HomeMy WebLinkAbout2005-05-17; City Council; 18133; Proposed 2005-06 to Buildout CIPAB# 18,133
MTG. 0511 7/05
DEPT. FIN
+- 16 CITY OF CARLSBAD - AGENDA BILL c- ,
TITLE:
PROPOSED 2005-2006 TO BUILDOUT
CAPITAL IMPROVEMENT PROGRAM
RECOMMENDED ACTION:
Accept report. Set public hearing for June 21, 2005.
ITEM EXPLANATION:
The Capital Improvement Program (CIP) is a planning document as well as a budget document. It
incorporates the current status of all of the City's capital funds with the capital construction budgets
and development projections for the upcoming years, and then projects future revenues and
expenditures for all known projects until buildout of the City. This document is reviewed and
updated every year during the budget process.
Overview - Fiscal Year 2005-2006
During the CIP review process, staff
evaluated the construction schedules for
City facilities in conjunction with the
workload of the staff needed to complete
the projects. In addition, new projects were
prioritized and ranked using the criteria
shown in the table. An evaluation of the
availability of capital construction funds as
well as operating funds were also part of the
evaluation and scheduling process.
Project Ranking Criteria
Health and Safety
Legal Mandates
Operating Cost Impacts
Growth Management Standards
Other Standards
Completion of Basic Infrastructure Linkage
Public Opinion/Surveys
Funding & Timing Opportunity
A large increase in the cost of construction materials has occurred over the past 2 years pushing
Building Cost Index
"""
60%-
5 0%-
4 0% -
3 0%-
2 0% -
10%-
0 0% t
1998 1999 2000 2001 2002 2003 2004 2005
up the cost of all of the City's projects. With the
exception of one funding source, there are
sufficient revenues projected to build the projects
listed in the CIP. However, the recent cost
escalation has increased the projected shortfall in
the Public Facilities Fees (PFF) at build out of the
City from the $1.5 million projected last year to
$4.8 million this year. While this is not an
immediate problem, it is an indication that the City
may not have the money to build all of the projects
listed under the PFF program.
Several changes were required in this year's CIP to keep the deficit in PFF from increasing any
further. The recommended changes, as reflected in the accompanying documents, include:
Move the Hosp GroveIBuena Vista Lagoon improvements project to the unfunded list. This
action will free up $1.3 million of Park-in-Lieu funds that can be used towards the Pine Street
Park community center;
Move the Cannon Lake Park project to the unfunded project list. This relieves the PFF fund
of $2.1 million in obligations;
Use all undesignated Park-in-Lieu funds (a total of $4.1 million) as a funding source for park
projects rather than using PFF as originally planned;
PAGE 2 OF AGENDA BILL NO. 18,133
Move the estimated construction date for Aviara Park community center out into the 2015 to
build-out time frame.
These changes allow the PFF fund to remain balanced until sometime after 2015. During this time
an evaluation of the remaining projects in this fee program can occur, and Council will have an
opportunity to revise the future construction plans of PFF-funded projects and/or obtain additional
funding.
Major Proiects For Fiscal Year 2005-06
Some of the major projects scheduled to receive new or additional funding in fiscal year 2005-06
are summarized below. More information on all the projects in the CIP can be found in the
accompanying report.
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, restrooms and parking facilities, and an aquatic center. The aquatic center will
include a 50-meter competition pool, a 12-lane instructional pool and a therapy pool as well as a
water play area complete with a lazy river and 2 water slides.
Carlsbad Municipal Golf Course - The City has plans to construct an 18-hole championship golf
course on property located north of Palomar Airport Road along College Boulevard.
Librarv Learning Center - This project is to provide a permanent location for the Adult Learning
and the Centro de Informacion programs. The existing building adjacent to Holiday Park will be
remodeled and a second story, approximately 5,000 square feet, will be added.
Senior Center Expansion - The 1'' floor area of the existing Senior Center will be remodeled to
include additional amenities for the senior community. The Znd floor will be remodeled to house
City offices.
Public Works Center - The project is for the construction of the Public Works Center and
associated improvements. It includes offices, shops, a yard, warehouse and parking to
accommodate the Public Works department. Initial estimates put the cost at approximately $22
million.
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 6,200 square foot permanent
facility along the east side of Rancho Santa Fe Road is scheduled to occur concurrent with the
road alignment project. Total cost is projected at $5.4 million. 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.
Vista/Carlsbad Interceptor - Reaches 13 to 15 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.
Pavement Management - A street can last a lifetime if it is properly maintained. Part of that
maintenance program is the sealing and overlay of the existing street surface. Carlsbad's local
streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of
the street. In addition, any problem areas are addressed as they are identified.
PAGE 3 OF AGENDA BILL NO. 18,133
Future Facilities
The CIP for 2005-2006 to Build-out outlines approximately 154 future projects at $445 million as
shown below.
CIP Projects - All Future Projects
Type of Project Quantity Total Cost
Civic Facilities 16 $92,983,484
Streets/Circulation 47 92,671,786
Parks 15 108,000,080
Sewer 24 61,142,365
Water 44 39,494,765
Drainage 8 15,805,150
Other (loans) N/A 35,284,198
Total Future 154 $445,381,828
Specific timing and cost estimates for all planned capital projects are identified in the
accompanying report and schedules.
There are several projects identified in the CIP for which there is no identifiable funding source.
The City will investigate obtaining possible outside funding such as federal and State grants, loans,
or other financing sources. These projects are:
El Camino Real Widening from Cassia Road to Camino Vida Roble
Palomar Airport Road Widening and Bridge Reconstruction
Poinsettia Lane - Read “E”
Cannon Road - Reach 4 - College to City Limits
Cannon Lake Park (6.7 Acres)
Hosp Grove/Buena Vista Lagoon Improvement
The proposed Capital Improvement Program for fiscal year 2005-06 is an exhibit to this report.
Staff is requesting that Council set the public hearing for the adoption of the CIP as well as for the
City’s Operating budget for the meeting of June 21, 2005. During this meeting, comments from
interested citizens and others is welcomed.
FISCAL IMPACT:
Upon adoption of the Capital Improvement Program budget on June 21, 2005, the total new
appropriations on July 1, 2005 will be $87,696,728 from the CIP funds shown on the attached
schedules. Existing expenditures and appropriations shown in the attached schedules are through
April 30, 2005. In addition, revenue projections are provided to show the cash flows and balances
for each of the funds.
EXHIBITS:
1. 2005-2006 Preliminary Capital Improvement Program.
DEPARTMENT CONTACT: Lisa Hildabrand; (760) 602-2430
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
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 to provide the most comprehensive snapshot of
all the known future facilities the City of Carlsbad plans to construct.
The 2005-2006 Preliminary Capital Improvement Program outlines
$87.7 million in new appropriations to provide additional funding for the
continuation of existing projects as well as funding for new projects.
Projected revenues during the fiscal year are estimated at $120 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.
The remainder of the report explains the process and the results of the City’s plans for its capital
facilities. With the exception of one funding source, there are sufficient revenues projected to
build the projects listed in the CIP. A large increase in the cost of construction materials has
occurred over the past 2 years pushing up the cost of all of the City’s projects. This cost
escalation has raised the projected shortfall in the Public Facilities Fees (PFF) at build out of the
City from the $1.5 million projected last year to $4.8 million this year. While this is not an
immediate problem, it is an indication that the City may not have the money to build all of the
projects listed under the PFF program.
Several changes were required in this year’s CIP to keep the deficit in PFF from increasing any
further. The recommended changes, as reflected in the accompanying documents, include:
Move the Hosp GrovelBuena Vista Lagoon improvements project to the unfunded list. This
action will free up $1.3 million of Park-in-Lieu funds that can be used towards the Pine Street
Park community center;
Move the Cannon Lake Park project to the unfunded project list. This relieves the PFF fund
of $2.1 million in obligations;
Use all undesignated Park-in-Lieu funds (a total of $4.1 million) as a funding source for park
projects rather than using PFF as originally planned;
Move the estimated construction date for Aviara Park community center out into the 2015 to
build-out time frame.
These changes allow the PFF fund to remain balanced until sometime after 2015. It is important
to remember that the projections attempt to estimate revenues for over 15 years into the future.
The actual revenues may be more or less depending on many factors including the rate of
development, building valuations, interest rates and construction costs. The $4.8 million deficit
represents approximately 10% of all the future PFF revenue to be collected. If the projections
are accurate, it means that the City may have to either cut back on the proposed projects or find
alternative funding sources for the projects.
Exhibit 1
the latest increases in materials costs.
detailed review of the cost
components, or, in cases where the
project is only in its conceptual stages,
by increasing the total cost by the
Engineering News Record (ENR)
index. As seen in the chart, building
cost increases have risen over the past
several years with a 3.2% increase in
2003 and an amazing 9.7% increase in
2004. The ENR is forecasting that
This was done through either a
annual inflation for building costs will slip back to 3.5% in 2005, although the
cost of certain materials may grow
2005-2006 PRELIM1 NARY CAPITAL IMPROVEMENT PROGRAM
Engineering News Record
Annual Building Percentage Increases
120% -
10 0% ~ ~ ~ ~ ~~ ~
60% -
o% -
0.0% I
,99* ,9q5 ,99” ,9.’ ,%@ +Q‘ 2.0’ %Q$@ p’
Despite the changes in the Parks programs, it is still anticipated that the City will meet all of its
growth management standards. This reflects the Council’s continued commitment to construct
the facilities as needed to serve the current and anticipated development occurring throughout
the City.
PROJECT EVALUATION
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. 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 a staff Review Committee and subsequently by the City’s executive
management and City Council. The Review Committee begins the process by determining the
need of a project based on the following criteria:
Project Ranking 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. Does the project complete or provide part of the basic infrastructure (example: a
linking road segment)?
5. Are there other reasons to construct the project (example: timing or funding
opportunity, public demand)?
If the project meets the criteria listed above, then it is subject to additional review including an
analysis of engineering cost estimates, a review of the funding availability, the overall timing of
project, and the availability of City resources.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
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.
THE NEXT FIVE YEARS ...
PARK PROJECTS
The City has planned a number of park projects over the next 5 years which will enhance the
recreational opportunities for Carlsbad's residents and allow the City to meet the standards for
park acreage as set forth in the growth management plan. Some of the more significant projects
are listed below.
0 Alqa Norte Park and Aquatic Center - This park site consists of 30 acres in the Southeast
Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a
skate park, a dog park, restrooms and parking facilities, and an aquatic center. The aquatic
center will include a 50-meter competition pool, a 12-lane instructional pool and a therapy
pool as well as a water play area complete with a lazy river and 2
water slides. A swimming pool complex was one of the projects
approved by the voters through Proposition C in 2002. Construction
is scheduled to begin in Fiscal Year 05-06. The park is expected to
cost $12.6 million and the aquatic center is estimated at $17.9
million.
0 Carlsbad Municipal Golf Course - The City has plans to construct an 18-hole championship
golf course on property located north of Palomar Airport Road along College Boulevard. Formal
grading is expected to begin in September 2005. The targeted opening is Spring 2007. An
additional $36.8 million is appropriated in this year's CIP for the construction of the course that
includes a 26,000 square foot clubhouse.
Senior Center Expansion - The 1'' floor area of the existing Senior Center will be remodeled
to include additional amenities for the senior community. These may include items such as an
exercise rooms, art room, TV room, multi-purpose room, game room, health screening room and
a computer room. The Znd floor will be remodeled to house City offices. The estimated cost for
the renovation is just under $1 million.
0 Pine Park Communitv Center - Plans are to construct a 20,000 square foot community
facility/gymnasium. The facility will include basketball, volleyball, gymnastics, multi-purpose
rooms, meeting rooms, a teen center and office space. Design of this $6.2 million facility is
expected to begin in the 2008-09 fiscal year.
Poinsettia Park Communitv Center - Phase II of this 42-acre park includes amenities such
as a community facility/gymnasium, enclosed soccer field, tot lot, picnic areas, tennis complex
including a clubhouse and stadium court and additional parking. The cost is expected to be
approximately $1 1.6 million and will begin design in fiscal year 2009-10.
0 Lake Calavera Trails Construction - Funds for the 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 expects to use volunteers to construct approximately 2.5 miles
of the proposed 5 miles of trails.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CIVIC FACILITIES
Civic facilities include a variety of facilities from which the City can offer its services to the public.
Many of these are still in the preliminary design stage and will be further defined over the next
year or two.
0 Civic Center - Preliminary planning for a Civic Center has begun. The Civic Center will
consolidate City administrative operations and facilities into a more centralized location. It also
may include a variety of other services and recreational opportunities for citizens and visitors.
Council, 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 Public Works Center - The project is for the construction of the Public Works Center and
associated improvements. It includes offices, shops, a yard, warehouse and parking to
accommodate the Public Works department. Initial estimates put the cost at approximately $22
million.
0 Safetv Training Center - With the construction of the City’s municipal golf course in the next
year, it is necessary to relocate the Police department’s shooting range, which is currently
located on the golf course property. In addition, there is a need for specialized training facilities
for other public safety purposes. This project was authorized under Proposition C, which was
approved in 2002. Preliminary design work is underway. The facility may include a fire training
tower, residential training prop, outdoor seating pavilion, fire administration building with
classroom and storage facilities, in addition to the shooting range.
0 Libraw Learning Center - This project is to provide a permanent location for the Adult
Learning and the Centro de Informacion programs. The existing building adjacent to Holiday
Park will be remodeled and a second story, approximately 5,000 square feet, will be added for a
total cost of $3.1 million.
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 6,200 square foot
permanent facility along the east side of Rancho Santa Fe
Road is scheduled to occur concurrent with the road
alignment project. Total cost is projected at $5.4 million. This
fire station is required to ensure a five-minute response time
within the southeast part of the City as development in that
area occurs.
Fire Station No. 3 Relocation - Fire Station No. 3 is currently located at the corner of
Chestnut and Catalina. As the City grows eastward, relocation of this station is needed to
ensure the five-minute response time. The new station is budgeted as a 6,200 square foot
facility sited next to Calavera Hills Community Park. The suitability of this location is currently
under review.
STREET PROJECTS
Traffic congestion is one of the top concerns among citizens according to the City’s latest public
opinion survey. To help improve the flow of traffic throughout Carlsbad and to keep the City’s
streets in top condition, there are a number of street projects expected to be completed in the
next five years. Some of the larger ones include:
0 Faraday Avenue and Melrose Drive Extensions east of El Camino Real - This project
encompasses the extension of Melrose Drive from Palomar Airport Road to the CarlsbadNista
7
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. The
project would include the reconstruction of a portion of existing Melrose Drive in the City of Vista
and the construction of a bridge over the Agua Hedionda Creek along Faraday Avenue. This
project is being built by the developers in the area and reimbursed from the proceeds of a bond
issue. The formation of a Community Facilities District is underway and will be the mechanism
for the issuance and repayment of the debt.
0 Poinsettia Lane East of El Camino Real - This project, located along the future alignment of
Poinsettia Lane from El Camino Real east to El Fuerte Street, will complete another eastlwest
arterial linkage from Melrose Drive to Interstate 5. The project is expected to be complete and
open to the public in mid-2005. It was funded through an assessment district which issued debt
and will be repaid from assessments placed on the property.
College Boulevard and Cannon Road - Ultimate construction of the missing link of College
Boulevard from Cannon Road south to El Camino Real is the goal of this project. It also
includes a 1,200-foot section of Cannon Road east of the College/Cannon intersection. The
financing program for this section of road is under discussion and will need to be resolved before
construction can begin.
Pavement Management - A street can last a lifetime if it is properly maintained. Part of that
maintenance program is the sealing and overlay of the existing street surface. Carlsbad’s local
streets are maintained on a regular cycle to ensure a good riding surface and to extend the life
of the street. In addition, any problem areas are addressed as they are identified. The
pavement management program is budgeted at about $3.3 million per year.
WATER/ SEWER PROJECTS
Although the City’s water and sewer projects may not be the most discussed projects in the
community, they are vital to the health and welfare of its citizens. Most new lines are built and
paid for by developers. As the City ages, the number of these projects will grow as it becomes
necessary to repair and replace the lines that are being built today.
0 VistalCarlsbad Interceptor - Reaches 13 to 15 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.
Water Lines - Several major water lines are scheduled for
construction within the next five years: - - - - Faraday Avenue extension -
Recvcled Water Program - Construction of the Recycled Water
Cannon Road east of El Camino Real
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - various sections
Melrose Drive from Palomar Airport Road to Faraday
0
Facility is complete. This $45 million project included construction of a four-million-gallons-per-
day treatment plant, distribution pipelines, a flow equalization storage facility, and pump stations.
Although the construction of the treatment plant is complete, timing of the plant operations is
dependent upon completion of Encina’s Flow Equalization project. The facility will be tested
during the last few months of fiscal year 2004-05 and should begin operations shortly thereafter.
The pipelines will also be completed by that time, and the pump stations and Mahr Reservoir will
become operational around July 2006.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for 2005-2006 to buildout outlines approximately 154 future projects at $445 million.
CIP Projects -All Future Projects
[Type of Project Quantity Total Cost1
Civic Facilities
Streets/Circulation
Parks
Sewer
Water
Drainage
Other (loans)
Total Future
16
47
15
24
44
8
N/A
154
$92,983,484
92,671,786
108,000,080
61,142,365
39,494,765
15,805,150
The largest expenditure category is for park and recreational facility construction and acquisition
projects, which total $108 million, or 24%. Park projects planned within all quadrants of the City
are listed below in addition to the fiscal year design and/or construction is expected to begin.
More detail follows on specific projects not discussed earlier in this report.
PARK PROJECTS BY QUADRANT
Northwest Quadrant Northeast Quadrant
Pine Avenue Park: 2005
Pine Avenue Park Community Building: 2008-09 Hidden Canyon Park: 2005
Southwest Quadrant Southeast Quadrant
Poinsettia Park Community Building: 2009-1 0
Aviara Community Building: 201 5-20
Alga Norte Park: 2005-06
Alga Norte Aquatic Center: 2005-06
Leo Carrillo Park Phase Ill: 2015-20
Citywide Park and Recreational Proiects
Municipal Golf Course: 2005-06
Business Park Recreational Facility: 201 5-2020
Veteran’s Memorial Park: 201 0-2020
0 Aviara Community Facility - Located in the southwest quadrant of the city, this project
includes the construction of an 18,000 square foot community facility that would include meeting
and activity rooms, as well as park offices.
Leo Carrillo Park Phase Ill - This park was once part of the original
2,538 acre working rancho, home to actor Leo Carrillo, his wife Edith, and
their daughter Antoinette. It is located in the southwest quadrant,
approximately one mile south of Palomar Airport Road. Initial restoration
was completed and the park opened to the public in 2003. Future work
includes renovation of the barn into a small theatre, restoration of the
Cantina, Equipment Shed, Blacksmith Shop, Carriage House, and Water
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Tank. A botanical garden, picnic areas, and trails will also be added to enhance the visitor’s
experience of the ranch.
0 Veterans Memorial Park - This project is located south and east of Agua Hedionda Lagoon
adjacent to the future City Golf Course. The Master Plan includes the following improvements:
community leisure needs, open space interpretive area, parking and maintenance facility. Other
suggested uses for this park include an amphitheater complex, sports complex, conference
center and numerous other active/passive recreation amenities.
Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities
total $93 million of the total planned capital expenditures to buildout. Approximately 21% of
future expenditures are 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. Additional
roadway projects include replacement of the Carlsbad Boulevard Encinas Creek Bridge, several
road-widening projects, and over $53 million for future pavement overlay. Additional traffic
signals are expected to cost approximately $6 million.
Sewer and drainage projects are expected to cost $77 million, which includes over $26 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.
Future water projects total about $39 million (9%) and include construction of new
the major areas in which these installations or upgrades are planned include
waterlines, both potable and recycled, concurrent with new development. Some of
segments of College Boulevard and El Fuerte, and along El Camino Real.
Replacement of existing potable and recycled waterlines is also included in this
category, and additional reservoirs are planned to increase storage for ultimate demands.
I 151
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2005-2006 to Buildout) following this narrative.
UNFUNDED PROJECTS
The City has identified the following projects which at this time have no identifiable funding
sources. The City will investigate obtaining possible outside funding such as federal and State
grants, loans, or other financing sources.
0
0
0
0
0
0
El Camino Real Widening from Cassia Road to Camino Vida Roble
Palomar Airport Road Widening and Bridge Reconstruction
Poinsettia Lane - Read “E”
Cannon Road - Reach 4 - College to City Limits
Cannon Lake Park (6.7 Acres)
Hosp Grove/Buena Vista Lagoon Improvements
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital projects. 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.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Every year, City staff evaluates all existing and future private 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 development will occur. Finance Department staff
prepare cash flow schedules using current fund balances combined with future estimated fees
paid by those developments, then compares the available funds to the expenditure plan to
ensure that funding will be sufficient for construction of the capital projects as planned 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.
Residential development is expected to taper off in the future. The number of annual building
permits issued is projected to decline compared to the previous five-year period. The
development schedules of the remaining vacant parcels is driving the timing of the future units,
rather than economic or market conditions. An additional 5,700 units are remaining before the
City is predominantly built out.
Residential development for 2004-2005 is projected at 1,350 units with an average about 665
units per year over the next five years. This is compared to an average of over 1,230 units per
year for the previous five-year period. The decline is due to the dwindling supply of developable
land, rather than a lack of demand.
Residential Units Trend 2000 to 2010
Permits Issued
2000
1500
1000
500
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
In contrast to the residential trends, the amount of non-residential development is projected to
increase over the next five years. The average annual square feet of non-residential
development for the past 5 years was about 671,000. This year,
the estimate is for 936,000 square feet, and the average annual
development for the next 5-year period is approximately 900,000
square feet per year. Projects include several neighborhood
commercial/retail developments located in or near the areas where
most of the residential development has 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
1,
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Poinsettia Shores; at the La Costa Resort plans include construction of 302,000 square feet of
commercial living units. Industrial development consists of various new ofice and industrial
projects, as well as expansion of existing projects at Kelly Corporate Center, GIA, and Legoland.
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 2005-2006 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Res=
Year Units Square Feet
2004-2005 current 1352 6 72,630
2005-2006 920 936,596
2006-2007 537 774,304
2007-2008 257 1,186,177
2008-2009 81 0 950,782
2009-201 0 800 649,112
Years 6-1 0 1,324 4,963,632
Years 11 -buildout 1,019 5,235,508
Total Future 5,667 14,696,111
REVENUES
Revenues for Capital Projects from now until buildout total $558 million and are segregated into
five major categories: (1) fees generated by development in Carlsbad, (2) special district fees
and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), (3)
Water and Sewer replacement reserves, (4) infrastructure replacement funds (other than sewer
and water), and (5) other sources including grants, bond issues, and contributions from other
agencies.
Funding Sources 2005-2006 to Buildout
Total Revenue = $558 million
In Millions
175
150
125
100
75
50
25
0
ta-
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Approximately 29% 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 (CFD) and Bridge and Thoroughfare Benefit Districts (BTD)
comprise 10% of the total. Water and Sewer replacement revenues generated by user fees
equal approximately 22% of total revenues, and are used to pay for replacement of existing
water and sewer facilities. Infrastructure Replacement revenues, equal to 16%, are transfers
from the City’s General Fund which are being set aside to pay for replacement of major capital
facilities other than sewer and water facilities. The remaining 23% 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 66,900 per multi-family dwelling unit,
and $257,600 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 2005-06 TIF of $107. 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 commercial/industrial building can vary widely depending on
the ultimate land use. The value assigned to each commerciaVindustria1 trip is $43.
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 to fund Rancho Santa Fe Road and Olivenhain
Road, but has not yet been formally established. A prepayment program is in place to enable
development to proceed within this proposed district.
Park-in-Lieu Fees are collected for the purchase and development
of parkland within each quadrant of the City, and the fees are based
on the acquisition cost of parkland. Projects in the CIP funded with
Park-in-Lieu Fees include 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.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
SUM MARY
The proposed 2005-2006 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 2005-2006 to Buildout Capital Improvement Program reflects the commitment
of Carlsbad’s Council and staff to continue providing its residents with a better quality of life.
Exhibit 1
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the City by linking residential,
commercial, and industrial development directly to standards for availability of public services
and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the eleven performance standards. New public facilities often
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2005-2006 CIP, compliance with the Growth Management
Plan is assured.
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2004-2005
JULY 1,2004 ESTIMATED JUNE 30,2005
UNRESERVED ESTIMATED ESTIMATED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
BTD#2 - POINSETTIA LANWAVIARA PKWY
BTDM - 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 DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
T R ANSN ETlBl KE
TRANSNETlHlGHWAY
TRANSNETlLOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
5,832,411
1,157,268
38,080,792
19,930.878
6,903,575
48,073,313
1,600,000
0
84,540
14,716,199
13,040,113
783,731
1,894,709
1,142,313
51 1,094
721,969
8,420,796
36,602,314
0
254,995
6,466,942
32,217,913
20,482,974
78.467
8,793,432
108,094
1,875.529
8,189.943
299,076
9,675,797
6,826,292
1,402,844
46,190
6,314.839
5,396.033
1.849.277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51,771
3,354,282
8,447
3,380,811
13,059,000
140,112
156,867
80.078
16,761,325
2,029,704
2,716,952
2,596,691
,877.622
83,780
746,368
591,288
0
,695,972
0
0
0
792,498
15,545,770
0
24,462
3,734.51 1
2,553,151
1,244,460
0
651,303
24,628
733,843
5,686,380
22,633
(597,444)
16,959,058
840,000
0
99.289
2,177,379
0
0
95,893
0
0
0
84,660
0
0
0
0
550,000
0
39,699
0
169,144
0
939,581
0
73,792
39,130
0
0
0
0
0
2,384,429
6,255,143
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884,332
251,089
1,249.348
1.265.874
576.745
9,787,329
28.480.390
0
260,814
3,366.874
30,882,551
22,241,924
4,675
9,606.51 1
86.229
1,193,457
5,857.845
284.890
13,654.052
(1,458,195)
WATER - REPLACEMENT 16,777,433 2,613,109 3,553,052 0 16,037,490
TOTAL 31 1,542,902 99,818,316 84,405,064 7,492,996 319,463,158
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2005-2006
JULY 1,2005
PROJECTED ESTIMATED
FUND BALANCE REVENUES
BTD#2 - POINSETTIA LANWAVIARA PKWY 6,255,143
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 DRAING
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
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884.332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260.814
3,366,874
30,882,551
22,241,924
4.675
9,606,511
86,229
1,193,457
5,857,845
284,890
13,654,052
(1.458.1 95)
1,178,922
36,608
4,215.847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
8.889
62,273
588,870
295,546
1,419,895
6,250,768
815.000
0
591.569
7,500.148
2,460,000
250,000
1,377.861
150,000
0
2,528.000
0
2,061,334
22,730.894
WATER - REPLACEMENT 16,037,490 10,160,723
TOTAL 319,463,158 120,036,476
2004-2005
CONTINUING NEW
APPROPR APPROPR.
9,079,649 2,773,005
140,200,145 87,696.728
349,884
137,862
5,329,093
3,161,248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99.892
0
0
219.100
4,096,796
22,096,142
0
260,350
1,257,113
1 1.726,268
1 1,382,471
0
3,108.099
81,293
1,024,189
3,401,142
0
4,215,821
7,249,413
485,447
0
0
3,079,362
0
992,000
7,759,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
8,007,500
715,000
0
0
5,687,615
3,098.326
250,000
1,288,430
150,000
0
2,600.000
0
1,352,600
7,250,000
2005-2006
TOTAL CIP
APPROPR.
349,884
485.447
3,217,224
5,329,093
4,153,248
18,221,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99,892
0
0
21 9,100
4,096,796
30,103.642
71 5,000
260,350
1,257.1 13
17,413,883
14,480,797
250,000
4,396,529
231,293
1,024,189
6,001,142
0
5,568,421
14,499,413
1 1,852,654
227,896,873
JUNE 30,2006
PROJECTED
BALANCE
7,084,181
597,752
45,214,887
10,029,693
4,219,900
31,813,345
357,380
77,138
2,154
18,652,880
2,160,761
981,241
160,086
1,311,621
1,854,743
653,191
7,110,428
4,627,517
100,000
464
2,701,330
20.968.815
10,221,127
4,675
6,587,843
4,936
169,268
2,384,703
284,890
10,146,965
6,773,286
14,345,559
21 1,602,761
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2001 -2002 2002-2003 2003-2004 2004-2005 2005-2006
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUE REVENUE REVENUE REVENUE REVENUE
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 DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNETlHlGHWAY
TRANSNEnLOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
3,850,521
200,151
8,150,245
3,268,565
2,078,795
4,278,498
0
342,827
1,070,012
3,676,384
146,865
106,709
532,417
282,916
538,255
979,445
1,177,836
6,741,413
130.71 8
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
926,437
404,647
6,500,700
14,050,018
1,851,118
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
1,205.1 03
2,878,396
15,933
2,192,288
6,869,702
2,082,421
4,724.143
4,691.448
1,785.785
558,927
0
361.048
52,028
3,946,110
10,915,062
47,366
125,004
514,627
30,554
35.582
1,241.432
5,224,343
7,547
245,691
557,429
1,813.446
4,198,825
78.572
975,812
11 0,471
14,861
4,120,403
1.479
3,064,296
9,009,877
1,402,844
46,190
6,314,839
5,396,033
1.849.277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51,771
3,354,282
8,447
3,380,811
13,059,000
1,178,922
36,608
4,215,847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
8,889
62,273
588,870
295,546
1,419,895
6,250,768
815,000
0
591,569
7,500,148
2,460,000
250,000
1,377,861
150,000
0
2,528,000
0
2,061,334
22,730,894
10,160,723 WATER - REPLACEMENT 3,457,473 4,667,424 2,877,307 2,813,109
TOTAL CAPITAL FUNDS 79,153,030 106,047,656 63.41 1,896 99,818,316 120,036,476
Entered by Barbara
Note: Revenues include interfund loans and transfers in.
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-2003 2003-2004 2004-2005
FUND ACTUAL ACTUAL ESTIMATED
BTD#2 - POINSETTIA LANUAVIARA PKWY 1,089,644 1,371,674 980.1 12
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 DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNET/HIGHWAY
TRANSNEnLOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
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
1,228,385
385,960
11,832.529
509,878
1,959.899
394,043
361,452
291,454
336,293
593,270
452
18,626
704,000
0
0
957,271
2,885,404
877,633
0
937,912
2,212,199
1,604,260
160,780
147,986
45,776
64,266
4,180,696
69,533
2,720,043
13,880,955
156,867
179,367
20,938,704
2,029,704
2,716,952
2,692,584
1,877,622
83,780
746,368
675,948
0
1,695,972
0
0
550,000
792,498
15,585,469
0
193,606
3,734,511
3,492,732
1,244,460
73,792
690,433
24,628
733.843
5.686.380
22,633
(597,444
21,343.487
WATER - REPLACEMENT 3,155,390 501,338 3,553,052
TOTAL CAPITAL FUNDS 46,247,505 51,233,967 91,898.060
2005-2006 2004-2005 2005-2006
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
349.884
485.447
137,862
5,329,093
3,161.248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1,024,189
3,401.1 42
0
4,215,821
7,249,413
0
0
3,079,362
0
992,000
7,759,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
8,007,500
71 5,000
0
0
5,687,615
3,098,326
250,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
349,884
485,447
3,217,224
5,329,093
4,153,248
18,221,790
36,827.358
565,240
0
3,960,695
42,316,680
0
99,892
0
0
219,100
4,096,796
30,103,642
71 5,000
260,350
1,257,113
17,413,883
14,480,797
250.000
4,396,529
231,293
1,024.1 89
6,001,142
0
5,568,421
14,499,413
9,079,649 2,773,005 11,852,654
140,200,145 87,696,728 227,896,873
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CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
5,905,259 7,oa4,iai a,oi9,~3 a,oi9,443 a,oi9,~3 aI551,7a7
REVENUES
DEVELOPER FEES
TOTAL REVENUES NIA
1,178,922 935,262 532,344 4,516,584
i,i7aI922 935,262 532,344 4,516,584 -
BTD#2 REPAYMENT TO GAS TAX FUND
BTD#2/POINS€lTIA LANE - REACH E (PARTIAL FUNDING) 350,000
BTD#2/POINSElTlA LANE - REACHES A,B, C F & G & AVIARA PKWY
TOTAL PROJECT EXPENDITURES 354000
ENDING FUND BALANCE NIA
2,643,344
9,100,000
1,320,729 - 13,064,073
7,omIi8i 8,019,443 8,019,443 a,oi9,443 al55i,7a7 4,298
(1) Equal to projected fund balance less any continuing appropriations.
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
RNENUES
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST
DEVELOPER FEES
TOTAL REVENUES NIA
CAPTTALPR03ECTS
BlD#3 CANNON ROAD - FROST TO FARADAY (REIMB.) 5,260,226
BlD#3 CANNON ROAD WEST TO GAS TAX FUND
TOTAL PROJECT EXPENDITURES 5,260,226
ENDING FUND BALANCE NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILWUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
561,144 597,752 411,192 502,500 502,500 1,751,660
~,oQo
36,608 13,440 91,308 1,249,160 2,212,729
36,6oa 413,440 9il3oa 1,249,160 2,212,729
600,000 400,000
1,400,OOO
600,000 - 1,800,000
597,752 411,192 502,500 502,500 1,751,660 2,164,389
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NlA
EEYEcuS
DEVELOPER SPECIAL TAXES
TOTAL REVENUES
cMmummm
CIVIC CEhmR
PUBUC WORKS CENTER
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (LEARNING CENTER -ADVANCE)
CFD#l ADMINISRJITION
VETERAN'S MEMORIAL PARK
FARADAY AVENUE MITIGATION - WJTH OF CANNON
1-5 AND LA COSTA AVENUE AUXILIARY LANES
TOTAL PROJECT EXPENDITURES
1,236,302
5,500,000
6,736,302
ENDING FUND BALANCE N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
44,078,402 45,214,887 37,947,210 40,433,721 18,638,316 21,272,700
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
4,215,847 3,459,807 2,596,510 2,365,595 2,744,384 6,378,003
4,215,847 3,459,807 2,596,510 2,365,595 2,744,384 6,378,003
24,051,000
1,471,964 10,617,484
1,497,398
4,378,600
110,000 110,000 110,000 110,000 110,m 550,000
20,719,680
2,000,000
3,079,362 10,727,404 110,000 24,161,000 110,000 27,648,280
45,214,887 37,947,210 40,433,721 18,638,316 21,272,700 2,422
RANCHO SANTA FE ROAD PROJECT (CFD 2)
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
ReVENUES
DEVELOPER SPECIAL TAXES/OTHER AGENCIES
TOTAL REVENUES N/A -
RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
RANCHO SANTA FE ROAD NORM - PHASE I
RANCHO SANTA FE ROAD NORM - PHASE I1 (BRIDGE)
RANCHO SANTA FE ROAD Socrm
3,800,000
26,406,243
18,419,000
1,350,000
TOTAL PROJECT EXPENDITURES 49,975,243
ENDING FUND BALANCE N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
(940,886) 10,029,693 17,112,443 20,035,489 21,599,639 21,978,889
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
10,970,579 7,082,750 2,923,046 1,564,150 379,250 615,000
10,970,579 7,0a2,750 2,923,046 1,564,150 379,250 615,000
10,029,693 17,112,443 20,035,489 21,599,639 21,978,889 22,593,889
(1) Equal to projected fund balance less any continuing appropriations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GAS TAX FUND
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 8UILDOUT
357,300 357,300 357,300 357,300 357,300 357,300
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
RRlENUES
GAS TAXES
LOAN REPAYMENTS
TOTAL REVENUES
TOTALPROJECTEXPENDITURES 2,901,200
ENDING FUND BALANCE NIA
-
GABIANO LANE STORM DRAIN MODIFICATION
GAS TAX LOAN BTD#2
GAS TAX LOAN TO BTD#3 CANNON ROAD WEST
MLSCELIANEOUS ROAD SUBDRAINS
PAVEMENT MANAGEMENT PROGRAM
TRAF SIG - ALGA ROAD AND CAZADERO
TRAF SIG - FARADAY AVENUE AND PRIESnY DRIVE
TRAF SIG - LA COSTA AVENUE AND ESFERA STREET
TRAF SIC - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSE'ITIA LANE AND SNAPDRAGON DR
VIDEO DETECTION CONVERSION
TOTAL PROJECT EXPENDITURES
36,003,000
357,300 357,300 357,300 357,300 357,300 357,300
35,000
2,643,344
L000,000
10,000
4,701,088
210,000
210,000
190,000
0,999,432
ENDING FUND BALANCE
YEAR5 BUILDW
3,561,900 4,219,900 5,452,900 6,735,900 0,200,900 9,031,900
YEAR 1 YEAR 2 YEAR 3 YEAR 4
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
1,650,000 1,700,000 1,750,000 1,800,000 1,850,000 19,250,000
1,650,000 1,700,000 1,750,000 1,000,000 1,050,000 22,893,344
3,643,344
400,000
475,000
190,000
210,000
517,000 67,000 277,000 247,000 307,000 435,000
992,000 467,000 467,000 247,000 307,000 645,000
4,219,900 5,452,900 6,735,900 0,200,900 9,031,900 32,000,244
RRleNUCS
BOND PROCEEDS
ADVANCES
TOTAL REVENUES -
CARLSBAD MUNICIPAL GOLF COURSE
NIA
2,981,200
15,000,000
21,803,000
36,003,000
36,803,000
(1) Equal to projected fund balance less any continuing appropriations,
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GENERAL CAPITAL CONSTRUCTION (GCC)
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
RRlERUES
LOAN REPAYMENTS & OMER
TOTAL REVENUES -
CITY ADMIN TRAINING FACIW (PRE-DESIGN)
POLICE & FIRE CAD IMPLEMENTATION
FIRE STATION #5 STORAGE BUILDINWRESIROOMS
WBUC SAFETY TRAINING FACIW
LIBRARY EXPANSION (LEARNING CENTER - ADVANCE)
PROPOSITION C PROIECTS
COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT
PUBUC WORKS INVENTORY AND FAC MAIM PROGRAM
REPAIR RECOATING GUARDRAIL PAR BRIDGE AT CARLSBAD BLVD
SAFETY CENTER - BUILDING IMPROVEMENTS
SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
SENIOR CENTER COURTYARD LANDSCAPING
STAGECOACH PARK PICNIC SHELTER
STAGECOACH PARK SYNTHITIC TURF
SENIOR CTR EXPANSION - 2ND FLOOR
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
AbGA NORTE PARK - PHASE II (POOL) PROP C FUNDS
LEO CARRILLO PARK - EROSION CONTROL
LEO CARRILLO - HISTORIC BARN (5Wa GRANT)
HIGHLAND DRIVE STORM DRAIN
HIGHLAND DRIVE - BETWEEN PINE & BASSWOOD
TRAF SIG - AVIARA PARKWAY-WINSElTIA LANE TO EL CAMINO REAL
TRAF SIG - AVIARA PKWY AND CAMINO DE LAS ONDAS- REIMB
TRAF SIG - CALLE BARCELONA AND PASEO AVELIANO
TRAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO
TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR
TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAF SIG - FARADAY AVENUE AND RLiTHERFORD ROAD
TRAF SIG - LA COSTA AVENUE AND LEVANTE
TRAF SIG - LA COSTA AVENUE/NUEVA UISnLLA
TRAF SIG - MONROE -ET AND HOSP WAY
TRAF SIG - WINSETTIA LANE AND BLACKRAIL ROAD
TRAF SIG - POINSEmA LANE AND BRIGANTINE ROAD
TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAF SIG - TAMARACK AVE. AND VALLEY STREET
CARLSBAD BOULEVARD PEDESTRIAN ACCESS SNDY
PARK DRIVE, MARINA TO COVE
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
GCC LOAN TO FARADAY/MELROSE
GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES
GCC LOAN TO PIL-NW FOR PINE SCHOOL AcQUISlTION
GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION
NIA
2,312,228
316,600
950,000
110,000
404,992
157,540
200,000
30,000
100,000
1,600,000
100,000
5,364,000
395,070
199,000
160,000
190,000
210,000
210,000
210,000
125,000
210,000
105,000
509,800
790,854
320,000
860,000
1,250,000
GCC LOAN TO PIL-SW FOR AVIARA PARK
TOTALPROJECTEXPENDITURES 17,390,084
N/A
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 20092010 2010++
38,781,691 31,813,345 32,866,545 32,720,918 32,620,918 32,400,918
790,854 1,250,000 1,400,000
790,854
100,ooO
600,m
130,000
329,000
397,000
5,875,000
180.000
43,200
105,000
1,250,000 - 1,400,000
22,711,000
196,800
100,000
210,000
185,000
185,000
185,000
185,000
210,000~
185,000
185,000
145,627
220,000
305,000
7,759,200 196,800 145,627 100,000 220,000 24,546,000
)1,813,345 32,866,545 32,720,918 32,620,918 32,400,918 9,2!%,918
(1) Equal to projected fund balance less any continuing appropriations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
GRANTS - FEDERAL
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
ROlCNUES
TEA 21 TEA (COASTAL RAIL TRAIL)
TEA 21 CMAQ (COASTAL RAIL TRAIL)
HBBR GRANT (RANCHO SANTA FE ROAD)
TOTAL REVENUES N/A
UPITAI Pm
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT
COASTAL RAIL TRAIL (CMAQ) 4,113,784
TOTAL PROJECT EXPENDITURES 4,113,784
ENDING FUND BALANCE
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
77,138 77,138 77,138 77,138 77,138 77,138
1,804,000
1,804,000
1,804,000
1,804,000
77,138 77,138 77,138 77,138 77,138 77,138
GRANTS - STATE
PRIOR
YEARS
BEGINNING FUND BALANCE (1)
RCVENUES
GRANT REVENUE
TOTAL REVENUES
CAPTTALPR<UECTS
TOTAL PROJECT EXPENDITURES
ENDING FUND BALANCE
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
2,154 2,154 2,154 2,154 2,154 2,154
2,154 2,154 2,154 2,154 2,154 2,154
(1) Equal to projected fund balance less any continuing appropriations. 33
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
NIA
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&I
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
791,986 800,000 8M),000 952,000 787,000 7,870,000
791,986 800,000 800,000 952,000 787,000 7,870,000
REVENUES
GENERAL FUND TRANSFER
TOTAL REVENUES
42,284,693
CAPITAL PROJECTS
BEACH ACCESS STAIRS REPLACEMENT
CARLSBAD BLVD STORM DRAIN REPLACEMENT
CHASE FIELD LIGHTING IMPROVEMENTS
COLE LIBRARY HVAC REPLACEMENT
CYNTHIA LANE STORM DRAIN
HOLIDAY PARK - RESTROOM IMPROVEMENTS
LA COSTA AVE STORM DRAIN REPLACEMENT
LAGUNA RIVIERA PARK RESTROOM REPLACEMENT
TOT LOT IMPROVEMENTS
TRAF SIG - .ECR AND CHESTNUT SIGNAL REPAIRS
TRAF SIG - CARLSBAD BLVD &TAMARACK SIGNAL REPAIRS
TRAF SIG - ECR AND TAMARACK SIGNAL REPAIRS
VARIOUS FACIUTY CONCRETE REPAIRS
TOTAL PROJECT EXPENDITURES
2,890,840 800,000 800,000 1,212,000 787,000 7,870,000
NIA
ENDING FUND BALANCE NIA
300,000
80,000
300,000
63,900
305,808
170,000
162,000
256,265
1,637,973
2,160,761 2,160,761 2,160,761 1,900,761 1,900,761 1,900,761
ENDING FUND BALANCE NIA
YEARS
BEGINNING FUND BALANCE (1) NIA I
I
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
884,332 981,241 1,070,664 1,263,315 1,359,390 1,443,869
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010+ t
17,402,730 18,652,880 23,150,880 27,823,880 32,765,880 38,001,880
NIA
4,250,000 4,498,000 4,673,000 4,942,000 5,236,000 64,336,000
4,250,000 4,498,000 4,673,000 4,942,000 5,236,000 64,336,000
217,500
96,910 89,423 192,651 96,075 84,479 1,639,649
96,910 89,423 192,651 96,075 84,479 1,639,649
1,200,700
100,000
225,000
492,150
90,000
97,500
206,000
230,000
141,000
CAPITAL PROJECTS
BUSINESS PARK RECREATIONAL FACILITY
TOTAL PROJECT EXPENDITURES
2,999,850
18,652,880 23,150,880 27,823,880 32,765,880 38,001,880 102,337,880
2,967,400
2,967,400
OTHER
PRIOR I YEARl YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
YEARS -
BEGINNING FUND BALANCE (1) NlA
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
4,259,615 2,160,761 2,160,761 2,160,761 1,900,761 1,900,761
REVENUES
GENERAL FUND TRANSFERS/LOANS
TOTAL REVENUES
CAPITAL PROJECTS
LIBRARY EXPANSION (LEARNING CENTER)
COASTAL RAIL TRAIL
OPPORTLINImC SAND
TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
COLLEGE BLVD REACH A AND CANNON REACH 4A
COLLEGE/CANNON ASSESSMENT DISTRICT
FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
PAVEMENT MANAGEMENT PROGRAM
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
FARADAY/MELROSE TO GCC
TOTAL PROJECT EXPENDITURES
766,177
184,176
57,240
603,000
405,000
10,314,481
1,021,826
28,932,793
191,986
260,000
1,308,000
600,000 800,000 800,000 952,000 787,000 7,870,000
PARK FEE ZONES 5,13,16
PRIOR I YEARl YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
I ENDING FUND BALANCE NIA I 981,241 1,070,664 1,263,315 1,359,390 1,443,869 116,118
(1) Equal to projected fund balance less any continuing appropriations. 33
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
YEAR5 BUILDOUT YEAR 1 YEAR 2 YEAR 3 YEAR 4
151,197 160,086 391,190 533,407 1,173,386 1,653,371
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
ReVeNUeS
DEVELOPER FEES
TOTAL REVENUES NIA
1,886,766
-
HIDDEN CANYON PARK (22.3 ACRES)
8,889 231,104 142,218 639,979 479,984 2,688,802
8,889 231,104 142,218 639,979 479,984 2,688,802
PARK Sm DMLOPMENT (15 ACRES)
TOTAL PROJECT EXPENDITURES 1,886,766
4,000,000 - 4,000,000
ENDING FUND BALANCE NIA I 160,086 391,190 533,407 1,173,386 1,653,371 342,172
YEARS
BEGINNING FUND BALANCE (1) N/A
PARK-IN-LIEU NW
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
1,265,874 1,854,743 822,514 822,514 822,514 822,514
ReVeNUeS
DEMLOPER FEES
LOAN FROM GCC
TOTAL REVENUES
NIA
-
PARKLAND ACQUISlTION
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE I1
PIL-NW TO GCC FOR MADISON ST PROPERM PURCHASES
588,870 217,771
588,870 217,771
PIL-NW TO GCC FOR PINE SCHOOL ACQuISITION
TOTAL PROJECT EXPENDITURES
-
LEO CARRIUO PARK - PHASE I11
PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION
TOTAL PROJECT EXPENDmRES
ENDING FUND BALANCE NIA
800,000
- 1,250~000 800,000
1,250,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS
BEGINNING FUND BALANCE (1) NIA I
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
1,249,348 1,311,621 1,418,376 1,605,196 1,664,504 6,085
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
357,645 653,191 853,185 913,183 948,737 950,960
62,273 106,754 186,820 59,308 121,581 1,467,873
N/A
220,000
62,273 106,754 186,820 59,308 341,581 1,467,873
295,546 199,994 59,998 35,554 2,222 1,291,635
295,546 199,994 59,998 35,554 2,222 1,291,635
600,000
1,400,000
320,000
PIL-SW TO GCC FOR AW PARK
TOTAL PROJECT EXPENDITURES 238,000 I
1,080,000 - 2,000,000 1,400,000
305,000 - 2,230,000
1,311,621 1,418,376 1,605,196 1,664,504 6,085 73,958
PARK-IN-LIEU SE
PRIOR I YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
ReVeNUeS
DEVELOPER RES
TOTAL REVENUES
ENDING FUND BALANCE N/A I 1,854,743 822,514 822,514 822,514 822,514 22,514
PARK-IN-LIEU SW
YEAR5 BUILDOUT PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4
REY€w!s
DEVELOPER FEES
TOTAL REVENUES -
AVIARA COMMUNITY PARK COMMUNIW BUILDING
AVIARA REIMBURSEMENT AGREEMENT 238,000
1,925,000
1 N/A I 653,191 853,185 913,183 948,737 950,960 12,595
(1) Equal to projm3ed fund balance less any continuing approprlationr.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
PLANNED LOCAL DRAINAGE AREA FEES (PLDA)
PRIOR
YEARS
BEGINNING FUND BALANCE (1)- NIA
DNELOPER FEES
TOTAL REVENUES NIA
AGUA HEDIONDA CHANNEL (PLDA "6")
AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C")
COLLEGE BLVD/CANNON RD (El AND CALAVERA CR. CHANNEL)
COLLEGE BLVD. BRIDGE FACILITY BL (REIMBJPLDA "B")
FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B") 300,000
HIGHLAND DRIVE STORM DRAIN 450,600
MmR PLAN UPDATE 454,933
MISCELLANEWS MASER DRAINAGE FACILITIES
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "6")
1,260,500
290,000
2,778,833
COLLEGE BLVD/CANNON RD (WIN BIB - REIMBJPLDA "B') (FEMA + P 830,910
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMBJPLDA "B
TOTAL PROJECT EXPENDITURES 6,365,776
ENDING FUND BALANCE NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
5,690,533 7,110,428 8,295,588 8,742,642 9,295,394 9,800,058
1,419,895 1,185,160 447,054 552,752 504,664 6,447,264
1,419,895 1,185,160 447,054 552,752 504,664 6,447,264
1,783,000
10,936,000
500,000
1,279,000 - 14,498,000
7,110,428 8,295,588 8,742,642 9,295,394 9,800,058 1,749,322
PUBLIC FACILrrY FEE FUND (PFF)
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
BlxEWEs
DMLOPER FEES
PROP 12 AND PROP 40 GRANT FUNDS
TOTAL REVENUES NIA
FIRE STATION #3 RELOCATION
FIRE STATION #6 (PERMANENT)
LIBRARY EXPANSION (COLE)
PINE AVENUE PARK - PHASE I
PINE AVENUE PARK - PINE COMMUNrrY BUILDING - PHASE I1
PARK SITE ACQuISlTfON (15 ACRES) NE QUADRANT PARK
AVIARA COMMUNrPl PARK (24.25 ACRES) *
AVIARA COMMUNITY PARK COMMUNITY BUILDING
WINSETnA COMMUNITY PARK - PHASE I1
ALGA NORTE PARK - PHASE I (30 ACRES)
ALGA NORTE PARK - PHASE I1 (POOL)
LEO CARRILLO PARK - PHASE I11
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMIN0 VIDA ROBLE AND YARROW DRIVE
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DR - Reimb
TRAF SIG - EL CAMIN0 REAL AND POINSE'ITA LANE
TRAF SIC - MELROSE DRIVE AND LA COSTA AVENUE
TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - POINS€ITIA LANE AND EL FUERTE STREET (REIMB)
TRAF SIG - RANCHO SANTA FE ROAD AND CALLE JUNIPER0
TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
EL CAMINO REAL MEDIANS
3,600,500
7,082,000
4,550,000
10,700,000
12,561,308
500,000
150,000
204,250
250,000
210,000
909,500
EL CAMINO REAL MEDIANS - LA COSTA 90,500
TOTAL PROJECT EXPENDITURES 4Q,808,058
ENDING FUND BALANCE NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOLJT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
6,384,248 4,627,517 7,539,505 9,411,220 10,164,706 7,546,847
4,634,018 2,911,988 2,135,835 4,194,766 3,879,141 18,912,262
1,616,750
6,m,768 2,9iiI9aa 2,135,835 4,194,766 3,879,141 18,912,262
264,120 2,902,280
1,799,500
6,208,000
9,400,000
539,000 5,653,000
5,444,000
844,000 10,801,000
1,900,000
185,000
185,000
210,000
210,000
185,000
210,000
210,000
1,398,000
960,000
8,007,500 264,120 3,441,280 6,497,000 31,298,000
4,627,517 7,539,505 914111220 1011641706 7,546,847 (4,830,892)
I* 5 mm=l tn nmiartmi fiinrl halmrp less anv mntinuina aaamariations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
YEARS
BEGINNING FUND BALANCE (1) NIA I
I REDEVELOPMENT - VILLAGE
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
100,000 325,000 325,000 325,000 325,000
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
N/A
815,000 225,000 850.000
815,000 225,000 850,000
REYEcUs TAX INCREMENT AND LOANS
TOTAL REVENUES
Nf A
451,000
451,000
- VILLAGE PUBUC PARKING ENHANCEMENT PROGRAM
SENIOR CIR EXPANSION ~ 1ST FLOOR
CARLSBAO ELM). AT STATE ST - INTERSMION ENHANCEMEKT DESIGN
TOTAL PROJECT MPENDINRES
850,000 615,000
lo0,Oao
715,000 850,000 I ENDING FUND BALANCE N/A I 100,000 325,000 325,000 325,000 325,000 325,000
I
REDEVELOPMENT - SCCRDA
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
YEARS
Nf A BEGINNING FUND BALANCE (1) I 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
464 464 464 464 464 464
REVENUES TAX INCREMENT AND LOANS
TOTALREVENUES I - I CARLSBAD BLlrD. AT BRW(WATER ROAD - LEFT TURN LANE 243,150
tARLsBAD BOULEVARD ENCINAS CREEK WDGE RCPLACEMEKT 41,453
TOTAL PROJECT MPENDINRES 284,603 I ENDING FUND BALANCE 464 464 464 464 464 451,464
SEWER BENEFIT AREA FEES (SBA)
PRIOR
YEARS
Nf A BEGINNING FUND BALANCE (1)
REVENUES
TOTAL REVENUES WA - DEVELOPER FEES
CARLSBAD TRUM SMRI REACHES VCTlA, VCTlB, W31C (Sen 'A")
S8A AT0 SEWER REPLACEMENT FOR UIRLSBADTRUNK SEWER
SM C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
XWM AGUA HEDIONDA LIFT STATION AND FORCE MAIN 8,827,415
TOTAL PROJECT EXPENDITURES 8,827,415
ENDING FUND BALANCE NfA
YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
2,109,761 2,701,330 1,551,679 1,961,133 2,528,121 2,998,726
591,569 850,349 509,454 970,588 470,605 4,222,500
591,569 850,349 509,454 970,588 470,605 4,222,500
100,000 403,600
400,000
2,000,000 3,270,000
- 2,000,000 100,000 403,600 - 3,670,000
2,701,330 1,551,679 1,961,133 2,528,121 2,998,726 3,551,226
SEWER CONNECTION FEE FUND
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NfA
B€wi!m DWELOPER FEES
OTHER AGENCf CONTRIBUTIONS (VETA)
TOTAL REVENUES NfA - FLOW EQUALIZATION PROJM 2,557,571
PHASE N MPANSION - DEBT SERVICE
PHASE V EXPAFEjION 8,358,849
TECHNou)(jy ENHANCEMENT 633,717
WENA VISTA LIFT STATION FORCE MAIN
BUENA VISTA LIFT STATION 632,132
SEWER MONITORING mRAM
VISTNCAR!5BAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12) 1,119,360
VISTNCARLSBAD INTERCEPTOR REAcn VCllE 2,924,000
VISTNCAWBAD INTERCEPTOf? REACH VC13 TO VC15 500,000
VISTB&MLSW IFmRcEPTOR RERACEMEKT R€ACH 3 TOTAL PROJECT MPENDINRES 16,725,629
YEAR1 YEAR2 YEAR3 YEAR 4 YEAR5 BU1UX)UT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
19,156,283 20,968,815 16,369,988 11,202,306 10,433,916 11,458,374
1,147,789 795,994 813,062 1,039,418 828,104 7,553,841
6,352,359 6,931,762 3,031,763 1,151,360 1,151,360 1,233,613
7,500,148 7,727,756 3,844,825 2,190,778 1,979,464 8,787,454
936,394 933,944 935,506 937,169 933,006 4,651,966
2,804,221
1,376,800
22,000 22,000 22,000 22,000 22,000 220,000
100,640 7,555,000
625,000
1,300,000 11,200,000
70,000 500,000 2,000,000
5,687,615 12,326,584 9,012,506 2,959,169 955,006 6,248,766
ENDING FUND BALANCE NfA 20,968,815 16,369,988 11,202,306 10,433,916 11,458,374 13,997,062
(1) Equal to pmjected fund balance less any continuing appropriations.
CAPnAL IMPROVEMENT PROGRAM FUND SUMMARY
YEARS
BEGINNING FUND BALANCE (1) N/A
SEWER REPLACEMENT FUND
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
4,675 4,675 4,675 4,675 4,675 4,675
5!i!mus
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES
RIA
CAPTTALPR03ECTS
PUBLIC WORKS CENTER
BUILDING IMPROVEMENTS
CAPITAL ACQUISITIONS/REPLACEMENT/REHAB
PUMP STATION INTERFACES
STAFFING/PROF. SERVICES AND MISC.
TECHNOLOGYENHANCEMENT
AVENIDA ENCINAS GRAVITY SEWER
FOREST GRAVITY SEWER
HOME PLANT LIFT STATION REHABILITATION
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXENSION
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
FARADAY AVENUE - ORION TO MELROSE SEWER
HOME PLANT - PIPELINE REPLACEMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTlA
NORTH BATIQUITOS INTERCEPTOR REHABILITATION
NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICAnONS
POINS€ITIA LANE SEWER RELOCATION - Reimb
POINS€ITIA SEWAGE LIFT STATION ODOWNOISE ABATEMENT
SEWER LIFT STATION REPAlRS AND UPGRADES
SEWER LINE REFURBISHMENTWREPLACEMENT
SEWER MASER PLAN/CONNECTION FEE UPDATE
VISrNCARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2
BUENA INTERCEPTOR SEWER IMPROVEMENTS
TERRAMAR LIFT STATION EMERGENCY GENERATOR
PHASE I1 LOAN TO RECYCLED WATER
250,000
250,000
N/A
3,046,9 2 6
2,540,404
30,836
351,898
110,200
900,000
50,000
620,000
3,630,000
1,100,000
607,000
400,000
40,000
580,380
600,000
7 5 2,O 7 5
14,500,000
CAPTTALPR03ECTS
PEDEmN MASER PLAN
TOTAL PROJECI EXPENDITURES
ENDING FUND BALANCE N/A
SEWER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER 5,270,000
TOTAL PROJECT EXPENDITURES 35,569,719
ENDING FUND BALANCE N/A
250,000
250,000
4,675 4,675 4,675 4,675 4,675 4,675
YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
10,859,453 10,221,127 7,504,867 7,122,735 8,441,314 10,185,532
2,460,000 2,521,500 2,584,538 2,649,151 2,715,380 27,153,800
2,m,000 3,670,000
2,460,000 4,521,500 2,584,538 2,649,151 2,715,380 30,823,800
467,273
276,403
160,000
654,000
547,750
99,000
330,000
78,900
460,000
25,000
2,810,000
442,474
254,303
266,963
650,000
73,000
114,220
243,800
330,000
1,880,000
173,000
738,974
150,696
1,667,000
80,OoO
330,000
385,187 423,803 5,563,828
115,385 117,359 1,242,001
100,OOO 100,000 500,000
330,000 330,000 3,394,600
354,200
400,000
3,098,326 7,237,760 2,966,670 1,330,572 971,162 11,054,629
10,221,127 7,504,867 7,122,735 8,441,314 10,185,532 29,954,703
TDA - LOCAL TRANSPORATATION FUNDS
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
REVENUES
TDA GRANT
TOTAL REVENUES
(1) Equal to projected fund balance less any continuing approprbtlonr.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
~ TRANSNET/BICYCLE
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
TRAFFIC IMPACT FEES (TIF)
PRIOR
YEARS
BEGINNING FUND BALANCE (1) N/A
COASTAL RAILTRAIL 221,801
TOTAL PROJECT EXPENDITURES 221,801
ReVENUES
DEVELOPER FEES
MIX. REIMBURSEMENlS
TOTAL REVENUES
150,000
-
SIDEWALWSTREET CONSTRUCTION PROGRAM
TRAF SIG - FARADAY AVENUE AND ORION STREF
AVENIDA ENUNAS WIDENING - SOUM OF PALOMAR AIRPORT ROAD
CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
CARLSBAD VILLAGE DRIVE WIDENING
EL CAMINO REAL AND CARLSBAD VILLAGE DRM
EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD
EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE.
EL CAMINO REAL WIDENING - S CH€STNUT/S ALGA
MELROSE DRIVE AND ALGA ROAD
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
POINSEmA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN)
YEARS
BEGINNING FUND BALANCE (1) N/ A
1,134,259
172,570
1,382,708
522,115
525,000
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
169,268 169,268 169,268 169,268 169,268 169,268
TRAFFIC MONITORING PROGRAM 160,611
TOTAL PROJECT EXPENDITURES 3,897,263
ENDING FUND BALANCE
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2030 2010++
6,498,412 6,587,843 7,210,879 7,996,013 8,943,980 9,634,711
1,377,861 993,035 1,155,135 1,317,967 1,060,731 10,008,825
357,000 1,377,861 993,035 1,155,135 1,317,967 1,060,731 10,365,825
300,000 300,000 300,000 300,000 300,000 1,200,000
210,000
983,000
2,260,000
1,423,000
320,000
282,000
508,000
708,430
542,000
160,000
2,113,000
70,000 70,000 70,000 70,000 70,000 700,000
1288,430 370,000 370rOOO 370,000 370,000 l0~91,OOO
6,587,843 7,210,879 7,996,013 0,943,980 9,634,711 9,509,536
YEARS
BEGINNING FUND BALANCE (1) NIA
RRlENUES
TRANSNET REVENUE
TOTAL REVENUES
CAPTTALPR03ECTS BICYCLE MASlER PLAN
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
4,936 4,936 4,936 4,936 4,936 4,936
150,000
150,000
- 1 150,m
ENDING FUND BALANCE NIA I 4,936 4,936 4,936 4,936 4,996 4,936
TRANSN ET/ HIG HWAY
YEAR5 BUILDOUT PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4
RMNUES
TRANSNET REVENUE
TOTAL REVENUES - CANNON ROAD REACH 48 1,761,000
TOTAL PROJECT EXPENDITURES 1,761,000
ENDING FUND BALANCE 169,268 169,268 169,268 169,268 169,268 169,268
(1) Equal to projected fund balance less any continuing appropriations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
YEARS
BEGINNING FUND BALANCE (1) N/A
TRANSNET- LOCAL
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
2a4,aso 2m,ago 2a4,ago 2.~4~890 2a4,ago 2~~890
ReVENUCS
TRANSPORTATION TAXES
TOTAL REVENUES -
TRAF SIC - EL CAM. REAL/PWMARRON/HOSP WY
CARLSBAD BOULEVARD RElROFXT OVER SDNR
EL CAMINO REAL WIDENING - USA SmEET TO CRESMEW DR (LOAN)
EL CAMINO REAL WIDENING - NORM OF COUGAR DRIVE (LOAN)
1,311,000
1,100,000
493,000
PAVEMENTMANAGEMENTPROGRAM 14,919,348
TOTAL PROJECT EXPENDITURES i7,a23,34a
ENDING FUND BALANCE NlA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
2,456,703 2,3a4,703 1,6a9,703 2,004,703 2,004,703 2,004,703
2,528,000 2,764,000 2,915,000 2,648,000 2,813,000 28,130,000
z,52a,oo0 2,7ij4,~)0 2,9is,ooo 2,64a,000 z,ai3,000 2a,i301000
959,000
TRANSNET - SURFACE TRANSPORTATION PROGRAM (STP)
PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
REVENUCS SIP REVENUE
TOTAL REVENUES
I
N/A
CAPTTALPR<UECTS
TOTAL PROJECT EXPENDITURES
(1) Equal to the projected fund balance less any continuing appropriations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
YEARS
BEGINNING FUND BALANCE (1) N/A
WATER - MAJOR FACILITY FEE FUND
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
BE!mLm
DEVELOPER FEES
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
(8,707,608) 6,773,286 1,866,542 1,866,542 1,866,542 1,866,542
TOTAL REVENUES
RECYCLED WATER TO WATER REPLACEMENT
TOTAL PROJECT EXPENDITURES 45,375,392
-
"D" RESERVOIR - PHASE I1
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CANNON ROAD EAST OF EL CAMINO REAL - Reimb
COLLEGE BOULEVARD - L4NNON RD TO CARLSBAD VILLAGE DR - Reimb
COLLEGE BOULEVARD (ECR TO CANNON ROAD) - Reimb
EL CAMINO REAL BEMlEEN COLLEGE AND IACKSPAR
EL CAMINO REAL CROSSING AT KELLY DRIVE
EL CAMINO REAL TRANSMISSION MAIN - USA SIREI3 TO KELLY DRIVE
EL FUERTE - NORTH OF LOKER - Reimb
EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD - Reimb
FARADAY AVENUE - ORION TO MELROSE WATERLINE - Reimb
FARADAY AVENUE EXTENSION - Reimb
COLLEGE BOULEVARD - CANNON TO BADGER LANE
EL FUERTE - ALGA ROAD TO POINS€ITIA LANE - Reimb
MAERKLE WMP STATION IMPROVEMENTS
MAERKLE RESERVOIR STORAGE (TAP #2)
MASER PLAN UPDATE
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - Reimb
PALOMAR AIRPORT - NORTH OF OWENS
PAWECR PUMP STATION
POINSm LANE - EL CAMINO REAL TO SKIMMER CT (Reimb)
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
PRESSURE REGULATING STATION - CANNON AND COLLEGE - Reimb
RANCHO CARRILLO OVERSIZING/D(TENSION
POINSElTIA LANE - SKIMMER CT TO CASSIA
PRESSURE REDUCING STATION - SYCAMORE CREEK
7,250,000 7,250,000
7,250,000 7,250,000
WATER CONNECTION TO WATER REPLACEMENT
TOTAL PROJECT EXPENDITURES 5,560,210
ENDING FUND BALANCE NIA
N/A
700,000
50,000
148,750
2,000,000
1,141,000
97,210
150,000
933,250
250,000
90,000
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
9,438,231 10,146,965 10,897,087 9,383,668 1,460,640 2,940,520
2,061,334 1,266,123 1,111,980 4,777,273 1,479,880 10,734,075
2,061,334 1,266,123 1,111,980 4,777,273 1,479,880 10,734,075
50,000 398,200
760,800
714,100
466,000
104,OOO
420,000
716,800
12,700,300
796,300
64,100
3,700
5,715,200
691,600
747,100
684,000
47,800
224,800
342,000
205,500
112,100
3,000,00o
1,352,600 516,000 2,625,400 12,700,300 - 11,770,100
10,146,965 10,897,087 9,383,668 1,460,640 2,940,520 1,904,495
WATER - RECYCLED WATER FUND
YEAR5 BUILDOUT PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4
RRlENUES
LOANS & GRANTS
. CONNECnON FEES
TOTAL REVENUES -
RECYCLED WATER PH I1 - FACIUM
RECYCLED WATER PH I1 - FLOW EQUALIZATION
RECYCLED WATER PH I1 - MAHR RESERVOIR IMPROV.
RECYCLED WATER PH I1 - PIPELINES
RECYCLED WATER PH I1 - WMP STATIONS
12,165,018
4,093,279
2,346,000
21,852,521
4,918,574
20,336,144 634,146
2,394,750 1,709,110
22,730,894 2,343,256
ENDING FUND BALANCE NIA I 6,773,286 1,866,542 1,866,542 1,866,542 1,866,542 1,866,542
(1) Equal to the projeetfxl fund balance less any continuing appropriations.
CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY
WATER REPLACEMENT FUND
PRIOR
YEARS
BEGINNING FUND BALANCE (1) NIA
REVENUES
TRANSFER FROM OPERATING FUND
LOAN REPAYMENTS
TOTAL REVENUES NIA
ECWAMARACK PUMP STATION REMOVAL
1-5 RECYCLED WATER TRANSMISSION LINE
LA COSTA GOLF COURSE RW SERVICE
PUMP STATION REMOVAL
WBUC WORKS CENTER
"D" RESERVOIR - PHASE I1
"D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS
"D" RESERVOIR IMPROVEMENTS
AVIARA PARKWAY AT PWM TREE
CARLSBAD BOULEVARD - solml OF AVENIDA ENCINAS
COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREE
CRESNIEW DRIVE TRANSMISSION MAIN
DEMOLITION OF WATER FACILITIES AT PAlAMA DRIVE
DESALINATION CROUNDWATEWSEAWATER SNDY
EL WINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DR
EL WINO REAL/CARLSBAD VILL DR PIPEUNE REPL.
EL FUERTE AND CORINTIA STREET
FOUSSAT ROAD WELL ABANDONMENT
LAKE C4LAVERA RESERVOIR IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS STORAGE TANK REPAIRS
MISCELLANEOUS WATER RESERVOIR FENCING
OCEANSIDE INTERTIE UPGRADE
PAWECR PUMP STATION
POINWTIA LANE EAST OF BLACK RAIL ROAD 12"
RANCHO SANTA FE RD PIPELINE REPLACEMENT
SAN MARCOS BOULEVARD WEST OF SDCWA
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT
TAP RESERVOIR EXTERIOR PAINTING
WATER OPERATIONS WATER WMP PROJECT
WATER SYmM INTERTIE CONNECTION
CHESMUT AVENUE RECYCLED WATER LINE
PASEO DEL NORTE RECYCLED PIPEUNE REPLACEMENT
EL WINO REAL - PALOMAR AIRPORT ROAD Solrm
POINSE"+ LANE - SKIMMER CT TO WSIA
WATER REPLACEMENT TO WATER CONNECTION
TOTAL PROJECT EXPENDITURES 13,868,251
182,SC
156,OC
60.00
3,225,W
710,OO
50,OO
202,50
2,675,OO
600,OO
110,OO
933,25
773,oa
2,656,OO
300,OO
120,oo
55,OO
400,oo
660,OO
ENDING FUND BALANCE NIA
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010++
6,957,841 14,345,559 17,207,119 16,851,884 16,361,520 20,046,202
2,910,723 3,210,660 3,557,165 3,620,136 3,684,682 40,772,609
7,250,000 7,250,000 3,000,000
10,160,723 10,460,660 3,557,165 3,620,136 3,684,682 43,772,609
133,305
442,700
495,000
64,100
15,000
492,600
400,000
161,000
10,400
57,100
345,000
32,000
12,700
5,900 39,000
67,200
5,877,500
360,000
525,500
400,000
436,100
76,500
86,000
439,400
2,760,000
30,000
847,200
113,900
149,400
409,800
110,700
1,905,000
719,260
747,100
436,100
205,400
3,000,000
2,773,005 7,599,100 3,912,400 4,110,500 - 4,012,860
14,345,559 17,207,119 16,851,884 16,361,520 20,046,202 59,805,951
(1) Equal to the projected fund balance less any continuing appropriations.
Kaplanek Greg.CSLHO7
~r_.CIW.W.r.'.-r."*...,...~".. -.-u-..~4,.rr"-.-.....T-.".r ...... ..."...".. .-,-,-..VI".~.I.LI.- ..... I.,>.. U..*......l.l. * .,...... I,...,. %.,?, ~ ,."., % ......,..-. ..,.. ._,,.,..*,,.. ..,, ..,......... ._..,,, ~* .....,_ \ _1 ._ ~", _,_.._,,.. ~,~ __ __
From: Kaplanek Greg-CSLH07
Sent: Tuesday. May 17,2005 2:46 PM
To: Ken Price
cc: Coach Mlsha Buchel; Coach Bob HofC Doug Kamon; John Labeta; Steve Levy: Coach Mike Miller; Garry Thomton
Su bJect! Alga Notte Community Park 8 Aquatics Complex-Letter Of Intent from La Costa Canyon High School
Importance: High
Attachments: LCC-Carlsbad City Council LOf-Alga Node Aquatics Compfex.pdf
Ken Price, Ci of Carlsbad Recreation Director:
The attached file is a Letter Of Intent prepared by the La Costa Canyon High School Administration to be presented at the
Carlsbad City Cauncil Meeting tonight. The letter describes the request of LCCHS to be a year-Bund tenant of the planned Alga Node Aquatics Complex for all aquatics programs at the school.
The purpose of this document is to help support the approval of the Alga Node Community Park & Aquatics Complex to be
mnstruded as planned. Thank you for allowing LCCHS to be considered in the approval process for this project.
Sincerely, Greg Kaplanek
LCC Pool Committee
Ps. 1- also copied the LCC staff involved witb the equatics programs that support this project; Steve Levy, Principal
Doug Kamon, Assistant Principal
Gary Thorntan, Assistant Principal
John Labeta, Athletic Director Mike Miller, Water Polo Coach Misha Buchel, Water Polo Coach Bob Hoff, Swim Coach
AGENDA ITEM # /b
c: City Council Mayor
city Msnager
CityAttornbjr
Qtr-k
San Dieguito
Union High kbl Districl
710 Encinitas Bhd.
Ednh, 92024-3357
7536491
WWWdUhSd.net
lBoerdOfTiusteeE
Jcqm Daf€ssandro
Linda Friedman
BarbaraCmth
Deanna Rid
Bedl f-bgehdtllef
Peggy Lymh, M.D.
..
m-AQdemY
Cannel Valley MS
DiegvenoMs
Earl Wamn MS
COmcanyMl WS
North GmtAltemative WS
Oak CraMS
San Diwito AdultMucatim
San Dieguito HS/Zcademy
Sunset HS
Tomy Pine HS
May 17,2005
ci cowrcil Mmbers:
Thc purpose of this Letter Oflntent is to notify the City of Cdbad that La Cmte Canyon High SchooI requests to be an andior tenant of tbe ncw s\vi.uunkg pa01 upon completion
of construction of the Alga Norte Chmmunij, Park Br Aquatics Complex
Itow mest is granted, all year-round varsity and junior varsity aquatics programs at La
Costa Canyon Hjgb School uwkl be considered to use the 50 meh pool at Alga Norte.
The boys water polo tcm season is summer-Ml, th0 gklz water polo season is fdkwinter,
axid thc co-ed swim team season is winkr-qring. Use of the pool would include daily
practice and home-teeam meets, gamess and events tluoughout the year.
It is OIW mdwstmding tllnt the svimnhs pool is planned to be avdabk by January 2008,
La Costs Canyon High Scbool, tlmugh the San Dicgpito Union High School District, wndd entcr into contract negotiations with the City of Cwkbad Parks and Rqxeation
Deparrmeut for aunual use of the stvirnmh~ pool fdi> asswnhg the fes are fait and
reasonable.
"'hank you for your crsnsidcmtion of use and approval of the Atga Nme Cmmnxunity Park
13 Aquatics Complex.
La Costa Canyon High School Admjnistratiou
One Maverick Way CarISbd, Cataornia
A11 Receive-Agenda Item # t c>
May 16,2005
TO: City Manager MAY 1 7 2005
e.*, U-rk
s>q. CL
VIA: Finance Director Re&4 w';zz fo:
FROM: Finance Manager &%A- ==
POINSETTIA PARK TENNIS COURT PROGRAM OPTION SUMMARY
Enclosed for your review and distribution is the Poinsettia Park Tennis Court Program
Option. Also attached is a memo from the Recreation Director addressing the three
tennis court options and the associated cost and revenue projections, and the PFF
(Public Facility Fee) Fund Schedule.
Seven copies have been enclosed for your convenience one for each Council member,
the City Attorney and yourself. Please contact me at 602-2422 if you have any
questions regarding this summary.
DAVID BARNUM
Finance Manager
DB: kd
Enclosures
cc: Administrative Services Director
- PROGRAM OPTIONS 1
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. The proposed Capital Improvement Program (CIP) has the
remainder of the tennis court complex scheduled for construction in Phase II of the park
with design beginning in fiscal year 2009-10 and construction following in the next year.
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.
There has been limited demand for new tennis facilities in the past years. 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.
Last year, during the budget preparation, a request was made of Council to move up the
funding for at least some of the planned tennis courts at Poinsettia Park. Council
requested that staff do some more research into how other cities have funded and
managed their tennis courts as well as what other projects would be delayed if funding
for the tennis courts was advanced. This program option statement will provide the
additional information for Council on the tennis complex options.
Options
The attached memo dated October 15,2004 (Attachment 1) provides the Council with 3
options for constructing additional tennis courts as well as two different ways in which
they can be managed. The options are summarized below. Please refer to the memo
for more information.
Construction Maintenance
Estimate* costs**
Construction Options
2.
Three options for the expansion of the tennis courts are shown below.
$24,500
per year Build 7 additional courts (total 10 courts) $1,000,000
3’
I 1. 1 Build 3 additional courts (total of 6 courts)
Full Complex adding 7 lighted courts plus the
clubhouse, and additional parking per the $3,000,000 $60,000
Poinsettia Park Master Plan per year
“stadium court” (total 11 courts), 3,000 sq ft $50,000-
$10,500
per year I $450,000 1
* Construction costs are based on master plan level design and are preliminary and subject to
change.
**Maintenance is estimated at $3,380 per court/per year and includes lights, cleaning, net repair,
etc. For the full complex, facility maintenance costs are included as well as additional amounts
for the maintenance of the grounds and parking lot. Does not include recreation programming.
Construction Fundinq
The remaining phase of the Park is funded with Public Facilities Fees (PFF) and is
scheduled in the CIP with design beginning in fiscal year 2009-10 and construction in
the following year. 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 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 $4.8 million sometime after 2015. Moving up this 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 2005-
06 CIP are shown in Attachment 2.
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 may help offset the maintenance costs of the facilities.
If the full complex is constructed, it could be managed by either the City or by a private
group. Both of these options are discussed in the memo (Attachment 1).
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 the construction of 3 tennis courts at a cost of $450,000
3. Move up the construction of 7 tennis courts at a cost of $1,000,000.
4. Move up the construction of 7 tennis courts, a stadium court, a 3,000 square foot
clubhouse, and additional parking per the Poinsettia Park Master Plan at a cost
of $3,000,000.
Moving up any of the funding would take the PFF funds from fiscal year 2010-1 1 and
move it to fiscal year 2005-06.
Attachment 1
October 15,2004
TO: CITY MANAGER
VIA: RECREATION DIRECTOR
FROM: MANAGEMENT ASSISTANT - RECREATION
RE: POINSETTIA TENNIS COURT OPTIONS
BACKGROUND
During the review of the June 2004-05 proposed budget, several citizen’s appeared before the
City Council to request that the City consider building additional tennis courts at Poinsettia Park.
This request came about in large part due to the citizen’s difficulty in playing tennis at their
preferred time (a.m.), as well as not having enough courts at one location. Up until recently, the
tennis groups have been able to use the 9 tennis courts at Carlsbad High School. However,
due to the priority use of Carlsbad High School, the local groups were not able to play tennis on
these courts. Today, it is our understanding that the situation has been corrected.
Council directed staff to investigate and bring back to them options in building additional courts
at Poinsettia Park and to investigate alternatives for managing a tennis complex.
Currently, Poinsettia Park has three (3) tennis courts with plans to develop a complete tennis
complex including 7 more courts, a center court and a clubhouse. The tennis complex is part of
Phase II of Poinsettia Park, scheduled to be constructed in FY 2010-14. The 3 existing courts at
the park are available both for the public citizens’ use on a first come, first serve basis, and for
the City’s instructional tennis program. The peak time to play is in the morning and early
evenings.
FISCAL IMPACT ON PFF FUNDS
At the City Council budget meeting in June 2004, Finance commented that presently there is not
enough money in the Public Facility Fee (PPF) to fund all the projects in the CIP timeline and
move the tennis courts up in the CIP schedule. Finance further noted that if construction of the
tennis courts was moved up, it would take priority over other projects proposed during that same
time frame. The attached matrix identifies the construction costs, maintenance and
programming costs, and revenue estimate projections for Poinsettia Park tennis courts. The
option that Council selects will affect the fiscal impact to the City.
DISCUSSION
Staff has identified the following options for the expansion of additional tennis courts at
Poinsettia Park. They are:
1) Build 3 courts,
2) Build 7 courts,
3) Construct the entire tennis complex.
OPTION #I - BUILD 3 ADDITIONAL COURTS
The construction of 3 additional tennis courts will help alleviate some of the demand during peak
playing times. However, based on discussions with the local tennis groups, they did not feel
that a total of 6 courts would meet the needs of all of the tennis groups. This option would not
allow the opportunity for the City to enter any type of public/private collaboration. The courts
would be City operated, and available on a first come, first serve basis.
It is estimated that the construction cost for 3 additional courts would be $450,000, with an
annual park maintenance cost to be approximately $10,500 per year. Minimum revenue would
come from tennis classes, or public reservations.
OPTION 2 - BUILDING 7 ADDITIONAL COURTS
The second option for the Council to consider is building an additional 7 tennis courts for a total
of 10 courts. This option would provide time for local groups, as well as allow opportunities for
tennis tournaments, special events, and tennis classes. As in Option 1, the City would operate
and schedule the courts for the public use.
The construction cost for the additional 7 courts is estimated to be $1,000,000, with the on-going
annual park maintenance costs to be approximately $24,500. A minimum increase in revenue
would come from tennis classes, or reservations.
OPTION 3 - BUILDING ENTIRE TENNIS COMPLEX
The third option is for the City to construct a tennis complex including 7 additional courts, the
center court and clubhouse, at a cost of approximately $3,000,000.
A tennis complex design lends itself to a wider range of activities and a higher level of potential
use resulting from organized tennis groups using the facility. It would allow the opportunity to
generate revenue from classes, clinics, tennis meets, tournaments, tennis academies,
memberships and retail sales. These tennis events will also generate local tax money from
guests and spectators that would eat, shop and enjoy the local entertainment venues.
TENNIS COMPLEX MANAGEMENT ALTERNATIVES
Staff was also asked to investigate alternatives to manage and operate the tennis complex. In
an effort to optimize City revenues, staff explored both a privately managed as well as a City
managed tennis complex.
CITY MANAGED TENNIS COMPLEX
Staff completed in-depth research throughout the state to locate a City owned and City operated
tennis complex. Based on our investigation staff was unable to find a City that was exclusively
managing a facility. This is primarily due to the high costs of staffing a tennis complex and the
expenses associated with maintaining a tennis complex.
If the Recreation Department were to staff a tennis complex, they would take a conservative
approach with an annual operational cost to the City estimated at $350,000 - $380,000. The
revenue is estimated to be $310,000 - $330,000 with a net loss of approximately $40,000 -
$50,000. The primary revenue source would be from tennis classes and reservations with a
small amount from the pro-shop and concessions. Based on our research, it appears that a City
managed tennis complex would not provide the City an opportunity to maximize the full potential
of revenue.
PRIVATELY MANAGED TENNIS COMPLEX
The final option for Council to consider is a privately managed tennis complex. The terms of the
management arrangement would be established in the contract. The contract could be offered
to a private tennis management group that is either set up as a non-profit, a not-for-profit
organization or a company. Based on staffs research, the responsibitities for management and
the level of costs and revenue received by a city, varies based on their management priorities
and current contract negotiations. These ranges also tend to vary based on the difference in the
age of the facility and the target market they are trying to reach.
As listed in our attachment of estimated city costs and revenue projections, we have select two
different privately managed tennis facilities. The first example, the City of San Diego Balboa
Tennis Complex is managed by the Balboa Tennis Club a not-for-profit private company. They
have 24 courts, one stadium court, a clubhouse with pro-shop, concessions, a meeting room
and locker facilities. The Balboa Tennis Club assumes all the operational responsibilities
including daily maintenance. The Balboa Tennis Club also pays for 50% of the major repairs
with the City of San Diego covering the other 50%. The Tennis Complex generates $292,000 in
gross revenue per year. The City of San Diego currently receives net revenue of $12,000 per
year from rent. At this time they are not collecting a percentage of the revenue from classes or
concessions. The rental fee is extremely low due to their emphasis on having an affordable
tennis program and expanding their junior tennis programs.
The second example, the City of Sunnyvale is managed by the Sunnyvale Tennis Club a non-
profit community organization. They have 16 courts, a pro-shop, concessions, lockers and a
meeting room. The Sunnyvale Tennis Club pays for all costs associated with managing the
reservations, classes, marketing and concessions but they do not pay for either the daily
maintenance or the major repairs. The City collects an annual rent in the amount of $75,000
and in addition collects 5% of gross revenue over $51 5,000. The Tennis Complex generates
over $780,000 in gross revenue per year. At this time the City is collecting over $1 00,000 less
annual M&O costs of $40,000 per year for a net revenue of $60,000. They are focusing on
expanding their memberships and their fees are in the mid to upper range for a City owned
facility.
Lolly Sangster
Management Assistant
Attachment
cc: Assistant City Manager
Finance Director
Recreation Services Manager
Park Development Manager
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THELMA .I. HAYES
PO Box 1366
Carlsbad, CA 92018
760-434-3 580
May 9,2005
AGENDAITEM I Ice
CI Mayor
City Coundl
City Manager
City Attorney
City Clerk
Mayor Lewis and Members of the Council
City of Carlsbad
1200 Carlsbad Village Drive
Cadsbad, CA 92008 Beg' cc
Dear Mayor and Council Members
Re: City Budget
As the two fine condo developments on Laguna Drive near completion,
please remember the request made at the Budget Hearing concerning the
provision for Pedestrian Circulation, including sidewalks, at the two
intersections on Laguna at Madison and Roosevelt Streets.
Sincerely,
Thelma Hayes
City of CarlsbadCity of CarlsbadProposed2005-2006 to BuildoutCapital Improvement Program
20052005--20062006Capital Improvement ProgramCapital Improvement Program9Budget Calendar9CIP Process9Development Projections9Revenue Forecast9New Appropriations –FY 05-069Future Projects9Funding Issues
Budget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGS••TodayToday––CIP WorkshopCIP Workshop––Set Public Hearing for June 21Set Public Hearing for June 21thth••June 7June 7––Operating Budget WorkshopOperating Budget Workshop••June 21June 21––Operating Budget and CIPOperating Budget and CIP––Public Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGS••June 15June 15––Citizen’s Budget ForumCitizen’s Budget Forum
Citizen’s Budget Forum•When:Wednesday,June 15th•Where:Faraday Center1635 Faraday Avenue•Time:5:00pmCall the Finance Department at(760) 602-2430 for additional information.
CIP –Planning Document•Expenditures plan•Revenue plan•CIP Review Committee
Project ReviewEvaluation of:Evaluation of:••Project NeedProject Need••Construction cost analysisConstruction cost analysis••Construction schedulesConstruction schedules••Financing Financing ––Revenue Revenue SourcesSources
Project Ranking Criteria•Health and Safety•Legal Mandates•Compliance with Growth Management •Compliance with Other Standards•Completion of Basic Infrastructure•Funding or Timing Opportunity•Operating Cost Impacts
Construction Cost Analysis•Actual Cost Increases•Engineering News Record (ENR) Index•Cost Estimating Firms
Construction Cost AnalysisProjects were indexed by either:•Known increases•ENR indexReview of some project costs by 3rdparty firmEngineering News RecordBuilding Cost Index0%2%4%6%8%10%19981999200020012002200320042005
2005-2006Capital Improvement ProgramDevelopment Projections
Development ProjectionsWhen will development occur?When will development occur?Sufficient revenues for Sufficient revenues for capital construction?capital construction?
Residential ConstructionTotal Units to Buildout25,00030,00035,00040,00045,00050,0001990199520002005201020152020+Future Units = 5,667Future Units = 5,667Current 42,000Current 42,00088%88%
Residential Construction(in Units)05001,0001,5002,00020002001200220032004200520062007200820092010FutureExisting88%Projected Projected 95%95%
Villages of La Villages of La CostaCostaCalavera HillsCalavera HillsRobertson Robertson RanchRanchSunny CreekSunny CreekPoinsettia Poinsettia PropertiesPropertiesThompson Thompson TabataTabataBressi RanchBressi Ranch73216453,300 Units –Next 5 years1234567
Non-Residential Construction(Square Feet)0250,000500,000750,0001,000,0001,250,0001,500,00020002001200220032004200520062007200820092010ProjectedActual
4.5 million sq ft –next 5 years333,848333,8481,407,8911,407,8911,674,5571,674,5571,080,6751,080,675HotelsHotelsRestaurantsRestaurantsTimesharesTimesharesAssisted LivingAssisted LivingChurchesChurchesTheaterTheaterRetailRetailGIA ExpansionGIA ExpansionCorporate Corporate CentersCentersIndustrialIndustrial
Funding SourcesTotal Revenue = $558 Million(Through Buildout)$0$20$40$60$80$100$120$140$160$180DevelopmentFeesSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther SourcesIn MillionsIn MillionsReplacement Revenues = 37%
Development Revenues$163 Million$0$20$40$60$80$100$120$140$160$180DevelopmentFeesSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther SourcesIn MillionsIn Millions•Water and Sewer Connection Fees•Public Facilities Fees •Park In Lieu Fees•Traffic Impact Fees•Planned Local Drainage Fees
Special Districts$56 MillionCFD#1 -CitywideBTD#2 * -Aviara Parkway-Poinsettia Lane$0$20$40$60$80$100$120$140$160$180DevelopmentFeesSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther SourcesIn MillionsIn MillionsCFD#2 –Rancho Santa Fe Rd.BTD#3 -Cannon Road West* Proposed District
Replacement Funds$209 Million$0$20$40$60$80$100$120$140$160$180DevelopmentFeesSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther SourcesIn MillionsIn Millions•Annual transfers from operating funds •Used for replacement of existing facilities
Other Revenues$130 Million$0$20$40$60$80$100$120$140$160$180DevelopmentFeesSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther SourcesIn MillionsIn Millions•TransNet allocation•Gas Tax•Redevelopment•Federal and State grants•Other agencies
Project ExpendituresProject Expenditures20052005--06 to Buildout06 to Buildout$445 Million$445 MillionParks24%Civic21%Loans8%Water9%Streets21%Sewer/Drainage17%
2005-06 Revenue Sources$120 Million4%36%14%11%35%DevelopmentSpecialDistrictsWater/SewerReplacementInfrastructureReplacementOther Sources
2005-06 New Appropriations$88 MillionParks21%Golf Course38%Civic9%Water4%Streets8%Sewer/Drainage11%Loans9%
Revenues / AppropriationsFY 2005-2006•Revenue Sources $120 Million•New Appropriations $ 88 Million•Carry Forward Projects $140 Million____________________________________________________________Total 05Total 05--06 Capital Program 06 Capital Program $228 Million$228 Million
Continuing Projects$140 Million•Pine School Park•Aviara Community Park•Alga Norte Park and Aquatic Complex•Park Site Acquisition –NE Quadrant•Encina Projects•Vista-Carlsbad Interceptor•Rancho Santa Fe Road Construction•Recycled Water System•Pavement overlay •New Traffic Signals
Review of Projects••Prop C ProjectsProp C Projects••Civic FacilitiesCivic Facilities••Park DevelopmentPark Development••Sewer ProjectsSewer Projects••Water ProjectsWater Projects••Street ProjectsStreet Projects
“PROP C” ProjectsTrails/Open Space$22,711,000Remaining AllocationCannon Road –Reach 4$ 1,050,000City / Safety Training Facility$11,239,000Aquatic Complex$35,000,000Original Set AsideAllocationProjects
Alga Norte Park Aquatic Complex$18 Million•50 meter competition pool•12 lane instructional pool•Therapy pool•Water play area–Lazy river–2 water slides
City / Safety Training Facility•Police Training–Shooting Range–Evidence Storage Room•Fire Training–Administration Building–2 & 4 Story Burn Props•City Employee Training Facility
Review of ProjectsThe next 5 Years…FY 2006 through 2010
Civic Projects•Civic Center•Public Works Center•Safety Training Center•Library Learning Center•Fire Station #6•Fire Station #3
Civic Center & Public Works Center$46.1 million•What are the needs of…..–Citizens–City organization•Visioning process:–Citizens–Business community–City workers•Funding–CFD No. 1 -$37,377,000–Water Repl. -$5,878,000–Sewer Repl. -$2,810,000
Library Learning Center$3.1 Million•Remodel existing structure–10,711 square foot building•Relocate:–Adult Learning Center–Centro de Información•Accommodate Head Start Program
Fire Station #6$5.4 Million•Public Facilities Fee Fund •Relocate Existing Station to site adjacent to Rancho Santa Fe Rd.•6,200 Square Foot Facility
Fire Station #3$3.2 Million•Public Facilities Fee Fund •6,200 Square Foot Facility•Existing site adjacent to Calavera Park •Potential location within Robertson Ranch
$150,000$250,000Civic Projects•Bicycle Master Plan•Pedestrian Master Plan
Maintenance/Replacement ProjectsNew appropriations for:•Beach access improvements•Restroom improvements:–Holiday Park–Laguna Riviera Park•Holiday Park Tot Lot improvements •Cole Library HVAC replacement•Guardrail repair -Palomar Airport Road Bridge at Carlsbad Blvd
Park DevelopmentProjects
ÃAlga Norte Park Alga Norte Park ÃLake Calavera Lake Calavera TrailsTrailsÃnorthÃGolf CourseGolf CourseÃPoinsettia Poinsettia Community ParkCommunity ParkPark ProjectsPine Avenue Pine Avenue Park Park
Carlsbad Municipal Golf Course$36.8 Million2004-052005-062006-072007-08Clearing and grubbingGrading/constructionChampionship Golf CourseOpening 2007
Alga Norte Park -$12.6 millionAquatic Complex-$18 Million2004-052005-062006-072007-08Construction •Ball fields•Picnic areas•Tot lots•Skate park•Dog park
Pine Avenue Park Total Cost = $14.7 Million2004-052005-062006-072007-082008-092009-10ConstructionCommunity Bldg•Multi-use field•Basketball courts•Picnic areas•Tot lots•Ornamental garden
Poinsettia Community ParkTotal Cost = $11.7 Million•Phase II of 42 acre park–Community facility/gymnasium–Enclosed soccer field–Tot lot–Picnic Areas–Tennis Complex–Additional Parking•Projected construction in 2010-2015
Lake Calavera TrailsTotal Cost = $497,000•Elements–Trail Head•Parking•Restrooms•Bike Racks–5 mile of trails•2.5 miles by volunteers•Funding:–General Capital Construction Fund2004-052005-062006-07ConstructionMaster PlanOpen for Use
Senior Center Expansion1stFloor -$615,000•Expand Senior Programs–Exercise Room–Art Room–T.V. Room–Game Room–Multi-purpose room–Health Screening Room–Computer Room2ndFloor –$329,000•Tenant improvements to provide additional office space for Recreation Division
Sewer Projects•Encina Water Pollution Control Facility•Sewer Collection System Projects
Vista-Carlsbad Interceptor•VC 1-3:$ 3,400,975•VC 11:$ 3,549,000•VC 12:$ 8,775,000•VC 13-15:$ 13,000,000Cannon RoadI-5Tamarack AveCarlsbadVillage DriveOCEANSIDEPacific OceanNEncinaLift StationProject Costs
North Agua Hedionda Interceptors Agua Hedionda LagoonEl Camino RealP a c if ic O c e a n Cannon RoadTamarack AveFaraday AveProject Costs•West Leg -$4,177,750•NAHT1A -$1,781,220
Buena InterceptorProject Costs$2,340,000
Sewer Projects•La Costa Meadows Sewer Extension•La Golondrina Sewer Extension•Home Plant Rehabilitation•Lift Station Repairs•Sewer Line Refurbishment & Replacement•Sewer Monitoring$283,000$654,000$650,000$1,360,000$5,645,000$330,000
Drainage Projects•La Costa Ave CMP Replacement•Highland Drive•Cynthia Lane$492,000$240,000$100,000
Water ProjectsWater Enterprise Funds•$26.6 million in new appropriations•Cannon Rd•Carlsbad Blvd•College Blvd•Faraday/Melrose
Pipeline ReplacementMiscellaneous Pipelines•Downtown area•Increase Fire Protection•$1.8 millionSan Marcos Boulevard•Connection to SDCWA Pipeline•Existing pipeline is over 40 years old•$3.0 million
Street Projects•Pavement Management•Faraday Ave/Melrose Dr•College Blvd –Reach A•Cannon Road –Reach 4A•Poinsettia Lane•Carlsbad Blvd Bridge Replacement
Faraday Avenue and Melrose Drive ExtensionCannon RoadCollege BlvdPalomarAirport RoadIn te rs ta te
marack Ave.Faraday Ave.Me lro s e D riv e
Cannon Road / College Blvd.E l C a m in o R e a lCollege BlvdPalomarAirport RoadIn te rTamarack AveadVillage DriveM e
Faraday Ave.C ol le g e B lv d .Cannons
Poinsettia LaneNLA COSTA AVE.ALGA ROADPALOMAREL CAMINO REAL
POINSETTIALANEA V IA R A PARKWAYI-5 BARCELONAC AR L S B AD B L VDAIRPORTROAD LA COSTA AVE.RANCHO SANTA FE ROADI-5 BLVD.OLIVENHAINROADLEUCADIAME LROSE DRIVECALLE
Carlsbad Boulevard Encinas Creek Bridge Replacement•Located south of Palomar Airport Road•Constructed in 1913•Redevelopment Funds & Federal Grants
Traffic Signals Total Cost = $2.9 MillionVideo DetectionNew SignalsRepair/Replacements
Maintenance Projects•Sewer/Water•Drainage•Streets•Buildings and parks
Funding Issues•Public Facility Fees (PFF)•Unfunded Projects
Public Facility FeesProjected Fund Balance-$5$0$5$10$152006200720082009201020152020Millions••Used $4.1 Million undesignated ParkUsed $4.1 Million undesignated Park--inin--Lieu fundsLieu funds••Moved Aviara Community Center to 2015 Moved Aviara Community Center to 2015 --BuildoutBuildout••Moved 2 projects to unfunded listMoved 2 projects to unfunded list––Cannon Lake Park ($2.2 Million)Cannon Lake Park ($2.2 Million)––Hosp Grove/ Buena Vista Lagoon ($1.3 Million)Hosp Grove/ Buena Vista Lagoon ($1.3 Million)
Unfunded Projects$ 34.3 million1.Palomar Airport Road Widening and Bridge reconstruction2.El Camino Real Widening from Cassia to Camino Vida Roble3.Poinsettia Lane –Reach “E”4.Cannon Road –College Blvd to city limits5.Cannon Lake Park6.Hosp Grove/Buena Vista Lagoon Improvements
Budget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGS••TodayToday––CIP WorkshopCIP Workshop––Set Public Hearing for June 21Set Public Hearing for June 21thth••June 7June 7––Operating Budget WorkshopOperating Budget Workshop••June 21June 21––Operating Budget and CIPOperating Budget and CIP––Public Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGS••June 15June 15––Citizen’s Budget ForumCitizen’s Budget Forum
Action Item1.Set Public Hearing for 2005 -2006 Operating and Capital Budgets for June 21, 2005.
Conclusion
.-
Creating universally accessible playgrounds for children of all abilities
shane*s CREATING UNIVERSLLLY lCCESSlBLE InspirationTM PLAYGROUNDS FOR CHILDREN OF ALL ABILITIES
The mission of Shane’s Inspiration is to
develop Universally Accessible Playgrounds
and provide transportation, education,
and community outreach programs.
Shane’s Inspiration’s Playgrounds enhance
a child’s emotional, physical and social
development, as well as teach compassion
and acceptance.
Shane’s Inspiration
In 1997, Catherine Curry-Williams and Scott Williams lost
their son, Shane Alexander, to a degenerative spinal condition
only a few weeks after his birth. Had Shane lived, he would
have spent his life in a wheelchair. Because of a physical dis-
ability, Shane would have been denied one of the most funda-
mental rights of childhood: the right to play independently
with friends and family at neighborhood and school play-
grounds. This realization encouraged the Williams and their
life-long friend Tiffany Harris to turn a tragedy into a vision
that resulted in Shane’s Inspiration ... a non-profit organization
dedicated to improving the lives of children with disabilities.
Shane’s Inspiration gave a gift to thousands of Los Angeles children through the creation
of an environment where all children can play together at the highest level of their ability.
With the support of visionary community leaders, Shane’s Inspiration rallied Los Angeles
to create the first and largest Universally Accessible Playground in the Western United
States: “Shane’s Inspiration.“ Located in Griffith Park, it provides two acres of independ-
ent play, sensory-rich and physically challenging equipment and the rare opportunity for
disabled and able-bodied children to experience and accept one another.
After “Shane’s Inspiration” opened in 2000, the organization was inundated with requests
from families who wanted accessible play in their community. This prompted them to work with a family, who also suffered the
loss of a son, to design and build the second Universally Accessible Playground in Los Angeles: “Aidan’s Place” located on
Sepulveda Boulevard in West Los Angeles.
Since that time, the organization has helped raise millions of dollars, initiated over 30 Universally Accessible Playground proj-
ects throughout Southern California and beyond, and created community outreach programs that educate the public as well as
help dissolve barriers for the disabled youth.
This is not just another playground ...
It is a symbol of hope and love and a beacon ofjoy
for thousands of children in our ciw.
- Former Mayor Richard Riordan speaking ai the opening of Sham’s Inspiration Playground
Our playgrounds
Most playgrounds provide equipment that is not easily accessible ... wheelchairs get trapped in sandpits and leg braces get caught in
narrow pathways, This leaves disabled children sitting on the sidelines.. .watching as their able-bodied friends and siblings play.
Because there are so few opportunities for children with disabilities to interact with their able-bodied peers, many children spend
their lives isolated and stigmatized. Excluding them from play environments at an early age hinders their ability to develop emo-
tionally, cognitively and physically. Studies have proven that integrated play helps disabled children develop: fine and gross motor
skills; receptive communication skills; cerebral functions; physical strength; and social skills, including independence and self
esteem. Integrated play also gives able-bodied children the opportunity to experience and accept disabled children as equals. At
Shane’s Inspiration’s Universally Accessible Playgrounds the sensory-rich equipment is independently playable for children with
disabilities while exciting and challenging for able-bodied children. Our playgrounds delight all children, providing a place where
compassion and acceptance can flourish.
Shane’s Inspiration
Griffith Park,
Los Angeles, CA
Opened
September 2000
Aidan’s Place
Westwood, CA
Opened
December 2007
Corona-Norco Family YMCA Lincoln Park
Corona, CA - Opened August 2003 Lincoln Heights, CA - Opened August 2004
Shane’s Inspiration’s Impact and Services
Shane’s Inspiration raises the quality of life for children living with
disabilities by building Universally Accessible Playgrounds and
more ...
Our Impact on the Community:
WE BUILD BRIDGES for the disabled community by creating
accessible, integrated play environments in all
neighborhoods.. . regardless of socio-economic conditions.
WE DISSOLVE THE BARRIERS of discrimination by working
to educate children, parents, teachers, communities, municipalities
and government agencies about the needs of special children.
WE RAISE THE BAR on accessibility standards. Even the
decade-old Americans with Disabilities Act only provides the mini-
mum standards for integration. Our playground designs extend far
beyond those guidelines into the future of what accessible play will
become.
WE FACILITATE PLAY! Each month, we bring together over a
hundred children with disabilities and their families to our complet-
ed playgrounds. The fun-filled day includes games, face painting,
snacks, and making new friends while playing on the playground!
Our Programs
THE CATALYST PROGRAM: Shane’s Inspiration playground professionals guide families, communities and municipali-
ties through the playground development process. Support includes guidance in such areas as; playground planning develop-
ment meetings, creating and managing a budget, building community support, navigating government regulations, securing
land for the site, choosing and negotiating with vendors, fundraising, and evaluating the success of each playground. The
Catalyst Program has an average of twenty projects in development per year.
COMMUNITY OUTREACH PROGRAM: This program increases the use of the playgrounds while building public
uwureness of the tremendous benefits of integrated play for both disabled and able-bodied children and their families.
Outreach services include: a free bussing/field trip program that brings 2,000 children annually to the existing playgrounds;
public speaking engagements at local schools, Regional Centers, hospitals and communities; newsletters targeting disabled
children and adults; a newsletter written by and for children with disabilities, their peers and siblings; and hospital research
collaborations that identify existing disabilities and their corresponding needs. Another major component of this program is
Shane’s Club, a monthly play date at one of our playgrounds that brings children of all abilities together to talk, make friends,
and play together.
..
TECHNICAL SUPPORT & DESIGN PROGRAM: Each playground has a unique, community-driven design. Through
“Community Options & Priorities Sessions,” our Project Management Team works closely with the community and children
to create a cohesive design that meets the needs of a variety of disabled children, able-bodied children and community mem-
bers. Included in the design oversight process are special education teachers, rehabilitation therapists and other health-care
professionals.
Playgrounds opening in 2004
Los Angeles Zoo in Grifith Park, Lincoln Park amd Parque de 10s Suenos, both located in
East Los Angeles, Temple Street-Beverly Park in Downtown Los Angeles and Wilshire Crest
Elementary in the Los Angeles Unified School District.
Playgrounds in development
Santa Clarita, Los Angeles Orthopaedic Hopsital, San Bernardino, Santa Fe Springs, Playa
Vista, Calabasas, Redondo Beach, Thousand Oaks, San Clemente, Hollywood, Sylmar,
Hansen Dam, Valley Beth Shalom in Encino, Childrens Hospital Los Angeles, Ft. Collins, Colorado and New York City. An addi-
tional 10 playgrounds are in development through a partnership with the City of Los Angeles Department of Recreation and Parks.
Internationally, we are working with Bombay, India; as well as Jerusalem and Tel Aviv, Israel, providing assistance in the establish-
ment of a Universally Accessible Playground.
Our Friends 8 Collaborators
Anne & Kirk Douglas Playground Award, California Park & Recreation Society,
Los Angeles City Council, Cedars Sinai Hospital, Center for Healthy Aging
Childrens Hospital Los Angeles, City of Los Angeles Department on Disability,
City of Los Angeles Recreation & Parks Department, Congressman Henry
Waxman, Corona-Norco Family YMCA, Easter Seals of Southern California,
Down Syndrome Association of Los Angeles, The Honorable Mike Feuer,
Foundation for the Junior Blind, Kiwanis Club of Woodland Hills, Los Angeles
Business Council, Calfornia Regional Centers, L.A.U.S.D. serving children with
disabilities, Muscular Dystrophy Association, San Clemente Junior Woman’s Club,
Laura San Giacomo and the Chimes School, Universal Sunrise Rotary Club,
Weingart Foundation, Ralph M. Parsons Foundation, Northrup Grumman, S. Mark
Taper Foundation, Norris Foundation, Toyota, and most importantly ... each and
every child that has crossed our paths and touched our lives.
Accomplishment Highlights
The City of Los Angeles passed a motion in support of establishing 21 Universally Accessible Playgrounds throughout Los
Angeles. A recent Prop 40 allocation will support this motion through the development of Universally Accessible Playgrounds
in every Los Angeles district which does not currently have one.
Shane’s Inspiration was honored with the first “Heroes for Health Award” by Good Housekeeping Magazine and General
Electric. A featured article in Good Housekeeping Magazine was followed by an interview with Matt Lauer on “The Today
Show” and an awards ceremony at Camegie Hall in New York City.
Shane’s Inspiration was the recipient of the 2003 Access Award from the Los Angeles County Commission on Disabilities.
Our playgrounds have received numerous awards, including: “Best Playground” from Los Angeles Magazine’s “101 Things to
Shout About.” the L.A. Parent Award for Outstanding Playgrounds and the Architectural Landscape Design Award from the L.A.
Business Council.
You Can Help ...
Shane’s Inspiration’s message is simple: It is the birthright of every child
to play in the park. The need is compelling because, unfortunately, chil-
dren with disabilities continue to live on the fringe of society. The poten-
tial of realizing our vision is extraordinary. There are hundreds of families,
educators, healthcare professionals, corporations, foundations and civic
leaders fighting for inclusion and integration. Please join them. Here are
a few ways in which you can help:
Become a Corporate Ambassador.. .You can connect Shane’s
Inspiration with corporations that you or your loved ones work with.
Once you open the door, we will step in and find a program that best
fits their interest!
Be an Individual Donor.. . the generous, tax-deductible support of indi-
viduals like you is vital to our work. You can give throughout the year
or support our special events. Each year, we host a black-tie dinner and
10K Walk, Run, Roll-A-Thon - both exhilarating, fun events!
Volunteer! Throughout the year, we need helping hands at special
events, in the office and at the play dates in a variety of capacities. You
can also donate your professional services, join our fundraising efforts
or join our community outreach team and speak at local venues.
Become a member of our Professional Advisory Board.
Do you know friends and colleagues who are capable of giving? Host
a small gathering at your house and we will introduce them to the
organization and our many projects.
Bring your children to the park. All children are welcome every day of
the week!
Consider becoming a Legacy Donor with an annual commitment of
$10,000 or more.
FOR MORE INFORMATION, PLEASE CONTACT ...
T$faany Harris, Executive Director, Shane b Inspiration
4804 Laurel Canyon Blvd., #542 - Valley Village, CA 91607
(818)752-5676 Fax: (818)506-1232 trSfany@shanesinspiration.org
What makes our Universally Accessible Playgrounds Special?
OUR STANDARDS: Our commitment is to create safe play
environments that are enjoyable and challenging regradless of
their physical or cognitive ability. The final objective is to create
a fully integreated play environment so children will have an
opportunity to socialize and develop friendships. To accomplish
these objectives, we design playgrounds that meet the following
standards:
1.
2.
3.
4.
5
6.
7.
8.
9.
All materials used meet safety standards for cityktatelfederal
requirements, such as American Society for Testing and
Materials (ASTM), United States Consumer Product Safety
Commission (USCPSC), NPSI (National Playground Safety
Institute) and the Americans with Disabilities Act
Accessibility Guidelines (ADAAG).
Shane’s Inspiration’s equipment and designs provide the
highest level of interactive play available for all children.
Each of Shane’s Inspiration’s designs is unique and commu-
nity-driven. We facilitate Community Options & Priority
Sessions to ascertain a community’s needs and desires for
multi-generational play environments.
We collaborate with landscape architects to create a theme
for each playground and its surrounding environment.
We consult with our Professional Advisory Board (PAB),
which consists of doctors, physical therapists, psychologists,
child development specialists and occupational therapists, to
help us determine the play environment needs of communi-
ties that may have a high incidence of a particular disability.
Our equipment is designed to be challenging, sensory-rich,
age-appropriate and to encourage cerebral and physical
development..
Shane’s Inspiration’s Director of Design, whose background
is in landscape architecture and construction project manage-
ment, provides a Design Review for all playgrounds.
Shane’s Inspiration designs are environmentally-conscious. It
is our commitment to incorporate and preserve each site’s
natural surroundings.
We make every effort to insure usage of the playgrounds by
applying a community outreach model to each project. This
helps connect families with Shane’s Inspiration’s resources,
such as play dates, special transportation and educational
programs.
10. All playgrounds receive the Shane’s Inspiration Design Seal
of Approval when they have met our criteria.
Our design commitment to you
OUR COMMITMENT is to the spirit of the law: For over ten years,
public facilities have been implementing the mandatory guidelines outlined
in the Americans with Disabilities Act. However, most playgrounds fall
short of achieving the true spirit of the law, which is full equality for dis-
abled individuals in body, mind and heart. In the world of a special-needs
child, full equality is essential, not optional.
OUR DESIGN PROCESS: We recognize that equipment is only half of
a playground.. . the other half is the rich, imaginative world of the children,
their families and the community.
The reason we turn to the community for design ideas is simple. Children
know what they love to play on. Parents know what they need so that their
families can play together. Senior Citizens know what elements serve their
needs and allow them to play with their grandchildren. To build the best
possible playground, we invite these community experts to participate in
Community Options & Priorities Session. Other community participants
include special education teachers, rehabilitation therapists and health pro-
fessionals who fbrther shape the design from their perspectives.
In the words of one physically-challenged child:
'W most playgrounds, I have to crawl out of my
wheelchair if1 want toplq. It makes me feel
like an ant, with all these giant kids running
around me. My wheelchair is my legs. Would
you want to take your legs osfto play?"
OUR PROFESSIONAL ADVISORY BOARD: We combine real-world
needs with proven therapeutic and child development theories plus exist-
ing disability research. We have compiled a team of experts consisting of
Physical Therapist, Childrens Hospital Los Angeles; Nursing Director,
Childrens Hospital Los Angeles, USCRJAP; Parent Family Resource
Director, Childrens Hospital Los Angeles, USC/UAP; Pediatric Physical
Therapist; Child, Family and Adult Psychotherapist; Developer of
Children's Programs for Alma Family Services; Parent Advocate for
Children with Disabilities: Clinical Psychologist; Community Services
Specialist, Eastern Los Angeles Regional Center; Occupational Therapist;
L.A.U.S.D. Early Childhood Special Educator; Educational Director,
Center for Disabilities Studies and Community Inclusion. These experts
lend their expertise in the area of disabilities such as Autism, Down
Syndrome, Cerebral Palsy, Sensory Development and Mobility
Development. Their unique insight into the rehabilitative play process pro-
vides an opportunity for our design team to integrate the needs of these
children into fun, state-of-the-art equipment, which serves the needs of
typically abled-bodied children as well.
Our unique designs include.. .
HORIZONTAL LADDERS / UPPER BODY PEDDLERS
encourages multiple motor skills: reaching, pushing, pulling, releasing
and grasping. Builds upper-body strength
RUBBERIZED SURFACING
encourages complex motor skills: walking, running and climbing, which
is promoted through ambulatory games such as hide-and-go-seek or tag.
Builds coordination and lower body strength.
C 0 M M UN I CAT I ON ST RATE G 1 E S
games and signage teach a variety of communication skills: following
verbal instructions, learning non-verbal communication, practicing sign
language or use of pictorial symbols
PLAY AS THERAPY
used for rehabilitation: children utilize play equipment to practice physi-
cal therapy exercises, such as extending legs, trunk, arms or lifting /
pulling to strengthen muscles and coordination.
MAGICAL WATER AND SOUND WALLS EMBEDDED WITH
SHELLS, ANIMAL SHAPES AND WHIMSICAL SOUND PUCKS
which stimulate tactile senses for sight-impaired children
SHADED, ENCLOSED STORY CIRCLES
provides reduced stimuli for children with conditions such as Autism,
Down Syndrome or Cerebral Palsy
Shane’s Inspiration gathers all of these ideas and takes them back to our
Director of Design, Virginia Hatley. Virginia Hatley is a professional
Landscape Architect and holds a Bachelor of Science degree from California
Polytechnic University, Pomona. She is a certified National Institute of Parks
Safety Inspector and brings over 17 years of experience as a Landscape
Architect and Project Manager to Shane’s Inspiration. Virginia has worked
with the City of Los Angeles to revitalize recreational parks, trails, equestrian
facilities and a variety of other projects. She is the primary Playground
Designer for Shane’s Inspiration and has a tremendous amount of experience
in creating community-driven collaborative designs. Our design team works
with government agencies, landscape and architecture professionals to make
sure these designs are both safe and feasible. The result is a high-quality,
multi-generational Universally Accessible Playground built by and for
the community.
“I am from Richland Avenue Elemenlaiy School.
I use crutches. We need more parks like these.
Now we will be able toplay ball, go in the swing
and play in the sand. Now we can do anything
that we couldn Y do before!”
- Anariqna Thomas, age 8
c
c
c
Shane's Inspiration's Universally Accessible Playyounds allow children with disabilities
to play side-by-side with their able-bodied peers and siblings. 70% of the equipment is
independently playable for children with disabilities while in their support apparatus.
At the same time, the equipment is fun and challenging for able-bodied children.
What:
Who:
Why:
How:
When:
When:
Shane's Club is a free club that meets monthly for a Play Date at one of Shane's
Inspiration's Universally Accessible Playgrounds.* Face Painting, Arts & Crafts, and
Treats are provided (but please feel free to bring a sack lunch). Children will have a
great time meeting new kids and playing on the playground.
Children of all abilities who want to play together and make new friends.
To give children with disabilities the opportunity to play with other kids, while giving
their parents a chance to share experiences and advice with other parents/caregivers.
Free, accessible transportation is available from a designated pick-up point for
children with disabilities and their families. If you need accessible transportation,
you must RSVP by the Monday prior to the Play Date. Space on the bus is limited.
Shane's Club meets monthly on about the last Satwday from 10:30am-l:OOpm.
Shane's Inspiration (SI): Griff ith Park in L.A. (park in Merry-&-Round Lot #3)
Aidan's Place (AP): 1350 5. Sepulveda Blvd. in Westwood (between Wilshire &Ohio)
Schedule for 2004: Schedule for 2005:
September 18,2004 - SI
October 30,2004 - AP November 20,2004 - SI December - Happy Holidays!
January 29,2005 at SI
March 8,2005 at SI April 30,2005 at AP May 21,2005 at SI June 25,2005 at AP
July 30,2005 at SI
September 24, 2005 - SI October 29,2005 - AP November 19, 2005 - SI December - Happy Holidays!
*Save the Oate - Walk-FUN-Roll Februa 26,2005 at AP August 27,2005 - AP Sunday, October 10,2004 - SI
PLEASE RSVP by the Wednesday prior to the Play Date.
For more information, call Marjorie at (818) 752 -5676 or email marjorie@shancsinspiration. org
It's about giving children of all abilities a chance to play togethcrl x 8 Sham's Inspiration - 4804 Laud Canyon Blvd. #542 - Valley Village, CA 91607 (618) 752-5676 - mnv.shanesinspiration.org
Our School Transportation Program
transported 2,197 students in 86
busses on 39 field trips in 2003.
Our annual 5W10K Walk-FUN-Roll
provides an opportunity for the
community to support the mission
of Shane’s Inspiration.
Junior Design Parties give children
of all abilities a chance to share
their ideas for future playgrounds.
”-
. ‘ .I*
h
0
BOARD OF RECREATION AND PARK COMMISSIONERS
MIKE ROOS Prddmt
CHRISTOPHER C. PAK VigPIwidd
CHRISTOPHER W. HAMMOND C”ASANCHEZ4AMNO USA SPECHT
MpmHToF RECREATION AND PARKS
200 NORTH WIN STREET
Cm OF Los ANGELES
CALIFORNIA
JAMES K. HAHN
W4YOR
1Sm FLOOR
LOS ANGEIES. CA WOl2
(213) 4738833
FAX (213) 976-0014
April 24,2003
Ms. Ti-y Harris, Executive Dimtor Ms. Catherine Curry-Williams, Executive Program Directot Shane’s Inspiration
4804 Laurel Canyon Blvd., #542 Los Angeles, CA 9 1607
Dear Tiffany and Catherine:
I am writing to thank you for the honor of being presented with the Shane’s Inspikation Hem Award
2002. In the coming years, I will have the great pleasure of overseeing the application of $9.5 million designated by the State to develop Universalfy Accessible Playgrounds throughout the City of Los
Angeles. This generous ddon was inspired by Shane’s InspMon’s extraordinary vision and
community outreach, which lead to efforts by Assemblyman Tony Cardenas to champion this funding
Program.
The award ceremony and press conference which took place at Aidan’s Place provided a wonderful oppomity to meet the children with disabilities and their families who so fkdy played on this
unique playground. I was especially moved by the father who spoke at the ceremony on the
important role Shane’s Inspiration has played in his family’s life, allowing all of his children to finally have the opportunity to play together.
It is my wmn&mt, through partnership with Shane’s ~nspiration, to make os Angeles the preeminmt leader in the area of Universally Accessible play. The $9.5 million will create a playground in each City Council district, making Los Angeles the first in the nation to establish a
comprehensive recreational plan to serve children of all abilities through the medium of play. The
collective work of the Los Angeles Reneation and Parks Department with the expertise and vision of Shaoe’s Iiwpiration will create a prototype to inspire other municipalities to create these extraordinary
environments for the children of their community.
I look forward to a long journey together on behalf of children of all abilities throughout Los Angeles.
MANUEL A. MOLLINEDO
General-
AN EQUAL EMPLOYMENT OPPORTUNITY - AFFIRMATIVE ACTION EMPLOYER
CITY OF LOS ANGELES
CALIFORNIA
JAMES K. HAHN
MAYOR
TRAVEL - MAKING A BETTER WEST
Fun for all
A California duo builds playgrounds
for children of all abilities
By Cw Taggart * Photograph by Todd Bielow
l~ne’s Inspiration, a playground in Los Angel=’ Grif-
fith Park, has just about everything a kid needs S to have a good time. There’s a play structure resem-
bling a rocket ship. Swings, some with simple seats and
others with straps, stand next to a sandpit that’s stocked with
digging toys. Nearby, a panel spells out “I feel good” in
English and braille.
Feeling good is what Shane’s Inspiration is all about. It’s
also revolutionary-the first universally accessible play-
ground in the West.
Opened in 2000, Shane’s Inspiration exists because of
Catherine Cuny-williams and Tiffany Harris, friends and
fellow actrcsscs who had produced plays togethcr. In 1997,
Curry-Williams’s &st child, Shane Alexander, was born
with spinal muscuIar atrophy. He lived only 14 days.
A few months aftcr her son’s death, Curry-Williams read
about a woman in West Hartford, Connecticut, whose
child had the same disease as Shane. Amy Jaffe Barzach
had built a playground in her child’s memory and startcd
a nonprofit organization to promote universally accessible
play cnvironments.
“It felt like God saying, ‘Here’s something to get you out
of your bed,’” Curry-Williams says today. She and Hank
discovered that the city of Los Angela did not have a single
fdy accessible playground, leading them to ponder how
they might bring Banach’s concepts out West.
,. A place where everybody can play
The difference between playgrounds equipped with a single
whcclchair ramp and what Hams calls truly “playable”
structures can brcak a child’s heart. “A ramp would lead to
nowhere,” Harris says. ‘ijust getting
kids closer to the things they can’t
play on. Thai closcs the door on play-
ing with other chddren.“
Togcrhcr, she and CurryWilliams
raised $1 million to build Shane‘s Inspi-
ration. forming a nonprofit by the
same name along the way. The goal
was to integrate able-bodicd and dis-
abled kids in a 2-acre world of play
trains, castles, ships, and dinosaurs.
Visit the playground and you will
see that their plan has worked. ail-
drcn, says Harris. “are all just there
playing at the park-there are no
spccial scctions.”
Curry-Williams and Harris had
stumbled upon a vast need. After the
opening, the nearby community of
Westwood asked the duo for assis-
tance in building anothcr playground.
With help from the family of Aidan
Gaffney, a local disabled boy, they
raised $900,000. The playground was
christened Aidan’s Place when it
opened, months after its namcsake
passed away.
The two are now helping to build
morc than 40 playgrounds, including
21 in Los Angela and others in cities
from San Diego to Mumbai, India.
Barzach describes the women’s efforts
as “superhuman.”
Today, Curry-Williams and Harris
have 3-year-old daughters, born five
weeks apart. When the girls play to-
gether, they often pretend to bc moms
going ofF to work.
“Good-bye,” Curry-Wlliams’s Wi-
ter, Grace, will tell her friend Jade. “I’m
going to build playpmds.” +
Accessible playgrounds
For more information, contact the Shane’s
Inspiration office: 4804 Laurel Canyon
Btvd., Ste. 542, Valley Mllage, CA; (878)
752-5676.
Aidan’s Place. Westwood Recreaton Com-
pk, 7350 Sepuiveda Blvd., Las Aqe/es.
Comna-Norco Family YMCA. 1331 River
Shane’s Inspiration. 4800 Crystal Spriqs
DL Gnftith Park, Los Angeies; (818) 752-
5676.
Rd.. COKI~XX CA: pO9) 736-9622.
32 SUNSET SEPTEMBER 2003 33
(December 2002 Issue)
The 2002 Heroes for Health Awards
Call them angels of wellness, or saviors of the sick. These women
have made other people's health their number one priority -- and
we want to celebrate them for it. This year, Good Housekeeping
teamed up with GE to present the first-ever Heroes for Health
Awards. Meet our miracle workers.
She lost a child -- and found a loving cause
* Catherine Curry-Wllliams and Tiffany Harris (PHOTO: LARSEN AND TALBERT)
In the summer of 1996, life seemed perfect for 37-year-old
Catherine Curry-Williams of Los Angeles. Just wed, she discovered
that her honeymoon had produced the most precious of souvenirs:
a baby. On March 28, 1997, seven-pound Shane Alexander
Williams entered the world. Then, suddenly, time stood still.
Shane was born with the severest possible form of spinal muscular
atrophy, a rare genetic neuromuscular disease that left him para-
lyzed and unable to breathe without a respirator. There was no
cure. A fleeting 14 days after baby Shane was born, he was
removed from the respirator and placed in his parents' embrace.
Within moments, he passed away.
For months, Curry-Williams, an actress, felt completely drained. But as the one-year
anniversary of her child's death approached, Curry-Williams and her husband sensed a
need to honor their son. Around this time, Curry-Williams began hearing stories about
another woman in Connecticut, who had lost her child to the same disease that took
Shane. She was becoming known for creating a playground designed specifically to meet
the needs of disabled youngsters -- as a tribute to her son.
Inspired, Curry-Williams called her best friend, Tiffany Harris and the two watched a
video about the Connecticut playground. "In that instant, I knew I'd found a new pur-
pose in life," Curry-Williams says. And in Harris, she had a willing partner. After exten-
sive research and many talks with parents of disabled kids, Curry-Williams and Harris
created Shane's Inspiration, a nonprofit organization, in June 1998. For more than two
years, the duo made their case for a Universally Accessible Playground to anyone who
would listen. Word of the women's crusade reached then-Los Angeles City Councilman
Mike Feuer, who helped secure two acres of land in Griffith Park in L.A. for their project.
On September 21, 2000, Shane's Inspiration playground opened. Today, Shane's
Inspiration has more visitors than any other playground in Los Angeles. The women have
since opened a second Universally Accessible Playground in Westwood, and plans are in
the works for some two dozen new sites. Curry-Williams and Harris refuse to take credit
for these exceptional achievements. "We feel humbled by the opportunity to do this
work. The challenged children we serve - and their families - are the heroes here." Of
course, even heroes need their guardian angels to bravely lead the way.
organizational spotlight
development. But Shanc’s hwimtion also
accomplished sonicthing no one planned BUILDING EXCEPTIONAL PLAYGROUNDS. ..
on; they built cornmunities.
Shane’s Inspiidtion’s first playground,
GrifIith Park, providmg two acres of inde- E x c e p t i 0 n a I namwf after Shane is located irl
pendent play, sensoly-nvh and physicaUy
challengmg equpmcnt and the rare oppor- Corn m unities turuty for dsabled and able-hochetl clul-
By Terry Marks
ir losing their son, Shane Alexanaer. A’. to qiinal muscular atrophy in 1997,
C‘alherincx (h-ry-Williams and Scott
iVi&r~s hat1 a vision ulat Uiey, along with
Uic!ir lift4ong friend ‘IllTaiy Hamis, turned
into reality.
IIad Shane lived, hc would have spent
his life in a wheelctvak. Shane would have
heen denied oiir of the most fun&uncntzll
rights of chddtiooci: thr right to play indc-
pondmtly with liiends and family at a
nc,ighborhood playground. Shane’s In-
spimfion, a non-profit. organi7ation dedi-
cated to inipwving thr lives of chilciren
with disabilities, was rreated to build wu-
versallv acccsil~liblc playgroin& Uiat allow
children or all abitilies to play alongside
one anotlier.
Five years haw pas& since Uic invep-
tion of lhis vision, three playgrounds have
been built and ovm twenty-one more m in
drtin to experience and accept one anolhcr.
After Shanc’s Inspiration was lormc?d in
ZOOO, the organization was inundated with
The organization has initiated 21 other
Universally Accessible Playground projects
throughout Southern California and beyond.
requests from fdes who wanted acccs
sible play in thcir commiinities. This
prompted them to work with a family to
design and build the second Universally
Accessible Playground in Los ,411gc:Cl(~s,
“Aidan’s Place.” located in Wrst Los
Angeles. The third playground, in Corona,
CA, was completed in Augwst of this year
and that community jus1 recently celebrat-
ed their opening day.
The organization llas hutiatcd 30 other
Universally Accessible Playgrowid projects
across the country hni Sout.hern
CXfornia to Sew York City; aid has
rcccntly taken an inlcniational leap to
Bombay, India. Dw-irig this process, the
foimders realized that building a playgt.oiux1
w-as only the fmt hurdle; msuring its usage.
particularly by childwn and families with
speed needs, was Ihc k(y to snccm.
The only way to emure usage aid “own-
cmhip” of the playfirouncl wi~q to involve
EP MAGAZINE - DECEMBER 2003 67
I I
~.o,,titru,d.r,~,,,, IHIo~ ti;
community memhers on an intinuti? basis.
Reaching out to hiiild community support
became essential for rwry projrd under-
taken. .4s a IPsnlt, Shane’s Inspiration cre-
ated a comniimily numearh Pro@a~n lo
bring their playground profbssionals in
touch with families, conununity leaders
and governmental partners.
68 DECEMBER 2003 EP MAGAZINE
Excluding children with disabililities from
play envlronments at an early age hinders
their ability to develop emotionally, cognitlvely and physically.
Guiding thw stakeholders lluuugh the
development prows of phygruund plan-
rhig are the Shane’s Inspiration design pro-
fessionals. They assist in creating and
iimmging a budget, hidcling coniniluiity
support. naLigating govc.nmieiit regula-
Lions. securing land for tlie sites, choosing
arid Iiegoiiating with vrndors. providing
guidance regarding raising financial sup
port for each playgmiind and c~valuatiig
the su(’ccss of every projert.
This coniprehensi\e Pr0~r;un m-a the
wed in buildhy: exceptional ctmmiunitirs.
Added lo Ulis effort Wac a frrv t)ussing/
field trip program that bring? 2,MMJ chi-
dren annually to the existing playgrnurids.
In addition, Sharte‘s Inspiration outrwch
incliides public speaking engagements ai
local schools, rcgiotd centers. hospitAs
and conununitics; newsletters targeting
children and adulw with disabilitirs; 8
newsletter written by and for children with
di.sahilities. their peer; and sihlingss; and
hospital research collaborations that iden-
ti& existing disabilities and thvir COI+C
sponding needs.
Bwaiise there have brcn so few opporiu-
niiies for children -3th dkhilitirs tu UI~T-
act with their ahlf-hndied peers. nuny cld-
<ken have spent their lives isolated and stig-
maiiaed. Excluding then1 from play cmiron-
nients at an early agr hindcrs their ability lo
cle\;elop eniorionauy, cogmtively and physi-
cally. Studies have provrn that intcLgmted
ylay helps children with disabilities cievelop
hie and gross motor skills, rrrrptivr coni-
niunication skills, cerebral fiinrtions, physi-
cal strength arid wid skills, including incle-
pendeirce arid sell esteem.
hilegrated play also gives ahlr-bcxlird
children the oppommiQ tn cxprriencc arid
accept children with di.wt)ilitics as rqilals.
At Shane‘s Jnspiration‘s I~nivrrsally
Accessible Playgrounds, the .wnsn~y-rich
rquipnieiil is independently playahlr for
cM&rn wiLh disabiliries while extitq
and ~:hall~~ngi~ig for able-bodied children.
These pliLygoumIs delight all children,
providirip a place where compasion arid
at:cc’ptance can 1lOUriSll.
The playgrounds not only crpate oppor-
tunities for clddren of all ahilities to niert,
but oppunuruties foI parents and sihlings
as well. Thosc who were hesitant to take
their child uit,h a tlisabilily 10 a public play-
grnnnd for fear of tliscririiialion now have
an opportunity to mnet’l orher I’aniilies who
have similar lir rlr~eriences.
This comniunity b growing by leaps aid
hounds. kliendships are l’orniing. families
are coining to !mow one another and sib-
lings are playing alnngsidc. thek slmial
needs brothers and sistrrj for ttie fits
time. In addition, rvrry day Shane’s
llspiration uihiesses new compassion and
acceptatice as they watch their tonununily
grow and the children floiuish.
Shane’s Inspiration WAS rccrntly hon-
ored with the first “Herors for Ileal111
Award’ by Good Hoiisekrrping hhg-
mine and General Electric, fnl1owc.d by
an interview with Matt 1mrr on “Thr
Today Show.” Our playgrounds haw rc’-
wived nunierous awards, inchiding:
“Best Play-ground* from 1x1s Angrlcs
.Magazine’s “101 Things to Shout Aboiit,”
tlie L.A. Parent Award for Oiitsumding
Playgrounds and t.he Architrrtural
Landscape Design Award from thr LA.
Business Council. EP
,-
I
l!aXlgdeS MAOAZINE
Plaggmwnd
The range and quantity of the equipment at SHANE’S INSPIRATION in Griffith Park and
AIDAN’S PLACE in West L.A. (built by the same organization) are unparalleled - seesaws,
swings, springy things, and contraptions creative enough to tempt parents. Most equipment
sprouts from a thick rubberized surface and is handicap accessible.
Internal Revenue Service Department of the Treasury
P. 0. Box 2508
Cincinnati, OH 45201
Date: March 28, 2001
Shanes Inspiration
% Catherine Curry-Williams 4804 Laurel Canyon Blvd 542
Valley Vlg, CA 91607-3717
Person to Contact:
Mr. Mason 31-07424 Customer Service Specialist
Toil Free Telephone Number:
8W IJR to ):SO pm. EST
877-829-5500
95-4760497
July 1999
June 30,2004
Federal Identification Number:
Advance Ruling Period Begins:
Advance Ruling Period Ends:
Dear Sir or Madam:
This is in response to your telephone inquiry of requesting a copy of your organization's
determination letter. This letter will take the place of the copy you requested.
Our records indicate that by a determination letter issued in November 1999, your organization was recognized as exempt from federal income tax under section 501 (c)(3) of the Internal
Revenue Code.
Because your.organiration was newly created, we did not at that time make a final
determination of its foundation classification under section 509(a) of the Code. However,
based on information submitted with the application, we classified your organization as one
that is not a private foundation within the meaning of section 509(a) of the Code because it
can reasonably expect to be a publicly supported organization described in sections 509(a)(
and 170(b)( l)(A)(vi).
According to this advance ruling, your organization will be treated as a publicly-supported
organization and not as a private foundation until the end of the advance ruling period as
shown above. Wjthin 90 days from the end of the advance ruling period, your organization
must submit to us information needed to determine whether it has met the requirements of the applicable support test during the advance ruling period. This information is currently supplied on the Form 8734, Supporf Schedule for Advance Ruling Period.
Grantors and contributors may rely on the determination that your organization is not a private foundation until 90 days after the end of its advance ruling period. If the organization submits the required information within 90 days, grantors and contributors may continue to rely on the
advance determination until the Service makes a final determination of your organization's
foundation status.
The classification discussed in paragraph three (3) was based on the assumption that your
organization's operations would continue as stated in its application. If your organization's sources of support, or its character, method of operations, or purposes have changed, please let us know so we can consider the effect of the change on your organization's exempt status
and foundation status.
Your organization is required to file Form 990, Return of Organization Exempt from Income Tax, only if its gross receipts each year are normally more than $25,000. If a return is required, it must be filed by the 15th day of the fifth month after the end of the organization's annual accounting period. The law imposes a penalty of $20 a day, up to a maximum of
$lO,OOO, when a return is filed late, unless there is reasonable cause for the delay.
c
7
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Founders
Catherine Curry-Williams
Scott Williams
Tiffany Harris
Our Board of Directors
President, Anthony G Peyrot, CPA , Lagnese, Peyrot 62 Mucci, Inc.
Vice President, Hope Bourman, Senior Loan Consultant, Mortgage Financial Planner
Treasurer, Lucy Matsumoto, Prudential California Realty
Secretary, J. Thomas Fagan, S.V.P./Sr. Bus. Exec., Bank of America
Tiffany Harris, Executive Director, Shane's Inspiration
Madelyn Alfano, Owner and CEO, Maria's Italian Kitchen
Dan Hulbert, Executive Director, CAPC, Inc.
Jeff Kossack, Professional Container Service, Inc.
Joel Ring, Esq., MSR Management
Judge David Sotelo, Los Angeles Superior Court
Our Staff
Tiffany Harris, Executive Director
Virginia M. Hatley, Landscape Architect, Director of Design
Brad Thornton, Director of Project Development
Marci Moran, Director of Community Outreach & Special Events
Michael Palozzolo, Director of Dream Fulfillment
Mamie Noms Fisher, Program Associate
Shirley Bresnick, Community Outreach Associate
Marjorie Stark, Ofice Administrator
CRIATIMG UYIVERSALLT lCCESSllLC FLAVGROUMPSJ FOR CHILOREM OF 111 ABILITIES
4804 Laurel Canyon Blvd., #542
Valley Village, CA 91 607
www. shanesinspi ratlon. org
(818) 752-5676 Fax: (818) 506-1232