HomeMy WebLinkAbout2009-06-02; City Council; 19845; Prelimininary Operating Budget Workshop 09-1021
CITY OF CARLSBAD - AGENDA BILL
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DEPT.
19,845
06/02/2009
FINANCE
FISCAL YEAR 2009-10 PRELIMINARY
OPERATING BUDGET WORKSHOP
DEPT. HEAD -^?^^
CITY ATTY. (&f
CITYMGR. f/,
RECOMMENDED ACTION:
Accept report. Set public hearing for June 16, 2009.
ITEM EXPLANATION:
The Operating Budget work session on June 2, 2009 is an opportunity for the City Council
to review the Fiscal Year 2009-10 Preliminary Operating Budget. City staff will be making
presentations and will also be available to answer questions. The preliminary Capital
improvement Program was presented to the City Council at the May 19, 2009 City Council
meeting.
In addition, a Citizens' Budget Workshop will be held on Thursday, June 4, 2009, at
6:00 p.m. at the Faraday Center, 1635 Faraday Avenue, Room 173B, to provide the public
with an opportunity to discuss the Operating Budget and Capital Improvement Program
with staff. The public hearing and adoption of the FY 2009-10 Operating Budget and
Capital Improvement Program is scheduled for the June 16, 2009 City Council meeting.
2009-10 BUDGET OVERVIEW:
Preparing the City's FY 2009-10 Operating Budget provided a difficult and challenging
opportunity. The prolonged economic recession has produced a continuing decline in
revenue sources, creating a need to develop solutions to decrease expenditures.
Reductions to the FY 2008-09 Operating Budget were approved by the City Council in
January 2009; however, continued monitoring of the economy, specifically the
performance of the City's revenue sources, indicated that additional reductions were
needed in order to maintain a balanced budget for future years. Using the ten-year
forecast as a long-term planning tool, as well as analyzing current expenditures and
exploring a variety of potential solutions, helped to create a mixture of cost saving
opportunities which has allowed the presentation of a balanced budget for FY 2009-10.
The proposed solutions include the following:
DEPARTMENT CONTACT: Lisa Irvine or Judi Vincent, (760) 602-2430
lisa.irvinetajcarlsbadca.qov: iudi.vincent@carlsbadca.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION:APPROVED
DENIED
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CONTINUED TO DATE UNKNOWN
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Public Hearing for June 16, 2009.
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• Expenditure Savings Plan reductions submitted by all departments, and
analyzed to provided budget reductions that were least disruptive to service
levels to Carlsbad citizens, provided overall savings of $3.2 million. Savings in
this area included unfunding a total of 12 full-time positions (including 3 positions
unfunded in the FY 2008-09 budget reductions). The unfunded positions
provided an opportunity for departments to realize salary savings while still
maintaining the vacant position, which could be budgeted again in a future year
once the economy improves. The total reductions made through the Expenditure
Savings Plan will mean that services provided may be lessened to some extent
or will take a longer time to provide, but overall it is expected that, in FY 2009-
10, the City will be able to maintain the core services provided to citizens.
• Another $800,000 of potential salary savings were also incorporated into the
budget. The City continues to explore opportunities to achieve these savings,
through position vacancies, a selective hiring freeze, streamlining operations,
innovations, or improved efficiencies. Although the exact method has not been
identified, staff is confident that they can realize those savings in FY 2009-10.
• Council Contingency was reduced from $1.3 million to $0.5 million providing an
additional $800,000 of savings.
• By funding a portion of the Traffic Signal Maintenance Program with General
Capital Construction funds, another $600,000 of savings was realized.
• An additional $500,000 of revenue will be achieved by beginning a repayment
program from the Village Project Area of the Redevelopment Agency for
previous loans made by the General Fund.
After implementing the above savings opportunities, the Preliminary Operating Budget for
FY 2009-10 totals $190.4 million, which represents an increase of $1.8 million, or 1.0%,
over the FY 2008-09 adopted budget, as revised by the City Council in January 2009.
Operating revenues are estimated at $194.7 million, which is a $1.8 million increase, or
0.9%, over the current year projections. The majority of the $1.8 million increase is in the
Enterprise Funds, due to proposed water and wastewater increases. The recommended
General Fund Operating Budget is $109.1 million, with estimated revenues of $109.3
million. This is a 6.2% decrease in the estimated General Fund revenues and a 3.2%
decrease in the General Fund budgeted expenditures compared to the FY 2008-09
revised budget.
General Fund Estimated Revenues - The majority of the City's General Fund revenues
come from taxes. In the upcoming year, it is expected that property tax revenue will be
approximately $47.9 million. This is a decrease of 5.3% from the revised FY 2008-09
projections. The FY 2009-10 property tax revenue is based on the assessed value of
property in Carlsbad, which includes an estimated decrease of 2.8% in assessed
evaluation, as provided by the County Assessor in May 2009, as well as a conservative
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assumption for a significant slowdown in new development. A one-time adjustment for
previous years' aviation taxes received during FY 2008-09 was also taken into account.
Sales taxes are expected to total $23.0 million for FY 2009-10, a decrease of 12.6%
compared to the FY 2008-09 revised projections. These estimates assume that the
continuing slow economy will result in a decrease in sales tax revenues. 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 66% of the City's sales tax base and
are being negatively impacted by the economic recession. The City of Carlsbad has many
car dealerships which usually generate approximately $6.0 million of sales tax each year.
Car sales have slowed during FY 2008-09 and are expected to remain slow during FY
2009-10 resulting in annual car sales projections of approximately $4.5 million. In
addition, retail comprises over 40% of the sales tax generated in Carlsbad and with a slow
economy and lower consumer confidence, it is anticipated there will be less discretionary
purchases as well.
The FY 2009-10 revenues for Transient Occupancy Taxes (TOT) are estimated at $12.1
million, a 10.4% decrease over prior year projections. Franchise taxes are estimated at
$5.1 million, an increase of 13.3%, primarily due to an increase in franchise taxes on gas
and electric services, which are paid by San Diego Gas and Electric (SDG&E).
Development Revenues are expected to continue to decline as a result of the slowing
economy and real estate market and are estimated to be $1.7 million in FY 2009-10 as
compared to $1.8 million projected in FY 2008-09.
General Fund Budgeted Expenditures - The General Fund contains most of the
discretionary revenues that fund the basic core City services. A few expenditures are
highlighted below:
Proposed Position Changes -
A total decrease of 13.5 full-time positions is reflected in the FY 2009-10 Preliminary
Operating Budget, as compared to the FY 2008-09 original Adopted Budget. The total
decrease is a combination of the unfunding of 12 full-time or limited-positions (9 unfunded
in the FY 2009-10 budget and 3 unfunded in the budget reductions in January 2009) and
the elimination of 1.5 full-time positions. The unfunded positions provided an opportunity
for departments to realize salary savings while still maintaining a position count for the
vacant position, which could be budgeted again in a future year once the economy
improves.
The FY 2009-10 Preliminary Operating Budget proposes the elimination of 1.5 full-time
positions: the Administrative Secretary position in Administrative Services and a 0.5
limited-term Management Intern. In addition, a 0.5 Network Engineer full-time position in
the Information Technology Department has been adjusted to a part-time position. A
reduction of a 0.5 part-time limited-term Legal Intern is also proposed.
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The net increase in hourly staff totaled approximately .61 of part-time staff as follows: an
increase of .11 part-time positions in Park Maintenance for the first full year of
maintenance for the Poinsettia Park Tennis Courts and an increase of 0.5 part-time
positions due to reclassifying a full-time position to part-time in the Information Technology
Department, as mentioned above.
These changes result in a City workforce of 712.75 full and three-quarter time employees,
3.5 limited-term employees, and 138.44 hourly, full-time equivalent positions. As
previously mentioned, 12 of the full-time and limited-term positions are not funded in the
FY 2009-10 budget. In addition to the changes mentioned here, there are approximately
14 current vacant positions that have been frozen in order to generate additional
expenditures savings during the year if needed. Combined, this will result in
approximately 28 fewer positions providing services than in previous years.
Finally, a new classification, SCADA Technician, is being created for FY 2009-10. The
SCADA (Supervisory Control and Data Acquisition) system is the principal method for
controlling the water system at the Carlsbad Municipal Water District. Duties of the
SCADA Technician position will be to oversee the operational and technical
responsibilities associated with the SCADA system. Adding this new classification will not
change the number of budgeted positions but will allow for a title change for a currently
budgeted position. There is no fiscal impact associated with establishing the new job
classifications and, as stated previously, there are no new positions being added to
existing City staff. The fiscal impact of potentially reclassifying an employee into this new
job title has been accounted for in the FY 2009-10 Preliminary Operating Budget for the
Carlsbad Municipal Water District.
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, including additional personnel if necessary, are
added to the Operating Budget. The new Poinsettia Parking Lot project and related
landscaping is scheduled for completion in August 2009. No new positions will be added
as existing positions will be reallocated to provide maintenance for this new addition.
Other Budget Requests - The FY 2009-10 Preliminary Operating Budget also includes
the following transfers and advances to other funds:
• $6.5 million transfer to the Infrastructure Replacement Fund to provide funding
for infrastructure replacement as needed in the future. This annual transfer is
equivalent to approximately 6.0% of the estimated General Fund revenues,
compared to last year when it was 6.5% of estimated General Fund revenues.
• $177,000 transfer to the Storm Water Program for reimbursement for the
General Fund portion of Storm Water expenses.
• $488,118 transfer of previously budgeted General Fund non-departmental
contingency to the Information Technology Internal Service Fund to be used to
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purchase new capital equipment.
• $182,000 advance to the Medians District from the General Fund is proposed to
maintain current service levels.
• $1.6 million advance from the General Fund to the Golf Course for operations -
the Golf Course is a relatively new facility and there is very little history to support
the budget development. The Golf Course's budget and financials are on a
calendar year basis. The Carlsbad Public Financing Authority approved the 2009
Golf Course Budget including an advance of $1.6 million from the General Fund.
• $204,000 to the South Carlsbad Coastal Redevelopment Area (SCCRDA) from
the General Fund, as they are not projecting to generate tax increment for FY
2009-10. However, there are activities that need to be performed to help
generate tax increment producing projects within the area, such as the Ponto
Development. Once more development occurs in this area, it is anticipated that
the SCCRDA will be able to repay the General Fund advances.
Repayments are also included in the FY 2009-10 Budget for the General Fund. The
General Fund has advanced money to several funds and two funds are repaying a portion
of those advances as follows:
• $136,000 is being repaid from the Storm Water Fund for a loan made from the
General Fund to help establish this fund.
• $500,000 in interest is being repaid from the Village Project Area of the
Redevelopment Agency for advances made for tax increment generating
projects.
Finally, the City Council's contingency account is proposed at $500,000 in FY 2009-10.
This account is available to the City Council to address unanticipated emergencies or
unforeseen program needs.
Other Funds - The enterprise fund revenues, which include Water, Recycled Water,
Wastewater Services and Solid Waste Management, are projected at $55.7 million, an
increase of $9.6 million (20.8%) over current year projections. The budgeted expenditures
are estimated at $53.7 million for FY 2009-10, which is an increase of $5.9 million over the
FY 2008-09 revised adopted budget. Rate increases are being proposed in the Water,
Recycled Water and Wastewater Funds to fund maintenance, operations and
replacement, as well as to establish and maintain adequate operating reserves. Primary
drivers in the proposed water rate increases are the cost of water purchased from the San
Diego County Water Authority, which is currently projected to increase by 21.3% (from
$655 to $795 per acre foot), and the increase to fixed charges for water purchases which
is expected to increase 16%. The proposed rate increases would result in an estimated
total monthly increase to an average household of $7.56 per month, or 9.8%. A separate
S
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public hearing has been scheduled for June 23, 2009 to discuss the proposed water and
wastewater rate increases.
Revenues from special revenue funds are expected to total $10.4 million, a $0.9 million, or
8.0%, decrease from FY 2008-09. The expenditures are budgeted at $10.5 million. This
is $0.7 million, or 6.3%, lower than the FY 2008-09 revised adopted budget. The types of
services supported within special revenue funds include grants (Police, Section 8 Housing
Assistance, Community Development Block Grants), donations, special fees, and
assessments (Affordable Housing Trust Fund, Maintenance Assessment Districts).
The combined Redevelopment Agency budget proposal totals $1.9 million. This is
approximately $100,000 less than the FY 2008-09 revised adopted budget. Revenues are
estimated at $3.4 million, a decrease of approximately $0.4 million, or 10.5%, from FY
2008-09 projections.
More information regarding all of the City's projected revenues and Operating Budget
recommendations can be found in the attached exhibits.
FEES AND CHARGES FOR SERVICES
One of the City Council's goals is to annually evaluate fees and charges for services. Staff
has reviewed all of the fee schedules and is recommending the changes as shown on
Exhibit 6, and further discussed below.
GENERAL CITY FEES
A Cost of Service study is prepared every two to three years to establish the actual cost of
providing the service. Then, annually, General City Fees are indexed by the West Urban
Consumer Price Index (CPI) published by the Bureau of Labor and Statistics. An annual
review is conducted to ensure that the fees being charged do not exceed direct and
indirect costs. The Cost of Service Study is available from the Finance Department upon
request.
• Facility Fees — Facilities fees are recommended to be increased approximately
3.5% to keep pace with inflation.
• Water/Sewer Fees - As part of the ongoing financial management program, the
City annually prepares five-year forecasts for the Water and Wastewater Funds.
The forecasts for the Water and Wastewater enterprises shows that rate
increases are needed to keep up with increases in water costs as well as the
City's cost to maintain its aging infrastructure. As mentioned earlier in this
report, the proposed rate increases would result in an estimated total monthly
increase to an average household (using twelve units of water per month) of
$7.56 per month, or 9.8%. Even with the proposed rate increases, Carlsbad's
rates are still among the lowest in the region.
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DEVELOPMENT RELATED SERVICE FEES
The estimated increases in costs for development related services are mainly due to
inflationary costs. Based on this, staff is recommending an approximate 3.5% increase to
keep pace with inflation. In previous years the City Council had adopted a 3.7% increase
in development fees in FY 2006-07, a 5% increase in FY 2007-08 and a 2.5% increase in
FY 2008-09.
A complete listing of the current and proposed development-related service fees is shown
in Exhibit 6.
DEVELOPMENT IMPACT FEES
Each year, several development fees are adjusted by the change in the Engineering
News Record (ENR) Index as required by the respective fee programs. The adjusted fees
are shown in the attached Exhibit 6.
EXHIBITS:
1. Fiscal Year 2009-10 Preliminary Budget (Overview).
2. Operating Funds, Projected Fund Balances for FY 2008-09 and FY 2009-10.
3. Operating Funds, Revenue Estimates for FY 2008-09 and FY 2009-10.
4. Operating Funds, Budget Expenditure Schedule FY 2006-07 through FY 2009-10.
5. Personnel Allocations for FY 2008-09 and FY 2009-10.
6. Update of City Fees and Charges for Services.
The Preliminary Operating Budget and Capital Improvement Program for Fiscal Year
2009-10 are on file with the City Clerk.
CITY OF CARLSBAD
2009-10 PRELIMINARY BUDGET
Exhibit 1
Carlsbad is a full-service City providing the following:
• Police department «
• Fire department, including paramedic «
• Water delivery system «
• Sewer system «
• Solid waste services «
• Housing programs «
Development services
Street construction and maintenance
Library and Arts programs
Recreation programming for all ages
Park lands
Municipal Golf Course
School Programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the
importance of quality school
facilities and programs to
Carlsbad's residents. The
Council has worked closely
with the schools in the past,
and staff continues to meet
with them on a regular basis.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins early
in the calendar year, with a
review and update of the
City Council's five-year
vision statements. Through
the vision statements,
Council defines and clarifies
their vision of Carlsbad. The
City Council also provides
the City with their top priority
projects, which further
defines their vision. The
strategic goals for the City
are developed next. These
statements are reflected in
the box on the right. The
goals further define the
methods used to achieve the
vision and highlight areas
where Council desires to
place special emphasis
during the year. Once the
vision, goals and priority
projects are developed, staff
develops operational goals
City of Carlsbad Strategic Goals
Balanced Community Development - A city that connects community,
place and spirit, through balanced and economically sustainable land uses.
Citizen Connection anil Partnership - A city that embraces Community
connectivity through the effective use of technological and interpersonal
mediums.
Communications - Ensure that community members, Council and staff are
well informed, continuing to be a more responsive government while providing a
high level of citizen confidence in its government.
Environmental Management - An environmentally sensitive community
by focusing on: conservation, storm water, sewage collection and treatment, solid
waste, and cost effective and efficient use of energy including alternative energy
sources.
Financial Health - Pursue and implement proactive strategies that support
sustainable economic health and manage City resources effectively.
Learning, Culture & Arts - Promote and support continuous learning,
cultural opportunities and the arts within the community and the City
organization.
Parks / Open Space / Trails - Acquire, develop and maintain a broad range
of open space and recreational facilities that actively address citizen needs which
are fiscally responsible, and are consistent with the General Plan and Growth
Management Standards.
Safe Community - Maintain a safe and secure community through
collaborative partnerships. Public safety providers support high standards, deliver
protection of life and property, and encourage community involvement in
prevention and preparedness efforts.
Transportation / Circulation - Provide and support a safe and efficient
transportation system that moves people, services and goods throughout
Carlsbad.
Water - Ensure, in the most cost-effective manner, water quality and reliability
to the maximum extent practical, to deliver high quality potable and reclaimed
water incorporating drought-resistant community principles.
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based on Council's direction. These operational goals are the basis for the development of the
Operating Budget.
Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals,
and priority projects for the City. The budget allocates the resources, and sets the priorities for
all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a
wonderful community in which to live, work and play. In addition, the budget is a fiscally
conservative balanced budget, to effectively sustain the community and essential City services
far into the future.
ECONOMIC PROFILE
lllll.l II .1.
Quarter-to-Quarter Growth in Real GDP The US economy has been in 3
recession since December 2007.
According to the Bureau of Economic
Analysis, the economy is expected to
contract at an annual rate of 6.1% in
6 o »««•«« » — • • _ • • — the fjrst quarter of 2009, which is
|,2 II fairly consistent with the 6.3% decline
in the fourth quarter of 2008. While
consumer spending grew 2.2% in the
first quarter of 2009 after contracting
R : by 4.3% in the fourth quarter, this
« IK iv i 11 11 iv i i m (v i « ii iv i increase was offset by declines in
2eo5 2008 2007 2008 2009 exports, business investment and
housing construction. Prices of goods and services purchased by US residents fell 1% for the
first quarter of 2009, compared to a 3.9% decrease in the fourth quarter of 2008. Consumer
sentiment rose to 67.9 in May 2009 from 65.1 in April according to the Reuters/University of
Michigan index. The index reached a thirty year low of 55.3 in November 2008. "Financial -
market improvement and the fiscal stimulus is leading to stabilization in spending and
improvement in confidence," said Dean Maki, co-head of U.S. economic research at Barclays
Capital Inc. in New York.
In May 2009, Ed Learner at UCLA Anderson Forecast, predicted that the second half of
calendar year 2009 is expected to be better than the first half. He expects the housing market
to bottom out in the middle of 2009 and expects that the national unemployment rate will reach
10%.
Kenneth Rogoff, Professor at Harvard University's Department of Economics said that the
economy still faces serious challenges. Rogoff says that the housing market is going to take
five years to recover and that the large budget deficits will push out growth. Several other
economists believe that the economy has not yet hit bottom and that when it does, it will be a
long and slow recovery.
California's economy is slow as well. While the federal government in February 2009
approved a stimulus package that would lower taxes and invest in infrastructure, the State of
California during the same timeframe increased taxes and reduced infrastructure spending
thereby offsetting the benefits for California of the federal efforts. The UCLA Anderson Forecast
in May 2009 projected that real personal income in California will be a -0.8% for 2009, 0.7% for
2010 and 3.8% in 2011. In addition, the unemployment rate is expected to be 11% in 2009,
11.7% in 2010 and 10.8% in 2011. In addition, economists from UCLA Anderson Forecast are
concerned with the overall uncertainty, especially in the areas of slower consumption growth,
the need to reduce government employment, higher state taxes, and pessimism from business
sector investors. This uncertainty could lead to higher unemployment this year than assumed in
their current forecast. This economic uncertainty is at the forefront as the City of Carlsbad
develops a preliminary budget for FY 2009-10.
Locally, the San Diego economy is struggling as well, according to several local economists,
including University of San Diego (USD) economist Alan Gin. The University of San Diego's
Index of Leading Economic Indicators for San Diego County declined 2.2% in March 2009 which
has been falling 35 of the last 36 months. In April 2009, there were sharp declines in all six of
the components in the index led by a record drop in help wanted advertising. The local
unemployment rate was 9.3% in March, up from 8.9% in February 2009. For the rest of 2009,
Alan Gin is predicting the local economy will remain strongly negative. Compared to the same
period in 2008, residential units authorized were down almost 25 percent for the first quarter of
2009. According to Alan Gin, "Both the national and local economies are caught in a vicious
cycle where job losses are reducing incomes, which reduces consumption, auto sales, and
home sales, which in turn leads to even more job losses." A chart reflecting USD's economic
indicators is reflected below.
Index of Leading Economic Indicators
Tne totg| ySD index for
2009 is 100.7, which is down
18% from the March 2008 index
of 122.7. It is unclear how much
longer the index will continue on
this declining trend.
Carlsbad's economy is tied
closely to that of the San Diego
region and is feeling the effects
of the economic recession.
During FY 2008-09, the City
lowered its annual General Fund
revenue estimates by $4.6
•« *r* j:> million due to a significant
«...»»«•:„, , ..... , ,, „,< slowdown in sales tax, transient
occupancy taxes (TOT) and
overall development activity. Due to the lag time between the payment of property taxes and
the housing decline, for FY 2008-09 property taxes are expected to grow by approximately 7%.
TOT, the City's gauge of the tourism industry, are expected to end FY 2008-09 showing a 5.5%
decline even though there was growth in the number of hotel rooms during FY 2008-09. Sales
taxes are expected to end FY 2008-09 with a decline of 6.2% due to the slow economy
especially the decline in auto sales. Overall the City is anticipated to end FY 2008-09 with a
3.1% decline or $3.7 million less in revenue compared to FY 2007-08.
Carlsbad's residential real estate market has slowed significantly throughout FY 2008-09. For
FY 2008-09 through April, the City has issued 91 dwelling units as compared to 290 dwelling
units for FY 2007-08 for the same time frame. For Industrial and Commercial, the City has
permitted 220,963 square feet for FY 2008-09 through April, compared to 963,295 square feet
for FY 2007-08 for the same time frame. The number of permits for the rest of the fiscal year is
expected to be very slow due to the stagnant economy. While development has slowed
significantly, there are a number of new residential communities under construction or in the
final phases of development that will add to the residential housing stock in Carlsbad albeit the
timing has been delayed due to the economy. The Villages of La Costa projects known as the
Oaks North, the Greens and the Ridge are either complete or under construction, and will
ultimately add approximately 1,769 single-family and multi-family units when complete. In
addition, the Robertson Ranch area, which is expected to contain over 1,000 residential units,
has pulled permits to begin building the model homes. The completion of these master planned
communities will signal an end to the large-scale residential developments in Carlsbad.
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Median SFD Home Prices
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2002 2003 2004 2005 2006 2007 2008 2009
As the housing market has cooled, the
housing prices have declined as well.
The median price for single-family
homes in Carlsbad was $639,000 for
March 2009, a decrease of 8% from
the previous year. The total assessed
values in the City stand at over $23
billion; an increase of nearly 50% over
what they were just five years ago. The
City is projecting it will add about 749
more residential units and an additional
1.8 million square feet of
commercial/industrial development
over the next five years. The City's residential housing stock is about 90% built out, with
approximately 4,980 housing units remaining to develop.
Commercial and industrial development has been averaging 1,129,000 square feet per year
over the last five years. Due to the economic recession, it is expected that commercial and
industrial development will average 509,000 square feet per year over the next five years with
the large industrial developments including Carlsbad Raceway and Palomar Forum, Dos
Colinas Retirement Community, El Paseo Retail and Restaurants and the desalination plant.
Some of the major companies in town include the Gemological Institute of America, ViaSat, Life
Technologies (formerly Invitrogen), Callaway, Taylor Made, Upper Deck, and many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad - an auto mall; the Carlsbad Premium
Outlets - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the Forum at Carlsbad - a commercial center with upscale retail shops, restaurants
and other commercial uses.
Development has also enhanced Carlsbad's reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City, with the most recent additions being the
Sheraton Carlsbad Resort and Spa, Homewood Suites and Hampton Inn.
The City of Carlsbad opened a municipal golf course in the summer of 2007 which has further
enhanced the tourism attractions the City offers. The municipal golf course, The Crossings at
Carlsbad, is an 18-hole, destination golf course set in the rolling hills and canyons of Carlsbad.
With ocean views, high quality golf experience, a first class restaurant and clubhouse, and
linkages to hiking trails, The Crossings at Carlsbad is a destination spot for golfers and non-
golfers alike.
It is the Council's goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of the steps is the Growth
Management Plan. This plan was adopted by the citizens to ensure that all necessary public
facilities were constructed along with development. It also ensures that a financing plan is in
place to pay for the facilities prior to the development of the property.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of the economy, serving new development and operating
new public facilities, as well as planning for capital needed to build them. Thus, the City
prepares a ten-year operating forecast for the General Fund, and a 15+ year Capital
Improvement Program. As part of the Capital Improvement Program, the City annually
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calculates the amounts needed to pay for the various projects, and calculates the anticipated
operating budget impacts. In this way, the City can anticipate the effects of development from
both a capital and an operating perspective.
One important initiative the City has undertaken to ensure its financial health is the development
of an Infrastructure Replacement Fund. With this fund, the City sets aside money on an annual
basis for major maintenance and replacement of its infrastructure. Much of the City's
infrastructure is relatively new; thus, the City is just now experiencing the impact of maintenance
requirements. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, as needed, will be performed on streets, parks and many
facilities for which the City is responsible.
General Fund Revenues (Top 5)
100
o
• Other Franchise
DSDG&E Franchise
DTOT
• Property Tax
H Sales Tax
2002 2004 2006 2008
Fiscal Year
201 Oe
Even with the economic
slowdown, Carlsbad's
current economic
position is an enviable
one. A relatively healthy
and well diverse local
economy over the past
ten years provided
additional revenue-
generating sites that
allowed the City to
continue to add new
facilities and services for
the citizens. The City
hosts three regional
shopping areas within its boundaries; a large regional mall, an outlet center, and a high-end
retail center in the southern part of town called The Forum. Together, these sites contribute
approximately $4.3 million annually to the City's sales taxes. The City's Auto Mall generates
another $4.5 million per year in sales taxes for the City. Legoland, a family theme park,
contributes to the City's sales tax base and stimulates the development of new hotels in the
area. The effect of the new development and the demand for housing in Carlsbad is an
increasing tax base. The four major revenue sources for the City: property taxes, sales taxes,
transient occupancy taxes (TOT), and franchise taxes, are expected to provide $88 million, or
81%, of the City's General Fund revenues in FY 2009-10, compared with approximately $95
million in FY 2008-09. These taxes and fees are the major source of funding for most of the
City's services, and allow the City to live up to its reputation as one of the premier locations in
San Diego County.
Overall, for FY 2009-10, the General Fund revenue is projected to decline by 6.2% from the
previous year's estimates. The City's sales taxes are projected to decline by 12.5% for Fiscal
Year 2009-10 primarily due to the significant decline in auto sales. In addition, due to the
decline in housing prices, the County Assessor has estimated that the City should expect
property tax revenues to decrease by almost 2.8% for FY 2009-10. New building permits are
expected to continue to be slow and the development related revenue items have been adjusted
accordingly for Fiscal Year 2009-10. And finally, tourism is expected to be impacted by low
consumer confidence and job losses, so TOT receipts are projected to decline by 10.2%. More
information on all of the City's revenues and programs can be found in the later sections of the
document.
A-5
State of California - In addition to the economic recession and the uncertainty on
when the economy will begin to recover, the State of California's fiscal problems
also cast a shadow on the City's economic future. The State of California has been
in a severe fiscal crisis for a number of years. Through a variety of loans, one-time
"~~" revenues, interfund borrowings, and raids on city, county and special district funds,
it has been able to manage its cash flows and stay solvent. However, more drastic measures
are necessary for the state to finally balance its budget.
The Governor's May Revise Budget has been released for FY 2009-10. In May 2009, the state
reported the budget deficit will be $21.3 billion. The Governor has proposed deep cuts to state
programs and services including education and health and human services. The budget also
includes a proposal to borrow $2 billion from local governments. This would translate to
approximately $4.5 million from the City of Carlsbad's General Fund.
As a result of previous attacks on cities' revenues, a coalition of cities, counties and special
districts supported Proposition 1A which was approved by the voters in November 2004. The
measure included a provision to help prevent the Legislature from reducing the combined
property tax shares of cities, special districts, and the county, except to borrow the funds on a
temporary basis to address a "severe state fiscal hardship." According to Proposition 1A, if the
state borrows funds from local governments, the state is required to pay back the funds within
three years including interest. The state can only borrow two times within a 10 year period and
is required to pay back the first loan before another borrowing can occur.
Looking Forward
As stated earlier in this document, the City prepares ten-year forecasts for the General Fund
each year in order to understand the effects of actions taken today on the City's future. The City
has experienced remarkable revenue growth over the past ten years due to the development of
the majority of its commercial sites. Currently the economic uncertainty has created a forecast
with much smaller surpluses projected than in the recent past and in a few years projected
deficits. The future will bring a few more commercial sites but at a much slower pace especially
in the next few years due to the economy. Until the housing crisis can recover, it is anticipated
that residential development will continue at a much slower pace. There are also quite a few
City facilities - mainly parks and civic facilities - planned in the future to serve the growing
population. The new facilities will add operating costs to the City's General Fund budget as they
are completed and opened for use. The timing of opening these facilities has been reviewed to
ensure that the facilities are opened during a time when the General Fund can support these
additional operating costs.
These new facility operating costs have been incorporated into the General Fund forecast
shown on the next page and projected over the next ten years. The emphasis will continue to
be maintaining existing infrastructure. New civic facilities will be planned when there is
anticipated financial capacity to operate and maintain those new facilities when they are
opened. While no forecast is ever totally accurate, it does represent a likely scenario given the
assumptions on which it is built.
The forecast assumes that revenue growth will be negative through FY 2009-10 and then very
moderate growth for the following two years, assuming the economic slowdown will last two to
three years. To project the expenditures, it includes all know personnel costs, most of which
have been negotiated with the employee groups through December 2009.
A-6
10co
General Fund Revenues and Expenditures
iREVENUES
- TOTAL EXPENDITURES
Fiscal Year
The forecast assumes 10% annual increases in health care costs in the near future with the
employees paying half of those increases. It also assumes no personnel growth (new positions)
until FY 2012-13. Negotiated salary step increases and cost of living increases between 0.5%
and 3.5% have been added to personnel costs. Pension plan costs are anticipated to increase
by 5% for general employees and 10% for safety employees in FY 2011-12 as a result of the
significant investment losses CALPERS has sustained this last year. It assumes that the
contribution from the General Fund to the Infrastructure Replacement Fund is 6.5% of General
Fund revenues, except during FY 2009-10 where it is proposed to be lowered to 6.0% to help
offset the projected negative growth in revenue. And finally, it includes estimated operating
costs for all capital projects in the timeframes shown in the Capital Improvement Program (CIP).
One of the biggest assumptions in the forecast is that the recession will last approximately three
years with slow recovery beginning in FY 2010-11.
The results show that while the General Fund is balanced for FY 2009-10, there are deficits
projected for the following two years. More budget solutions will be pursued to help balance
those years as well. In addition, for the years that appear to be balanced, there are much
smaller surpluses than in previous years' forecasts. This reflects the current economic recession
and uncertainty. In order to maintain a balanced 10 year forecast, position growth has been
limited.
A-7
City of Carlsbad
10-Year Financial Forecast
$10
$5
$0
-$5
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17
The ability to understand the future impacts both changes in revenue sources as well as
program needs, is crucial to ensure that the City has the funds available to realize its future
plans. The General Fund forecast is a tool available to the City to achieve the goal of managing
its fiscal resources effectively and monitoring the achievement of sustainable economic health
for the City of Carlsbad into the future. When there is economic uncertainty, this long-term
perspective becomes even more important.
A-8 15
FY 2009-10 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for Fiscal Year 2009-10 totals $190.4 million, with revenues
for the year estimated at $194.7 million. General Fund revenues are estimated at $109.3 million
and General Fund budgeted expenditures are $109.1 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for FY
2008-09, as well as those estimated for FY 2009-10.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2008-09
$ 116.5
11.3
46.1
15.2
3.8
$ 192.9
ESTIMATED
2009-10
$ 109.3
10.4
55.7
15.9
3.4
$ 194.7
$
CHANGE
$ (7.2)
(0.9)
9.6
0.7
(0.4)
$ 1.8
%
CHANGE
-6.2%
-8.0%
20.8%
4.6%
-10.5%
0.9%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $194.7
million, a 0.9% increase over the prior year. The majority of the increase of $1.8 million is in the
Enterprise Funds due to the proposed water and wastewater rate increases. More information
on the City's revenue sources can be found in the discussion that follows.
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General Fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
BUSINESS LICENSE TAX
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2008-09
$ 50.6
26.3
13.5
4.5
3.6
1.8
16.2
$ 116.5
ESTIMATED
2009-10
$ 47.9
23.0
12.1
5.1
3.2
1.7
16.3
$ 109.3
$
CHANGE
$ (2.7)
(3.3)
(1.4)
0.6
(0.4)
(0.1)
0.1
$ (7.2)
%
CHANGE
-5.3%
-12.6%
-10.4%
13.3%
-11.1%
-5.6%
0.6%
-6.2%
B-1
The economic recession discussed in the Budget Overview section is causing the General Fund
revenues to decline for FY 2009-10. Several of the largest revenue sources in the General
Fund are impacted by the fluctuations in the economy. In addition, the housing crisis is not only
impacting property taxes, it is also affecting sales taxes, transient occupancy taxes and
development related revenues. This upcoming fiscal year it is expected that property taxes will
be approximately $47.9 million, a 5.3% decrease over the projection for FY 2008-09. This
includes a 2.8% estimated decrease in assessed valuation as provided by the County Assessor
in May 2009, a conservative assumption for a significant slowdown for new development, as
well as a one-time adjustment for previous years' aviation taxes received during FY 2008-09.
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 2009-10 are based on values as of January 1, 2009. Sales taxes react much
quicker to changes in the economy and therefore will typically grow faster in a good economy,
but also drop off faster as the economy cools.
Property taxes also
have a cap on how fast
they can grow. This is
due to Proposition 13.
Proposition 13 was
adopted by the State in
1978. This proposition
limits the growth in
assessed values (and
thus property taxes) to
no more than 2% per
year. The value upon
which the tax is based
is only increased to the
full market value upon
the sale of the property.
Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity.
In previous 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. As the economy slows, housing prices decline, and the City
approaches build-out, the growth in property taxes is expected to continue to be moderate.
Property and Sales Tax Revenues
$ Millions
60 •
cn -
40 -
30 •
in -
i
^^«-~ — • !
m~^ i-^-Salc
B^— *— ~^*' • ' * * ~~*-~-^ ] -«- Pro
!
0 .
Fiscal Year
JsTax
jerty Tax
Sales Tax by Category
Fourth Quarter 2008
Business to Miscellaneous
1%
Sales taxes are expected to total $23
million for FY 2009-10, a decrease of
12.6% compared to the FY 2008-09
projections. The City of Carlsbad has
many car dealerships which usually
generate approximately $6.0 million of
sales tax each year. Car sales have
slowed during FY 2008-09 and are
expected to remain slow during FY 2009-
10 resulting in annual car sales
projections of approximately $4.5 million.
In addition, retail comprises over 40% of
the sales tax generated in Carlsbad and
with a slow economy and lower
consumer confidence, it is anticipated there will be less discretionary purchases as well.
B-2
Several years ago, the State of California implemented the "Triple Flip." The "Triple Flip" is
essentially a temporary swap of a % cent of the cities' sales taxes in return for property tax. It
was done in order to give the state a revenue source against which they could issue deficit
reduction bonds. The City's sales tax estimates continue to show this amount as sales tax since
the amount is reflective of what the City would receive.
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 66% of the City's sales tax base and are being negatively impacted by the
economic recession.
Sales tax estimates also include approximately $700,000 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.
Transient Occupancy Taxes
16
14
12
10
$ Millions 8
6
4
2
0
i iits mm, II •j(i:S mmfm Wm%jjj$ mm.jji
fi Ip l| 111 II 111
j? ptsl p,|| !/)ipiiiit pjg K^a p;,'| -^^ ||p ^M »p ^n ^H ^ ^^I* •!• •! II •! ii •! •! ••l| II m K ill •! •! •! ••fi ii ii ii 11 ii •! • j i|
The third highest General
Fund revenue source is
Transient Occupancy Taxes
(TOT or hotel taxes) estimated
at $12.1 million for FY 2009-
10, a decrease of 10.4%
compared to FY 2008-09
estimates. It appears that the
higher end hotels are being
more heavily impacted by the
economy than the more
moderate priced hotels. In
addition, there is a decline in
group sales as corporations
spend less on meetings and
conferences.
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, cell sites, 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 increase by 13.3% primarily due to the franchise taxes on gas and electric services,
which are paid by San Diego
2002 2004 2006 2008
Fiscal Year
201 Oe
Franchise Taxes
$ Millions4
Gas and Electric (SDG&E).
SDG&E pays franchise taxes
for the use of the public land
over which they transport gas
and electricity. The City also
receives an "in-lieu" franchise
tax based on the value of gas
and electricity transported on
SDG&E lines, but purchased
from another source. The "in-
lieu" tax captures the franchise
taxes on gas and electricity that
is transported using public lands
but which would not otherwise
be included in the calculations for franchise taxes, due to deregulation of the power industry.
I |• Other Franchise
• SDG&E Franchise
2002 2004 2006 2008
Fiscal Year
201 Oe
B-3
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.
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 have been declining during Fiscal Year 2008-09 due to the
slowdown in the economy especially the melt down in the real estate market. For the FY 2009-
10 budget, the development-related revenues are anticipated to continue to decline as a result
of the economy and real estate market. For FY 2007-08 there were 339 units permitted for
residential housing. For FY 2008-09 approximately 91 residential units have been permitted
through April 2009. For FY 2009-10, 74 permits are projected to be issued for residential
housing. The commercial and industrial building activity remained strong for FY 2007-08
however, it too has slowed in FY 2008-09 and is expected to continue slowing in FY 2009-10. A
5.6% decline in building related revenue is projected for next year; this is in addition to a 48%
decline from FY 2007-08 to FY 2008-09.
Business license taxes are closely tied to the health of the economy and are projected to
decline by 11.1% to an estimated $3.2 million. There are currently about 8,500 licensed
businesses in Carlsbad, with over 2,500 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 2009-10 totals
$16.3 million, a slight increase from the previous year.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate.
The tax is 55 cents per $500 of property value, and is split equally between the county and the
City. Carlsbad expects to receive approximately $500,000 in transfer taxes for FY 2009-10,
which is about the same as FY 2008-09. Income from investments and property includes
interest earnings, as well as rental income from City-owned land and facilities. The City is
expected to earn about $2.7 million in interest on its General Fund investments for Fiscal Year
2009-10.
General Fund Revenues
(-18.4%-2.7%0.7%.-3,7.% -6
Overall, as reflected in the
bar chart, General Fund
revenues are expected to be
down 6.2% from FY 2008-09
estimates due to the
economic recession and the
housing market. 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. With
the current economic slowdown, limited growth is anticipated over the next two to three years
with the City returning to 4% to 7% growth rates in the future.
$ Millions
140
120
100
80
60
40
20
0
FY2005 FY2006 FY 2007 FY
2010e
B-4
Other Funds
Revenues from Special Revenue funds are expected to total $10.4 million in FY 2009-10, a
$0.9 million decrease from FY 2008-09. The types of programs supported within Special
Revenue funds are those funded by specific revenue streams such as:
• Grants (Rental Assistance-Section 8, Community Development Block Grants, COPS Grant)
• Special fees and assessments (Affordable Housing, Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
SPECIAL REVENUE FUNDS
2009-10 PROJECTED REVENUES
Donations and
Grants
4%
All Others
3%
Maintenance.
Districts
23%
Rental Assistance
57%
Affordable
Housing
6%
The most noteworthy change in the Special Revenue funds occurred in the Affordable Housing
Trust Fund. Estimated revenues decreased $700,000 from FY 2008-09. 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, payments on affordable housing
loans and grants. During FY 2008-09 the Fund received a $600,000 federal grant from Habitat
for Humanity for affordable housing on Roosevelt Avenue. For FY 2009-10, there are no grants
budgeted. The rest of the fund's revenue decrease is due to affordable housing fees due to the
decline in development expected during FY 2009-10.
Enterprise fund revenues for FY 2009-10 are projected at $55.7 million, an increase of $9.6
million (20.8%) over current year projections. The increase in revenues is due to the proposed
rate increases for Water and Wastewater funds. Enterprise funds are similar to a business, in
that rates are charged to support the operations that supply the service. Carlsbad Enterprise
funds include water and recycled water delivery, wastewater services, and solid waste
management.
The Water Enterprise Fund revenue is estimated at $41.9 million, an increase of $8.6 million, or
25.9% over the current year estimate. Of that increase, $8.3 million will be from water sales
reflecting increased rates to pay for the rising cost of water purchases. On May 5, 2009 the
Board of Directors of the Carlsbad Municipal Water District/City Council, set a public hearing
regarding proposed increases in water rates for June 23rd, 2009. In addition, the Public
Hearing will address future rate adjustments allowing for the pass-through of wholesale water
costs and inflationary adjustments, and approving a new rate structure. The preliminary
operating budget discussed herein assumes the maximum rate increase to be discussed at the
public hearing. An average 18% increase in water rates is recommended in order to pay for
rising water costs, currently projected to increase by 21.3% (from $655 to $795 per acre foot) as
well as the increase to fixed charges for water purchases, which are expected to increase 16%
(from $3.2 million to $3.7 million). In addition, the increase includes proposed funding for
B-5
maintenance and repair of Carlsbad's infrastructure, enhanced technology for managing the
infrastructure, and providing a sufficient operating reserve.
The actual proposed rate increase is based upon a recent cost of service study prepared by an
outside consultant, and varies depending on user category and the quantity of water consumed.
It is estimated that the average increase to a household will be approximately $4.28 per month
(fixed + variable), based on a monthly water usage of 12 units. Even with these increases,
Carlsbad's residential water rates are still among the lowest in the region.
Wastewater estimated revenues are $10.2 million, $754,000 over the current year estimate.
The proposed wastewater rates will increase by a maximum of 9%. As with the proposed water
rate increases, the allocation of cost by user category has changed based on the most recent
cost of service study; the proposed 9% increase is an average of all user categories. The
proposed single family monthly rate is $20.93, an increase of $3.28, or approximately 18% over
the current rate. The cost of service study considered all the cost components of the
expenditures and allocated those costs to the existing customer classes. These rate increases
are needed to fund maintenance, operations, and replacement, and to establish and maintain
adequate operating reserves.
Internal Service funds show estimated revenues of $15.9 million for FY 2009-10, an increase
of 4.6% or $0.7 million from FY 2008-09 projections. Internal Service funds provide services
within the City itself, and include programs such as the self-insurance funds for Workers'
Compensation and Liability (Risk Management), as well as 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 increases occurred in the Risk Management and Vehicle Maintenance and
Replacement. In Risk Management, the fund is expected to end FY 2008-09 with a $107,000
deficit. The rates are being adjusted for FY 2009-10 to eliminate this deficit and bring revenues
in line with projected expenditures. In the Vehicle Maintenance Fund, the increase is mainly
due to the increased costs of vehicle maintenance as well as the cost of fuel. For the Vehicle
Replacement Fund, the increase reflects additional allocations to ensure sufficient revenues are
available to replace equipment at the end of its useful life. More discussion on the costs can be
found in the Expenditures section of this report.
Redevelopment revenues are expected to total $3.4 million in the upcoming year, a decrease
of 10.5%, or $0.4 million, from the projections from the previous year. This decrease is the
result of an estimated 3.5% decrease in property tax increment revenues collected for the
Village.
The City has a General Fund reserve policy that sets a minimum reserve of 30% of the
General Fund Operating Expenditures. In addition, the policy sets a target reserve of 40% to
50% of General Fund Operating Expenditures. The minimum reserve would provide
approximately three to four months of operating expenditures for unforeseen emergencies. At
the end of FY 2007-08, the undesignated and unreserved General Fund balance was
approximately $46.1 million. At the end of FY 2008-09 the reserve is projected to be
approximately $47 million, or 42% of the FY 2008-09 Revised Budget. The reserve amount is
consistent with Council Policy 74: General Fund Reserve Guidelines.
B-6
o?/
EXPENDITURES
The City's Operating Budget for FY 2009-10 totals $190.4 million, which
represents an increase of $1.7 million, or 0.9%, over the adopted FY 2008-09
budget, as revised by the City Council in January 2009. The changes in each
of the City's programs will be discussed below.
Budgetary Policies
The theme behind this year's budget development was to create a long-term plan for a balanced
budget given the economic recession and the continued economic uncertainty. Due to the
economic recession, all departments were asked to identify budget efficiencies where possible
in order to provide budget reduction opportunities as part of the FY 2009-10 budget process.
Reductions were not made across the board, but rather were reviewed with the goal of
minimizing service level impacts to our citizens. Part of the proposed reductions related to
shrinking the size of the workforce. Departments were allowed to unfund positions, meaning the
budget for those positions would be eliminated at this time but the position would remain as a
vacancy. This allows for personnel budget reductions without layoffs, and provides an
opportunity to restore the workforce once economic conditions improve.
With the downturn in the economy, it is important to continue to keep an eye focused on the
future to ensure the City remains in good financial health. To achieve that end, the following
policies were set:
• Minimize service level impacts to our citizens.
• No growth in maintenance and operations for FY 2009-10.
• No new programs will be considered unless required under a legal mandate.
• Identify new revenue generation opportunities.
• Carefully review open positions prior to filling.
• No new positions in FY2009-10
• 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. Typically, each year the block is increased by an index for growth and
inflation. However, for FY 2008-09 maintenance and operations remained at the FY 2007-08
levels due to the slower economy. In preparing the FY 2009-10 budget presented here,
maintenance and operations costs were reduced from the FY 2008-09 levels due to the
continuing downturn in the economy. 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. At the end of FY 2008-09, the
amounts carried forward by each department will be capped at no more than 10% of the
previous year's adopted budget.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2009-10 preliminary Operating
Budget of $190.4 million was developed. The FY 2009-10 preliminary Operating Budget
proposes a reduction of 1.5 full-time employees: the Administrative Secretary position in
Administrative Services has been eliminated and a 0.5 Network Engineer position in the
Information Technology department has been reclassified as a part-time position, for a total
B-7
reduction of 1.5 full-time positions. A total reduction of 1.0 limited term employee is also
proposed: a 0.5 limited term Legal Intern and a 0.5 limited term Management Intern have been
eliminated. In addition to these reductions, in response to the economic recession a total of 12
full-time positions have been unfunded - 9 positions in the FY 2009-10 budget and 3 positions
during the budget reduction in January 2009.
The net increase in hourly staff totaled approximately .61 of part-time staff as follows: an
increase of .11 part-time positions in Park Maintenance for the first full year of maintenance for
the Poinsettia Park Tennis Courts and an increase of 0.5 part-time positions due to reclassifying
a full-time position to part-time in the Information Technology department, as mentioned above.
These changes result in a City workforce of 712.75 full and three-quarter time employees, 3.5
limited term employees, and 138.44 hourly, full-time equivalent positions. As previously
mentioned, 12 of the full-time and limited term positions are not funded in the FY 2009-10
budget. In addition to the changes mentioned here, there are approximately 14 current vacant
positions that will be frozen in order to generate additional expenditures savings during the year
if needed. Combined, this will result in approximately 28 fewer positions providing services than
in previous years.
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, including additional personnel if necessary, are added to the Operating Budget. The
new Poinsettia Parking Lot project and related landscaping is scheduled for completion in
August 2009. No new positions will be added as existing positions will be reallocated to provide
maintenance for this new addition.
Budget by Fund Type
This table below shows the changes in the proposed Operating Budget for FY 2009-10
compared to the revised adopted budget for FY 2008-09.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
REVISED
BUDGET
2008-09
$ 112.7
11.2
47.8
15.0
1.9
$ 188.6
BUDGET
2009-10
$ 109.1
10.5
53.7
15.2
1.9
$ 190.4
$
CHANGE
$ (3.6)
(0.7)
5.9
0.2
-
$ 1.8
%
CHANGE
-3.2%
-6.3%
12.3%
1.3%
0.0%
1.0%
The General Fund contains most of the discretionary revenues that support 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.
B-8
General Fund
The total budget for the General Fund
for FY 2009-10 is $109.1 million, which
is 3.2% less than the previous year's
revised budget of $112.7 million. Due
to budget reductions and a planned
slow down in spending, all categories
have decreased, with the largest dollar
decrease of $1.9 million in
Maintenance and Operations costs, as
can be seen in the table to the right.
Personnel costs make up
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Millions)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
TOTAL
REVISED
BUDGET
2008-09
$ 75.0
29.8
0.1
7.8
$ 112.7
BUDGET
2009-10
$ 74.5
27.9
-
6.7
$ 109.1
$
CHANGE
$ (0.5)
(1.9)
(0.1)
(1.1)
$ (3.6)
%
CHANGE
-0.7%
-6.4%
-100.0%
-14.1%
-3.2%
approximately 68% of the General Fund budget so any changes in these costs can have a
significant effect on the total budget. The total Personnel budget for FY2009-10 is $74.5 million,
which is 0.7% less than the previous year's revised Personnel budget of $75.0 million.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
REVISED
BUDGET
2008-09
$ 51.7
6.3
14.6
1.3
1.1
75.0
BUDGET
2009-10
$ 50.9
6.4
14.9
1.2
1.1
74.5
$
CHANGE
(0.8)
0.1
0.3
(0.1)
0.0
(0.5)
%
CHANGE
-1.6%
1.6%
2.1%
-7.7%
0.0%
-0.7%
The table to the left shows the
breakdown of personnel costs
for the General Fund. Salaries
include full and part-time staff
costs and decreased $0.8
million, or 1.6%, from the prior
year. Eliminating or unfunding
full-time positions and proposed
citywide personnel savings from
vacancies and other efficiencies
result in approximately $1.4
million of reduced costs in
salaries. Other reductions also
occurred in part-time salaries and management incentive pay. These total reductions are
somewhat offset by the increases in salaries budgeted to occur in FY 2009-10 due to labor
contracts. Benefits make up the remainder of the personnel costs and, due to labor contracts
with the city's employee groups, much of the remaining cost has been previously determined.
This year there is also a slight decrease in the projected Workers' Compensation costs due to
decreased projected claims.
M&O stands for Maintenance and Operations. This category contains the budget for all
program expenses other than personnel or capital outlay.
Capital Outlay includes budgeted equipment purchases over $1,000.
capital outlay purchases planned in the General Fund for FY 2009-10.
There are no major
Transfers are amounts anticipated to be transferred from the General Fund to another City fund.
The transfers included in this year's proposed budget are to the following funds:
• $6.5 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of city infrastructure. This represents 6.0% of the General Fund Revenues,
a slight decrease from the 6.5 % transfer in FY 2008-09.
B-9
• $177,000 to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
• $488,118 to the Information Technology Internal Service Fund of previously budgeted
non-departmental contingency to be used to purchase new capital equipment.
Advances are amounts anticipated to be transferred from the General Fund to another City fund
and are expected to be repaid to the General Fund in future years. The advances included in
this year's proposed budget are to the following funds:
• $182,000 to the Median Maintenance Special Revenue Fund - This advance is needed
to cover a cash shortfall since yearly assessments collected from property owners do not
cover operating expenditures.
• $1.6 million to the Golf Course for operations - The Golf Course is a relatively new
facility and there is very little history to support the budget development. The Golf
Course's budget and financials are on a calendar year basis. The Carlsbad Public
Financing Authority approved the 2009 Golf Course Budget including an advance of $1.6
million from the General Fund.
• $204,000 to the SCCRDA - The South Carlsbad Coastal Redevelopment Area is not
projecting to generate tax increment for FY 2009-10. However, there are activities that
need to be performed to help generate tax increment producing projects within the area,
such as the Ponto Development. Once more development occurs in this area, it is
anticipated that the SCCRDA will be able to repay the General Fund advances.
Repayments are also included in the FY 2009-10 General Fund budget. The General Fund has
advanced money to several funds and two funds are repaying a portion of those advances as
follows:
• $136,000 is being repaid from the Storm Water Fund for a loan made from the General
Fund to help establish this fund.
• $500,000 in interest is being repaid from the Village Redevelopment Area for advances
made to the Village Redevelopment Area for tax increment generating projects.
Another way of looking at the General Fund budget is by program. The chart below compares
the recommended FY 2009-10 budget to the amounts adopted in the previous year. The
significant changes are noted below.
B-10
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
REVISED
BUDGET
2008-09
$ 4.7
7.2
43.9
7.8
22.2
17.0
8.7
1.3
$ 112.8
BUDGET
2009-10
$ 4.4
6.7
44.5
7.3
22.1
16.8
6.8
0.5
$ 109.1
$
CHANGE
$ (0.3)
(0.5)
0.6
(0.5)
(0.1)
(0.2)
(1.9)
(0.8)
$ (3.7)
%
CHANGE
-6.4%
-6.9%
1.4%
-6.4%
-0.5%
-1.2%
-21.8%
-61.5%
-3.3%
The Policy/Leadership Group includes all elected officials and the City Manager's
Office. The 6.4% decrease from FY 2008-09 is primarily due to proposed reductions in
maintenance and operations costs in the City Manager's office and the Communications
Department.
The 6.9% decrease from FY 2008-09 in Administrative Services is primarily due to an
elimination of one Administrative Secretary position, a reduction in Human Resources
recruiting expenses, and a reduction in funding for leadership development.
The 1.4% growth in Public Safety, which includes Police and Fire, reflects the
negotiated increases in personnel costs.
In the Community Development area, which
includes Planning, Economic Development, and
Building Inspection, the 6.4% decrease is due mainly
to unfunding positions and reducing part-time,
overtime and temporary staffing, which can be
achieved based on the decrease in development and
planning activities due to the current state of the
economy.
Community Services includes Parks and Recreation,
Library, and the Arts. Reorganization opportunities
resulting in operational efficiencies have allowed for a 0.5% budget decrease. The
decrease represents reductions in part-time salaries as well as a variety of reductions in
miscellaneous maintenance and operations costs, including decreased park
maintenance costs, as a result of the economic recession.
Public Works shows an overall decrease of 1.2%. The decrease reflects the unfunding
of several full-time positions, where the duties will be absorbed by full-time or part-time
employees or supplemented with contracted services. In addition, due to the economic
recession, reductions in maintenance and operations costs will be implemented by
reorganizing work and reducing service levels. The slowing economy has also allowed
for reductions in the Engineering Plan Check Department due to decreased activity.
Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The
decrease of 21.8% is attributed to the elimination of management incentive pay,
B-11
proposed citywide personnel savings from vacancies
reductions in anticipated transfers from the General Fund.
and other efficiencies, and
The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $0.5
million, or less than 1% of the FY 2009-10 General Fund Budget. This is a reduction of
$0.8 million from the adopted FY 2008-09 budget, as revised by the City Council in
January 2009. During FY 2008-09, to date the City Council has authorized
approximately $400,000 of these funds to be spent on various items including analysis of
the proposed Power Plant expansion, assistance for citywide special events such as Art
Splash and Endless Summer, and miscellaneous donations for local charitable
organizations.
General Fund Expenditure History
$ Millions
120 ;'
+11.9%— +3% — -63%-
-1.8% -3.3%
FY2005 FY2006 FY 2007 FY 2008 FY FY FY
2009a 2009r 2010e
As reflected in the chart to
the left, the City began to
slow its expenditure
growth in FY 2007-08 in
anticipation of the
economic slowdown. The
chart shows a 4.8% mid-
year reduction in January
2009 to further reduce
expenditures to keep in
line with anticipated
General Fund Revenue.
Changes in Other Funds
Special Revenue funds, at $10.5 million, are down 6.3% from last year. This decrease is
mainly due to a large capital purchase of $250,000 from the Police Asset Forfeiture Fund of a
Police mobile command post occurring in FY 2008-09 that will not reoccur in FY 2009-10, and a
reduction in COPS Grants and Community Development Block Grant projects.
Enterprise funds total $53.7 million, which is an increase of $5.9 million, or 12.3% over the
FY2008-09 revised adopted budget. The most significant change is in Water operations and the
cost of purchased water. Combined fixed and variable costs for potable water purchased from
the San Diego County Water Authority are estimated at $22.9 million, an increase of $4.9 million
over the revised 2008-09 adopted budget. In addition to purchased water costs, the City's cost
to maintain its aging infrastructure has risen. The preliminary budget includes increased funding
for maintenance and repairs, electricity, and a meter replacement program.
Wastewater operations increased only slightly (0.7%) over the revised adopted budget. The
operating budget includes additional funding for maintenance items such as chemical purchases
for odor control at lift stations, and software to better manage data collected by the sewer
camera van. These increases were offset by a decrease of $740,000 to the annual replacement
fund transfer.
The Internal Service funds budgets increased in total by approximately $160,000, or 1.3%. The
Internal Service funds are self-supporting through user charges. Changes occurred in a number
of these funds:
B-12
The Risk Management budget shows a decrease of approximately $190,000 based on
unfunding of 0.5 positions as well as current estimates of settlements and premiums
projected for FY 2009-10.
The Vehicle Maintenance Fund budget has decreased by about $80,000 in FY 2009-
10. This reflects reductions in the budgets for parts and outside vehicle maintenance
expenses.
The Vehicle Replacement Fund budget varies from year to year depending on the
vehicles to be replaced. The estimated budget for the Fund is $730,000 more than the
previous year, or a 73.2% increase. A list of the requested vehicles can be found at the
end of this document.
The Information Technology Fund shows a decrease in the Department's budget of
approximately $350,000. This decrease is mainly due to decreases in major capital
outlay. A list of planned major capital outlay requests can be found at the end of this
document.
The Redevelopment Agency budgets have decreased an estimated $100,000 from the
previous year
SUMMARY
This preliminary budget emphasizes maintenance and operation of the City's current
infrastructure. Being conscious of the economic slowdown, no new programs or expanded
levels of service are included in the budget. The 10 year financial forecast is of concern since
there are several years reflecting deficits and other years reflecting lower projected surpluses
than in previous years' forecasts. The City will need to monitor its revenues and expenditures
closely and may need to further reduce expenditures in the following two years if the
assumptions made regarding the recession's length and recovery proves accurate to ensure we
live within our means through these turbulent and uncertain economic times. The 10 year
financial forecast is a useful tool to help manage our way through the economic uncertainty.
The City of Carlsbad has a diverse revenue base and is in a good economic position; however,
Carlsbad is not immune to the economy. The planning and foresight by the City Council and
residents have provided a sound economic base for the City. Fiscal conservatism, which has
consistently been the city's overall approach to managing its finances, is even more important
during this economic recession.
The challenges for the future will also include transitioning 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 maintains the City's infrastructure and proactively plans for the future.
This plan will provide essential City services to all who live, work, and play in Carlsbad.
B-13
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 2
FUND
GENERAL FUND
REPAYMENT FROM SOLID WASTE
ADVANCE TO GOLF COURSE FUND
ADVANCE TO MEDIAN MAINTENANCE
TRANSFER TO INFORMATION TECHNOLOGY
TOTAL
I SPECIAL REVENUE
POLICE ASSET FORFEITURE
CITIZENS OPTION FOR PUBLIC SAFETY
POLICE GRANTS
RENTAL ASSISTANCE
AFFORDABLE HOUSING
COMMUNITY DEVELOPMENT BLOCK GRANT
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
STREET TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CHANNEL MAINTENANCE
LIGHTING AND LANDSCAPING DISTRICT NO. 2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUND
TOTAL
I ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL
(INTERNAL SERVICE
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW/MOD INCOME HOUSING
SCCRDA OPERATIONS / DEBT SERVICE
SCCRDA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE
JULY 1,2008
$46.059.403
0
0
0
0
46,059,403 *
819,615
102,559
2.115
2,354,903
13,729.685
87.079
347.138
99.485
456.509
248.871
709.901
1.139.672
513.470
101.328
212,058
140.959
178,852
1,046,527
68,665
22,359,391
(925,720)
3,020,493
1,704,596
7,649,521
11,448,890
2,987,626
144,461
1,251,862
86,782
9,691,867
3.158.481
17.321.079
3.439,416
4,613.187
155.665
352.104
8.560,372
$105,749,135
PROJECTED
REVENUES
$116,519,500
0
0
0
0
116,519,500
100,800
107.600
0
5,654,000
1,317,000
1,022,000
10,200
172,500
478,368
365,421
900,282
144,100
392,290
186.800
6.500
31,700
31.500
38,000
355,800
11.314,861
28.055,200
5.233,300
9.433.259
3,404,001
46,125,760^— ^— —
1.629,000
1,350,400
965,000
2,813,800
2,526.000
5,931.500
15.215,700
2,898,800
854,000
3.800
11,000
3.767,600
$192,943,421
ESTIMATED FUND
EXPENDITURES TRANSFERS
$112,486.931
0 136,000
0 (1,766,764)
0 (321,000)
0 (988,000)
112,486,931
251,000
202,962
0
6,093,843
409,137
1.061,195
8,000
136,000
586,621
791,188 321.000
1,156.779
169,974
201,287
67.220
37,600
25,100
99,300
36,000
246,032
11,579,238
27,048,567
5,795,254
11,145.576
2,853,231 (136.000)
46,842,628
1.902,948
1,601,489
915,000
2,778.119
1,578,577
7,133,329 988,000
15,909,462
1,564,180
28,444
158.987
44,010
1.795,621
$188,613.880 ($1,766,764)
PROJECTED
BALANCE
JUNE 30, 2009
$50,091,972
136.000
(1,766,764)
(321.000)
(988,000)
47,152,208
669,415
7,197
2.115
1,915.060
14,637.548
47,884
349,338
135,985
348,256
144,104
453,404
1,113,798
704,473
220,908
180,958
147,559
111,052
1,048,527
178,433
22,416,014
80.913
2.458,539
(7,721)
8,064,291
10,596,022
2,713,678
(106,628)
1,301.862
122.463
10.639,290
2,944,652
17,615,317
4,774,036
5,438,743
478
319,094
10,532,351
$108.311,912 |
FOR THE GENERAL FUND ONLY THIS REPRESENTS UNDESIGNATED, UNRESERVED FUND BALANCE.
B-14
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
GENERAL FUND
REPAYMENT FROM SOLID WASTE
ADVANCE TO MEDIAN FUND
ADVANCE TO GOLF COURSE OPERATIONS
ADVANCE TO SCCRDA
TRANSFER TO IT (NON-DEPT CONTINGENCY)
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
CITIZENS OPTION FOR PUBLIC SAFETY
POLICE GRANTS
RENTAL ASSISTANCE
AFFORDABLE HOUSING
COMMUNITY DEVELOPMENT BLOCK GRANT
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
STREET TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CHANNEL MAINTENANCE
LIGHTING AND LANDSCAPING DISTRICT NO. 2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUND
TOTAL
[ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL
| INTERNAL SERVICE
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW/MOD INCOME HOUSING
SCCRDA OPERATIONS / DEBT SERVICE
SCCRDA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
PROJECTED
BALANCE
JULY 1,2009
$47,152,208
47,152,208 '
669,415
7,197
2,115
1,915,060
14,637,548
47,884
349,338
135,985
348,256
144,104
453.404
1,113,798
704,473
220,908
180.958
147,559
111.052
1,048,527
178,433
22,416,014
80.913
2,458,539
(7,721)
8,064,291
10.596,022
2,713.678
(106,628)
1,301,862
122.463
10,639,290
2,944.652
17,615,317
4,774,036
5,438,743
478
319,094
10,532.351
$108,311,912
ESTIMATED
REVENUES
$109.323,397
109,323,397
67,500
165.000
0
5,917,000
600,000
711,549
5,500
106,350
475,851
367,904
919.120
133,446
479,352
48,000
4,800
31,100
33,000
40,000
252.500
10,357.972
35,465,050
6.434.275
10,187,534
3,594,594
55,681.453
1,492,400
1,588,720
1,151,642
3,270.367
2,530,883
5,906,154
15.940,166
2.672.700
760,700
0
9,000
3,442,400
$194,745,388
ADOPTED
BUDGET
$109,110.932
109,110,932
42.000
171,880
0
6,169,619
480.661
750,420
15,000
6,000
605,930
678,068
979,254
74,200
222,036
92,055
20,000
72,800
35,500
40.000
60,901
10,516,324
33,961,916
6,412,539
10.184,486
3,178,116
53,737,057
1,835,863
1.459,811
1.044,791
2,872,626
1,729.000
6,263.186
15,205,277
1,501.567
100,616
201.599
42,981
1.846,763
$190,416.353
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2010
$47,364,673
136,000 136,000
(182,000) (182.000)
(1.600,000) (1,600,000)
(204,000) (204,000)
(488,118) (488,118}
45,026,555=^=^=^=^^=
694,915
317
2,115
1,662,441
(395,640) 14.361,247
9,013
(250,000) 89,838
236,335
218,177
182,000 15,940
393,270
1.173,044
961,789
176,853
165,758
105,859
108,552
(1,000,000) 48,527
370,032
20,794,022
1,584.047
2,480,275
(4,673)
(136,000) 8,344,769
12,404,418
(2,300,000) 70,215
22,281
(500,000) 908.713
520,204
11.441,173
488.118 (1,749,428) 1,326,310
14,288,896
(500,000) 5,445,169
(500,000) 5,598,827
204,000 2,879
285,113
11,331.988
($2,100.000) ($6,695.068) $103.845.879
B-15
Exhibit 3
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY-
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2007-08
1
$47,196,622
28,011,995
14,277,352
4,634,049
3,327,815
951,141
98,398,974
449,733
2,885,861
3,335,594
817,024
1,174,497
1,991,521
587,600
637,925
1,443,865
1,979.926
1,730,238
1,147,711
7,527,265
1,336,293
5,062,506
2,286,528
1,438,181
$121,376,862
PROJECTED
REVENUE
2008-09
$50,557,000
26,307,000
13,496,000
4,520,000
3,550,000
483,000
98,913,000
150,000
1,350,000
1,500,000
450,000
604,000
1,054,000
385,000
424,000
569,000
2,044,000
1,787,000
740,000
5,949,000
1,300,000
3,506,000
3,415,000
882,500
$116,519,500
ESTIMATED
REVENUE
2009-10
$47,939,000
23,028,000
12,121,000
5,095,000
3,170,000
500,000
91,853,000
0
1,163,300
1,163,300
455,000
343,000
798,000
294,000
399,000
500,000
2,100,000
1,824,985
559,425
5,677,410
1,303.000
4,066,950
3,522,587
939,150
$109,323,397
AS%
OF FY 08-09
PROJECTED
-5.2%
-12.5%
-102%
12.7%
-10.7%
3.5%
-7.1%
-100.0%
-13.8%
-22.5%
1.1%
-43.2%
-24.3%
-23.6%
-5.9%
-12.1%
2.7%
2.1%
-24.4%
-4.6%
0.2%
16.0%
3.2%
6.4%
•6.2%
DIFFERENCE
2008-09 TO
2009-10
($2,618,000)
(3,279,000)
(1,375,000)
575,000
(380,000)
17,000
(7,060,000)
(150,000)
(186,700)
(336,700)
5,000
(261,000)
(256,000)
(91,000)
(25,000)
(69,000)
56,000
37,985
(180,575)
(271,590)
3,000
560,950
107,587
56,650
($7,196,103)
• INTEREST IS CALCULATED ON AN AMORTIZED COST BASIS
B-16
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
| SPECIAL REVENUE FUNDS |
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL POLICE ASSET FORFEITURE
CITIZENS OPTION FOR PUBLIC SAFETY
STATE FUNDING (AB3229)
INTEREST
TOTAL CITIZENS OPTION FOR PUBLIC SAFETY
POLICE GRANTS
FEDERAL GRANT
INTEREST
TOTAL POLICE GRANTS
RENTAL ASSISTANCE
FEDERAL GRANT
INTEREST
OTHER
TOTAL RENTAL ASSISTANCE =^=
AFFORDABLE HOUSING
AFFORDABLE HOUSING FEES
FEDERAL GRANT
STATE GRANT
INTEREST
OTHER
TOTAL AFFORDABLE HOUSING
COMMUNITY DEVELOPMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT
LIBRARY AND ARTS ENDOWMENT FUND
INTEREST
TOTAL LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
OTHER
TOTAL LIBRARY GIFTS/BEQUESTS
STREET TREE MAINTENANCE
TREE MAINTENANCE FEES
INTEREST
TOTAL STREET TREE MAINTENANCE
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
INTEREST
TOTAL MEDIAN MAINTENANCE
ACTUAL
REVENUE
2007-08
$163,467
43,051
0
206,518
194,862
5,794
200,656
28,095
(330)
27,765
6,326,173
53,219
41,418
6,420,810
173,460
6,611
400,536
764,803
560,035
1,905,445
477,978
47,202
37,095
562,275
16,552
16,552
90,864
5,240
0
96,104
457,930
29,363
487,293
361,316
1,035
$362,351
PROJECTED
REVENUE
2008-09
$75,000
23,000
2,800
100,800
100,500
7,100
107,600
0
0
0
5,600,000
45,000
9,000
5,654,000
305,000
612,000
0
400,000
0
1,317,000
927,000
50,000
45,000
1,022,000
10,200
10,200
94,100
3,800
74,600
172,500
462,768
15,600
478,368
365.421
0
$365,421
ESTIMATED
REVENUE
2009-10
$50,000
17,500
0
67,500
165,000
0
165,000
0
0
0
5,900,000
15,000
2,000
5,917,000
200,000
0
0
400,000
0
600,000
635,549
45,000
31,000
711,549
5,500
5,500
105,000
1,350
0
106,350
465,401
10,450
475,851
367,904
0
$367,904
AS%
OF FY 08-09
PROJECTED
-33.3%
-23.9%
-100.0%
-33.0%
64.2%
-100.0%
53.4%
0.0%
0.0%
0.0%
5.4%
-66.7%
-77.8%
4.7%
-34.4%
-100.0%
0.0%
0.0%
0.0%
-54.4%
-31.4%
-10.0%
-31.1%
-30.4%
-46.1%
-46.1%
11.6%
-64.5%
-100.0%
-38.4%
0.6%
-33.0%
-0.5%
0.7%
0.0%
0.7%
DIFFERENCE
2008-09 TO
2009-10
($25,000)
(5,500)
(2,800)
(33,300)
64,500
(7,100)
57,400
0
0
0
300,000
(30,000)
(7,000)
263,000
(105,000)
(612,000)
0
0
0
(717,000)
(291,451)
(5,000)
(14,000)
(310,451)
(4,700)
(4,700)
10,900
(2,450)
(74,600)
(66,150)
2,633
(5,150)
(2.517)
2,483
0
$2,483
B-17
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
[SPECIAL REVENUE FUNDS - CONTINUED |
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL STREET LIGHTING
BUENA VISTA CHANNEL MAINTENANCE
BUENA VISTA FEES
INTEREST
TOTAL BUENA VISTA CHANNEL MAINTENANCE
LIGHTING AND LANDSCAPING DISTRICT NO. #2
LLD #2 FEES
INTEREST
OTHER
TOTAL LIGHTING AND LANDSCAPING DIST. NO. #2
CULTURAL ARTS DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL CULTURAL ARTS DONATIONS
PUBLIC ART
INTEREST
TOTAL PUBLIC ART
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL RECREATION DONATIONS
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUND
CABLE FEES
INTEREST
TOTAL LOCAL CABLE INFRASTRUCTURE FUND
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2007-08
$694,464
0
297,897
48,773
1,041,134
82,679
64,215
146,894
414,065
17,561
6,000
437,626
74,493
5,508
0
80,001
12,295
12,295
31,879
7,559
39,438
11,047
11,292
0
22,339
60,458
60,458
67,891
774
68,665
$12,194,619
PROJECTED
REVENUE
2008-09
$726,101
28,000
126,481
19,700
900,282
100,000
44,100
144.100
385,290
7,000
0
392,290
12,700
4,100
170,000
186,800
6,500
6,500
27,000
4,700
31,700
24,000
6,000
1,500
31,500
38,000
38,000
350,000
5,800
355,800
$11,314,861
ESTIMATED
REVENUE
2009-10
$727,442
28,000
149,981
13,697
919,120
100,000
33,446
133,446
458,183
21,169
0
479,352
48,000
0
0
48,000
4,800
4,800
31,100
0
31,100
28,000
5,000
0
33,000
40,000
40,000
250,000
2,500
252,500
$10,357,972
AS%
OF FY 08-09
PROJECTED
0.2%
0.0%
18.6%
-30.5%
2.1%
0.0%
-24.2%
-7.4%
18.9%
202.4%
0.0%
222%
278.0%
-100.0%
-100.0%
-74.3%
-26.2%
-26.2%
15.2%
-100.0%
-1.9%
16.7%
-16.7%
-100.0%
4.8%
5.3%
5.3%
-28.6%
-56.9%
-290%
-8.5%
DIFFERENCE
2008-09 TO
2009-10
$1,341
0
23,500
(6,003)
18,838
0
(10,654)
(10,654)
72,893
14,169
0
87,062
35,300
(4,100)
(170,000)
(138,800)
(1,700)
(1,700)
4,100
(4,700)
(600)
4,000
(1,000)
(1,500)
1,500
2,000
2,000
(100,000)
(3,300)
(103.300)
($956,889)
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
| ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL WATER OPERATIONS
RECYCLED WATER OPERATIONS
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SERVICE CHARGES
MISC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
TRASH SURCHARGE
OTHER
TOTAL SOLID WASTE MANAGEMENT
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2007-08
1
$15,004,960
4,721,811
2,712,504
86,370
113,277
259,287
247,039
106,160
81,220
118,740
2,893,352
26,344,720
2,412,835
207,107
1,102,940
313,922
2,199,342
6,236,146
8.054,276
23,013
164,977
73,601
270,826
97,756
8,684,449
445,476
297,534
51,639
1,846,085
195,711
2,836,445
$44,101.760
PROJECTED
REVENUE
2008-09
$17,600,000
5,959,800
3,035,000
80,000
115.000
262,000
(75,000)
0
48,000
80,000
950,400
28,055,200
2,900,000
275,000
1,600,000
250,000
208,300
5,233,300
9,092.580
24,000
0
75,000
101,000
140,679
9,433,259
443,275
294,000
55,000
2,682,300
(70,574)
3,404,001
$46,125,760
ESTIMATED
REVENUE
2009-10
$24,902,690
6,688,860
2,995,000
80,000
115,000
262,000
4,500
0
68,000
80,000
269,000
35,465,050
3,892,955
276,870
1,760.000
200,000
304,450
6,434,275
9,961,534
25.000
0
75,000
101,000
25,000
10,187,534
313,000
294,000
55,000
2,700,000
232,594
3,594,594
$55,681,453
AS%
OF FY 08-09
PROJECTED
41.5%
12.2%
-1.3%
0.0%
0.0%
0.0%
106.0%
0.0%
41.7%
0.0%
-71.7%
26.4%
34.2%
0.7%
10.0%
-20.0%
46.2%
23.0%
9.6%
4.2%
0.0%
0.0%
0.0%
-82.2%
8.0%
-29.4%
0.0%
0.0%
0.7%
429.6%
5.6%
20.7%
DIFFERENCE
2008-09 TO
2009-10
$7,302,690
729,060
(40,000)
0
0
0
79,500
0
20,000
0
(681,400)
7,409,850
992,955
1,870
160,000
(50,000)
96,150
1,200,975
868,954
1,000
0
0
0
(115,679)
754,275
(130,275)
0
0
17.700
303,168
190,593
$9,555,693
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
| INTERNAL SERVICE FUNDS
WORKERS' COMPENSATION
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL WORKERS' COMPENSATION
RISK MANAGEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL RISK MANAGEMENT
SELF-INSURED BENEFITS
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
FEDERAL GRANT
INTERDEPARTMENTAL
INTEREST
TOTAL INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
2007-08
1
$1,862,395
342,100
5,927
2,210,422
1,322,380
6,717
27,807
1,356,904
898,370
400,274
61,364
1,360,008
2,554.815
4,953
21,082
2,580,850
1,937,350
520,261
(87,383)
2,370,228
140,878
5,419,703
227,607
5,788,188
$15,666,600
PROJECTED
REVENUE
2008-09
$1,397,000
190,000
42,000
1,629,000
1,324,600
4,000
21,800
1,350,400
900,000
0
65,000
965,000
2,782,600
1,200
30,000
2,813,800
2,115,000
315,000
96,000
2,526,000
0
5,825,500
106,000
5,931,500
$15,215,700
ESTIMATED
REVENUE
2009-10
$1,327,400
165,000
0
1,492,400
1,563,720
0
25,000
1,588,720
1,086,080
0
65,562
1,151,642
3,235,914
0
34,453
3,270,367
2,230,883
300,000
0
2,530,883
0
5,828,154
78,000
5,906,154
$15,940,166
AS%
OF FY 08-09
PROJECTED
-5.0%
-13.2%
-100.0%
-8.4%
18.1%
-100.0%
14.7%
17.7%
20.7%
0.0%
0.9%
19.3%
16.3%
-100.0%
14.8%
16.2%
5.5%
-4.8%
-100.0%
0.2%
0.0%
0.1%
-26.4%
-0.4%
4.8%
DIFFERENCE
2008-09 TO
2009-10
($69,600)
(25,000)
(42,000)
(136,600)
239,120
(4,000)
3,200
238,320
186,080
0
562
186,642
453,314
(1,200)
4,453
456,567
115,883
(15,000)
(96,000)
4,883
0
2,654
(28,000)
(25,346)
$724,466
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
REDEVELOPMENT FUNDS I
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW AND MOD INCOME HOUSING
TAX INCREMENT
INTEREST
TOTAL VILLAGE LOW AND MOD INCOME HOUSING
SCCRDA OPERATIONS / DEBT SERVICE
INTEREST
OTHER
TOTAL SCCRDA OPERATIONS / DEBT SERVICE
SCCRDA LOW AND MOD INCOME HOUSING
INTEREST
TOTAL SCCRDA LOW AND MOD INCOME HOUSING
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2007-08
$67,406
2,659,546
174,491
320,719
3,222,162
664,886
257,785
922,671
14,765
3,400
18,165
21,050
21,050
$4,184,048
PROJECTED
REVENUE
2008-09
$43,000
2,738,000
110,000
7,800
2,898,800
684,000
170,000
854,000
3,800
0
3,800
11,000
11,000
$3,767,600
ESTIMATED
REVENUE
2009-10
$0
2,642,700
30,000
0
2,672,700
660,700
100,000
760,700
0
0
0
9,000
9,000
$3,442,400
AS%
OF FY 08-09
PROJECTED
-100.0%
-3.6%
-72.7%
-100.0%
-7.8%
-3.4%
-41.2%
-10.9%
-100.0%
0.0%
-100.0%
-18.2%
-18.2%
-8.6%
DIFFERENCE
2008-09 TO
2009-10
($43,000)
(95,300)
(80,000)
(7,800)
(226,100)
(23,300)
(70,000)
(93,300)
(3,800)
0
(3,800)
(2,000)
(2,000)
($325,200)
ITOTAL OPERATING $197,523,889 $192,943,421 $194,745,388 0.9%$1,801,967 I
B-21
Exhibit 4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT
TOTAL ADMINISTRATIVE SERVICES
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
ADMINISTRATION
GEOGRAPHIC INFORMATION SYSTEM
ECONOMIC DEVELOPMENT/REAL ESTATE MGMT
PLANNING
BUILDING INSPECTION
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
PARKS AND RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES
2006-07
ACTUALS
$365,294
1,325,335
923,185
274,268
1,233,595
163,376
4,285,053
725,979
3,037,751
2,141,085
891,995
6,796,810
24,498,335
15,119,821
39,618,156
823,072
432,120
189,493
3,348,611
2,113,707
6,907,003
9,197,856
854,488
10,664,413
803,294
$21,520,051
2007-08
ACTUALS
$384,942
1,655,465
1,118,170
179,315
1,318,200
175,954
4,832,046
850,395
3,508,893
2,285,760
889,549
7,534,597
26,046,951
17,433,504
43,480,455
1,011,885
497,301
293,387
3,709,162
2,027,998
7.S39.733
9,416,232
888,463
10,907,697
1,088,024
$22,300,416
2008-09
ESTIMATED
EXPENDITURES
$382,957
1,227,583
998,756
95,824
1,225,659
186,994
4,117,773
1,024,447
3,281,906
2,108,691
863,384
7,278,428
27,402,504
15,761,203
43,163,707
1,004,241
554.512
325,543
3,123,774
1,984,661
6,992,731
9,274,106
840,206
10,721,590
884,080
$21,719,982
2008-09
REVISED
BUDGET
$398,808
1,623,190
997,287
184,075
1 ,287,203
196,027
4,686,590
853,778
2,978,991
2,518,831
888,289
7,239,889
26,971,256
16,902,765
43,874,021
655,196
554,430
425,548
3,822,427
2,318,700
7,776,301
9,312,153
996,565
10,874,143
970,786
$22,153,647
2009-10
PROPOSED
BUDGET
$390,802
1,549,131
867,545
129,737
1,292,986
189,913
4,420,114
654,913
2,919,271
2,243,655
856,942
6,674,781
27,710,998
16,762,609
44,473,607
680,648
566,307
342,756
3,676,706
2,032,621
7,299,038
9,296,334
806,350
11,000,213
993,944
$22,096,841
%INCR (DEC)
08-09 BUD
TO
09-10 BUD
-2.0%
-4.6%
-13.0%
-29.5%
0.4%
-3.1%
-5.7%
-23.3%
-2.0%
-10.9%
-3.5%
-7.8%
2.7%
-0.8%
1.4%
3.9%
2.1%
-19.5%
-3.8%
-12.3%
-6.1%
-0.2%
-19.1%
1.2%
2.4%
-0.3%
NOTE:
B-22
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMINISTRATION
ENGINEERING
FACILITIES MAINTENANCE
STREET MAINTENANCE
TRAFFIC SIGNAL MAINTENANCE
TOTAL PUBLIC WORKS
MISCELLANEOUS NON-DEPARTMENTAL
PERSONNEL SAVINGS
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HOSP GROVE DEBT SERVICE
PROPERTY TAX AND OTHER ADMINISTRATION
DUES & SUBSCRIPTIONS
PROFESSIONAL SERVICES
UTILITIES & OTHER
INFRASTRUCTURE REPLACEMENT FUND
MANAGEMENT INCENTIVE PAY-
DISASTER PREPAREDNESS
LEGAL SERVICES
TRANSFER TO STORM WATER PROGRAM
MISCELLANEOUS / TRANSFERS OUT
TOTAL MISCELLANEOUS NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2006-07
ACTUALS
$980,045
6,312,873
3,421,227
3,504,394
986,231
15.204,770
0
33.714
0
275,000
453,875
54,749
43,610
0
7,200,000
0
1,270,956
117,087
0
4,844,350
14,293,341
108,625,184
0
$108,625,184
2007-08
ACTUALS
$1,067,128
7,880,800
3,766,799
3,163,455
866,025
16,744,207
0
45,000
1.625
275.000
426,282
52,904
29,333
0
7,900,000
0
595,957
246,666
138.800
10,850,000
20,561,567
122,993,021
0
$122,993,021
2008-09
ESTIMATED
EXPENDITURES
$1,112,886
9,451,305
4,124,331
3,163,242
901,991
18,753.755
0
554,445
0
90,000
627,549
58,115
123,358
9,396
7,550,000
0
16,419
160,000
154,273
1,117,000
10,460,555
112,486,931
0
$112,486,931
%INCR (DEC)
2008-09
REVISED
BUDGET
$1,007,350
8,380,286
3,683,617
3,089,955
792,011
16,953,219
0
0
36,000
90,000
490,700
66,900
50,000
0
7,550,000
254,000
0
200,000
0
0
8,737,600
111,421,267
1,300,000
$112,721,267
2009-10
PROPOSED
BUDGET
$1,018,047
8,189,002
3,707,415
3,143,285
789,002
16,846,751
(800,000)
0
36,000
0
565,000
73,800
50,000
0
6,538,000
0
0
160,000
177,000
0
6,799,800
108,610,932
500,000
$109,110,932
08-09 BUD
TO
09-10 BUD
1.1%
-2.3%
0.6%
1.7%
-0.4%
-0.6%
-
-
0.0%
-100.0%
15.1%
10.3%
0.0%
-13.4%
-100.0%
-20.0%
-
-
-22.2%
-2.5%
-61.5%
-3.2%
B-23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
| SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
CITIZENS OPTION FOR PUBLIC SAFETY
POLICE GRANTS
RENTAL ASSISTANCE
AFFORDABLE HOUSING
COMMUNITY DEVELOPMENT BLOCK GRANT
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
STREET TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CHANNEL MAINTENANCE
LIGHTING AND LANDSCAPING DISTRICT NO. 2
CULTURAL ARTS DONATIONS
PUBLIC ART
RECREATION DONATIONS
SENIOR DONATIONS
COMMUNITY ACTIVITY GRANTS
LOCAL CABLE INFRASTRUCTURE FUND
TOTAL SPECIAL REVENUE FUNDS
(ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL ENTERPRISE FUNDS
(INTERNAL SERVICE FUNDS
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
(REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRDA OPERATIONS / DEBT SVC
SCCRDA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2006-07
ACTUALS
$152,853
131,080
39,798
5,208,219
341,796
370,136
10,251
114,528
578,010
510,375
951,686
49,749
117,017
41,936
8,501
21,350
14,494
30,000
0
8,691,779
38,707,083
3,539,959
8,599,764
1,901,245
52,748,051
1,284,200
2,238,936
793,414
2,506,867
2,261,218
4,932,450
14,017,085
2,326,889
62,372
185,153
29,759
2,604,173
2007-08
ACTUALS
$28,531
181,308
28,210
5,283,978
348,036
458,044
25,791
68,819
532,878
492,146
1,117,957
56,158
197,329
67,573
5,424
8,223
42,445
30,000
0
8,972,850
25,113,222
5,723,093
9,865,271
2,588,116
43.289,702
1,814,833
980,048
1.402,755
2,647,186
731,987
5,895,061
13,471,870
2,217,591
74,039
197,933
32,062
2,521,625
2008-09
ESTIMATED
EXPENDITURES
$251,000
202,962
0
6,093,843
409,137
1,061,195
8,000
136,000
586,621
791,188
1,156,779
169,974
201,287
67,220
37,600
25,100
99,300
36,000
246,032
11,579,238
27,048,567
5,795,254
11,145,576
2,853,231
46,842,628
1,902,948
1,601,489
915,000
2,778,119
1,578,577
7,133,329
15,909,462
1,564,180
28,444
158,987
44,010
1,795,621
%INCR (DEC)
2008-09
REVISED
BUDGET
$313,500
240,462
0
5,891,291
400,868
1,052,154
16,000
25,000
577,225
673,983
1,121,280
111,500
196,887
87,560
38,900
93,200
59,300
40,000
222,829
11,161,939
28,293,301
6,188,091
10,116,889
3,220,437
47,818,718
1,827,095
1,652,862
996,405
2,956,644
998,000
6,613,565
15,044.571
1,633,489
95,159
171,111
42,887
1,942,646 •
2009-10
PROPOSED
BUDGET
$42,000
171,880
0
6,169,619
480,661
750,420
15,000
6,000
605,930
678,068
979,254
74,200
222,036
92,055
20,000
72,800
35,500
40,000
60,901
10,516,324
33.961,916
6,412,539
10,184,486
3,178,116
53,737,057
1,835,863
1,459,811
1,044,791
2,872,626
1,729,000
6,263,186
15,205,277
1,501,567
100,616
201,599
42,981
1,846,763
08-09 BUD
TO
09-10 BUD
-86.6%
-28.5%
-
4.7%
19.9%
-28.7%
-6.3%
-76.0%
5.0%
0.6%
-12.7%
-33.5%
12.8%
5.1%
-48.6%
-21.9%
-40.1%
0.0%
-72.7%
-5.8%
20.0%
3.6%
0.7%
-1.3%
12.4%
0.5%
-11.7%
4.9%
-2.8%
73.2%
-5.3%
1.1%
-8.1%
5.7%
17.8%
0.2%
-4.9%
TOTAL OPERATING FUNDS $186,686,272 $191,249,068 $188,613,880 $188,689,141 $190,416,353 0.9%
General Fund
NonGF
109,110,932
81,305,421
190,416,353
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
B-24
Exhibit 5
(PERSONNEL ALLOCATIONS
MAJOR SERVICE AREA
IPOLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY ATTORNEY
(ADMINISTRATIVE SERVICES |
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
IPUBLIC SAFETY I
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
IPUBLIC WORKS 1
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
ENVIRONMENTAL PROGRAMS
FULL AND 3/4 TIME LABOR FORCE
FINAL
BUDGET
2007-08
1.00
7.00
3.75
0.75
7.00
2.00
8.00
19.00
28.00
2.00
10.00
162.00
88.75
3.00
14.00
2.00
4.00
27.00
10.00
48.00
5.00
30.50
6.45
56.90
98.00
55.45
11.70
711.25
FINAL
BUDGET
2008-09
1.00
8.00
3.75
0.75
7.00
2.00
8.00
19.50
28.00
2.00
10.00
162.00
88.75
3.00
14.00
2.00
4.00
27.00
10.00
48.00
5.00
30.50
6.65
56.90
99.30
55.20
11.95
714.25
FINAL 2009-10
BUDGET REQUESTED
2009-10 CHANGES
1.00
8.00
3.75
0.75
7.00
1.00
8.00
19.00
28.00
2.00
10.00
162.00
88.75
3.00
14.00
2.00
4.00
27.00
10.00
48.00
5.00
72.10
6.50
56.90
57.50
55.40
12.10
712.75
0.00
0.00
0.00
0.00
0.00
(1.00)
0.00
(0.50)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
41.60
(0.15)
0.00
(41.80)
0.20
0.15
(1.50)
SUMMARY OF REQUESTED
Full Time Personnel
3/4 Time Personnel in Full Time Count
Limited Term Personnel
Unfunded Full Time Positions
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE*
LABOR FORCE
2007-08
706.75
4.50
6.50
0.00
140.34
858.09
BY CATEGORY
2008-09
709.00
5.25
4.50
(3.00)
137.83
853.58
2009-10
706.75
6.00
3.50
(12.00)
138.44
842.69
Difference
(2.25)
0.75
(1.00)
(9.00)
0.61
(10.89)
'Includes Limited Term Personnel
B-24
Exhibit 6
CITY OF CARLSBAD
MASTER FEE SCHEDULES
June 2009
General City Service fee increases approved by Council on
June 16, 2009 will go into effect August 1, 2009. Water/Sewer fee increases
will become effective on August 1, 2009 pending the successful outcome of
the June 23, 2009 public hearing.
Development-Related Service fee increases approved by Council on June
16, 2009 will go into effect September 1, 2009.
Development-Impact fee increases approved by Council on
June 16, 2009 will go into effect September 1, 2009.
City of Carlsbad
Master Fee Schedule
Table of Contents
Section 1 - General City Service Fees
Miscellaneous Fees
Fire Fees
Library Fees
Police Fees
Sewer Fees
Solid Waste Fees
Parks & Recreation Fees
Aqua Hedionda Lagoon Fees
Aquatic Fees
Water District Fees
Recreation/Safety Center/ Seniors &
Faraday Facility Rental
Library Facility Rental
Section 2 - Development Related Service Fees
Section 3 - Development Impact Fees
1-1
1-1
1-2
1-2
1-3
1-3
1-3
1-4
1-4
1-4
Schedule A
Schedule B,C
2
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 1
GENERAL CITY SERVICE FEES
June 2009
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
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
Police - Entertainment License
Campaign Sign Permit (plus a $200 refundable deposit)
Cable Channel Administration Fee (Consistent with City payroll records and consultant costs if any)
Check Processing Fee for Cancellation (Customer Initiated)
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)
City Clerk - Certification Charge (per document)
Copies - each
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
Eiifi
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
Temrjorarv Use
- Tents (Minor)
- Tents (Major)
- Carnivals and Fairs
- Fireworks Display or Special Effects (per event or day)
Hazardous Materials and Processes
-Candles or OTHER Open Flame
-Assembly
- Covered Mall (plus $65 per reinspection)
- Welding
- Compressed Gases
- Dust Production (plus $65 per reinspection)
- Combustible Fiber Use and Storage
- Aerosol Use/Storage
- Flammable Finishes
- Haz-Mat Use and Storage
- Dry Cleaning
Notes
(7)
(11)
(11)
(11)
0X11)
(11)
(11)
(9)
(9)
(10)
Current
Fee
$50 min/$500 max
$ 20
$ 618
$ 894
$ 15
$ 50
$ 150
$ 150
$ 3
$ 1
$ 30
$ 50
$ 5
$ 200
$ 55
$
$ 20
$ 30
$ 30
$ 150
$ 50
copy charge
$ 20
$ 0.15
$
$
copy charge
$ 35
$ 150
$
$ 75
$ 150
$ 295
$ 10
$ 123
$ 272
$ 246
$ 323
$ 113
$ 113
$ 113
$ 113
$ 113
$ 174
$ 174
$ 113
$ 113
$ 246
$ 174
Proposed
Fee
$50 min/$500 max
21
$ 900
$ 1,000
$ 17
$ 65
$ 150
$ 155
$ 3
$ 1
$ 31
$ 52
$ 5
$ 207
$ 57
Actual Cost
$ 20
$ 30
$ 30
$ 285
$ 125
copy charge
$ 20
$ 0.15
$
$
copy charge
$ 35
$ 155
$
$ 75
$ 150
$ 295
$ 10
$ 127
$ 281
$ 255
$ 334
$ 117
$ 117
$ 117
$ 117
$ 117
$ 180
$ 180
$ 117
$ 117
$ 255
$ 180
June 2009 1-1
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
Fee Description
- Spray Booth (plus $65 per resinspection)
- 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
- Liquefied Petroleum Gas (plus $65 per resinspection)
Fire - Initial Occupancy Inspection Fee
Fire Inspection -Interim ($65 - each reinspection)
Fire Inspection - Other ($65 - each reinspection)
Fire - Failed Business lnspection/2nd 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 (consistent with City payroll records)
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 Account Collection Fee
Library Fines - Video (per day per item)
Library Interlibrary Loan
Library Card Replacement
Lost/Damaged Videotape/DVD
Lost/Damaged beyond repair book/audio item
Lost/Damaged Library Materials
Library Book Reserve Fee (per item)
Library Facility Rental - see schedule B
Library History Room Photo Fee (vendor cost of duplicating historical photos)
Library Lost Item Processing Fee
Police
Police - Dispatch Tape Copy
Police - Copy Investigation Tapes (+ cost of duplicating the tape)
Police - Emergency Response DUI Traffic Collision (max $12,000 per incident)
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)
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 (consistent with City payroll records)
3olice - Special Event Application - Minor (2 or less intersections)(fee plus services rendered)
3olice - Special Event Application - Major (3 or more intersections)(fee plus services rendered)
Police - Verification Letter
Special Event City Services - Staff Time
Criminal Justice Administration (per person)
Notes
(6>
(6)
(5)
(5)
(5)
(5)
(3)
Current
Fee
$ 113
$ 174
$ 241
$ 169
$ 164
$ 308
$ 174
$ 123
$ 123
$ 310
$ 180
$ 180
$ 65
$ 72
$ 149
$ 110
Actual Cost
$ 5
$ 0.75
$ 0.25
$ 0.10
$ 10
$ 1
$ 2
$ 2
20% of list price
List price+$40 if out
of print
Variable up to list
price
$ 0.50
Direct Cost
$ 5
$ 50
$ 60
Direct Cost
$ 30
$ 60
$ 100
$ 100
$ 23
$ 115
$ 20
$ 65
$ 55
$
$ 15
$ 15
Actual Cost
$ 110
$ 330
$ 13
$ 154
Proposed
Fee
$ 117
$ 180
$ 249
$ 175
$ 170
$ 318
$ 180
$ 127
$ 127
$ 310
$ 182
$ 182
$ 66
$ 74
$ 154
$ 110
Actual Cost
$ 5
$ 1
$ 0.25
$ 0.10
$ 10
$ 1
$ 5
$ 2
20% of list price
List price+$40 if out
of print
Variable up to list
price
$ 1
Direct Cost
$ 5
$ 50
$ 60
Direct Cost
$ 30
$ 60
$ 100
$ 100
$ 23
$ 115
$ 20
$ 65
$ 55
$
$ 15
$ 15
Actual Cost
$ 110
$ 330
$ 13
$ 154
June 2009 1-2
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
Fee Description
Public Dump Permit - Fee per acre
Senior Center
See Schedule A
Sewer
Sewer Service Charges
Minimum Monthly Charge
Group I - Residential - Single Family Residence (Flat Rate)
Group I - Residential - Multi-Family Residence rate per unit, 90% of water used
Group I - Residential - Mobile Home rate per unit, 90% of water used
Group II - Commercial - Rate per hundred cubic feet, min $20.93 per month
Group III - Commercial - Rate per hundred cubic feet, min $20.93 per month
Group IV - Commercial - Rate per hundred cubic feet, min $20.93 per month
Group V - Institutions/Schools
- Elementary School - rate per student per month, min $20.93 per month
- Junior High School - rate per student per month; min $20.93 per month
- High School - rate per student per month; min $20.93 per month
- Boarding School - rate per student per month; min $20.93 per month
- Other - Institutions
Group VI - Large Volume Users
- Beckman Micro Operations - Rate per hundred cubic feet, min $20.93 per month
- Culligan - Rate per hundred cubic feet, min $20.93 per month
- Bio-Hydration Research Lab Inc. Rate per hundred cubic feet, min $20.93 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
Resident Fee - Open Play Basketball, Volleyball. Badminton
Non-resident Fee - Open Play Basketball, Volleyball, Badminton
Non-resident Fee - Youth Sports (per person)
Rental Staffing Fee
Deposits & General Fees - See Schedule A
Recreation and Safetv Center Facility Rental - See Schedule A
Aaua Hedionda
Annual Fee - Resident - Power Vessels Over 8'
Annual Fee - Non-Resident - Power Vessels over 8'
Annual Fee - Resident -Board/Sail Boats under 8' & Passives
Annual Fee - Non-Resident - Passive Vessels under 8'
Annual Fee - Board Sail - Additional Decal
Annual Fee - Additional Decal - Power Vessels Over 8'
Annual Fee - Additional Decal - Passive Vessels under 8'
Replacement Lagoon Permit Decal
Daily Fee - Resident - Power Vessels Over 8'
Daily Fee - Non-Resident - Power Vessels Over 8'
Daily Fee - Resident - Passive Vessels under 8'
Daily Fee - Non-Resident - Passive Vessels Under 8'
Notes
(2)
(4)
(8)
Current
Fee
$ 200
$ 17.65
$ 17.65
$ 2.51
$ 2.51
$ 2.08
$ 2.73
$ 4.31
$ 0.27
$ 0.53
$ 0.80
$ 3.97
$ 2.06
$ 5.21
$ 1.48
$ 1.62
$ 18.87
$ 98.85
$ 181.03
$ 263.19
$ 345.35
$ 427.51
$ 509.68
$ 10
$ 42
$ 255.56
$ 10
$ 3
$ 10
$ 17
$ 84
$ 105
$ 37
$ 52
See below
50% curr. fee
50% curr. fee
$ 8
$ 16
$ 24
$ 8
$ 13
Proposed
Fee
$ 200
$ 20.93
$ 20.93
$ 2.41
$ 2.41
$ 1.96
$ 2.98
$ 5.53
$ 0.43
$ 0.64
$ 0.85
$ 4.45
$ 1.87
n/a
n/a
$ 1.70
$ 18.87
$ 98.85
$ 181.03
$ 263.19
$ 345.35
$ 427.51
$ 509.68
$ 10
$ 42
$ 255.56
$ 10
$ 2
$ 4
$ 10
$ 17
$ 84
$ 105
$ 37
$ 52
See below
50% curr. fee
50% curr. fee
$ 8
$ 16
$ 24
$ 8
$ 13
June 2009 1-3
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
Fee Description
Aquatics
Aquatic Facility Rental - See Schedule A
Per Admission - Youth & Teen
Per Admission - Adult - Resident
Per Admission - Adult - Non-Resident
City Classes - Beginner - Learn to Swim - Res
City Classes - Beginner - Learn to Swim - Non-Res
City Classes - Adult/Teen - Leam 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)
Water District
Agricultural Water Rate
Backflow Preventer Charge (per month, each account)
Backflow Inspection - California Department of Environmental Health (CDEH) (invoice total from CDEH)
Backflow Reinspection (Consistent with City payroll records)
Backflow 2nd Notice
Backflow 3rd Notice
Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet (Cost for each)
Irrigation Water Rate
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 - 16 units of water)
Conservation Rate (cost per unit) - 1 1/2" meter (1-30 units of water)
Conservation Rate (cost per unit) - 2" meter (1-45 units of water)
Conservation Rate (cost per unit) - 3" meter (1-79 units of water)
Conservation Rate (cost per unit) - 4" meter (1-123 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)
Potable Water Rate - Single Family Rate Tier 1 (cost per unit 1-12 units of water)
Potable Water Rate - Single Family Rate Tier 2 (cost per unit 13-20 units of water)
3otable Water Rate - Single Family Rate Tier 3 (cost per unit 21 + units of water)
Potable Water Rate - Multi-Family Rate Tier 1 (cost per unit 1-5 units of water)
Potable Water Rate - Multi-Family Rate Tier 2 (cost per unit 6-10 units of water)
Potable Water Rate - Multi-Family Rate Tier 3 (cost per unit 11+ units of water)
Potable Water Rate - Non-Residential Rate (cost per unit)
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) - 2 1/2" meter
Notes
Current
Fee
$ 2
$ 3
$ 4
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 4
$ 6
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 1.81
$ 3
Actual Cost
Actual Cost
$ 8
$ 22
$ 5
$ 2.01
$
$ 2.01
$ 2.12
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 1.91
$ 2.12
$ 2.12
$ 2.12
$ 2.12
$ 2.12
$ 2.12
varied
$
$ 14.54
$ 17.87
$ 24.50
$ 42.26
$ 60.88
$ 73.13
Proposed
Fee
$ 2
$ 3
$ 4
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 4
$ 6
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 4.44
$ 3
Actual Cost
Actual Cost
$ 8
$ 22
$ 5
$ 3.57
$
$ 2.97
eliminated
eliminated
eliminated
eliminated
eliminated
eliminated
eliminated
eliminated
eliminated
eliminated
$ 2.29
$ 3.69
$ 5.23
$ 1.93
$ 2.73
$ 3.37
$ 3.17
$
$ 16.78
$ 21.18
$ 30.25
$ 53.08
$ 80.30
$ 116.05
June 2009 1-4
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
Fee Description
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 - Next Scheduled Day 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
Notes
Current
Fee
$ 108.89
$ 176.49
$ 341.99
$ 541.28
$ 35
$
$ 10
$ 12
$ 15
$ 100
$ 185
$ 992
$ 115
$ 34
Proposed
Fee
$ 152.90
$ 234.58
$ 461.73
$ 733.98
$ 35
$ 33
$ 10
$ 12
$ 15
$ 100
$ 185
$ 992
$ 115
$ 34
Notes:
(1) - Charge is cost of supplies plus additional 30%.
(2) - Nonresidential sewer rates are calculated based on flow, strength and pretreatment requirements.
(3) - See Carlsbad Municipal Code Section 8.17.070
(4) - Adopted by Council on 02/2006
(5) - Per section 8.50.080(e), Ord NS-230 ph1,2,1993; Ord -53 ph 3,1989: Ord. 1278 ph 1 (part) 1985)
(6)- See Schedule C
(7) - Streets and Highways Code Section 8760-8769
(8)- Code Section 11.24
(9)- Code Section 10.56.070 and 10.56.100
(10)- Code Section 8.09.013
(11)- Fee will be adjusted every January 1 by the published Ambulance Inflation Factor
June 2009 1-5
Schedule A
CLASSIFICATION OF APPLICANTS
Each application will be reviewed by the Department staff and classified into a category depending on the
type of organization and the intended use. The 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
was established.
CATEGORY
A.
B.
C.
D.
E.
F.
G
DESCRIPTION
Carlsbad Parks and Recreation activities;
Co-sponsored activities (with the approval
of the Parks & Recreation Director); other
City departments
Carlsbad resident: not-for-profit civic, not-
for-profit social organizations (non-paid
management - no voting board member
can be paid); any organization sponsoring
a public forum or candidates night; public
education
Carlsbad resident: not-for-profit civic, not-
for-profit social organizations (paid
management); private educational
institutions
Non-resident: not-for-profit educational, not
for profit civic and not-for profit social
organizations; resident private parties; and
locally organized groups whose normal
place of meeting is located in the City of
Carlsbad.
Carlsbad resident: commercial, business,
profit making organization, non-resident
private party activities
Non-resident: commercial, business,
political, profit making and religious
organizations
Senior Athletics: Any senior athletic group
that is 55+
EXAMPLES
Friends of the Library, Carlsbad Book
Fair, Recreation and Lap Swim, Swim
Lessons, Masters Swim Program
Carlsbad Rotary, La Costa Youth
Organization, Carlsbad Softball
Association, Carlsbad Youth Baseball,
Boy Scouts, Carlsbad Homeowner's
Associations, Carlsbad Unified School
District
Boy's and Girl's Club, Property
Management Associations
North County AA, YMCA, resident
religious and political groups, Mira
Costa
Carlsbad Inn, non-resident parties,
weddings or receptions
Trade shows, company training,
meetings, seminars, scuba shops,
commercials or photo shoots
North County Senior Softball League
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
CURRENT FY 2008-09
FACILITY FEE SCHEDULE AND CLASSIFICATIONS
Schedule A
DEPOSITS
Cleaning/ Damage Deposit - All
Non-Refundable Security Deposit
Non-Refundable Security Deposit - Leo
Carrillo Ranch
CATEGORY
A B C D E F
Up to $5,000 (Categories B - F)
$50 or payment in full (Categories B - F)
$500 or payment in full (Categories B - F)
FACILITIES
Harding Community Center (Hourly Rates)
LOCATION
Auditorium
Recreation Hall (Kitchen included)
Community Room
Kitchen
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 20
$ 20
N/C
$ 10
$ 30
$ 30
$ 15
$ 15
$ 50
$ 50
$ 20
$ 20
$ 65
$ 65
$ 30
$ 25
$ 85
$ 85
$ 45
$ 35
Stagecoach/Calavera Hills Community Centers (Hourly Rates)
LOCATION
Gymnasium
Vz Gym Rental
Activity Room
Multi-Purpose Room
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 40
$ 20
$ 20
N/C
$ 50
$ 25
$ 30
$ 25
$ 60
$ 30
$ 40
$ 30
$ 80
$ 40
$ 55
$ 40
$ 105
$ 50
$ 75
$ 60
Safety Center (Hourly Rates)
LOCATION
Fox Meeting Room
Palowski Meeting Room
CATEGORY
A B C D E F
N/C
N/C
$ 20
$ 20
$ 30
$ 30
$ 40
$ 40
$ 55
$ 55
$ 75
$ 75
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
Senior Center (Hourly Rates)
LOCATION
Auditorium
Dining Room
Kitchen Warming
Kitchen Full Service
Art Room
Dance Studio
Activity Room
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
N/C
N/C
$ 30
$ 30
$ 5
$ 15
$ 15
$ 20
$ 30
$ 40
$ 40
$ 10
$ 20
$ 20
$ 25
$ 40
$ 55
$ 55
$ 15
$ 30
$ 25
$ 30
$ 55
$ 70
$ 70
$ 20
$ 35
$ 30
J> 35
$ 70
$ 95
$ 85
$ 25
$ 40
$ 35
$ 40
$ 95
June 2008 Schedule A-1
Facilities Continued
Aviara Park (Hourly Rates)
LOCATION A
Meeting Room N/C
CATEGORY
BCD
N/C | $ 10 | $ 15
E F
$ 20 | $ 25
Carrillo Ranch (Hourly Rental Fee)
LOCATION
Full Site Rental
Cabana & Pool Area
Patio Area
Barbeque Access one time fee
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 90
$ 78
$ 31
$ 50
$ 115
$ 91
$ 45
$ 60
$ 141
$ 107
$ 61
$ 75
$ 168
$ 130
$ 78
$ 95
$ 195
$ 152
$ 91
$ 120
Fees are based on an hourly rate with a six hour minimum
Misc. Addt'l Costs
LOCATION
Insurance Policy Processing Fee
Security Staff Processing Fee
Staffing Fee (with exception of Swim
Complex)
No Show/Facility Rental
CATEGORY
A B C D E F
$25 per event
$25 per event
$1 7 per hour (Categories B-F)
N/C $ 25 1 N/C N/C N/C N/C
PARKS/PICNICS
Stagecoach,Calavera
Group Sizes 1-100/101
Hills, Aviara, Pine Amphitheater or Picnic
LOCATION
Covered Picnic Areas
A
N/C
B
$9/$14 |
+
Structure,Holiday
CATEGORY
C D
$15/$20 |$19/$35
Park (Hourly Rates)
E
| $25/$40
F
$40/$60
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
N/C
N/C
$7/$10
$7/$10
$11/$16
$11/$16
$13/$28
$13/$28
$18/$33
$18/$33
$28/$48
$28/$48
Miscellaneous Addt'l Costs
LOCATION
Insurance Policy Processing Fee
Security Staff Processing Fee
Staffing Fee (with exception of Swim
Complex)
Inflatable Party Jump Permit
CATEGORY
A B C D E F
$25 per event
$25 per event
$17 per hour (Categories B-F)
$10 - Resident / $20 - Non-Resident (Categories B-F)
June 2008 Schedule A-2 51
ATHLETIC FIELDS
Natural Turf (Hourly Rates)
LOCATION
Day Use
Non-Resident (Per Player)
Lights
Snack Bars
Off Season Field Use Fee
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
$ 5
$ 9
N/C
N/C
$ 5
$ 20
$ 5
$ 25
N/C
$ 30
$ 8
$ 30
N/C
$ 35
$ 10
$ 35
N/C
$ 40
$ 12
$3 per hour (Category B)
Synthetic Turf Field Use Fees (Hourly Rate)
LOCATION
Day Use
Non-Resident (Per Player)
Lights
Snack Bars
Off Season Field Use Fee
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
$ 5
$ 9
N/C
$ 25
$ 5
$ 35
$ 5
$ 45
N/C
$ 55
$ 8
$ 55
N/C
$ 65
$ 10
$ 65
N/C
$ 75
$ 12
$3 per hour (Category B)
Clinics/Camps (Hourly Rate)
LOCATION
Day Use
Lights
Snack Bar
CATEGORY
A B C D E F
N/C
N/C
N/C
$ 8
$ 13
N/C
$ 13
$ 18
$ 5
$ 18
$ 23
$ 8
$ 23
$ 28
$ 10
$ 28
$ 33
$ 12
Tournaments (Hourly Rate)
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 COURTS
Tennis Court (Daily Fee Per Court)
LOCATION
Carlsbad High School
A B C D E F
N/C N/C $ 20 $ 30 1 $ 40 $ 60
' Tournament Play Only
June 2008 Schedule A-3
AQUATIC FACILITY
Swim Complex (Whole Pool (Hourly Rates)
LOCATION
Per Lane Per Hour
Pool
Aquatics Staff Costs - City provided services
(Live Guard/Supervision - Per Hr)
CATEGORY
A B C D E F
N/C $
N/C $
8 $ 8.50
80 $ 85
$ 9 $
$ 90 $
11 $ 12
110 $ 120
$24 (Categories B - F)
Aquatic Facility
Swim Passes-1 Month Family - Res.
Swim Passes-1 Month Family - Non-Res.
Swim Passes-4 Month Family - Res.
Swim Passes-4 Month Family - Non-Res.
Swim Passes-One Month Individual - Resident
Swim Passes-One Month Individual - Non-Resident
Swim Passes-Four Month Individual - Resident
Swim Passes-Four Month Individual - Non-Resident
Aquatics Staff Costs - City provided services (Life Guard / Supervision etc. - Per Hr)
$
$
$
$
$
$
$
$
$
47
72
95
120
35
50
60
90
24
June 2008 Schedule A-4
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
PROPOSED FY 2009-10
FACILITY FEE SCHEDULE AND CLASSIFICATIONS
Schedule A
DEPOSITS
Cleaning/ Damage Deposit - All
Non-Refundable Security Deposit
Non-Refundable Security Deposit - Leo
Carrillo Ranch
CATEGORY
A B C D E F
Up to $5,000 (Categories B - F)
$50 or payment in full (Categories B - F)
$500 or payment in full (Categories B - F)
FACILITIES
Harding Community Center (Hourly Rates)
LOCATION
Auditorium
Recreation Hall
Community Room
Kitchen
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 20
$ 20
N/C
$ 10
$ 30
$ 30
$ 15
$ 15
$ 50
$ 50
$ 20
$ 20
$ 65
$ 65
$ 30
$ 25
$ 85
$ 85
$ 45
$ 35
Stagecoach/Calavera Hills Community Centers (Hourly Rates)
LOCATION
Gymnasium
% Gym Rental
Activity Room
Multi-Purpose Room
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 40
$ 20
$ 20
N/C
$ 50
$ 25
L$ 30
$ 25
$ 60
$ 30
$ 40
$ 30
$ 80
$ 40
$ 55
$ 40
$ 105
$ 50
$ 75
$ 60
Safety Center (Hourly Rates)
LOCATION
Fox Meeting Room
Palowski Meeting Room
CATEGORY
A B C D E F
N/C
N/C
$ 20
$ 20
$ 30
$ 30
$ 40
$ 40
$ 55
$ 55
$ 75
$ 75
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
Senior Center (Hourly Rates)
LOCATION
Auditorium
Dining Room
Kitchen Warming
Kitchen Full Service
Art Room
Dance Studio
Activity Room
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
N/C
N/C
$ 30
$ 30
$ 5
$ 15
$ 15
$ 20
$ 30
$ 40
$ 40
$ 10
$ 20
$ 20
$ 25
$ 40
$ 55
$ 55
$ 15
$ 30
$ 25
$ 30
$ 55
$ 70
$ 70
$ 20
$ 35
$ 30
$ 35
$ 70
$ 95
$ 85
$ 25
$ 40
$ 35
$ 40
$ 95
June 2009 Schedule A-1
Facilities Continued
Aviara Park (Hourly Rates)
LOCATION
Meeting Room
CATEGORY
A B CD E F
N/C | N/C $ iS $ 15 $ 20 | $ 25
Carrillo Ranch (Hourly Rental Fee)
LOCATION
Full Site Rental
Cabana & Pool Area
Patio Area
Barbeque Access one time fee
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
$ 99
$ 86
$ 34
$ 50
$ 127
$ 100
$ 50
$ 60
$ 155
$ 118
$ 67
$ 75
$ 185
$ 143
$ 86
$ 95
$ 215
$ 167
$ 100
$ 120
Fees are based on an hourly rate with a six hour minimum
Misc. Addt'l Costs
LOCATION
Insurance Policy Processing Fee
Security Staff Processing Fee
Staffing Fee (with exception of Swim
Complex)
No Show/Facility Rental
CATEGORY
A B C D E F
$25 per event
$25 per event
$17 per hour (Categories B-F)
N/C $ 25 N/C | N/C N/C | N/C
PARKS/PICNICS
Group Sizes 1-100/101 +
Stagecoach, Calavera Hills, Aviara, Pine Amphitheater or Picnic Structure, Holiday Park (Hourly Rates)
LOCATION
Covered Picnic Areas
A
N/C
B
$9/$14
CATEGORY
C D
$15/$20 | $19/$35
E
$25/$40
F
$40/$60
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
N/C
N/C
$7/$10
$7/$10
$11/$16
$11/$16
$13/$28
$13/$28
$18/$33
$18/$33
$28/$48
$28/$48
Miscellaneous Addt'l Costs
LOCATION
Insurance Policy Processing Fee
Security Staff Processing Fee
Staffing Fee (with exception of Swim
Complex)
Inflatable Party Jump Permit
CATEGORY
A B C D E F
$25 per event
$25 per event
$1 7 per hour (Categories B-F)
$10 - Resident / $20 - Non-Resident (Categories B-F)
June 2009 Schedule A-2 ^_J __ I
ATHLETIC FIELDS
Natural Turf (Hourly Rates)
LOCATION
Day Use
Day Use - All Fields Before 5:00 P.M.
Non-Resident (Per Player) for sport
organizations that reserve ball fields in
excess of 30 calendar days per season
Lights (Night) Use
Off Season Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/A
N/C
N/C
$ 1
$ 8
$ 9
$ 14
N/C
N/C
$ 1
$ 8
$ 20
N/A
$ 5
$ 25
N/C
N/C
$ 30
N/A
$ 8
$ 30
N/C
N/C
$ 35
N/A
$ 10
$ 35
N/C
N/C
$ 40
N/A
$ 12
Category G - $5/Hour limited field use (Tue-Thu)(9 AM - 12 PM) on fields designated by the Recreation Director or his/her
designee. User group shall provide minor athletic field maintenance such as dragging the infields, providing chalk, lining
the fields and providing bases, etc.
Synthetic Turf Field Use Fees (Hourly Rate)
LOCATION
Day Use
Non-Resident (Per Player) for sport
organizations that reserve ball fields in
excess of 30 calendar days per season
Lights (Night) Use
Off Season Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/A
N/C
N/C
$ 8
$ 9
$ 14
N/C
$ 25
$ 8
$ 35
N/A
$ 5
$ 45
N/C
$ 55
N/A
$ 8
$ 55
N/C
$ 65
N/A
$ 10
$ 65
N/C
$ 75
N/A
$ 12
Category G - $5/Hour limited field use (Tue-Thu)(9 AM - 12 PM) on fields designated by the Recreation Director or his/her
designee. User group shall provide minor athletic field maintenance such as dragging the infields, providing chalk, lining
the fields and providing bases, etc.
Clinics/Camps (Hourly Rate)
LOCATION
Day Use
Lights (Night) Use
Snack Bar
CATEGORY
A B C D E F
N/C
N/C
N/C
$ 8
$ 14
N/C
$ 13
$ 18
$ 5
$ | 18
$ 23
$ 8
$ 23
$ 28
$ 10
$ 28
$ 33
$ 12
Tournaments (Hourly Rate)
LOCATION
Day Use
Lights (Night) Use
Snack Bar
Tournament Set Up Fee (One Time)
CATEGORY
A B C D E F
N/C
N/C
N/C
N/A
$ 5
$ 14
N/C
500
$ 10
$ 15
$ 5
N/A
$ 15
$ 20
$ 8
N/A
$ 20
$ 25
$ 10
N/A
$ 25
$ 30
$ 12
N/A
TENNIS COURTS
Tennis Court (Daily Fee Per Court)
LOCATION
Carlsbad High School
A B C D
N/C N/C $ 20 $ 30
E F
$ 40 $ 60
* Tournament Play Only
June 2009 Schedule A-3
AQUATIC FACILITY
Swim Complex (Whole Pool (Hourly Rates)
LOCATION
Per Lane Per Hour
Pool
Aquatics Staff Costs - City provided services
(Live Guard/Supervision - Per Hr)
CATEGORY
A B CD
N/C $
N/C $
8 $ 8.50
80 $ 85
$ 9
$ 90
E
$ 11
$ 110
F
$ 12
$ 120
$24 (Categories B - F)
Aquatic Facility
Swim Passes-1 Month Family - Res.
Swim Passes-1 Month Family - Non-Res.
Swim Passes-4 Month Family - Res.
Swim Passes-4 Month Family - Non-Res.
Swim Passes-One Month Individual - Resident
Swim Passes-One Month Individual - Non-Resident
Swim Passes-Four Month Individual - Resident
Swim Passes-Four Month Individual - Non-Resident
Aquatics Staff Costs - City provided services (Life Guard / Supervision etc. - Per Hr)
$
$
$
$
$
$
$
$
$
47
72
95
120
35
50
60
90
24
June 2009 Schedule A-4
Schedule B
CARLSBAD CITY LIBRARY FACILITY FEE SCHEDULE
Based on hourly rates occurring during regular Library hours with a two-hour minimum, no prorating.
$25 additional charge per cancelled booking.
Applicant Classifications
B
C
D
E
F
Carlsbad Resident not for
profit (non-paid
management); ex. Boys &
Girls Scouts.
Carlsbad Resident not for
profit (paid management);
Prt Mgt HOAs, Boys &
Girls clubs.
Non-Resident not for
profit.
Residential Commercial,
for profit et at.
Non-resident Commercial
and other organizations.
Meeting Room
(Current)/Proposed
(N/C)/$10
($15)/$20
($20)/$30
($30)/$40
($40)/$50
Auditorium
(Current)/Proposed
($15)/$20
($20)/$30
($55)/$65
($75)/90
($100)/$120
Cleaning
Deposit
refundable
$200
$200
$200
$200
$200
Additional
Services
Prices apply to all
applicant
classifications
VCR & Monitor
Use
$10
Slide/Overhead
Projector
&Screen Use
$5
Data/video
Projector &
Screen Use
$20
Audio Visual
Technician
*$20 per hour
"Auditorium use evenings 6-9 p.m. Monday-Thursday and weekends 9a.m. -5 p.m. Saturday, 1-5 Sunday require AV Tech.
Booking ahead for the January 1 - June 30 and July 1 - December 31 periods, submitted applications are
accepted as follows:
Carlsbad residents: Written applications accepted only if postmarked after September 1 to book for the
January 1 through June 30 periods. Written applications accepted only if postmarked after April 1 to book for
the July 1 through December 31 periods.
Non-residents: Written applications accepted only if postmarked after September 15 to book for the January
1 through June 30 periods. Written applications accepted only if postmarked after April 15 for the July 1
through December 31 periods.
For complete information see http://www.ci.carlsbad.ca.us/carlsbadmedia
Schedule B-1
Schedule C
CARLSBAD CITY LIBRARY SCHULMAN AUDITORIUM
Specialized Audio Visual Services Fee Schedule
Video Services Per Hour
One Camera Shoot
Multi-Camera Production
Graphics
Video Engineer
Sound Engineer
Camera Operator
Technical Director
Director
Lighting Technician
Non-Linear Editing with Operator
Audio Editing / Sweetening
DVCAMTape-1248184
VMS Tape - Copy
DVD - Copies
CD - Audio Copies
$37.50
$75
$150
$60
$75
$20
$20
$20
$125
$125
$150
$28 ea
$15ea
$12 ea
$15ea
Audio Services Per Hour
Eight Microphone Set-up
One CD / Cassette Player
Two Effects Processor
DAT Tape - Copy
Additional Microphone / Device Input
Stage Monitor
CD Recording
MiniDisc Recording
Eight Channel ProTools Post Production
Sixteen Channel ProTools Post Production
Audio Editing / Sweetening
$100
$10
$30
$15
$15
$25
$50
$25
$250
$350
$150
June 2009 Schedule C-1
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 2
DEVELOPMENT-RELATED
SERVICE FEES
June 2009
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Additional Planning Inspections (first Insp included in plan check fee)
Adjustment Plat
Administrative Permit - IODA
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 (65% 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 - Minor
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 (Consistent with City payroll records + overhead)
Duplicate Tracing Fees - Final Parcel and Tract Maps - per sheet (+ $32 per sheet)
Easement or Offer to Dedicate or Improve
EIA - All Others
EIA - Single Family
EIR Review (+ fbhr after the first 160 hrs of project planner or 40 hrs of Project Engineer)
EIR - Addendum (+ fbhr after 1st 10 hrs of project planner)
EIR - Focused/Supplemental (Requiring a Public Hearing) - (+ fbhr after the 1st 100 hrs
of project planner or 20 hrs of project engineer)
Encroachment Agreement Processing
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 plus overhead)
GIS Technical Services (per hour Manager plus overhead)
GIS Production of new documents (per hour Technician plus materials and overhead)
GIS Digital Data Delivery (per hour Technician plus overhead)
GIS Reproduction of Existing Documents (per hour Technician plus material and overhead)
GIS 2005 Natural Color Aerial Photography (2000'x3000' tile) in Mif format
GIS 2005 2' Topographic Contour Lines (2000'x3000' tile)
General Plan Amendment - 0 - 5 Acres
General Plan Amendment - Over 5 Acres
Grading Permit Application
Grading Permit
Grading Permit Investigation Fee (Consistent with City payroll records plus overhead)
Grading Permit Extension Fee
Local Facilities 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 - Single Family
(*)
(10)
(1)
(8)
(8)
(8)
(8)
(8)
(5)
(5)
(5)
(5)
(5)
(1)
(6)
(6)
(1)
(1)
(8)
(8)
Current
Fee
$ 59
$ 1,194
$ 190
$ 49,000
$ 142,000
$ 10,000
$ 1,000
$ 624
$ 613
$ 624
Court costs
$ 969
$ 3,372
$ 753
$ 1,271
$ 451
$ 636
$ 999
$ 2,024
$ 3,295
$ 410
$ 226
$ 794
$ 897
$ 615
$ 4,162
$ 697
$ 2,240
$ 784
$ 841
$ 195
$ 390
$ 87
Actual cost
$ 21
$ 605
$ 1,604
$ 883
$ 18,619
$ 2,332
$ 12,526
$ 313
$ 215
$ 1,927
$ 2,657
Actual Cost
Actual Cost
Actual Cost
Actual Cost
Direct cost
$ 3,962
$ 5,714
Actual cost
25% permit fee
$ 1,153
$ 2,332
$ 656
$ 1.999
50% Minor Fee
Proposed
Fee
$ 62
$ 1,236
$ 190
$ 49,000
$ 142.000
$ 10,000
$ 1,000
$ 646
$ 635
$ 646
Court costs
$ 1,003
$ 3,372
$ 780
$ 1,315
$ 467
$ 658
$ 1,034
$ 2,095
$ 3,411
$ 424
$ 233
$ 822
$ 928
$ 637
$ 4,307
$ 721
$ 2,318
$ 812
$ 870
$ 202
$ 403
$ 90
Actual cost
$ 21
$ 626
$ 1,660
$ 913
$ 19,271
$ 2,413
$ 12,526
$ 324
$ 223
$ 2,043
$ 2,818.25
Actual Cost
Actual Cost
Actual Cost
Actual Cost
Direct cost
$75 Tile + Labor
$75 Tile + Labor
$ 4,100
$ 5,914
Actual cost
25% permit fee
$ 1,193
$ 2,413
$ 679
$ 2.069
50% Minor Fee
June 2009 2-1
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
HMP - Permit - Amendment - Single Family Residence
HMP - Permit - Minor (no on site habitat to be preserved)
HMP - Amendment - Minor
HMP - Permit - Amendment - Minor (no on site habitat to be preserved)
HMP - Permit - Major
HMP - Permit - Amendment - Major
HMP - Amendment - Major (+ fbhr after first 20 hours of project planner)
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)
Hillside Development Permit Extension - Other (Multiple Lots)
Hillside Development Permit Extension - Single Family Lot
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
Major Site Development Plan (Non Res) Extension
Master Plan (+ fbhr after 1st 200 hrs project planner or 100 hrs project engineer)
Master Plan Pre-Submittal
Master Plan Amendment - (Minor) (•*• fbhr after 1st 20 hrs Proj. Planner or 7 hrs Proj. Eng.)
Master Plan Amendment - Major (+ fbhr after 1st 100 hrs project planner or 40 hrs of project engineer)
Minor Conditional Use Permit Extension
Minor Site Development Plan Extension
Neighborhood Improvement Agreements
Noticing Service (plus postage)
Oversize Load Permit - 1 trip (fee set by State)
Oversize Load Permit - Annual (fee set by State)
Park 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 SO
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 - 4 or less Extension
PD Res - 5 to 50
PD Res 5 to 50 Extension
PD Res - 51 or more
PD Res - 51 or more Extension
PD - Non-Res - 4 or less
PD - Non-Res - 4 or less Extension
PD - Non-Res - 5 to 50
PD - Non-Res - 5 to 50 Extension
PD - Non-Res - 51 or more
PD - Non-Res - 51 or more Extension
Permit Amendments Not Specifically Identified
Planned Industrial Permit
Planned Industrial Permit - Amendment
Planned Industrial Permit Extension
Planning Commission Determination - Single Family
Planning Commission Determination - Other
Planning Commission Discussion Item
Precise Development Plan
Drecise Development Plan - Amendment
Preliminary Plan Review - Consistency Determination
Preliminary Plan Review - Major
Preliminary Plan Review - Minor
-"reliminary Review - Redevelopment (minor or major)
Quitclaim of Easement
Reapportionment Fees for 191 1 Act Assessment Districts - (plus $50 per parcel)
Redevelopment Permit Extension (Minor)
(1)
d)
(1)
(1)
(8)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(4)
Current
Fee
75% Original fee
$ 513
$ 3,188
75% Original Fee
$ 3,628
75% Original Fee
$ 4,961
2,925
4,515
25% of original fee
25% of original fee
$ 108
$ 86
$ 1,929
$ 5,400
$ 5,791
25% of original fee
$ 38,786
$ 6,596
$ 1.548
$ 24,267
50% of original fee
25% of original fee
441
292
16
90
11,240
1,507
5,747
$ 7,749
$ 1,712
$ 6,165
$ 8,349
$ 349
$ 328
$ 689
$ 2,798
25% of original fee
$ 7,759
25% of original fee
$ 12,259
25% of original fee
$ 2,798
25% of original fee
$ 7,759
25% of original fee
$ 12,259
25% of original fee
$ 4,315
$ 1,937
25% of original fee
$ 938
$ 1,517
$ 615
$ 7,062
$ 3,844
$ 656
$ 656
$ 185
$
$ 636
$ 450
$ 560
Proposed
Fee
75% Original fee
$ 530
$ 3,188
75% Original Fee
$ 3,628
75% Original Fee
$ 4,961
2,925
4,515
25% of original fee
25% of original fee
$ 111
$ 89
2,061
5,400
5,994
25% of Original fee
40,144
6,827
$ 1,602
$ 25,116
50% of original fee
25% of original fee
$ 456
$ 292
$ 16
$ 90
$ 11,240
$ 1,559
$ 5,948
$ 8,020
$ 1,772
$ 6,381
$ 8,641
$ 361
$ 339
$ 713
$ 2,896
25% of original fee
$ 8,031
25% of original fee
$ 12,688
25% of original fee
$ 2,896
25% of original fee
$ 8,031
25% of original fee
$ 12,688
25% of original fee
$ 4,466
$ 2,005
25% of original fee
$ 971
$ 1,570
$ 637
$ 7,309
$ 3,978
$ 679
$ 679
$ 191
$
$ 653
$ 450
$ 560
2-2
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Current
Fee
Proposed
Fee
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 - (Consistent with City payroll records charged against a $3,100 deposit)
Right of Way Permit - Minor-Non Construction
Right of Way Permit - Minor - Construction
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 (Consistent with City payroll records plus overhead, consultant cost and recording fee)
Segregation of Assessments - 5 lots or more - fee plus $20 per lot (Consistent with City payroll records plus overhead, consultant cost
and recording fee)
Sidewalk Cafe Permit - Redevelopment
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 - Extension
Special Use Permit - Scenic Corridor
Special Use Permit - Flood Plain
Special Use Permit - Flood Plain, Coastal High Hazard Area
Special Use Permit Amendment - Flood Plain
Special Use Permit Amendments - All Other
Specific Plan Amendment (Major) (+ fbhr after 180 hr proj planner or 30hrs Proj eng)
Specific Plan Amendment (Minor) (+ fbhr after 20 hr proj planner or 7hrs Proj eng)
Specific Plan (+ fbhr after 1st 200 hrs project planner or 60 hrs project engineer)
Storm Water Pollution Prevention Program Plan Review
Tier Level 1 - Per Site - Low Inspection Priority
Tier Level 1 - Per Site - Medium Inspection Priority
Tier Level 2 - Per Site - Medium Inspection Priority
Tier Level 2 - Per Site - High Inspection Priority
Tier Level 3 - Up to 1 Acre - Medium Inspection Priority
Tier Level 3 - Up to 1 Acre - High Inspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre -
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre -
651
217
407
410
1,527
2,798
161
548
1,345
Actual cost
Actual cost
159
323
687
687
390
379
697
Actual Cost
Actual Cost
56
56
56
979
589
276
67
4,146
10,517
2,768
7,124
25% of original fee
3,239
3,588
2,593
3,111
2,250
20,849
1,348
32,395
- Medium Inspection Priority
- High Inspection Priority
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
651
217
407
424
1,581
2,896
167
568
1,392
Actual cost
Actual cost
164
334
711
711
403
393
721
Actual Cost
Actual Cost
58
58
58
1,013
610
276
69
4,291
10,885
2,864
7,373
25% of original fee
3,352
; 3.713
2,684
3,220
2,329
21,578
1,395
33,529
45
49
324
324
502
651
60
75
June 2009 2-3
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Storm Water Pollution Prevention Program Inspection
Tier Level 1 - Per Site - Low Inspection Priority
Tier Level 1 - Per Site - Medium Inspection Priority
Tier Level 2 - Per Site - Medium Inspection Priority
Tier Level 2 - Per Site - High Inspection Priority
Tier Level 3 - Up to 1 Acre - Medium Inspection Priority
Tier Level 3 - Up to 1 Acre - High Inspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - Medium Inspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - High Inspection Priority
Storm Water Management Plan
Plan Review Fee - Up To One Half Acre
Plan Review Fee - For Each Subsequent Acre Or Portion Over One Half Acre
Inspection Fee - Up to One Half Acre
Inspection Fee - For Each Subsequent Acre Or Portion Over One Half Acre
Street Light Energizing Fee
Street Name Change
Street Vacation - Regular
Street Vacation - Summary
Substantial Conformance Exhibit Rev.
Tentative Map Revision - 5- 49 Units/Lots + S40ea 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
Tentative Trad Map Litigation Stay
Tentative Tract Map - 5 -49 Lots/Units + $1 10ea. > 5 (whichever is greater)
Tentative Tract Map - 50+ Lots/Units + $15ea 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 (vendor costs)
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 Ran 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" (Consistent with City payroll records plus overhead)
4" (Consistent with City payroll records plus overhead)
6" (Consistent with City payroll records plus overhead)
8" (Consistent with City payroll records plus overhead)
Potable, Reclaimed and Sewer Improvement Plan Review - Use Improvement Plan Review Fees
Potable, Reclaimed and Sewer Standards and Specifications (available on Internet)
San Diego County Water Auth. Capacity Charge - Set by SDCWA
Service Installation Fees
Fire Hydrant Lateral and Assembly (staff time consistent with City payroll records)
Fire Sprinkler Lateral (staff time consistent with City payroll records)
Utility Standards and Specifications (direct cost of reproduction)
Waste Water Discharge Permit
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(1)
(9)
(9)
Current
Fee
$ 1,517
$ 3,100
$ 1,230
$ 938
$ 3,818
$ 7,062
$ 3,531
$ 1,368
$ 3,115
25%oforig.fee
$ 7,647
$ 15,283
$ 2,680
$ 6,939
$ 692
$ 970
$ 2,024
S 660
S 174
$ 390
S 697
$ 2,624
$ 697
$ 699
Actual Cost
$ 4,551
$ 6,165
$ 5.868
$ 77
$ 331
meter fee
$ 364
$ 403
$ 1,158
S 628
S 1,388
$ 776
Actual Cost
Actual Cost
Actual Cost
Actual Cost
No charge
Actual Cost
Actual Cost
Direct cost
$ 31
Proposed
Fee
$ 54
$ 208
$ 790
$ 1,150
$ 1,146
$ 1,946
$ 197
$ 317
$ 308
$ 111
$ 259
$ 103
$ 1,570
$ 3,100
$ 1,230
$ 971
$ 3,952
$ 7,309
$ 3,655
S 1,416
$ 3,115
25% of orig. fee
$ 7,914
$ 15,818
$ 2,774
$ 7,182
$ 692
$ 970
$ 2,024
$ 660
S 180
$ 403
S 721
$ 2,716
$ 721
$ 724
Actual Cost
$ 4,710
$ 6,381
$ 6,074
$ 80
$ 331
meter fee
$ 364
$ 403
$ 1,158
$ 628
$ 1,388
$ 776
Actual Cost
Actual Cost
Actual Cost
Actual Cost
No charge
Actual Cost
Actual Cost
Direct cost
$ 32
June 2009 2-4
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Waste Water Pretreatment:
Class 1 (per month) - Existing user
Class II (per month) - Existing user
Class III (per month) - Existing user
Class 1 - One time fee for new users
Class II - One time fee for new users
Class III - One time fee for new users
Current
Fee
$ 200
$ 190
$ 30
$ 270
$ 270
$ 80
Proposed
Fee
$ 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. Environmental filing fees are set by Fish and Game Code 711.4
(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
(10)- AB 14,536
(11)- Adjusts annually by CPI
(*)'- Approved by Council on 12/2005. updated AB19183 9/07/2007
June 2009 2-5
FIRE PROTECTIOI*SWrail««TMJLATK»l FEES- (Current FY-08-09) Schedule #1
Plan Review
Inspection Fees
Qty. j Cost
Total
Fee
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add'l riser
- Tenant Improvement
$65
$65
3 at $65 each
1 at $65 each
$260
$1,200
$600
$130
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
$60 minimum
$100
1 at $65 each
2 at $65 each
$125
$230
Other Fixed Fire Systems
- Hood and Duct
- Special Chemical Agent
- Standpipe
- Paint Spray Booth
Repeated Inspection on new construction
$65
$65
$80
$80
1 at $65 each
1 at $65 each
2 at $65 each
2 at $65 each
1 at $75 each
$130
$130
$210
$210
$75
FIRE PROTECTION SYSTEM JHSTALLA1TON FEES -( Proposed FY 09-10) Schedule #1
Plan Review
Inspection Fees
Qty. j Cost
Total
Fee
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add'l riser
- Tenant Improvement
$67
$67
3 at $67 each
1 at $67 each
$268
$1,242
$621
$134
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
$62 minimum
$104
1 at $67 each
2 at $67 each
$129
$238
Other Fixed Fire Systems
- Hood and Duct
- Special Chemical Agent
- Standpipe
- Paint Spray Booth
Repeated Inspection on new construction
$67
$67
$83
$83
1 at $67 each
1 at $67 each
2 at $67 each
2 at $67 each
1 at $78 each
$134
$134
$217
$217
$78
June 2009
2-6
GRADBl6f*tANC*ffieKf£ffiS-(FY 09-10) , : • '^ / • ' Scheduled
Amount
100CY*orless
101 tol.OOOCY
1,001 to 1 0,000 CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
Current FY
2008-09 Fee
$393
$786
$2,352
$3,702
$5,646
$9,058
Proposed FY
2009-10 Fee
$407
$813 for the first 100 cubic yards plus $120 for each additional 1 00 cubic yards or fraction thereof.
$2,435 for the first 1 ,000 cubic yards plus $120 for each additional 1 ,000 cubic yards or fraction
thereof.
$3,831 for the first 10,000 cubic yards plus $180 for each additional -10,000 cubic yards or fraction
thereof.
$5,843 for the first 100,000 cubic yards plus $285 for each additional 1 0,000 cubic yards or fraction
thereof.
$9,375 for the first 200,000 cubic yards plus $1 30 for each additional 100,000 cubic yards or fraction
thereof.
* CY = Cubic Yards
June 2009
2-7
GRADING PEtUBT FEES - (FY 09-10) . : . > Schedule #3
Amount
100 Cubic Yards (CY) or less
101 to 1,000 CY
1,001 to 1 0,000 CY
10,001 to 1 00,000 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
Current FY
2008-09
Fee
$393
$398
$1,117
$1,846
$3,236
$4,777
$9,482
$16,544
Proposed
FY 2009-10
Fee
$407
$412
$1,156
$1,910
$3,350
$4,944
$9,814
$17,123
for the first 1 00 CY plus $65 for each additional 1 00 CY or fraction thereof.
for the first 1 ,000 CY plus $65 for each additional 1 ,000 CY or fraction thereof.
for the first 1 0,000 CY plus $1 30 for each additional 1 0,000 CY or fraction thereof.
for the first 1 00,000 CY plus $1 30 for each additional 1 0,000 CY or fraction thereof.
for the first 200,000 CY plus $195 for each additional 10,000 CY or fraction thereof.
for the first 400,000 CY plus $980 for each additional 1 00,000 CY or fraction thereof.
for the first 1 ,000,000 CY plus $71 0 for each additional 1 00,000 CY or fraction thereof.
June 2009
2-8 (ft
IMPROVEMENT CON^TI
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
$1 ,000,001 or more
.UCTKX^CTK^
Current FY 2008-09
Fee
5.5% - $375 Minimum
$1,561
$3,128
$3,909
$5,790
$9,399
$14,993
:gES-<FY09-tO) Schedule #4
Proposed FY 2009-10
Fee
5.5% - $375 Minimum
$1 ,616 for the first $20,000 plus $250 for each additional $1 0,000 or fraction
thereof.
$3,237 for the first $50,000 plus $1 25 for each additional $1 0,000 or fraction
thereof.
$4,045 for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof.
$5,993 for the first $250,000 plus $1 05 for each additional $1 0,000 or fraction
thereof.
$9,728 for the first $500,000 plus $1 05 for each additional $1 0,000 or fraction
thereof.
$1 5,51 8 for the first $1 ,000,000 plus $1 05 for each additional $1 0,000 or fraction
thereof.
IMPROVEMENT PUW REVIEW FEES -(FYO»
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
10)
Current FY
2008-09 Fee
$ 1 ,256
$ 1,603
$ 2,068
$ 2,321
$ 7,021
$ 12,408
$ 12,682
Schedule #5
Proposed
FY 2009-10
Fee Fee
$ 1 ,300 plus 5% of value of improvements
$ 1 ,659 plus 4% of value of improvements - $2,470 minimum
$ 2,140 plus 3% of value of improvements - $4,090 minimum
$ 2,403 plus 2.5% of value of improvements - $5,840 minimum
$ 7,267 plus 2% of value of improvements -$13,910 minimum
$ 12,842 plus 1 .5% of value of improvements - $23,840 minimum
$ 13,126 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.)
2-10
STREET LIGHT ENERGIZING FEES - (FY 09-10)
Above fees
connecting
Watts
70
100
150
200
250
400
are the cost for energizing each street light for
the light to an SDG&E service point.
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
18 months and
Current FY
2008-09
Fee
$94
$119
$151
$184
$226
$328
includes a $30 charge
Schedule #6
Proposed FY
2009-10 Fee
$105
$133
$172
$210
$259
$379
per light for
June 2009
2-11
^ INSPECTION FEES-(FY 09-10)Schedule #7
Cost of Improvements
Proposed
Current FY FY 2009-
2008-09 Fee 10 Fee
$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
$548 $568
$774 $801 for the first $20,000 of improvements plus $20 for each
additional $10,000 or fraction thereof.
$1,087 $1,125 for the first $50,000 of improvements plus $20 for each
additional $10,000 or fraction thereof.
$1,548 $1,602 for the first $100,000 of improvements plus $150 for each
additional $100,000 or fraction thereof.
$1,860 $1,925 for the first $250,000 of improvements plus $150 for each
additional $100,000 or fraction thereof.
$2,942 $3,045 for the first $750,000 of improvements plus $150 for each
additional $100,000 or fraction thereof.
June 2009
2-12
LANDSCAPE PLAN CHECK PEES - (FY 09-10)
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 FY
2008-09
Fee
$548
$779
$2,250
$3,413
$4,192
$5,120
$7,759
Schedule #8
Proposed
FY 2009-10
Fee
$568
$806 plus 3.0% over $20,000
$2,329 plus 1 .5% over $50,000
$3,533 plus 2% over $1 00,000
$4,339 plus 0.1 5% over $250,000
$5,299 plus 0.1% over $500,000
$8,031 plus 0.07% over $1 ,000,000
June 2009
2-13
BUILDING PERMIT FEES - FY 09-10 Schedule #9
(65% of the 2001 Uniform Building Code Table 1-A fee schedule)
Fees are based on the 2006-07 Building Valuation Multipliers published by the
San Diego Area Chapter of the International Code Council
Total Valuation Fee
$1 to $500 $15.28
$501 to $2,000 $15.28 for the first $500 plus $1.98 for
each additional $100, or fraction thereof,
to and including $2,000
$2,001 to $25,000 $45.01 for the first $2,000 plus $9.10 for
each additional $1,000, or fraction
thereof, to and including $25,000
$25,001 to $50,000 $254.31 for the first $25,000 plus $6.57 for
each additional $1,000, or fraction
thereof, to and including $50,000
$50,001 to $100,000 $418.43 for the first $50,000 plus $4.55 for
each additional $1,000, or fraction
thereof, to and including $100,000
$100,001 to $500,000 $645.93 for the first $100,000 plus $3.64 for
each additional $1,000, or fraction
thereof, to and including $500,000
$500,001 to $1,000,000 $2101.93 for the first $500,000 plus $3.09
for each additional $1,000, or fraction
thereof, to and including $1,000,000
$1,000,001 and up $3,645.69 for the first $1,000,000 plus
$2.05 for each additional $1,000 or
fraction thereof
Other Inspections and Fees:
1. Inspections outside of normal business hours (minimum charge - 2 hours) $65 per hour*
2. Reinspection fees $65 per hour*
3. Inspections for which no fee is specifically indicated (minimum charge - one-half hour) $65 per hour*
4. Additional plan review required by changes, additions or revisions to approved plans $65 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-
give percent of the fee shown in Schedule #9, and the plan check fee shall be sixty-five percent of the building
permit fee
June 2009 2-14
PLUMBING PERMITS FEES - FY 09-10
Fee Description
Issuing each permit
Issuing each supplemental permit
Schedule #10
Fee
$20
$10
Unit Fee Schedule (in addition to Items above)
For each plumbing fixture on one trap or a set of fixtures on one trap (including water,
drainage piping and backflow protection therefore)
For each building sewer and each trailer park sewer
Rainwater systems - per drain (inside building)
For each cesspool (where permitted)
For each private sewage disposal system
For each water heater and/or vent
For each gas-piping system one to five outlets
For each additional gas-piping system outlet, per outlet
For each industrial waste pretreatment interceptor including its trap and vent, excepting
kitchen-type grease interceptors functioning as fixture traps
For each installation, alteration or repair of water piping and/or water treating equipment,
each
For each repair or alteration of drainage or vent piping, each fixture
For each lawn sprinkler system on any one meter including backflow protection devices
therefore
$7
$15
$7
$25
$40
$7
$5
$1
$7
$7
$7
$7
For atmospheric-type vacuum breakers not included in above item:
1 to 5
Over 5, each
$5
$1
For each backflow protective device other than atmospheric type vacuum breakers:
2 inch diameter and smaller
Over 2 inch diameter
$7
$15
Other Inspections and Fees
Inspections outside of normal business hours
Reinspection Fee
Inspections for which no fee is specifically indicated
Additional plan review required by changes, additions or revisions to approved plans,
(minimum charge - one half hour)
$30*
$30
$30*
$30*
*Per hour for each hour worked or the total hourly cost to the jurisdiction, whichever is greater. This cost
shall include supervision, overhead, equipment, hourly wage and fringe benefits of all the employees
involved.
June 2009 2-15
ELECTRICAL PERMIT FEES - Proposed FY 09-10
Fee Description
Issuance fee
Schedule #11
Fee
$10.00
New construction for each ampere of main service, switch, fuse or breaker
Per ampere, single-phase
Per ampere, three-phase
Per ampere 480 three-phase
$0.25
$0.50
$1.00
Service upgrade on existing building
For each ampere or increase in main service, switch, fuse or breaker
Per ampere, single-phase
Per ampere, three-phase
Per ampere 480 three-phase
$0.25
$0.50
$1.00
Remodel, alteration, no change in service
Per ampere
Or minimum
$0.25
$5.00
Temporary service up to and including 200 amperes $10.00
Temporary service over 200 amperes $10.00 plus $10.00 per each 100 amperes over 200 $10.00 plus
Test meter
Minimum permit fee
$25.00
$10.00
MECHANICAL PERMIT FEES - Proposed FY 09-10
Fee Description
Issuance fee
Schedule #12
Fee
$15.00
Furnace, Ducts, Heat Pumps (each)
Fireplace (each)
Exhaust Fan (each)
Install/relocate vent (each)
Hood (each)
Boiler/Compressor to 15 HP (each)
$9.00
$6.50
$6.50
$4.50
$6.50
$16.50
June 2009 2-16
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 3
DEVELOPMENT-IMPACT FEES
June 2009
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT IMPACT FEES
JUNE 2009
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 - Commrc'l/lndust Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Inside CFD)
Traffic Impact Fee - Single Family (Outside of CFD 1 ) per ADT
Traffic Impact Fee - Condominium (Outside of CFD 1 ) per ADT
Traffic Impact Fee - Apartment (Outside of CFD 1 ) per ADT
Traffic Impact Fee - Single Family (Inside of CFD 1 ) per ADT
Traffic Impact Fee - Condominium (Inside of CFD 1 ) per ADT
Traffic Impact Fee - Apartment (Inside of CFD 1 ) per ADT
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 1-1/2" -Turbo
Meter Size 2" - Displacement
Meter Size 2" -Turbo
Meter Size 3" - Displacement
Meter Size 3" - Turbo
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)
(D(2)
(2)
(2)
(3)
(3)
(3)
(3)
(3)
(3)
(1)
(1X2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
Current 2008-09
Fee
$ 530
$ 424
$ 318
$ 22
$ 291
$ 1,513
$ 1,222
$ 171
$ 10,000
$ 96
$ 80
$ 240
$ 290
$ 373
$ 1,096
$ 3,549
$ 5,060
$ 7,988
$ 15,088
$ 22,771
$ 39,938
$ 62,125
$ 177,501
$ 115,376
$ 355,000
$ 136,367
$ 497,167
Proposed 2009-10
Fee
$ 530
$ 424
$ 318
$ 22
$ 310
$ 1,611
$ 1,301
$ 183
$ 10,000
$ 106
$ 89.68
$ 265
$ 265
$ 265
$ 224.20
$ 224.20
$ 224.20
$ 1,167
$ 3,778
$ 5,386
$ 8,502
$ 16,060
$ 18,855
$ 24,184
$ 30,230
$ 42,510
$ 66,126
$ 66,126
$ 188,931
$ 122,806
$ 377,861
$ 145,149
$ 529,183
Notes:
(1) - See attached schedules and rate tables.
(2) - Fee increases based on the annual change in the Engineering News Record Cost Index for Los Angeles as
established by council approved ordinance.
(3) - Traffic Impact Fees will be adjusted annually as part of the Capital Improvement Program budget process, by
two percent or the annual percentage change in the Caltrans Construction Cost Index (12 month index, whichever is
June 2009
3-1
mS^^m^BSS^'.'-. . :-.< •--. ;,,-.•.- ' ' 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 establishes a method of determining park land values in each quadrant
June 2009 Attachment 3-1
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 FY 2008-09 Fee
Low Medium High
Runoff Runoff Runoff
$5,270 $10,480 $22,837
1,970 3,797 8,535
1,912 2,705 8,287
1,813 2,966 7,857
Proposed FY 2009-10 Fee
Low Medium High
Runoff Runoff Runoff
$5,538 $11,014 $24,000
2,070 3,990 8,969
2,009 2,843 8,709
1,905 3,117 8,257
June 2009 Attachment 3-3
SEH^llBill^rr AREA F^S* Schedule C
Current FY
2008-09
Fee
Area
Area
Area
Area
Area
Area
Area
Area
Area
Area
Area
A
B
C
D
E
F
G
H
J
L
M
$
$
$
$
$
$
$
$
$
$
$
2
468
824
,003
2,007
2,960
2,976
1
1
127
956
,647
,302
64
Proposed
FY 2009-10
Fee
$
$
$
$
$
$
$
$
$
$
$
2
2
3
3
1
1
1
500
880
,132
,136
,150
,168
136
,018
,760
,391
68
June 2009 Attachment 3-4
Current FY 2008-09 Fees
HABITAT MfTfGATKDN FEES '-• '"
Fees Per Acre of Impact
D.
E.
F.
Coastal Sage Scrub
Grassland
Ag. Disturbed Eucalyp. Wood.
$
$
$
Schedule D
27,280
13,640
2,729
Proposed FY 2009-10 Fees
HABlTATMmGATIONFEES Schedule D
Fees Per Acre of Impact
D. Coastal Sage Scrub
E. Grassland
F. Ag. Disturbed Eucalyp. Wood.
$
$
$
28,508
14,255
2,852
June 2009 Attachment 3-5
ALL RECEIVE
For Information of City Council
CA .__/CM_f>£-5cDate (^T7 "^ "^ *--• ^
June 2, 2009
TO: CITY MANAGER
VIA: Finance Director
FROM: Budget Manager
Responses to questions from Council Briefings:
1. Capital Outlay - What is the mileage and age for the Fire Department vehicles
proposed to be replaced?
There were two large Fire Department vehicles proposed for replacement in FY
2009-10 in the Preliminary Operating Budget.
The first proposed replacement is for a Fire Pumper. The city currently has a total
of seven active Fire Pumper vehicles - five front line and two reserves (reserve
vehicles are kept in order to ensure that the Fire Department has sufficient
equipment to operate while front line equipment is being maintained, repaired, or
utilized in training or mutual aid). The Fire Pumper vehicle slated for replacement in
the Preliminary Operating Budget is about thirteen years old with approximately
102,000 miles as of April 30, 2009. Mileage for this type of vehicle captures travel
time for the equipment, but does not adequately account for the wear and tear on
the engine, transmission and other components when providing power while the
vehicle operates in a stationary mode, which is often the case. Including this usage
as well, the total converted mileage for the vehicle is about 183,000 miles as of April
30, 2009. Once replaced, this vehicle will be removed from service and disposed.
The new vehicle purchased will become a front line vehicle and then the oldest front
line vehicle will become a reserve vehicle, maintaining the total of seven active Fire
Pumper vehicles. It is expected that it will take from eighteen months to two years to
order and receive the equipment. At that time the vehicle slated for replacement will
be fifteen years old and will have a converted mileage total of approximately 200,000
miles.
The second proposed replacement was for an ambulance (also known as an MICU-
Mobile Intensive Care Unit). During additional analysis of the replacement request it
was discovered that a data entry error had occurred, resulting in mileage being
entered in the system that was much higher than the actual mileage on the vehicle.
Once the mileage reading was corrected it was determined that the ambulance
would not need to be replaced at this time. This item will be removed from the
replacement list and the final budget to be presented on June 16, 2009 will be
adjusted accordingly.
2. Golf Course - What water rate was included in the Golf Course Budget?
The calendar year 2009 budget for the Golf Course assumed a 20% water rate
increase for a total water budget of $350,000. This was the increase that went into
effect on January 2009. If the water and wastewater rates are increased as
proposed, there will be an impact to the Golf Course Budget. Staff will provide the
estimated increase to the budget as soon as it is available.
3. Water - What impact would there be if we did not do the Urban Water
Management Plan?
In 1983, the California Legislature enacted the Urban Water Management
Planning Act (California Water Code Sections 10610 -10656). The Act states that
every water supplier that provides water to 3,000 or more customers, or that
provides over 3,000 acre-feet of water annually, make every effort to ensure the
appropriate level of reliability in its water service sufficient to meet the needs of its
various categories of customers during normal, dry, and multiple dry years. The Act
describes the contents of the Urban Water Management Plan (UWMP) as well as
how water suppliers should adopt and implement the plan. The Act also requires
water suppliers to update the plan every five years. Prior to adopting a plan, the
water supplier is required to make the plan available for public inspection and shall
hold a public hearing. Prior to the hearing, notice of the time and place of hearing is
to be published within the jurisdiction of the publicly owned water supplier pursuant
to Section 6066 of the Government Code .
After adoption, the plan is submitted to the Department of Water Resources (DWR.)
DWR staff reviews all of the urban water management plans that are submitted to
DWR in accordance with the Act. Results are subsequently provided to regional
water suppliers (CWA) through a review letter for incorporation into the regional
UWMP.
The next update of CMWD's Urban Water Management Plan is due December 31,
2010. Failure to comply with the Act and/or choose not to update the UWMP or
choose not to submit an updated plan to DWR may have legal ramifications. Per
Section 10656 of the California Water Code of the Department of Water Resources,
"an urban water supplier that does not prepare, adopt, and submit its urban water
management plan to the department is ineligible to receive funding pursuant to
Division 24 (Safe, Clean, reliable Water Supply Act) or Division 26 (Safe Drinking
Water, Clean Water, Watershed Protection and Flood Protection Act),or receive
drought assistance from the state until the urban water management plan is
submitted pursuant to this article". The impact of those ramifications should be
considered and an opinion rendered by the CMWD General Counsel.
4. Water - Why did we structure the Water rates the way that we did?
With City Council and CMWD Board approval, CMWD solicited and subsequently
contracted the services of an independent consultant to perform a cost of service
study and develop a rate model for the potable water system and recycled water
system. The last cost of service study conducted on the potable water system was
over eleven years ago and a cost of service study has never been conducted on the
recycled system.
During the early stages of the cost of service study, CMWD was developing an
ordinance to address the on-going drought and water supply shortage. At the
direction of the Water Board, staff conducted community meetings with both
residents and business owners to discuss how they would like to see potential water
cutbacks addressed. The overwhelming response from those attending the meetings
was to manage the potential cutbacks through tiered water rates. The citizens
wanted an approach that was fair, equitable, flexible, and one that achieved the goal
of the cutback.
Subsequent to these community meetings a Board workshop was held to give the
Water Board an opportunity to consider the citizen's input, discuss the elements of a
program that met the policy objectives of the Board and provide an overview of how
a tiered rate structure worked. At the conclusion of that workshop the Water Board
directed staff to develop a tiered water/recycled water rate, modeled after the
consultant's recommended structure. That rate structure was formulated and
distributed to CMWD customers for inspection prior to the June 23rd public hearing
where CMWD's recommended rates will be discussed.
The tiered water rate structure was developed based on staffs recommendation to
the Council/Board and their subsequent approval to develop tiered water rates. The
recommended rates being considered by the City Council and Water Board at the
June 23rd hearing were developed by CMWD's consultant collected during the cost
of service study. Examples of data sets used in the consultant's study were;
CMWD's actual historical costs, historical costs of purchased water, depreciation of
assets, replacement of assets (CIP), future CMWD cost increases and future water
purchase increases.
5. Water - What is the potential impact of fee increases on the top ten and users
of Recycled Water?
Below is a list of the city's top ten users of recycled water:
TOP TEN RECYCLED CUSTOMERS
(in alphabetical order)
Aviara Fsrc Assoc LP - Timeshares
Aviara Master Assoc
Aviara Resort Assoc-Four Seasons
City Of Carlsbad Parks
Kemper Sports Management
La Costa Greens Community Assoc.
La Costa Resort Corp
Legoland Estates
Mellano & Co
Rancho Carrillo Master Assoc.
The effect the proposed recycled water rate increases will have on the top ten
users of recycled water is shown below:
TOP TEN RECYCLED CUSTOMERS
Single Month Comparison
Proposed
Customer
User#1
User #2
User #3
User #4
User #5
User #6
User #7
User #8
User # 9
User #10
Average Top Ten Recycled
Amount
$ 16,052
15,917
8,812
8,231
8,070
6,681
6,155
5,115
4,945
4,512
$ 8,449
Units
7,986
7,919
4,384
4,095
4,015
3,324
3,062
2,545
2,460
2,245
^m
Rate
2.01
2.01
2.01
2.01
2.01
2.01
2.01
2.01
2.01
2.01
2.01
Rate
2.97
2.97
2.97
2.97
2.97
2.97
2.97
2.97
2.97
2.97
2JZ
Amount
$ 23,718
23,519
13,020
12,162
11,925
9,872
9,094
7,559
7,306
6,668
$ 12.484
% Increase
48%
48%
48%
48%
48%
48%
48%
48%
48%
48%
48%
6. Fees - Why is the ENR rate increasing when reports and the bidding climate
indicate that there should be a reduction?
The Engineering News Record Construction Cost Index (CCI) for Los Angeles
County is calculated using 4 components. The 4 components are common labor,
steel, lumber and cement. The index performs monthly spot checks on local prices
for labor, lumber and cement and uses a 20 city average on steel. This index is
published monthly. The reason the rate has increased year over year when one
4
9. What fee increases have been included in the budget?
In the Preliminary Operating Budget, both Recreation and Library included some fee
increases in their revenue projections, amounting to approximately $90,000.
Development Impact Fee increases of approximately $16,000 were included in the
FY 2009-10 Capital Revenue projections.
10. What have the Water rates for Olivenhain Water District been over the last
several years?
Monthly Water Bill Comparison
Carlsbad and Olivenhain Water Districts
12 units per month
$45.00 -
$40.00 -
$35.00 -
$30.00
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
• 1 I\ 11 mm 111r 1111111111 •t it in 111 it I11111111111 i11111111111 i
enen 8o
<N rOo ooo so
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OO oo
oo en oO O rHo o o
i Olivenhain
i Carlsbad
1
City of Carlsbad
2009-2010
Operating Budget Workshop
2
Budget Calendar
COUNCIL MEETINGS
May 19 –CIP Workshop
June 2 –Operating Budget Workshop
June 16 –Operating Budget and CIP
Public Hearing and Adoption
OTHER PUBLIC MEETINGS
June 4 –Citizens’ Budget Workshop
3
Citizens’ Budget Workshop
When:Thursday,June 4th
Where:Faraday Center
1635 Faraday Avenue
Room 173B
Time:6:00pm
Call the Finance Department at:
(760) 602-2430 for additional information.
4
2009-10 Operating Budget
Agenda
Economic Overview and Revenues
Forecast for the General Fund
City Programs, Services and Facilities
Other Fund Summaries
Water and Sewer Proposed Rates
Changes to City Fees
5
City of Carlsbad
Combined Budget
General
42%
Special
Revenue
4%
Redevelopment
1%
Enterprise
20%
Internal
Services
6%
$259.2 millionOperating Budget –73%
Capital –27%
Capital
27%
6
National Perspective
•GDP growth -5.7%
Economists agree the United States has been in a
recession since Dec 2007. Unclear when US will
recover.
7
State Perspective
State of California is projecting a deficit of
approximately $23 billion. Some of solutions include:
•Reductions in Education
•Reductions in Health and Human
Services Programs
•$2 Billion loan from Local Government
State of California Risks
Potential City of Carlsbad Impact:
–Property Taxes $4.5 million
–Gas Tax (two years)$2.5 million
–Transportation (Prop 42)$2.1 million
(two years)
8
9
San Diego Economic Indicators
10
Carlsbad’s Economic Profile
Home prices
Taxable
transactions
Tourism
Population
growth
11
Carlsbad
Median Home Prices
$639,000In thousands
Resales
$0
$100
$200
$300
$400
$500
$600
$700
$800
2002 2003 2004 2005 2006 2007 2008 2009
Fiscal Year
12
$0
$10
$20
$30
$40
$50
$60
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
'03 '04 '05 '06 '07 08 '09e 10e
Assessed Values Property Taxes
Assessed Values and
Property Taxes
FY
Billions Millions
13
Sales Taxes by Category
$23.0 million
Business
15%
Retail
40%
Food
15%
Construction
3%
Transportation
26%Misc.
1%
14
Sales Taxes by Geo Area
Millions
15
'04 '05 '06 '07 08 '09e 10e
All Others La Costa/Four Seasons
Transient Occupancy Taxes
$14.3M
$13.5M
$12.1M
16
Hotel Rooms in Carlsbad
2000 4000
04
06
08
10
Hotel additions
since 2007:
Hampton Inn
Homewood Suites
Sheraton
West Inn
Over 3,500 Rooms
17
Franchise Taxes
$0
$1
$2
$3
$4
$5
$6
'04 '05 '06 '07 '08 '09e '10e
Cable Trash Gas/Elec
In Millions
$5.1M $5.1M
18
Operating Revenues
By Fund Type
General
56%
Special Revenue
5%
Redevelopment
2%
Enterprise
29%
Internal Services
8%
Total = $194.7 million
19
General Fund Revenues
Fiscal Year 2009-10
Property*
44%
Sales*
21%
Hotel Tax*
11%
Business
License
3%
All others
16%
Franchise*
5%
*Four sources make up 81%$109.3 million
General Fund Revenues
20
0
20
40
60
80
100
120
140
FY 2005 FY 2006 FY 2007 FY 2008 FY
2009a
FY
2009r
FY
2010e
+8.1%+2.1%
+18.4%-2.7%-3.7%-6.2%
$ Millions
0.7%
21
General Fund Budget
FY 2009-10
Revenues:$ 109.3 million
Budget Requests $ 109.1 million
Projected Surplus:$ 0.2 million
22
General Fund Balance
Estimated Balance at
6/30/09 $ 48.1 million
Plus: FY 10 Surplus 0.2 million
Advances/Repayments
(Medians/Golf Course, RDA,
etc.)
-1.8 million
Estimated Balance at $ 46.5 million
6/30/10
23Net Revenues over (under) ExpendituresMillionsForecast Comparison
FY 06
FY 08
FY
FY 05
Balanced
FY 04
FY 06
FY 08
FY 07
FY 05
Balanced
FY 04
-$5
$0
$5
$10
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17
FY 08
FY 10
BBalanced
FY 09
24
Major Uncertainties
in the Forecast
Economy
–Real estate
–Construction related industries
–Job loss
State Budget
–$23 billion structural imbalance
25
2009-10
Budget Requests
Judi Vincent –Budget Manager
Helga Stover –Senior Accountant
26
Operating Budget Process
LT reviews budgets &
CM recommends to Council
Departments submit requests to Finance
FY 2009-10 Ten Year Forecast Completed
Finance Distributes Budget Manual
Council Adopts Budget
FY 2009-10 Challenges
Decline in revenue sources
Continued economic uncertainty
Provide a balanced budget
Plan for a balanced budget for future years
No new positions
Minimize service level impact to citizens
27
Balancing the Budget
Expenditure Savings Plan
–FY 2008-09 mid-year reductions of
$5.3 million
–Departments identified additional
budget efficiencies for FY 2009-10
–Reductions made minimize service
level impact to citizens
–Public Safety continues to be a top
priority
28
29
Balancing the Budget
(continued)
Additional Projected Salary Savings
Reduce Council Contingency
Fund Traffic Signal Maintenance from
GCC Fund
Repayment from the Village Project
Area of the Redevelopment Fund
FY 2009-10 Position Changes
Total Workforce decreased by approximately
28 full-time positions:
714.25 TOTAL FY 2008-09
(1.5) eliminated positions
(12.0) unfunded positions
(14.0) vacant positions (managed hiring freeze)
686.75 TOTAL FY 2009-10
30
31
Budget Overview
Total Proposed Budget $190.4 million
Increase of $1.7 million (0.9%) over
FY 2008-09 Revised Adopted Budget
32
Enterprise
28%
Internal Service
8%
Special Revenue
6%
Redevelopment
1%
General Fund
57%
Operating Budget
Total Budget = $190.4 million
33
General Fund
Policy/
Leadership/
Admin
10%
Public Safety
41%
Community
Development
7%
Community
Services
20%
Public Works
15%
Non
Departmental
6%Contingency
1%
Total Budget = $109.1 million
General Fund Expenditures
34
0
20,000
40,000
60,000
80,000
100,000
120,000
FY 2005 FY 2006 FY 2007 FY 2008 FY
2009a
FY
2009r
FY
2010e
+10%
+11.4%
+11.9%+3%-4.8%-3.3%$ Thousands -0.3%
35
Infrastructure Replacement
Fund
Funds the Replacement of Buildings
and Facilities (non water or sewer)
Annual Contribution
–FY 2006-07 –$7.2 million
–FY 2007-08 –$7.9 million
–FY 2008-09 –$7.5 million
–FY 2009-10 –$6.5 million
36
Special Revenue Funds
Section 8,
59%Maintenance
Districts, 25%
Block grant,
7%
Other, 9%
Total Budget = $10.5 million
37
Work Comp
12%
Risk Mgmt
10%
Health Insurance
7%
Vehicle Maint
19%
Vehicle Repl
11%
Info Tech
41%
Internal Service Funds
Total Budget $15.2 million
Enterprise Funds
Budget Requests
FY2009-10
Water Enterprise
FY 2009-10 Expenditures
$41.3 million
39
8%
8%
59%
18%
5%2%
Personnel
M&O
Water Purchases
Transfers/Chargebacks
Debt Payments
Program Options
Potable Water Enterprise
2008-09 to 2009-10
Increase = $6.5 million
Personnel
and M&O
13%
Program
Options
13%
Water
Purchases
74%
40
Water Purchases
Increase of $5 million
Purchased Water from SDCWA
–Wholesale water –21.3% increase
–Fixed charges –15% increase
Water Shortage
–Decrease in availability
–Water more expensive
Environmental Restrictions
–Pumping restrictions
41
Recycled Water Enterprise
2008-09 to 2009-10
Increase = $264,000
M&O
39%
Program
Options
15%
Water
Purchases
46%
42
Proposed M&O Increase
$1.8 million
Pipeline repairs
Electricity
Computer system upgrades
Urban Water Management Plan
Hydrants, parts & supplies
Program Options:
–Automated Meter Reading
–Optimization Study 43
Performed cost of service analysis
Designed rate model to respond to water cutbacks and purchase cost increases
Residential Tiered Rate Structure
Budget Adoption on 6/16/09
Public Hearing on Rates 6/23/09
Proposed Rate Increases
44
Proposed Water Rate Increase
Average rate increase –18%
All water users
Delivery Charge -Residential
•Current Rate $14.54 per month
•Proposed Rate $16.78 per month
Commodity Charge -Residential
•Current Rate $2.12 per unit
•Proposed Rate $2.29 per unit (Tier 1: 0-12
units)
Average use of 12 units per month
Increase for single family -$4.28 per month 45
Rates -continued
Non-residential –$3.17 per unit
Agricultural –$3.90 per unit
Recycled –$2.97 per unit
Irrigation –$3.57 per unit
46
Comparison with other
agencies
$0
$10
$20
$30
$40
$50
$60
47
48
Wastewater Enterprise
2008-09 to 2009-10
Total Request = $10.2 million
Personnel
18%
M&O
7%Encina
Operations
30%
Depreciation/
Transfers
31%
Internal
Charges
14%
49
Wastewater Enterprise
Increases in Operations
FY 2008-09 to FY 2009-10
$154,515
Chemicals for odor control at lift
stations
Computer system upgrades
Sewer camera van software
50
•Cover fixed costs
•Maintain adequate reserves
•Funding for additional requests
•No change to current rate
structure
Proposed Wastewater Rate
Increase
Average rate increase –9%
51
Residential Wastewater Rates
(18.6% increase)
Flat rate
Current Rate -$17.65 per month
Proposed Rate -$20.93 per month
Non-Residential Wastewater Rates
Base monthly fix charge
Commodity rates for commercial, non-residential and institutional categories based on wastewater strength characteristics
52
Wastewater Rate Comparison
$0$10$20$30$40$50$60$70$80
53
54
Proposed Increase
Total Monthly Utility Bill
12 Units per month
Current Proposed
Sewer
Solid Waste
Water
Monthly
Increase
% Increase
$ 17.65
$ 18.87
$ 40.89
$ 77.41
$ 20.93
$ 18.87
$ 44.26
$ 84.06
$ 6.65
8.6%
55
Solid Waste / Storm Water
Enterprise Budget Request
FY2009-10 = $3.2 million
•Decrease of $42,321
•No rate increases proposed at
this time
56
57
Fee Updates
58
2009-10 Proposed Fees
Facilities Fees –3.5% increase
Development Related Service Fees –
3.5% increase
Development Impact Fees –6.4%
increase (based on ENR Index).
Components of ENR Index
13%6%1%
80%
Weighting of ENR CCI Components
Steel
Lumber
Cement
Common Labor
59
Construction Cost Index
CCI Index less affected by swings in
material prices because common labor is
80% of index.
Common labor component up 6.7% year
over year.
Index reached 7.6% in November 2008.
Cement, Steel and Lumber price
decreases had a minor role in keeping the
index from climbing further.
60
Index Use In Ordinances
Fees increased by ENR are tied to City
Ordinances.
Example:
PLDA Fees (Ordinance CS-004, Section 5,
15.08.040) “The planned local drainage
are fees shall be adjusted annually based
upon the July 2008 Engineering News
Record Los Angeles Construction Cost
Index of 9335.69 based on the 1967
average = 100”61
62
Budget Calendar
COUNCIL MEETINGS
May 19 –CIP Workshop
June 2 –Operating Budget Workshop
June 16 –Operating Budget and CIP
Public Hearing and Adoption
OTHER PUBLIC MEETINGS
June 4 –Citizens’ Budget Workshop
63
Citizens’ Budget Workshop
When:Thursday,June 4th
Where:Faraday Center
1635 Faraday Avenue
Room 173B
Time:6:00pm
Call the Finance Department at:
(760) 602-2430 for additional information.
64
65
City of Carlsbad
2009-2010
Operating Budget Workshop
•Describes explanation of increases
•Rate tables showing MAXIMUM rates
for:
•No water cutbacks
•10% cutbacks < < We will be here on
7/1
•20% cutbacks
•30% cutbacks
•40% cutbacks
Mailed Majority Protest Public
Hearing Notice
66
AB 3030
67
•September 30, 2008
•Authorized pass-through of
increases in wholesale water costs
•Authorized inflationary
adjustment
•Public Hearing not Required
•Board/Council action is required
with 30 day written notice
•For 5 years
Agriculture annual water
usage
68
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
July 2007 Aug 2007 Sep 2007 Oct 2007 Nov 2007 Dec 2007 Jan 2008 Feb 2008 Mar 2008 Apr 2008 May 2008 Jun 2008
Low winter
usage
•Residential Water Customers
•Have similar basic water needs
•Excess amounts are considered non-
essential and cost more
•Non-Residential Water Customers
•Businesses are dependant upon varying
quantities of water
Tiered versus Flat Rates
69
Fair and equitable
Ensures compliance
Flexible
Meets Board and Council policy
objectives
Equity for customers already conserving
Pricing signal to water wasters
Minimizes enforcement resources
Ensures sufficient funding for operations
Objectives of rate design
70
Water Enterprise
FY2009-10 Revenues
$41.9 million
85%
1%
7%
5%
1%
1%
Water Sales Service Charges/Other Property Tax
CWA Credits Interest Fines
71
Single Family
Monthly Utility Bill
10 Year Trend
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
Solid Waste (*)
Wastewater
Water -Fixed
Water -Variable
72
1
City of Carlsbad
2009-2010
Operating Budget Workshop
Administrative Services
Jim Elliott
Deputy City Manager
2
Key Accomplishments
and Budget Objectives
Working together:
Balance the budget in a
difficult economy
Create a new City Web
site / Leveraging the Web
to get services to the
community
Sharing duties / Sharing
support staff
Eliminated two support
positions
3
Key Accomplishments
and Budget Objectives
Investing in New Technology:
Migration to Outlook from GroupWise
Moving applications to external hosting
Finding lower cost solutions
Data Mart –Turning data into knowledge
4
Key Accomplishments
and Budget Objectives
Working Smarter:
Revised Goal System –Better focus on Council
priorities
Managing the workforce / Hiring freeze & staffing
issues
Renegotiating contracts for improved pricing
5
6
Community Services
Library
Key Accomplishments FY 2008-09
Library Learning Center
Opened August 25, 2008
115% increase in visitors
177% increase in
computer use
31% increase in
program attendance
7
Key Accomplishments
FY 2008-09
8
Strategic Directions implemented to guide work plan,
budget
Cashiering system introduced, enabling debit/credit
payment of fines and fees at service desks
Privacy/security policy developed to protect patron
information
Vacant manager position unfunded for
FY 2009-10, future downgrade
Programs, Graphics and Media Services
merged into one division, single manager
Some hourly FTE unfunded
Streamlined program support, more efficient
contracting processes
Efficiencies and Reductions
9
Future Programs and Activities
Leverage new website design to deliver more
services and resources virtually
Library automation system upgrade and Web
2.0 technology to enhance user experience
Plan ahead for next generation library
automation solutions
Market under-recognized services to targeted
user groups
10
Public Art Additions FY 2008-09
Fire Station #6 public art
element
“Contemplation” restored,
Cole Library
11
Public Art Additions FY 2008-09
Two sculptures
donated by Italo
Scango Foundation,
Arts Office
12
Public Art Additions FY 2008-09
Benbow Bullock’s
“Marmalade
Dragonfly,” Cole
Library
13
Public Art Additions FY 2008-09
Sculpture donated by
family of former Mayor
Mary Casler, Learning
Center
14
TGIF Jazz in the Park 2010
2010 Season reduced to nine concerts
Special planning for the 2010 season, the 25th
anniversary of TGIF Jazz in the Park
15
Community Services
Parks & Recreation
Department
Brian Albright
Merger
Revenue increase
Park & Recreation
Department
Park Improvements
Leo Carrillo Ranch
event area expansion
Poinsettia courts
Recycled
water
FY 2009-10 Initiatives
Pyramid Methodology
Alternative Funding –
Parks &Rec.Foundation
Strategic Plan Update
COMMUNITY
Benefit
COMMUNITY / Individual
Benefit
INDIVIDUAL /
Community
Benefit
MOSTLY
INDIVIDUAL
Benefit
HIGHLY INDIVIDUAL
Benefit
FY 2009-10 Initiatives
Open Parkland Evaluation
Alga Norte Operating
Options
Drought-Tolerant
Landscaping Plan
Parks & Recreation
Efficiencies & Reductions
Lower standard of maintenance
Reduced the number of special
events
Reduced curator contract hours
Outsourced Senior Safari
trip program
Community Development
Community Development Director
Sandra Holder
FY 2008-09 Community
Development Major Project
Accomplishments
Scripps HealthCare Project
Tri-City Wellness Center Project
Legoland Sealife Aquarium
Glen Ridge Apartment Homes
Bressi Ranch Commercial Center
Carlsbad Paseo Project
Hilton Resort and Spa
COMMUNITY PARTICIPATION
265 community members attended community workshops
Over 8,000 residents responded to city-wide survey
Staff has completed over 60 stakeholder interviews
Envision Carlsbad Citizens’ Committee (EC3)
PLANNING
Complete processing of La
Costa Town Square
Continue implementation of
Robertson Ranch Master
Plan
Ag Mitigation Fee Program
Implementation of HMP
and Open Space
Housing Element
Possible Plaza Camino
Real Expansion
La Costa Town Square
Village Sustainability
Expiration of Redevelopment Plan
Development Standards
Public/Private Partnership in Lighten Up
Program
Creation of Oak Street Development Plan
Economic Development
Carlsbad Economic Stimulus
Plan
Village Lighting
Development Dialogue –
Regulatory Process
Arts District/ Catalyst for
the Village
Business Incubator
New Special Events
City Marketing
Partnerships
FY 2009-10
Community Development
Efficiencies and Reductions
2 Building Inspectors
1 Senior Building Inspector
1 Associate Planner
1 Planning Technician
2 Part-time Planning Office Assistants
1 GIS Intern
Overall Decrease in Part-time Hours for
Building Counter Assistants
1 Part-time Code Enforcement Officer
29
Public Safety
Police
Police Chief
Tom Zoll
30
Police Department
Budget Strategy
Defined core, enhanced core, and
non-core services
Surveyed staff members to
rank services
Focus on maintaining core
service to the public
31
Police Department
Efficiencies and Reductions
Overtime
management
Part-time
positions
Vacancy
management
Conferences,
in-house
training, etc.
32
Public Safety
Fire
Fire Chief
Kevin Crawford
Fire Department
The Fire Department Standards of Cover Study
will be completed in early FY 2009-10.
The study will provide insight into opportunities to
deliver optimal emergency services.
Fire Department
Efficiencies and Reductions
The Fire Department budget remains focused on
Emergency Service delivery.
Budget reductions have targeted non-core and
support services.
35
Public Works
Public Works Director
Glenn Pruim
Transportation Projects
RSF/Olivenhain intersection widening
RSF Traffic Signal Coordination
Bicycle and Pedestrian Master Plans
FY 2009-10
El Camino Real Widening
College Blvd. Completion
36
Transportation -Technology
Traffic Management Center
Adaptive Transportation Management
System
37
Water
Desalination Approvals
Drought Response Plan & Water
Conservation Program
Expanded Recycled Water Customer Base
38
Water –FY 2009-10
Desalination Plant & Pipeline Construction
Complete Reclaimed Water Phase II
Connections
Secure Groundwater
Rights
Update Water
Master Plans
39
Water -Technology
Flow Monitoring and Leak Detection
Automated Meter Reading
40
Wastewater
Fats, Oils & Grease Ordinance
FY 2009-10
North Aqua Hedionda
Interceptor Sewer
Buena Vista Forcemain
Sewer
Agua Hedionda Lift Station
Vista/Carlsbad Interceptor
41
Wastewater -Technology
Smart Covers
Sewer Flow Monitoring
Sewer Inspection Vehicle & Equipment
42
Sewer Inspection
43
Energy and the Environment
Lake Calavera Dam Improvements
HVAC Upgrades to City Hall and Cole
Library
44
Energy and the Environment
Energy Efficient Street Lighting Upgrades
Solar Energy Generation
Hydroelectric Power Generation
Agua Hedionda Lagoon TMDL
Compliance
45
46
Budget Reductions and
Efficiencies
Reassigned Development Related Staff
Unfunding 5 Full-time Positions
1 Deputy City Engineer
2 Custodians
2 Maintenance Aides
Reduced Use of Outside Consultants
Service Level Impacts