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AB# 18,159
06-07-05 MTG,
CITY OF CARLSBAD -AGENDA BILL
TITLE: -
2005-06 OPERATING BUDGET WORKSHOP
DEPT. HD.
CITY ATTY.
CITY MGR=
RECOMMENDED ACTION:
Accept report. Set public hearing for June 21,2005.
ITEM EXPLANATION:
The Operating Budget work session on June 7, 2005 is an opportunity for the City Council to review
the 2005-06 Operating Budget. City staff will be making presentations and will also be available to
answer questions. The recommendations for the Capital Improvement Program were presented to
Council at the May 1 7th council meeting.
In addition, a Citizens’ Budget Workshop will be held on Wednesday, June 15, 2005, at 500 p.m. at
the Faraday Center, 1635 Faraday Avenue, Room 173B, to provide the public with an opportunity to
discuss the Operating budget and Capital Improvement Program with staff. The public hearing and
adoption of the 2005-06 Operating Budget and Capital Improvement Program is scheduled for the
June 21,2005 Council meeting.
OVERVIEW
The proposed Operating Budget for 2005-06 totals $1 56.5 million, an increase of $8.9 million, or 6%,
from the 2004-05 adopted budget. Operating revenues are estimated at $162.4 million, which is a
$2.7 million increase over the current year projections. The recommended General fund budget is
$96.5 million with estimated revenues of $104.8 million. This is a 6.7% increase in the budgeted
expenditures for the year.
Revenues - The majority of the City’s revenues come from taxes. Property taxes are expected to
grow to over $39 million in the next year; however the City will only receive $37.3 million of that due
to reductions adopted in the State of California’s budget in fiscal year 2004-05. The legislation
requires that Carlsbad pay the State $1.8 million in property taxes both in 2004-05 as well as in
2005-06.
Sales taxes are expected to grow by 8% and reflect not only steady consumer spending but also
continued growth in several of the City’s shopping centers. Transient occupancy taxes will reach
approximately $10.3 million, an increase of 5%.
Overall, the City’s revenue projections reflect steady consumer spending with moderation in housing
price increases as interest rates rise. New building permits are predicted to slow slightly as new
housing developments come on line but absorption rates drag out. And finally, tourism is expected
to continue strong, with TOT receipts surpassing 2001’s level by the end of 2005 and growing in the
future with the addition of more available rooms. More information on all of the City’s revenues and
programs can be found in the attached exhibits.
Budseted Expenditures - The increases in the General fund revenues, as well as other fund
revenues, enables the City to continue to provide top-quality services. The goal for the 2005-06
budget is to effectively manage today’s resources for tomorrow - to manage our current resources so
that we are able to deliver the same quality and level of our services while maintaining a balanced
budget for now and into the future. We believe the recommended budget will achieve that goal.
Some of the new services in the budget are highlighted below.
PAGE 2 OF AGENDA BILL NO, 18,159
New Facilities - The City has a large number of major capital projects scheduled to be built
over the next five years. As the City completes these projects, the costs of maintaining and
operating the facilities are added to the Operating Budget. Three new parks are planned to
open in 2005-06: Aviara, Hidden Canyon and Pine. The budget includes 4 new full-time
Parks personnel and 2.1 new hourly FTE Recreation personnel for a total of 6.1 new
positions needed to staff the new parks.
The Carlsbad recycled water facility is also scheduled to open in 2005-06. The facility is
located at the site of the Encina Wastewater Facility and will be run mainly through a contract
with the Encina Wastewater Authority (EWA) who operates the wastewater facility. Two new
positions are requested to assist in the operation and maintenance of the plant and to serve
the additional recycled water customers.
Public Safety - Public safety has always been, and remains, a top Council priority. After
reviewing the current staffing requirements and the population growth in the City, two
additional Police Corporals are requested to enhance the department‘s ability to provide
community-oriented policing. This program puts more officers in the community so that they
can identify potential problems before they happen and develop long-term solutions when
needed. The Police department is also requesting a Crime Analyst to provide data and
statistics allowing for increased efficiencies and smarter policing. Lastly, the Police
Department is requesting to add 3.42 new hourly FTE school crossing guards in lieu of hiring
them through a temporary agency. The same level of service will be maintained.
0
0 Customer Service - One of Council’s goals is top-quality service, which means serving our
customers well. There are several customer service initiatives funded in the budget this year.
One new exciting program being explored next year is the Library’s marketplace service
approach. Another goal is to analyze the planning, building, land use engineering and fire
prevention functions to identify potential process improvements, recommend specific actions
to correct problem areas and improve operations. The goal is to make the Community
Development department more efficient and user-friendly to the citizens.
Increased Efficiencies and Cost Savings - With the emphasis this year on effectively
managing resources, several goals will be targeting efficiencies and cost savings. To
improve the efficiency of our existing Public Works department, 7.59 hourly FTE positions will
be converted into 4 new full-time Public Works employees. The full-time employees will
experience less turn-over as non-seasonal employees, have the needed expertise and can
receive the required training to provide a more consistent level of year-round coverage in
maintaining existing parks and facilities.
One exciting and potentially cost-saving measure may come from creating a Business
Improvement District (BID) to pay for tourism promotion services. The Carlsbad Convention
and Visitor’s Bureau is exploring this idea. No money has been included in the Preliminary
Budget for tourism promotion. For fiscal year 2004-05, it is expected that the City will pay
approximately $500,000 for these services.
Lastly, as a cost savings, a hard look was taken at the numbers and types of vehicles being
purchased as replacements for the City’s current fleet. The results of this review was that of the 58 vehicles that met the replacement criteria outlined in Administrative Order Number 3,
only 34 vehicles were selected for replacement of which 4 vehicles were downsized.
0
2
PAGE 3 OF AGENDA BILL NO. 18,159
Other Funds
Revenues from SDecial Revenue funds are exDected to total $9.4 million, a $3.5 million decrease
from 2004-05. Most of the revenue decline is due to unbudgeted receipts in the Housing Trust fund.
The Special Revenue expenditures are budgeted at $10.1 million, a slight increase in anticipated
spending. The types of services supported within Special Revenue funds include grants (Section 8
Housing Assistance, Community Development Block Grants), donations, special fees, and
assessments (Housing Trust fund, Maintenance Assessment districts).
The Enterprise fund revenues, which include the water, recycled water, sanitation services, and solid
waste management, are projected to increase by $600,000 to $33.4 million in 2005-06. The
Enterprise funds have a total proposed budget of $34.9 million. Rate increases are proposed in both
the Sanitation fund and the Solid Waste fund. These are discussed below under the Fees section.
The combined Redevelopment Agency budget proposal totals $1.9 million. This is 9.8% lower than
the 2004-05 Budget. This decrease is mainly due to one-time costs budgeted for the South
Carlsbad Coastal Redevelopment (SCCRA) area master plan in the previous year. The revenue for
the Redevelopment Agency is estimated at $2.5 million with increases in the Village Area and
decreases in the SCCRA. The assessed values in SCCRA have been declining due to devaluations
of the Encina power plant, which is within the redevelopment area.
More information about all of the City’s projected revenues and Operating Budget recommendations
can be found in the attached exhibits.
Fees And Charqes For Services
One of the City Council’s goals is to annually evaluate fees and charges for services. Staff has
reviewed all fee schedules and is recommending changes as shown on Exhibit 6, and further
discussed below.
GENERAL CITY FEES
Facility Fees - Several minor adjustments are being recommended for facility fees as shown
in Exhibit 6-1. These include the replacement of “Poinsettia Soccer Field” with “Synthetic Turf
Fields” to include the new synthetic fields coming on line in the future, an increase in
clinics/camps and tournament field rental fees, and the creation of a $25 no show fee for
resident non-profit groups who may use small meeting rooms at no cost. The Parks and
Recreation Commission approved these minor adjustments on March 21,2005.
Agua Hedionda Lagoon Permit Fees - These fee increases are shown in Exhibit 6-2 and
have not been increased since 1998 for the resident fees and 2000 for the non-residents. The
amount of the increase was based on the increase in the Consumer Price Index (CPI) over that
period of time. These fee increases were approved by the Parks and Recreation Commission
on March 21, 2005 and are expected to generate an additional $3,200 in annual revenue.
Ambulance Fees - Ambulance fees have not been increased since January 2000. A survey
of current resident and non-resident ambulance rates charged by other San Diego County
agencies indicates that Carlsbad currently has the lowest resident rates, and is at about the mid
point for non-resident rates. An increase of 20% is being recommended for each of these rates
since that is approximately the amount of the increase in the San Diego CPI since January
2000. This will increase the resident rate from $430 to $515 and the non-resident rate from
$623 to $745. Our plan is to return next year with an additional 20% increase to bring us closer
to the County average rate of $641 resident and $744 non-resident. These proposed fees are
shown in Exhibit 6-3 and are expected to generate about $100,000 in additional annual
revenue. Also shown in Exhibit 6-3 is a comparison of Carlsbad ambulance rates with other
PAGE 4 OF AGENDA BILL NO. 18,159
San Diego County rates before and after the fee increase. The City spends over $12 million
annually on Fire emergency services of which the majority of the calls are for emergency
medical services. It receives approximately $1.4 million annually in ambulance fees.
Trash Fees - The City contracts with Coast Waste Management for exclusive residential and
commercial waste hauling services. This contract was established in 1997 and trash fees have
not increased since then. Currently, Carlsbad’s residential and commercial trash fees are the
lowest in the County. Coast Waste requested a rate increase and a rate study was performed
by an outside consultant. Based on this study, it was determined that a 6% rate increase for
residential customers, and a 7% increase for commercial customers would be reasonable
based on the costs of the service. This increase, which also includes a 7% increase to the
Storm Water portion of the trash fee, will increase residential fees from $16.47 per month to
$17.50 per month. For a list of all the proposed trash fees see Exhibit 6-4.
0 Sewer Fee - The City of Carlsbad has one of the lowest residential sewer rates in the County.
In order to cover the increasing cost of providing the service, staff is recommending that both
commercial and residential rates be increased 4%. These rates are listed in Exhibit 6-5.
Cancellation Fee - The cost to issue a refund check for a cancelled class is approximately
$20. Currently there is no fee charged to issue refund checks. Staff is recommending the
addition of a refund fee of $20 to be charged in instances where the refund is due to a request
by the customer to cancel the class. No fees will be charged when the class is cancelled by the
City.
DEVELOPMENT RELATED SERVICE FEES
Last year staff completed a fee study to determine the cost of services. On an average, the cost of
providing the services increased 25% from the last time a fee study was done in December 2000.
This was mainly due to inflationary costs. Based on this, Council adopted a 15% increase in
development fees in 2004 and staff indicated that they would return the following year with an
additional 10% increase to these same fees. Exhibit 6-6 lists these recommended fee increases. In
cases where the difference between the cost and the fee was less than lo%, the fees were
increased so that the fee did not exceed the cost of providing the service.
Building Permits and Plan Checks - In the December 1997 fee study, it was determined that
the best way to measure the cost of Building Department services was to review them on an
overall level as opposed to the cost of providing one unit of service. Using this methodology,
revenues and costs for the Building Department were reviewed using a rolling ten-year average
adjusted as necessary.
The analysis of the ten-year rolling average includes two documents used to calculate a building
permit fee: the Uniform Building Code (UBC) Table l-A and the regionally approved ICC
Valuation Table. Currently, the 2001 UBC table is being used and the 2003 Valuation Tables.
Staff is recommending that the 2001 UBC table continue to be used since it is the most recent
published table. The valuation tables determine the value of construction per square foot based
on the occupancy and type of building. The San Diego Area Chapter of the International Code
Council (ICC) updates these tables annually. Staff is recommending that the new April 2005
valuation tables be used which are the most recent ones approved by the ICC.
In order to make the fees equal the costs of providing the service, staff recommends using the
current percentage of 55% of the fees shown in the UBC table and further recommends using the
updated valuation factors. Using these current factors to determine the fees for building permit
plan check and inspection services will bring, the projected revenues up to equal the cost of
providing the service. This results in an approximately 8% net increase in building permit fees
per typical project.
PAGE 5 OF AGENDA BILL NO. 18,159
A complete listing of the current and proposed development-related service fees is shown in Exhibit
6-6.
DEVELOPMENT IMPACT FEES
Each year, several development fees are adjusted by the change in the Engineering News Record
(ENR) Index as required by the respective fee programs. The adjusted fees are attached in Exhibit
6-7.
In addition to the required ENR changes, staff is recommending an increase in the Park-in-lieu fees
due to the increasing cost of land in Carlsbad. The proposed increase in land values is supported
through actual sales and acquisition experience over the past several years, and through the results
of a May 11, 2005 study regarding the City Park-in-Lieu fee structure prepared by The Tagg
Company / Randy Tagg, MAI, California Certified General Real Estate Appraiser. The existing fees
are based upon land values of $300,00O/acre (NE, SW, & SE Quadrants) and $400,00O/acre (NW
Quadrant). The proposed fee is based upon land values of $732,00O/acre (NE, SW, & SE
Quadrants) and $977,000/ acre (NW Quadrant).
A change in the density component of the fee calculation is also being processed as a separate item
as it is set by Ordinance. The recommended fees are shown in Exhibit 6-8.
EXHIBITS:
1. 2005-06 Preliminary Budget (Overview).
2. Operating Funds, Projected Fund Balances for FY 2004-05 and 2005-06.
3. Operating Funds, Revenue Estimates for 2004-05 and2005-06.
4. Operating Funds, Budget Expenditure Schedule FY 2001 -02 through FY 2005-06.
5. Personnel Allocations for 2004-05 and 2005-06.
6. Fee Exhibits.
DEPARTMENT CONTACT: David Barnum, dbarn@ci.carlsbad.ca.us and Lisa Hildabrand,
Ihild@ci.carlsbad.ca.us, (760) 602-2430
CITY OF CARLSBAO
2005-06 PRELIMINARY BUDGET
Exhibit 1
Carlsbad is a full-service City providing the following:
0 Police Department Development services
0 Fire Department, including paramedic 0 Street construction and maintenance
0 Water delivery system 0 Library and Arts programs
Sewer system Recreation programming for all ages
0 Solid waste services Parklands
Housing programs
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad’s
residents. The Council has
worked closely with the
schools in the past, and
staff continues to meet with
them on a regular basis.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the
City Council’s five-year
vision statements. These
statements are shown
earlier in this document.
Through the vision
statements, Council
defines and clarifies their
vision of Carlsbad. The
strategic goals for the City
are developed next. The
goals further define the
methods used to achieve
the vision and call out
areas in which Council
would like to place special
emphasis during the year.
Once these are developed,
staff develops operational
goals based on Council’s
direction. These
operational goals are the
basis for the development
of the operating budget.
City of Carlsbad 2005-06 Strategic Goals
Balanced Community Development - A city that connects community, place
and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership - A city that embraces Community
connectivity through the effective use of technological and interpersonal mediums.
Communication - Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government while providing a high level
of citizen confidence in its government.
Environmental Management - An environmentally sensitive community by
focusing on: conservation, storm water, sewage collection and treatment, solid waste,
and cost effective and efficient use of energy including alternative energy sources.
Financial Health - Pursue and implement proactive strategies that supporl
sustainable economic health and manage fiscal resources effectively.
Learning, Culture & Arts - Promote and support continuous learning, cultural
opportunities and the arts within the community and the City organization.
Parks / Open Space / Trails - Acquire, develop and maintain a broad range of
open space and recreational facilities that actively address citizen needs which are
fiscally responsible, and are consistent with the General Plan and Growth Managemenl
Standards.
Top Quality Services - A city that provides exceptional services on a daily
basis.
Transportation / Circulation - Provide and support a safe and efficient
transportation system that moves people, services and goods throughout Carlsbad.
Water - Ensure, in the most cost-effective manner, water quality and reliability to the
maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
Exhibit 1
Carlsbad’s operating budget is a tool that guides the achievement of Council’s vision and goals
for the City. It allocates the resources and sets the priorities for all of the programs offered by
the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live,
work, and play.
ECONOMIC PROFILE
The US economy has experienced
steady growth over the past several
years, slowing slightly in the more
recent quarters. According to
preliminary estimates released by
the Bureau of Economic Analysis,
real gross domestic product -- the
output of goods and services
produced by labor and property
located in the United States --
increased at an annual rate of 3.5
percent in the first quarter of 2005.
In the fourth quarter, real GDP
increased 3.8 percent. The major
contributors to the increase in real
GDP in the first quarter were personal consumption expenditures (PCE), private inventory
investment, exports, residential fixed investment, and equipment and software.
Despite the steady growth in GDP, UCLA Anderson Forecast Director Edward Learner stated in
his March 2005 report “that historically economic expansions have not lasted very long, with five
of the last nine lasting only 14 quarters or less.” The current expansion is 12 quarters old right
now and he sees no growth spurt on the horizon that will extend it much further.
The UCLA forecast goes on to say that “Learner sees no clear stimuli on the horizon in 2005,
ruling out both tax cuts (which have already occurred) and monetary stimulus (which has also
occurred through low interest rates). An increase in government spending is doubtful (unless it
is wartime spending), leaving only exports as a possible ray of hope. Exports were a major
factor in the length of the Reagan expansion, and the declining dollar vs. the Euro should
stimulate this sector. Learner concludes with the assertion that a recession is in the future; he
just doesn’t know when yet. He doesn’t see it in 2005, but believes it could happen in 2006.”
California’s economy has shown growth over the past year; however the picture is different
depending on what area you look at. “Instead of a tale of two cities, you’ve got a tale of three
regions,” said Michael Bazdarich, research director at the Anderson Forecast at the University
of California Los Angeles. “The Bay Area in the dumps, Los Angeles is coming back after a
weak finish last year, and Southern California outside of Los Angeles is doing fine.”
According to the UCLA forecast, personal income in California grew by 5.7% in 2004, compared
to 3.1% in the previous year and taxable sales were 5.4% higher compared to 3.2% growth in
2003. Of course, some of the reason for the low numbers in 2003 was the effect of one of the
worst regional downturns ever in the San Francisco Bay Area. On average, according to
Anderson’s figures, California is doing about as well as the rest of the nation, with job growth
averaging an annualized 1 percent since the beginning of the year. Some of the biggest
concerns for California’s future economy, according to the UCLA forecasters, is the effect that
the housing market could have.
7
Exhibit 1
The median price of a home in California increased from $225,000 in 2001 to $400,000 today.
That is an increase in value of somewhere around $1.66 trillion, essentially giving Californians a
30%+ boost to their annual incomes. Also, approximately half of the new private sector jobs
added in the past two years have been created by the residential housing sector. UCLA
Forecast expects that the real estate market will begin to cool in 2005 and with it one of the
primary drivers of the current economic expansion of the state. They believe “that, at best, the
state economy can be expected to maintain slow growth over the next few years as the weak
housing sector saps off strength created in other parts of the state’s recovering external
economy. ”
Locally, the San Diego economy seems to be holding its own. The region added 4,700 jobs in
April 2005 for a growth of 1.9%, however; most of them were in the low-paying sectors such as
hospitality,and leisure. Alan Gin, economist at the University of San Diego (USD), said he is
increasingly concerned about the concentration of employment in construction and real estate-
related jobs. Although he does not see a recession in San Diego’s future, if there was a decline
in the construction industry, it could have a significant effect on the region’s job market. He also
added that he is concerned about the concentration of jobs in the relatively low-paying
occupations, such as restaurants and hotels.
USD tracks the San Diego economy through its Index of Leading Economic Indicators. The
USD index tracks six items to evaluate growth trends in the San Diego economy: unemployment
filings, want ads, local stock prices, consumer
confidence, building permits and the strength
of the national economy. The index declined
in April by .5%, which makes the fourth
consecutive decline in the index. It was led by
a sharp drop in consumer confidence. Four of
the other components-building permits, initial
claims for unemployment insurance, local stock
prices, and the outlook for the national
economy--were down by small to moderate
amounts. Only one component, help wanted
advertising, was positive, but only by a small
amount. USD has indicated, “the breadth of
the decline continues to be broad. For the third
Index of Leading Economic Indicators
San Diego County 2001-2005
straight month, five of the six components were negative. Although a downturn in the local
economy is unlikely in 2005, the outlook is for a weakening to occur in the second half of the
year. Job growth will remain positive, but the local unemployment rate is likely to rise by the
end of the year.” Other factors contributing to the weakening outlook is the high price of
gasoline and the uncertainties caused by the fiscal crisis in the City of San Diego.
Carlsbad’s economy is tied closely to that of the San Diego region, although development
patterns may differ. Carlsbad experienced strong growth in the past year in property and sales
taxes as well as Transient Occupancy Taxes (TOT). Property taxes are expected to grow by
over 10% reflecting the continuing escalation in housing prices as well as new development.
Sales taxes should add an additional $1 million for FY 2004-05 due to good consumer demand
but also new sites in the City such as The Forum, a new retail center in southern Carlsbad.
Transient Occupancy Taxes, the City’s gauge of the tourism industry, are expected to end the
year showing a 12% gain with a large part of that coming from the reopening of one of
Carlsbad’s premiere resorts.
Carlsbad’s residential real estate market has continued strong throughout the year. The City
expects to issue 1,350 residential permits this year, slightly higher than the 1,276 in the previous 8
Exhibit 1
year. The impediment to higher development is mainly due to the lack of supply rather than a
lack of demand. There are a number of new residential communities under construction or in
the final phases of development that will add significantly to the residential housing stock in
Carlsbad. Home sales are under way in the Calavera Hills project in northeast Carlsbad, with
331 single-family homes and 358 multi-family units planned. The Villages of La Costa projects
known as the Oaks, the Greens and the Ridge are under construction and will add
approximately 1,700 single-family and 550 multi-family units. The Bressi Ranch area is also
under construction with 523 single-family and 100 multi-family units to be developed. And
finally, the Robertson Ranch area, which is expected to contain over 1,000 residential units, is
finishing up its master plan. The completion of these master planned communities will signal an
end to the large-scale residential developments in Carlsbad.
Median SFD Home Prices
I1 A
$800,000
$600,000
$400,000
$200,000
$0 II 2000 2001 2002 2003 2004
With supply relatively low, housing
prices have continued to escalate.
The median price for single-family
homes in Carlsbad was $725,000 for
calendar year 2004, a 22% increase
from the previous year. Total
assessed values in the City stand at
close to $16 billion; double what they
were just five years ago. With the
new developments mentioned earlier
starting to sell this year, the City has
projected it will add about 3,300
more residential units and an
additional 4.5 million square feet of
commerciaMndustria1 development over the next five years. The City’s residential housing stock
is about 88% built out, with approximately 5,700 housing units remaining to develop.
Commercial and industrial development has been sluggish in the past few years, adding well
under a million square feet per year. This is expected to pick up over the next five years to
average 900,000 square feet per year. Some of the major businesses in town include the
Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck, and
many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad - an auto mall; the Carlsbad Company
Stores - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the most recent addition; the Forum at Carlsbad - a commercial center with retail
shops, restaurants and other commercial uses.
Development has also enhanced Carlsbad’s reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City with the most recent addition being the
Extended Stay America, which opened in fall 2002 bringing the total available hotel rooms in the
City to about 3,500.
For the future, there are several new tourist-serving projects in development. An 86-room hotel
is under construction expecting to open in 2005-06. The La Costa Resort recently received
approval to develop up to 197 commercial resort villas on their site. These are expected to be
phased in over the next several years adding over $1.5 million in TOT when completed. In
addition, a new project next to Legoland has been approved for 350 hotel rooms and 350
Exhibit 1
timeshare units. This project will also be phased in over time and is expected to generate an
additional $2 million per year in TOT.
It is the Council’s goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of these is the Growth Management
Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were
constructed along with development. It also ensures that a financing plan is in place to pay for
the facilities prior to the development of the property.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General fund, and a 20+ year Capital Improvement Program. As
part of the Capital Improvement Program, the City annually calculates the amounts needed to
pay for the various projects and calculates the anticipated operating budget impacts. In this
way, we can anticipate the effects of development from both a capital and an operating
perspective.
One of the newer initiatives the City has undertaken to ensure its financial health is the
development of an Infrastructure Replacement fund. With this fund, the City has begun to set
aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on streets, parks, and
many facilities for which the City is responsible.
Carlsbad’s current economic
Ill $120
$100
$80
$60
$40
$20 II I $0
position is an enviable one. A
relatively healthy local
economy over the past ten
years provided additional
revenue-generating sites that
allow the City to continue to
add new facilities and services
for the citizens. The City hosts
three regional shopping areas
within its boundaries: a large
regional mall, an outlet center
and, the latest development, a
high-end retail center in the 96 97 98 99 00 01 02 03 04 0% 06e
southern part of town called
The Forum. Together, these
sites contribute approximately $4 million annually to the City’s sales taxes. The City’s Auto Mall
generates another $6.5 million per year in sales taxes for the City. Legoland, a family theme
park, contributes to the City’s sales tax base as well as stimulating the development of new
hotels in the area. The effect of the new development and the demand for housing in Carlsbad
is an increasing tax base. The five major revenue sources for the City: property taxes, sales
taxes, transient occupancy taxes (TOT), franchise taxes, and vehicle license fees, are expected
to provide $75.4 million, or 77%, of the City’s General fund revenues in 2005. These taxes and
fees are the major source of funding for most of the City’s services and allow the City to live up
to its reputation as one of the premier locations in San Diego County.
Exhibit 1
According to the Legislative Analyst‘s
Office (LAO), the State is facing
significant deficits in future years despite
the stronger revenues seen in the past
For fiscal year 2005-06, the City’s revenue projections reflect continued growth in sales taxes of
about 5.5% plus additional amounts due to new retail sites opening in the next year. The
growth in housing prices is expected to moderate as interest rates rise with assessed values
increasing 11.6% according to the County Assessor. New building permits are predicted to slow
slightly as new housing developments come on line but absorption rates drag out. And finally,
tourism is expected to continue strong, with TOT receipts surpassing 2001’s level by the end of
2005 and growing in the future with the addition of more available rooms. More information on
all of the City’s revenues and programs can be found in the later sections of this document.
,
In addition to the risk of a housing bubble burst or a slow down in the economy, the
state of California’s fiscal problems also cast a shadow on the City’s economic
future. The state of California has been in a severe fiscal crisis for a number of
years. Through a variety of loans, one-time revenues, interfund borrowings and
raids on city, county and special district funds, it has been able to manage its cash
flows and stay solvent. However, more drastic measures will be needed for the State to finally
LAO Forecast for State of California
Rpure 11
Structural Shortfall Remainse
Revenues and ExpendiQlm #?her May Revision (In Billions)
In fiscal year 2004, the State took approximately $1.5 million in Vehicle License Fees from the
City’s General fund with the promise to pay it back in the future. Then, November 2003, a ballot
measure was passed authorizing what is known as the “Triple Flip”. This is a complicated
method of securing payment for the Deficit Reduction Bonds, issued by the State to balance
their budget. It is essentially a temporary swap of a % cent of the cities’ sales tax in return for
property tax. It should have no effect on the amount of tax revenues the cities receive but it will
result in the loss of some interest earnings due to the delay in the timing of the receipt of the
taxes.
As a result of the continued attacks on cities revenues, a coalition of cities, counties and special
districts got a measure placed on the November 2004 ballot to put some protections in place for
local governments. The measure included the following provisions:
Permanently reducing the vehicle license fee (VLF) rate to its current .65% and provide
property taxes to cities and counties to offset the loss on a dollar for dollar basis.
Guarantees repayment in fiscal year ’07 of the of VLF amounts taken by the State.
Guarantees that the “Triple Flip” will be reversed when the bonds are repaid.
Prevents the Legislature from reducing the combined property tax shares of cities, special
districts, and the county, except to borrow the funds on a temporary basis to address a
“severe state fiscal hardship”.
Provides for mandate relief if the State does not pay the mandated costs.
Exhibit 1
All of this in return for a contribution to the State totaling $1.3 billion in both the ‘05 and ‘06
fiscal years from cities, counties and special districts.
The measure passed and as a result, the city of Carlsbad will give the State $1.8 million from
the General fund and $220,000 from its Redevelopment Agency in fiscal years 2004-05 and
2005-06. However, in exchange for this 2-year “contribution” to the State, the cities have
gained protection from further raids on their major tax revenues by the State.
Looking Forward
As stated earlier in this document, the City prepares ten-year forecasts for the General fund
each year in order to understand the effects of actions taken today on the City’s future. The
City has experienced remarkable revenue growth over the past ten years due to the
development of the majority of its commercial sites. The future will bring a few more
commercial sites but at a slower pace, while residential development will continue for a number
of years. There are also quite a few City facilities - mainly parks and civic facilities - planned in
the future to serve the growing population. The new facilities will add operating costs to the
City’s General fund budget as they are completed and opened for use.
These factors alone will cause the General fund costs to escalate at a higher rate than inflation.
In addition, a number of other factors - mainly rising retirement and health care costs - have
created upward pressure on expenditures, especially over the past several years. These
factors have been incorporated into the General fund forecast shown below and projected over
the next ten years. While no forecast is ever totally accurate, it does represent a likely scenario
given the assumptions on which it is built.
This forecast assumes that revenue growth will continue at a moderate pace in 2006 and into
the future. To project the expenditures, it includes all known personnel costs, most of which
have been negotiated with the employee groups. The City has multi-year agreements with all
the major employee groups so the effects can be projected fairly accurately for the next several
years.
The forecast assumes 15%
General Fund increases in health care
Revenues over Expenditures costs in the near future,
slowing to 5% in the future.
It also assumes Personnel
In nillions
growth (new pos/tions) to
remain rather flat at no more
140 than 2% per year. Cost of
120 living increases between 3
100 and 5% have been added to
personnel costs. Pension
plan costs are anticipated to
remain essentially at current
levels. And finallv. it includes
180
160
80
60
40
,I estimated operating costs for
all capital projects in the
timeframes shown in the
Capital Improvement Program (CIP). One of the biggest assumptions in the forecast is that
services remain the same. No new services have been anticipated although, growth in current
services to match the growing population has been incorporated.
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 J
Exhibit 1
The results show that the General fund is balanced into the future with a slight surplus in each
year of less than 5%. This achieves the goal set out by Council to maintain a balanced budget.
Millons Forecast Comparison
$15
$10
$5
$0
-$5
-$lo
-115
I* I \ \
I Fa I
'04 '05 '06 '07 'OS '09 '10 '11 '12 '13 '14
II Net Revenues over (under) Expenditures
The situation was different just a
couple of years ago when the
forecast projected that the City was
headed for deficits unless corrective
measures were taken. For the past
two years, Council and staff have
worked to bring the forecast back
into balance. Through a
combination of enhancing revenue
sources and finding more efficient
methods of providing services (and
with the help of a strong local
economy), the City was able to turn
the forecast around from heading
into deficits to a healthy balance.
One of the more significant revenue enhancements that occurred over the past year was the
passage of the reauthorization of Transnet revenues. Transnet is a % cent additional sales tax
collected countywide and used to improve the transportation systems. The current authorization
for the sales tax was to end in 2008. SANDAG, the San Diego Association of Governments,
placed a measure on the November 2004 ballot to reauthorize the sales tax for another 40
years. The measure passed providing the City $1.5 million in annual taxes to be spent on street
repair, maintenance and construction.
The ability to understand the future impacts of both changes in revenue sources as well as
program needs is crucial to ensure that the City has the funds available to make its future plans
come true. The General fund forecast is a tool available to the City to achieve the goal of
managing its fiscal resources effectively and monitoring the achievement of sustainable
economic health for the City of Carlsbad.
Exhibit 1
2005-06 PRELlMlNARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for fiscal year 2005-06 totals $1 56.5 million, with revenues for
the year estimated at $162.4 million. General fund revenues are estimated at $104.8 million
and budgeted expenditures are $96.5 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2004-
05, as well as those estimated for 2005-06.
SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT
BY FUND TYPE
(in Millions)
PROJECTED I ESTIMATED I 0%
Revenue estimates for the Operating budget indicate that the City will receive a total of
$1 62.4 million, a 2.7% increase over the prior year. Increases in General fund revenues, mainly
property and sales taxes, offset the declines in the other funds. The majority of the decline of
$3.5 million in the Special Revenue funds is due to unscheduled revenue received in 2004-05 in
the Housing Trust fund for interest and shared appreciation on loan repayments. More
information on the City’s revenue sources can be found in the discussion below.
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
RANSIENT OCC. TAX
RANCHISE TAXES
USINESS LICENSE TAX
DEVELOPMENT REVENUES
(In Million
PROJECTED
2004-05
§ 28.1
26.6
9.8
5.7
3.0
6.8
19.5
c 99.5
ESTIMATED
2005-06
6 37.3
28.7
10.3
5.3
3.2
5.7
14.3
$ %
CHANGE CHANGE
!§ 9.2 33%
2.1 8%
0.5 5%
(0.4) (7%)
.2 7%
(1.1) (16%)
(5.2) (27%)
6 104.8 I$ 5.3 I 5%H
This year it is expected that property taxes will grow to over $39 million, a 13% increase over
the past year. However, the City will only receive $37.3 million of that due to the reductions
adopted in the 2004-05 State of California’s budget. The State’s budget required cites, counties
and special districts to all “contribute” a portion their property taxes to the State over a two year
Exhibit 1
period to help fund the State’s financial shortfalls. To Carlsbad, that meant a $1.8 million
reduction in property taxes for both the 2004-05 and 2005-06 fiscal years - a total loss of $3.6
million. In addition, the 2004-05 State budget reallocated Property Taxes for Vehicle License
Fees (VLF). Thus, instead of receiving $5 million in VLF, the Ci‘ now gets additional property - -
Property and Sales Tax Growth
I” rnllllO“’*
$40
$35 1 + propert- f /
$30 - +Sales Taxes /
$25 ~
taxes in an equal amount.
These amounts will grow at
the same rate as the City’s
assessed values. Thus, of
the $9.2 million increase in
property taxes, $3.5 million
or 11.6% is due to growth
in the assessed value and
$5.7 million is the
anticipated VLF-in-lieu for
2005-06.
Property taxes tend to lag
behind the rest of the
economy, as the tax for the
upcoming fiscal year is
based on assessed values from the previous January. Thus, the taxes to be-received for fiscal
year 2005-06 are based on values as of January 1, 2005. Sales taxes react much quicker to
changes in the economy and therefore will typically grow faster in a good economy but also
drop off faster as the economy cools.
Property taxes also have a cap on how fast they can grow. This is due to Proposition 13.
Proposition 13 was adopted by the State in 1978. This proposition limits the growth in assessed
values (and thus property taxes) to no more than 2% per year. The value upon which the tax is
based is only increased to the full market value upon the sale of the property. Thus, property
taxes tend to grow slowly unless there is a significant amount of housing activity. In more
recent years, we have seen robust growth in property taxes due to new developments, a large
number of resales within the City spurring revaluation of the parcels and double-digit growth in
housing prices.
Sales taxes are expected to total $28.7 million for 2005-06, an increase of 8% over the 2004-05
projections. These projections assume a base increase of 5.6% plus additional amounts for
Sales Taxes by Category
Construction M~~
II
new retail sites locating in the City. The
increase would have been closer to 6.5%
if not for the implementation of the “Triple
Flip” required under the State’s 2004-05
budget. The “Triple Flip” is essentially a
temporary swap of a % cent of the cities’
sales taxes in return for property tax. It
was done in order to give the State a
revenue source against which they could
issue deficit reduction bonds. The City’s
sales tax estimates continue to show this
amount as sales tax since the amount is
reflective of the amount of sales taxes the
City would have received. It should have
no effect on the ultimate amount of tax
revenues but it did result in a delay in the I1
timing of the receipt of the taxes; most noticeably in the first year of the swap (fiscal year 2004-
05). Because of this delay between years, sales tax receipts for FY05 are lower by about
$500,000 causing the increase this year to look higher than the economic reality.
Exhibit 1
Transient Occupancy Taxes
$0, I
01 02 03 04 05e 06e
Fiscal Year
One of the most significant new sites in Carlsbad is a retail center in the southernmost part of
the City called The Forum. This center includes approximately 190,000 square feet of retail
space as well as restaurants and other commercial uses. The center opened in late 2003 with
new tenants continuing to move in.
declined after the September 2001
terrorism attacks and the mild
that followed. recession
Compounding the decline for
Carlsbad was the renovation
occurring at one of Carlsbad’s
premier resorts, the La Costa Resort
and Spa. The resort underwent
extensive remodeling and rebuilding,
which offset much of the growth
experienced by the other hotels in
the City. The remodeling was
rebounded causing TOT revenues to
rise.
complete in 2004-05 and tourism has
As can be seen in the accompanying chart, the City’s sales tax base is heavily weighted in the
transportation (predominantly new car sales) and retail sectors. These two sectors make up
71 % of the City’s sales tax base.
of the public land over which they
Sales tax estimates also include approximately $800,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
1 SDGE Franchise Taxes
One of the more volatile General fund revenues is the Franchise tax. Franchise taxes are paid
by certain industries that use the City right-of-way to conduct their business. The City currently
has franchise agreements for cable TV service, solid waste services, and gas and electric
services. The cable and solid waste franchises have been growing along with the growth in
population and changes in their rate structures. These franchise revenues are projected to grow
by about 5% to 8% in fiscal year 2005. The large fluctuations in franchise taxes has come from
the taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E).
transport gas and electricity. The City
also receives an “in-lieu” franchise tax
based on the value of gas and electricity
transported on SDG&E lines but
purchased from another source. The “in-
lieu” tax captures the franchise taxes on
gas and electricity that is transported
using public lands but which would not
otherwise be included in the calculations
A I i II $6
$5
$4
$3
$2
$1
$0 01 02 03 04 05 06e I II for franchise taxes due to deregulation of 111
the power industry. The majority of the 111 16
Exhibit 1
0
“in-lieu” taxes received is attributable to Cabrillo Power, the operator of the Encina power plant,
based on the gas used in the generation of electricity. During the energy crisis in 2000 and
2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more than
$12 per thousand cubic feet. In addition, the Encina power plant was operating at a much
higher capacity. The combination of these two factors resulted in an increase in franchise fees
to the City of over 100% in FYOl and FY02 (franchise taxes are paid in April for the previous
calendar year). Another price spike occurred in 2003 increasing the FY04 revenues and the
high prices continued into FY05. The FY06 forecast shows a decline of 15% from the previous
year.
Development-related revenues
declined slowly from the high
of 1998, but have picked up in
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the 111 cost of reviewing and Development Revenues and Permits Issued
Year over Year Percentage Change 2,500
2,000
1500 ,s
1000 a
500
monitoring develop men t
activities such as plan checks
and inspections. These
revenues are difficult to predict,
as many of the planning and
engineering activities occur
months or years before any
structures are actually built.
I--cRevenues -Residential Wrnits Issued 1 , ‘11 the last few years as several large master-planned projects
For fiscal year 2005-06, permits issued are expected to decline slightly were developed.
bringing down the revenue as well. A 15% decline is projected for next year.
Business license taxes are closely tied to the health of the economy and are projected to grow
by approximately 5% in the next year to $3.2 million. There are currently about 8,000 licensed
businesses in Carlsbad, with over 2,000 of them based out of the home.
All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2005-06 totals
$14.3 million, a $5 million decrease from fiscal year 2004-05 caused mainly by the changes in
vehicle license fees.
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or
other vehicles are registered. They are calculated on the estimated value of the vehicle and are
distributed to cities and counties mainly based on population. Over the past several years, the
State has decreased the VLF paid by taxpayers. This tax break was given in the years when the
State was experiencing budget surpluses. Since VLF is a city and county revenue, the State
made up the loss of revenue to the cities and counties through what is known as the “backfilling”
of the loss with State general fund money. In fiscal year 2004, faced with large deficits, the
State stopped backfilling the cities and counties. This resulted in a loss of VLF revenue to
Carlsbad of about $1.5 million. The State has promised to pay back the loss in FY 2006-07. In
the FY05 budget, the State also ended the need to backfill by exchanging approximately two-
thirds of this revenue source for more property taxes (as noted under the property tax section).
Thus, the City is only expecting to receive about $500,000 annually in VLF from fiscal year
2004-05 forward.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate.
The tax is 55 cents per $500 of property value and is split equally between the county and the
city. Carlsbad expects to receive $1.2 million in transfer taxes for FY05 and about the same in I7
Exhibit 1
FY06. Income from investments and property includes interest earnings as well as rental
income from City-owned land and facilities. It is projected to decline slightly due to a
combination of higher rates but lower balances. The construction of a Municipal Golf Course
will require a loan of approximately $21 million from the General fund. There is also a need to
loan the Median Landscaping fund approximately $225,000. These are discussed in more
detail later in the report. The City earns about $2.5 million on its General fund investments
every year.
Overall, General fund revenues are expected to grow by about 5%, or $5 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property, sales and
TOT. Although the City experienced revenue growth between 9% and 17% in the late 199O’s, it
was not sustainable growth. Much of those increases were due to the opening of new hotels,
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. The 5% gain projected
for fiscal year 2005-06 is respectable given that the CPI is only expected to grow by 2.4% in
2006. This growth is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $4 million, a $3 million decrease
from 2004-05. The types of programs supported within Special Revenue funds are those
funded by specific revenue streams such as: . Grants (Section 8 Housing Assistance,
Community Development Block Grants);
9 Donations; - Special fees and assessments (Housing
Trust fund, Maintenance Assessment
Districts).
The most noteworthy changes in the Special
Revenue funds occurred in three programs:
the Section 8 Program, the Housing Trust, and
in the Maintenance Districts.
The Section 8 Housing program fund is funded
by grants from the US Department of Housing
and Urban Development (HUD). Carlsbad
Special Revenue
CDBG AllOthers
Maintenance
Districts
Housing
Trust
expects to receive $400,000 less this year as a result of a change HUD made in its
methodology and cuts to the program at the Federal level.
The Housing Trust fund was set up to provide funding for the City’s affordable housing
programs. Revenues come from inclusionary housing fees, interest on cash balances, and
payments on affordable housing loans. Most affordable housing loans are set up so that
interest and/or principal payments are only due when funds are available from the project to
make the payments; therefore, they are difficult to predict. For fiscal year 2005, the City expects
to receive about $1.8 million in repayments and $1.3 million in fees. For fiscal year 2006, only
$135,000 has been estimated for fees and nothing for repayments, as both of these revenue
sources are uncertain. Most of the fund‘s revenue decrease is due to this difference.
The last area with significant changes is in the Lighting and Landscaping District. This District
includes the Trees, Medians and Street Lighting. There is a $1 10,000 decline in revenues in the
Tree Maintenance fund which is mostly due to an accounting change rather than any real
decrease in funding. In previous years, the fund received payment from the General fund for
work done on trees in the City’s parks. This year, the expenses are being budgeted in the
General fund thus eliminating the need for the payment. Other declines in the District revenues
Exhibit 1
The increase requested for the
storm .water program is 14 cents per
household for a total monthly cost of
are due to budgeting only for the current year assessments whereas the prior year revenues
include the collection of delinquent assessments.
Base Rate $13.26 $14.07 $0.81 6.1%
Storm Water 1.95 2.09 0.14 7.2%
Enterprise fund revenues for 2005-06 are projected at $33.4 million, up by $600,000.
Enterprise funds are similar to a business in that rates are charged to support the operations
that supply the service. Carlsbad Enterprises include the water, recycled water, and sanitation
services; solid waste management; and the Carlsbad Golf Course.
The Water Enterprise fund shows an increase of 2% over the previous year. This anticipates
another wet year in San Diego. No change in the rate structure is being recommended;
although it is likely that one will be needed in the next year or two. The City has not raised the
water rates since 1999. The Recycled water revenues are increasing as a result of the opening
of the new Carlsbad Recycling Facility. The new facility has the ability to generate 4 million
gallons per day of recycled water and will begin operations shortly after the beginning of the
new fiscal year.
Sewer Rate Comparison
Cityof DelMar
Olivenhain Municipal Water District
B uena Sanitation District'
City of Solana Beach
City of Vista'
City of Encinitas'
Cityof Oceanside
Vallecitos Water District.
Leucadia Wastewater District'
Cityof Carlsbad'
*Member of Encina
Wastewater Authority $0 $D $20 $ 30 S 40 f 50 . ..... . ...
the region.
A rate increase is being
recommended in the
Sanitation Enterprise of
4%. This will raise the
base residential rate from
$13 to $13.50 per month.
The last rate increase
occurred in 1999. The City
has been able to hold
down the rate increases
due to growth in the City
(more residences and
businesses to spread the
fixed charges over) as well
management. Even with
the rate increase,
Carlsbad's sewer rates are
still among the lowest in
as through cost
A rate increase is also requested in the Solid Waste fund. The Solid Waste fund contains two
programs: solid waste management and storm water management. A 6% increase in the
residential rate and a 7% increase in the commercial rates are being requested for the solid
waste program. The increase will
flow through to the solid waste
contractor, Coast Waste
Management. No increase has been I given to the contractor since 1997. YO Current Proposed Increase Increase
AB939 0.27 0.28 0.02 6.1%
Franchise Fee 0.99 1.06 0.06 6.1%
$2.09. With these increases the
effect on most residential bills will be
a total increase of 6% as shown in
the table. The rate increases are
recommended in order to keep up
with the inflationary pressures on the costs of providing the services.
Exhibit 1
One other change in the solid waste revenues is the reallocation of the non-jurisdictional
revenues from the solid waste fund to the pavement management program in the Capital
Improvement Program. The non-jurisdictional fees are fees paid by trash haulers for the use of
the Palomar Transfer Station, which the City leases from the County. The fees were initially
deposited to the Solid Waste fund to enable that fund to purchase the Transfer station if and
when the County was ready to sell it. Staff believes that there are now sufficient funds
accumulated so the future revenues can be used to pay for the wear and tear of the City’s
infrastructure as a result of hosting the Transfer Station in Carlsbad.
Internal Service funds show estimated revenues of $12.3 million for 2005-06, an increase of
3.6%, over 2004-05 projections. Internal Service funds provide services within the City itself
and include programs such as the self-insurance funds for Workers’ Compensation and Liability,
as well as Information Technology and Vehicle Maintenance and Replacement. Departments
pay for services provided by these funds; therefore, the rates charged for the services are
based on the cost to provide the service. The goal of the Internal Service funds is to match their
budgeted expenses with charges to the departments after allowing for a certain level of reserves
within the fund.
The more significant rate increases occurred in the Workers Compensation fund and Vehicle
Maintenance fund. In both of these funds, costs have been escalating greater than inflation
over the past year or two. For Worker’s Compensation, it has been the cost of the claims. In
the Vehicle Maintenance fund, it is mainly due to the cost of fuel. In both of these cases, the
rates were increased in order to cover the costs of the programs. More discussion on the costs
can be found in the Expenditures section of this report.
Redevelopment revenues are expected to total $2.5 million in the upcoming year; a 3%
decrease over the projections for the previous year. Most of the decrease is the result of
reduced assessed values in the South Carlsbad Coastal Redevelopment Area (SCCRA).
The SCCRA was formed in 2000 and is still in the master planning stage. No significant
construction has begun. In addition, the SCCRA’s highest valued property, the Encina power
plant has been declining in value. The Encina power plant is an older facility and due to
obsolesces, the State Assessor has been devaluing the plant each year. Based on the latest
estimates from the Assessor, the devaluation of the power plant will bring the base value for the
SCCRA to below the original value when the redevelopment area was formed. This eliminates
all tax increment revenue for the redevelopment area. No tax increment is expected to be
generated until additional investments are made in the power plant or significant redevelopment
construction begins.
Tax increment in the City’s other Redevelopment area (the Village) is expected to increase by
5% to $2.8 million in fiscal year 2006. As with most property in California, the growth in
assessed values (and property taxes) is limited to no more than 2% per year. The assessed
value is only increased to the full market value upon the sale of the property. Unless there is
significant resale activity or new development, the increment would not be expected to grow
more than 2% per year.
EXPENDITURES
The City’s Operating budget for 2005-06 totals $1 56.5 million, which
represents an increase of $8.9 million, or 6.0%, from the adopted 2004-05
budget. The changes in each of the City’s programs will be discussed fully
below.
Exhibit 1
Budgetary Policies
The theme behind this year’s budget policies was “effectively managing today’s resources for
tomorrow” - to manage our current resources so that we are able to deliver the same quality
and level of our services while maintaining a balanced budget for now and into the future. While
the forecast shows expectations for a balanced budget in the future, the City also has a large
capital program underway which will add additional pressure to the budget. With the inherent
risks of a downturn in the economy coupled with the fiscal problems still being worked on at the
State level, it is important to keep an eye focused on the future to ensure the City stays in good
financial health. To achieve that end, the following policies were set:
0
0
Maintain current service levels.
No new programs unless already in progress or anticipated in the capital improvement
program.
Identify new revenue generation opportunities
Carefully review open positions prior to filling
New positions will be limited to only those necessary to maintain service levels
New positions will also be considered if overall cost savings can be achieved
Budget requests for one-time funding to implement specific goals will be considered.
Generally, be prudent in your budgeting. Consider cost containment measures and
budget discretionary items at minimum levels.
The City uses an “Expenditure Control Budget” (ECB) process in budgeting. In the ECB
approach, each department is given a block appropriation containing sufficient funds to provide
the current level of services for the upcoming year. As Carlsbad is a growing city, the block
appropriation should contain sufficient funds to pay for inflationary increases as well as growth
in the customer base. Every year the block is increased by an index for growth and inflation.
No additional appropriations are expected during the year except in the case of a significant
unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried
forward in their entirety to the new fiscal year.
In the 2004-05 Budget, the block portion of the “Expenditure Control Budget” (ECB) was
reviewed and brought in line with changes that had occurred in the programs and with
efficiencies that were identified during the review. Every program was scrutinized to determine
the true cost of providing the services and budgeted at the level deemed necessary to continue
to provide the services. In the 2005-06 Budget, we have returned to the ECB process using the
fiscal year 2004-05 Budget as the base.
The 2005-06 Budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
0
0
The Disaster Preparedness program was moved from the Fire Department to the Police
Department.
With the decline in activity in the Sister Cities Donation Fund and Arts General
Contributions and Gallery Donations Funds it has been decided to have those funds
transferred to the Arts Sister City General Fund and the Arts General Funds. This will in
no way impact the ability of citizens to donate to these valuable programs, but will
improve our internal effectiveness.
Budgeted Expenditures
Through the application of these guidelines and policies, the 2005-06 Operating Budget of
$1 56.5 million was developed. The 2005-06 Operating budget proposes 13 new full-time
employees: 6 of these are due to the opening of new facilities, 3 are to enhance public safety,
and 4 are related to a conversion of part-time personnel into full time personnel to improve
effectiveness in the Public Works department. The net decrease in hourly staff totaled
approximately .46 full-time equivalents (FTE). These changes result in a City workforce of 659
Exhibit 1
full and three-quarter-time employees and 147.47 hourly FTE. The staffing changes in each of
the City’s programs will be discussed fully below.
Facilities
The City has a large number of major capital projects scheduled to be built over the next five - years. As the City
completes these
projects, the costs of
maintaining and
operating the facilities
are added to the
Operating budget.
Three new parks are
planned to open in
2005-06: Aviara,
Hidden Canyon and
Pine.
The budget includes 4 new full-time Parks personnel and 2.1 new hourly FTE Recreation
personnel for a total of 6.1 new positions needed to staff the new parks. The 4 new full-time
Parks employees will be maintenance workers required for the up keep of the new parks and
the 2.1 new hourly FTE Recreation employees are needed to staff the activities and programs
that will be offered at the new parks.
A new recycled water facility is also scheduled to open in 2005-06. The facility is located at the
site of the Encina Wastewater Facility and will be run mainly through a contract with the Encina
Wastewater Authority (EWA) who operates the wastewater facility. This will provide greater
efficiency than if the City staffed it with its own personnel. Carlsbad will need to add a water
systems operator to read and interpret water devices and calculate and then adjust chemical
dosages and a cross-connection control technician to test all the new connections to the
recycled system. These connections need to be tested on a regular basis to ensure that the
potable water system is not being crossed over into the recycled system.
Public Safety
Public safety has always been, and remains, a top Council priority. After
reviewing the current staffing requirements and the population growth in the
City, it was evident that there was a need to add new Police personnel to
maintain the current service levels in the community.
The request is for two additional Police Corporals to enhance the
department’s ability to provide community-oriented policing. This program puts more officers in
the community so that they can identify potential problems before they happen and develop
long-term solutions when needed. The Police department is also requesting a Crime Analyst to
provide data and statistics allowing for increased efficiencies and smarter policing. Lastly, the
Police department is requesting to add 3.42 new hourly FTE school crossing guards. School
crossing guards had previously been provided through a contract with a temporary agency. The
agency can no longer provide this service and the Police department believe they can save
money and provide better quality control by using part-time personnel rather than a temporary
agency. The same level of service will be maintained.
Top Quality Service
One of Council’s goals is top-quality service, which means serving our customers well. The City
is continuing its efforts to provide the best service to our citizens and customers. There are
numerous goals proposed for the 2005-06 fiscal year that investigate potential enhancements to
the services we provide.
Exhibit 1
One new exciting program being researched for this year is the Library’s marketplace service
approach. The marketplace service approach provides a cozy bookstore-style marketing of
collections, consolidation of services and amenities like food and specialty coffee. Another
service related goal for 2005-06 is the Business Service Review (BPR) to be conducted in the
Community Development Division. The BPR will analyze the planning, building, land use
engineering and fire prevention functions to identify potential process improvements,
recommend specific actions to correct problem areas and improve operations. The goal is to
make the Community Development Division more efficient and user-friendly to the citizens.
Finally, the City’s new Communications Department continues to define its mission and has
several goals and programs designed to better disseminate information and teach citizens about
the various programs and activities offered in Carlsbad. Examples include a video magazine,
citywide calendars, Community Service Guides, the City Stuff Program and the Citizen’s
Connection and Partnership Survey. City Stuff teaches Carlsbad’s children about the various
city services and functions of city government. The Citizen’s Connection and Partnership
Survey will be a mechanism, through community displays and kiosks in city facilities, to identify
and evaluate opportunities to create a dialogue between the City and the citizens. The dialogue
will provide the necessary feedback to better manage programs and provide the appropriate
services for the citizens.
Increased Efficiencies and Cost Savings
With the emphasis this year on effectively managing resources, several goals will be targeting
increasing efficiencies and cost savings. To improve the efficiency of our existing Public Works
department 7.59 hourly FTE positions will be converted into 4 new full-time Public Works
employees. The full-time employees will experience less turn-over as non-seasonal employees,
have the needed expertise and can receive the required training to provide a more consistent
level of year-round coverage in maintaining existing parks and facilities. Another goal in the
coming year is to review the solid waste needs of the City and identify the types of services and
rate structure that best meets the City’s residential, commercial and multi-family requirements.
One exciting and potentially substantial cost savings could come from creating a Business
Improvement District (BID). A BID is a special district in which the participant pays
assessments for certain services to be provided to them. In this case, the idea is to include all
hotel properties in the BID and collect a certain amount per room rented. The funds would then
be used to promote tourism in Carlsbad. In 2004/05, following Council’s direction, money was
loaned to the Carlsbad Convention and Visitor’s Bureau to help fund the creation of a BID. The
money will be repaid when the BID is formed and collections begin. Once formed, the BID
could reduce the amount of money the City contributes to community promotion, which cost the
City over $500,000 in 2004/05.
Lastly, as a cost savings, a hard look was taken at the numbers and types of vehicles being
purchased as replacements for the City’s current fleet. Each vehicle was reviewed to determine
the need for replacement at this time as well as whether the replacement could be a smaller,
less costly, more fuel-efficient vehicle without hurting the effectiveness of the program. The
results of this review was that of the 58 vehicles that met the replacement criteria outlined in
Administrative Order Number 3, only 34 vehicles were selected for replacement. Of the 34 units
selected for replacement, 4 vehicles were downsized.
Connecting Community, Place, and Spirit
A new initiative began in 2003 with the ultimate goal of connecting
community, place, and spirit. The initiative was kicked off with a conference
held in March 2003, which brought together a wide range of community
members as well as City staft to begin a collective dialogue about the future.
Exhibit 1
Based on the Council’s direction, there is a goal included in the 2005-06 Budget to begin the
design of the hardscape (place) portion of the vision. The Centre City Gateway project will be
developing a land use vision and strategy process for the coastal area near the center of the
City. While the heart of the City may always be the Village area, the Gateway area is
developing into the nerve center containing the commercial and industrial core of the City. The
2005-06 Operating Budget contains $100,000 to continue work on the land use plan. The
Capital Improvement Program contains funding for the land use plans for a City/Safety Training
facility, a Public Works center and for a Civic Center Plaza. Besides designing the hardscape
for the City, the community will be engaged through a goal to continuing the dialogue about
what the citizen’s want and what they can do together to connect community, place and spirit in
Carlsbad.
Budnet by Fund Type
This table below shows the changes in the operating budget for fiscal year 2005-06 compared
to the adopted budget for fiscal year 2004-05.
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
General Fund
Total budget for the General fund is $96.5 million, which is 6.7% more than the previous budget
of $90.5 million. As can be seen in the graph above, the increase is mainly due to the increase
in personnel costs. Personnel costs make up approximately 66% of the General fund budget so
any changes in
these costs can
have a significant
effect on the total
budget. Personnel
costs are projected
to increase by 9.1 %
in 2005-06. Due
to labor contracts
with our employee
groups, much of the
cost was previously
determined.
Exhibit 1
This next table shows the breakdown of personnel costs for the General fund. Salaries include
full and part-time staff costs and account for $2.1 million of the increase in the General fund.
Approximately $640,000 of the additional salary costs are for the new positions in 2005/06.
Benefits make up
the remainder of the
personnel costs
with the largest
increase
retirement costs.
the
Employees WORKERS COMP
Retirement System
(PERS). PERS
rates have
increased due to the implementation of enhanced benefits as well as the effect of investment
losses on the plan. These rates are expected to level off next year provided PERS investments
generate a reasonable return. The City has made all required payments under the terms of its
retirement plan.
M & 0 stands for Maintenance and Operations. This budget contains the funds for all program
expenses other than personnel or capital outlay. The City was able to hold down increases in
these accounts this year by finding more efficient ways of doing business.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay over
$10,000 is further detailed in the Appendix. These amounts vary from year to year depending
on the program needs.
Transfers are amounts anticipated to be transferred from the General fund to another fund at
the City. The transfers included in this year’s budget are to the following funds:
0 $4.2 million to the Infrastructure Replacement fund - for major maintenance and
It is based on total revenues and increased by replacement of City infrastructure.
$420,000 for fiscal year 2005-06.
$800,000 to the Hosp Grove debt service fund - for debt service on bonds issued to
purchase Hosp Grove. Hosp Grove was originally a grove of Eucalyptus trees. It has
since been developed into a nature park containing trails and a tot lot.
$600,000 transfer to the General Capital Construction fund (in the CIP) to partially fund
the Library Learning Center. The Center will be the location of the Adult Learning Center
and Centro de Informacion. It is anticipated that the $600,000 will be repaid from a
donation from the Library Foundation. Last year’s budget contained a transfer of
$800,000 to the CIP to fund synthetic turf fields.
Exhibit 1
CHANGE
$ 0.4
Another way of looking at the General fund budget is by program. The chart below compares
the recommended 2005-06 budget to the amounts adopted in the previous year. The significant
changes are noted below.
CHANGE
10.7%
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
IlFUND
P 0 Ll CY IL E AD E RS H I P
AD M IN ISTRATIVE SE RVlC ES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
CONTINGENCY
NON-DEPARTMENTAL
TOTAL
(In Mi
BUDGET
2004-05
$ 3.7
6.0
33.1
6.3
14.8
16.9
7.4
2.3
$ 90.5
ions)
BUDGET
2005-06
$ 4.1
6.4
35.5
6.6
15.8
18.8
7.0
2.3
$ 96.5
$ I %
0.4
2.4
0.3
1 .o
1.9
(0.4
7.7%
7.2%
3.7%
6.9%
11.2%
-4.6% I 0.0%
$ 6.0 I 6.7%
The Policy/Leadership Group includes all elected officials and the City Manager’s Office.
The 10.7% change is mainly due to the increased costs and offerings of the
Communications Department discussed earlier.
There were minimal changes in the total budget for Administrative Services. The
increase is due to higher PERS costs and tuition reimbursement costs for the City and
reflected in the Human Resources Department.
The 7.2% growth in Public Safety reflects the new positions in the Police Department as
well as the general increases in personnel costs.
In the Community Development area, the 3.7% increase is due mainly to personnel cost
and a Business Process Review (BPR) discussed earlier.
Community Services includes Recreation, Library and the Arts. The 6.9% increase
reflects general personnel increases as well as the additional operating costs of adding
three new parks.
Public Works shows an overall increase of 11.2%. The largest increase is in the Parks
Maintenance division, again reflecting the increased operating costs of adding three new
parks. The Engineering Division continues to experience increases in costs in both
plancheck and inspection. These costs have risen sharply over the past two years due
to development activity and it is expected that once development slows down, these
costs will also decline.
Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The
decrease is mainly due to the elimination of the amounts paid for community promotion.
With the possibility of a Business Improvement District being formed this year, no
amounts have been included in the preliminary budget for community promotion. This
will be a topic for Council discussion during budget deliberations.
Exhibit 1
The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $2.3
million, or approximately 2.5% of the 2005-06 General fund budget, which is consistent
with the $2.3 million budgeted in the prior year. During 2004-05, Council has authorized
almost all of those funds be spent on emergency repairs on for damages caused by the
2005 storms.
Changes In Other Funds
Special Revenue funds, at $10.1 million, are essentially flat year over year with a slight
increase in street lighting of approximately $1 50,000 to replace streetlights that have
deteriorated along Carlsbad Boulevard. The COPS Grant has decreased by approximately
$100,000 in 2005/06 reflecting the decreased funding from the State. This program now only
supports one Police officer, a decline of one officer from previous years. The Housing Trust
fund shows an increase of approximately $160,000, which is the result of allocating more staff
time to the City’s housing programs.
Of special note is the Median Maintenance fund. This is a Citywide Landscape Maintenance
fund, which collects assessments paid by property owners to pay for the maintenance of the
City’s medians. Using current budget estimates for maintaining current service levels, staff
anticipates that this fund will run short of cash by approximately $225,000 by the end of fiscal
year 2005. A loan from the General fund is included in the budget to cover the shortfall until a
solution can be determined. A loan was also necessary last year for $336,000. A feasibility
study is being conducted by an assessment-engineering firm to review alternatives for funding
lighting and landscaping. The assessments in this District cannot be increased without a vote of
the property owners.
Enterprise funds total $34.9 million, which is an increase of $3.3 million, or
10.5%. The most significant change is in the water and recycled water
budgets. The increase is due to the new recycled water facility scheduled to
open in 2005-06 and the two 2 new full-time Public Works personnel required
to staff the recycled water distribution system and help implement the Phase II
Recycled Water Program.
The Solid Waste Management fund is requesting a 20% increase, or $320,000, in funding due
to a one-time goal to negotiate a new solid waste contract, a loan repayment and some
additional street sweeping costs.
As part of the ongoing financial management program, the City annually prepares five-year
forecasts for both the Water and Sanitation funds. The forecast for the Water Enterprise shows
that the fund will carry some cash balances forward over the next year as the construction of the
water lines related to the recycled water plant are completed. No water rate increases are
anticipated for fiscal year 2005-06 but may be needed in the following year. For the Sanitation
fund, the forecast shows that a rate increase is necessary and thus, a 4% increase is being
recommended as discussed earlier in the revenue section.
The Internal Service fund budgets decreased in total by $373,000, or 2.8%. The Internal
Service funds are self-supporting through user charges. Changes occurred in a number of
these funds:
The Workers’ Compensation fund budget was increased by $193,000 due to changes in
State law and overall increases in health care costs which have caused workers
21
Exhibit 1
compensation claims to increase significantly over the past two years. The 2005-06
workers compensation costs are estimated to increase 10% over 2004-05 costs. With
these increased costs, a transfer of approximately $300,000 is recommended from the
City’s Health Insurance Fund, which has sufficient balances, to partially cover the
increases in workers compensation costs.
The Health Insurance budget shows a decline of $72,000 due to the change from the
self-insured plan to the CalPERS Health Plan effective July 2003. As of January 2004,
all of the claims from the self-insured plan have been settled and this budget only
includes dental, vision and life insurance costs.
0 The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. It is budgeted at $638,000 less than the previous year. A list of the
requested vehicle replacements can be found at the end of this document.
The Information Technology fund shows a decrease in its budget of $328,000. This is
mainly due to decreases in one time capital spending.
The Redevelopment Agency budgets have decreased for 2005-06 by a total of $21 0,000. This
is mainly due to the one-time costs budgeted for the South Carlsbad Redevelopment Area
Master Plan in 2004/05.
SUMMARY
The City of Carlsbad continues to fare well from an economic viewpoint. It is evident that the
planning and foresight by the City Council and residents have provided a sound economic base
for the City. The increased job opportunities from the development of the industrial and
commercial areas, as well as Carlsbad’s reputation as a quality city, are keeping the demand for
housing growing, which in turn increases the property tax base. The continued opening and
expansion of the commercial ventures enhance Carlsbad’s standing as a destination resort and
gives it the revenues needed to provide quality services to the citizens and businesses. All of
these events add to the diversity and strength of Carlsbad’s economic base, which will provide
the funding for additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year’s budget reflects the
anticipated achievement of Council’s vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 2
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.2004 REVENUES EXPENDITURES TRANSFERS JUNE 30,2005
GENERAL FUND 1 59,352,012
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO GOLF COURSE FUND
99,542,000 69,747,969 11 9,967
(335,701)
69,266,010
(335,701)
TOTAL 59.352.012 99.512.000 89.747.969
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAUGALLERY DONATIONS
TOTAL
416,731
71.968
89,167
441,141
9,221,479
19.422
104.075
607,839
(138,635)
1,022,998
849,918
13,413
24,351
81,525
181,600
45,157
1,012,967
218,463
5,881
109,886
14,601,346
ENTERPRISE I
WATER OPERATIONS 13,118,191
RECYCLED WATER OPERATIONS 4,264,072
SANITATION OPERATIONS 5,821,365
SOLID WASTE MANAGEMENT 5,828,181
GOLF COURSE 1,794,887
TOTAL 30,826,696
INTERNAL SERVICE I
WORKERS COMP SELF INSURANCE 2,930,498
RISK MANAGEMENT 1,520,680
HEALTH INSURANCE 825,489
VEHICLE MAINTENANCE 113,209
VEHICLE REPLACEMENT 7,429,866
INFORMATION TECHNOLOGY 3,589,948
TOTAL 16,409,690
IREDEVELOPMENT I
56,500
140.000
17.800
6,252,735
3,376,597
7.000
68,000
596,472
446,655
922,201
125.000
71,210
45,300
27,500
17,000
626,247
36,700
6,000
200
10,000
12,849.117
21217,546
2,220,795
6.800.000
2.525.1 15
60.000
32.823.456
2,126,512
1,255,000
850.000
1.722.000
1,712,300
4,250,400
11,916,212
88.795
21 1.968
86,200
6,409,623
3,577,185
10,350
62.869
872,394
715,000
1,124,073
183.995
41,062
42,652
13,000
6,000
671,404
49.600
15,141
0
6,000
14,189.531
20.525.157
2,206,050
7,960,745
1,635.483
95,693
32,423,326
2,066,026
1,047.883
861 ,000
1,860.ooO
626.000
5,400.000
12,082,909
335,701
(6,081)
(113,886)
68,930,309
386,436
0
18,767
284,053
9,020,891
16,072
109,206
531,917
(71,279)
821,126
790,923
43,541
26,999
96,025
192.600
0
1,000,067
209,322
0
0
13,476,666
13,610,580
4.278,817
4,660,620
6,717,813
1,758,994
31,226,824
2.970.984
1.727.797
814,489
(24,791)
8,314,166
2,440,348
16,242,993
VILLAGE OPERATIONS I DEBT SVC 3,283,245
VILLAGE LOWIMOD INCOME HOUSING 2,157,134
SCCRA OPERATIONS / DEBT SVC 810.313
SCCRA LOWIMOD INCOME HOUSING 363,640
TOTAL 6,614,332
1,883,054
499,500
168,622
60,375
2,611,551
3,890.472
77,746
528.119
41,934
4,538,271
1,275,627
2,578,888
450.816
362,081
4,687,612
TOTAL OPERATING FUNDS $127,804,076 $159,742,336 $1 52,982,008 $0 $0 $134,564,404
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED PROPOSED FUND RESERVED BALANCE
FUND JULY 1,2005 REVENUES BUDGET TRANSFERS BALANCES JUNE 30,2006
GENERAL FUND 1 68,930,309 104,785,000 96,521,399 77,193,910
TRANSFER TO MEDIAN MAINTENANCE (225,000) (225,000)
TRANSFER TO GOLF COURSE FUND (21 ,000,000) (21,000,000)
TOTAL 68,930,309
ISPECIAL REVENUE I
104,765,000
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRAMS
HOUSING SECTION 6
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
386,436
0
18,767
284.053
9,020,891
16,072
109,206
531.91 7
(71,279)
821,126
790,923
43,541
26,999
96,025
192,600
0
1 ,000,067
209,322
0
0
13,476,666
56,500
135,000
0
5,854,088
390.000
8,000
45,000
485,515
411,187
905,120
127,500
127,839
35,200
22,500
17,000
691.549
30.000
7,000
0
0
9,348,996
ENTERPRISE
WATER OPERATIONS 13,810,580
RECYCLED WATER OPERATIONS 4,278,817
SANITATION OPERATIONS 4,660,620
SOLID WASTE MANAGEMENT 6,717,813
GOLF COURSE 1,758,994
TOTAL 31,226,824
INTERNAL SERVICE I
WORKERS COMP SELF INSUR 2,970,984
RISK MANAGEMENT 1,727,797
HEALTH INSURANCE 814,489
VEHICLE MAINTENANCE (24,791)
VEHICLE REPLACEMENT 8,314,166
INFORMATION TECHNOLOGY 2,440,348
TOTAL 16,242,993
21,577,099
2,427,329
7,279,135
2,095,657
20,000
33,399,220
2,295,240
1,335.000
875,000
1,919,190
1,772,080
4,150,600
12,347,110
96.521.399
89,200
135,000
0
5,960,915
417,983
12,000
0
653,298
564,612
1,177,027
104,600
63,571
37,446
22,500
170,000
637,549
30,000
28.000
0
225.000
55,968.910
353,736
0
18.767
157.226
8,992,908
12,072
154,206
364,134
296
549.219
813,823
107,809
24,753
96,025
39,600
54,000
67
188,322
0
0
10.123.701 11.926.963
22,244,166
2,644,807
7,703,159
2,126,647
125,000
34,845.799
2.416.866
1,766,631
941,500
2,069,676
1,170.000
4.682.332
13,067,005
13,143,493
4,061,339
4,236,596
6,684,823
1,653,994
29,780,245
300,000 (2,908,891) 240,467
(580.732) 695,434
(300,000) 447,989
(1 75,277)
(5,000.000) 3,916,246
(1.190.000) 718,616
5,843,475
IREDEVELOPMENT I
VILLAGE OPERATIONS / DEBT SVC 1.275,827
VILLAGE LOWIMOD INCOME HOUSING 2,578,888
SCCRA OPERATIONS / DEBT SVC 450,816
SCCRA LOW/MOD INCOME HOUSING 382,081
TOTAL 4,687,612
1,954,054
560.000
12,000
8,ooo
2,534,054
1.534.579
94,396
262.010
36,917
1,927,902
1,695,302
(2,651,516) 392,976
200,806
353,164
2,642,248
TOTAL OPERATING FUNDS $1 34,564,404 $1 62,414,382 $156,485,806 ($21,000,000) $106.1 61.841
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3
DIFFERENCE AS %
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
ESTIMATED
REVENUE
2005-06
1 GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
$26,960,253
25,571,192
8,813.426
5,027,425
2,871,715
1,587,200
70,831,211
$28,074,000
26,598,000
9,836,000
5,719,000
3,030,000
1 ,230,000
74,487,000
$37,272,000
28,653.000
10,279,000
5,326,000
3,200,000
1,231,000
85,961,000
32.8% 9,198,000
7.7% 2.055.000
4.5% 443,000
-6 9?A (393.000)
5.6% 170.000
0 1% 1 ,000
15.4% 11,474.000
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
4.1 24,672
1,593,189
5,717,861
5,449,000
1,318.000
6,767,000
503,000
1,144,000
1.647.000
-90.8% (4,946,000)
-13.2% (174,000)
-75.7% (5,120,000)
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES a PERMITS
TOTAL LICENSES 8 PERMITS
1,282,126
1.046.398
2,328,524
1,800,000
1,200,000
3,000,000
1,650.000
1,100,000
2,750,000
-8.3% (150,000)
-8.3% (100,000)
-8.3% (250,000)
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
-25 0% (200,000)
-8.3% (101,oOo)
-29.4% (530,000)
5.1% 69,000
2.9% 43,000
2.9% 32,000
-8.8% (687,000)
774,297
877.060
2,012,762
1,448,387
1,396,117
1,075,308
7,583,931
800.o0o
1,216.000
1,800,000
1.350.000
1.508.000
1,104,000
7,778,000
600,000
1.1 15,000
1.270.000
1,419.000
1,551,000
1,136,000
7.091 ,000
926,000 2.9% 26.000 FINES AND FORFEITURES 936.406 900,000
INCOME FROM INVESTMENTS
AND PROPERTY' 1,476,749 3,010,000 2,960,000 -1.7% (50.0001 .. .
2.604.355 2.600.000 INTERDEPARTMENTAL CHARGES 2,700,000 3.9% 100,000
OTHERREVENUESOURCES 1.479.371 750,000 -25.0% (250,000)
104.785.000 5.3% 5.243.000 TOTAL GENERAL FUND 92,958,408 99,542,000
* Interest is calculated on an amotiied cost basis.
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
ESTIMATED
REVENUE
2005-06
DIFFERENCE As %
OF PI 04-05 2004-05 TO
PROJECTED 2005-06
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES 155,974
INTEREST 951
TOTAL 156,925
50,000
6,500
56.500
0.0% 0
0.0% 0
0.0% 0 56,500
135,000
COPS GRANT
STATE FUNDING (A83229) 134,514 140,000
0
140,000
-3.6% (5.000)
0.0% 0
-3.6% (5,000)
INTEREST
TOTAL
0
134,514
POLICE GRANTS
STATE GRANT 34,408
INTEREST 0
TOTAL 34,408
17,800
n
-100.0% (17.800)
0.0% 0
-100.0% (17,800)
0
0
5,852,088
2WJ
5,854,088
135,oM)
5,m
250,OoO
0
390.000
17,800
HOUSING - SECTION 8
FEDERAL GRANT 5,749,564
INTEREST 1 943
TOTAL
HOUSING - SECTION 8
FEDERAL GRANT 5,749,564
INTEREST 1,943
TOTAL 5,751,507
6,250,735
2,000
6,252,735
-6.4% (398,647)
0.0% 0
-6.4% (398.647) 5,751,507
HOUSING TRUST FUND
AFFORDABLE HOUSING FEES 488,590
FEDERAL GRANT 544,503
INTEREST 75,996
OTHER 4.495.273
1,290,ooo
7,464
280,000
1.799.133
-89.5% (1,155,000)
-33.0% (2.464)
-10.7% (30.000)
-100.0% (1,799,133)
-88.5% (2,986,597) TOTAL 5,604,362 3,376,597
LIBRARY ENDOWMENT FUND
INTEREST 2,209
TOTAL 2,209
7.000 14.3% 1,000
14.3% 1,000
LIBRARY GIFTSBEQUESTS
GIFTSBEQUESTS 64,597 43,000
45,000
-34.9% (23,000)
0.0% 0
-33.8% (23,000)
INTEREST
TOTAL
n
64,597
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
2005-06
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
AS % DIFFERENCE
OF FY 04-05 2004-05 TO
PROJECTED 200506
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
466,672
106,000
23,800
-0.1% (257)
-100.0% (106,000)
-19.8% (4.700)
461,393
127.91 1
6,881
1,040
597,225
466,415
0
19,100
0
485,515
0 0.0% 0
-18.6% (1 10,957) 596,472
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
OTHER
INTEREST
TOTAL
420,019
34,378
n
411,187 421,700
24.497
458
446,655
-2.5% (10,513)
-100.0% (24.497)
-100.0% (458)
-7.9% (35,468)
0
0
411.187 454,397
STREET LIGHTING
STREET LlGKTlNG FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
700.207
186.215
7,465
9 401
713,634
173,655
3,212
31,700
922,201
703,160
172,460
0
29,500
905,120
-1.5% (1 0,474)
-0.7% (1,195)
-100.0% (3,212)
-6.9% (2,200)
-1.9% (1 7,081 ) 903,288
BUENA VISTA CREEK CHNL MAINT
BUENA VISTA FEES
INTEREST
TOTAL
23
6.699
100,OOO
25.000
100,MM
27,500
127,500
0.0% 0
10.0% 2,500
6,722 125,000 2.0% 2,500
LLD #2 FEES
INTEREST
TOTAL
0
536
70,885
325
127,639
200
80.1% 56,754
-38.5% (125)
79.5% 56,629 536 71 210 127,839
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
21,475 35,000 45,000
300
45.300
-22.2% (10.000)
-33.3% (100)
-22.3% (10.100)
200
35,200 21.475
RECREATION DONATIONS
DONATIONS
INTEREST
33,041
633
23,800
3,700
27.500
20,000
2,500
22.500
-16.0% (3.800)
0.0% 0
-18.2% (5.000) TOTAL 33,674
33
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
DIFFERENCE ESTIMATED AS %
REVENUE OF PI 04-05 2004-05 TO
2005-06 PROJECTED 2005-06
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL
10,000
6,000
1,000
17,000
637.549
34.000
20,Ooo
691,549
0
30,000
30,000
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
0.0% 0
0.0% 0
0.0% 0
0.0% 0
1 .a% 11,302
0.0% 34,000
0.0% 20,000
10.4% 65,302
-100.0% (4.700)
-6.3% (2,000)
-18.3% (2.000)
COMMUNITY ACTIVITY GRANTS
MlSC INCOME
7,000
7,000
0
0
0
0
0
0
INTEREST
TOTAL
16.7% 1 ,ooo
16.7% 1 ,ooo
-100.0% (7,000)
-100.0% (3,000)
-100.0% (10,000)
-100.0% (200)
0.0% 0
-100.0% (200)
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ARTS GENERAUGALLERY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
SISTER CITY DONATIONS 12)
19,732 10.000
1.581 6,000
1,473 1,000
22,786 17,000
615,638 626,247
61,930 0
75,773 0
753,341 626.247
0 4.700
8,133 32.000
8,133 36,700
1.729 6000 ..... . ~-
1,729 6,000
6,924 7,000
912 3.000
7,836 10,000
DONATIONS
INTEREST
TOTAL
500 200
50 0
550 200
TOTAL SPECIAL REVENUE FUNDS 14,560,214 12,849,117 I 9,348,998 I -27.2% (3.500.1 19)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ACTUAL PROJECTED
REVENUE REVENUE
2003-04 2004-05 ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
13,695,505
3,632,556
1,843.1 10
107,565
104,032
219,279
478,103
304,296
173,488
89,403
1,129,269
21,776,606
13,939,200
3.71 1,019
1,935,266
104,338
106,113
250,000
470.000
375.000
168,283
85.827
72.500
21.217.546
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
TOTAL
1,121,164
118,134
385,298
408,966
2.033.562
1,200,000
100,000
477,160
443.61 5
2.220.795
SANITATION OPERATIONS
SERVICE CHARGES
MlSC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
6,096,801
48,966
188,133
56,933
235,555
63,389
6.689.777
6.334.000
21 ,000
150,000
63.000
202,000
30,000
6.800.000
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
OTHER
INTEREST
TOTAL
162,956
283.765
39.888
639,775
27,509
0
165.000
275,000
40,000
620,000
25,051
1,400,064
0
1,153,893
0
16,326
2,525,115
15,000
45,000
60,000
ESTIMATED DIFFERENCE
REVENUE OF FY 04-05 2004-05 TO
14,031,199
3.791.177
2,032,029
101,208
108,235
255,000
552,423
386.250
163,235
82.394
73,949
21,577,099
0.7%
2.2%
5.0%
-3.0%
2.0%
2.WA
17.5%
3.0%
-3.0%
4.0%
2 .O%
1.7%
91,999
80,158
96,763
(3,130)
2,122
5.000
82,423
11,250
(5,048)
(3,433)
1,449
359,553
1,536,762 28.1% 336,762
128,063 28.1% 28.063
696,300 45.9% 219.120
66,204 -85.1% (377,411)
9.3% 206,534
6,843,212
21,785
154,500
65,355
194,283
0
7.279.135
218,057
286,000
41,600
0
0
1,550,000
0
8.0% 50921 2
3.7% 785
3.0% 4,500
3.7% 2,355
-3.6% (7,717)
-100.0% (30,000)
7.1% 479,135
32.2% 53,057
4.OoA 11,000
4.0% 1,600
-100.0% (620,000)
-100.0% (25,051)
10.7% 149,936
0.0% 0
2,095,657 -17.0% (429,458)
-100.0% (15,000)
-55.6% (25.000)
20,000 (1) (40.000)
TOTAL ENTERPRISE FUNDS 31,670,164 32,823,456 33,399,220 I 1.8% 575.764
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
TOTAL INTERNAL SERVICE FUNDS 15,838,308 11,916,212
REVENUE SOURC
12,347,110
ACTUAL PROJECTED
REVENUE REVENUE
2003-04 2004-05 INTERNAL SERVICE FUNDS
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER (OP TRANS IN)
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAUREIMB.
TOTAL
RECORDS MANAGEMENT (1)
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OPERATING TRANSFER IN
TOTAL
1
13,725 95,ooo
3,250,216 1,999,630
53.368 31 .E82
3,317,309 2,126,512
5,673 40,000
651.068 1,200,000
20,099 15,000
676,840 ' 1,255,000
3,287 0
2,906,134 850,000
2,909,421 ~,ooo
0
923,071
0
923,071 n
1,589,612 1,699,000
85.890 23.000
1,675,502 1,722,M)o
1,463,766 1,508,000
62,182 200,ooo
74,241 4,300
1,600,189 1,712,300
26,295 106,000
3,888,912 4,144,400
620,769 0
4,535,976 4,250,400
ESTIMATED
REVENUE
2005-06
95.000
2,200.240
0
I 0
875.000
675,000 p
1,899,190
20,ooo
1,919,190
1,572,080
200,000
0
1,772,080
100,OOO
4,050,600
0
4,150,600
DIFFERENCE AS 46
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
0.0% 0
10.0% 200,610
-100.0% (31,882)
7.9% 168.728
0.0% 0
7.1% 85,000
-33.3% (5.ow
6.4% 80,000
0.090 0
2.9% -100.0%
2.9% 25,000
0.0%
0.0%
n no/. __ ..
0.0% 0
11.8% 200,190
-13.0% (3,000)
11.5% 197,190
4.3% 64,080
0.0% 0
-100.0% (4,300)
3.5% 59,780
-5.7% (6,000)
-2.3% (93.800)
0.0% 0
-2.4% (99,800)
3.6% 430.898
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ACTUAL PROJECTED
REVENUE REVENUE
2003-04 2004-05 IREDEVELOPMENT FUNDS
VILLAGE OPERATIONS I DEET SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
39,434
1,734,557
20,717
12,916
1,807,624
433,639
100.667
53d 306
SCCRA OPERATIONS I DEET SERVICE
TAX INCREMENT
INTEREST
TOTAL
712.273
21.202
733.475
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
237,424
4,647
242.071
83,054
1,758,000
22,000
20,000
1,883,054
439,500
60.000
499.500
143,622
25,000
168,622
47,875
12,500
60.375
TOTAL REDEVELOPMENT FUNDS 3.31 7.476 2,611,551
ESTIMATED
REVENUE
2005-06
83.054
1,846,000
20,000
5.000
1,954,054
460,000
100,000
560,000
0
12,000
12,000
0
8,000
8.000
2,534,054
DIFFERENCE AS Yo
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
0.0% 0
5.0% 88,oOo
-9.1% (2,000)
-75.0% (15,000)
3.8% 71,000
4 7% 20,500
66.7% 40,000
12.1% 60,500
-1 00.0% (1 43,622)
-52.0% (13,000)
-100.0% (47,875)
-36.0% (4,500)
-86.8% (52.375)
-3.0% (77,497)
TOTAL OPERATING $1 58,144,570 $159,742,336 $1 62,414,382 1.7% $ 2,672,046
33
Exhibit 4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2004-05 2004-05
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
27321 1 286.353 322.057 332,403
1,228,707 1,023,959 1,129,686 1,314.1 11
COMMUNICATIONS 472,185 595,310 795,810 810.970
CITY CLERK 290.791 269,054 145,177 124,2 15
CITY AlTORNEY 880.955 937,889 1,042,762 1,010,674
CITY TREASURER 138.606 163,718 157,853 161,684
TOTAL POLICYREADERSHIP GROUP 3.079.707 3,382.010 3,777,770 3,668.653
ADMINISTRATIVE SERVICES
ADMINISTRATION 561,950 506,966 610,000 610,743
FINANCE 2,434,193 2.579.645 2,547,800 2,599,435
HUMAN RESOURCES 1,336.41 9 1,475,974 1.91 5,040 1,983,055
RECORDS MANAGEMENT (1) 0 0 763,096 792,656
TOTAL ADMINISTRATIVE SERVICES 4,332,562 4,562,585 5,835,936 5,985.889
PUBLIC SAFETY
POLICE 16,038,113 18,333,703 20,850,000 19,972,533
11,003,474 12,149.739 12,928.892 13.1 25,787 FIRE
TOTAL PUBLIC SAFETY 27,041.587 30,483,442 33,778.892 33,098.320
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMlN 51 2,252 476,278 557.183 528,556
GEOGRAPHIC INFORMATION 260.266 289,161 229,369 296.850
ECONOMIC DEVELOPMENT 177,090 173,627 165,661 185.073
PLANNING 2,989,687 3,505,566 2,969,760 3.41 512 1
1,496,107 1,906.938 BUILDING 1,658,873 1,622,392
6,067,024 5,418.080 6,332,538 TOTAL COMMUNITY DEVELOPMENT 5,598,168
COMMUNITY SERVICES
LIBRARY 7,454,753 7,916,003 8,372,176 8,343,338
CULTURAL ARTS PROGRAM 664,409 661,922 776,899 691,099
RECREATION 4,255,580 4,551,325 4,934,000 4,934,953
SENIOR PROGRAMS 558,142 586.029 785,137 786.817
TOTAL COMMUNITY SERVICES 12,932,884 13.71 5,279 14,868.21 2 14,756,207
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations
2005-06
PROPOSED
BUDGET
360,861
1,333,318
937,031
122,070
1,135,883
173,113
4,062,276
643.1 47
2,781,202
2,195,416
828.401
6,448.166
21,874.208
13,612,016
35,486,224
741,849
321,692
226,517
3,246,272
2,031,119
6,567,449
8,861,081
767,022
5263,482
884.317
15,775,902
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
8.6%
8.5%
15.5%
-1.7%
12.4%
7.1%
10.7%
5.3%
7.0%
10.7%
4.5%
7.7%
9.5%
3.7%
7.2%
40.4%
8.4%
22.4%
-4.9%
6.5%
3.7%
6.2%
11 .O%
6.7%
12.4%
6.9%
(1) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and the Information
Technology Internal Service fund in FY05.
(2) Arts General Donation and Sister Cily Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
2004-05 2004-05
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 757,423 752,433 855,586 869,734
ENGINEERING 5,795,740 5,724,009 6,460,163 6,262,145
FACILITIES MAINTENANCE 2,343,468 2,800,154 3,016,250 2,987,015
PARK MAINTENANCE 3,127,448 3,434,194 3,660,000 3,557,094
STREET MAINTENANCE 2,331.712 2,479,551 2.405.000 2,496,233
TRAFFIC SIGNAL MAINT 502,211 577,644 765,000 720,991
TRAILS MAINTENANCE 739 63,796 76,000 76,269
TOTAL PUBLIC WORKS 14,858,741 15,831,781 17,237,999 16,969,481
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES & SUBSCRIPTIONS
INFRASTRUCTURE REPLACE TRANE
MANAGEMENT INCENTIVE PAY
LEGAL SERVICES
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MlSC I TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
406,220
21,840
0
83,475
800,000
341,190
48,379
3,500.000
0
109,900
600,000
35,000,000
0
468,135
112,000
0
83,084
800,000
357,643
43.210
3,605,000
0
272,282
0
0
0
420,281
47,000
0
83.799
800,000
390,000
70.000
3,830.000
0
50.000
0
800.000
0
509.100
0
36.000
85.000
800,000
390,400
72,900
3,830.000
580,000
250,000
0
800,000
0
374.361 568,540 40,000 0
41,285,365 6,309,894 6,531.080 7,353,400
109,129,014 80,352,015 87,447,969 88,164,488
0 0 2.300,000 2,300,000
109,129,014 80,352,015 89,747,969 90,464,488
2005-06
PROPOSED
BUDGET
956,235
6,774,725
3.1 16,747
4,437,758
2,670,829
828,287
82,251
18,866,832
0
0
36.000
85,000
800.000
420,400
73,150
4,250,000
500,000
250,000
0
600.000
0
0
7,014,550
94,221,399
2.300.000
96,521,399
9.9%
8.2%
4.3%
24.8%
7.0%
14.9%
7.8%
1 1.2%
-100.0%
0.0%
0.0%
0.0%
7.7%
0.3%
11 .O%
-1 3.8%
0.0%
-25.0%
-4.6%
6.9%
0.0%
6.7%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
04-05 BUD
TO
05-06 BUD
2004-05 2004-05
ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
2002-03 2003-04
ISPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD #2
ARTS SPECIAL EVENTS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS (2)
ARTS GALLERY DONATIONS (2)
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
7821 1
180,153
190,411
5,019,097
207,489
11,850
80,327
674,596
536,783
934,504
88.41 8
0
60.1 09
25,425
805,723
95.355
5,174
0
19.566
16.970
65,597
242,736
41,487
5,724,867
2,843,955
9,066
76,312
665.078
523,055
983.443
50,431
17.124
47,690
19,654
713,751
52,745
14,480
0
1,615
4.429
88.795
21 1,968
88,200
6,409,823
3.577.1 85
10,350
62,869
872,394
715,000
1,124,073
183,995
41,082
42,652
6,000
671,404
49,600
15,141
0
6,000
13.000
9,030,161 12.097.51 5
IENTERPRISE FUNDS I
14,189.531
57,000
233,710
0
6,042,631
256,983
12,000
0
742,682
701,469
985,400
171,800
28,205
45,596
0
688.1 11
50,000
15,000
3,400
14,000
8,700
10,056.687
WATER OPERATIONS 19,038,158 20,656,334 20,525.157 20,945,004
RECYCLED WATER OPERATIONS 1,552,164 1,762,349 2,206,050 1,730,385
SANITATION OPERATIONS 6,248,394 7.174.898 7,960.745 6,859,054
SOLID WASTE MANAGEMENT 2,511,923 2,263,022 1,635,483 1,784,312
GOLF COURSE 93,341 53,917 95,893 230,000
TOTAL ENTERPRISE FUNDS 29,443,980 31,910,520 32,423,328 31,548,755
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 2,124,381
LIABILITY SELF-INSURANCE 1,331,904
HEALTH INSURANCE 2,674,7 1 4
RECORDS MANAGEMENT (1) 905.871
VEHICLE MAINTENANCE 1,644,951
VEHICLE REPLACEMENT 1,140,045
INFORMATION TECHNOLOGY 4,082.887
TOTAL INTERNAL SERVICE FUNDS 13,904,753
2,496,721 2,086.026
1,171,663 1,047,883
2,945,620 861.000
983,010 0
1,904,927 1,860,000
1 ,146,100 828.000
4,273,326 5,400,000
14,921,367 12,082,909
2,223,498
1,494,712
1,013.268
0
1,889,696
1,808.000
5,010.367
13,439,541
2005-06
PROPOSED
BUDGET
89,200
135,000
0
5,980,915
417,983
12,000
0
653,298
564,612
1,177,027
104,600
63,571
37,446
170,000
637,549
30,000
28,000
0
0
22.500
10,123,701
22,244,186
2,644.807
7,703,159
2,128.647
125,000
34,845,799
2.416.866
1.786.631
941,500
0
2,069.676
1,170.0OO
4,682,332
13,067,005
56.5%
-42.2%
-1.0%
62.7%
0.0%
-12.0%
-19.5%
19.4%
-39.1 Yo
125.4%
-17.9%
-7.3%
-40.0%
86.7%
-100.0%
-100.0%
158.6%
0.7%
6.2%
52.8%
12.3%
19.3%
-45.7%
10.5%
8.7%
19.5%
-7.1%
9.5%
-35.3%
-6.5%
-2.8%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
(1) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and the Information
(2) Arts General Donation and Sister City Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
Technology Internal Service fund in N05.
2004-05 2004-05
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
REDEVELOPMENT I
VILLAGE OPERATIONS I DEBT SVC 2,286,766 1,977,189 3,890,472 1,530,922
VILLAGE LOW/MOD INCOME HSNG 107.647 51,324 77,746 117,005
SCCRA OPERATIONS I DEBT SVC 168,527 298.553 528,119 435,526
-32.0%
-9.8%
SCCRA LOWlMOD INCOME HSNG 16,497 22,661 41,934 54,293
TOTAL REDEVELOPMENT 2,579,437 2,349,727 4,538,271 2.1 37,746
2005-06 04-05 BUD
PROPOSED TO
BUDGET 05-06 BUD
1,534,579 0.2%
94,396 -19.3%
262,010 -39.8%
ITOTAL OPERATING FUNDS 164,087,345 141,631,144 152,982,008 147,64721 7 156,485,806 6.0%
Exhibit 5 PERSONNEL ALLOCATIONS FOR 2004-05 AND 2005-06
FINAL PRELIMINARY 2005-06
BUDGET BUDGET REQUESTED
MAJOR SERVICE AREA 2004-05 2005-06 CHANGES
lPOLlCY AND LEADERSHIP GROUP I I I
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
)ADMINISTRATIVE SERVICES i
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
hPUBLlC SAFETY 3
POLICE
FIRE
)COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MANAGEMENT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
hCOMMUNlTY SERVICES i
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS
I PU BLIC WORKS i
ADMINISTRATION & ENVIRONMENTAL PROGRAMS
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
1 .oo
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
28.00
2.00
10.00
148.00
79.75
3.00
13.00
1 .oo
2.00
25.00
10.00
48.00
5.00
32.50
14.20
51.10
82.85
47.10
1 .oo
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
27.00
2.00
10.00
151.00
79.75
4.00
13.00
1 .oo
2.00
24.00
10.00
48.00
5.00
32.50
14.20
51 60
90.95
49.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(1 .OO)
0.00
0.00
3.00
0.00
1 .oo
0.00
0.00
0.00
(1 .OO)
0.00
0.00
0.00
0.00
0.00
0.50
8.10
2.40
FULL AND 3/4 TIME LABOR FORCE 646.00 659.00 13.00
PERSONNEL ALLOCATIONS FOR 2004-05 AND 2005-06 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2005106 Difference
Full Time Personnel 640.00 ' 653.00 13.00
2004105
314 Time Personnel in Full Time Equivalents 6.00 6.00 0.00
Hourly Full Time Equivalent Personnel 147.93 147.47 (0.46)
TOTAL LABOR FORCE 793.93 806.47 12.54
LIMITED TERM EMPLOYEES
2004105 2005106 Differencc
Management Interns 1.50 1.50 0.00
Building Inspector Intern 2.00 0.00 (2.00
Building Inspector Limited Term 0.00 2.00 2.00
GIS Intern 0.50 0.50 0.00
Planning Technician Intern 1 .oo 1 .oo 0.00
TOTAL LIMITED TERM EMPLOYEES 5.00 5.50 0.50
Legal Intern 0.00 0.50 0.50
UPDATE OF CITY
FEES AND CHARGES FOR S'ERVICES
(EXHIBITS 6-1 THROUGH 6-8)
Exhibit 6-1
FACILITY FEE SCHEDULE AND CLASSIFICATIONS
Fees are based on an hourly rate, with a two-hour minimum. An extra staffing fee of $15.00 per hour, per staff person is required
for all recreation usages other than regular operation hours. For the Swim Complex, if clean up or more than two lifeguards are
required, a staffing fee of $20 per hour per staff is charged.
CATEGORIES
FACILITIES A B C D E F
Synthetic T;urf Field Use Fee# ($500 deposit required) f
Day Use N/C NIC 15 20 25 30
Light (Night) Use N/C 5 25 30 35 40
A B D E F
15 20 25
20 25 30
TOURNAMENTS ($500 deposit rewired) A B C D E F
Lights NIC 15 20 25 30
CLINICS/CAMPS
Field N/C
Lights N/C 15
Field N/C 514 4 w! 324
NOTES:
1. There is a two-hour minimum for use of all facilities and a three-hour minimum for Park & Picnic Rentals.
2. Day Use for the softball fields and tennis courts is from 8:OO a.m. until dark. An additional amount is charged for lights.
3. Building rentals include use of tables, chairs, P.A. and kitchen facilities when appropriate.
4. A minimum of two-hour staffing fee charge will be assessed for field preparation, and subject to staff availability.
5. A $5 fee will be assessed each non-resident player on teams and/or organizations in classifications “B” and “C” that
reserve ballfields in excess of 30 calendar days per season.
3. There will be a $10 fee for residents and a $20 fee for non-residents when a rental includes an inflatable astrojump. heduls heeting room (room identified at no charge)
CLASSIFICATION OF APPLICANTS AND FEES
Each application will be reviewed by the Recreation Supervisor and classified into a group depending on the type of organization
and the intended use. The Recreation Department activities have first priority for the use of the facilities. The classifications are
listed in order or priority with classification “A” first, classification “B” second, etc.
The City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the demand
exceeds the supply. For that reason, a priority classification system for use had to be established.
A.
B.
C.
D.
E.
F.
parks and Recreation activities; Co-sponsored activities; other City departments
Examples: Friends of the Library, Carlsbad Book Fair, Recreation and Lap Swim, Swim Lessons, Masters Swim
PrOgram
Carlsbad resident not-for-profit, civic, social organizations (non-paid management - no voting board member can be paid);
any organization sponsoring a public forum or candidates night; public education
Examples: Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball Association, Carlsbad Youth Baseball,
Boy Scouts, Carlsbad Homeowner’s Associations, Carlsbad Unified School District
Carlsbad resident not-for-profit, civic, social organizations (paid management); private educational institutions
*, Exumples: Boy’s and Girl’s Club &, Property Management Associations,
Non-resident not-for-profit, educational, civic and social organizations; resident private parties; and locally organized
groups whose normal place of meeting is located in the City of Carlsbad.
Resident commercial, business, profit making organization, non-resident private party activities
Examples: North County AA, YMCA, resident religious and political groups, Mira Costa
Examples: Carlsbad Inn, non-resident parties, weddings or receptions
Non-resident commercial, business, political, profit making and religious organizations
Examples: Trade shows, company training, meetings, seminars, scuba shops, commercials or photo shoots
IN ORDER TO QUALIFY AS CLASSIFICATION “B” NON-PROFIT USER, THE ORGANEATION MUST MEET ALL
OF THE FOLLOWING CRlTERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California; or, if not registered with
the State, must be a Carlsbad Chapter and have a constitution or by-laws that clearly state that the objectives of the
organization are of a non-profit, non-commercial nature.
2. The organization must be comprised of volunteers, and 70% of which its membership and participants must be Carlsbad
residents. Exception: Classification assignment for sports organizations utilizing athletic fields will be based on player
rosters, including player addresses, must have 70% of the players residing in Carlsbad to qualify for “B” classification.
Verification of residency may be required.
Non-profit sports organizations requesting athletic field use are required to submit player rosters, verified for authenticity
by the league’s board of officers, which will be used to determine classification status. Player addresses with a post office
box number will not be accepted. Recreation staff will return rosters once classification is determined. Once the
classification determination has been made by staff and approved by the Recreation Director, the decision is final.
1. The organization must submit the following: a. If incorporated, submit State incorporation papers and by-laws; if not incorporated, submit constitution and by- laws.
b. Financial verification of organization’s exemption from income tax. (Department of the Treasury form 990 or
501(c)(3) determination letter may be used.)
c. A signed statement verifying item “2” above.
Exhibit 6-2
Summary of Proposed Fee Increases
Agua Hedionda Lagoon Permit Fees
June 2005
Current Proposed $ % - Fee - Fee Increase Increase
Annual Fees
Resident - Power Vessels over 8'
Non-Resident - Power Vessels over 8'
Resident - Board/Sail Boats under 8' & Passives
Non-Resident - Passive Vessels under 8'
Dailv Fees
Resident - Power Vessels over 8'
Non-Resident - Power Vessels over 8'
Resident - Passive Vessels under 8'
Non-Resident - Passive Vessels under 8'
70.00 80.00 10.00 14.3%
90.00 100.00 10.00 11.1%
30.00 35.00 5.00 16.7%
45.00 50.00 5.00 11.1%
14.00 15.00 1 .oo 7.1 %
18.00 23.00 5.00 27.8%
6.00 7.00 1 .oo 16.7%
9.00 12.00 3.00 33.3%
Exhibit 6-3
Summary of Proposed Fee Increases
Ambulance Fees
June 2005
Treat & Treat &
Release Release
Fee Resident Non-Resident Mileage Oxygen Resident Non-Resident
Current Rate $430 $623 $1 1 $43 $1 39 $1 39
Recommended* $51 5 $745 $1 5 $50 $1 50 $1 50
$ increase $85 $1 22 $4 $7 $1 1 $1 1
Yo increase 19.8% 19.6% 36.4% 16.3% 7.9% 7.9%
Zone Average $742 $862
SD Region Ave. $641 $744 $1 6 $70 $1 29 $1 41
CITY OF CARLSBAD
Ambulance Rates
CSA 17
CSA 69
I RESIDENT CURRENT ALS RATES
Ambulance Rates I
Del Mar/DMH, Solana Beach, Encinitas, RSF & Ptn of Elfin Foresd
Santee/Lakeside & East County FPD 1
[ NON RESIDENT CURRENT ALS RATES
Ambulance Rates
I . 1 I I Non-Resident I I I I Rank I Department I ALSBase I Provider I
I I I 1
CSA 17
SDMSE resident charge is through annual property tax assessment - regardless of use of services ~ - \Del Mar/DMH. Solana Beach. Encinitas. RSF & Ptn of Elfin Forest
(Zone 1 1 Fire Agencies: North County/EscondidoNista/Oceanside/Carlsbadn M~cos/CSA 17
Exhibit 6-4
Added Cost per Bin Dump
Size of Bin 2Yd 3Yd 4Yd 5Yd 6Yd Cos t-Curren t $29.93 $35.00 $42.00 $49.00 $56.00
Cost-Proposed $32.08 $37.52 $45.02 $52.53 $60.03 .
SOLID WASTE SERVICE FEES
RECOMMENDED FEE INCREASES
JUNE 2005
Residential Service Rates:
Monthly Curbside Service:
Monthly Backyard Service:
Commercial Service Rates:
Current Proposed
$1 6.47 $1 7.50
$21.65 $23.60
3 I Proposed I $277.33 1 $507.82 I $738.32 I $968.82 1 $1,199.32 I $1,429,824
Current Proposed
Curbside service 1 X per week: $28.89 $30.97
Curbside service 2 X per week: $57.78 $61.94
Curbside service 3 X per week: $86.67 $92.91
Commercial Can Service: (Up to (4) 32 gallon cans)
Backyard service 1 X per week:
Backyard service 2 X per week:
$41.09 $44.05
$82.18 $88.10
Recycling: Non-residential Commercial Accounts $13.41 $14.37
(per month per container)
Number of lx per
3yd Bins Week
1 Current $84.86
Proposed $90.97
2 Current $169.04
2x per
Week
$150.29
$161.11
$300.57
I 1 ProposedI $271.81 I $483.32 1 3
Proposed $181.21 $322.21
Current $253.55 $450.86
No. Bins
1
Number of Pick-ups per Week
1 2 3 4 5
Current $58.70 $98.99 $139.27 $179.56 $214.09
2
Proposed $62.93 $106.1 1 $149.30. $192.48 $229.50 .
Current $1 17.40 $197.97 $278.54 $359.1 1 $428.17
ProDosed $125.85 $212.23 $298.60 $384.97 $459.00
Exhibit 6-5
Group VI Large Volume
;roup I Residential
Single Family
Multi-Family1
Mobile Home'
2 ;row II Commercial
(based on volume and
2 ;row 111 Commercial
Unit Cost
($/hcf of water)
;roup IV Commercial
Group V Institutional
Schools per ADA3
Elementary
Junior
High *
Boarding *
Uniform Rate
Wastewater (Sewer) Rates
---
$1.92
$1.92
$1.59
$2.09
$3.30
Current
Unit Cost
$1 3.50 --- --- --- ---
---
($/hcf of water)
--- (based on volume and
wastewater strengths)
$1.85
$1.85
$1.53
---
$2.01
$3.17
$0.20
$0.39
$0.59
$2.92
Uniform
Rate
' Wastewater flow is 90 percent of metered water use. * Non-residential wastewater flow is 95 percent of metered water use.
Schools: assumes a 200day working year; ADA: average daily attendance.
Denotes charge per student based on ADA,
53
Exhibit 6-6
I
~ee Description
Adjustment Plat
Appeal - City Council (+ noticing costs) - fee is refundable if appeal is won
Appeal - Housing and Redevelopment Commission (+ noticing costs) fee is refundable if appeal is WOI
Appeal - Planning Commission (+ noticing costs) fee is refundable if appeal is won
Appeal - Redev. Design Review Board (+ noticing costs) fee is refundable if appeal is won
Building Permit Fees (55% of 2001 UBC 1-A)
Building Plan Check - 65% of Bldg Permit (8% discount on repetitive plan checks)
Certificate of Compliance
Certificate of Compl. in lieu of Parcel Map
Certificate of Correction
Community Facilities District Annexation
Construction Change Review - Minor (fee plus $155 per sheet)
Construction Change Review - Major (fee plus $245 per sheet)
Coastal Development Permit (CDP) - Single Family Lot
CDP - 2 - 4 unit or lot subdivision (per unit or lot whichever is greater)
CDP - 5 or more unit or lot subdivision (per permit)
COP Emergency
CDP Exemption
Coastal Dev. Permit - Non-RDA - Minor
Coastal Dev. Permit- Non-RES (fee plus $.lo per square foot)
Coastal Development Permit - Major 8 Minor RP's
Conditional Use Permit (25% discount may apply)
CUP - Amendment
CUP - Eio Habitat Preserve
CUP - Extension -Regular
DayCare Permit
DayCare Permit - Center Admin Pmt.
DayCare Permit - Extension
Duplicate Tracing Fees - Final Parcel and Tract Maps - per sheet (+ $32 per sheet)
Easement or Offer to Dedicate or Improve
EIA - Single Family
EIR Review (+ fbhr after the first 160 hrs of project planner or 40 hrs of Project Engineer)
EIR -Addendum (+ fbhr after 1st 10 hrs of project planner)
EIR - Focused/Supplemental (+ fbhr after 100 hrs of project planner or 20 hrs Proj Engineer)
Encroachment Agreement Processing
General Plan Amendment - 0 - 5 Acres
General Plan Amendment - Over 5 Acres
Grading Permit Application
Grading Permit
Hillside Dev Permit - Single Family Lot
Hillside Dev Permit - Other (Multiple Lots)
Hillside Dev Permit Amendment - Single Family Lot
Hillside Dev Permit Amendment - Other (Multiple Lots)
Improvement Agreement Extension - see Secured Agreement Proc. Ext.
Improvement Construction Inspection Fee
Improvement Plan Review (Plan Check)
Inspection Overtime-per Hour (On Request) - each additional hour at $70
Inspection - Additional Planning
Landscape Plan Check
EIA -All Others
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
Current
Fee
Recommended Unit
Fee cost
970
760
510
500
510
790
2,850
620
1,035
370
520
815
1,710
2,680
335
180
675
760
510
3,395
1,825
635
685
160
320
70
13
495
1,310
715
15.180
1,900
10,630
255
3,230
4,660
940
1,900
530
1,635
90
65
1070
835
560
550
560
870
3,135
680
1,140
410
570
900
1,880
2,950
370
200
740
835
560
3,735
2,010
700
755
1 75
350
80
15
545
1,440
790
16,700
2,090
11,640
280
3,555
5,125
1035
2,090
585
1,800
100
75
1,4a
2.10:
1,04:
1,397
941
1,031
3,24(
76:
1,47(
82;
1,06:
1,19t
1,89t
3,47:
43t
24C
92:
3,20C
1,281
4.31i
2,31€
3,93E
93€
1,825
1,835
1,425
4E
70C
1,785
1,02c
19,465
2,453
11,649
303
4,228
6,175
1,285
2,215
746
2,641
176
96
$
Subsidy
336
1.26E
485
847
385
165
10:
a
33c
415
49:
29E
1E
52:
6E
4c
185
2,365
721
582
306
3,23S
181
1,654
1,485
1,345
31
155
345
230
2,765
363
9
23
673
1,050
250
125
161
84 1
76
21
June 2005
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
Fee Description
Landscape Inspection
Local Coastal Plan - Amendment
Master Plan (+ fbhr after 1st 200 hrs of project planner or 100 hrs project engineer)
Master Plan Pre-Submittal
Master Plan Amendment - (Minor) (+ fbhr after la' 20 Project Planner or 7 hrs Project Engineer)
Neighborhood Improvement Agreements
PD/Condo - Residential Additional Permit
PD/Condo - Admin Amendment
PD/Condo - Minor Amendment
PD Res. Amendment - 4 or less
PD Res. Amendment - 5 to 50
PD Res. Amendment - 51 or more
PD Amendment- Non-Res - 4 or less
PD Amendment - Non-Res - 5 to 50
PD Amendment - Non-Res - 51 or more
PD Res. - 4 or less
PD Res. - 5 to 50
PD Res. - 51 or more
PD - Non-Res - 4 or less
PD - Non-Res - 5 to 50
PD - Non-Res - 51 or more
Planned Industrial Permit
Planned Industrial Permit - Amendment
Planning Commission Determination - Single Family
Planning Commission Determination - Other
Planning Commission Discussion Item
Precise Development Plan
Precise Development Plan -Amendment
Pre-Grading Request
Preliminary Plan Review - Consistency Determination
Preliminary Plan Review - Major
Preliminary Plan Review - Minor
Quitclaim of Easement
Redevelopment Permit Extension (Minor)
Redevelopment Permit Exlension (Major)
Redevelopment Noticing Fee (Minor) - plus postage
Redevelopment Noticing Fee (Major) -plus postage
Redevelopment Permit (Admin.)
Redevelopment Permit (Minor) - plus noticing costs
Redevelopment Permit (Major) - plus noticing costs
Redevelopment Permit Amendment (Admin)
Redevelopment Permit Amendment (Minor) - plus noticing costs
Redevelopment Permit Amendment (Major) - plus noticing costs
Right of Way Permit - Minor
Right of Way Permit With Encroachment - See Encroachment Agreement Processing
Right of Way Permit - Utili (+ actual costs for Insp. and Sr. Imp. time)
Right of Way Permit - Utility (By Contract)
Satellite Antenna Permit
Secured Agreement Proc. Extension
Secured Agreement Proc. Replace -+ improvement plan revision fees if required
Sidewalk Sign/Outdoor Display Permit, Redevelopment Area
Sign Program
Sign Program Permit, Redevelopment Area
Sign Program Permit Amendment, Redevelopment Area
Site Development Plan - Res. <= 4 unitdlots
Current
Fee
Recommended Unit
Fee cost I
4,935
31,625
5,380
1,265
360
290
300
560
1,230
4,680
6,315
1,390
5,030
6,810
2,280
6,325
9,995
2,280
6,325
9,995
3,520
1,580
760
1,330
505
5,760
3,130
610
530
530
150
520
575
660
175
345
335
1,245
2,280
130
445
1,095
265
560
560
320
320
575
40
825
225
50
3,380
5,375
34,790
5,920
1,390
400
320
305
615
1,355
5,150
6,950
1,530
5,535
7,490
2,510
6,960
10,995
2,510
6,960
10,995
3,875
1,740
835
1,360
555
6,335
3,445
655
585
585
165
570
635
725
195
380
370
1,370
2,508
145
490
1,205
290
615
615
350
350
635
45
910
250
55
3,720
53
39,OZ
7.02
4,26
50!
42:
30t
65:
1,4%
5,521
7,96t
1,73'
6,18t
8,47;
2,79:
8,73
13,38'
2,84(
7,5%
12,32f
12,32€
2,081
1,016
1,762
1,362
7,557
4,03i
65E
1,236
1.95E
885
757
675
760
221
41 1
2,31 E
5,316
12.31 9
446
1,942
4,749
38 1
1,024
1,024
405
352
659
285
1,076
602
358
4,018
$
Subsidy
t
4,23
1,lOt
2,877
1 O!
1 0:
1
3
13:
37d
1,012
20 1
652
98i
2%
1,774
2,382
33(
63:
1,331
8,451
341
184
402
807
1,221
591
1
653
1,373
1 87
720
40
43
26
31
1,948
3,946
9,811
30 1
1,452
3,544
91
409
409
55
2
24
240
166
352
303
298
June 2005 55
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
Current Recommended
Fee Fee Fee Descriptim
Site Development Plan
Site Development Plan Amendment (Minor)
Site Development Plan Amendment (Major)
Special Use Permit - Scenic Corridor
Special Use Permit - Flood Plain
Special Use Permit - Flood Plain, Coastal High Hazard Area
Special Use Permit Amendment - Flood Plain
Special Use Permit Amendments - All Other
Specific Plan Amendment (Major) (+ fbhr after 180 hr proj planner or 30hrs Proj eng)
Specific Plan Amendment (Minor) (+ fbhr after 20 hr proj planner or 7hrs Proj ens)
Specific Plan (+
Street Name Change
Street Vacation - Regular
Street Vacation - Summary
Structure Relocation - Use Planning Commission Determination
Substantial Conformance Exhibit Rev.
Tentative Map Revision - 5- 49 Unitskots + $4Oea 5+ (whichever is greater)
Tentative Map Revision - 50+ UniWLots + $15ea 49+ (whichever is greater)
Tentative Parcel Map Processing Fee (Minor Subdivision)
Tentative Parcel Map 1 yr Extension (per application)
Parcel Map (Minor Subdivision) - Final
Tentative Tract Map - 5 -49 LoWUnits + $1 IOea. > 5 (whichever is greater)
Tentative Tract Map - 50+ LotsNnits + $15ea 49+ (whichever is greater)
Tentative Tract Map Extension- 5 to 49
Final Tract Map (+ $5 per Acre)
Third Parly Review - plus consultant cost
Variance - Administrative Redevelopment
Variance - Redevelopment
Variance - Engineering
Variance - Planning
Variance - Administrative (Planning)
Variance - Administrative (Planning) Recreational Vehicle Admin. Variance
Zone Change - 5 or fewer acres
Zone Change - 5.1 or more acres
Zone Code Amendment
Zoning Compliance Letter
Notes:
(1) - See attached schedules and rate tables.
(2) - Based on number of units or lots whichever is greater
(4) - Any Permit Amendment not identified assessed at 50% of original cost.
after 1st 200 hrs project planner or 60 hrs project engineer)
Unit
cost
8,570
2,255
5,810
2,645
2,920
2,120
2,530
1.835
17,000
1,100
26,565
1,240
3,150
2.370
760
3,165
5,760
2,875
1.120
2,850
6,200
12,460
2,185
5,660
560
140
320
570
2140
570
570
3,710
5,030
4,785
9,430
2,480
6,390
2,910
3,215
2,330
2,785
2,020
18,700
1,210
29.220
1,365
3,465
2,580
835
3,480
6,335
3,165
1,230
3.025
6,820
13,705
2,405
6,225
615
1 55
350
630
2355
630
630
4,080
5,535
5,265
10,951
2,619
7,089
3,540
3,882
2,813
3,576
2,556
20,056
4,266
30,191
1,680
4,152
2,587
91 9
6,616
10,480
3,648
1,387
3,031
10,607
18,817
2,894
6,543
724
539
1,435
71 3
3,185
713
675
4,641
6,336
5,995
601 651 210
$
Subsidy
1,521
135
699
63C
667
483
79 1
53€
1,356
3,056
971
315
687
7
84
3,13€
4,145
483
157
6
3,787
5,112
489
318
109
384
1,085
83
830
83
45
561
80 1
730
145
(5) - Plus Fish and Game department fee, if any. Currently set at $1,250 for Negative Declaration and $850 for EIR..
(6) - Fees set by State Statute.
(7) - For all Assessment Districts using 1915 Act Bonds.
(8) - A 25% discount may apply when submitted with another application
(9) - A 25% discount will apply when submitted with a General Plan Amendment
June 2005
FIRE PROTECTION SYSTEM INSTALLA
9utomatic Sprinkler Systems - Residential System - Commercial System - 1 st riser 1 st floor
- Tenant Improvement
- ea add'l riser
Fire Alarm Systems - I to 25 Devices - 26 or more Devices
Other Fixed Fire Systems - Hood and Duct
- Halon - Special Chemical Agent - Standpipe - Paint Spray Booth
Repeated Inspection on new construction
FIRE PROTECTION SYSTEM INSTALLA
Automatic Sprinkler Systems - Residential System - Commercial System - 1 st riser 1 st floor
- Tenant Improvement
- ea add'l riser
Fire Alarm Systems - 1 to 25 Devices - 26 or more Devices
Other Fixed Fire Systems - Hood and Duct - Halon - Special Chemical Agent - Standpipe - Paint Spray Booth
Repeated Inspection on new construction
Schedule #l DN FEES - Current
Plan Inspection Fees Total I
Review No. I cost Fee 1.
$55
55
3 at $55 each $220
1,150
565
1 at 60 each 115
$50 minimum 1 at $55 each $105
90 2 at 55 each 200
55
60
55
70
70
1 at 60 each 115
2 at 50 each 1 60
1 at 60 each 115
2 at 55 each 180
2 at 55 each 180
1 at 65 each 65
DN FEES - Recommended Schedule #l
Plan Inspection Fees Total
Review No. I cost Fee
$60
60
3 at $60 each $240
1,150
565
1 at 60 each 120
$55 minimum 1 at $60 each $1 15
95 2 at 60 each 21 5
60
60
60
75
75
1 at 60 each 120
2 at 50 each 160
1 at 60 each 120
2 at 60 each 1 95
2 at 60 each 195
1 at 70 each 70
June2005 57
BRADING PERMIT APPLICATION FEES - Current
4mount Fee
100 CY" or less $320
Schedule #2
101 to 1,000CY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 CY or more
$635
for the first 100 cubic yards plus $1 15.00 for each additional 100
cubic yards or fraction thereof.
$1,900
for the first 1,000 cubic yards plus $1 15.00 for each additional 1,000
cubic yards or fraction thereof.
$2,990
for the first 10,000 cubic yards plus $175.00 for each additional 10,000
cubic yards or fraction thereof.
$4,565
for the first 100,000 cubic yards plus $275.00 for each additional 10,000
cubic yards or fraction thereof.
$7,315
for the first 200,000 cubic yards plus $125.00 for each additional 100,000
cubic yards or fraction thereof.
CY = Cubic Yards
GRADING PERMIT APPLICATION FEES - Recommended
4mount Fee
100 CY* or less $350
Schedule #1
101 to 1,000 CY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 CY or more
$700
for the first 100 cubic yards plus $1 15.00 for each additional 100
cubic yards or fraction thereof.
$2,090
for the first 1,000 cubic yards plus $1 15.00 for each additional 1,000
cubic yards or fraction thereof.
$3,290
for the first 10,000 cubic yards plus $175.00 for each additional 10,000
cubic yards or fraction thereof.
$5,020
for the first 100,000 cubic yards plus $275.00 for each additional 10,000
cubic yards or fraction thereof.
$8,050
for the first 200,000 cubic yards plus $125.00 for each additional 100,000
cubic yards or fraction thereof.
CY = Cubic Yards
June 2005 51
GRADING PERMIT FEES - Current Schedule #3
4rnount Fee
100 Cubic Yards (CY) or less $320
101 to 1,000 CY $320
for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
1,001 to 10,000 CY $905
for the first 1,000 CY plus $65 for each additional 1,000 CY or fraction thereof.
10,001 to 100,000 CY $1,490
for the first 10,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
100,001 to 200,000 CY $2,615
for the first 100,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
200,001 to 400,000 CY $3,865
for the first 200,000 CY plus $190 for each additional 10,000 CY or fraction thereof.
100,000 to 1,000,000 CY $7,665
for the first 400,000 CY plus $950 for each additional 100,000 CY or fraction thereof.
1,000,001 CY or more $1 3,365
for the first 1,000,000 CY plus $685 for each additional 100,000 CY or fraction thereof.
3RADING PERMYT FEES - Recommended Schedule #3
4rnount Fee
IO0 Cubic Yards (CY) or less $350
IO1 to 1,000 CY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
!00,001 to 400,000 CY
100,000 to 1,000,000 CY
$350
for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
$995
for the first 1,000 CY plus $65 for each additional 1,000 CY or fraction thereof.
$1,640
for the first 10,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
$2,880
for the first 100,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
$4,250
for the first 200,000 CY plus $190 for each additional 10,000 CY or fraction thereof.
$8,430
for the first 400,000 CY plus $950 for each additional 100,000 CY or fraction thereof.
,000,001 CY or more $14,700
for the first 1,000,000 CY plus $685 for each additional 100,000 CY or fraction thereof.
June 2005 4q
MPROVEMENT CONSTRUCTION INSPECTION FEES - Current Schedule #4
Zost of Improvements Fee bo to $20,000 5.5% - $315 Minimum
§20,001 to $50,000
§50,001 to $100,000
§lOO,OOl to $250,000
§250,001 to $500,000
§500,001 to $1,000,000
§l ,000,001 or more
$1,265
for the first $20,000 plus $250 for each additional $10,000 or fraction
thereof
$2,530
for the first $50,000 plus $125 for each additional $10,000 or fraction
thereof
$3,165
for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof
$4,680
for the first $250,000 plus $105 for each additional $10,000 or fraction
thereof
$7,340
for the first $500,000 plus $105 for each additional $10,000 or fraction
thereof
$1 2,525
for the first $1,000,000 plus $105 for each additional $10,000 or fraction
thereof
IMPROVEMENT CONSTRUCTION INSPECTION FEES - Recommended
Cost of improvements Fee
$0 to $20,000
Schedule #4
5.5% - $345 Minimum
$20,001 to $50,000
$50,001 to $1 00,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
$1,000,001 or more
$1,390
for the first $20,000 plus $250 for each additional $10,000 or fraction
thereof
$2,780
for the first $50,000 plus $125 for each additional $10,000 or fraction
thereof
$3,480
for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof
$5,150
for the first $250,000 plus $105 for each additional $10,000 or fraction
thereof
$8,075
for the first $500,000 plus $105 for each additional $10,000 or fraction
thereof
$1 3,780
for the first $1,000,000 plus $105 for each additional $1 0,000 or fraction I thereof
June 2005 bb
IMPROVEMENT PLAN REVIEW FEES - Curtent
Cost of Improvements Fee
$0 to $20,000
Schedule #5
$1,015 plus 5% of value of improvements
$20,001 to $50,000 $1,290 plus 4% of value of improvements - $2,440 minimum
$50,001 to $1 00,000 $1,660 plus 3% of value of improvements - $4,040 minimum
$100,001 to $250,000 $1,875 plus 2.5% of value of improvements - $6,120 minimum
§250,001 to $500,000 $5,670 plus 2% of value of improvements - $1 3,250 minimum
§500,001 to $1,000,000 $9,995 plus 1.5% of value of improvements - $20,660 minimum
3ver $1,000,000
(Improvement Plan Check Fees are based on the current City of San Diego unit
prices. This includes the cost of curbs, gutters, sidewalks, asphalt or concrete
paving, storm drains, etc.)
$10,250 plus 0.75% of value of improvements - $31,980 minimum
[IMPROVEMENT PLAN REVIEW FEES - Recommended Schedule #5
Cost of Improvements Fee
$0 to $20,000 $1 ,I 15 plus 5% of value of improvements
$20,001 to $50,000
$50,001 to $100,000
$1 00,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
$1,420 plus 4% of value of improvements - $2,440 minimum
$1,825 plus 3% of value of improvements - $4,040 minimum
$2,065 plus 2.5% of value of improvements - $6,120 minimum
$6,240 plus 2% of value of improvements - $13,250 minimum
$10,995 plus 1.5% of value of improvements - $20,660 minimum
Over $1,000,000
(Improvement Plan Check Fees are based on the current City of San Diego unit
$1 1,275 plus 0.75% of value of improvements - $31,980 minimum
rices. This includes the cost of curbs, gutters, sidewalks, asphalt or concrete
aving, storm drains, etc.)
June 2005
LANDSCAPE INSPECTION FEES - Current Schedule #7
Zost of Improvements Fee
$0 to $20,000 $445
$20,001 to $50,000
$50,001 to $100,000
$1 00,001 to$250,000
$250,001 to $750,000
$750,001 and Over
$630
for the first $20,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$885
for the first $50,000 of improvements plus $20 for each additional
$1 0,000 or fraction thereof
$1,265
for the first $1 00,000 of improvements plus $1 50 for each additional
$100,000 or fraction thereof
$1,520
for the first $250,000 of improvements plus $1 50 for each additional
$1 00,000 or fraction thereof
$2,400
for the first $750,000 of improvements plus $1 50 for each additional
$1 00,000 or fraction thereof
LANDSCAPE INSPECTION FEES - Recommended
Zost of Improvements Fee
$0 to $20,000 $490
Schedule #7
$20,001 to $50,000
$50,001 to $100,000
61 00,001 to$250,000
b250,OO 1 to $750,000
6750,001 and Over
$695
for the first $20,000 of improvements plus $20 for each additional
$1 0,000 or fraction thereof
$975
for the first $50,000 of improvements plus $20 for each additional
$1 0,000 or fraction thereof
$1,390
for the first $100,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$1,670
for the first $250,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$2,640
for the first $750,000 of imprwements plus $1 50 for each additional
$1 00,000 or fraction thereof
June 2005 0
LANDSCAPE PLAN CHECK FEES - Current
Cost of Improvements Fee
$0 to $20,000 $445
$20,001 to $50,000
$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
Over $1,000,000
Schedule #8
$635 plus 3.0% over $20,000
$1,835 plus 1.5% over $50,000
$2,780 plus 0.2% over $100,000
$3,420 plus 0.15% over $250,000
$4,175 plus 0.1% over $500,000
$6,325 plus 0.07% over $1,000,000
LANDSCAPE PLAN CHECK FEES - Recommended
.Cost of Improvements Fee
$0 to $20,000 490
Schedule #8
$20,001 to $50,000
1$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
Over $1,000,000
$700 plus 3.0% over $20,000
$2,020 plus 1.5% over $50,000
$3,060 plus 0.2% over $100,000
$3,760 plus 0.15% over $250,000
$4,590 plus 0.1% over $500,000
$6,960 plus 0.07% over $1,000,000
BUiLDiNG PERMiT FEES Schedule #9
(55% of the 2001 Uniform Bulldlng Code Table l-A fee schedule)
Fees are based on the Awl1 2005, Building Valuation Multipliers published by the
San Dlego Area Chapter of the International Code Council.
Total Valuation Fee
$1 .OO to $500.00 $12.93
$501 .OO to $2,000.00 $12.93 for the first $500.00 plus $1.68 for
each additional $100.00, or fraction thereof,
to and including $2,000.00
$38.09 for the first $2,000.00 plus $7.70 for
each additional $1,000.00, or fraction
$2,001 -00 to $25,000.00 '
thereof, to and including $25,000.00
$215.19 for the first $25,000.00 plus $5.56 for $25,001 .OO to $50,000.00 I each additional $1,000.00, or fraction I thereof, to and including $50,000.00
$354.06 for the first $50,000.00 plus $3.85 for $50,001 .OO to $100,000.00
each additional $1,000.00, or fraction
thereof, to and including $100,000.00
$546.56 for the first $100,000.00 plus $3.08 for
each additional $1,000.00, or fraction
thereof, to and including $500,000.00
$1778.56 for the first $500,000.00 plus $2.61
for each additional $1,000.00, or fraction
$1 00,001 .OO to $500,000.00
$500,001 .oo to $1,000,000.00
thereof, to and including $1,000,000.00
$3,084.81 for the first $1,000,000.00 plus fil,OOO,OOl .OO and up
$2.01 for each additional $1,000.00 or
fraction thereof
3ther lnspectlons and Fees:
I. Inspections outside of normal business hours $60.00 per hour*
(minimum charge - 2 hours)
?. Reinspection fees assessed under provisions of Section 305 (9) $60.00 per hour'
3. Inspections for which no fee is specifically indicated $60.00 per hour*
(minimum charge - one-half hour)
1. Additional plan review required by changes, additions or revisions to
approved plans $60.00 per hour'
(minimum charge - one-half hour)
This cost shall include supervision, overhead, equipment, hourly wages and fringe benefits of the employees involved.
Jotwithstanding other provisions of this section, the building permit fee for factory built housing shall be 25%
)f the fee shown in Schedule #9, and the plan check fee shall be 65% of the building permit fee.
June 2005 63
Exhibit 6-7
Fee per gross acre
Area / Basin Name
A Euena Vista Lagoon
B Agua Hedionda Lagoon
C Encinas Creek
D Batiquitos Lagoon
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2005
Current Revised
Low High Low High
Runoff Runoff Runoff Runoff
51,865 $3,052 $2,029 $3,321
4,009 6,560 4,363 7,138
2,997 4,905 3,261 5,338
41 67 45 73
FOR INFORMATIONAL PURPOSES ONLY
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
Current Revised Chanae
Affordable housing credit $43,000 $45,000 $2,000
License lax on New Construction-mobile homes $1,582 $1,721 $1 39
Traffic Impact
Current Revised Chanae
Sewer Benefit Area Fees
Current Revised Chanas
Area A $ 3845 418 $ 34
Area B 675 735 60
Area C 1,675 1,799 124
Area D 1,678 1,803 125
Area E 2,475 2,658 183
Area F 2,488 2,673 185
Area 0 105 114 9
Area H 808 859 51
Area I 392 427 35
Area J 1,351 1,470 119
Area K 2,725 2,965 240
Area L 1,067 1,161 94
Area M 52 57 5
Isridge & Thoroughfare District #2 Fees Current Revised Change(
Zone 5 $246 5262 51 6
Zone 20 1,278 1,359 81
Zone 21 1,032 1,097 65
Bridge & Thoroughfare District #3 Fees Current Revised Change
Fee per ADT $1 40 5152 51 2
Agricultural Mitigation Fees Current
$9,744
Mater Connection Fees Current Revised Chanael
)isDlacement meter
'urbo (irriaation meters)
'urbine Meter
~ 1 -
8" $21 6,000 $229,630 $13,6301
518"
314"
1"
1 112"
2'
3"
4'
6"
8"
1 112"
2"
3'
4"
6"
8"
4
6
$2,999
$4,274
$6,748
$12,746
$19,194
$33,739
$52,483
$97,468
$1 15,200
$14,964
$23,992
$52,483
$1 49,950
$299,900
$420,000
$89,970
$1 87,438
$3,188
$4,544
$7,174
$13,550
$20,405
$35,868
$103,618
$122,469
$1 5,908
$25,506
$159,411
$318,822
$446,502
$95,647
$1 99,264
$55,794
$55,794
$189
$270
$426
$804
$1,211
$2,129
$331 1
$6,150
$7,269
$944
$1,514
$3,311
$9,461
$18,922
$26,502
$5,677
$1 1,826
Exhibit 6-8
PARK IN-LIEU FEES
Quadrant
District 1 - NW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
District 2 - NE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
District 3 - SW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
District 4 - SE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
Value Per Acre
$400,000
300,000
300,000
300,000
Current
Fee Per Unit
$3,251
2,639
2,435
2,087
2,436
1,977
1,825
1,564
2,436
1,977
1,825
1,564
2,436
1,977
1,564
1,825
The Park Fee ordinance establishs a method of determining park land values in each quadrant
Fee Per Unit Quadrant
District 1 - NW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
District 2 - NE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
Jistrict 3 - SW
Single Family Detached 8, Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
listrict 4 - SE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
Value.Per Acrc
$977,W
732,OW
732,000
732,000
$7,64!
6,411
6,19(
4,93
5,72€
4,804
4,636
3,696
5,728
4,804
4,636
3,696
5,728
4,804
4,636
3,696
he Park Fee ordinance establishs a method of determining park land values in each quadrant
June 2005
City of Carlsbad2005-2006 Operating Budget WorkshopEffectively Managing Today’s Effectively Managing Today’s Resources for TomorrowResources for Tomorrow
Budget CalendarCOUNCIL MEETINGS•May 17 – CIP Workshop•June 7 – Operating Budget Workshop•June 21 – Operating Budget and CIP–Public Hearing and AdoptionOTHER PUBLIC MEETINGS•June 15 – Citizen’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.
The ProcessHow does the City staff determine what they should be doing???
City of Carlsbad BudgetWaterReplace-mentSewerITCDBGHousingGeneralFundGCCCFDTIFParkIn LieuPublic Facilities FeesOperating BudgetCapital Improvement Program
City of CarlsbadCombined BudgetInternal Services5%Enterprise14%Special Revenue4%Redevelop-ment1%General40%$244.2 millionOperating64%Capital (CIP)36%
2005-06 Operating Budget Agenda9Economic Overview and Revenues9Forecast for the General Fund9Budget Requests9Other Fund Summaries9Changes to City Fees 9Program Options
National Perspective•GDP growth 3.5%•The current expansion is 12 quarters old – how much longer?UCLA Anderson Forecast: “a recession is in the future; he just doesn’t know when yet. He doesn’t see it in 2005, but believes it could happen in 2006”
State PerspectiveUCLA Anderson forecast:Weaknesses–Housing bubble??–Job qualityStrengths–Personal Income-5.7%–Taxable sales- 5.4%–Travel and tourismgrowthGrowing….slowly
Index of Leading Economic IndicatorsSan Diego County 2001-20050102030405USD Index of Leading Economic IndicatorsSan Diego County 2001-2005USD Economic Indicators“Although a downturn in the local economy is unlikely in 2005, the outlook is for a weakening to occur in the second half of the year.”
Carlsbad’s Economic Profile•Home prices•Taxable transactions•Tourism•Population growth
$0$100$200$300$400$500$600$700$8002000 2001 2002 2003 2004Fiscal Year28% increaseCarlsbadMedian Home Prices$725,000In thousandsResales
Residential Permits05001,0001,5002,0002,50096 98 00 02 04 06 08 10FutureFiscal Year•Bressi Ranch 623 units•La Costa Valley >2,000 units•Robertson Ranch 1,100 unitsFuture Master Planned Communities
Assessed Values and Property TaxesFYBillionsMillions12% increase in assessed values;33% growth in property taxes$0.0$2.0$4.0$6.0$8.0$10.0$12.0$14.0$16.0$18.0$20.097 98 99 2000 '01 '02 '03 '04 '05e '06e$0$5$10$15$20$25$30$35$40Assessed ValuesProperty TaxesVLF Swap
Vehicle License FeesEstimate: $500,000 for ‘06$0$1$2$3$4$5$6'97 '98 '99 2000 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11In Millions‘06VLF Loan to State$1.5 millionVLF/ Property Tax Swap$5 million
Growth Rates of Assessed Values to VLF-15%-10%-5%0%5%10%15%20%25%'93 '95 '97 '99 '01 '03Assessed ValuesVLF
Sales Taxes by Category$28.7 millionProp 1724%Construction4%Misc0%Food11%Transportation37%Retail31%Business13%
Sales Taxes by Geo Area$0$1$2$3$4$5$6$799/4 00/2 00/4 01/2 01/4 02/2 02/4 03/2 03/4 04/2 04/4MillionsBenchmark Year Auto Mall Carlsbad Redevelopment Area Plaza Camino Real Carlsbad Company Stores The Forum
98 99 00 01 02 03 04 05e 06eAll OthersLa CostaFour SeasonsNew Hotels$9.8M$9.3MTransient Occupancy TaxesNeed to finish$10.3M
Hotel Rooms in Carlsbad02,0004,0009800020406Four SeasonsGrand PacificHiltonInns of AmericaOver 3,500 RoomsExtended StayMarriott, Residence InnHampton Inns
Franchise Taxes$0$1$2$3$4$5$6$7$8'00 '01 '02 '03 '04 '05e '06eCableTrashGas/ElecIn Millions$7.5M$5.7M$5.3M
Operating Revenues By SourceGrants/Donations4%Other Gov't & Other2%Interest/ Rents3%Licenses/ Permits / Fines2%Interdept.9%Taxes57%Fees/ Charges24%Total = $162.4 million
Operating Revenues By Fund TypeInternal Services24%General64%Enterprise20%Special Revenue6%Redevelopment2%Total = $162.4 million
Operating Revenues By Fund TypeInternal Services24%General64%Enterprise20%Special Revenue6%Redevelopment2%Total = $162.4 million
General Fund RevenuesFiscal Year 2005-06Hotel Tax*10%Business License*3%All others19%Franchise*5%Property*36%Sales*27%*Five sources make up 81%$104.8 million
General Fund BudgetFY 2005-06Revenues:$ 104.8 millionBudget Requests $ 96.5 millionProjected Surplus: $ 8.3 million
General Fund BalanceEstimated Balance at 6/30/05$ 68.9 millionPlus: FY 06 Surplus8.3 millionLess Transfers:Golf CourseMedians Fund-21.0 million-.2 millionEstimated Balance at 6/30/06$ 56.0 million
Forecast Assumptions• CPI: 2.5% to 3%• Taxable sales 4.5% to 5%• Energy prices No spikes • Development Citywide projections• Salary increases 3-4% per year• Retirement costs All included- stabilized• Position growth6-9 new per year• Other expenses CPI + population• New facilitiesPer CIP
General FundRevenues and Expenditures020406080100120140160180'04'05'06'07'08'09'10'11'12'13'14'15'16RevenuesExpenditures
-$15-$10-$5$0$5$10$15'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14BalancedNet Revenues over (under) ExpendituresMillionsFY 06 ForecastFY 04FY 05Forecast Comparison
Major Uncertainties in the Forecast•Economy –Most economists expecting a slowdown–Effect of possible housing bubble•State Budget–$3-4 billion structural imbalance –Unknown solution
State of California Budget DeficitStructural Deficit =$3-4 billion-Reflects the reliance on borrowing and other one-time savings
Why is This A Concern?•Early 1990’s -$2.5 million•Fiscal year ‘04 -$1.3 million•Fiscal year ’05 -$1.8 million +•Fiscal year ’06 -$1.8 millionRevenues protected; but who knows what else may happen?
Budget RequestsDavid BarnumFinance Manager
Budget ProcessCouncil adopts budgetFinance Distributes Budget Manual LT reviews budgets & CM recommends to CouncilDepartments submit requests to Finance
Effectively Managing Today’s Resources for Tomorrow•Maintain current service levels•No new programs unless previously identified•Limited new positions•A balanced budget and long-term plan for staying in balance
Budget Overview••Proposed Budget $156.5 millionProposed Budget $156.5 millionTotal Workforce•659 full time•147.47 FTE hourly13 New Positions
Budget OverviewNew PositionsAviara2.00Hidden Canyon 0.75Pine1.25Recycled Water 2.00New Facilities6.00Public Safety3.00PT to FT Conversion4.00Total New Positions 13.00New Positions 2005-06Full Time
Special Revenue6%Enterprise22%Internal Service8%Redevelopment1%General fund62%Total Budget = $156.5 millionOperating Budget
General Fund BudgetIn MillionsTotal $90.5+ 10%Equipment+ 1%M & O$64.0$58.7$25.8$26.0$5.9$6.5$0$20$40$60$80$100+ 9%PersonnelTotal $96.5FY05FY06
General FundCommunity ServicesContingencyNon DepartmentalPublic WorksCommunity DevelopmentPublic SafetyAdmin SvcsPolicy/ LeadershipTotal Budget = $96.5 million
Public SafetyPolice Chief – Tom Zoll
CAD Project Update•Newly installed computer-aided dispatch system •Police car “mobile office” in progress
Community Policing•Increases community policing officers from 2 to 4.•Focus on communication, collaboration, and problem-solving•Cost–$190,800 ongoing–$71,200 one-time
Crime Analyst•Provide information to patrol and investigations to increase effectiveness.•More efficient use of data from CAD, ARJIS, GIS, and other sources.•Cost–$80,600 ongoing–$1,500 one-time
School Crossing Guards•Conversion from contracted service to 3.4 FTE part-time employees•21 locations•Previous cost $128,000 •In-house cost $90,000
Fire Chief - Kevin CrawfordPublic Safety
Fire Regional Efforts Videoconferencing Project•Connects 10 North County fire agencies through 51 fire station sites over 340 square miles•Used for both routine training and large scale emergencies –Improved emergency response times / standardized training–Enhanced coordination, monitoring and deployment of resources during large scale incidents
Fire Regional EffortsNorth County Study•Basis for Carlsbad Fire Department Strategic Business Plan•Identify potential service enhancements and cost efficiencies through partnerships in North County
Top Quality ServiceJim ElliottAdministrative Services Director
Volunteer ProgramEnhance the volunteer experience
Volunteer Program•Take it to the Internet:–MyVolunteerPage.com/Carlsbad–Non-profits may seek volunteers–City volunteer positions–Outreach campaign:•How to find local volunteer opportunities •Citywide commitment to Volunteerism–Enhance internal use of volunteers•Supports Community Sustainability!
Volunteer Program•The Citywide Volunteer Database –Eliminate duplication–Increase efficiency–Search for specific skill set –Total of 165 volunteer positions•Success!–June 2004 – 646 Active volunteers–June 2005 – 1,064 active volunteers (in 165 positions ~ $5 million value)–65% increase!
Cable TV FranchiseChallenges:–Adelphia bankruptcy process–Rigas family criminal trial–Current Cable Franchise expires – November 2006
Cable TV Franchise•Goals:–Top Quality cable TV service to the community–Fiscal sustainability: $1 million annual cable TV franchise revenue–Protect City’s interests in the bankruptcy and criminal court processes–Complete the refranchise process by Nov. 2006
Business Improvement District•Carlsbad Tourism:–3,583 hotel rooms–Second to City of San Diego•Business Improvement District (BID) –Carlsbad ConVis and Chamber have proposed the formation of a BID –State law allows Council to form a BID to fund tourism promotion
Business Improvement District•Work with ConVis and Chamber to propose a BID to the Council that:–Meets the needs of the Tourism Industry–Meets the needs of the City Council and community
Citywide Communication Strategic Plan5055606570758085909510020002001200220032004CommunicationConfidenceBenchmarkCommunication = Confidence
Citywide Communication Strategic Plan•Strategic plan -Coordinate and streamline City resources•Key messages and issues•Marketing plans•Develop partnerships and alliances with the community
Community DevelopmentSandra HolderCommunity Development Director
•Goal: Create an on-going communication plan to disseminate CCPS information•Hold CCPS2 Event in the Fall 2005Community Engagement Program (CCPS)
Development Review Process AuditCustomer Service; Responsiveness; Follow-up; ConsistencyOptimalProcessPerformanceMission, Goals and ObjectivesPolicies and ProceduresService to Business and Development CommunitiesPerformance Measures: Efficiency, Effectiveness and QualityManagement Structure and LeadershipStaffing, Supervision, and TrainingTools and TechnologyWorkload Distribution
New Customer Service Initiative Goal¾Conduct S.W.O.T. Analysis/Stakeholder Meetings¾Design Enhanced Customer Service Program OUTCOME:Create a “Client Centered” Customer Service Program
Rental Assistance Program•Funding reduction of approx. $408,000 total requires reductions in monthly housing assistance payments:–Reduce Payment Subsidy Amounts–Increase minimum rent payment to $50–No 2ndbedroom for medical equipment–Reduce program size by attrition
Community ServicesLibraryCliff LangeLibrary Director
Carlsbad City LibraryBalanced Scorecard
Customer PerspectiveCustomerSatisfactionMeet CustomerNeedsImproveProductivityInternal Processes PerspectiveServices & Resources PerspectiveHave DesiredMaterialsAvailableKeepCollectionResourcesFreshCompetentStaffRightAttitudeOrganizational Readiness PerspectiveFinancial SupportFrom the CityFinancialSupport from theCommunityFinancial PerspectiveDemonstrate ValueShow High Levelsof CustomerSatisfactionPublic ValueDeliver DesiredServicesBestPractices &InnovationsRight Tools& Facilities NewRevenueSourcesSTRATEGY MAP
Marketplace Approach to Library Services• Update and create a consistent image, message and identity• Empower the customer• Service Reorganization• Customer Driven Service Delivery• Harness Technology
Cultural Arts Office• TGIF Jazz in the Parks• The William D. Cannon Art Gallery•Three-Part-Art
Other on-going programs• Community Arts Grants• San Diego Opera Preview Lecture Series• The Sculpture Garden• Family Programs & Festivals• Sister Cities programs• Art in Public Places
Community Services RecreationKen PriceRecreation Director
ÃAviara Aviara Community ParkCommunity ParkÃHidden Canyon Hidden Canyon ParkParkPine Avenue Pine Avenue ParkParkÃPark Projectsnorth
Annual Cost: $350,000
Annual Cost: $100,000
Annual Cost: $140,000
Creating Community through People, Parks and ProgramsCreating Community through People, Parks and Programs
T.R.U.S.T. Program••Improvement in Sportsmanship:Improvement in Sportsmanship:––Adult Sports 25% IncreaseAdult Sports 25% Increase––Youth Sports 84% IncreaseYouth Sports 84% Increase••Technical Fouls Decrease:Technical Fouls Decrease:2001200120052005––Adult Sports 46 17 Adult Sports 46 17 ––Youth Sports 43 8 Youth Sports 43 8
Public WorksLloyd HubbsPublic Works Director
Maintenance Assessment Program(MAP)•Performance Measure•Outside Review•Determine future projects and budget requests
Existing Park Site Improvements•Previous MAP Projects9Holiday Park restroom remodel9Calavera Community Center exterior siding•Current MAP project requests9Picnic table/bench replacements9Roofing repairs9Backstop repairs at Calavera Park9$223,500 requested for park site improvements in FY2006
•Enhanced Service Delivery9Parks - Maintenance Aide•Consistent Labor Force•Weekend Coverage–Litter pick-up–Restroom Maintenance•Flexibility in work schedule to meet demands of customersPart-Time to Full-Time Conversions
Part-Time to Full-Time Conversions•Enhanced Service Delivery9Contract Inspection•Growing area that needs to be managed–School Pilot Program–Grounds Maintenance»24% by contract–Increase in Medians»35% by build-out9Facilities•Provide full coverage at Senior CenterPT to FT CONVERSIONSyParks: 5.76 to 3.0yFacilities: 1.83 to 1.0yNo Budget Impact
Water Reliability•Sustainable Water Supplies•Goal is 90% ReliabilityfDemand in excess of 26,000 AFY90% Reliability10%21%69%Drought ConservationRecycled LocalImported Water Supply
Recycled Water•Phase II Project9Construction Contractsf19 out of 21 awardedfCompletion: Summer 20069CWRF StartupfTesting- June 2005fFully operational - July 2005•New Customer Use Sites9Staff Actively Working OnfNew Development – 5 sitesfConversions – 46 sitesfRetrofits – 4 sitesyAdding 2 new positionsyPlant Operated by EncinayOperating Budget $538,600yCross Connection Control TechnicianyWater Systems Operator I
Desalination Supply•Agreements Executed9County Water Authority9Poseidon Resources10%48%21%21%Drought ConservationRecycled LocalImported Water SupplyDesalinated Local
Desalination•Future Desalination Activities – the next steps:9Work with CWA & Poseidon9Environmental Studies9Distribution Line Locations9Corrosion Studies9Water Quality Issues
Other Funds
Water Enterprise FundOtherProperty TaxWater SalesInterestEstimated Revenue = $24.0 millionBudget = $24.9 millionDepreciationPersonnelPurchased WaterOther
Sanitation Enterprise FundOtherInterestService ChargesEstimated Revenue = $7.3 millionOtherDepreciationPersonnelEncinaBudget = $7.7 million
ProposedSewer Rate Increase•Commercial and Residential •4 % increase for FY 05-06•Potential for future rate increases•Residential Rate •Current Rate $13.00/month•Proposed Rate $13.50/month
-$2.0-$1.5-$1.0-$0.5$0.0$0.5$1.0$1.5$2.0'04 '05 '06 '07 '08 '09 '10 '11 '12Net Income (Loss)MillionsSanitation FundProjected Net Income /(Loss)Balanced
-$2.0-$1.5-$1.0-$0.5$0.0$0.5$1.0$1.5$2.0'04 '05 '06 '07 '08 '09 '10 '11 '12Sanitation FundProjected Net Income /(Loss)With Future Rate IncreaseNet Income (Loss)MillionsBalanced
Sewer Rate Comparison$0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50City of PowayCITY OF CARLSBAD*Leucadia Wastewater Dist.*Vallecitos Water District*City of OceansideCity of Encinitas*City of Vista*City of Solana BeachBuena Sanitation District*Olivenhain Muni Water Dis t.City of Del Mar* Member of EWACity of Carlsbad*
Solid Waste Enterprise FundOther Recycling FeesInterestTrash SurchargeEstimated Revenue = $2.1 millionBudget = $2.2 millionRecyclingStorm Water
ProposedTrash Increase• Recommended Increase:•6% Residential• 7% Commercial • City contracts with Coast Waste for commercial and residential trash service • No increase in rates since 1997• Rates are lowest in the County• Rate study performed
$0 $2 $4 $6 $8 $10 $12 $14 $16 $18PowayEscondidoOceansideEncinitasSan MarcosCoronadoDel MarEl CajonLemon GroveSolana BeachLa MesaVistaCarlsbad CurrentCarlsbad ProposedResidential TrashRate Comparison
CurrentProposed$Increase%IncreaseBase Rate$13.26$14.07$0.81 6%Storm Water1.952.090.147%AB9390.270.290.026%Franchise Fee0.991.050.066%Total BillTotal Bill$16.47$16.47$17.50$17.50$1.03$1.036%6%Residential TrashMonthly Rates
Special Revenue FundsBlock grantOtherSection 8Maintenance DistrictsTotal Budget = $10.1 million
Risk MgmtHealth InsuranceVehicle MaintVehicle ReplWork CompInfo TechInternal Service FundsTotal Budget $13.1 million
050100150200250300FY 06OperatingGoals• Budget = $262,000– Operating $157,000– Goals $105,000• Ponto Area Land use strategy•CentreCity Gateway (partial)in thousandsSouth Carlsbad Coastal Redevelopment Area Fund
200250300350400'03 '04 '05 '06e '07e '08eSCCRAAssessed ValuationsTax BaseMillions
05001000150020002500FY 06CIPGoalsAdminDebt RepaymentTotal Budget = $2.25 millionin ThousandsVillage Redevelopment Area FundOperating $1,484,000Goals $ 50,000CIP $ 715,000
Fee Updates
Ambulance Fees• Last increased Jan 2000• Currently lowest resident rates in the County• Mid point for non-resident rates• Recommended Increase –Base Rate 20%– Treat and Release 8%
Resident Ambulance Rate Comparison$0 $200 $400 $600 $800 $1,000Chula VistaRamonaLakeside/Santee (CSA 69)PowayImperial BeachCarlsbadCoronadoNorth CountyBaronaViejasOceansideSan Diego MSESycuanEast County FPDEl CajonNational CitySan MarcosLa Mesa/San MiguelEscondidoVis ta
Development Related Service Fees• Fee Study completed last year indicated a 25% increase in costs• Fees increased 15% last year• Additional 10% increase this year to same fees
Park in Lieu Fees• Last update in 2000• Fee calculation uses two variables:– Housing Density–Land Values• Housing Density set by ordinance• Fee set by resolution (based on land value)
Park in Lieu FeesQuadrant Current ProposedLand Value:NW$ 400,000 $ 977,000NE, SW, SE $ 300,000 $ 732,000Fees:NW$ 3,251 $ 7,649NE, SW, SE $ 2,436 $ 5,728
Other Fee Increases• Facility fees – minor adjustments• Agua Hedionda Lagoon permit fees – 10-30%• New Cancellation Check Processing Fee - $20• Building Permit fees – valuation factor adjustment • Development Impact fees – ENR adjustments
Program Options
Boys and Girls Club of Carlsbad•Established 1952•Has served over 50,000 youth and Families•Currently has 1,900 members•Two locations in Carlsbad•La Costa•Village of CarlsbadProgram Option
New Club in Bressi Ranch – Open Late 2007•18,000 sq. ft. facility with a capacity to serve 300 children per day•Indoor Gym•Technology Center•Art Rooms•Cost $5,000,000Program OptionBoys and Girls Club of Carlsbad
•Donation Requested•Fixtures, furnishings and equipment $325,000•Capital campaign management and marketing 175,000•General operations499,999--------------------$999,999•Any funds donated would be matched 4:1 by the Boys and Girls Club of CarlsbadProgram OptionBoys and Girls Club of Carlsbad
Background on Funding of Community Requests• Community Activity Grants• Funding Outside of the Process• Community Development Block Grant (CDBG) ProgramProgram OptionBoys and Girls Club of Carlsbad
1. Direct the Boys and Girls Club to request funding through the Community Activity Grants process2. Fund the request outside of the process:a. How much would the Council like to contribute?b. Does Council want to specify what the funds can be spent on? 3. Contribute nothing at this timeProgram OptionBoys and Girls Club of CarlsbadCouncil Options
Fly FriendlyBackground•The McClellan-Palomar Airport Advisory Committee & County of San Diego developing Fly Friendly•Literature to educate Homeowners and Pilots•Requesting $1,500 in matching contribution and a link for Fly Friendly on the City websiteProgram Option
1. Decline any contribution at this time, but provide a link to the Fly Friendly program on the City’s web site2. Contribute a one-time $1,500 to Fly Friendly3. Contribute a one-time payment of $1,500 to Fly Friendly and provide a link to the Fly Friendly program on the City’s web site4. Contribute $1,500 to the 05-06 budget, provide a link to the Fly Friendly website and include a similar amount in future budgets Fly FriendlyCouncil OptionsProgram Option
Aerial Apparatus•Commonly known as a “Ladder Truck” or Quint1. Pump2. Water Tank3. Hose4. Complement of Ladders5. Aerial Device Ladder•1,000 structures in Carlsbad currently not accessible•Aerial Apparatus responded 160 times in previous year•Availability of aerial apparatus from surrounding cities dependent demand and locationProgram Option
Financial•Approximate cost of a Quint aerial apparatus is $825,000•Replacement of a fire engine (F399), originally scheduled for replacement in FY 2004/05. •The projected annual maintenance cost of a tillered Quint aerial apparatus is approximately $6,000 more than a fire engine.Program OptionAerial Apparatus
Aerial ApparatusCouncil Options1. Purchase and place in service in FY 2005-06 a 100-foot Quint costing approximately $825,000. 2. Do not purchase a Quint at this time and purchase a fire engine costing approximately $415,000 for the scheduled replacement of fire engine F399. Program Option
Tourism Promotion Funding•Carlsbad Convention & Visitors Bureau–Operates visitors center–Local promotionProgram Option•SD North Convention & Visitors Bureau–Group sales program
• Total Budget for FY 2004-05 $508,000• No funding in the 2005-06 budget at this time• Business Improvement District (BID) formation being discussed• Recommend: Contracts be reduced by amounts received from BID fundingProgram OptionTourism Promotion Funding
Tourism PromotionCouncil OptionsFor each group:1. Contract for same amounts• CCVB $408,000• SDN $100,0002. Contract at a lesser amount3. Don’t contractProgram Option
Trails MaintenanceProgram OptionCurrent Program:• ½ time maintenance worker + volunteers • $29,168• $2,333 per mileTrail Mileage:Now 12.5Adding 8.5 Total miles: 21.0
Trail MaintenanceRequest• Add 1 maintenance worker plus additional supplies and materials– Personnel cost: $59,948– Supplies/materials cost: $28,769• Result in program cost of $117,885 or $5,614 per mileProgram Option
TrailsOther Considerations9HMP requires open space maintenance9New open space acquisitions requested9Open space/trails rated high by citizens9Median district is underfunded $500k loanHow to pay for all of this?¾Consider forming a special district?Program Option
Trails MaintenanceCouncil OptionsProgram OptionAdd/Convert:Increase of:Total Cost per Mile:1.2.3.4.1 FT employee plus materials$88,717$5,614.5 PT to 1 FT plus materials$77,482$5,079Materials only$28,769$2,759NoneNone$2,333
Solid Waste EnhancementsProgram Option• State requires 50% diversion rate• Carlsbad fell to 48% in 2003• Request new programs to help increase the diversion rate• Sufficient funds available
Solid Waste Enhancements RequestProgram OptionEventCost1.Curbside Hazardous Waste Collection$74,8002.3.Backyard Composting$22,000Special Collection Event:Household Hazardous Waste and Electronic Waste$70,000
City of Carlsbad
Golf Course
PREFACE
In 1986 many citizens worked very hard to support and pass the City of Carlsbad’s
Growth Management Plan. It was not an easy election.
In1989 many of these same citizens proposed and voted for the construction of a City of Carlsbad
Municipal Golf Course. It passed with a 58% plurality.Being honorable citizens they also propsed a
method by which the City could pay for said golf course.
The City Council , at the same time,opted not to raise the TOT tax from 8% to 10%.
In good faith the citizens proposed,and secured 58% approva1,of the increase from 8% to 10%.
In 2004-2005 fiscal year the 2% increase amounted to $2,000,000.Since 1989 said 2% increase
produced,including interest,$l7,000,000 to the General Fund.Without the golf course the City may never
have gone from8% to 10% and the City would not have collected the $1 7,000,000.
SUMMARY OF RECOMMENDATIONS
It is recommended that:
1. 1. The City Council provide the funds and the expertise to construct and complete the proposed
golf course and the proposed swimming pool;
2. 2. The City Council should provide accurate information to the public, Le.
o o The statements that The City is “giving“ $30 million to the golf course and the City is
“spending”$37 million on the golf course are completely
o o inaccurate. The City is only “1ending”the money not “spending” the money;if you do
not build the golf cours you will not have $35 or $37 million to spend else where;
3. 3. The City Council should provide a more ”open book policy where they provide detailed
financial information;
4. 4. Financing the golf course through the use of an “enterprise fund’khould be given wide public
exposure which would include a thorough description of “enterprise funds” and how they
work;failure to do so gives a false impression of the project;
5. 5. The financial structure of the golf course should allow for enough revenue to provim funds to
maintain and operate the golf course as well as cover the short fall in maintenance and operation
of the swimming pool;THE CITY OF OCEANSIDE EARNS $700,000 PER YEAR; YOUR
FINANCIAL CONSULTANTS SHOW,WITHOUT DEBT SERVICE AN EXCESS OF $1
MILLI0N;OCEANSIDE HAS THE LOWEST FEES IN THE COUNTY AND HUGE VOLUME OF
PLAY
6. 6. The sale of excess real estate created by the golf course design should be utilized to reduce
any debt (other than general fund advances), and must pay for the construction of the golf
course;
7. 7. The City Council should advance $20 million to the golf course “enterprise fund” for
construction;
o o It has been stated by the mayor on numerous occassions and by City Council
members that in 1988 $7 million was an acceptable number to build the golf course. If so,
that same $7 million in today’s market is worth $17 million and this would be a great start
to dedicate to the project without it being “too much” ;.
8. 8. That the General Fund advance $20 million to be repaid by the “enterprise fund” starting in
2017 or 10 years after the opening of the golf course;
9. 9. There is the potential that the golf course revenue could repay part of the general fund loan
earlier, but will require monitoring;
10. 10. Fees for the golf course should be structured to meet market forces while giving reduced
fees to Carlsbad residents and students.
11. 11. With $580 million available for capital improvements in the City of Carlsbad, it does not seem
unrealistic that $20 million be set aside to create a cash benefit resource to the citizens.
12 consideration should be given to construction of the clubhouse and driving range as first phase to earn
some revenue while the course is being constructed;
13 The course and the especially the Clubhouse should be promoted as a social focul point of the city;
14 It is obvious that the citizens who voted for this project did not in any way contrbute to the 16 Or 17
year delay;
15 The city currently spends $750,00 for Hosp Grove ($16 mil1ion)and that “advisory” vote passed by 21
votes;
If we continue to wait to resolve each and every objection prior to thinking in a forward manner working
through issues, projects will never be accomplished. It is time to move ahead with this project .The
citizens agreed by their vote that it was a positive for the city.
John Mamaux
1393 Basswood Ave
Carlsbad,Ca
(760) 729 5648