to ensure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Monitor sales tax audit contract to ensure effectiveness.
Perform in-house internal control reviews as needed.‘
Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
Provide administration of CFDs and assessment districts as required by formation documents and State law.
Purchasinq
0
0
0
0
Issue and manage formal bid and quotation processes.
Track and renew annual commodity and service contracts.
Develop and administer joint agency contracts.
Assist City departments in the creation and administration of contracts.
Publish Public Works contracts, maintain plan logs, and manage the bidding process.
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
MonthTy Financial Status Report
Awards received for Annual Budaet
0 Awards received for CAFR
0
PROGRAM ACTIVITIES (continued): !
Receivinq. Messenaer, and Mail Services
0
0
0
0
Act as shipping and receiving for the Faraday Administration Center.
Purchase and distribute office supplies for City departments.
Direct disposal of surplus and lostlunclaimed Police property.
Collect outgoing City mail and apply postage.
Sort and distribute all incoming City mail.
WORKLOAD AND PERFORMANCE INDICATORS:
19 16 13
CSMFOlGFOA CSMFO/GFOA Not Available
Excellence: Excellence: Distinguished
Exhibit A (cont.)
PAGE TWO
ACCT NO. 001 131 0
-
0
0
0
Number of business licenses processed
Number of account payable checks processed
Number of payroll checks issued
Number of electronic payroll checks
I FY2000 I FY2001 I
Operating and Operating and Budget
Capital Capital Presentation
6,214 6,300 7,199
15,176 17,271 14,962
9,452 10,012 9,863
12,204 14,407 15,141
Averaae number of days to issue I I I
.- issued I
Outstanding debt issues administered I $81 million I $77 million 1 $71 million
Number of purchase orders issued
Dollar amount of purchase orders issued Pieces of mail processed
FY 99-00 FY 00-01 FY 01 -02
1,703 1,626 1,529
$38,627,055 $48,197.538 $46,557,451 124,507 157,482 171,258
KEY GOALS FOR 2003-04:
Top-Qualitv Services
0
0
Increase the number of cashiering sites available to our customers, provide more timely information, and
streamline processes through the implementation of a Citywide cash management and reporting system.
Enhance customer service to City employees by improving access to salary and benefit information and streamlining the payroll process.
TransRortation/CircuIation
0 Assist in creating financing plans that will allow for the development of key road segments throughout the City.
Financial Health
Ensure continued financial health of the City through developing a balanced budget plan for the next five years.
This includes a review of the City’s revenue base as well as analyzing the future operating costs for the City.
Establish purchasing systems and structures that support the accomplishment of the City’s mission while
ensuring that the City is receiving best value on all ot, its purchases of goods and services.
Ensure the integrity of the City’s accounting system and the protection of the City’s assets through the
implementation of an internal audit program.
0
0
SIGN I FI CANT CHANGES :
The finance and purchasing functions were shown separately in previous years. These functions are now combined under this program.
Exhibit A (cont.)
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM : ENGINEERING
FUND: GENERALNVATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINE ERIN G ’SE RVlCES ACCT NO. 0015710/5X15710
2000-01 2001-02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGEl
3,793,381 3,935,757 4,154,789 4,469,154
1,924,890 1,624,508 1,456,847 1,670,683
44,791 55,183 0 0
SEWER ENTERPRISE
TOTAL FUNDING
(GENERAL FUND I 4,328,5691 4,312,6231 5,210,161 I
623,030 674,500 463,316 379,905
5,29501 9 5,661,623 6,079,679 I 6,093,662
I WATER ENTERPRISE I 343,4201 674,5001 349,5191 503,596 I
WORK PROGRAM:
The Engineering Department supports the City Council’s goals by providing high-quality service in transportation,
water supply, sewer collection, storm water control, parks, and general 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 planning, 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:
Administration
Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Provide comprehensive engineering input for all land use development applications; process engineering development plans and maps in a professional manner, maintaining high-quality and meeting production goals; ensure engineering questions related to land development are answered in a timely and friendly manner.
Coordinate the preparation of the annual update to the City’s Buildout Capital Improvement Program, update
existing facility impact fee programs, and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging,
growth management monitoring, special districts program, and facility mapping.
Design Citywide capital projects including parks, roadways, storm water, domestic water, recycled water, and
sewer systems; develop and maintain programs in 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 .
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts, and assist in maintaining
optimum traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal
plans; review project submittals; provide interdepartmental coordination of various issues; and staff the Traffic
Safety Commission.
Development Services
Planninq and Pronrams
Desian
Transuo rtation
Exhibit A (cont.)
PROGRAM: ENGl N EERl NG PAGE TWO
FUND: GENERALWATER & SEWER ENTERPRISE
PROGRAM GROUP: EN GIN EERl NG SERVICES ACCT NO. 001 571 0/5X15710
PROGRAM ACTIVITIES (continued): !
Construction Manaqement and Inspection
Perform construction management, administration, and inspection for private grading agreements, development improvement agreements, and capital improvement projects through the application of uniform practices and policies; ensure construction of high-quality improvements; and minimize inconvenience to the public while
ensuring safe work sites.
WORKLOAD STATISTICS:
Total Capital Improvement Program Appropriations
$1 80,000,000
$1 60,000,000
$140,000,000
$1 20,000,000
$100,000,000
El Carry Forward $80,000,000
$60,000,000
$40,000,000
$20,000,000
$0 FYOO-01 FY 01-02 FY 02-03 FY 03-04 (Est.)
KEY GOALS FOR 2003-04:
TransDortationlCirculation
Continue work toward the construction of major road projects including: College Reach A, Cannon Reach 4,
Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane Reach E.
Parkslopen SpaceKrails
Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004
Jefferson Street Sidewalks under construction.
Water
rn
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Construct Carlsbad recycled water facility, recycled water transmission pipelines, and pump stations to distribute
water from the Phase I1 recycled water program.
Construct El Camino Real Transmission Main Replacement (Cassia to Palomar Airport Road).
Construct La Costa Avenue and Palomar Airport and Sunnyhill Storm Drain.
Construct El Camino Real Transmission Main Replacement (Faraday to Cougar).
Reservoir Security Fence and Painting.
Begin construction of Cannon Road Lift Station.
Begin construction of Forest Avenue Sewer.
Complete design of Lake Calavera Improvements.
Environmental Manaqement
Update Storm Drain Master Plans per the growth management data and National Pollutant Discharge
Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local
Drainage Area fees are adequate for the existing rat6 of growth and future buildout.
SIGNIFICANT CHANGES :
None.
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Exhibit 6
RESOLUTION NO. 368
A RESOLUTION OF THE HOUSING AND REDEVELOPMENT
COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA,
APPROVING THE OPERATING BUDGET OF THE
REDEVELOPMENT AGENCY AND HOUSING AUTHORITY
FOR FISCAL YEAR 2003-04
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 2003-04; and
WHEREAS, the Commission has reviewed the operating budget for the Housing
Authority Section 8 Programs, for Fiscal,Year 2003-04; 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.
2.
That the above recitations are true and correct.
That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled "City of Carlsbad, 2003-04 Operating Budget and 2003-04 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 2003-04.
3. That the amounts reflected as estimated revenues for fiscal year 2003-04 are
hereby adopted as the budgeted revenues for 2003-04.
4. That the amount designated as 2003-04 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 # 368 1 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 Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $1 00,000 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, 2003, are
hereby continued into 2003-04 for such contracts and obligations.
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Exhibit 6 368 Page 3 of Resolution ##
7. That all appropriations for Capital Improvement Projects remaining unexpended
at June 30, 2003, are hereby appropriated for such capital projects for the 2003-04 fiscal year.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Housing and
2003, by the Redevelopment Commission of the City of Carlsbad on the 17th day of JUNE
following vote, to wit:
AYES: Commissioners Lewis, Finnila, Kulchin, Hall, Packard
NOES: None !
ABSENT: None
-
ATTEST:
RAY~OND R. PATCHETT, Secretary
Exhibit A
2000-0 1
ACTUAL
PERSONNEL 188,206
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA
2001 -02 2002-03 2003-04
ACTUAL BUDGET BUDGET
162,365 140,812 164,367
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,023,455 1,938,584 1,359,623 1,398,850
9,850 1,558 1,425 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Imdementation of the Carlsbad Villaqe Redevelopment Master Plan
Coordination of project development and permit processing.
Administration of the Parking-ln-Lieu Fee Program.
Property acquisition for future redevelopment projects and facilitation of new development.
Communitv Relations and Public Relations Proqram Work with the Carlsbad Village Business Association and other business organizations to continue Community
awareness and public relations activities on behalf of the Redevelopment Agency.
Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village. Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCENVORKLOAD MEASURES:
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Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects. 1
Process 10 sign permit applications.
Process 5 preliminary review applications.
Facilitate the development of at least one “special opportunity project” identified in the Village Redevelopment
Master Plan.
KEY GOALS FOR 2003-04:
Financial Health
Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings. Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private commercial andlor mixed-use development on North State Street.
Acquire additional property for the construction of public parking lots in the Village Area.
Implement the various actions outlined in the Redevelopment Operations Strategy to address the financing and
land use strategies following the July 2006 expiration of the Redevelopment Plan.
Transportation/Circulation
0
Balanced Community Development (also affects Financial Health goal)
SIGN IF1 CANT CHANGES :
None.
Exhibit A (cont.)
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
VILLAGE AREA
PROGRAM GROUP: HOUSING AND’REDEVELOPMENT ACCT NO. 8033420
2000-01 200 1 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
54,133 28,247 32,408 39,776
16,729 16,923 56,904 59,172
3,152 0 380 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processincl Procedures
8
Affordable Housinq Proiect Coordination
8
Affordable Housina Education Proaram
Direct educational programs for citizens, businesses, and government agencies interested in affordable
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
housing.
PERFORMANCENVORKLOAD MEASURES:
Process at least 3 requests for financial assistance through the Housing Policy Team.
Use existing low-income 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 3 outreach programs, professional conferences, andlor citizen and business groups on
affordable housing.
a
KEY GOALS FOR 2003-04:
Top-Quality Services
0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
SIGN I FI CANT CHANGES : >
None.
Exhibit A (cont.)
2000-01 2001 -02
ACTUAL ACTUAL
PERSONNEL 0 41,795
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
SOUTH CARLSBAD AREA
2002-03 2003-04
BUDGET BUDGET
50,580 60,271
21,277 MAINTENANCE & OPERATIONS 46,457 123,257 33,807
CAPITAL OUTLAY
GRAND TOTAL
0 0 475 0
33.807 63.072 97.512 183.528
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
Revitalize, redevelop, andlor generally clean up the Ponto Area.
Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCEWORKLOAD MEASURES:
KEY GOALS FOR 2003-04:
Complete land use concept and draft design guidelinks for planning area three.
Hold public meetings to gather citizen input regarding the specific plan.
Balanced Community Development
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
SIGN IF IC ANT CHANGES : 1
None.
Exhibit A (cont.)
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
SOUTH CARLSBAD AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
0 1 1,826 13,228 18,556
0 731 9 9,583 19,561
0 0 95 0
! MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citvwide Affordable Housina Procrrams
Affordable Housing Education Activities.
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCENVORKLOAD MEASURES:
Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2003-04:
Balanced Cornrnunitv DeveloDrnent
Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary
Housing Ordinance.
Implement affordable housing programs that serve to enhance the jobslhousing balance within the community.
!
SIGNIFICANT CHANGES:
None.
Exhibit A (cont.)
PERSONNEL
MAINTENANCE & OPEWTIONS
CAPITAL OUTLAY
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
2000-01 2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET BUDGET
21 7,715 289,420 323,361 348,415
2,947,873 3,578,153 5,007,973 5,201,287
19,700 0 4,655 0
MISSION STATEMENT: \
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section Eiaht Tenant-Based Rental Assistance
Family Self-Sufficiency
Provide federal funding to subsidize rents for 703 extremely low-income and very low-income households.
Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five-year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCENVORKLOAD MEASURES:
Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer“ or “high
performer.”
Achieve and maintain a lease rate utilizing 95% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting community workshops, providing owner and participant
newsletters, and conducting owner outreach presentations.
SIGN IF ICANT CHANGES :
None.
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RESOLUTION NO. 2003-152
Exhibit 7
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2003-04
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 2003-04 appropriation limit of one hundred thirty-four million, six hundred ninety-
three thousand, four hundred eighty-three dollars ($1 34,693,483) 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 17th day of JUNE , 2003, by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin,
NOES: None
ABSENT: None
ATTEST:
+
LORRAINE M.
(SEAL)
Exhibit A
CITY OF CARLSBAD
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 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
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Population growth of Carlsbad, OR
Population growth within San Diego County, AND
Growth in California per capita income, OR
Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2003-04 Limit were:
> > Population growth in Carlsbad, AND
Growth in non-residential new construction
! The formula is outlined below:
2002-03 Expenditure Limit (Revised) $127,905,654
% Carlsbad Population Growth
Growth in California per capita income
Net Increase Factor
2003-04 Limit (2002-03 Limit X Factor)
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
1.0293
X 1.0231
1.0531
$1 34,693.483
$83,549,747
The spending limit for the City of Carlsbad for 2003-04 is $134.7 million, with appropriations of
"proceeds of taxes" of $83.5 million. The result of the calculation provides the City with an
operating margin of $51.1 million.
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Exhibit 8
2003-153 RESOLUTION NO.
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 generak City fees and development-related fees as shown in
Resolution 2001-178, except as specifically amended, shall remain in full force and effect.
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Exhibit 8 Page 2 of Resolution # 2003-153
3. This resolution shall become effective on August 1, 2003 for General City
fees and September 1, 2003 for the Development-related fees.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 17th day of JUNE , 2003 by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin, Hall, Packard
NOES: None
ABSENT: None
ATTEST:
Exhibit A
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2003
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 Chanqe
Affordable housing credit $41,200 $43,000 $1,800
License Tax on New Construction-mobile homes No change.
Traffic Impact
Current Revised Chanqe
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD) $96 $98 2
Traffic Impact Fee - Cornrnrc'lllndust Cost Per Trip (Out of CFD) 39 40 1
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD) , 63 64 I 1 Traffic Impact Fee - Cornrnrc'lllndust Cost Per Trip (Inside CFD) 25 26 I
IPlanned Local Drainage Area Fees No chanae. I
Sewer Connection Fees
Current Revised Chanqe
General Capacity Fee All Areas $2,060 $2,098 . $38 1 Plus Sewer Benefit Fees shown below I
Sewer Benefit Area Fees
Current Revised Chanqe
Area C 1,615 1,645 30
Area D 1,618 1,648 30
Area E
Area F 44 441
2,386 2,430
2,399 2,443
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $296 $301 $5
Zone 20 615 626 11
Zone 21 319 325 6
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1 Bridge & Thoroughfare District #3 Fees Current Revised Chanael
~~ ~ I Fee per ADT $135 $138 $4
Agricultural Mitigation Fees Current Revised Change
$8,053 $8,858 $805
Exhibit A (cont.)
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE - June 2003
(Master Fee Schedules on file with City Clerk)
GENERAL CITY FEES
Clerk
City Council Agenda Subscription (per year)
Certification Charge (per document)
$ %
Current ProDosed Chanae Chanae
$50.00 $65.00 $15.00 30%
$10.00 $12.00 $2.00 20%
Water District
Cost of Delivery Charge (per month) Fire Protection Meters $20.80 Delete (')
Library
Library Fines (per day per item)
Library Fines - Juvenile (per day per item)
Library Book Reserve (per item)
Interlibrary Loan (per item)
Lost Library Card
Lost /damaged beyond repair book/audio item
LosVDarnaged Library materials
DEVELOPMENT-RELATED SERVICE CITY FEES
Street Light Energizing Fees (3)
Watts Lumens
70 5,800
100 9,500
150 16,000
200 22,000
250 30,000
400
$0.10 $0.25 $0.15 150%
$0.05 $0.10 $0.05 100%
$1 .oo $2.00 $1.00 100%
$1 .oo $2.00 $1.00 100%
List price + $40 if out of print
variable up to list price
.50 FEE .50 FINE (*I
List price
various
$60.00 $109.00 $49.00 82%
$78.00 $135.00 $57.00 73%
$101.00 $174.00 $73.00 72%
$1 25.00 $213.00 $88.00 70%
$165.00 $264.00 $99.00 60%
new $385.00 $385.00
(') Proposed to be deleted as this service is paid for with a different fee.
Currently a fee is paid to reserve a book. Proposed fee change is to convert the fee to a fine to be charged
if the reserved book is not picked up by the patron.
(3) Above fees are for 18 months and include a $30 cost per light connection fee. Increases based on increased
energy costs.
Exhibit A (cant.)
RECOMMENDER CHANGES TO THE CITY FEE SCHEDULE - June 2003
Aquatics Fees
Current Recommended $ %
Per Admission - Adult - Res
Per Admission - Adult - Non-Res
Passes - One Mo. Individual - R
Passes - One Mo. Individual - NR
Passes - One Mo. Family - R
Passes - One Mo. Family - NR
Passes - Four Mo. Individual - R
Passes - Four Mo. Individual - NR
Passes - Four Mo. Family - R
Passes - Four Mo. Family - NR
Beginner - Learn to Swim - R
Beginner - Learn to Swim - NR
Adulneen - Learn To Swim - R
Adultrreen - Learn To Swim - NR
Parenthnfant thru PSA Ill - R
Parenthfant thru PSA 111 - NR
Adapted Aquatics - R
Adapted Aquatics - NR
Ind. lnstr - Basic - R per hour
Ind. lnstr - Basic - NR
Ind. lnstr - Advanced - R per hour
lnd. lnstr - Adv. - NR per hour
Diving/Synchro Swim - R
Diving/ Synchro Swim - NR
Masters Daily Fee - R
Masters Daily Fee - NR
Masters Workouts R - Mo. Fee
Masters Workouts - NR - Mo. Fee
Comrnercial/Corp./lane/hour
Community/Non-Profit/lane/hr.
UA - C.U.S.D. /lane/hour
UA - N.C.A. - /lane/hour
Staff Costs - Per houdguard.
Electricity - per hour
Gas - per hour
Fee ($1
2.00
3.00
20.00
30.00
30.00
40.00
42.00
52.00
50.00
60.00
25.00
35.00
27.00
37.00
27.00
37.00
25.00
35.00
25.00
35.00
27.00
37.00
27.00
37.00
3.50
4.50
35.00
45.00
8.80
3.50
2.40
2.40
16.00
3.00
7.00
Fee ($1 Change Change
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
1 10.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
6.00
40.00
60.00
10.00
5.00
5.00
20.00
Delete
Delete
, 5.00
1 .oo
1 .oo
15.00
20.00
15.00
30.00
18.00
38.00
40.00
50.00
15-00
25.00
13.00
23.00
13.00
23.00
15.00
25.00
15.00
25.00
13.00
23.00
13.00
23.00
0.50
1.50
5.00
15.00
1.20
1.50
2.60
2.60
4.00
50%
33%
75%
67%
50%
75%
43%
73%
80%
83%
60%
71 %
48%
62%
48%
62%
60%
71 %
60%
48%
62%
48%
62%
14%
33%
14%
33%
14%
43%
108%
108%
25%
71 %
Exhibit A (co.nt.)
RECOMMENDED CHANGES TO THE CITY FEE SCHEDULE -June 2003
Senior Center Facilitv Fees
Staffing fee
Staffing fee
current $ 13 per hour
proposed $ 15 per hour
Cancellation Processing fee current $ 10
Cancellation Processing fee proposed $ 25
Cleaning deposit
Cleaning deposit
Auditorium
Auditorium
Dining room
Dining room
current $ 150
proposed $ 200
Categories
A 6 C D E F G
current N/C N/C 30 40 50 65 80
proposed N/C N/C 30 40 55 70 85
current N/C N/C 30 40 50 65 80
proposed N/C N/C 30 40 55 70 85
Kitchen Use (Full Service Prep) current N/C N/C 15 20 25 30 35
Kitchen Use (Full Service Prep) proposed N/C N/C 15 20 30 35 40
Carrillo Ranch Facilitv Fees
Categories
Daily Rental Fees: A 6 C D E F
Cabana & Pool Area New N/C 500 600 700 850 1000
Patio Area New N/C 200 300 400 500 600
Notes: Rentals of five hours or less will be charged half the daily rental fee, with the exception of Sundays.
Set up and cleam up time is included as rental time.
If applicant exceeds departure time, there will be a $75 charge for each additional hour.
Librarv Facilitv fees
Room Attendant, AV Tech current $ 17 per hour
Room Attendant, AV Tech proposed $ 20 perhour
Cancellation Processing fee New $ 25
Categories
A 6 C D E F
Gowland Meeting Room (per 4 hrs) current N/C N/C N/C 20 30 40
Gowland Meeting Room (per 1 hr) proposed N/C N/C N/C ' 20 30 40
Schulman Auditorium (per 4 hrs) current N/C N/C N/C 25 75 100
Schulman Auditorium (per 1 hr) proposed N/C N/C N/C 25 50 55
Conference Room (per 4 hrs) current N/C N/C N/C 15 25 35
Community Room (Cole Library)per hr proposed N/C N/C N/C 20 30 40
Exhibit A (cont.)
SENIOR CENTER
CLASSIFICATION OF APPLICANTS AND FEES
Each application will be reviewed by the Senior Center Coordinator or Designee
and classified into a group depending on the type of organization and the
intended use. Senior Center activities have first priority for the use of the facility.
The classifications are listed in order of 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. Carlsbad Senior Center activities.
B. Parks and Recreation activities; City co-sponsored activities; other City
departments; Carlsbad Unified School District administration authorized
activities.
EXAMPLES: CUSD Board of Trustees meetings, Friends of the Library,
Carlsbad Commission meetings
C. Carlsbad resident (70% membership Carlsbad residents) non-profit
organizations (non-paid management): Carlsbad Homeowners Associations;
Carlsbad civic and social organizations; any Carlsbad organization
sponsoring a public forum or candidate’s night.
EXAMPLES: Carlsbad Rotary, La Costa Youth Organization, Carlsbad little
League, Carlsbad Boy Scouts
D. Carlsbad resident (70% membership Carlsbad residents) non-profit
organizations (paid management): civic and social organizations.
EXAMPLES: Carlsbad Boy’s & Girl’s Club
E. Locally organized groups whose normal place of meeting is located in the City
of Carlsbad; resident religious; resident political candidate use for fund
raisers; non-resident, not-for-profit educational; civic and social organizations;
resident private parties.
EXAMPLES: North County A.A., Y.M.C.A., resident wedding reception
F. Resident commercial, business, and profit-making organizations: non-
resident private party activities.
EXAMPLES: Carlsbad Inn, non-resident weddings or receptions
G. Non-resident commercial, business, political, profit making, and religious
organizations.
EXAMPLES: Trade shows, company training, meetings, and seminars
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Exhibit A (cant.) 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 priority for the use of the
facilities. The classifications are listed in order or priority with classification “A” first, classification “B” second, etc.
The City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the
demand exceeds the supply. For that reason, a priority system for use had to be established.
A. Parks and Recreation activities; Co-sponsored activities; other City departments
Examples: Friends of the Library, Carlsbad Book Fair
B.
a public forum or candidates night; public education
Youth Baseball, Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School District
Carlsbad resident not-for-profit, civic, social organizations (non-paid management); any organization sponsoring
Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball Association, Carlsbad Examples:
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 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, meetings, seminars
IN ORDER TO QUALIFY AS CLASSIFICATION “B” NON-PROFT USER, THE ORGANIZATIOP
ALL OF THE FOLLOWING CRITERIA:
MUST IEET
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.
PROPOSED
CITY OF CARLSBAD
JUNE 2003
REVISIONS TO THE MASTER
-. ,.
FEE
Exhibit A (cant-)
SCHEDULES
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 $41,200 $4,000 $1,800
License Tax on New Construction-mobile homes No change.
Traffic Impact
Current Revised Chanae
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD) $96 $98 2
Traffic Impact Fee - Commrc'Vlndust Cost Per Trip (Out of CFD) 39 40 1
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD) 63 64 1
Traffic Impact Fee - Commrc'Vlndust Cost Per Trip (Inside CFD) 25 26 1
IPlanned Local Drainage Area Fees No change. I
Sewer Connection Fees
Current Revised Chanae
General Capacity Fee All Areas $2,060 $2,098 $38
Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
Current. Revised Chanae
Area C 1,615 1,645 30
Area D 1.61 8 1,648 30
Area E 2,386 2.430 44
Area F 2,399 2,443 44
]Bridge & Thoroughfare District #2 Fees Current Revised Change1
Zone 5
Zone 20 11
$296 $301
61 5 626 I Zone 21 31 9 325
IBridne & Thoroughfare District #3 Fees Current Revised Change1 I ~~~ ~ Fee oer ADT
I Agricultural Mitigation Fees Current Revised Change1 I $8,053 $8,858 $8051
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:
MAY 31,2003
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, 2003
This space is for the County Clerk’s Filing Stamp
L- 10-03
Proof of Publication of
Interested parties are invited to attend this meet in and present their views and comments to thc cify council.
Conies of the budget and Dromsed fee chanees
Dove-Lane, Carlsbad.
Written and telephone in ulries ma be directec to Lisa Hildabrand of theknance J% artment, 1635 Faraday Avenue, Carlsbad; 6082430.
PUBLISH: SATURDAY, MAY 3 1,2003
I
i \
Signature
NORTH COUNTY TIMES
Legal Advertising
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 17, 2003
at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive,
Carlsbad, California, to discuss the 2003-04 Operating Budget and the 2003-04
to Buildout Capital Improvement Program Budget. This budget includes an
appropriation of the 2002-03 AB 3229 funds in the amount of $174,795 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 2003-04.
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 Avenue, Carlsbad; 602-2430.
PUBLISH: SATURDAY, MAY 31,2003