HomeMy WebLinkAbout2006-06-20; City Council; 18616; Adoption 2006-07 Operating Capital Improvement Budgets Revision Fees Charges for ServicesCITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER
DISTRICT AND HOUSING AND REDEVELOPMENT \\
COMMISSION - AGENDA BILL i
AB# 18,616
MTG. 06-20-2006
DEPT. FIN
ADOPTION OF THE 2006-07
OPERATING AND CAPITAL
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AND REVISIONOF FEES AND
CHARGES FOR SERVICES
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RECOMMENDED ACTION:
1. Hold a public hearing on the City of Carlsbad's, Carlsbad Municipal Water District's, and
Housing and Redevelopment Commission's 2006-07 Operating Budgets, and 2006-07 to
Buildout Capital Improvement Program.
2. Adopt Resolutions No. 2006-169 1274 ., and 421 adopting the final
Operating Budgets for 2006-07, and appropriating funds for the 2006-07 Capital Improvement
Program.
3. Adopt Resolution No. 2006-175 approving the Encina Wastewater Authority FY2005-06
and FY2006-07 Capital and Operating Budgets.
4. Adopt Resolution No. 2006-170 adopting the Gann spending limit for the City of Carlsbad
for 2006-07.
5. Adopt Resolution No. 2006-171 adopting changes to the Master Fee schedule.
ITEM EXPLANATION:
The proposed 2006-07 Budget totals $217.6 million, of which $170.4 million is the Operating Budget
and $47.2 million is the Capital Improvement Budget. Operating revenues total $177.5 million and
Capital revenues total $70.8 million, for a total of $248.3 million.
The Operating Budget provides the funding for all operations of the City including police and fire
services, library operations, utility services, affordable housing programs, recreation programming,
park and street maintenance, and many others. The Capital Improvement Program outlines the
financing plans for the City's major construction projects including civic facilities, roads, water and
sewer lines, as well as other infrastructure needs.
The following is a brief summary of the proposed budgets. More information can be found in the
overviews of the Operating Budget and the Capital Improvement Program in Exhibits 1 and 2.
Operating Budget
The proposed Operating Budget for 2006-07 totals $170.4 million, an increase of $12.0 million from
the 2005-06 adopted budget. Operating revenues are estimated at $177.5 million, which is an
$11.7 million increase over the current year projections.
FOR CITY CLERKS USE ONL K
COUNCIL ACTION: APPROVED
DENIED
CONTINUED
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CONTINUED TO DATE SPECIFIC
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Page 2
General Fund Revenues
General Fund revenues for 2006-07 are estimated at $111.8 million, 8.4% higher than the current
year's projections, with most of the increase coming from tax revenues.
Property taxes, the City's largest single revenue source, are expected to reach $43.8 million in the
next year. Property taxes for Fiscal Year 2006-07 are based on property values as of January 1,
2006.
Sales taxes are expected to grow by 9.2%, up to $29.0 million for FY 2006-07. The increase in
sales tax reflect a real growth increase of 4%, some one-time adjustments during FY 2005-06,
steady consumer spending as well as continued growth in several of the City's shopping centers.
Transient occupancy taxes are expected to reach approximately $11.8 million, an increase of 6%.
Overall, the City's revenue projections reflect steady consumer spending with moderation in housing
price increases as interest rates rise. New building permits are predicted to slow slightly as new
housing developments come on line and the absorption rates of new homes decline.
General Fund Expenditures
The increases in the General and other fund revenues enable the City to continue providing top-
quality services. The goal for the FY 2006-07 budget is, "Creating a sustainable community through
fiscal discipline by managing today's resources for the future". We believe the recommended
budget has been developed to achieve this goal.
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.
Some of the new services in the FY 2006-07 budget are highlighted 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 is
requested to handle the increased call volume and internal communications needs to
maintain appropriate citizen service levels.
Page3
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 performed on 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. In addition, of the 27 units selected for replacement, 3
vehicles were downsized.
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 FY 2006-07. This account is available to the City Council to
address unanticipated emergencies or unforeseen program needs.
Changes to the Operating Budget
The following changes have been made to the Operating budget schedules since the Council
Workshop on June 6, 2006:
• Additional election expenses related to the November election are included in the final
budget. The $100,000 will be paid to the County of San Diego in FY 2006-07 for the
November election.
• The Stormwater budget was reduced by approximately $85,000 to correct an input error in
personnel costs.
Approximately $129,700 of expenditure and $55,800 in revenue was added to the Lighting
and Landscaping District (LLD#2) Fund.
Page 4
Bui I ding Cost Index
10.0%
8.0%-
Capital Improvement Program
The 2006-07 to Buildout Capital Improvement Program (CIP) outlines approximately 123 future
projects at a total cost of $418.2 million. Appropriations scheduled for FY 2006-07 total $47.2
million and will be added to approximately $143.7 million for ongoing capital projects that remain
unspent at the end of Fiscal Year 2005-06, for a total appropriation of $190.9 million. Revenues for
the CIP are projected at $70.8 million.
We are continuing to see the cost of construction materials escalate. Over the past year building
costs have risen by 4.6%. This has continued to push up the cost of all of the City's construction
projects. With the exception of one funding source,
there are sufficient revenues projected to build the
projects listed in the CIP. The recent cost escalation
has increased the projected shortfall in the Public
Facilities Fees (PFF) Fund at build out of the City
from the $4.8 million projected last year to $5.0 million
this year. While this is not an immediate problem, it is
an indication that the City may not have the money to
build all of the projects listed under the PFF program.
1998 1999 2000 2001 2002 2003 2004 2005
Several adjustments are recommended in this year's
CIP to keep the deficit in PFF from increasing further.
The recommended adjustments, as reflected in the accompanying documents, include:
• Loaning the PFF Fund $4.9 million from the Gas Tax Fund. There is approximately $4.9
million of traffic signals and medians currently in the PFF Fund that are eligible to be funded by
Gas Tax revenues.
• Loaning the PFF Fund $3.6 million from the General Capital Construction Fund (GCC). There
is approximately $3.6 million currently in PFF Fund for the Tennis Courts at Poinsettia Park
that could be funded by the GCC. The tennis courts were approved by a vote of the people in
1989.
• Loaning the PFF Fund $2.5 million from the GCC. The pool at Alga Norte Park was approved
by a vote of the people through Prop. C in 2002.
• Loaning the PFF Fund $1.0 million from the GCC. There is approximately $1.0 million
currently in PFF Fund for land acquisition for Fire Station #3 that could be funded by the GCC.
These adjustments allow the PFF fund to remain balanced until sometime after 2016. During this
time an evaluation of the remaining projects in this fee program can occur and Council will have an
opportunity to revise the future construction plans of PFF funded projects and potentially obtain
additional funding.
The Alga Norte Aquatic Complex and the Public Works Center both received additional funding in
FY 2006-07. Funding is provided for a new Fire Station No. 3, the expansion of the Senior Center
and the remodel of the Library Learning Center to allow the Adult Learning and Centra de
Informacion to operate in a permanent location. Water and Sewer projects include the
Vista/Carlsbad Interceptor and North Agua Hedionda sewer interceptors. In addition, next year's
Capital Improvement Program includes $3.3 million in funding for pavement overlay projects and
$0.3 million for Concrete Repair Work.
There are several projects identified in the CIP for which there is no identifiable funding source. The
City will investigate obtaining possible outside funding such as federal and State grants, loans, or
other financing sources. These projects are:
• El Camino Real Widening from Cassia Road to Camino Vida Roble
• Palomar Airport Road Widening and Bridge Reconstruction
• Poinsettia Lane - Read "E"
Pages
• Cannon Road - Reach 4 - College to City Limits
• Cannon Lake Park (6.7 Acres)
• Hosp Grove/Buena Vista Lagoon Improvement
Traffic Congestion Funds
In 2002 Assembly Bill 2928 established the Traffic Congestion Relief Fund for allocations for cities
and counties for street or road maintenance or reconstruction. Over the last 4 years Carlsbad has
received over $740,000 in Traffic Congestion Relief Funding for its pavement overlay program, with
amounts varying greatly from year-to-year. Once funds were received, staff would then use that
money to help fund the pavement overlay in the following year by budgeting a separate line item for
the pavement overlay program. In order to simplify the budgeting and expenditure process, staff
would like to get Council approval to simply transfer any funds accumulated during the year in the
Traffic Congestion Relief fund to the Pavement Overlay Fund for future use. This change would still
satisfy the requirement to account for the funds separately, while enabling the budgeting and
expenditures for the Pavement Overlay program to occur with greater ease.
Encina Capital and Operations Budget
At its May 24, 2006 meeting the EWA Board of Directors (EWA) and Joint Advisory Committee
approved the Mid-Cycle Amendments to the Adopted FY2007 Operating and Capital Improvement
Biennial Budgets. The Revised Basic Agreement states that EWA's Operating and Capital budgets
are deemed effective when certain criteria are met. One of the criteria is that all member agencies
have separately considered and approved the budgets. In June 2005, the Carlsbad City Council
adopted Carlsbad's Operating and Capital budgets, which included the amounts for Carlsbad's share
of EWA's Operating and Capital budgets. However, a separate action was not taken to approve the
EWA budget amount. Staff is therefore requesting Council take separate action at this time to adopt
the FY06 and FY07 budget amounts.
Carlsbad's share of the Encina Operating Budget for fiscal year 2006 is $2,713,021, and the Capital
Budget is $8,053,014. For Fiscal Year 2007, the Operating budget is $3,749,365 ($3,082,657 for
Sewer Operations and $666,708 for the Carlsbad Water Recycling Facility), and the Capital budget
amount is $715,057.
Staff is also requesting that the City Manager be authorized to transfer appropriations between
budgets and/or projects at Encina as approved by the EWA Board staff (up to $25,000) or EWA Board
in amounts up to $1,000,000. Any transfers in excess of that amount will be brought back to the City
Council for authorization. In addition, any increases to the total budget for EWA will require the City
Council's approval. This authority is contained in the attached resolution.
Changes to the Capital Improvement Program
The following changes have been made to the Capital Improvement Program since the CIP Workshop
on May 16, 2006.
1. Start up costs of $2.6 million were added to the Golf Course budget. These costs were
approved by the City Council on May 2, 2006.
2. The Senior Center costs were increased by $0.7 million reflecting the most recent cost
estimates provided by a third party estimator.
3. The budget in Streets for the Palomar Airport Road and Melrose Boulevard right turn lane
was reduced by $65,000, correcting the amount to reflect only the City's portion of the total
construction costs.
Gann Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann Spending
Limit as required by Article XIIIB of the California Constitution. The Gann Limit creates a restriction
on the amount of revenue that can be appropriated in any fiscal year. The revenues, which are
subject to this limitation, are those considered "proceeds of taxes." The basis for calculating the
Gann Limit began in Fiscal Year 1978-79, and is increased based on population growth and
inflation. The City's spending limit for 2006-07 is $166.5 million, with appropriations of "proceeds of
Paged
taxes" of $97.5 million. The result of the calculation shows the City is below the Gann Limit by a
margin of $69 million.
Fees for City Services
One of the City Council's goals is to annually evaluate fees and charges for services. Staff has
reviewed all fee schedules and is recommending changes to the following fees:
• Ambulance fees
• Water fees
• Sewer rates
• Development related service fees
• New HMP permit and amendment fees - these fees are based on the hourly full costs of the
individuals who will be performing the work. A report documenting the calculations is
available in the offices of the Finance Department.
• Development Impact fees and other fees that are increased annually based upon an index
as stated in the resolutions or ordinances establishing the fees
• Various adjustments to facility fees
The revisions to these fees are shown in Exhibit 7.
ENVIRONMENTAL AND CONSISTENCY REVIEW:
In accordance with Government Code, all projects that receive appropriation of funds for fiscal year
2006-07 received a finding of General Plan Consistency by the Planning Commission at their
meeting on April 19, 2006. There are no foreseeable adverse environmental impacts and the
individual projects will receive additional CEQA review upon approval.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. 2006-07 Preliminary Operating Budget overview.
2. 2006-07 Preliminary Capital Improvement Program overview.
3. Resolution No. 2006-169 of the City Council of the City of Carlsbad, California, adopting
the Final Operating Budget and Capital Improvement Program for Fiscal Year 2006-07 for the
City of Carlsbad and establishing controls on changes in appropriations for the various funds.
4. Resolution No. 1274 of the Board of Directors of the Carlsbad Municipal Water
District, California, adopting the water district final Operating Budget and Capital Improvement
Program for Fiscal Year 2005-06 and Fiscal Year 2006-07.
5. Resolution No. 421 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving the Operating Budget of the Redevelopment Agency and
Housing Authority for Fiscal Year 2006-07.
6. Resolution No. 2006-170 of the City Council of the City of Carlsbad, California, establishing
the FY 2006-07 appropriation limit as required by Article XIIIB of the California State Constitution
and State law.
7. Resolution No. 2006-171 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
8. Resolution No. 2006-175 of the City Council of the City of Carlsbad, California, approving
the City of Carlsbad's share of the Fiscal Year 2005-06 and Fiscal Year 2006-07 Operating
Budget of the EWA.
The Preliminary Operating Budget and Capital Improvement Program for FY 2006-07 is on file with
the City Clerk and on the city's website at: www.carlsbadca.gov . The Technical Appendix will be
available for review in the Finance and Engineering Departments by September 2006. The Master
Fee Schedules are on file with the City Clerk as well.
DEPARTMENT CONTACT: David Barnum/Lisa Irvine; 760-602-2430; dbarn@ci.carlsbad.ca.us or
lisa.irvine@ci.carlsbad.ca.us
2006-07 PRELIMINARYOPERATING BUDGET OVERVIEW
Exhibit 1
The preliminary Operating budget for Fiscal Year 2006-07 totals $170.4 million, with revenues
for the year estimated at $177.5 million. General Fund revenues are estimated at $111.8 million
and budgeted expenditures are $105.0 million.
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
13.1
3.1
$ 165.8
ESTIMATED
2006-07
$ 111.8
9.8
38.9
14.0
3.0
$ 177.5
$
CHANGE
$ 8.7
(1.5)
3.7
.9
(0.1)
$ 11.7
0%
CHANGE
8.4%
(13.3%)
10.5%
6.9%
(3.2%)
7.1%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $177.5
million, a 7.1% 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 $1.5 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 are reflective 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. A summary of projected General Fund revenues is
shown below.
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
B-1
Exhibit 1
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. As mentioned earlier,
beginning in FY 2004-05 State budget provided local governments additional Property Taxes in
exchange for the Vehicle License Fees (VLF). Therefore, instead of receiving approximately $5
million in VLF in FY 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.
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 to changes in
the economy and
therefore will typically
grow faster in a good
economy, but also
drop off faster as the
economy cools.
millions
$50
Property and Sales Tax Growth
$45
$40
$35
$30
$25
$20
$15
$1
$5
$0
97 98 00 01 02 03
Fiscal Year
04 05 06e 076
-Sales tax - Property Tax
Property taxes on
existing properties
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 FY 2006-07, an increase of 9% over the FY
2005-06 projections. These projections assume a base increase of 4.0% over the 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 overpaid
taxes to 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 Tax by Category
Business
14%
Transportation
37%
Retail
33%
Construction
3%
B-2
Exhibit 1
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).
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 September
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.
Transient Occupancy Taxes
03 04
Fiscal Year
05 07e
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 $1 1 .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
B-3
Exhibit 1
electricity transported on SDG&E lines, but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes, due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity.
SDG&E Franchise Taxes
06e 07a
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 1 998, 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 number of 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 $1 ,000 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. The City earns about $2.6 million on its
General Fund investments every year. In addition, there is a need to loan the Median
Landscaping Fund approximately $178,000. This is discussed in more detail later in the report.
B-4
Exhibit 1
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
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 $1.5 million
decrease from FY 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%
Maintenance
D'stricts
22%
Sections
63%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 FY 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. This increase
includes a recommended 5% increase in water rates is recommended. The fixed rate for single
family residences is currently $9.25 per month, and the proposed increase of $0.50 will raise the
B-5 IV
Exhibit 1
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 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 M unicipal Water District
Buena Sanitation District*
City of Solaria Beach
City of Vista'
City of Encinitas*
City of Cceanside
Vallecitos Water Dist ricf
Leuc adia Was! ewaler District'
City of Carlsbad'
City of Poway
*Member of Encina
Wastewaler 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 each
year) 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 FY 2006-07, an increase
of 6.9%, over FY 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, the rate increases
match the increased demand for services. For Workers' Compensation, a key factor in
increasing costs is the number and value of claims. In the Vehicle Maintenance Fund, it is
mainly due to the cost of fuel and parts. 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
B-6
Exhibit 1
estimates from the Assessor, the devaluation of the power plant will bring the base value for the
SCCRA to below the original value when the redevelopment area was formed. This eliminates
all tax increment revenue for the redevelopment area. No tax increment is expected to be
generated until additional investments are made in the power plant or significant redevelopment
construction begins.
Tax increment in the City's other Redevelopment area (the Village) is expected to 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 FY 2006-07 totals $170.4 million, which
represents an increase of $12 million, or 7.6%, 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". 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:
B-7
Exhibit 1
• 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.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2006-07 Operating Budget of
$170.4 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 FY 2006-07 that investigate potential enhancements to the
services we provide.
B-8 \H
Exhibit 1
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. 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,
Webstreaming, 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.
B-9
Exhibit 1
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
$ 105.0
9.9
40.2
13.4
1.9
$ 170.4
$
CHANGE
$ 7.8
(0.2)
5.2
(0.5)
(0-3)
$ 12.0
%
CHANGE
8.0%
(2.1%)
14.7%
(3.3%)
(13.0%)
7.6%
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
$105.0 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
and transfers.
Personnel costs make up approximately 65% 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 5.9% in FY 2006-07. Due to labor contracts with our employee groups, much of
the cost was previously determined.
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
28,201
1,296
7,653
$
CHANGE
$ 3,802
1,496
500
2,003
%
CHANGE
5.9%
5.6%
62.8%
35.5%
TOTAL $ 97,196 $ 104,997 $ 7,801 7.9%
B-10
Exhibit 1
The next table shows the breakdown of personnel costs for the General Fund. Salaries include
full and part-time staff costs and account for $3.8 million of the increase in the General Fund.
Approximately $1 million of the additional personnel costs are for the new positions in FY 2006-
07. Benefits make up the remainder of the personnel costs.
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%
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 and advances are amounts anticipated to be transferred or loaned from the General
Fund to another fund at the City. The transfers/advances 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 recommendation to increase the transfer to the Infrastructure Replacement
Fund by $2.7 million from the 2005-06 transfer to better meet our future needs.
• A $5.0 million advance to the Golf Course to be repaid upon issuance of the bonds.
• A $178,000 loan to the Median Maintenance Fund.
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.
B-11
Exhibit 1
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
$ 4.3
6.9
38.0
6.8
16.6
21.0
9.1
2.3
$ 105.0
$
CHANGE
$ 0.2
0.5
2.5
0.3
0.8
2.0
1.5
$ 7.8
%
CHANGE
6.6%
6.0%
7.1%
4.0%
5.3%
10.6%
19.8%
0.0%
8.0%
The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 6.6% 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.
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
B-12
Exhibit 1
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 $9.9 million, are down 2.1% 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 14.7%. 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.
B-13
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.
B-14
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document that
outlines the expenditure plan for future capital projects and the corresponding revenues to pay for
those expenditures. The CIP is a financial planning document, not a commitment for spending.
All construction costs are estimates and are reviewed and further refined each year. Spending
authorization is given only at the time the City Council formally adopts the proposed budget, and,
at that time, funds are only appropriated for the following fiscal year. The information shown in
subsequent years is to provide the most comprehensive snapshot of all the known future facilities
the City of Carlsbad plans to construct.
The 2006-2007 Preliminary Capital Improvement Program outlines
approximately $47.2 million in new appropriations to provide additional
funding for the continuation of existing projects as well as funding for
new projects. Projected revenues during the fiscal year are estimated at
$70.8 million. Revenues are collected as building permits are issued,
and as the need for facilities arises, the money is used to fund the new
facilities. As the City continues to grow and develop, there is a
corresponding increase in the demand for development-related services
and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the
citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan
states that unless a standard level of facilities is available to meet new demands resulting from
the City's growth, development cannot proceed. This Plan is the foundation for making decisions
about the timing and prioritization of the capital projects under consideration. A discussion of the
City's Growth Management Plan is located at the end of this report.
The remainder of the report explains the process and the results of the City's plans for its capital
facilities. With the exception of one funding source, there are sufficient revenues projected to
build the projects listed in the CIP. A large increase in the cost of construction materials has
occurred over the past 3 years pushing up the cost of all of the City's projects. This cost
escalation has raised the projected shortfall in the Public Facilities Fees (PFF) Fund at build out of
the City from the $4.8 million projected last year to approximately $5.0 million this year. It is also
important to note that as the City approaches build out there are fewer available units that can be
charged PFF. While this is not an immediate problem, it is an indication that the City may not
have the money to build all of the projects listed under the PFF program or will need to pursue
other funding options.
Several adjustments are recommended in this year's CIP to keep the deficit in PFF Fund from
increasing any further. The recommended adjustments, as reflected in the accompanying
documents, include:
• Loaning the PFF Fund $4.9 million from the Gas Tax Fund. There is approximately $4.9
million of traffic signals and medians currently in the PFF Fund that are eligible to be
funded by Gas Tax revenue.
• Loaning the PFF Fund $3.6 million from the General Capital Construction Fund (GCC).
There is approximately $3.6 million currently in PFF Fund for the Tennis Courts at
Poinsettia Park that could be funded by the GCC. The tennis courts were approved by a
vote of the people in 1989.
• Loaning the PFF Fund $2.5 million from the GCC. The pool at Alga Norte Park was
approved by a vote of the people through Prop. C in 2002.
• Loaning the PFF Fund $1.0 million from the GCC. There is approximately $1.0 million
currently in PFF Fund for land acquisition for Fire Station #3 that could be funded by the
GCC.
1-1
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
These recommended adjustments allow the PFF Fund to remain balanced until sometime after
2016. It is important to remember that the projections attempt to estimate revenues for over 15
years into the future. The actual revenues may be more or less depending on many factors
including the rate of development, building valuations, interest rates and construction costs. If the
projections are accurate, it means that the City may have to either cut back on the proposed
projects or find alternative funding sources for the projects.
It is still anticipated that the City will meet all of its growth management standards. This reflects
the Council's continued commitment to construct the facilities as needed to serve the current and
anticipated development occurring throughout the City.
PROJECT EVALUATION
What is the definition of a CIP project? Projects that are shown in the CIP are generally defined
as any construction (or reconstruction/replacement) of major infrastructure such as streets,
libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and
other facilities that are located on or in the ground. In most cases, the total construction cost of
each of these assets is recorded and tracked as part of the City's inventory of capital
infrastructure assets and other City-owned property.
The CIP and the Operating Budget are integral parts of the total City financing plan. This year the
CIP review process was analyzed and process improvements were implemented. Staff began by
evaluating the construction schedules for City facilities in conjunction with the workload of the staff
needed to complete the projects. Whenever reasonable, projects were pushed out into the
appropriate year or eliminated if no longer needed. In the 2006-07 CIP there are approximately
123 planned projects. All projects were analyzed using the criteria shown in the table. An
evaluation of the availability of capital construction funds as well as operating funds was then
factored into the evaluation process. Finally, this
year additional work was done in analyzing some
of the larger projects. These projects were
reviewed in detail and compared to similar
projects in the public sector to determine the most
accurate cost estimates. In several cases costs
were increased to reflect comparable actual cost
results of similar facilities as well as the higher
construction costs.
4.Does the project complete or provide part of
the basic infrastructure (example: a linking
road segment)?
Due to the recent volatility in construction costs,
all capital projects costs were updated to reflect
the latest increases in materials costs. This was
done through either a detailed review of the cost
components, or, in cases where the project is
only in its conceptual stages, by increasing the
total cost by the Engineering News Record (ENR)
index. As seen in the next chart, building cost increases have raised over the past several years
with a 3.2% increase in 2003, a 9.7% increase in 2004 and a 4.6% increase in 2005. The ENR is
forecasting that annual inflation for building costs could dip back to the 3%-4% range in 2006.
Project Ranking Criteria
1.Is the project required to ensure the health
and safety of the citizens, as the result of a
legal mandate, or to maintain compliance with
the City's Growth Management Plan? Are
operating funds available to operate the
facility?
2.Is the project needed soon for growth
management compliance?
3. Is the project needed now for other City
standards (example: ball field standards)?
5. Are there other reasons to construct the
project (example: timing or funding
opportunity, public demand)?
I-2
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Building Cost Index
1998 1999 2000 2001 2002 2003 2004 2005
CAPITAL PROJECTS
The following two sections provide
information about the major capital
projects. The first section focuses on
projects planned in the next five
years, and the second section
contains an overview of the entire
expenditure plan through the buildout
of the City. All construction costs are
estimates and only 2006-07 is
appropriated. The information
shown in the future years reflects the
most comprehensive snapshot of the
known future facilities and their
associated cost at this point in time.
THE NEXT FIVE YEARS...
PARK PROJECTS
The City has planned a number of park projects over the next 5 years which will enhance the
recreational opportunities for Carlsbad's residents and allow the City to meet the standards for
park acreage as set forth in the growth management plan. Some of the more significant projects
are listed below.
• Alga Norte Park and Aquatic Center - This park site consists of 30 acres in the Southeast
Quadrant with planned amenities that include ball fields, soccer fields,
picnic areas, tot lots, a skate park, a dog park, restrooms, parking
facilities, and an aquatic center. The aquatic center will include a 50-
meter competition pool, a 12-lane instructional pool and a therapy pool
as well as a water play area with slides. A swimming pool complex
was one of the projects approved by the voters through Proposition C
in 2002. Construction is scheduled to begin in Fiscal Year 07-08. The
park is expected to cost approximately $16 million and the aquatic
center is estimated at $23.3 million.
• Senior Center Expansion - The 1st floor area of the existing Senior Center will be remodeled
to include additional amenities for the senior community. These may include items such as an
exercise room, art room, TV room, multi-purpose room, game room, health screening room and a
computer room. The 2nd floor will be remodeled to house City offices.
• Pine Park Community Center - The plan is to construct a 20,000 square foot community
facility and gymnasium. The facility will include basketball, volleyball, gymnastics, multi-purpose
rooms, meeting rooms, a teen center and office space. Design of this $9.1 million facility is
expected to begin in the 2009-10 fiscal year.
• Poinsettia Tennis Courts - Plans are currently underway to
build seven tennis courts with lighting at the Poinsettia Park.
• Poinsettia Park Community Center - Phase II of this 42-acre
park includes amenities such as a community facility, gymnasium,
enclosed soccer field, tot lot, picnic areas, tennis complex,
clubhouse, stadium court and additional parking. The cost is
expected to be approximately $13 million and design will begin in
Fiscal Year 2010-11.
I-3
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
CIVIC FACILITIES
Civic facilities include a variety of facilities from which the City can offer its services to the public.
Many of these are still in the preliminary design stage and will be further defined over the next
several years.
• Civic Center - The Civic Center will consolidate City administrative operations and facilities
into a more centralized location. It also may include a variety of other services and recreational
opportunities for citizens and visitors. Council, citizens and members of the business community
have been participating in a visioning process to determine the anticipated needs for the citizens
and for the City. Once the process is complete, a site will be chosen and design and construction
can begin.
• Public Works Center - The project is for the construction of the Public Works Center and
associated improvements. It includes offices, shops, a yard, warehouse and parking to
accommodate the Public Works department. Initial estimates put the cost at approximately $26.4
million without any land acquisition costs.
• Safety Training Center - It is necessary to relocate the Police Department's shooting range
which was located on the new golf course property. In addition, there is a need for specialized
training facilities for other public safety purposes. This project was authorized under Proposition
C, which was approved in 2002. Preliminary design work is currently underway. In addition to a
shooting range, the facility may include a fire training tower, residential training prop, outdoor
seating pavilion, fire administration building with classroom and storage facilities.
• Library Learning Center - This project is to provide a permanent location for the Adult
Learning and the Centra de Information programs. The existing building adjacent to Holiday Park
will be remodeled and a second story will be added.
• Fire Station No. 6 Relocation - Fire Station No. 6 is currently
located in a temporary facility in the southeast quadrant of
Carlsbad. Relocation of this station to a 6,200 square foot
permanent facility along the east side of Rancho Santa Fe Road
is scheduled to occur concurrent with the road alignment
project. Total cost is projected at $5.4 million. This fire station is
required to help ensure a five-minute response time within the
southeast part of the City as development in that area occurs.
• Fire Station No. 3 - Fire Station No. 3 is currently located at the corner of Chestnut and
Catalina. As the City grows eastward, relocation of this station is needed to help ensure the five-
minute response time. The new station is budgeted as a 6,200 square foot facility and the current
proposed site is next to Calavera Hills Community Park. The suitability of this location is currently
under review. Total cost is projected at $6.6 million and includes $1 million for land acquisition.
STREET PROJECTS
Traffic congestion continues to be one of the top concerns among citizens. To help improve the
flow of traffic throughout Carlsbad and to keep the City's streets in top condition, there are a
number of street projects expected to be completed in the next five years. Some of the larger
streets include:
• Faraday Avenue and Melrose Drive Extensions east of El Camino Real - This project
encompasses the extension of Melrose Drive from Palomar Airport Road to the Carlsbad/Vista
city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. The
project would include the reconstruction of a portion of existing Melrose Drive in the City of Vista
and the construction of a bridge over the Agua Hedionda Creek along Faraday Avenue. This
I-4
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
project is being built by the developers in the area and reimbursed from the proceeds of a bond
issue. The formation of a Community Facilities District has been completed and will be the
mechanism for the issuance and repayment of the debt.
• Pavement Management - A street can last a lifetime if it is properly maintained. Applying seals
and overlays when roadways are beginning to show signs of distress can minimize the more
expensive repair/reactive maintenance activities. The proactive approach consists of the
scheduled application of a seal or overlay once every seven years. By using the proactive
approach the City can efficiently maintain over 330 miles of public roadways at an annual cost of
approximately $3.3 million dollars.
• Concrete Repair - This is a new companion program to the pavement management program.
It will insure that curbs, gutters and sidewalks are also properly maintained. By allocating the
funding both pavement and concrete replacements can be accomplished at the same time. This
will help maximize efficiencies and reduce inconvenience to the citizens.
WATER/ SEWER PROJECTS
The City's water and sewer projects are a vital component to the continued health and welfare of
it's citizens. Most new lines are built and paid for by developers. As the City ji
ages, the number of these projects will grow as it becomes necessary to
repair and replace the lines that are being built today.
• Vista/Carlsbad Interceptor - Reaches 3, 11, 13 to 15, and the Agua
Hedionda lift station are scheduled in the next five years. This project is
required to handle buildout flows and replace deteriorated pipeline. It is
partially funded by the City of Vista and the total estimated costs are
currently $28.9 million.
• Water Lines
years:
Several major water lines are scheduled for construction within the next five
Cannon Road east of El Camino Real
Carlsbad Boulevard - south of Avenida Encinas
College Boulevard - various sections
Faraday Avenue extension
Melrose Drive from Palomar Airport Road to Faraday
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for 2006-2007 to buildout outlines approximately 123 future projects at a cost of
approximately $418.2 million.
CIP Projects - All Future Projects
Type of Project
Streets/Circulation
Civic Projects
Parks
Sewer
Water
Drainage
Other (loans)
Total Future
Quantity
51
8
10
19
26
9
N/A
123
Total Cost
$102,135,754
94,811,698
75,592,259
54,287,436
36,016,971
16,153,800
39,249,931
$418,247,849
I-5
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
One of the largest expenditure categories is for park and recreational facility construction and
acquisition projects, which total approximately $75.6 million. Park projects planned within all
quadrants of the City are listed below in addition to the fiscal year design and/or construction is
expected to begin. More detail follows on specific projects not discussed earlier in this report.
PARK PROJECTS BY QUADRANT
Northwest Quadrant
Pine Avenue Park Community Building: 2009-10
Southwest Quadrant
Poinsettia Park Community Building: 2010-11
Aviara Community Building: 2016-21
Northeast Quadrant
Park Site Development: 2016-21
Southeast Quadrant
Alga Norte Park: 2006-07
Alga Norte Aquatic Center: 2006-07
Leo Carrillo Park Phase III: 2016-21
Citywide Park and Recreational Projects
Municipal Golf Course: 2006-07
Veteran's Memorial Park: 2011-2016
Business Park Recreational Facility: 2016-2021
• Aviara Community Facility - Located in the southwest quadrant of the
city, this project includes the construction of an 18,000 square foot community facility that would
include meeting and activity rooms, as well as park offices.
• Leo Carrillo Park Phase III - This park was once part of the original
2,538 acre working rancho, home to actor Leo Carrillo, his wife Edith, and
their daughter Antoinette. It is located in the southwest quadrant,
approximately one mile south of Palomar Airport Road. Initial restoration
was completed and the park opened to the public in 2003. Future work
includes renovation of the barn into a small theatre, restoration of the
cantina, equipment shed, blacksmith shop, carriage house, and water tank.
A botanical garden, picnic areas, and trails will also be added to enhance
the visitor's experience at the ranch.
• Veterans Memorial Park - This project is located south and east of Agua Hedionda Lagoon
adjacent to the future City Golf Course. The Master Plan includes the following improvements:
community leisure needs, open space interpretive area, parking and maintenance facility. Other
suggested uses for this park include an amphitheater complex, sports complex, conference center
and numerous other active/passive recreation amenities.
Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities are
currently estimated at $94.8 million of the total planned capital expenditures to buildout.
Approximately 24.4% of future expenditures are planned for street and traffic signal construction
projects. Included in this category is construction of major roadways that will add east to west and
north to south connections as well as provide additional routes to the neighboring cities of
Oceanside, Vista, and San Marcos. Sections of these roads are already under construction by
developers. Additional roadway projects include replacement of the Carlsbad Boulevard Encinas
Creek Bridge, several road-widening projects, $3.8 million for concrete repair work and over $53
million for future pavement overlay. Additional traffic signals are expected to cost approximately
$5.3 million.
I-6
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Sewer and drainage projects are expected to cost over $70 million, which includes over $20
million in sewer replacement projects. Funding is also provided for the repayment of bonds for
the expansion of the Encina Wastewater Facility, and the Encina Water Pollution Control Facility
projects.
Future water projects include construction of new waterlines, both potable and recycled,
concurrent with new development. Some of the major areas in which these installations or
upgrades are planned include segments of College Boulevard and El Fuerte, and along El
Camino Real. Replacement of existing potable and recycled waterlines is also included in this
category, and additional reservoirs are planned to increase storage for ultimate demands.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2006-2007 to Buildout) following this narrative.
UNFUNDED PROJECTS
The City has identified the following projects, which at this time have no identifiable funding
sources. The City will investigate obtaining possible outside funding such as federal and state
grants, loans, or other financing sources.
• El Camino Real Widening from Cassia Road to Camino Vida Roble
• Palomar Airport Road Widening and Bridge Reconstruction
• Poinsettia Lane - Reach "E"
• Cannon Road - Reach 4 - College to City Limits
• Cannon Lake Park (6.7 Acres)
• Hosp Grove/Buena Vista Lagoon Improvements
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital
projects. In order to estimate future revenues from development,
several assumptions about the rate and type of future development
need to be made. These assumptions can change from year-to-
year and correlate with the economic climate.
Every year, City staff evaluates all existing and future private development projects and compares
this information to the buildout capacity of the City using adopted general plans. Information about
existing development activity combined with estimates of how remaining net developable land
might develop are then summarized to prepare future projections about when and where
residential and non-residential development will occur. Finance Department staff prepare cash
flow schedules using current fund balances combined with future estimated fees paid by those
developments, then compares the available funds to the expenditure plan to ensure that funding
will be sufficient for construction of the capital projects as planned in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant operating cost impacts and
availability of staff resources are also used to evaluate the timing of projects. Where funding
discrepancies occur, alternative financing methods and project timing are again evaluated and
recommendations are made to resolve the discrepancies.
Residential development is expected to taper off in the future. The number of annual building
permits issued is projected to decline compared to the previous five-year period. The
development schedules of the remaining vacant parcels is driving the timing of the future units,
rather than economic or market conditions. There are less then 5,300 units remaining before the
City is predominantly built out.
1-7
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Residential development for 2006-2007 is projected at 479 units with an average about 517 units
per year over the next five years. This is compared to an average of over 1,063 units per year for
the previous five-year period. The decline is due to the dwindling supply of developable land,
rather than a lack of demand.
Residential Units Trend 2000 to 2010
Permits Issued
20001"
1500
1000
500
Actual Estimated
Minim
2000 2002 2004 2006 2008 2010
In contrast to the residential trends, the amount of non-residential development is projected to
increase over the next five years. The average annual square feet of non-residential development
for the past 5 years was about 793,000. For Fiscal Year 2006-07, the estimate is for 839,137
square feet, and the average annual development for the next 5-year period is approximately
817,000 square feet per year. Projects include several neighborhood commercial/retail
developments located in or near the areas where most of the residential development has
occurred or where new development is planned over the next several years. In the southeast
quadrant, commercial projects include retail and restaurants, a theater, and a daycare and church.
Sunny Creek Plaza is a planned commercial development located east of El Camino Real at
College Boulevard next to the Sunny Creek residential neighborhood, and the Bressi Ranch area
will include 130,000 square feet of commercial development. Other commercial developments
are planned at Calavera Hills and at Poinsettia Shores; at the La Costa Resort plans include
construction of 302,000 square feet of commercial living units. Industrial development consists of
various new office and industrial projects, as well as expansion of existing projects at Kelly
Corporate Center, Gemological Institute of America, and Legoland. Development estimates
provide the data and basis for estimating future fee revenues, which are calculated by multiplying
each applicable development fee by the estimated number of dwelling units and/or square feet of
construction expected during each year. The following table shows the number of residential
units and non-residential square feet of development used in calculating estimated revenues for
2006-2007 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
Year
2005-2006 current
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
Years 6-10
Years 1 1 -buildout
Total Future
Residential
Units
676
479
909
663
397
136
1,914
785
5,283
Non-Residential
Square Feet
1,667,667
839,137
1 ,077,082
939,495
627,209
604,524
4,399,124
3,302,319
1 1 ,788,890
1-8
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
REVENUES
Revenues for Capital Projects from now until buildout are estimated to be approximately $529
million and are segregated into five major categories: (1) fees generated by development in
Carlsbad, (2) special district fees and taxes (Community Facilities Districts and Bridge and
Thoroughfare Benefit Districts), (3) Water and Sewer replacement reserves, (4) Infrastructure
Replacement Funds (other than sewer and water), and (5) other sources including grants, bond
issues, and contributions from other agencies.
Funding Sources 2006-2007 to Buildout
Total Revenue = $529 million
In Millions
Approximately 28% of all capital revenue is received as a result of development, and is dependent
upon assumptions made about the City's annual growth in dwelling units and commer-
cial/industrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic
Impact Fees (TIF), Park-ln-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as
Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD)
comprise 11 % of the total. Water and Sewer replacement revenues generated by user fees equal
approximately 22% of total revenues, and are used to pay for replacement of existing water and
sewer facilities. Infrastructure replacement revenues, equal to 19%, are transfers from the City's
General Fund which are being set aside to pay for replacement of major capital facilities other
than sewer and water facilities. The remaining 20% consists of revenues from other agencies and
include federal and state grants, the county sales tax program (TransNet), redevelopment agency
revenue, golf course funding, and contributions from cities and other agencies.
CALCULATION OF FUTURE FEES
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit valuation
used for computing Public Facilities Fees is $166,900 per multi-family dwelling unit, and $285,600
per single-family dwelling unit. A building permit valuation of $38 per square foot of construction
is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling unit
is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the 2006-07 TIF of $107. The trips-per-day value for commercial and
industrial buildings are averaged at 30 trips per 1,000 square feet of development, although the
I-9
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
actual volume of trips generated by commercial/industrial building can vary widely depending on
the ultimate land use. The value assigned to each commercial/industrial trip is $43.
CFD No. 1 is a citywide district established to finance various civic facilities required under the
City's Growth Management Plan. CFD No. 3 was established in FY 2005-06 for improvements
within the Faraday/Melrose area.
Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the City, and the fees are based on
the acquisition cost of parkland. Projects in the CIP funded with Park-
in-Lieu Fees include future park site acquisition, development and
restoration.
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway
between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was
formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
SUMMARY
The proposed 2006-2007 to Buildout CIP is being driven by the City's commitment to ensure that
facilities are available to service the developing areas as well as the current residents. Carlsbad's
philosophy has been to build quality capital facilities, which meet, and at times exceed, Growth
Management standards. Phasing projects over a period of years to match funding availability for
construction and operations is often used to meet the needs of growth management. The 2006-
2007 to Buildout Capital Improvement Program reflects the commitment of Carlsbad's Council
and staff to continue providing its residents with a better quality of life.
1-10
2006-2007 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Exhibit 2
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the City by linking residential,
commercial, and industrial development directly to standards for availability of public services and
facilities.
The Growth Management Plan has established precise standards for eleven public facilities.
Standards must be met at all times as growth occurs. Facilities for which standards have been
established are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless all of the eleven public facility standards
have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed Carlsbad's
Capital Improvement Program to anticipate the funding needed for capital improvements through
buildout of the City. The timing of construction of facilities is governed by the rate of development
and the eleven performance standards. New public facilities often require additional staffing and
other resources, which affects the Operating Budget. Facilities such as community centers,
parks, and fire stations have been constructed and opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2006-2007 CIP, compliance with the Growth Management
Plan is continued.
1-11
Exhibit 3
1 RESOLUTION NO. 2006-169
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
3 OPERATING BUDGET AND CAPITAL IMPROVEMENT
4 PROGRAM FOR THE FISCAL YEAR 2006-07 FOR THE
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
5 ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
FUNDS.
6
7 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
8 proposed final Operating Budget and Capital Improvement Program for fiscal year
9 2006-07 and has held such public hearings as are necessary prior to adoption of the
10
final budgets.
11
12 WHEREAS, the Planning Commission made a finding of General Plan
13 Consistency for all projects receiving an allocation of funds for fiscal year 2006-07 on
14 April 19, 2006 pursuant to Planning Commission Resolution No. 6064.
15
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
16
Carlsbad, California, as follows:
18 1. That the above recitations are true and correct.
19 2. That certain documents now on file in the office of the City Clerk of the
20 City of Carlsbad entitled, "City of Carlsbad, 2006-07 Preliminary Operating Budget and
21 2006-07 to Buildout Capital Improvement Program - Preliminary" as amended in
22
accordance with Exhibits 3-A through 3-C attached hereto and incorporated by
23
reference herein, is hereby adopted as the Operating and Capital Improvement Budgets
24
for the City of Carlsbad for the fiscal year.25 y
26
27 3. That the amounts reflected as estimated revenues for fiscal year 2006-07
28
Exhibit 3
1 as shown in Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for
2 2006-07.
3 4. That the amounts designated as the 2006-07 Budget request in Exhibits 3-
4 A and 3-B are hereby appropriated to the department or fund for which they are
5 designated, and such appropriation shall not be increased except as provided herein.
6 5. That total appropriations for each fund may only be increased or
7 decreased by the City Council by passage of a resolution amending the budget except
8 as provided herein.
9 6. That the following controls are hereby placed on the use and transfers of
10 budget funds:
11 A. No expenditure of funds shall be authorized unless sufficient funds
12 have been appropriated by the City Council or City Manager as described below.
13 i. The City Manager may authorize all transfers of funds from
14 account to account within any department.
15 ii. The City Manager may authorize transfers of funds between
16 departments within the same fund in an amount up to $100,000 per transfer.
17 iii. The City Manager may delegate any of the authority given to him
18 under this resolution.
19 iv. The City Manager may authorize budget adjustments involving
20 offsetting revenues and expenditures; the City Manager may authorize increases
21 in an appropriation for a specific purpose where the appropriation is offset by
22 unbudgeted revenue, which is designated for said specific purpose.
23 v. The City Manager may authorize the transfer of appropriations
24 between accounts and/or capital projects up to $1,000,000 for the costs
25 associated with the Encina Wastewater Facility (Encina) as authorized by the
26 Encina Wastewater Authority's staff and/or Board. Any increase to the total
27
28
Exhibit 3
1 appropriations for Encina's operating budget and capital program must be
2 approved by the City Council.
3 vi. The City Manager may authorize budget adjustments to increase
4 the appropriations for Workers Compensation and Liability funds operating
5 budget in an amount equal to the increases in costs of claims expenses.
6 vii. The City Council must authorize all transfers of funds from the
7 Council's Contingency Account.
8 B. The City Manager may authorize emergency out of state travel for
9 public safety or emergency services purposes.
10 C. The City Council must authorize any increase in the number of
11 authorized permanent personnel positions above the level identified in
12 Exhibit 3-C.
13 D. The City Manager may authorize the hiring of temporary or part time
14 staff as necessary, within the limits imposed by the controls listed above.
15 7. That the legal level of budgetary control is the fund level. Budgets may
16 not legally be exceeded at the fund level without appropriate authorization by the City
17 Council.
18 8. That interest earned on grants may be appropriated during the year for the
19 purpose for which the grant was received.
20 9. That the Finance Director is authorized to transfer funds remaining in the
21 Traffic Congestion Relief Fund on June 30, 2007, to the Pavement Overlay Fund to be
22 used towards the Pavement Overlay program.
23 10. That all appropriations in the Operating Budget and in Capital
24 Improvement Program remaining unexpended at June 30, 2006, are hereby
25 appropriated to the 2006-07 fiscal year.
11. That all appropriations for outstanding encumbrances as of June 30,26
27 2006, are hereby continued into 2006-07 for such contracts or obligations.
28
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council
of the City of Carlsbad on the 20th day of June 2006, by the following vote:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
. WOOD, City Clerk
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 3-A
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
TRANSFER TO VEHICLE REPLACEMENT
TRANSFER TO GOLF COURSE
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
TOTAL
| ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
(INTERNAL SERVICE |
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
SELF-INSURED BENEFITS
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
UNRESERVED
BALANCE
JULY 1,2005
88,497,262
88,497.262
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
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
391.094
4,295,840
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
35,000
8,000
11,283,000
22,660,397
2,432,324
7,241,000
2,196,775
668,996
35,199,492
2,682,000
1,351,000
847,000
2,830,000
1,485,512
3,880,000
13,075,512
2.350,366
685,000
26,000
13,000
3,074,366
ESTIMATED FUND
EXPENDITURES TRANSFERS
98,454,709 101,444
(295,000)
(333,432)
(30,300,000)
98,454,709
146,027
132,513
35,000
5,838,403
2,417,438 472,573
12,000
137,898
776,185
641,171 295,000
1,246,135
108,000
63,571
26,092
47,696
14,370
7,265
607,427 (472,573)
27,980
14,500
12,299,671
23,157,236
3,121,026
7,915,975
1,902,305
50,000
36,146,542
2,399,203 300,000
1,377,794
706,394 (300,000)
2,460,254
2,000,000 333,432
5,238,659
14,182,304
2.612,604
78,000
509,403 (101,444)
45,000
3,245,007
PROJECTED
BALANCE
JUNE 30, 2006
93,257,997
(295,000)
(333,432)
(30,300,000)
62,329,565
554.851
4,487
11,845
242.398
8,839,792
267,668
52,983
424,326
158,607
658,199
892,778
117,511
118
80,052
96,787
198,771
0
1,003,685
204,447
13,809,305
14,293,914
3,662,914
6,050,428
7,196,876
1,321,123
.•> 32,525,255
4,088,371
1,337,182
743,692
265,428
8,271,202
2,372,359
17,078,234
1,146,121
2,284,600
233,940
359,094
4,023,755
TOTAL OPERATING FUNDS $158,647,977 S165,746,370 3164,328,233 ($30,300,000)$0 $129,766,1 14 I
B-15
CITY OF CARLSBAD Exhibit 3-A
FUND
GENERAL FUND
TRANSFER TO MEDIAN MAINTENANCE
ADVANCE 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
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
SELF-INSURED BENEFITS
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
UKCHAIINVJ I-UNUS
PROJECTED FUND BALANCES
PROJECTED
BALANCE ESTIMATED
JULY 1,2006 REVENUES
J 62.329,565
62,329,565
]
554,851
4,487
11,845
242,398
8,839,792
267,668
52,983
424,326
158,607
658,199
892,778
117,511
118
80,052
96,787
198,771
0
1,003,685
204,447
13,809,305
I
14,293,914
3,662,914
6,050,428
7,196,876
1,321,123
32,525,255
4,088,371
1,337,182
743,692
265,428
8,271,202
2,372,359
17,078,234
1,146,121
2,284,600
233,940
359,094
4,023,755
$129,766,114
111,813,320
111,813,320
73,000
142,000
0
6,113,487
397,700
10,000
0
481,456
388,098
926,890
136,000
292,900
0
80,875
0
0
660,353
40,000
7,000
9,749,759
24,275,260
4,354,104
7,941,096
2,305,070
19,000
38,894,530
2,898,000
1,440,000
840,000
2,532,459
1,750,853
4,573,000
14,034,312
2,261,690
694,000
27,000
0
2,982,690
$177,474,611
!
ADOPTED
BUDGET
106,362,081
106,362,081
108,510
141,532
0
6,144,692
433,785
14,000
0
561,909
534,302
1,080,408
96,500
129,683
0
69,461
0
0
590,353
30,000
18,000
9,953,135
25,368,385
3,598,553
8,679,673
2,423,931
80,000
40,150,542
2,322,112
1,473,618
771,000
2,572,977
940,000
5,347,474
13,427,181
1,525,511
93,775
206,831
42,535
1,868,652
$171,761,591
lliofct, 1
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2007
67,780,804
0
(5,000,000) (5,000,000)
62,780,804
519,341
4,955
11,845
211,193
8,803,707
263,668
52,983
343,873
12,403
504,681
932,278
280,728
118
91,466
96,787
198,771
70,000
(1,000,000) 13,685
193,447
12,605,929
(600,000) 12,600,789
4,418,465
5,311,851
7,078,015
1,260,123
30,669,243
*
(3,400,000) 1,264,259
600,000 (800,000) 1,103,564
812,692
224,910
(5,000,000) 4,082,055
(1,190,000) 407,885
7,895,365
1,882,300
2,884,825
54,109
316,559
5,137,793
($5,000,000) ($11,390,000) $119,089,134 1
B-16
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
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
INCOME FROM INVESTMENTS
AND PROPERTY-
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2004-05
H
$28,381,557
26,330,537
10,072,278
5,682,953
2,889,989
1,646,332
75,003,646
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
$36,163,000
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
1,650,000
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
$43,776,000
29,008,000
11,769,000
5,477,000
3,200,000
1,268,000
94,498,000
518,000
1,152,500
1,870,500
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%
9.2%
6.0%
1.8%
0.0%
3.0%
13.0%
3.0%
-24.6%
-17.8%
-43.6%
-26.7%
-36.9%
-83.3%
-7.1%
44.1%
4.0%
-3.9%
-53.0%
DIFFERENCE
2005-06 TO
2006-07
7,613,000
2,436,000
684,000
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)
-8.8% (623,830)
5.7%
+ 11.2%
-19.3%
-1.6%
8.4%
52,700
331,700
(520,000)
(15,750)
8,699,320
B-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVISED
I 7|lG/Cfc j
Exhibit 3-A
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
1
195,312
13,163
208,475
136,548
5,568
142,116
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
7,646
7,646
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%
27.8%
-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%
-14.3%
-96.3%
-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)
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
REVENUE SOURCE
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
OTHER
INTEREST
TOTAL
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
BUENA VISTA CREEK CHNL MAINT
BUENA VISTA FEES
INTEREST
TOTAL
LLDK2
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
17,146
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
464,456
0
17,000
0
481,456
388,098
0
0
388,098
718,024
184,866
0
24,000
926,890
100,000
36,000
136,000
290,600
2,300
0
292,900
0
0
80,000
875
80,875
0
0
0
AS%
OF FY 05-06
PROJECTED
-0.3%
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%
20.0%
4.6%
128.8%
15.0%
-100.0%
117.0%
0.0%
0.0%
12.7%
-12.5%
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
163,600
300
(6,000)
157,900
0
0
9,000
(125)
8,875
(12,000)
0
(15,000)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
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
7,002
5,330
465
12,797
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
11,000
7,000
0
18,000
1,000,000
40,000
40,000
1,080,000
0
35,000
0
35,000
8,000
6,000
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
9,749,759
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%
-13.6%
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
(1,533,241)
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3-A
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
1
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
>04,472
244,982
43,247
635,744
49,846
1,424,593
1,717
2,604,601
18,996
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
6,750,000
20,000
155,000
69,000
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
16,205,888
4,162,810
2,310,000
130,950
112,200
234,600
500,061
185,400
189,150
91,200
153,001
24,275,260
2,157,955
107,268
1,188,088
143,231
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%
46.2%
7.3%
82.4%
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
700,096
5,166
11,200
1,760
0
(25,416)
152,944
(37,359)
108,295
4
(650,000)
(649,996)
3,695,038
B-21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVIS
I ^//ofo
Exhibit 3-A
REVENUE SOURCE
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
SELF-INSURED BENEFITS
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 PROJECTED
REVENUE REVENUE
2004-05 2005-06
90,293 130,000
1,999,629 2,200,000
32,106 352,000
2,122,028 2,682,000
40,091 29,000
1,200,800 1,295,000
16,093 27,000
1,256,984 1,351,000
2,960 0
813,022 847,000
815,982 847,000
1,688,802 2,830,000
17,581 0
1,706,383 2,830,000
1,574,366 832,080
229,742 320,000
69,368 333,432
1,873,476 1,485,512
4,154,145 3,682,000
95,746 132,000
0 66,000
4,249,891 3,880,000
12,024,744 13,075,512
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%
6.8%
13.6%
8.1%
37.9%
6.2%
-7.4%
6.6%
0.0%
-0.8%
-0.8%
-10.5%
0.0%
-10.5%
62.4%
9.4%
-85.0%
17.9%
19.9%
21.2%
-100.0%
17.9%
7.3%
DIFFERENCE
2005-06 TO
2006-07
18,000
150,000
48,000
216,000
11,000
80,000
(2,000)
89,000
0
-100.0%
(7,000)
(297,541)
0
(297,541)
518,773
30,000
(283,432)
265,341
731,000
28,000
(66,000)
693,000
958,800
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
EVISEDREYlnra
Exhibit 3-A
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
60,245
1,840,184
26,345
19,079
1,965,853
460,046
72,549
0
532,595
161,327
29,081
190,408
53,776
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)
(91,678)
TOTAL OPERATING $163,788,205 $165,746,370 $177,474,611 7.1% $ 11,728,241
B-23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
Exhibit 3-A
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 2004-05
ACTUALS ACTUALS
286,353 318,974
1,129,686 1,134,006
595,310 714,619
269,054 129,805
937,889 1,094,533
163,718 159,439
3,382,010 3,551 ,376
506,966 519,242
2,579,645 2,514,618
1,475,974 1,703,115
0 736,280
4,562,585 5,473,255
18,333,703 20,706,965
12,149,739 12,840,573
30,483,442 33,547,538
476^78 681,988
289,161 278,194
173,627 192,449
3,505,568 3,418,954
1,622,392 1,844,495
6,067,024 6,416,080
7,916,003 8,230,024
661,922 784,321
4,551,325 4,830,044
586,029 721,541
13,715,279 14,565,930
2005-06
ESTIMATED
EXPENDITURES
332,403
1 ,228,707
1 ,229,545
146,017
1,173,297
161,684
4,271 ,653
610,743
2,599,435
2,266,727
792,656
6,269,561
23,048,863
14,260,227
37,309,090
926,136
485,686
185,073
3,823,863
2,123,863
7,544,621
9,257,954
825,456
5,228,409
889,772
16,201,591
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
35,486,224sssssssss^^^
741,849
321,692
226,517
3,246,272
2,031,119
6,567,449
8,861,081
767,022
5,263,482
884,317
15,775,902 * •-
%INCR (DEC)
2006-07
PROPOSED
BUDGET
367,390
1 ,337,951
1,107,724
253,179
1,204,032
183,500
4,453,776
743,482
2,970,499
2,242,796
880,095
6,836,872
23,630,515
15,579,211
39,209,726
653,860
418,433
213,608
3,292,390
2,254,670
6,832,961
9,392,745
815,384
5,509,959
898,627
16,616,715
05-06 BUD
TO
06-07 BUD
1 .8%
0.3%
18.2%
107.4%
6.0%
6.0%
9.6%
15.6%
6.8%
2.2%
6.2%
6.0%
8.0%
14.5%
10.5%
-11.9%
30.1%
-5.7%
1.4%
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 the Information
Technology Internal Service fund in FY05.
(2) Arts General Donation and Sister City Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
B-24
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
tEVISED Exhibit 3-A
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
TRANSFER TO CIP
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
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
56,701
3,830,000
0
1,694,333
12,960
1,037,535
106,383
8,590,424
88,547,364
0
88,547,364
2005-06
ESTIMATED
EXPENDITURES
869,734
6,262,145
3,856,490
4,375,676
3,334,690
720,991
83,567
19,503,293
509,100
1,500
36,000
85,000
800,000
390,400
72,900
3,830,000
580,000
0
250,000
800,000
0
7,354,900
98,454,709
0
98,454,709
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
600,000
0
7,600,720
94,896,286
2,300,000
97,196,286
^ ^sss-s-B*
2008-07
PROPOSED
BUDGET
977,632
7,208,940
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
216,000
9,146,350
104,062,081
2,300,000
106.362,081
%INCR (DEC)
05-06 BUD
TO
06-07 BUD
2.2%
6.4%
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%
69.4%
12.0%
-
0.0%
-100.0%
20.3%
9.7%
0.0%
9.4%
B-25
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
Exhibit 3-A
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
LLD#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
SELF-INSURED BENEFITS
RECORDS MANAGEMENT (1)
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2003-04
ACTUALS
I
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
HI
20,049,982
1,762,349
7,174,898
2,263,022
53,917
31,910,520
HI
2,496,721
1,171,663
2,945,620
983,010
1 ,904,927
1,146,100
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
11,553,464
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
1,143,737
4.868,676
13,756,218
20O5-06
ESTIMATED
EXPENDITURES
146,027
132,513
35,000
5,838,403
2,417,438
12,000
137,898
776,185
641,171
1,246,135
108,000
63,571
26,092
47,696
7,265
607,427
27,980
14,500
0
0
14,370
12,299,671
23,157,236
3,121,026
7,915,975
1,902,305
50,000
36,146,542
2,399,203
1,377,794
706,394
0
2,460,254
2,000,000
5,238,659
14,182,304
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
108,510
141,532
0
6,144,692
433,785
14,000
0
561,909
534,302
1,080,408
96,500
129,683
0
69,461
0
590,353
30,000
18,000
0
0
0
9,953,135
25,368,385
3,598,553
8,679,673
2,423,931
80,000
40,150,542
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%
-
-14.0%
-5.4%
-8.2%
-7.7%
104.0%
-
85.5%
-100.0%
-7.4%
0.0%
-35.7%
-
-
-100.0%
-1.7%
14.0%
36.1%
12.7%
5.6%
•36.0%
14.7%
-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 FY05.
(2) Arts General Donation and Sister City Donation funds were dissolved and the program revenue and costs were moved to the Arts General fund .
B-26
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1EV1SED
"7/<o/Ofc I
Exhibit 3-A
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
1
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 141,631,144 150,511,574 164,328,233 158,371,778 171,761,591 8.5%
B-27
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2005-2006
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1 , 2005
UNRESERVED
BALANCE
6,875,391
1 ,065,056
45,238,635
7,442,488
49,788,137
3,729,919
200,864
32,076
18,438,548
31,534,237
886,452
803,215
582,888
1,702,029
637,160
9,426,51 1
38,751 ,553
14,609,171
0
263,350
4,269,049
30,702,746
20,645,096
0
10,169,292
194,419
1,227,298
7,271,550
298,891
14,960,521
(1,488,882)
16,304,125
336,561,785
ESTIMATED
REVENUES
1,615,047
94,439
4,880,664
2,069,21 1
3,375,207
44,848,207
1,874,459
400,953
5,030,519
1,108,797
342,701
174,235
63,085
391,602
371,139
828,289
6,544,033
5,075,094
715,000
0
869,769
2,079,146
3,944,496
100,000
2,046,602
157,221
42,451
2,546,943
10,446
3,437,522
27,613,757
4,392,440
127,043,474
ESTIMATED
EXPENDITURES
116
0
59,437
3,420,456
5,423,855
42,239,391
1,767,787
31,701
1,457,343
5,879,180
0
606,751
0
0
0
1,729,637
8,352,408
8,289,628
41,810
257,206
844,931
(12,922)
2,534,863
0
1,092,602
227,747
82,882
5,285,181
0
833,933
10,941,771
3,297,142
104,684,836
ESTIMATED
DEBT SERVICE
LOANS & OTHER
0
65,480
278,621
277,698
0
166,103
0
400,738
0
746,780
0
0
0
0
0
426,305
0
7,317
0
0
0
2,508,438
350,600
0
3,405
0
4,814
35,843
228,369
0
0
0
5,500,51 1
JUNE 30, 2006
PROJECTED
BALANCE
8,490,322
1,094,015
49,781,241
5,813,545
47,739,489
6,172,632
307,536
590
22,011,724
26,017,074
1,229,153
370,699
645,973
2,093,631
1,008,299
8,098,858
36,943,178
11,387,320
673,190
6,144
4,293,887
30,286,376
21,704,129
100,000
11,119,887
123,893
1,182,053
4,497,469
80,968
17,564,110
15,183,104
17,399,423
353,419,912
I-27
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2006-2007
FUND
BTDf2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1,2006
UNRESERVED
BALANCE
6,875,391
1,065,056
45,238,635
7,442,488
49,788,137
3,729,919
200,864
32,076
18,438,548
31,534,237
886,452
803,215
582,888
1,702,029
637,160
9,426,511
38,751,553
14,609,171
0
263,350
4,269,049
30,702,746
20,645,096
0
10,169,292
194,419
1,227,298
7,271,550
298,891
14,960,521
(1 ,488,882)
16,304,125
336,561,785
ESTIMATED
REVENUES
1,615,047
94,439
4,880,664
2,069,211
3,375,207
44,848,207
1,874,459
400,953
5,030,519
1,108,797
342,701
174,235
63,085
391,602
371,139
828,289
6,544,033
5,075,094
715,000
0
869,769
2,079,146
3,944,496
100,000
2,046,602
157,221
42,451
2,546,943
10,446
3,437,522
27,613,757
4,392,440
127,043,474
ESTIMATED
EXPENDITURES
116
0
59,437
3,420,456
5,423,855
42,239,391
1,767,787
31,701
1,457,343
5,879,180
0
606,751
0
0
0
1,729,637
8,352,408
8,289,628
41,810
257,206
844,931
(12,922)
2,534,863
0
1,092,602
227,747
82,882
5,285,181
0
833,933
10,941,771
3,297,142
104,684,836
ESTIMATED
DEBT SERVICE
LOANS & OTHER
0
65,480
278,621
277,698
0
166,103
0
400,738
0
746,780
0
0
0
0
0
426,305
0
7,317
0
0
0
2,508,438
350,600
0
3,405
0
4,814
35,843
228,369
0
0
0
5t500,511
JUNE 30, 2006
PROJECTED
BALANCE
8,490,322
1,094,015
49,781,241
5,813,545
47,739,489
6,172,632
307,536
590
22,011,724
26,017,074
1,229,153
370,699
645,973
2,093,631
1,008,299
8,098,858
36,943,178
11,387,320
673,190
6,144
4,293,887
30,286,376
21,704,129
100,000
11,119,887
123,893
1,182,053
4,497,469
80,968
17,564,110
15,183,104
17,399,423
353,419,912
C-15
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2006-2007
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'S
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1,2006
PROJECTED
BALANCE
8,490,322
1,094,015
49,781,241
5,813,545
47,739,489
6,172,632
307,536
590
22,011,724
26,017,074
1,229,153
370,699
645,973
2,093,631
1,008,299
8,098,858
36,943,178
11,387,320
673,190
6,144
4,293,887
30,286,376
21,704,129
100,000
11,119,887
123,893
1,182,053
4,497,469
80,968
17,564,110
15,183,104
17,399,423
353,419,912
ESTIMATED
REVENUES
277,574
0
3,135,130
1,857,654
1,750,000
0
297,682
0
4,483,000
0
123,026
0
142,767
133,645
133,645
422,023
10,735,237
11,816,045
100,000
0
161,250
6,795,882
2,460,000
0
1,009,139
0
0
6,734,568
0
845,91 1
0
17,410,723
70,824,902
06/30/2006
CONTINUING
APPROPR.
349,302
433,845
4,544,417
1,577,998
16,489,317
3,572,632
307,536
0
3,641,008
22,700,923
0
43,550
0
0
219,100
2,909,904
30,125,602
6,590,112
673,190
6,144
1,125,778
14,171,587
12,512,073
100,000
3,752,768
110,995
975,354
3,587,198
0
4,727,070
683,104
7,804,322
143,734,829
07/01/2006
NEW
APPROPR.
0
0
1,660,000
65,000
8,490,842
2,600,000
297,682
0
200,000
220,000
0
0
0
1,250,000
0
0
9,832,157
0
567,044
0
0
955,944
1,045,057
0
370,000
0
0
6,638,568
0
54,425
14,500,000
54,425
48,801,144
2006-2007
TOTAL CIP
APPROPR.
349,302
433,845
6,204,417
1,642,998
24,980,159
6,172,632
605,218
0
3,841,008
22,920,923
0
43,550
0
1,250,000
219,100
2,909,904
39,957,759
6,590,112
1 ,240,234
6,144
1,125,778
15,127,531
13,557,130
100,000
4,122,768
110,995
975,354
10,225,766
0
4,781 ,495
15,183,104
7,858,747
192,535,973
JUNE 30, 2007
PROJECTED
BALANCE
8,418,594
660,170
46,711,954
6,028,201
24,509,330
0
0
590
22,653,716
3,096,151
1,352,179
327,149
788,740
977,276
922,844
5,610,977
7,720,657
16,613,253
(467,044)
0
3,329,359
21 ,954,727
10,606,999
0
8,006,257
12,898
206,699
1,006,271
80,968
13,628,527
0
26,951,399
231,708,841
C-15
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFDfl -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2002-2003
ACTUAL
REVENUE
926,437
404,647
6,500,700
1,851,118
36,905,004
600,000
208,914
244,735
4,114,930
2,352,413
64,865
245,976
1,520,779
475,468
9,593
739,807
6,436,638
14,050,018
18,552
146,305
1,308,913
4,855,445
3,115,527
302,968
1,762,612
113,689
1,205,103
2,878,396
15,933
2,192,288
6,869,702
4,667,424
107,104,899
2003-2004
ACTUAL
REVENUE
2,082,421
-
4,724,143
1,785,785
558,927
0
361,048
52,028
3,946,110
11,111,949
47,366
125,004
514,627
30,554
35,582
1,241,432
5,224,343
4,691,448
7,547
245,691
557,429
1,813,446
4,198,825
78,572
975,812
110,471
14,861
4,120,403
1,479
3,064,296
9,009,877
2,877,307
63,608,783
2004-2005
ACTUAL
REVENUE
1,998,341
44,911
7,100,722
1,955,691
2,459,316
354,593
667,538
1,852
4,405,430
29,398,816
99,420
48,251
50,048
1,186,959
462,471
1,711,440
10,023,947
5,191,343
1,445,277
584,004
801,202
2,416,264
1,641,162
5,325
2,014,264
2,797
47,046
2,873,656
8,576
5,164,198
4,678,829
1,393,946
90,237,635
2005-2006
ESTIMATED
REVENUE
1,615,047
94,439
4,880,664
2,069,21 1
3,375,207
44,848,207
1,874,459
400,953
5,030,519
1,108,797
342,701
174,235
63,085
391,602
371,139
828,289
6,544,033
5,075,094
715,000
0
869,769
2,079,146
3,944,496
100,000
2,046,602
157,221
42,451
2,546,943
10,446
3,437,522
27,613,757
4,392,440
127,043,474
2006-2007
ESTIMATED
REVENUE
277,574
0
3,135,130
1 ,857,654
1 ,750,000
0
297,682
0
4,483,000
0
123,026
0
142,767
133,645
133,645
422,023
10,735,237
11,816,045
100,000
0
161,250
6,795,882
2,460,000
0
1,009,139
0
0
6,734,568
0
845,911
0
17,410,723
70,824,902
Note: Revenues Include interfund loans and transfers in.
C-15
Exhibit 3-B
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWY
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'S
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2003-2004
ACTUAL
1 ,089,644
366,929
563,394
3,069,646
702,114
93,341
208,510
475,336
1,290,712
597,594
14,447
59,593
366,504
4,379,059
0
574,220
3,758,660
6,849,077
53,069
0
1,219,939
2,337,279
955,688
136,933
402,01 1
70,104
128,474
1 ,030,601
486,421
1,839,043
8,325,047
3,155,390
44,598,779
2004-2005
ACTUAL
1 ,371 ,674
1 ,228,385
385,960
509,878
1,959,899
394,043
361 ,452
291 ,454
336,293
593,270
452
18,626
704,000
0
0
957,271
2,885,404
11,832,529
877,633
0
937,912
2,212,199
1,604,260
160,780
147,986
45,776
64,266
4,180,696
69,533
2,720,043
10,516,313
501,338
47,869,325
2005-2006
ESTIMATED
116
65,480
338,058
3,698,154
5,423,855
42,405,494
1,767,787
432,439
1,457,343
6,625,960
0
606,751
0
0
0
2,155,942
8,352,408
8,296,945
41,810
257,206
844,931
2,495,516
2,885,463
0
1,096,007
227,747
87,696
5,321,024
228,369
833,933
10,941,771
3,297,142
110,185,347
2005-2006
CONTINUING
APPROPR.
349,302
433,845
4,544,417
1,577,998
16,489,317
3,572,632
307,536
0
3,641,008
22,700,923
0
43,550
0
0
219,100
2,909,904
30,125,602
6,590,112
673,190
6,144
1,125,778
14,171,587
12,512,073
100,000
3,752,768
110,995
975,354
3,587,198
0
4,727,070
683,104
7,804,322
143,734,829
2006-2007
NEW
APPROPR.
0
0
1,660,000
65,000
8,490,842
2,600,000
297,682
0
200,000
220,000
0
0
0
1,250,000
0
0
9,832,157
0
567,044
0
0
955,944
1,045,057
0
370,000
0
0
6,638,568
0
54,425
14,500,000
54,425
48,801,144
2006-2007
TOTAL CIP
APPROPR.
349,302
433,845
6,204,417
1,642,998
24,980,159
6,172,632
605,218
0
3,841,008
22,920,923
0
43,550
0
1,250,000
219,100
2,909,904
39,957,759
6,590,112
1,240,234
6,144
1,125,778
15,127,531
13,557,130
100,000
4,122,768
110,995
975,354
10,225,766
0
4,781,495
15,183,104
7,858,747
192,535,973
C-15
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Exhibit 3-C
PERSONNEL ALLOCATIONS FOR 2005-06 AND 2006-07 7/iof oT^H
FINAL
BUDGET
MAJOR SERVICE AREA 2004-05
(POLICY 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
3.75
0.75
0.00
7.00
2.00
8.00
19.00
28.00
2.00
10.00
156.00
86.75
4.00
13.00
1.00
3.00
24.00
10.00
48.00
5.00
32.50
15.20
51.60
94.95
49.50
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
3.00
1.00
0.00
0.00
5.00
7.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
1.00
0.00
3.00
0.00
FULL AND 3/4 TIME LABOR FORCE 646.00 660.00 682.00 22.00
B-28
EVISED
PERSONNEL ALLOCATIONS FOR 2005-06 AND 2006-07 (Continued)
Exhibit 3-C
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
2006/07
676.00
6.00
145.12
827.12
Difference
22.00
0.00
(2.35)
19.65
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
2006/07
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
B-29
Exhibit 4
1 RESOLUTION NO. ^74
2 A RESOLUTION OF THE BOARD OF DIRECTORS OF
CARLSBAD MUNICIPAL WATER DISTRICT (CMWD),
3 ADOPTING THE WATER DISTRICT FINAL OPERATING
. BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
2006-07.
5
6
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
g has held such public hearings as are necessary prior to the adoption of the 2006-07 Operating
9 and Capital Improvement Budgets.
10 NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad
Municipal Water District as follows:
12 1 • That the above recitations are true and correct.
13 2. That certain documents now on file in the office of the Secretary entitled "City of
14 Carlsbad, 2006-07 Operating Budget and 2006-07 to Buildout Capital Improvement Program -
15 Preliminary," as amended in accordance with Exhibit 4-A attached hereto and incorporated by
16 reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the
17 Carlsbad Municipal Water District for the fiscal year 2006-07.
18 3. That the amounts reflected as estimated revenues for fiscal year 2006-07 are
19 hereby adopted as the budgeted revenues for 2006-07.
20 4. That the amount designated as 2006-07 Budget in Exhibit 4-B is hereby
21 appropriated to the fund for which it is designated and such appropriation shall not be increased
22 except as provided herein.
23 5. That total appropriations may only be increased or decreased by the Board of
24 Directors by passage of a resolution amending the budget except as provided herein.
25 6. That the following controls are hereby placed on the use and transfers of budget
26 funds:
27 ///
28
Exhibit 4
1 A. No expenditure of funds shall be authorized unless sufficient funds have been
2 appropriated by the Water Board or Executive Manager as described below.
3 i. The Executive Manager may authorize all transfers of funds from account
4 to account within the same fund in an amount up to $100,000 per transfer.
5 ii. The Executive Manager may delegate the authority to make budget
6 transfers.
7 iii. The Executive Manager may authorize budget adjustments involving
8 offsetting revenues and expenditures; the Executive Manager may authorize increases in an
9 appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue
10 which is designated for said specific purpose.
11 iv. The Executive Manager may authorize increases in purchased water
12 appropriations in an amount equal to the same percent that water sales exceed the amount of
13 the original revenue estimate.
14 B. The Board of Directors must authorize any increase in the number of
15 authorized permanent personnel positions above the level identified in the final Budget. The
16 Executive Manager may authorize the hiring of temporary or part time staff as necessary, within
17 the limits imposed by the controls listed above.
18 7. That all appropriations and outstanding encumbrances as of June 30, 2006
19 are hereby continued into 2006-07 for such contracts and obligations.
20 8. All appropriations for Capital Improvement Projects remaining unexpended
21 at June 30, 2006, are hereby appropriated for such capital projects for the 2006-07
22 fiscal year.
23
24
25 '"
26 ///
27
28
, 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Special Meeting of the Carlsbad
Municipal Water District of the City of Carlsbad on the 20th day of June 2006, by the
following vote:
AYES: Board Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
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WATER PROJI&i
CC
IV)
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
Exhibit 4-B
ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
2,761,099
17,457,953
0
20,219,052
34.30
0.00
2004-05
ACTUAL
2,797,535
18,979,764
0
21,777,299
34.30
0.00
2005-06
BUDGET
3,179,073
19,645,205
46,700
22,870,978
35.75
0.00
2006-07
BUDGET
3,331 ,472
24,827,573
893,000
29,052,045
35.75
0.00
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (80,800 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PROGRAM ACTIVITIES:
Water Operations
Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection activities; collect water quality samples to ensure compliance with State and federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers; and install, replace and maintain
water meters.
Cross-Connection Control
Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply of
potable water, and compliance with State and federal regulations.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for
infrastructure and maintained to ensure safe and efficient distribution and collection systems.
PERFORMANCE/WORKLOAD MEASURES:
Water Cost
• Annual water loss not to exceed six percent as set by the California Department of Water Resources.
Distribution system losses commonly range between 6% and 15%. The American Water Works Association
recommends that the loss after treatment be maintained at 10% or less. Also included are the total annual
expenditures per acre-foot of water delivered.
Fiscal
Year
2000-01
2001-02
2002-03
2003-04
2004-05
Water
Loss
4.29%
4.24%
5.18%
6.1%
5.0%
Cost per
Acre-Foot
$735
$724
$755
$784
$828
H-24
Exhibit 4-B
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Quality
• Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal
Year
2000-01
2001-02
2002-03
2003-04
2004-05
No. Samples
Collected
1,725
1,719
1,719
1,752
1,724
Percent
Bacteria-Free
99.8%
99.9%
99.9%
99.9%
99.8%
Water Service Delivery
• Complete 90% of planned maintenance of water distribution valves and fire hydrants each year based on a
standard of maintenance. Measures the level of care with which the integrity of the water distribution system is
being maintained. The frequency standard for the maintenance decreased from every 2 years to every 4 years
in 2005-06, so the percentages should show a significant increase in future years.
% of Planned Maintenance
Fiscal
Year
2002-03
2003-04
2004-05
Valve
Maintenance
8%
24%
28%
Fire Hydrant
Maintenance
10%
35%
35%
WORKLOAD STATISTICS:
WATER OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2004
Valve fr're HydrantFlow Control
Station
Maintenance
4%
Daily Op's
System
Maintenance
22%
Routine Water
Quality
Samples
13%
Maintenance Maintenance Rre Hydrant
Replacement/
Repair
1%
Other Mtec
Maintenance
56%
SIGNIFICANT CHANGES:
Annual depreciation for the potable and recycled water system is increased due to completed construction of
additional potable and recycled water pipelines, and the Carlsbad Water Recycling Water Facility. A 5% proposed
rate increase is planned in order to keep up with rising water costs, the increase in infrastructure that needs to be
maintained, and inflation.
H-25
Exhibit 4-B
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SEWER ENTERPRISE
TOTAL FUNDING
2003-04
ACTUAL
$1,965,932
1,064,209
24,804
$3,054,945
28.00
2.50
$2,579,645
332,700
142,600
$3,054,945
2004-05
ACTUAL
$2,202,787
845,790
8,840
$3,057,418
28.00
2.50
$2,514,618
380,000
162,800
$3,057,418
2005-06
BUDGET
$2,447,707
798,895
0
$3,246,602
27.00
2.50
$2,781,202
325,800
139,600
$3,246,602
2006-07
BUDGET
$2,584,571
849,532
68,240
$3,502,343
28.00
1.00
$2,970,499
376,191
155,653
$3,502,343
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting each
other's differences; and consistently striving to go above and beyond expectations.
PROGRAM ACTIVITIES:
Lonq-Ranae Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what-if" scenarios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual cost allocation plan
General Accounting and Reporting
• Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
• Prepare checks for City employees and for service and commodity suppliers.
• Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
• Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
• Provide the City Council and City management with timely monthly financial reports.
• Perform in-house internal control reviews as needed.
Assessment District/Community Facilities District (CFD) Administration
• Assist in evaluation and formation of new districts.
• Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
• Provide administration of CFDs and assessment districts as required by formation documents and State law.
Purchasing
• Issue and manage formal bid and quotation processes.
• Track and renew annual commodity and service contracts and joint agency contracts.
• Assist City departments in the creation and administration of contracts.
Receiving. Messenger, and Mail Services
• Act as shipping and receiving for the Faraday Administration Center.
• Direct disposal of surplus and lost/unclaimed property.
• Collect outgoing City mail and apply postage.
• Sort and distribute all incoming City mail.
D-3
Exhibit 4-B
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE
PAGE TWO
ACCTNO. 0011310
WORKLOAD AND PERFORMANCE INDICATORS:
• Average number of days to issue Monthly
Financial Status Report
• Awards received for CAFR
• Awards received for Annual Budget
• Number of business licenses processed
• Number of account payable checks processed
• Number of payroll checks issued
• Number of electronic payroll checks issued
• Outstanding debt issues administered
• Number of purchase orders issued
• Dollar amount of purchase orders issued
• Pieces of mail processed
FY2003
12
GFOA
CSMFO
Excellence in
Operational
Budget
7,584
15,141
9,169
16,243
$65 million
1,674
$61 million
161,928
FY2004
14
GFOA
GFOA
Distinguished
Budget
Presentation
8,634
14,870
8,394
16,317
$71 million
1,324
$84 million
173,491
FY2005
13
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
8,576
15,399
7,831
18,124
$99 million
1,842
$89 million
172,408
KEY GOALS FOR 2006-07:
Top-Quality Services
• Provide more effective and efficient service to customers by improving the cash handling and refund processes.
• Improve service to taxpayers by clarifying and streamlining the tax administration process.
Financial Health
• Plan for the strategic implementation of technology as it relates to the City's integrated financial and personnel
management systems.
• Improve the effectiveness of, and streamline the development of, the annual Capital Improvement Program.
• Improve the communication of financial information and keep up to date with industry standards by
implementing the latest standards set by the Government Accounting Standards Board.
SIGNIFICANT CHANGES:
One Accounting Supervisor has been added in exchange for 1.5 part-time hourly positions.
D-4
Exhibit 4-B
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCT NO. 0015710/5x15710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FOUL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
2003-04
ACTUAL
4,591,800
1,942,085
0
6,533,885
51,20
1.00
5,724,009
461,630
348,246
6,533,885
2004-05
ACTUAL
5,113,922
611,685
112,441
5,838,049
51.20
1.00
5,838,049
5,838,049
2005-06
BUDGET
5,520,076
2,320,008
0
7,840,084
51.60
0,50
6,774,725
639,215
426,144
7,840,084
2006-07
BUDGET
5,842,586
2,142,354
80,000
8,064,940
51,60
0.50
7,188,940
-
876,000
8,064,940
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering, water supply, sewer collection, storm water control, parks, general engineering municipal projects,
project management, front counter operations, and construction inspection. The Engineering Department provides
services to the public and other City departments through preparation and processing of planning, design, and
construction of capital projects and performing traffic and transportation studies, water and sewer models and
master plans. The department is also responsible for ensuring that private development and public improvements
are properly designed, constructed, and inspected while maintaining public safety and the well being of the
community.
PROGRAM ACTIVITIES:
Administration
• Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Development Services
• Provide comprehensive engineering input for all land use development applications; process engineering
development plans and maps in a professional manner, maintaining high-quality and meeting production goals;
ensure engineering questions related to land development are answered in a timely manner.
Planning and Programs
• Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update
existing facility impact fee programs, and assist developers with the formation of finance districts to fund major
public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging,
growth management monitoring, special districts program, and facility mapping.
Design
• Design citywide capital improvement projects including domestic and recycled water systems, sewer systems;
civic and municipal improvements such as: street improvements, perform markouts master plans and special
studies and investigations, and water resource development. For each project a variety of services are provided
including planning, final plans and specifications, water quality investigations, technical engineering assistance,
mapping, facility location and administration and project management.
Transportation
• Review, investigate, analyze, and resolve a wide variety of traffic and transportation issues, concerns,
complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in
maintaining optimum traffic signal operations.
H-3
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 0015710/5x15710
PROGRAM ACTIVITIES (continued):
Construction Management and Inspection
• Perform construction management, administration, and inspection for private grading agreements, development
improvement agreements, and capital improvement, ensure construction of high-quality improvements; and
minimize inconvenience to the public while ensuring safe work sites.
KEY GOALS FOR 2006-07:
Transportation/Circulation
• Continue work toward the environmental processing, design, and/or construction of major road projects
including: College Reach A, Cannon Reach 4, Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane
Reach E.
Parks/Open Space/Trails
• Complete permitting and design of Coastal Rail Trail Reach 5
Design
• Began operation of the 4 MOD recycled water facility in Fiscal Year 2005-06.
• Complete construction of Mahr Reservoir Improvements and begin Lake Calavera improvements.
• Complete modeling and program to meet EPA disinfection byproducts rule phase 2.
• Complete electronic upgrade at Ellery Pump Station.
• Develop recommendations for improvements to Vista/Carlsbad Sewer and Buena Sewer.
Planning and Programs
Completion of EIR for Agua Hedionda and Calavera Creek Channel Improvements.
Completion of Drainage Master Plan and Planned Local Drainage Fee Program Update.
Development of Drainage Channel Maintenance Program and submittal to Resource Agencies for Regional
General Permit.
Construction and financing of 84-inch Cannon Road storm Drain.
Preparation of a Draft Pedestrian Master Plan.
Construction and financing of Rancho Santa Fe and Olivenhain Road improvements.
Completion of the Rancho Santa Fe Road Phase II project.
Completion of the Faraday and Melrose Flood Retention Basins.
Environmental Management
• Update Storm Drain Master Plans per the growth management data and National Pollutant Discharge
Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local
Drainage Area fees are adequate for the existing rate of growth and future buildout.
Development Services
• Acquire discretionary approval for Robertson Ranch EIR Master Plan and Core Area
SIGNIFICANT CHANGES:
None.
H-4
Exhibit 5
RESOLUTION NO. -*21
A Dcerti ii
1
A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY OF
3 CARLSBAD, CALIFORNIA, APPROVING THE
OPERATING BUDGET OF THE REDEVELOPMENT
4 AGENCY AND HOUSING AUTHORITY FOR FISCAL
YEAR 2006-07.
5
6 WHEREAS, the Housing and Redevelopment Commission of the City of
Carlsbad, California (the Commission), has reviewed the operating budget for the
8
Redevelopment Agency for Fiscal Year 2006-07; and
9
WHEREAS, the Commission has reviewed the operating budget for the Housing
10
Authority Section 8 Programs, for Fiscal Year 2006-07; and
12 WHEREAS, public hearings have been held as necessary prior to the adoption of
13 the final operating budgets.
14 NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
15 Commission of the City of Carlsbad, California as follows:
16 1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk of the
18 City of Carlsbad entitled "City of Carlsbad, 2006-07 Operating Budget and 2006-07 to
19
Buildout Capital Improvement Program - Preliminary", shall be and the same are hereby
20
adopted as the Operating Budgets for the Carlsbad Redevelopment Agency and
21
Housing Authority Section 8 Programs for the fiscal year 2006-07.
23 3. That the amounts reflected as estimated revenues for fiscal year 2006-07
24 are hereby adopted as the budgeted revenues for 2006-07.
25 4. That the amount designated as 2006-07 Budget in Exhibit 5-A is hereby
26 appropriated to the fund for which it is designated, and such appropriation shall not be
27 increased except as provided herein.
28
Exhibit 5
1 5. That the following controls are hereby placed on the use and transfers of
2 budget funds:
3 A. No expenditure of funds shall be authorized unless sufficient funds
4
have been appropriated by the Commission or Executive Director as described
5 below.
6
i. The Executive Director may authorize all transfers of funds
7
from account to account within the same fund in an amount up to8
9 $100,000 per transfer.
10 ii. The Executive Director may delegate the authority to make
11 budget transfers and adjustments.
12 iii. The Executive Director may authorize budget adjustments
13 involving offsetting revenues and expenditures; the Executive Director is
14 authorized to increase an appropriation for a specific purpose where said
appropriation is offset by unbudgeted revenue which is designated for said
16
specific purpose.
17
B. The Commission must authorize any increase in the number of
18
authorized permanent personnel positions above the level identified in the final
20 Budget. The Executive Director may authorize the hiring of temporary or part
21 time staff as necessary, within the limits imposed by the controls listed above.
22 6. That all appropriations and outstanding encumbrances as of June
23 30, 2006, are hereby continued into 2006-07 for such contracts and obligations.24 ///25 ///
26
///
27
///
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Special Meeting of the Housing and
Redevelopment Commission of the City of Carlsbad on the 20th day of June 2006, by
the following vote:
AYES: Commission Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
R. PATCHETT, SECRETARY
Exhibit 5-A
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$149,282
1 ,827,907
0
$1,977,189
1.51
0.17
2004-05
ACTUAL
$138,757
1 ,935,462
2,226,763
$4,300,983
7.69
0.07
2005-06
BUDGET
$166,689
1,570,668
0
$1,737,357
1.56
0.08
2006-07
BUDGET
$173,539
1 ,351 ,972
0
$1 ,525,51 1
1.56
0.08
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Redevelopment Master Plan
• Coordination of project development and permit processing.
• Administration of the Parking-ln-Lieu Fee Program.
• Property acquisition for future redevelopment projects and facilitation of new development.
Community Relations and Public Relations Program
• Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency.
• Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
• Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCE/WORKLOAD MEASURES:
• Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects.
• Process 10 sign permit applications.
• Process 5 preliminary review applications.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY GOALS FOR 2006-07:
Financial Health
• Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
• Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Balanced Community Development (also affects Financial Health goal)
• Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2009 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
F-12
LO
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o 2
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r*o
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ID
S2&
Exhibit 5-A
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8033420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$35,395
15,929
0
$51 ,324
0.37
0.00
2004-05
ACTUAL
$31 ,842
38,770
$70,613
0.40
0.00
2005-06
BUDGET
$36,788
57,608
0
$94,396
0.29
0.00
2006-07
BUDGET
$37,675
56,100
0
$93,775
0.29
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing Procedures
• Continue development of affordable housing project processing procedures.
Affordable Housing Project Coordination
• Assist in the structure and implementation of affordable housing projects.
Affordable Housing Education Program
• Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCE/WORKLOAD MEASURES:
• Process at least 3 requests for financial assistance through the Housing Policy Team.
• Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in, the Village Redevelopment Area.
• Participate in at least 3 outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2006-07:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
None.
F-13
Exhibit 5-A
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$45,942
252,61 1
0
$298,553
0.46
0.00
2004-05
ACTUAL
$63,171
106,673
0
$169,844
0.54
0.20
2005-06
BUDGET
$75,688
202,829
0
$278,517
0.47
0.20
2006-07
BUDGET
$81 ,927
124,904
0
$206,831
0.41
0.20
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
• Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
• Revitalize, redevelop, and/or generally clean up the Ponto Area.
• Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCE/WORKLOAD MEASURES:
• Implement land use vision for planning area three.
KEY ACHIEVEMENTS FOR 2005-06:
• Completed Ponto Beachfront Village Vision Plan.
• Completed environmental review and amendment to SCCRA Plan to include provisions for construction of
Desalination Plant and requirements for redevelopment permits.
KEY GOALS FOR 2006-07:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
SIGNIFICANT CHANGES:
The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in FY04 to
$278 million in FY05 and are expected to decline further in FY06 to less than the original values when the
redevelopment area was formed. This reduction in assessed values caused current values to drop below base
values for FY 2005-06. The decline is mainly due to the lower values assigned to the Encina Power plant. Since the
revenue to the area is based on the excess of the current assessed values over the original assessed values, it is
likely that the South Carlsbad Area will not receive any property tax revenue in FY 2006-07. Budgeted expenses will
come from accumulated balances and/or loans from the City, as approved.
Exhibit 5-A
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8123420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$14,759
7,902
0
$22,661
0.15
0.00
2004-05
ACTUAL
$22,403
14,591
0
$36,995
0.28
0.00
2005-06
BUDGET
$21 ,694
15,223
0
$36,917
0.15
0.00
2006-07
BUDGET
$22,41 1
20,124
0
$42,535
0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Citvwide Affordable Housing Programs
• Affordable Housing Project Coordination for Inclusionary Housing Development.
• Affordable Housing Education Activities.
• Development of affordable housing programs.
• Facilitation of development of new affordable housing projects.
PERFORMANCE/WORKLOAD MEASURES:
• Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2006-07:
Balanced Community Development
• Continue to assist private developers to provide affordable housing as required by the City's Inclusionary
Housing Ordinance.
• Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
None.
F-15
Exhibit 5-A
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCT NO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2003-04
ACTUAL
$335,033
5,389,834
0
$5,724,867
4.93
0.30
2004-05
ACTUAL
$330,274
6,099,910
0
$6,430,184
L 4.93
0.30
2005-06
BUDGET
$340,410
5,640,505
0
$5,980,915
3.75
0.30
2006-07
BUDGET
$348,223
5,756,469
40,000
$6,144,692
3.75
0.30
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for extremely low-income and very low-income households.
• Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
• Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
• Achieve and maintain a lease rate that effectively utilizes funding allocation.
Family Self-Sufficiencv
• Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
• Assist families in identifying barriers to becoming self-sufficient.
• Provide guidance to the family to establish a five-year goal and plan.
• Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCE/WORKLOAD MEASURES:
• Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "high
performer."
• Achieve and maintain a lease rate utilizing 98% of allocated funds.
• Update and revise Administrative Plan to adopt changes in federal regulations.
• Expand rental assistance knowledge by conducting community workshops, providing owner and participant
newsletters, and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
No new positions, however individuals were reallocated between programs within the program group to better reflect
current workloads.
F-10
Exhibit 6
1 RESOLUTION NO. 2006-170
2 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING
3 THE 2006-07 APPROPRIATION LIMIT AS REQUIRED
BY ARTICLE XIIIB OF THE CALIFORNIA STATE
4 CONSTITUTION AND STATE LAW
5
6 WHEREAS, Article XIIIB of the California State Constitution requires that
7 governments annually establish a limit on the appropriation of proceeds of taxes; and
8 WHEREAS, State law requires that this limit be presented to the governing body
9 of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of
general circulation to allow public response to the limit as adopted.
12
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
13
Carlsbad, California, as follows:
14
1. That the above recitations are true and correct.
16 2. That the City Council of the City of Carlsbad, California, does hereby
17 establish and adopt the 2006-07 appropriation limit of one hundred sixty-six
18 million, four hundred ninety-nine thousand, three hundred and ninety-one
19 ($166,499,391) as computed in Exhibit 6-A attached hereto.
20 3. That the City Clerk is directed to publish this Resolution in a
newspaper of general circulation.
22"
23
24
25
26 '"
27 ///
28
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council
of the City of Carlsbad on the 20th day of June 2006, by the following vote:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
Exhibit 6-A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2006-07 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income
The formula is outlined below:
2005-06 Expenditure Limit $153.938.047
% Carlsbad Population Growth 1.0404
Growth in California per capita income X 1.0396
Net Increase Factor 1.0816
2006-07 Limit (2005-06 Limit X Factor) $166.499.391
Current Appropriation of Proceeds of Taxes $97,455,248
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2006-07 is $166.5 million, with appropriations of
"proceeds of taxes" of $97.5 million. The result of the calculation provides the City with an
operating margin of $69 million.
D-11
Exhibit 7
1 RESOLUTION NO. 2006-171
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE
3 MASTER FEE SCHEDULE.
4
5 WHEREAS, the City Council of the City of Carlsbad has the authority to establish
6 fees for City services; and
7 WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain
8 an adequate fee structure recovering costs for City services; and
9
WHEREAS, the City Council has determined the cost of providing general and
10
development-related services; and
11
WHEREAS, the City Council finds it necessary to recover the costs for City
12
services; and13
14 WHEREAS, the City Council has held the necessary public hearing and allowed for
jc public comment on the establishment of said fees.
16 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
17 Carlsbad, California, as follows:
18 1. That the above recitations are true and correct.
19 2. That the changes to the Master Fee Schedule for the fees shown in
20
Exhibit 7-A attached hereto, are hereby adopted.
21
3. That all other general City fees and development-related fees as shown in
23 Resolution 2005-198, except as specifically amended, shall remain in full
24 force and effect.
25 4. This resolution shall become effective on August 1, 2006 for General city
26 fees and September 1, 2006 for the Development-related fees.
27 ///
28
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council
of the City of Carlsbad on the 20th day of June 2006, by the following vote:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
RRAfNE M. WOOD, CityDterk i Sgi
IAI \ i ^.^ v *J4*ah>;^~
Exhibit 7-A
UPDATE OF CITY
FEES AND CHARGES FOR SERVICES
(EXHIBIT 7-A)
57
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
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
Criminal Justice 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
Eire.
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 (Major)
- Carnivals and Fairs
- Fireworks Display or Special Effects (per event or day)
Note
(1)
Current
Fee
$50 min/$500 max
15.00
• " - - V 515.00
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
•^ 0,00
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
15.00
":. 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
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
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/and 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)
Police - 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 cost
5.00
0.75
0.25
0.10
1.00
2.00
2.00
20% of list price
List prce+$40 if out of print
Variable up to list price
Police - Burglary Alarm Response - Second Occurence (no charge for 1st 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 Business 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
125.00
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
145.00
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
125.00
45.00
June 2005 1-2
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
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 per hundred cubic feet, min S14.65 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 S1 4.65 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 S14.65 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
Non-resident Fee - Instructional Classes and Excursions
Non-resident Fee - Open Play Basketball, Volleyball, Badminton
Non-resident Fee - Youth Sports (per person)
(3)
(2)
C)
Current
Fee
60.00
45.00
0.00
15.00
10.00
actual cost
100.00
300.00
10.00
actual cost
200.00
13.50
13.50
1.92
1.92
1.59
2.09
3.30
0.21
0.41
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
2.08
2.08
1.73
2.27
3.58
0.23
0.44
0.66
3.30
4.33
1.23
17.50
92.44
169.27
246.11
322.94
399.77
476.61
'• , lo,oo
42.00
255.56
10.0
3.00
10.00
June 2005 1-3
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Fee Description
Recreation and Safetv Center Facilitv Rental - See Schedule A
Aaua 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 Deoal - 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'
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 - Learn 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)
Rental - Exclusive Use - Community/Non-Profit (per lane, per hr)
Use Agreements - C.U.S.D. (per lane per hr)
Use Agreements - N.C.A. (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. fee
50% curr. fee
7.50
15.00
23.00
7.00
12.00
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
80.00
100.00
35.00
50.00
See below
50% curr. fee
50% curr. fee
7.50
15.00
23.00
7.00
12.00
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
6.00
5.00
10.00
20.00
June 2005 1-4
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2006
Fee Description
Water District
Agricultural Water Rate
Backflow Preventer Charge (per month, each account)
Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet (Cost for 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) - 3/4" meter (1-10 units of water)
Conservation Rate (cost per unit) - 1 " meter (1 - 1 6 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 Hate (cost per unit) - 3" meter (1 - 79 units of water)
Conservation Rate (cost per unit) - 4" meter (1-123 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
1.52
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
June 2005 1-5
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. All users must pay the $15 per hour per 100 people staffing fee.
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
*45
Stagecoach/Calavera Hills Community Centers (Hourly Rates)
LOCATION
Gymnasium
1/a 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
*25
*35
20
15
80
40
50
30
25
*105
50
*65
*45
35
Safety Center (Hourly Rates) (Hourly Rates)
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
40
50
50
Magee Park (Hourly Rates)
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
"75
30
June 2006 Attachment 1-1
Senior Center (Hourly Rates)
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
Meeting Room
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
Barbeque
CATEGORY
A B C D E F
N/C
N/C
N/C
*$525
*$210
*$50
*$630
*$315
*$60
*$735
*$420
*$75
*$895
*$525
*$95
*$1 ,050
*$630
*$120
Picnic Rental Prices Group Sizes 1-100/101 +
PARKS
There is a three-hour minimum for use of Park & Picnic Rentals.
Any organized events at parks will be charged an open space fee.
There will be a $10 fee for residents and a $20 fee for non-residents for an inflatable attraction permit.
Holiday Park (Hourly Rates)
LOCATION
Gazebo/Covered Picnic Area
CATEGORY
A BCD
NC/NC | *8/12 *14/19 *18/30
E F
*24/38| *38/56
Stagecoach, Calavera Hills, Aviara, Pine Amphitheater or Picnic Structure (Hourly Rates)
LOCATION
Covered Picnic Areas
A
NC/NC
CATEGORY
B C D E F
*8/12 | *14/19 |*1 8/30 1*24/38 1 *38/56
June 2006 Attachment 1 -2
Poinsettia, Hidden Canyon, Magee, La Costa Canyon Upper Area, Laguna Riviera & Open Space (Hourly Rates)
LOCATION
Uncovered Picnic Areas
Open Space
CATEGORY
A B C D E F
NC/NC
NC/NC
*6/8
*6/8
*10/11
*10/11
*12/15
*12/15
'17/24
*17/24
*27/36
*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 inflatable attractions are prohibited.
(Hourly Rates)
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
Day Use
Lights
Snack Bar
CATEGORY
A B C D E F
N/C
N/C
N/C
5
10
N/C
10
15
5
15
20
8
20
25
10
25
30
12
June 2006 Attachment 1 -3
TOURNAMENTS
($500 deposit required)
LOCATION
Day Use
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)
LOCATION
Carlsbad High School
Poinsettia/Stagecoach/Calavera*
Laguna Riviera*
*No Tournament Play or Clinics Allowed
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
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 &, Property Management Associations, Carlsbad 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 arc 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 Co 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^numtJeT wiUrnotr be accepteek Recreation- staff will returnrosters. once_ classification is detennined. Once the
classification determination has been made by staff and approved by the Recreation Director, the decision is final.
1. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; if not incorporated, submit constitution and by-
laws.
b. Financial verification of organization's exemption from income tax. (Department of the Treasury form 990 or
501(c)(3) determination letter may be used.)
c. A signed statement verifying item "2" above.
'•V
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
$0
0%
Wastewater (Sewer) Rates - FY 2006-2007 proposed
Group 1 Residential
Single Family
Multi-Family1
Mobile Home1
2Group II Commercial
2Group III Commercial
2Group IV Commercial
Group V Institutional
Schools per ADA3
Elementary *
Junior *
High*
Boarding *
Group VI Large Volume
Current
Unit Cost
($/hcf of water)
$1.92
$1.92
$1.59
$2.09
$3.30
$0.21
$0.41
$0.61
$3.04
(based on volume and
wastewater strengths )
Uniform
Rate
$13.50
_ _ —
8.50% Adjustment
Unit Cost
($/hcf of water)
$2.08
$2.08
$1.73
$2.27
$3.58
$0.23
$0.44
$0.66
$3.30
(based on volume and
wastewater strengths )
Uniform Rate
$14.65
— _ _
1Wastewater flow is 90 percent of metered water use.
>
' Non-residential wastewater flow is 95 percent of metered water use.
Schools: assumes a 200-day working year; ADA: average daily attendance.
* Denotes charge per student based on ADA.
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
45
79
123
228
336
Standard
(Base) Rate
$1.60 $1.68
Recycled
Water Rate
$1.52 $1.60
Agricultural
Water Rate 3
$1.29*$1.37*
1 Conservation Rate is 90 percent of Standard (Base) Rate.>
' 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"
t-1/9"
2"
3"
4"
6"
8"
Current
$9.25
$11.75
$16.75
<52Q 25
$44.25
$79.50
$129.50
$254.50
$404.50
5% Adjustment
$9.75
$12.35
$17.60
•no 70
$45745
$83.45
$136.00
$267.25
$424.75
\oO
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 1 60 hrs of project planner or 40 hrs of Project Engineer)
EIR - Addendum (+ fbhr after 1st 10 hrs of project planner)
EIR - Focused/Supplemental (Requiring a Public Hearing) - (+ fbhr after the 1 st 100 hrs
of project planner or 20 hrs of project engineer)
Encroachment Agreement Processing
Note
0
(1)
(8)
(8)
(8)
(8)
(8)
(5)
(5)
(5)
(5)
(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
2,090
11,640
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
$
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
June 2005 2-1
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
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 52,300 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 1st 20 Project Planner or 7 hrs Project Engineer)
Note
(1)
(6)
(6)
(1)
(1)
(8)
(8)
(1)
(1)
(D
(D
(8)
Master Plan Amendment - Major (+ fbhr after 1st 100 hrs of project planner or 40 hrs of project engineer)
and 40 hrs of project engineer)
Neighborhood Improvement Agreements
Noticing Service (plus postage)
Oversize Load Permit - 1 trip (fee set by State)
Oversize Load Permit - Annual (fee set by State)
Current
Fee
200
80
100
20
actual cost
actual cost
direct cost
3,555
5,125
Actual cost
25% permit fee
1035
2,090
585
1,800
' '" . !, 0
'^'U 0
:::tV o
0
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 cost
actual cost
direct cost
3,680
5,310
Actual cost
25% permit fee
1,070
2,170
610
1,860
900
.''•'A 3,400
.-,;/• 3,050
4,800
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
•:t ,940
3,448
3.10C
4,843
176
96
5,381
39,024
7,026
4,267
509
$
Subsidy
548
865
215
45
136
781
~ 40
. 46'
61
43
76
16
0
1
2,984
896
2,827
99
\ 0
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 191 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
Redevelopment Permit Amendment (Major) - plus noticing 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
11,240
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
11,240
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
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 of 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 1 80 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 1 st 200 hrs project planner or 60 hrs project engineer)
Storm Water Pollution Prevention ProgranVStorm 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- 49 Units/Lots + $40ea 5+ (whichever is greater)
Tentative Map Revision - 50+ Units/Lots +$1 Sea 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)
(1)
Current
Fee
615
615
350
350
635
actual cost
actual cost
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 cost
actual cost
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
$
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
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:
5/8"
Fire Protection
3/4"
1"
1 1/2" - Turbo
1 1/2" - Displacement
2" - Turbo
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 Assembly
Fire Sprinkler Lateral
Utility Standards and Specifications
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
:<• f1 ' •'-' '!:"
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
"?~ f'^aetupftost
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
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2006
Fee Description Note
Current
Fee
Recommended
Fee
Unit
Cost 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 1212005
June 2005 2-6
FIRE PROTECTION SYSTEM INSTALLATION PEES - 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.
Sat
1 at
1 at
2 at
1 at
2 at
1 at
2 at
2 at
1 at
Inspection Fees
I 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
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
| 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
GRADING PERM rr APPLICATION
Amount
100CY*orless
101 to1,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 Schedule #2
Fee
$350
$700
for the first 100 cubic yards plus $1 15.00 for each additional 1 00
cubic yards or fraction thereof.
$2,090
for the first 1 ,000 cubic yards plus $1 15.00 for each additional 1 ,000
cubic yards or fraction thereof.
$3,290
for the first 10,000 cubic yards plus $175.00 for each additional 10,000
cubic yards or fraction thereof.
$5,020
for the first 1 00,000 cubic yards plus $275.00 for each additional
cubic yards or fraction thereof.
$8,050
for the first 200,000 cubic yards plus $125.00 for each additional
cubic yards or fraction thereof.
10,000
100,000
* CY = Cubic Yards
GRADING PERMIT APPLICATION FEES
Amount
100CY*orless
101 to 1,000 CY
1,001 to 1 0,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 CY or more
- 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 1 0,000 cubic yards plus $1 80.00 for each additional 1 0,000
cubic yards or fraction thereof.
$5,200
for the first 100,000 cubic yards plus $285.00 for each additional
cubic yards or fraction thereof.
$8,340
for the first 200,000 cubic yards plus $1 30.00 for each additional
cubic yards or fraction thereof.
10,000
100,000
* CY = Cubic Yards
June 2005
GRADING PERMIT FEES - Current Schedule #3
Amount Fee
100 Cubic Yards (CY) or less
101 to1,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
$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
IMPROVEMENT PLAN REVIEW FEES
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
- 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
$1 0,995 plus 1 .5% of value of improvements - $20,660 minimum
$1 1 ,275 plus 0.75% of value of improvements - $31 ,980 minimum
(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
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
- Recommended Schedule #5
Fee
$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
$1 1 ,390 plus 1 .5% of value of improvements - $23,840 minimum
$1 1 ,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 FEES -Proposed Schedule #6
Watts Lumens
70 5,800
100 9,500
150 16,000
200 22,000
250 30,000
400 50,000
Proposed
Fee
124.00
155.00
201.00
247.00
309.00
452.00
Above fees are the cost for energizing each street light for 18 months
and includes a $30.00 charge per light for connecting the light to an
SDG&E service point.
June 2005
tANBSCAPE 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 $1 00,000 of improvements plus $1 50 for each additional
$100,000 or fraction thereof
$1,670
for the first $250,000 of improvements plus $1 50 for each additional
$1 00,000 or fraction thereof
$2,640
for the first $750,000 of improvements plus $1 50 for each additional
$1 00,000 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
PEES - 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
$10,000 or fraction thereof
$1,440
for the first $1 00,000 of improvements plus $1 50 for each additional
$100,000 or fraction thereof
$1,730
for the first $250,000 of improvements plus $150 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
LANDSCAPE PLAN CHECK FEES - Current Schedule #8
Cost of Improvements Fee
$0 to $20,000 $490
$20,001 to $50,000 $700 plus 3.0% over $20,000
$50,001 to $100,000 $2,020 plus 1.5% over $50,000
$100,001 to $250,000 $3,060 plus 0.2% over $100,000
$250,001 to $500,000 $3,760 plus 0.15% over $250,000
$500,001 to $1,000,000 $4,590 plus 0.1 % over $500,000
Over $1,000,000 $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
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
Schedule #8
June 2005
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 $60.00 per hour*
(minimum charge - 2 hours)
2. Reinspection fees assessed under provisions of Section 305 (g) $60.00 per hour*
3. Inspections for which no fee is specifically indicated $60.00 per hour*
(minimum charge - one-half hour)
4. Additional plan review required by changes, additions or revisions to
approved plans $60.00 per hour*
(minimum charge - one-half hour)
* 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-five percent of the building permit fee
General&Devfees.xIs 06/09/200612:10 PM ilA\v\
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)
(1) (2)
(1) (2)
(2)
(2)
(2)
(2)
(D
(D(2)
Current
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
\\(p
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
AreaB
AreaC
Area D
Area E
Area F
Area G
Area H
Area 1
Area J
Area K
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
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 5,309
49 79
Sewer Connection Fees
Current
General Capacity Fee All Areas $985
Revised
$1,047
Change
$62
Sewer Benefit Area Fees
Area A
AreaB
AreaC
AreaD
Area E
AreaF
AreaG
AreaH
Area I
Area J
AreaK
Area L
AreaM
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
\\<&
Bridge & Thoroughfare District #2 Fees
Zones
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
$11,790
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
$211,837
$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
\\°\
Exhibit 8
1 RESOLUTION NO. 2006-175
2n
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
3 CARLSBAD, CALIFORNIA, APPROVING THE 2005-06
4 AND 2006-07 FISCAL YEAR OPERATING AND CAPITAL
BUDGETS OF THE ENCINA WASTEWATER AUTHORITY
5
6 WHEREAS, the City of Carlsbad is a member agency to the Encina Joint Powers
7 Agreement entered into on July 13, 1961, for the acquisition, construction, ownership,
8 operation and maintenance of the Encina Joint Sewer System; and
9
WHEREAS, the Encina Agreement requires approval for the budget of the
10
Encina Wastewater Authority (EWA) by the Member Agencies following the
11
recommendation of the Joint Advisory Committee (JAC); and
12
WHEREAS, the City Council of the City of Carlsbad desires to approve said
budget and provide for the payment of its share such expenses in accordance with the
15 allocation provided in the Basic Agreement; and
16 WHEREAS, there are projected to be sufficient funds in the Sanitation fund for
17 the payments as they become due.
18 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
19 Carlsbad, California, as follows:
20
1. That the above recitations are true and correct.
21
2. That the City of Carlsbad's share of the Fiscal Year 2005-06 Operating
23 Budget of the EWA as approved by JAC on May 25, 2005, in the amount of $2,713,021,
24 and the Capital Budget of $8,053,014 is hereby approved.
25 3. That the City of Carlsbad's share of Fiscal Year 2006-07 Operating
26 Budget of the EWA as approved by JAC on May 24, 2006, in the amount of $3,749,365,
27 and the Capital Budget of $715,057 is hereby approved.
28
Exhibit 8
4. That the City Manager is hereby authorized to make payment on behalf of
2 the City of Carlsbad to EWA in accordance with the budget as approved by JAC
pursuant to the Encina Basic Agreement.
4
5
6
7
8 '"
9 ///
10 ///
n 1/1
12 ///
13 ///
14 ///
15
16
17
IS' '"
19 '"
20 ///
21 ///
22 ///
23 ///
24 ///
25
26
27
28
131
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council
of the City of Carlsbad on the 20th day of June 2006, by the following vote:
AYES: Council Members Lewis, Hall, Kulchin, Packard, Sigafoose
NOES: None
ABSENT: None
ATTEST:
lORRAlKlH-M. WOOD, Citg Clerk ^ ^^
(SEAL) ^o^; :'>*;
06/16/2006 FRI 15:58 FAX 1002/002
AGENDA ITEM*
c* Mayor
CttyCooncfl
City Manager
City Attorney
OtyCkrk
OPUS WEST CORPORATION
A xifmtmr »l nt Opus Vnup
4350 La Jolli Village Drive, Suite 110
San Diego. CAS2122
Phone: 853-546-4100
Pax: W8-516-4] 10
www.opuscorp.com
$ OPUS.
THE OPUS GROUP
AKCKITECTS
CONTRACTORS
DEVELOPBRS
June 16,2006
Honorable Mayor Lewis
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
Re: Funding for Carlsbad Engineering Department
Dear Mayor Lewis and City Manager Patchett,
With the City Council set to vote on the annual budget this coming Tuesday, we would like to respectfully
request that you and the Council consider including in the budget funding for additional engineering department
staff. We understand that despite a consultant's recent recommendation to add engineering manpower, the draft
budget does not does not contain the funding necessary to do so. This is unfortunate because the current
engineering staff has been operating well beyond its capacity for a couple years and is simply too small to keep
pace with the other departments involved in the development review process.
As you know, delays in the review process impact more than just the development community. Every month of
delay is another month of lost property assessment revenue for the City and wasted employment opportunities
for its citizens. By way of example, we just met with a prospective 60,000 sf R&D tenant from Japan (new jobs
to the San Diego County region) for our Opus Point project at Carlsbad Raceway. Competitively, they are
considering facilities in the cities of San Diego, Poway and Oceanside. They absolutely have to be in
occupancy of their new facility no later than November, 2006. Had the engineering staff been able to process
our plans concurrent with the other departments in the development review process, we would have been under
construction by now and would very likely have been successful in partnering with the City of Carlsbad to land
these high wage tech oriented jobs.
Please recognize, we are not trying to lay blame on the engineering department. We understand that they have
been severely overburdened. However, while budgets for all municipalities are tight, but we ask that you
consider providing the department the human resources needed to perform its critical municipal function.
Thank you for your consideration.
Sincerely,
'* A/
JUN 20 2006
CITY OF CARLSBADCITY CLERK'S OFFICE
Chris Wood
Senior Director of Real Estate Development - San Diego
THH OI'US CROUP: AlluoU • Auilin • DUM XaMn • Chlrjjn • Columbun • Dilbc • Denver • Dctrftil • UOUSIUA • laiiJuupaliv • Kinu* City • \j>t Angeles • Mllwaukte • Minneapolis
Naplvi • Orange Couury • Orlintln - fcnwrola • I'lliladcJphui • Ptuienix • Portland • Sicramcmn • San Mega • S*» I'ranclseo • SualtJe • St. Luuii • Tampa • Washington, O.C
Page 1 of 1
Council Internet Mailbox - Item #11- 2006/07 Capital and Operating Budget
From: "Dand D2" <dandd2@peoplepc.com>
To: <council@ci.carlsbad.ca.us>
Date: 06/20/2006 3:46 PM
Subject: Item #11- 2006/07 Capital and Operating Budget
CC: "Lee McEachern" <lmceachern@coastal.ca.gov>, "David Zoutendyk"
<David_Zoutendyk@fws.gov>, "David Mayer" <dmayer@dfg.ca.gov>, "Lorraine Wood"
<Lwood@ci.carlsbad.ca.us>
Honorable Mayor and Council
The proposed 2006/07 Capital and Operating Budget still includes no funds for management of the open space
as agreed to in the Implementing Agreement for the HMP signed by the city in December of 2004. The city
agreed to fund this program and actually begin to manage the protected open space owned by the city within one
year of signing that agreement.
The city has received the benefits of the HMP aggreement, but is not living up to their commitments. This annual
budget could have included funding for this program- but again the city delays. The residents of Carlsbad should
be able to take pride in their city for being the first to implement a habitat conservation plan- but in the absence of
the funding this plan remains an empty promise.
We urge you to commit the funds required to honor the agreement you signed in December of 2004 and to make
management of the precoius remaining natural lands a real priority for your city- and not just a pile of paper.
Diane Nygaard
On behalf of Preserve Calavera
AGENDA ITEM
cs Mayor
II
JUN 2 0 2006
CITY OF CARLSBADCITY CLERK'S OFFICE
City Conned
City Manager
City Attorney
City Clerk
file://C:\Documents and Settings\Klinb\Local Settings\Temp\GWJ00001.HTM 06/20/2006
June 20,2006
ALL RECEIVE,
For Information of City Council
CA iS CM ^ CC_
Date (*\~fro\o\f, Asst. City Mgn
TO: CITY MANAGER
From: Park Development Manager
Revision: ALGA NORTE AQUATICS CENTER SPREAD SHEET
Concerning the memo on the Aquatics Center dated June 8, 2006, there was
an error in the details of one of the attached spread sheets. The attachment
("Alga Norte Aquatics Complex and Park Estimated Development Costs")
related to Mayor Lewis's question on how much would be saved by deleting
the competition pool.
The errors in the spread sheet did not affect overall conclusions stated in the
cover memo that elimination of the competition pool would save
approximately $3.1 mil. if differed to a later date.
Attached is a correct spread sheet: Please replace the previous spread
sheet with the attached version.
Mark Steyaert
Attachment (new spread sheet).
Assistant City Manager
Recreation Director
Finance Director
Municipal Projects Manager
Park Planner, Bradstreet
JUN 2 0 2006
CITY OF CARLSBADCITY CLERK'S OFFICE
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55
JUN. 16,2006 12:51PM 8667284239 p. 1
GRAND PACIFIC RESORTS
Time Away..TimeTogvlher...
AGENDA ITEM # i I
c: Mayor
City Conned
June 16,2006 City Manager
City Attorney
City Clerk
Honorable Mayor Lewis "
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
RE: Budget adjustment for Engineering Department
Dear Ray,
With the City budget approval coming up for vote with City Council on Tuesday, June 20*, I
wanted to take an opportunity to express my thoughts regarding a budget adjustment, which
would allow for a much needed increase in staffing within the Engineering Department.
It is my understanding that in an effort to identify areas of improvement within the City, a
consultant was retained to make recommended changes and that one area of concern identified
was a severe shortage of staff in the Engineering Department.
As you know, we have been working with the City Engineering Department a great deal on our
new project in Carlsbad Ranch. During this process, we experienced the difficulty the
Engineering Department had in meeting engineering review and process timelines due to
understaffing relative to the number of projects being managed.
I ask that you consider a budget adjustment that would allow the Engineering Department to hire
the necessary personnel to accommodate the growing needs of that Department and our City.
Best regards,
Tim Stripe
Co-President, Grand Pacific Resorts
Cc: RayPatchett
59OO PASTEUR. COURT, SUITE 200 * CARLSBAD. CA920O8 * TELEPHONE 76Q431-85OO * FACSIMILE 76O43W58O * www.grandpacificresoit8.com
June 16, 2006
TO: MAYOR AND COUNCIL MEMBERS
VIA: CITY MANAGER
FROM: FINANCE DIRECTOR
FISCAL YEAR 2006-07 OPERATING BUDGET PROPOSED PROGRAM
OPTIONS
On June 6, 2006 we presented the FY 2006-07 Preliminary Operating Budget. Since that
time we have compiled several program options that have not been included in the budget
at this time. We appreciate your consideration of these program options as you adopt the
FY 2006-07 Budget on June 20, 2006. The five program options are attached and
include:
1) Community Forest Management Plan - Street Tree Vacancies
2) Downtown Enforcement
3) Increased Community Outreach and Communications
4) Televising Planning Commission Meetings
5) Third Ambulance
We will be available to discuss these program options during the City Council briefings
on Monday, June 19, 2006. If you have any questions please feel free to contact Lisa
Irvine, Finance Director at 760-602-2430.
Attachments
PROGRAM OPTION
COMMUNITY FOREST MANAGEMENT PLAN - STREET TREE VACANCIES
Overview
Council adopted Resolution No. 2003-085, approving the Community Forest Management Plan
and directing staff to implement the plan. Chapter 10 of the Community Forest Management
Plan is an Operation Plan that identifies projects recommended for completion and their
estimated costs. Specifically, Section 4.0 of Chapter 10, entitled "Planting Vacant Tree
Spaces," addresses the tree vacancies within the Street Tree Zone in the City's Street Lighting
and Landscaping District No. 1 ("District No. 1").
In order to fill the estimated 2,500 vacancies within the Street Tree Zone of District No. 1, it was
recommended that 400 trees be planted per year, for a six year period. According to the
Operation Plan, the funding needed for the Street Tree planting project was estimated at
$38,000 per year, for a total of $228,000. City Council Agenda Bill No. 17,120 indicates that
costs for this planting project "will be included in the Street Tree Zone budget each year, if funds
are available. If there are not sufficient revenues, this will be brought back for Council review
and direction during the budget process."
To date as a result of this project, an estimated 500 trees have been planted within the Street
Tree Zone of District No. 1. The funding for these plantings was absorbed by the Street Tree
Zone block budget in previous fiscal years. There are an estimated 2,000 street tree vacancies
remaining, to be planted at 400 per year over five years, at a cost of $38,000 per year.
As can be seen in the table to the right,
in order to provide the same level of
tree maintenance services as in prior
years with the current tree inventory,
the Street Tree fund balance will have
to supplement the program in Fiscal
Year 2006-07 by $56,658. Therefore,
an additional appropriation of $38,000
per year for tree vacancy replacements
will be required in the Street Tree Zone block budget from the fund balance.
maintenance expenditures will increase in this fund as the new trees mature.
2006-07 Estimated
Revenues
Assessment Collection
Interest
Amount from Fund Reserves
Total Funding Sources
Total Expenditure Budget
Street Trees
$464,456
17,000
56,658
$538,114
$538,114
Ultimately,
The Street Tree fund balance is projected to be approximately $549,000 at June 30, 2006. The
present Street Tree Zone rates have not been increased for the past ten fiscal years, due to the
limitations of Proposition 218. Proposition 218 would require a Special Assessment Ballot
Proceeding for only those property owners affected.
Based on the current tree assessment rates, the anticipated annual costs of performing tree
maintenance and the current fund balance, it is anticipated that the Street Tree Zone Fund will
deplete its fund balance by the end of Fiscal Year 2014. This does not assume the additional
400 trees per year as recommended in the Community Forest Management Plan. Unless the
annual assessment rates are increased through voter approval, the General Fund would have to
loan the fund money on an annual basis at that point on an ongoing basis, to assist with the
annual tree maintenance costs.
Options
1. Direct staff to utilize the Street Tree Zone's fund balance for the $38,000 per year
expenditure on the described planting project, commencing in Fiscal Year 2006-07, until
the project is complete. It is anticipated that the fund balance would be able to fund the
entire replanting project; however, based on annual maintenance cost projections, the
fund balance for the Street Tree Zone would be depleted during Fiscal Year 2010, over
three years earlier than current projections.
2. Authorize a $38,000 annual loan from the General Fund to the Street Tree Zone each
fiscal year, beginning in Fiscal Year 2006-07, for the next five fiscal years. Each year,
$38,000 would also be appropriated to fund the tree replacement project. This would
allow the Council the ability to evaluate the tree replacement program on an annual
basis.
3. Discontinue the described planting project, resulting in no additional expenditures.
PROGRAM OPTION
INCREASED COMMUNITY OUTREACH & COMMUNICATIONS
Issue: Increase City Communications' Office effectiveness and capacity to provide
more opportunities to share information with the community on issues that are important
to residents.
Overview:
Increasing information flow between citizens and government is an important role of the
Communications Office. When citizens feel informed it is easier for them to participate
and feel connected to their community. Communications is one of the Council's top
priorities, and one of the Council's strategic goals. Annually, communications is one of
the primary measures that the City uses to measure its effectiveness.
In March 2006, several options were presented to Council as recommendations for
increasing communications and community outreach with residents. This budget
option offers staffing alternatives to accomplish the work program outlined in that report.
These recommendations included:
• Improving the City's ability to identify, coordinate and communicate priority
issues,
• Increasing outreach with citizens and,
• Use new technology to communicate and provide information on City issues,
programs and services.
The City's Communications Office which creates and delivers much of this content
consists of a communications manager, video production manager and the volunteer
coordinator. Each of these positions focuses on a different area of outreach - whether it
is citizen contact or content creation. To increase the City's capacity to deliver on these
recommendations, and to ensure continuity over the next several years, additional staff
resources are needed.
Current Environment:
The Communications Strategic Plan ('05-'07) outlined the foundation for creating
structures within the organization to increase the flow and consistency of information to
the public and between departments. While many of these structures are still being
developed, the daily demands related to responding to media requests, implementing
and managing the increasing number of communications- related issues, coordinating
and creating communications to respond to an ever-increasing number of issues is
becoming increasing difficult without a coordinator. As communications output
increases, there is a growing need for additional support to help coordinate activities
and distribution.
Further, communications in general are undergoing a major shift, as technology is
quickly changing many of the traditional tools relied on for communications. The result is
that communications professionals are expected to provide information using both
traditional and new media.
Future Needs:
There are three primary factors that will drive the need for vigilant and proactive
communications for the foreseeable future:
1. Build out is on the horizon, and the city is at a pivotal point in how it will move
forward together. Over the next few years, several major projects will be in
various stages of planning and development. Providing timely information in a
proactive fashion and creating opportunities for citizens to talk to the city and
each other are essential to building an environment of trust where residents feel
informed about the changes and understand the rationale behind them.
2. The level of complexity of the issues facing the city continues to grow. Land
use issues, services, traffic and community issues will require thoughtful
coordination. To ensure the timely delivery of information that the public needs to
make informed decisions and to build and maintain trust and transparency in the
city/citizen relationship, proactive planning and coordination is critical.
3. Technology has become critical to effective communication, particularly in a
community like Carlsbad, where the majority of its residents have high speed
internet access. Further, the upcoming fiscal year 2006/07 is a ground breaking
year for building and developing technology-based communications to deliver
enhanced information to residents and staff. These programs include:
• Enhanced web site content through a content management system.
• Launching streaming video, and developing content for an Internet-based
channel.
Bringing these programs on-line, training staff, and ensuring their successful,
sustainable operation will require additional assistance.
Currently, there is no project coordinator to hand off projects for coordination and
implementation. The result is that many projects can be started, but are short-term in
nature, since there is no staff to ensure the administrative and coordination occurs to
sustain the program.
Finally, with the addition of a project coordinator to carry out the administrative tasks,
the expertise, knowledge and experience of the Communications Manager can be fully
leveraged to respond to organizational needs for strategy, training and overall
coordination of City outreach and communication programs.
Program Options:
Option 1: Add additional employees to accomplish the goals of enhanced
community outreach and technology enhancements.
Recommendation: One full-time permanent managerial support person and one
temporary part-time person to enhance effectiveness of existing staff by assisting with
coordinating additional citizen communication opportunities including:
• Learning more about City and issues
2
• Helping the city to learn more about community needs/priorities.
• Increased citizen involvement and dialogue
• Technology implementation such as streaming video, podcasts and more to
increase communications available to citizens.
Cost: $115,916
Option 2: Hire outside contractor to implement community outreach program
and contractor to assist with technology improvements.
Cost: $150,000
The cost of hiring outside consultants to manage a community outreach program
and to assist with technology-related needs.
Option 3: No change from current staffing levels.
Community outreach and technology will be implemented as time permits.
See attached matrix for more information on each option.
Program Option Matrix
Cost Remarks
Option One:
1.5 positions
One full-time support
person
Part-time, limited position
$78,416
$37, 500
Total:
$115,916
•More administrative support for department.
Would free up Comm. Manager to focus on
new initiatives, training and media relations.
•Staff member who can learn and implement
city processes/procedures.
•Full time person would be required to attend
night and weekend meetings as part of job
duties, which can be time-intensive.
•A staff-member dedicated to bringing new
initiatives on line will ensure their success and
bring changes on line faster.
•Will provide necessary year-to year
continuity to fully implement programs and
integrate into organization.
Option two:
Consultant
$150,000 • Consultants are most cost-effective at
providing strategy, implementing a one-time or
limited scope program rather than supporting
on-going work.
•Hiring outside contractor for community
outreach - a time consuming activity - can be
expensive.
•On-going support of any programs initiated
would still be unresolved. Work would not be
institutionalized in organization.
•A consultant does not have same access as
staff, and must rely on a staff person to fully
execute programs and complete paperwork,
such as contracts.
Option three:
Do as much as possible
with current resources
$0 •Limited ability to conduct community
outreach - technology will take longer to
implement.
PROGRAM OPTION
Televising Planning Commission Meetings
Background:
City governments around the nation are embracing a move toward increased transparency in
their workings and proceedings. One method being used to increase citizen understanding and
participation in City decision-making processes is the televising and streaming of public
meetings on local cable channels and on City websites. In addition to Council meetings, some
cities are offering citizens the opportunity to watch the proceedings of other decision-making
bodies in the same manner.
Carlsbad is somewhat unique in the way their meetings are televised. Through a provision of
the cable television franchise, the cable operator not only airs the meetings, they provide the
staff and much of the equipment to tape them.
Currently, the Carlsbad City Council meetings are broadcast live, and then replayed the next
day. Copies are also available in the City's libraries. Over the next two months, the City will also
be deciding whether to present the Council meetings via streaming video from its web site.
The city's annual citizen survey has indicated for the past two years that traffic and land use
decisions are major concerns. Many important decisions that impact both of these areas are first
examined by the Planning Commission before going to the City Council. Many citizens are
unaware that the Planning Commission is often the first decision-making forum for many pivotal
projects.
If Planning Commission meetings were televised, it could potentially increase the awareness of
the planning process while increasing the community's level of understanding of the complex
land use decisions that are often the topic of discussion. In the future, as projects before the
Planning Commission shift from master planned communities to local infill projects, the level of
complexity and interest is certain to increase.
The City previously contacted Adelphia Cable, the current cable provider for the City, about
televising Planning Commission meetings live. Adelphia management indicated that they do not
have the staff to accommodate this request, even if the City were willing to financially support
this effort.
The City could, however, record the meetings and provide a tape to Adelphia for re-play at a
later date and time. Staff has researched the options if the City were to pursue this course of
action.
Budget Options and Costs for Televising Planning Commission
Option 1
Offer streaming video of Planning Commission meetings live from City Website and then
on demand for play at a later time.
If the City were to begin delivering streaming video of City Council meetings, Planning
Commission meetings and other content could also be delivered from the City website. This
money to purchase the hardware and software for the City Council meetings has been allocated
in a technology goal for 06/07. The only additional cost for streaming Planning Commission
meeting is purchasing a server to host the live stream.
One time cost: $5,800 to purchase hardware server to host live stream of meetings.
Option 2
Record the Planning Commission meeting using City equipment and resources.
The current system used to tape meetings is a hybrid between the city's equipment (cameras
and controls in city hall) and the remote studio equipment in the van. To duplicate the level of
production quality of the City Council meetings the following equipment would be needed:
Option 2 - Budget Estimate
One time costs:
Production switcher $18,000 (est)
Video Distribution Amplifiers Switcher $900
DVD recorder $2,000
Character generator $24,000
Total: $44,900
Technician to run equipment: $7,200 per year (on-going cost)
Option 3
Provide a DVD/tape recording of the Planning Commission meetings to the cable
company for televising at a later date and time.
With the purchase of a professional- grade DVD recorder, the meetings could be taped
and a disc/tape provided to the cable company for televising. Adelphia has indicated
that at this time, the Friday at 10 a.m. time slot is available.
It is important to note that under this option, the program would not be at the same
quality level as the City Council meetings. Most of the equipment that is responsible for
producing a quality program is located in the van that Adelphia staff drives to the City
Council and School Board meetings. For example, the controls for the audio, the
graphics for letting people know what agenda item is being discussed, and the
production switcher for switching between cameras during the meeting are all located in
the van at this time. It is uncertain, due to the cable franchise renewal and transfer
issues, when the conversion from the van to a studio will occur.
To accomplish a basic recording of the Planning Commission proceedings (without
graphics), a dvd recorder and staffing resources to switch between cameras on the
basic switcher in council chambers during the meetings are required.
Option 3 - Budget Estimate
One time cost: $2,000 to purchase professional quality DVD recorder
Annual cost: $7,200 per year to hire a technician to run camera equipment.
PROGRAM OPTION
DOWNTOWN ENFORCEMENT
Executive Summary
The increase in downtown village weekend and holiday police activity has historically
been addressed by shifting on-duty personnel into the downtown area from other areas
of the city. Early in 2005 the police department became concerned that resources were
frequently unable to keep pace with activity. Since then, several measures have been
implemented to gain cooperation from the bar owners and managers creating the
majority of the problems:
1. The police staff has met numerous times with bar owners and managers concerning
overcrowding and other safety violations.
2. The fire department has sent two letters reminding businesses of laws prohibiting
overcrowding and conducted numerous inspections.
3. Mayor Lewis held a forum for downtown bar owners regarding responsibilities.
4. Additional police and fire enforcement has been conducted every weekend since
October 2005.
5. Monthly enforcement sweeps focusing on downtown village issues have been
conducted monthly since October 2005 with between 6 and 40 additional personnel.
The result of these efforts has been fewer fights and related drunken behavior;
however, these are only symptoms - the root of the problem continues to be:
1. Overcrowding - this continues to be a health and safety issue although there has
been some recent improvement.
2. Over serving of alcohol - the number of potential public drunkenness arrests
continues to exceed police staffing available to make the arrests.
3. Loud music - complaints continue from surrounding residential areas.
Overview
Historical: Carlsbad's downtown village area provides opportunities for shopping,
entertainment, and dining for residents and tourists alike. This desirable location is
close to the beach, and combined with many eating and entertainment establishments
in close proximity, has helped draw large numbers of people to the downtown area,
particularly on weekends and holidays, for a number of years.
Carlsbad Police Department has historically provided extra patrol and enforcement on
major holidays to address the increase in police activity during these peak periods by
hiring overtime and/or shifting staff to the downtown area from other areas of the city. In
the past several years, it has become evident that many establishments licensed to
serve alcohol routinely overcrowd their facilities and over serve their patrons. The
increasing North County population has exacerbated the problem, and the increase in
residential development in the downtown area and several significant violent crimes in
the area have combined to bring increasing attention to the long-standing issues.
During these peak periods, patrol staff has become overwhelmed on a regular basis
with the number of fights, assaults, drunken behavior, and disturbances.
Voluntary Efforts: Police staff members have spoken with bar owners and managers
on numerous occasions regarding overcrowding and other safety violations. Little or no
voluntary compliance was received from the bars creating the majority of the law
enforcement problems. The Fire Marshal sent notices to businesses in June 2003 and
December 2004 reminding them of the laws prohibiting overcrowding. To date,
overcrowding continues to be a problem despite numerous inspections conducted by
the Fire Prevention Division.
In March 2005, representatives from Police, Fire, Finance, the City Manager's Office,
Code Enforcement, and Housing and Redevelopment met to discuss a comprehensive
strategy for addressing concerns and problems caused by the bars and restaurants
which serve alcohol and provide entertainment. The Police Department also sent letters
to bar owners outlining the issues of responsible bar ownership. The Police Department
met with owners individually again in 2005 to outline the issues related to responsible
bar ownership and operation.
In March 2005, the Fire Department joined with the Police Department in conducting
enhanced downtown enforcement operations. They focused on bars and restaurants to
provide a visible presence and to enforce applicable laws.
In April 2005, Mayor Lewis held a forum for downtown bar owners. Mayor Lewis
discussed the issues and requested voluntary compliance with regard to alcohol sales
and overcrowding. These efforts had little effect on the majority of these
establishments.
Enforcement Efforts: In the fall of 2005, City Council approved additional overtime
funding for the continuation of the Friday and Saturday night enforcement. This consists
of two police officers and one fire prevention inspector for five hours each night through
the balance of the 2005/2006 fiscal year. In addition, a special enforcement detail for
monthly sweeps was approved to work in conjunction with the weekly enforcement
through the end of the fiscal year. The special enforcement detail's monthly operation
included the regular Friday and Saturday night detail personnel plus additional staff for a
total of one sergeant, seven officers, two fire department personnel and one dispatcher.
Current Status
General Enforcement: Additional enforcement continues to be conducted on a weekly
basis per the Council direction. Since the inception of this enforcement, a deputy fire
marshal has conducted fire code enforcement activities every Friday and Saturday
night, as well as during high-profile events and holidays. In addition, large, often multi-
agency monthly sweeps have been conducted on Friday or Saturday nights, or on
holidays. Those efforts varied from a 6-person local effort to a 40-person multi-agency,
citywide combination DUI sweep and bar enforcement detail.
The police and fire department combined have spent approximately $50,000 of the
$65,000 originally budgeted for downtown enforcement overtime. It is projected that the
departments will spend the full allocation of $65,000 by the end of the fiscal year.
DOWNTOWN OVERTIME EXPENDITURES
Police
Fire
Total
Hours
776
226
1,002
Expense
October 2005 through
Mid-May 2006
$38,891
$10,170
$49,061
Budgeted through
June 30, 2006
$46,631
$18,369
$65,000
Note: The above costs do not include comp time earned or the costs
when the comp time earned is taken off and overtime is needed to
backfill. This could be an additional 25% - 50% cost for the police
department.
The additional enforcement and attention to the issue have resulted in some limited
improvement. Police staff members agree that with a greater presence downtown,
officers are able to respond to incidents in a timelier manner. By arresting a person for
being drunk in public police are often preventing further escalation of violence. The
number of arrests (usually for drunk in public) is limited only by the number of police
personnel working. And the number of arrests has significantly increased with the
greatest number of arrests in a single time period made recently during the St. Patrick's
Day detail (32 arrests).
Overcrowding: Enforcement action to prosecute overcrowding violations has proven
difficult. The fire inspector needs an accurate count of the number of patrons in the
establishment to support prosecution of this violation. The most accurate way to do this
is by removing all patrons from the building and counting them as they leave. To
conduct this type of enforcement in a safe manner for both patrons and City staff, 6 to
10 officers are needed depending on the establishment. Since police resources are
frequently burdened by other activities occurring in the downtown area, this type of
enforcement has not been very successful.
Over-serving: Numerous arrests continue to be made for public drunkenness. If an
arrest is made inside an establishment or if the arresting officer can identify where the
arrestee had been drinking, the arrest report is sent to Alcohol Beverage Control (ABC).
ABC can take action against the licensee when the number of arrests related to that
establishment reaches a certain level.
Loud Music: The police department continues to receive complaints regarding loud
music on a regular basis. Officers find themselves in an difficult position trying to
balance a resident's expectation of quiet and an establishment's City authorization to
have music.
KEY STATISTICS FOR DOWNTOWN VILLAGE AREA
Friday and Saturday Nights
Police Activity
Downtown Area Arrests Fri/Sat PM (Oct '05 - Feb. '06)
Percent of Citywide Arrests Fri/Sat PM
Downtown Area Crime Cases Fri/Sat PM (Oct '05 - Feb. '06)
Percent of Citywide Crimes Fri/Sat PM
Downtown Area Total Calls for Service Fri/Sat PM (Oct '05 - Feb. '06)
Percent of Citywide Calls for Service Fri/Sat PM
285
51%
97
26%
1,517
36%
Fire Activity
Fire Inspections (through 3/11/06)
Fire Inspections in Compliance (through 3/11/06)
Fire Inspections Not in Compliance*(through 3/11/06)
Fire Inspection Verbal Notices (through 3/11/06)
Fire Inspection Citations (through 5/31/06)
Fire Inspection Closures/ Evacuation (through 5/31/06)
618
513
(83%)
105
(17%)
94
4
4
* The 17% of businesses found not in compliance are out of compliance on a regular
basis and cause the greatest amount of enforcement activity.
Results
Overcrowding: There has been some reduction in overcrowding. Some
establishments have hired private security which ideally should enhance patron safety.
With just a little attention being paid to occupancy, patrons are now sometimes seen
waiting in line to enter some establishments. Although there has been some
improvement, this issue has not been solved and staff believes any improvement would
be short-lived if enforcement was reduced.
Over-Serving: Arresting drunks has little effect on an establishment's ABC regulations
unless arresting officers can identify where the drunk had been drinking. Officers
include that information in arrest reports when possible and those reports are forwarded
to ABC. The number of drunks has not reduced with the current enforcement effort but
because they are being arrested quicker, the downtown area is not experiencing the
number of fights and other related activities as a year ago.
Loud Music: While loud music is much less likely to result in a crime case, arrest or
need for medical attention, it is frustrating for nearby residents and officers alike. The
most frequent action taken by officers in response to a loud music complaint is to have
the establishment close their doors.
Arresting drunks after they leave a bar, combined with limited overcrowding
enforcement and minimal effectiveness in controlling loud music, has not resulted in an
improvement in the situation. The problems of over-serving and overcrowding have not
been corrected. City efforts have been ineffective in convincing owners/manager to
become accountable. There remains insufficient incentive for them to voluntarily
comply with Health and Safety and ABC regulations.
Staff believes that any minor improvements recently seen will quickly disappear if
enforcement personnel are not present. The downtown village area is now established
as a night-time, drinking venue and this will be hard to alter without significant incentives
or disincentives.
Options
Continue Ongoing Public Safety Enforcement: Additional police enforcement is
recommended regardless of other options that may be selected. Presently, two officers
and one fire inspector work every Friday and Saturday night. In addition, periodic large-
scale sweeps are conducted, often in conjunction with holidays. Enhanced enforcement
would increase the number of officers from two to four officers, and one fire inspector
every Friday and Saturday night.
Transportation: In order to increase the efficiency of the extra enforcement details,
several options are available. Presently, officers are taken out-of-service when they
make an arrest and transport the suspect to Vista jail for booking. This can take one to
three hours per booking. This is time that the officer is out of the City and not available
to respond to calls.
Private Security: One option that could help address out-of-service time would
be contracting with a private security company for prisoner transportation. The
department could contract for a certain number of private security transportation
vehicles each evening for a set number of hours. Carlsbad officers would turn
prisoners over to the private security company for transportation to the jail
without having to leave the downtown area.
Multi-Prisoner Transport: Alternatively, Carlsbad could purchase a multi-
prisoner vehicle. Instead of one officer being taken out of service one to three
hours for every one to two prisoners, six to eight prisoners could be loaded into
one vehicle and transported to jail.
Temporary Detention Facility: If the downtown issues are considered long-term in
nature, a mobile or fixed location in the downtown area for processing prisoners could
also assist enforcement efficiency. This processing location would include holding cells
and space for processing only; it would not be open to the general public. A prisoner
processing area would allow for the gathering of arrestees for transportation in groups.
This would require staffing for the processing center as well as one to two officers for
transportation. The Harding Center was used for this function on St. Patrick's Day and
was reasonably successful but required additional staffing because it was not designed
for prisoner retention.
Entertainment Ordinance: An entertainment license is a means to allow entertainment
attractions inside an establishment that serves alcohol. This type of ordinance, -fairly
common in cities with active downtown areas, gives the City the ability to address or
limit the problems occurring in an area by addressing the music and dancing issues that
go hand-in-hand with the overcrowding and over-serving of alcohol. An entertainment
ordinance could also include regulations concerning the level of noise that could be
emitted from an establishment. An entertainment ordinance would allow the city to
monitor the individual establishments and direct consequences to offending
establishments in a much timelier and less cumbersome manner than the State of
California Alcohol Beverage Control (ABC).
While an entertainment ordinance would still require enforcement actions, it is more
directly enforceable than land use permit modification processes. The City could
specify features to the entertainment ordinance that would be most helpful in providing
negative consequences to violations that are currently being ignored by specific
establishments. There could be a limit on the number of infractions that an
establishment could receive during a rolling 12-month period before raising the violation
to a misdemeanor level. A charge-back feature could be included in the ordinance for
repeat offenders in order to recover the high costs of multiple responses to an
establishment.
Land Use Enforcement: This process utilizes conditions, both Citywide and in the
Redevelopment area, as a way to regulate activity. Many of the establishments have
been in operation for such a long time that they have only business licenses and would
have to start the conditional use permit process. Land use enforcement is lengthy and
is the least likely enforcement method to hold up in court. In addition, inadequacies in
the current permitting have made it difficult to address establishments licensed as
restaurants that are now functioning as nightclubs.
Potential changes to the Entertainment Ordinance and Land Use Enforcement will be
discussed with council in the future.
Focus on Safe Entertainment Alternatives: Presently, the options for evening
activities downtown are limited primarily to drinking and dining since few shops are open
and there are few other activities. If more options were available to residents and
visitors, there would likely be a more mixed crowd in the downtown area at night,
helping to enhance the downtown experience for all. Models include the evening
farmers' market in San Luis Obispo, the Palm Springs nighttime street fairs, and
Escondido's "cruise" nights. Currently a business development plan for the downtown
village is being prepared by Kennedy Smith. This could help direct the focus to a more
family orientated environment. Any suggestions that could alter activities after 10 PM
should be carefully considered.
Police and Fire Enforcement Options
2004 Level
2005-06
Current
Level
Additional
Options
Option
No Additional
Enforcement
Additional
Enforcement
Monthly
Sweeps
Enhanced
Additional
Enforcement
Private
Security
Contract for
Prisoner
Transportation
Purchase
Multi-Prisoner
Transport
Vehicle
Downtown
Satellite Office
Description
• No additional staffing
• Respond to calls for service with
current on-duty beat officers
• No fire personnel
• Foot patrol as available
• 2 additional officers (overtime)
• 1 additional fire inspector (overtime)
• 5 hours every Friday and Saturday
night
• 5 additional officers (overtime)
• 1 sergeant (overtime)
• 1 additional fire inspector (overtime)
• 1 dispatcher (overtime)
• 5 hours once a month
• Added to "Additional Enforcement"
above:
• 4 additional officers (overtime)
• 1 additional fire inspector (overtime)
• 5 hours every Friday and Saturday
night
• One security officer and car for
Friday and Saturday nights @ $40
per hour for 1 year
• Additional security officer and car
for monthly sweeps
• Modified passenger van to transport
6-8 prisoners
• Would need to be staffed with 1-2
personnel
• Mobile or fixed location not open to
the public
• Would need to be staffed with 1-2
personnel
Estimated Cost
No direct cost
$76,440
$23,400
$127,400
$24,960
$2,880
$50,000 est.
$25,480-50,960
$150,000 est.
$25,480-50,960
8
Summary
The goal is to create a safe and family-friendly environment for the downtown area with
visitors and businesses conducting themselves in a responsible and safe manner, while
allowing local businesses to thrive.
Carlsbad has established itself as a nighttime, drinking venue that enforcement alone
will not change. The hope is that the minimum recommendation of "Additional
Enforcement," "Month Sweeps" and the addition of an "Entertainment Ordinance" will
maintain the status quo and begin to work toward changing the root of the problem,
thereby reducing the need for enforcement in the future as the behavior changes.
Implementation of any of the additional optional should have a more dynamic effect on
the image of the Village in Carlsbad.
Council Options
1. Provide funding for additional enforcement at 2005-06 levels with 2 officers and 1
fire inspector every Friday and Saturday night ($76,440), as well as for monthly
sweeps ($23,400), and implement entertainment ordinance, for a total direct cost
of $99,840.
2. All of the above plus funding for the addition of one private security officer and
vehicle for prisoner transportation on Friday and Saturday nights and monthly
sweeps ($27,840), for a total cost of $127,680.
3. All of the above with funding to increase the number of officers on overtime from
2 to 4, and funding to increase the number of private security officers and
vehicles from 1 to 2, for a total cost of $206,480.
4. Provide no additional staffing for the downtown area. Respond to calls for service
with current on-duty beat officers as available. No additional costs.
The Coast News
Decreed A Legal Newspaper by the Superior Court
of San Diego County.
Mail all correspondence regarding public
notice advertising to
The Coast News, P.O. Box 232-550,
Encinitas, CA 92023 (760) 436-9737
Proof of Publication
STATE OF CALIFORNIA, ss.
COUNTY OF SAN DIEGO,
I am a citizen of the United States and a resident of the
county aforesaid;
I am over the age of eighteen years, and not a party to or
interested in the above entitled matter.
I am principal clerk of the printer of The Coast News, a
newspaper printed and published weekly and which news-
paper has been adjudged a newspaper of general circulation
for the cities of Del Mar, Solana Beach, Encinitas/Cardiff,
Carlsbad, Oceanside, San Marcos/Vista and the County
Judicial District by the Superior Court of the State of
California, County of San Diego (8/4/94, #677114, B2393,
P396); and that the notice, of which the annexed is a print-
ed copy, has been published in, each regular and entire issue
of said newspaper and not in any supplement thereof on the
following dates, to-wit:
Space above for County Clerk's Filing Stamp
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Cartebad will hold a public hearing on Tuesday,
June 20, 2006 at 6:00 p.m. in the Council Chambers of City
Hall, 1200 Carlsbad Village Drive, Carlsbad, California, to
discuss the Fiscal Year 2006-07 Operating Budget and the Fiscal Year 2006-
07 Capital Improvement Program to Buildbut Budget. This budget includes an
appropriation oTthe FY 2006-07 AB 3229 funds of approximately $142,000 to
'be used to fund the Community Policing program. Also included will be dis-
cussion on the Carlsbad Municipal Water District Operating and Capital
Improvement Program Budgets as well, as discussion on behalf of the Housing
and Redevelopment Board regarding the Redevelopment Budgets. The City
Council will also discuss selected City development fees, general fees, and the
Appropriation Limitation for Rscal Year 2006-07.
Interested parties are invited to attend this meeting and present their
views and comments to the City Council.
Copies of the budget and proposed fee changes are available for public
inspection at the City Clerk's Office, 1200 Carlsbad Village Drive, or the two
libraries: Cole Library, 1250 Carlsbad Village Drive, Carisbad; and Dove
Library, 1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Irvine of the
Finance Department, 1635 Faraday Avenue, Carlsbad; 602-2430.
CN 3174, June 9, 2006
June 9th 2006
I certify under penalty of perjury that the
foregoing is true and correct. Executed at
Encinitas, County of San Diego, State of
California on the 9th daxxif June 2006.
Clerk of the Printer
PROOF OF PUBLICATION
(2010 & 2011C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident of
the County aforesaid: I am over the age of eighteen
years and not a party to or interested in the above-
entitled matter. I am the principal clerk of the
printer of
North County Times
Formerly known as the Blade-Citizen and The
Times-Advocate and which newspapers have been
adjudicated newspapers of general circulation by
the Superior Court of the County of San Diego,
State of California, for the City of Oceanside and
the City of Escondido, Court Decree number
171349, for the County of San Diego, that the
notice of which the annexed is a printed copy (set
in type not smaller than nonpariel), has been
published in each regular and entire issue of said
newspaper and not in any supplement thereof on
the following dates, to-wit:
June 09th, 2006
I certify (or declare) under penalty of perjury that
the foregoing is true and correct.
Dated at SAN MARCOS California
This space is for the County Clerk's Filing Stamp
Proof of Publication of
•"wrafiwrtINQ
ne r i 4twww-v> ,._>142,000 to be used to fund the Community roiiui iu>rogram. Also included will be discussion on thejansbad Municipal Water District Operating andCapital Improvement Program Budgets as well asdiscussion on behalf of the Housing and Redevel-ipment Board regarding the RedevelopmentJudgets. The City Council will also discuss selectedJity development fees, general fees, and the Ap-i J..:,_-riml)a)inn for p|sca| Year 2'o06-07.
irties are invited to atiena mis mo.their views and comments to the
ailable for DUDIIC mspauiiuii m u,~ „..,e, 1200 Carlsbad Village Drive, or the twos: Cole Library, 1250 Carlsbad Villagearlsbad; and Dove Library, 1775 Dove
1111809* Day of June, 2006
Signature
Jane Allshouse
NORTH COUNTY TIMES
Legal Advertising
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 20, 2006
at 6:00 p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive,
Carlsbad, California, to discuss the Fiscal Year 2006-07 Operating Budget and
the Fiscal Year 2006-07 Capital Improvement Program to Buildout Budget. This
budget includes an appropriation of the FY 2006-07 AB 3229 funds of
approximately $142,000 to be used to fund the Community Policing program.
Also included will be discussion on the Carlsbad Municipal Water District
Operating and Capital Improvement Program Budgets as well as discussion on
behalf of the Housing and Redevelopment Board regarding the Redevelopment
Budgets. The City Council will also discuss selected City development fees,
general fees, and the Appropriation Limitation for Fiscal Year 2006-07.
Interested parties are invited to attend this meeting and present their
views and comments to the City Council.
Copies of the budget and proposed fee changes are available for public
inspection at the City Clerk's Office, 1200 Carlsbad Village Drive, or the two
libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad; and Dove Library,
1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Irvine of the
Finance Department, 1635 Faraday Avenue, Carlsbad; 602-2430.
Sherry Freisinger-Public Hearing Notice, , Page 1
From: Sherry Freisinger
To: legals@coastnewsgroup.com
Date: 05/31/2006 12:05:54 PM
Subject: Public Hearing Notice
Attached is a Notice of Public Hearing for the adoption of the 2006-07 Operating Budget and Capital
Improvement Program Budget. Please place this ad in the Friday, June 9, 2006 Coast News.
The ad should be 3/4 with City Seal and border.
Thank you.
Sherry Freisinger
Administrative Secretary
City Clerk's Office/City of Carlsbad
760.434.2809
CC: Karen Kundtz
1
1
City of Carlsbad
2006-2007
Budget Adoption
June 20, 2006
Fiscal Discipline and Continued
Sustainability 2
Budget CalendarBudget Calendar
Council MeetingsCouncil Meetings
May 16 May 16 ––Capital Budget WorkshopCapital Budget Workshop
June 6 June 6 ––Operating Budget WorkshopOperating Budget Workshop
June 20June 20 ––Operating and Capital Operating and Capital
BudgetBudget
Public Hearing and AdoptionPublic Hearing and Adoption
Other Public MeetingsOther Public Meetings
June 14 June 14 ––Citizens Budget WorkshopCitizens Budget Workshop
3
Citizens Budget
Workshop
1 4
4
Citizens Budget Workshop
Approximately 6 Citizens attended
• Pine Park Community Center
• Redevelopment area around Madison Street
• Carlsbad Blvd. Bridge
• Roosevelt and Laguna Traffic Signal
• Status of Rancho Carlsbad
• Seawall Railing Repair
5
AA
GG
EE
NN
DD
AA
Budget Overview
Fee Recommendations
Program Options
Public Hearing
Budget Adoption
6
Creating a Sustainable
Community through Fiscal
Discipline
2
7
Legal Spending Limit
•GANN Limit
•Prop H (1982)
–Set Expenditure limit at $1 million
•Prop G (1989)
–Authorized spending more than limit on certain recreational projects
•Prop C (2002)
–Authorized spending more than limit on certain projects
8
Authorized Projects
•Prop G
–2 golf courses
–Multi-court tennis
complex
–2 multi-purpose
fields
–Enclosed soccer
field
•Prop C
–Pool complex
–Trails linkages and open space
–City/safety training center
–Cannon Rd. East
9
2006-07 Total
Proposed Budget
Internal
Services6%
Enterprise18%
Special Revenue
5%
Redevelopment
1%
Total:$217.6 million
Operating
78%
Capital (CIP)22%
General Fund48%
10
2006-07 Total
Revenues By Source
Grants/Donations
3% Other Gov't &
Other
2%
Interest/ Rents
2%
Licenses/ Permits / Fines
2%
Capital
29%
Taxes40%
Fees/ Charges
16%
Interdept.
6%
Total = $248.3 million
11
General Fund Budget
Community
Services
Contingency
Non
Departmental
Public Works
Community
Development
Public Safety
Admin Svcs
Policy/
Leadership
Total: $105 million 12
General Fund Revenues
Business
License*3%
All others16%
Hotel Tax*
11%
Franchise*5%
Property*39%
Sales*26%
*Five sources make up 84%Total: $111.8 million
3
13
General Fund Budget
FY 2006-07
Revenues: $ 111.8 million
Budget Requests $ 105.0 million
Projected Surplus: $ 6.8 million
14
General Fund Balance
6.8 millionPlus: FY 06 Surplus
$ 64.1 millionEstimated Balance
at 6/30/07*
-5.0 million
Less Transfers:
Golf Course
$ 62.3 millionEstimated Balance at 6/30/06
*Note-Includes $15 million in continuing appropriations
15
-$15
-$10
-$5
$0
$5
$10
$15
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
Balanced
Net Revenues over (under) Expenditures
Millions
Forecast Comparison
FY 07 Forecast
FY 04
FY 05
FY 06
16
Budget Overview
New Positions
Public Safety 6
PT to FT Conversion 4
Public Works 2
Information Technology 3
Total New Positions 15
New Positions 2006-07
Full Time
17
MAJOR PROJECTS
2006-07
Steven Jantz
Associate Engineer
18
•Replace aging maintenance facilities
•Centralize all maintenance equipment and personnel
•Complex would include:
–maintenance building
–office building
–warehouse facility
4
19
•6,200 Square Foot Facility
•Existing site adjacent to
Calavera Park
•Potential location within
Robertson Ranch
•$1,000,000 included for property
acquisition
20
Championship Golf
Course
Opening 2007
Site Prep
2004-05 2005-06 2006-07 2007-08
Grading/Construction
21
•50 meter competition
pool
•12 lane instructional pool
•Therapy pool
•Water play area
–Lazy river
–2 water slides
22
•Ball fields
•Picnic areas
•Tot lots
•Skate park
•Dog park
2004-05 2005-06 2006-07 2007-08
Planning & Design Construction
23
•Aviara Park Community Building
•Pine Park Community Building
•Poinsettia Park Community
Building
–Enclosed Soccer Field
–Tennis Complex
–Additional Parking
$9,700,000
$9,100,000
$14,120,000
24
Senior Center Expansion
1st Floor - $1,082,044
•Expand Senior Programs
–Exercise Room
–Art Room
–T.V. Room
–Game Room
–Multi-purpose room
–Health Screening Room
–Computer Room
2nd Floor – $529,162
•Tenant
improvements to
provide additional
office space for
Recreation Division
5
25
•Complement Pavement
Management Program
•$250,000 Annual
Appropriation
•$3,500,000 total
appropriation
26
Rates and Fees
David Barnum
Finance Manager
27
Proposed 5%
Water Rate Increase
•Conservation Rate
•Current Rate $1.44 per unit
•Proposed Rate $1.51 per unit
•Standard Rate
•Current Rate $1.60 per unit
•Proposed Rate $1.68 per unit
28
Proposed 5%
Water Rate Increase
•Recycled Water Rate
•Current Rate $1.52 per unit
•Proposed Rate $1.60 per unit
•Agricultural Water Rate
•Current Rate $1.29 per unit
•Proposed Rate $1.37 per unit
29
City of Carlsbad*
$- $10 $20 $30 $40 $50 $60 $70 $80
Otay
Carlsbad
Olivenhain
Vallecitos
Oceanside
Ramona
Valley Center
Rainbow
San Diego
Poway
Del Mar
Water Rate Comparison
Monthly Rate & Unit Fee
( Based on Monthly Average 20 units )
30
Proposed
Sewer Rate Increase
•Commercial and Residential
•8.5 % increase for FY 06-07
•Potential for future rate increases
•Residential Rate
•Current Rate $13.50/month
•Proposed Rate $14.65/month
6
31
City of Carlsbad*$- $10 $20 $30 $40 $50
Poway
Carlsbad
Leucadia
Vallecitos
Oceanside
Encinitas
Solana Beach
Vista
Olivenhain
Buena
Del Mar
Sewer Rate Comparison
32
Ambulance Fees
•Increase 20% in 2006-07
•Base Rate - Resident
¾Current - $515
¾Proposed - $618
•Base Rate – Non-Resident
¾Current - $745
¾Proposed - $894
•Currently at the mid point for resident rates
33
Resident Ambulance Rate
Comparison
$- $200 $400 $600 $800 $1,000 $1,200 $1,400
RamonaPowayChula VistaImperialCoronadoViejasOceansideSycuanCarlsbadNorth CountyBaronaNational CitySDMSESan Marcos
El CajonEscondidoVistaLa MesaLemon Grove
San Miguel
34
Other Fee Increases
•Development Related Service Fees – A 3.5% inflation increase
•Facility fees – minor adjustments
¾New $50 security deposit fee
•Building Permit fees – valuation factor adjustment
¾New HMP fees proposed in FY 2006-07
•Development Impact fees – ENR adjustments
35
Program
Options
Lisa Irvine
Finance Director
36
Program Option
Downtown Enforcement
•Concerns in Carlsbad downtown
village include:
•Overcrowding in the downtown bars
•Over serving of alcohol by some establishments
•Loud music complaints by citizens
•In the Fall of 2005 Council approved
additional overtime funding for Friday
and Saturday night enforcement.
7
37
Program Option
Downtown Enforcement
1. Provide funding to maintain the 2005-06 levels
On-going costs - $100,000
2. Maintain the 2005-06 safety levels, addition of a security officer and prisoner transport vehicle On-going costs - $128,000
3. Increase safety levels from 2005-06 levels with
additional staff overtime, addition of two security officers and two prisoner transport vehiclesOn-going costs - $ 207,000
4. Provide no additional staffing, respond to calls
with officers as available 38
Program Option
Downtown Enforcement
Crime Stats
9785Downtown Area Crime Cases Fri/Sat PM
26%27%Percent of Citywide Crime Cases Fri/Sat PM
51%14%Percent of Citywide Arrests Fri/Sat PM
28588Downtown Area Arrests Fri/Sat PM
Oct '05 - Feb '06Oct '04 - Feb '05
39
Program Option
Third Ambulance
•From 1990 total call volume has increased
75%
•Since 1990 there has been no additional
ambulances placed into service
•The current EMS call ratio of 1 ambulance
per 2,350 EMS calls is the highest ratio in
the North Zone.
40
Program Option
Third Ambulance
1.Addition of one 24 hour ambulance and two
Paramedic Firefighters
One time costs* - $269,356On-going costs* - $729,602
2.Addition of one 24 hour ambulance and two
Firefighters/EMTsOne time costs* - $269,356 On-going costs* - $647,108
3. Maintain current staffing and equipment levels
4. Increase Ambulance rates to help offset delivery
service costs.
*Note - Costs do not reflect revenue impact
41
Program Option
Third Ambulance
Rate Comparison
7%32%$961$817Additional
20%20%$894$618Proposed
$745$515Current
Non-Resident
% Inc
Resident
% IncNon-ResidentResident
42
Resident Ambulance Rates
Including 3rd Ambulance
$- $200 $400 $600 $800 $1,000 $1,200 $1,400
RamonaPowayChula VistaImperialCoronadoViejasOceansideSycuanCarlsbadNorthBaronaNationalSDMSECarlsbadSan MarcosEl CajonEscondidoVistaLa MesaLemonSan Miguel
8
43
Community Forest
Management Plan
Street Tree Vacancies
•Council Resolution 2003-085 approved the
Community Forest Management Plan
•Approximately 2,500 tree vacancies
remaining
•Plant 400 trees per year for a six year period
Program Option
44
Community Forest
Management Plan
Street Tree Vacancies
1. Use Street Tree Fund balance to complete the Plan. This would deplete the fund by
2010.
2. Authorize a $38,000 annual loan from the
General Fund for the next five years.
3. Discontinue the planting project.
Program Option
45
Program Option
Increased Community
Outreach & Communications
•Improve City’s ability to communicate
priority issues
•Increase outreach with citizens
•Incorporate new technology in
communications
•City’s Communication Office currently has a
staff of 2.75 46
Program Option
Increased Community
Outreach & Communications
1. Add one additional full-time permanent
support person and one temporary part-
time staff member.
On-going costs - $116,000
2. Hire an outside contractor
On-going costs - $150,000
3. Maintain current staff levels
47
Program Option
Televising Planning
Commissions Meetings
•The City’s annual citizen survey has
identified traffic and land use are major
concerns for the past two years.
•If Council chooses there are several methods to increase citizen awareness.
48
Program Option
Televising Planning
Commissions Meetings
1. Streaming video live from the City website One time costs - $5,800
2. Use City equipment and resources One time costs - $45,000 On-going costs - $ 7,200
3. Provide recording to cable companyOne time costs - $2,000
On-going costs - $7,200
9
49
City of Carlsbad
2006-07 Budget
Followed by the
Public Hearing…
50
51
Council Actions
Adopt Resolutions:
•2006-07 Operating and CIP
•CMWD
•Housing and Redevelopment
•Appropriation Limit
•Master Fee Schedule
•Encina Wastewater Authority
52
Council Actions
Program Options:
•Downtown Enforcement
•Third Ambulance
•Community Forest Management
•Increased Community Outreach and
Communications
•Televising Planning Commission Meetings
53
Program Option
Downtown Enforcement
1.Provide funding to maintain the 2005-06 levelsOn-going costs - $100,000
2. Maintain the 2005-06 safety levels, addition of a
security officer and prisoner transport vehicle
On-going costs - $128,000
3. Increase safety levels from 2005-06 levels with
additional staff overtime, addition of two security
officers and two prisoner transport vehicles
On-going costs - $ 207,000
4. Provide no additional staffing, respond to calls with officers as available 54
Program Option
Third Ambulance
1.Addition of one 24 hour ambulance and two Paramedic Firefighters
One time costs* - $269,356On-going costs* - $729,602
2.Addition of one 24 hour ambulance and two
Firefighters/EMTs
One time costs* - $269,356
On-going costs* - $647,108
3. Maintain current staffing and equipment levels
4. Increase Ambulance rates to help offset delivery
service costs.
*Note - Costs do not reflect revenue impact
10
55
Community Forest
Management Plan
Street Tree Vacancies
1. Use Street Tree Fund balance to complete the Plan. This would deplete the fund by
2010.
2. Authorize a $38,000 annual loan from the
General Fund for the next five years
3. Discontinue the planting project
Program Option
56
Program Option
Increased Community
Outreach & Communications
1. Add one additional full-time permanent support person and one temporary part-
time staff member.
On-going costs - $116,000
2. Hire an outside contractor
On-going costs - $150,000
3. Maintain current staff levels
57
Program Option
Televising Planning
Commissions Meetings
1. Streaming video live from the City website
One time costs - $5,800
2. Use City equipment and resources One time costs - $45,000
On-going costs - $ 7,200
3. Provide recording to cable company
One time costs - $2,000
On-going costs - $7,200
58
City of Carlsbad
2006-2007
Budget Adoption
June 20, 2006
Fiscal Discipline and Continued
Sustainability
59 60
Projects In Progress
2006-07
Civic9%
Parks28%
Water9%
Other1%
Sewer/ Drainage6%
Streets31%
Total:$143.7 million
11
61
Forecast with
Program Options
-$15
-$10
-$5
$0
$5
$10
$15
'04 '06 '08 '10 '12 '14 '16
‘04
‘05
‘06 ‘07
62
Senior Center Expansion
Cost Increases
• Detailed plans completed and thorough
estimate by third party estimator).
• Construction escalations (this years
budget covers 2 years of escalation)
• Unanticipated I.T. upgrades
– Current I.T. capabilities maxed out
– Computor training room requirements.
63
Senior Center Expansion
Cost Increases
Description
Line Item Cost
% of
Constr
Line Item
Cost
% of
Constr
Line Item
Cost
% of
Constr
Construction 563,310$ 60% 1,097,516$ 68% 534,206$
Building Per Sq. Ft. Costs
Total Construction Costs 563,310 60% 1,097,516 68% 534,206
Design 56,331 6% 60,331 4% 4,000
*FFE 313,093 33% 313,093 19% -
Construction Management 7,808 1% 7,808 0% -
Inspection 3,458 0% 3,458 0% -
Technology Improvements - 0% 129,000 8% 129,000
ESTIMATED PROJECT TOTAL 944,000 100%1,611,206 100% 667,206 71%
2006/07 CIP Submittal
Carlsbad
Senior Center
14,225Sq. Ft @ $77psft
Difference
14,225Sq. Ft @ $40psft
2005/06 CIP Submittal
Carlsbad
Senior Center