HomeMy WebLinkAbout2005-06-21; City Council; 18176; 2005-06 Operating & CIP Budgets and Fee RevisionsAB# 18,176 ADOPTION OF THE 2005-06 OPERATING AND
MTG. 06/21/05
DEPT. FIN CHARGES FOR SERVICES
CAPITAL IMPROVEMENT PROGRAM
BUDGETS AND REVISION OF FEES AND
RECOMMENDED ACTION:
DEPT. HD.
CITY ATTY. ye-
CITY MGRZ
1. Hold a public hearing on the City of Carlsbad's, Carlsbad Municipal Water District's, and Housing
and Redevelopment Commission's 2005-06 Operating Budget, and 2005-06 to Buildout Capital
Improvement Program .
2. Adopt Resolutions No. 2005-196 , 1247 , and 399 , adopting the final Operating Budgets for 2005-06, and appropriating funds for the 2005-06 Capital Improvement
Program, and approving a net reduction to and appropriation transfers between Encina projects
in the current fiscal year. (Subject to any actions taken tonight)
3. Adopt Resolution No. 2005-197 , adopting the Gann spending limit for the City of Carlsbad
for 2005-06. -
4. Adopt Resolution No. 2005-198 , adopting changes to the Master Fee schedule.
ITEM EXPLANATION:
The proposed 2005-06 Budget totals $244.4 million, of which $156.7 million is the Operating Budget
and $87.7 million is the Capital Improvement Budget. Operating revenues total $162.4 million and Capital revenues total $1 17.7 million, for a total of $280.1 million.
The Operating Budget provides the funding for all operations of the City including police and fire
services, library operations, utility services, affordable housing programs, recreation programming,
park and street maintenance, and many others. The Capital Improvement Program outlines the
financing plans for all of the City's major construction projects including civic facilities, roads, water
and sewer lines, as well as all the other infrastructure needs.
The following is a brief summary of the proposed budgets. More information can be found in the
overviews of the Operating Budget and the Capital Improvement Program in Exhibits 1 and 2.
ODerating Budget
The proposed Operating Budget for 2005-06 totals $156.7 million, an increase of $9.1 million from
the 2004-05 adopted budget. Operating revenues are estimated at $162.4 million, which is an $8.2
million increase over the current year projections.
General Fund Revenues
General fund revenues for 2005-06 are estimated at $104.8 million, 2.7% higher than the current
year's projections, with most of the increase coming from the tax revenues.
Property taxes, the City's largest single revenue source, 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. Property taxes for fiscal
year 2005-06 are based on property values as of January 1,2005.
Sales taxes are expected to grow by 8%, to $28.7 million for 2005-06. The increases in sales taxes
reflect steady consumer spending as well as continued growth in several of the City's shopping
centers. Transient occupancy taxes will reach approximately $1 0.3 million, an increase of 5%.
PAGE 2 OF AGENDA BILL NO. 18,176
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.
General Fund Expenditures
The increases in the General and other fund revenues enable 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.
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 full and three-quarter time employees and 147.47 hourly.
Some of the new services in the 2005-06 budget are highlighted below:
New Facilities - Three new parks are planned to open in 2005-06: Aviara, Hidden Canyon and
Pine. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating Budget.
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.
Public Safety - The Police department is enhancing its community-oriented policing program.
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. A Crime Analyst will also
be added 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 with reduced costs.
0 Customer Service - One of Council’s goals is top-quality service, which means serving our
customers well. There are several customer service initiatives in the budget this year. The
Library’s marketplace service approach and the Development Process Review (DPR) are two
examples of customer service initiatives. The DPR will analyze the Community Development
department with the goal of making it more efficient and user-friendly to the citizens.
Increased 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 positions.
The full-time employees will experience less turn-over and will receive the required training to
provide a more consistent level of year-round coverage in maintaining existing parks and
facilities.
A Business Improvement District (BID) may be created to pay for tourism promotion services,
thus, 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 number and types of vehicles being a
PAGE 3 OF AGENDA BILL NO. 18,176
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.
The Operating Budget also includes a $4.3 million transfer to the Infrastructure Replacement fund to
provide funding for infrastructure replacement as needed. The Council’s contingency account is
proposed at $2.3 million, which is approximately 2.5% of budget requests. This account is available
to the City Council to address unanticipated emergencies or unforeseen program needs. Lastly,
$796,000 of capital outlay requests has been included in the proposed General fund budget.
Changes to the Operatina Budget
The following change has been made to the Operating budget schedules since the Council
Workshop on June 7,2005.
ERAF Ill requires, cities, counties and special districts to pay a set amount of money to the
State (through the ERAF fund) in fiscal years 2004-05 and 2005-06. For Carlsbad, the
amounts are $1.8 million from the General fund and $219,285 from the Redevelopment
agency for each of those two years. The City’s share will be withheld by the County from
property tax receipts. The agency’s share is to be remitted to the County by May IOth of each
year; thus, an appropriation is needed for the Redevelopment payment. The payment is split
between the redevelopment areas based on estimated tax increment. The amounts are
$202,778 from the Village area and $16,507 from the South Carlsbad Coastal area. These
amounts have been included in the final budgets amounts shown in the Exhibits.
.
Capital Improve men t Program
The 2005-06 to Buildout Capital Improvement Program (CIP) outlines approximately 154 future
projects at a total cost of $445.4 million. Appropriations scheduled for 2005-06 total $87.7 million
and will be added to approximately $1 39.4 million for ongoing capital projects that remain unspent at
the end of fiscal year 2004-05, for a total appropriation of $227.1 million. Revenues for the CIP are
projected at $1 17.7 million.
A large increase in the cost of construction materials has
occurred over the past 2 years pushing up the cost of all City
projects. With the exception of one funding source, there are
sufficient revenues projected to build the projects listed in the
CIP. However, the recent cost escalation has increased the
projected shortfall in the Public Facilities Fees (PFF) at build
out, from the $1.5 million projected last year to $4.8 million
this year. While this is not an immediate problem, it is an
indication that the City may not have the money to build all of
the projects listed under the PFF program.
Building Cost Index
Several changes were required in this year’s CIP to keep the PFF deficit from increasing further.
The recommended changes, as reflected in the accompanying documents, include:
Move the Hosp Grove/Buena Vista Lagoon project to the unfunded list. This action will free up
$1.3 million of Park-in-Lieu funds that can be used towards the Pine Park community center;
Move the Cannon Lake Park project to the unfunded project list. This relieves the PFF fund of
$2.1 million in obligations; Use all undesignated Park-in-Lieu funds (a total of $4.1 million) as a funding source for park
projects rather than using PFF as originally planned;
Move the estimated construction date for Aviara Park community center out into the 2015 to
build-out time frame.
These changes allow the PFF fund to remain balanced until sometime after 2015. During this time
0
0
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PAGE 4 OF AGENDA BILL NO. 18,176
an evaluation of the remaining projects in this program can occur, and Council will have an
opportunity to revise future construction plans of PFF-funded projects and/or obtain additional
funding.
Park projects programmed for funding in the upcoming year include the Carlsbad Municipal Golf
Course, and the Alga Norte Aquatic Complex. Funding is provided for the relocation of Fire Station
No. 6, planning of trails at Lake Calavera, the expansion of the Senior Center, the remodel of the
Library Learning Center to allow the Adult Learning and Centro de Informacion to operate in a
permanent location, design funding for a Public Works Center and construction of the Coastal Rail
Trail. Other projects include the expansion of the Encina Wastewater Treatment Plant and
construction of the Vista Carlsbad and North Agua Hedionda sewer interceptors. Water projects
receiving appropriations include the replacement of water pipelines in San Marcos Boulevard
towards the west from Rancho Santa Fe Road and construction of 4,400 feet of 12-inch watermain
in Cannon Road East of El Camino Real. Street projects receiving appropriations in 2005-06 include
College Blvd Reach A and Cannon Reach 4A as well as El Camino Real and Faraday Avenue. In
addition, next year’s Capital Improvement Program includes $3.2 million in funding for street overlay
projects.
There are several projects identified in the CIP for which there is no identifiable funding source. The
City will investigate obtaining possible outside funding such as federal and State grants, loans, or
other financing sources. These projects are:
El Camino Real Widening from Cassia Road to Camino Vida Roble
Palomar Airport Road Widening and Bridge Reconstruction
Poinsettia Lane - Read “E”
Cannon Road - Reach 4 - College to City Limits
Cannon Lake Park (6.7 Acres)
Hosp Grove/Buena Vista Lagoon Improvement
In addition to the aforementioned recommended budget for the 2005/06 fiscal year, staff is
requesting approval to make adjustments to the current year (2004/05) appropriations of Encina Wastewater Facility (Encina) projects to reflect changes in appropriations to those projects approved
by the Encina Wastewater Authority (EWA) board and staff. The changes amount to a net decrease
to the 2004/05 appropriations of $564,417 as shown below:
Encina Building Improvements
Encina Capital and Staffing
Encina Flow Equalization
Encina Phase V Expansion
Total Budget Decrease
$ 1,287,442
(315,381)
1 19,020
11,655498)
$ 1564.417)
Staff is also requesting that the City Manager be authorized to transfer appropriations between
budgets and/or projects at Encina as approved by the EWA Board staff (up to $25,000) or EWD Board
in amounts up to $1,000,000. Any transfers in excess of that amount will be brought back to the City
Council for authorization. In addition, any increases to the total budget for EWA will require the City
Council’s approval. This authority is contained in the attached resolution.
Changes to the Capital Improvement Program
The following changes have been made to the Capital Improvement Program since the CIP
Workshop on May 17, 2005. None of the changes reflected below change the budget amount being
requested for FY 20052006
1. Some of the related Encina Water Pollution Control Facility line items were consolidated for
ease in accounting.
4
PAGE 5 OF AGENDA BILL NO. 18,176
2. Revenue numbers were updated between the Operating and Capital Funds for the Recycled
Water Facility. The net revenues were unchanged.
3. TDA revenues were reduced by $150,000 to better reflect anticipated receipt.
4. The current year expenditure and carry forward amounts have been updated to reflect more
current information. The net result of these changes is a change in the anticipated
carryforward amount from $140.2 million to $1 39.4 million (a decrease of $850,000).
Gann Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann Spending
Limit as required by Article XlllB of the California Constitution. The Gann Limit creates a restriction
on the amount of revenue that can be appropriated in any fiscal year. The revenues, which are
subject to this limitation, are those considered “proceeds of taxes.” The basis for calculating the
Gann Limit began in fiscal year 1978-79, and is increased based on population growth and inflation.
The City’s spending limit for 2005-06 is $1 53.9 million, with appropriations of “proceeds of taxes” of
$87.1 million.
Fees for Citv 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 to the following fees:
0 Various adjustments to facility fees
0 Agua Hedionda Lagoon Permit fees
Ambulance fees
0 Solid Waste (trash) Service fees
0 Sewer rates
0 Development related service fees
0 Building Permit and plan check fees
0 Addition of a cancellation check processing fee
0 Park in Lieu fees
0 Development Impact fees and other fees that are increased annually based upon an index as
stated in the resolutions or ordinances establishing the fees
The revisions to these fees are shown in Exhibit 7.
ENVIRONMENTAL AND CONSISTENCY REVIEW:
In accordance with Government Code, all projects that receive appropriation of funds for fiscal year
2005-06 received a finding of General Plan Consistency by the Planning Commission at their
meeting on May 4, 2005. There are no foreseeable adverse environmental impacts and the
individual projects will receive additional CEQA review upon approval.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. 2005-06 Preliminary Operating Budget overview.
2. 2005-06 Preliminary Capital Improvement Program overview.
PAGE 6 OF AGENDA BILL NO. 18,176
3.
4.
5.
6.
7.
Resolution No. 2005-196 of the City Council of the City of Carlsbad, California, adopting the
Final Operating Budget and Capital Improvement Program for fiscal year 2005-06 for the City of
Carlsbad and establishing controls on changes in appropriations for the various funds, and
approving a net reduction to and appropriation transfers between Encina projects in the current
fiscal year.
Resolution No. 1247 of the Board of Directors of the Carlsbad Municipal Water District,
California, adopting the water district final Operating Budget and Capital Improvement Program
for 2005-06.
Resolution No. 399 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving the Operating Budget of the Redevelopment Agency and
Housing Authority for fiscal year 200506.
Resolution No. 2005-197 of the City Council of the City of Carlsbad, California, establishing
the 2005-06 appropriation limit as required by Article XlllB of the California State Constitution and
State law.
Resolution No. 2005-198 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
The Preliminary Operating Budget and Capital Improvement Program 2005-06 is on file with the City
Clerk.
The Technical Appendix is available for review in the Finance and Engineering Departments.
Master Fee Schedules are on file with the City Clerk.
DEPARTMENT CONTACT: David Barnum/Lisa Hildabrand; 760-602-2430;
dbarn@ci.carlsbad.ca.us or Ihild@ci.carlsbad.ca.us
CITY OF CARLSBAD
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 Street construction and maintenance
0 Water delivery system Library and Arts programs
Sewer system 0 Recreation programming for all ages
0 Solid waste services Park lands
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 &fanagemen2 - An environmentally sensitive community b)
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 suppo~l
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 01
open space and recreational facilities that actively address citizen needs which arc
fiscally responsible, and are consistent with the General Plan and Growth Managemen!
Standards.
Top Quality Services - A city that provides exceptional services on a daily
basis.
Transportation / Circulation - Provide and support a safe and efficieni
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.
7
Exhibit 1
The US economy has experienced
steady growth over the past several
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.
Quarter-to-Quarter Growth in Real GDP
0
ECONOMIC PROFILE
contributors to the increase in real I Re& GCP pm& 19 mcaod af seuscrrol,l,u@uUIited onrtua‘ra:cs
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 maior
0
-2
I1 KIIV I I IIIR’I n NIN
2001 2002 2003
11111
I II UI rv I
2004 2005
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.
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, cckumer
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 Dieqo Countv 2001-2005
I
=.
8.
I
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li
si &
rk'. F-- v e.
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$6.4 .. * * I - ,/ --. I f? -*
*- 9 s ,.; ............... k, ......... #' ............... { ----.v*5 I
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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 b\
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
II n I
$800,000
$600,000
$400,000
$200,000
$0
2000 2001 2002 2003 2004 I1
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
commerciaVindustria1 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.
General Fund Revenues
$100
$80
$60
$40
$20
$0
96 97 98 99 00 01 02 03 04 05e 06e II
Carlsbad’s current economic
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
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
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
get its budget in balance.
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
few months. The LAO’S report states that
while the Governor’s budget proposal for
2005-06 would balance the budget for the
next two years, a $3 to 4 billion shortfall
will still exist in future years. The
ongoing budget shortfalls result from the
high reliance in the near term on one-time
savings and loans that will need to be
repaid in the future. The State has
balanced its budget by taking city money
in the past and the risk is that they may
find a way to make it happen again.
LAO Forecast for State of California
Structural Shortfall Remainsa
Figure 11
Revawes and Expndrhrres Unoler May Rsvisron (In Biltims)
$ria
106
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:
0 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.
0 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. 0
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.
Revenues over Expenditures
180 -- 160
140
120
100
80
60
40
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
II I
The forecast assumes 15%
increases in health care
costs in the near future,
slowing to 5% in the future.
It also assumes personnel
growth (new positions) to
remain rather flat at no more
than 2% per year. Cost of
living increases between 3
and 5% have been added to
personnel costs. Pension
plan costs are anticipated to
remain essentially at current
levels. And finally, it includes
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.
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.
Millions Forecast Comparison
$15
$0
-010 -
-$15
'04 '05 '06 '07 'OS '09 '10 '11 '12 '13 '14
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 PRELIMlNARY 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.
(in Millions) I PROJECTED I ESTIMATED I 0%
SPECIAL REVENUE
ENTERPRISE
Revenue estimates for the Operating budget indicate that the City will receive a total of
$162.4 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.
SIGNIFICANT GENERAL FUND REVENUES
I
II
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
99.5
ESTIMATED
2005-06
3.2
5.7
14.3
~
$ %
CHANGE CHANGE
$ 9.2 33%
0.5 5%
.2 7%
(1.1) (16%)
(5.2) (27%)
2.1 8%
(0.4) (7%)
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” nilbon’s
+ Property Taxes , 135 - f
$30 - +Sales Taxes
125 7
-- I so J
08 87 SS gS W 01 02 03 04 OT OB0
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
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
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
Million‘s
$12
Transient Occupancy Taxes
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.
terrorism attacks and the mild
recession that followed.
Compounding the decline for
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 YO of the City’s sales tax base.
01 02 03 04 05e 06e
Fiscal Year
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.
rebounded causing TOT revenues to
rise.
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
complete in 2004-05 and tourism has
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).
SDG&E pays franchise taxes for the use
of the public land over which they
transport gas and electricity. The City
also receives an “in-lieu” franchise tax
based on the value of gas and electricity
transported on SDG&E lines but
purchased from another source. The “in-
lieu” tax captures the franchise taxes on
gas and electricity that is transported
using public lands but which would not
otherwise be included in the calculations
for franchise taxes due to deregulation of
the power industry. The majority of the
II SDGE Franchise Taxes ll
$6
$5
$4
$3
$2
$1
$0 01 02 03 04 05 06e
Exhibit 1
“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 FYOI 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 include planning, engineering and building permits, and fees
Development Revenues and Permits Issued
Year over Year Percentage Change
::[;;:;;;;
$0
Fiscalyear 98 99 2,000 01 02 03 04 05e
1- Revenues --c Residential Permits Issued 1
2,500
2,000
1500 .g s
1000 a“
500
0
paid by developers to cover the
cost of reviewing and
monitoring development
activities such as plan checks
and inspections. These
revenues are difficult to predict,
as many of the planning and
engineering activities occur
months or years before any
structures are actually built.
Development-related revenues
declined slowly from the high
of 1998, but have picked up in
the last few years as several
large master-planned projects
were developed.
bringing down the revenue as well. A 15% decline is projected for next year.
For fiscal year 2005-06, permits issued are expected to decline- slightly
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
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);
0 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
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
are due to budgeting only for the current year assessments whereas the prior year revenues
include the collection of delinquent assessments.
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 Del Mar /I Olivenhain Municipal Water District
Buena Sanitation District'
Cityof Solana Beach
City of Vista'
City of Encinitas"
City of Oceanside
Vallecitos Water District'
Leucadia Wastewater District'
Cityof Carlsbad'
*Member of Encina
Wastewater Authority $a $20 $30 $ 40 $ 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
given to the contractor since 1997.
The increase requested for the
Current ProDosed Increase Increase
storm water program is 14 cents per $14.07 $0.81 6.1%
household for a total monthly cost of Storm Water 0.14 7.2% I $2.09. With these increases the
effect on most residential bills will be AB939 0.27 0.28
a total increase of 6% as shown in Franchise Fee 0.06 6.1%
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
construct ion 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 $156.7 million, which
represents an increase of $9.1 million, or 6.2%, from the adopted 2004-05
budget. The changes in each of the City’s programs will be discussed fully
below.
Exhibit 1
Budqetaw 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 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.
Budcaeted Expenditures
Through the application of these guidelines and policies, the 2005-06 Operating Budget of
$156.7 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
projects, the costs of
maintaining
operating the facilities
are added to the
Operating
Three new pa
planned to open in
Hidden Canyon and
Pine.
2005-06:
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 Development Process Review (DPR) 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 staff 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.
Budaet 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 BY EXPENDITURE TYPE 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 in retirement
costs. The City is
part of the Public
Employees
Retirement System
(PERS). PERS
rates have
the implementation
of enhanced
benefits as well as
the effect of
investment losses
increased due to
BUDGET BUDGET
2004-05 2005-06
4,593 4,590
8,646 1 1,842
1,709 1,894
1,369 1 1,196
$ 58.725 I $ 64.045
$
CHANGE CHANGE
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:
$4.2 million to the Infrastructure Replacement fund - for major maintenance and
replacement of City infrastructure. It is based on total revenues and increased by
$420,000 for fiscal year 2005-06.
0 $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
$800,000 to the CIP to fund synthetic turf fields.
Exhibit 1
Another way of looking at the General fund budget is by program. The chart below compares
the recommended 2005-06 budget to the amounts adopted in the previous year. The significant
changes are noted below.
GENERAL FUND EXPENDITURES II
6.0
33.1
6.3
14.8
16.9
7.4
2.3
FUND
POLICY/LEADERSH IP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COM MU NlTY SERVICES
PUBLIC WORKS
CONTINGENCY
TOTAL
NON-DEPARTMENTAL
6.4
35.5
6.6
15.8
18.8
7 .O
2.3
BY MAJOR SERVICE AREA II (In Millions)
BUDGET I BUDGET
2004-05 I 2005-06
!§ 3.7 I !$ 4.1
$ 90.5 I $ 96.5
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.
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
a1
Exhibit 1
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
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,
Exhibit 1
all of the claims from the self-insured plan have been settled and this budget only
includes dental, vision and life insurance costs.
The Vehicle Replacement fund budget varies from year to year depending on the need
for replacements. 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.
0 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 essentially remained at the same levels in 2005-06.
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.
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document that
outlines the expenditure plan for future capital projects and the corresponding revenues to pay for
those expenditures. The CIP is a financial planning document, not a commitment for spending.
Spending authorization is given only at the time the City Council formally adopts the proposed
budget, and, at that time, funds are only appropriated for the following fiscal year. The
information shown in subsequent years is to provide the most comprehensive snapshot of all the
known future facilities the City of Carlsbad plans to construct.
The 2005-2006 Preliminary Capital Improvement Program outlines
$87.7 million in new appropriations to provide additional funding for the
continuation of existing projects as well as funding for new projects.
Projected revenues during the fiscal year are estimated at $117.7
million. Revenues are collected as building permits are issued, and as
the need for facilities arises, the money is used to fund the new facilities.
As the City continues to grow and develop, there is a corresponding
increase in the demand for development-related services and new
facilities. To ensure that the necessary infrastructure and facilities are
built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan states that unless a standard level of
facilities is available to meet new demands resulting from the City’s growth, development cannot
proceed. This Plan is the foundation for making decisions about the timing and prioritization of
the capital projects under consideration. A discussion of the City’s Growth Management Plan is
located at the end of this report.
The remainder of the report explains the process and the results of the City’s plans for its capital
facilities. With the exception of one funding source, there are sufficient revenues projected to
build the projects listed in the CIP. A large increase in the cost of construction materials has
occurred over the past 2 years pushing up the cost of all of the City’s projects. This cost
escalation has raised the projected shortfall in the Public Facilities Fees (PFF) at build out of the
City from the $1.5 million projected last year to $4.8 million this year. While this is not an
immediate problem, it is an indication that the City may not have the money to build all of the
projects listed under the PFF program.
Several changes were required in this year’s CIP to keep the deficit in PFF from increasing any
further. The recommended changes, as reflected in the accompanying documents, include:
Move the Hosp GroveIBuena Vista Lagoon improvements project to the unfunded list. This
action will free up $1.3 million of Park-in-Lieu funds that can be used towards the Pine Street
Park community center;
Move the Cannon Lake Park project to the unfunded project list. This relieves the PFF fund of
$2.2 million in obligations;
Use all undesignated Park-in-Lieu funds (a total of $4.1 million) as a funding source for park
projects rather than using PFF as originally planned;
Move the estimated construction date for Aviara Park community center out into the 2015 to
build-out time frame.
These changes allow the PFF fund to remain balanced until sometime after 2015. It is important
to remember that the projections attempt to estimate revenues for over 15 years into the future.
The actual revenues may be more or less depending on many factors including the rate of
development, building valuations, interest rates and construction costs. The $4.8 million deficit
represents approximately 10% of all the future PFF revenue to be collected. If the projections are
accurate, it means that the City may have to either cut back on the proposed projects or find
alternative funding sources for the projects.
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Despite the changes in the Parks programs, it is still anticipated that the City will meet all of its
growth management standards. This reflects the Council’s continued commitment to construct
the facilities as needed to serve the current and anticipated development occurring throughout the
City.
PROJECT EVALUATION
What is the definition of a CIP project? Projects that are shown in the CIP are generally
defined as any construction (or reconstruction/replacement) of major infrastructure such as
streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage
facilities, and other fac es that are located on or in the ground. In most cases, the total
construction cost of each of these assets is recorded and tracked as part of the City’s inventory of
capital infrastructure assets and other City-owned property. In addition to prioritizing projects
based on growth management, projects are continuously evaluated and prioritized to ensure the
City will have the funds to operate the facilities as well as construct them. Thus, the CIP and the
Operating Budget are integral parts of the total City financing plan. Projects are reviewed on an
annual basis by a staff Review Committee and subsequently by the City’s executive management
and City Council. The Review Committee begins the process by determining the need of a
project based on the following criteria:
ty’s Growth Management
If the project meets the criteria listed above, then it is subject to additional review including an
analysis of engineering cost estimates, a review of the funding availability, the overall timing of
project, and the availability of City resources.
Due to the recent volatility in construction costs, all capital projects costs were updated to reflect
the latest increases in materials costs. I 1 ~~~ .~~ ~
This was done through either a
detailed review of the cost
components, or, in cases where the
project is only in its conceptual stages,
by increasing the total cost by the
Engineering News Record (ENR)
index. As seen in the chart, building
cost increases have risen over the past
several years with a 3.2% increase in
2003 and a 9.7% increase in 2004.
The ENR is forecasting that annual
inflation for building costs will dip back
to 3.5% in 2005, although the cost of
certain materials may grow higher.
Engineering News Record
Annual Building Percentage Increases
12.0% -
10.0% -
- . - - 8.0%
rn
0.0%
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS
The following two sections provide information about the major capital projects. The first section
focuses on projects planned in the next five years, and the second section contains an overview
of the entire expenditure plan through buildout of the City.
THE NEXT FIVE YEARS ...
PARK PROJECTS
The City has planned a number of park projects over the next 5 years which will enhance the
recreational opportunities for Carlsbad's residents and allow the City to meet the standards for
park acreage as set forth in the growth management plan. Some of the more significant projects
are listed below.
0 Alga Norte Park and Aquatic Center - This park site consists of 30 acres in the Southeast
Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a
skate park, a dog park, restrooms and parking facilities, and an
aquatic center. The aquatic center will include a 50-meter
competition pool, a 12-lane instructional pool and a therapy pool as
well as a water play area complete with a lazy river and 2 water
slides. A swimming pool complex was one of the projects approved
by the voters through Proposition C in 2002. Construction is
scheduled to begin in Fiscal Year 05-06. The park is expected to cost
$12.6 million and the aquatic center is estimated at $17.9 million.
0 Carlsbad Municipal Golf Course - The City has plans to construct an 18-hole championship
golf course on property located north of Palomar Airport Road along College Boulevard. Formal
grading is expected to begin in September 2005. The targeted opening is Spring 2007. An
additional $36.8 million is appropriated in this year's CIP for the construction of the course that
includes a 26,000 square foot clubhouse.
0 Senior Center Expansion - The 1'' floor area of the existing Senior Center will be remodeled
to include additional amenities for the senior community. These may include items such as an
exercise rooms, art room, TV room, multi-purpose room, game room, health screening room and
a computer room. The Znd floor will be remodeled to house City offices. The estimated cost for
the renovation is just under $1 million.
0 Pine Park Communitv Center - Plans are to construct a 20,000 square foot community
facility/gymnasium. The facility will include basketball, volleyball, gymnastics, multi-purpose
rooms, meeting rooms, a teen center and office space. Design of this $7.6 million facility is
expected to begin in the 2008-09 fiscal year.
0 Poinsettia Park Community Center - Phase II of this 42-acre park includes amenities such as
a community facility/gymnasium, enclosed soccer field, tot lot, picnic areas, tennis complex
including a clubhouse and stadium court and additional parking. The cost is expected to be
approximately $1 I .6 million and will begin design in fiscal year 2009-1 0.
0 Lake Calavera Trails Construction - Funds for the construction of a public multi-use,
recreational trail system are planned on property located at Lake Calavera in the northeast
quadrant of the City. The project expects to use volunteers to construct approximately 2.5 miles
of the proposed 5 miles of trails.
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CIVIC FACILITIES
Civic facilities include a variety of facilities from which the City can offer its services to the public.
Many of these are still in the preliminary design stage and will be further defined over the next
year or two.
0 Civic Center - Preliminary planning for a Civic Center has begun. The Civic Center will
consolidate City administrative operations and facilities into a more centralized location. It also
may include a variety of other services and recreational opportunities for citizens and visitors.
Council, citizens and members of the business community have been participating in a visioning
process to determine what the needs are - for the citizens and for the City as an organization.
Once the process is complete, a site will be chosen, and design and construction can begin.
0 Public Works Center - The project is for the construction of the Public Works Center and
associated improvements. It includes offices, shops, a yard, warehouse and parking to
accommodate the Public Works department. Initial estimates put the cost at approximately $22
million.
0 Safety Traininq Center - With the construction of the City‘s municipal golf course in the next
year, it is necessary to relocate the Police department’s shooting range, which is currently located
on the golf course property. In addition, there is a need for specialized training facilities for other
public safety purposes. This project was authorized under Proposition C, which was approved in
2002. Preliminary design work is underway. The facility may include a fire training tower,
residential training prop, outdoor seating pavilion, fire administration building with classroom and
storage facilities, in addition to the shooting range.
0 Libraw Learning Center - This project is to provide a permanent location for the Adult
Learning and the Centro de Informacion programs. The existing building adjacent to Holiday Park
will be remodeled and a second story, approximately 5,000 square feet, will be added ‘for a total
cost of $3.1 million.
0 Fire Station No. 6 Relocation - Fire Station No. 6 is currently
located in a temporary facility in the southeast quadrant of
Carlsbad. Relocation of this station to a 6,200 square foot
permanent facility along the east side of Rancho Santa Fe
Road is scheduled to occur concurrent with the road
alignment project. Total cost is projected at $5.4 million. This
fire station is required to ensure a five-minute response time
within the southeast part of the City as development in that
area occurs.
Fire Station No. 3 Relocation - Fire Station No. 3 is currently located at the corner of Chestnut
and Catalina. As the City grows eastward, relocation of this station is needed to ensure the five-
minute response time. The new station is budgeted as a 6,200 square foot facility sited next to
Calavera Hills Community Park. The suitability of this location is currently under review.
STREET PROJECTS
Traffic congestion is one of the top concerns among citizens according to the City’s latest public
opinion survey. To help improve the flow of traffic throughout Carlsbad and to keep the City’s
streets in top condition, there are a number of street projects expected to be completed in the next
five years. Some of the larger ones include:
Faraday Avenue and Melrose Drive Extensions east of El Camino Real - This project
encompasses the extension of Melrose Drive from Palomar Airport Road to the CarlsbadNista
city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. The
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
project would include the reconstruction of a portion of existing Melrose Drive in the City of Vista
and the construction of a bridge over the Agua Hedionda Creek along Faraday Avenue. This
project is being built by the developers in the area and reimbursed from the proceeds of a bond
issue. The formation of a Community Facilities District is underway and will be the mechanism for
the issuance and repayment of the debt.
Poinsettia Lane East of El Camino Real - This project, located along the future alignment of
Poinsettia Lane from El Camino Real east to El Fuerte Street, will complete another eastlwest
arterial linkage from Melrose Drive to Interstate 5. The project is expected to be comptete and
open to the public in mid-2005. It was funded through an assessment district that issued debt and
will be repaid from assessments placed on the property.
0 Colleqe Boulevard and Cannon Road - Ultimate construction of the missing link of College
Boulevard from Cannon Road south to El Camino Real is the goal of this project. It also includes
a 1,200-foot section of Cannon Road east of the College/Cannon intersection. The financing
program for this section of road is under discussion and will need to be resolved before
construction can begin.
and overlays when roadways are beginning to show signs of distress can minimize the more
expensive repairheactive maintenance activities. The proactive approach consists of the
scheduled application of a seal or overlay once every seven years. By using the proactive
approach the City can efficiently maintain over 330 miles of public roadways at an annual cost of
approximately $3.3 million dollars.
Pavement Management - A street can last a lifetime if it is properly maintained. Applying seals
WATER/ SEWER PROJECTS
Although the City's water and sewer projects may not be the most discussed projects in the
community, they are vital to the health and welfare of its citizens. Most new lines are built and
paid for by developers. As the City ages, the number of these projects will grow as it becomes
necessary to repair and replace the lines that are being built today.
0 VistalCarlsbad Interceptor - Reaches 13 to 15 of the project, extending from the Encina
Facility to the Agua Hedionda Lift Station, are scheduled in the next five years. This project is
required to handle buildout flows and replace deteriorated pipeline, and is partially funded by the
City of Vista.
0
within the next five years:
Water Lines - Several major water lines are scheduled for construction
- - -
- Faraday Avenue extension -
0 Recvcled Water Program - Construction of the Recycled Water Facility is complete. This
$45 million project included construction of a four-million-gallons-per-day treatment plant,
distribution pipelines, a flow equalization storage facility, and pump stations. Although the
construction of the treatment plant is complete, timing of the plant operations is dependent upon
completion of Encina's Flow Equalization project. The facility will be tested during the last few
months of fiscal year 2004-05 and should begin operations shortly thereafter. The pipelines will
also be completed by that time, and the pump stations and Mahr Reservoir will become
operational around July 2006.
Cannon Road east of El Camino Real
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - various sections
Melrose Drive from Palomar Airport Road to Faraday
34
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for 2005-2006 to buildout outlines approximately 154 future projects at $445 million.
CIP Proiects - All Future Proiects
Type of Proiect Quantity Total Cosi
~
Civic Facilities
Streets/Circulation
Parks
Sewer
Water
Drainage
Other (loans)
Total Future
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47
15
24
44
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N/A
154
$92,983,532
92,671,786
108,000,080
61,142,365
39,408,765
15,805,150
35,284,198
$445,295,876
The largest expenditure category is for park and recreational facility construction and acquisition
projects, which total $108 million, or 24%. Park projects planned within all quadrants of the City
are listed below in addition to the fiscal year design and/or construction is expected to begin.
More detail follows on specific projects not discussed earlier in this report.
PARK PROJECTS BY QUADRANT
Northwest Quadrant Northeast Quadrant
Pine Avenue Park: 2005
Pine Avenue Park Community Building: 2008-09
Hidden Canyon Park: 2005
Southwest Quadrant
Poinsettia Park Community Building: 2009-1 0
Aviara Community Building: 201 5-20
Southeast Quadrant
Alga Norte Park: 2005-06
Alga Node Aquatic Center: 2005-06
Leo Carrillo Park Phase Ill: 2015-20
Citywide Park and Recreational Proiects
Municipal Golf Course: 2005-06
Business Park Recreational Facility: 201 5-2020
Veteran's Memorial Park: 201 0-2020
Aviara Community Facility - Located in the southwest quadrant of the city, this project includes
the construction of an 18,000 square foot community facility that would include meeting and
activity rooms, as well as park offices.
Leo Carrillo Park Phase Ill - This park was once part of the original
2,538 acre working rancho, home to actor Leo Carrillo, his wife Edith, and
their daughter Antoinette. It is located in the southwest quadrant,
approximately one mile south of Palomar Airport Road. Initial restoration
was completed and the park opened to the public in 2003. Future work
includes renovation of the barn into a small theatre, restoration of the
Cantina, Equipment Shed, Blacksmith Shop, Carriage House, and Water
Tank. A botanical garden, picnic areas, and trails will also be added to
enhance the visitor's experience of the ranch.
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
0 Veterans Memorial Park - This project is located south and east of Agua Hedionda Lagoon
adjacent to the future City Golf Course. The Master Plan includes the following improvements:
community leisure needs, open space interpretive area, parking and maintenance facility. Other
suggested uses for this park include an amphitheater complex, sports complex, conference center
and numerous other active/passive recreation amenities.
Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities
total $93 million of the total planned capital expenditures to buildout. Approximately 21% of future
expenditures are planned for street and traffic signal construction projects. Included in this
category is construction of major roadways that will add east to west and north to south
connections and provide additional routes to the neighboring cities of Oceanside, Vista, and San
Marcos. Sections of these roads are already under construction by developers. Additional
roadway projects include replacement of the Carlsbad Boulevard Encinas Creek Bridge, several
road-widening projects, and over $53 million for future pavement overlay. Additional traffic
signals are expected to cost approximately $6 million.
Sewer and drainage projects are expected to cost $77 million, which includes over $26 million in
sewer replacement projects. Funding is also provided for the repayment of bonds for the
expansion of the Encina Wastewater Facility, and the Encina Water Pollution Control Facility
projects.
Future water projects total about $39 million (9%) and include construction of new waterlines, both
potable and recycled, concurrent with new development. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard and El Fuerte, and
along El Camino Real. Replacement of existing potable and recycled waterlines is also included in
this category, and additional reservoirs are planned to increase storage for ultimate demands.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2005-2006 to Buildout) following this narrative.
UNFUNDED PROJECTS
The City has identified the following projects, which at this time have no identifiable funding
sources. The City will investigate obtaining possible outside funding such as federal and State
grants, loans, or other financing sources.
El Camino Real Widening from Cassia Road to Camino Vida Roble
Palomar Airport Road Widening and Bridge Reconstruction
Poinsettia Lane - Reach “E”
Cannon Road - Reach 4 - College to City Limits
Cannon Lake Park (6.7 Acres)
Hosp GrovelBuena Vista Lagoon Improvements
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital projects. In
order to estimate future revenues from development, several assumptions
about the rate and type of future development need to be made. These
assumptions can change from year to year and correlate with the economic
Every year, City staff evaluates all existing and future private development projects and compares
this information to the buildout capacity of the City using adopted general plans. Information about
existing development activity combined with estimates of how remaining net developable land
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
might develop are then summarized to prepare future projections about when and where
residential and non-residential development will occur. Finance Department staff prepare cash
flow schedules using current fund balances combined with future estimated fees paid by those
developments, then compares the available funds to the expenditure plan to ensure that funding
will be sufficient for construction of the capital projects as planned in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant operating cost impacts and
availability of staff resources are also used to evaluate the timing of projects. Where funding
discrepancies occur, alternative financing methods and project timing are again evaluated and
recommendations are made to resolve the discrepancies.
Residential development is expected to taper off in the future. The number of annual building
permits issued is projected to decline compared to the previous five-year period. The
development schedules of the remaining vacant parcels is driving the timing of the future units,
rather than economic or market conditions. An additional 5,700 units are remaining before the City
is predominantly built out.
Residential development for 2004-2005 is projected at 1,350 units with an average about 665
units per year over the next five years. This is compared to an average of over 1,230 units per
year for the previous five-year period. The decline is due to the dwindling supply of developable
land, rather than a lack of demand.
Residential Units Trend 2000 to 2010
Permits Issued
2000
1500
1000
500
0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
In contrast to the residential trends, the amount of non-residential development is projected to
increase over the next five years. The average annual square feet of non-
residential development for the past 5 years was about 671,000. This
year, the estimate is for 936,000 square feet, and the average annual
development for the next 5-year period is approximately 900,000 square
feet per year. Projects include several neighborhood commercial/retail
developments located in or near the areas where most of the residential
development has occurred or where new development is planned over the
next several years. In the southeast quadrant, commercial projects include retail and restaurants,
a theater, and a daycare and church. Sunny Creek Plaza is a planned commercial development
located east of El Camino Real at College Boulevard next to the Sunny Creek residential
neighborhood, and the Bressi Ranch area will include 130,000 square feet of commercial
development. Other commercial developments are planned at Calavera Hills and at Poinsettia
Shores; at the La Costa Resort plans include construction of 302,000 square feet of commercial
living units. Industrial development consists of various new office and industrial projects, as well
as expansion of existing projects at Kelly Corporate Center, GIA, and Legoland. Development
estimates provide the data and basis for estimating future fee revenues, which are calculated by
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II
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
multiplying each applicable development fee by the estimated number of dwelling units and/or
square feet of construction expected during each year. The following table shows the number of
residential units and non-residential square feet of development used in calculating estimated
revenues for 2005-2006 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year Units Square Feet
2004-2005 current 1352 672,630
2005-2006 920 936,596
2006-2007 537 774,304
2007-2008 257 1,186,177
2008-2009 81 0 950,782
2009-20 1 0 800 649,112
Years 6-1 0 1,324 4,963,632
Years 1 1-buildout 1,019 5,235,508
Total Future 5,667 14,696,111
REVENUES
Revenues for Capital Projects from now until buildout total $554 million and are segregated into
five major categories: (1) fees generated by development in Carlsbad, (2) special district fees and
taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), (3) Water
and Sewer replacement reserves, (4) infrastructure replacement funds (other than sewer and
water), and (5) other sources including grants, bond issues, and contributions from other
agencies.
Funding Sources 2005-2006 to Buildout
Total Revenue = $554 million
In Millions
175
150
125
100
75
50
25
0
Approximately 29% of all capital revenue is received as a result of development, and is dependent
upon assumptions made about the City's annual growth in dwelling units and commer-
ciaVindustrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic
Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as
Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD)
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
comprise 10% of the total. Water and Sewer replacement revenues generated by user fees equal
approximately 22% of total revenues, and are used to pay for replacement of existing water and
sewer facilities. Infrastructure Replacement revenues, equal to 16%, are transfers from the City’s
General Fund which are being set aside to pay for replacement of major capital facilities other
than sewer and water facilities. The remaining 23% consists of revenues from other agencies and
includes federal and State grants, the County sales tax program (TransNet), Redevelopment
agency revenue, Golf Course funding, and contributions from cities and other agencies.
CALCULATION OF FUTURE FEES
The revenue projections of the Capital Improvement Program reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit valuation
used for computing Public Facilities Fees is $166,900 per multi-family dwelling unit, and $257,600
per single-family dwelling unit. A building permit valuation of $38 per square foot of construction
is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling unit
is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the 2005-06 TIF of $107. The trips-per-day value for commercial and
industrial buildings are averaged at 23 trips per 1.000 square feet of development, although the
actual volume of trips generated by commercial/industrial building can vary widely depending on
the ultimate land use. The value assigned to each commercial/industrial trip is $43,
CFD No. 1 is a citywide district established to finance various civic facilities required under the
City’s Growth Management Plan. CFD No. 2 is to fund Rancho Santa Fe Road and Olivenhain
Road, but has not yet been formally established. A prepayment program is in place to enable
development to proceed within this proposed district. ..
Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the City, and the fees are based on
the acquisition cost of parkland. Projects in the CIP funded with Park-
in-Lieu Fees include future park site acquisition, development and
restoration .
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway
between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was
formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
Exhibit 2
2005-2006 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
SUM MARY
The proposed 2005-2006 to Buildout CIP is being driven by the City’s commitment to ensure that
facilities are available to service the’developing areas as well as the current residents. Carlsbad’s
philosophy has been to build quality capital facilities, which meet, and at times exceed, Growth
Management standards. Phasing projects over a period of years to match funding availability for
construction and operations is often used to meet the needs of Growth Management. The 2005-
2006 to Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council
and staff to continue providing its residents with a better quality of life.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the City by linking residential,
commercial, and industrial development directly to standards for availability of public services and
facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless all of the eleven public facility standards
have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed Carlsbad’s
Capital Improvement Program to anticipate the funding needed for capital improvements through
buildout of the City. The timing of construction of facilities is governed by the rate of development
and the eleven performance standards. New public facilities often require additional staffing and
other resources, which affects the Operating Budget. Facilities such as community centers,
parks, and fire stations have been constructed and opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2005-2006 CIP, compliance with the Growth Management
Plan is assured.
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Exhibit 3
RESOLUTION NO. 2005-196
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
OF CARLSBAD AND ESTABLISHING CONTROLS ON
CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS.
PROGRAM FOR THE FISCAL YEAR 2005-06 FOR THE CITY
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for fiscal year 2005-06 and
has held such public hearings as are necessary prior to adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan Consistency for
all projects receiving an allocation of funds for fiscal year 2005-06 on May 4, 2005 pursuant to
Planning Commission Resolution No. 5896.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Carlsbad,
California, as follows:
1. That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled, “City of Carlsbad, 2005-06 Operating Budget and 2005-06 to Buildout Capital
Improvement Program - Preliminary” as amended in accordance with Exhibits 3-A through 3-C
attached hereto and incorporated by reference herein, is hereby adopted as the Operating and
Capital Improvement Budgets for the City of Carlsbad for the fiscal year.
2. That the amounts reflected as estimated revenues for fiscal year 2005-06 as
shown in Exhibits 3-A and 3-8 are hereby adopted as the budgeted revenues for 2005-06.
3. That the amounts designated as the 2005-06 Budget request in Exhibits 3-A and
3-B are hereby appropriated to the department or fund for which they are designated, and such
appropriation shall not be increased except as provided herein.
4. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
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Page 2 of Resolution # 2005-196 Exhibit 3
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $1 00,000 per transfer.
iii. The City Manager may delegate any of the authority given to him under
this resolution.
iv. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an appropriation for a
specific purpose where the appropriation is offset by unbudgeted revenue, which is designated
for said specific purpose.
v. The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated with the Encina
Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority’s staff and/or
Board. Any increase to the total appropriations for Encina’s operating budget and capital
program must be approved by the City Council.
vi. The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation and Liability funds operating budget in an amount
equal to the increases in costs of claims expenses.
vii. The City Council must authorize all transfers of funds from the Council’s
Con ti n g e n cy Accou n t .
B. The City Manager may authorize emergency out of state travel for public
safety or emergency services purposes.
C.The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit 3-C.
D. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
UJ-
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Page 3 of Resolution # 2005-196 Exhibit 3
6. That the legal level of budgetary control is the fund level. Budgets may not legally be
exceeded at the fund level without appropriate authorization by the City Council.
7. That interest earned on grants may be appropriated during the year for the purpose
for which the grant was received.
8. That all appropriations in the Operating Budget and in Capital Improvement Program
remaining unexpended at June 30, 2005, are hereby appropriated to the 2005-06 fiscal year
9. That the Finance Director is authorized to make the following budget adjustments to
the Encina Capital Projects in the 2004-05 fiscal year:
E nci n a Bu i Id i ng I m p rove me n ts
Encina Capital and Staffing (315,381)
Encina Flow Equalization 1 19,020
Encina Phase V Expansion (1.655.498)
Total Budget Decrease $ (564,417)
IO. That all appropriations for outstanding encumbrances as of June 30, 2005, are
$ 1,287,442
hereby continued into 2005-06 for such contracts or obligations.
Ill
Ill
Ill
Ill
Ill
Ill
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Ill
Ill
Ill
Ill
Ill
Ill
Y3
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Page 4 of Resolution # 2005-196 Exhibit 3
PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 21st day of JUNE , 2005 by the following vote, to wit:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
LORRAINE M. WOO
(SEAL)
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTEDFUNDBALANCES
Exhibit 3-A
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,2004 REVENUES EXPENDITURES TRANSFERS JUNE 30,2005
GENERAL FUND 59,352,012
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO VEHICLE REPLACEMENT
TOTAL 59,352,012
99,542,000 89,747,969
99,542,000 89.747.969
11 9,967 69,266,010
(335.701) (335,701)
(410,000) (410.000)
68,520,309
SPECIAL REVENUE I
POLICE ASSET FORFEITURE 418.731
COPS GRANT 71,968
POLICE GRANTS 89,167
HOUSING SECTION 8 441,141
HOUSING TRUST FUND 9,221,479
LIBRARY ENDOWMENT FUND 19,422
LIBRARY GIFTSBEQUESTS 104,075
TREE MAINTENANCE 807.839
MEDIAN MAINTENANCE (1 38,635)
STREET LIGHTING 1,022,998
BUENA VISTA CRK CHNL MNT 849.916
LLD #2 13.413
ARTS SPECIAL EVENTS 24,351
RECREATION DONATIONS 81,525
SENIOR DONATIONS 181,600
CDBG ENTITLEMENT 45,157
COMMUNITY ACTIVITY GRANTS 1,012,967
CULTURAL ARTS PROGRAM 216,463
SISTER CITY DONATIONS 5,881
ARTS GENERAUGALLERY DONATIONS 109,886
TOTAL 14.601.346
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
12,849.1 17
88.795
211.968
88,200
6,409,623
3,577.185
10,350
62.869
872.394
7 15,000
1,124,073
183,995
41.082
42,652
13,000
6,000
671,404
49,600
15,141
0
6,000
14,189.531
388.436
0
18.787
284,053
9,020,891
16,072
109,206
531.9 17
335,701 (71,279)
821.126
790,923
43,541
26,999
96,025
192,600
0
1,000,067
209,322
(6,081) 0
(1 13.886) 0
13,476,666
ENTERPRISE I
WATER OPERATIONS 13.118.191
4,284,072 RECYCLED WATER OPERATIONS
SANITATION OPERATIONS 5,821,365
SOLID WASTE MANAGEMENT 5.826.181
GOLF COURSE
TOTAL
1,794.887
30.826.696
21,217,548
2.220.795
6,800.000
2,525,115
60.000
32,823.456
20,525,157
2,206,050
7,960,745
1,635,463
95,893
32.423.328 --e
13310,580
4278.817
4,660,620
6.717.813
1,758,994
31,226,824
INTERNAL SERVICE J
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
VILLAGE OPERATIONS / DEBT SVC 3.283245
VILLAGE LOW/MOD INCOME HOUSING 2,157,134
SCCRA OPERATIONS I DEBT SVC 810.313
SCCRA LOWlMOD INCOME HOUSING 363.640
TOTAL 6,614,332 -
2,128,512
1,255,000
850,000
1,722,000
1,712,300
4,250,400
11,916,212
1.883.054
499,500
168.822
60.375
2.61 1,551
2,066,026
1,047.883
861,000
1,860,000
828,000
5,400,000
12,082,909
3.890.472
77,746
528.119
41,934
4.538.271
2,970,984
1,727,797
814,489
(24,791)
410,000 8,724,166
2,440,348
16,652,993 -
1.275.827
2,578888
450,816
382,081
4.687.612
TOTAL OPERATING FUNDS $1 27.804.076 $1 59,742,336 5152,982,008 $0 $0 5134,564,404
CITY OF CARLSBAD
PROJECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED PROPOSED FUND RESERVED BALANCE
OPERATING FUNDS Ex hi bi t 3-A
FUND JULY 1.2005 REVENUES BUDGET TRANSFERS BALANCES JUNE 30,2006
GENERAL FUND 88,520,309 104.785.000 97,196,286
TOTAL 68,520.309
SPECIAL REVENUE
POLICE ASSET FORFEITURE 386.436
COPS GRANT 0
POLICE GRANTS 18.767
HOUSING SECTION 6 284.053
HOUSING TRUST FUND 9,020391
LIBRARY ENDOWMENT FUND 16,072
LIBRARY GIFTS/BEQUESTS 109.206
TREE MAINTENANCE 531.91 7
MEDIAN MAINTENANCE (71,279)
STREET LIGHTING 621,126
BUENA VISTA CRK CHNL MNT 790,923
LLD #2 43,541
ARTS SPECIAL EVENTS 26,999
RECREATION DONATIONS 96,025
SENIOR DONATIONS 192.600
CDBG ENTITLEMENT 0
COMMUNITY ACTIVITY GRANTS 1.000.067
CULTURAL ARTS PROGRAM 209,322
SISTER CITY DONATIONS 0
ARTS GENERAL DONATIONS 0
TOTAL 13,476,666
]ENTERPRISE
WATER OPERATIONS 13.810.580
RECYCLED WATER OPERATIONS 4.276.817
SANITATION OPERATIONS 4,660,620
SOLID WASTE MANAGEMENT 6.717.813
GOLF COURSE 1,758,994
TOTAL 31.226.824 -
INTERNAL SERVICE I
WORKER'S COMP SELF INSUR 2,970.984
RISK MANAGEMENT 1,727.797
HEALTH INSURANCE 614,469
VEHICLE MAINTENANCE (24,791)
VEHICLE REPLACEMENT 8,724,168
INFORMATION TECHNOLOGY 2,440,346
TOTAL 16.652.993
IREDEVELOPMENT I
VILLAGE OPERATIONS / DEBT SVC 1.275,827
VILLAGE LOW/MOD INCOME HOUSING 2,578,886
SCCRA OPERATIONS I DEBT SVC 450,816
SCCRA LOWMOD INCOME HOUSING 382,081
TOTAL 4,667,612 3 -
104.785.000 L
56.500
135.000
0
5.854.088
390.000
6.000
45.000
485.515
411.187
905,120
127.500
127,639
35,200
22.500
17.000
691,549
30,000
7,000
0
n
97.196.286
89.200
135.000
0
5.980.9 15
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
n
9,346,996
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
1,954,054
560,000
12,000
8,000
2334,054
10,123,701
22,244,166
2,844,807
7,703,159
2,295,447
125,000
35,012,599
2,416,866
1,766,631
941,500
2,069,676
1,995,000
4,682,332
13,692,005
1,737,357
94,396
278,517
36,917
2,147,187 * -
225,000
300,000
(300,000)
76,109,023
(225.000)
(21,000,000)
54,884,023 1
353.738
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
(1,000,000) 67
188.322
0
n
11,926,963
13,143,493
4,061,339
4.236.596
6,518.023
1,653,994
29,613,445
(2.908.691) 240,467
(580.732) 695,434
447,989
(175,277)
(5,000,000) 3,501,246
(1,190,000) 718,616
5,428.475
1,492,524
(2,651.516) 392.976
184.299
353,164
2,422,963
TOTAL OPERATING FUNDS $13434.404 $162,414,382 $158,371,778 ($21,000,000) $104275.869
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05 2005-06
IGENERAL FUND
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFERTAX ,
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES 8 PERMITS
TOTAL LICENSES 8 PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY'
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
$26,960,253 $28,074,000
25,571,192 26,598,000
8.81 3.426 9.836.000
5.027.425 5,719,000
2.871.715 3,030,000
1,587,200 1,230,000
70,831211 74,487,000
4,124.672 5,449,000
1.593.189 1.31 8,000
5,717.86 1 6,767,000
1,282,126 1,600,000
1,046,398 1,200,000
2,328,524 3,000,000
774,297 800,000
877.060 1,216,000
2,012,762 1,800,000
1,448.387 1,350,000
1,396,117 1,506,000
1,075,308 1,104,000
7.583.931 7.778.000
936,406 900.000
1.476,749 3,010.000
2,604,355 2,600,000
1.479.371 1 .ooo.ooo ..
$37,272,000
28,653,000
10279,000
5,326.000
600.000
1,115,000
1,270,000
1,419,000
1,551,000
1,136.000
926,000
2.700.000
I 750.000
* Interest is calculated on an amortized cost basis.
AS % DIFFERENCE
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
32.8% 9,188,000
7.7% 2,055,000
4.5% 443.000
-6.9% (393,000)
5.6% 170,000
0.1% 1,000
15.4% 11,474,000 *
-90.8% (4.946.000)
-13.2% (174,000)
(5,120,000) -75.7%
(150,000) -8.3%
-8.3% (100,000)
-8.3% (250,000)
-25.0% (200,000)
-8.3% (101,000)
-29.4% (530,000)
5.1% 69.000
2.9% 43,000
2.9% 32,000
-8.8% (687,000)
2.9% 26,000
-1.7% 150.000) ..
3.9% 100.000
-25.0% f250,OOO)
5.3% 5.243.000
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
Exhibit 3-14
ESTIMATED
REVENUE
2005-06
SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
ASSET FORFEITURES 155.974 50,000
INTEREST 951 6,500
TOTAL 156,925 56,500
COPS GRANT
STATE FUNDING (AB3229) 134.514 140,000
INTEREST 0 0
TOTAL 134,514 140.000 7 -
POLICE GRANTS
STATE GRANT
INTEREST
TOTAL
34,408 17,800
0 0
34.408 17,800 i
HOUSING -SECTION 8
FEDERAL GRANT 5,749,564 6,250.735
INTEREST 1,943 2,000
TOTAL 5,751,507 6,252,735
HOUSING TRUST FUND
AFFORDABLE HOUSING FEES 468,593 1,290,000
FEDERAL GRANT 544,503 7.464
INTEREST 75.996 280,000
OTHER 4,495,273 1,799.1 33
TOTAL 5,604,362 3,376397
LIBRARY ENDOWMENT FUND
INTEREST 2,209 7.000
TOTAL 2,209 7,000
LIBRARY GIFTS/BEQUESTS
i
GIFTSBEQUESTS 64,597 66,000
INTEREST 0 2,000
TOTAL 64,597 68,000
50.000
135,000
I
5,852,088
5,854,088
135.000
250,000
390 000
AS % DIFFERENCE
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
0.0% 0
0.0% 0
0.0% 0 -
-3.6% (5.000)
0.0% 0
-3.6% (5,0001
-100.0% (17,800)
0.0% 0
-100.0% (17,800)
-6.4% (398,647)
0.0% 0
-6.4% (398,647)
(1,155,000) -89.5%
-33.0% (2.464)
-10.7% (30,000)
-100.046 (1,799,133)
-88.5% (2,966,597)
14.3% 1,000
14.3% 1,000
-34.9% (23,000)
0.0% 0
-33.8% (23,000) ->
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
TREE MAINTENANCE -
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
OTHER
INTEREST
TOTAL
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
BUENA VISTA CREEK CHNL MAINT - -
BUENAVISTA FEES
INTEREST
TOTAL
461,393
127,911
6.881
1,040
597.225
420,019
34.378
0
454.397
700,207
186,215
7,465
9,401
903.288
23
6,699
466,672
106,000
23.800
596.472
421.700
24,497
458
446,655 -
713.634
173,655
3,212
31.700
922,201
100,000
25,000
125,000 -
LLD #2 FEES
INTEREST
TOTAL
0
536
536
70,885
325
71.210
ARTS SPECIAL EVENTS - d
DONATIONS
INTEREST
TOTAL
21,475
0
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
33,041
633
33,674
45,000
300
45,300
23,800
3,700
27,500
ESTIMATED
REVENUE
2005-06
466,415
0
19,100
485.515
41 1,187
0
0
411.187
703,160
172,460
0
29,500
905,120
127,638
20c
127,83E .
35.00C
20c
20,ooc
2.5Oc
22.5Oc
As% DIFFERENCE
OF FY 04-05 2004-05 TO
PROJECTED 200506
-0.1% (257)
-100.0% (1 06,000)
-19.8% (4,700)
0.0% 0
-18.6% (110,957)
-2.5% (10,513)
-100.0% (24,497)
-100.0% (458)
-7.9% (35,468)
-1.5% (10,474)
-0.7% (1.1 95)
-100.0% (3.212)
-6.9% (2.200)
-1.9% (17.081)
0.0% 0
10.0% 2,500
2.0% 2,500 F -
80.1% 56.754
-38.5% (125)
79.5% 56,629
-22.2% (10,000)
-33.3% (100)
-22.3% (10,100)
-16.0% (3.800)
0.0% 0
-18.2% (5,000)
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL
ESTIMATED
REVENUE
200506
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
COMMUNIN ACTlVlN GRANTS
MlSC INCOME
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ARTS GENERAUGALLERY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
SISTER CITY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
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 6.000
1,729 6,000
6,924 7,000
912 3,000
7.836 10,000
500 200
50 0
550 200
F 7,000
TOTAL SPECIAL REVENUE FUNDS 14,560,214 12,649,117 I 9,348.998
Exhibit 3-A
AS % DIFFERENCE
OF FY 04-05 2004-05 TO
PROJECTED 200506
0.0% 0
0.0% 0
0.0% 0
0.0% 0
1.8% 11.302
0.0% 34,000
0.0% 20,000
10.4% 65,302 -7-
-100.0% (4,700)
-6.3% (2.000)
-18.3% (2.000)
16.7% 1,000
16.7% 1,000
-100.096 (7,000)
-100.0% (3.000)
-100.0% (10,000) --
-27.2% (3,500,119)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 200344 2004-05 ENTERPRISE FUNDS I
WATER OPERATIONS
13,695,505 13,939,200 WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
3.632.556 3,711,019
1,843,110 1,935,266
NEW ACCOUNT CHARGES 107,565 104.338
BACK-FLOW PROGRAM FEES 104.032 106.113
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
219,279 250.000
478.103 470,000
304,296 375,000
SERVICE CONNECTION FEES 173,488 168,283
AGRICULTURAL CREDITS 89,403 85.827
OTHER 1,129,269 72,500
TOTAL 21,776,606 21.217.546
RECYCLED WATER
WATER SALES 1,121,164 1,200,000
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
MlSC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (A8939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
OTHER
INTEREST
TOTAL
118.134 100,000
385,298 477.180
408,966 443,615
2,033,562 2,220,795
6,096,801
48,966
188,133
56,933
235,555
63,389
6,689,777
162,956
283.765
39.888
639,775
27,509
0
0
6,334,000
21,000
150,000
63,000
202,000
30,000
6,800,000
165,000
275,000
40,000
620,000
25,051
1,400,064
0
1,153.893 -
0
18,326
16,326
2.525.1 15
15,000
45,000
60,000
TOTAL ENTERPRISE FUNDS 31,670,164 32,823,456
ESTIMATED
REVENUE
2005-06
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
1,536,762
128,063
696,300
66,204
2,427.329
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
2,095,657
0
20.000
20,000
33,399,220
DIFFERENCE AS %
OF FY 04-05 2004-05 TO
PROJECTED 2005-06
0.7% 91,999
2.2% 80,158
5.0% 96.763
-3.0% (3.130)
2.0% 2,122
2.0% 5,000
17.5% 82,423
3.0% 11,250
-3.0% (5,048)
-4.0% (3.433)
2.0% 1,449
1.7% 359,553
28.1 % 336,762
28.1% 28.063
45.9% 219,120
-85.1% (377.41 1)
9.3% 206,534 --
8.0% 509,212
3.7% 785
3.0% 4,500
3.7% 2,355
-3.8% (7.717)
-103.0% . (30.000)
7.1% 479,135
32.2% 53,057
4.0% 11.000
4.0% 1,600
-100.0% (620,000)
-100.0% (25,051)
10.7% 149,936
0.0% 0 .. .
-17.0% (429,458)
-100.0% (15,000)
-55.6% (25,000)
(1) (40,000)
1.8% 575,764
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE 2003-04 2004-05 INTERNAL SERVICE FUNDS
Exhi bit 3-14
2005-06 PROJECTED 2005-06
DIFFERENCE
OF FY 04-05 2004-05 TO
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
TOTAL INTERNAL SERVICE FUNDS 15,638,306 11,916,212 12,347,110 3.6% 430.698
WORKERS COMP SELF-INSURANCE
INTEREST 13,725 95.000 0.0% 0
INTERDEPARTMENTAL 3,250,216 1,999,630
OTHER (OP TRANS IN) 53,368 31,882
TOTAL 3,317,309 2,126,512
2,200,240 10.0% 200,610
-100.0% (31.882)
166.728 2,295,240 7.9%
40,000 0.0% 0
7.1% 85,000
10,000 -33.3% (5.000)
6.4% 60,000
LIABILITY SELF-INSURANCE
INTEREST 5,673 40,000
INTERDEPARTMENTAL 651.068 1,200,000
OTHER 20,099 15,000
TOTAL 676,840 1,255,000 1,335,000
HEALTH INSURANCE
INTEREST 3,287 0 I 0 1 0.0% 0
875.000 2.9% -100.0%
2.9% 25,000
INTERDEPARTMENTAUREIMB. 2,906,134 850,000
TOTAL 2,909,421 850,000
RECORDSMANAGEMENT(1)
INTEREST 0
INTERDEPARTMENTAL 923,071
0
0
0
0
0 0%
0.0%
0
0
OTHER
TOTAL
0.0% 0
0.0% 0
0
923,071
I VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1.589.612 1,699,000
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
1,899,190 11.8% 200,190
85.890 23,000 20,000 -13.0% (3.000)
197,190 1,675,502 1.722.000
1.463.766 1,506,000
INTEREST 62,182 200,000 I
OTHER
TOTAL
1,572,060
200,000
4.3% 64,060
0.0% 0
-100.0% (4,300)
1,600,189 1,712,300 4'300p1 1.772.080 3.5% 59,760
74,241
4,144,400 4,050,600
0
4,250,400 4,150,600
INFORMATION TECHNOLOGY
INTEREST 26,295
INTERDEPARTMENTAL 3,868,912
OPERATING TRANSFER IN 620,769
TOTAL 4,535,976
-5.7% (6.0001
-2.3% (93.800)
0.0% a
-2.4% (99,800)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 2003-04 2004-05
REDEVELOPMENT FUNDS I
VILLAGE OPERATIONS I DEBT SERVICE
RENTAL INCOME 39.434 83,054
TAX INCREMENT 1.734.557 1,758,000
INTEREST 20,717 22,000
OTHER
TOTAL
12,916 20,000
1,807.624 1.883.054
VILLAGE LOW AND MOD INCOME HSNG -
TAX INCREMENT 433,639 439,500
INTEREST
TOTAL.
100.667 60,000
534.306 499,500
SCCRA OPERATIONS I DEBT SERVICE
TAX INCREMENT 712,273 143,622
INTEREST 21,202 25.000
TOTAL 733,475 168.622
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT 237,424 47.875
INTEREST 4,647 12.500
TOTAL 242,071 60,375
TOTAL REDEVELOPMENT FUNDS 3.317.476 2,611,551
ESTIMATED
REVENUE
2005-06
83.054
1,846,000
20,OOo
5,000
1,954,054
460,000
100,000
560,000
.o
12,000
12,000
0
8,000
8,000
2.534.054
AS % DIFFERENCE
OF FY 0405 200445 TO
PROJECTED 2005-08
0.0% 0
5.0% 88,000
-9.1% (2.000)
-75.0% (1 5,000)
3.8% 71,000 -
4.7% 20,500
66.7% 40,000
12.1% 60,500
-100.0% (143,622)
-52.0% (13,000)
-92.9% (1 56,622)
-100.096 (47,875)
-36.0% (4.500)
-88.8% (52,375)
-3.0% (77,497)
TOTAL OPERATING $158,144,570 $159,742,336 t162,414,382 1.7% $ 2,672,046 I
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
Exhibit 3-A
2004-05 2004-05
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IGENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 273,211 286,353 322,057 332,403
CITY MANAGER 1,023,959 1,129,686 1,314,111 1,228,707
COMMUNICATIONS 472,185 595,310 795,810 810,970
CITY CLERK 290,791 269,054 145,177 124,215
CITY ATTORNEY 880,955 937,889 1,042,762 1,010,674
CITY TREASURER 138,606 163,718 157,853 16 1,684
TOTAL POLlCYlLEADERSHlP 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
HUMANRESOURCES 1,336,419 1,475,974 1,915,040 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 SAFEN
POLICE 16,038,113 18,333,703 20,850,000 19,972,533
FIRE 11,003,474 12,149,739 12,928,892 13,125,787
33,778,892 33,098,320 TOTAL PUBLIC SAFEN 27,041,587 30,483,442
COMMUNITY DEVELOPMENT
COMMUNIN DEVEL ADMIN 512,252 476.278 557,183 528,556
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 3,415,121
1,906,938 BUILDING 1,658,873 1,622,392 1,496,107
6,332.538 TOTAL COMMUNITY DEVELOPMENT 5,598.168 6,067,024 5,418,080
COMMUNITY SERVICES
8,343,338 LIBRARY 7,454,753 7,916,003 8,372,176
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 13,715,279 14.868,212 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
643,147
2,781,202
2.1 95,416
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
5,263,482
884.317
15,775,902
YDINCR (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 City 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
2004-05 2004-05
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 757,423
ENGINEERING 5,795,740
FACILITIES MAINTENANCE 2,343,468
PARK MAINTENANCE 3,127,448
STREET MAINTENANCE 2,331,712
TRAFFIC SIGNAL MAINT 502,211
TRAILS MAINTENANCE 739
TOTAL PUBLIC WORKS 14.858,74 1
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES 8 SUBSCRIPTIONS
INFRASTRUCTURE REPLACE TRANS
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
752,433
5,724,009
2,800,154
3,434,194
2,479,551
577.644
63,796
15,831,781
468,135
112,000
0
83,084
800,000
357,643
43,210
3,605,000
0
272,282
0
0
0
855,586
6,460,163
3,016,250
3,660,000
2,405,000
765,000
76,000
17,237,999
420,281
47,000
0
83,799
800,000
390,000
70,000
3,830,000
0
50.000
0
800,000
0
869,734
6,262,145
2,987,015
3,557,094
2,496,233
720,991
76,269
16,969.481
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
200546
PROPOSED
BUDGET
956,235
6,774,725
3,116,747
4,437,758
2,670,829
828,287
170,968
18,955,549
84,670
501,500
36,000
85,000
800,000
420,400
73,150
4,250,000
500,000
250,000
C
600,000
C
C
7,600,720
94,896,286
2,300,000
97,196,286
Exhibit 3-A
UNCR (DEC)
04-05 BUD
TO
05-06 BUD
9.9%
8.2%
4.3%
24.8%
7.0%
14.9%
124.2%
11.7%
-83.4%
0.0%
0.0%
0.0%
7.7%
0.3%
11 .O%
-13.8%
0.0%
-25.0%
3.4%
7.6%
0.0%
7.4%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2004-05 2004-05
ADOPTED 2002-03 2003-04 ESTIMATED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSBEQUESTS
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
78,211
180,153
190,411
5,019,097
207,489
11,850
80,327
674,596
536,783
934,504
88,418
0
60,109
25,425
805,723
95,355
5,174
0
19,566
16,970
9,030,161
IENTERPRISE FUNDS I
65,597
242,736
41.487
5,724,867
2,843,955
9,066
76,312
865,078
523,055
983,443
50,431
17,124
47,690
19,654
713.751
52,745
14,480
0
1,615
4,429
12,097,515
WATER OPERATIONS 19,038,158 20,656,334
RECYCLED WATER OPERATIONS 1,552,164 1,762,349
SANITATION OPERATIONS , 6,246,394 7,174,898
SOLID WASTE MANAGEMENT 2,511,923 2,263,022
GOLF COURSE 93,341 53,917
TOTAL ENTERPRISE FUNDS 29,443,980 31,910,520
IINTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE 2,124,281
LIABILITY SELF-INSURANCE 1,331,904
HEALTH INSURANCE 2,674,714
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
1,171,663
2,945,620
983,010
1,904,927
1,146,100
4,273,326
88.795
21 1,968
88,200
6,409,623
3,577,165
10,350
62,869
872,394
715,000
1 ,124,073
183,995
41,082
42,652
6,000
671,404
49.800
15,141
0
6,000
13,000
14,189,531
20,525,157
2,206,050
7,960,745
1,635,483
95,893
32,423,328
2,086,026
1,047,883
861,000
0
1,860,000
828,000
5,400,000
57,000
233,710
0
6,042,631
256,983
12,000
0
742,682
701,469
985,400
17 1,800
28,205
45,596
0
688,111
50,000
15,000
3,400
14,000
8,700
10,056,667
20,945,004
1,730,365
6,859,054
1,784,312
230,000
31,548,755
2,223,498
1,494,712
1,013,268
0
1,889,696
1,808,000
5,010,367
14,921,387 12,062,909 13,439,541
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
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
2,644,607
7,703,159
2,295,447
125,000
35,O 12,599
2,416,866
1,786,631
941,500
0
2,069,676
1,995,000
4,682,332
13,692,005
Exhibit 3-A
04-05 BUD
TO
05-06 BUD
56.5%
42.2%
-1 .O%
62.7%
0.0%
-12.0%
-19.5%
19.4%
-39.1%
125.4%
-17.9%
-7.3%
-40.0%
86.7%
-100.0%
-100.0%
158.6%
0.7%
6.2%
52.8%
12.3%
28.6%
-45.7%
11.0%
8.7%
19.5%
-7.1 %
9.5%
10.3%
-6.5%
3.4%
(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 FY05.
Exhibit 3-A
2004-05 200405
2002-03 2003-04 ESTIMATED ADOPTED
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
REDEVELOPMENT
2005-06 04-05 BUD
PROPOSED TO
BUDGET 05-06 BUD
1,737,357 13.5%
94,396 -19.3%
278,517 -36.1%
-32.0%
0.4%
1,530,922 VILLAGE OPERATIONS I DEBT SVC 2,286,766 1,977,189 3,890,472
VILLAGE LOWIMOD INCOME HSNG 107,647 51,324 77,746 117,005
SCCRA OPERATIONS I DEBT SVC 168,527 298,553 528,119 435,526
SCCRA LOWIMOD INCOME HSNG 16,497 22,661 41,934 54,293
TOTAL REDEVELOPMENT 2,579,437 2,349,727 4,538,271 2,137,746
TOTAL OPERATING FUNDS 164,087,345 141,631,144 152,982,008 147,647,217 158,371,778 7.3%
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2004-2005
JULY 1.2004 ESTIMATED JUNE 30,2005
UNRESERVED ESTIMATED ESTIMATED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
BTDR - POINSElTIA LANEIAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #1 - CIWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSN ET/LOCAL
TRANSN ET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
5,832.41 1
1,157,268
38,080,792
19,930,878
6,903,575
48,073,313
1,600,000
0
84,540
14,716,199
13,040,113
783,731
1,894,709
1,142,313
51 1,094
721,969
8,420,796
36,602.314
0
254,995
6,466,942
32,217,913
20,482,974
78,467
8,793,432
108,094
1,875,529
8,189,943
299,076
9,675,797
6,826,292
1,402,844
46,190
6,314,839
5,396,033
1,849,277
3,887,920
1.474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,50331 2
2,763
51,771
3,354,282
8,447
3,380,811
12,550,000
140,112
156.867
80,078
18,761,325
2,029,704
2,716,952
2,596,691
1.877,622
83.780
746,368
591,288
0
1,695,972
0
0
0
792.498
15,545,770
0
24,462
3,734.51 1
2,553.151
1,244,460
0
651,303
24,628
733,843
5,686,380
22,633
252,556
18,959,058
840,000
0
99,289
2,177,379
0
0
95,893
0
0
0
84,660
0
0
0
0
550.000
0
39,699
0
169,144
0
939,581
0
73,792
39,130
0
0
0
0
0
0
6,255,143
1,046,591
44,216,264
4.388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884.332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260,814
3,366.874
30,882,551
22,241,924
4,675
9,606.51 1
86,229
1,193,457
5,857,845
284,890
12,804,052
417,234
WATER - REPLACEMENT 16,777,433 2,813,109 3,553,052 0 16,037,490
TOTAL 31 1,542,902 99,309,316 85,255,064 5,108,567 320,488,587
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR PI 2001200f
JULY 1,2005
PROJECTED ESTIMATED
FUND BALANCE REVENUES
BTD#2 - POINSETTIA LANE/AVIARA PKW 6,255,143 1,178,922
BTD#3 -CANNON ROAD WEST
CFD #I -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRAN SN ET/H I G H WAY
TRANSNEnLOCAL
TRANSNETKTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
1,046,591
44,216,264
4,388,207
6,723.1 48
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884,332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260.814
3,366,874
30,882,551
22,241,924
4,675
9,606,511
86,229
1,193,457
5,857,845
284,890
12,804,052
417,234
36,608
4.215.847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
21.383
149,905
1,416,637
710,991
1,419,895
6,250.768
815.000
0
591,569
7,500,148
2,460,000
100,000
1,377,861
150,000
0
2,528,000
0
2,061,334
20,586,144
WATER - REPLACEMENT 16,037,490 10,160,723
TOTAL 320,488,587 119,085,066
2004-2005
CONTINUING NEW
APPROPR. APPROPR.
349.884
485,447
137,862
5,329,093
3.161.248
10,462,590
24,358
565,240
0
960.845
39,425.840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11.726.268
11,382,471
0
3,108.099
81.293
1,024,189
3,401,142
0
3,365,821
7,249,413
0
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098.326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
9,079,649 2,773,005
139,350,145 88,696,728
2005-2006
TOTAL CIP
APPROPR.
349,884
485,447
3,217,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99,892
0
219.100
4,096,796
31,103,642
715.000
260,350
1,257.1 13
17,413,883
14,480,797
100,000
4,396,529
231,293
1,024,189
6,001,142
4,718,421
14,499,413
a
a
11,852,654
228,046,873
JUNE 30,2006
PROJECTED
BALANCE
7,084,181
597,752
45,214,887
10,029,693
4,219,900
31,663,345
357,380
77,138
2,154
18,652,880
2,160,761
981,241
172.581
1,399,253
2,68231 1
1.068.637
7,110,428
3,627,517
100,000
464
2,701,330
20,968,815
10,221,127
4,675
6,587,843
4,936
169,268
2,384,703
284,890
10,146,965
6,503,965
14,345,559
21 1,526,779
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2001 -2002 2002-2003 2003-2004 2004-2005 2005-2006
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUE REVENUE REVENUE REVENUE REVENUE
BTD#2 - POINSETTIA LANElAVlARA PKW 3,850,521 926,437 2,082,42 1 1,402.844 1.178.922
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5.13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNEnHlGHWAY
TRANSNETlLOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
200,151
8,150,245
3,268,765
2,078.795
4,278,498
0
342,827
1,070,012
3,676,384
146,865
108,709
532,417
282,916
538,255
979,445
1,177.836
6,741,413
130,718
0
800,554
9,472,325
3.1 71,976
7,941
1,242,674
0
52,570
2508,640
70,313
2,546,628
16,722,716
404,647
6,500,700
14,050,018
1.851 ,I 18
36,905,004
600,000
208,914
244,735
4,114,930
1,098,283
64,865
245,976
1,520,779
475,468
9,593
739.807
6,436,638
18.552
146,305
1,308,913
4,855,445
3,115,527
302,968
1,762,612
11 3,689
1,205,103
2,878.396
15,933
2,192.288
6,869,702
4,724,143
4,691,448
1.785,785
558.927
0
361,048
52,028
3,946,110
10,915,062
47,366
125,004
514,627
30,554
35,582
1,241,432
5,224,343
7,547
245,691
557,429
1,813,446
4,198,825
78,572
975,812
110,471
14,861
4,120,403
1,479
3,064,296
9,009,877
46,190
6,314,839
5,396,033
1.049,277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51.771
3,354,282
8,447
3,380,811
12,550,000
36,608
4,215,847
10,970,579
1,650,000
790,854
36,803,000
0
0
4,250,000
791,986
96,910
21,383
149,905
1,416,637
7 10,991
1,419,895
6,250.768
815,000
0
591,569
7,500,148
2,460,000
100,000
1.377,861
150,000
0
2,528,000
0
2,061,334
20,586,144
WATER - REPLACEMENT 3,457,473 4,667,424 2,877,307 2,813,109 10,160,723
TOTAL CAPITAL FUNDS 79,153,030 106,047,656 63,411,896 99,309,316 119,085,066
Note: Revenues include interfund loans and transfers in.
Exhibit 3-6
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
2002-2003 2003-2004 2004-2005
FUND ACTUAL ACTUAL ESTIMATED
BTD#2 - POINSETTIA LANE/AVIARA PKW 1,089,644 1,371,674 980,112
BTD#3 - CANNON ROAD WEST 366,929 1,228,385 156,867
CFD #I - CITYWIDE 563,394 385,960 179,367
CFD #2 - RANCHO SANTA FE ROAD 6,849,077 11,832,529 20,938,704
GAS TAX 3,069,646 509,878 2,029,704
GENERAL CAPITAL CONST. 702,114 1,959,899 2,716,952
GOLF COURSE 93,341 394,043 2,692,584
GRANTS - FEDERAL 208,510 361,452 1,877,622
GRANTS - STATE 475,336 291,454 83,780
INFRASTRUCTURE REPLACEMENT 1,290,712 336,293 746,368
OTHER 199,220 593,270 675,948
PARK FEE ZONES 5.13,16 14,447 452 0
PARK-IN-LIEU NE 59,593 18,626 1,695,972
PARK-IN-LIEU NW 366,504 704,000 0
PARK-IN-LIEU SE 4,379,059 0 0
PARK-IN-LIEU SW 0 0 550,000
PLANNED LOCAL DRAIN'G 574,220 957,271 792,498
PUBLIC FACILITIES FEE 3,758.660 2,885,404 15,585,469
REDEVELOPMENT VILLAGE 53,069 877,633 0
REDEVELOPMENT SCCRDA 0 0 193,606
SEWER BENEFIT AREAS 1,219,939 937.912 3,73431 1
SEWER CONNECTION 2,337,279 2,212,199 3,492,732
SEWER REPLACEMENT 955,688 1,604,260 1,244,460
TDA 136,933 160,780 73,792
TRAFFIC IMPACT FEE 402,011 147,986 690,433
TRANSNETBIKE 70,104 45,776 24,628
TRANSNET/HIGHWAY 128,474 64,266 733,843
TRANSNETISTP 486,42 1 69,533 22,633
WATER - MAJOR FACILITY 1,839,043 2,720,043 252,556
WATER - RECYCLED WATER 8,325,047 10,516,313 18,959,058
WATER - REPLACEMENT 3,155,390 501,338 3,553,052
TOTAL CAPITAL FUNDS 44598,779 47,869,325 90,363,631
TRANSNEnLOCAL 1,030,601 4,180,696 5,686,380
2004-2005 2005-2006 2005-2006
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
349.884 0 349,884
485.447
137,862
5,329.093
3,161.248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99,892
0
0
21 9,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1,024.1 89
3,401,142
0
3,365,821
7,249,413
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098,326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
485.447
3,217,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99.892
0
0
219,100
4,096,796
31 ,I 03,642
715,000
260,350
1,257,113
17,413,883
14,480,797
100,000
4,396,529
231,293
1,024,189
6,001,142
0
4,718,421
14,499,413
9,079,649 2,773,005 11,852,654
139,350,145 88,696,728 228,046,873
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2004-200:
JULY 1,2004 ESTIMATED JUNE 30,2005
UNRESERVED ESTIMATED ESTIMATED DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
BTD#2 - POINSETTIA LANE/AVIARA PKW 5.832.41 1 1,402,844 140,112 84o;ooo 6,255,143
BTD#3 - CANNON ROAD WEST
CFD #1 - CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
CFD #2 - RANCHO SANTA FE ROAD
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NW
PARK-IN-LIEU NE
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETlBIKE
TRANSNET/H IGH WAY
TRANSNETlLOCAL
TRANSNETlSTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
1,157,268
38,080,792
19,930,878
6,903,575
48,073,313
1,600,000
0
84,540
14,716,199
13,040,113
783,731
1,894,709
1,142,313
51 1,094
721,969
8,420,796
36,602,314
0
254,995
6,466,942
32,217,913
20,482,974
78,467
8,793,432
108,094
1,875,529
8.189.943
299,076
9,675,797
6,826,292
46,190
6,314,839
5,396,033
1,849,277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754.780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003.41 0
0
1,503,512
2,763
51,771
3,354,282
8.447
3,380,811
12,550,000
156,867
80,078
18,761,325
2,029,704
2,716,952
2,596,691
1,877,622
83,780
746,368
591,288
0
1,695,972
0
0
0
792,498
15,545,770
0
24,462
3,734.51 1
2,553,151
1,244,460
0
651,303
24,628
733,843
5,686,380
22,633
252,556
18,959,058
0
99,289
2,177,379
0
0
95,893
0
0
0
84,660
0
0
0
0
550,000
0
39,699
0
169,144
0
939,581
0
73,792
39,130
0
0
0
0
0
0
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363.575
43,685,455
884.332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260,814
3,366.874
30382,551
22,241,924
4,675
9,606,511
86,229
1,193,457
5,857,845
284.890
12,804,052
417,234
WATER - REPLACEMENT 16,777,433 2,813,109 3,553,052 0 16,037,490
TOTAL 31 1,542.902 99,309,316 85,255,064 5,108,567 320,488,587
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2005-200E
JULY 1,2005
PROJECTED ESTIMATED
FUND BALANCE REVENUES
BTD#2 - POINSElTIA LANE/AVIARA PKW? 6,255,143 1 .I 78.922
BTD#3 - CANNON ROAD WEST
CFD #I - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAING
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETBIKE
TRANSNET/HIGHWAY
TRANSN ET/LOCAL
TRANSNETETP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
1,046,591
44,216,264
4,388,207
6,723,148
49,244,281
381,738
642,378
2,154
18,363,575
43,685,455
884,332
251,089
1,249,348
1,265,874
576,745
9,787,329
28,480,390
0
260,814
3,366,874
30,882,551
22,241,924
4,675
9,606,511
86,229
1,193,457
5,857.845
284,890
12,804,052
417,234
36,608
4,215.@47
10,970,579
1,650,000
790.854
36,803,000
0
0
4,250.000
791.986
96,910
21.383
149,905
1,416.637
710,991
1,419,895
6,250.768
815,000
0
591,569
7,500,148
2,460,000
100,000
1,377.861
150,000
0
2,528.000
0
2,061,334
20,586,144
WATER - REPLACEMENT 16,037,490 10,160,723
TOTAL 320,488,587 119,085,066
2004-2005
CONTINUING NEW
APPROPR. APPROPR.
349.884
485,447
137,862
5,329,093
3,161,248
10,462,590
24,358
565,240
0
960,845
39,425,840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1.024.189
3,401,142
0
3,365,821
7,249,413
0
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098,326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
9,079,649 2,773,005
139,350,145 88.696,728
2005-2006
TOTAL CIP
APPROPR.
349,884
485,447
3,2 17,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316,680
0
99.892
0
0
21 9,100
4,096,796
31,103,642
715,000
260,350
1,257,113
17,413,883
14,480.797
100,000
4,396,529
231,293
1,024,189
6,001,142
0
4,7 18,421
14,499,413
11,852,654
228,046,873
JUNE 30, 2006
PROJECTED
BALANCE
7,084,181
597,752
45,214,887
10,029,693
4,219,900
31,663,345
357,380
77,138
2,154
18,652,880
2,160,761
981,241
172,581
1,399,253
2.682.51 1
1,068,637
7,110,428
3.627.517
100,000
464
2,701,330
20,968,815
10,221,127
4,675
6,587,843
4,936
169.268
2,384,703
284.890
10,146,965
6,503,965
14,345,559
21 1,526,779
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REV€ N UE REVENUE REVENUE REVENUE REVENUE
BTD#2 - POINSElTIA LANUAVIARA PKW? 3,850,521 926,437 2,082,421 1,402,844 1,178,922
BTD#3 -CANNON ROAD WEST
CFD #1 - CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13.16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETIBIKE
TRANSNET/HlGHWAY
TRANSNEnLOCAL
TRANSNETISTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
200,151
8,150,245
3,268,765
2,078,795
4,278,498
0
342,827
1,070,012
3,67634
146,865
108,709
532,417
282,916
538,255
979,445
1,177,836
6,741,413
130.718
0
800.554
9,472,325
3,171,976
7,941
1.242,674
0
52,570
2,508,640
70,313
2,546,628
16,722,716
404,647
6,500,700
14,050,018
1,851,118
36,905,004
600,000
208,914
244,735
4,114,930
1,098,283
64,865
245,976
1,520,779
475,468
9,593
739,807
6,436,638
18,552
146,305
1,308,913
4.855.445
3,115527
302,968
1,762,612
11 3,689
1,205,103
2,878,396
15,933
2,192,288
6,869,702
4,724,143
4,691,448
1,785.785
558,927
0
361,048
52.028
3,946,110
10,915,062
47.366
125,004
514,627
30,554
35,582
1,241,432
5,224,343
7,547
245,691
557,429
1,813,446
4,198,825
78,572
975,812
11 0,471
14,861
4,120,403
1,479
3,064,296
9,009,877
46,190
6,314,839
5,396,033
1,849,277
3,887,920
1,474,322
2,520,000
1,394
4,393,744
31,321,290
100,601
52,352
107,035
754,780
404,776
2,159,031
7,463,545
0
199,425
634,443
2,157,370
3,003,410
0
1,503,512
2,763
51,771
3,354,282
8,447
3,380,811
12,550,000
36,608
4,215,847
10,970,579
1,650,000
' 790.854
36,803,000
0
0
4,250,000
791.986
96,910
21,383
149,905
1,416,637
710,991
1,419,895
6,250,768
815,000
0
591,569
7,500,148
2,460,000
100,000
1,377,861
150,000
0
2,528,000
0
2,061,334
20,586,144
WATER - REPLACEMENT 3,457,473 4,667,424 2,877.307 2,813,109 10,160,723
TOTAL CAPITAL FUNDS 79,153,030 106,047,656 63.41 1,896 99,309,316 119,085,066
Note: Revenues include interfund loans and transfers in.
Exhibit 3-8
CITY OF CARLSBAD
CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE
FUND
BTD#2 - POlNSElTlA LANEIAVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD #I -CITYWIDE
CFD #2 - RANCHO SANTA FE ROAD
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN’G
PUBLIC FACILITIES FEE
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNETIBIKE
TRANSNETIHIGHWAY
TRANSNETILOCAL
TRANSNETISTP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
2002-2003
ACTUAL
1,089,644
366,929
563,394
6,849,077
3,069,646
702,114
93,341
208,510
475,336
1,290,712
199,220
14.447
59,593
366,504
4,379,059
0
574,220
3,758,660
53,069
0
1,219,939
2,337,279
955,688
136,933
402,011
70,104
128,474
1,030,601
486,421
1,839,043
8,325.047
2003-2004
ACTUAL
1,371,674
1,228,385
385,960
11,832,529
509,878
1,959,899
394,043
361,452
291,454
336,293
593,270
452
18,626
704,000
0
0
957,271
2,885,404
877,633
0
937,912
2,212,199
1,604,260
160,780
147,986
45,776
64,266
4,180,696
69,533
2,720,043
10,516,313
2004-2005
ESTIMATED
980,112
156,867
179,367
20,938.704
2,029,704
2,716,952
2,692.584
1,877,622
83,780
746,368
675,948
0
1,695,972
0
0
550,000
792.498
15,585,469
0
193,606
3,7343 1
3,492,732
1,244,460
73,792
690,433
24,628
733,843
5,686,380
22,633
252,556
18,959,058
WATER - REPLACEMENT 3,155,390 501,338 3,553,052
44,598,779 47,869.325 90,363,631 TOTAL CAPITAL FUNDS
2004-2005 2005-2006 2005-2006
CONTl NU1 NG NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
349,884
485,447
137,862
5,329,093
3,161,248
10,462,590
24.358
565,240
0
960,845
39,425,840
0
99,892
0
0
219,100
4,096,796
22,096,142
0
260,350
1,257,113
11,726,268
11,382,471
0
3,108,099
81,293
1,024,189
3,401,142
0
3,365,821
7,249,413
0
0
3,079,362
0
992,000
7,909,200
36,803,000
0
0
2,999,850
2,890,840
0
0
0
0
0
0
9,007,500
715,000
0
0
5,687,615
3,098,326
100,000
1,288,430
150,000
0
2,600,000
0
1,352,600
7,250,000
349,884
485,447
3,217,224
5,329,093
4,153,248
18,371,790
36,827,358
565,240
0
3,960,695
42,316.680
0
99,892
0
0
219,100
4,096,796
31,103,642
715,000
260,350
1,257,113
17,413,883
14,480,797
100,000
4,396,529
231,293
1,024,189
6,001,142
0
4,718,421
14,499.41 3
11,852,654
139,350,145 88,696,728 228,046,873
9,079,649 2,773,005
T -I- -
r
C a c c
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f e
5
I
1
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4
I
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f
5 5 4 i i I
T
5 E
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2 3
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E
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I
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i
4
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B
i
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1
:
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1
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B
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i
Exhibit 3-C
PERSONNEL ALLOCATIONS FOR 2004-05 AND 2005-06
FINAL PRELIMINARY 2005-06
BUDGET BUDGET REQUESTED
MAJOR SERVICE AREA 2004-05 2005-06 CHANGES
)POLICY AND LEADERSHIP GROUP I
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
)ADMINISTRATIVE SERVICES I c I ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
PUBLIC SAFETY I
POLICE
FIRE
COMMUNITY DEVELOPMENT i COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING 8 CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MANAGEMENT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
ICOMMUNITY SERVICES i
LIBRARY
CULTURAL ARTS
RECREATION &SENIOR PROGRAMS
)PUBLIC WORKS I
ADMINISTRATION 8 ENVIRONMENTAL PROGRAMS
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 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 .OO
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 314 TIME LABOR FORCE 646.00 659.00 13.00
Exhibit 3-C
PERSONNEL ALLOCATIONS FOR 2004-05 AND 2005-06 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
Difference
Full Time Personnel 640.00 653.00 13.00
3/4 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
2004105 2005106
LIMITED TERM EMPLOYEES
2004105 2005/06 Difference
Legal Intern 0.00 0.50 0.50
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
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Exhibit 4
RESOLUTION NO. 1247
A RESOLUTION OF THE BOARD OF DIRECTORS
OF THE CARLSBAD MUNICIPAL WATER
DISTRICT, CALIFORNIA, ADOPTING THE WATER
DISTRICT FINAL OPERATING BUDGET AND
CAPITAL IMPROVEMENT PROGRAM FOR 2005-06
~~
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has held such public hearings as are necessary prior to the adoption of the 2005-06 Operating
and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
1.
2.
That the above recitations are true and correct.
That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, 2005-06 Operating Budget and 2005-06 to Buildout Capital Improvement Program -
Preliminary," as amended in accordance with Exhibit 4-A attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the
Carlsbad Municipal Water District for the fiscal year 2005-06.
3. That the amounts reflected as estimated revenues for fiscal year 2005-06 are
hereby adopted as the budgeted revenues for 2005-06.
4. That the amount designated as 2005-06 Budget in Exhibit 4-B is hereby
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided herein.
5. That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget except as provided herein.
6. That the following controls are hereby placed on the use and transfers of budget
funds:
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Page 2 of Resolution # 1247 Exhibit 4
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers of funds from account
to account within the same fund in an amount up to $1 00,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of
the original revenue estimate.
B. The Board of Directors must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final Budget. The Executive
Manager may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
7. That all appropriations and outstanding encumbrances as of June 30, 2005 are
hereby continued into 2005-06 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2005, are hereby appropriated for such capital projects for the 2005-06 fiscal year.
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Exhibit 4 Page 3 of Resolution # 1247
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors
held on the 21s day of JUNE , 2005 by the following vote, to wit:
AYES: Board Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ATTEST:
Exhibit 4-A
Exhibit 4-A
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Exhibit 4-8
PROGRAM : WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
2002-03 2003-04 2004-05
ACTUAL BUDGET
PERSONNEL 2,459,420 2,761,099 2,833,259
MAINTENANCE & OPERATIONS 15,441,559 17,457,953 17,944,130
CAPITAL OUTLAY 53,028 0 0
ACTUAL
2005-06
BUDGET
3,179,073
19,645,205
46,700
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (78,000 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PROGRAM ACT IVlTl ES :
Construction Maintenance
0 Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to ensure safe and efficient distribution and collection systems.
Water Operations
0 Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection activities; collect water quality samples to ensure compliance with State and federal regulations.
Cross-Connection Control
0 Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers; and assist construction and
maintenance operations.
PERFORMANCENVORKLOAD MEASURES:
0 Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City’s Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal Number Total Total Percent
’fear Collected Positive Bacteria-Free Bacteria-Free
1998-99 1,428 3 1,425 99.0% 1999-00 1,615 1 1,614 99.9%
2001 -02 1,719 1 1,718 99.9%
2002-03 1,719 1 1,718 99.9%
2003-04 1,752 1 1,751 99.9%
2000-01 1,725 3 1,722 99.8%
Exhibit 4-B
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
PERFORMANCEANORKLOAD MEASURES (continued)
Water Service Delivew
0 Annual number of hours per mile of distribution line that a water main is out of service should be zero.
Fiscal Total Miles Hou rs/Mi le Year Hours Distribution Lines Distribution Line
1998-99 18 350 .05
1999-00 17 400 .04
2000-01 0 410 0.00
200 1-02 0 43 1 0.00
2002-03 0 431 0.00
2003-04 0 434 0.00
Water Cost
Annual water loss not to exceed six percent as set by the California Department of Water Resources.
Distribution system losses commonly range between 6% and 15%. The American Water Works Association recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water
Year Loss
1998-99 4.87%
1999-00 5.36%
2000-01 4.29% 2001 -02 4.24%
2002-03 5.18%
2003-04 6.1%
Total annual expenditures per acre-foot of water delivered.
Fiscal Cost per
Year Acre-Foot
1999-00 $795
2000-01 $808
2001 -02 $793
2002-03 $828
2003-04 $920
WORKLOAD STATISTICS:
WATW OPBZATIONS-PERCH OF TOTAL WORKLOAD IN 2004
Other Mi%
Qualltysanples Dely Cp's
22% System Maintemnce 0%
SIGN I Fl CANT CHANGES :
Two new full time positions have been added for the operation of the Recycled Water Plant. Several other
adjustments were made to FTE allocations to more appropriately reflect time spent on Water Operations.
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
Exhibit 4-B
ACCT NO. 0011310
2002-03 2003-04 2004-05 2005-06
ACTUAL ACTUAL BUDGET BUDGET
1,806,241 1,965,932 2,296,241 2,447,707
1,042,290 1,064,209 769,494 798,895
862 24,804 76,500 0
SEWER ENTERPRISE
TOTAL FUNDING
IWATER ENTERPRISE I 242,7001 332,7001 380,000 I 325,800 [
172,500 142,600 162,800 139,600
2,849,393 3,054,945 3,142,235 3,246,602
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility: working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTlVlTl ES :
Lonq-Ranqe Financial Planninq and Budqet Manaqement
General Accountincl and Reporting
Assessment DistricffCommunitv Facilities District (CFD) Administration
Purchasing
Prepare ten-year operating forecasts incorporating various "what-if" scenarios to facilitate decision-making for
the City Council and City departments.
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
Perform bi-annual review of all City fees and present recommendations for changes to the City Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
Prepare checks for City employees and for service and commodity suppliers.
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide the City Council and City management with timely monthly financial reports.
Monitor City debt issues to ensure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Perform in-house internal control reviews as needed.
Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
Provide administration of CFDs and assessment districts as required by formation documents and State law.
Issue and manage formal bid and quotation processes.
Track and renew annual Commodity and service contracts.
Develop and administer joint agency contracts.
Assist City departments in the creation and administration of contracts.
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE
FY2002
PROGRAM ACTIVITIES (continued):
Receivina. Messenaer, and Mail Services
0
0
0
0
Act as shipping and receiving for the Faraday Administration Center.
Direct disposal of surplus and lostlunclaimed property.
Collect outgoing City mail and apply postage.
Sort and distribute all incoming City mail.
WORKLOAD AND PERFORMANCE INDICATORS:
FY2003 FY2004
Exhibit 4-8
PAGE TWO
13 0 Average number of days to issue
Monthly Financial Status Report
ACCT NO. 001 131 0
12 14
0 Pieces of mail processed
1- I I
171,258 161,928 173,491
KEY GOALS FOR 2005-06:
ToD-Qualitv Services
0 Provide more effective and efficient service to customers by improving the cash handling and refund processes.
0 Improve service to taxpayers by clarifying and streamlining the tax administration process.
Financial Health
0 Plan for the strategic implementation of technology as it relates to the City’s integrated financial and personnel
management systems.
0 Improve the effectiveness of, and streamline the development of, the annual Capital Improvement Program.
0 Improve the communication of financial information and keep up to date with industry standards by
implementing the latest standards set by the Government Accounting Standards Board.
SIGNIFICANT CHANGES:
One fulltime FTE for a Purchasing Buyer has been transferred to the Public Works Construction Division to better
align services and facilitate workflow.
Exhibit 4-8
PROGRAM: ENGINEERING
FUND: GENERALWATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINE ERIN G SERVICES ACCT NO. 0015710/5>(15710
MA1 NTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation,
water supply, sewer collection, storm water control, parks, and general engineering, project management, front
counter operations, and construction inspection. The Engineering Department provides services to the public and
other City departments through preparation and processing of planning, design, and construction documents and
performing transportation studies. The department is also responsible for ensuring that private development and public improvements are properly designed, constructed, and inspected while maintaining public safety and the well-
being of the community.
PROGRAM ACT lVl TI ES :
Administration
Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Provide comprehensive engineering input for all land use development applications; process engineering
development plans and maps in a professional manner, maintaining high-quality and meeting production goals;
ensure engineering questions related to land development are answered in a timely and friendly manner.
Development Services
Planninq and Proqrams
Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update
existing facility impact fee programs, and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging,
growth management monitoring, special districts program, and facility mapping.
Design citywide capital improvement projects including domestic and recycled water systems, and sewer
systems; perform markouts, water resource development, domestic water and recycled water systems, sewer
systems, and water systems. For each of these programs, Design provides a variety of services including
planning, water quality investigations, technical engineering assistance, mapping, and facility location.
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in maintaining optimum traffic signal operations. Review and/or design traffic control plans, signing and striping plans, and traffic signal plans; review development project submittals; provide interdepartmental coordination of various issues; and staff the Traffic Safety Commission.
Desiqn
Transportation
PROGRAM:
FUND:
PROGRAM GROUP:
PROGRAM ACTIVITIES
E4 New
Exhibit 4-8
ENGINEERING PAGE TWO
GENERAWATER & SEWER ENTERPRISE
E N GI N E E RI N G S E RVI C E S ACCT NO. 001 5710/5X15710
47,600,000 59,609,000 52,513.000 W,OoO.000
(con tin ued) :
Construction Manaclement and Inspection
0 Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies; ensure construction of high-quality improvements; and minimize inconvenience to the public while
ensuring safe work sites.
WORKLOAD STAT1 STI CS :
Total Capital Improvement Program Appropriations
KEY GOALS FOR 2005-06:
TransDortation/Circulation
0 Continue work toward the construction of major road projects including: College Reach A, Cannon Reach 4,
Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane Reach E.
Parks/Open SDacelTrails
0
0
Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004.
Jefferson Street Sidewalks under construction.
Water and Sewer
0 Begin operation of the 4 MGD recycled water facility.
0 Complete construction of Mahr Reservoir Improvements and begin construction of Lake Calavera
improvements.
Complete construction of various lines, pump stations and lift stations as shown in the Capital Improvement
Prog ra m .
Begin work on new projects outlined in the Capital Improvement Program.
Plannincl and Proclrams
0
0
Environmental Manaclement
Update Storm Drain Master Plans per the growth management data and National Pollutant Discharge
Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local
Completion of GIS inventory for water, recycled water, curbs, sewers, street sign, sidewalks, and bridges.
Completion of Traffic Impact Fee Update
Completion of Drainage Master Plan. Planned local Drainage Area Fee program update.
Establish Poinsettia Lane Reach “E Financing Program.
Completion of Beach Attendance Economic Study.
Establish College Blvd., Reach “A” Financing Program.
Drainage Area fees are adequate for the existing rate of growth and future buildout.
SIGN I Fl CANT CHANGES:
Plancheck and Inspections are expected to fall moderately due to a decrease in the size
and more in-house plan checking. of development projects
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Exhibit 5
RESOLUTION NO. 399
A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY OF
CARLSBAD, CALIFORNIA, APPROVING THE OPERATING
BUDGET OF THE REDEVELOPMENT AGENCY AND
HOUSING AUTHORITY FOR FISCAL YEAR 2005-06
WHEREAS, the Housing and Redevelopment Commission of the City of Carlsbad,
California (the Commission), has reviewed the operating budget for the Redevelopment Agency
for Fiscal Year 2005-06; and
WHEREAS, the Commission has reviewed the operating budget for the Housing
Authority Section 8 Programs, for Fiscal Year 2005-06; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the
final operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Commission of the City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled "City of Carlsbad, 2005-06 Operating Budget and 2005-06 to Buildout Capital
Improvement Program - Preliminary" as amended in accordance with Exhibit 5-A attached
hereto and incorporated by reference herein, shall be and the same are hereby adopted as the
Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority Section 8
Programs for the fiscal year 2005-06.
3. That the amounts reflected as estimated revenues for fiscal year 2005-06 are
hereby adopted as the budgeted revenues for 2005-06.
4. That the amount designated as 2005-06 Budget in Exhibit 5-B is hereby
appropriated to the fund for which it is designated, and such appropriation shall not be increased
except as provided herein.
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Exhibit 5 Page 2 of Resolution # 399
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $1 00,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers and adjustments.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase an
appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue
which is designated for said specific purpose.
B. The Commission must authorize any increase in the number of authorized
permanent personnel positions above the level identified in the final Budget. The Executive
Director may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
6. That all appropriations and outstanding encumbrances as of June 30, 2005, are
hereby continued into 2005-06 for such contracts and obligations.
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Page 3 of Resolution # 399 Exhibit 5
That all appropriations for Capital Improvement Projects remaining unexpended at June 30,
2005, are hereby appropriated for such capital projects for the 2005-06 fiscal year.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Housing and
Redevelopment Commission of the City of Carlsbad on the 21st day of JUNE 2005, by the
following vote, to wit:
AYES: Commissioners Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
ef@lOND R: PAYCHETT, Secretary
Exhibit 5-A
Exhibit 5-B
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412
VILLAGE AREA
PERSONNEL
I 2002-03 I 2003-041 2004-051 2005-061
ACTUAL ACTUAL BUDGET BUDGET
162,604 149,282 178,619 166,689
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villaqe Redevelopment Master Plan
Coordination of project development and permit processing.
0 Administration of the Parking-In-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development.
Communitv Relations and Public Relations Proqram
Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency. Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCENVORKLOAD MEASURES:
0
0
Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects.
Process 10 sign permit applications.
Process 5 preliminary review applications.
Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY GOALS FOR 2005-06:
Financial Health
0 Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Balanced Communitv Development (also affects Financial Health goal) Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2008 expiration of the Redevelopment Plan.
SIGN I FlCANT CHANGES:
None.
Exhibit 5-B
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
VILLAGE AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
PERSONNEL
2002-03 2003-04 2004-05 2005-06
ACTUAL ACTUAL BUDGET BUDGET
32,559 35,395 43,014 36,788
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
27,904
47,184
15,929 73,991 57,608
0 0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTlVl TI ES :
Affordable Housina Proiect Processina Procedures
0
Affordable Housina Proiect Coordination
0
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
Affordable Housina Education Proaram
0 Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCENVORKLOAD MEASURES:
0
0
Process at least 3 requests for financial assistance through the Housing Policy Team.
Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in, the Village Redevelopment Area.
Participate in at least 3 outreach programs, professional conferences, andlor citizen and business groups on
affordable housing.
KEY GOALS FOR 2005-06:
Top-Qualitv Services
0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
SIGNIFICANT CHANGES :
None.
Exhibit 5-B
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
SOUTH CARLSBAD AREA
2002-03 2003-04 2004-05
ACTUAL ACTUAL BUDGET
PERSONNEL 64,241 45,942 81,198
2005-06
BUDGET
75,688
MAINTENANCE & OPERATIONS 1 04,130 252,611 3 54,328
I 1561 O1 O1 Ol
CAPITAL OUTLAY
202,829
GRAND TOTAL
MISSION STATEMENT:
168.5271 298.5531 435.5261 278.51 7
Helping people achieve their dreams
P ROG RAM ACT l VlT I E S :
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities andlor development of cultural facilities or other public facilities.
Revitalize, redevelop, andlor generally clean up the Ponto Area.
Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCEMORKLOAD MEASURES:
Implement land use vision for planning area three.
KEY GOALS FOR 2005-06:
Balanced Community Development
Facilitate the development of one project identified by the vision study for planning area three.
SIGN I Fl CANT CHANGES :
The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in FY04 to
$278 million in FY05 and are expected to decline further in FY06 to less than the original values when the
redevelopment area was formed. This reduction in assessed values caused current values to drop below base
values for FY 2005-06. The decline is mainly due to the lower values assigned to the Encina Power plant. Since the
revenue to the area is based on the excess of the current assessed values over the original assessed values, it is likely that the South Carlsbad Area will not receive any property tax revenue in FY 2005-06. Budgeted expenses will
come from accumulated balances.
Exhibit 5-B
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
SOUTH CARLSBAD AREA
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
PERSONNEL
2002-03 I 2003-041 2004-051 2005-061
ACTUAL ACTUAL BUDGET BUDGET
13,069 14,759 31,944 2 1,694
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citvwide Affordable Housina Proarams
Affordable Housing Education Activities.
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCENVORKLOAD MEASURES:
KEY GOALS FOR 2005-06:
Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
Balanced Communitv Development
Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary
Housing Ordinance.
Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGN IFICANT CHANGES :
None.
Exhibit 5-8
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
2002-03 2003-04
ACTUAL ACTUAL
PERSONNEL 31 1,937 335,033
MAINTENANCE & OPERATIONS 4,705,629 5,389,834
CAPITAL OUTLAY 1,531 0
2004-05 2005-06
BUDGET BUDGET
378,117 340,410
5,664,514 5,640,505
0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTlVlTl ES :
Section 8 Tenant-Based Rental Assistance
Provide federal funding to subsidize rents for extremely low-income and very low-income households.
Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Familv Self-Sufficiencv
Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five-year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCENVORKLOAD MEASURES:
Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer” or “high
performer.”
Achieve and maintain a lease rate utilizing 98% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting community workshops, providing owner and participant
newsletters, and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
No new positions, however individuals were reallocated between programs within the program group to better reflect current workloads. Less staff time is now spent on the Section 8 program, which decreased the personnel budget in
this program for 2005-06.
Funding from the Housing & Urban Development Department for the Section 8 program was cut for the 2005-06
budget year. No new households will be added to the program and other measures may be taken to reduce the
program costs.
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Exhibit 6
RESOLUTION NO. 2005-197
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ESTABLISHING THE
ARTICLE XlllB OF THE CALIFORNIA STATE
CONSTITUTION AND STATE LAW
2005-06 APPROPRIATION LIMIT AS REQUIRED BY
WHEREAS, Article XlllB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of
each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2005-06 appropriation limit of one hundred fifty-three million, nine hundred thirty-
eight thousand, forty-seven dollars ($1 53,938,047) as computed in Exhibit 6-A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council on
the 21st day of JUNE , 2005, by the following vote, to wit:
AYES:
NOES: None
ABSENT: None
Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
ATTEST: -- LORRAINE M. OD, City CI rk
(SEAL)
Exhibit 6-A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 1
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
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9 >
9
Population growth of Carlsbad, OR
Population growth within San Diego County, AND
Growth in California per capita income, OR
Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2005-06 Limit were:
9
9
Population growth in Carlsbad, AND
Growth in California per capita income
The formula is outlined below:
2004-05 Expenditure Limit $1 42,508,838
% Carlsbad Population Growth
Growth in California per capita income
Net Increase Factor
2005-06 Limit (2004-05 Limit X Factor)
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
1.0262
X 1.0526
1.0802
$153,938,047
$87,065,832
The spending limit for the City of Carlsbad for 2005-06 is $153.9 million, with appropriations of
"proceeds of taxes" of $87.1 million. The result of the calculation provides the City with an
operating margin of $66.8 million.
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Exhibit 7
RESOLUTION NO. 2005-198
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO
THE MASTER FEE SCHEDULE
~
WHEREAS, the City Council of the City of Carlsbad has the authority to establish
fees for City services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain
an adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council finds it necessary to recover the costs for City
services; and
WHEREAS, the City Council has held the necessary public hearing and allowed
for public comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the changes to the Master Fee Schedule for the fees shown in Exhibit 7-
A-H, attached hereto, are hereby adopted.
2. That all other general City fees and development-related fees as shown in
Resolution 2004-1 83, except as specifically amended, shall remain in full force and effect.
Ill
Ill
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Exhibit 7
3. This resolution shall become effective on August 1, 2005 for General City
fees and September 01, 2005 for the Development-related fees.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the Carlsbad City
Council held on the 21st day of JUNE , 2005 by the following vote, to wit:
AYES:
NOES: None
Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
ABSENT: None
ATTEST
(SEAL)
Exhibit 7-A
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,
for all recreation usages other than regular operation hours. For the Swim Complex, if clean up or m
required, a staffing fee of $20 per hour per staff is charged.
required
uards are
CATEGORIES
FACILlTIES A B C D E F
-S r€ Pi ($500 deposit required)
Day Use N/C N/C 15 20 25 30
Light (Night) Use N/C 5 25 30 35 40
CLINICS/C AMPS A B C D E F
Field N/C 35 510 15 20 25
Lights N/C 910 15 20 25 30
TOURNAMENTS ($500 deposit required) A B C D E F
Field N/C N/C 510 -515 720 325
Lights N/C 419 15 20 25 30
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.
n-residents when a rental includes an inflatable ast
us chedule a
Other General Fee Changes Current Fee Proposed Fee
Cancellation Check Processing Fee new $20
Exhibit 7-A
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 . Examples: Boy’s and Girl’s Club &, Property Management Associations, €a&ba&h ., CM
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.
Examples: North County AA, YMCA, resident religious and political groups, Mira Costa
Resident commercial, business, profit making organization, non-resident private party activities
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-PROFlT USER, THE ORGANIZATION MUST MEET ALL
OF THE FOLLOWING CRITERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California; or, if not registered with
the State, must be a Carlsbad Chapter and have a constitution or by-laws 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 7-8
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 1-00 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 7-C
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
% increase 19.8% 19.6% 36.4% 16.3% 7.9% 7.9%
Zone Average $742 $862
SD Region Ave. $64 1 $744 $1 6 $70 $1 29 $1 41
Exhibit 7-D
Size of Bin
Cost-Current
Cost-Proposed
SOLID WASTE SERVICE FEES
RECOMMENDED FEE INCREASES
JUNE 2005
Residential Service Rates: Current Proposed
Monthly Curbside Service: $1 6.47 $1 7.50
Monthly Backyard Service: $21.65 $23.00
Commercial Service Rates:
2Yd 3Yd 4Yd 5Yd 6Yd
$29.93 $40.29 $48.34 $56.40 $64.46
$32.08 $43.19 $51.82 $60.46 $69.10
I Added Cost Der Bin Dump --I
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)
rt
Exhibit 7-D
Number of
3yd Bins
1
lx per 2x per
Week Week
Current $84.86 $150.29
2 I (Prouosedl $181.21 I $322.21 I
Proposed $90.97 $16 1.1 1
Current $169.04 $300.57
3 Current $253.55 $450.86
Proposed $271.81 $483.32
No. Bins
1
2
Number of Pick-ups per Week
1 2 3 4 5
Current $58.70 $98.99 $139.27 $179.56 $214.09
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
Pronosed $125.85 $212.23 $298.60 $384.97 $459.00
Exhibit 7-E
Uniform
Sewer Rates
Recommended
Unit Cost I Uniform Rate
($/hcf of water)
Group I Residential
Single Family
Multi-Family' $1.85
Mobile Home'
Group II Commercial
Group Ill Commercial
Group IV Commercial *
Group V Institutional
$1.85
$1.53
$2.01
$3.17
Schools per ADA3
Elementary *
Junior *
High
Boarding *
__-
$0.20
$0.39
$0.59
$2.92
-_-
$0.21
$0.41
$0.61
-_- $3.04
(based on volume and -_-
wastewater strengths)
Group VI Large Volume (based on volume and
wastewater strengths)
1
* Non-residential wastewater flow is 95 percent of metered water use.
Wastewater flow is 90 percent of metered water use.
Schools: assumes a 200-day working year; ADA: average daily attendance.
* Denotes charge per student based on ADA.
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
Exhibit 7-F
Fee 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)
CDP Emergency
CDP Exemption
Coastal Dev. Permit - Non-RDA - Minor
Coastal Dev. Permit- Non-RES (fee plus $.lo per square foot)
Coastal Development Permit - Major & Minor RP's
Conditional Use Permit (25% discount may apply)
CUP - Amendment
CUP - Bio 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 - All Others
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 - FocusedBupplemental (+ 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
Current I Recommended1 Unit
Fee I Fee I cost
970 1070 1,406
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
835
560
550
560
870
3,135
680
1,140
41 0
570
900
1,880
2,950
370
200
740
835
560
3,735
2,010
700
755
175
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
2,103
1,042
1,397
949
1,039
3,240
763
1,470
822
1,063
1,198
1,898
3,473
438
240
925
3,200
1,281
4,317
2,316
3,939
936
1,829
1,835
1,425
46
700
1,785
1,020
19,465
2,453
11,649
303
4,228
6,175
1,285
2,215
746
2,641
1 76
96
$
Subsidy
336
1,268
482
847
389
169
105
83
330
412
493
298
18
523
68
40
185
2,365
721
582
306
3,239
181
1,654
1,485
1,345
31
155
345
230
2,765
363
9
23
673
,050
250
125
161
841
76
21
June 2005 lozf
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
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 I” 20 Project Planner or 7 hrs Project Engineer)
Neighborhood Improvement Agreements
PD/Condo - Residential Additional Permit
PDICondo - 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 Extension (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 - Utility (+ actual costs for Insp. and Sr. Imp. time)
Right of Way Permit - Utility (By Contract)
Satellite Antenna Permit
Secured Agreement Pmc. Extension
Secured Agreement Proc. Replace -+ improvement plan revision fees if required
Sidewalk Sign/Outdoor Display Permit, Redevelopment Area
Sign Program
Sign Prcgram Permit, Redevelopment Area
Sign Program Permit Amendment, Redevelopment Area
Site Development Plan - Res. c- 4 unitshots
Exhibit 7-F
~ ~~~~~~
Fee Description
June 2005
Current Recommended Unit TLqT
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
91 0
250
55
3,720
5,381
39,02‘
7,02t
4,267
509
422
306
653
1,490
5,524
7,966
1,731
6,188
8,477
2,793
8,734
13,381
2,840
7,599
12,326
12,326
2,081
1,019
1,762
1,362
7,557
4,037
658
1,238
1,958
885
757
675
768
221
41 1
2,318
5,316
12,319
446
1,942
4,749
381
1,024
1,024
405
352
659
285
1,076
602
358
4,018
$
Subsidy
6
4,234
1,106
2,877
109
1 02
1
38
135
374
1,016
20 1
653
987
283
1,774
2,386
330
639
1,331
8,451
34 1
184
402
807
1,222
592
3
653
1,373
720
187
40
43
26
31
1,948
3,946
9,811
301
1,452
3,544
91
409
409
55
2
24
240
166
352
303
298
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2005
Current
Fee Fee Description
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 eng)
Specific Plan (+ mr after 1st 200 hrs project planner or 60 hrs project engineer)
Street Name Change
Street Vacation - Regular
Street Vacation - Summary
Structure Relocation - Use Planning Commission Determination
Substantial Conformance Exhibit Rev.
Tentative Map Revision - 5- 49 UnitdLots + $40ea 5+ (whichever is greater)
Tentative Map Revision - 50+ UnitdLots + $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 Lotdunits + $1 1Oea. > 5 (whichever is greater)
Tentative Tract Map - 50+ LotdUnits + $15ea 49+ (whichever is greater)
Tentative Tract Map Extension- 5 to 49
Final Tract Map (+ $5 per Acre)
Third Party Review - plus consultant cost
Variance - Administrative Redevelopment
Variance - Redevelopment
Variance - Engineering
Variance - Planning
Variance - Administrative (Planning)
Variance - Administrative (Planning) Recreational Vehicle Admin. Varianc
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.
Recommended Unit
Fee 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
61 5
155
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
1 0,480
3,648
1,387
3,031
10,607
18,817
2,894
6,543
724
539
1,435
713
3,185
713
675
4,641
6,336
5,995
60) 651 210
Exhibit 7-F
$
Subsidy
1,521
139
699
630
667
483
791
536
1,356
3,056
97 1
315
687
7
84
3,136
4,145
483
157
6
3,787
5,112
489
318
109
384
1,085
83
830
83
45
561
801
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
Exhibit 7-F
'IRE PROTECTION SYSTEM INSTALLA
iutomatic Sprinkler Systems - Residential System - Commercial System - 1st riser 1st floor
- Tenant Improvement
- ea add'l riser
-ire Alarm Systems - 1 to 25 Devices - 26 or more Devices
Ither Fixed Fire Systems - Hood and Duct - Halon
- Special Chemical Agent - Standpipe - Paint Spray Booth
Repeated Inspection on new construction
FIRE PROTECTION SYSTEM INSTALLA'
4utomatic 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
3ther Fixed Fire Systems - Hood and Duct , - Halon - Special Chemical Agent - Standpipe - Paint Spray Booth
qepeated Inspection on new construction
3N FEES - Current Schedule #l
Plan Inspection Fees Total
Review No. I cost Fee
$55
55
$50 minimum
90
55
60
55
70
70
3 at $55 each $220
1,150
565
1 at 60 each 115
1 at
2 at
$55 each
55 each
$1 05
200
1 at 60 each 115
2 at 50 each 160
1 at 60 each 115
2 at 55 each 180
2 at 55 each 180
1 at 65 each 65
ON FEES Recommended Schedule #I
Plan Inspection Fees Total I
Review No. I cost Fee 1
$60
60
3 at $60 each $240
1,150
565
1 at 60 each 120
$55 minimum 1 at $60 each $115
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 195
2 at 60 each 195
1 at 70 each 70
June 2005
Exhibit 7-F
ZRADJNG PERMIT APPLICATlON FEES - Current
4mount Fee
100 CY* or less $320
Schedule #2
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
$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
SRADING PERMIT APPLICATION FEES - Recommended
imount Fee
Schedule #2
_. . __
100 CY or less $350
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
Exhibit 7-F
GRADING PERMIT FEES = Current Schedule #3
Amount Fee
100 Cubic Yards (CY) or less $320
101 to 1 .ooo CY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 to 400,000 CY
~00,000 to 1,000,000 CY
$320
for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
$905
for the first 1,000 CY plus $65 for each additional 1,000 CY or fraction thereof,
$1,490
for the first 10,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
$2,615
for the first 100,000 CY plus $125 for each additional 10,000 CY or fraction thereof.
$3,865
for the first 200,000 CY plus $190 for each additional 10,000 CY or fraction thereof.
$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.
SRADING PERMIT FEES - Recommended
\mount Fee
IO0 Cubic Yards (CY) or less $350
Schedule #3
101 to 1,000 CY
I ,001 to 10,000 CY
10,001 to 100,000 CY
I00,001 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.
I,OOO,OOl CY or more $1 4,700
for the first 1,000,000 CY plus $685 for each additional 100,000 CY or fraction thereof.
\ y'7
June 2005
Exhibit 7-F
IMPROVEMENT CONSTRUCTION INSPECTION FEES - Current
Cost of Improvements Fee
$0 to $20,000
Schedule #4
5.5% - $315 Minimum
$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
$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 $1 00,000 plus $100 for each additional $1 0,000 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
$1,000,001 or more $12,525
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
F100,OOl to $250,000
§250,001 to $500,000
§500,001 to $1,000,000
61,000,001 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 $1 0,000 or fraction
thereof
$8,075
for the first $500,000 plus $1 05 for each additional $1 0,000 or fraction
thereof
$1 3,780
for the first $1,000,000 plus $1 05 for each additional $1 0,000 or fraction
thereof
June 2005
Exhibit 7-F
IMPROVEMENT PLAN REVIEW FEES - Current
Cost of Improvements Fee
$0 to $20,000
$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
Over $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.)
IMPROVEMENT PLAN REVIEW FEES - Recommended
Cost of Improvements Fee
$0 to $20,000
$20,001 to $50,000
Schedule #5
$1,015 plus 5% of value of improvements
$1,290 plus 4% of value of improvements - $2,440 minimum
$1,660 plus 3% of value of improvements - $4,040 minimum
$1,875 plus 2.5% of value of improvements - $6,120 minimum
$5,670 plus 2% of value of improvements - $1 3,250 minimum
$9,995 plus 1.5% of value of improvements - $20,660 minimum
$10,250 plus 0.75% of value of improvements - $31,980 minimum
Schedule #5
$1,115 plus 5% of value of improvements
$1,420 plus 4% of value of improvements - $2,440 minimum
)$SO,OOl to $1 00,000
$100,001 to $250,000
$1,825 plus 3% of value of improvements - $4,040 minimum
$2,065 plus 2.5% of value of improvements - $6,120 minimum
$250,001 to $500,000
$500,001 to $1,000,000
Over $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.)
$6,240 plus 2% of value of improvements - $1 3,250 minimum
$1 0,995 plus 1.5% of value of improvements - $20,660 minimum
$1 1,275 plus 0.75% of value of improvements - $31,980 minimum
June2005 '
Exhibit 7-F
'LANDSCAPE INSPECTION FEES - Recommended
Cost of Improvements Fee
$0 to $20,000 $490
Schedule #7
(LANDSCAPE INSPECTION FEES - Current Schedule #7
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 $750,000
$630
for the first $20,000 of improvements plus $20 for each additional
$1 0,000 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 $100,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$1,520
for the first $250,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$2,400
for the first $750,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
1$20,001 to $50,000
($50,001 to $100,000
$1 00,001 to$250,000
$250,001 to $750,000
1$750,001 and Over
$695
for the first $20,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$975
for the first $50,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$1,390
for the first $100,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
$1,670
for the first $250,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
$2,640
for the first $750,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
\
June 2005
Exhibit 7-F
$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
'Over $1,000,000
$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 0.1 5% over $250,000
$4,175 plus 0.1 % over $500,000
$6,325 plus 0.07% over $1,000,000
LANDSCAPE PLAN CHECK FEES - Current
Cost of Improvements Fee
$0 to $20,000 $445
Schedule #8
LANDSCAPE PLAN CHECK FEES - Recommended
Cost of Improvements Fee
$0 to $20,000 490
Schedule #8
$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
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
+'\
June 2005
Exhibit 7-F
BUILDING PERMIT FEES Schedule #9
(55% of the 2001 Uniform Building Code Table 1-A fee schedule)
Fees are based on the April 2005, Building Valuation Multipliers published by the
San Diego 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 $1 00.00, or fraction thereof,
to and including $2,000.00
$38.09 for the first $2,000.00 plus $7.70 for $2,001 .OO to $25,000.00
each additional $1,000.00, or fraction
thereof, to and including $25,000.00
$215.19 for the first $25,000.00 plus $5.56 for
each additional $1,000.00, or fraction
thereof, to and including $50,000.00
$354.06 for the first $50,000.00 plus $3.85 for
each additional $1,000.00, or fraction
$25,001 .OO to $50,000.00
$50,001 .OO to $1 00,000.00
thereof, to and including $100,000.00
$546.56 for the first $100,000.00 plus $3.08 for $100,001 .OO to $500,000.00 I each additional $1,000.00, or fraction
thereof, to and including $500,000.00
$1 778.56 for the first $500,000.00 plus $2.61 $500,001 .OO to $1,000,000.00 I for each additional $1,000.00, or fraction
thereof, to and including $1,000,000.00
$3,084.81 for the first $1,000,000.00 plus $1,000,001 .OO and up
$2.01 for each additional $1,000.00 or
fraction thereof
Other Inspections and Fees:
1. Inspections outside of normal business hours $60.00 per hour*
(minimum charge - 2 hours)
2. 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)
4. 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.
Notwithstanding other provisions of this section, the building permit fee for factory built housing shall be 25%
of the fee shown in Schedule #9, and the plan check fee shall be 65% of the building permit fee.
June 2005 \\?'"
Exhibit 7-G
I 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
1,825
1,564
(The Park Fee ordinance establishs a method of determining park land values in each quadrant
Fee Per Unit Quadrant
3strict 1 - NW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
Iistrict 2 - NE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
listrict 3 - SW
Single Family Detached & 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 Acre
$977,000
732,000
732,000
732,000
$7,649
6,414
6,190
4,934
5,728
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
*Assumes new density per dwelling unit of the parkland dedication formula presented to Council on June 7,
June 2005
ExhibR 7-H
Fee per gross acre
Area I Basin Name
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2005
Current Revised
Low High Low High Runoff Runoff Runoff Runoff
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 Tax on New Constructionmobile homes $1,582 $1,721 $139
A Buena Vista Lagwn
B Agua Hedionda Lagwn
C Encinas Creek
D Batiquitos Lagoon
Traffic Impact -- Current Revised Chanae
$1.866 $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
~
Traffic Impact Fee ~ Residnrl Cost Per Trip (Out of CFD) $101 $1 07 6
Traffic Impact Fee ~ Residnrl Cost Per Tnp (Inside CFD) 66 70 4
Traffic Impact Fee. Commrc'Vlndust Cost Per Trip (Out of CFD) 41 43 2
Traffic Impact Fee ~ Commrc'Vlndust Cost Per Trip (Inside CFD) 26 28 2
Sewer Benefit Area Fees -- Current Revised Chanae
Area A
Area B
Area C
Area D
Area E
Area F
Area G
Area H
Area I
Area J
Area K
Area L
$ 384
675
1.675
1.678
2,475
2.488
105
808
392
1.351
2.725
1.067
~~ 5 418
735
1,799
1.803
2.658
2,673
114
859
427
1,470
2.965
1,161
$ 34
60
1 24
125
183
165
9
51
35
119
240
94
Bridge 8 Thoroughfare District #2 Fees Current Revised Change
Zone 5 $246 $262 $16
Zone 20 1.278 1,359 81
Zone 21 1,032 1,097 65
Bridge 8 Thoroughfare District #3 Fees Current Revised Change
Fee per ADT $140 $152 $12
Agricultural Mitigation Fees Current Revised Change
$9.744 $10,716 $974
Water Connection Fees Current Revised Change
Dieolacement meter
518" $2.999 $3.188 $189
314" $4.274 $4,544 $270
$12,746 $13,550 $804 1 In.
T $19.194 $20,405 $1.211
3" $33.739 $35.868 $2.129
4" $52.483 $55.794 $3.311
6" $97.468 5103.618 $6.150
8" $115.2~ $122.469 $7,269
1' $6,748 $7.174 $426
Turbo iirriaation meters)
1 In" $14.964 $15,908 $944
2 $23.992 $25,553 $1.514
3" 552.483 $55.794 $3.311
4" S149.9Y) $159,411 $9.481
$299.900 $318.822 $18.922 6-
8" P420,WO $446,502 $26,502
4" $89.970 195.647 55.677
6" 1187,438 $199,264 $11,826
S216,Wa $229,630 $13,630 8"
Turbine Meter
I Council Internet Mailbox - CITY OF CARLSBAD I CONTACT US Page 1 1
I I CITY OF CARLSBAD
From: <jacjaf Q sbcglobal. net>
To: <Council @[205.142.109.13]>
Subject: CITY OF CARLSBAD I CONTACT US City Manager
City Attorney A visitor to the City of Carlsbad Web site has completed and posted the "Contact Us" fo-&grtment,
City Council.
Date: Mon, Jun 20,2005 2:46 PM city Council
...............................................
FOR SECURITY REASONS, DO NOT CHANGE THE SUBJECT LINE. ..............................................
Below, please find the information that was submitted:
I am concerned that insufficient funds are allocated in the current budget to satisfy your responsibility to
remove the residents of Rancho Carlsbad from the possibilities of future flooding conditions.
Yet an enormous amount of money is being allocated for a public golf course that fewer than 5,000 people voted for in 1989.
Is this an indication to the 800 residents of Rancho Carlsbad that fun and games are more important to
you than the health, safety and welfare of these people?
Jack Jaffe
5144 Don Rodolfo Dr. Carlsbad, CA 92008
jacjaf Qsbcglobal.net
Mozilla/4.0 (compatible; MSlE 5.0; Mac-PowerPC)
67.124.194.181
Page 1 of 1
AGENDA ITEM # Lf Council Internet Mail
City Coandl
From: "Richard Spahn" &chard.spahn@cox.net>
To: <council @ ci.carlsbad.ca.us>
Date: 06/20/2005 12:05 PM
City Manager
City Attorney
Clty Cbrk
Subject: Open Space
~~ I -- I ___ I I .
Dear Council members-
One of the reasons I moved to Carlsbad was the open space. And I immensely enjoy viewing and hiking the open areas. Please please fund the preservation of TRUE open space in the budget. Don't lose this precious land by
spending capital money elsewhere. Elsewhere can wait but land acquisition can't. Once it's gone, it's gone.
Thank you for listening.
Richard Spahn
EGEUVE
CITY OF CARLSBAD CITY CLERKS OFFICE
cc 70'
file://C:\Documents and Settings\ppret\Local Settings\Temp\GW } 0000 1 .HTM 06/20/2005
From: "Lorna Buratto" <IburattoQadelphia.net>
To: <council Qci.carlsbad.ca.us>
Date: Thu, Jun 16,2005 11 :56 PM
Subject: Save Open Space in Carlsbad
How can you continue to ignore the needs of the people by not saving open spaces in Carlsbad? We
have already paved Paradise and made enough parking lots and buildings. Even the wildlife is rebelling
and attaching our pets and property. It's about time you listened to the everyday family people who live
here because it's not like L.A. Are you people nuts, or what? Whose pockets are you lining and whose
pockets are you picking?
From: <dcbhmead Q adelphia.net>
To: <council Q ci.carlsbad.ca.us>
Date: Tue, Jun 21,2005 12:ll AM
Subject: Four Measure C Projects
Mayor Lewis and Council Members Hall, Kulchin, Packard and Sigafoose,
As a friend of each one of you, I request in your most difficult job to adopt a proper budget, that in light of
the problems cities and school districts are having on employee issues, that you don't spend $1 00,000. to
study a new employee training faciliy. The swim center and natural lands must be considered at the top of your list. Cannon Road is doing well and you must take care of the items mentioned in Measure C first. All
our possible available land to complete the open space plan must be purchased now rather than later. The
costs are so high and it is not fair to the citizens to put it out of reach because of no action by the council in the last two years and now.
Thanks for your consideration, Barbara Mead
From: "Karen" <kmerrill Q kmerrill.cts.com>
To: <council @ci.carlsbad.ca.us>
Date: Thu, Jun 16,2005 11:lO PM
Subject: city budget
Mayor Lewis and Council,
I attended the Budget workshop this week and was dismayed to discover there is still no budget item for
open space acquisition with Measure C funds. I voted for that measure because of the open space portion
two years ago and am still waiting for action on the commitment. As our natural lands dwindle and the
costs climb, we are going to be very sorry to discover we waited too long!!!!
There was also no mention of funding for the Habitat Management Plan. I recall a one year time frame to
fund management of preserved lands. After all the time and effort that went into the plan, this aspect
cannot be overlooked. We all want the plan to succeed.
I urge you to allocate funds for the above items at the council meeting on Tuesday.
Sincerely,
Karen Merrill
6901 C Quail Place
Carlsbad, CA 92009
760-438-1 209
From: Don Christiansen <donChristiansen Q pacbell.net>
To: <council Qci.carlsbad.ca.us>
Date: Tue, Jun 14,2005 12:43 PM
Subject: Carlsbad Open Space
Hello Mayor Lewis and Council members!
Please consider this as my request for you to be pro-active by committing to purchase open space for Carlsbad. As I recall open space is a top priority for the majority of "we the people" of Carlsbad.
Most of us don't golf or swim, but we do have an appreciation for natural open space and the improved
quality of life it helps create. I appreciate your pro-active leadership on other issues and look forward to
the same type of leadership on this high priority issue of the majority of Carlsbad residents.
Sincerely,
Don Christiansen
From: <pennyofcbad Q sbcglobal.net>
To: <council Qci.carlsbad.ca.us>
Date: Mon, Jun 13,2005 9:22 AM
Subject: Natural Open Space
Dear sirs: I continue to be interested in your making sure that natural open space and habitat corridors
are of prime importance to the city of Carlsbad . Thank you !! Penny Johnson
From: 4imsullivan Qwwex.com>
To: <ManagerQ[205.142.109.13]>
Date:
Subject :
Tue, Jun 14,2005 10:25 AM
CITY OF CARLSBAD I CONTACT US
A visitor to the City of Carlsbad Web site has completed and posted the "Contact Us" form to department,
City Manager.
..............................................
FOR SECURITY REASONS, DO NOT CHANGE THE SUBJECT LINE. ..............................................
Below, please find the information that was submitted:
I'm writing to express my deep regret with the city of Carlsbad for even considering developing in the
Ponto Region. The only thing we have left in this world that is still sacred is our environment. And you
people are unfortunately considering altering the course of history for our kids and our grandchildren by
developing one of the last remaining beautiful beaches.
Do you think we really need more hotels and more shopping malls? What do you intend to put in the
malls? Linen and things, Starbucks, Payless, Bed Bath and Beyond ... come on, drive over to Palomar
Airport Rd. Do we need that more than we need a beautiful beach with a beautiful reserve? And a hotel,
how more traffic can we take in North County?
Keep in mind once you develop, you can never go back to the way it was. I share your aspirations for
wealth and material things, but certainly not at the expense of the environment. Nature is what keeps us
peaceful and inspired. Home Depot does not.
It is disturbing that so many elected officials come into power and quickly side with the developers. I just
wonder if you are going to be proud of the decision you made when you are old and retired. Fighting
money and greed of developers takes much more strength than give in and sign off of on the development. Developers wanted to put two 500 room hotels in downtown Laguna Beach in the late ~O'S,
but luckily a group led by an artist that owned a coffee shop fought the city. And now 30 years later, look
how unique Laguna Beach looks compared to the development of Newport Beach.
I just ask that you do a little sole searching before you cast your vote. If you are from San Diego County,
do you really want to turn this place into LA or OC? Whose interest are you taking into consideration, the
general publics or the super wealthy few that do not need more money?
Please do not give into the greed!
Tim
tim Sullivan
Carlsbad, ca
timsullivan Qwwex.com
Mozilla/4.0 (compatible; MSlE 6.0; Windows NT 5.1; SVl; .NET CLR 1.1.4322)
69.236.250.97
From: <srfn law 62 aol.com>
To: <Council @[205.142.109.13]>
Date:
Subject:
Thu, Jun 2,2005 8:39 AM
CITY OF CARLSBAD I CONTACT US
A visitor to the City of Carlsbad Web site has completed and posted the "Contact Us" form to department,
City Council.
..............................................
FOR SECURITY REASONS, DO NOT CHANGE THE SUBJECT LINE. ..............................................
Below, please find the information that was submitted:
PROTECT PONTO!
Dear City Council,
I am a neighbor in Leucadia, immediately south of Ponto Beach. I have been surfing there since the
1975 and my law practice (North County Law Firm)
is now in the same area.
Over the decades, I have watched Carlsbad steadily bulldoze itself into soul-less sea of houses, hotels,
gas stations and fast food restaurants.
It was only a matter of time, of course, before
the Ponto area got put up on the chopping block too.
With its close proximity to the beach and the ocean, this is prime, prime real estate. And the
forces of greed are at work as we speak to squeeze every last cheesy development dollar out of this very
special and unique chunk of land.
But as a representative of all the people of Carlsbad and the keeper of the public interest, you must insist
upon an Environmental Impact Report (EIR) being performed as a condition of development.
More importantly, you should show the world that you each have the vision, integrity and true leadership
necessary to ensure thoughtful development that treats this coastal zone like the treasure that it is.
Ask yourself, when my time as a public servant is over, and I look back on the legacy I left behind, will
your children and their children
be pleased with the results?
Will there be open space? Will there still be an
estuary? And will it be protected from runoff pollution? Will there still be public access to the beaches?
Or fortressed walls and gates only for the privileged few?
In short, will the generations to come be proud of the work you are doing now to protect the public
interest?
Please conduct the EIR. Please show the courage and leadership necessary to serve the public well and true by requiring thoughtful, careful development of land that is unlike any other land in the whole entire world.
Thank you.
Anton Gerschler
914-A North Coast Highway 101 Encinitas, CA 92024
Page 1 of 1
Council Internet Mailbox - Preserve Carlsbad's Open Spaces
i;lwre%a
From: cdemery8 @sbcglobal.net>
To: <council @ci.carlsbad.ca.us>
Date: 06/20/2005 6:17 AM
Subject: Preserve Carlsbad's Open Spaces cc: u-eneenews@email.com
ALL RECEIVED
Dear Mayor Lewis and Council Members Hall, Kulchin, Packard, and Sigafoose,
I understand you have allocated zero funds for natural lands acquisition. Please make good on your promise to
preserve our quality of life and save our natural open spaces.
Thank you.
Regards,
Deidre Emery
.%4!ABk lTEM #
C: Mayor
City Council
City Manager
City Attorney
City Clerk
I' CITY OF CARLSBAD 1 CITY CLERK'S OFFICE
file : //C :\Documents and Setting s\ppre tLoc a1 Setting s\Temp\G W } 0000 1 . HTM 06/20/2005
From: THERESA ACERRO cthacerro@ yahoo.com>
To: <council Qci.carlsbad.ca.us>
Date: Sat, Jun 18,2005 656 PM
Subject: Measure C
Mayor Lewis and Council Members Hall, Kulchin, Packard
and Sigafoose:
I thought that the public had made it clear to you
that the purpose of Measure C was to preserve open
space in Carsbad. Why is the council spending this
money on other things? Our quality of life and
community character depend upon preserving substantial
open space quickly before prices go even higher.
Theresa Acerro
ALL RECEIVED
Do you Yahoo!?
Yahoo! Mail - Find what you need with new enhanced search.
h ttp://info.mail.yahoo.corn/mail~250
AGENDAITEM #
C: Mayor
City Council
City Manager
City Attorney
City Clerk
Page 1 of 1
Council Internet Mailbox - Section 8 housing & undeveloped land about Calavera
From: "rbfox3905" abfox3905 @ adelphia.net>
To: <council @ci.carlsbad.ca.us>
Date: 06/18/2005 557 PM
Subject: Section 8 housing & undeveloped land about Calavera
Please give original of this to Mayor Buddy Lewis and copies to each of the other
council members:
I am Roger E. Fox, M.D., and my wife is Betty Lou Fox. We have lived at 3905 Park Drive,
Carlsbad, CA 92008, the past 9 years.
We are very interested in two things at present:
1 We would like to see that Section 8 Housing is fully funded.
2 We would like to see the City pruchase land about Calavera that is vacant and
keep it entirely natural to serve as a wildlife
from being destroyed so that future generations can appreciate them.
corridor and to keep the natural plants
Sincerely,
Roger E. Fox, M.D.
c: Mayor
City Coundl
City Manager
City Attorney
City Clerk
file://C:\Documents and Settings\ppret\Local Settings\Temp\GW}00001 .HTM 06/20/2005
FROM : BECKETT ENTERPRISES FFlX NO. : 760-431-6775 Jun. 21 2005 12:SSPM P1 I'ngc 1 ot I
From: <ruthandbillarnoId@sbcglobaI.net>
To: Sent:
Subject: City Budget priorities
'David Hauset' cdhausaci carlsbad ca.us> Tuesday, June 21,2005 1.26 PM
to: City Council, City of Carlsbad, Ca.
for 2005-2006 indicates underfimding or lack thereof for projects that will
complete or correct our flood mitigation plans in all its phases. The
priority schedule for much of this work is incomplete or non-existent. We would remind City Council that in a public; session this past April," flood
control for Rancho Cadsbad would be given top priority." Providing the
nccessary funds is part of that commitment. On the subject of a golf course
this Council has no business promoting or expending City funds for a public golf course, certainly not at the expense of more worthy projects to provide
and protect its citizenry. Bill Arnold, President, Rancho Carlsbad
Homeowners Association.
A brief review of the Budget
h& L?;E
C: Mayor
City Council
City Manager
City Attorney
City Clerk
6/21/2005
AI1 Receivo For the Information of the: / /Tern =pt
From: David Hauser
To: ruthandbillarnold@sbcglobal.net Date: 06/21/2005 2:50:01 PM
CITYCOUNCIL/ /
.- Subject: Re: City Budget priorities
Bill,
control projects. This information was provided to Council at their April meetings. A consensus was
reached at that time, not to immediately modify the project budgets. We have more than adequate funding
to keep each of the remaining flood control project moving along to construction. At the point where we
have a more clear picture of the total funding needed to construct the projects, including environmental
mitigation expenses, property acquisition costs and relocation expenses, we will return to Council with an
appropriate funding recommendation. In this manner, we can avoid duplication of effort and better
manage our potential funding resources.
You are absolutely correct. There is potential underfunding of several of the Rancho Carlsbad flood
The Council clearly articulated to staff the importance and priority of the RC flood control projects. The
City remains committed to delivering the projects in the most timely manner possible. With regards to the
golf course matter, by copy of this email, I will pass your comments along to the Council. If you continue to
feel strongly about the golf course funding, I recommend that you take the opportunity to express your
concerns directly to the Council at tonights budget hearing.
David
David Hauser
Deputy City Engineer
Planning and Programs
dhaus@ci.carlsbad.ca.us
(760) 602-2739
>>> eruthandbillarnold@sbcglobal.net> 6/21/2005 1 :26:45 PM >>>
to: City Council, City of Carlsbad, Ca. for 2005-2006 indicates underfunding or lack thereof for projects that will
complete or correct our flood mitigation plans in all its phases. The
priority schedule for much of this work is incomplete or non-existent. We
would remind City Council that in a public session this past April," flood
control for Rancho Carlsbad would be given top priority." Providing the
necessary funds is part of that commitment. On the subject of a golf course
this Council has no business promoting or expending City funds for a public
golf course, certainly not at the expense of more worthy projects to provide
and protect its citizenry. Bill Arnold, President, Rancho Carlsbad
Homeowners Association.
A brief review of the Budget
cc: Council Internet Mailbox; Glenn Pruim; Ray Patchett
- CITY OF CARLSBAD CITY CLERKS OFFICE
1 Council Internet Mailbox - open space funding Page 1 I
From: "kasey" <kcinciarelli Qadelphia.net>
To: <council Qci.carlsbad.ca.us>
Date:
Subject: open space funding
Tue, Jun 21,2005 2:33 PM
AGuWti I I'EM #
C: Mayor
City Council
City Manager
City Attorney
City Clerk
Dear Mayor, Council and staff;
Let's not let another budget cycle come and go without funding open space
acquisition in Carlsbad. 1/4 of the 35 million set aside for prop C
projects is roughly 8.5 million. This would be equitable funding of Prop C
measures.
Right now is the time to allocate this money and a sizeable yearly
replenishment fund, say 1/2 a million.
Of course allocating the money will not get it spent. We also need a
credible staff person whose job it is to identify viable parcels, find
matching funds and secure their acquision.
As you well know with each passing year less land is available to be
purchased, and costs continue to skyrocket.
The Citizens of CBD voted in Prop C because they wanted open space funding
set aside and the land securely purchased - BY THEIR CITY.
There is no more time critical issue than open space. The citizens have
spoken through years of citizens surveys. Alls that is left is for the
city - YOU the Council - to act.
One of you could really distinguish yourself as advocate for conservation by
making a motion to allocate 8 million to open space - now at tonights
meeting. Please someone with some foresight who cares about the diveristy
of species and hense the quality of life here in this city, Take the
lead!! ! ! !! Distinguish yourself.. . .. .Act now.
On behalf of all voters who voted for Prop C because we thought you'd
actually buy some natural lands ......
Kasey Cinciarelli
Page 1 of 1
Council Internet Mailbox - Allocate Funds for Open Space & Natural Lands
From: "John Galvan" <nodepression@adelphia.net> To: <council@ci.carlsbad.ca.us>
Date: 06/21/2005 1:30 PM
Subject: Allocate Funds for Open Space & Natural Lands
City Council
City Manager
City Attorney
City Clerk
Dear Mayor Lewis and Council Members Hall, Kulchin, Packard and Sigafoose,
As you meet today to discuss next year's city budget, we are writing as concerned Carlsbad citizens to implore
you to allocate the necessary funds to preserve natural lands, as mandated by Measure C two years ago. In order
to ensure our quality of life, the people of Carlsbad have made it clear that preservation of open space is a top
priority.
We regret not being able to make the City Council Meeting today at 6:OO PM to speak to you directly. We have
extended family and friends who live and are raising their families in this community. I am a high school educator,
and my wife (who has lived in Carlsbad since 1986) is a small business owner in the Village. We are voters, and
we are active in both our church and our community. Please demonstrate your concern for the priority of the
citizens of Carlsbad by allocating Measure C funds to the preservation of open space and natural lands.
Sincerely,
John and Amy Galvan
Carlsbad Citizens
file://C:V>ocuments and Settings\ppretLocal Settings\Temp\GW }OOOO 1 .HTM 06/2 1/2005
Page 1 of 1
AGENDAITEM #
C: Mayor Council Internet Mailbox - Carlsbad's beloved
From:
To:
Date:
Subject:
Wendy Persson <wpersson@ sbcglobal.net>
<council @ci.carlsbad.ca.us>
City Manager
City Attorney
City Clerk
06/21/2005 12:39 PM
Carlsbad's beloved open spaces
............ . .. ......,... .... . ~ .~...--...I ..... .. .~ ~~- ...... II ..,....._II._. . .... " ...,~______._.__I .,..... . .__._I ..~. ^_^^ , .l." ..^__l_l_ . ,"" . . ,.l...l" .. .-
I am writing you regarding the quickly dissapearing open space of Carlsbad. Please allocate funds for
open space in Carlsbad for the sake of the people and the wildlife.
Sincerely,
Wendy Persson
Alicante Road, La Costa
file://C:\Documents and Settings\ppretLocal Settings\Temp\GW}00001 .HTM 06/21/2005
Page 1 of 2
From: <GEOBRUCEQaol.com>
To: <council Qci.carlsbad.ca.us>
Date: 06/21/2005 10:15 AM
Subject: Open Space Acquisition should be a priority in new Budget
City Council
City Manager
City Attorney
City Clerk
June 21,2005
To: Mayor Lewis and Council Members Kulchin, Hall, Packard, and Sigafoose
From: Bruce Grouse
Re: The Budget for the next fiscal year
Mayor Lewis and Council Members,
I understand that you will be voting to adopt the budget tonight for the next fiscal year. I am writing this
letter as I was unable to participate in the Public Budget Workshop last week and I will not be available
to attend the Council meeting tonight.
It is my understanding that no money has been allocated in the new budget for the acquisition of natural
land for open space. This is very disappointing and shows a lack of long term vision and foresight for
Carlsbad. I believe open space land acquisition is a much higher priority than a “stadium” tennis court,
a pricey new swim center, and still more roads. Open space lands are increasingly becoming our rarest
and most irreplaceable resource. Nothing else proposed in the budget will increase the quality of life for
the residents of Carlsbad in the short and long term like preserving our few remaining open space lands
for present and future generations.
I would urge all of you, and your city planners, to read a new book by local author, Richard Louv, titled
Last Child in the Woods - Saving our Children from Nature Deficit Disorder. He clearly explains why
preserving natural lands in the urban and suburban areas where most of us live, and developing a
relationship with nature is so important to the all-around development of our children. I would also
argue that an ongoing relationship with nature is important for people of all ages. After a long, pressure-
filled day at work, there’s nothing I find more relaxing than a hike in some of the still undeveloped areas
near my home in Calavera Hills.
In addition, I am concerned that the City Council has yet to fulfill its promise to form an open space
committee to prioritize the natural lands that Carlsbad should be acquiring for open space. Is there a
reason this is not yet in place? I am aware the residents of Carlsbad voted for the acquisition of open
space land and 3 other projects when Measure C was voted for a few years ago and money was set aside
in a fund for this purpose. I understand the City has moved forward on the other three projects. Why is
there a hold up with acquiring these open space lands?
I know many of my neighbors share my frustrations on this issue. I urge you to set aside funds for open
space land acquisition before adopting the new annual budget, and move forward with the formation of
the Open Space Committee.
file://C:\Documents and Settings\ppretLocal Settings\Temp\GW }OOOO 1 .HTM 06/21/2005
Page 2 of 2
Thank you for your attention to this matter.
Sincerely,
Bruce Grouse
3729 Bennington Court
Carlsbad, CA 92010
file://C:\r>ocuments and Settings\ppretLocal Settings\Temp\GW }OOOO 1 .HTM 06/2 1/2005
Open Space Page 1 of 1
Council Internet Mailbox - Open Space
atr
AGENDA ITEM #
From: Lynn Crockett <lynn.crockett @america.lego.com C: Mayor
To: Date: 06/21/2005 9:40 AM City Manager
Subject: Open Space City Attorney
"'council @ ci .carlsbad.ca.us"' <council 63 ci .carlsbad.ca.us> City Council
I - I - II I - *€le& - --
Dear Mayor and Council Members:
Is it true that on no funds have been budgeted this year for open space land acquisition? Open space has repeatedly been
identified as a community priority in surveys, and through meetings with individual council members, the mayor and at
council meetings, over years and years! Preserving open space is an identified community priority.
Although it may be difficult to work with a particular group or groups, the open space priority remains important for a
majority of Carlsbad citizens! I ask you to please make open space a city priority. Although difficulties may arise during the
process, there is a way to address the important priority of open space.
At one time, an Open Space committee was discussed, and I would be willing to serve on such a committee if the idea is
opened again at a future date.
Thanks,
Lynn Crockett
Education Manager
LEGOLAND California
Ph 760-918-5447
Fax 760-918-5459
file://C:\Documents and Settings\ppretLocal Settings\Temp\GW } 0000 1 .HTM 06/21/2005
-~_
PROGRAM OPTioNS~
I FLY FRIENDLY I
Background
The McClellan-Palomar Airport Advisory Committee is working with the County of San
Diego to develop a “Fly Friendly” program. The program is designed to educate citizens
and pilots flying from McClellan-Palomar Airport on current airport operations and the
impact to the surrounding community.
The committee is seeking funding to produce handouts that would help educate local
homeowners on the flight path, airport operation and noise levels that should be
anticipated. The handouts would also be used to educate pilots and heighten their
sensitivity to homeowners concerns.
The handouts will be available at the airport and will distributed to local developers, real
estate agents and interested homeowners.
The County of San Diego has committed to a $1,500 contribution for the fliers and the
committee is asking for the City of Carlsbad to contribute $1,500 on an ongoing annual
basis. The committee is also requesting that the City publish a link on the City’s website
for a future “Fly Friendly” website. The committee is approaching other homeowners
associations, community groups and developers for additional funding. See the
attached letter for further information.
COUNCIL OPTIONS
In summary, staff would like direction from the City Council on which of the following
options they would like to pursue:
I. Decline any involvement at this time, but commit to providing a link to the Fly
Friendly program on the City’s web site.
2. Contribute a one time $1,500 to the Fly Friendly program.
3. Contribute a one-time payment of $1,500 to the Fly Friendly program and provide
a link to the Fly Friendly program on the City’s web site.
4. Request staff to add $1,500 to the 05-06 budget for the Fly Friendly program and
to include a similar amount in future budgets for the Council’s consideration.
Also provide the link to the Fly Friendly website.
McCLELLAN-PALOMAR AIRPORT
2198 PALOMAR AIRPORT ROAD, CARLSEAD, CA 92008-4814
(760) 431-4646
April 2 1,2005
Ray Patchett, CM
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
Dear Mr. Patchett,
The McClellan-Palomar Airpol. Advisory Committee is working with the County of San Diego
and some of our citizens to develop a “Fly Friendly” program to educate pilots and our citizens
about airport operations and their impact upon our surrounding community.
Towards this end the County has contributed money towards the pilot outreach component and in
kind services we ask the same of the City of Carlsbad for the community outreach component.
The County has contributed $1500.00 to date and we are asking you for an ongoing annual
match. We request that this budget request be placed in the next budget cycle or docketed for a
council vote using money from the contingency fund.
Also, would it be possible to publish a link to our hture “Fly Fri&dly” website from your city
website? This would provide easy access to valuable community information.
Sincerely yours,
L Ramona Finnila, Chairperson
Palomar Airport Advisory Committee
OGWM OPTIONS I
I SOLID WASTE PROGRAM ENHANCEMENTS I
Background
Under AB 939, local jurisdictions are required by the State to divert 50 percent of generated waste from
the landfill. Until 2003, the City had continuously met the State diversion rate requirements. In 2003,
however, the City fell below the mandated diversion rate at 48 percent. To assist the City in meeting the
State diversion rate requirements and to increase the existing solid waste service level, Staff is
proposing the introduction of three new solid waste services. These three services are discussed
below.
0
0
0
Curbside Household Hazardous Waste fHHW Collection f$74,8001. This service would offer
residents the convenience of having HHW materials collected directly from their residence.
Residents can utilize the service for a nominal fee or could continue to use the drop-off facilities
available in Oceanside and Vista.
Backvard Compostinn Program ($22,0001. This program would consist of a composting bin
sale along with workshops and training programs about composting and less toxic yard and
garden care. Studies in California about home composting have shown that per residence, up to
600 Ibs of organic material can be diverted on an annual basis. Increased diversion from
composting would assist the City in diverting more waste from the landfill.
SDecial Collection Event for Household Hazardous Waste and Electronic Waste f$70,000).
The special collection event would provide residents additional options for properly disposing of
household hazardous waste and electronic waste. The special collection event would be used in
conjunction with the existing permanent facility locations but offer residents an additional
opportunity to properly dispose of waste without having to leave the City boundaries.
Staff conducted a five-year projection on the solid waste fund revenues and expenditures to determine
the financial capability of the fund to absorb new and/or enhanced services. Along with interest income
earned on the existing fund balance, revenue projections are based upon the number of residences
and businesses serviced, population and amount of disposed trash through the Palomar Transfer
Station. The revenue from fees combined with interest earned is then used to offset program
expenditures. Based on the five-year cash flow model, fee revenue and interest income should be
sufficient in the Solid Waste Fund to sustain the costs associated with the addition of these new
programs.
Providing these services will most likely have only a minimal impact on the diversion rate, and may not
be enough to increase the diversion rate back to 50%. However, California Integrated Waste
Management also takes into consideration effort, and these programs show a good faith effort to
improve diversion rates. Additionally, these programs will provide residents with a higher level of
service addressing customer satisfaction concerns identified in the Public Satisfaction Survey.
COUNCIL OPTIONS
In summary, staff would like direction from the City Council on which of the following options they would
like to pursue:
1) Fund all of solid waste enhanced program requests
2) Fund selected solid waste enhanced program requests
3) Do not fund solid waste enhanced program requests
I
4 PROGRAM OPTIONS 1 I
r TOURISM PROMOTION PROGRAM OPTIONS I
Background
Carlsbad has, over the past decade, evolved from a relatively small tourist destination to
a major leisure destination in Southern California. The opening of the Four Season’s
Resort at Aviara in 1997, the Legoland Theme Park in 1999, along with the opening of
the Grand Pacific Resort, Marriott Residence Inn, Courtyard, and Hilton Garden Inn
have created a critical mass of tourism oriented activity. Add these new venues to the
recent renovation activity at La Costa Resort and Spa, the group visitor activity at the
Carlsbad Premium Outlet and the Flower Fields, and the general attraction of visitors to
Carlsbad’s beaches, lagoons and special events, and you have a tourist destination with
year-round appeal.
Visitor’s Center & Local Promotion
The Visitor’s Center is located at the old Carlsbad Depot, and is operated by the
Carlsbad Convention and Visitor’s Bureau (CCVB). Through an extensive volunteer
effort, the CCVB operates the Center year around, and is closed only on major holidays.
The center provides walk-in visitors, those calling on its toll free phone line, and those
inquiring via the internet with information and referrals to hotels and other local venues.
The Visitor Center is managed by full-time CCVB staff. The Visitor’s Center building
(Depot) is provided by the City of Carlsbad at no cost to CCVB.
Local Promotion is also handled by CCVB and includes development and distribution of
travel brochures, sponsoring local events, website administration and maintenance,
sponsoring familiarization tours for travel writers, attendance at Travel Trade Shows,
and other promotion and marketing services. CCVB staff includes an Executive
Director, a Public Relations Director, a Volunteer Supervisor, and periodic part-time
staff. Funding for both tourism oriented programs and the Visitor’s Center has been
allocated annually to CCVB on a contractual basis. The amount for the 2004-05 fiscal
year is $408,000.
Group Sales
In 2002/2003, an alliance formed from a group representing the local tourism industry
and recommended the inclusion of a Group Sales Program as a City funded activity to
support industry efforts to attract a new class of visitor to Carlsbad. For the 2004-2005
Budget, San Diego North Convention and Visitor’s Bureau (SD North) submitted a
proposal to the City to enhance promotion and marketing of Carlsbad through
administration of a Group Sales Program at a cost of $100,000. At that time, many of
the large hotel operators and tourist attractions, as well as many members of the
Tourism Alliance, indicated that SD North was the most experienced provider of these
services in San Diego County. The City Council approved the proposal.
Revised Program Option
Business Improvement District Proposal
In 2004, the CCVB began investigating the idea of creating a special Business
Improvement District (BID), which would establish a new private revenue source for
tourism activities. The idea is that the membership of the District would include local
hotels and motels, each collecting $1 .OO per room night from guests, which would later
be used to fund local tourism promotion and marketing efforts.
independent source of revenue from the hotel industry, the CCVB would no longer have
to rely solely on an annual allocation from the City.
Currently the City has agreed to loan $33,500 to CCVB to fund their consultant activities
related to formation of the BID. If the formation occurs, the BID would be expected to
repay the loan with revenues collected from the BID. The CCVB has indicated that
during the formation period, and until the funds generated are equal to or greater than
their current funding level, they will be asking for the City to fund their operation at
historic allocation levels.
By creating an
The City currently funds both the CCVB ($408,000) and San Diego North Convention
and Visitor’s Bureau (SD North) ($1 00,000). Under the CCVB proposal, none of the
BID funding would be directed to any agency except CCVB. According to the CCVB,
BID revenue would allow them an opportunity to create their own Sales Program for
Carlsbad.
Funding Levels and Timing
Staff has received two requests for funding tourism related programs for the 2005-2006
Budget. These include a request from CCVB for $408,000 and a request from SD North
for $100,000. These amounts represent no increase from the 2004-2005 budgeted
amounts.
CCVB Request (Exhibit A):
Reimbursable Expenses:
Advertising, Promotion & Events -
Printed Materials, Brochures -
Internet Development -
Travel Shows & FAM Tours-
Subtotal
$1 46,077
$1 1,197
$1 3,997
$20,155
$1 91,426
Visitor’s Center/Overhead/Personne/: $21 6,574
Use of the Depot Building:
($10,000 to $12,000 est. annual value)
Total CCVB Funds Requested
San Diego North (Exhibit B)
Carlsbad Group Sales Program:
$0
$408,000
$1 00,000
$1 00,000 Total SD North Request
Revised Program Option
COUNCIL OPTIONS
Staff needs direction on how, or if, Council would like to fund the Tourism Promotion
program for the next year. Staff has received proposals from both CCVB and SD North.
Some options are arrayed below.
For CCVB:
1.
2.
3.
Contract with CCVB for the same amount and under the same terms and
conditions as for the 2004-05 fiscal year ($408,000 for one year). Include a
clause in the contract, which stipulates that the total amount of the contract will
be reduced by any amounts received under the BID after repayment of the
loaned amounts and cancelable at any time with 30 days notice.
Contract with CCVB for a lesser amount.
Don’t contract with CCVB.
For SD North:
4. Contract for the same amount and under the same terms as the 2004-05 fiscal
year. Include a clause in the contract, which stipulates that the total amount of
the contract will be reduced by any amounts received under the BID after
repayment of the loaned amounts and cancelable at any time with 30 days
notice.
1. Contract for a partial year in anticipation of the passage of the BID within six to
nine months (Le. 50-75% funding level}.
2. Don’t contract with SD North.
Revised Program Option
Y Exhibit A
April 7,2005
City of Carlsbad Ms. Cynthia Haas
Economic Development Manager
1635 Faraday Avenue Carlsbad, CA 92008
Dear Cynthia:
As Chairman of the Carlsbad CVB Board of Directors, it is my pleasure to present for
your review the request for funds for Fiscal Year 05-06. I would like to note that, as in
the previous three budget cycles, the CVB is submitting another flat-hnded request for
city funding.
Although the amount requested - $408,000 - is the same as last year, there are only a few
areas where changes should be noted. The attached Budget Proposal for FY 05-06 details
Income and Expenses for bureau activity.
You will note that payroll costs have been reduced in the FY 05-06 budget. The bureau
tried to identify and hire a part-time administrative assistant with specific skills but was
unsuccessful in bringing that person on board. It was decided that any addition to staff
ought to be done after the bureau begins receiving revenues from the BID and in
accordance with staffing needs to be outlined by Strategic Marketing Group. You will
note that our costs associated with Personnel have been reduced in FY 05-06 by more
than $2 1,000.
The reduction in personnel expenses has allowed us to increase our budget expenditure in
marketing programs and professional services by nearly $30,000.
Expenses associated with the Visitor Center have increased approximately $7000. This
represents minor increases in nearly 30% of the individual line items shown for Visitor
Center operations.
The attached budget for FY 05-06 details Income and Expenses, together with dollar
allocations and percent of budget for each line item that is internally tracked by the
bureau.
Carlsbad Convention & Visitors Bureau
400 Carlsbad Village Drive, Carlsbad, California 92008
(760) 434.6093 FAX (7601 434.6056 www,visitcarlsbad.com infoQvisitcarlsbad.com
This budget shows that 93.3 1% of the bureau’s funding comes directly from the City of
Carlsbad. Four Program line items have been listed totaling $191,425 in reimbursable
expenses. Those line items are as follows:
0 Advertising, Promotions & Events - $146,077
e Printed Materials, Brochures - $1 1,197
e Internet Development - $13,997
0 Travel Shows & FAM Trips - $20,155
As in previous years, the Board believes that our request of $408,000 is both reasonable
and sound. The Board of Directors unanimously approved this budget and request of
funds from the City at its March 23,2005 monthly meeting.
Please call either myself, (760) 727-5 100, ext. 102 or CVB Board Treasurer,
Randy Chapin, 434-7542, if you have any questions or need clarification on any aspect of
this submission.
Thank you very much.
Sincerely,
Patrick Feam, Chairman
CVB Board of Directors
cc: City Manager CV3 Board of Directors
CVB Executive Director
2
Carlsbad Convention and Visitors Bureau
200512006
Budget Proposal -
SalaryaWages . '
Payroll Taxes
Benefits
Total Personnel:
BUDGET % OF BUDGET
$150,550 34.43%
$15,500 3.54%
$1 3,000 2.97%
$179,050 40.95%
INCOME TOTALS TOTALS
City Of Carlsbad - Monthly Allotment $229,700 52.53%
City of Carlsbad -
Reimbursed
County of San Diego
Product Sales
Hotel Co-op Internet Income
Marketing Partnerships Misc Promotions
RefundslReimb.
Total Income:
I- I I
Vlsitor Center Operations
Equipment Purchases
Equipment Rental
Equipment Repair
Insurance - Liability
Items for Resale
Local ConferenceslMtngs
Membership Dues
Miscellaneous Items
Office Supplies
Postage & Freight
Professional Services
Taxes
Telephone
Utilities Volunteer Program Total Visitor Center
Operations:
Travel
Mileage Allotment Travel, Lodging, Meals
Total Travel
Professional Services
Advertising & Events
Brochures
Internet Development Travel Shows & Fam Trips Total Professional
Services:
Total Expenses: $437,2501 100.00%~ I
4/7/2005
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Exhibit B
April 20, 2005
City of Carlsbad
Attn: Cynthia Haas, Economic Development Director
1635 Faraday Avenue
Carlsbad, CA 92008
760-602-2732
Carlsbad Sales Plan FY 2005-06
It is our request and recommendation that the City of Carlsbad continue its
investment in a destination focused sales strategy for FY 2005-06 with the San
Diego North CVB. The San Diego North CVB will again commit to a 50% match
of funds and leverage its assets, resources and skills to maximize benefit to
Carlsbad. A 2005-06 sales plan with performance measures will be submitted to
the City of Carlsbad. Oral and written sales reports will be given regularly to the
City Council and City StafE
Group Market: Groups of more than 10 people
San Diego North Convention and Visitors Bureau $100,000
$100,000
Oversees group sales for all geographic markets
1 Total City of Carlsbad Investment
Snn Diego North CVB (Match) $ 50,000
Total Value $150,000
ploirnl 61 CEO Cain Moiuon
SAN DIEGO NORTH CONVENTION G VISITORS BUREAU
Executive Office: 360 N. Ercondido Boulevard. Escondido. California 02025-2600
Locsrrd AI California Ceiirtr For The Aril. Eicoodido
Voicc: 760-745-4741 800-848-3336 Fax: 760-745-4796
Snles Oflice: 6120 Parco Del Norte. Suire L-I. Cnrlsbnd, California 92009-11 18
Voicc: 760-603-1690 800-848-3336 Fax: 760-603-9570
w\v w. sa II d i e go 11 or t 11. corn
Page -2-
Group Sales Objective: Increase measurable visitor spending through the
generation of group business leads for room night bookings and group events.
Generate $1 million in total visitor spending to Carlsbad.
Tnctics include:
Phone solicitatiodprospecting
Personal sales calls to targeted national and international businesses
Buyer site inspections
Meeting planner familiarization tours
Tour planner familiarization tours
Trade and travel show attendance
Direct mail campaigns
Product launches for wholesale and airline vacation companies
Email solicitation and promotions
Reservation center educationals
Ecommerce development
Group Market Definitions
Corporate: Incentive: Reward-based travel programs
Association:
SMEW: Travel Industry:
Single property meetings of 10+ people
Membership-based organizations with multiple meetings
Social, military, educational, religious and fraternal groups
MA, Amtrak, travel agencies, international and domestic tour
and receptive operators, wholesalers, airline vacation companies,
Internet travel sites
Tournaments and competitions, etc.
Government: Federal and State employees
Sporting Events:
Sincerely, e& dL
Cami Mattson, President & CEO
CITYWIDE TRAILS PROGRAM
Overview
In November of 2001, City Council adopted the Citywide Trails Program, directing staff to begin
the implementation of this program. In February of 2002, City Council took action regarding the
financing of the proposed Citywide Trail System, approving the use of General Funds to finance
the acquisition, construction and maintenance of the trails. There are presently 12.5 miles of
trails under the jurisdiction of the City that require maintenance, and it is anticipated that an
additional 8.5 miles will be added in FY 2005-2006 (see attachment A). It is also expected that
trail improvements in the Lake Calavera area will commence in FY 2005-2006.
Since implementation of the program in 2002, the Citywide Trails Program has utilized
resources to develop a Citywide Trail Volunteer Program, to implement present and future
planning of the Trails System, and for Routine Maintenance and Operations of Citywide Trails.
All three of these tasks involve staff time from both the Park Maintenance Department and the
Recreation Department.
The Park Maintenance Department provides routine maintenance for the City’s trails, with a
primary goal of ensuring that such facilities are safe, clean and functional. The Park
Maintenance Department provides, among other things the following routine maintenance
duties: trash & litter pick-up, dog waste dispenser trash pick-up and bag replacement, trail
signage installation and/or repair, trail surface and trail edging replacement or repair, trail mile
marker post installations, citywide trail marker installations at trail heads, trail erosion repair,
hazard mitigation, fallen tree and branch clearance, and weed abatement.
Park Maintenance staff will also work with trail volunteers and provide materials, small
equipment and tools necessary to maintain and build the trails as well as expertise on the
proper care and installation of trail amenities such as benches, signage and trail markers. The
Citywide Trail Volunteer Program is an important component of the Maintenance and
Operations expenditures and currently there exists a strong volunteer base.
Issues
This year an additional 8.5 miles of trails are anticipated to be incorporated into the existing 12.5
miles of trails. When the trails report was done in June 2001, the estimated cost to maintain the
trails was estimated at between $2,500 and $5,800 per mile. The current 05/06 budget for trails
maintenance (not including the trails planning staff who is not involved in the actual
maintenance of the trails) is $29,168. With 12.5 miles of trails, the budget is set at $2,333 per
mile. This level of funding is proving to be inadequate to maintain the trails currently under
management and will not accommodate the addition of the new trails for next year.
The trails are disseminated throughout the City and require travel and volunteer coordination to
provide adequate coverage. Additionally, while a strong base of dedicated volunteers has been
developed, the volunteers are generally not available to perform consistent daily maintenance
tasks, such as disposing of dog waste and other debris from receptacles along the trails, or
responding to either staff observed or citizen generated safety concerns, which may require
implementation of corrective actions.
Citizen complaints have escalated during the past year. While this can partly be attributed to
the severe rainstorms that have damaged the trails, it has also highlighted the limited amount of
resources available for citywide trail maintenance. The limited resources for trail maintenance
have a significant impact on the ability of staff to respond to and satisfy citizen complaints and
safety concerns in a timely manner.
Citywide Trails Program
Current Requested
Budget* Budget Increase
Personnel $ 15,175 $ 75,123 $ 59,948
M&O 13,993 42,762 28,769
Total $ 29,168 $ 1 17,885 $88,717
Options
To address these issues, staff is recommending the addition of one full-time Trails maintenance
employee. Currently, there is a 50 FTE part-time employee in the trails program so it would
bring the total staffing to 1.50 FTE. The new employee’s job duties would include coordinating
with other park maintenance staff to ensure the daily and routine maintenance functions are
provided to keep the trails safe, clean and functional and to address citizen concerns. They
would also coordinate with volunteers and park maintenance personnel to ensure adequate
resources are in place to tackle larger projects as needed. As this individual would work closely
with Park Maintenance employees, he/she would be able to deploy several staff members from
Park Maintenance to address a concern, and then reciprocate that action when issues are less
pressing.
A major benefit of having a full time position dedicated to trail maintenance would be a more
consistent and stable work force that has more flexibility to meet the demands of customers.
Traditionally the part-time employee pool has been prone to frequent turnovers. This turnover
rate requires regular full time employees to be pulled from their regular duties to cover for the
part-time vacancies and to train new employees throughout the year.
The proposed increase in costs
associated with this option would
be $88,717. This includes the
addition of a Maintenance
Worker 1/11 at a cost of $59,948
for salaries and benefits, along
with additional maintenance and
operation costs of $28,769. The
maintenance and operation
costs would be utilized to
purchase replacement rock and
mineral products (decomposed
granite), miscellaneous tools and
rail Miles 12.5 21 .o
per Mile $ 2,333 $ 5,614
Does not include the cost of the trails planner.
supplies for maintenance activities, brochures, trail markers, etc., and for surveying and
engineering assistance when needed. The addition of these amounts to the budget would bring
the total to $1 17,885 or $5,614 per mile.
As noted earlier, the cost per mile for maintenance in June 2001 was estimated at between
$2,500 and $5,800 per mile. While the request would put the cost at the high end of the scale,
costs have also escalated since the report was done. In today’s dollars, the cost per mile would
be about in the mid range.
Other Considerations
With the approval of the Habitat Management Plan, the City has committed to take on additional
responsibilities for the maintenance of the open space owned by the City. Staff is reviewing
those responsibilities and estimating how much it will cost to maintain the lands as required.
Council has also been receiving requests to purchase and preserve more open space in
Carlsbad. Open space together with trails has been rated highly in recent surveys in terms of what citizen’s would most like more of in Carlsbad. With this in mind, Council may want to
explore the option of forming a citywide community facilities district to fund the maintenance
(and possibly purchase) of open space and trails.
The last citizen survey found that 59.6 percent of respondents were willing to pay up to $1 00 per
year to maintain the current level of lighting and landscaping services. A survey could be done
to measure the citizen’s acceptance of the idea of funding the maintenance/acquisition of open
space and trails through an assessment. It may even be feasible to combine the current
lighting and landscaping districts together with an open space/trails district. If Council would
like more information on the feasibility of creating such a district, you should direct staff to
research more information and report back. A feasibility study for the lighting and landscaping
districts is underway and can be adjusted to consider other issues as well. Also, staff is just
putting together questions for the next citywide survey to be done over the summer and a
question can be added to assess the citizen’s willingness to pay for these costs. The survey
results would be available in late November or December 2005.
Council Options
1. Provide the requested funding for the addition of one full-time Maintenance
Worker ($59,948) and for maintenance and operation increases ($28,769) to the
Citywide Trails Program at a total cost increase of $88,717. This would put total
staffing at 1.50 FTE and total program costs at $1 17,885 or $5,614 per mile.
2. Convert the existing part-time position into a full-time position ($48,713) and
provide additional funding for maintenance and operation increases ($28,769) at
a total cost increase of $77,482. This would put total staffing at 1 FTE and total
program costs at $106,650 or $5,079 per mile.
3. Provide funding for the requested maintenance and operation increases of
$28,769 only. This would keep total staffing at 50 FTE and total program costs
at $57,937 or $2,759 per mile.
4. Do not provide any additional funding for the trails. Trails will be maintained as
time and funding is available.
Attachments
A.
B. Existing Citywide Trails Map
Estimated Citywide Trails Maintenance Miles 2005-2006
Attachment A
Estimated Citywide Trails Maintenance Miles
Quad Trail Name I Trail Type I Length (miles) I Notes
sw La Costa Glen 3 1.5
Total Existing Miles 12.5 Miles
SE
NE
Total 2006 Anticipated Trail Mileage 21.0 Miles
Paved sidewalk and/or bike lanes, and sidewalk connections are included for only the above listed trails in
this inventory.
Villages of La Costa* 3 4
Calavera Hills Trailhead* Trail head Overlook
Calavera Hills- Phase 11*
Type 1 : Paved sidewalk and /or bike lane connection
Type 2: Unpaved and paved multi-use trails and bike paths adjacent to Street (Circulation Element Trail)
Type 3: Trail in Open Space or associated with a lagoon, (p)=Paved (u)=Unpaved
* Will come online in 2005-06 as part of privately built trails that the City will maintain.
NE
NE
SE
NW
College Ave 2 (u) I .5
Carlsbad Oaks North* 3 1.5
Poinsettia Lane - VLC-The
Greens 2 (u) .75
Coaster Rail, Phase 1 2 (p) .75
Attachment B
I Proposed 2005-06
Trail Mileage
-
'La
-
C :osta
PROGRAM OPTIONS I
POINSETTIA PARK TENNIS COURTS
Backaround
In 1988, voters were asked to approve‘Proposition M to increase the Transient
Occupancy Taxes (TOT) tax to pay for a regulation length and executive golf course, a
tennis complex, and other recreational facilities. The Proposition failed to gain the
necessary 2/3rd vote for passage. In January ‘89, the “Recreational Facilities Financing
Committee” (citizens) was appointed by the City Council to review alternative options for
how to fund these facilities.
Regarding tennis, the Committee recommended ”development of a multi-court tennis
facility, adequate for tournament play beginning in 1989, utilizing primarily Public
Facilities Fees (PFF) funds currently designated for parks tennis projects”. The Council
adopted this recommendation in March of ’89. Also, as part of the Committee’s
recommendation, Propositions F & G were put to the voters in November ’89 and
approved. Proposition F increased the TOT tax from 8 to 10%. Proposition G
authorized (but did not require) the City to spend more than $1 million for “two public
golf courses, one regulation and one short course, a multi-court tennis complex, two
multi-purpose adult size fields, and an enclosed soccer field”.
As a result of the Committee’s recommendation, a tennis complex (10 courts, one
stadium court, and a club house/pro shop) was integrated into the Poinsettia
Community Park Master Plan and approved by the City Council in August ’92.
Implementation of the park master plan has been phased and to date, 3 of the 1 I tennis
courts have been built. The proposed Capital Improvement Program (CIP) has the
remainder of the tennis court complex scheduled for construction in Phase II of the park
with design beginning in fiscal year 2009-10 and construction following in the next year.
Phase II also includes a community centerlgymnasium, enclosed soccer field, tot lots,
picnic areas, and additional parking. The first phase of Poinsettia Park provided 3
lighted tennis courts along with the other park amenities which included 3 ball fields, 1
soccer field, 2 basketball courts, a tot lot, 2 restrooms, open play area, picnic areas,
temporary maintenance facility, and parking.
There has been limited demand for new tennis facilities in the past years. The number
of tennis classes being offered by the Recreation Department has remained fairly
constant. Attendance in most classes is below the recommended maximum number of
participants and, in a few cases, classes have been cancelled due to low enrollment.
Last year, during the budget preparation, a request was made of Council to move up the
funding for at least some of the planned tennis courts at Poinsettia Park. Council
requested that staff do some more research into how other cities have funded and
managed their tennis courts as well as what other projects would be delayed if funding
for the tennis courts was advanced. This program option statement will provide the
additional information for Council on the tennis complex options.
Options
The attached memo dated October 15,2004 (Attachment 1) provides the Council with 3
options for constructing additional tennis courts as well as two different ways in which
they can be managed. The options are summarized below. Please refer to the memo
for more information.
Construction Maintenance
Estimate* costs**
Construction Options
1.
Three options for the expansion of the tennis courts are shown below.
$1 0,500
per year Build 3 additional courts (total of 6 courts) $450,000
2. $24,500
per year Build 7 additional courts (total 10 courts) $1,000,000
3’
Full Complex adding 7 lighted courts plus the ”stadium court” (total 11 courts), 3,000 sq ft
clubhouse, and additional parking per the $3,000,000 $60,000 Poinsettia Park Master Plan per year
$50,000-
* Construction costs are based on master plan level design and are preliminary and subject to
change.
**Maintenance is estimated at $3,380 per courVper year and includes lights, cleaning, net repair,
etc. For the full complex, facility maintenance costs are included as well as additional amounts for the maintenance of the grounds and parking lot. Does not include recreation programming.
Construction Funding
The remaining phase of the Park is funded with Public Facilities Fees (PFF) and is
scheduled in the CIP with design beginning in fiscal year 2009-1 0 and construction in
the following year. If Council chooses to build some, or all, of the tennis complex, it
would require moving the funding up from the current projected time frame to the
present. Under either scenario (moving up the project or leaving it as currently shown in
the CIP), revenue projections in the CIP anticipate the PFF fund going into a deficit of
approximately $4.8 million sometime after 2015. Moving up this project locks in the use
of PFF funds for this project rather than giving Council options on what projects may
need to be delayed if future revenues are not sufficient.
The projections for the PFF fund and the scheduled projects as proposed in the 2005-
06 CIP are shown in Attachment 2.
Recreation Programming
The costs shown in the table above are for the basic maintenance of the facility and do
not include any recreational programming. If Council chooses to accelerate the
construction of any portion of the tennis complex, it would provide an opportunity for
additional recreational options for the citizens. This could range from simply adding
additional instructional classes (if only courts are constructed) to creating a full
membership-based tennis program including a pro shop and full time contractual tennis
professional (if full complex is constructed). All of these options can serve to generate
revenues that may help offset the maintenance costs of the facilities.
If the full complex is constructed, it could be managed by either the City or by a private
group. Both of these options are discussed in the memo (Attachment 1).
COUNCIL OPTIONS
In summary, staff would like direction from the City Council on which of the following
options they would like to pursue:
I. Make no change in the Capital Improvement Program for Poinsettia Park.
2. Move up the construction of 3 tennis courts at a cost of $450,000
3. Move up the construction of 7 tennis courts at a cost of $1,000,000.
4. Move up the construction of 7 tennis courts, a stadium court, a 3,000 square foot
clubhouse, and additional parking per the Poinsettia Park Master Plan at a cost
of $3,000,000.
Moving up any of the funding would take the PFF funds from fiscal year 2010-1 1 and
move it to fiscal year 2005-06.
Attachment 1
October 15,2004
TO: CITY MANAGER
VIA: RECREATION DIRECTOR
FROM: MANAGEMENT ASSISTANT - RECREATION
RE: POJNSETTIA TENNJS COURT OPTIONS
BACKGROUND
During the review of the June 2004-05 proposed budget, several citizen’s appeared before the
City Council to request that the City consider building additional tennis courts at Poinsettia Park.
This request came about in large part due to the citizen’s difficulty in playing tennis at their
preferred time (a.m.), as well as not having enough courts at one location. Up until recently, the
tennis groups have been able to use the 9 tennis courts at Carlsbad High School. However,
due to the priority use of Carlsbad High School, the local groups were not able to play tennis on
these courts. Today, it is our understanding that the situation has been corrected.
Council directed staff to investigate and bring back to them options in building additional courts
at Poinsettia Park and to investigate alternatives for managing a tennis complex.
Currently, Poinsettia Park has three (3) tennis courts with plans to develop a complete tennis
complex including 7 more courts, a center court and a clubhouse. The tennis complex is part of
Phase II of Poinsettia Park, scheduled to be constructed in FY 2010-14. The 3 existing courts at
the park are available both for the public citizens’ use on a first come, first serve basis, and for
the City’s instructional tennis program. The peak time to play is in the morning and early
evenings.
FISCAL IMPACT ON PFF FUNDS
At the City Council budget meeting in June 2004, Finance commented that presently there is not
enough money in the Public Facility Fee (PPF) to fund all the projects in the CIP timeline and
move the tennis courts up in the CIP schedule. Finance further noted that if construction of the
tennis courts was moved up, it would take priority over other projects proposed during that same
time frame. The attached matrix identifies the construction costs, maintenance and
programming costs, and revenue estimate projections for Poinsettia Park tennis courts, The
option that Council selects will affect the fiscal impact to the City.
DISCUSSION
Staff has identified the following options far the expansion of additional tennis courts at
Poinsettia Park. They are:
I) Build 3 courts,
2) Build 7 courts,
3) Construct the entire tennis complex.
OPTION #I - BUILD 3 ADDITIONAL COURTS
The construction of 3 additional tennis courts will help alleviate some of the demand during peak
playing times. However, based on discussions with the local tennis groups, they did not feel
that a total of 6 courts would meet the needs of all of the tennis groups. This option would not
allow the opportunity for the City to enter any type of publidprivate collaboration. The courts
would be City operated, and available on a first come, first serve basis.
It is estimated that the construction cost for 3 additional courts would be $450,000, with an
annual park maintenance cost to be apprdximately $1 0,500 per year. Minimum revenue would
come from tennis classes, or public reservations.
OPTION 2 - BUILDING 7 ADDITIONAL COURTS
The second option for the Council to consider is building an additional 7 tennis courts for a total
of 10 courts. This option would provide time for local groups, as well as allow opportunities for
tennis tournaments, special events, and tennis classes. As in Option 1, the City would operate
and schedule the courts for the public use.
The construction cost for the additional 7 courts is estimated to be $1,000,000, with the on-going
annual park maintenance costs to be approximately $24,500. A minimum increase in revenue
would come from tennis classes, or reservations.
OPTION 3 - BUILDING ENTIRE TENNIS COMPLEX
The third option is for the City to construct a tennis complex including 7 additional courts, the
center court and clubhouse, at a cost of approximately $3,000,000. -
A tennis complex design lends itself to a wider range of activities and a higher level of potential
use resulting from organized tennis groups using the facility. It would allow the opportunity to
generate revenue from classes, clinics, tennis meets, tournaments, tennis academies,
memberships and retail sales. These tennis events will also generate local tax money from
guests and spectators that would eat, shop and enjoy the local entertainment venues.
TENNIS COMPLEX MANAGEMENT ALTERNATIVES
Staff was also asked to investigate alternatives to manage and operate the tennis complex. In
an effort to optimize City revenues, staff explored both a privately managed as well as a City
managed tennis complex.
CITY MANAGED TENNIS COMPLEX
Staff completed in-depth research throughout the state to locate a City owned and City operated
tennis complex. Based on our investigation staff was unable to find a City that was exclusively
managing a facility. This is primarily due to the high costs of staffing a tennis complex and the
expenses associated with maintaining a tennis complex.
If the Recreation Department were to staff a tennis complex, they would take a conservative
approach with an annual operational cost to the City estimated at $350,000 - $380,000. The
revenue is estimated to be $310,000 - $330,000 with a net loss of approximately $40,000 -
$50,000. The primary revenue source would be from tennis classes and reservations with a
small amount from the pro-shop and concessions. Based on our research, it appears that a City
managed tennis complex would not provide the City an opportunity to maximize the full potential
of revenue.
PRIVATELY MANAGED TENNIS COMPLEX
The final option for Council to consider is a privately managed tennis complex. The terms of the
management arrangement would be established in the contract. The contract could be offered
to a private tennis management group that is either set up as a non-profit, a not-for-profit
organization or a company. Based on staffs research, the responsibilities for management and
the level of costs and revenue received by a city, varies based on their management priorities
and current contract negotiations. These ranges also tend to vary based on the difference in the
age of the facility and the target market they are trying to reach.
As listed in our attachment of estimated ctty costs and revenue projections, we have select two
different privately managed tennis facilities. The first example, the City of San Diego Balboa
Tennis Complex is managed by the Balboa Tennis Club a not-for-profit private company. They
have 24 courts, one stadium court, a clubhouse with pro-shop, concessions, a meeting room
and locker facilities. The Balboa Tennis Club assumes all the operational responsibilities
including daily maintenance. The Balboa Tennis Club also pays for 50% of the major repairs
with the City of San Diego covering the other 50%. The Tennis Complex generates $292,000 in
gross revenue per year. The City of San Diego currently receives net revenue of $12,000 per
year from rent. At this time they are not collecting a percentage of the revenue from classes or
concessions. The rental fee is extremely low due to their emphasis on having an affordable
tennis program and expanding their junior tennis programs.
The second example, the City of Sunnyvale is managed by the Sunnyvale Tennis Club a non-
profit community organization. They have 16 courts, a pro-shop, concessions, lockers and a
meeting room. The Sunnyvale Tennis Club pays for all costs associated with managing the
reservations, classes, marketing and concessions but they do not pay for either the daily
maintenance or the major repairs. The City collects an annual rent in the amount of $75,000
and in addition collects 5% of gross revenue over $51 5,000. The Tennis Complex generates
over $780,000 in gross revenue per year. At this time the City is collecting over $100,000 less
annual M&O costs of $40,000 per year for a net revenue of $60,000. They are focusing on
expanding their memberships and their fees are in the mid to upper range for a City owned
facility.
Lolly Sangster
Management Assistant
Attachment
cc: Assistant City Manager
Finance Director
Recreation Services Manager
Park Development Manager
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Attachment 2
PROGRAM OPTIONS 1
FIRE DEPARTMENT - AERIAL APPARATUS
Bac karound
Current and historic fire service delivery utilizes several types of fire apparatus
that are configured to deliver basic fire department disciplines. Examples of
apparatus types include fire engines, ambulances, command vehicles and aerial
apparatus, commonly referred to as “Ladder Trucks”. In standard fire ground
operations each apparatus type has assigned duties to perform. The aerial
apparatus is responsible for the following duties: placement and manning of
ground and aerial ladders, forcible entry, search and rescue, ventilation of
burning structures, elevated water stream operations, control of on-site utilities,
vehicle extrication, and post incident salvage and overhaul. The aerial apparatus
provides many essential aspects of fire ground operations far beyond just
providing an aerial capability and is considered, by the Fire Department, a critical
component in comprehensive fire service delivery.
Since incorporation, the City of Carlsbad Fire Department has operated without
an aerial apparatus. Due to changes in population, density, types of businesses
and industry, the Carlsbad Fire Department is requesting that Council consider
purchasing and placing in service a fire aerial apparatus.
Operations
Safe and effective firefighter roof access and egress is critical and primary for
structure ventilation, fire control and extinguishment, and rescue. To ensure
firefighter safety, national standards require that during fire suppression roof
activities there must be two (2) exterior opposing ladders. The Carlsbad Fire
Department currently operates with 35-foot ground ladders, which are the longest
ground ladders that can be carried on a fire engine and are designed, at
maximum extension, to access a third story window from a stable and flat
footprint at the base of the structure. The impact of architectural changes,
including set backs, roof design and density, have resulted in the existence of
over 1,000 structures within the City that cannot be properly laddered with the
existing complement of ground ladders per this standard. There are also a
limited number of structures that cannot be laddered at all due to steep-pitched
roofs, set backs and landscape features. The Fire Department also identified
“special needs” structures, including the Encina Power Plant, Legoland, Aviara
Resort, Carlsbad by the Sea, Neimans, and numerous 3-story elder care facilities
that pose unique reach or access challenges. An aerial apparatus will address a
majority of these issues.
A fire apparatus with aerial capabilities would facilitate roof access for ventilation
allowing the toxic heat and smoke to be drafted away from the structure. It
provides horizontal and vertical reach for victim rescue and provides a safe
platform for firefighters to conduct rescue and extrication operations. It also
Fire Aerial Apparatus
Page 2 of 3
would provide the ability to elevate streams of water through a high volume
nozzle attached to the tip of the ladder. This provides greater reach and
accuracy in water placement. Currently the Carlsbad Fire Department can only
lob water from ground level, which provides limited water reach that is
significantly less effective in fire suppression. Elevated master streams are also
used in mass emergency decontamination during a hazardous materials incident.
Standards and Guidelines
Benchmarking is an adopted method by which same service delivery agencies
can compare and contrast operational and industry standards. The International
City / County Managers Association collects benchmarking data on a voluntary
basis from cities across the United States. In their 2003 report, it stated that of
the 65 fire departments reporting, 64 of them had at least one (1) aerial
apparatus. The one (1) fire agency with no aerial apparatus had a population of
less than 13,000. The August 2003 League of California Cities Survey revealed
that of the 20 California cities with a population within 10% of the 2003 population
of the City of Carlsbad, every city, except Carlsbad, had at least one (I) aerial
apparatus. The National Fire Protection Administration (NFPA) sets two (2)
standards pertinent to aerial apparatus. One standard relates to laddering
occupancies and one standard relates to the complement of apparatus required
to respond to a first alarm structure fire. An aerial apparatus will meet both of
these NFPA standards.
Mutual Aid
All four cities surrounding the City of Carlsbad currently have one or more aerial
apparatus in service and have had one in service for over ten years. Pursuant to
adopted industry standards, the complement of fire apparatus dispatched to a
structure fire response includes three (3) fire engines, one (I) Battalion Chief,
one (1) medic ambulance and one (1) aerial apparatus. Currently, the aerial
apparatus request is filled by neighboring agencies under a Boundary Drop /
Mutual Aid Agreement.
Through Mutual Aid requests, aerial apparatus from surrounding communities
respond into Carlsbad approximately 160 times in the past year (average of 13
times per month). Of those responses, 103 were for fires, 32 were for traffic
collisions and the remainder was for miscellaneous calls for assistance. The
aerial capability of the aerial apparatus was utilized to ladder an occupancy nine
(9) times during the reporting period. The availability of aerial apparatus is
predicated upon each city’s service demands and their location at the time of
dispatch. This impacts their response time to incidents in Carlsbad.
Tvpe of Aerial Apperatus
The Fire Department studied the need for and the appropriate type of aerial
apparatus to meet Carlsbad’s requirements. The Fire Department concluded
Fire Aerial Apparatus
Page 3 of 3
that a 100-foot tillered “Quint” aerial apparatus would best fit the current and
future firefighting and rescue needs in the City of Carlsbad.
A Quint apparatus has the same general functional capability as existing fire
engines, in addition to aerial capability. Tillered means an apparatus with a
tractor-trailer configuration and rear wheel independent steering. The tillered
recommendation stems from the need for critical equipment storage capacity,
smallest possible turning radius, reduced axle weight and braking distances. By design, the tillered aerial apparatus has exceptional maneuverability with a
turning radius comparable to Carlsbad’s current fire engines. Any aerial
apparatus has a minimal number of access challenges due to its length and
gross weight, including steep-pitched driveways, limited angle approaches and
lengthy unpaved roads. In these instances, a fire engine or an off-road vehicle
would be utilized in a fire or rescue response. The use of an aerial apparatus in
lieu of a fire engine does not require any additional personnel.
Financial
The approximate cost of a Quint aerial apparatus is $825,000 as compared to
approximately $415,000 for a fire engine. The Fire Department deferred the
replacement of a fire engine (F399) that was originally scheduled for replacement
in FY 2004/05. The requested Quint purchase is in lieu of the replacement fire
engine purchase.
There is $415,000 available in the Fleet Replacement Fund for the purchase.
The Fire Department is expecting to have $415,000 in unspent appropriations at
the end of this year, which they are requesting to put toward the purchase of the
Quint. This would provide sufficient funds for the purchase. The projected
annual maintenance cost of a tillered Quint aerial apparatus is approximately
$6,000 more than a fire engine.
Council Options
In summary, staff would like direction from the City Council on which of the
following options they would like to pursue:
1. Purchase and place in service in FY 2005-06 a 100-foot tillered Quint
aerial apparatus costing approximately $825,000.
2. Do not purchase a tillered Quint aerial apparatus at this time and purchase
a fire engine costing approximately $41 5,000 for the scheduled
replacement of fire engine F399. Carlsbad will continue to rely on
Boundary Drop and Mutual Aid agreements to provide aerial apparatus
response.
Attachment I : Photo of fire Quint aerial apparatus
I PROGRAM OPTIONS I
I FIRE DEPARTMENT - AERIAL APPARATUS (Attachment) I
Photo of 100-foot Tillered Quint Aerial Apparatus
PROGRAM OPTIONS I
BOYS AND GIRLS CLUB
Backqround on the City's Fundinq of Community Requests
Historically, Council has received numerous requests to fund special projects for the
community. In the 199O's, a program was put in place by which all requests could be
evaluated and the programs funded that would do the most to enrich the quality of life for
Carlsbad's residents and visitors. The program, called the Community Activity Grants, is
designed to complement other City programs by providing money for services that may
not be eligible for funding under any other City program. In 1999, Council set aside
$1 million from which the interest would be used to fund these requests from the
community.
The focus of the grant funds is to fund start-up costs or other one-time costs to
implement new programs; the grants are not meant to be an ongoing source of funding
for the programs. There is a three-year limit on grant funding from the Community
Activity Grants. To be awarded a grant, an organization or individual must submit an
application to the City. A seven-member citizen committee reviews the application and
makes recommendations to Council on allocating the funds. The grants are typically
awarded in December of each year. The program also has reporting requirements to
ensure that the grant monies are spent as they were intended.
Exhibit A includes a list of community funding requests that Council has funded through
the Community Activity Grants process during the past few years. For 2005-06,
$30,000 has been budgeted for the Grants.
Other Community Funding Outside the Process
Despite the availability of the Community Activity Grants, Council continues to receive
requests for funding programs outside the grant process. Sometimes the reasons have
been that the timing of the grant process does not meet the program needs; other times
the proponent has not felt that there were sufficient funds available from the grants.
Recent requests and approvals are also shown on Exhibit A.
Community Development Block Grant (CDBG) Program
The federal government's Community Development Block Grant (CDBG) Program
provides grants to cities and counties to help develop viable urban communities through
the provision of decent housing, a suitable living environment and by expanding
economic opportunities for low and moderate income persons. The City allocates these
funds to various community groups through a proposal process. Each eligible proposal
is reviewed and evaluated based on the following criteria: 1) Organizational
ability/capacity; 2) Financial capacity/stability; 3) Benefits and beneficiaries; and 4)
Readiness to implement the proposal. The City Council appoints a CDBG Funding
Advisory Committee to review proposals and develop funding recommendations for
Council consideration. Generally, CDBG funds are only available for those programs
addressing the needs of the low and moderate income population. For that reason, the
Boys and Girls Club request would not be eligible.
BOYS and GIRLS CLUB
Page 2 of 3
The Boys & Girls Club has been a part of the Carlsbad community since 1952. The Club
offers a variety of recreational, educational, athletic and social programs for youth, ages
6 to 18. The Club offers programs to all children, with an annual membership fee of
$25.00. Scholarships are offered to disadvantaged children and no child is excluded
from the Club because of an inability to pay.
The Club’s original location in the Village of Carlsbad has been renovated five different
times between 1952 - 1999. The most recent renovation, completed in 1999 marked the
most dramatic changes in the Club, with a dedicated technology center, covered
swimming pool, gymnasium and teen center. In 1987, a second facility was added in La
Costa to serve the southern sector of the city.
The Boys & Girls Club estimates that over the past 53 years the Club has served over
50,000 youth and families and has raised over $25,000,000 to fund and operate the two
facilities. There are currently approximately 1,900 members.
The Boys & Girls Club is building another permanent club in Bressi Ranch. The ground
breaking is scheduled for September 2006 and the facility is scheduled to open in late
2007. The new facility will be approximately 18,000 square feet and have the capacity to
serve up to 300 children per day. The facility will have an indoor gymnasium, a 20
computer technology center, an art room, a large open multi use game room, a TV
lounge and an outdoor patio area. The facilities approximate construction cost will be
$5,000,000. The Boys and Girls club is a non-profit organization and will not be paying
prevailing wage on the construction.
The Boys and Girls club is requesting $999,999 (see Exhibit B) as a donation from the
City of Carlsbad. The donation would not be for construction but would fund the
following items:
Fixtures, furnishings and equipment $325,000
Capital campaign management and marketing 175,000
General operations 499,999
$999,999
-----I----------
The fixture, furniture and equipment donation would pay for the following items:
1. Sports Equipment $70,000
2. Game Room Furnishings 40,000
3. Office Equipment and Furnishings 40,000
4. Technology Center Equipment
(including computers) 65,000
5. Phone System 25,000
6. Dance, Drama, Music, other room furnishings 60,000
7. Various miscellaneous items 25,000
BOYS and GIRLS CLUB
Page 3 of 3
The Capital campaign management and marketing donation would fund the hiring of a
full time Development Coordinator for the Boys and Girls Club until the conclusion of the
campaign. The Development Coordinator would act primarily as a fundraiser for the
organization.
The donation to the General Operations would fund the day-to-day operations at the
Bressi Ranch facility. A contribution of $499,999 would fund the operations for
approximately one year.
The Boys and Girls Club has committed to matching the contribution made by the City
with, at minimum, a four-to-one match.
Facility Joint Use
The Boys and Girls club has offered to provide access to the indoor basketball facility to
the City during off hours. The off hours for the gym typically are weekends, late
afternoons and evenings.
COUNCIL OPTIONS
The following are some options for Council’s consideration. If Council authorizes any
contribution, staff would recommend that Council include the 4: 1 matching requirement
as a condition of the request.
1. Direct the Boys and Girls Club to request funding through the Community Activity
Grants process.
2. Fund the request outside of the process. If this option is selected, staff will need
additional direction on the following:
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 time.
Exhibit A
COMMUNITY ACTIVITY GRANTS
PAST RECIPIENTS
Palomar Shuttle
Exhibit A
Artsplash 2002 (General fund)
Artsplash 2004 (General Fund)
COMMUNITY FUNDING OUTSIDE THE GRANTS PROCESS
PAST RECIPIENTS
$ 10,600
$ 15,000
I Join Hands Save a Life [matchina funds Daid out of General fund] I $ 25.000 I
Carlsbad High School Wind Symphony (GF matching funds)
I Hiahwav 101 Association (General fund) I $ 5.000 I
$ 7,000
Fraternitv House $ 5.000
Fraternity House
Injured Marines Semper Fi Fund
SPECIAL EVENT GRANTS
PAST RECIPIENTS
$ 4,000
$25,000
Exhibit B
Boys & Girls Clubs of Carlsbad Request to the City of Carlsbad for
$999,999
Boys and Girls Clubs of Carlsbad (“Clubs ’7-Mission Statement
To provide activities and experiences that enrich the lives of young people in our community.
Boys & Girls Club of Carlsbad Background
The Boys & Girls Clubs of Carlsbad h,as played an integral role in North San Diego
County since 1952. The “Clubs” offer a variety of recreational, educational, athletic and
social programs for youth, ages six to eighteen. The “Clubs” are proud to provide its
programs to all children, with a minimal $25.00 annual membership fee. Scholarships
are also provided to children from disadvantaged circumstances, therefore no child is
ever excluded due to the lack of ability to pay.
Boys & Girls Clubs are traditionally known as “safe havens,” stable and supportive
places where young people can develop the skills and self-confidence they’ll need to
succeed in a competitive world. The multiple programs offered at the Boys & Girls
Clubs of Carlsbad provide opportunities for leadership and personal growth improving
the lives of our 1900 + members by supporting their transition to adulthood.
Conservative estimates show that over the past 53 years the Boys & Girls Clubs have
served over 50,000 youth and families and have raised over $25,000,000 to fund and
operate our two facilities.
Need
There are many reasons why the Club feels there is a need to expand out services. First
and foremost, kids need a positive outlet during the after school hours when parents are
working. Another reason is that our La Costa branch is a 23-year-old “temporary”
doublewide trailer facility that is in need of repair. Finally, our landlord the Christ
Presbyterian Church, has embarked upon their own capital campaign to expand their
Church and we will eventually be asked to vacate our parcel to accommodate their
expansion.
Boys & Girls Clubs Request:
It has come to our attention that if the Club is to use any funds for the construction of our
new facility that prevailing wages must be applied to the entire project, thus increasing
the cost of the facility up to 30%. In an effort to allow the city to still support the Clubs
project the following is proposed as an alternative to our original ask for support.
Fixtures, Furnishings and Equipment 350,000
Capital Campaign Management and Marketing 150,000
General Operations 499,999
Total 999,999
Exhibit B
Fixtures, Furnishings and Equipment- This is a current line item in the Capital Campaign
budget. Included are such items as:
1. Sports Equipment $70,000
2. Game Room Furnishings $40,000
3. Office Equipment and Furnishings $40,000
4. Technology Center Equipment (including computers) $65,000
5. Phone System $25,000
6. Dance, Drama, Music, other room furnishings $6 0,O 0 0
7. Various miscellaneous items $5 0,000
Capital Campaign Marketing and Administration- This line item includes the
professional management and marketing of the campaign including the salary and
benefits for a full-time Development Coordinator until the conclusion of the
campaign.
General Operations- This line item would fund the general operations of the club
as it currently operates. Any funding provided by the city on this line item would
in essence “replace” our current fundraising efforts and allow us to contribute to
our own campaign. For instance, if we were to be funded for general operations
at $200,000 we could then allocate our Annual Dinner Auction and Golf
Tournament revenue towards the Capital Campaign.
U
__ ----- I--- I
i
June 21,2005
The Honorable Claude “Bud” Lewis
Mayor, City of Carlsbad
Carlsbad City Hall
Carlsbad, CA 92008
Dear Mayor Lewis:
I would like to request that if the Resolution of Intention for the proposed Carlsbad Tourism
Business Improvement District has been calendared for the June 28 council meeting that it be
pulled until hrther notice. I am making this request on behalf of the Cdsbad Convention and
Visitors Bureau and as the chairman of that organization.
It is my belief, and one that is shared by many, that because of pressures that have been exerted
on some of your fellow council members and city staff by San Diego North Convention and
Visitors Bureau, the situation has become convoluted and cannot move forward at this time.
However, I do believe that we can get this process back on track and I look forward to meeting
with you as soon as possible to discuss specific concerns and how we can overcome the current
impasse.
Mayor, I believe that the overriding concern on the part of San Diego North CVB has been to
maintain a consistent level of funding fiom the City of Carlsbad to support their million-dollar
plus budget. That’s understandable, however, it is clear that this Escondido-based tourism
organization desires to secure direct hnding from the future revenue stream of the BID by
favoring language crafted in the Resolution of Intention that would essentially eliminate the
Carlsbad CVB as the organization to receive, administer and manage the BID funds. Without
specific language as proposed in the City Attorney’s second draft of the ROI, the Carlsbad CVB
will be eliminated. I know that you desire to have this bureau be the organization that would
work in concert with the advisory board, and it’s my firm belief that language in Section 4 needs
to be restored to the reading of draft #2 as presented by the City Attorney. By accomplishing this
in an updated draft of the ROI, I believe that a huge issue will be eliminated that seemingly has
had the potential to derail the process. I hope that you will agree.
Additionally, the CVB understand and supports that the BID Advisory Board may recommend
allocation of specific dollars to other tourism organizations, including the San Diego North CVB,
for specific contracted services as the City currently contracts. Decisions made by the Advisory
Board would clearly take the onus off the council.
Please know that I have closely listened to your concerns and have taken every one of your
suggestions to heart regarding the proposed BID. I really do not believe that you or your
colleagues on council wish to go through this same process year-after-year. Again, my belief,
also shared by others, is that the best route for us to travel is by moving forward on the 1994 law
that allows for a petition to come forward to council, together with a management plan of the
Carlsbad Convention 81 Visitors Bureau
400 Carlsbad Village Drive, Carlsbad, California 92008
(760) 434.6093 FAX (760) 434.6056 www.visitcarkbad.com info@visitcarlsbad.com
“Tho nffirinl Dpstinatinn Marketinn nrnnni7ntinn nf Cnrlshnri Cniifnrnia”
proposed BID. This process would further demonstrate the support by the industry for the BID as
it would require a petition of Carlsbad lodging properties in the affirmative for passage.
Additionally, by coming in under the 1994 law, the Carlsbad CVB can have three uninterrupted
years of operation. This would allow the bureau to plan, implement, manage and track programs
on more than a one-year cycle.
Although the 1994 law does not mandate an advisory board or annual audit, those are elements
that can be written into the ordinance by this council. Additionally, the BID - regardless of
whether its been created under the 1989 or 1994 law - will still have to appear annually before
council to present its annual report, budget and accountability of expenditures. And, of course,
we defer to you in making appointments to the advisory board.
Again, regardless of which law the BID is filed under, the activities of the BID will be controlled
by the industry that’s assessed. With this in mind, you can be assured that, by having a three-year
sunset provision under the 1994 law, you and your colleagues on council will not have to be
bothered by the kind of aggravation that seems to have enveloped over the last two months. It’s
unfortunate that a great idea has somehow gone sideways for the time being, but I am an optimist
and believe the BID will become a reality for Carlsbad and a premier example of public-private
partnership.
On the issue of funding for the Carlsbad CVB, I understand that this matter may be addressed this
evening. It is our desire to maintain status quo funding to continue with the programs and
services currently performed by the bureau. If and when a BID is finalized, I believe that we can
enter into good faith negotiations that will be beneficial to all parties concerned. Therefore, I am
asking that council approve our funding request in the amount of $408,000.
In closing, I want you to know that I share completely in your desire to get this BID approved in a
manner that benefits the lodging industry in Carlsbad. I believe that if we can set a time to meet
in the very near future, that we quickly shed the sideshow theatrics that have worked against us.
We share a common vision for a public-private partnership that can serve as a model for possibly
other BID’S in Carlsbad. It’s a win-win for everyone, and I am here to lend my assistance in
helping to move this process forward. Your leadership and support for this partnership is needed
now, more than ever, and I welcome you back!
Thank you very much for your time and consideration of the items I’ve presented in this letter.
Sincerely, /
Patrick Fearn, Chairman
Carlsbad Convention and Visitors Bureau
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NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 21,2005
at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive,
Carlsbad, California, to consider adoption of the 2005-06 Operating Budget and
the 2005-06 to Buildout Capital Improvement Program Budget. This budget
includes an appropriation of the 2005-06 AB 3229 funds in the amount of
$1 35,000 to be used to fund the community policing program. The City Council
will consider approving selected City development fees, general fees, and the
Appropriation Limitation for fiscal year 2005-06. The Carlsbad Municipal Water
District Board will also consider adoption of the Carlsbad Municipal Water District
Operating and Capital Improvement Program Budgets, and the Housing and
Redevelopment Commission will consider adoption of the Redevelopment
Budgets.
their views and comments to the City Council.
Interested parties are invited to attend this meeting and present
Copies of the budget and proposed fee changes are available for public
inspection at the City Clerk’s office, 1200 Carlsbad Village Drive, or the two
libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad; and Dove Library,
1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Hildabrand of the
Finance Department, 1635 Faraday Avenue, Carlsbad; 602-2430.