HomeMy WebLinkAbout2004-06-22; City Council; 17671; 2004-05 Operating and CIP BudgetsAB# 17,671 ADOPTION OF THE 2004-05 OPERATING AND
CAPITAL IMPROVEMENT PROGRAM
BUDGETS AND REVISION OF FEES AND MTG. 0611 5/04
DEPT. FIN CHARGES FOR SERVICES
RECOMMENDED ACTION:
DEPT. HD- f
1. Hold a public hearing on the City of Carlsbad’s, Carlsbad Municipal Water District’s, and
Housing and Redevelopment Commission’s 2004-05 Operating Budget, and 2004-05 to
Buildout Capital Improvement Program.
2. Adopt Resolutions No. 2004-i95 , 1215 , and 384 , adopting the final
Operating Budgets for 2004-05, and appropriating funds for the 2004-05 Capital Improvement
Program. (Subject to any actions taken tonight.)
3. Adopt Resolution No. 2004-196 , adopting the Gann spending limit for the City of Carlsbad
for 2004-05.
4. Adopt Resolution No. 2004-197 , adopting changes to the Master Fee schedule.
ITEM EXPLANATION:
The proposed 2004-05 Budget totals $200.1 million, of which $147.6 million is the Operating
Budget and $52.5 million is the Capital Improvement Budget. Operating revenues total
$154.2 million and Capital revenues total $51.9 million, for a total of $206.1 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.
Operatinn Budnet
The proposed Operating Budget for 2004-05 totals $147.6 million, an increase of $4.9 million from
the 2003-04 adopted budget. Operating revenues are estimated at $154.2 million, which is a $1.1
million increase over the current year projections.
General Fund
General fund revenues for 2004-05 are estimated at $96.1 million, slightly higher than the current
year projections. General fund revenues are expected to grow by 5.4% for the 2004-05 fiscal year
with most of the increase coming from the tax revenues.
Property taxes, the City’s largest single revenue source, are projected to grow to $28.1 million, a
5.1 YO increase over the past year. The growth would have been 12% if not for an anticipated $1.8
million payment to the state of California. The payment is expected to be required by the State in
order to balance its budget. Property taxes for fiscal year 2004-05 are based on property values as
of January 1, 2004. Sales taxes are expected to total $26.4 million for 2004-05, an increase of
5.3% over the 2003-04 projections. These revenues would have grown by 7% if not for the effect
of recent actions taken by the state of California. These two revenues make up over 50% of the
PAGE 2 OF AGENDA BILL NO. 17,671
General fund revenues. More information on the effect of the State’s budget deficit on the City of
Carlsbad’s revenues can be found in the attached Operating Budget Overview.
Due to uncertainties surrounding the State’s budget deficits and the slow recovery of the economy,
the City’s budget policies emphasized “Managing Resources Effectively”. The goal was to
preserve the quality and level of City 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 ongoing projects include new facilities such as Aviara Park and Hidden Canyon Park,
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.
The proposed budget does not add any new full-time positions and lowers the total hourly full time
equivalents by .34 of a position. In addition, $521,000 of capital outlay requests has been included
in the proposed General fund budget.
The Operating Budget also includes a $3.8 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 approximately 2.5% of budget requests.
This account is available to the City Council to address unanticipated emergencies or unforeseen
program needs.
Capital Improvement Pronram
The 2004-05 to Buildout Capital Improvement Program (CIP) outlines approximately 159 future
projects at a total cost of $466.5 million. Appropriations scheduled for 2004-05 total $52.5 million
and will be added to approximately $1 06.3 million for ongoing capital projects that remain unspent
at the end of fiscal year 2003-04, for a total appropriation of $158.8 million. Revenues for the CIP
are projected at $51.9 million.
Park projects programmed for funding in the upcoming year include the Carlsbad Municipal Golf
Course, Pine Community Park, and Alga Norte Park and Aquatic Complex. Funding is provided for
the relocation of Fire Station No. 6, planning of trails at Lake Calavera, installation of synthetic turf
at Stagecoach Park, and construction of the Coastal Rail Trail. Other projects include the
expansion of the Encina Wastewater Treatment Plant and construction of the Vista Carlsbad and
North Agua Hedionda sewer interceptors. Water projects receiving appropriations include the
Palomar Airport Road/El Camino Real pump and the replacement of 3000 feet of water pipeline in
San Marcos Boulevard towards the west from Rancho Santa Fe Road. Street projects receiving
appropriations in 2004-05 include the widening of El Camino Real from Tamarack to Chestnut and
north of Cougar. In addition, next year’s Capital Improvement Program includes $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 2004-05 is $142.5 million, with appropriations of
“proceeds of taxes” of $77.5 million.
PAGE 3 OF AGENDA BILL NO. 17,671
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. The revisions to these fees are shown in Exhibit 3.
ENVIRONMENTAL REVIEW:
In accordance with Government Code, all projects that receive appropriation of funds for fiscal year
2004-05 received a finding of General Plan Consistency by the Planning Commission at their
meeting on May 5, 2004.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1.
2.
3.
4.
5.
6.
7.
a.
2004-05 Preliminary Operating Budget overview.
2004-05 Preliminary Capital Improvement Program overview.
Recommended changes to City Master Fee Schedule - June 2004 (Master Fee Schedules on
file with City Clerk).
Resolution No. 2004-195 of the City Council of the City of Carlsbad, California, adopting
the Final Operating Budget and Capital Improvement Program for fiscal year 2004-05 for the
City of Carlsbad and establishing controls on changes in appropriations for the various funds.
Resolution No. 1215 of the Board of Directors of the Carlsbad Municipal Water
District, California, adopting the water district final Operating Budget and Capital Improvement
Program for 2004-05.
Resolution No. 384 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 2004-05.
Resolution No. 2004-196 of the City Council of the City of Carlsbad, California,
establishing the 2004-05 appropriation limit as required by Article XlllB of the California State
Constitution and State law.
Resolution No. 2004-197 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
The Preliminary Operating Budget and Capital Improvement Program 2004-05 is on file with the
City Clerk.
The Technical Appendix is available for review in the Finance and Engineering Departments.
DEPARTMENT CONTACT: Cheryl Gerhardt; 760-602-2430; cqerhfl3ci.carlsbad.ca.w
3
CITY OF CARLSBAD
2004-05 PRELIMINARY BUDGET
Exhibit 1
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
0 Sewer system 0 Recreation programming for all ages
0 Solid waste services 0 Park lands
Housing programs 0 School programs
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad’s
residents. The Council has
worked closely with the
schools in the past, and
staff continues to meet with
them on a regular basis.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the
City Council’s five-year
vision statements. These
statements are shown
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
emphasis during the year.
Once these are developed,
staff develops operational
Citv of Carlsbad 2004-05 Strategic Goals
Top-Quality Services - Be a city that provides exceptional services on a daily
basis.
Transportation/Circulation - Provide and support a safe and efficient
transportation system that moves people, services, and goods throughout Carlsbad.
Balanced Community Developnient - Be a city that connects community,
place, and spirit and economically sustainable land uses.
Parks/Open Spaceflrails - Acquire, develop, and maintain a broad range of
open space and recreational facilities that actively address citizen needs, which are
fiscally responsible, and are consistent with the General Plan and Growth
Management Standards.
Water - Ensure, in the most cost-effective manner, water quality and reliability to
the maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
Environmental Managentent - Be an environmentally sensitive community
by focusing on: conservation, storm water, sewage collection and treatment, solid
waste, and cost effective and efficient use of energy including alternative energy
sources.
Fitiancial Health - Pursue and implement proactive strategies that support
sustainable economic health and manage fiscal resources effectively.
Cornmunicatiori - Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government and a high level of citizen
confidence in its government
Learning, Culture & Arts - Promote and support continuous learning,
cultural opportunities and the arts within the community and the City organization.
citizen COn~ieCtiOll- Be a city that embraces Community connectivity
through the effective use of technological and interpersonal mediums.
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
Exhibit 1
the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live,
work, and play.
ECONOMIC PROFILE
The economy over the past few months has been moving in a positive direction signaling the
return of economic growth as well as job growth in the nation and California. According to
advance estimates released by the Bureau of Economic Analysis, real gross domestic product --
the output of goods and services produced by labor and property located in the United States --
increased at an annual rate of 4.2 percent in the first quarter of 2004. In the fourth quarter, real
GDP increased 4.1 percent.
Change in Real 6DP
'II
II Ill IV I II Ill IV I II 111 IV
2ooo 2001 m I II 111 IV I
mM04
... ..
The major contributors to the increase
in real GDP in the first quarter were
personal consumption expenditures,
equipment and software, government
spending, exports, and private
inventory investment.
Investors also seem to be feeling more
positive about the future economy,
despite the difficult situation in Iraq
and the recent spike in oil prices. The
Federal Reserve's statement, issued
May 4, was believed to be pointing
towards higher interest rates in the
future. Since the Fed usually only
raises rates in a strong economy with sound fundamentals, it was another indicator that the
economy is on solid footing.
There has also been positive economic performance from California's economy. Personal
income growth has picked up, growing 4.5% ahead of the previous year as of the end of the 4'h
quarter of 2003. Taxable sales have also improved with six consecutive quarters of year over
year growth according to the State department of Finance. Job growth was the one lagging
area in California and recent data suggests that it may be turning around, as well. According to
the Economic Development Department, payroll employment grew by 16,300 jobs from March
to April 2004. This is the second consecutive month that payroll employment has reached an
all-time record high. The unemployment rate was 6.2%, down from 6.6% in March and 6.8% a
year ago. All of these set the stage for a growing California economy; however, most
economists caution that the growth will not be robust and there are still some uncertainties for
the future.
In an overview of the state's economy, UCLA Anderson Forecast Senior Economist Joseph
Hurd states, "California's economy is moving up and out of the trough of recession. We have
seen job growth for a few months - taxable sales are stronger and housing continues to be
strong, both in sales and construction.''
Dr. Hurd cautions that the economy still must confront state budget cuts that will reduce public
sector jobs by 25,000 over the next 15 months, surging gasoline prices and a weak dollar, which
make imports more expensive, and high household debt, which will limit new purchases of cars
and other durables for the foreseeable future.
5
Exhibit 1
As Dr. Hurd noted, the financial woes of the
California government may continue to hold
back the growth of the California economy.
The economic recovery and the actions taken
under Governor Schwarzenegger have
helped to improve the near term outlook for
the state as evidenced by Moody’s upgraded
credit rating for the State in May 2004.
However, according to the Legislative
Analyst’s Office (LAO), the State is still facing
significant deficits in future years. The LAO’S
report states that while the Governor’s plan
would balance the budget in 2004-05, a $6
billion shortfall reappears in 2005-06, growing
to over $6.5 billion in 2006-07 and beyond.
The ongoing budget shortfalls result from the
hinh reliance in the near term on one-time
LAO Forecast for State of California
Large Operating Sfiortfalls to Persist Under May Revision8
savings and loans that will need to be repaid in the future. It is the LAO’S opinion that the State
will not be able to simply “grow its way” out of the current deficit situation.
The outlook for California in the latter half of 2004, according to the State Finance Department,
is for job growth to hit an annualized rate of .8%, with the low rate attributable to the late
improvement in the labor markets, and personal income growth to rise by 5.4%. For 2005, they
are predicting further improvements with job growth showing a 2.1% increase and personal
income up by 5.6%.
Locally, the San Diego economy has fared better than either the nation or the State. The
region added 5,100 jobs last month, nearly a third of the jobs growth statewide. Due to it’s
diversified economy, San Diego never really felt the jobs loss experienced in other areas of the
State. San Diego County’s unemployment rate declined from 4.2% in March to 3.9% in April,
compared to a 5.4% rate nationally and 6. I % in California.
The continuing job growth in San Diego is reflected in growing consumer confidence in the
region. Last month, confidence rose by 3.2%, according to a monthly survey by The San Diego
Union-Tribune, “Consumers are more optimistic about current circumstances than they have
been in nearly two years, although there is continuing pessimism about what the economy will
be like six months down the road.”
Carlsbad’s economy is tied closely to that of the San Diego region. General improvement has
been seen in the past year in almost all areas. Total sales taxes in the City for the last calendar
year grew 6.7%, with the general retail and transportation segments both increasing by almost
10%. Transient Occupancy Taxes, the City’s gauge of the tourism industry, are up 4% for the
fiscal year through April.
Carlsbad’s residential real estate market has continued strong throughout the year. The City
expects to issue 1,198 residential permits this year, slightly higher than the 834 in the previous
year. The impediment to higher development is mainly due to the lack of supply rather than a
lack of demand. However, there are a number of new residential communities in the final
phases of development, which will add significantly to the residential housing stock in Carlsbad.
These include the Calavera Hills project in northeast Carlsbad, with 331 single-family homes
and 358 multi-family units planned; the Villages of La Costa projects known as the Oaks, the
Greens and the Ridge which will add approximately 1,700 single-family and 550 multi-family
units and the Bressi Ranch area with 523 single-family and 100 multi-family units to be
Exhibit 1
developed. The completion of these master planned communities will signal the end to the
large-scale residential developments in Carlsbad.
Median SFD Home Prices in Carlsbad
(in Oook) I $600
$500
$400
$300
$200
$100
$-
1999 2000 2001 2002 2003
With supply relatively low, housing
prices have continued to escalate.
The median price for single-family
homes in Carlsbad averaged
$561,000 for calendar year 2003,
a 17% increase from the previous
year. Total assessed values in the
City stand at over $14 billion,
double what they were just five
years ago. With the new
developments mentioned earlier
starting to sell this year, the City
has projected it will add about
3,700 more residential units and
an additional 5.9 million square
feet of commercial/industriaI
development over the next five
years. The City’s residential housing stock is about 85% built out, with approximately 6,800
housing units remaining to develop.
Commercial and industrial development has been sluggish in the past few years, adding well
under a million square feet per year. This is expected to pick up over the next five years to
average over 1.1 million square feet per year. 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 mall; the Carlsbad Company
Stores - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the most recent addition; the Forum at Carlsbad - a commercial center with retail
shops, restaurants and other commercial uses.
Development has also enhanced Carlsbad’s reputation as a d.estination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City with the most recent additions being the
Inns of America, which opened in December 2001, and the Extended Stay America, which
opened in fall 2002. This brings the total available hotel rooms in the City to about 3,500.
It is the Council’s goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of these is the Growth Management
Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were
constructed along with development. It also ensures that a financing plan is in place to pay for
the facilities prior to the development of the property.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General fund, and a 20+ year Capital Improvement Program. As
part of the Capital Improvement Program, the City annually calculates the amounts needed to 7
Exhibit 1
pay for the various projects and calculates the anticipated operating budget impacts. In this
way, we can anticipate the effects of development from both a capital and an operating
perspective.
One of the newer initiatives the City has undertaken to ensure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
DroDer maintenance and redacement, when needed, will be performed on streets, parks, and
many facilities for which the’City is responsible.
General Fund Revenues
100,000 n I
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 03 04e
mRopertyTax mSalesTax 0 Tra-sient Occ Tax
OVehclebcFees DFrxhseTaxes .All Others
Despite the slow recovery underway,
Carlsbad’s current economic position
is an enviable one. A relatively
healthy local economy over the past
five years provided additional
revenue-generating sites that allow
the City to continue to provide
services despite the sluggishness of
the recent economy. The Carlsbad
Company Stores, opened in late
1997, has continued to expand and
now contributes over $1.3 million
annually to the City’s sales tax
receipts. The City’s Auto Mall
generates over $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 tax base. The five major revenue sources for the City:
property taxes, sales taxes, transient occupancy taxes (TOT), franchise taxes, and vehicle
license fees, are expected to provide $75.4 million, or 77%’ of the City’s General fund revenues
in 2005. 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 2004-05, the City’s revenue projections reflect increasing consumer confidence
with growth in base sales taxes at about 5.5%. Housing prices are expected to level out, with
the expected rise in interest rates, especially in the higher-end homes. Development is
predicted to increase as new housing developments come on line in the next year. And finally,
tourism is expected to continue to recover over the year, with TOT receipts finally reaching
2001’s level by the end of 2005. More information on all of the City’s revenues and programs
can be found in the later sections of this document.
The most significant area of risk in the forecast for Carlsbad is in the impact on the City from the
state of California’s budget deficit. The State’s budget for fiscal year 2004 took approximately
$1.5 million from the City’s General fund with the promise to pay the majority of it back in the
future. In the early part of the 199O’s, the State also overspent their budget resulting in a
permanent loss of over $2.5 million from Carlsbad’s General fund in the form of a reallocation of
property taxes. So the precedent of the State taking local revenues on a permanent basis to
solve it‘s fiscal problems has been set and thus, threatens the stability of the City’s finances.
8
Exhibit 1
In addition, a ballot measure in November authorized what is known as the “Triple Flip”. This is
a complicated method of securing payment for the Deficit Reduction Bonds, which the State is
planning on issuing this year. It essentially results in the temporary swap of a % cent of the
cities’ sales tax in return for property tax. It should have no effect on the amount of tax
revenues the cities receive but it will result in the loss of some interest earnings due to the delay
in the timing of the receipt of the taxes.
The Governor’s May Revision of the 2004-05 budget reflects an agreement worked
out between the Governor and a group of city, county and special district
representatives. The package is to be put on the November ballot as a
constitutional amendment. The main provisions include:
Permanently reducing the vehicle license fee rate to its current .65% and
provide property taxes to cities and counties to offset the loss on a dollar for dollar basis.
Cities, counties and special districts are to make a contribution to the State totaling $1.3
billion in both the ‘05 and ‘06 fiscal years.
Guarantees repayment of the of VLF amounts taken by the State this year in fiscal year ‘07.
Guarantees that the “Triple Flip” will be reversed when the bonds are repaid.
Provides for mandate relief if the State does not pay the mandated costs.
Secures the Governor’s commitment to campaign for voter approval of the measure.
If this constitutional amendment passes as proposed, it means that the City of Carlsbad will
lose $1.8 million from the General fund, $220,000 from its Redevelopment Agency and up to
$750,000 from the Water Enterprise in each of the next 2 years. In exchange for this 2-year
“contribution” to the State, the cities will gain protection from further raids on their revenues by
the State. As it is likely that some similar loss will be adopted in the final State budget,
Carlsbad’s estimated revenues have been adjusted downward to reflect the terms of the
proposed agreement.
While it would be preferable for the State to balance its budget without impacting local
government, if the State can limit the effects to those indicated in the proposed agreement and
if the promised revenue protections are achieved, the impact on Carlsbad will be manageable.
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 quite a few City facilities - mainly parks - planned 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.
9
Exhibit 1
This forecast assumes that revenue growth will pick up at a moderate pace in 2005 and
continue into the future. It does assume that the agreement with the Governor is approved;
thus, reflecting decreased property taxes in fiscal year ‘05 and ‘06 and then full revenue receipts
after that time.
General Fund
$160 --
$140 --
$120 --
Ill 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
I - Revenues +Projected Budget I
I’ I
To project the expenditures, it
includes all known personnel costs,
most of 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, slowing to 5% in the
future. It also assumes personnel
growth (new positions) to remain
rather flat at no more than 2% per
year. And finally, it includes
estimated operating costs for all
capital projects in the timeframes shown in the CIP.
The results show that the General fund would operate at a surplus until 2008, at which time the
forecast goes into a slight deficit and the deficit continues to grow to a maximum of 4% of the
budget by 2014. 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. One of the more significant changes resulting in
expenditure growth in the later years is the projected loss of Transnet revenues, which are used
for street maintenance. Transnet is a % cent additional sales tax collected countywide and used
to improve the transportation systems. The current authorization for the sales tax will end in
2008. SANDAG, the San Diego Association of Governments, is placing a measure on the
November ballot to reauthorize the sales tax for another 40 years. If the measure passes, the
deficits in the future years will be reduced.
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. The General fund forecast is a tool
available to the City for managing its fiscal resources effectively and monitoring the
achievement of sustainable economic health for the City of Carlsbad.
Exhibit 1
PROJECTED ESTIMATED
FUND 2003-04 2004-05
GENERAL FUND $ 91.2 $ 96.1
SPECIAL REVENUE 12.2 9.7
ENTERPRISE 32.5 32.8
INTERNAL SERVICE 13.9 11.9
REDEVELOPMENT 3.3 3.7
TOTAL $ 153.1 $ 154.2
2004-05 PRELIMINARY OPERATING BUDGET OVERVIEW
$ %
CHANGE CHANGE
$ 4.9 5.4%
(2.5) (20.5%)
0.3 0.9%
(2.0) (14.4%)
0.4 12.1%
$ 1 .I 0.7%
The preliminary Operating budget for fiscal year 2004-05 totals $1 47.6 million, with revenues for
the year estimated at $154.2 million. General fund revenues are estimated at $96.1 million and
budgeted expenditures are $90.5 million.
I
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
VEHICLE LICENSE FEES
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
REVENUE
$
CHANGE
$ 1.3
1.3
0.4
(0.3)
1.1
0.9
(0.0)
$ 4.9
The following table shows the total operating revenues the City anticipates receiving for
2003-04, as well as those estimated for 2004-05.
%
CHANGE
5.1%
5.3%
4.8%
(6.7%)
25.4
17.3%
(0.0%)
5.4%
Revenue estimates for the Operating budget indicate that the City will receive a total of
$1 54.2 million, slightly higher than the current year projections. Increases in General fund
revenues, mainly property and sales taxes, offset the declines in the other funds. The decline of
$2.5 million in the Special Revenue funds is due to one-time revenue received in 2003-04 in the
Housing Trust fund for interest and shared appreciation received on loan repayments. The
decline of $2 million in the Internal Service funds is due to a $2.5 million transfer in 2003-04 in
the Workers Compensation fund and the elimination of the Records Management fund. 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 I SIGNIFICANT GENERAL FUND REVENUES
Iln Million
PROJECTED
$ 26.8
25.1
8.8
5.0
4.0
5.2
16.3
2003-04
$ 91.2
1
ESTIMATED
$ 28.1
26.4
9.2
4.7
5.3
6.1
16.3
2004-05
$ 96.1
Exhibit 1
This year it is expected that property taxes will grow to almost $30 million in fiscal year 2005, a
12% increase over the past year. However, the City will only receive $28.1 million of that due to
the reductions proposed in the State of California's budget mentioned earlier in this letter. The
State reduction brings the growth down to 5% for the 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 2004-05 are based on values as of January 1,2004. 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.
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 unless there is
Property and Sales Tax Growth
I"lhorn."U*
a significant amount of housing activity. In more recent years, we have seen robust growth in
property taxes due to new developments, a large number of resales within the City spurring
revaluation of the parcels and double-digit growth in housing prices.
Sales taxes are expected to total $26.4 million for 2004-05, an increase of 5.3% over the 2003-
04 projections. These projections assume a base increase of 5.5% ~lus additional amounts for
Sales Taxes by Category II
corts-n Msc
new retail sites locating to the City. The
increase would have been closer to 7% if
not for the impact of the State's budget
on the revenues. As mentioned earlier in
this letter, the "Triple Flip" is essentially a
temporary swap of a '% cent of the cities'
sales taxes in return for property tax. The
revenue estimates continue to show this
amount as sales tax since the amount is
reflective of the amount of sales tax the
City would have received. It should have
no effect on the ultimate amount of tax
revenues the cities receives but it will
result in a delay in the timing of the
receipt of the taxes. Because of this
delay between years, sales tax receipts
for FY05 may be lower by about $500,000. The details of how the swap will work are still being
discussed and actual receipts may differ.
One of the most significant new sites in Carlsbad is a retail center in the southernmost part of
the City. This center includes approximately 190,000 square feet of retail space as well as
restaurants and other commercial uses. The center opened in late 2003 with new tenants
continuing to move in.
Exhibit 1
As can be seen in the accompanying chart, the City’s sales tax base is heavily weighted in the
transportation (predominantly new car sales) and retail sectors. These two sectors make up
70% of the City’s sales tax base.
Sales tax estimates also include approximately $700,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $9.2 million for 2004-05, an increase of 4.8% over 2003-04 estimates. TOT
Transient Occupancy Taxes
$8.000
$6,000
$4,000
$2.000
01 02 03 04e 05e
Fiscal Year
is the one revenue source for the City that was
severely affected by the September 2001
terrorism attacks and has not yet climbed back to
its previous levels.
The tourism industry was already beginning to
slow due to the downturn in the national and
regional economies when the terrorist attacks
practically shut down the industry in fall 2001. As
a result, TOT for fiscal year 2002 declined 8%.
The recovery from those events has been stifled
by the war in Iraq, the SARS epidemic and
general sluggishness in the economy. In addition,
Carlsbad’s TOT has 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 much of the growth experienced by the other hotels in the City. A large part of
the remodeling has been completed and with the strength in the economy, it is projected that
TOT revenues will finally get back to the pre- 9/11 levels in FY05.
One of the more volatile General fund revenues is the franchise tax. Franchise taxes are paid
by certain industries that use the City right-of-
way to conduct their business. The City
currently has franchise agreements for cable n/
service, solid waste services, and gas and
electric services. The cable and solid waste
franchises have been growing along with the
growth in population and changes in their rate
structures. These franchise revenues are
projected to grow by about 3% to 5% in fiscal
year 2005. The large fluctuations in franchise
taxes has come from the taxes on gas and
electric services, which are paid by San Diego
Gas and Electric (SDG&E).
SDGE Franchise Taxes
$6
$5
$4
$3
$2
$1
.an 7- 2000 01 02 03 04e 0%
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu’’ franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the “in-lieu” taxes received 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, more than $12 per thousand cubic feet. In addition, the
Encina power plant was operating at a much higher capacity. The combination of these two
factors resulted in an increase in franchise fees to the City of over 100% in FYOl and FY02
(franchise taxes are paid in April for the previous year). Another price spike occurred in 2003 as
Exhibit 1
Monthly Natural Gas Price Forecast can be seen in the price chart. The FY05 forecast
shows a decline of 13% from the previous year.
Vehicle License Fees (VLF) are collected by the
Department of Motor Vehicles when cars or other
tow P vehicles are registered. They are calculated on the 3 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. Over the past several years,
the State has decreased the VLF paid by
taxpayers. This tax break was given in the years when the State was experiencing budget
surpluses. Since VLF is a city and county revenue, the State made up the loss of revenue to
the cities and counties through what is known as the “backfilling” of the loss with State general
fund money. In fiscal year 2004, now faced with large deficits, the State stopped backfilling the
cities and counties. This resulted in a loss of VLF revenue to Carlsbad of over $1 million. The
State has promised to pay back the loss in FY 07. The estimated revenue for fiscal year 2005
is based on a return of full payment of VLF, an increase of approximately 25%.
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Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These
revenues are difficult to predict, as
many of the planning and engineering
activities occur months or years before
any structures are actually built.
Development-related revenues
declined slowly from the high of 1998,
but have begun to pick up in the last
few years as several large master
plans have been working their way
through the system. A 17% increase
is expected in the revenues for fiscal
year 2005, with much of the growth
occurring in the building fees as the
projects move into the final stage of
obtaining building permits.
1 Development Revenues and Permits Issued
I $9 1 r 2,500
2.000
1,500 Y
1,000 a“ 1 .- E $4 = $3 ::I ~ I ~ I ~ I I iw0
$0 0
FiscalYear98 99 00 01 02 03 04e 05e
I /+Revenues -Residential Permits Issued I
All other revenues include business license taxes, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2004-05 totals
$1 6.3 million, no change from fiscal year 2003-04.
Business license taxes are closely tied to the health of the economy. Although, the estimate for
fiscal year 2005 shows no increase from the previous year, it is due to some one-time payments
received in FY04 rather than no projected growth in the revenue. Absent the one-time
payments, it is projected to grow by approximately 5%. 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 grow slightly over the next year, reflecting a softening of the real estate
market. Interest income is projected to remain about the same due to the use of some of the
General fund balance on major projects as approved on the ballot propositions. The City earns
about $2.5 million on its General fund investments every year.
Overall, General fund revenues are expected to grow by about 5.4%, or $4.9 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property, sales and
TOT. Although the City experienced revenue growth between 9% and 17% in the late 199O’s, it
Exhibit 1
Grants (Section 8 Housing Assistance,
Community DeveloDment Block Grants);
was not sustainable growth. Much of those increases were due to the opening of new hotels,
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. The 5.4% gain projected
for fiscal year 2004-05 is respectable given that the CPI is only expected to grow by 2.3% in
2005. This growth is closer to what may be expected in the future.
Other Funds
Special Revenue Funds
I- - Donations- - 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
Section 8 Program.
Maintenance
Districts
22%
Housing
TNSt
5%
All Others
Section 8/
64%
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 2004, the City expects
to receive about $2.7 million in repayments. For fiscal year 2005, 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 $100,000 more in revenue for next
year, due to the increase in assessment revenue. A five-year maintenance contract was
entered into and the assessments along with the balances in the fund will be used to pay for this
program.
The noteworthy increase in estimated revenues was in the Section 8 Housing program fund, up
$564,000 or 10%. The additional projected revenue is due to a 1% increase in our projected
lease rate for 2004-05 resulting in an increase in grant funds of $567,000.
One other change in the Special Revenue funds in 2004-05 is the recording of the Storm Water
Protection Program in the Solid Waste Enterprise fund rather than in the Special Revenue fund.
During 2003-04 the solid waste fee was increased to include the cost of this program. The
revenue from this fee increase as well as the costs of the Storm Water Protection Program are
now recorded in the Solid Waste Enterprise fund.
Exhibit 1
Enterprise fund revenues for 2004-05 are projected at $32.8 million, up slightly or $295,000.
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. Other
changes in the Enterprise funds are the result
of normal fluctuations in operations. Besides
the increase in the solid waste fee which
occurred during 2003-04, 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.
Enterprise Funds
Golf Solid Course Waste-, no/, Sanitation
7% \ 7- 2:” Recycled i r Water
7%
Water2
65%
Internal Service funds show estimated revenues of $1 1.9 million for 2004-05, a decrease of $2
million, or 14%, over 2003-04 projections. lntemal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers’ Compensation,
Liability and Health Insurance, as well as Information Technology and Vehicle Maintenance and
Replacement. Departments pay for services provided by these funds; 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 several main reasons for the change in the revenue estimates for the Internal Service
funds. The most significant change is in the Workers’ Compensation fund. The City is self-
insured for workers’ compensation claims. Due to changes in State law and overall increases in
health care costs, the City has seen its workers’ compensation claims increase significantly over
the past two years. In order to provide sufficient funds for the payment of current and future
claims, a transfer of $2.5 million from the various funds that use the workers’ compensation
services was made during April 2004. That one-time transfer accounts for the majority of the
decrease in revenue estimated in the Internal Service funds for the 2005 fiscal year. Offsetting
that decrease in the Workers’ Compensation fund was a $1.2 million increase in
interdepartmental revenues. This is the increase in charges to departments for Workers’
Compensation. These charges have been increased to cover the estimated annual claims and
ad ministration costs.
Another Internal Service fund that had an increase was the General Liability Self-Insurance
fund. Liability claims have exceeded revenues over the past few years; however, the Liability
fund had significant balances to cover this shortfall. Now that these balances have been drawn
down have increased from $650,000 in 2003 to $1.2 million in 2004-05 to cover the estimated
annual claims and administration costs.
The final change to note in the Internal Service funds is that there is no longer a Records
Management Internal Service fund. This fund dissolved and the program costs split between
the Information Technology fund and the General fund.
Redevelopment revenues are expected to total $3.7 million in the upcoming year, a 12.1 % or
$417,000 increase over the projections for the previous year. Most of the increase is the result
of additional tax increment to be received from 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 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 $91 1,000 from the $712,000 expected
in fiscal year 2004.
Exhibit 1
Tax increment in the City’s other Redevelopment area (the Village) is expected to increase by
5% to $1.8 million in fiscal year 2005. 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
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 2004-05 totals $147.6 million, which
represents an increase of $4.9 million, or 3.4%, from the adopted 2003-04
budget. This increase is mainly the result of personnel cost increases in the
General fund budget, which will be explained in more detail below. The
I changes in each of the City’s programs will be discussed fully below.
Budgetary Policies
Due to the uncertainty about the State’s financial problems and how they may affect the City,
the theme behind this year’s budget policies was ”managing resources effectively” - to manage
our current resources as effectively as possible so that we are able to deliver the same quality
and level of our services while maintaining a balanced budget for now and in the future. To
achieve that end, the following specific goals were set:
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 No new positions.
0
No new programs, other than those already in progress or anticipated in the CIP.
Budget requests for one-time funding to implement specific goals will be considered.
Generally, be prudent in your budgeting. Consider cost containment measures and
budget discretionary items at minimum levels.
Over the past three years the “Expenditure Control Budgeting” or ECB process was used.
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 so every year the block was increased for by an index for
growth and inflation. The ECB process was suspended this year in order to tighten up the past
budgets. Every program was scrutinized to determine the true cost of providing the services
and was budgeted at the level deemed necessary to continue to provide the services. The
result was an overall reduction in the majority of the non-personnel accounts. It is expected that
we will return to the ECB process next year using the fiscal year 2004-05 budget as the base.
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.
The 2004-05 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
Exhibit 1
The Records Management Program is now being shown within the General fund
rather than as an Internal Service fund. The costs of the software and hardware for
the program have been transferred to the Information Technology Internal Service
fund and those costs will be allocated to users in the Information Technology
charges. The remaining Records Management costs will become General fund
costs and be allocated to other funds through the cost allocation plan.
0
0 The Storm Water Protection Program is now accounted for in the Solid Waste
Enterprise fund rather than as a separate Special Revenue fund. In October 2003,
as the result of the City of Carlsbad Storm Water Pollution Protection Program
Regulatory and Fee Study Report, Council adopted a new rate structure for the City’s
solid waste service program to recoup the majority of the Storm Water Pollution
Prevention Program costs. This new rate structure increased both residential and
commercial trash fees. The Storm Water Protection program, which is budgeted at
$1.4 million in 2004-05, was previously funded through a loan from the General fund.
Budneted Expenditures
Through the application of these guidelines and policies, the 2004-05 Operating budget of
$147.6 million was developed. Due to the uncertainties regarding 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 2004-05 Operating budget proposes no new full-time or three-quarter-time employees. The
net decrease in hourly staff totaled approximately .34 full-time equivalents (FTE). These
changes result in a City workforce of 646 full and three-quarter-time employees and 147.93
hourly FTE.
New Faci I i t ies
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. Two
new parks are expected to open near the end of next fiscal year: Hidden
Canyon and Aviara Park. No additional funds have been included in next year’s
budget for the maintenance of these parks since the openings will be so close to
the end of the year. The following year’s budget will include additional operating costs for a full-
year for both of the parks.
Public Safety
Public safety has always been, and remains, a top Council priority. In
accordance with the budget policies, the Police and Fire departments are not
adding any new positions in fiscal year 2004-05. The current level of staffing is
considered sufficient to maintain the service levels in the departments.
In order to control costs and manage overtime effectively, the Police department
is implementing an overtime management plan. Under the plan, overtime budgets in most
divisions have been reduced by 6% and an overtime contingency account was created to
address any one-time or unusual overtime demands anywhere in the department. This goal of
this plan is to minimize the use of overtime where there may be other options, without
jeopardizing public safety.
Exhibit 1
The Police will also continue to implement their Public Safety Technology Plan this next year.
This plan replaces the computer-aided dispatch system originally installed in 1986 and will allow
for mobile computing, mapping and automatic vehicle location. Mobile computing will allow
officers to receive calls on their in-car computer and perform other functions such as email and
accessing regional databases while in the car. A computerized map will show the unit’s current
location and location of call. The Automatic Vehicle Location is the real-time tracking of police
units with the closet unit to the call being dispatched. These improvements will give us the tools
to manage our officers even more effectively.
A change in the Fire safety area was previously approved by Council and is reflected in the
fiscal year 2005 budget. On July 1, 2003, the City of Carlsbad’s Fire Department became 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@) to an emergency scene regardless of
jurisdictional boundaries. The City believes joining the NCDJPA has improved regional
coordination, created operational efficiencies, and improved cross-jurisdictional response times
with the member agencies. The annual cost associated with being a member of the NCDJPA
for year two is estimated to be $260,000, with the City receiving a discount of 20%.
Volunteer Program
A Community Volunteer Coordinator position was hired during fiscal year 2003-04. This
position was designed to create a streamlined way to enable our citizens to connect with
volunteer opportunities. This ‘one-stop shop’ to involvement will help create a powerful network
to place volunteers within the City and community. Volunteers are a great resource for the City,
and as this program continues to develop over the next year, it is expected that the City will
benefit even more from the use of volunteers.
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. During the spring of fiscal
year 2003-04, the Recreation department implemented an on-line class
registration for Aquatic classes. This enabled over 75% of the registrations to
be done via the internet. This not only allows busy moms, dads, seniors, and
everyone else to be able to register for their favorite aquatic class from home,
it also saves staff time previously spent on answering phones, opening mail and processing
checks. The plan for FY05 is to implement the on-line registration for the rest of the recreation
classes. Once fully implemented, it is expected that there will be a noticeable savings in staff
time.
Customer Service
One of Council’s goals is top-quality service, which means serving our customers well.
Although there are only a few 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 2005 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. One new exciting
program proposed for next year is the Passport Services program. This program would allow
the public to apply for a passport at a City facility instead of having to drive to the next closest
passport offices in Oceanside or Escondido. The City could accept the application and mail
them to the Department of Passports. The City will receive $30 per passport application
received for providing this service. This service is proposed to be provided using existing staff
Exhibit 1
and resources. This program will not only provide a new service to our citizens, it will also
generate additional revenue for the City.
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
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 66 vehicles that met the
replacement criteria outlined in Administrative Order Number 3, only 42 vehicles were selected
for replacement. Of the 42 units selected for replacement, 7 vehicles were downsized.
BUDGET BUDGET $ %
2003-04 2004-05 CHANGE CHANGE
$ 84.9 $ 90.5 $ 5.6 6.6%
9.7 10.0 0.3 3.1%
32.6 31.6 (1 .o> (3.1%) 13.7 13.4 (0.3) (2.2%)
1.8 2.1 0.3 16.7%
Connecting Community, Place, and Spirit
TOTAL
A new initiative began in 2003 with the ultimate goal of connecting
community, place, and spirit. The initiative was kicked off with a conference
held in March 2003, which brought together a wide range of community
members as well as City staff to begin a collective dialogue about the future.
Over the past year, the process continued as twelve community focus groups
were held throughout the City, attended by more than 400 citizens, to discuss
the themes generated at the conference. All the information was distilled and
presented in a Council workshop. At the workshop, Council developed their vision for the look
and feel of the City’s future civic centers and City government buildings.
_, . .-
$ 142.7 $ 147.6 $ 4.9 3.4%
Based on the Council’s direction, there are several goals included in the 2004-05 budget to
begin the design of the vision. The Centre City Gateway project will be developing a land use
vision and strategy process for the coastal area near the center of the City. The Capital
Improvement Program contains funding for the land use plans for a City/Safety Training facility
and a Public Works center and the 2004-05 operating budget contains $50,000 to begin work on
a conceptual plan for a Civic Center Plaza. Besides designing the hardscape for the City, there
is also $40,000 in the 2004-05 budget to continue the work of community engagement -
continuing the dialogue about what the citizen’s want and what they can do together to connect
community, place and spirit in Carlsbad.
Budaet bv Fund Type
This table below shows the changes in the operating budget for fiscal year 2004-05 compared
to the adopted budget for fiscal year 2003-04.
Exhibit 1
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
are projected to
increase by 14.8% in
2004-05. Due to
labor contracts with
our employee groups,
much Of the Cost was
previous I y
determined. With the
exception of a small
increase in capital
outlay, the remaining
General Fund
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Thousands)
~ BUDGET BUDGET $ %
2003-04 2004-05 CHANGE CHANGE
PERSONNEL $ 51,162 $ 58,725 $ 7,563 14.8%
M&O 27,161 25,788 (1,373) (5.1%)
CAPITAL OUTLAY 313 52 1 208 66.5%
,TRANSFERS 6,231 5,430 (801) ( 12.9%1
$ 84,867 $ 90,464 $ 5,597 6.6% TOTAL
PERSONNEL COSTS
BUDGET BUDGET $ %
2003-04 2004-05 CHANGE CHANGE
$ 40,679,240 $42,408,064 $ 1,728,824 4-2%
I
SALARIES
HEALTH INSURANCE 4,144,535 4,592,965
PERS 4,413,685 8,645,711 4,232,026 95.9%
WORKERS COMP 61 7,431 1,708,870 1,091,439 176.8%
wpm
OTHER PERSONNEL 1,307,395 1,369,432 62,037 4.7%
TOTAL $ 51,162,286 $58,725,042 $ 7,562,756 14.8%
This next table shows the breakdown of personnel costs for the General fund. Salaries include
full and part-time staff costs and account for $1.7 million of the increase in the General fund.
Benefits make up the remainder of the personnel costs with the largest increases in health
I GENERAL FUND I insurance, PERS and workers compensation costs.
The PERS rates have
increased due to the
implementation of enhanced
benefits as well as the effect
of investment losses in the
plan. These rates are
expected to increase again
the following year and then
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 2004-05
General fund budget, which is consistent with the $2.3 million budgeted in the prior year.
During 2003-04, less than $150,000 of the contingency account was used.
Non-departmental expenses include payments for debt service, transfers to other funds, and
administrative and other expenses not associated with any one department. The largest
increase is an $800,000 transfer to the Capital Improvement Program to partially fund the
artificial turf project planned for Stagecoach Park. In addition, the Infrastructure Replacement
fund transfer was increased by $225,000. This amount is budgeted at about 4% of General
fund revenues. The increases were offset by a decrease of approximately $563,000 which was
a transfer from the General fund to the Information Technology fund to help fund the CAD
hardware costs and the transfer from the General fund to the Storm Water Protection Program
Exhibit 1
Special Revenue fund in the amount of $1.2 million. Both of these items were in the previous
year’s budget but are not budgeted in 2004-05.
2003-04
$ 3.7
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA).
I GENERAL FUND EXPENDITURES
2004-05
$ 3.7
BY MAJOR SERVICE AREA I
CHANGE
$ -
I
CHANGE
0.0%
FUND
POLlCYlLEADERSHlP
5.4
29.2
6.2
14.3
15.7
8.1
2.3
$ 84.9
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
CONTINGENCY
NON-DEPARTMENTAL
6.0
33.1
6.3
14.8
16.9
7.4
2.3
$ 90.5 TOTAL
0.6
3.9
0.1
0.5
1.2
(0.7) -
$ 5.6
(In Millions)
BUDGET I BUDGET
11.1%
13.4%
1.6%
3.5%
7.6%
-8.6%
0.0%
6.6%
$ I % I
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 City Clerk’s
budget, which is the result of reductions in Records charges for support to the City Clerk
due to the conversion of Records from an Internal Service fund.
There were minimal changes in the total budget for Administrative Services. The
increase is due to conversion of Records Management budget from an Internal Service
fund to a General fund.
The growth in Public Safety is due mainly to increases in personnel costs.
In the Community Development area, the 1.6% increase is due mainly to personnel cost
increases offset by declines in one-time costs for the “Connecting Community, Place,
and Spirit” program.
In the Community Services area, the 3.5% increase is mainly due to the personnel cost
increases. The Seniors program shows a 12.9% increase due to the movement of both
revenues and costs for the Senior Daytrippers programs from a Special Revenue fund to
the General fund budget. The costs of this program are 100% offset by revenue so
there is no net cost to the General fund.
Public Works shows an overall increase of 7.6%. The largest increase is in the
Engineering division. Both plancheck and inspection costs have risen sharply over the
past two years due to development activity. It is expected that once development slows
down, these costs will also decline.
Capital outlay expenses totaling approximately $521,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10 million, show an increase in anticipated spending of
approximately $325,000, or 3.1%. Most of the increase can be attributed to an increase in
Exhibit 1
Housing Assistance Payments of $493,000 for the Section 8 program based on a projected 1%
increase in lease rate.
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 $309,000 by the end of fiscal
year 2005. A loan from the General fund is included in the budget to cover the shortfall until a
solution can be determined. Staff will present options to Council on Street Lighting and
Landscaping District #I which includes the medians. The assessments in this District cannot be
increased without a vote of the property owners.
Enterprise funds total $31.6 million, which is a decrease of $1 million, or
3.1%. The most significant change is in the Sanitation budget. The decrease
is due to two special projects in fiscal year 2004. The first was $975,000 for
access hole rehabilitations and the second project was $1 05,000 for flow
monitoring and video inspections. These were one-time projects.
As part of the ongoing financial management program, the City annually
prepares five-year forecasts for both the Water and Sanitation funds. The forecast for the Water
Enterprise shows that the fund will carry some cash balances forward over the next year as the
construction of the 4 million gallons per day recycled water plant and related water lines is
completed. When that plant goes into service, the operating requirements will be reevaluated.
During the next year, no water rate increases are anticipated.
For the Sanitation fund, the forecast shows that a rate increase in the range of 3-4% will most
likely be needed in 2007-08 to keep the fund balance reserve within the desired range of 40% of
the Operating budget.
The Internal Service fund budgets decreased in total by $265,000, or 2.2%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds:
The Workers’ Compensation fund budget was increased by $895,000 due to changes in
State law and overall increases in health care costs which have caused workers
compensation claims to increase significantly over the past two years.
The Health Insurance budget shows a decline of $500,000 due to the change from the
self-insured plan to the CalPERS Health Plan effective July 2003. Fiscal year 2003-04
included appropriations to pay for incurred but unreported claims as of June 30, 2003.
As of January 2004, all of the claims from the self-insured plan have been settled and
this budget only includes dental, vision and life insurance costs.
The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. A list of the requested vehicle replacements can be found at the end
of this document.
The Information Technology fund shows a decrease in its budget of $451,000. This is
mainly due to the $853,000 budgeted in FY04 for hardware for the Public Safety
Technology Plan (computer-aided dispatch and related components).
a3
Exhibit 1
The Redevelopment Agency budgets have increased for 2004-05 by a total of $254,000. This
. is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area.
Implementation of the Master Plan is beginning, so more of staffs time and consultant time 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 gives 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.
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
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/replacement) of major infrastructure such as
streets, libraries, parks, fire stations and administrative facilities,
water, sewer and drainage facilities, and other facilities that are
located on or in the ground. In most cases, the total construction
cost of each of these assets is recorded and tracked as part of
the City’s inventory of capital infrastructure assets and other City-owned property.
The 2004-2005 Preliminary Capital Improvement Program outlines $52.5 million in new
appropriations to provide additional continued funding for the continuation of existing projects as
well as funding for new projects. Projected revenues during the fiscal year are estimated at
$51.9 million. Revenues are collected as building permits are issued, and as the need for
facilities arises, the money is used to fund the new facilities. 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 are reviewed on an annual basis by the CIP Review Committee and
subsequently by the City’s management and City Council. The Review Committee begins the
project view by determining the need of a project 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 compliance?
3. Is the project needed now for other City standards (example: ball field standards)?
4. Is the project needed soon for other City standards?
5. Does the project complete or provide part of the basic infrastructure (example: a
linking road segment)?
6. Are there other reasons to construct the project (example: timing or funding opportunity, public demand)?
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Additional review of proposed projects relates to the overall timing of projects, the funding
availability, an analysis of engineering cost estimates, and the requirement for City resources.
FUTURE GROWTH AND DEVELOPMENT
In order to estimate future revenues from development, several assumptions about the rate and
type of future development 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 this
information to the buildout capacity of the City using adopted general plans. Information about
existing development activity combined with estimates of how remaining
net developable land might develop are then summarized to prepare
future projections about when and where residential and non-residential
Finance Department staff then prepare
cash flow schedules using existing fund balances combined with
future estimated fee revenues paid by those developments, and
compares these balances of available funds to the expenditure
plan to ensure that funding will be sufficient 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. This year’s
proposed CIP reflects staffs recommendation to move out the construction of Poinsettia Park
(Phase II) as well as the relocation of Fire Station No. 3 (Chestnut Avenue location). Moving
these two projects out will provide sufficient funding for projects in the next 5 years. During this
time an evaluation of the remaining projects in this fee program can occur.
development will occur.
Residential development is expected to remain fairly steady over the next few years. The
number of annual building permits issued is expected to decrease when compared to the
previous five-year period. An additional 6,800 units are remaining before the City is
predominantly built out, and the development schedules of the remaining vacant parcels is
driving the timing of those future units, rather than economic or market conditions. Residential
development for 2003-2004 is projected at 1,200 units, and construction is expected to average
about 740 units per year over the next five years, as compared to an average of over 1,300 units
per year for the previous five-year period.
Residential Units Trend I999 to 2009
Permits Issued
2000
1500
1000
500
- 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
The amount of non-residential development is also expected to remain fairly steady and actually
increase over the next five years. The average annual square feet of non-residential
development for the past 5 years was about 675,000. This year,
the estimate is for 273,000 square feet, but the average annual
development next 5-year period is more than 1,100,000 square
feet per year. Projects include several neighborhood
commercial/retail developments located in or near the areas
where most of the residential development has recently occurred
or where new development is planned over the next several years.
In the southeast quadrant, commercial projects include retail and
restaurants, a theater, and a daycare and church. Sunny Creek Plaza is a planned commercial
development located east of El Camino Real at College Boulevard next to the Sunny Creek
residential neighborhood, and the Bressi Ranch area will include 130,000 square feet of
commercial development. Other commercial developments are planned at Calavera Hills and at
Poinsettia Shores; at the La Costa Resort plans include construction of 184,000 square feet of
commercial living units. Industrial development consists of various new office and industrial
projects, as well as expansion of existing projects at Kelly Corporate Center, Callaway Golf, GIA,
and Legoland.
1.
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 2004-2005 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year Units Square Feet
2003-2004 current I, 198 273,336
2004-2005 1,355 765,312
2005-2006 1,025 1,383,740
2006-2007 81 5 1,505,003
2007-2008 131 1 ,I 52,053
2008-2009 373 1,082,072
Years 6-1 0 1,991 5,263,610
Years 1 I-buildout 1,116 2,398,336
Total Future 6,806 1 3,550,126
REVENUES
Revenues for Capital Projects from now until buildout total $443 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.
a7
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Funding Sources 2004-2005 to Buildout
Total Revenue = $476 million
In Millions
160 140 120 100 80 60 40 20 0
Approximately 30% 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
commerciaVindustria1 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 9% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
21% of total revenues, and are used to pay for replacement of existing water and sewer
facilities. Infrastructure Replacement revenues (14%) 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 26% consists of revenues from other
agencies and includes federal and State grants, the County sales tax program (TransNet),
Redevelopment agency revenue, Golf Course funding, 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 Management Zone. The building permit
valuation used for computing Public Facilities Fees is $1 56,025 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 $98. The trips-per-day value for commercial and
industrial buildings are averaged at 23 trips per 1,000 square feet of development, although the
actual volume of trips generated by commerciaVindustriaI building can vary widely depending on
the ultimate land use. The value assigned to each commerciaMndustria1 trip is $40.
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
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
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 future park site
acquisition, development and restoration.
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.
CAPITAL PROJECTS
The following two sections provide information about the major capital projects. The first section
focuses on projects planned in the next five years, and the second section contains an overview
of the entire expenditure plan through buildout of the City.
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 following this section.
Streets - Several street construction projects are planned for the next five years.
Completion of the final segment of 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.
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 and construction of El Fuerte
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.
Replacement of the Carlsbad Boulevard Encinas Creek Bridge is planned in the next five years.
In addition, there are several street widening projects planned along El Camino Real. The
pavement overlay program is expected to cost about $3.3 million per year. Local streets are
overlayed approximately every 7 years.
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Major Future Road Projects
Alga Norte Park and Aquatic Center - This park site consists of
30 acres in the Southeast Quadrant and planned amenities include
ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog
park, and restrooms and parking facilities, and an aquatic center.
Construction is phased over the next several years.
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 stagecoach Park Synthetic Turf - Funding is included for the installation of
approximately 5 acres of synthetic turf on outfield areas of fields 2 and 3 at
Stagecoach Park.
0 Carlsbad Municipal Golf Course - The City has plans are to construct an 18-hole
championship golf course on property located north of Palomar Airport Road along College
Boulevard. An initial “clearing and grubbing” operation is expected to take place in the Fall of
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
2004, and formal grading is expected to begin in September 2005. The targeted opening is
Spring 2007.
0 Lake Calavera Trails Master Plan and Construction - Funds for development of a Master
Plan and construction of a public multi-use, recreational trail system are planned on property
located at Lake Calavera in the northeast quadrant of the City. The project includes utilizing
volunteers to construct approximately 2.5 miles of the proposed 5 miles of trails.
0 Civic Center and Public Works Center - Preliminary planning for a Civic Center and a Public
Works Facility has begun. The Civic Center 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 determine what the needs are - for
the 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 Vista/Carlsbad InterceDtor - 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 currently undeway and will continue
for several more years.
Water Lines - Several major water lines are scheduled for construction within the next five
ars:
Cannon Road east of El Camino Real
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - various sections
El Fuerte from Poinsettia Lane to Palomar Airport Road
Faraday Avenue extension Melrose Drive from Palomar Airport Road to Faraday
Recvcled Water Program - Construction of the Recycled Water Facility will continue over the
next year. This $41 million project includes construction of a four-million-gallons-per-day
treatment plant, distribution pipelines, a flow equalization storage facility, and pump stations.
Construction of the treatment plant is complete as of end of April 2004; however, timing of the
plant operations is dependent upon completion of Encina’s Flow Equalization project. It is
estimated this project will be complete in April 2005, at which time the recycling facility will
become operational. The pipelines will also be completed by that time, and the pump stations
and Mahr Reservoir will become operational around July 2005.
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
CAPITAL PROJECTS 2004-2005 TO BUILDOUT
The CIP for 2004-2005 to buildout outlines approximately 159 future projects at $466 million.
CIP Projects - All Future Projects
lTvPe of Proiect Quantity Total Cost1 -.
Civic Facilities 19 $96,593,215
Streets/Circulation 54 94,173,115
Parks 16 92,140,808
Sewer 25 60,111,078
40 39,589,70 1 Water
Drainage 5 16,253,524
N/A 67,615,990 Other (loans)
159 $466,477,431 Total Future
Construction of City facilities such as libraries and administrative facilities, 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 unfunded portions of Cannon Road
east of College) total $97 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. I
Approximately 20% of future expenditures, $94 million, is planned for street and traffic signal
construction projects. Included in this category is construction of major roadways that will add
east to west and north to south connections and provide additional routes to the neighboring
cities of Oceanside, Vista, and San Marcos. Sections of these roads are already under
construction by developers. The future street projects anticipated in the City include:
0 Faradav Avenue and Melrose Drive Extensions east of El Camino Real (*) - The
formation of CFD No. 3 is targeted for August 2004, and construction of the road and
improvements is planned in the years subsequent to the formation.
Poinsettia Lane east of El Camino Real (*) - The City and Property owners have
formed the Poinsettia Lane East Assessment District No. 2002-01 for the purpose of
financing the construction of certain street and other improvements.
0 Cannon Road and College Boulevard East of El Camino Real (*) - An assessment
district has been formed and Council authorized the issuance of bonds to provide
funding for the improvements in May 2004.
(*) These roads will be constructed by developers that are required to build them in conjunction
with their development projects in those areas. Funding provided by the aforementioned
financing districts is therefore not included in the CIP.
Additional roadway projects include replacement of the Carlsbad Boulevard Encinas Creek
2004-2005 PRELIM I NARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Bridge, several road-widening projects, and over $60 million for future pavement overlay.
Additional traffic signals are expected to cost approximately $5 million.
The third largest expenditure category is for park and recreational facility construction and
acquisition projects, which total $92 million, or 20%. Park projects planned within all quadrants
of the City are listed below in addition to the estimated year of construction:
Northwest Quadrant Northeast Quadrant
NW Quadrant Park (Pine School) 2004-05
Community Facility (Pine School) 2010-14
Cannon Lake Park 2015-20
Hosp Grove-Buena Vista Lagoon Recreational Improvements 201 5-20
Hidden Canyon Park 2004-05
Southwest Quadrant
Poinsettia Park Phase II 2010-14
Aviara Community Park 2004-05
Aviara Community Facility 2010-14
Southeast Quadrant
Alga Norte Park 2005-06
Alga Norte Aquatic Center 2005-06
Leo Carrillo Park Phase Ill 2015-20
Citvwide Park and Recreational Projects
Municipal Golf Course 2005-06
Business Park Recreational Facility 201 5-2020
Veteran’s Memorial Park 2010-2020
Sewer projects are expected to cost $60 million, which includes over $40 million in sewer
replacement projects. Funding is also provided for the repayment of bonds for the expansion of
the Encina Wastewater Facility, and the Encina Water Pollution Control Facility projects.
Some of the major areas in which these installations or upgrades are planned
include segments of College Boulevard and El Fuerte, and along El Camino Real.
Future water projects total about $40 million (8.5%) and include construction of
new waterlines, both potable and recycled, concurrent with new development.
Replacement of existing potable and recycled waterlines is also included in this
category, and additional reservoirs are planned to increase storage for ultimate demands.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2004-2005 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. Staff is investigating possible outside funding sources, such as federal
and State grants.
Unfunded Proiects
El Camino Real Widening from Cassia Road to Camino Vida Roble
Palomar Airport Road Widening and Bridge Reconstruction
Poinsettia Lane - Read “E”
Cannon Road - Raech 4 - College to City Limits
2004-2005 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
SUMMARY
The proposed 2004-2005 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 2004-2005 to Buildout Capital Improvement Program reflects the commitment
of Carlsbad’s Council and staff to continue providing its residents with a better quality of life.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established 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 - Schoo1s - Water Distribution
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the 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 2004-2005 CIP, compliance with the Growth Management
Plan is assured.
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2004
Fee per gross acre
Area / Basin Name
A Buena Vista Lagoon
B Agua Hedionda Lagoon
C Encinas Creek
D Batiquitos Lagoon
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 $43,000 $43,000 $0
Current Revised
Low High Low High
Runoff Runoff Runoff Runoff
$1,837 $3,007 $1,865 $3,052
3,949 6,463 4,009 6,560
2,953 4,832 2,997 4,905
40 66 41 67
iewer Benefit Area Fees -- Current Revised Chanae
Area A
Area B
Area C
Area D
Area E
Area F
Area G
Area H
Area I
Area J
Area K
Area L
$ 379 $ 384 $
667 675
1,645 1,675
1,648 1,678
2,430 2,475
2,443 2,488
103 105
808 808
387 392
1,333 1,351
2,690 2,725
1,054 1,067
5
8
30
30
45
45
2
5
18
35
13
Area M 52 52
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $239 $246 $7
Zone 20 1,242 1,278 36
Zone 21 990 1,032 42
Bridge & Thoroughfare District #3 Fees Current Revised Change
Fee Der ADT $138 $140 $2
Exhibit 3
Agricultural Mitigation Fees Current Revised Change
$8,858 $9,744 $886
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Exhibit 4
RESOLUTION NO. 2004-195
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
OF CARLSBAD AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS.
PROGRAM FOR THE FISCAL YEAR 2004-05 FOR THE CITY
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2004-05 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 2004-05 on May 5, 2004 pursuant to
Planning Commission Resolution No. 5600.
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, 2004-05 Operating Budget and 2004-05 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.
2. That the amounts reflected as estimated revenues for fiscal year 2004-05 as
shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2004-05.
3. That the amounts designated as the 2004-05 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:
Page 2 of Resolution # 2004-195 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 $1 00,000 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 Workers Compensation and liability funds operating budget in an amount
equal to the increases in costs of claims expenses.
vii.The City Council must authorize all transfers of funds from the budgeted
Contingency Account.
B. The City Manager may authorize emergency out of state travel for public
safety or emergency services purposes.
C.The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
6. That the legal level of budgetary control is the fund level. Budgets may not legally be
37
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Page 3 of Resolution # 2004-195 Exhibit 4
exceeded at the fund level without appropriate authorization by the City Council.
7. That all appropriations for Capital Improvement Projects remaining unexpended at
June 30,2004, are hereby appropriated for such capital projects for the 2004-05 fiscal year.
8. That interest earned on grants may be appropriated during the year and all
appropriations for grants remaining unexpended at June 30, 2004, are hereby appropriated for
the 2004-05 fiscal year.
9. That all appropriations in the Operating Budget remaining unexpended at June 30,
2004, are hereby appropriated to the 2004-05 fiscal year Operating Budget.
10. That all appropriations for outstanding encumbrances as of June 30, 2004, are
hereby continued into 2004-05 for such contracts or obligations.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 22nd day of June ,2004 by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
"
(SEAL)
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
EXHIBIT A
PROJECTED UNRESERVED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
JUNE 30,2004 FUND JULY 1,2003 REVENUES EXPENDITURES TRANSFERS
GENERAL FUND I
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFWBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAUGALLERY DONATIONS
61,447,666
594,639
180,190
137,538
414,501
4,231,427
26,279
1 16,094
875.691
(68,072)
1,103.1 54
893,628
14,172
51,090
57,123
178,469
0
1,057,579
231,214
5,331
94.223
TOTAL 10,194,270
ENTERPRISE 1
WATER OPERATIONS 12,453,950
RECYCLED WATER OPERATIONS 1,633,871
SANITATION OPERATIONS 5,399,577
SOLID WASTE MANAGEMENT 4,951,124
GOLF COURSE 1,029,856
TOTAL 25.468.378
INTERNAL SERVICE I
WORKERS COMP SELF INSURANCE 1.21 1,510
RISK MANAGEMENT 2,022,498
HEALTH INSURANCE 1,084,542
RECORDS MANAGEMENT (2) 91,293
VEHICLE MAINTENANCE 388,509
VEHICLE REPLACEMENT 6,317,425
INFORMATION TECHNOLOGY 2,960,223
TOTAL 14,076,000
REDEVELOPMENT I
VILLAGE OPERATIONS / DEBT SVC 1,104,246
VILLAGE LOW/MOD INCOME HOUSING 1,685,412
SCCRA OPERATIONS / DEBT SVC (739,151)
SCCRA LOWIMOD INCOME HOUSING 144.230
TOTAL 2,194,737
91,216,000
155,000
140,000
50,000
5,492,000
3,367,750
8,650
115,000
616.408
459,096
923,460
28,027
600
28.000
3,600
29,000
765,461
32,000
7,150
750
10.000
79,118.066
230,000
230,000
130,000
5,873,505
246,774
12,000
115,000
644.815
461,100
1,002,093
70.600
16,000
50,000
10,000
20,000
765,461
50,000
20,000
0
1 .ooo
12,231,952
21.640.700
2,090,700
6,604,500
1,657,900
75,000
32,468,800
3,325,000
720,000
920,000
958,000
1,786.000
1,675,000
4,479,500
13,863,500
1,797,978
537,000
735,273
242,924
3,313,175
9.950.348
20,827,346
2,038,893
7,732.819
1.31 1,085
233,510
32,143,653
2,596,429
1,495,051
1,521,636
958,945
1,816,783
828,000
5,475,520
14,692,364
1,546.043
51,300
347,964
24,000
1,969,307
73.91 6.1 48 370.548
519,639
90,190
57,538
32,996
7,350,403
22,929
116,094
847.284
(70,076)
1,024,521
851,055
(1,228)
29,090
50,723
167,469
0
39,579
218.364
6.081
103,223
11.475,874
8,900
6,400
13,276,204
1,685,678
4,477,658
5,497,939
871.346
25.808.625
1,940,081
1.247.447
482,906
(90,346) 0
357,726
27,089
4,500 770.503
4,825,752
(300,000) 1,056,181
2,171.1 12
(351,842)
363.154
3.238.605
TOTAL OPERATING FUNDS $1 13,381,051 $153,093,427 $1 37,873,738 $0 $0 $1 19,265,204
EXHIBIT A CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED PRELIMINARY FUND RESERVED BALANCE
FUND JULY 1,2004 REVENUES BUDGET TRANSFERS BALANCES JUNE 30,2005
GENERAL FUND I
SPECIAL REVENUE I
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
73,916,148
519,639
90,190
57.538
32,996
7,350,403
22,929
116,094
847.284
(70,076)
1.024.521
851,055
(1,228)
29,090
50,723
187.469
0
39,579
218.364
6,081
ARTS GENERAL DONATIONS 103,223
TOTAL 11,475,874
]ENTERPRISE
WATER OPERATIONS 13,276,204
RECYCLED WATER OPERATIONS 1,685,678
SANITATION OPERATIONS 4.477.658
SOLID WASTE MANAGEMENT 5,497,939
GOLF COURSE 871.346
TOTAL 25808.825
INTERNAL SERVICE
WORKERS COMP SELF INSUR 1,940,081
RISK MANAGEMENT 1,247.447
HEALTH INSURANCE 482.906
RECORDS MANAGEMENT (2) 0
VEHICLE MAINTENANCE 357,726
VEHICLE REPLACEMENT 27,089
INFORMATION TECHNOLOGY 770,503
TOTAL 4,825.752
IREDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC 1,056,181
VILLAGE LOW/MOD INCOME HOUSING 2,171,112
SCCRA OPERATIONS / DEBT SVC (351.842)
SCCRA LOW/MOD INCOME HOUSING 363,154
TOTAL 3.238.605
96,076,000
70,000
145,000
0
6,056,728
462,750
8,ooo
76,000
582,068
435,794
899.371
130.000
73,200
35.000
10,m
20,000
688.1 11
30,000
7.000
200
13,000
9,742,222
20.980.820
2,320,000
6,961,800
2,426,000
75,000
32,763,620 -
2,020.000
1,240.000
905,700
0
1,709,076
1,780,911
4,244,400
11.900.087
~
1,936,055
526.000
936.497
310,833
3,709.385
90,464,488
57.000
233,710
0
6,042,631
256,983
12,m
0
742.682
701,469
985,400
171.800
28,205
45,596
8.700
0
688,111
50,000
15,000
3.400
14,000
10,056,687
20,945,004
1.730.385
8,859,054
1,784,312
230.000
31,548.755
2,223,498
1.494.712
1.013.268
0
1,889.696
1,808.ooo
5,010,367
13,439,541
1,530,922
117,005
435.526
54,293
2,137,746
(335,751) 79,191,909
532.639
1.480
57.538
47.093
7,556,170
18.929
192,094
686,670
0
938,492
809.255
43.767
18.494
52,023
207,469
0
19,579
210,364
2,881
102,223
11.497.160
13,312,020
2,275,293
4,560,404
6,139,627
716,346
27,023,690
(3,135,000) (1,398.41 7)
(743,493) 249,242
375,338
0
177,106
(7.1 37,336) 0
(1.198.200) 4.536
(592,195)
1,461.314
2,580.107
149,129
619,694
4,810.244
TOTAL OPERATING FUNDS $119,265,204 $154.191.314 $1 47,647,217 $0 $121,930308
EXHIBIT A
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2004-05
GENERAL FUND 1
TAXES
PROPERTY TAX $24,973,532 $26,800,000
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFERTAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
25,542,844 25,080,000
8,387,388 8,800,000
3,729,713 5,003,000
2,305,178 2,900,000
1,126,804 1,200,000
66,065,459 69,783,000
5,066,902 4,050,000
1,562.21 5 1,318,000
6,629,117 5,368.000
LICENSES AND PERMITS
BUILDING PERMITS 986.890 1 ,000.000
OTHER LICENSES & PERMITS 1,055,639 1.000,ooo
TOTAL LICENSES & PERMITS 2,042,529 2,000.000
CHARGES FOR SERVICES
PLANNING FEES 1,029.582 600,000
BUILDING DEPT. FEES 707,691 775,000
ENGINEERING FEES 2,220,695 1,800,000
AMBULANCE FEES 1,316,956 1,440,000
RECREATION FEES 1,440,530 1,310,000
993,896 1,000,000 OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES 7,709,350 6,925,000
FINES AND FORFEITURES 860,692 930,000
INCOME FROM INVESTMENTS
AND PROPERTY' 4,483,932 2,910,000
1NTERDEPARTMENTAL CHARGES 2,686,817 2,600,000
OTHERREVENUESOURCES 650,339 700,000
$28,156,000
26,410,000
9,220,000
4,670,000
2,900,ooo
1,230,000
72,586,000
5,080,000
1,140,000
6,220,000
1,440,000
1,440,000
2,880,000
600,000
1,120,000
1,500,000
1,500,000
1,340,000
1,020,000
7,080,000
950,000
2,910,000
2.700.000
750,000 I--
TOTAL GENERAL FUND 91.128.235 91,216,000 I 96,076,000
* Interest is calculated on an amortized cost basis.
AS % DIFFERENCE
OF FY 03-04 2003-04 TO
PROJECTED 2004-05
5.1% 1,356,000
5.3% 1,330,000
4.8% 420,000
-6.7% (333,000)
0.0% 0
2.5% 30,000
4.0% 2,803,000
25.4% 1,030,000
-13.5% (178,000)
15.9% 852.000
44.0% 440,000
44.0% 440,000
44.0% 880,000
0.0% 0
44.5% 345,000
-16.7% (300,000)
4.2% 60,000
2.3% 30,000
2.0% 20,000
2.2% 155,000
2.2% 20,000
0.0% 0
3.9% 100,000
7.1% 50,000
5.3% 4,860,000
EXHIBIT A
ESTIMATED
REVENUE
2004-05
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 03-04 2003-04 TO
PROJECTED 2004-05
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04
/SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
ASSET FORFEITURES 62,376
INTEREST 27,000
TOTAL 89,376
130,000
25,000
155,000
50,000 -61.5% (80,000)
-20.0% (5,000)
-54.8% (85,000)
COPS GRANT
STATE FUNDING (AB3229) 174,795 135,000
5,000
140,000
140,000 3.7% 5,000
0.0% 0
3.6% 5,000
INTEREST
TOTAL
7.462
182,257
POLICE GRANTS
STATE GRANT 80,931
INTEREST 7,084
TOTAL 88,015
45,000
5,000
50.000
-100.0% (45,000)
-100.0% (5.000)
-100.0% (50,000) -
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
TOTAL
2,659
5,084,652
5,087,311
12,000
5,480,000
5,492,000
-16.7% (2.000)
10.3% 566,728
10.3% 564.728 6,056,728
239,000
223,750
HOUSING TRUST FUND
INTEREST 620,397
AFFORDABLE HOUSING FEES 647,355
OTHER 454,024
TOTAL 1,721,776
210,500
415,550
2,741,700
3,367,750
13.5% 28,500
-46.2% (191,800)
-1 00.0% (2,741,700)
(2,905,000) -86.3% 462,750 7 LIBRARY ENDOWMENT FUND
INTEREST 12.591 8,650
8.650
8,000
8,000
71,000
76,000
TOTAL 12,591
LIBRARY GIFTEYBEQUESTS
GI FTS/BEQUESTS 5,821
INTEREST 72,045
TOTAL 77,866
50,000
65,000
1 15,000
-90.0% (45,000)
9.2% 6.000
-33.9% (39,000)
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04
ESTIMATED
REVENUE
2004-05
AS % DIFFERENCE
OF FY 03-04 2003-04 TO
PROJECTED 2004-05
TREE MAINTENANCE
INTEREST
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
40,638 28,000 28,000
448.068
106.000
0.0% 0
-1 0.1 % (50,340)
17.8% 16,000
-5.6% (34,340)
502,628
90,Ooo
633,266
498,408
90,Ooo
616,408 582,068
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
0
451,869
n
0.0% 0 0
459,096
0
459,096
0
41 1,297
24,497
435,794
-1 0.4% (47,799)
0.0% 24,497
-5.1% (23,302) 451.869
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
TOTAL
49,010
38,590
794,178
881,778
36,400
38,500
848,560
923,460
31,000
28,000
840,371
899,371
-14.8% (5,400)
-27.3% (1 0,500)
-1 .O% (8,189)
-2.6% (24,089)
BUENA VISTA CREEK CHNL MAlNT
INTEREST
BUENA VISTA FEES
TOTAL
40,235
99,997
140,232
28,000
27
30,000
100,Ooo
130,000
7.1% 2.000
370270.4% 99,973
363.8% 101,973 28,027
LLD #2
INTEREST
LLD #2 FEES
TOTAL
150.0%
0.0%
900
71.700
600
0
600
1,500
71,700
73,200
. --
121 00.0% 72,600
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
2,769
25.700
2,500
25.500
3,000
32,000
35,000
20.0% 500
25.5% 6,500
25.0% 7,000 28,469 28,000
RECREATION DONATIONS
INTEREST
DONATIONS
TOTAL
2,532
15,374
3,000
600
3,000
7,000
10,000
0.0% 0
0.0% 6,400
177.8% 6,400 17,906 3,600 -
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04
SENIOR DONATIONS
INTEREST 8,379 5,000
DONATIONS 18,766 24.000
OTHER 190 0
TOTAL 27,355 29,000
CDBG ENTITLEMENT
INTEREST 32,906 30,000
GRANT REVENUE 791,094 735,461
TOTAL 824,000 765,461
COMMUNITY ACTIVITY GRANTS
OPERATING TRANSFER IN 25,000 0
INTEREST 47,706 32,000
TOTAL 72,706 32,000
CULTURAL ARTS PROGRAM
INTEREST 10,495 7,150
TOTAL 10,495 7,150
~~
ARTS GENERAUGALLERY DONATIONS
INTEREST 4,511 3,000
DONATIONS 16,439 7,000
TOTAL 20,950 10,000
ARTS GENERAUGALLERY DONATIONS
INTEREST 4,511 3,000
DONATIONS
TOTAL
16.439 7.000 ,... -. -
20,950 10,000
SISTER CITY DONATIONS
INTER EST 235 250
DONATIONS 500 500
OTHER 0 0
TOTAL 735 750
10,368,953 12,231,952 TOTAL SPECIAL REVENUE FUNDS
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 03-04 2003-04 TO
5,000
15,000
-7
30,000
688,111 -i
30,000
30,000
7,000
7,000
3,000
10,000
13,000
0.0% 0
-37.5% (9,000)
0.0% 0
-31 .O% (9,000)
0.0% 0
-10.5% (77,350)
-1 0.1 % (77,350)
0.0% 0
-6.3% (2,000)
-6.3% (2,000)
-2.1% (1501 I --I
0.0% 0
42.9% 3.000
30.0% 3,000
-20.0%
-1 00.0%
0.0% .. .
9,742,222 I -20.4% (2,489,730)
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04
ENTERPRISE FUNDS I
WATER OPERATIONS
WATER SALES 13,081,345 13,377,000
READY TO SERVE CHARGES 3,705,974 3,786,000
PROPERTY TAXES 1,697,040 1,782,000
NEW ACCOUNT CHARGES 103,430 103,000
BACK-FLOW PROGRAM FEES 105,390 109,000
PENALTY FEES 260,709 200,000
INTEREST 744,491 689,000
ENGINEERING & PLAN CHECK FEES 3,510 3,500
ENGINEERING OVERHEAD 31 8,987 329,000
SERVICE CONNECTION FEES 140,885 140,000
AGRICULTURAL CREDITS 153,647 153,200
OTHER 787,507 969,000
TOTAL 21,102,915 21,640.700
RECYCLED WATER
WATER SALES 1,090,230 1,200,000
READY-TO-SERVE CHARGE 86.223 85,700
RECYCLED WATER CREDITS 342,055 425,000
INTEREST
OTHER
TOTAL
652,908 365,000
10,297 15,000
2,181,713 2,090,700
SANITATION OPERATIONS
SERVICE CHARGES 6,177,845 6,200,000
MlSC SEWER 43.814 54,500
ENGINEERING OVERHEAD 257,590 230,000
PENALTY FEES 64,557 55,000
INTEREST 324,892 250,000
OTHER 129,206 15,000
TOTAL 6,997,906 6,804,500
SOLID WASTE MANAGEMENT
INTEREST 220,565 206,000
RECYCLING FEES (AB939) 240,463 240,000
PENALTY FEES 41,296 40,000
NONJURISDICTIONAL FEES 586,574 600,000
STATE GRANT 57,861 51,900
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
0 720,000
7,851 0
1,154,610 1,857,900
TRANSFER FROM GENERAL FUND 600,000
INTEREST
TOTAL
0
125,230 75,000
725,230 75,000
TOTAL ENTERPRISE FUNDS 32,162,374 32,468.800
ESTIMATED
REVENUE
2004-05
13,387.000
3,868.000
1,871 ,OOO
100,000
11 1,000
175,000
771,920
3,500
338,000
137,000
147,000
71.400
20,980,820
1,340,000
102,000
578,000
300,000
0
2,320,000
6,334,000
55,600
236,900
56,000
264,000
15,300
6,961,800
210,000
235,000
40,000
614,000
27,000
1,300,000
0
2,426,000
0
75,000
75,000
32,763,620
DIFFERENCE
2003-04 TO
2004-05
AS %
OF FY 03-04
PROJECTED
0.1 % 10,000
2.2% 82,000
5.0% 89,000
-2.9% (3.000)
1.8% 2,000
-12.5% (25,000)
12.0% 82,920
0.0% 0
2.7% 9,000
-2.1% (3.000)
-4.1% (6,200)
-92.6% (897.600)
-3.1% (659,880)
1 1.7% 140,000
19.0% 16,300
36.0% 153,000
-17.8% (65,000)
-1 00.0% (15,000)
11 .ova 229,300
2.2% 134,000
2.0% 1,100
3.0% 6,900
1 3% 1,000
5.6% 14,000
2.0% 300
2.3% 157.300
1.9% 4,000
-2.1% (5,000)
0.0% 0
2.3% 14,000
-48.0% (24,900)
80.6% 580,000
0.0% 0 ..
30.6% 568,100
0.0% 0
0.0% 0
0 0
0.9% 294,820
EXHIBIT A
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04 IINTERNAL SERVICE FUNDS I
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2004-05
AS % DIFFERENCE
OF FY 03-04 2003-04 TO
PROJECTED 2004-05
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER (OP TRANS IN)
TOTAL
2.000,00(
2,020.00c F 1,200.00(
56,154
600,231
16,276
672.661
20,000
750,000
2,555,000
3,325,000
0.0% 0
166.7% 1,250,000
-100.0% (2,555,000)
(1,305,000) -39.3%
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
99,833
603,009
34,214
737,056
60,000
650,000
10,000
720,000
-33.3% ~20,000)
-100.0% (10,000)
84.6% 550,000
72.2% 520,000 1,240,OOC F HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAUREIMB.
TOTAL
49,365
2,994,636
3.044.001
30,000
890,000
920,000
30,OOC 0.0% 0
-1 6% -100.0%
-1 6% (14,300)
RECORDS MANAGEMENT (2)
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL p 25
1,030,400
613
2,500
955,500
0
-1 00.0% (2,500)
-100.0% (955,500)
0.0% 0
-100.0% (958,000) 1,031,037 958,000
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTER EST
OTHER
TOTAL
1,466,615
17,840
100.569
1,675,000
11,000
100,000
1,786,000
1,699,076
10,000
0
1,709,076
1,580,911
200,000
0
1,780,911
100,000
4,144,400
0
4,244,400
1.4% 24,076
-9.1% (1,000)
-1 00.0% (100,000)
-107.7% (76,924) 1,565,024
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1,429,945 1,467,000
208,000
0
1,675,000
7.8% 113,911
-3.9% (8,000)
0.0% 0
6.3% 105,911
295,315
137,313
1,862,573
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OPERATING TRANSFER IN
TOTAL
139,208
3,896,817
589
11 5,000
3,601,500
563,000
4,479,500
-1 3.0% (15.000)
9.0% 342.900
-100.0% (563,000)
-5.3% (235,100) 4,036,594
TOTAL INTERNAL SERVICE FUNDS 12,968,946 13,863,500 I 11,900,087 -14.2% (1,963,413)
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2002-03 2003-04 IREDEVELOPMENT FUNDS
VILLAGE OPERATIONS I DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
ADMINISTRATIVE FEES
INTEREST
OTHER
OPERATING TRANSFER IN
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS/ DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
1
14,388
1,594.51 1
0
61,462
273,906
0
1,944,267
398,628
133,502
n
532.1 30
130,955
19,476
0
150,431
43,652
6,847
43,652
45,755
1,692,000
0
56,800
3,623
n
1,797.978
444,000
93,000
n
537,000
712,273
23,000
0
735,273
237,424
5.500
242,924
TOTAL REDEVELOPMENT FUNDS 2,670,460 3,313,175
ESTIMATED
REVENUE
2004-05
83,055
1,776,000
0
73,000
4.000
0
1,936,055
466,000
60,000
n
526,000
91 1,497
25,000
0
936,497
303.833
7,000
310,833
3,709,385
AS % DIFFERENCE
OF FY 03-04 2003-04 TO
PROJECTED 2004-05
81.5% 37,300
5.0% 84,000
0.0% 0
29.0% 16,400
10.4% 377
0.0% 0
7.1% 138,077
5.0% 22,000
-35.5% (33,000)
0.0% 0
-2.1% (1 1,000)
28.0% 199,224
8,756 2,000
0.0% 0
0 201,224
28.0% 66,409
27.3% 1,500
28.0% 67,909
12.0% 396,210
TOTAL OPERATING $1 49,298,988 $1 53,093,427 $154,191,314 0.7% $ 1,097,887 I
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2003-04 2003-04
2001-02 2002-03 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 272,275
CITY MANAGER 1,080,772
COMMUNICATIONS 246,248
CITY CLERK 280,226
CITY ATTORNEY 939,657
CITY TREASURER 114,341
TOTAL POLICY/LEADERSHIP GROUP 2,933,519
ADMINISTRATIVE SERVICES
ADMINISTRATION 386,758
FINANCE 2.1 57,099
HUMAN RESOURCES 1,461,503
RECORDS MANAGEMENT (2) 0
TOTAL ADMINISTRATIVE SERVICES 4,005,360
PUBLIC SAFETY
POLICE 14,957,749
FIRE 10,293,823
TOTAL PUBLIC SAFETY 25,251,572
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMlN 329,304
GEOGRAPHIC INFORMATION 273,199
ECONOMIC DEVELOPMENT 226,252
PLANNING 2,813,766
BUILDING 1.766.613
273,211
1,023,959
472.185
290,790
880,954
138.M)6
3.079.705
561,949
2,434.191
1,336,418
0
4.332.558
15,994,680
11,046,901
27,041,581
512,251
260,266
177,090
2,989,663
1.658.872
TOTAL COMMUNITY DEVELOPMENT 5,409,134
COMMUNITY SERVICES
LIBRARY 6,936,523
CULTURAL ARTS PROGRAM 554,206
RECREATION 3,994,199
TRAILS MAINTENANCE 0
SENIOR PROGRAMS 401,419
5.598.162
7,454.751
664,406
4,256,322
739
558,141
265.809 305,953
1,192,248 1,162,763
635.888 780.71 1
285,400 309.1 37
950,530 971,382
147,339 168,950
3,477,214 3,698,896
563,763 710.648
2,449,541 2,601,498
1,598,802 2,028,938
0 0
4,612,106 5,341,084
17,515,613 17,646,410
11,924,210 11,595,742
29,439,823 29,242,152
469,7 16 636,600
291,079 31 1,772
182,228 183,735
3,363,521 3,230,939
1,660.987 1,809,656
5,987,531 6,172,702
6,256,927 8,162,232
668,810 711,739
4,535,969 4,611,663
46,185 69,925
511.572 697,114
TOTAL COMMUNITY SERVICES 11,888,347 12,934,359 14,019,463 14,252,673
2004-05
'RELIMINAR)
BUDGET
332,40:
1,228,707
810,97C
124,215
1,010,674
161,684
3,668,653
610,743
2,599,435
1,963,055
792.656
5,985,889
19,640,247
13,256,073
33,098,320
528,556
296,850
185,073
3,415,121
1.906.938
6,332,536
8,343,336
691,099
4,934,953
76,269
786.817
14,832,476
7oIlYLK (UCL)
03-04 BUD
TO
04-05 BUD
8.8%
5.7%
3.9%
-59.8%
4.0%
-4.3%
-0.8%
-14.1%
-0.1%
-2.3%
12.1%
12.4%
14.3%
13.2%
-17.0%
-4.8%
0.7%
5.7%
5.4%
2.6%
2.2%
-2.9%
7.0%
9.1%
12.9%
4.1%
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
' 2003-04 2003-04
2001-02 2002-03 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 492,064 757,423
ENGINEERING 4,312,623 5,652,977
FACILITIES MAINTENANCE 2,145,904 2,343,466
PARK MAINTENANCE 2,692,390 3,127,449
STREET MAINTENANCE 2,272,808 2,331,712
TRAFFIC SIGNAL MINT 584.348 502,210
TOTAL PUBLIC WORKS 12,500,137 14,715,239
NON-DEPARTMENTAL
COMMUNITY PROMOTION
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES 8 SUBSCRIPTIONS
MlSC I TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANh
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
LEGAL SERVICES
OTHER
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
308,798
0
65,235
83,400
800,000
285,775
46,386
1,302
13,923
3,000,000
25,000
0
21.840
83,475
800,000
326,069
48,379
24.918
15,121
3,500.000
0 600,000
1,500,000 35,000,000
1,873.19O 0
0 0
0 109,900
17 421 324.443
722,308 800,032
5,963,777 5,210,161
2,625,742 2,803,465
3,130,574 3,532,676
2,540,365 2,611,249
737.087 776.198
0
0
102.000
82.506
800,000
332,000
72,150
563,000
35.400
3,605,000
0
0
0
0
250.000
0
509,100
36,000
0
85,849
800,000
332,000
72,150
563,000
35,400
3,605,000
0
0
1,263,600
575.000
250,000
0 . - . , . . .
7,995,430 40,879,145 5,842,056 8,127,299
69,963,499 108,580,749 79,116,066 82,568,587
0 0 0 2,300,000
69,963,499 108,580,749 79,118,066 84,868,567
2004-05
'RELI MI NAR)
BUDGET
869,734
6,262,145
2,967,015
3,557,094
2,496,233
720.991
16,693,212
509,100
36,000
0
85,000
800.000
355,000
72,900
0
35,400
3,830.000
0
800.000
0
580,000
250,000
0
7,353,400
88,164,488
2.300.000
90,464,488
%INCR (DEC)
03-04 BUD
TO
04-05 BUD
8.7%
20.2%
6.5%
0.7%
4.4%
-7.1%
7.4%
0.0%
0.0%
-1.0%
0.0%
6.9%
1 .O%
-100.0%
0.0%
6.2%
-1 00.0%
0.9%
0.0%
-9.5%
6.8%
0.0%
6.6%
EXHIBIT A
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2003-04 2003-04
2001-02 2002-03 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (1) BUDGET SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEQUESTS
LIBRARY STATE GRANTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
SENIOR NUTRITION (3)
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENIGALLERY DONATIONS
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
5,724
286.734
180.975
3,867,573
185,874
9.875
30,537
0
642,800
533,901
882,780
25,809
0
19,087
207,044
35,557
477,163
57.714
34,144
15
58,120
6,735
7,548,161
ENTERPRISE FUNDS
WATER OPERATIONS 18,892,192
RECYCLED WATER OPERATIONS 1,476.399
SANITATION OPERATIONS 6,498,962
SOLID WASTE MANAGEMENT (4) 983,111
GOLF COURSE 168,967
TOTAL ENTERPRISE FUNDS 28,019,631
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 1,093,092
RISK MANAGEMENT 1,373,974
HEALTH INSURANCE 2,464.031
RECORDS MANAGEMENT (2) 969,761
VEHICLE MAINTENANCE 1,640,651
VEHICLE REPLACEMENT 1 ,179,122
INFORMATION TECHNOLOGY 3,631,939
78,210
180,152
190,410
5,019,097
207.488
11,850
80,326
56.248
674,596
536,782
934,503
88,418
0
60,109
0
25,425
805,721
95,355
5,174
0
19,563
16,969
9,086,396
19.038.158
1,552,164
6,248,394
231 1,923
93,341
29,443,984
2.124,381
1,331,903
2.674,714
905,870
1,644,950
1,140,044
4,082,886
230,000
230,000
130,000
5,873,505
248.774
12,000
115,000
0
644.815
461,100
1,002,093
70,600
16,000
50,000
0
20,000
765,461
50,000
20,000
0
1,000
10,000
9,950,348
403,900
182,915
30,000
5,549,702
256,340
6,000
67,620
0
697,979
504,841
1,165,034
1,629
0
36,103
0
0
654,408
60,000
20,000
2,000
13,500
n
9,651,971
20,827,346 20,874.869
2,038,893 1,913.1 17
7,732.819 8,029.909
1,311,085 1,521,511
233,510 300,000
32,143,653 32,639,406
2,596,429 1,327,605
1,495,051 1,505,019
1,521,636 1,521,636
958.945 1,126,466
1,816,783 1,889,420
828.000 873,000
5,475,520 5,461,325
TOTAL INTERNAL SERVICE FUNDS 12,352,570 13,904,748 14,692.364 13,704,471
2004-05
'RELIMINAR'
BUDGET
57,OOC
233.71C
c
6,042,631
256,983
12,000
0
0
742,682
701,469
985.400
171,800
28,205
45,596
0
0
688,111
50,000
15,000
3,400
14,000
8,700
10,056,687
20,945,004
1,730,385
6,859.054
1,784.312
230.000
31,548,755
2.223,498
1,494,712
1,013,268
0
1.889.696
1.808,ooo
5,010,367
13,439,541
%INCR (DEC)
03-04 BUD
TO
04-05 BUD
-85.9%
27.8%
-100.0%
8.9%
0.3%
100.0%
-100.0%
6.4%
38.9%
-15.4%
10446.3%
26.3%
0.0%
5.2%
-16.7%
-25.0%
70.0%
3.7%
4.2%
0.3%
-9.6%
-14.6%
17.3%
-23.3%
-3.3%
67.5%
-0.7%
-33.4%
-100.0%
0.0%
107.1%
-8.3%
-1.9%
EXHIBIT A
2004-05
PRELIMINARY
BUDGET
1,530,922
117,005
435,526
54,293
2.1 37,746
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
03-04 BUD
TO
04-05 BUD
-2.1%
18.2%
137.3%
42.4%
13.5%
2003-04 2003-04
2001-02 2002-03 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES (I) BUDGET
REDEVELOPMENT
VILLAGE OPERATIONS I DEBT SVC 2,102,507 2,286,765 1,546,043 1,563,217
VILLAGE LOWlMOD INCOME HSNG 45,170 107,646 51,300 98,948
SCCRA OPERATIONS I DEBT SVC 63,072 168,527 347,964 183,528
SCCRA LOWlMOD INCOME HSNG 19,345 16,496 24,000 38,117
TOTAL REDEVELOPMENT 2,230,094 2,579,434 1,969,307 1,883.810
TOTAL OPERATING FUNDS 120,133,955 163,595,307 137,873,738 142.748,245 147.647,217 3.4%
(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 FY02 and converted back to a General fund in FY05.
(3) Senior Nutrition Grant was moved to the General fund in 2002-03.
(4) Storm Water Protection Program was converted from a Special Revenue fund to an Enterprise fund during N04.
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2003-2004
JULY I, 2003 ESTIMATED JUNE 30,2004
UNRESERVED ESTIMATED ESTIMATED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
ASSESSMENT DISTRICTS
BTD#2 - POINSElTIA LANOAVIARA PKWh
BTD#3 - CANNON ROAD WEST
CFD #I -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
652.205
5,078,146
3,304,294
32,973,206
26,472,040
4,521,749
47,224,449
1,390,000
67,587
31 6,217
10,844,364
2,226,222
71 9,956
1,747,320
1,300,790
1,445,177
667,453
7,951,336
33,992,248
1,397,050
1 ,I 06,000
5,1 54,252
32,266,072
18,972,792
305,389
7,783,846
42,352
1,880,369
8,059,803
358,132
10,093,861
14,725,000
334,300
2,870,247
42,213
5,090,033
10,471,582
2,700,901
1,955,370
0
1,969,499
5,637
4,022,503
43,106
54,092
52,934
582,541
257,875
700,025
1,094,823
5,498,664
0
0
2,039,522
2,450,964
4,236,406
3,240
952,059
698
35,484
3,453,321
6,558
2,600,991
24,427,256
323,968
1,134,518
1,222,341
147,424
27,791,687
713,327
2,620,615
949,406
155,905
0
449,151
50,913
452
25,473
0
0
0
149,156
12,177,050
15,205
5
4,142,920
570,461
1,778,312
0
99,246
20,248
70,131
5.61 9,422
87,082
950,478
15,757,760
218,779
0
1,000,000
331,309
0
0
0
0
0
0
0
0
0
0
704,000
1,000,000
0
0
0
0
0
0
936,256
1,500,000
158,560
0
0
0
0
0
2,030,428
3,862,078
443,758
6,813,875
1,124,166
37,584,506
9,151,935
6,509,323
46,559,204
440,594
1,881,181
321,854
14,417,716
2,218,415
773,596
1,774,781
1,179,331
703,052
1,367,478
8,897,003
27,313,862
1,381,845
1,105,995
3,050,854
33,210,319
19,930,886
150,069
8,636,659
22,802
1,845,722
5,893,702
277,608
9,713,946
19,532,418
WATER - REPLACEMENT 13,050,001 3,536,722 946,106 2,163,790 13,476,827
TOTAL 298,089,678 81,489,565 77,968,762 13,905,200 287,705,281
Exhibit 6
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR PI 2004-2005
JULY 1,2004
PROJECTED ESTIMATED
FUND BALANCE REVENUES
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BlKE
TRANSNET/HlGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
443,758
6,813,875
1,124,166
37,584,506
9,151,935
6,509,323
46,559,204
440,594
1,881,181
321,854
14,417.71 6
2,218,415
773,596
1,774,781
1,179,331
703,052
1,367,478
8,897,003
27,313,862
1,381,845
1,105,995
3,050,854
33,210,319
19,930,886
150,069
8,636,659
22,802
1,845,722
5,893,702
277,608
9,713,946
19,532,418
0
2,148,660
0
7,336,242
28,781
2,519,687
2,430,854
0
1,870,000
0
3,713,150
986,854
85,364
459,985
151,235
491,095
461,097
1,951,925
5,903,080
0
0
71 6,106
1,818,348
2,200,000
0
1,395,075
120,000
0
3,019,678
0
2,855,013
6,792,997
WATER - REPLACEMENT 13,476,827 2,396,860
TOTAL 287,705,281 51,852,086
2003-2004
CONTINUING NEW
APPROPR. APPROPR.
357,751
1,397,831
30,177
64,895
7,510,696
4,206,837
3,537,986
90,205
1,866,004
0
669,905
451,693
0
1,660,251
0
0
216,005
4,619,040
22,923,882
1,845
254,995
1,786,616
7,512,096
10,094,863
0
2,414,634
21,137
1,753,831
3,918,699
220,749
4,593,610
16,545,052
0
1,190,000
925,000
210,000
0
805,000
9,033,800
350,000
1,870,000
35,000
1,037.000
1,041,854
0
0
0
0
550.000
1,365,524
6,158,308
1,380,000
851,000
0
12,309,941
2,406,014
0
1,937,708
120,000
0
3,963,000
0
853,500
159,527
7,550,802 3,960,488
106,272,087 52,512,664
2004-2005
TOTAL CIP
APPROPR.
357,751
2,587,831
955,177
274,895
7,510,696
5,011,837
12,571,786
440,205
3,736,004
35,000
1,706,905
1,493,547
0
1,660,251
0
0
766,005
5,984,564
29,082,190
1,381,845
1,105,995
1,786,616
19,822,037
12,500,877
0
4,352,342
141,137
1,753,831
7,881,699
220,749
5,447,110
16,704,579
11,511,290
158,784,751
JUNE 30,2005
PROJECTED
BALANCE
86,007
6,374,704
168,989
44,645,853
1,670,020
4,017,173
36,418,272
389
15,177
286,854
16,423,961
1,711,722
858,960
574,515
1,330,566
1,194,147
1,062,571
4,864,364
4,134,752
0
0
1,980,344
15,206,630
9,630,009
150,069
5,679,391
1,665
91.891
1,031,681
56,859
7,121,848
9,620,836
4,362,397
180,772,616
53
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2000-2001 2001 -2002 2002-2003 2003-2004 2004-2005
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUE REVENUE REVENUE REVENUE
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANVAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
99,664
1,196,818
294,547
13,431,776
1,817,868
2,058,987
5,470,004
0
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
0
1,193,530
6,273,019
3,517,708
216,490
2,274,739
0
85,482
2,186,597
127,491
4,746,830
652,387
1,254,130
3,850,521
200,151
8,150,245
3,268,765
2,078,795
4,278,498
0
342,827
1,070,012
3,676,384
146,865
108,709
532,417
282,916
538,255
979,445
1,177,836
6,741,413
130,718
0
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
196,887
926,437
404,647
6,500,700
14,050,Ol 8
1,851 ,I 18
36,905,004
600,000
208,914
244,735
4,114,930
1,098,283
64,865
245,976
1,520,779
475,468
9,593
739,807
6,436,638
18,552
146,305
1,308,913
4,855,445
3,115,527
302,968
1,762,612
11 3,689
1,205,103
2,878,396
15,933
2,192,288
6,869,702
334,300
2,870,247
42,213
5,090,033
10,471,582
2,700,901
1,955,370
0
1,969,499
5,637
4,022,503
43,106
54,092
52,934
582,541
257,875
700,025
1,094,823
5,498,664
0
0
2,039,522
2,450,964
4,236,406
3,240
952,059
698
35,484
3,453,321
6,558
2,600,991
24,427,256
0
2,148,660
0
7,336,242
28,781
2,519,687
2,430,854
0
1,870,000
0
3,713,l 50
986,854
85,364
459,985
151,235
491,095
46 1,097
1,951,925
5,903,080
0
0
716,106
1,818,348
2,200,000
0
1,395,075
120,000
0
3,019,678
0
2,855,013
6,792,997
WATER - REPLACEMENT 4,159,407 3,457,473 4,667,424 3,536,722 2,396,860
TOTAL CAPITAL FUNDS 69,570,013 79,l 53,030 106,047,656 81,489,565 51,852,086
Note: Revenues include interfund loans and transfers in.
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANWAVIARA PKWL
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HlGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
1,136,432
1,169,980
133,140
17,048,549
1,100,912
1.874.437
1,475,917
81,387
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
0
332,469
9,321,046
2,081,600
146,114
193,236
0
113,126
5,470,554
699,451
2,494.1 92
533.672
2001 -2002 2002-2003 2003-2004
FUND ACTUAL ACTUAL ESTIMATED
542,747 398.374
1,089,644
366,929
563,394
6,849,077
3,069,646
702,114
93,341
208,510
475,336
1,290,712
199,220
14,447
59,593
366,504
4,379,059
0
574,220
3,758,660
53,069
0
1,219,939
2,337.279
955.688
136,933
402,011
70,104
128,474
1,030,601
486,421
1,839,043
9,973,773
1,134,518
2,222,341
478,733
27,791,687
713,327
2,620,615
949,406
155,905
0
449,151
50,913
452
25,473
704,000
1,000,000
0
149,156
12,177,050
15,205
5
4,142,920
1,506,717
3,278,312
158,560
99,246
20,248
70,131
5,619,422
87,082
2,980,906
19,619,838
WATER - REPLACEMENT 1,643,575 3,155,390 3,109,896
TOTAL CAPITAL FUNDS 59,882,858 46,247,505 91,873,962
2004-2005
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPRO P R.
2003-2004 2004-2005
357,751
1,397,831
30,177
64,895
7,510,696
4,206,837
3,537,986
90,205
1,866,004
0
669,905
451,693
0
1,660,251
0
0
216,005
4,619,040
22,923,882
1,845
254,995
1,786,616
7,512,096
10,094,863
0
2,414,634
21,137
1,753,831
3,918,699
220,749
4,593,610
16,545,052
0
1,190,000
925,000
210,000
0
805,000
350,000
1,870,000
35,000
1,037,000
1,041,854
0
0
0
0
550,000
1,365,524
1,380,000
851,000
0
12,309,941
2,406,014
0
i,937,7oa
120,000
0
3,963,000
0
853,500
159,527
9,033,aoo
6,158,308
357,751
2,587,831
955,177
274,895
7,510,696
5,011,837
12,571,786
440,205
3,736,004
35,000
1,706,905
1,493,547
0
1,660,251
0
0
766,005
5,984,564
29,082,190
1,381,845
1,105,995
1,786,616
19,822,037
12,500,877
0
4,352,342
141,137
1,753,831
7,881,699
220,749
5,447,110
16,704,579
7,550,802 3,960,4aa 11,511,290
106,272,087 52,512,664 158,784,751
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
)YEAR 1 2004 - 2005 I
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANWAVIARA PKWY
BTDW - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNETIHIGHWAY
TRANSNET/LOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
BEGINNING
BAL 7/1/2003
86,007
5,416,044
1,093,989
37,519,611
1,641,239
2,302,486
43,021,218
350,389
15,177
321,854
13,747,811
1,766,722
773,596
114,530
1,179,331
703,052
1,151,473
4,277,963
4,389,980
1,380,000
851,000
1,264,238
25,698,223
9,836,023
150,069
6,222,025
1,665
91,891
1,975,003
56,859
5,120,336
2,987,366
REVENUE
0
2,148,660
0
7,336,242
28,781
2,519,687
2,430,854
0
1,870,000
0
3,713,150
986,854
85,364
459,985
151,235
491,095
461,097
1,951,925
5,903,080
0
0
71 6,106
1,818,348
2,200,000
0
1,395,075
120,000
0
3,019,678
0
2,855,013
6,792,997
EXPENDITURES
0
1,190,000
925,000
210,000
0
805,000
9,033,800
350,000
1,870,000
35,000
1,037,000
1,041,854
0
0
0
0
550,000
1,365,524
6,158,308
1,380,000
851,000
0
12,309,941
2,406,014
0
1,937,708
120,000
0
3,963,000
0
853,500
159,527
ENDING
86,007
6,374,704
168,989
44,645,853
1,670,020
4.01 7,173
36,418,272
389
15,177
286,854
16,423,961
1,711,722
858,960
574,515
1,330,566
1,194,147
1,062,571
4,864,364
4,134,752
0
0
1,980,344
15,206,630
9,630,009
150,069
5,679,391
1,665
91,891
1,031,681
56,859
7,121,848
9,620,836
WATER - REPLACEMENT 5,926,025 2,396,860 3,960,488 4,362,397
TOTAL 181,433,194 51,852,086 52,512,664 180,772,616
(1) Beginning balance on 7/1/2004 is net of continuing appropriations.
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
YEAR 2 2005 - 2006 I BEGINNING
FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#3 - CANNON ROAD WEST 168,989 558,206 0 727,195
CFD #1 - CITYWIDE 44,645,853 4,888,71 i 9,460,000 40,074,563
CFD #2 - RANCHO SANTA FE ROAD 1,670,020 58,964 0 1,728,984
GAS TAX 4,017,173 1,700,000 785,000 4,932,173
GENERAL CAPITAL CONST. 36,418,272 1,060,000 312,500 37,165,772
GRANTS - FEDERAL 15,177 1,804,000 1,804,000 15,177
GRANTS - STATE 286,854 0 0 286,854
INFRASTRUCTURE REPLACEMENT 16,423,961 3,824,545 985,000 19,263,506
OTHER 1,711,722 15,060,000 16,568,000 203,722
PARK FEE ZONES 5,13,16 858,960 137,544 0 996,503
PARK-IN-LIEU NE 574,515 191,105 0 765,620
PARK-IN-LIEU SE 1.1 94,147 491,095 0 1,685,242
PARK-IN-LIEU SW 1,062,571 298,880 0 1,361,451
PLANNED LOCAL DRAIN'G 4,864,364 1,419,895 0 6,284,259
PUBLIC FACILITIES FEE 4,134,752 5,197,810 5,436,000 3,896,563
REDEVELOPMENT VILLAGE 0 0 0 0
REDEVELOPMENT SCCRDA 0 0 0 0
SEWER BENEFIT AREAS 1,980,344 912,526 0 2,892,870
SEWER CONNECTION 15,206,630 5,509,838 11,392,034 9,324,434
TDA 150,069 0 0 150,069
TRAFFIC IMPACT FEE 5,679,391 1,680,286 1,078,430 6,281,247
TRANSNEnBlKE 1,665 0 0 1,665
TRANSNET/HIGHWAY 91,891 0 0 91,891
TRANSNET/LOCAL 1,031,681 2,550,000 2,600,000 981,681
TRANSNETETP 56,859 0 0 56,859
8,561,240 WATER - MAJOR FACILITY 7,121,848 2,856,091 1,416,700
WATER - RECYCLED WATER 9,620,836 7,795,625 7,929,932 9,486,529
WATER - REPLACEMENT 4,362.397 9,691,597 5,899,500 8,154,494
180,772,616 99,779,590 99,190,284 181,361,922 TOTAL
BTD#2 - POINSETTIA LANWAVIARA PKWY 6,374,704 1,133,153 0 7,507,857
GOLF COURSE 389 28,650,000 28,650,000 389
PARK-IN-LIEU NW 1,330,566 109,720 860,000 580,286
SEWER REPLACEMENT 9,630,009 2,200,000 4,013,188 7,816,821
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
YEAR 3 2006 - 2007 I BEG INN I NG
FUND BAL 7/1/2005 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#2 - POINSETTIA LANWAVIARA PKWY 7,507,857 11 4,003 0 7,621,860
BTD#3 - CANNON ROAD WEST 727,195 602,918 600,000 730,113
CFD #1 - CITYWIDE 40,074,563 3,829,559 10,752,000 33,152,122
CFD #2 - RANCHO SANTA FE ROAD 1,728,984 690,146 0 2,419,130
GAS TAX 4,932,173 1,750,000 985,000 5,697,173
1,250,000 0 38,415,772 GENERAL CAPITAL CONST. 37,165,772
GOLF COURSE 389 0 0 389
GRANTS - FEDERAL 15,177 0 0 15,177
GRANTS - STATE 286,854 0 0 286,854
INFRASTRUCTURE REPLACEMENT 19,263,506 3,939,281 0 23,202,786
OTHER 203,722 60,000 60,000 203,722
PARK FEE ZONES 5,13,16 996,503 197,551 0 1,194,054
PARK-IN-LIEU NE 765,620 453,319 0 1,218,939
PARK-IN-LIEU NW 580,286 269,851 0 850,137
PARK-IN-LIEU SE 1,685,242 457,763 1,250,000 893,005
PARK-IN-LIEU SW 1,361,451 32,222 0 1,393,673
PLANNED LOCAL DRAIN'G 6,284,259 1,185,160 0 7,469,419
8,397,788 PUBLIC FACILITIES FEE 3,896,563 4,501,225 0
REDEVELOPMENT VILLAGE 0 0 0 0
REDEVELOPMENT SCCRDA 0 0 0 0
SEWER BENEFIT AREAS 2,892,870 799,240 2,000,000 1,692,110
SEWER CONNECTION 9,324,434 5,292,253 5,933,944 8,682,743
SEWER REPLACEMENT 7,816,821 4,200,000 2,707,523 9,309,298
TDA 150,069 0 0 150,069
TRAFFIC IMPACT FEE 6,281,247 1,648,903 370,000 7,560,150
TRANSN ET/BI KE 1,665 0 0 1,665
TRANSN ET/HlGH WAY 91,891 0 0 91,891
TRANSNET/LOCAL 981,681 3,609,000 3,459,000 1,131,681
TRANSN ET/STP 56,859 0 0 56,859
WATER - MAJOR FACILITY 8,561,240 2,241,676 355,000 10,447,916
WATER - RECYCLED WATER 9,486,529 160,000 7,409,527 2,237,002
WATER - REPLACEMENT 8,154,494 9,737,229 500,000 17,391,723
181,361,922 47,021,299 36,381,994 192,001,227 TOTAL
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
YEAR 4 2007 - 2008 i BEGINNING
FUND BAL 7/1/2006 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#2 - POINSETTIA LANWAVIARA PKWY 7,621,860 0 0 7,621,860
BTD#3 - CANNON ROAD WEST 730,113 384,740 0 1,114,853
CFD #1 - CITYWIDE 33,152,122 2,725,541 10,752,000 25,125,664
CFD #2 - RANCHO SANTA FE ROAD 2,419,130 41 1,000 0 2,830,130
GAS TAX 5,697,173 1,800,000 800,000 6,697,173
GENERAL CAPITAL CONST. 38,415,772 320,000 0 38,735,772
GOLF COURSE 389 0 0 389
GRANTS - FEDERAL 15,177 0 0 15,177
GRANTS - STATE 286,854 0 0 286,854
INFRASTRUCTURE REPLACEMENT 23,202,786 4,057,459 0 27,260,246
OTHER 203,722 80,000 80,000 203,722
PARK-IN-LIEU NE 1,218,939 191,105 0 1,410,043
PARK-IN-LIEU NW 850,137 62,273 320,000 592,411
PARK-IN-LIEU SE 893,005 0 0 893,005
PARK-IN-LIEU SW 1,393,673 2,222 0 1,395,895
PLANNED LOCAL DRAIN'G 7,469,419 447,054 0 7,916,473
PUBLIC FACILITIES FEE 8,397,788 3,168,491 0 11,566,279
REDEVELOPMENT VILLAGE 0 0 0 0
REDEVELOPMENT SCCRDA 0 0 0 0
SEWER BENEFIT AREAS 1,692,110 341,790 100,000 1,933,900
SEWER CONNECTION 8,682,743 668,518 935,506 8,415,754
SEWER REPLACEMENT 9,309,298 2,200,000 704,555 10,804,743
TDA 150,069 0 0 150,069
8,159,105 TRAFFIC IMPACT FEE 7,560,150 968,955 370,000
TRANSNET/BlKE 1,665 0 0 1,665
TRANSNEnHlGHWAY 91,891 0 0 91,891
981,681 TRANSNET/LOCAL 1,131,681 2,450,000 2,600,000
TRANSN ET/STP 56,859 0 0 56,859
WATER - MAJOR FACILITY 10,447,916 936,659 2,012,300 9,372,275
WATER - RECYCLED WATER 2,237,002 160,000 159,527 2,237,475
WATER - REPLACEMENT 17,391,723 2,401,249 652,900 19,140,072
TOTAL 192,001,227 23,920,808 19,486,788 196,435,247
PARK FEE ZONES 5,13,16 1,194,054 143,751 0 1,337,805
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
YEAR 5 2008 - 2009 I BEGINNING
FUND BAL 7/1/2007 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#2 - POINSETTIA LANWAVIARA PKWY 7,621,860 0 0 7,621,860
CFD #1 -CITYWIDE 25,125,664 2,834,136 110,000 27,849,800
CFD #2 - RANCHO SANTA FE ROAD 2,830,130 248,250 0 3,078,380
GAS TAX 6,697,173 2,050,000 2,230,000 6,517,173
38,735,772 0 0 38,735,772 GENERAL CAPITAL CONST.
GOLF COURSE 389 0 0 389
GRANTS - FEDERAL 15,177 0 0 15,177
GRANTS - STATE 286,854 0 0 286,854
INFRASTRUCTURE REPLACEMENT 27,260,246 4,179,183 0 31,439,429
OTHER 203,722 0 0 203,722
PARK FEE ZONES 5,13,16 1,337,805 143,751 0 1,481,556
PARK-IN-LIEU NE 1,410,043 191,105 0 1,601,148
PARK-IN-LIEU NW 592.41 1 121,581 0 713,992
PARK-IN-LIEU SE 893,005 0 0 893,005
PARK-IN-LIEU SW 1,395,895 2,222 0 1,398,117
PLANNED LOCAL DRAIN'G 7,916,473 552,752 0 8,469,225
11,566,279 2,417,954 0 13,984,234 PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE 0 0 0 0
REDEVELOPMENT SCCRDA 0 0 0 0
SEWER BENEFIT AREAS 1,933,900 341,790 355,000 1,920,690
SEWER CONNECTION 8,415,754 650,686 937,169 8,129,271
SEWER REPLACEMENT 10,804,743 2,200,000 673,543 12,331,200
TDA 150,069 0 0 150,069
8,847,139 TRAFFIC IMPACT FEE 8,159,105 1,058,034 370,000
TRANSNET/BIKE 1,665 0 0 1,665
TRANSNET/HIGHWAY 91,891 0 0 91,891
TRANSNET/LOCAL 981,681 1,193,154 1,370,000 804,835
TRANSNETKTP 56,859 0 0 56,859
WATER - MAJOR FACILITY 9,372,275 4,010,862 11,475,000 1,908,137
WATER - RECYCLED WATER 2,237,475 160,000 159,527 2,237,948
17,699,572 WATER - REPLACEMENT 19,140,072 2,460,000 3,900,500
TOTAL 196,435,247 25,200,201 21,580,739 200,054,709
BTD#3 - CANNON ROAD WEST 1,114,853 384,740 0 1,499,593
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
YEAR 6-1 0 2009 - 201 4 I BEGINNING
FUND BAL 7/1/2008 REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#2 - POINSETTIA LANWAVIARA PKWY 7,621,860 2,900,160 0 10,522,020
BTD#3 - CANNON ROAD WEST 1,499,593 1,547,241 1,000,000 2,046,834
CFD #1 -CITYWIDE 27,849,800 4,396,342 14,918,000 17,328,142
CFD #2 - RANCHO SANTA FE ROAD 3,078,380 628,900 0 3,707,280
1,842,173 GAS TAX 6,517,173 10,510,000 15,185,000
GENERAL CAPITAL CONST. 38,735,772 0 31 ,116,000 7,619,772
GOLF COURSE 389 0 0 389
GRANTS - FEDERAL 15,177 0 0 15,177
GRANTS - STATE 286,854 0 0 286,854
INFRASTRUCTURE REPLACEMENT 31,439,429 20,500,000 2,500,000 49,439,429
OTHER 203,722 0 0 203,722
PARK FEE ZONES 5,13,16 1,481,556 870,642 0 2,352,198
PARK-IN-LIEU NE 1,601,148 1,168,851 0 2,769,999
PARK-IN-LIEU NW 713,992 71 1,696 600,000 825,688
PARK-IN-LIEU SE 893,005 0 0 893,005
PARK-IN-LIEU SW 1,398,117 573,315 0 1,971,432
PLANNED LOCAL DRAING 8,469,225 3,279,291 2,283,000 9,465,516
PUBLIC FACILITIES FEE 13,984,234 12,440,389 29,287,177 (2,862,555)
REDEVELOPMENT VILLAGE 0 851,215 851,215 0
REDEVELOPMENT SCCRDA 0 0 0 0
SEWER BENEFIT AREAS 1,920,690 2,032,852 0 3,953,542
SEWER CONNECTION 8,129,271 2,826,742 4,656,782 6,299,231
SEWER REPLACEMENT 12,331,200 11,000,000 4,504,612 18,826,588
TDA 150,069 0 0 150,069
TRAFFIC IMPACT FEE 8,847,139 5,254,696 4,085,000 10,016,835
TRANSNET/BIKE 1,665 0 0 1,665
TRANSNET/HlGHWAY 91,891 0 0 91,891
TRANSN ET/LOCAL 804,835 0 0 804,835
TRANSNETKTP 56,859 0 0 56,859
1,282,800 WATER - MAJOR FACILITY 1,908,137 6,673,762 7,299,100
WATER - RECYCLED WATER 2,237,948 765,000 764,013 2,238,935
WATER - REPLACEMENT 17,699,572 12,800,000 3,625,660 26,873,912
TOTAL 200,054,709 101,731,093 122,675,559 179,110,243
Exhibit B
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
2014 to Bulldout I BEGINNING
FUND
ASSESSMENT DISTRICTS
BTD#2 - POINSETTIA LANUAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
BAL 7/1/2013
86,007
10,522,020
2,046,834
17,328,142
3,707,280
1,842,173
7,619,772
389
15,177
286,854
49,439,429
203,722
2,352,198
2,769,999
825,688
893,005
1,971,432
9,465,516
(2,862,555)
0
0
3,953,542
6,299,231
18,826,588
150,069
10,016,835
1,665
91,891
804,835
56,859
1,282,800
2,238,935
REVENUE
0
2,213,460
27,600
2,205,255
0
16,643,344
0
17,737,200
0
0
25,200,000
430,000
569,950
1,312,458
907,412
0
415,542
3,687,669
6,523,499
0
451,000
1,513,994
1,758,276
16,477,592
0
2,913,848
0
0
0
0
3,913,226
0
EXPENDITURES
0
9,583,344
400,000
10,778,000
0
16,000,000
0
17,737,200
0
0
5,000,000
430,000
2,626,000
4,000,000
1,280,000
800,000
2,300,000
12,215,000
5,193,000
0
451,000
3,277,592
2,172,191
7,989,076
0
6,030,000
0
0
0
0
3,624,900
0
ENDING
86,007
3,152,136
1,674,434
8,755,397
3,707,280
2,485,517
7,619,772
389
15,177
286,854
69,639,429
203,722
296,148
82,457
453,101
93,005
86,974
938,185
(1,532,056)
0
0
2,189,944
5,885,316
27,315,104
150,069
6,900,683
1,665
91,891
804,835
56,859
1,571,126
2,238,935
WATER - REPLACEMENT 26,873,912 21,620,000 2,762.1 00 45,731,812
TOTAL 179,110,243 126,521,325 114,649,403 190,982,165
Exhibit E
CITY OF CARLSBAD
CAPITAL FUNDS
ANALYSIS OF AVAILABLE BALANCES
2004 TO BUILDOUT
GRAND TOTALS ALL YEARS 1 BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDING
ASSESSMENT DISTRICTS 86,007 0 0 86,007
BTD#2 - POINSETTIA LANWAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
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 VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
5,416,044
1,093,989
37,519,611
1,641,239
2,302,486
43,021,218
350,389
15,177
321,854
13,747,811
1,766,722
773,596
11 4,530
1,179,331
703,052
1,151,473
4,277,963
4,389,980
1,380,000
851,000
1,264,238
25,698,223
9,836,023
150,069
6,222,025
1,665
91,891
1,975,003
56,859
5,120,336
2,987,366
8,509,436
3,505,445
28,215,787
2,066,041
36,973,031
5,060,854
46,387,200
3,674,000
0
65,413,618
16,616,854
2,148,552
3,967,927
2,333,770
1,439,953
1,785,500
12,523,746
40,152,449
851,215
451,000
6,658,298
18,524,660
40,477,592
0
14,919,796
120,000
0
12,821,832
0
23,487,290
15,833,622
10,773,344
2,925,000
56,980,000
0
36,790,000
40,462,300
46,737,200
3,674,000
35,000
9,522,000
18,179,854
2,626,000
4,000,000
3,060,000
2,050,000
2,850,000
15,863,524
46,074,485
2,231,215
1,302,000
5,732,592
22,998,511
0
14,241,138
120,000
0
13,992,000
0
27,036,500
16,582,053
38,337,567
3,152,136
1,674,434
8,755,397
3,707,280
2,485,517
7,619,772
389
15,177
286,854
69,639,429
203,722
296,148
82,457
453,101
93,005
86,974
938,185
(1,532,056)
0
0
2,189,944
5,885,316
27,315,104
150,069
6,900,683
1,665
91,891
804,835
1,571,126
2,238,935
56,859
WATER - REPLACEMENT 5,926,025 61,106,935 21,301,148 45,731,812
TOTAL 181,433,194 476,026,403 466,477,431 igo,ga2,165
hibit B
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hibit B
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Exhibit B
EXHIBIT C
ADJUSTED OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2003-04
MAJOR SERVICE AREA 2003-04 2004-05 ALLOCATED
)POLICY AND LEADERSHIP GROUP I
CITY COUNCIL 1 .oo 1 .oo 0.00
CITY MANAGER 6.00 6.00 0.00
COMMUNICATIONS 2.75 2.75 0.00
CITY TREASURER 0.75 0.75 0.00
CITY CLERK 0.00 0.00 0.00
CITY AlTORNEY 7.00 7.00 0.00
)ADMINISTRATIVE SERVICES i I I ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES &WORKERS COMP
(PUBLIC SAFETY I
POLICE
FIRE
)COMMUNITY DEVELOPMENT 1
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
)COMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
.2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3.00 3.00 0.00
13.00 13.00 0.00
1 .oo 1 .oo 0.00
2.00 2.00 0.00
25.00 25.00 0.00
10.00 10.00 0.00
48.00 48.00 0.00
5.00 5.00 0.00
31 .OO 31 .OO 0.00
2.00 2.00 0.00
)PUBLIC WORKS 3
ADMINISTRATION 6.00 7.00 1 .oo
ENGINEERING SERVICES 57.00 57.00 0.00
GENERAL SERVICES 58.75 57.75 (1 .OO)
MAINTENANCE & OPERATIONS 73.00 73.00 0.00
FULL AND 314 TIME LABOR FORCE 646.00 646.00 0.00
EXHIBIT C
PERSONNEL ALLOCATIONS FOR 2003-04 AND 2004-05 (Continued)
'LIMITED TERM EMPLOYEES
Difference 2003/04 2004/05
ISUMMARY OF REQUESTED LABOR FORCE BY CATEGORY i
Full Time Personnel I 314 Time Personnel in Full Time Equivalents
2003104 2004/05 Difference
640.00 640.00
6.00 6.00 0.00 I Hourly Full Time Eauivalent Personnel 148.27 147.93 \- - ,
TOTAL LABOR FORCE 794.27 793.93 (0.34)
Management Interns
Building Inspector Intern
Division Chief Overstaff
GIS Intern
2.00 1.50
2.00 2.00
1 .oo 0.00
0.50 0.50
(0.50)
0.00
(1 .OO)
0.00
Planning Technician Intern 1 .oo 1 .oo 0.00
TOTAL LIMITED TERM EMPLOYEES 6.50 5.00 (1.50)
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Exhibit 5
RESOLUTION NO. 1215
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 2004-05
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 2004-05 Operating
and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
1.
2.
That the above recitations are true and correct.
That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, 2004-05 Operating Budget and 2004-05 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 2004-05.
3. That the amounts reflected as estimated revenues for fiscal year 2004-05 are
hereby adopted as the budgeted revenues for 2004-05.
4. That the amount designated as 2004-05 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.
6. That the following controls are hereby placed on the use and transfers of budget
funds:
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Page 2 of Resolution # 1215 Exhibit 5
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers of funds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of
the original revenue estimate.
B. The Board of Directors must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final Budget. The Executive
Manager may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
7. That all appropriations and outstanding encumbrances as of June 30, 2004 are
hereby continued into 2004-05 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30,2004, are hereby appropriated for such capital projects for the 2004-05 fiscal year.
Ill
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Page 3 of Resolution # 1215 Exhibit 5
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors
held on the 22nd day of June , 2004 by the following vote, to wit:
AYES: Board Members Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
ATTEST: ,
Exhibit A
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
200 1 -02 2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 2,315,047 2,459,420 2,506,467 2,833,259
MAINTENANCE & OPERATIONS 15,218,241 15,441,559 18,552,223 17,944,130
CAPITAL OUTLAY 0 53,028 0 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 (70,000 customers). The District purchases 100% of its potable water as
treated water lrom the Metropolitan Water District and the San Diego County Water Authority.
PROGRAM ACTIVITIES:
Administration
Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities; maintain payroll records and time card administration: coordinate interdepartmental and interagency communications.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to ensure safe and efficient distribution and collection systems.
Water Ouerations
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.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections: provide customer service for water utility customers: and assist construction and
maintenance operations.
PERFORMANCEWORKLOAD MEASURES:
Water Quality
Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City’s Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal Number Total Total Percent Year Collected Positive Bacteria-Free Bacteria-Free
1998-99 I ,428 3 1,425 99.0% 1999-00 1,615 1 1,614 99.9% 2000-01 1,725 3 1,722 99.8% 200 1-02 1,719 1 1,718 99.9% 2002-03 1,719 1 . 1,718 99.9%
Exhibit A
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
PERFORMANCEMlORKLOAD MEASURES (continued)
Water Service Delivery Annual number of hours per mile of distribution line that a water main is out of service should be zero.
Fiscal Total Miles Hours/Mile
Year Hours Distribution Lines Distribution Line
1998-99 18 350 .05 1999-00 17 400 .04 2000-01 0 410 0.00
2001 -02 0 431 0.00
Water Cost
0 Annual water loss not to exceed six percent as set by the California Department of Water Resources.
Distribution system losses commonly range between 6% and 15%. The American Water Works Association recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water
Year Loss
1998-99 4.87%
1999-00 5.36%
2000-01 4.29%
2001 -02 4.24%
2002-03 5.18%
Total annual expenditures per acre-foot of water delivered.
Fiscal Cost per
Year Acre-Foot
1998-99 $81 1
1999-00 $795
2000-01 $808
2001 -02 $793 2002-03 $828
WORKLOAD STATISTICS :
Water Use Data
Water Service Turn -
Off/On
13.3%
Daily
OperationslSystern
Maintenance
23.4%
ReplacernenVRep
Flow Control Station Maintenance ,29yo Valve Maintenance Maintenance
5.68% 3.46%
SIGNIFICANT CHANGES:
None.
Exhibit A
PERSONNEL
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE
2001 -02 2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET BUDGET
1,701,645 1,806,241 2,085,896 2,296,24 1
ACCT NO. 001 131 0
837,860 1,042,290 990,902 769,494 MAINTENANCE & OPERATIONS
CAPITAL OUTLAY 12,144 862 0 76,500
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
2,157,099 2,434,193 2,601,498 2,599,435
236,730 242,700 332,700 380,000
157,820 172,500 142,600 162,800
2,551,649 2,849,393 3,076,798 3,142,235
General Accountina and Reporting
Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
Assessment DistrictlCommunity Facilities District (CFD) Administration
Purchasinq
Prepare checks for City employees and for service and commoditysuppliers.
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 the City Council and City management with timely monthly financial reports.
Monitor City debt issues to ensure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
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.
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.
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
FY2001 FY2002
Exhibit A
PAGE TWO
ACCT NO. 0011310
FY2003
PROGRAM ACTlVlTl ES (con tin ued) :
Receivinq, Messencler, and Mail Services
0
0
0
Act as shipping and receiving for the Faraday Administration Center.
Direct disposal of surplus and lostlunclaimed property.
Collect outgoing City mail and apply postage.
Sort and distribute all incoming City mail.
WORKLOAD AND PERFORMANCE INDICATORS:
0 Average number of days to issue Monthly Financial Status Report 16 13 12
KEY GOALS FOR 2004-05:
ToD-Qualitv Services
0
0
Parks, ODen SDace. Trails
0
Financial Health
0
0
Improve the service to citizen’s and employees by implementing a customer service center for the department.
Enhance the ability of the City’s staff to track budget and cost data by individual projects and programs.
Provide financing for the City’s proposed 18-hole golf course.
Ensure continued financial health of the City by updating the financing plans for the City’s circulation system.
Determine the amounts needed for replacement of the City’s infrastructure and equipment and establish policies
for the use of those funds.
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 of its purchases of goods and services.
Ensure all amounts due to the City are collected through uniform billing and collecting policies and procedures.
SIGN IF ICANT CHANGES :
None.
Exhibit A
2001 -02 2002-03
ACTUAL ACTUAL
PERSONNEL 3,935,758 4,135,843
MAINTENANCE & OPERATIONS 1,670,682 2,299,441
2003-04 2004-05
BUDGET BUDGET
4,469,154 5,063,532
1,624,508 2,296,293
CAPITAL OUTLAY
SEWER ENTERPRISE
TOTAL FUNDING
55,183
674,500 463,316 379,905 472,680
5,661,623 6,465,812 6,093,662 7,359,825
30,528
WATER ENTERPRISE
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 ACTlVlTl ES :
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 improvement projects including parks, roadways, storm water systems, domestic and recycled water systems, and sewer systems; develop and maintain programs in pavement management, markouts, water resource development, domestic water and recycled water systems, sewer systems, and storm water systems. For each of these programs, Design provides a variety of services including planning, water quality investigations, technical engineering 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. Assist in maintaining optimum
traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal plans; review
development project submittals; provide interdepartmental coordination of various issues; and staff the Traffic
Safety Commission.
Development Services
Plannina and Proarams
Desian
Transportation
Exhibit A
PROGRAM: . ENGINEERING PAGE TWO
FUND: GENERAUWATER & SEWER ENTERPRISE
PROGRAM GROUP: EN G I N E E RI N G S E RVI C E S ACCT NO. 001 571 015x1 571 0
PROGRAM ACTlVlTl ES (con tin ued):
Construction Manaaement and InsDection
0 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
$180,000,000
$160,000,000
$140,000,000
$120,000,000
$1 00,000,000
$60,000,000
$40,000,000
$20,000,000
$0
$80,000,000
FYoo-01 FY 01-02 FY02-03 FYO3-04 (Est)
KEY GOALS FOR 2004-05:
Transportation/Circulation
0 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.
Parks/ODen SDace/lrails
0
Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004.
Jefferson Street Sidewalks under construction.
Water
0
0
0
0
0 Construct Forest Avenue Sewer.
0
Plannina and Proarams
0
0
0
Environmental Manaaement
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 rate of growth and future buildout.
Construct recycled water transmission pipelines, and pump stations to distribute water from the Phase II
recycled water program.
Construct El Camino Real Transmission Main Replacement (Cassia to Palomar Airport Road).
Construct El Camino Real Transmission Main Replacement (Faraday to Cougar).
Construct Cannon Road Lift Station.
Begin construction of Lake Calavera Improvements.
Completion of GIS inventory for Storm Drain, Sewer and Parks Facilities.
Completion of Traffic Impact Fee Update
Initiation of Drainage Master Plan at planned local Drainage Area Fee program update.
SIGN IF ICANT CHANGES :
0 Plancheck and Inspections have risen sharply over the past two years, due to development activity
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Exhibit 6
RESOLUTION NO. 384
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 2004-05
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 2004-05; and
WHEREAS, the Commission has reviewed the operating budget for the Housing
Authority Section 8 Programs, for Fiscal Year 2004-05; 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, 2004-05 Operating Budget and 2004-05 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 2004-05.
3. That the amounts reflected as estimated revenues for fiscal year 2004-05 are
hereby adopted as the budgeted revenues for 2004-05.
4. That the amount designated as 2004-05 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 # 384 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, 2004, are
hereby continued into 2004-05 for such contracts and obligations.
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384 Exhibit 6 Page 3 of Resolution #
That all appropriations for Capital Improvement Projects remaining unexpended at June 30,
2004, are hereby appropriated for such capital projects for the 2004-05 fiscal year.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Housing and
Redevelopment Commission of the City of Carlsbad on the 22nd day of June 2004, by the
following vote, to wit:
AYES: Commissioners Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
AlTEST:
Exhibit A
200 1 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET
162,366 162,604 164,367
1,855,044 1,398,850
PERSONNEL
MAINTENANCE & OPERATIONS 1,938,584
CAPITAL OUTLAY 1,559 269,118 0
2004-05
BUDGET,
178,619
1,352,303
0
M I SS ION STAT E M E NT :
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villaae 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.
Community Relations and Public Relations Proaram
Work with the Carlsbad Villaae 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.
PERFORMANCEMIORKLOAD MEASURES:
Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects. Process 10 sign permit applications.
Process 5 preliminary review applications. Facilitate the development of at least one "special opportunity projecf' identified in the Village Redevelopment
Master Plan.
KEY GOALS FOR 2004-05:
Financial Health Process redevelopment permits for all types of proiects 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 and/or mixed-use development on North State Street.
TransDortation/Circulation Acquire additional property for the construction of public parking lots in the Village Area.
Balanced Cornmunib DeveloDment (also affects Financial Health goal) Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2007 expiration of the Redevelopment Plan.
SIGN I Fl CANT CHANGES :
None.
Exhibit A
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
VILLAGE AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
2001 -02 2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET BUDGET
28,247 32,559 39,776 43,014
16,924 27,904 59,172 73,991
0 47,184 0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processing Procedures
Affordable Housina Proiect Coordination
Affordable Housina Education Proaram
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCEWORKLOAD MEASURES:
Process at least 3 requests for financial assistance through the Housing Policy Team.
Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in, the Village Redevelopment Area.
Participate in at least 3 outreach programs, professional conferences, andlor citizen and business groups on affordable housing.
KEY GOALS FOR 2004-05:
ToD-Quality Services
0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
None.
Exhibit A
2001 -02 2002-03 2003-04
ACTUAL ACTUAL BUDGET
PERSONNEL 41,795 64,241 60,271
MAINTENANCE & OPERATIONS 21,278 104,130 123,257
CAPITAL OUTLAY 0 156 0
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
SOUTH CARLSBAD AREA
2004-05
BUDGET
81,198
354,328
0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal RedeveloDment 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, and/or generally clean up the Ponto Area.
Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space amenities.
PERFORMANCEWORKLOAD MEASURES:
Implement land use vision for planning area three.
KEY GOALS FOR 2004-05:
Balanced Communitv DeVelODment
Facilitate the development of one project identified by the vision study for planning area three.
SIGN I FI CANT CHANGES :
Includes funding to begin the land use strategy for planning areas 1 and 2.
Exhibit A
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENTAGENCY
SOUTH CARLSBAD AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
2001 -02 2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET BUDGET
11,825 13,069 18,556 31,944
7,519 3,396 19,561 22,349
0 32 0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citywide Affordable Housina Proorams
0
0 Affordable Housing Education Activities.
0
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCEWORKLOAD 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 Cartsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2004-05:
Balanced Communitv Development
0
0
Continue to assist private developers to provide affordable housing as requirec by the City’s lnclusionary
Housing Ordinance.
Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
None.
Exhibit A
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
2001 -02 2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET BUDGET
289,420 31 1,937 348,415 378,117
3,578,153 4,705,629 5,201,287 5,664,514
0 1,531 0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
0
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.
Familv Self-Sufficiencv
0 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.
P E RFORMAN C EMORKLOAD MEASURES:
0
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.
SIGNIFICANT CHANGES:
None.
Exhibit A
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Exhibit 7
RESOLUTION NO. 2004-196
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE
2004-05 APPROPRIATION LIMIT AS REQUIRED BY
ARTICLE XlllB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2004-05 appropriation limit of one hundred fourty-two million, five hundred eight
thousand, eight hundred thirty-eight dollars ($142,508,838) as computed in Exhibit A attached
he re to.
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 22nd dayof June ,20
AYES: Council Members Le 1 and Packard
NOES: None
ABSENT: None
~~
NRRAINEP. WOOD, City Clerk (Seal)
J
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 2004-05 Limit were:
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Population growth in Carlsbad, AND
Growth in non-residential new construction
The formula is outlined below:
2003-04 Expenditure Limit (Revised) $1 34,693,483
YO 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)
1.0244
X 1.0328
1.0580
$1 42,508,838
$77,451,439
The spending limit for the City of Carlsbad for 2004-05 is $142.5 million, with appropriations of
"proceeds of taxes" of $77.5 million. The result of the calculation provides the City with an
operating margin of $65.0 million.
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Exhibit €3
RESOLUTION NO. 2004-197
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO
THE MASTER FEE SCHEDULE
WHEREAS, the City Council of the City of Carlsbad has the authority to establish
fees for City services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain
an adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council finds it necessary to recover the costs for City
services; and
WHEREAS, the City Council has held the necessary public hearing and allowed
for public comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the changes to the Master Fee Schedule for the fees shown in Exhibit A,
attached hereto, are hereby adopted.
2. That all other general City fees and development-related fees as shown in
Resolution 2004-1 83, except as specifically amended, shall remain in full force and effect.
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Page 2 of Resolution # 2004-197 Exhibit 8
3. This resolution shall become effective on July 22, 2004 for General City fees
and August 22, 2004 for the Development-related fees.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 2211d day of June , 2004 by the following vote, to wit:
AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard
NOES: None
ABSENT: None
(SEAL)
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2004
Fee per gross acre
Area / Basin Name
A Buena Vista Lagoon
B Agua Hedionda Lagoon
C Encinas Creek
D Batiquitos Lagoon
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 $43,000 $43,000 $0
Current Revised
Low High Low High
Runoff Runoff Runoff Runoff
$1,837 $3,007 $1,865 $3,052
3,949 6.463 4,009 6,560
2,953 4,832 2,997 4,905
40 66 41 67
Sewer Benefit Area Fees -- Current Revised Chanqe
Area A 0 379 $ 384 0 5
Area B 667 675 8
Area C 1,645 1,675 30
Area D 1,648 1,678 30
Area E 2,430 2,475 45
Area F 2,443 2,488 45
Area G 103 105 2
Area H 808 808
Area I 387 392 5
Area J 1.333 1,351 18
Area K 2,690 2,725 35
Area L 1,054 1,067 13
Area M 52 52
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $239 $246 $7
Zone 20 1,242 1,278 36
Zone 21 990 1,032 42
Bridge & Thoroughfare District #3 Fees Current Revised Change
Fee Der ADT $138 $140 $2
Agricultural Mitigation Fees Current Revised Change
$8,858 $9,744 $886
Exhibit A
97
I BUDGET HIGHLIGHTS 1 h I I B All Receive-Agenda Item #
POINSETTIA PARK TENNIS COURTS
Background
In 1988, voters were asked to approve Proposition M to increase the Transient
Occupancy Taxes (TOT) tax to pay for a regulation length and executive golf course, a
tennis complex, and other recreational facilities. The Proposition failed to gain the
necessary 2/3rd vote for passage. In January ‘89, the “Recreational Facilities Financing
Committee” (citizens) was appointed by the City Council to review alternative options for
how to fund these facilities.
Regarding tennis, the Committee recommended “development of a multi-court tennis
facility, adequate for tournament play beginning in 1989, utilizing primarily Public
Facilities Fees (PFF) funds currently designated for parks tennis projects”. The Council
adopted this recommendation in March of ’89. Also, as part of the Committee’s
recommendation, Propositions F & G were put to the voters in November ’89 and
approved. Proposition F increased the TOT tax from 8 to 10%. Proposition G
authorized (but did not require) the City to spend more than $1 million for “two public
golf courses, one regulation and one short course, a multi-court tennis complex, two
multi-purpose adult size fields, and an enclosed soccer field”.
As a result of the Committee’s recommendation, a tennis complex (IO courts, one
stadium court, and a club house/pro shop) was integrated into the Poinsettia
Community Park Master Plan and approved by the City Council in August ’92.
Implementation of the park master plan has been phased and to date, 3 of the 11 tennis
courts have been built. In the proposed 04-05 CIP, the remainder of the tennis court
complex is scheduled for construction in Phase II of the park in FY 2010-14. Phase II
also includes a community center/gymnasium, enclosed soccer field, tot lots, picnic
areas, and additional parking. The first phase of Poinsettia Park provided 3 lighted
tennis courts along with the other park amenities which included 3 ball fields, 1 soccer
field, 2 basketball courts, a tot lot, 2 restrooms, open play area, picnic areas, temporary
maintenance facility, and parking.
Staff believes that the recent demand for increased tennis courts is, to some degree, a
result of Carlsbad High School periodically locking their courts. Staff is working with the
High School to assure the courts are available when not being utilized by the High
School. The number of tennis classes being offered by the Recreation Department has
remained fairly constant. Attendance in most classes is below the recommended
maximum number of participants and, in a few cases, classes have been cancelled due
to low enrollment.
Costs Estimates For Tennis Courts
Options Construction Maintenance
Estimate costs r
Two options for the expansion of the tennis courts are shown below. It should be noted
that additional options for construction could be explored such as building 3 additional
courts; however, to optimize revenues and/or explore privatization opportunities, the full
complex (including pro shop/clubhouse and center court) would need to be built.
Full ComDlex adding 7 more lighted courts plus the
"stadium court" (total I1 courts), 3,000 sq ft clubhouse,
and additional parking per the Poinsettia Park Master
Plan.
*$3,000,000 **$59,000
per year
1 *$1,000,000 1 $24,000
Der vear
7 more liqhted courts w/o "stadium court" or clubhouse
(total 10 courts).
* Due to a variety of reasons, construction costs are extremely volatile at this time.
Therefore, although the above costs are conservative, it is not known at what level the
cost will continue to increase in the near future. Also, these construction costs are based
on master plan level design, and not final design.
** Maintenance is estimated at $3,380 per courtlper year and includes lights, cleaning,
net repair, etc. For the full complex, facility maintenance costs are added in at
$5.66/square foot per year as well as additional amounts for the maintenance of the
grounds and parking lot.
Construction Fundinq
The future phases of the Park are funded with Public Facilities Fees (PFF) and are
scheduled in the Capital Improvement Program (CIP) for construction sometime
between 2009-2014. If Council chooses to build some, or all, of the tennis complex, it
would require moving the funding up from the current projected time frame of 2010 -
2014 to the present. Under either scenario (moving up the project or leaving it as
currently shown in the CIP), revenue projections in the CIP anticipate the PFF fund
going into a deficit of approximately $2.9 million sometime between 2010 and 2014.
Moving up thk project locks in the use of PFF funds for this project rather than giving
Council options on what projects may need to be delayed if future revenues are not
sufficient. The projections for the PFF fund and the scheduled projects as proposed in
the 2004-05 CIP are shown in Exhibit A.
Recreation Programming
The costs shown in the table above are for the basic maintenance of the facility and do
not include any recreational programming. If Council chooses to accelerate the
construction of any portion of the tennis complex, it would provide an opportunity for
additional recreational options for the citizens. This could range from simply adding
additional instructional classes (if only courts are constructed) to creating a full
membership-based tennis program including a pro shop and full time contractual tennis
professional (if full complex is constructed). All of these options can serve to generate
revenues that will offset the maintenance costs of the facilities.
The membership-based programs have a range of operating models with corresponding
various degrees of public/private partnerships and revenue generating scenarios.
Based on information gathered from existing tennis facilities in San Diego County, net
revenues to the City from the programming (net of all salaries and operating costs)
could range from break even to over $50,000 per year. The current trend appears to
be a City owned facility run by a non-profit organization. In this model, the non-profit
runs the program and pays for all operating costs including the maintenance costs
noted in the table above. Thus, there would be no direct cost to the City.
If Council wishes to accelerate the construction of some or all of the tennis court
complex, staff can return with recommendations on the recreation programming
including an estimate of the potential revenue to be generated.
COUNCIL OPTIONS
In summary, staff would like direction from the City Council on which of the following
options they would like to pursue:
1. Make no change in the Capital Improvement Program for Poinsettia Park.
2. Move up $1,000,000 in Public Facilities Fees from Poinsettia Park -Phase II
estimated costs to fiscal year 2004-05 for the construction of 7 tennis courts.
3. Move up $3,000,000 in Public Facilities Fees from Poinsettia Park -Phase II
estimated costs to fiscal year 2004-05 for the construction of 7 tennis courts, a
stadium court, a 3,000 square foot clubhouse, and additional parking per the
Poinsettia Park Master Plan.
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June1 1,2004
TO: MA1 OR JD COUNCIL IEMBERS
VIA: CITY MANAGER
FROM: FINANCE DIRECTOR
CITIZENS BUDGET FORUM COMMENTS
A Citizens Budget Forum was held at 5pm on June 9 at Faraday. A total of 16
citizens attended. The following is a summary of comments and questions from
the workshop.
1. Poinsettia Park Tennis Court questions:
0 Where are these in the Capital Improvement Program (CIP)?
The Poinsettia Park tennis courts are currently in years 6-10 in the
CIP. Council has requested information on the cost of moving the
project up in the CIP. Staff is preparing a report to provide Council this
information as well as different options on how this can be
accomplished.
0 There was discussion about an agreement the City had with the
high school about the City maintaining the courts in exchange for
the courts being available to the public. According to the
citizens at the workshop these courts are locked and not
accessible to the public.
See attached memo at Exhibit A that gives background on this
situation.
0 Why are we building a maintenance building at Poinsettia Park for
$400,000 when we could build the remaining 7 tennis courts for
The maintenance building had been scheduled in the next year due to
recurring thefts at the temporary maintenance facility at the park.
$600,000 -$700,000?
0 The citizens were asked what type of tennis complex they wanted,
and would they be willing to pay to play.
The citizens present at the workshop indicated that something with a
clubhouse (similar to Morley field in San Diego) is what they would like
and that they would be willing to pay to play at this type of complex.
2. Is anything planned to improve the flooding on Madison behind the
Post Office?
There are no plans for this at this time.
3. What is the status of the following traffic signals/pedestrian
crossings?
North end of Carlsbad Blvd. and State Street
0 Laguna and North end of Roosevelt
0 Laguna and North end of Madison
There are no plans for any of these intersections at this time.
4.
5.
6.
7.
8.
What is the status of our pension fund?
We explained that we are a member of the Public Employee Retirement
System and that we are currently fully funded.
When will the City provide a pedestrian crossing along Carlsbad
Blvd. to the Buena Vista Lagoon?
The Carlsbad Boulevard pedestrian access study is due to start this fiscal
year. This study will look at ways to improve access on Carlsbad
Boulevard, which includes this section.
Where do we budget for low-income housing?
In the Redevelopment fund there is a Low and Moderate Housing fund
which is funded by 20% of the property taxes received by the
Redevelopment Agency. We also have a Housing Trust fund that funds
affordable housing projects. The priorities are large families and rental
product.
There have been thefts at Poinsettia Park, why don’t we install white
lights instead of the yellow lights that we currently have in order to
deter the crime?
Typically more light leads to less crime and white lights do give off more
light than the yellow ones. The yellow lights were installed countywide
back in the 70’s because the observatories said the ambient light from the
white sodium lights interfered with seeing the stars.
Does the City have an incentive program for employees who identify
cost savings?
The City currently does not have an incentive program for employees who
identify cost savings.
GdA HILDABRAND
Attachments
EX H I B ITS
A. Memo to City Manager from Recreation Director dated February 10, 2004
regarding Carlsbad High School Tennis Courts.
EXHIBIT A
February 10,2004
TO: CITY MANAG E R
FROM: RECREATION DIRECTOR
CARLSBAD HIGH SCHOOL TENNIS COURTS
BACKGROUND
On January 30, 2004, I was contacted by Council Member Kulchin to investigate a
complaint she received as to why the Carlsbad High School tennis courts were locked,
and why they were no longer available to the public during the school week. I spoke
with Ms. Mary Haggerty, a member of the “4 Set Tennis Club,” regarding this situation.
She stated that for the past 10+ years her group had been playing on the Carlsbad High
School tennis courts every Monday, Wednesday and Friday mornings prior to the
student’s use of the courts for their physical education (P.E.) class. Everything had
been fine until recently, when the tennis P.E. coach had numerous altercations with
members of several other adult tennis clubs who had also been using the courts. As a
result of these altercations, CHS decided to lock the gates.
Staff then contacted Bob Pierce, the Vice PrincipaVAthletic Director of Carlsbad High
School, and was informed that their staff had indeed locked the courts before school,
and that the courts will remain locked during school hours. Availability to the public will
be limited to after school hours and on weekends. Vice Principal Pierce indicated that
the school had no other choice than to lock the courts, due to the fact that the tennis
players took advantage of the situation by 1) not leaving the courts when class began
and, 2) having the tennis coach endure harassment and embarrassment from the
groups, stating that she was “Not teaching tennis correctly.”
In an attempt to reach a compromise, staff inquired as to whether or not something
could be worked out. Mr. Pierce indicated “No,” that he and his staff attempted to
cooperate and that “the tennis groups have taken advantage of the situation.”
During the past several days, staff has received several other calls and letters from
members of the other tennis groups, and they too were unhappy that the courts were
now locked. They also mentioned that as taxpayers, they felt the courts should be open
to the public when they were not in use by the high school.
I have informed all involved that there is a “Use Agreement” between the City and
Carlsbad Unified School District for the use of the tennis courts. With the courts being
on school district property and the City investing funding for the rehabilitation and
lighting, the two agencies had formed an agreement that restricts public use during
EXHIBIT A
school hours. For whatever reason, the high school has allowed the tennis players to
use the courts in the past; however, with the ongoing altercations between the coach
and tennis groups, authorities at Carlsbad High School are now enforcing their right to
lock the courts.
In one of my attempts to assist in coordinating some type of resolution between the high
school and the tennis groups, I contacted Scott Wright, Principal of Carlsbad High
School. I thought it might be beneficial to bring all parties together to discuss the
matter. In my conversation with Mr. Wright, he did not feel that it would be beneficial to
further discuss the matter due to the fact that the school has made every effort to
cooperate, and with the negative attitude of the tennis groups, their embarrassment of
the tennis coach, as well as dealing with potential safety issues as it relates to the
youth, he felt that the best way to resolve this issue is to secure the courts on the school
campus from public use during school hours.
Staff has contacted all representatives from the tennis groups and has informed them of
the Carlsbad Unified School District’s position. Additionally, staff has given the tennis
groups alternate sites within the City in which they can play.
If there are any additional questions regarding this issue, I would be more than happy to
answer them at your convenience.
KEN PRICE
C: Assistant City Manager
Recreation Services Manager
Page 1 of
Cindee Hollingsworth - Note to the Council Members JUN 1 5 2004
From: <EB2230@aol.com>
To: <choll@ci.carIsbad.c.us>
Date: 06/15/2004 10:26 AM For the Mbmati on
Subject: Note to the Council Members
I -
Dear Cindee,
6-r5-w3 Please advise the Council Members of our request for them to commit funds to
open space land acquisition.
We are sorry that a prior engagement prevents us from attending the Council
Meeting this evening.
Elizabeth and George Burmeister
3490 Don Albert0 Drive
Carlsbad, CA 92008
~l~~IIC~\~ncuments%20and%20Settings\choll\L~c~~~2OS~ttin~s\Temp\GW~ 0000 1 .HTM 06/15/20
Page 1 of 1
Council Internet Email - Funds for Open Space in City Budget
From: To: <council @ci.carlsbad.ca.us>
Date: 6/10/2004 1257 PM
Subject: Funds for Open Space in City Budget
"James Hagler" <hagler @ prodigy .neb
Dear City Council: We are writing to express our support for use of reserve funds for acquisition of open space in the coming budget. As
you know, numerous surveys of residents have shown that preservation of open space and limitations on more new construction are of primary importance to the majority of Carlsbad residents. This is becoming a greater concern each day, as land values rise and more development projects threaten further destruction. Please use this opportunity to devote public funds to the thing the public desires: preservation of open space. In particular, the Village H project is of critical importance to many, both as a wildlife corridor and simply as a fun place to socialize and walk dogs. Please don't allow this wonderful area to be lost to development. Thank you for your consideration. We hope you will choose to allocate necessary funds for acquisition of open space in the coming budget. James and Karen Hagler
3966 Foothill Avenue Carlsbad
Page 1 of 1
Council Internet Email - Save Open Space
From: To: <council @ci.carlsbad.ca.us>
Date: 6/10/2004 9:09 AM
Subject: Save Open Space
”CaroIyn Martus” <carolynmartus @ adelphia.net>
Dear Mayor Lewis and Council Members Kulchin, Finnilla, Hall and Packard,
I just wanted to let you know that I fully support the expenditure of public funds
to purchase and set aside natural areas for trails and open space within the City of
Carlsbad. Areas that I’m particularly concerned about is the land in the Buena
Vista Creek Valley and the historic El Salto falls. I can’t make the city council
meeting so I wanted to make sure I e-mailed you about my concerns. Thank you
for taking the time to listen to your constituents and I appreciate your service to
the city of Carlsbad.
Carolyn Martus
3685 Harding St Carlsbad CA 92008
Page 1 of 1
Council Internet Email - Saving Open Spaces
From:
To: <council @ci.carlsbad.ca.us>
Date: 6/10/2004 2:02 PM
Subject: Saving Open Spaces
"Manaktala Family" Coscarpug @ hotmail.com>
It has come to our attention that the current budget doesn't include enough money for open space
conservation. We feel that this should be as much of a priority as bending over for developers seems to be. It
is about time to seriously invest in our natural lands and not simply pay it lip service. Save what makes
Carlsbad great before we lose the opportunity forever. There is a huge diffence between the quality of life in
El Cajon and Carlsbad, let's keep it that way! That's our opinion and we thank you for listening to it.
Sincerely,
Theron, Kristine and James Manaktala
2990 Brandon Circle
Calsbad CA 92008
Page 1 of 1
Council Internet Email - Request for Action: Open Space Issue in Carlsbad
From:
To: <council@ci.carlsbad.ca.us>
Date: 6/13/2004 11:09 AM
Subject: Request for Action: Open Space Issue in Carlsbad
"Joe & Trudy Conard" <JTConard@earthlink.net>
Dear City Council Members:
We moved to Carlsbad from Orange County about five years ago because we
loved the open spaces of the canyons and hills along the North Coast of San
Diego County. We dreamed of settling permanently in Carlsbad, and also plan
to retire here in about five years.
We have thoroughly enjoyed the city of Carlsbad, but over the past year
or so we have really become disturbed and alarmed at the unchecked
development of houses in our beautiful city. Our retirement plans here are
now on hold. In fact, in July we are taking a vacation up to Ventura County
to visit that area, and are seriously reconsidering our retirement plans of
staying here. The congestion and over development of Carlsbad is quite
frankly "turning us off', And that is really a shame !
The scary thing is we don't know what the pending land development
plans are for the open space along Coast Highway in Carlsbad. Can we not
have some parks and open space along the beautiful coast for hiking and open
land use? And then there is all the development in Bressi Ranch, and in
areas in North Carlsbad along El Camino Real. We can't even imagine what is
planned for the areas along Cannon Road and between Cannon Road and south to
Poinsettia Lane. Oh my! Carlsbad is being ruined just like so many cities
in Orange County.
We don't understand the need to develop every space...every canyon,
every valley, every hill, and every open field within the city borders to
satisfy developers unsatiable need to develop (and profit) every square
inch of land with houses, buildings and roads. There appears to be some
type of mission underway of turning Carlsbad into a city like Los Angeles.
What has made Carlsbad appealing is the open space feeling.
You have the leadership position and authority to stop this incessant
growth. It is up to you as elected officials. We are counting on you.
We are the tax payers and residents of Carlsbad who are asking you to
stop this process by doing whatever you can do. Buy up these opens spaces
to create preserves for nature to flourish. At least require these
developers to build nature parks and create land use areas other than for
more houses and more buildings.
Please Save our City !
Joe & Trudy Conard
Very Concerned Residents of Rancho Carrillo
fi I P-//r-\nnr~ imm t cO/n?C)~nd%20S ettin ssklinb\Local%20Setting.s\Tem~\GW 10000 1 .HTK 611 572004
Page 1 of 1
Council Internet Email - Save our open space
From: Carol Williams <cscarlsbad@ yahoo.com>
To: <council @ci.carlsbad.ca.us>
Date: 6/15/2004 8:09 AM
Subject: Save our open space
My husband and I have already paid tax dollars allocated to trails and open space in this budget. A golf
coarse is not open space. A playground is not open space. A parlung lot is not open space. Where are all the
native animals supposed to go? They were here first. I support no growth in our community. There are too
many people and not enough land. How many big box stores do we need? Our native trees are being cut
down for homes to be built. What happens to the birds and other wildlife that were living in the tree? We
don't want anymore traffic, or more pollution. Save Carlsbad as a small village by the sea.
Thank you,
Carol Williams
Carol
Do you Yahoo!?
New and Improved Yahoo! Mail - Send lOMB messages!
Page 1 of 1
Council Internet Email - Please budget money to acquire more open space in Carlsbad
From: <GIGIAOQaol.com>
To: <council Q ci.carlsbad.ca.us>
Date: 6/14/2004 7:54 PM
Subject: Please budget money to acquire more open space in Carlsbad
Honorable Mayor and City Councilmembers,
I understand that none of the Measure C money has yet been budgeted for the acquisition natural lands acquisition here in Carlsbad.
Please make this a priority when adopting the new budget. In the six years I have lived in Carlsbad, I have witnessed
so much valuable, irreplaceable native habitat land, that served the public good in ways to numerous to count, rapidly diappear. It is vital that Carlsbad make an effort to acquire and preserve some of the last remaining natural open
space lands.
Even small pockets of land in Carlsbad neighborhoods can do so much to enhance the quality of life for residents here. (As has been exemplified in natural land parks such as Village H.)
Thank you for your time and attention to this matter
Very sincerely,
Gigi Orlowski 3729 Bennington Court Carlsbad, CA 92008
(760)729-2945
Page 1 of 1
Council Internet Email - Atten: Mayor Lewis and Councill Members Finilla, Hall kulchin
and Packard. Save Open Space in Carlsbad
From: "Georgia Malesis-Best" <georgia@ccpu.com>
To: <council@ci.carlsbad.ca.us>
Date: 6/14/2004 4:39 PM
Subject: Atten: Mayor Lewis and Councill Members Finilla, Hall kulchin and Packard. Save Open Space in Carlsbad
I would like to petition some of our already paid tax dollars allocated to trails and natural open space.
thanks,
Georgia Malesis-Best
Exec. Assistant
fax 777-3388
georgia@ccpu.com
(858) 882-8893
file://C:\Documents%20and%20Sett~nns\kl~nb\local%20Set~nns\Tem~\GW 100001 .HTM 611 5/20134
June 15,2004
TO: CITY MANAGER
FROM: Senior Accountant, Stover
VIA: Finance Director !
Revised Exhibit - Fee Increases
Attached is revised Exhibit A (Proposed Revisions to the Master Fee Schedules) of
Resolution 2004-1 97 to the Agenda Bill scheduled for July 15, 2004, adopting the 2004-
2005 Operating and Capital Budgets and revising fees and charges for services.
Several of the Sewer Benefit Area Fee increases were omitted from the original exhibit
in error.
The Sewer Benefit Area Fees are increased annually based upon an index as stated in
the resolutions and ordinances establishing the fees. Attached please find the revised
Exhibit. During the adoption process this evening, Council will need to refer to the
revised Exhibit.
Helga Stover, Senior Accountant
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2004
Fee per gross acre
Area / Basin Name
A Buena Vista Legoon
B Agua Hedionda Lagoon
C EncinasCmek
D Batiquitos Lagoon
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 $43,000 $43,000 $0
Current Revised
Low High Low High
Runoff Runoff Runoff Runoff
$1,837 $3,007 $1,865 $3,052
3,949 6,463 4,009 6,560
2,953 4,832 2.997 4,905
40 66 41 67
License Tax on New Construction-mobile homes $1,561 $1,582 $21
~~ Sewer Benefit AraKes- -- Current Revised Chanae
Area A
Area B
Area C
Area D
Area E
Area F
Area G
Area H
Area I
Area J
Area K
Area L
Area M
$ 379 $ 384s
667 675
1,645 1,675
1,648 1,678
2,430 2,475
2,443 2,488
103 105
808 808
387 392
1,333 1,351
2,690 2,725
1,054 1,067
52 52
5
8
30
30
45
45
2
5
18
35
13
Bridge & Thoroughfare District #2 Fees Current Revised Change
Zone 5 $239 $246 $7
Zone 20
Zone 21 42
1,242 1,278
990 1.032
Bridge & Thoroughfare District #3 Fees Current Revised Change
Fee Der ADT $1 38 $1 40 $2
Agricultural Mitigation Fees Current Revised Change
$8.858 19.744 $886
Exhibit A
To: City Manager
From: Performance Measurement Resource Team
During this year’s budget discussions, there have been references to the results of the Citv of
Carlsbad 2003 Public Opinion Survey Report published by the Social Behavioral Research
Institute (SBRI). That report provided the results of the City-sponsored annual resident survey.
In 2003, one question in particular queried citizens on Open Space preferences. The pages
reporting the results are attached to this memo for reference.
The basic question that was asked was, “Suppose you had 100 dollars of City funds to spend
among these four different proposals. How much of the 100 dollars should go toward:”
1. Preserved and Protected Open Space
2. Interconnecting Trails
3. Open Space and Trails Park
4. Active Use Park
Definitions of these types of Open Space uses were provided for clarification purposes. Those
definitions are attached as well.
The basic results of the average of dollars residents allotted to the four different types of open
space uses ranged narrowly f?om approximately $23 to $26. Bearing in mind the margin of
error in this survey is +/-3 percent, the difference between these allocations is statistically
insignificant.
SBRI also provided tables to show what percentage of residents chose a particular type of
open space as their first, second, third, and fourth choice etc. The results indicate a statistically
equivalent first preference for Preserved and Protected Open Space, Interconnecting Trails,
and Active Use Parks (31%, 30%’ and 31% respectively) and a somewhat lesser first
preference for Open Space and Trails Park (24%).
Lastly, SBRI reviewed the data for a correlation between length of residency and preferences.
The only statistically significant difference they noted is that newer residents (six years or less)
favored the Interconnecting Trails choice (28% for newer residents vs. 24% longer-tern
residents).
Staff has viewed these results to be very usefbl information. It is clear there is a nearly
equivalent demand for all four types of Open Space uses. Carlsbad residents as a whole did
0 Page 1
not express a clearly preferential type of Open Space use; rather it was expressed that there is a
nearly statistically identical resident demand for all four types of Open Space uses in Carlsbad. .
The next obvious question one might ask is,” How much of these varied types of Open Space
uses already exist?’ That information is not readily available. The aggregate area of Open
Space can be estimated using GIs databases, however data is currently not being categorized
into the four typical uses noted in the SBRI survey.
Recognizing the resident demands for the varied Open Space, staff has created a means by
which that demand can be met. There is a constant flow of City resources, volunteer efforts,
and developer contributions being devoted to this overall community value. There are
implementation plans in-place and ongoing in most cases for acquiring, developing, and
maintaining the varied Open Space types.
For instance:
The continuing dedication of private property as Open Space happens routinely
through the development process. Developers must set aside 40% of their property as
open space in one form or another - Preserved, Trails, andor Parks.
0 The City is in the final stages of having a Habitat Management Plan approved by all
wildlife agencies. This plan sets aside a wide variety of various Open Space types.
0 Through the implementation of the City’s Capital Improvement Plan, fees paid by
developers (and therefore paid by residents purchasing new homes) are being used to
construct active use parks.
0 The City has a model Citywide Trails program that has a well-developed partnership
and volunteer component to acquire, build, and maintain trail segments.
In summary, staff recognizes the resident demand for varied Open Space opportunities. This
demand is being met largely by the implementation of Carlsbad’s General Plan Open Space
and Conservation Element, the regulation of development in conformance with the standards
in the voter-approved Growth Management Plan, and implementation of an ambitious Parks
and Citywide Trails development program.
C: Assistant City Manager
Community Development Director
Department Heads
0 Page 2
open spaces
Respondents in 2003 were invited to give their opinions on four proposals about the use of land
and resources devoted to open space, trails, and parks. The four proposals were descrii to the
respondents who were then askedto imagine that they wereto allocate $100 of city hds among the
four proposals. The proposals were labeled Preserved and htected Open Space, Interconnecting
Trails, Open Space and Trails Park, and Active Use Parks. The proposals were presented to each
respondent in a randomized order. The descriptions of the proposals given to the respondents are
found on 4123 in Appendix k
Table 52 summarks how respondents allocated thm funds. As the table shows, the
distribution of funds was fhirly even The average allocation to active use p& was a little lowerthan I
! the allocations to the preserved and protected open space and interconnecting trails proposals. The
amountall~toeachproposaldidnotdifferbyregion
I
:
I City of Carlsbad 2003 Public Opinion Survey Repart; SBRI 57
Figure 2: Allotment to Open Space,Proposals,
30.0
The dollar valk that respondents assigned to each proposal were converted to rankings.
Proposals allotted more money than three other proposals were ranked first, those allotted more than
two other proposals were ranked second, and so forth. Table 53 shows the rankings residents gave to
the difkmt proposals. This table reveals an interesting pattern that warrants further attention
Specifically, though active use parks had the dest average allocation, as indicated in Table 52 and
Figure 2,29.8 percent of those providing responses ranked active use parks first compared to 3 1 .O,
trails, and open space and kds park respectively). This finding suggests a look at the ranlang
distn'butions may be infibnative. Figures 3 through 6 show these distributions.
City of Carlsbad 2003 Public Opinion Survey Repoa; SBRI 59
Figure 4: Interconnecting Trails.
40
30
20
10
0 13 -
First choice Third choice
Second Choice Fourth Choice
City of Carlsbad 2003 Public Opinion Survey Report; SBRI 61
Figwe 6: Active Use Park.
previous data collected fhm Carlsbad residents suggests that the number of years the
respondent had lived in Carlsbad was sipficantly related to the importance residents put on trails and
open spaces. Specifically, the longer the respondent had lived in Carlsbad, the less importance they
placed on trails and preserved open space. Given this relationship, it is worthwhile to examine how
newer and long-time residents allocated hds among the four open space proposals. For the purposes
of this analysis, newer residents refm to residents who have lived in the City of Carlsbad for six years
or less, while Zong-time residents have lived in Carlsbad for seven or more years.
First Choice Third Choice
Second Choice Fourth Choice
City of Carlsbad 2003 Public Opinion Survey Report; SBRI 63
40
35
30
Figure 7: Allocations by Length of Residence.
Newcr Resident Long-time Resident
Length of Residence in Carlsbad
Bnserved&
interconnecting
F'rotected Open Space
Trails
=Open Space & Trails
Park
mctive Use parks
City of Carlsbad 2003 public Opinion Survey Report; SBRI 65
QPARKUSE Has anyone m your household used a Carlsbad public park during the past twelve
months?
0. No
1. Yes
8. DON’T KNOW
9. REFUSED
QPARKRAT How would you rate the condition of the parWs andor park fidties you or your fbdy
used?
4.l5cceht
3. Good
2. Fair
1. Poor
TOP
mofe land and resou~ces devoted to open space, trails and parks. I would like to describe four
differentproposalstoy~~dthenaskforyourapinianabouttheseproposals.
TOP1 The first proposal is far the city to purchase or acquire undeveloped open space to preserve
and protect. This space would not be accessible by the public, but would be left untouched as habitat
for native plants and animals. I will refer to this -sal as ‘’pmerved and protected open space.”
Mow feedback finn Carlsbad Citizens has helped us leam that people would like to see
e
TOP2 The next praposal is far the city @,create wakg and b&bg hails that inteacanneCt ~w+out
proposal as “m- - txails?
the city. These trails would be bdt across cumntly undeveloped land, and would provide connecticms
lxhveenothertrailsbuiltwithinandammdnei~andokpublicareas. Iwillrefbtothis
TOP3 The next propod is forthe city to purchase or acqUireundeweloped apen space to build a
nature park This park would include loop tds built within the park, and a limited number ofpicnic
areas. I will refmto this proposal as “open space andtrailspe
8. DON’T KNOW
9. REFUSED
QPRKMTP What was the name ofthe park or facility and why do you rate it 8s “pof’?
City of Carlsbad 2003 Public Opinion SuweqfReport; SBRI 123
FY 2004-05
Budget Adoption
June 22,2004
Council Chambers
(continued from June 15.2004)
1.
2.
I x
Proaram Options for Council Discussion and Vote:
See attached Option slides
(Below Is tho language council may u80 depending on the
option chocrsn)
A. Lighting & Landscaping District #l
0 IF OPTlON 1 : Authorize use of the General fund to
cover deficits
0 IF OFTION 2: Appropriate $8O,OOO from the Lighting
and Landscaping Districts to pay for the engineer's
report and authorize a loan from the General fund, if
needed
B. TennisCourtr,
0 IF OPTION 1: No action
0 IF OPTION 2: Amend the Capital Improvement
Program to appropriate $1 million from the Public
Facilities Fees fund to construct 7 tennis courts
0 IF QpttoN 3: Amend the Capital Improvement
Program to appropriate $3 million from the Public
Facilities fees fund to construct a muRiurt tennis
complex
Adorrt Bud- for FY 2004-05 subject to any changes previously
voted upon by Councit
Adopt Gann limit
Adopt Changes to Master Fee schedule
Staff Contact
Kevin Branca
Ken Price
Resolutions 2004495
1215
384
2004-196
2004-197
1
PROOF OF PUBLICATION
(2010 & 2011 C.C.P.)
This space is for the County Clerk’s Filing Stamp
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 Proof of Publication 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 City of Oceanside and
the City of Escondido, Court Decree number
171349, 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:
I certify (or declare) under penalty of perjury that
the foregoing is true and correct.
Dated at SAN MARCOS California
I Day of May, 2004 This
I I
W Signature
NORTH COUNTY TIMES
Legal Advertising
The Coast News
Decreed A Legal Newspaper by the Superior Court
of San Diego County.
Mail all correspondence regarding public
notice advertising to
The Coast News, P.O. Box 232-550,
Encinitas, CA 92023 (760) 436-9737
Proof of Publication
STATE OF CALIFORNIA, ss.
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 principal clerk of the printer of The Coast News, a
newspaper printed and published weekly and which news-
paper has been adjudged a newspaper of general circulation
for the cities of Del Mar, Solana Beach, Enchitadcardiff,
Carlsbad, Oceanside, San MarcosNista and the County
Judicial District by the Superior Court of the State of
California, County of San Diego (8/4/94, #677114, B2393,
P396); and that the notice, of which the annexed is a print-
ed copy, has been published in, each regular and entire issue
of said newspaper and not in any supplement thereof on the
following dates, to-wit:
Mav 20.2004
Icertify under penalty of perjury that the
foregoing is true and correct. Executed at
Encinitas, County of San Diego, State of
California on the 20th day of May, 2004.
/ Clerk of the Printer
Space above for County Clerk’s Filing Stamp
NOTICE OF WBUC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a publlc hearing on Tuesday, June 15.2004 at
6:00 p.m. in the Council Chambers of City Hall, 1200 Carkbad Village Drive. Catisbad, California, to diswss the 2oo4-05 Operating wand the ZOOME to Bulklout Capltal Improvement Program Budget. Thii wet indudes an
appropriation of the 200445 AB 3229 funds in the amount of 5233,710 to be used to fund the police year round bicycle patrol prcgram. Also included will be discussion on the Carisbad Municipal Water District Operating and capittlr Improvement Program Budgets as well Bs dlscussion on behalf of the Housing and Redevebpment Board regarding the Redevelopment Budgets. The City
the Appropriation Limitation for flscnl year 2004-05. council wlll818odio4uio~ my Qvelopment fees andgeneral fees end
and commetltstothe Citycorprdl. Interested parties are invited to anend this meeting and present their views
Copies of the budget and proposed lee changes are available for public I inspection at the City Clerkrotlice, 1200 carlsbad Village Drhre, OT the two
libraries: Cole Llbrary, 1250 Carisbad Viliage Drive, Catisbad and Dove Library,
1775 Dovo Lane. Cartsbad. Written and telephone inquiries may be directed to Lisa HiIdabrand of the
Flnance -, 1635 Faraday Avenue, Catisbad; 602-2430. CN 8134 May 20,2004.
City of Carlsbad
2004-2005
Operating Budget Workshop
Managing Resources Effectively
~~
Budget Calendar
Council Meetinas
May 18 - Capital Budget Worksho
June 1 - Operating Budget Workshop
June 15 - Operating and Capital Budget
- Public Hearing and Adoption
Other Public Meetinas
June 9 - Citizen’s Budget Forum
1
Faraday Center
1635 Faraday Avenue
760-602-2430
Informal discussions with staff
Annual Process -
e
2
.-
City Budget
Capital Improvemen
City of Carlsbad Budget
City of Carlsbad
Combined Budget
Capital
26% \
Redevelop-/ ,/
ment 1% Special
Revenue
5%
$205.8 million
3
City of Carlsbad
Cash Balances
General
65%
J Economic Overview
Revenue Estimates
State's Impact
J Forecast for the Genera
J Budget Requests
JOther Fund Summaries
Fund
11 J Program Financing Option
'I
4
li 1
National Perspective
1- (0 -
8 I
--.I-
f. .. Bi
-2 O -- -1
11 Ill IV I m
Positive direction
*Consumer spending
.Business investmeni
*Inventory growth
One weak area
*Job growth
'I
___ ~ Economic Perspective
State of California
Growing . . .slowly
UCLA forecast
-Strenqths: -Weaknesses:
-Personal Income -High household
-Housing debt
-Taxable sales -Gasoline price increase
-State deficit
5
State of California I1
Structural
Deficit =
$6 billion and
growing
-Reflects the
reliance on
borrowing and
other one-time
Budget Deficit
Fl!&m 12
Large OperaHng Shortfalls to Persist Under May Revislona
(In BBfiw Fmd
savinqs P
Why is This A Concern?
Three of the largest revenue
sources are controlled in some
manner by the State
Over 60% of General fund
revenues are "at risk"
General Fund
Revenues
6
State Take-aways
Early 1990's - $2.5 million
Fiscal year'04 - $1.3 million
Fiscal year '05 - "Triple Flip"
(swap of 1/4 of the total Sales
Tax)
What's next???
E\ Ballot Initiatives
LOCAL
Governor's Agreement
-Signatures have been submitted
-New proposal by the LOCAL
group and the Governor's office
7
I
The Local Taxpayers and Public
Safety Protection Act (LOCAL)
Sponsored by: .
- League of California Cities - California State Association of Counties - California Special District Association
Requires a maioritv vote before the
State can take and use local
government funds
Strengthens mandate reimbursements
? I
0
0
Governor's
Agreement
Permanently reduces VLF
rate
Exchanges VLF backfill for
tax
Mandate relief
Prohibits future takings of local
taxes
Guarantees payment and eventual
reversal of Triple Flip
8
Govern0 r's Ag reemen t
Effect on Carlsbad
$0
Now 2005 2006 2007 2008
Growth Rates
Property Tax Vs. VLF
In Millions
20%
18%
16Oh
14%
12%
10%
8%
6%
4VO
2%
ovo
'97 '98 '99 2000 v1 '02 v3 w '05 t6
I - VLF * Property Tax I
9
II Carlsbad's Economic Profile
'U .-
Home prices
Taxable
transactions
Tourism
Population growth
I
Unemploy,ment Rates
8% I 1
7%
6%
5%
4%
3%
2%
0% I I I I I I
1996 1997 1998 1999 2000 2001 2002 2003 2004
10
Median Home Prices
In thousands
1999 2000 2001 2002 2003
Fiscal Year
Residential Permits
Future
Is
Master Planned Communities
aCalavera Hills 689 units
OBressi Ranch 623 units
.La Costa Valley >2,000 units I .Oaks
mRidae
Future .Greens
93 95 97 99 01 03 05 07 09 11
Fiscal Year
I
11
I1 Assessed Values and
Property Taxes Millions $35
12% increase in
assessed values $14.0
$Isrn t
$12.0
$10.0 T
FV ' 97 98 99 2000 '01 '02 '03 '040 '05e
0 Assessed Values -2- Property Taxes
i - $30
925
$20
$15
$10
$5
7 SO
'-
'-
.-
.-
.-
Assessed Values and
Bllllons Property Taxes Millions
$18.0 1 $35 Only 5% increase in
property taxes due t to State impact
$16.0
$14.0 I $12.0
$10.0
$2.0
$0.0 t
97w 98 99 2000 '01 '02 '03 '04e '05e
0 Assessed Values -e- Property Taxes
1 - $30
825
$20
$15
$10
$5
l- so
*
.-
.-
.-
--
12
Property Taxes
Historic and Future
In Millims
$50 -I I 20%
15%
10%
5%
,..... 0%
-5%
-10%
-15%
93 '94 95 '96 97 p8 99 2000 '01 '02 '03 '04 '05 '06 '07 08 '09 '10
I-+Property Taxes -Annual O/o Growth]
Sales Taxes I I Historic and Future
~n~llllm 7% increase for FY '05; 5% after State effect
1 20% I
18%
16%
14%
12%
10%
8%
6%
4%
2%
O0lo I '96 '97 '98 99 2000 '01 '02 '03 'W '05 '06 '07 W '09 '10
I I+ Sales Taxes -Annual Yo Growth 1
13
I I 11 Sales Taxes by Category 11
$26.4 million
Construction
3% M isc
Food < f 0%
Transient Occupancy Taxes I1 Recovery back to
2001 levels
expected in 2005
98 99 00 01 02 03 04e 05e
0 All Others Q La Costa @I Four Seasons New Hotels 1
I
'I
14
Hotel Rooms in Carlsbad
'05 1-1 Harnpton Inns
1-1 Inns of America
Marriott,
Residence Inn
Grand Pacific
97
Vehicle License Fees
Estimate: $5.1 million
$8
$7
$6
$5
$4
$3
$2
$1
$0 7
--
--
'97 '98 '99 2DM) '01 '02 '03 'W '06 '07 '08 y)9 '10
15
Franchise Taxes
n Mllllons $8 , $7 5
'99 '00 '01 '02 '03 '04 '05e
Natural Gas Prices
Monthlv Natural Gas Price Forecast
16
General Fund Revenues
Projected at $96.1 million
Franchise*
5%
10%
*Five sources make up 77% of General
fund revenues.
General Fund Budget
FY 2004-05
Revenues: $96.1 million
Budget Requests $90.5 million
Fund Transfer .3 million
Projected Surplus: $ 5.3 million
17
General Fund Balance
(In Thousands)
Estimated Balance at
6/30/04
Plus: FY 05 Surplus
Less: Commitment to
Estimated Balance at
Golf Course I 6/30/05
73.9
583
million
million
1580 million
$ 64.2 million
Forecast Assumptions
CPI:
Taxable sales
Energy prices
Development
Personnel costs
Position growth
Other expenses
New facilities
2.2% to 3%
5% to 6%
No spikes
Citywide projections
5-yr Agreements
6-9 new per year
CPI + population
Per CIP
!
I
18
I '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
Net Revenues over (under) Expenditures I 'I I
General Fund
Revenues and Expenditures
i160
; 140
a20
a00
$80
$60
440 I '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
19
I Forecast Corn parison
Millions
$15
$10
$5
$0
-$5
-$lo
-q**
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14
Net Revenues over (under) Expenditures
Major Uncertainties
in the Forecast
State Budqet
-$6 billion + structural imbalance
-May last for years
-Unknown solution
Transnet Reauthorization
20
Half-cent sales tax for regional
transportation
Approximately $2 million
annually for Carlsbad
Reauthorization on ballot
Forecast Comparison
Millions
I * I
Balanced
I
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 -84 '
Net Revenues over (under) Expenditures
21
I
Operating Revenues
By Fund Type
Internal
Servlces
24%
2%
Specbl Revenue
6% I Total = $154.2 million
Operating Revenues
By Source
Interdept.
10% Llcensesl
Permlts I Fines-
Aer . ( 4%
1% lntergov't
22
Budget Requests
Council adopts budget
Cheryl Gerhardt
Sen io r Accountant
-m-
Budget Process
[I Finance Distributes Budget Manual
to Finance
23
Managing Resources
Effectively
No noticeable
service levels
No Layoffs
cuts in services and
Identify new revenue generation
opportunities
A balanced budget and long-term
plan for staying in balance
Budget Overview
Budget $147.6 million
No New Positions
Proposed
- .34 RE hourly
Total Workforce
646 full time
147.93 FTE hourly
i
24
Operating Budget
Internal Redevelopment
Service / 1%
Revenue \, - /
7% v I Total Budget = $147.6 million
General Fund
Pollcyl
contingency 7 /Leadership
Admin Svcs
Public Work
Communlty
Development
Total Budget = $90.5 million I
I
'I
25
Total $84.9
L *
General Fund Budget 11
$loa
P
$0 In Millions no4
6.6% 0 - Total $90.5
FY05
I d II 1" Personna M & OI Capital Outlay & TranSfers 11
Public Safety
Police Chief - Tom Zoll
26
Project
Replaces computer-
aided disDatch
Public Safety Technology Project
27
Computer-Aided Dispatch
Com pu ter-a ided dispatch equipment and software for communications center
Interfaces to AFUIS and other criminal
justice databases
9-month installation
Mobile Office
Will allow officers to
receive calls on their
in-car computer.
Will provide direct
access to law
enforcement
databases, photos,
email, maps, etc.
28
Automatic Vehicle Location I
Real-time
tracking of
police units.
Closest unit to
call is
dispatched.
Managing Overtime
Developing guidelines to mor
efficiently manage our resources
Streamline training
Flexible minimum staffing to tailor to
varying needs
Beat alignment with new CAD will
support flexible staffing
29
Public Safety
Fire Chief - Kevin Crawford
North County Dispatch Joint
Powers Authority
Joined in July 2003
NCDJPA represents Carlsbad, Del
Mar, Encinitas, San Marcos, Rancho
Santa Fe, Solana Beach &Vista
Boundary Drop (January 2004)
30
Regional Efforts
Vision
Functionality
Common Approach In
Delivery
Resource Sharing
Remove Obstacles
I Service
Carlsbad Fire
Department
e
0
e
Efficiency
Effectiveness
Local Control
Minimization or loss of any of these three
underpinnings will lessen the Fire Department's
functionality
Reqionalization at varvinq levels will enhance
these three quidina Principles
31
TOP Quality Service
Jim
Ad mi nistrative
Elliott
Services Director
Promote Volunteerism in all City
departments - Citywide
Vol u nteerism
Volunteer Program
Help the organization crea
-Commitment
Toward engaging volunteers
i
I.
1.
I
._ '
32
Volunteer Program I
Targeted recruiting
Creating community contacts
- Clearing house for volunteerism
Volunteer Program
Active Volunteers 646
- Library 199
- Recreation 250
- Safety 120
- Boards and other 77
33
Top Quality Service
In the quiet little town of Carlsbad...
II Top Quality Service
A mpical resident contemplates life ...
34
Top Quality Service
Top Quality Service
II No ...
35
I
Top ~- Quality - Service .- -. !
Top Quality Service
The City of Carlsbad
36
Top Quality Service I
To the Rescue,,.
Top Quality Service
37
Current North County sites - Oceanside Post Office - Escondido City Hall
Appointments for quick personal service from Carlsbad's best employees
One stop shopping
Photos
File papers
Questions answered
Low cost - offset by revenues
No additional space or staff needed
I
Top Quality Service
38
Synthetic Turf
at Stagecoach Park
Synthetic Turf
at Stagecoach Park
Cost Savings
- $26K annually (water, fertilizer, seed, etc.)
- Stafftime (mowing, weeding, etc.)
Total Cost = $1.6 Million
59
IT Disaster Recovery Plan
How long can you survive without
Databases
Networks
Systems (Payroll, Billing, work order, etc.)
Prioritize recovery plan
Contingency operating plans
i
40
Community Engagement Programs !
Connecting Community, Place and
Community
Development
Sandra Holder
Community Development
41
I Carlsbad Centre City Gateway
Land Use Vision and Strategy
Core Study Area
Agua Hedionda Lagoo
Road on the north
Palomar Airport Road
on the south
Veteran's Park & Golf
course on the east
1-5 on the west
I
Civic Facilities
Civic Center Plan
- Identify Components (Gov'tlNon-Gov't
- Identify Location (Coastal Orientation)
- Develop Conceptual Design
Uses)
- Create a Development Strategy II
Related CCPS Goals: - Training Center
- 'Public Works Center
- Centre City Gateway
- Civic Engagement
42
North State Street
Redevelopment
Conceptual Plan for Wlage Green
Development
Standards Review
& Revisions to
Village Master
Plan
Objective: Proactive
Management of Land
Resources
Ponto Area
Remaining Areas
- Power Plant
- Carlsbad Blvd properties
Objective: Proactive Management of Land
43
Community Services
,
Cliff Lange
Library Director
Community Services
FY 2004-05 Budget Highlights II
Library
Managing Resources
Effectively
44
Electronic sign-up for Internet II access
E- Ma i I N ot if ica t ion
Automated Telephone Notification
Technology Enhancements:
Cost $61,000
The Learning Center 11
Former Girl’s Club property purchased
Design, site plan for CUP
Purchase and install modular buildings
Furnish and equip
Move- i n
$766,000 (CDBG funds]
Basic reading and writing instruction
Homework tutoring
Computer lab
Bilingual library resources
The Learning Center
"All the fools you need to succeed"
Learning Center Programs
0
0
0
0
The Learning Center
"All the fools you need to succeed"
Learning Center Programs
0
0
0
0
Managing Resources Effectively 11 I
b
Community Services
FY 2004-05 Budget Highlights II I
ONLINE REGISTRATION
47
I
Benefits to Citizens
Improved Customer Service With
Accurate &timely registration
Additional registration option
Immediate confirmation
Up-to-date facility availability
Econnect
- 789 Registrations (75%)
- $32,000
Phone-in
- $12,000
- 289 Registrations (25%)
Online Registration
Phase One - Aquatics - May 15,2004
48
.
Online Registration
Final Phase
JRecreation - 8/04
Incorporate Carlsbad Connect into
remainder of Comm’unity Services
JSeniors - 1/05
JLibrary - 5/05
JArts - 4/05
0
Online Registration
Final Phase
Community Services Staff Training
Marketing Online Availability
- Program Registration
- Facility Reservation Viewing - d II Just Click!!
Public Works
Lloyd Hubbs
Public Works Director
50
Phase I1 Recycle Water Plant
Plant distribution lines
Equalization Basin -- Construct ion
Summary of costs
Ultimate water
demand = 28 MGD
Recycled water = 8-10
MGD
Over 1/3 of water
demand
Reduce impact of
drought
i
I
I-
51
Phase I1 Recycle Water Plant
Schedule
- Phase I -
- Phase I1 -
Operational
Operational
summer 2005
PU m p .Stations Sanitary Pump Station
Abandonment
- Gateshead - Vancouver
0
a
- Simsbury
- Villas
- Faraday (upper) - Faraday (lower) - La Golondrina
- Meadow 1
- Woodstock
PU m p .Stations Sanitary Pump Station
Abandonment
- Gateshead - Vancouver
Cost estimate $1,390,000 I I $75k / yr reduction
52
I Fleet Replacement Summary
I FY03 I FY04 I FY05 I TOTAL 11
IDownsized Replacements. I 10 I 9 I 7 I 26 11
Pillars of top quality
service
- cost
- Quality
- Service
i
53
Maintenance Assessment Program = Quality 11
Buildings
Parks
Buildings
Parks
!
’,
.. ,
Other Funds
54
I Sanitation Enterprise Fund
I Interest Other
Estimated Revenue =
$7.0 million
Budget =
$6.9 million
Sanitation Fund Forecast
Rate lncrease 370 390 3% 3% 3%
56
II Solid Waste Enterprise Fund
Ill
? I
Other . Recycling
Estimated Revenue =
$2.4 million
Budget
= $1.8 million I1 I
Special Revenue Funds II
Total Budget = $10.0 million Si 'I
..
57
Internal Service Funds
Work
II Total Budget $14.7 million 11 I "I
i South Carlsbad Coastal
Redevelopment Area Fund
1400
1200
1000
800
600
400
200
0 FY 05 n thousands
118 Admin Goals El CIP I
Budget = $1.3 million
- Operating $435K
Goals
- CIP$851K
- Land use strategy - Center City Gateway
CIP - CB Blvd/Encinas Creek Bridge
- CB/Breakwater turn lane
- PAR widening & intersection
5 8
Village Redevelopment Area 11
~ 3000
2000
1000
0 FY 05 in b9ousands
Fund
, ! II
Budget = $2.9 million - Operating $444K
- Debt Repay $1.1
Goals
- North State Street
CIP
- CUSD/Senior Center
- CIP $1.4
Purchase
Debt Repayment
W Goals i 81 Admin
Program Financing
Options
59
Lighting and Landscaping
District #l
Three Zones
- Citywide Medians
- Street Trees
- Citywide Street Lights
Formed in 1983
Rates locked in place by Prop 218
in 1996
Current Situation
Medians zone is out of cash I -Will require a loan of $309,000 from
Street Lighting projected to be out
of cash by 2008 - No replacement funds
the general fund in 04-05
Street Trees out of cash by 2008-
2010
60
Projected Deficits
I ,
61
Increase Assessments
Vote required
Report needed to provide more
accurate estimates
- Report can consider all or only certain .
zones
- Cost Of UP to $80,000
- Not in proposed 04-05 budget
!
I
62