HomeMy WebLinkAbout2006-06-06; City Council; 18590; 2006-07 Operating Budget WorkshopCITY OF CARLSBAD - AGENDA BILL 17
AB# 18,590
MTG. 06-06-06
DEPT. FIN
2006-07 OPERATING BUDGET
WORKSHOP
DEPT. HEAD ^^^ ,
CITY ATTY. (&?
CITY MGR.
RECOMMENDED ACTION:
Accept report. Set public hearing for June 20, 2006.
ITEM EXPLANATION:
The Operating Budget work session on June 6, 2006 is an opportunity for the City Council to
review the FY 2006-07 Operating Budget. City staff will be making presentations and will also
be available to answer questions. The recommendations for the Capital Improvement Program
were presented to Council at the May 16th council meeting.
In addition, a Citizens' Budget Workshop will be held on Wednesday, June 14, 2006, at 5:00
p.m. at the Faraday Center, 1635 Faraday Avenue, Room 173, to provide the public with an
opportunity to discuss the Operating Budget and Capital Improvement Program with staff. The
public hearing and adoption of the FY 2006-07 Operating Budget and Capital Improvement
Program is scheduled for the June 20, 2006 Council meeting.
2006-07 BUDGET OVERVIEW:
The proposed Operating Budget for FY 2006-07 totals $170.2 million, an increase of $11.8
million from the FY 2005-06 adopted budget. Operating revenues are estimated at
$177.4 million, which is a $12.0 million increase over the current year projections. The
recommended General Fund budget is $104.9 with estimated revenues of $111.8 million. This
is a 8.4% increase in the budgeted expenditures for the year.
Revenues - The majority of the City's revenues come from taxes. Property taxes are expected
to grow to over $43.7 million in the next year. This is an increase of 21.1% from FY 2005-06.
The FY 2006-07 property tax revenue is based on the assessed value of property in Carlsbad
which increased by 15.2% from 2004 to 2005. It is anticipated that this will level out in the
coming year as interest rates continue to rise.
Sales taxes are expected to grow by about 9.2% and end the year at $29.0 million. This growth
reflects steady consumer spending and increased spending in several of the City's shopping
centers. The FY 2006-07 revenues for TOT are estimated at $11.8 million, a 6.0% increase
over the prior year. Franchise taxes are anticipated to grow 1.8% to $5.5 million.
Development Revenues are projected to be $4.7 in FY 2006-07 as compared to $5.7 million in
FY 2005-06. The 18.0% decline reflects a slow down in new housing developments.
FOR CITY CLERKS USE ONL Y.
COUNCIL ACTION: APPROVED
DENIED
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Budgeted Expenditures - The increases in the General Fund revenues, as well as other fund
revenues, enables the City to continue to provide top-quality services. The FY 2006-07 budget
maintains the high level of services Carlsbad's citizens have come to expect but does not
propose any new enhancements other than those previously planned as noted below.
• New Facilities - The City has a large number of major capital projects scheduled to
be built over the next five years. As the City completes these projects, the costs of
maintaining and operating the facilities are added to the Operating Budget. Pine
Avenue Park and the expanded Senior Center are both anticipated to open in the next
fiscal year. The park at Pine Avenue is scheduled to open in the Fall of 2006 and the
expanded Senior Center is anticipated to open in the Spring of 2007.
• 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,
the Police department has requested five additional positions and the Fire department
has requested an Emergency Medical Services (EMS) Nurse Coordinator position.
In the Police department two Police Officers for Field Operations and one Police
Investigator are being requested to maintain the current safety levels as Carlsbad
continues to grow. A Fingerprint and Evidence Specialist is being requested to
process the current caseload and shorten the turn around time for new cases. Finally,
a Communications Operator II will handle the increased call volume and internal
communications needs to maintain appropriate citizen service levels.
In the Fire department an EMS Nurse Coordinator is being requested to analyze,
design, plan, implement and administer EMS programs. The programs include
Advanced Life Support, Basic Life Support, immunizations, certification, and EMS
training activities.
• Customer Service - One of Council's goals is top-quality service, which means
serving our customers well. There are several customer service initiatives funded in
the budget this year. In the Communications department the City Brand goal will
focus on developing a cohesive City image to present to our citizens which will better
facilitate effective communications. There is also a goal to enhance communication
through technology this year. This goal will research innovative technology like Blogs,
webstreaming, Pod casting and integration between cable and the web.
In FY 2006-07 the Radio Frequency Identification (RFID) project will be completed in
the Library department. This new chip technology is embedded in the materials and
will allow patrons to automatically check out books and materials without having to
wait in line. It will greatly improve the Library experience and will ultimately result in
costs savings for the department.
• Increased Efficiencies and Cost Savings - To improve efficiencies our Community
Development department is recommending the conversion of one hourly Full Time
Equivalent (FTE) position to one full time Senior Office Specialist. This position will
serve as the Planning Commission Minutes Clerk, and be the clearing house for the
data entry of all Land Use applications. This new full-time position will improve
customer service levels, allow for better employee retention and possibly reduce
expenditures for outside contractors.
This year a comprehensive review was done of the numbers and types of vehicles
being purchased as replacements for the City's current fleet. Each vehicle was n
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 were that only 27 vehicles
were selected for replacement out of the 58 vehicles that met the replacement criteria
outlined in Administrative Order Number 3. Of the 27 units selected for replacement, 3
vehicles were downsized.
• Other Budget Requests - The Operating Budget also includes a $7.2 million transfer
to the Infrastructure Replacement fund to provide funding for infrastructure
replacement as needed in the future. The Council's contingency account is proposed
at $2.3 million in 2006-07. This account is available to the City Council to address
unanticipated emergencies or unforeseen program needs.
Other Funds - The Enterprise fund revenues, which include the water, recycled water,
sanitation services, and solid waste management, are projected to increase in FY 2006-07, with
total estimated revenues of $38.9 million. The budgeted expenditures are estimated at $40.2
million for FY 2006-07. With this structural imbalance rate increases will be required to keep up
with increases in expenditures. A rate increase of 5% is proposed for water. For the Sanitation
fund, the five year forecast shows that a rate increase is also necessary and thus, a 8.5%
increase is being recommended.
Revenues from Special Revenue funds are expected to total $9.7 million, a 14.1% decrease
from FY 2005-06. The expenditures are budgeted at $9.8 million. The types of services
supported within Special Revenue funds include grants (Section 8 Housing Assistance,
Community Development Block Grants), donations, special fees, and assessments (Housing
Trust fund, Maintenance Assessment Districts).
The combined Redevelopment Agency budget proposal totals $1.9 million. This is 13.0% lower
than the FY 2005-06 budget. This decrease is mainly due to some one time costs in 2005-06,
including an Environmental Impact Report (EIR) for the Ponto area.
More information about all of the City's projected revenues and Operating Budget
recommendations can be found in the attached exhibits.
FEES AND CHARGES FOR SERVICES
One of the City Council's goals is to annually evaluate fees and charges for services. Staff has
reviewed all fee schedules and is recommending changes as shown on Exhibit 6, and further
discussed below.
GENERAL CITY FEES
• Facility Fees - Several minor adjustments are being recommended for facility fees
as shown in Exhibit 6. These include an increase in clinics/camps and tournament
field rental fees, set up fees and the establishment of a $50 security deposit which
will be nonrefundable if the reservation is cancelled. There is an additional $15 per
hour, per staff member fee for Recreation facilities proposed this year. Also
proposed is an additional $15 per hour, per staff member fee for events over 100
people at the Senior Center. The Parks and Recreation Commission approved these
minor adjustments on May 15, 2006.
• Ambulance Fees - Last year a survey of current resident and non-resident
ambulance rates charged by other San Diego County agencies was completed. The o
survey indicated that Carlsbad had one of the lowest resident rates, and is at about
the mid point for non-resident rates. In FY 2005-06 a 20% increase was approved by
Council and the plan was to return this year with an additional 20% increase to bring
us closer to the County average rate. The 20% increase being requested this year
will increase the resident rate from $545 to $618 and the non-resident rate from $745
to $894. These proposed fees are shown in Exhibit 6. Also shown in Exhibit 6 is a
comparison of Carlsbad ambulance rates with other San Diego County rates before
and after the fee increase. The City spends nearly $13 million annually on Fire
emergency services of which the majority of the calls are for emergency medical
services.
• Water/Sewer Fees - As part of the ongoing financial management program, the City
annually prepares five-year forecasts for both the Water and Sanitation funds. The
forecasts for the Water and Sanitation enterprises shows that rate increases are
needed to keep up with increases in expenditures. As previously mentioned in this
report, a rate increase of 5% is proposed for water and an 8.5% increase is being
recommended for sanitation.
DEVELOPMENT RELATED SERVICE FEES
In FY 2004-05 staff completed a fee study to determine the cost of services. On average,
the cost of providing the services increased 25% from the last time a fee study was done in
December 2000. The increased costs were mainly due to inflationary costs. Based on this,
Council adopted a 15% increase in development fees in FY 2004-05 and a 10% increase in
Fiscal Year 2005-06. In FY2006-07 staff is recommending a 3.5% increase to reflect one
year of inflation. In FY 2006-07 staff plans to complete a new fee study and the results will
be reflected in the FY 2007-08 recommended fees.
A complete listing of the current and proposed development-related service fees is shown in
Exhibit 6.
DEVELOPMENT IMPACT FEES
Each year, several development fees are adjusted by the change in the Engineering News
Record (ENR) Index as required by the respective fee programs. The adjusted fees are
attached in Exhibit 6.
EXHIBITS:
1. Fiscal Year 2006-07 Preliminary Budget (Overview).
2. Operating Funds, Projected Fund Balances for FY 2005-06 and FY 2006-07.
3. Operating Funds, Revenue Estimates for FY 2005-06 and FY 2006-07.
4. Operating Funds, Budget Expenditure Schedule FY 2003-04 through FY 2006-07.
5. Personnel Allocations for FY 2005-06 and FY 2006-07.
6. Update of City Fees and Charges For Services.
The Preliminary Operating Budget and Capital Improvement Program for Fiscal Year 2006-
07 are on file with the City Clerk.
DEPARTMENT CONTACT: Lisa Irvine (760) 602-2430: Lirvin@ci.carlsbad.ca.us or David
Barnum; (760) 602-2430; dbarn@ci.carlsbad.ca.us
Exhibit 1
CITY OF CARLSBAD
2006-07 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
• Police department •
• Fire department, including paramedic •
• Water delivery system •
• Sewer system •
• Solid waste services •
• Housing programs
Development services
Street construction and maintenance
Library and Arts programs
Recreation programming for all ages
Park lands
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.
Through the vision
statements, Council
defines and clarifies their
vision of Carlsbad. The
City Council also provides
the City with their top 15
priority projects, which
further defines their vision.
The strategic goals for the
City are developed next.
These statements are
reflected in the box on the
right. 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,
City of Carlsbad Strategic Goals
Balanced Community Development - A city that connects community, place
and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership - A city that embraces Community
connectivity through the effective use of technological and interpersonal mediums.
Communication - Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government while providing a high level
of citizen confidence in its government.
Environmental Management - An environmentally sensitive community by
focusing on: conservation, storm water, sewage collection and treatment, solid waste,
and cost effective and efficient use of energy including alternative energy sources.
Financial Health - Pursue and implement proactive strategies that support
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 I Open Space I Trails - Acquire, develop and maintain a broad range of
open space and recreational facilities that actively address citizen needs which are
fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Top Quality Services ~ A city that provides exceptional services on a daily
basis.
Transportation I Circulation - Provide and support a safe and efficient
transportation system that moves people, services and goods throughout Carlsbad.
Water - Ensure, in the most cost-effective manner, water quality and reliability to the
maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
Exhibit 1
staff develops operational goals based on Council's direction. These operational goals are the
basis for the development of the Operating Budget.
Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals and
priority projects 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. In addition, the budget is a fiscally conservative
balanced budget, to effectively sustain the community and essential City services far into the
future.
Quarter-to-Quarter Growth in Real GDP
it HIH
Real GDP growth is meastMfd at seasonally adjusted annual rates.
ECONOMIC PROFILE
The US economy has
experienced steady growth
over the past several years,
however a slow down is
expected in late 2006 and
early 2007. According to
preliminary estimates released
by the Bureau of Economic
Analysis, real gross domestic
product - a measure of
economic activity - increased
4.8 percent in the first quarter
of 2006. In the fourth quarter
of 2005, real GDP increased
1.7 percent. The major contributors to the increase in real GDP in the first quarter were
consumer spending, including spending on vehicles, business investment in equipment and
software, federal government spending and increased exports.
Despite the steady growth in GDP for the first quarter of 2006, UCLA Anderson Forecast's
Senior Economist David Shulman expects the economy to slow due to higher interest rates, a
relatively flat yield curve, weakness in the housing sector and continued pressure of higher
energy prices on consumer spending. Given this expectation, the UCLA Forecast projects that
the real GDP growth for 2006, 2007 and 2008 will be 3.2%, 2.4% and 3.2% respectively.
The UCLA Forecast is projecting that the housing boom is slowing and is expecting a soft
landing. According to UCLA Forecast, both statistical and anecdotal data suggests that the
housing market is cooling due to higher interest rates and exhaustion of demand. The
international risks to the UCLA Forecast include the price and availability of oil, as well as the
end of the zero interest rate policy of Japan. As the interest rates of Japan's money supply are
increased and the supply of money is tightened, there is no longer "free money" which could
potentially result in fewer investments as well as higher interest rates worldwide.
California's economy is also showing signs of softening. According to UCLA Forecast's
Senior Economist Christopher Thornberg, housing and jobs are two areas that are of concern.
Both sales of homes, as well as residential building permits, are beginning to fall, and the
appreciation of housing is slowing. In addition, the Senior Economist expects reduced home
appreciation, which is expected to slow taxable sales growth as consumers begin to spend less.
Job losses in the construction sector as residential construction and remodeling slow, will also
impact the real estate and mortgage banking industries. It appears that although UCLA
Forecast predicts that jobs may not be increasing, they see indications that the output of
manufacturing jobs is continuing to rise. During 2004, real output in manufacturing in the State
was at an all time high. In addition, international exports from the state continues to grow at a
Exhibit 1
solid pace. In 2005, estimates are that $116 billion in manufactured exports were shipped out of
California, led by computer and transportation equipment and machinery.
According to the UCLA Forecast, personal income in California grew by 4.5% in 2005, for the
second year in a row. However, while personal income is growing, take home pay has not
grown, due to the cost of worker benefits such as health and other forms of insurance, pension
plans, and workers' compensation insurance. These benefits have been growing at well over
twice the pace of overall payroll earnings according to UCLA's Senior Economist Thornberg.
The offsetting adjustment to these benefit increases is slower growth in take-home pay. While
take home paying is slowing, growth in taxable sales has been up by 7.5% per year for the last
two fiscal years which may be due to the housing boom.
The median price of a home in California increased from $225,000 in 2001 to over $450,000
today. This increase in value gave Californians a boost in their income, allowing them to spend
more than they were earning. As the housing industry softens, UCLA Forecast predicts that
taxable sales growth will slow as more Californians begin to save. With respect to California,
UCLA Forecast suggests to, "Look for weak growth starting by the end of this year and lasting
for up to two years."
Locally, the San Diego economy is expected to slow as well, according to several local
economists, including USD economist Alan Gin and Chief Economist for the California
Association of Realtors, Leslie Appleton-Young. When asked about the San Diego housing
market, Alan Nevin, chief economist for the California Building Industry Association said, "I think
the bloom is off the rose, but there is no doom and gloom." Several local economists agree that
despite rising interest rates, a growing inventory of houses for sale, and a slowing number of
houses selling, the county's shortage of housing will prevent prices from dropping steeply.
They also cautioned that with the new lending products that allowed middle-wage consumers to
attain financing for high-priced homes, there may be a small increase in foreclosures and
delinquencies.
USD economist Alan Gin said, 'The County's overall economy would outperform the State and
the rest of the nation in 2006." Gin also said he was "concerned that most of the jobs being
created here offered modest salaries". He also cited rising interest rates and high gasoline
prices as concerns for local consumers. "Even so, the housing market will cool but not
collapse", he predicted.
Carlsbad's economy is tied closely to that of the San Diego region, although development
patterns may differ. Carlsbad experienced strong growth in FY 2005-06 in property and
Transient Occupancy Taxes (TOT). Property taxes are expected to grow by over 12% reflecting
the continued escalation in housing prices during FY 2005-06 as well as new development.
TOT, the City's gauge of the tourism industry, are expected to end the year showing a 10%
gain, with a large part of that coming from the reopening of a major portion of one of Carlsbad's
premiere resorts. Sales taxes should add an additional $1 million for FY 2005-06 due to good
consumer demand after taking into consideration the closing of the Robinsons-May department
store at Plaza Camino Real, as well as a slowing in car sales.
Carlsbad's residential real estate market has continued strong throughout FY 2005-06. The City
expects to issue approximately 1,000 residential permits this year, a decrease from the 1,663 in
the previous year. The number of permits is expected to decline due to a lack of supply and a
slowing economy. 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 well 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
Exhibit 1
approximately 970 single-family and 450 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
CO"i
I1
2000 2001 2002 2003 2004 2005
With supply relatively low, housing
prices have continued to escalate.
The median price for single-family
homes in Carlsbad was $748,000 for
calendar year 2005, a 5.7% increase
from the previous year. The total
assessed values in the City stand at
over $17 billion; an increase of nearly
70% over 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 2,580 more
residential units and an additional 4.1
million square feet of commercial/industrial development over the next five years. The City's
residential housing stock is about 89% built out, with approximately 5,270 housing units
remaining to develop.
Commercial and industrial development has been averaging $800,000 square feet per year.
This is expected to remain about the same over the next five years to average 820,000 square
feet per year with the large industrial developments of the Forum, Carlsbad Raceway, and Oaks
North. Some of the major companies 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 Premium
Outlets - 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 upscale
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
West Hotel, which is expected to open in spring 2006, 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. The La Costa
Resort 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 $1.4 million in TOT when
completed. Two hotels near the airport have been approved, which would add an additional
249 hotel rooms, bringing in an estimated $500,000 per year in TOT. In addition, a new project
next to Legoland has been approved for 350 hotel rooms and 350 timeshare units. This project
will also be phased in over time, and is expected to generate an additional $1.4 - $1.7 million
per year in TOT.
Exhibit 1
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 important initiative the City has undertaken to ensure its financial health, is the
development of an Infrastructure Replacement Fund. With this fund, the City sets 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
01 02 03 04 05 06e 07e
D Sales tax • Property Tax D TOT a VLF • SDGE franchise D Other Franchise
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 $4.5 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 and stimulates 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 four major revenue sources for the City:
property taxes, sales taxes, transient occupancy taxes (TOT) and franchise taxes, are expected
to provide $79 million, or 77%, of the City's General Fund revenues in FY 2005-06. 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.
The City's base sales taxes are projected to grow by 4.0%, while year-over-year sales tax
growth is projected to grow by about 9.2% for FY 2006-07, due to one time adjustments during
FY 2005-06. While the growth in housing prices is expected to moderate as interest rates rise,
Exhibit 1
there is a lag with the property tax revenue and therefore, according to the County Assessor,
the City should expect assessed values increasing 15.2%. 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 to be strong, with TOT receipts projected to grow by 6%
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 the softening in the housing market 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 several months. The LAO's
report states that the Governor's budget
proposal for 2006-07 is using a
significant portion of their fund balance
to cover their operating shortfall, and a
$3 to 4 billion shortfall is expected to
exist in FY 2007-08 and 2008-09. 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
General Fund (In Billons)
2005-06 2008-07b 2007-08 2003-09 2308-10
"Annual revenues mhus atpsndflunm Legislative Analyst* Offfcft fi«timate« of Governor's
revenue and experafiture pc&ies.
^2006-07 cpsrating deficit includes $3*2 faiicn in prapaaflnenlft of budgetBfy debt plus numerous ofter
one-lime expereiluras.
In FY 2003-04, 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. The repayment was made in FY
2005-06. In 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 V4 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 was approved by the voters and included the following
provisions:
• Permanently reducing the vehicle license fee (VLF) rate to its current .65%, and provide
property taxes to cities and counties to offset the loss on a dollar for dollar basis.
• Guaranteed repayment in fiscal year '07 of the of VLF amounts taken by the State.
• Guarantees that the 'Triple Flip" will be reversed when the bonds are repaid.
Exhibit 1
• 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.
In order to garner support for the measure, cities, counties and special districts agreed to a
contribution to the State totaling $1.3 billion in both the '05 and '06 fiscal years from cities,
counties and special districts. The City of Carlsbad's contribution was $1.8 million from the
General Fund and $293,000 from its Redevelopment Agency in Fiscal Years 2004-05 and 2005-
06. The $1.8 million is anticipated to be restored to the City in FY 2006-07.
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 2006-07 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 most
of the major employee groups and is expected to negotiate a new contract with the Carlsbad
Firefighters' Association in FY 2006-07.
General Fund
180
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. It assumes that
the contribution from the General
Fund to the Infrastructure
Replacement Fund is increased
to 6.5% General Fund revenues.
This is an increase from last year's forecast assumption of 4% in FY 2007 and 5% from FY
2008 and beyond. And finally, it includes estimated operating costs for all capital projects in the
I REVENUES -TOTAL BUDGET
\\
Exhibit 1
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.
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.
Forecast Comparision
FY07
-$15
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
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 in November 2004 was the
passage of the reauthorization of Transnet revenues. Transnet is a 14 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.
2006-07 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for Fiscal Year 2006-07 totals $170.2 million, with revenues
for the year estimated at $177.4 million. General Fund revenues are estimated at $111.8 million
and budgeted expenditures are $104.9 million.
Exhibit 1
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
2005-06, as well as those estimated for 2006-07.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2005-06
$ 103.1
11.3
35.2
12.7
3.1
$ 165.4
ESTIMATED
2006-07
$ 111.8
9.7
38.9
14.0
3.0
$ 177.4
$
CHANGE
$ 8.7
(1.6)
3.7
1.3
(0.1)
$ 12.0
0%
CHANGE
8.4%
(14.1%)
10.5%
10.1%
(3.0%)
7.3%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $177.4
million, a 7.3% increase over the prior year. Increases in General Fund revenues, mainly
property and sales taxes, as well as growth in the Enterprise funds, offset the declines in some
of the other funds. The majority of the decline of $1.6 million in the Special Revenue funds is
due to unscheduled revenue received in 2005-06 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 that follows.
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
(In Millions]
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
BUSINESS LICENSE TAX
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2005-06
$ 36.2
26.6
11.1
5.4
3.2
5.7
14.9
$ 103.1
ESTIMATED
2006-07
$ 43.8
29.0
11.8
5.5
3.2
4.7
13.8
$ 111.8
$
CHANGE
$ 7.6
2.4
0.7
0.1
0
(1.0)
(1-1)
$ 8.7
%
CHANGE
21.1%
9.2%
6.0 %
1 .8%
0%
(18.0%)
(7.0%)
8.4%
This year it is expected that property taxes will grow to over $43 million, a 21% increase over
the past year. This includes a 15% estimated increase in assessed valuation as provided by the
County Assessor in May 2006, as well as the return of $1.8 million from the State of California,
after taking this amount away from the City for the last two years. The 2004-05 State budget
reallocated Property Taxes for Vehicle License Fees (VLF). Thus, instead of receiving
approximately $5 million in VLF in 2005-06, the City now gets additional property taxes in an
equal amount. These amounts will continue to grow at the same rate as the City's assessed
values.
\3
Exhibit 1
millions
$50
Property and Sales Tax Growth in
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 2006-07 are based on values as of January 1, 2006. Sales taxes react much
quicker
changes
economy
therefore
typically
faster in
economy, but also
drop off faster as
the economy
cools.
z:
97 98 99 00 01 02
Fiscal Year
03 04 05 06e 07e
- Sales tax - Property Tax
to
the
and
will
grow
a good
$45
$40
$35
$30
$25
$20
$15
$1
$5
$0
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 a 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 $29.0 million for 2006-07, an increase of 9% over the 2005-06
projections. These projections assume a base increase of 4.0% over the Fiscal Year (FY)
2005-06 projections, after adjusting the FY 2005 estimate for a one-time "Triple Flip" adjustment
by the State, as well as a sales tax adjustment to refund a major business within Carlsbad. The
"Triple Flip" is essentially a
temporary swap of a !4 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).
Sales Tax by Category
Business
14%
Transportation
37%
Retail
33%
Construction
3%
Exhibit 1
One of the most significant new sites in Carlsbad which is having a positive affect on the City's
sales tax, 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, and is now fully leased.
As can be seen in the chart on the previous page, the City's sales tax base is heavily weighted
in the transportation (predominantly new car sales) and retail sectors. These two sectors make
up approximately 70% of the City's sales tax base.
Sales tax estimates also include approximately $845,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies, to fund public safety services.
The third highest General Fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $11.8 million for 2006-07, an increase of 6% over 2005-06 estimates. TOT
declined after the
SeptemberTransient Occupancy Taxes
120
100
80
60
40
20
07e
2001
terrorism attacks and the
mild recession that
followed. Compounding
the decline for Carlsbad
was the renovation
occurring at one of
Carlsbad's premier
resorts, the La Costa
Resort and Spa. The
resort underwent
extensive remodeling
and rebuilding, which
offset much of the
growth experienced by
the other hotels in the
City. The remodeling
was completed in 2004-05, and tourism has rebounded causing TOT revenues to rise.
It is expected that Fiscal Year 2005-06 will end the year with about $11.1 million in TOT
receipts, a 10% increase from 2004-05. Growth is expected to be moderate going into FY
2006-07, with 3% assumed for the base growth. In addition to the base growth, the West Hotel,
located at Cannon Court, is expected to open soon with 86 rooms. The combination of the base
growth and the new hotel results in a 6% growth over FY 2005-06 projections. The estimated
TOT for FY 2006-07 is projected to be $11.8 million.
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 remain relatively flat in FY 2006-07. 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 "in-lieu" taxes received is attributable to
Exhibit 1
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity.
SDG&E Franchise Taxes
i
I
60
50
40
30
20
10
076
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 FY2001 and
FY2002 (franchise taxes
are paid in April for the
previous calendar year).
Another price spike
occurred in 2003,
increasing the FY2004 revenues, and the high prices continued into FY05. The FY 2006-07
forecast essentially predicts the same amount of SDG&E franchise revenue as the previous
year.
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These revenues are difficult to predict, as many of the planning
and engineering activities occur months or years before any structures are actually built.
Development-related revenues declined slowly from the high of 1998, but have picked up in the
last few years, as several large master-planned projects were developed. For Fiscal Year 2005,
the dwelling units permitted was 1,663. For FY 2006 the estimated dwelling unit permits is
projected to be approximately 1,000. For Fiscal Year 2006-07, permits issued are expected to
decline slightly, bringing down the revenue as well. An 18% decline in building related revenue
is projected for next year.
Business license taxes are closely tied to the health of the economy and are projected to
remain about the same at $3.2 million. There are currently about 8,000 licensed businesses in
Carlsbad, with over 2,000 of them home-based.
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 2006-07 totals
$13.8 million, a $1.1 million decrease from Fiscal Year 2005-06, caused mainly by a decrease in
the General Fund services/charges to other departments.
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 FY 2005-06, and about the
same in FY 2006-07. Income from investments and property includes interest earnings, as well
as rental income from City-owned land and facilities. There is a need to loan the Median
Landscaping Fund approximately $178,000. This is discussed in more detail later in the report.
The City earns about $2.6 million on its General Fund investments every year.
Overall, General Fund revenues are expected to grow by about 8.4%, or $8.7 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property, sales and
Exhibit 1
TOT. Although the City experienced revenue growth between 9% and 17% in the late 1990'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 8.4% gain projected
for Fiscal Year 2006-07 is respectable, given that the CPI is only expected to grow by 3.5% in
2007. This growth in revenue is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $9.7 million, a $1.6 million
decrease from 2005-06. 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);
Donations;
• Special fees and assessments (Housing Trust Fund, Maintenance Assessment Districts).
Special Revenue Funds
CDBG
7%
Section 8
63%All Others
4%
Maintenance
Districts
22%
Housing Trust
4%
The most noteworthy
changes in the Special
Revenue funds occurred in
two programs: the Housing
Trust Fund, and Community
Development Block Grants.
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 2006, the City expects to receive about
$1.2 million in repayments. For Fiscal Year 2007, only $45,000 has been estimated for fees, as
this revenue source is uncertain. Most of the fund's revenue decrease is due to this difference.
The other fund with a significant decrease is the Community Development Block Grant Fund. In
FY 2006 the City is estimated to receive approximately $1.0 million. For FY 2007,
approximately $600,000 is anticipated. While the grant allocation remains relatively stable, the
amount reimbursed in each year depends on the number of projects completed within that fiscal
year.
Enterprise fund revenues for 2006-07 are projected at $38.9 million, up by $3.7 million.
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 7% over the previous year. A 5% increase in
water rates is recommended. The fixed rate is currently $9.25 per month, and the proposed
increase of $0.50 will raise the rate to $9.75. In addition, the cost per unit of water is $1.60 and
the proposed new rate is $1.68. It is estimated that the average increase to a household will be
approximately $2.10 per month (fixed + variable). The City has not raised the water rates since
1999, and Carlsbad's water rates are still among the lowest in the region. The Recycled water
Exhibit 1
revenues are increasing as a result of the opening of the new Carlsbad Recycling Facility. The
new facility has the ability to generate four million gallons per day of recycled water.
Sewer Rate Comparison
City of Del Mar
Olivenhain Municipal Water District
Buena Sanitation District*
Cityol Solana Beach
City of Vista*
City of Encinitas*
City of Oceanside
Vallecitos Water Dist rict*
Leucadia Wastewater District*
City of Carlsbad*
City of Poway
•Member of Encina
Wastewater Authority $o
A rate increase is being
recommended in the
Sanitation Enterprise of
8.5%. This will raise the
base residential rate from
$13.50 to $14.65 per month.
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
as through cost
management. Even with the
rate increase, Carlsbad's
sewer rates are still among
the lowest in the region.
The Solid Waste Fund contains two programs: solid waste management and storm water
management. No increase is planned for the solid waste management program.
Internal Service funds show estimated revenues of $14.0 million for 2006-07, an increase of
10.1%, over 2005-06 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 Information Technology, Workers
Compensation, and Vehicle Maintenance Funds. In these funds, costs have been escalating
greater than inflation over the past year or two. For Information Technology, it is to keep up with
the demand for services. 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 these specific funds, the
rates are proposed to be 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 $3.0 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
obsolescence, the State Assessor has been devaluing the plant each year. Based on the latest
estimates from the Assessor, the devaluation of the power plant will bring the base value for the
SCCRA to below the original value when the redevelopment area was formed. This eliminates
all tax increment revenue for the redevelopment area. No tax increment is expected to be
generated until additional investments are made in the power plant or significant redevelopment
construction begins.
Exhibit 1
Tax increment in the City's other Redevelopment area (the Village) is expected to decrease by
approximately 3% in Fiscal Year 2007, due to some one time payments received in the current
fiscal year.
EXPENDITURES
The City's Operating budget for 2006-07 totals $170.2 million, which
represents an increase of $11.8 million, or 7.5%, from the adopted FY 2005-
06 budget. The changes in each of the City's programs will be discussed
fully below.
Budgetary Policies
The theme behind this year's budget policies was "Creating a sustainable community through
fiscal discipline by managing today's resources for the future" - to manage our current
resources so that we are able to deliver the same quality and level of 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 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:
• Maintain current service levels.
• New programs may be considered if 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
• Budget requests for one-time funding to implement specific goals will be considered.
• Generally, be prudent in 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. Amounts that are unspent at the end of the fiscal year will be carried
forward to the new fiscal year.
In the FY 2005-06 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 FY 2006-07 Budget, we have returned to the ECB process using
the Fiscal Year 2005-06 Budget as the base.
The FY 2006-07 Budget reflects the following organizational and structural change, which will
continue to contribute to the overall effectiveness of the organization:
• The Triathlon Fund balance was moved from a Special Revenue Fund to the General
Fund. This will in no way impact the ability of citizens to donate to this valuable
program.
Exhibit 1
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2006-07 Operating Budget of
$170.2 million was developed. The FY 2006-07 Operating budget proposes 15 new full-time
employees: 6 are to enhance Public Safety, 3 are in the Information Technology department
and will improve internal efficiencies, 1 new Public Works Inspector to manage Streets and
Facilities contracts, 1 new Environmental Specialist to insure Federal Clean Water Compliance
requirements and 4 are related to a conversion of part-time personnel into full time personnel to
improve effectiveness in the Planning, Finance and Public Works departments. The net
decrease in hourly staff totaled approximately 2.35 full-time equivalents (FTE). These changes
result in a City workforce of 675 full and three-quarter time employees and 145.12 hourly FTE.
The staffing changes in each of the City's programs will be discussed below.
Facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating budget. Pine Avenue Park and the Senior Center remodel are both
anticipated to open in the next fiscal year. The park at Pine Avenue is scheduled to open in the
Fall of 2006 and the expanded Senior Center is anticipated to open in the Spring of 2007.
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 Public Safety personnel to
maintain the current service levels in the community.
In FY 2006-07 the Police department has requested two additional Police
Officers for Field Operations and one Police Investigator to maintain the current safety levels
with the population growth in Carlsbad. A Fingerprint and Evidence Specialist is being
requested to process the current caseload and shorten the turn around time for new cases.
Finally, a Communications Operator II will handle the increased call volume and internal
communications needs to maintain appropriate citizen service levels.
The Fire department is requesting an EMS Nurse Coordinator to
analyze, design, plan, implement and administer EMS programs.
The programs include Advanced Life Support, Basic Life Support,
immunizations, certification, and EMS training activities. This
important function will improve the quality of the service provided
by the Fire department, insure that the appropriate training levels are maintained and could
reduce the amount of consulting and medical supplies costs.
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 2006-07 Fiscal Year that investigate potential enhancements
to the services we provide.
One new and exciting program being implemented this year is the Library's Radio Frequency
Identification (RFID) technology. In FY 2006-07, the RFID project will allow patrons to
automatically check out books and materials without having to wait in any lines. The chip
technology, similar to the speed pass technology used in other retail locations, is embedded in
the materials and will automatically read a checkout and bill the customer when necessary.
One goal of the program will be to greatly improve the Library experience for the customers.
Exhibit 1
The technology will also make the restocking of materials far more efficient and ultimately result
in costs savings for the department.
The City's 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. This year there are also several new goals in the Communications
department. The City Brand goal will focus on developing a cohesive City image to present to
our citizens to better facilitate effective communications. There is also a goal to enhance
communication through technology. This goal will research innovative technology like Blogs,
Pod casting and integration between cable and the web.
Increased Efficiencies and Cost Savings
With the emphasis this year on creating a sustainable community through fiscal disciplines by
managing today's resources for the future, several goals will target increasing efficiencies and
cost savings. To improve the efficiency of our existing Community Development department
one hourly FTE position will be converted to a full-time Senior Office Specialist. This position
will serve as the Planning Commission Minutes Clerk, and be the clearing house for the data
entry of all Land Use applications. This new full-time position will improve customer service
levels, allow for better employee retention and possibly reduce expenditures for outside
contractors. The Finance department will also be converting one and a half hourly FTE
positions to one full-time position. The new Accounting Supervisor will oversee the cashiering,
accounting and collection services. Finally, the Public Works Street Lighting and Parks
Maintenance departments are requesting two Maintenance Aids be hired to replace temporary
employees. Hiring the two full-time positions will allow Public Works to insure that adequate
training levels are provided to City employees and appropriate staffing levels are maintained to
provide the high levels of quality service that the citizens require.
This year a comprehensive review was done of 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 were that only 27 vehicles were selected for replacement out of the 58
vehicles that met the replacement criteria outlined in Administrative Order Number 3. Of the 27
vehicles selected for replacement, 3 vehicles were downsized.
Budget by Fund Type
This table below shows the changes in the proposed operating budget for Fiscal Year 2006-07
compared to the adopted budget for Fiscal Year 2005-06.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2005-06
$ 97.2
10.1
35.0
13.9
2.2
$ 158.4
BUDGET
2006-07
$ 104.9
9.8
40.2
13.4
1.9
$ 170.2
$
CHANGE
$ 7.7
(0.3)
5.2
(0.5)
(0.3)
$ 11.8
%
CHANGE
7.9%
(3.0%)
14.9%
(3.3%)
(13.0%)
7.5%
Exhibit 1
The General Fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
General Fund
Total budget for the
General Fund is
$104.9 million,
which is 7.9% more
than the previous
budget of $97.2
million. As can be
seen in the table to
the right, the
increase is mainly
due to the increase
in personnel costs.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Thousands)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
BUDGET
2005-06
$ 64,045
26,705
796
5,650
BUDGET
2006-07
$ 67,847
28,100
1,296
7,653
$
CHANGE
$ 3,802
1,395
500
2,003
%
CHANGE
5.9%
5.2%
62.8%
35.5%
TOTAL $ 97,196 $ 104,896 $ 7,700 7.9%
Personnel costs make up approximately 66% of the General Fund budget so any changes in
these costs can have a significant effect on the total budget. Personnel costs are projected to
increase by 9.1% in FY 2006-07. Due to labor contracts with our employee groups, much of
the cost was previously determined.
The next table shows the breakdown of personnel costs for the General Fund. Salaries include
full and part-time staff costs and account for $2.8 million of the increase in the General Fund.
Approximately $1
million of
additional
GENERAL FUND
PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $ %
2005-06 2006-07 CHANGE CHANGE
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
$ 44.5
4.6
11.8
1.9
1.2
$ 64.0
$ 47.3
5.2
11.8
2.1
1.4
$ 67.8
$ 2.8
.6
.2
.2
$ 3.8
6.3%
13.0%
0%
10.5%
16.7%
5.9%
the
salary
costs are for the
new positions in FY
2006-07. Benefits
make up the
remainder of the
personnel costs.
M&O 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 proposed budget are to the following funds:
• $7.2 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. After a review of the City's infrastructure in FY 2005-
06 it is the recommended to increase the transfer to the Infrastructure Replacement
Fund this year to better meet our future needs.
• A $5.0 million advance to the Golf Course to be repaid upon issuance of the bonds.
Exhibit 1
Another way of looking at the General fund budget is by program. The chart below compares
the recommended 2006-07 budget to the amounts adopted in the previous year. The significant
changes are noted below.
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
(In Millions)
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
2005-06
$ 4.1
6.4
35.5
6.5
15.8
19.0
7.6
2.3
$ 97.2
BUDGET
2006-07
$ 4.2
6.9
38.0
6.8
16.6
21.0
9.1
2.3
$ 104.9
$
CHANGE
$ 0.1
0.5
2.5
0.3
0.8
2.0
1.5
$ 7.7
%
CHANGE
4.2%
6.0%
7.1%
4.0%
5.3%
10.6%
19.8%
0.0%
7.9%
The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 4.2% 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 from FY 05-06 to FY 06-07 is primarily due to the standard increase in salary
and benefit costs.
The 7.1% growth in Public Safety reflects the 5 new positions in the Police department
and 1 new position in the Fire Department as well as the general increases in personnel
costs.
In the Community Development area, the 4.0% increase is due mainly to personnel
costs and a Business Process Review (BPR).
Community Services includes Recreation, Library and the Arts. The 5.3% increase
reflects general personnel increases as well as the full year impact of the additional
operating costs in adding Aviara Park, Hidden Canyon Park and a portion of the Coastal
Rail Trail in FY 2005-06. Finally, there are partial year costs associated with the
opening two new facilities, Pine Avenue Park and the remodeled Senior Center in FY
2006-07.
Public Works shows an overall increase of 10.6%. The increase again reflects general
personnel increases as well as the full year impact of the additional operating costs in
adding Aviara Park, Hidden Canyon Park and a portion of the Coastal Rail Trail in FY
2005-06. Finally, there are partial year costs associated with the opening two new
facilities, Pine Avenue Park and the remodeled Senior Center in FY 2006-07.
Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The most
significant change is the transfer to the Infrastructure Replacement Fund to ensure
funding is available when facilities need to be replaced.
Exhibit 1
• The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $2.3
million, or approximately 2.5% of the 2006-07 General Fund budget, which is consistent
with the $2.3 million budgeted in the prior year. During FY 2005-06, Council has
authorized almost all of those funds be spent on emergency repairs for damages caused
by the 2005 storms.
Changes In Other Funds .
Special Revenue funds, at $9.8 million, are down 3.3% from last year. This reflects a costs
savings in the Tree Maintenance budget of approximately $140,000. The tree trimming service
was contracted out resulting in a substantial ongoing savings and an increase in the total
number of tree sites addressed from 1,600 per year to over 2,500 per year. In FY 2005-06
there was a one time cost of approximately $150,000 to replace streetlights that had
deteriorated along Carlsbad Boulevard. Over time the sea air had corroded the street lights and
it was determined that the lights should be replaced before they became a safety issue. The
project was successfully completed this year.
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 $178,000 by the end of Fiscal
Year 2005-06. A loan from the General Fund is included in the budget to cover the shortfall
until a solution can be determined. A loan for $225,000 was made in FY 2005-06 and a loan for
$336,000 was made FY 2004-05. In FY 2005-06 a feasibility study was 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. The
study is currently under review by staff.
Enterprise funds total $40.2 million, which is an increase of $5.2 million, or
14.9%. The most significant change is in the water and recycled water
budgets. Increases are attributed to the increase in the cost of water along
with increased demand, the operations of the new recycled water facility, and
increased depreciation and debt service costs related to the additional
facilities.
The sewer operations also increased due to higher costs of operating the Encina Wastewater
plant and higher depreciation expense from the addition of completed facilities to the inventory.
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 rate increases are needed to keep up with increases in expenditures. A rate increase of
5% is proposed. For the Sanitation Fund, the forecast shows that a rate increase is also
necessary and thus, a 8.5% increase is being recommended.
The Internal Service funds budgets decreased in total by approximately $465,000, or 3.3%.
The Internal Service funds are self-supporting through user charges. Changes occurred in a
number of these funds:
• The Workers' Compensation Fund budget was decreased by an estimated $95,000 from
FY 2005-06. This decrease reflects projections that settlements will continue to
decrease from previous years and claims will remain at current levels.
• The Health Insurance budget shows a decline of nearly $171,000 based on current
estimates of health insurance costs and premiums based on estimates provided by the
City's medical insurance broker.
Exhibit 1
• The Vehicle Replacement Fund budget varies from year to year depending on the need
for replacements. The estimated budget for the Fund is $1,050,000 less than the
previous year, or a 52.9% reduction. A list of the requested vehicle replacements can be
found at the end of this document.
• The Information Technology Fund shows an increase in the department's budget of
approximately $1,000,000. This is mainly due to increases in one time capital spending
and the proposed hiring of 3 new positions to better support the City's growing
technology infrastructure. A list of planned major capital outlay requests can be found at
the end of this document.
The Redevelopment Agency budgets have decreased by an estimated $279,000 from the
previous year. In FY 2005-06 there were some one time costs including an Environmental
Impact Report (EIR) for the Ponto area.
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 enhances Carlsbad's standing as a destination resort
and gives it the revenues needed to provide quality services to the citizens and businesses. All
of these events add to the diversity and strength of Carlsbad's economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year's budget reflects the
anticipated achievement of Council's vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO VEHICLE REPLACEMENT
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
BUSINESS IMPROVEMENT DISTRICT
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL/GALLERY DONATIONS
TOTAL
| ENTERPRISE |
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
JSOLID W>STE MANAGEMENT
GOLF COURSE
TOTAL
(INTERNAL SERVICE |
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT |
VILLAGE OPERATIONS /' DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS ; DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE
JULY 1,2005
58,197,262
'58,197.262
590,878
0
24,845
72,801
9.214,657
269.668
103,881
711.511
98,778
953,334
870,778
46,082
26.210
55,748
96.157
188,036
0
996,665
210,947
0
0
14,530,976
14,790,753
4,351.616
6.725,403
6,902,406
702.127
33,472,305
3,505.574
1.363,976
903.086
(104,318)
8,452,258
3.731,018
17,851 594
1.408.359
1.677.600
818,787
391. C94
4,295,840
3128,347,977
ESTIMATED
REVENUES
103,114.000
103.114,000
110,000
137,000
22,000
6,008.000
1 .570.000
10,000
87,000
489,000
406,000
951,000
130,000
135,000
0
72,000
15,000
18,000
1,080,000
35000
8,000
0
0
11,283,000
22,660,397
2,432,324
7.241,000
2,196,775
668,996
35.199,492
2,482,000
1 ,224.000
847,000
2,830,000
1.485.512
3,380,000
12.748512
2,350,366
685.000
26,000
13,000
3,074,366
3165,419,370
ESTIMATED FUND
EXPENDITURES TRANSFERS
90464,488 101.444
(225.000)
(333.432)
90,464,488
146,027
132,513
0
5,838,403
438,576 472,573
12,000
137,898
776,185
641,171 225,000
1,246,135
108,000
63,571
26.092
47,696
14,370
7,265
709,770 (472,573)
27,980
14,500
0
0
10,388,152
23,157,236
3,121,026
7,915,975
1 ,902,305
50,000
36,146,542
2.322,112 300,000
1,377,794
0 (300,000)
2,460,254
2.000,000 333,432
5,238,659
13,398,819
2,612,604
78,000
509,403 (101,444)
45,000
3.245,007
3153,643,008 SO
PROJECTED
BALANCE
JUNE 30. 2006
70948,218
(225,000)
(333,432)
70,389,786
554,851
4,487
46.845
242,398
10,818,654
267.668
52,983
424,326
88,607
658,199
892,778
117,511
118
80,052
96,787
198,771
(102,343)
1,003,685
204,447
0
0
15,650,824
14,293,914
3,662,914
6,050,428
7,196,876
1,321,123
32,525,255
3,965,462
1,210,182
1 ,450,086
265,428
8.271.202
2,372,359
17,534,719
1,146.121
2,284,600
233,940
359,094
4.023,755
SO 3140.124,339 |
Exhibit 2
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO GOLF COURSE FUND
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
BUSINESS IMPROVEMENT DISTRICT
AFITS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
(ENTERPRISE |
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
-"• SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
[INTERNAL SERVICE I
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT |
VILLAGE OPERATIONS / DEBT svc
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED
JULY 1.2006 REVENUES
70.389.786 111,813,320
70,389,786 111,813,320
554,851 73.000
4,487 142,000
46,845 0
242,398 6,113,487
10,818.654 397,700
267,668 10.000
52,983 0
424,326 481,456
88,607 388.098
658.199 926,890
892,778 136,000
117,511 237,123
118 0
80,052 80,875
96,787 0
198,771 0
(102,343) 660,353
1.003,685 40,000
204,447 7,000
0 0
0 0
15,650,824 9,693,982
14,293,914 24,275,260
3,662,914 4,354,104
6,050.428 7,941,098
7,196,876 2,305,070
1,321,123 19,000
32,525,255 38,894,530
3.965,462 2,898,000
1.210,182 1.440,000
1 .450.086 840,000
265,428 2.532,459
8.271,202 1,750,853
2,372,359 4,573,000
17.534,719 14.034,312
1,146,121 2,261,690
2.284.600 694,000
233,340 27.000
359,094 0
4,023,755 2,982,690
S140.124.339 $177.418.834
ADOPTED
BUDGET
104,896.927
104,896,927
108.510
141.532
0
6.144.692
433,785
14,000
0
523.909
534,302
1,080,408
96,500
0
0
69,461
0
0
590,353
30.000
18,000
0
0
9,785,452
25,368,385
3,683,660
8,679,673
2,423,931
80,000
40,235,649
2,322,112
1,473,618
771.000
2,572,977
94CLOQQ
5,347,474
13.427.181
1,525,511
93,775
206,831
42.535
1,868.652
$170,213,861
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2007
77.306,179
0
5.000.000 5,000.000
82,306,179
519,341
4.955
46,845
211,193
10,782,569
263,668
52,983
381,873
(57,597)
504,681
932,278
354,634
118
91,466
96,787
198,771
(32,343)
(1,000,000) 13,685
193,447
0
0
14,559,354
13,200,789
4,333,358
5,311,851
7,078,015
1,260,123
31.184,136
(3.400,000) 1,141,350
(800,000) 376,564
1,519,086
224,910
_. (SJOftOOO^ 4,082,056---
(1,190,000) 407,885
7,751.850
1,382,300
2,884,825
54,109
316,559
5,137,793
35,000,000 (S11, 390.000) 3140,939,312 |
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & 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
NCOME FROM INVESTMENTS
AND PROPERTY'
NTERDEPARTMENTAL CHARGES
3THER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2004-05
H
528,381.557
26,330,537
10,072,278
5,682,953
2,889,989
1,646,332
75,003,648
7,085,212
2,730,006
9,815,218
2,031,708
1.360,974
3,392,682
995,371
1,362,007
1,881,498
1,350,911
1,483,043
950,430
8,023,260
950,813
2,956,876
2,565,543
1,066,032
103,774,070
PROJECTED
REVENUE
2005-06
S36. 163,000
26.572,000
11,105,000
5,378,000
3,200,000
1.231.000
83,649,000
503,000
1,528,000
2,031,000
1,850,000
1,100,000
2,750,000
600,000
1,115,000
1,270,000
1,442,000
1,551,000
1,136,000
7,114,000
926,000
2,960,000
2,700,000
984,000
103,114,000
Interest is calculated on an amortized cost basis.
ESTIMATED
REVENUE
2006-07
343.776,000
29,008.000
11,769,000
5,477.00
3.200,000
1.268.000
94,498,000
518,000
1,152,500
1,670,500
930,000
806,000
1,736,000
100.000
1,036,000
1,830,000
1,500,000
1,490,570
533.600
6,490,170
978,700
3,291,700
2,180,000
968,250
111,813,320
AS%
OF FY 05-06
PROJECTED
21.1%
92%
6.0%
1.8%
0.0%
3.0%
13.0%
3.0%
-24.6%
-17.8%
-43.8%
-26.7%
-36.9%
-83.3%
-7.1%
44.1%
4.0%
-3.9%
-53.0%
-8.8%
5.7%
11.2%
-19.3%
-1.6%
8.4%
DIFFERENCE
2005-06 TO
2006-07
7,613,000
2436.000
664,000
99,000
0
37,000
10,849,000
15,000
(375,500)
(360,500)
(720,000)
(294,000)
(1,014,000)
(500,000)
(79,000)
560,000
58,000
(60,430)
(602,400)
(623,830)
52,700
331,700
(520,000)
(15,750)
8,699,320
3,8
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
FEDERAL GRANT
INTEREST
TOTAL
HOUSING - SECTION 8
FEDERAL GRANT
INTEREST
OTHER
TOTAL
HOUSING TRUST FUND
AFFORDABLE HOUSING FEES
FEDERAL GRANT
INTEREST
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL
REVENUE
2004-05
I
195.312
13,163
208,475
136,548
5.568
142,118
15,031
969
16,000
6,050,735
2,271
8,840
6,061,846
46,750
7,464
320.651
2,775.508
3,150,373
7,648
7,648
66,855
3,320
70,175
PROJECTED
REVENUE
2005-06
92.000
18.000
110,000
137,000
0
137,000
21,000
1,000
22,000
6,000,000
1,000
7,000
6,008,000
20,000
0
350.000
1,200,000
1,570,000
10,000
10,000
83.000
4,000
87,000
ESTIMATED
REVENUE
2006-07
50.000
23.000
73,000
140,000
2.000
142,000
0
0
0
6,104,692
1,500
7,295
6,113,487
52,700
0
300,000
45,000
397,700
10,000
10,000
0
0
0
AS%
OF FY 05-06
PROJECTED
-45.7%
278%
-33.6%
2.2%
0.0%
3.7%
-100.0%
-100.0%
-100.0%
1.7%
50.0%
4.2%
1.8%
163.5%
0.0%
-143%
-963%
-74.7%
0.0%
0.0%
-100.0%
-100.0%
-100.0%
DIFFERENCE
2005-06 TO
2006-07
(42,000)
5,000
(37.000)
3.000
2,000
5,000
(21,000)
(1,000)
(22,000)
104,692
500
295
105,487
32,700
0
(50,000)
(1,155,000)
(1,172,300)
0
0
(83.000)
(4,000)
(87,000)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TPEE 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
BUENA VISTA FEES
INTEREST
TOTAL
LLD#2
LLD #2 FEES
INTEREST
OTHER
TOTAL
BUSINESS IMPROVEMENT DISTRICT
INTEREST
TOTAL
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
ACTUAL
REVENUE
2004-05
464.152
106.000
22.152
0
592,304
428.916
0
458
429,374
858,287
28,000
0
30,194
916,481
100,078
23,630
123,708
70,605
508
15,000
86,113
118
118
71,967
333
72,300
17146
2,527
19,673
PROJECTED
REVENUE
2005-06
466,000
0
23,000
0
489,000
405,000
0
1,000
406,000
703,000
185,000
28,000
35,000
951,000
100,000
30,000
130,000
127,000
2,000
6,000
135,000
0
0
71.000
1,000
72,000
12.000
3,000
15,000
ESTIMATED
REVENUE
2006-07
464.45
17,00
481,45
388,09
388,09
718,024
184,866
0
24,000
928,890
100,000
36,000
136,000
234,823
2,300
0
237,123
0
0
80,000
875
80,875
0
0
0
AS It
OF FY 05-06
PROJECTED
-03°:
0.0%
-26.1%
0.0%
-1.5%
-4.2%
0.0%
-100.0%
-4.4%
2.1%
-0.1%
-100.0%
-31.4%
-2.5%
0.0%
200%
4.6%
84.9%
15.0%
-100.0%
75.7%
0.0%
0.0%
12.7%
-125%
12.3%
'
-100.0%
0.0%
-100.0%
DIFFERENCE
2005-06 TO
2006-07
(1.544)
0
(6.000)
0
(7,544)
(16,902)
0
(1,000)
(17,902)
15,024
(134)
(28.000)
(11,000)
(24,110)
0
6,000
6,000
107,823
300
(6,000)
102,123
0
0
9,000
(125)
8,875
(12,000)
0
(15,000)
30
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
COMMUNITY ACTIVITY GRANTS
DONATIONS
INTEREST
OTHER
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
ARTS GENERAL/GALLERY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
SISTER CITY DONATIONS (2)
DONATIONS
INTEREST
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2004-05
7002
5.330
465
12797
663,706
0
0
663,706
694
28,609
4,000
33,303
6,063
6,063
100
3,143
3,243
500
172
672
12,616,486
PROJECTED
REVENUE
2005-06
1 1 .000
7000
0
18,000
1.000,000
40,000
40,000
1,080,000
0
35,000
0
35,000
8,000
8,000
0
0
0
0
0
0
11,283,000
ESTIMATED
REVENUE
2006-07
0
0
0
0
590,353
0
70.000
660,353
0
40,000
0
40,000
7,000
7,000
0
0
0
0
0
0
9,693,982
AS%
OF FY 05-06
PROJECTED
-100.0%
•100.0%
0.0%
-100,0%
-41 .0%
-100.0%
75.0%
-38.9%
0.0%
14.3%
0.0%
14.3%
-12.5%
-12.5%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
-14.1%
DIFFERENCE
2005-06 TO
2006-07
(11.000)
(7.000)
0
(11.000)
(409.647)
(40,000)
30,000
(419.647)
0
5,000
0
0
(1,000)
(1,000)
0
0
0
0
0
0
(1,589,018)
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
MISC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
NON-JURISDICTIONAL FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
OTHER" ' — - - -
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2004-05
_J
13.281.446
3,747.831
2.026.281
117,710
106.577
230.819
483,355
208,884
274.881
97.157
166,741
20,741,682
1,173,916
101,657
392,565
277,140
172.438
2,117,716
6,296,638
20,013
163,536
61,794
216,134
327.412
7.085,527
204,472
244,982
43,247
635,744
49.846
1,424.593
1,717
2,604,601
- ... 11396.
51,078
70,074
32,619,600
PROJECTED
REVENUE
2005-06
14,984,640
3.880,757
2,200,000
135.000
110.000
230,000
500,000
180,000
195,000
95,000
150,000
22,660,397
1,475,848
100,000
731,476
125,000
0
2,432,324
8,750,000
20,000
155,000
89,000
226,000
21,000
7,241 ,000
260.000
280,000
44,000
0
25,416
1.550,000
37,359
2.196,775
18,996 __..
650,000
668,996
35.199.492
ESTIMATED
REVENUE
2006-07
16,205,66
4,162,81
2.310,00
130,95
112,200
234.600
500.06
185.400
189,150
91,20
153,00
24,275.26
2,157,95
107,268
1,188,088
143,23
757,562
4,354,104
7,507,242
20,357
159,650
70,233
162,194
21.420
7,941,096
265,166
291,200
45,760
0
0
1,702,944
0
2,305,070
19,000
0
19,000
38,894,530
AS%
OF FY 05-06
PROJECTED
8.2%
7.3%
5.0%
-3.0%
2.0%
2.0%
0.0%
3.0%
-3.0%
-4.0%
2.0%
7.1%
48,2%
7.3%
62.4%
14.6%
0.0%
79.0%
11.2%
1.8%
3.0%
1.8%
-28.2%
2.0%
9.7%
2.0%
4.0%
4.0%
0.0%
-100.0%
9.9%
-100.0%
4.9%
0.0%
-100.0%
(1)
10.5%
DIFFERENCE
2005-06 TO
2006-07
1,221,248
282,053
110,000
(4,050)
2,200
4.600
61
5,400
(5,850)
(3,800)
3,001
1,614,863
682,107
7,268
456,612
18.231
757.562
1.921,780
757,242
357
4,650
1,233
(63,806)
420
700,098
5,166
11,200 -•
1,760
0
(25,416)
152,944
(37,359)
108.295
4
(650,000)
(649,996)
3,695,038
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3
REVENUE SOURCE
INTERNAL SERVICE FUNDS
'WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
2004-05
_l
90.293
1,999,629
32,106
2.122.028
40,091
1.200,800
16.093
1,256.984
2,960
813,022
815,982
1,688,802
17,581
1,706,383
1.574,366
229.742
69,368
1,873,476
4,154,145
95,746
0
4,249,891
12.024,744
PROJECTED
REVENUE
2005-06
130,000
2.000,000
352,000
2,482,000
29,000
1,168,000
27,000
1,224,000
0
847,000
847,000
2,830,000
0
2,830.000
832,080
320,000
333,432
1,485,512
3,682,000
132,000
66.000
3,880,000
12,748,512
ESTIMATED
REVENUE
2006-07
148,000
2,350.000
400,000
2,898,000
40.000
1,375.000
25,000
1,440,000
0
840,000
840,000
2,532,459
0
2,532,459
1,350,853
350,000
50,000
1,750,853
4,413,000
160,000
0
4,573,000
14,034,312
AS%
OF FY 05-06
PROJECTED
13.9%
17.5%
13.6%
16.8%
37.9%
17.7%
-7.4%
17.7%
0.0%
-0.8%
-0.8%
-10.5%
0.0%
-10.5%
62.4%
9.4%
-85.0%
17.9%
19.9%
212%
-100.0%
17.9%
10.1%
DIFFERENCE
2005-06 TO
2C06-07
18,000
350,000
48.000
416.000
11.000
207,000
(2.000)
216,000
0
-100.0%
(7,000)
(297,541)
0
(297,541)
518,773
30,000
(283,432)
265,341
^ 731,000
2S(QOO
(68,000)
693,000
1.285,800
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3
REVENUE SOURCE
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS ,' DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2004-05
_J
80.245
1.840.184
26,345
19,079
1,965,853
460,046
72,549
0
532,595
161,327
29,081
190,408
53,778
10,673
64,449
2,753,305
PROJECTED
REVENUE
2005-06
83,366
2.200,000
44,000
23,000
2.350,366
550.000
135,000
0
685,000
0
26,000
26,000
0
13,000
13,000
3,074,366
ESTIMATED
REVENUE
2006-07
83,000
2,132.690
35.000
11,000
2.261,690
559,000
135,000
0
694,000
0
27,000
27,000
0
0
0
2,982,690
AS%
OF FY 05-06
PROJECTED
-0.4%
-3.1%
-20.5%
-52.2%
-3.8%
1.6%
0.0%
0.0%
1.3%
0.0%
3.9%
3.9%
0.0%
•100.0%
-100.0%
-3.0%
DIFFERENCE
2005-06 TO
2006-07
(366)
(67,310)
(9.000)
(12,000)
(88,676)
9.000
0
0
9,000
0
1,000
1,000
0
(13,000)
(13,000)
(91,676)
TOTAL OPERATING $163,788,205 $165,419,370 $177,418,834 7.3% $11,999,464 |
Exhibit 4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT (1)
TOTAL ADMINISTRATIVE SERVICES
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
2003-04
ACTUALS
_J
286,353
1,129,686
595,310
269,054
937.889
163,718
3,382,010
506,966
2.579,645
1,475,974
0
4,562,585
18,333,703
12,149,739
30,483,442
476278
289,161
173,627
3,505,566
1,622,392
6,067,024
7,916,003
661 ,922
4,551,325
586,029
13,715,279
2004-05
ACTUALS
318,974
1.134.006
714.619
129,805
1,094,533
159,439
3,551 ,376
519,242
2,514,618
1,703,115
736,280
5.473.255
20.706,965
12,840,573
33,547,538
681,988
278,194
192,449
3,418,954
1,844,495
6,416,080
8,230,024
784,321
4.830,044
721,541
14,565,930
2005-06
ESTIMATED
EXPENDITURES
332,403
1 ,228,707
810,970
124.215
1,010.674
161,684
3,668,653
610,743
2,599,435
1,983,055
792,656
5,965.869
19,972,533
13.125,787
33,098,320
528,556
296.85O
185,073
3,415,121
1,906,938
6,332,538
8.343,338
691,099
4,934,953
786,817
14.756,207
2005-06
ADOPTED
BUDGET
360,861
1,333,318
937,031
122,070
1,135,883
173,113
4,062,276
643,147
2,781,202
2,195.416
828.401
6,448,166
21 ,874,208
13,612.016
35,486,224
741,849
321.692
226,517
3,246,272
2,031,119
6,567,449
^ S
8,861 ,081
767,022
5,263,482
884,317
15,775,902=^
%INCR (DEC)
2006-07
PROPOSED
BUDGET
367,390
1,337,951
986,008
153,179
1 ,204,032
183,500
4,232,060
743,482
2.970.499
2.242,796
880.095
8,836,872
23,424,035
14,580,253
38,004,288
653,860
418,433
213.608
3,292,390
2,254.670
6,832,981
9,392,745
815,384
5.509,959
898,627
18,616,715
05-06 BUD
TO
06-07 BUD
1 .8%
0.3%
5.2%
25.5%
6.0%
6.0%
4.2%
15.6%
6.8%
2.2%
6.2%
6.0%
7.1%
7.1%
7.1%
-11.9%
30.1%
-5.7%
14%
11.0%
4.0%
6.0%
6.3%
4,7%
1 .6%
5,3%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations^
(1) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and Ihe Intormatiofi
Technology Internal Service fund in FY05.
1.2) 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
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
FACILITIES MAINTENANCE
PARK MAINTENANCE
STREET MAINTENANCE
TRAFFIC SIGNAL MAINT
TRAILS MAINTENANCE
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES & SUBSCRIPTIONS
INFRASTRUCTURE REPLACE TRANS
MANAGEMENT INCENTIVE PAY
DISASTER PREPAREDNESS
LEGAL SERVICES
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MISC / TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2003-04
ACTUALS
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
357,642
43,210
4,968.000
0
0
272.282
0
0
0
568.540
6,309,894
80,352.015
0
80,352,015
2004-05
ACTUALS
874,618
5,838.049
2.949,783
3,619,920
2.468,341
575,777
76,273
16.402,761
505.831
46,365
0
84.534
800,000
415,782
58.701
3,830,000
0
1,694,333
12,960
0
1,037,535
0
106,383
8.590,424
88,547,364
0
88.547,364
2005-06
ESTIMATED
EXPENDITURES
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
0
250,000
0
800,000
0
0
7,353,400
88,164.488
2,300,000.
90,464,488
2005-06
ADOPTED
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
0
250.000
0
600,000
0
0
7,600,720
94,896,286
^ 2,300,000
97.196,286
2006-07
PROPOSED
BUDGET
997,632
7.188,940
3.786.086
4,749,395
2.907,163
1,013,807
322,658
20,965,681
0
0
36,000
88,000
275.000
446.150
75,200
7,200,000
560,000
0
250,000
0
178,000
9,108,350
102,596.927
2,300,000
104,896.927
%INCR (DEC)
05-06 BUD
TO
06-07 BUD
4.3%
6.1%
21.5%
7.0%
8.8%
22.4%
88.7%
10.6%
-100.0%
-100.0%
0.0%
3.5%
-65.6%
6.1%
2.8%
694%
12.0%
-
0.0%
-
-100.0%
-
.
19.8%
8.1%
0.0%
7.9%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
Exhibit 4
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LID #2
BUSINESS IMPROVEMENT DISTRICT
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
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF-INSURANCE
HEALTH INSURANCE
RECORDS MANAGEMENT (1)
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2003-04
ACTUALS
J
65,597
241,435
41,487
5,724,867
2,843.955
9,066
76,312
665,078
523,055
983,443
50,431
17,124
0
47,689
19,654
713,751
52,745
14,479
0
1,615
4,429
12,097,515
20,049,982
1,762.349
7,174,898
2,263,022
53,917
31,910,520
2.496,721
1,171,663
2,945,620
983,010
1.904.927
1v146,400-
3,812,722
14.921,367
2004-05
ACTUALS
34.658
214,084
82,107
6,430,186
1,537,415
8,400
70,369
688,632
527,712
986,145
102,849
33,443
7,408
40,903
6,361
708,863
49,605
13,579
0
5,704
5,041
1 1 ,553,464
20,863,756
1,977,160
7,721 ,721
1,488,109
25,344
32,076,090
2,251 ,838
2,720,853
739,008
0
2.032,106
- -t,U3,73Z .
4,868,676
13,758,218
2005-06
ESTIMATED
EXPENDITURES
146,027
132,513
0
5,838,403
438,576
12.000
137,898
776,185
641,171
1,246,135
108,000
63,571
26,092
47,696
7,265
709.770
27,980
14,500
0
0
14,370
10,388,152
23.157,236
3,121,026
7,915.975
1,902,305
50,000
•* 36J46.542
2,322,112
1,377,794
0
0
2,460,254
2.000,000
5,238,659
13,398,319
2005-06
ADOPTED
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
0
37,446
170,000
637,549
30,000
28,000
0
0
22,500
10,123.701
22,244,186
2.644,808
7,703,159
2,295,447
125,000
35,012,599
2,416,866
1,786,631
941,500
0
2,069,676
1,995,000
4,351,431
13,892,005—
2006-07
PROPOSED
BUDGET
108,51
141.532
i
6,144,692
433,785
14,000
0
523,909
534,302
1 .080,408
96,500
0
0
69,461
0
590,353
30,000
18,000
0
0
9,785.452
25,368,385
3,683,660
8,679,673
2,423,931
80,000
40,235,649
2,322,112
1,473,618
771,000
0
2,572,977
940.000
5,347,474
13,427,181
%INCR (DEC)
05-06 BUD
TO
06-07 BUD
21 .6%
4.8%
-
2.7%
3.8%
16.7%
-
-19.8%
-5.4%
-8.2%
-7.7%
-100.0%
-
85.5%
-100.0%
-7.4%
0.0%
-35.7%
-
-100.0%
-3.3%
14.0%
39.3%
12.7%
5.6%
-36.0%
14.9%
-3.9%
•17.5%
-18.1%
-
24.3%
-52.9%
22.9%
-3.3%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
(1) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and the Information
Technology Internal Service fund in FY0.5.
(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
Exhibit 4
DEPARTMENT
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2003-04
ACTUALS
_J
1,977.189
51 .324
298.553
22,661
2,349,727
2004-05
ACTUALS
4,300,984
70.613
169,846
36,995
4.578.438
2005-06
ESTIMATED
EXPENDITURES
2.612.604
78.000
509,403
45.000
3,245,007
%INCR (DEC)
2005-06
ADOPTED
BUDGET
1,737,357
94,396
278.517
36.917
2,147.187
2006-07
PROPOSED
BUDGET
1,525.511
93.775
206.831
42,535
1,868,652
05-06 BUD
TO
06-07 BUD
-12.2%
-0.7%
-25.7%
15.2%
-13.0%
[TOTAL OPERATING FUNDS 141,631,144 150,511,574 153,643,008 158,371,778 170,213,861 7.5%
PERSONNEL ALLOCATIONS FOR 2005-06 AND 2006-07 Exhibit 5
FINAL
BUDGET
MAJOR SERVICE AREA 2004-05
IPOLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY CLERK
CITY ATTORNEY
(ADMINISTRATIVE SERVICES |
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
| PUBLIC SAFETY |
POLICE
FIRE
(COMMUNITY DEVELOPMENT |
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES |
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS >.
(PUBLIC WORKS |
ADMINISTRATION & ENVIRONMENTAL PROGRAMS
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
1.00
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
1.00
2.00
25.00
10.00
48.00
5.00
32.50
14.20
51.10
82.85
47.10
FINAL PRELIMINARY 2006-07
BUDGET BUDGET REQUESTED
2005-06 2006-07 CHANGES
1.00
6.00
2.75
0.75
0.00
7.00
2.00
8.00
16.00
27.00
2.00
10.00
151.00
79.75
4.00
13.00
1.00
2.00
24.00
10.00
48.00
5.00
32.50
14.20
51.60
91.95
49.50
1.00
6.00
2.75
0.75
0.00
7.00
2.00
8.00
19.00
28.00
2.00
10.00
156.00
80.75
4.00
13.00
1.00
2.00
25.00
10.00
48.00
5.00
32.50
15.20
51.60
94.95
49.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3.00
1.00
0.00
0.00
5.00
1.00
0.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
1.00
0.00
3.00
0.00
FULL AND 3/4 TIME LABOR FORCE 646.00 660.00 675.00 15.00
PERSONNEL ALLOCATIONS FOR 2004-05 AND 2006-07 (Continued)
Exhibit 5
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
2004/05
640.00
6.00
147.93
793.93
2005/06
654.00
6.00
147.47
807.47
2005/06
669.00
6.00
145.12
820.12
Difference
15.00
0.00
(2.35)
12.65
LIMITED TERM EMPLOYEES
Management Interns
Legal Intern
Building Inspector Intern
Division Chief Overstaff
Building Inspector Limited Term
GIS Intern
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2004/05
1.50
0.00
2.00
0.00
0.00
0.50
1.00
5.00
2005/06
1.50
0.50
0.00
0.00
2.00
0.50
1.00
5.50
2005/06
1.50
0.50
0.00
0.00
2.00
0.50
1.00
5.50
Difference
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Exhibit 6
UPDATE OF CITY
FEES AND CHARGES FOR SERVICES
(EXHIBIT 6)
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Exhibit 6
Fee Description
Administrative Fee for 1915 Act Bond Call - 1% of principal being repaid
Administrative Fee - DUI
Ambulance Fees
Base Rate - Resident
Base Rate Non-Resident
Mileage Charge - per mile
Supplies Charge
Oxygen Charge
Assessment
Appeal City Council - Miscellaneous
Bicycle Licenses
Bicycle Licenses • Replacement or Transfer
Bond Search
Business License - master list of active business licenses
Business License • monthly list of new licenses
Cabaret Dance Permit
Campaign Sign Permit (plus a $200 refundable deposit)
Cancellation Check Processing Fee
City Clerk - Audio Tape Copy
City Clerk - CD Copy
City Clerk - Municipal Code Books (Cost for Each)
City Clerk - Municipal Code Supplement Service (per year)
City Clerk - Full Council Agenda Packets/Minutes (per year)+postage
City Clerk • Certification Charge (per document)
Copies - each
Cost Recovery
CriminalJustice Administration (per person)
Hearing Disposition Services for Parking Citations
- Personal Hearings
- Written Review
Planning Commission Agenda and Minutes (^postage)
Publications - As Determined by the City Manager
Returned Check Fee
Traffic Safety Commission (TSC) appeal fee for City Clerk to file the appeal for TSC
FJtt
Fire - Nuisance Alarm
-1st response in 12 month period
-2nd response in 12 month period
-3rd response in 12 month period
-each additional response thereafter
-each billing
Fire Use Permit Fees
- Candles or Other Open Flame
- Assembly
Temporary Use
- Tents (Minor)
~ Tents" (Maforf ~~ " " - - • •
- Carnivals and Fairs
- Fireworks Display or Special Effects (per event or day)
Note
(1)
Current
Fee
S50 min/S500 ma
1500
546.00
745.00
15.00
50.00
150.00
150.00
3.00
1.00
30.00
50.00
5.00
200.00
50.00
20.00
30.00
15.00
150.00
50.00
copy charge
20.00
0.15
actual cost + overhe
154.00
0.00
0.00
copy charge
35.00
" ; d'.oo
0.00
70.00
140.00
280.00
10.00
105.00
105.00
115.00
250.00
230.00
300.00
Proposed
Fee
$50 min/$500 max
1500
618.00
894.00
15.00
50.00
150.00
150.00
3.00
1.00
30.00
50.00
5.00
200.00
50.00
20.00
30.00
15.00
150.00
50.00
copy charge.
20.00
0.15
actual cost + overheac
154.00
0.00
0.00
copy charge
35.00
•" " - " " • 150.00
0.00
70.00
140.00
280.00
10.00
105.00
105.00
115.00
250:00
230.00
300.00
June 2005 1-1
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Exhibit 6
Fee Description
Hazardous Materials and Processes
- Welding
- Compressed Gases
- Dust Production
- Combustible Fiber Use and Storage
- Flammable Finishes
- Haz-Mat Use and Storage
- Dry Cleaning
- Motor Vehicle Repair
- Medical Gas Dispensing System
- Industrial Ovens
- Combustible Storage Facility
- High-Piled Combustible Storage
- Refrigeration Equipment
- Flammable and Combustible Liquids Dispensing, Use, Storage, Tanks
Fire - Failed Business Inspection/Znd Reinsp.
Fire - Hydrant Water Flow Test
Fire - Weed Abatement (charge per parcel)
Fire- Weed Abatement Compliance Certificate
Fire- Special Event - per fire personnel per hour
Library
Library Borrowing - Audio Visual Equipment (per item, per day)
Library Borrowing - Audio Visual Insurance fee - Per Video Tape/DVD
Library Facility Fees (See schedule C)
Library Fines (per day per item)
Library Fines - Juvenile (per day per item)
Library Fines - Video (per day per item)
Library Interlibrary Loan
Lost library Card
Lost/Damaged Videotape/DVD
Lost/Damaged beyond repair book/audio item
Lost/Damaged Library Materials
Library Online Searching Fees
Library Presearch Fee for Online Searches (Per Search)
Library Book Reserve Fine (per item)
Library Facility Rental - see attached exhibits
Police
Police - Alarm Permit
Police - Dispatch Tape Copy
Police - Copy Investigation Tapes (+ cost of duplicating the tape)
'olice - Emergency Response DUI Traffic Collision (max $1 ,000 per incident)
Note
Current
Fee
105.00
105.00
160.00
160.00
105.00
230.00
160.00
160.00
225.00
155.00
150.00
285.00
160.00
115.00
65.00
65.00
145.00
80.00
actual cos
5.00
0.75
0.25
0.10
1.00
2.00
2.00
20% of list price
List price+540 if out of print
Variable up to list price
Police - Burglary Alarm Response - Second Occurence (no charge for 1 st response if permitted)
Police - Burglary Alarm Response - Each Additional Occurence
Police - False Robbery - Panic Alarm Response - Second Occurrence(no charge for 1st response)
Police - False Robbery - Panic Alarm Response - Each Additional Occurance
Police - Fingerprinting Fees
Special Bustness~Permit (plus fingerprint fee)
Police - Dispatch Historical Searches (per month searched)
Actual Cost
5.00
0.50
0.00
45.00
55.00
direct cost
30.00
60.00
60.00
120.00
20.00
T25TKJ
45.00
Proposed
Fee
105.00
105.00
160.00
160.00
105.00
230.00
160.00
160.00
225.00
155.00
150.00
285.00
160.00
115.00
65.00
65.00
14500
80.00
actual cost
5.00
0.75
0.25
0.10
1.00
2.00
2.00
20% of list price
Actual Cost
5.00
0.50
0.00
45.00
55.00
direct cost
30.00
60.00
60.00
120.00
20.00
T25:00~
45.00
June 2005 1-2
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Exhibit 6
Fee Description
Police -Storage / Impounded Vehicle Administrative Charge
Police - Photograph Copy (fee plus reproduction costs)
Police - Proof of Correction Certification - Carlsbad Resident or person with CPD citation
Police - Proof of Correction Certification - all others
Police - Report Copy Fee (Free to Victim) plus cost of reproduction
Police - Second Call per Police Employee per hour
Police - Special Event Application - Minor (2 or less intersections)(fee plus services rendered
Note
Police - Special Event Application - Minor (3 or more intersections)(fee plus services rendered)
Police - Verification Letter
Special Event City Services - Staff time
Public Dump Permit - Fee per acre
Senior Center
See Schedule A
Sewer
Sewer Service Charges
Minimum Monthly Charge
Group 1 - Residential - Single Family Residence (Flat Rate)
Group 1 - Residential - Multi-Family Residence rate per unit, 90% of water used
Group 1 - Residential - Mobile Home rate per unit, 90% of water used
Group II - Commercial - Rate per hundred cubic feet, min $14.65 per month
Group III - Commercial - Rate par hundred cubic feet, min $14.65 per month
Group IV - Commercial - Rate per hundred cubic feet, min $14.65 per month
Group V - Institutions/Schools
- Elementary School - rate per student per month, min $14.65 per month
- Junior High School - rate per student per month; min $14.65 per month
- High School - rate per student per month; min $14.65 per month
- Boarding School - rate per student per month; min $14.65 per month
Group VI - Large Volume Users
- Beckman Micro Operations - Rate per hundred cubic feet, min $14.65 per month
- Culligan - Rate per hundred cubic feet, min $14.65 per month
Special City Services - Billed at Cost
Solid Waste
Solid Waste Fee (AB939) - 2.0% of Basic Trash Rate
Trash Collection Fees
- Residential - per month
- Commercial per bin - one pick-up per week
- Commercial per bin - two pick-ups per week
- Commercial per bin - three pick-ups per week
- Commercial per bin - four pick-ups per week
- Commercial per bin - five pick-ups per week
- Commercial per bin - six pick-ups per week
Special Pick-ups of Solid Waste
- Door-to-door household hazardous waste collection (HHW)
- Delivery charge for roll-off boxes (per box)
- Service charge for all classes of roll-off boxes (per collection + landfill disposal fees)
Parks & Recreation
fcl ,j ^ ,_ ^, j „Non-resident Fee * Instruction &] Classes and Oaytrippers
Non-resident Fee - Open Play Basketball, Volleyball, Badminton
Non-resident Fee - Youth Sports (per person)
(3)
(2)
(*)
Current
Fee
60.00
45.00
0.00
15.00
10.00
actual cos
100.00
300.00
10.00
actual cos
200.00
: Y ,
13.50
13.50
1.92
1.92
1.59
2.09
3.30
0.21
041
0.61
3.04
4.33
1.23
17.50
92.44
169.27
246.11
322.94
399.77
476.61
0.00
42.00
255.56
5:00-
3.00
10.00
Proposed
Fee
60.00
45.00
0.00
15.00
10.00
actual cost
100.00
300.00
10.00
actual cost
200.00
;• ~" ;' '- '"
14.65
14.65
2.01
2.01
1.66
2.18
3.44
0.22
0.42
0.64
3.17
4.33
1.23
17.50
92.44
169.27
246.11
322.94
399.77
476.61
' 10.00'
42.00
255.56
KM>
3.00
1000
L
June 2005 1-3
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Fee Description
Recreation and Safetv Center Facilltv Rental - See Schedule A
Anua Hedlonda
Annual Fee - Resident - Power Vessels Over 8'
Annual Fee - Non-Resident - Power Vessels over 8'
Annual Fee - Resident -Board/Sail Boats under 8' & Passives
Annual Fee - Non-Resident - Passive Vessels under 8'
Annual Fee - Board Sail - Additional Decal
Annual Fee - Additional Decal - Power Vessels Over 8'
Annual Fee - Additional Decal - Passive Vessels under 8'
Replacement Lagoon Permit Decal
Daily Fee - Resident - Power Vesselsver 8'
Daily Fee - Non-Resident - Power Vessels Over 8'
Daily Fee - Resident - Passive Vessels under 8'
Daily Fee - Non-Resident - Passive Vessels Under 8'
Security Deposit (per rental)
Aquatics
Per Admission - Youth & Teen
Per Admission - Adult - Resident
Per Admission - Adult - Non-Resident
Swim Passes-One Month Individual - Resident
Swim Passes-One Month Individual - Non-Resident
Swim Passes-One Month Family - Resident
Swim Passes-One Month Family - Non-Resident
Swim Passes-Four Month Individual - Resident
Swim Passes-Four Month Individual - Non-Resident
Swim Passes-Four Month Family - Resident
Swim Passes-Four Month Family - Non-Resident
City Classes - Beginner - Leam to Swim - Res
City Classes - Beginner - Learn to Swim - Non-Res
City Classes - Adult/Teen - Learn To Swim - Res
City Classes - Adult/Teen - Leam To Swim - Non-Res
City Classes - Parent/Infant thru Pre-School III - Res
City Classes - Parent/Infant thru Pre-School III - Non-Res
Contract Classes - Adapted Aquatics - Res
Contract Classes - Adapted Aquatics - Non-Res
Masters Swim (Daily Fee) - Res
Masters Swim (Daily Fee) - Non-Res
Contract Classes - Diving, Synchro Swim - Res
Contract Classes - Diving, Synchro Swim - Non-Res
Contract Classes - Masters Swim Workouts - Res (Monthly Fee)
Contract Classes - Masters Swim Workouts - Non-Res (Monthly Fee)
Individualized Instr - Basic Swimming - Res (per hour)
Individualized Instr - Basic Swimming - Non-Res (per hour)
Individualized Instr - Advanced Instr/coaching - Res (per hour)
Individualized Instr - Advanced Instr/coaching - Non-Res (per hour)
Rental - Exclusive Use • Commercial/Corp (per lane, per hr)
RehfaT; Exclusive Use'- Cemmcmlty/NorT-PTOfittpsrlanB; perhr)
Use Agreements • C.U.S.O. (per lane per hr)
Use Agreements - N C.A./North Shore Aquatics - (per lane per hr)
Staff Costs - City provided services (Life Guard / Supervision etc. - Per Hr)
Note
Current
Fee
80.00
100.00
35.00
50.00
See below
50% curr. fe
50% curr. fe
7.50
15.00
23.00
7.00
12.00
/.A* "t .* J>°6
1.00
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
110.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
6.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
10.00
5,00
5.00
10.00
20.00
Proposed
Fee
8000
100.00
35.00
50.00
See below
50% curr. fee
50% curr. fee
7.50
15.00
23.00
7.00
12.00
fit S * v •
1.00
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
110.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
6.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
10.00
5.00-
5.00
10.00
20.00
June 2005 1-4
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Exhibit 6
Fee Description
Water District
Agricultural Water Rate
Backftaw Preventer Charge (per month, each account)
Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet (Cost (or each)
Jumper Connection
Potable, Reclaimed and Sewer Standards and Specifications (Cost for each)
Reclaimed Water Use - Base Rate Per Unit
Potable Water Use - Base Rate Per Unit (standard water rate)
Conservation Rate (cost per unit) - 5/8° meter (1 - 7 units of water)
Conservation Rate (cost per unit) - 3M" meter (1 - 10 units of water)
Conservation Rate (cost per unit) - 1 " meter (1-16 units of water)
Conservation Rate (cost per unit) - 1 1/2" meter (1 - 30 units of water)
Conservation Rate (cost per unit) - 2" meter (1 - 45 units of water)
Conservation Rate (cost per unit) - 3" meter (1 - 79 units of water)
Conservation Rate (cost per unit) - 4" meter (1 - 1 23 units of water)
Conservation Rate (cost per unit) - 6" meter (1 - 228 units of water)
Conservation Rate (cost per unit) - 8" meter (1 - 336 units of water)
Cost of Delivery Charge (per Month) Multi-Family Unit
Cost of Delivery Charge (per month) - 5/8" meter
Cost of Delivery Charge (per month) - 3/4" meter
Cost of Delivery Charge (per month) - 1 " meter
Cost of Delivery Charge (per month) - 1 1/2" meter
Cost of Delivery Charge (per month) - 2" meter
Cost of Delivery Charge (per month) - 3" meter
Cost of Delivery Charge (per month) - 4" meter
Cost of Delivery Charge (per month) - 6" meter
Cost of Delivery Charge (per month) - 8" meter
Water Service Fee - Per New Account - Service Turn on
Water Service Fee - Continuity of Service
Water Service Fee - Door Hanger
Water Service Fee - Accounts scheduled for termination for non-payment
Water Service Fee - Same Day Turn-on (Not Scheduled for That Day)
Water Service Fee - After Hour Turn-on
Water Meter Deposit - Construction Meters
Water Meter - Construction Meter rental fee
Water Meter - Construction Meter Relocation
Note
Current
Fee
1.29
3.00
5.00
15.00
0.00
152
1.60
1.44
1.44
1.44
1.44
1.44
1.44
1.44
1.44
1.44
0.00
9.25
11.75
16.75
29.25
44.25
79.50
129.50
254.50
404.50
25.00
10.00
10.00
20.00
20.00
60.00
560.00
50.00
20.00
Notes:
(1) - Charge is cost of supplies plus additional 60%.
(2) - Nonresidential sewer rates are calculated based on flow, strength and pretreatment requirements.
(3) - See Carlsbad Municipal Code Section 8.17.050
'(') - Adopted by Council on 02/2006
Proposed
Fee
1.37
3.00
5.00
15.00
0.00
1.60
1.68
1.51
1.51
1.51
1.51
1.51
1.51
1.51
1.51
1.51
0.00
9.75
12.35
17.60
30.70
45.45
83.45
136.00
267.00
424.75
25.00
10.00
10.00
20.00
20.00
60.00
560.00
50.00
20.00
L-,
June 2005 1-5
Exhibit 6
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
FACILITY FEE SCHEDULE AND CLASSIFICATIONS
Schedule A
(Recommended)
Set up and clean up time is included as rental time. There is a $200 (minimum) refundable
cleaning/damage deposit for each rental, except for Carrillo Ranch, a Synthetic Turf Field rental or
a Tournament rental, where a $500 refundable cleaning/damage deposit is required.
Fees are based on an hourly rate, with a two-hour minimum.
*A $50 non-refundable security deposit is required per rental (facility or park). The $50 security
deposit will be applied to the total cost of the rental, and will not be refunded if the reservation is
canceled. If the total rental amount is lower than $50 then the difference will be refunded after the
rental has occurred.
FACILITIES
Building rentals include use of tables, chairs, microphone and podium (if available), except for Carrillo
Ranch.
An extra staffing fee of $15.00 per hour, per staff person is required for all recreation usages other than
regular operation hours
Harding Community Center (Hourly Rates)
LOCATION
Auditorium
Recreation Hall (Kitchen included)
Community Room
CATEGORY
A B C D E F
N/C
N/C
N/C
15
15
N/C
"25
*25
15
*50
*50
20
65
65
30
*85
*85
35
Stagecoach/Calavera Hills Community Centers (Hourly Rates)
Safety Center (Hourly Rates) (Hourly Rates)
Magee Park (Hourly Rates)
LOCATION
Gymnasium
1/2 Gym Rental
Activity Room
Multi-Purpose Room
Kitchen
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
30
15
15
N/C
N/C
40
20
20
15
10
50
*35
*35
20
15
80
40
50
30
25
*105
50
*65
*45
35
LOCATION
Fox Meeting Room
Palowski Meeting Room
CATEGORY
A B C D E F
N/C
N/C
15
15
20
20
25
25
40
417
50
--"50""'
LOCATION
Heritage Hall (Kitchen included)
Granary
CATEGORY
A B C D E F
N/C
N/C
15
N/C
20
13
45
15
65
25
*85
30
June 2006 Attachment 1-1
Exhibit 6
Senior Center (Hourly Rates)
'All users must pay the $15 per hour per 100 people staff fee.
'All users must pay a non-refundable set up fee:
$20 fee for Auditorium & Dining Room
$40 fee for Kitchen, Art Room & Dance Studio
LOCATION
Auditorium
Dining Room
Kitchen Warming
Kitchen Full Service
Art Room
Dance Studio
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
N/C
30
30
5
15
15
20
40
40
10
20
20
25
55
55
15
30
25
30
70
70
20
35
30
35
*95
85
25
40
35
40
Aviara Park (Hourly Rates)
LOCATION
Trailer
A
N/C
B
N/C
CATEGORY
C D
| *10 *15
E
*20 [
F
*25
Carrillo Ranch (Daily Rental Fee)
Rentals of five hours or less will be charged half of the daily rental fee. There will be a $75 charge for
each additional hour.
LOCATION
Cabana & Pool Area
Patio Area
CATEGORY
A B C D E F
N/C
N/C
*$525
*$210
*$630
*$315
*$735
*$420
*$895
*$525
*$1,050
*$630
Picnic Rental Prices Group Sizes 1-100/101 +
PARKS
There is a three-hour minimum for use of Park & Picnic Rentals.
There will be a $10 fee for residents and a $20 fee for non-residents for an inflatable astrojump permit.
Holiday Park (Hourly Rates)
LOCATION
Uncovered Picnic Area
Gazebo Area
CATEGORY
A B C D E F
NC/NC
NC/NC
4/6
*8/12
8/15
*14/15
12/24
*18/24
15/30
*24/30
23/45
*38/45
Stagecoach, Calavera Hills, Aviara, Pine Amphitheater (Hourly Rates)
LOCATION
Uncovered Picnic Areas
Covered Picnic Areas
CATEGORY
A B C D E F
NC/NC
NC/NC
*6/8
*8/12
10/19
*14/19
15/30
'18/30
19/38
*24/38
29/56
*38/56
June 2006 Attachment 1 -2
Exhibit 6
Poinsettia, Pine, Hidden Canyon (Hourly Rates)
LOCATION
Uncovered Picnic Areas
A
NC/NC
B
| *6/8
CATEGORY
C
| *10/11 |
D
* 12/30
E
1*17/38 |
F
*27/56
Magee Park (Hourly Rates)
LOCATION
Picnic Area
Open Space
CATEGORY
A B C D E F
NC/NC
NC/NC
*6/8
*6/8
*10/11
*10/11
9/15
9/15
12/24
12/24
18/36
18/36
La Costa Canyon - Upper Area (Hourly Rates)
LOCATION A
NC/NC
Laguna Riviera - Picnic Area (Hourly Rates)
LOCATION A
NC/NC
CATEGORY
BCD
*6/8 *12/15
CATEGORY
BCD
*6/8 *10/11 |*12/15
E
*17/24
E
*17/24
F
*27/36
F
*27/36
BALL FIELDS/SOCCER FIELDS
Day Use for the Softball fields and tennis courts is from 8:00 a.m. until dark. An additional amount is
charged for lights.
A minimum of two-hour staffing fee charge will be assessed for field preparation, and subject to staff
availability.
A $5 fee will be assessed each non-resident player on teams and/or organizations in classifications "B"
and "C" that reserve ball fields in excess of 30 calendar days per season.
Rental of an inflatable astrojump is prohibited.
LOCATION
Day Use
Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
*7
N/C
N/C
15
5
15
20
8
20
25
10
25
30
12
Synthetic Turf Field Use Fees
($500 refundable deposit required)
LOCATION
Day Use
Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
*7
N/C
15
25
5
20
30
8
25
35
10
30
40
12
CLINICS/CAMPS
LOCATION
Field
Lights
Snack Bar
A
N/C
N/C
N/C
5
10
N/C
CATEGOR\
C_
10
15
5
r
D
15
20
8
E__ _
20
25
10
F
25
30
12
ifl
June 2006 Attachment 1-3
Exhibit 6
TOURNAMENTS
($500 deposit required)
LOCATION
Field
Lights
Snack Bar
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
10
N/C
10
15
5
15
20
8
20
25
10
25
30
12
TENNIS COURT (daily fee per court)
No Tournament Play or Clinics Allowed
LOCATION
Carlsbad High School
Poinsettia/Stagecoach/Calavera*
Laguna Riviera*
*No Tournament Play
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
N/C
20
15
10
30
20
15
40
25
20
60
35
30
SWIM COMPLEX (WHOLE POOL)
For the Swim Complex, if clean-up or more than two lifeguards are required, a staffing fee
of $20 per hour per staff is charged.
(Hourly Rates)
LOCATION
Pool
A
N/C
B
| $50
CATEGORY
C D
| $50 $50
E
| $100 |
F
$100
June 2006 Attachment 1-4
Exhibit 6
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. 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
B. 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
C. Carlsbad resident not-for-profit, civic, social organizations (paid management); private educational institutions
Examples: Boy's and Girl's Club ft, Property Management Associations, Carlobad Girl'a Club
D. 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
E. Resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad Inn, non-resident parties, weddings or receptions
F. Non-resident commercial, business, political, profit making and religious organizations
Examples: Trade shows, company training, meetings, seminars, scuba shops, commercials or photo shoots
IN ORDER TO QUALIFY AS CLASSIFICATION "B" NON-PROFIT USER, THE ORGANIZATION MUST MEET ALL
OF THE FOLLOWING CRITERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California; or, if not registered with
the State, must be a Carlsbad Chapter and have a constitution or by-laws 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 noL be accepted^ Recreation staff, will jTetu^_roslejra_oj[i<»_ classification is determined. Once the
classification determination has been made by staff and approved by the Recreation Director, the decision is finah
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
50l(c)(3) determination letter may be used.)
c. A signed statement verifying item "2" above.
Exhibit 6
Summary of Proposed Fee Increases
Ambulance Fees
June 2006 (For Implementation in FY 06-07)
Fee Description
Current Rate
Recommended Rate
$ increase
% increase
Resident
$515
$618
$103
20%
Non-Resident
$745
$894
$149
20%
Mileage
$15
$15
$0
0%
Oxygen
$50
$50
$0
0%
Treat &
Release
Resident
$150
$150
$0
0%
Treat &
Release
Non-Resident
$150
$150
$0
0%
sa
Exhibit 6
Wastewater (Sewer) Rates
User Category
Group 1 Residential
Single Family
Multi-Family
Mobile Home1
Group II Commercial
Group III Commercial
Group IV Commercial
Group V Institutional
Schools per ADA3
Elementary
Junior
High
Boarding
Group VI Large Volume
Current
Unit Cost
($/hcf of water)
$1.85
$1.85
$1.53
$2.01
$3.17
$0.20*
$0.39*
$0.59*
$2.92*
(based on volume and
wastewater strengths)
Uniform
Rate
$13.50
—
—
—
8.5% Adjustment
Unit Cost
($/hcf of water)
$2.01
$2.01
$1.66
$2.18
$3.44
$0.22*
$0.42*
$0.64*
$3.17*
(based on volume and
wastewater strengths)
Uniform
Rate
$14.65
—
—
—
1 Wastewater flow is 90 percent of metered water use.i
' Non-residential wastewater flow is 95 percent of rnetered water use.
Schools: assumes a 200-day working year; ADA: average daily attendance.
* Denotes charge per student based on ADA.
Exhibit 6
CARLSBAD MUNICIPAL WATER DISTRICT
RATES & CHARGES AS OF 5/24/2006
Commodity Rates
Meter Size
5/8"
3/4"
1"
1-1/2"
2"
3"
4"
6"
8"
Current
Conservation
Rate1
$1.44
$1.44
$1.44
$1.44
$1.44
$1.44
$1.44
$1.44
$1.44
Units/Mo,
(or less)
7
10
16
30
45
79
123
228
336
5% Adjustment
Conservation
Rate
$1.51
$1.51
$1.51
$1.51
$1.51
$1.51
$1.51
$1.51
$1.51
Units/Mo,
(or less)
7
10
16
30
L_ 45
79
123
228
336
Standard
(Base) Rate
$1.60 $1.68
Recycled
Water Rate
$1.52 $1.60
Agricultural^
Water Rate 2
$1.29*$1.37*
1Conservation Rate is 90 percent of Standard (Base) Rate.i
' Recycled Water Rate is 95 percent of Standard (Base) Rate.
Agricultural Water Rate is $0.31 off the Standard (Base) Rate (per the MWD "Interim Agricultural Water Program").
Monthly Delivery Charges
Meter Size
5/8"
3/4"
1"
1-1/2"
2"
3"
4"
6"
8"
Current
$9.25
$11.75
$16.75
$29.25
- - -•-$44.25
$79.50
$129.50
$254.50
$404.50
5% Adjustment
$9.75
$12.35
$17.60
$30.70
_ _
$45.45
$83.45
$136.00
$267.25
$424.75
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Fee Description
Additional Planning Inspections (first Insp included in plan check fee)
Adjustment Plat
Administrative Permit
Affordable Housing Credit Per Unit (Southeast and Southwest quadrants)
Affordable Housing Credit Per Unit (Northwest Quadrants)
Agricultural Mitigation Fee
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 won
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)
Building Code Enforcement
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 Amendment = 50% of current permit cost
CDP Emergency
CDP Exemption
CDP Extensions = 25% of current permit cost
CDP - Non-Redevelopment Area - Minor Permit
CDP Non-Residential + 10 cents 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
Developer Agreements - Deposit $10,000 increments
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)
ETFT- Addendum (+ fbfir after Tst TOUrrotprojectplanner)
EIR - Focused/Supplemental (Requiring a Public Hearing) - (+ fbhr after the 1st 100 hrs
of project planner or 20 hrs of project engineer)
Encroachment Agreement Processing
Note
C)
0)
(8)
(8)
(8)
(8)
(8)
(5)
(5)
(5)
•<5h
(5)
Current
Fee
55
1,070
250
45,000
0
10,718
835
560
550
560
Court costs
870
3,135
680
1,140
410
570
900
1,880
2,950
370
200
740
835
560
3,735
2,010
700
755
175
350
80
Actual cost
15
545
1,440
790
16,700
- Z.Q9Q
1 1 ,640
280
Recommended
Fee
55
1,110
250
46,000
120,000
11,790
870
580
570
580
Court costs
900
3,135
700
1,180
420
590
930
1,880
3,060
380
210
740
835
580
3,870
2,080
730
780
180
360
80
Actual cost
20
560
1,490
820
17,300
- 2,170-
11,640
290
Unit
Cost
1,406
2,103
1,042
1,397
949
1,039
763
1,470
822
1,063
1,198
3,473
438
240
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-
303
s
Subsidy
296
1,233
462
827
369
139
63
290
402
473
268
413
58
30
701
447
236
3,209
156
1,649
1,475
1,345
26
140
295
200
2,165
283-
13
55
June 2005 2-1
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Exhibit 6
Fee Description
Environmental Monitoring Fee
Fire Protection System Installation
Fish & Game Fee - Negative Declaration - Set by Department of Fish and Game
Fish & Game Fee - EIR - Set by Department of Fish and Game
GIS Technical Services (per hour Technician)
GIS Technical Services (per hour Manager)
GIS Plotter Usage Rate (per hour)
GIS Production of new documents
GIS Digital Data Delivery
GIS Reproduction of Existing Documents
General Plan Amendment - 0 - 5 Acres
General Plan Amendment - Over 5 Acres
Grading Permit Application
Grading Permit
Grading Permit Investigation Fee
Grading Permit Extension Fee
Growth Management Fees - As established by Council
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)
HMP - Permit - Minor (no on site habitat to be preserved)
HMP - Permit - Major
HMP - Amendment - Minor
HMP - Amendment - Major (Base Fee of $2,300 plus fully burdened hourly Rate after first 25 hours of
Planning Department Time)
Improvement Agreement Extension - see Secured Agreement Proc. Ext.
Improvement Construction Inspection Fee
Improvement Plan Review (Plan Check)
Exclusionary Housing Impact Fee (per unit)
Exclusionary Housing In-Lieu Fee (per market rate unit)
Inspection Overtime-per Hour (On Request) - each additional hour at $70
Inspection - Additional Planning
Landscape Plan Check
Landscape Inspection
License Tax on New Construction - Mobile Homes
Lighting and Landscape District #2 Annexation
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 1s1 20 Project Planner or 7 hrs Project Engineer)
Master Plan Amendment - Major (+ fbhr after 1st 100 hrs of project planner or 40 hrs of project engineer
.and 40 his_al project engineer}
Neighborhood Improvement Agreements
Noticing Sen/ice (plus postage)
Oversize Load Permit - 1 trip (fee set by State)
Oversize Load Permit - Annual (fee set by State)
Note
0)
(6)
(6)
0)
(1)
(8)
(8)
d)
(D
0)
d)
(8)
Current
Fee
200
80
100
20
actual cos
actual cos
direct cos
3,555
5,125
Actual cos
25% permit fee
1035
2,090
585
1,800
>. ': '; • ,0
', - • J ;>-._ 0
1 .". ; >' 1' 0
, •/ *./»•' " V,.
.. Q
2,925
4,515
100
75
1,721
4,400
5,375
34,790
5,920
1,390
22,550
400
285
16
90
Recommended
Fee
200
80
100
20
actual cos
actual cos
direct cos
3,680
5,310
Actual cos
25% permit fee
1,070
2,170
610
1,860
' t-,'' :, 940
"• _ ,'-" 3,460
.;'/. 'V- -'3,100
"'"V . *f '• -,"*''
, . ..<4,&Q
2,925
4,515
100
80
1,801
4,400
5,380
36,040
6,130
1,440
22,550
410
285
16
90
Unit
Cost
4,228
6,175
1,285
2,215
746
2,641
' ,
- &•*."> ^
176
96
5,381
39,024
7,026
4,267
"509"
$
Subsidy
548
865
215
45
136
781
f •
,-_
76
16
0
1
2,984
896
2,827
99
June 2005 2-2
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Fee Description
Parking In Lieu Fee - Redevelopment Area
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 Condo - Residential Additional Permit
PD Condo - Admin Amendment
PD/Condo - Minor Amendment
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
Permit Amendments Not Specifically Identified
Planned Industrial Permit
Planned Industrial Permit - Amendment
Planning Commission Determination - Single Family
Planning Commission Determination - Other
Planning Commission Discussion Item
Planned Development Final Map - Minor (4 or less)
Planned Development Final Map - Major (50 or less)
Planned Development Final Map - Major (51 or more)
Precise Development Plan
Precise Development Plan - Amendment
Preliminary Plan Review - Consistency Determination
Preliminary Plan Review - Major
Preliminary Plan Review - Minor
Preliminary Review - Redevelopment (minor or major)
Quitclaim of Easement
Reapportionment Fees for 1 91 1 Act Assessment Districts - (plus $50 per parcel)
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
RtjJevfetoprnenf Pefmif AfnefXJfflenfr^MaJQf)-^plus jioticing costs _.
Research and Design Time (By Written Request) - Per Hour - Minimum $25.00
based on hours to completion.
Reversion to Acreage - $3,100 deposit
Right of Way Permit - Minor
Note
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(4)
Current
Fee
1 1 ,240
1,355
5,150
6,950
1,530
5,535
7,490
320
305
615
2,510
6,960
10,995
2,510
6,960
10,995
3,875
1,740
835
1,360
555
25
70
70
6,335
3,445
585
585
165
0
570
450
635
725
195
380
370
1,370
2,508
145
490
1,205
Actual cost
Actual cost
290
Recommended
Fee
1 1 ,240
1,400
5,340
7,200
1,590
5,730
7,760
320
305
640
2,600
7,210
11,390
2,600
7,210
11,390
4,010
1,800
870
1,410
570
25
70
70
6,560
3,570
610
610
170
0
590
450
660
750
200
390
380
1,420
2,600
150
510
1,250
Actual cost
Actual cost
300
Unit
Cost
1,490
5,524
7,966
1,731
6,188
8,477
653
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
1,238
1,958
885
757
675
768
221
411
2,318
5,316
12,319
446
1,942
4,749
381
$
Subsidy
90
184
766
141
458
717
13
193
1,524
1,991
240
389
936
8,316
281
149
352
792
997
467
628
1,348
715
167
15
18
21
21
1,938
3,896
9,719
296
1,432
3,499
81
S7
June 2005 2-3
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Fee Description
Right of Way Permit With Encroachment - See Encroachment Agreement Processing
Right of Way Permit - Utility (+ actual costs for Insp. and Sr. Insp. time)
Right of Way Permit - Utility (By Contract)
Satellite Antenna Permit
School Fees - (Set by School Districts, State Mandates Limits)
Secured Agreement Proc. Extension
Secured Agreement Proc. Replace -+ improvement plan revision fees if required
Segregation of Assessments -1-4 lots
Segregation ol Assessments - 5 lots or more - fee plus $20 per lot
Sign Permit
Sidewalk Sign/Outdoor Display Permit, Redevelopment Area
Sign Program, Non RDA
Sign Program Amendment, Non RDA
Sign Program Permit, Redevelopment Area
Sign Program Permit Amendment, Redevelopment Area
Site Development Plan - Res. <= 4 units/lots
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 SOhrs Proj eng)
Specific Plan Amendment (Minor) (+ fbhr after 20 hr proj planner or 7hrs Proj eng)
Specific Plan (+ fbhr after 1st 200 hrs project planner or 60 hrs project engineer)
Storm Water Pollution Prevention Program/Storm Water Management Plan Review -
-Single Family (initial lot/subsequent lot;
-Multi Family & mobile home (initial lot/subsequent lot)
- Commercial/Industrial (initial lot/subsequent lot;
Storm Water Pollution Prevention Program/Storm Water Management Plan Inspection -
^ -Single Family (initial lot/subsequent lot]
-Multi Family & mobile home (initial lot/subsequent lot)
- Commercial/Industrial (initial lot/subsequent lot)
Street Light Energizing Fee
Street Name Change
Street Sign Deposits (As Required)
Street Vacation - Regular
Street Vacation - Summary
Structure Relocation - Use Planning Commission Determination
Substantial Conformance Exhibit Rev.
Tentative Map Revision^ 5-4*UfHts/tote+-$40ea5*<whichever is greater)
Tentative Map Revision - 50+ Units/Lots + $15ea 49+ (whichever is greater)
Tentative Parcel Map Processing Fee (Minor Subdivision)
Tentative Parcel Map 1yr Extension (per application)
Parcel Map (Minor Subdivision) - Final
Note
(7)
(7)
(D
Current
Fee
615
615
350
350
635
actual cos
actual cos
40
45
910
550
250
55
3,720
9,430
2,480
6,390
2,910
3,215
2,330
2,785
2,020
18,700
1,210
29,220
210/70
210/35
280 / 280
230/120
230/70
400 / 400
1,365
3,465
2,580
835
3,480
6,335
3,165
1,230
3,025
Recommended
Fee
640
640
360
350
650
actual cos
actual cos
40
50
910
550
260
60
3,850
9,770
2,570
6,620
3,010
3,330
2,410
2,890
2,090
19,370
1,250
30,100
210/70
210/35
280/280
230/120
230/70
400 / 400
1,410
3,590
870
3,610
6,560
3,280
1,270
3,025
Unit
Cost
1,024
1,024
405
659
285
602
358
4,018
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
919
6,616
10,480
3,648
1,387
S
Subsidy
0
384
384
45
9
235
342
298
168
1,181
49
469
530
552
403
686
466
686
3,016
91
270
562
49
3,006
"3,920
368
117
June 2005 2-4
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Exhibit 6
Fee Description
Tentative Tract Map Litigation Stay
Tentative Tract Map - 5 -49 Lots/Units + $1 10ea. > 5 (whichever is greater)
Tentative Tract Map - 50+ Lots/Units + S15ea 49+ (whichever is greater)
Tentative Tract Map Extension- 5 to 49
Final Tract Map (+ $5 per Acre)
Third Party Review - plus consultant cost
Trails Plan Check <= 1 mile in length
Trails Plan Check > 1 mile in length
Trails Inspection (cost of staff time)
Variance - Administrative Redevelopment
Variance - Redevelopment
Variance - Engineering
Variance - Planning
Variance - Administrative (Planning)
Variance - Administrative (Planning) Recreational Vehicle Admin. Variance
Wireless Communication 3rd Party Review
Zone Change - 5 or fewer acres
Zone Change - 5.1 or more acres
Zone Code Amendment
Zoning Compliance Letter
Water District Service Fees
Preliminary Potable Water, Reclaimed Water, Sewer Analysis Review -
(Use Improvement Plan Review Fees)
Reclaimed Water Landscape Review - Use Improvement Plan Review fees
Hydraulic Analysis Only - Included in Improvement Plan Review Fees
Meter Installation Fees:
5/6"
Fire Protection
3/4"
1"
1 1/2' -Turbo
1 1/2" - Displacement
2' -Tj«fco
2" - Displacement
3"
4"
6"
•8"
Potable, Reclaimed and Sewer Improvement Plan Review - Use Improvement Plan Review Fees
Potable, Reclaimed and Sewer Standards and Specifications (Cost for each)
San Diego County Water Auth. Capacity Charge - Set by SDCWA
Service Installation Fees
Fire Hydrant Lateral and AsserriBTy —
Fire Sprinkler Lateral
Utility Standards and Specitications
Waste Water Discharge Permit
Waste Water Pretreatment:
Note
(9)
(9)
Current
Fee
25% of orig. fee
6,820
13,705
2,405
6,225
615
940
1,880
Actual Cost
155
350
630
2355
630
630
Actual Cost
4,080
5,535
5,265
65
160
meter fee
185
220
700
365
900
470
actual cost
actual cost
actual cost
No charge
_ actual cost
actual cost
direct cost
30
Recommended
Fee
25% of orig. fee
7,070
14,200
2,490
6,450
640
940
1,880
Actual Cost
160
360
650
2,440
650
650
Actual Cost
4,230
5,730
5,450
70
160
meter fee
185
220
700
365
900
470
actual cost
actual cost
actual cost
,.- ' "actual cost
No charge
actual cost
actual cost
direct cost
30
Unit
Cost
10,607
18,817
2,894
6,543
724
539
1,435
713
3,185
713
675
4,641
6,336
5,995
210
S
Subsidy
3,537
4,617
404
93
84
379
1,075
63
745
63
25
411
606
545
140
June 2005 2-5
Exhibit 6
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Fee Description Note
Current
Fee
Recommended
Fee
Unit
Cost
S
Subsidy
Class I (per month) - Existing user
Class II (per month) - Existing user
Class III (per month) - Existing user
Class I - One time fee for new users
Class II - One time fee for new users
Class III - One time fee for new users
200
190
30
270
270
80
200
190
30
270
270
80
Notes:
(1) - See attached schedules and rate tables.
(2) - Based on number of units or lots whichever is greater
(3) - Fee Increases based on Annual Change in Engineering News Record as Established by Council by Ordinance.
(4) - Any Permit Amendment not identified assessed at 50% of original cost.
(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
- Approved by Council on 12/2005
June 2005 2-6
FIRE PROTECTION SYSTEM INSTALLATION FEES - Current
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add'l riser
- Tenant Improvement
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
Other Fixed Fire Systems
- Hood and Duct
- Halon
- Special Chemical Agent
- Standpipe
- Paint Spray Booth
Repeated Inspection on new construction
Plan
Review
$60
60
$55 minimum
95
60
60
60
75
75
No.
3 at
1 at
1 at
2 at
1 at
2 at
1 at
2 at
2 at
1at
Inspection Fees
| Cost
$60 each
60 each
$60 each
60 each
60 each
50 each
60 each
60 each
60 each
70 each
Schedule #1
Total
Fee
$240
1,150
565
120
$115
215
120
160
120
195
195
70
Exhibit 6
FIRE PROTECTION SYSTEM INSTALLATION FEES - Recommended
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add'l riser
- Tenant Improvement
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
Other Fixed Fire Systems
- Hood and Duct
- Halon
- Special Chemical Agent
- Standpipe
- Paint Spray Booth
Repeated Inspection on new construction
Plan
Review
$62
62
$55 minimum
98
62
62
62
78
78
No.
Sat
1 at
1 at
2 at
1 at
2 at
1 at
2 at
2 at
1 at
Inspection Fees
I Cost
$62 each
62 each
$62 each
62 each
62 each
52 each
62 each
62 each
62 each
73 each
Schedule #1
Total
Fee
$248
1,150
570
124
$117
222
124
166
124
202
202
73
June 2005
Exhibit 6
GRADING PERMIT APPLICATION
Amount
100CY* or less
101 tol.OOOCY
1,001 to 1 0,000 CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
FEES - Current
Fee
$350
Schedule #2
$700
for the first 1 00 cubic yards plus $1 1 5.00 for each additional 1 00
cubic yards or fraction thereof.
$2,090
for the first 1 ,000 cubic yards plus $1 1 5.00 for each additional 1 ,000
cubic yards or fraction thereof.
$3,290
for the first 1 0,000 cubic yards plus $1 75.00 for each additional 1 0,000
cubic yards or fraction thereof.
$5,020
for the first 1 00,000 cubic yards plus $275.00 for each
cubic yards or fraction thereof.
$8,050
for the first 200,000 cubic yards plus $125.00 for each
cubic yards or fraction thereof.
additional 10,000
additional 100,000
*CY = Cubic Yards
GRADING PERMIT APPLICATION
Amount
100CY*orless
1 01 to 1 ,000 CY
1,001 to 10,000 CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
FEES - Recommended Schedule #2
Fee
$360
$725
for the first 1 00 cubic yards plus $1 20.00 for each additional 1 00
cubic yards or fraction thereof.
$2,165
for the first 1 ,000 cubic yards plus $1 20.00 for each additional 1 ,000
cubic yards or fraction thereof.
$3,410
for the first 10,000 cubic yards plus $180.00 for each additional 10,000
cubic yards or fraction thereof.
$5,200
for the first 1 00,000 cubic yards plus $285.00 for each additional
cubic yards or fraction thereof.
$8,340
for the first 200,000 cubic yards plus $130.00 for each additional
cubic yards or fraction thereof.
10,000
100,000
*CY = Cubic Yards
June 2005
GRADING PERMIT FEES - Current Schedule f 3
Amount Fee
100 Cubic Yards (CY) or less
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 to 400,000 CY
400,000 to 1,000,000 CY
1,000,001 CY or more
$350
$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.
$14,700
for the first 1,000,000 CY plus $685 for each additional 100,000 CY or fraction thereof.
GRADING PERMIT FEES - Recommended Schedule #3
Amount Fee
100 Cubic Yards (CY) or less
101 tol.OOOCY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 to 400,000 CY
400,000 to 1,000,000 CY
1,000,001 CY or more
$360
$360
for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
$1,030
for the first 1,000 CY plus $65 for each additional 1,000 CY or fraction thereof.
$1,700
for the first 10,000 CY plus $130 for each additional 10,000 CY or fraction thereof.
$2,980
for the first 100,000 CY plus $130 for each additional 10,000 CY or fraction thereof.
$4,400
for the first 200,000 CY plus $195 for each additional 10,000 CY or fraction thereof.
$8,730
for the first 400,000 CY plus $980 for each additional 100,000 CY or fraction thereof.
$15,230
for the first 1,000,000 CY plus $710 for each additional 100,000 CY or fraction thereof.
June 2005
IMPROVEMENT CONSTRUCTION INSPECTION FEES - Current Schedule #4
Cost of Improvements Fee
$0 to $20,000
$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
$1,000,001 or more
5.5% - $345 Minimum
$1,390
for the first $20,000 plus $250 for each additional $10,000 or fraction
thereof
$2,780
for the first $50,000 plus $125 for each additional $10,000 or fraction
thereof
$3,480
for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof
$5,150
for the first $250,000 plus $105 for each additional $10,000 or fraction
thereof
$8,075
for the first $500,000 plus $105 for each additional $10,000 or fraction
thereof
$13,780
for the first $1,000,000 plus $105 for each additional $10,000 or fraction
thereof
IMPROVEMENT CONSTRUCTION INSPECTION FEES - Recommended Schedule #4
Cost of Improvements Fee
$0 to $20,000
$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
$1,000,001 or more
5.5% - $355 Minimum
$1,440
for the first $20,000 plus $250 for each additional $10,000 or fraction
thereof
$2,880
for the first $50,000 plus $125 for each additional $10,000 or fraction
thereof
$3,600
for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof
$5,335
for the first $250,000 plus $105 for each additional $10,000 or fraction
thereof
$8,660
for the first $500,000 plus $105 for each additional $10,000 or fraction
thereof
$14,275 "
for the first $1,000,000 plus $105 for each additional $10,000 or fraction
thereof
June 2005
Exhibit 6
IMPROVEMENT PLAN REVIEW
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1 ,000,000
Over $1 ,000,000
FEES - Current Schedule #5
Fee
$1,115 plus 5% of value of improvements
$1 ,420 plus 4% of value of improvements - $2,440 minimum
$1 ,825 plus 3% of value of improvements - $4,040 minimum
$2,065 plus 2.5% of value of improvements - $6,120 minimum
$6,240 plus 2% of value of improvements - $13,250 minimum
$10,995 plus 1.5% of value of improvements - $20,660 minimum
$1 1 ,275 plus 0.75% of value of improvements - $31 ,980 minimum
(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 Schedule #5
Cost of Improvements Fee
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
Over $1.000,000
$1,155 plus 5% of value of improvements
$1,470 plus 4% of value of improvements - $2,470 minimum
$1,890 plus 3% of value of improvements - $4,090 minimum
$2,140 plus 2.5% of value of improvements - $5,840 minimum
$6,460 plus 2% of value of improvements - $13,910 minimum
$11,390 plus 1.5% of value of improvements - $23,840 minimum
$11,680 plus 0.75% of value of improvements - $31,630 minimum
(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.)
STREET LIGHT ENERGIZING FEES -Current
Watts
70
100
150
200
250
400
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
Schedule #6
Current
Fee
115
144
186
228
283
413
Above fees are the cost for energizing each street light for 1 8 months
and includes a $30.00 charge per light for connecting the light to an
SDG&E service point.
STREET LIGHT ENERGIZING I FEES "-Proposed"" Schedule #6
Watts
70
100
150
200
250
400
Above fees are the cost for energizing
and includes a $30.00 charge per light
SDG&E service point.
Lumens
5,800
9,500
1 6,000
22,000
30,000
50,000
each street light for 18 months
for connecting the light to an
Proposed
Fee
124.00
1 55.00
201 .00
247.00
309.00
452.00
June 2005
Exhibit 6
LANDSCAPE INSPECTION
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to$250,000
$250,001 to $750,000
$750,001 and Over
FEES - Current Schedule #7
Fee
$490
$695
for the first $20,000 of improvements plus $20 for each additional
$1 0,000 or fraction thereof
$975
for the first $50,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$1 ,390
for the first $100,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$1 ,670
for the first $250,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
$2,640
for the first $750,000 of improvements plus $1 50 for each additional
$100,000 or fraction thereof
LANDSCAPE INSPECTION
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to$250,000
$250,001 to $750,000
$750,001 and Over
FEES - Recommended Schedule #7
Fee
$510
$720
for the first $20,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$1,010
for the first $50,000 of improvements plus $20 for each additional
$1 0,000 or fraction thereof
$1 ,440
for the first $1 00,000 of improvements plus $1 50 for each additional
$1 00,000 or fraction thereof
$1,730 >.
for the first $250,000 of improvements plus $1 50 for each additional
$1 00,000 or fraction thereof
$2,735
for the first $750,000 of improvements plus $150 for each additional
$1 00,000 or fraction thereof
June 2005
Exhibit 6
LANDSCAPE PLAN CHECK
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1,000,000
Over $1,000,000
FEES - Current Schedule #8
Fee
$490
$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 0.1 5% over $250,000
$4,590 plus 0.1% over $500,000
$6,960 plus 0.07% over $1 ,000,000
LANDSCAPE PLAN CHECK
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to $250,000
$250,001 to $500,000
$500,001 to $1 ,000,000
Over $1 ,000,000
FEES - Recommended Schedu le #8
Fee
$510
$725 plus 3.0% over $20,000
$2,090 plus 1 .5% over $50,000
$3,170 plus 0.2% over $100,000
$3,895 plus 0.15% over $250,000
$4,755 plus 0.1% over $500,000
$7,210 plus 0.07% over $1,000,000
June 2005
Exhibit 6
BUILDING PERMIT FEES Schedule #9
(55% of the 1997 Uniform Building Code Table 1-A fee schedule)
Fees are based on the April, 2006 Building Valuation Multipliers published by the
San Diego Area Chapter of the International Conference of Building Officials.
Total Valuation Fee
$1.00 to $500.00 $12.93
$501.00 to $2,000.00 $12.93 for the first $500.00 plus $1.68 for
each additional $100.00, or fraction thereof,
to and including $2,000.00
$2,001.00 to $25,000.00 $38.09 for the first $2,000.00 plus $7.70 for
each additional $1,000.00, or fraction
thereof, to and including $25,000.00
$25,001.00 to $50,000.00 $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
$50,001.00 to $100,000.00 $354.06 for the first $50,000.00 plus $3.85 for
each additional $1,000.00, or fraction
thereof, to and including $100,000.00
$100,001.00 to $500,000.00 $546.56 for the first $100,000.00 plus $3.08 for
each additional $1,000.00, or fraction
thereof, to and including $500,000.00
$500,001.00 to $1,000,000.00 $1778.56 for the first $500,000.00 plus $2.61
for each additional $1,000.00, or fraction
thereof, to and including $1,000,000.00
$1,000,001.00 and up $3,084.81 for the first $1,000,000.00 plus
$2.01 for each additional $1,000.00 or
fraction thereof
Other Inspections and Fees:
1. Inspections outside of normal business hours
(minimum charge - 2 hours)
2. Reinspection fees assessed under provisions of Section 305 (g)
3. Inspections for which no fee is specifically indicated
(minimum charge - one-half hour)
4. Additional plan review required by changes, additions or revisions to
approved plans
(minimum charge - one-half hour)
$60.00 per hour*
$60.00 per hour*
$60.00 per hour*
$60.00 per hour*
* Or the total hourly cost to the jurisdiction, whichever is greatest. 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 twenty-five percent of the fee shown in Schedule #9, and the plan check fee shall be
sixty-f iv& percent oi th& building^ permit tee
General&Devfees.xIs
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT IMPACT FEES
JUNE 2006
Fee Description
Fees Subject to Section 66000 of the California Government Code:
Bridge & Thoroughfare - per Single Family Unit (Outside CFD)
Bridge & Thoroughfare - per Condominium Unit (Outside CFD)
Bridge & Thoroughfare - per Apartment Unit (Outside CFD)
Bridge & Thoroughfare - all other - per Avg. Daily Trip (Outside CFD)
Bridge & Thoroughfare District #2 - Zone 5
Bridge & Thoroughfare District #2 - Zone 20
Bridge & Thoroughfare District #2 - Zone 21
Bridge & Thoroughfare District #3 - Fee per ADT
Local Facilities Mngt Plan/Amendment - fee + deposit in min. increments of $5,000
Planned Local Drainage Fees
Public Facilities Fees - 3.5% of Bldg Permit Value (Outside CFD)
Public Facilities Fees - 1.82% of Bldg Permit Value (Inside CFD)
Sewer Benefit Area Fees
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Out of CFD)
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Inside CFD)
Fees Subject to Section 66012 of the California Government Code:
Park In-Lieu Fees
Sewer Connection (General Capacity all areas plus Sewer Benefit Area Fees)
Water District Fees
Major Facility Fee - Potable Water per EDU
Major Facility Fee - Potable and Reclaimed Water Connection Fees:
Meter Size 5/8" - Displacement
Meter Size 3/4" - Displacement
Meter Size 1 " - Displacement
Meter Size 1-1/2" -Displacement
Meter Size 2" - Displacement
Meter Size 3" - Displacement
Meter Size 4" - Displacement
Meter Size 4" - Turbo
Meter Size 6" - Displacement
Meter Size 6" - Turbo
Meter Size 8" - Displacement
Meter Size 8" - Turbo
Note
(2)
(2)
(2)
(2)
(D(2)
(1)(2)
(2)
(2)
(2)
(2)
(D
(1)(2)
^
Curren
Fee
530
424
318
22
262
1,359
1,097
152
10,000
107
43
70
28
985
(See below)
3,188
4,544
7,174
13,550
20,405
35,868
55,974
159,411
103,618
318,822
122,469
446,502
Notes:
[1) - See attached schedules and rate tables.
[2) - Fee Increases based on Annual Change in Engineering News Record as Established by Council by Ordinance.
Recommended
Fee
no change
no change
no change
no change
271
1,407
1,136
159
no change
111
45
72
29
1 ,047
3,389
4,831
7,627
14,405
21,692
38,131
59,314
169,469
110,156
338,938
130,197
474,672
June 2006
3-1
PARK IN-LIEU FEES Schedule A
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
$977,000
732,000
732,000
732,000
Fee Per Unit
$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
The Park Fee ordinance establishs a method of determining park land values in each quadrant
June 2005 Attachment 3-1
Exhibit 6
PLANNED LOCAL DRAINAGE AREA FEES Schedule B
Fee per gross acre
Area / Basin Name
A
B
c
D
Buena Vista Lagoon
Agua Hedionda Lagoon
Encinas Creek
Batiquitos Lagoon
Current
Low High
Runoff Runoff
$2,029 $3,321
4,363 7,138
3,261 5,338
45 73
Revised
Low High
Runoff Runoff
$2,208 $3,614
4,748 7,767
3,549 5,809
49 79
Sewer Benefit Area Fees
Area A
Area B
AreaC
Area D
Area E
AreaF
AreaG
AreaH
Area I
Area J
AreaK
AreaL
Area M
Schedule C
Current
$ 418 $
735
1,799
1,803
2,658
2,673
114
859
427
1,470
2,965
1,161
57
Revised
437
769
1,832
1,836
2,707
2,722
119
889
446
1,538
3,103
1,215
60
Change
$ 19
34
33
33
49
49
5
30
19
68
138
54
3
June 2005 Attachment 3-2
Exhibit 6
PARK IN-LIEU FEES Schedule A
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
$977,000
732,000
732,000
732,000
Fee Per Unit
$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
The Park Fee ordinance establishs a method of determining park land values in each quadrant
June 2005 Attachment 3-1
Exhibit 6
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2005
FOR INFORMATIONAL PURPOSES ONLY
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
Current Revised Change
Affordable housing credit
License Tax on New Construction-mobile homes
$45,000
$1,721
$46,000
$1,801
$1 ,000
$80
Traffic Impact
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Out of CFD)
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Inside CFD)
Current
$107
43
70
28
Revised
$111
45
72
29
Change
4
2
2
1
Planned Local Drainage Area Fees
Fee per gross acre
Area / Basin Name
A Buena Vista Lagoon
B Agua Hedionda Lagoon
C Encinas Creek
D Batiquitos Lagoon
Current
Low
Runoff
$2,029
4,363
3,261
45
High
Runoff
$3,321
7,138
5,338
73
Revised
Low High
Runoff Runoff
$2,208 $3,614
4,748 7,767
3,549 5,809
49 79
Sewer Connection Fees
General Capacity Fee All Areas
Current
$985
Revised
$1,047
Change
$62
Sewer Benefit Area Fees
"^^
Area A $
AreaB
AreaC
Area D
AreaE
Area F
AreaG
AreaH
~" ' " 'Area! '
Area J
AreaK
Area L
Area M
Current
418 $
735
1,799
1,803
2,658
2,673
114
859
421
1,470
2,965
1,161
57
Revised Change
437 $
769
1,832
1,836
2,707
2,722
119
889
446
1 ,538
3,103
1,215
60
19
34
33
33
49
49
5
30
19
~~ 68
138
54
3
Exhibit 6
Bridge & Thoroughfare District #2 Fees
Zone 5
Zone 20
Zone 21
Current
$262
1,359
1,097
Revised
$271
1,407
1,136
Change
$9
48
39
Bridge & Thoroughfare District #3 Fees
Fee per ADT
Current
$152
Revised
$159
Change
$7
Agricultural Mitigation Fees Current
$10,718
Revised
$1 1 ,790
Change
$1 ,072
Water Connection
Displacement meter
Turbo (irriaation meters)
Turbine Meter
Fees
5/8"
3/4"
1"
1 1/2"
2"
3"
4"
6"
8"
1 1/2"
2"
3"
4"
6"
8"
4"
6"
8"
Current
$3,188
$4,544
$7,174
$13,550
$20,405
$35,868
$55,794
$103,618
$122,469
$15,908
$25,506
$55,797
$159,411
$318,822
$446,500
$95,647
$199,264
$229,629
Revised
$3,389
$4,831
$7,627
$14,405
$21 ,692
$38,131
$59,314
$110,156
$130,197
$16,912
$27,115
$59,314
$169,469
$338,938
$474,672
$101,682
$21 1 ,837
$244,118
Change
$201
$287
$453
$855
$1 ,287
$2,263
$3,520
$6,538
$7,728
$1,004
$1 ,609
$3,517
$10,058
$20,116
$28,172
$6,035
$12,573
$14,489
11City of CarlsbadCity of Carlsbad20062006--2007 2007 Operating Budget WorkshopOperating Budget WorkshopFiscal Discipline and Continued Fiscal Discipline and Continued SustainabilitySustainability
22Budget CalendarBudget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGSMay 16 May 16 ––CIP WorkshopCIP WorkshopJune 6 June 6 ––Operating Budget WorkshopOperating Budget WorkshopJune 20 June 20 ––Operating Budget and CIPOperating Budget and CIP––Public Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGSJune 14 June 14 ––Citizens Budget WorkshopCitizens Budget Workshop
33Citizens BudgetCitizens BudgetWorkshopWorkshopWhenWhen::Wednesday,Wednesday,June 14June 14ththWhereWhere::Faraday CenterFaraday Center1635 Faraday Avenue1635 Faraday AvenueRoom 173BRoom 173BTimeTime::5:00pm5:00pmCall the Finance Department at:(760) 602-2430 for additional information.
44The ProcessThe ProcessHow does the City determine how best to use the resources provided?
55
66City of Carlsbad BudgetCity of Carlsbad BudgetWaterReplace-mentSewerITCDBGHousingGeneralFundGCCCFDTIFParkIn LieuPublic Facilities FeesOperating BudgetCapital Improvement Program
77City of CarlsbadCity of CarlsbadCombined BudgetCombined BudgetGeneral48%Redevelopment1%Special Revenue5%Enterprise19%Internal Services6%$214.2 millionOperating79%Capital21%
8820062006--07 Operating Budget 07 Operating Budget AgendaAgenda99Economic Overview and RevenuesEconomic Overview and Revenues99Forecast for the General FundForecast for the General Fund99Budget RequestsBudget Requests99Other Fund SummariesOther Fund Summaries99Changes to City Fees Changes to City Fees 99Program OptionsProgram Options
99National PerspectiveNational Perspective•GDP growth 4.8%•Economy is expected to slowAccording to UCLA Anderson Forecast the housing boom is slowing and is expecting a soft landing.
1010State PerspectiveState PerspectiveUCLA Anderson forecast:UCLA Anderson forecast:Growing….slowlyIncome is up but take home pay is levelTaxable Sales growth expected to slowHousing expected to soften
1111San Diego Economic IndicatorsSan Diego Economic Indicators“The County’s overall economy would outperform the State and the rest of the nation in 2006.” Alan Gin, a USD economist, also cited rising interest rates and high gasoline prices as concerns for local consumers.
1212CarlsbadCarlsbad’’s Economic Profiles Economic ProfileHome pricesHome pricesTaxable Taxable transactionstransactionsTourismTourismPopulation Population growthgrowth
1313$0$100$200$300$400$500$600$700$8002000 2001 2002 2003 2004 2005Fiscal YearCarlsbadCarlsbadMedian Home PricesMedian Home Prices$748,000In thousandsResales
1414Residential PermitsResidential Permits05001,0001,5002,0002,50096 98 00 02 04 06 08 10 12FutureFiscal Year•Bressi Ranch 623 units•La Costa Valley >1,400 units•Robertson Ranch 1,000 unitsFuture Master Planned Communities
1515$0.0$5.0$10.0$15.0$20.0$25.097 98 99 2000 '01 '02 '03 '04 '05 '06e '07e$0$5$10$15$20$25$30$35$40$45$50Assessed ValuesProperty TaxesAssessed Values and Assessed Values and Property TaxesProperty TaxesFYBillionsMillions15% increase in assessed values;21% growth in property taxesVLF Swap
1616Sales Taxes by CategorySales Taxes by Category$29.0 million$29.0 millionBusiness14%Retail33%Transportation37%Food13%Construction3%
1717Sales Taxes by Geo AreaSales Taxes by Geo Area$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,000,00099/4 00/1 00/2 00/3 00/4 01/1 01/2 01/3 01/4 02/1 02/2 02/3 02/4 03/1 03/2 03/3 03/4 04/1 04/2 04/3 04/4 05/1 05/2 05/3 05/4Carlsbad Redevelopment AreaAuto MallPlaza Camino RealCarlsbad Premium OutletsThe ForumMillions
1818'98 '99 '00 '01 '02 '03 '04 '05 '06e '07eAll OthersLa Costa/Four SeasonsNew HotelsTransient Occupancy TaxesTransient Occupancy Taxes$10.1M$9.3M$11.8M
1919Hotel Rooms in CarlsbadHotel Rooms in Carlsbad02,0004,0009800020406Hotel additions since 1997:West InnExtended StayInns of AmericaHiltonMarriott, Residence InnGrand PacificFour SeasonsOver 3,500 Rooms
2020Franchise TaxesFranchise Taxes$0$1$2$3$4$5$6$7$8'00 '01 '02 '03 '04 '05 '06e '07eCableTrashGas/ElecIn Millions$7.5M$5.4M $5.5M
2121Operating Revenues Operating Revenues By SourceBy SourceGrants/Donations4%Other Gov't & Other2%Interest/ Rents3%Licenses/ Permits / Fines2%Interdept.8%Taxes58%Fees/ Charges24%Total = $177.4 million
2222Operating Revenues Operating Revenues By Fund TypeBy Fund TypeInternal Services8%General63%Enterprise22%Special Revenue5%Redevelopment2%Total = $177.4 million
2323Operating Revenues Operating Revenues By Fund TypeBy Fund TypeInternal Services24%General64%Enterprise20%Special Revenue6%Redevelopment2%Total = $177.4 million
2424General Fund RevenuesGeneral Fund RevenuesFiscal Year 2006Fiscal Year 2006--0707All others17%Hotel Tax*11%Business License3%Franchise*5%Property*38%Sales*26%*Four sources make up 80%$111.8 million
2525General Fund BudgetGeneral Fund BudgetFY 2006FY 2006--0707Revenues:Revenues:$ 111.8 million$ 111.8 millionBudget Requests Budget Requests $ 104.9 million$ 104.9 millionProjected Surplus:Projected Surplus:$ 6.9 million$ 6.9 million
2626General Fund BalanceGeneral Fund BalanceEstimated Balance at Estimated Balance at 6/30/066/30/06$ 63.0 million$ 63.0 millionPlus: FY 06 SurplusPlus: FY 06 Surplus6.9 million6.9 millionLess Transfers:Less Transfers:Golf CourseGolf CourseMedians FundMedians Fund--5.0 million5.0 million--.2 million.2 millionEstimated Balance at $ 64.7 millionEstimated Balance at $ 64.7 million6/30/076/30/07*Includes $15 million continuing appropriations.*Includes $15 million continuing appropriations.
2727Forecast AssumptionsForecast AssumptionsCPI: CPI: 2.5% to 3%2.5% to 3%Taxable sales Taxable sales 4.5% to 5%4.5% to 5%Energy prices Energy prices No spikes No spikes Development Development Citywide projectionsCitywide projectionsSalary increasesSalary increases3.53.5--4% per year4% per yearRetirement costsRetirement costsAll includedAll included--stabilizedstabilizedPosition growthPosition growth77--9 new per year9 new per yearOther expenses Other expenses CPI + populationCPI + populationNew facilitiesNew facilitiesPer CIPPer CIP
2828General FundGeneral FundRevenues and ExpendituresRevenues and ExpendituresGeneral Fund02040608010012014016018020052006200720082009201020112012201320142015millionsREVENUESTOTAL BUDGET
2929-$15-$10-$5$0$5$10$15'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16BalancedNet Revenues over (under) ExpendituresMillionsForecast ComparisonForecast ComparisonFY 07 ForecastFY 04FY 05FY 06
3030Major Uncertainties Major Uncertainties in the Forecastin the ForecastEconomy Economy ––Most economists expecting a Most economists expecting a slowdownslowdown––Effect of possible housing bubbleEffect of possible housing bubbleState BudgetState Budget––$3$3--4 billion structural imbalance 4 billion structural imbalance ––Unknown solutionUnknown solution
3131State of California State of California Budget DeficitBudget DeficitStructural Structural Deficit =Deficit =$3$3--4 billion4 billion--Reflects the Reflects the reliance on reliance on borrowing and borrowing and other oneother one--time time savingssavingsLAO Forecast for State of California
3232Why is This A Concern?Why is This A Concern?Early 1990Early 1990’’s s --$2.5 million$2.5 millionFiscal year Fiscal year ‘‘04 04 --$1.3 million$1.3 millionFiscal year Fiscal year ‘‘05 05 --$1.8 million +$1.8 million +Fiscal year Fiscal year ‘‘06 06 --$1.8 million$1.8 millionRevenues protected; but who knows what Revenues protected; but who knows what else may happen?else may happen?
333320062006--0707Budget RequestsBudget RequestsDavid BarnumDavid BarnumFinance ManagerFinance Manager
3434Budget ProcessBudget ProcessLT reviews budgets & CM recommends to CouncilDepartments submit requests to Finance2006/07 10 Year Forecast Completed Finance Distributes Budget ManualCouncil Adopts Budget
3535Creating a Sustainable Creating a Sustainable Community through Fiscal Community through Fiscal DisciplineDisciplineMaintain current service levelsMaintain current service levelsNew programs may be considered if in New programs may be considered if in progress or part of the CIPprogress or part of the CIPLimited new positionsLimited new positionsA balanced budget and longA balanced budget and long--term plan term plan for staying in balancefor staying in balance
3636Budget OverviewBudget OverviewProposed Budget $170.2 millionProposed Budget $170.2 millionTotal Workforce•675 full time•145.12 FTE hourly15 New Positions
3737Budget OverviewBudget OverviewNew PositionsNew PositionsPublic Safety6PT to FT Conversion4Public Works2Information Technology3 Total New Positions 15New Positions 2006-07Full Time
3838Enterprise24%Internal Service8%Special Revenue5%Redevelopment1%General Fund62%Operating BudgetOperating BudgetTotal Budget = $170.2 million
3939General Fund BudgetGeneral Fund BudgetIn MillionsTotal $104.9+ 3.8%Equipment+ 5.2%M & O$64.0$67.8$28.1$26.7$9.0$6.5$0$20$40$60$80$100FY 06-07FY 05-06+ 5.9%PersonnelTotal $97.2
4040General FundGeneral FundCommunity ServicesContingencyNon DepartmentalPublic WorksCommunity DevelopmentPublic SafetyAdmin SvcsPolicy/ LeadershipTotal Budget = $104.9 million
414120062006--07 Operating Budget07 Operating BudgetPolice DepartmentPolice DepartmentPolice Chief Tom ZollPolice Chief Tom Zoll
4242Patrol OfficersPatrol OfficersTwo additional patrol Two additional patrol officers to maintain officers to maintain current service levelscurrent service levelsStaffing level of 5.5 Staffing level of 5.5 employees per employees per positionpositionKey element to Key element to prevention is prevention is proactive patrol proactive patrol
4343InvestigatorInvestigatorAdditional position to Additional position to help address help address workload increaseworkload increaseOpen workable cases Open workable cases increased 58% increased 58% 2003 2003 --20052005Patrol increase in Patrol increase in evidentiary and evidentiary and investigative leadsinvestigative leads
4444Fingerprint SpecialistFingerprint SpecialistTimely suspect ID is Timely suspect ID is critical to preventing critical to preventing more crimemore crime72% increase in cases 72% increase in cases with prints 2004 with prints 2004 ––20052005‘‘Backlog of 12+ months Backlog of 12+ months for cases with no for cases with no suspect and no leadssuspect and no leadsAdditional position Additional position increases staffing from increases staffing from 1.5 to 2.51.5 to 2.5
4545Police DispatcherPolice DispatcherAdditional position to address increase in Additional position to address increase in volumevolumeIncreases in radio transmissions and 9Increases in radio transmissions and 9--11--1 calls 1 calls resulting in increased onresulting in increased on--hold timeshold timesAdditional position Additional position increases staffing increases staffing from 18 to 19from 18 to 19
4646Carlsbad Fire DepartmentFire Chief Kevin Crawford
4747BoundaryBoundaryDropDropStandardization of OperationsStandardization of OperationsExpanded Operational ReadinessExpanded Operational ReadinessSystem Demands ContinueSystem Demands Continueto Increaseto Increase
4848Emergency Medical ServicesEMS represents 4,700 (70%) of the 6,700 annual Fire Calls for ServiceEmergency Medical ServicesEMS represents 4,700 (70%) of the 6,700 annual Fire Calls for Service0%10%20%30%40%50%60%70%80%Fire HazMat Alarms,Svc &AssistEMS
4949EMS Paramedic Nurse CoordinatorEMS Paramedic Nurse CoordinatorTrainingTraining
5050EMS Paramedic Nurse CoordinatorEMS Paramedic Nurse CoordinatorQuality Assurance and Quality ImprovementQuality Assurance and Quality Improvement
5151EMS Paramedic Nurse CoordinatorEMS Paramedic Nurse CoordinatorEquipment and SuppliesEquipment and Supplies
5252EMS Paramedic Nurse CoordinatorEMS Paramedic Nurse CoordinatorEMS Support FunctionsEMS Support Functions
5353EMS Paramedic Nurse CoordinatorEMS Paramedic Nurse Coordinator
5454Jim ElliottJim ElliottAdministrative Services Administrative Services DirectorDirectorAdministrative Administrative ServicesServices
555520062006--07 Operating Budget07 Operating BudgetAdministrative ServicesAdministrative ServicesNew Positions: 3.5 PositionsNew Positions: 3.5 Positions––Finance Finance --1 Accounting Supervisor 1 Accounting Supervisor Elimination of 1.5 part time positionsElimination of 1.5 part time positionsRevenue section Revenue section --cashiering, accounting and cashiering, accounting and collection services, false alarm, city credit card collection services, false alarm, city credit card review and TOT/CTBID Assessmentsreview and TOT/CTBID Assessments––Information Systems Information Systems ––3 System 3 System Administrator positionsAdministrator positionsSupport of increased use of technology throughout Support of increased use of technology throughout the Citythe City
5656Administrative Service GoalsAdministrative Service GoalsOnline Credit Card Processing GoalOnline Credit Card Processing Goal––Provide customers with the opportunity to pay Provide customers with the opportunity to pay City bills online with a credit card.City bills online with a credit card.Network Security Assessment GoalNetwork Security Assessment Goal––Manage External Threats:Manage External Threats:April O6 Statistics:April O6 Statistics:––43% of all incoming email = SPAM 43% of all incoming email = SPAM --154,000154,000––18% of all incoming email = Attacks 18% of all incoming email = Attacks --64,00064,000
5757Volunteer Program UpdateVolunteer Program Update20042004--0505––1,165 Volunteer Hours:1,165 Volunteer Hours:46,887 46,887 Value = $951,422 Value = $951,422 (Volunteer Hour = $20.29)(Volunteer Hour = $20.29)––Number of volunteers increased 41% Number of volunteers increased 41% ––60%+ recruited through Internet sites 60%+ recruited through Internet sites ––98% of potential volunteers had a 98% of potential volunteers had a response to their initial indication of response to their initial indication of interest in less than three days. interest in less than three days.
5858Volunteer Program UpdateVolunteer Program UpdateCitywide survey of our volunteers:Citywide survey of our volunteers:––High satisfaction rate among volunteers with High satisfaction rate among volunteers with 92% stating that their volunteer experience 92% stating that their volunteer experience was positivewas positive––Over 25 nonOver 25 non--profit agencies based in profit agencies based in Carlsbad Use The CityCarlsbad Use The City’’s web page: s web page: www.MyVolunteerPage.com/Carlsbadwww.MyVolunteerPage.com/Carlsbadto recruit volunteers.to recruit volunteers.
5959Community DevelopmentCommunity DevelopmentSandra HolderSandra HolderCommunity Development DirectorCommunity Development Director
6060Development Review Process Development Review Process AuditAuditCustomer Service; Responsiveness; Follow-up; ConsistencyOptimalProcessPerformanceMission, Goals and ObjectivesPolicies and ProceduresService to Business and Development CommunitiesPerformance Measures: Efficiency, Effectiveness and QualityManagement Structure and LeadershipStaffing, Supervision, and TrainingTools and TechnologyWorkload Distribution
6161Implement Development Process Implement Development Process Review AuditReview AuditPrepare a detailed Action Plan and Work Program on Prepare a detailed Action Plan and Work Program on the 25 recommendations the 25 recommendations Complete the following goals next fiscal year:Complete the following goals next fiscal year:¾¾Revise Internal Procedures Revise Internal Procedures ----streamlinestreamline¾¾Permit Tracking System Permit Tracking System ----develop workflowdevelop workflow¾¾Update Subdivisions Update Subdivisions ----Title 20 Title 20 ––consistent with Map Actconsistent with Map Act
6262¾¾Improve the clarity and usability of the Improve the clarity and usability of the Zoning Ordinance Zoning Ordinance ––Title 21Title 21FormatFormatGraphicsGraphicsConsolidate Procedural and Process requirementsConsolidate Procedural and Process requirementsMultiMulti--year work program to update the year work program to update the Development Standards, as neededDevelopment Standards, as neededImplement Development Process Implement Development Process Review AuditReview Audit
6363Community ServicesCommunity ServicesLibraryLibraryHeather PizzutoHeather PizzutoLibrary DirectorLibrary Director
6464Carlsbad City LibraryCarlsbad City LibraryProject UpdateProject Update
6565Service DeliveryService DeliveryBalanced ScorecardBalanced ScorecardMarketplace ApproachMarketplace ApproachPossible Changes to Service DeliveryPossible Changes to Service DeliveryStrive to Maintain Value LevelStrive to Maintain Value Level
6666BALANCED SCORECARDBALANCED SCORECARDCustomer PerspectiveCustomerSatisfactionMeet CustomerNeedsImproveProductivityInternal Processes PerspectiveServices & Resources PerspectiveHave DesiredMaterialsAvailableKeepCollectionResourcesFreshCompetentStaffRightAttitudeOrganizational Readiness PerspectiveFinancial SupportFrom the CityFinancialSupport from theCommunityFinancial PerspectiveDemonstrate ValueShow High Levelsof CustomerSatisfactionPublic ValueDeliver DesiredServicesBestPractices &InnovationsRight Tools& Facilities NewRevenueSources
6767Marketplace Approach to Marketplace Approach to Library ServicesLibrary ServicesUpdate and create a consistent image, message Update and create a consistent image, message and identityand identityEmpower the customerEmpower the customerService ReorganizationService ReorganizationCustomer Driven Service Customer Driven Service DeliveryDeliveryHarness TechnologyHarness Technology
6868Radio Frequency IdentificationRadio Frequency Identification(RFID)(RFID)Tagging Progress:Tagging Progress:53% of collection tagged53% of collection tagged800 volunteer hours over 800 volunteer hours over four monthsfour monthsBuilding modifications:Building modifications:Architectural design in Architectural design in processprocessEstimated Winter Estimated Winter completioncompletion
6969RFID (continued)RFID (continued)Training:Training:Workflow impactWorkflow impactNew staff rolesNew staff rolesEstimated Estimated ““GoGo--LiveLive””Date:Date:Winter 2006Winter 2006--0707FTE Impacts:FTE Impacts:zzReduction of 8 FTE over 12 months following Reduction of 8 FTE over 12 months following ““GoGo--LiveLive””datedate
7070Cultural Arts OfficeCultural Arts OfficeProgram UpdateProgram Update
7171TGIF Jazz In the ParkTGIF Jazz In the ParkCelebrated 20Celebrated 20ththSeason Season in 2005in 2005––Largest audiences everLargest audiences everTen concerts in 2006Ten concerts in 2006––June graduation conflict: June graduation conflict: High school parking lot High school parking lot needed for Stagecoach Parkneeded for Stagecoach Park––Labor Day conflictLabor Day conflict––Student staff return to schoolStudent staff return to school
7272The William D. Cannon Art GalleryFive exhibitions annuallyThree-Part-ArtzAwarded a “California Arts Council Youth Education in the Arts” grant z5,800 students and adult chaperones in FY 05-06
7373Other OnOther On--going Programsgoing ProgramsCommunity Arts GrantsCommunity Arts GrantsSan Diego Opera Preview Lecture SeriesSan Diego Opera Preview Lecture SeriesThe Sculpture GardenThe Sculpture GardenFamily Programs & FestivalsFamily Programs & FestivalsSister Cities programsSister Cities programsArt in Public PlacesArt in Public Places
7474Recreation DepartmentRecreation DepartmentKen Price, Recreation DirectorKen Price, Recreation DirectorCreating Community Through People, Parks and ProgramsCreating Community Through People, Parks and Programs
7575Pine Pine Avenue Avenue ParkParkSynthetic Synthetic TurfTurf
7676
7777Pine Avenue ParkPine Avenue Park
7878Senior Center ExpansionSenior Center Expansion1st Floor1st Floor••Additional Additional Classrooms & Classrooms & Meeting RoomsMeeting Rooms••Improved Improved Computer RoomComputer Room••New Fitness New Fitness CenterCenter22ndndFloorFloor••Recreation Recreation Administration Administration OfficesOffices
7979Senior Center ExpansionSenior Center ExpansionAdditional Classrooms and Meeting RoomsAdditional Classrooms and Meeting Rooms
8080Senior Center Expansion Senior Center Expansion (cont(cont’’d)d)Improved Computer Room
8181Senior Center Senior Center Expansion Expansion (cont(cont’’d)d)Fitness RoomFitness Room
8282Public WorksPublic WorksGlenn PruimGlenn PruimPublic Works DirectorPublic Works Director
8383Public Works New PositionsPublic Works New PositionsContract Inspector:Contract Inspector:Enhanced Service DeliveryEnhanced Service Delivery99Facilities and Streets Contract InspectionFacilities and Streets Contract InspectionIncreased use of contracting Increased use of contracting Contracts total $2.4 million annuallyContracts total $2.4 million annually––Ensure work meets contract requirementsEnsure work meets contract requirements––Facilities contracting: HVAC systems, Facilities contracting: HVAC systems, painting, flooring, electrical, security alarm painting, flooring, electrical, security alarm ––Streets contracting: curb, gutter, sidewalk Streets contracting: curb, gutter, sidewalk and asphalt repairs, thermoplastic painting, and asphalt repairs, thermoplastic painting, and handrail repairsand handrail repairs
8484Public Works New PositionsPublic Works New PositionsMaintenance AidesMaintenance AidesParks:Parks:––Downtown/Beach access work Downtown/Beach access work ––Roadside weed/vegetation abatementRoadside weed/vegetation abatementStreets:Streets:––Street Lighting ProgramStreet Lighting Program
8585Public Works New PositionsPublic Works New PositionsEnvironmental Specialist:Environmental Specialist:Ensure compliance with permitsEnsure compliance with permitsInspectionInspection––Compliance responseCompliance response––Education and OutreachEducation and Outreach––MonitoringMonitoring
8686GoalsGoals……Storm Water ProtectionStorm Water ProtectionHosp Grove Forest ManagementHosp Grove Forest ManagementDowntown Village EnhancementDowntown Village Enhancement
8787Storm Water ProtectionStorm Water ProtectionNew NPDES Permit to be New NPDES Permit to be adopted during FY 06adopted during FY 06--0707––GoalsGoalsComprehensive Storm Comprehensive Storm Water ReviewWater Review––$100,000 Goal Funding $100,000 Goal Funding RequestedRequestedStorm Water Facility Storm Water Facility Management ProgramManagement Program––$250,000 Goal Funding $250,000 Goal Funding RequestedRequested
8888Hosp Grove Forest ManagementHosp Grove Forest ManagementCommunity Forest Community Forest Management PlanManagement PlanRequest $55,000 Request $55,000 ––Tree planting programTree planting program––PartPart--time staff, water/irrigation & tree plantingtime staff, water/irrigation & tree plantingsuppliessupplies
8989Downtown Village Downtown Village EnhancementEnhancementCouncil Top 15Council Top 15Requesting $67,200Requesting $67,200––Purchase of Tree Purchase of Tree Grates and Trash Grates and Trash Containers/PlantersContainers/Planters––Contract pressure Contract pressure washing of sidewalkswashing of sidewalks
9090Facility Maintenance ProjectsFacility Maintenance ProjectsHVAC Upgrades/ConversionsHVAC Upgrades/ConversionsSeawallSeawall
9191HVAC Upgrades/ConversionsHVAC Upgrades/ConversionsHVAC unit replacementHVAC unit replacementCity Hall Chiller, HVAC City Hall Chiller, HVAC Rooftop units and BoilerRooftop units and BoilerEnergy efficiency savingsEnergy efficiency savingsSafety Center control Safety Center control systemssystemsComputer Room Air Computer Room Air ConditioningConditioning––FaradayFaraday––Dove LibraryDove Library------------------$160,000$160,000----------------------------------------------------------$165,000$165,000----------------------------------------------------------$45,000$45,000----------------------------------------------$45,000$45,000
9292Sea WallSea WallRequest $60,000Request $60,000Sea air and salt spray Sea air and salt spray have corroded concrete have corroded concrete and rebar and rebar Maintenance to prevent Maintenance to prevent continued deterioration continued deterioration of wallof wallSpend less now to avoid Spend less now to avoid higher costs in the future higher costs in the future (City of San Diego)(City of San Diego)
9393Other FundsOther Funds
9494Water Enterprise FundWater Enterprise FundOtherProperty TaxWater SalesInterestEstimated Revenue = $28.6 millionBudget = $29.1 millionDepreciationPersonnelPurchased WaterOther
9595Proposed 5%Proposed 5%Water Rate IncreaseWater Rate IncreaseConservation Rate Conservation Rate ••Current Rate $1.44 per unitCurrent Rate $1.44 per unit••Proposed Rate $1.51 per unitProposed Rate $1.51 per unitStandard Rate Standard Rate ••Current Rate $1.60 per unitCurrent Rate $1.60 per unit••Proposed Rate $1.68 per unitProposed Rate $1.68 per unit
9696Proposed 5%Proposed 5%Water Rate IncreaseWater Rate IncreaseRecycled Water Rate Recycled Water Rate ••Current Rate $1.52 per unitCurrent Rate $1.52 per unit••Proposed Rate $1.60 per unitProposed Rate $1.60 per unitAgricultural Water Rate Agricultural Water Rate ••Current Rate $1.29 per unitCurrent Rate $1.29 per unit••Proposed Rate $1.37 per unitProposed Rate $1.37 per unit
9797City of Carlsbad*$- $10 $20 $30 $40 $50 $60 $70 $80OtayCarlsbadOlivenhainVallecitosOceansideRamonaValley CenterRainbowSan DiegoPowayDel MarWater Rate ComparisonWater Rate ComparisonMonthly Rate & Unit FeeMonthly Rate & Unit Fee( Based on Monthly Average 20 units )( Based on Monthly Average 20 units )
9898Sanitation Enterprise FundSanitation Enterprise FundOtherInterestService ChargesEstimated Revenue = $7.9 millionOtherDepreciationPersonnelEncinaBudget = $8.7 million
9999ProposedProposedSewer Rate IncreaseSewer Rate IncreaseCommercial and Residential Commercial and Residential ••8.5 % increase for FY 068.5 % increase for FY 06--0707••Potential for future rate increasesPotential for future rate increasesResidential Rate Residential Rate ••Current Rate $13.50/monthCurrent Rate $13.50/month••Proposed Rate $14.65/monthProposed Rate $14.65/month
100100City of Carlsbad*$- $10 $20 $30 $40 $50PowayCarlsbadLeucadiaVallecitosOceansideEncinitasSolana BeachVistaOlivenhainBuenaDel MarSewer Rate ComparisonSewer Rate Comparison
101101Solid Waste Enterprise FundSolid Waste Enterprise FundOtherRecycling FeesInterestTrash SurchargeEstimated Revenue = $2.3 millionBudget = $2.4 millionRecyclingStorm Water
102102Special Revenue FundsSpecial Revenue FundsBlock grantOtherSection 8Maintenance DistrictsTotal Budget = $9.8 million
103103Risk MgmtHealth InsuranceVehicle MaintVehicle ReplWorkers CompInformation TechnologyInternal Service FundsInternal Service FundsTotal Budget $13.4 million
104104050100150200250300FY05 FY 06OperatingGoals20062006--07 Budget = 07 Budget = $207,000$207,000––No Goals in 2006No Goals in 2006--070720052005--06 Budget = 06 Budget = $279,000$279,000in thousandsSouth Carlsbad Coastal South Carlsbad Coastal Redevelopment Area FundRedevelopment Area Fund
105105200250300350400'03 '04 '05 '06e '07e '08e '09eSCCRASCCRAAssessed ValuationsAssessed ValuationsTax BaseMillions
106106Total Budget = $1.7 millionTotal Budget = $1.7 millionin ThousandsVillage Redevelopment Area Village Redevelopment Area FundFundOperating $1,484,000Operating $1,484,000Goals Goals $ 100,000$ 100,000CIP CIP $ 100,000$ 100,000020040060080010001200140016001800FY 07CIPGoalsAdminDebt Repayment
107107Fee UpdatesFee Updates
108108Ambulance FeesAmbulance FeesIncrease 20% in 2006Increase 20% in 2006--0707Base Rate Base Rate --ResidentResident¾¾Current Current --$515$515¾¾Proposed Proposed --$618$618Base Rate Base Rate ––NonNon--ResidentResident¾¾Current Current --$745$745¾¾Proposed Proposed --$894$894Currently at the mid point for Currently at the mid point for resident ratesresident rates
109109Resident Ambulance Rate Resident Ambulance Rate ComparisonComparison$- $200 $400 $600 $800 $1,000 $1,200 $1,400RamonaPowayChula VistaImperialCoronadoViejasOceansideSycuanCarlsbadNorth CountyBaronaNational CitySDMSESan MarcosEl CajonEscondidoVistaLa MesaLemon GroveSan Miguel
110110Development Related Service Development Related Service FeesFeesFee Study completed two years ago Fee Study completed two years ago indicated a 25% increase in costsindicated a 25% increase in costsFees were increased 15% in 2004Fees were increased 15% in 2004--0505An additional 10% increase in 2005An additional 10% increase in 2005--06 to 06 to reach 25% targetreach 25% targetIn 2006In 2006--07 a 3.5% proposed increase for 07 a 3.5% proposed increase for normal inflationnormal inflation
111111Other Fee IncreasesOther Fee IncreasesFacility fees Facility fees ––minor adjustmentsminor adjustments¾¾New $50 security deposit fee New $50 security deposit fee Building Permit fees Building Permit fees ––valuation factor valuation factor adjustment adjustment Development Impact fees Development Impact fees ––ENR adjustmentsENR adjustments
112112Budget CalendarBudget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGSMay 16 May 16 ––CIP WorkshopCIP WorkshopJune 6 June 6 ––Operating Budget WorkshopOperating Budget WorkshopJune 20 June 20 ––Operating Budget and CIPOperating Budget and CIP––Public Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGSJune 14 June 14 ––Citizens Budget WorkshopCitizens Budget Workshop
113113CitizenCitizen’’s Budget Forums Budget ForumWhenWhen::Wednesday,Wednesday,June 14June 14ththWhereWhere::Faraday CenterFaraday Center1635 Faraday Avenue1635 Faraday AvenueTimeTime::5:00pm5:00pmCall the Finance Department at(760) 602-2430 for additional information.
114114
115115
116116Program Program OptionsOptions