HomeMy WebLinkAbout2009-06-23; City Council; 19859; Adoption of 2009-10 budgetsCITY OF CARLSBAD, CARLSBAD MUNICIPAL
WATER DISTRICT AND HOUSING AND
REDEVELOPMENT COMMISSION - AGENDA Bl
AB#
MTG.
DEPT.
19,859
06-16-2009
FIN
ADOPTION OF THE FY 2009-10
OPERATING AND CAPITAL
IMPROVEMENT PROGRAM BUDGETS
AND REVISION OF FEES AND
CHARGES FOR SERVICES
DEPT. HEA
CITY ATTY.
CITY MGR.
RECOMMENDED ACTION:
1. Hold a public hearing on the City of Carlsbad's, Carlsbad Municipal Water District's, and
Housing and Redevelopment Commission's FY 2009-10 Operating Budgets, and FY 2009-10 to
Buildout Capital Improvement Program.
2. Adopt Resolution No. 2009-143 adopting the final Operating Budgets for FY 2009-10, and
appropriating funds for the FY 2009-10 Capital Improvement Program.
3. Adopt Resolution No.1358 _, adopting the Water District's final Operating Budget and
Capital Improvement Program for FY 2009-10.
468 _, adopting the Housing and Redevelopment Operating4. Adopt Resolution No.
Budget for FY 2009-10.
5. Adopt Resolution No. 2009-144 adopting the Gann spending limit for the City of Carlsbad
for FY 2009-10.
6. Adopt Resolution No. 2009-145 adopting changes to the Master Fee schedule.
7. Adopt Resolution No. 2009-146 approving the City of Carlsbad's share of the FY 2009-
10 Operating Budget of the Encina Wastewater Authority.
8. Adopt Resolution No. 2009-147 approving adjustments to the FY 2008-09 Operating
Budget.
469 _, approving adjustments to the Housing and9. Adopt Resolution No. _
Redevelopment FY^ 2008-09 Operating Budget.
10. Adopt Resolution No. 1359 approving a new position classification.
DEPARTMENT CONTACT: Lisa Irvine or Judi Vincent, (760) 602-2430
; iudLvincent@carlsbadca.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED K}
DENIED D
CONTINUED D
WITHDRAWN D
AMENDED D
CONTINUED TO DATE SPECIFIC D
CONTINUED TO DATE UNKNOWN D
RETURNED TO STAFF D
OTHER - SEE MINUTES
Page 2
ITEM EXPLANATION:
The proposed FY 2009-10 Budget totals $261.5 million, of which $190.3 million is the Operating
Budget and $71.2 million is the Capital Improvement Budget. Operating revenues total
$194.7 million and Capital revenues total $58.7 million, for a total of $253.4 million.
The Operating Budget provides the funding for all operations of the city including police and fire
services, library operations, utility services, affordable housing programs, recreation programming,
park and street maintenance, and many others. The Capital Improvement Program outlines the
financing plans for the city's major construction projects including civic facilities, roads, water and
sewer lines, as well as other infrastructure needs.
The following is a brief summary of the proposed budgets. More information can be found in the
overviews of the Operating Budget and the Capital Improvement Program in Exhibits 1 and 2.
Operating Budget
The proposed Operating Budget for FY 2009-10 totals $190.3 million, an increase of $1.6 million, or
1.0%, over the FY 2008-09 revised adopted budget. Operating revenues are estimated at
$194.7 million, which is a $1.8 million increase, or 0.9%, over the current year projections.
General Fund Revenues
General Fund revenues for FY 2009-10 are estimated at $109.3 million, 6.2% lower than the current
year's projections.
Property taxes, the city's largest single revenue source, are expected to be $47.9 million in FY
2009-10, a decrease of $2.7 million, or 5.3%, from the projections for FY 2008-09. Property taxes
for FY 2009-10 are based on assessed property values as of January 1, 2009.
Sales taxes are expected to total $23.0 million for FY 2009-10, a decrease of $3.3 million, or 12.6%
compared to the FY 2008-09 projections. Sales tax projections for FY 2009-10 take into
consideration the continuing slow economy. Transient occupancy taxes are estimated at $12.1
million, a decrease of $1.4 million, or 10.4%, over FY 2008-09 projections.
Overall, the City's General Fund revenue projections reflect the continuing economic recession as
well as the slowdown in the housing market.
General Fund Expenditures
The General Fund contains most of the discretionary revenues that funds the basic core of 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
1
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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. The net increase in hourly staff
totaled approximately 0.61 of part-time staff.
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. 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 proposed to be 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 classification and 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 due to the economy, therefore
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, advances, and repayments to and from 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 purchase new capital
equipment.
• $166,500 advance from the General Fund to the Medians District is proposed to maintain
current service levels. This advance is needed to cover a cash shortfall since yearly
assessments collected from property owners do not cover operating expenditures.
• $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. In
December 2008, the Carlsbad Public Financing Authority approved the 2009 Golf Course
Budget, including an advance of $1.6 million from the General Fund.
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• $204,000 advance from the General Fund to the South Carlsbad Coastal
Redevelopment Area (SCCRDA), 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. The General Fund
has loaned the Village Project Area of the Redevelopment Agency over $15 million to
help generate tax increment. The Redevelopment Agency will be repaying this loan over
several years.
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.
Changes to the Operating Budget
The following changes have been made to the Operating Budget since the Council Workshop on
June 2, 2009:
• $155,000 for replacement of an ambulance has been removed from the Vehicle
Replacement expenditure budget. A further analysis of the vehicle's mileage indicated
that the equipment did not need to be replaced until a future year.
• In order to cover the utility costs for the City of Carlsbad's Las Palmas facility, language
has been included in the budget resolution (Exhibit 3) authorizing the City Manager to
increase appropriations in the Public Facilities Fee (PFF) Fund to cover the facility's
utility expenses while the building remains vacant. The estimated expenses are
approximately $17,000 per year. Typically, the Public Facilities Fee Fund is used
primarily for acquisition and construction of capital facilities. However, in this fund, the
City has also deposited the lease revenue from the Las Palmas facility. The prior lease
revenue received in the Public Facilities Fee Fund is adequate to cover the operating
costs for this facility.
Capital Improvement Program
The FY 2009-10 to Buildout Capital Improvement Program (CIP) outlines approximately 225 future
projects at a total cost of $441.3 million. Appropriations scheduled for FY 2009-10 total $71.2
million and will be added to approximately $155.1 million for ongoing capital projects that remain
unspent at the end of FY 2008-09, for a total appropriation of $226.3 million. Revenues for the CIP
for FY 2009-10 are projected at $58.7 million.
In FY 2008-09 the City of Carlsbad's Drainage Master Plan was amended and the Planned Local
Drainage Area (PLDA) fee structure was updated to ensure adequate funds exist for the
construction of future drainage facilities that support proposed development. Based on the updated
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fee structure and current construction cost estimates, as reflected in the accompanying CIP report
(Exhibit 3B), it is anticipated that the PLDA Fund is sufficiently funded through buildout.
On May 5, 2009, staff provided Council with updates and recommendations regarding the fee
structure of the Traffic Impact Fee (TIF) Program, including a review of the scope of work for
selected projects. At that time, Council directed staff to remove Cannon Road Reach 4 from the
program and to make other changes to the scope and funding for several other projects as well. The
Preliminary Capital Improvement Program (CIP) presented here reflects those revisions to the TIF
projects and fee structure, based on Council's direction from May 5, 2009.
A proposed advance of $250,000 from the General Capital Construction Fund (GCC) to the South
Carlsbad Coastal Redevelopment Agency (SCCRDA) for the Carlsbad Boulevard Realignment
Study is also included in the CIP program. In addition, a transfer of $600,000 from the GCC Fund to
the General Fund to fund the Traffic Signal Maintenance Program for FY 2009-10 is also proposed.
Several major projects are scheduled to receive new or additional funding in FY 2009-10 including
the following: The Agua Hedionda Channel dredging project is proposed to receive an additional
$3.1 million in funding, based on updated cost estimates. An outside lane will be added to El
Camino Real from Tamarack to Chestnut to widen the street to full arterial road standards, with $4.7
million being appropriated for this project in FY 2009-10. Appropriations of $1.1 million are being
requested to fund the construction of the missing segments of the medians along El Camino Real.
The Vista/Carlsbad joint interceptor projects are scheduled for a $31.4 million appropriation in
FY2009-10. (The City of Vista will be funding approximately 70% of the total overall project costs).
Water and Wastewater projects include appropriations of $2.1 million for the Agua Hedionda Trunk
Sewer Reach NAHT1A and $800,000 for the demolition of the Calavera Hills Treatment Plant.
Also, a project to design and implement a Hydroelectric Pressure Reducing Station at Maerkle
Reservoir is proposed to receive funding of approximately $1.3 million in FY 2009-10. In addition,
next year's Capital Improvement Program includes $4.5 million in funding for pavement overlay
projects and $350,000 for Concrete Repair Work.
There are several projects identified in the CIP for which there is no identifiable funding source and
in some cases where only partial funding has been identified. The City will investigate obtaining
possible outside funding such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases.
These projects are:
• Business Park Recreational Facility (partial)
• Cannon Lake Park (6.7 Acres)
• Cannon Road - REACH 4B - College/Cannon to City Limits
• *Carlsbad Boulevard Mountain View to Northerly City Limits (partially funded)
• "Carlsbad Boulevard/Palomar Airport Road Improvements (partially funded)
• Hosp Grove/Buena Vista Lagoon Improvements
• Palomar Airport Road Widening and Bridge Reconstruction
• Pine Ave. Park - Madison Property
• Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the revised TIF fee program which is planned to generate enough revenue
to pay for approximately 20% of the total cost. The remaining portion is unfunded.
Encina Capital and Operating Budgets
At its April 22, 2009 meeting, the Encina Wastewater Authority Board of Directors (EWA) and Joint
Advisory Committee approved the FY 2009-10 Operating and Capital Improvement Budget. The
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Revised Basic Agreement states that EWA's Operating and Capital budgets are deemed effective
when certain criteria are met. One of the criteria is that all member agencies have separately
considered and approved the budgets.
Carlsbad's share of the Encina Operating Budget for FY 2009-10 is $3,012,448, or a decrease of
$208,103 (6.5%) over FY 2008-09 projected expenditures for Wastewater Plant Operations, and
$827,126, or 5.2% over FY 2008-09 for the Carlsbad Water Recycling Facility Operations. In
addition, Carlsbad's share of the Capital Budget for FY 2009-10 is $1,575,887, up from the
previous year's total of $744,152.
As in previous years, staff is also requesting that the City Manager continues to be authorized to
transfer appropriations between budgets and/or projects at Encina as approved by the EWA Board
staff (up to $25,000) and EWA Board in amounts up to $1,000,000. Any transfers in excess of that
amount will be brought back to the City Council for authorization. In addition, any increases to the
total budget for EWA will require the City Council's approval. This authority is contained in the
attached resolution.
Changes to the Capital Improvement Program
The following changes have been made to the Capital Improvement Program (CIP) since the CIP
Workshop on May 19, 2009:
• Adjustments to the Traffic Impact Fee (TIF) program approved by Council on May 5,
2009, including revenue adjustments and project changes, have now been incorporated
into the CIP program and related schedules.
• TransNet-Local revenue estimates have been updated in the program and schedules
based on updated SANDAG estimates.
• The Leo Carrillo Ranch Barn project was decreased by $500,000, based on updated cost
estimates.
• The BCC Drainage Facility-Reimbursement project was added to the schedule as a new
project. The addition does not have a dollar impact on the program, as the budget for the
new project of approximately $512,000 was moved from the larger Miscellaneous Master
Drainage Facilities project.
• Design costs for the Poinsettia Community Park Phase III project, totaling about $1.1
million, were moved back a year in the schedule to better align with the estimated date of
construction.
• Four projects were completed and remaining appropriations were removed from the CIP
schedule.
• A $600,000 transfer from the General Capital Construction Fund (GCC) to the General
Fund for the Traffic Signal Maintenance program is now reflected in the CIP schedules.
• A $250,000 advance from the General Capital Construction Fund (GCC) to the South
Carlsbad Coastal Redevelopment Agency is now reflected in the CIP totals.
• Negative appropriations originally reflected in FY 2009-10 in the CIP schedule now show
as adjustments to the balance forward of applicable projects.
• The FY 2009-10 appropriation of $1,575,887 for Carlsbad's share of the FY 2009-10
Capital Budget of the Encina Wastewater Authority (EWA) has been updated to reflect
the amount approved by the EWA Board of Directors in April 2009. Updated projections
for Carlsbad's share of EWA's future capital expenditures have also been updated.
Gann Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann Spending
Limit as required by Article XIIIB of the California Constitution. The Gann Limit creates a restriction
on the amount of revenue that can be appropriated in any fiscal year. The revenues, which are
0
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subject to this limitation, are those considered "proceeds of taxes." The basis for calculating the
Gann Limit began in Fiscal Year 1978-79, and is increased based on population growth and
inflation. The City's spending limit for 2009-10 is $194.2 million, with appropriations of "proceeds of
taxes" of $94.7 million. The result of the calculation shows the City is well below the Gann Limit by
a margin of $99.5 million.
Fees for City Services
One of the City Council's goals is to annually evaluate fees and charges for services. This year staff
has reviewed all of the fee schedules and is recommending changes to the following fees:
• As noted in the attached fee schedule, most general city fees are proposed to be increased
by 3.5% to reflect the cost of inflation. In addition, some of the general fees were not
adjusted for inflation, but were adjusted by other factors, as annotated in the attached fee
schedule.
• Development related service fees are proposed to be increased by 3.5% to reflect the cost of
inflation.
• Development Impact fees and other fees that are increased annually based upon an index
as stated in the resolutions or ordinances establishing the fees, are proposed to be
increased. The majority of the Development Impact fees are proposed to be increased by
6.4%, consistent with the Engineering News Record Construction Cost Index for Los
Angeles County.
• Ambulance Fees are proposed to be increased after a twenty city market study was
completed.
• Changes to the structure and amount of fees are being proposed for the processing of
Stormwater Pollution Prevention Plans and Stormwater Management Plans. On January 24,
2007, the San Diego Regional Water Quality Control Board (RWQCB) adopted National
Pollutant Discharge Elimination System Permit (new Municipal Permit) Order No. R9-2007-
001. The new Municipal Permit applies to all eighteen San Diego cities, the County of
San Diego, the San Diego Unified Port District, and the San Diego Regional Airport
Authority. The new Municipal Permit is a re-issuance of the previous NPDES Municipal
Permit Order No. 2001-01 issued on February 21, 2001. The new Municipal Permit
continues to implement most of the storm water protection policies, procedures,
requirements and standards of the prior permit and also requires implementation of new and
supplemental policies, procedures and requirements.
As a consequence of the adoption of the new Municipal Permit, the City was required to
revise and enhance City service requirements on its existing storm water permit plan review
and inspection processes. On April 1, 2008, City Council adopted new ordinances revising
storm water permit processing requirements in response to the new Municipal Permit.
Additionally, on March 24, 2008, the City Engineer approved an updated Storm Water
Standards Manual which incorporates revised standards and requirements for the
processing of Post-construction Storm Water Management Plans (SWMPs) and
Construction Storm Water Pollution Prevention Plans (Construction SWPPP's) for private
land development projects.
In order for the City to recoup its costs to meet the increased storm water compliance
service requirements for land development construction activities necessitated by the new
Municipal Permit, the existing fee schedule for the processing of SWMPs and Construction
SWPPP's must be updated. A Storm Water Permit Processing Fee Study Report dated
February 2, 2009 (on file with the City Clerk) was prepared by staff to establish appropriate
fees for the processing and inspection of SWMPs and Construction SWPPPs.
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Staff is recommending increases to several fees in the Library Department including the Library
Borrowing - Audio Visual Insurance Fee - Per Video Tape/DVD and the Library Book Non
Pickup Fee. The Library fees have been reviewed by the Library Advisory Board and the Board
is not recommending that the two fees specifically mentioned above be raised at this time.
The revisions to the fees are shown in Exhibit 7a.
Changes to the Master Fee Schedule
The following changes have been made to the Master Fee Schedule since the Budget Workshop
on June 2, 2009:
Parks and Recreation has requested to delay the originally proposed fee increases in Exhibit 7,
Schedule A, and will bring them forward after their Fee Study is completed.
In addition, for FY 2009-10, the City Council is considering a reduction in fee escalators or a one-
year moratorium on fee increases due to the economic recession. This may be part of the
discussion during budget deliberations on June 16, 2009.
Utility Rate Increases
As part of the ongoing financial management program, the City annually prepares forecasts for the
Water, Wastewater and Solid Waste funds. The forecasts for the Water and Wastewater
enterprises shows that rate increases are needed to keep up with increases in expenditures as well
as ongoing funding for unfunded state mandated programs. The proposed rate increases would
result in an estimated total monthly increase to an average single family household using 12 units
of water, of $6.65 per month, or 8.6%.
The City Council and the Board have set a date of June 23, 2009 for a public majority-protest
hearing date for the Water and Sewer fee increases.
FY 2008-09 Operating Budget Adjustments
Each year the General Fund is responsible for its share of storm water costs. This is reflected in
the operating budget as a transfer from the General Fund to the Storm Water Fund. The budgeted
FY 2008-09 transfer in the amount of $154,273 was omitted from the FY 2008-09 adopted budget,
and requires Council approval.
The amount budgeted in FY 2008-09 in the Section 8 Housing Program Special Revenue Fund for
Section 8 housing assistance payments is not sufficient to meet the current year needs of the
program, therefore, an additional budget appropriation of $250,000 for housing assistance for FY
2008-09 is being requested. The request for an increase in funding is a direct result of the current
economy and the impact that it has had on Section 8 participants due to layoffs, reductions in
wages, and reductions in Federal and State benefits. Sufficient cash balances exist in the fund for
the additional appropriation. There is approximately $1.9 million expected in the fund balance at
the end of FY 2008-09.
ENVIRONMENTAL AND CONSISTENCY REVIEW:
In accordance with Government Code, all projects that receive appropriation of funds for FY 2009-
10 received a finding of General Plan Consistency by the Planning Commission at their meeting on
April 15, 2009. There are no foreseeable adverse environmental impacts and the individual
projects will receive additional CEQA review upon approval.
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FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. FY 2009-10 Preliminary Operating Budget overview.
2. FY 2009-10 Preliminary Capital Improvement Program overview.
3. Resolution No. 2009-143 of the City Council of the City of Carlsbad, California, adopting
the Final Operating Budget and Capital Improvement Program for FY 2009-10 for the City of
Carlsbad and establishing controls on changes in appropriations for the various funds.
4. Resolution No. 1358 of the Board of Directors of the Carlsbad Municipal Water
District, California, adopting the water district final Operating Budget and Capital Improvement
Program for FY 2009-10.
5. Resolution No. 468 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving the Operating Budget of the Redevelopment Agency and
Housing Authority for FY 2009-10.
6. Resolution No. 2009-144 of the City Council of the City of Carlsbad, California,
establishing the FY 2009-10 appropriation limit as required by Article XIIIB of the California
State Constitution and State law.
7. Resolution No. 2009-145 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
8. Resolution No. 2009-146 of the City Council of the City of Carlsbad, California, approving
the City of Carlsbad's share of the Fiscal Year 2009-10 Capital and Operating Budget of the
Encina Wastewater Authority.
9. Resolution No. 2009-147 of the City Council of the City of Carlsbad, California
approving adjustments to the FY 2008-09 Operating Budget.
10. Resolution No. 469 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving adjustments to the FY 2008-09 Operating Budget.
11. Resolution No. 1359 of the Board of Directors of the Carlsbad Municipal Water
District, California, approving a new position classification.
The Preliminary Operating Budget and Capital Improvement Program for FY 2009-10 is on file with
the City Clerk and on the city's website at: www.carlsbadca.gov . The Capital Improvement
Program Technical Appendix will be available for review in the Finance and Engineering
Departments by September 2009. The Master Fee Schedules are on file with the City Clerk as well.
°l
Exhibit 1
FY 2009-10 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for Fiscal Year 2009-10 totals $190.3 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's projections. 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
Exhibit 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 -I
50 •
40 •
30 •
in .
0 -
_____^ , _____
,,>.— *?;••— v * - *~~ * * *- — +
n „, K. ,, c, . % , ~
— *— Sales Tax
-*- Property Tax
Fiscal Year
Sales Tax by Category
Fourth Quarter 2008
Business to Miscellaneous
Business
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 II
Exhibit 1
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
2002 2004 2006 2008
Fiscal Year
2010e
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
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.
• Other Franchise
• SDG&E Franchise
2002 2004 2006 2008
Fiscal Year
201 Oe
B-3
Exhibit 1
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
$ Millions
140 -,'+18.4%0.7%-3.7%-6.2%
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.
FY2005 FY2006 FY2007 FY2008 FY
2009r
FY
2010e
B-4
Exhibit 1
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 ,11 Others
3%
Maintenance Distrias.
23%
CDBG
7%
Affordable Housin
6%
.ental Assistance
57%
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
Exhibit 1
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 $48.1 million, or 43% of the FY 2008-09 Revised Budget. The reserve amount is
consistent with Council Policy 74: General Fund Reserve Guidelines.
B-6
Exhibit 1
EXPENDITURES
The City's Operating Budget for FY 2009-10 totals $190.3 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 $190.3 million was developed.
B-7
Exhibit 1
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.
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. 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.
B-8 /7
Exhibit 1
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
15.1
1.9
$ 190.3
$
CHANGE
$ (3.6)
(0.7)
5.9
0.1
-
$ 1.7
%
CHANGE
-3.2%
-6.3%
12.3%
0.7%
0.0%
0.9%
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.
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 MiHions)
PERSONNEL
M&O
CAPITAL OUTLAY
FRANSFERS
TOTAL
REVISED
BUDGET
200849
$ 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
B-9
Exhibit 1
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. There are no major
capital outlay purchases planned in the General Fund for FY 2009-10.
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.
• $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:
• $166,500 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.
B-10
Exhibit 1
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.
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.
uio
B-11
Exhibit 1
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,
proposed citywide personnel savings from vacancies and other efficiencies, and
reductions in anticipated transfers from the General Fund.
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 -''-3.3%
+10%
I 11 I I
FY2005 FY2006 FY2007 FY2008 FY
2009a
FY
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
B-12
Exhibit 1
camera van. These increases were offset by a decrease of $740,000 to the annual replacement
fund transfer.
The Internal Service funds total $15.1 million, which is about the same as the previous year.
The Internal Service funds are self-supporting through user charges. Changes occurred in a
number of these funds:
• 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 $576,000 more than the
previous year, or a 57.7% 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
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
OVERVIEW
The City of Carlsbad Capital Improvement Program (CIP) is a planning document that outlines
the expenditure plan for future capital projects and the corresponding revenues to pay for those
expenditures. The CIP is a financial planning document, not a commitment for spending. All
construction costs are estimates and are reviewed and further refined each year. Spending
authorization is given only at the time the City Council formally adopts the proposed budget, and,
at that time, funds are only appropriated for the following fiscal year. Information is shown in
subsequent years to provide the most comprehensive snapshot of all the known future facilities
the City of Carlsbad plans to construct.
The Fiscal Year 2009-10 Capital Improvement Program outlines approximately $71.2 million in
new appropriations to provide additional funding for the continuation of existing projects as well
as funding for new projects. Projected revenues during the same fiscal year are estimated at
$58.7 million. Revenues are collected as building permits are issued; as the need for facilities
arises, the money is used to fund the new facilities. As
the City continues to grow and develop, there is a
corresponding increase in the demand for development-
related services and new facilities. To ensure that the
necessary infrastructure and facilities are built on a
schedule that meets or exceeds this demand, the
citizens of Carlsbad adopted a Growth Management
Plan in 1986. The Growth Management Plan states that
unless a standard level of facilities is available to meet
new demands resulting from the City's growth,
development cannot proceed. This Plan is the
foundation for making decisions about the timing and prioritization of the capital projects under
consideration. A discussion of the City's Growth Management Plan is located at the end of this
report.
The remainder of the report explains the process and the results of the City's plans for its capital
facilities. A large increase in the cost of construction materials has occurred over the past four
years, pushing up the cost of projects. With the economic recession, the increases in the cost of
construction materials are expected to moderate over the next two to three years.
Proposition C was approved by the voters of Carlsbad in November 2002. It allowed the City to
expend over $1 million (per project) of general funds to help finance the following projects:
• City/Safety Training Center
• A portion of Cannon Road - East of College (Reach 4)
• Trails and Open Space
• A Swimming Pool Complex
After the voters approved the ballot initiative, the City set aside $35 million for Proposition C
projects. Currently, $16.2 million has been appropriated for Alga Norte Park, $13.7 million has
been appropriated for the Joint First Responders Training Facility, and $100,000 is allocated for
design of a City Administrative Training Facility. A remaining balance of $5.0 million is available
to help fund Proposition C projects.
It is still anticipated that the City will meet its growth management standards. This reflects the
Council's continued commitment to construct the facilities as needed to serve the current and
anticipated development occurring throughout the City.
1-1
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
PROJECT EVALUATION
What is the definition of a CIP project? Projects that are shown in the CIP are generally defined
as any construction (or reconstruction/replacement) of major infrastructure such as streets,
libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and
other facilities that are located on or in the ground. In most cases, the total construction cost of
each of these assets is recorded and tracked as part of the City's inventory of capital
infrastructure assets and other City-owned property.
The CIP and the Operating Budget are integral
parts of the total City financing plan. Staff began
the process by evaluating the construction
schedules for City facilities in conjunction with the
workload of the staff needed to complete the
projects. Staff also met with the City Council to
identify their priorities. In the FY 2009-10 CIP,
there are approximately 225 continuing and new
projects planned through buildout. All projects
were analyzed using the criteria shown in the
table. Project timing was reviewed, and an
evaluation of the availability of capital
construction funds as well as operating funds
was then factored into the evaluation process.
CAPITAL PROJECTS
, Project Ranking Criteria
1. Is the project required to ensure the health
and safety of the citizens, as the result of a
legal mandate, or to maintain compliance
with the City's Growth Management Plan?
Are operating funds available to operate the
facility?
2. Is the project needed soon for growth
management compliance?
3. Is the project needed now for other City
standards (example: ball field standards)?
4. Does the project complete or provide part of
the basic infrastructure (example: a linking
road segment)?
5. Are there other reasons to construct the
project (example: Council priority, timing or
funding opportunity, public demand)?
The following two sections provide information about the major capital projects. The first section
focuses on projects planned in the next five years, and the second section contains an overview
of the entire expenditure plan through the buildout of the City. All construction costs are
estimates and only projects scheduled for FY 2009-10 are appropriated. The information shown
in the future years reflect the most comprehensive snapshot of the known future facilities and
their associated cost at this point in time.
THE NEXT FIVE YEARS...
PARK PROJECTS
The City has planned a number of park projects over the next 5 years which will enhance the
recreational opportunities for Carlsbad's residents and allow the City to meet the standards for
park acreage as set forth in the growth management plan. Some of the more significant projects
are listed below.
• Alga Norte Park and Aquatic Center - This park site consists of 30 acres in the Southeast
Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a
skate park, a dog park, restrooms, parking facilities, and an aquatic center. The aquatic
center will include a 55-meter competition pool, a 12-lane instructional pool and a therapy
pool as well as a water play area for toddlers (Phase I). In addition, a moving river, water
slides and wet play structure are planned for Phase II. A swimming pool complex was one of
the projects approved by the voters through Proposition C in 2002. The total cost of the park
and aquatic center - Phase I is estimated to be $39.8 million. Total appropriation for the park
and Phase I and Phase II of the aquatic center is currently at $50.4 million.
I-2
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
*»-j
• Leo Carrillo Park - Phase III - The third phase of this historic park facility
includes renovation of additional buildings, construction of additional
restrooms, an arboretum area, and transformation of a barn into a
community theater. The total cost is approximately $2.4 million and design
is expected to begin in FY 2013-14.
CIVIC FACILITIES
Civic facilities include a variety of facilities from which the City can offer its
services to the public. Many of these are still in the preliminary design stage and will be further
defined over the next several years.
• Public Works Center - The construction of the Public Works Center and associated
improvements include offices, shops, a yard, warehouse and parking to accommodate the
Public Works Department. The cost of the project is approximately $28.1 million.
• Fire Station No. 3 Relocation - Fire Station No. 3 is currently
located at the corner of Chestnut and Catalina. As the City grows
eastward, relocation of this station is needed to help ensure the five-
minute response time. The new station is budgeted as a 6,200
square foot facility and the current proposed site is in Robertson
Ranch. Total cost is projected at $7.5 million.
• Joint First Responders Training Facility - Carlsbad's Joint First
Responders Training Facility is planned for construction on a site at the Carlsbad Safety
Center adjacent to Fire Station No. 5, at a total cost projection of $24.5 million. Preliminary
plans for this facility include a 25-yard and 100-yard shooting range, a 4-story fire training
tower, a 2-story residential training facility, and an outdoor seating pavilion.
STREET PROJECTS
Traffic congestion continues to be one of the top concerns among citizens. To help improve the
flow of traffic throughout Carlsbad and to keep the City's streets in top condition, there are a
number of street projects expected to be completed in the next five years. Some of the larger
street projects include:
• El Camino Real Widening - Tamarack to Chestnut - The project includes the widening of El
Camino Real to prime arterial roadway standards. Current cost estimates have been updated
due to the need to acquire additional roadway right-of-way and the actual design of the
retaining walls along both sides of the roadway. The refined scope of work results in an
increase to the project's total estimated cost of $4.3 million, bringing the total estimated cost
of the project to $12.3 million. Appropriations of $4.7 million are being requested in FY 2009-
10.
coawo00
• El Camino Real Medians - The project is the construction of the missing segments of the
medians along El Camino Real. Current cost estimates have been updated, resulting in an
increase to the total estimated costs of $2.7 million, of which $1.1 million is being requested in
FY 2009-10. The revised total estimated cost of the project is $5.2 million.
• Pavement Management -Carlsbad's local streets are maintained on a regular cycle to ensure
a good riding surface and to extend the life of the street. Part of that maintenance program is
the sealing and overlay of the existing street surface. In addition, any problem areas are
addressed as they are identified. The FY 2009-10 CIP has $4.5 million budgeted for this
program which includes an advance of $1.0 million from the FY 2010-11 funding program to
complete the overlay of College Blvd. from Faraday Ave. to Palomar Airport Road in a timely
manner and will reduce the amount of costly removal and reconstruction work that could
result from delays.
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
• Concrete Repair - This is a companion program to the pavement management program. It
will insure that curbs, gutters and sidewalks are also properly maintained. By allocating the
funding, both pavement and concrete replacements can be accomplished at the same time.
This will help maximize efficiencies and reduce inconvenience to Carlsbad citizens. The FY
2009-10 CIP has $350,000 budgeted for this program.
• Carlsbad Boulevard Encinas Creek Bridge Replacement - Complete replacement of the
existing bridge, originally constructed in 1913, is planned in the next 5 years at an estimated
cost of $2.5 million.
• Poinsettia Lane Reach E - This project includes completion of the final link along Poinsettia
Lane between Cassia Road east to Skimmer Court. The total cost is approximately $13.5
million and the City expects to begin the design in FY 2013-14.
WATER/ WASTEWATER PROJECTS
The City's water and wastewater projects are a vital component to the continued health and
welfare of its citizens. Most new lines are built and paid for by developers. As the City ages, it
will become necessary to repair and replace the lines that already exist, and an increase in these
projects is anticipated in future years.
• Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement - The project consists
of constructing a parallel sewer interceptor system to accommodate existing and future sewer
flows from the cities of Vista and Carlsbad. The individual projects include a parallel force
main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a parallel gravity
main from the Lift Station to the Encina Wastewater Facility. New appropriations of $31.4
million are included in the FY2009-10 CIP for the Vista/Carlsbad Interceptor projects. The
overall total cost estimates for all years for the five components of this project have increased
approximately $2.9 million, for a total cost of $47.4 million, of which $14.7 million is to be
funded by the City of Carlsbad, with the remainder of $32.7 million to be funded by the City of
Vista.
• Wastewater Lines - Other major wastewater lines scheduled for construction or replacement
within the next five years include:
- Buena Interceptor Sewer Improvements
- Home Plant Lift Station Replacement
- North Agua Hedionda Sewer Replacement
• Water Lines - Major water lines scheduled for construction or replacement within the next five
years include:
- Carlsbad Boulevard - South of Avenida Encinas
- Maerkle Transmission Main
- Tri-Agencies Water Transmission Pipeline Replacement
• Maerkle Reservoir Storage - Construction of a buried 16 million gallon water storage
reservoir next to the existing reservoir is planned in order to provide additional emergency
storage and meet the 10-day storage criteria based on ultimate demands. The total cost is
estimated at $14.8 million.
I-4
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
• Hydroelectric Pressure Reducing Station at Maerkle Reservoir - On April 14, 2009, Council
authorized staff to move forward with the development of a hydroelectric pressure reducing
station at the Maerkle Reservoir. This electricity generating project will provide a renewable
energy source for the City. The cost estimate for this project is $1,250,000.
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for FY 2009-10 to Buildout outlines approximately 90 new or continuing projects and 135
future projects for a total of 225 projects at a cost of approximately $441.3 million as shown
below:
CIP Projects
Project Type
Streets/Circulation
Civic Projects
Wastew ater
Parks
Water
Drainage
Other (loans)
Total Future
- All Future Project
Percent
30%
18%
20%
15%
11%
5%
1%
100%
Costs
Total Cost
131,697,555
79,097,322
90,064,024
65,186,866
46,807,874
22,801,256
5,650,000
441,304,896
Park and recreational facility construction and acquisition projects total approximately $65.2
million. Park projects planned within all quadrants of the City are listed below in addition to when
the design and/or construction are expected to begin. More detail follows on specific projects not
discussed earlier in this report.
PARK PROJECTS BY QUADRANT
Northwest Quadrant
Robertson Ranch Park Site Development:
2020-24
Southeast Quadrant
Alga Norte Park: TBD
Alga Note Aquatic Center: TBD
Leo Carrillo Park Phase III: 2013-14
Northwest Quadrant
Pine Ave. Park-Restroom/Storage Building:
2010-11
Pine Avenue Park Community Building: 2020-24
Southwest Quadrant
Poinsettia Park Community Building: 2013-14
Aviara Community Building: 2020-24
Citywide Park and Recreational Project
Veteran's Memorial Park: 2020-24
Business Park Recreational Facility: 2020-24
• Aviara Community Facility - Located in the southwest quadrant of the city, this project
includes the construction of an 18,000 square foot community facility that would include
meeting and activity rooms, as well as park offices.
• Poinsettia Park Community Center - Phase II of this 42-acre
park includes amenities such as a community facility,
gymnasium, enclosed soccer field, tot lot, picnic areas,
tennis complex, clubhouse, stadium court and additional
parking. The cost is expected to be approximately $14.6
million. The timing of the design is scheduled to begin in FY
2013-14.
U1O
GOG
I-5
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
• Veterans Memorial Park - This project is located south and east of Agua Hedionda Lagoon
adjacent to the City Golf Course, The Crossings at Carlsbad. The Master Plan includes the
following improvements: community leisure needs, open space interpretive area, parking and
maintenance facility. Other suggested uses for this park include an amphitheater complex,
sports complex, conference center and numerous other active/passive recreation amenities.
Approximately 30% of future expenditures are planned for street and traffic signal construction
projects. Included in this category is construction of major roadways that will add east to west
and north to south connections as well as provide additional routes to the neighboring cities of
Oceanside, Vista, and San Marcos. Sections of these roads are already under construction by
developers. Additional roadway projects include replacement of the Carlsbad Boulevard Encinas
Creek Bridge, several road-widening projects, and funding for sidewalk construction, concrete
repair work and pavement overlay. Currently there are about 20 traffic signals identified and
recommended for construction in future years.
Wastewater and drainage projects are expected to cost over $112.9 million, which includes
approximately $53.8 million in sewer replacement projects. Funding is also provided for the
repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina Water
Pollution Control Facility projects.
Future water projects include construction of new waterlines, both potable and recycled,
concurrent with new development. Some of the major areas in which these installations or
upgrades are planned include segments of College Boulevard and Poinsettia Lane. Replacement
of existing potable and recycled waterlines is also included in this category, and additional
reservoirs are planned to increase storage for ultimate demands. In addition, $28.0 million is
planned for known replacement projects.
Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities
are currently estimated at $79.1 million of the total planned capital expenditures to buildout.
UNFUNDED PROJECTS
There are several projects identified in the CIP for which there is no identifiable funding source
and in some cases where only partial funding has been identified. The City will investigate
obtaining possible outside funding such as Federal and State grants, loans, or other financing
sources. Once funding is identified for these projects the project costs will have to be reviewed
and updated to reflect actual cost estimates. The unfunded projects do not receive annual
inflationary increases. These projects are:
Business Park Recreational Facility (partial)
Cannon Lake Park (6.7 Acres)
Cannon Road - Reach 4 - Cannon Rd./College to City Limits
Carlsbad Boulevard Mountain View to Northerly City Limits (partially funded)*
Carlsbad Boulevard/Palomar Airport Road Improvements (partially funded)*
Hosp Grove/Buena Vista Lagoon Improvements
Palomar Airport Road Widening and Bridge Reconstruction
Pine Avenue Park - Madison Property
Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the revised TIF fee program approved by the City Council on May 5,
2009, which was planned to generate enough revenue to pay for approximately 20% of the total
cost. The remaining portion is unfunded.
I-6
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital
projects. In order to estimate future revenues from development,
several assumptions about the rate and type of future development
need to be made. These assumptions can change from year-to-
year and correlate with the economic climate.
Every year, City staff evaluates all existing and future private development projects and compares
this information to the buildout capacity of the City using adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable
land might develop are then summarized to prepare future projections about when and where
residential and non-residential development will occur. Finance Department staff prepares cash
flow schedules using current fund balances combined with future estimated fees paid by those
developments, then compares the available funds to the expenditure plan to ensure that funding
will be sufficient for construction of the capital projects as planned in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant operating cost impacts and
availability of staff resources are also considered to evaluate the timing of projects. Where
funding discrepancies occur, alternative financing methods and project timing are again evaluated
and recommendations are made to resolve the discrepancies.
Residential development has slowed significantly due to the economic recession. The number of
annual building permits issued is projected to decline compared to the previous five-year period.
The development schedules of the remaining vacant parcels are driving the timing of the future
units. There are approximately 5,044 units remaining before the City is predominantly built out.
Residential development for FY 2009-10 is projected at 74 units with an average about 150 units
per year over the next five years. This is compared to an average of over 638 units per year for
the previous five-year period. The decline, particularly in the next 5 years, is due to the current
economic downturn and the dwindling supply of developable land.
The amount of non-residential development is projected to also decline significantly over the next
five years. The average annual square feet of non-residential development for the past 5 years
was about 1,129,000. For FY 2009-10, the estimate is for 245,000 square feet, and the average
annual development for the next 5-year period is approximately 509,000 square feet per year.
Projects include several neighborhood commercial/retail developments located in or near the
areas where most of the residential development has occurred or where new development is
planned over the next several years. In the southeast quadrant, commercial projects include retail
and restaurants, and a daycare facility and church. A senior care facility is planned in the
northeast quadrant. Other commercial developments are planned at Robertson Ranch and Bressi
Village; there are also two hotels anticipated. Industrial development consists of various new
office and industrial projects, as well as expansion of existing projects at Kelly Corporate Center
and Legoland. The desalination plant is also anticipated within the next five years. Development
estimates provide the data and basis for estimating future fee revenues, which are calculated by
multiplying each applicable development fee by the estimated number of dwelling units and/or
square feet of construction expected during each year. The following table shows the number of
residential units and non-residential square feet of development used in calculating estimated
revenues for FY 2009-10 and subsequent years to buildout.
I-7
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Projected Development
Residential and Non-Residential Construction
Year
2008-09 current
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
Years 6-1 0
Years 11-buildout
Total Future
Residential
Units
64
74
99
131
249
196
1,433
2,798
5,044
Non-Residential
Square Feet
233,878
245,156
267,855
366,126
505,653
381,567
3,502,117
4,191,631
9,693,983
REVENUES
Revenues for Capital Projects from now until buildout are estimated to be approximately $600.9
million and are segregated into five major categories: (1) fees generated by development in
Carlsbad, (2) special district fees and taxes (Community Facilities Districts and Bridge and
Thoroughfare Benefit Districts), (3) Water and Wastewater Replacement funds, (4) Infrastructure
Replacement funds (other than wastewater and water), and (5) Other sources including grants,
bond issues, and contributions from other agencies.
Revenue Estimates FY2009-10 to Buildout
Total Revenue = $600.9 Million
Other Agencies
17.9%
Infrastructure^'
Replacement
Transfers 22.8%
Developer Fees
28.3%
Utility Infrastructure
Replacement
Transfers 23.3%
Financing Districts
7.7%
Approximately 28.3% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City's annual growth in dwelling units and
commercial/ industrial square feet. Development revenues include Public Facilities Fees (PFF),
Traffic Impact Fees (TIF), Park-ln-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD)
comprise 7.7% of the total. Water and Wastewater replacement revenues generated by user
fees equal approximately 23.3% of total revenues, and are used to pay for replacement of
existing water and sewer facilities. Infrastructure replacement revenues, equal to 22.8%, are
transfers from the City's General Fund which are being set aside to pay for replacement of major
capital facilities other than wastewater and water facilities. The remaining 17.9% consists of
I-8
2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
revenues from other agencies and include federal and state grants, the county sales tax program
(TransNet), redevelopment agency revenue, and contributions from cities and other agencies.
CALCULATION OF FUTURE FEES
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $178,633 per multi-family dwelling unit, and
$315,200 per single-family dwelling unit. A building permit valuation of $42 per square foot of
construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and 8 trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by
commercial/industrial building can vary widely depending on the ultimate land use.
CFD #1 is a citywide district established to finance various civic facilities required under the City's
Growth Management Plan. CFD #3 was established for the Faraday Avenue and Melrose Drive
Extensions east of El Camino Real, as well as the extension of El Fuerte. This project
encompasses the extension of Melrose Drive from Palomar Airport Road to the Carlsbad/Vista
city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista.
Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the City, and the fees are based on
the acquisition cost of parkland. Projects in the CIP funded with Park-
in-Lieu Fees include future park site acquisition, development and
restoration.
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. Although
construction of this project is complete, revenues collected from future development within the
district will be used to repay an advance that provided interim funding to complete the project.
SUMMARY
The FY 2009-10 to Buildout CIP is being driven by the City's commitment to ensure that facilities
are available to service the developing areas as well as the current residents. Carlsbad's
philosophy has been to build quality capital facilities, which meet, and at times exceed, Growth
Management standards. Phasing projects over a period of years to match funding availability for
construction and operations is often used to meet the needs of growth management. The FY
2009-10 to Buildout Capital Improvement Program reflects the commitment of Carlsbad's City
Council and staff to continue providing its residents with a better quality of life.
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2009-10 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the City by linking residential,
commercial, and industrial development directly to standards for availability of public services and
facilities.
The Growth Management Plan has established precise standards for eleven public facilities.
Standards must be met at all times as growth occurs. Facilities for which standards have been
established are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless all of the eleven public facility standards
have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed Carlsbad's
Capital Improvement Program to anticipate the funding needed for capital improvements through
buildout of the City. The timing of construction of facilities is governed by the rate of development
and the eleven performance standards. New public facilities often require additional staffing and
other resources, which affects the Operating Budget. Facilities such as community centers,
parks, and fire stations have been constructed and opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the FY 2009-10 CIP, compliance with the Growth Management
Plan is continued.
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Exhibit 3
1 RESOLUTION NO. 2009-143
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
3 OPERATING BUDGET AND CAPITAL IMPROVEMENT
4 PROGRAM FOR THE FISCAL YEAR 2009-10 FOR THE
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
5 ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
FUNDS.
6
7 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
8 proposed final Operating Budget and Capital Improvement Program for FY 2009-10 and
9 has held such public hearings as are necessary prior to adoption of the final budgets.
10
H WHEREAS, the Planning Commission made a finding of General Plan
12 Consistency for all projects receiving an allocation of funds for FY 2009-10 on April 15,
13 2009 pursuant to Planning Commission Resolution No. 6302.
14
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
15
Carlsbad, California, as follows:16
17 1. That the above recitations are true and correct.
18 2. That certain documents now on file in the office of the City Clerk of the
19 City of Carlsbad entitled, "City of Carlsbad, FY 2009-10 Preliminary Operating Budget
20 and FY 2009-10 to Buildout Capital Improvement Program - Preliminary" as amended
21 in accordance with Exhibits 3-A through 3-C attached hereto and incorporated by
22
reference herein, is hereby adopted as the Operating and Capital Improvement Budgets
23
for the City of Carlsbad for the fiscal year.
24
25 3. That the amounts reflected as estimated revenues for FY 2009-10 as
26 shown in Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for 2009-
27 10.
28
Exhibit 3
1 4. That the amounts designated as the 2009-10 Budget request in Exhibits 3-
2 A and 3-B are hereby appropriated to the department or fund for which they are
3 designated and such appropriation shall not be increased except as provided herein.
4 5. That total appropriations for each fund may only be increased or
5 decreased by the City Council by passage of a resolution amending the budget except
6 as provided herein.
7 6. That the following controls are hereby placed on the use and transfers of
8 budget funds:
9 A. No expenditure of funds shall be authorized unless sufficient funds
10 have been appropriated by the City Council or City Manager as described below.
11 i. The City Manager may authorize all transfers of funds from
12 account to account within any department.
13 ii. The City Manager may authorize transfers of funds between
14 departments within the same fund in an amount up to $100,000 per transfer.
15 iii. The City Manager may delegate any of the authority given to
16 him/her under this resolution.
17 iv. The City Manager may authorize budget adjustments involving
18 offsetting revenues and expenditures; the City Manager may authorize increases
19 in an appropriation for a specific purpose where the appropriation is offset by
20 unbudgeted revenue, which is designated for said specific purpose.
21 v. The City Manager may authorize the transfer of appropriations
22 between accounts and/or capital projects up to $1,000,000 for the costs
23 associated with the Encina Wastewater Facility (Encina) as authorized by the
24 Encina Wastewater Authority's staff and/or Board. Any increase to the total
25 appropriations for Encina's operating budget and capital program must be
26 approved by the City Council.
27
28
Exhibit 3
1 vi. The City Manager may authorize budget adjustments to increase
2 the appropriations for Workers Compensation, Risk, Self Insured Benefits and
3 Liability Funds operating budgets in an amount equal to the increases in costs of
4 claims expenses.
5 vii. The City Council must authorize all transfers of funds from the
6 Council's Contingency Account.
7 B. The City Manager may authorize emergency out of state travel for
8 public safety or emergency services purposes.
9 C. The City Council must authorize any increase in the number of
10 authorized permanent personnel positions above the level identified in
11 Exhibit 3-C.
12 D. The City Manager may authorize the hiring of temporary or part time
13 staff as necessary, within the limits imposed by the controls listed above.
14 7. That the legal level of budgetary control is the fund level. Budgets may
15 not legally be exceeded at the fund level without appropriate authorization by the City
16 Council.
17 8. That interest earned on grants may be appropriated during the year for the
18 purpose for which the grant was received.
19 9. The City Manager or his/her designee is authorized to set recreation
20 program and class fees that are included in the Community Services Guide. The fee
21 shall not exceed the fully burdened (direct and indirect) costs of providing the program
22 or class but shall be no less than the lowest fee charged for like kind programs or
23 classes in the North County cities of Oceanside, Vista, San Marcos, Escondido, or
24 Encinitas. There are no fees in the Master Fee Schedule that will be changed as a
25 result of this authority.
26 10. The City Manager may authorize budget adjustments to increase the
27
Exhibit 3
1 appropriations in the Public Facilities Fee Fund in an amount equal to the utility
2 expenses for the City of Carlsbad's Las Palmas facility, while the building remains
3 vacant.
4 11. That all appropriations in the Operating Budget and in Capital
5 Improvement Program remaining unexpended at June 30, 2009, are hereby
6 appropriated to FY 2009-10.
7 12. That all appropriations for outstanding encumbrances as of June 30,
8 2009, are hereby continued into FY 2009-10 for such contracts or obligations.
///
9
III10
11 '"
12 "/
13 ///
14 ///
15 ///
16 ///
17 ///
18
///
19
///
20
21 '"
22 I"
23 ///
24 ///
25 ///
26 ///
27
28
1
2
3
4
5
6
7
8
9
10
11
12
13
14
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
ATTEST:
LORR*
(SEAL)
>, MayoY
.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 3A
FUND
I GENERAL FUND
REPAYMENT FROM SOLID WASTE
ADVANCE TO GOLF COURSE FUND
ADVANCE TO MEDIAN MAINTENANCE
TRANSFER TO INFORMATION TECHNOLOGY
TOTAL
| SPECIAL REVENUE
POLICE ASSET FORFEITURE
CITIZEN'S 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
WORKERS1 COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
I 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
I $46,059,403 *
0
0
0
988,000
47,047,403
H]
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
HI
(925,720)
3,020,493
1,704,596
7,649,521
11,448,890
HI
2,987,626
144.461
1,251,862
86,782
9,691,867
3,158,481
17,321,079
HI
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)
0
48,140,208 '
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
$109,299,912 |
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
REPAYMENT FROM VILLAGE RDA
TRANSFER TO IT (NON-DEPT CONTINGENCY)
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
CITIZEN'S 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
$48.140,208 *
488,118
48,628,326
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
$109,788,030
ESTIMATED
REVENUES
$108,823,397
500,000 "
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
500,961
730,120
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
1,574,000
6,263,186
15,050,277
1,501,567
100,616
201,599
42,981
1,846,763
$190,261,353
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2010
$47,852,673
136,000 136,000
(166,500) (166,500)
(1,600,000) (1,600,000)
(204,000) (204,000)
$500,000
(488,118) 0
46,518,173
694,915
317
2,115
1,662,441
(395,640) 14,340,947
29,313
(250,000) 89,838
236,335
218,177
166,500 440
393,270
1,173,044
961,789
176,853
165,758
105,859
108,552
(1,000,000) 48,527
370,032
20,778,522
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
11,596,173
488,118 (1,749,428) 1,326,310
14,443,896
(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) $105,476,997 |
• FOR THE GENERAL FUND ONLY THIS REPRESENTS UNDESIGNATED, UNRESERVED FUND BALANCE.
" VILLAGE RDA WILL BE REPAYING THE GENERAL FUND. THE REPAYMENT, FOR BUDGETARY PURPOSES, IS BEING REFLECTED AS A REVENUE IN THE GENERAL FUND.
B-15
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%
-10.2%
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%
02%
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
CITIZEN'S 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%
-330%
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%
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)
-46.1% (4,700)
11.6%
-64.5%
-100.0%
-38.4%
0.6%
-33.0%
-0.5%
0.7%
0.0%
0.7%
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%
22.2%
278.0%
-100.0%
-100.0%
-74.3%
-26.2%
-26.2%
15.2%
-1000%
-1.9%
16.7%
-16.7%
-100.0%
4.8%
5.3%
5.3%
-28.6%
-56.9%
-29.0%
-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 |
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%
-3.5%
-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)
[TOTAL OPERATING $197,523,889 $192,943,421 $194,745,388 0.9%$1.801,967 I
B-21
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
7,539,733
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: ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
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%
* ACTUAL EXPENDITURES FOR MANAGEMENT INCENTIVE PAY ARE REFLECTED WITHIN THE INDIVIDUAL DEPARTMENTS.
B-23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
ISPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
CITIZEN'S 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
500,961
730.120
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
1,574,000
6,263,186
15,050,277
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%
25.0%
-30.6%
-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%
57.7%
-5.3%
0.0%
-8.1%
5.7%
17.8%
0.2%
-4.9%
TOTAL OPERATING FUNDS $186,686.272 $191.249.068 $168,613,880 $188,689,141 $190,261.353 0.8%
General Fund
NonGF
109,110,932
81,150,421
190,261,353=^=
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
B-24
Exhibit 3B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2008-2009
JULY 1,2008
UNRESERVED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWV
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
STATE TRANSPORTATION
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
BALANCE
10,318,456
1,225,116
55,674,772
6,197,725
64,706,764
846,478
(94,111)
1,874
37,983,475
13,819,542
2,124,481
4,647,142
1,118,351
1,028,127
551,525
9,912,371
41,440,408
18,311,829
0
19,481
3,562,958
21,359,928
29,034,649
1,633,280
2,871
13,823,609
52,765
1,287,584
6,492,497
333,745
20,183,751
1,883,918
34,797,456
404,282,817
ESTIMATED
ESTIMATED
ESTIMATED DEBT SERVICE
REVENUES EXPENDITURES LOANS & OTHER
377,030
(12,134)
3,491,753
5,616,024
3,902,451
0
855,768
61
9,142,926
3,698,982
162,766
47,050
72,708
35,781
19,520
736,164
2,342,376
619,452
715,000
0
285,647
1,084,071
8,465,527
1,804,459
52
1,104,788
1,808
45,441
3,191,094
11,807
1,087,725
0
6,052,587
54,958,683
0
0
486,116
1,029,794
4,382,942
672,636
10,916
0
535,309
1,530,887
0
3,857,643
0
211,178
0
1,708,835
2,132,205
4,149,602
12,389
19,481
0
3,824,723
6,148,975
0
2,923
560,623
1,335
4,975
3,637,177
0
209,334
3,358
3,245,747
38,379,103
2,643,344
1,037,808
220,980
0
0
0
0
0
0
0
0
0
1,180,000
0
0
420,021
0
135,229
0
0
3,270,000
937,170
0
0
0
0
0
2,301
827,990
0
0
1,081,822
650,000
12,406,665
JUNE 30, 2009
PROJECTED
BALANCE
8,052,142
175,174
58,459,429
10,783,955
64,226,273
173,842
750,741
1,935
46,591,092
15,987,637
2,287,247
836,549
11,059
852,730
571,045
8,519,679
41,650,579
14,646,450
702,611
0
578,605
17,682,106
31,351,201
3,437,739
0
14,367,774
53,238
1,325,749
5,218,424
345,552
21,062,142
798,738
36,954,296
408,455,732
1-15
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2009-2010
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKW'i
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
STATE TRANSPORTATION
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL
JULY 1,2009
PROJECTED
BALANCE
8,052,142
175,174
58,459,429
10,783,955
64,226,273
173,842
750,741
1,935
46,591,092
15,987,637
2,287,247
836,549
11,059
852,730
571,045
8,519,679
41,650,579
14,646,450
702,611
0
578,605
17,682,106
31,351,201
3,437,739
0
14,367,774
53,238
1,325,749
5,218,424
345,552
21,062,142
798,738
36,954,296
408,455,732
ESTIMATED
REVENUES
48,330
0
1,652,343
1,636,890
197,000
0
1,535,994
0
6,538,000
0
33,958
0
142,767
37,421
16,037
263,249
547,534
449,010
100,000
250,000
90,062
30,474,361
3,200,000
981,929
0
721,768
0
0
4,701,000
0
413,529
0
4,693,000
58,724,181
6/30/2009
CONTINUING
APPROPR.
349,302
0
1,536,681
2,868,169
46,315,004
159,983
638,349
0
2,958,640
10,465,284
0
0
0
60,951
219,100
2,327,120
27,959,172
2,005,979
200,000
0
0
9,592,004
13,993,806
1,744,000
0
10,561,199
28,342
954,394
3,870,859
0
4,675,529
798,738
10,836,864
155,119,469
7/1/2009
NEW
APPROPR.
0
0
110,000
2,475,073
7,314,242
0
1,535,994
0
1,246,000
0
0
0
0
0
0
3,233,556
0
0
300,000
250,000
0
32,375,647
5,416,387
2,614,937
0
1,710,000
0
0
6,027,174
345,000
1,456,000
0
4,793,000
71,203,010
2009-2010
TOTAL CIP
APPROPR.
349,302
0
1,646,681
5,343,242
53,629,246
159,983
2,174,343
0
4,204,640
10,465,284
0
0
0
60,951
219,100
5,560,676
27,959,172
2,005,979
500,000
250,000
0
41,967,651
19,410,193
4,358,937
0
12,271,199
28,342
954,394
9,898,033
345,000
6,131,529
798,738
15,629,864
226,322,479
JUNE 30, 2010
PROJECTED
BALANCE
7,751,170
175,174
58,465,091
7,077,603
10,794,027
13,859
112,392
1,935
48,924,452
5,522,353
2,321,205
836,549
153,826
829,200
367,982
3,222,252
14,238,941
13,089,481
302,611
0
668,667
6,188,816
15,141,008
60,731
0
2,818,343
24,896
371,355
21,391
552
15,344,142
0
26,017,432
240,857,434
1-15
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKW
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5, 13, 16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
STATE TRANSPORTATION
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2005-2006
ACTUAL
REVENUE
1,376,967
94,297
4,595,150
1,974,975
3,490,443
30,985,910
1,127,704
728
4,787,770
15,007,594
303,004
216,055
577,594
342,046
180,662
1,394,418
7,177,940
5,393,508
1,058,550
74,118
1,068,906
1,672,308
5,271,251
428,955
136,933
1,407,742
65,859
28,618
3,320,925
6,935
3,386,838
10,878,643
5,495,772
113,329,118
2006-2007
ACTUAL
REVENUE
1,464,639
294,705
5,211,545
3,081,059
5,517,485
8,186,753
174,071
757
8,638,352
1,349,062
475,682
4,393,172
168,477
185,155
213,446
1,191,821
14,227,851
4,927,526
1,102,804
402,109
679,619
2,647,425
4,747,787
712,761
100,462
1,902,317
17,175
64,774
5,249,511
16,615
2,717,428
6,310,853
18,996,165
105,369,363
2007-2008
ACTUAL
REVENUE
685,051
243,058
6,022,173
2,175,033
21,722,104
3,229,295
25,064
107
10,039,558
14,689,534
475,315
174,290
260,945
58,794
84,240
643,543
8,181,479
8,399,786
418,143
14,689
698,222
2,423,647
6,912,342
1,644,023
2,439
2,898,498
4,700
73,778
2,676,734
19,085
2,506,713
-
6,115,644
103,518,026
2008-2009
ESTIMATED
REVENUE
377,030
(12,134)
3,491,753
5,616,024
3,902,451
0
855,768
61
9,142,926
3,698,982
162,766
47,050
72,708
35,781
19,520
736,164
2,342,376
619,452
715,000
0
285,647
1,084,071
8,465,527
1,804,459
52
1,104,788
1,808
45,441
3,191,094
11,807
1,087,725
0
6,052,587
54,958,683
2009-2010
ESTIMATED
REVENUE
48,330
0
1,652,343
1,636,890
197,000
0
1,535,994
0
6,538,000
0
33,958
0
142,767
37,421
16,037
263,249
547,534
449,010
100,000
250,000
90,062
30,474,361
3,200,000
981,929
0
721,768
0
0
4,701,000
0
413,529
0
4,693,000
58,724,181
1-15
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKW^i
BTD#3 - CANNON ROAD WEST
CFD#1 -CITYWIDE
GAS TAX
GENERAL CAPITAL CONST.
GOLF COURSE
GRANTS - FEDERAL
GRANTS - STATE
INFRASTRUCTURE REPLACEMENT
OTHER
PARK FEE ZONES 5,13,16
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PLANNED LOCAL DRAIN'G
PUBLIC FACILITIES FEE
RANCHO SANTA FE ROAD PROJECT
REDEVELOPMENT VILLAGE
REDEVELOPMENT SCCRDA
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
STATE TRANSPORTATION
TDA
TRAFFIC IMPACT FEE
TRANSNET/BIKE
TRANSNET/HIGHWAY
TRANSNET/LOCAL
TRANSNET/STP
WATER - MAJOR FACILITY
WATER - RECYCLED WATER
WATER - REPLACEMENT
TOTAL CAPITAL FUNDS
2006-2007
ACTUAL
0
441,205
1,061,255
3,069,941
9,809,462
24,610,889
(166,682)
15,362
1,786,327
9,759,090
0
689,594
462,878
1,250,000
0
467,751
5,972,530
2,735,145
264,594
17,631
5,831
4,739,333
3,836,803
712,761
4,751
1,463,883
181,337
16,035
4,830,558
-
2,243,730
17,357,408
2,810,850
100,450,252
2007-2008
ACTUAL
0
0
3,667,719
1,613,077
2,389,696
4,057,131
112,202
0
382,953
17,272,718
0
282
0
0
558,811
959,121
12,904,987
2,970,825
836,311
56,070
2,015,035
7,172,160
552,755
28
95,248
469,949
14,465
3,489
2,468,484
-
476,120
76,881
5,708,566
66,835,083
2008-2009
ESTIMATED
2,643,344
1,037,808
707,096
1,029,794
4,382,942
672,636
10,916
0
535,309
1,530,887
0
3,857,643
1,180,000
211,178
0
2,128,856
2,132,205
4,284,831
12,389
19,481
3,270,000
4,761,893
6,148,975
0
2,923
560,623
1,335
7,276
4,465,167
0
209,334
1,085,180
3,895,747
50,785,768
2008-2009
CONTINUING
APPROPR.
349,302
0
1,536,681
2,868,169
46,315,004
159,983
638,349
0
2,958,640
10,465,284
0
0
0
60,951
219,100
2,327,120
27,959,172
2,005,979
200,000
0
0
9,592,004
13,993,806
1,744,000
0
10,561,199
28,342
954,394
3,870,859
0
4,675,529
798,738
10,836,864
155,119,469
2009-2010
NEW
APPROPR.
0
0
110,000
2,475,073
7,314,242
0
1,535,994
0
1,246,000
0
0
0
0
0
0
3,233,556
0
0
300,000
250,000
0
32,375,647
5,416,387
2,614,937
0
1,710,000
0
0
6,027,174
345,000
1,456,000
0
4,793,000
71,203,010
2009-2010
TOTAL CIP
APPROPR.
349,302
0
1,646,681
5,343,242
53,629,246
159,983
2,174,343
0
4,204,640
10,465,284
0
0
0
60,951
219,100
5,560,676
27,959,172
2,005,979
500,000
250,000
0
41,967,651
19,410,193
4,358,937
0
12,271,199
28,342
954,394
9,898,033
345,000
6,131,529
798,738
15,629,864
226,322,479
1-15
2009-10 Capital Improvement Program
PROJECT TITLE
CIVIC PROJECTS
ADMINISTRATIVE FACILITIES
CIVIC CENTER
CITY ADMIN TRAINING FACILITY (PRE-DESIGN) - PROP C
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
POLICE » FIRE FACt-ITIES
FIRE STATION *3 RELOCATION
FIRE STATION #3 RELOCATION (GENERAL FUND)
FIRE STATION *6 (PERMANENT)
JOINT FIRST RESPONDERS TRAINING FACILITY
JOINT FIRST RESPONDERS TRAINING FACILITY - PROP C
POLICE CAD IMPLEMENTATION
LIBRARY FACILITIES
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (LEARNING CENTER)
LIBRARY EXPANSION (LEARNING CENTER)
LIBRARY EXPANSION (LEARNING CENTER)
MISCELLANEOUS CITYWIDE PROJECTS
PROPOSITION C PROJECTS
CFDtfl ADMINISTRATION
COASTAL RAIL TRAIL
COASTAL RAIL TRAIL (CMAQ)
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
STREETSCAPE IMPROVEMENTS
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
SUBTOTAL CIVIC PROJECTS
FACILITIES MAINTENANCE
BEACH ACCESS STAIRS REPLACEMENT
REPAIR RECOATING GUARDRAIL PAR BRIDGE AT CARLSBAD BLVD
REPAIR RECOATING GUARDRAIL PAR BRIDGE AT CARLSBAD BLVD - PROP 42
STAGECOACH PARK PICNIC SHELTER
SUBTOTAL FACILITIES MAINTENANCE
PARK PROJECTS
CITYWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)
CARLSBAD MUNICIPAL GOLF COURSE
LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION
VETERAN'S MEMORIAL PARK
NORTHWEST QUADRANT PARKS
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PINE AVENUE PARK-RESTROOM/STORAGE BUILDING
PINE AVENUE PARK-RESTROOM/STORAGE BUILDING
NORTHEAST QUADRANT PARKS
ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)
SOUTHWEST QUADRANT PARKS
AVIARA COMMUNITY PARK COMMUNITY BUILDING
AVIARA COMMUNITY PARK COMMUNITY BUILDING
AVIARA REIMBURSEMENT AGREEMENT
POINSETTIA COMMUNITY PARK -PHASE III
POINSETTIA COMMUNfTY PARK - PARKING
FUND
CF0HM
GCC
CFDH1
WATER REPL
SEWER REPL
PFF
GCC
PFF
GCC
GCC
GCC
CFD*1
PFF
GCC
CFD#1
OTHER
GCC
CFO*1
TRANSNET/BIKE
FED GRNT
GCC
REDVL VILLAGE
REDVL VILLAGE
IRF
GCC
STATE TRANS
GCC
ZONES
GOLF COURSE
GCC
CFD#1
PIL-NW
PFF
PFF
PIL-NW
PU.-NE
PFF
PIL-SW
PIL-SW
PFF
PFF
TOTAL
BUDGET
26,100.000
100.000
17,080.366
7,169.600
3,861,200
7,001.000
540,000
5,830.000
10,850,000
13.650.000
2,312.228
4,763.217
9,776,000
388,660
4,491,837
1,259,503
5,034,205
910,425
221.800
4,413,784
404,992
400,000
850.000
127.408,817
517,500
130.000
944,000
100,000
1.691,500
3.400.000
55,266.655
598,750
23,239,800
1.751,776
7,919.958
276,656
100,000
1,800,000
7.937,488
2.806,648
238,000
14,620,640
963.400
PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
EXP/ENC FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019 2020-BO
1,216.636 1,491,630
1,000.000
540,000
5,579,105 250,895
1,802,977 9,047,023
13,650.000
2,163,967 148.261
384.766 3,894
4,491,786 51
1.259,439 64
95.425 45,000
193,458 28,342
3,775,435 638.349
399,087 5,905
100.000
22,902,081 25.409,414
130,312 387,188
106.883 23.117
944.000
97.194 2.806
334.389 1.357.111
55.106,672 159,983
50,371 548,379
-
-
-
18,900 219.100
1.089,200
78,894 884,506
26,100,000
100,000
14,372,100
7.169.600
3.861,200
493,200 5,507,800
4,763,217
9,776,000
5.034,205
110.000 110,000 110,000 110,000 110.000 220,000
300,000
850,000
5,444.205 603.200 5,617,800 110,000 25,612,900 27.170,000 14,539,217
.
3,400,000
23,239,800
1.751.776
7.919.958
276,656
100,000
1,800,000
7,937,488
2,806,648
1,076.400 12,455,040
J-1
2009-10 Capital Improvement Program
PROJECT TITLE
SOUTHEAST QUADRANT PARKS
ALGA NORTH PARK - PARK (30 ACRES)
ALGA NORTE PARK - POOL
ALGA NORTE PARK - POOL
ALGA NORTE PARK - POOL (PROP C FUNDS)
LEO CARRILLO PARK - PHASE III
LEO CARRILLO PARK - PHASE III
LEO CARRILLO BARN
LEO CARRILLO BARN STABILIZATION (S197K * GRANT)
LEO CARRILLO EVENT AREA EXPANSION
SUBTOTAL PARK PROJECTS
DRAINAGE PROJECTS
AGUA HEOIONOA CHANNEL (PLDA "B* - FACILITY B * BN)
AGUA HEDIONDA CHANNEL
BCC DRAINAGE FACILITY (REIMS)
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT (PLDA "C" - C 1 )
CARLSBAD BLVD STORM DRAIN REPLACEMENT
CMP REPLACEMENT PROGRAM
COLLEGE BLVD. BRIDGE (REIMBJPLDA 'B' - FACILITY BL-L )
COLLEGE BLVD/CANNON RD (PLDA "B" - FACILITY BJ B * BNB » BJ-1)
HOSP GROVE PARK DRAINAGE IMPROVEMENTS
KELLY DRIVE CHANNEL REPAIR
LA COSTA AVE STORM DRAIN REPLACEMENT
MISCELLANEOUS MASTER DRAINAGE FACILITIES
MISCELLANEOUS ROAD SUBDRAINS
NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM
NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM
PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B" - FACILITY BCA)
RIDGECREST DRAINAGE IMPROVEMENTS
ROMERIA DRAINAGE IMPROVEMENTS
ROMERIA DRAINAGE IMPROVEMENTS
TAMARACK AND ECR STORM DRAIN AND SILT BASIN (REIMBVPLDA 'B' • BFB-L * BF-1)
PARK DRIVE DRAINAGE AND STREET IMPROVEMENTS
MARCA DRIVE DRAINAGE IMPROVEMENTS
FIRE STATIONS 1 THRU 5 DRAINAGE SYSTEMS
RANCHO CARRILLO WATER SEEPAGE
SUBTOTAL DRAINAGE PROJECTS
SEWER PROJECTS
ENCMA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITAL ACQ/REPL/REHAB AND STAFFING
PHASE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
FUND
PFF
PFF
GCC
GCC
PFF
PIL-SE
PFF
GCC
PIL-SE
PLD
GCC
PLD
PLD
IRF
IRF
PLD
PLO
IRF
IRF
IRF
PLD
GAS TAX
GCC
GAS TAX
PLD
GCC
GCC
GAS TAX
PLD
GCC
GAS TAX
GCC
GCC
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
TOTAL
BUDGET
22.107,510
6.099,695
6.000.000
16.215.795
1.057.000
866.100
500,000
500,000
267.000
174.532.871
4,384,413
859,037
511,979
2,539,565
505,000
2,598,000
1,816,101
2,889,757
150.000
1,223.500
492.150
9,241,081
560.000
460550
3.392,594
1.068,613
117.500
299,000
338,000
904,329
155,500
65,000
225,000
53.000
34,849.369
4,593,155
35,950,927
6,522,144
10,603,878
PRIOR
EXP/ENC
1.798,456
500,148
-
389,265
-
497,714
206,049
59.735.669
1.888.000
440.832
426.628
472.048
2,236.206
100,526
6.496
63.514
204,986
49.500
109.239
99.961
6,043
6,103,979
3,745.999
1,515,694
937,170
10,462,470
BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019
20,309,054
5,599,547
6,000,000
15,826,530
2,266
60,951
49,610,336
8,522
511,979
1.153,068
78,372
904,952
653,551
150.000
375,474
485,654
496,486
255,264
356,555
8,261
174,039
331,957
.
5,944,134
847,156
966,678
141,408
SEWER COLLECTION SYSTEM
AVENIDA ENCINAS GRAVITY SEWER
BEECH STREET SEWER REPLACEMENT
BUENA INTERCEPTOR SEWER IMPROVEMENTS
CALAVERA HILLS TREATMENT PLANT - DEMOLITION
CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA 'A')
CARLSBAD TRUNK SEWER REACHES VCT1A. VCT1B. VCT1C (SBA "A')
CONDITION ASSESSMENT OF SEWER MAINS
FARADAY AVENUE - ORION TO MELROSE SEWER
HOME PLANT - PIPELINE REPLACEMENT
HOME PLANT LIFT STATION REPLACEMENT
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A (SBA "B")
NORTH BATIQUrTOS INTERCEPTOR REHABILITATION
POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEW BENEF
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
276,300
1,947,000
2,840,000
854,000
120,600
427,635
626.000
110,200
919.000
2.712,000
1,146,877
1,108.543
5,854.000
2.862.000
1.199.000
669.500
20,433
142.083
1,726
50,425
91.446
6.089
97,846
139.949
5,840.465
63.337
173.411
629.781
1.926,567
1,317,917
21,774
-
-
313.000
59.775
442.554
1,805,911
1,049,031
968,594
13.535
703.663
1,025,589
39,719
BUILDOUT
2020-BO
310,500 746,500
866,100
500,000
376,656 - - 1.386,900 14,567,640 48,855.670
2,287,891 40,000 40,000 40,000 80,000
859.037
945.665
432,000 507.000 282,000
1,816,101
685,000 17.500 15,000 12,500 17,500
9.241,081
507.573 525.898 694,228 949,500 153,840 155,500
1,068,613
5.000 5.000 5,000 5,000 5,000
904,329
155.500
65,000
225,000
53,000
5,930,666 1,055,398 1,326,228 1,007,000 216,340 3,120,214 10,145.410
1,575,887 1,656.203 1,588,467 1,542,189 1.425,073 6,190,056 19,490,680
933,007 931,419 932,469 931,469 928.419 928,191
276,300
1,380,000
830,500
120,600
427,635
313,000
385,000
100,000 800,000
2.095,000
J-2
2009-10 Capital Improvement Program
PROJECT TITLE
SEWER LIFT STATION REMOVALS - VARIOUS
SEWER LIFT STATION REPAIRS AND UPGRADES
SEWER LINE REFURBISHMENTS/REPLACEMENT AND MANHOLES
SEWER MASTER PLAN/CONNECTION FEE UPDATE
SEWER MASTER PLAN/CONNECTION FEE UPDATE
SEWER MONITORING PROGRAM
TERRAMAR LIFT STATION REPLACEMENT
VISTA/CARLSBAD INTERCEPTOR BUENA VISTA LIFT STATION FORCE MAIN (VC-4)
VISTA/CARLSBAD INTERCEPTOR AGUA HEDKJNDA LIFT STATION (VC12)
VISTA/CARLSBAD INTERCEPTOR REACH VC11B
VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15
VISTA/CARLSBAD INTERCEPTOR REPLACEMENT REACH 3
SUBTOTAL SEWER PROJECTS
WATER DISTRIBUTION SYSTEM
AVIARA PARKWAY AT PLUM TREE
BUENA VISTA PUMP STATION IMPROVEMENTS (STUDY)
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CARLSBAD BOULEVARD - SOUTH OF AVENIOA ENCINAS
CATHODIC PROTECTION PROGRAM
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (ECR TO CANNON ROAD) - Reimb
CRESTVIEW DRIVE TRANSMISSION MAIN
D RESERVOIR DRAINAGE IMPROVEMENTS (STUDY)
D RESERVOIR -PHASE I
D RESERVOIR - PHASE II
DESALINATION GROUNDWATER/SEAWATER STUDY
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE
EL FUERTE - NORTH OF LOKER - (Reimb)
EL FUERTE AND CORINTIA STREET
ELLERY WATER PUMP PROJECT
FARADAY AVENUE - ORION TO MELROSE WATERLINE - (Reimb)
FARADAY AVENUE EXTENSION - Reimb
GROUNDWATER DEVELOPMENT - SAN LUIS REY RIVER (STUDY)
LAKE CALAVERA RESERVOIR IMPROVEMENTS
MAERKLE FACILITY IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE RESERVOIR BRIDGE REPLACEMENT
MAERKLE RESERVOIR STORAGE (TAP #2)
MAERKLE TRANSMISSION MAIN
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MASTER PLAN UPDATE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - (Reimb)
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS WATER RESERVOIR FENCING
MISCELLANEOUS WATER VALVE REPAIRS/REPLACEMENTS
OCEANSIDE INTERTIE UPGRADE
POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT (Reimb)
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12'
PRESSURE REDUCING STATION REPLACEMENT
TRI-AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT
WATER PIPELINE REPLACEMENT - CAMEO ROAD TO ECR
WATER SYSTEM INTERTIE CONNECTION
RESERVOIR REPAIR /MAINTENANCE PROGRAM
KELLY RANCH PRESSURE REDUCING STATION
HYDROELECTRIC PRESSURE REDUCING STATON-MAERKLE RESERVOIR
SUBTOTAL WATER DISTRIBUTION SYSTEM
FUND
SEWER REPL
SEWER REPL
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
TOTAL
BUDGET
5,531.000
1.360,380
5,974,600
400,000
100,000
352,000
548,000
6,225,000
17.400,000
6,430,000
14,700,000
2.688,220
143,051,959
494,728
200,000
502.444
953,888
1.246,700
1.066,000
1,060.000
162,032
175,000
6.666.504
2,222,064
774,176
1,530,896
250.000
168.168
205,900
887510
776.000
55.000
6.796.908
2.135.200
1.000.200
998.427
328,750
14,814,280
6,330,000
797,888
650,000
1.475,000
1,876,700
197,399
250.000
114,600
130,728
508.664
398.944
239,720
239,616
1,102,000
6,455.000
120,000
439.000
125,000
355,000
1.250,000
68,525.734
PRIOR
EXP/ENC
83,253
619.370
448.098
261.316
90,315
.
-
513,128
1.777,615
707,835
982.871
29.402.125
1,086
.
-
1,523,828
-
-
23,495
11,739
-
-
6,161,607
770.184
44,322
118,566
-
8.831
20,942
262,815
126,805
3,800
213,511
102,082
34.774
9.428,387
BALANCE YEAR1 YEAR 2 YEARS
FORWARD 2009-10 2010-2011 2011-2012
5.747
41,010
2,281.902
138,684
9.685
88.000
25.000
2,836.872
1,441.745
3,457.165
1,617.129
-
23,585,810
100,000
-
624.000
1,066.000
530.000
-
133,914
.
-
7,068
250,000
875.471
.
485.301
1,100,016
-
210.184
.
4,866.169
-
479,058
1,475.000
737,185
70,594
125.000
-
-
1,098,200
391,489
17.918
-
14,642,567
YEAR 4 YEAR 5 YEAR 6-10
2012-2013 2013-2014 2015-2019
BUILDOUT
2020-80
5.442.000
100,000 100,000 100,000
330,000 330,000 330,000
100,000 300,000
330,000 1,650,000 274.600
22,000 22,000 22.000 22,000 110,000 66.000
523,000
2.875,000
14,180.640
2.265.000
12.100,000
596,220 2.092,000
37,792,034 6,338,842 5,341,236 3,238.658 2.353,492 15,168,482 19.831,280
494,728
100,000
54,100 448,344
953,888
475,800 146,900
530,000
33.800 128,232
40,000
6,666,504
2,222.064
774,176
168,168
182,405
776,000
55,000
150,000
265.000
85,000 915,200
85.000 869,105
14,814.280
1,455,000
797,888
150,000
433,000 443,700
125.000
114,600
130,728
508,664
398,944
239,720
239,616
650,000 5,200.000
404,226
125,000
355,000
1,250.000
4.969.800 6,414.300 18.550,613 532,458 225,000 12,964,721 797,888
J-3
2009-10 Capital Improvement Program
PROJECT TITLE
RECYCLED WATER PROJECTS
CARLSBAD WATER RECYCLING FACILITY SCADA MODIFICATIONS
CHESTNUT AVENUE RECYCLED WATER LINE
ECR/TAMARACK PUMP STATION REMOVAL
1-5 RECYCLED WATER TRANSMISSION LINE
PUMP STATION REMOVAL
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER MASTER PLAN UPDATE
RECYCLED WATER PROJECTS-l-5 CROSSING
12' RECYCLED WATER TRANSMISSION MAIN-AVENIDA ENCINAS. CWRF TO CANNING
SUBTOTAL RECYCLED WATER PROJECTS
CIRCULATION SYSTEM
TRAFFIC SIGNAL PROJECTS
TRAP SIG - ALGA ROAD AND CAZADERO
TRAP SIG - ARMADA DRIVE AND GRAND PACIFIC RESORTS
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRAP SIG - AVIARA PKWY AND CAMINO DE LAS ONDAS- REIMS
TRAP SIG - CALLE BARCELONA AND PASEO AVELLANO
TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS-rekTl.
TRAP SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRAP SIG - CARLSBAD BLVD & TAMARACK SIGNAL REPAIRS
TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVENUE
TRAP SIG - EL CAMINO REAL AND CHESTNUT SIGNAL REPAIRS
TRAP SIG - EL CAMINO REAL AND TAMARACK SIGNAL REPAIRS
TRAP SIG • EL FUERTE ST AND RANCHO PANCHO
TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRAP SIG - FARADAY AVENUE AND PALMER WAY
TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAP SIG - LA COSTA AVENUE AND CALLE MADERO
TRAP SIG - LA COSTA AVENUE AND ESFERA STREET
TRAP SIG - LA COSTA AVENUE AND GIBRALTAR
TRAP SIG - LA COSTA AVENUE AND LEVANTE
TRAP SIG - LA COSTA AVENUE/NUEVA CASTILLA WAY
TRAP SIG - MELROSE DRIVE AND LA COSTA AVENUE
TRAP SIG - MONROE STREET AND HOSP WAY
TRAP SIG - PASEO DEL NORTE /HARBOR POINT ROAD
TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAP SIG - RANCHO SANTA FE ROAD AND AVENIDA LA CIMA
TRAP SIG - RANCHO SANTA FE ROAD AND CALLE JUNIPERO
TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE
TRAP SIG - TAMARACK AVE. AND VALLEY STREET
VIDEO DETECTION CONVERSION
SUBTOTAL TRAFFIC SIGNAL PROJECTS
STREET PROJECTS
ADA COMPLIANCE STUDY (GOAL)
AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
CANNON ROAD REACH 4B
CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT
CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT (LOCAL MATCH)
CARLSBAD BLVD BRIDGE CONCRETE BARRIER RAILROAD
CARLSBAD BLVD BRIDGE CONCRETE BARRIER RAILROAD (LOCAL MATCH)
CARLSBAD BLVD. AT STATE ST • INTERSECTION ENHANCEMENT DESIGN
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
CARLSBAD BOULEVARD MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20% FUNDING
CARLSBAD BOULEVARD MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (RTCIP/20%)
CARLSBAD BOULEVARD / PALOMAR AIRPORT ROAD (20% FUNDING)
CARLSBAD BOULEVARD / PALOMAR AIRPORT ROAD (RTCIP / 20% FUNDING)
CARLSBAD BOULEVARD RETROFIT OVER SDNR
V CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO
\ CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
FUND
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
RECL WATER
WATER REPL
RECL WATER
WATER REPL
WATER REPL
WATER REPL
WATER REPL
GAS TAX
GAS TAX
TIP
OTHER
GAS TAX
GAS TAX
GCC
TRANSNET-LOC
GAS TAX
PFF
TRANSNET-LOC
IRF
GAS TAX
IRF
IRF
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
TRANSNET-LOC
GAS TAX
TRANSNET-LOC
TRANSNET-LOC
GAS TAX
GAS TAX
GCC
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
TIF
TRANSNET-HWY
FED GRNT
TRANSNET-LOC
FED GRNT
TRANSNET-LOC
REDVL VILLAGE
GAS TAX
TIF
TIF
TIF
TIF
TRANSNET-LOC
TIF
GCC
TOTAL
BUDGET
210.000
716,600
80,019
277,274
442,700
230,000
240,000
675,000
410,000
495,000
134,200
250,000
4,160,793
210.000
190,000
29,969
645,447
160,000
105,000
210.000
190,000
190,000
150,000
210,000
230,000
190,000
276,000
200,000
190,000
190,000
190,000
190,000
210,000
210,000
210,000
210,000
210,000
190,000
210.000
210,000
190,000
190,000
210,000
124,767
210.000
190,000
1,850,000
8.571,183
50,000
5,402,000
1,761.000
1.217,287
157,713
340,640
44,160
100,000
2,197.000
782,496
1,012.960
740,696
2.927.600
1.734,000
5.574,400
105,000
PRIOR
EXP/ENC
667
15.537
4.937
101,325
-
16.670
.
139,136
10.474
342,689
164
-
206.670
300
6,098
5,210
172,757
3,954
259,500
1.007,816
207,816
806,606
8,853
3,147
13,280
1,489,815
91,306
BALANCE YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10
FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019
209,333
427,163
225,063
573,675
233,330
1,668,564
19,495
302.758
159,836
105.000
3,330
149.700
230,000
206,000
141.000
183.902
17,243
124.767
324.500
1.967,531
50,000
17,184
954,394
100,000
244,185
13,694
BUILDOUT
2020-BO
716.600
60,019
277.274
240,000
410,000
245,000
134,200
250,000
1,279,200 80,019 716,600 277,274
210,000
190,000
190,000
190,000
210,000
190.000
70,000
59,000
190.000
190,000
190.000
210,000
210,000
210,000
210,000
210,000
190.000
210,000
204,790
190,000
210,000
206,046
190,000
277,000 247,000 307,000 300,000 135.000
596.000 1,291,790 877,000 700,000 135,000 1,616.046 380,000
421,000 2,365,000 30,000 2,361,000
1,208,434
154,566
327,560
44,160
2.197,000
782,496
1,012,960
740,896
2,927.600
5,574.400
J-4
2009-10 Capital Improvement Program
PROJECT TITLE
CARLSBAD VILLAGE DRIVE - PONTIAC TO VICTORIA
COLLEGE BLVD REACH A AND CANNON REACH 4A
COLLEGE/CANNON ASSESSMENT DISTRICT
CONCRETE REPAIR PROGRAM
CONCRETE REPAIR PROGRAM
CONCRETE REPAIR WORK
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE DUAL LEFT TURNS
EL CAMINO REAL LEFT TURN LANE TO WEST TAMARACK
EL CAMINO REAL RIGHT TURN LANE TO NORTH ALGA ROAD
EL CAMINO REAL / CANNON ROAD INTERSECTION IMPROVEMENTS
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS - LA COSTA
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENEUE (RTCIP)
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENEUE
EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE
EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR
EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE
EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT
EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT
EL CAMINO REAL WIDENING • TAMARACK TO CHESTNUT
EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT (RTCIP)
EL FUERTE EXTENSION
FARADAY AVENUE EXTENSION
1-5 AND LA COSTA AVENUE AUXILLARY LANES
LA COSTA AVE SLOPE REPAIR WEST OF ROMERIA
MARBELLA WALL BEAUTIFCATON
MELROSE DRIVE - SOUTH OF PALOMAR AIRPORT ROAD
MELROSE DRIVE AND ALGA ROAD DUAL LEFT TURN LANES (RTCIP)
MELROSE DRIVE EXTENSION
MELROSE DRIVE EXTENSION
MELROSE DRIVE TURN LANE TO WEST PALOMAR AIRPORT ROAD
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD-RIGHT TURN LANES
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD-RIGHT TURN LANESTORAINAGI
PALOMAR AIRPORT ROAD AND MELROSE DRIVE RIGHT TURN
PALOMAR AIRPORT ROAD AND MELROSE DRIVE RIGHT TURN
PALOMAR AIRPORT ROAD TURN LANE TO SOUTH EL CAMINO REAL
PALOMAR AIRPORT ROAD TURN LANE TO NORTH EL FUERTE STREET
PALOMAR AIRPORT ROAD WIDENING AT MELROSE DRIVE
PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
PARK DRIVE, MARINA TO COVE
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM (PROP 42 Funds)
PAVEMENT MANAGEMENT PROGRAM (PROP 1B Funds)
PAVEMENT MANAGEMENT PROGRAM
PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES)
POINSETTIA LANE - REACH E
POINSETTIA LANE • REACHES A,B,C,F,G 4 AVIARA PKWY REIMB
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
POINSETTIA LANE WIDENING - PASEO DEL NORTE TO BATIQUITOS (RTCIP)
RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
SIDEWALK/STREET CONSTRUCTION - VARIOUS LOCATIONS
SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS
TAMARACK AND ADAMS
TRAFFIC CALMING - DONNA DRIVE (DESIGN)
TRAFFIC CALMING - SIERRA MORENA AVENUE (DESIGN)
TRAFFIC MONITORING PROGRAM
UNDERGROUND DIST. 17 - HARDING, ROOSEVELT
CAMINO HILLS AND JACKSPAR SLOPE STABILIZATION
\
CARLSBAD BLVD. REALIGNMENT STUDY, PHASE 2
PALOMAR AIRPORT ROAD RIGHT TURN LANE TO SIB PASEO DEL NORTE
PALOMAR AIRPORT ROAD RIGHT TURN LANE TO SIB PASEO DEL NORTE
> PALOMAR AIRPORT ROAD LEFT TURN LANE EXPANSION TO N/B PASEO DEL NORTE
vA PALOMAR AIRPORT ROAD LEFT TURN LANE EXPANSION TO N/B PASEO DEL NORTE
SUBTOTAL STREETS PROJECTS
LOANS TO OTHER FUNDS
GAS TAX LOAN BTD#2
FUND
TF
OTHER
OTHER
GCC
GAS TAX
GAS TAX
TF
TF
TF
TF
PFF
GAS TAX
PFF
TF
TF
TRANSNET-LOC
TRANSNET-LOC
TRANSNET-LOC
TRANSNET-LOC
TRANSNET-STP
TF
TF
OTHER
OTHER
CF001
GAS TAX
GCC
OTHER
TF
OTHER
OTHER
TF
TF
GCC
OTHER
TF
TF
TF
OTHER
TIF
GAS TAX
TRANSNET-LOC
STATE TRANS
STATE TRANS
GAS TAX
TRANSNET-LOC
BTCW2
BTCW2
OTHER
TF
RSF ROAD
RSF ROAD
RSF ROAD
TIF
TF
GAS TAX
GAS TAX
GAS TAX
TIF
GCC
GCC
REDVL SCCRDA
GAS TAX
OTHER
GAS TAX
OTHER
GAS TAX
TOTAL
BUDGET
2.466,880
1,713.002
10,314,481
250,000
1,500,000
750.000
899,600
286,000
348,400
589,000
909,500
2,866,600
1.390,500
625,040
1,772,160
4,026,000
1.202.000
574.782
3,925,885
345,000
7,656,023
422,000
4,095,146
16,248,065
2,000,000
199,000
180,000
228,938
983,840
1,525,584
3,477.792
410,000
587,000
250.500
165.980
88.500
590,720
952,640
2,826.268
1.676.019
416.300
51,010,515
20,030,000
3,167,193
7,994,088
12,267,476
13,460.600
1.373.558
28,932,793
825,760
5,985.905
26,406,243
20,671,000
3,295,672
935.000
48.500
113.000
90.000
1,718,900
509,800
87,000
250,000
424,286
112,785
169,943
25.394
305,787.908
PRIOR
EXP/ENC
.
418,411
10.009.552
204,919
199,182
367,528
144,030
-
-
.
548,551
-
-
987,500
.
720,810
14,955,963
348
37,691
2,221
1,136,659
3,426,384
-
21,110
12,192
2,622,919
94,095
23,697.039
7,994,039
842,946
698
-
26,051.558
4.844,809
26,283,823
19,928,537
-
57,680
38,023
64,180
80,622
245,127
92,218
-
148,752,187
BALANCE YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10
FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019
1,294,591
304.929
45.081
300.818
182.472
765.470
.
8,731
.
6,668,523
3,374,336
1,292.102
183,152
122,309
226,717
388,925
51,408
144,870
76,308
203.349
1,581,924
2.193,413
800,000
49
1,424,530
349,302
-
2,881,235
-
1,141,098
122,420
742.463
1,495.672
572,320
10.477
48,820
9,378
129,773
417,582
30,934,002
BUILDOUT
2020-BO
2,466,880
250,000 250000 250000 250000
100,000 100,000
899,600
286,000
348,400
589,000
1,135,000 1,731.600
90.500 1,300.000
625.040
1,772,160
4,026,000
1,202,000
17,500
3,925,885
345,000
422,000
2.000,000
15,500
20.000
983.840
410.000
587,000
250,500
590,720
952,640
416,300
1,235,063 - 1,940,000 1,980,000 2,030,000 9,510,000
985,000 1,080,000 1,100,000 1,140,000 1.170,000 6,370,000
8,425,000
7,385,000
1,629.937 1.537556
650,000 - 660,000 680,000 700,000 3,620,000 3,690,000
1,600,000 11,510,600
1,373.558
825,760
300,000 300,000 300,000 180,000 720,000
305,000
96,000 96,000 96,000 96,000 480,000 480.000
87.000
250,000
424,286
112,785
169.943
25,394
14,341,105 6,098.556 11,469,408 4,945.000 5.590,500 42,791,760 40,865,390
J-5
2009-10 Capital Improvement Program
PROJECT TITLE
GAS TAX LOAN TO BTD*3 CANNON ROAD WEST
OCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES
GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION
PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION
GCC LOAN TO PLDA - HEDIONDA AND CALAVERA CREEK
SEWER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER
GCC LOAN TO SCCRDA FOR CARLSBAD BLVD. REALIGNMENT STUDY
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
LOAN REPAYMENTS AND TRANSFERS
BTDK2 REPAYMENT TO GAS TAX FUND
BTD*3 CANNON ROAD WEST TO GAS TAX FUND
GCC TRANSFER TO GENERAL FUND - TRAFFIC SIGNAL MAINTENANCE
GCC LOAN TO PLDA - HEDIONDA AND CALAVERA CREEK
PIL-NW TO GCC FOR MADISON ST PROPERTY PURCHASES
PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION
PIL-NE TO PFF FOR PARK SITE ACQUISITION
SBA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR
SCCRDA TO GCC FOR CARLSBAD BLVD. REALIGNMENT STUDY
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
FUND
GAS TAX
GCC
GCC
PFF
GCC
SEWER REPL
GCC
BTD#2
BTDS3
GCC
PLD
PIL-NW
PIL-NW
PIL-NE
SEW BENEF
REDVL SCCRDA
TOTAL PRIOR BALANCE YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
BUDGET EXP/ENC FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019 2020-BO
-
-
4,550,000 4.550.000
250.000
4,600,000 4,550,000
600,000
-
4,550,000
250,000
5,400,000
878.780,134 282,355,769 155,119,469
250,000
250,000 ......
.
600.000
-
4.550.000
-
250.000
600,000 ..... 4,800,000
71,203,010 22.258,761 43.898,885 10,810,390 35,520,132 117,398,863 140,214,855
UNFUNDED PROJECTS*
BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)
CANNON LAKE PARK (6.7 ACRES)
CANNON ROAD REACH 4
CARLSBAD BOULEVARD MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (PARTIALLY FUNDED)
CARLSBAD BOULEVARD / PALOMAR AIRPORT ROAD (PARTIALLY FUNDED)
6.905.600
14.109,600
HOSP GROVE/BUENA VISTA LAGOON RECt IMPROVEMENTS 1.280.000
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION
PINE AVENUE PARK - MADISON PROPERTY 1,900.000
ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)
TOTAL UNFUNDED PROJECTS 79,738.200
* Once funding is identified for these projects the project costs will have to be reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases.
J-6
Exhibit 3C
(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
JPUBLIC SAFETY |
POLICE
FIRE
| COM M U N ITY DEVELOPM ENT |
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES |
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS
(PUBLIC WORKS |
ADMINISTRATION
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
I
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-25
Exhibit 4
1 RESOLUTION NO. 1358
2 A RESOLUTION OF THE BOARD OF DIRECTORS OF
CARLSBAD MUNICIPAL WATER DISTRICT (CMWD),
3 ADOPTING THE WATER DISTRICT FINAL OPERATING
4 BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
2009-10.
5
6
7 WHEREAS, the Board of Directors of the Carlsbad Municipal Water District,
8 California, has held such public hearings as are necessary prior to the adoption of the
9 2009-10 Operating and Capital Improvement Budgets.
10 NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the
11 Carlsbad Municipal Water District as follows:
12 1. That the above recitations are true and correct.
13 2. That certain documents now on file in the office of the Secretary entitled "City
14 of Carlsbad, 2009-10 Operating Budget and 2009-10 to Buildout Capital Improvement
15 Program - Preliminary," as amended in accordance with Exhibit 4-A attached hereto
16 and incorporated by reference herein, is hereby adopted as the Operating and Capital
17 Improvement Budgets for the Carlsbad Municipal Water District for the Fiscal Year
18 2009-10.
19 3. That the amounts reflected as estimated revenues for Fiscal Year 2009-10
20 are hereby adopted as the budgeted revenues for 2009-10.
21 4. That the amount designated as 2009-10 Budget in Exhibit 4-B is hereby
22 appropriated to the fund for which it is designated and such appropriation shall not be
23 increased except as provided herein.
24 5. That total appropriations may only be increased or decreased by the Board
25 of Directors by passage of a resolution amending the budget except as provided herein.
26 6. That the following controls are hereby placed on the use and transfers of
27 budget funds:
28
Exhibit 4
1
A. No expenditure of funds shall be authorized unless sufficient funds have
2 been appropriated by the Water Board or Executive Manager as described below.
3
i. The Executive Manager may authorize all transfers of funds from
4
account to account within the same fund in an amount up to $100,000 per transfer.
5 ii. The Executive Manager may delegate the authority to make budget
6
transfers.
7
iii. The Executive Manager may authorize budget adjustments
8
involving offsetting revenues and expenditures; the Executive Manager may authorize
9
increases in an appropriation for a specific purpose where the appropriation is offset by
10
unbudgeted revenue which is designated for said specific purpose.
11
iv. The Executive Manager may authorize increases in purchased
12
water appropriations in an amount equal to the same percent that water sales exceed
13
the amount of the original revenue estimate.
14
B. The Board of Directors must authorize any increase in the number of
15
authorized permanent personnel positions above the level identified in the final Budget.
16 The Executive Manager may authorize the hiring of temporary or part time staff as
17
necessary, within the limits imposed by the controls listed above.
18
7. That all appropriations and outstanding encumbrances as of June 30, 2009
19 are hereby continued into 2009-10 for such contracts and obligations.
20
8. All appropriations for Capital Improvement Projects remaining unexpended
21
at June 30, 2009, are hereby appropriated for such capital projects for the 2009-10
22
fiscal year.
23
24 ///
25 ///
26 ///
27
28
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Municipal Water District Board of Directors, Carlsbad City Council and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Board Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
ATTEST:
LOR
(SEAL)
*•&-
2009-10 Capital Improvement Program
PROJECT TITLE
WATER DISTRIBUTION SYSTEM
AVIARA PARKWAY AT PLUM TREE
BUENA VISTA PUMP STATION IMPROVEMENTS (STUDY)
CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR
CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS
CATHODIC PROTECTION PROGRAM
COLLEGE BOULEVARD - CANNON TO BADGER LANE
COLLEGE BOULEVARD (ECR TO CANNON ROAD) - Reimb
CRESTVIEW DRIVE TRANSMISSION MAIN
D RESERVOIR DRAINAGE IMPROVEMENTS (STUDY)
D RESERVOIR - PHASE 1
D RESERVOIR - PHASE II
DESALINATION GROUNDWATER/SEAWATER STUDY
EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE
EL FUERTE - NORTH OF LOKER - (Reitlb)
EL FUERTE AND CORINTIA STREET
ELLERY WATER PUMP PROJECT
FARADAY AVENUE - ORION TO MELROSE WATERLINE - (Reimb)
FARADAY AVENUE EXTENSION - Reimb
GROUNDWATER DEVELOPMENT - SAN LUIS REY RIVER (STUDY)
LAKE CALAVERA RESERVOIR IMPROVEMENTS
MAERKLE FACILITY IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE PUMP STATION IMPROVEMENTS
MAERKLE RESERVOIR BRIDGE REPLACEMENT
MAERKLE RESERVOIR STORAGE (TAP #2)
MAERKLE TRANSMISSION MAIN
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE
MASTER PLAN UPDATE
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - (Reimb)
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS WATER RESERVOIR FENCING
MISCELLANEOUS WATER VALVE REPAIRS/REPLACEMENTS
OCEANSIDE 1NTERTIE UPGRADE
POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT (Reimb)
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE - SKIMMER CT TO CASSIA
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
POINSETTIA LANE EAST OF BLACK RAIL ROAD 12"
PRESSURE REDUCING STATION REPLACEMENT
TRI-AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT
WATER PIPELINE REPLACEMENT - CAMEO ROAD TO ECR
WATER SYSTEM INTERTIE CONNECTION
RESERVOIR REPAIR /MAINTENANCE PROGRAM
KBU.YR«NCH««S§U8iRtmiC»«}8tATC>N ' '- -- .
HVOJ?Oa60TRICW!e3aiR6RiDUaN08T*T«N-MAiRKl.ej»S»iVO« ' -
SUBTOTAL WATER DISTRIBUTION SYSTEM
FUND
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
TOTAL
BUDGET
494,728
200,000
502,444
953,888
1,246,700
1,066,000
1,060,000
162,032
175,000
6,666,504
2,222,064
774.176
1.530,896
250.000
168,168
205,900
887.210
776.000
55,000
6,796,908
2,135,200
1,000.200
998.427
328,750
14,814,280
6,330.000
797,888
650,000
1,475,000
1,876.700
197.399
250,000
1 14,600
130,728
508,664
398,944
239,720
239,616
1,102.000
6,455,000
120,000
439,000
125,000
355,000
1,250,000
68,525.734
PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR S YEAR 6-10
EXP/ENC FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019
100,000
624,000
1,066.000
530.000
-
1,086 133,914
1,523,828 7.068
250,000
23,495
11,739 875,471
-
6,161,607 485,301
770,184 1,100,016
44.322
118.566 210.184
8.831 4.866.169
20.942 479.058
1.475,000
262,815 737,185
126,805 70,594
125,000
-
-
3,800 1,098,200
213.511 391.489
102,082 17,918
34,774
9,428,387 14,642.567
BUILDOUT
2020-BO
494,728
100,000
54.100 448,344
953.888
475,800 146.900
530,000
33,800 128,232
40,000
6.666.504
2,222.064
774,176
168,168
182,405
776,000
55,000
150,000
265,000
85,000 915,200
85,000 869,105
14.814,280
1 ,455.000
797,888
150,000
433,000 443,700
125.000
114,600
130,728
508,664
398,944
239,720
239.616
650,000 5,200.000
404.226
125,000
355,000
1,250,000
4,969,800 6.414,300 18.550,613 532,458 225,000 12,964,721 797.888
mx
J-1
2009-10 Capital Improvement Program
PROJECT TITLE
RECYCLED WATER PROJECTS
CARLSBAD WATER RECYCLING FACILITY SCADA MODIFICATIONS
CHESTNUT AVENUE RECYCLED WATER LINE
ECRTTAMARACK PUMP STATION REMOVAL
1-5 RECYCLED WATER TRANSMISSION LINE
PUMP STATION REMOVAL
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER MASTER PLAN UPDATE
RECYCLED WATER PROJECTS-i-3 CROSSING
12" RECYCLED WATER TRANSMISSION MAIN-AVENOA ENCINAS, CWRF TO CANNING
SUBTOTAL RECYCLED WATER PROJECTS
FUND
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
RECL WATER
WATER REPL
RECL WATER
WATER REPL
WATER REPL
MMTBtMPl '
WATER REPL
TOTAL
BUDGET
210.000
716,600
80,019
277,274
442,700
230,000
240.000
675,000
410,000
495.000
134,200
250,000
4,160,793
PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
EXP/ENC FORWARD 2009-10 2010-2011 2011-2012 2012-2013 2013-2014 2015-2019 2020-BO
667 209,333
15,537 427,163
4,937 225,063
101.325 573,675
16,670 233,330
139,136 1,668,564
716,600
80,019
277,274
240.000
410,000
245,000
134,200
250,000
1,279,200 80,019 716,600 277,274
J-2
Exhibit 4B
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL/DEBT/TRANSFERS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$5,860,506
36,383,553
2,983
$42,247,042
34.75
0.00
2007-08
ACTUAL
$3,333,183
27,413,752
89,380
$30,836,315
35.50
0.00
2008-09
REVISED BDGT
$3,372,557
31,054,960
53,875
$34,481,392
35.15
0.00
2009-10
BUDGET
$3,425,726
36,936,494
12,235
$40,374,455
34.85
0.00
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (86,140 customers). The District purchases 100% of its potable water as treated
water from the San Diego County Water Authority. In FY 2005-06, the District's Phase II Recycled Water Plant
began production. In addition, the District continues to buy recycled water from the Leucadia Wastewater Authority
and Vallecitos Water District.
PROGRAM ACTIVITIES:
Water Operations
• Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Water Construction/Maintenance
• Schedule and perform water system maintenance to ensure a safe and efficient water distribution system.
Meter Services
• Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers; and install, replace and
maintain water meters.
Cross-Connection Control
• Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply
of potable water, and compliance with State and Federal regulations.
PERFORMANCE/WORKLOAD MEASURES:
Water Cost
• Annual water loss not to exceed six percent as set by the California Department of Water Resources.
Distribution system losses commonly range between 6% and 15%. The American Water Works Association
recommends that the loss after treatment be maintained at 10% or less
Fiscal
Year
2003-04
2004-05
2005-06
2006-07
2007-08
Water
Loss
6%
5%
6%
3%
4%
Cost per
Acre-Foot
$784
$828
$901
$936
$1,062
H-25
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS
PAGE TWO
ACCTNO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Quality
• Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance
Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
month are total coliform-positive.
Fiscal
Year
No. Samples
Collected
Percent
Bacteria-Free
2003-04
2004-05
2005-06
2006-07
2007-08
1,752
1,724
1,719
1,716
1,601
99.9%
99.8%
99.9%
100.0%
99.8%
Water Service Delivery
• The ratio of total leaks and breaks compared to the total water pipe in the system. This measure is calculated by
dividing the total number of leaks and breaks during the reporting period by the total miles of pipe in the water
distribution system and multiplying the result by 100.
Fiscal
Year
2007-08
Potable Water
Recycled
Water
Leaks
96
0
Breaks
40
0
Miles of Distribution
Pipe
447
70
System Integrity
Rate per 1 00 miles
30.4
0
SIGNIFICANT CHANGES:
• A total of 0.30 full-time positions have been reallocated to other programs to better reflect each program's
workload.
• The cost of purchased water from the San Diego County Water Authority and Metropolitan Water District has
increased significantly due to the drought and pumping restrictions. In 2009-10, expenditures for purchased
water are estimated at almost $5 million higher (25%) than in 2008-09. In addition to increased water costs,
increases are expected in electricity costs associated with water pumping, pipeline repairs, hydrants, ports and
supplies, and costs related to management of the hardware and software to keep the SCADA system running at
an optimal level.
H-26
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE ACCTNO. 0011310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
STORM WATER
SOLID WASTE
SEWER ENTERPRISE
TOTAL FUNDING
2006-07
ACTUAL
$2,547,489
951,701
70,705
$3,569,895
28.00
1.00
$3,037,751
376,401
0
0
155,743
$3,569,895
2007-08
ACTUAL
$2,642,149
1,457,558
0
$4,099,707
28.00
1.00
$3,508,893
396,764
15,260
15,260
163,530
$4,099,707
2008-09
REVISED BDGT
$2,738,264
880,788
0
$3,619,052
28.00
1.00
$2,978,991
416,039
16,002
16,002
192,018
$3,619,052
2009-10
BUDGET
$2,754,572
842,336
0
$3,596,908
28.00
1.00
$2,919,271
440,464
16,941
16,941
203,291
$3,596,908
MISSION STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions by setting and implementing a
strategic financial direction. We take pride in accomplishing this mission by maintaining individual and departmental
credibility; working together as a team while respecting each other's differences; and consistently striving to go
above and beyond expectations.
PROGRAM ACTIVITIES:
Lonq-Range Financial Planning and Budget Management
• Prepare ten-year operating forecasts incorporating various "what-if scenarios to facilitate decision-making for
the City Council and City departments.
• Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the City Council's goals.
• Perform bi-annual review of all City fees and annual cost allocation plan.
General Accounting and Reporting
• Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts.
• Prepare checks for City employees and for service and commodity suppliers.
• Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
• Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
• Provide the City Council and City management with timely monthly financial reports.
• Perform in-house internal control reviews as needed.
Assessment District/Community Facilities District (CFD) Administration
• Assist in evaluation and formation of new districts.
• Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information.
• Provide administration of CFDs and assessment districts as required by formation documents and State law.
Purchasing
• Issue and manage formal bid and quotation processes.
• Track and renew annual commodity and service contracts and joint agency contracts.
• Assist City departments in the creation and administration of contracts.
D-3
PROGRAM:
FUND:
PROGRAM GROUP:
FINANCE
GENERAL/ENTERPRISE
FINANCE
PAGE TWO
ACCTNO. 0011310
PROGRAM ACTIVITIES (continued):
Receiving. Messenger, and Mail Services
• Act as shipping and receiving for the Faraday Administration Center.
• Direct disposal of surplus and lost/unclaimed property.
• Collect outgoing City mail and apply postage.
• Sort and distribute all incoming City mail.
WORKLOAD AND PERFORMANCE INDICATORS:
• Average number of days to issue Monthly
Financial Status Report
• Awards received for CAFR
• Awards received for Annual Budget
• Number of business licenses processed
• Number of account payable checks processed
• Number of payroll checks issued
• Number of electronic payroll checks issued
• Outstanding debt issues administered
• Number of purchase orders issued
• Dollar amount of purchase orders issued
• Pieces of mail processed
FY 2006
10.3
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
and Most
Distinguished
Budget Cover
8,955
15,315
6,473
18,495
$117 million
1,411
$126 million
174,282
FY 2007
11.6
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
8,926
14,538
6,379
20,420
$131 million
1,501
$105 million
164,919
FY 2008
12
Pending
CSMFO
Excellence in
Operational
Budget & Public
Communications
9,405
15,301
5,494
21,196
$162 million
1,570
$105 million
158,328
KEY GOALS FOR 2009-10:
Financial Health
• Continue to monitor the economy and the impact to the 10 Year Financial Forecast to ensure the General Fund
remains in balance.
• Implement Council Policy 74 - General Fund Reserve Guidelines approved by the City Council April 2008.
• Partner with Economic Development Program in developing an economic strategic plan to document the current
economic conditions within the City of Carlsbad and develop action plans and opportunities for improved
economic sustainability in the future.
• Continue to audit internal operations of the City as well as external vendors as appropriate.
• Partner with the Carlsbad Municipal Water District in implementing a new rate structure including drought rates
and incorporating the revised rate structure into the Utility Billing System.
SIGNIFICANT CHANGES:
• None
D-4
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER & SEWER ENTERPRISE
ENGINEERING SERVICES ACCTNO. poi57ix/sxx63io
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
WATER ENTERPRISE
SANITATION ENTERPRISE
TOTAL FUNDING
2006-07
ACTUAL
$5,599,801
1,850,567
21,102
$7,471,470
54.60
0.50
$6,312,873
695,162
463,435
$7,471,470
2007-08
ACTUAL
$6,301,770
2,420,980
24,103
$8,746,853
56.90
1.50
$7,501,911
746,965
497,977
$8,746,853
2008-09
REVISED BDGT
$6,978,698
1,824,009
0
$8,802,707
55.90
2.00
$7,964,593
502,868
335,246
$8,802,707
2009-10
BUDGET
$7,018,052
1,678,800
0
$8,696,852
55.90
2.00
$7,857,223
503,778
335,851
$8,696,852
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering, water supply, sewer collection, parks, general engineering municipal projects, project management,
front counter operations, and construction inspection. The Engineering Department provides services to the public
and other City departments through preparation and processing of planning, design, and construction of capital
projects and performing traffic and transportation studies, water and sewer modeling and preparation of master
plans. The department is also responsible for ensuring that private development and public improvements are
properly designed, constructed, and inspected while maintaining public safety and the well being of the community.
PROGRAM ACTIVITIES:
Administration
• Coordinate with all divisions to ensure accomplishment of City Council Goals and Objectives, provide
administrative and clerical support to all divisions, ensure that the management reporting system is accurately
maintained and generates all reports on schedule, and provide accurate records filed in a standardized and
efficient manner.
Development Services
• Provide comprehensive engineering input for all land use development applications, process engineering
development plans and maps in a professional manner, maintain high-quality and meet production goals;
ensure engineering questions related to land development are answered in a timely manner; assist customers in
navigating revised stormwater standards and implement revised fee programs.
Planning and Programs
• Coordinate the preparation of the annual update to the City's Capital Improvement Program, update facility
impact fee programs, and assist developers with the formation of finance districts to fund major public
improvements. Administer and coordinate engineering activities for beach erosion, lagoon restoration, growth
management monitoring, facility maintenance and operations asset management activities and asset inventory
creation.
Design
• Design citywide capital improvement projects including sustainable energy infrastructure, domestic and recycled
water systems, wastewater systems, storm drains, civic and municipal buildings, park improvements, street
improvements, perform markouts, prepare master plans, conduct special studies and investigations, apply for
grants and loans, and assist with water resource development. For each project a variety of services are
provided including planning, preparation of final plans and specifications, water quality investigations, technical
engineering assistance, mapping, facility location and administration, and project management.
H-5 6P9
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 001571X/5XX6310
PROGRAM ACTIVITIES (continued):
Transportation
• Review, investigate, analyze, and resolve a wide variety of traffic and transportation issues, concerns,
complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in
maintaining optimum traffic signal operations and efficient traffic flow. Provide resource assistance to other City
Departments on a wide variety of traffic issues.
Construction Management and Inspection
• Perform construction management and inspection for capital improvement projects and private developments.
Ensure construction of high-quality public improvements. Minimize inconvenience to the public while ensuring
safe work sites.
KEY ACHIEVEMENTS FOR 2008-09:
Design Completed
Calendar Year 2009 Slurry Seal Overlay and Pavement Overlay
Calendar Year 2009 Concrete Replacement
Calendar Year 2009 Corrugated Metal Pipe Replacements
Calendar Year 2009 N.W. Quadrant Sewer Rehabilitation
Upper and Lower Faraday Lift Station Removal
La Golandrina Sewer Extension
La Costa Meadows Sewer Extension
Poinsettia Park Parking Lot Expansion
Maerkle Facility Improvements
"D" Reservoir Drainage Improvements
Homeplant Trunk Sewer
Construction Completed
Calendar Year 2008 Concrete Replacement
Calendar Year 2008 Pavement Overlay
Calendar Year 2008 Slurry Seal
Calendar Year 2008 N.W. Quadrant Storm Drain Replacement
Carlsbad Bridge Retrofit
Olivenhain/Rancho Santa Fe Road Improvements
Cynthia Lane Storm Drain Improvements
Beech Street Sewer Replacement
Vista/Carlsbad Interceptor Sewer Replacement
North Agua Hedionda Interceptor Sewer - West Segment
Rancho Carrillo Water Pipe
Poinsettia Park Tennis Courts
Fire Station No. 6
Library Learning Center
Upper and Lower Faraday Lift Station Removals
Calle Gavanzo French Drains
Rancho Carrillo Water Pipeline Extension
El Camino Real Widening at Cougar Drive
Romeria Street Channel Improvement
El Camino Real Transmission Main from Faraday to Cougar
Carlsbad Village Drive and Avenida De Anita Intersection Improvements
Carlsbad Boulevard Sinkhole Repair
Point 'D' Piping Removal at Palomar Airport Road and El Camino Real
Mira Monte Access Control Gates
Calle Gavanzo Drainage Improvements
Cameo Road Corrugated Metal Pipe and Water Pipeline Replacement
Reservoir Fencing
Lake Calavera Remedial Improvements
H-6
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5xx63io
KEY ACHIEVEMENTS FOR 2008-09 (continued):
• Fiscal Year 2007-08 Portland Cement Concrete Replacement Project
• Olivenhain/Rancho Santa Fe Road Improvements
• Oak Avenue Sewer Replacement
• Poinsettia Park Tennis Courts
Traffic Signals Constructed at the Following Intersections
• Poinsettia Lane at Blackrail Road
• Calle Barcelona at Paseo Avellano
• Rancho Santa Fe Road and Fire Station No. 6 Driveway
Private Development Inspections Completed
Bressi Ranch Village Square
Tri-City Medical Plaza
Aspirations Day Care
Bressi Ranch - Lots 14 to 19 and 33 to 38
The Towers
Poinsettia Commons
Pacific Ridge School
Carlsbad Oaks North Phase I
Robertson Ranch Affordable Housing
Opus Point West
Pacific Palisades Unit 1 and 2
Emerald Point Estates
Calavera Hills Villages K, U, W and X
College Avenue and Cannon Road Widening
Robertson Ranch Lots 12 and 13
Carlsbad Village Medical Plaza
Other Projects
• City Council Approved Drainage Master Plan
• City Council Adopted Revised Planned Local Drain Area Fee Program Update
• City Council Adopted Pedestrian Master Plan
• City Council Adopted Bicycle Master Plan
• Completed Bridge Preventive Maintenance Plan
• Revised Traffic Impact Fee Program
• Implemented the New Regional Transportation Congestion Improvement Program
• Created the Easement Asset Inventory
• Initiated the Creation of a Enterprise Geo-data Base for the Geographic Information System
• Completed Multiple Assessment Apportionments and Developer Reimbursements for Assessment District 02-
01, Poinsettia Lane East
• Completed Multiple Assessment Apportionments and Developer Reimbursements for Assessment District 03-
01, College Boulevard and Cannon Road East
• Completed Multiple Developer Reimbursements for Community Facilities District No.3 - Faraday, Melrose and
Palomar Airport Road
• City Council Adopted the Fiscal Year 2008-09 Capital Improvement Program
• City Council Certification of Aqua Hedionda Channel Dredging Environmental Impact Report
• Secured Memorandum of Understanding with SANDAG for Environmental Review, Design and Permitting for
the Regional Beach Sand Project
• Completed Review and Issued Permits for Grading on the N.E Quadrant Park Site
• Updated Storm Water Permit Processing Fees
• Created new Development Services Web Portal Site Map
• Streamlined Inter-departmental Processing of Discretionary Applications
• Completed Phase 1 of the Development Services Business Process Review
• Provided Engineering Support for Ponto Vision Plan
• Standardized Engineering Public Handouts to Coordinate With Other Development Services Departments
H-7
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAL/WATER & SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io
KEY GOALS FOR 2009-10:
Transportation/Circulation
• Continue to Work Toward the Environmental Processing, Design, and/or Construction of Major Road Projects
Including: College Boulevard Reach A, Cannon Reach 4, Poinsettia Lane Reach E, and spot widening of El
Camino Real.
• Update Traffic Signal Coordination Timing on El Camino Real, Palomar Airport Road and Rancho Santa Fe
Road.
Design
Complete OSM Manual for Mahr Reservoir
Initiate Water, Wastewater, and Recycled Water Master Plans
Obtain bids for First Responders Training Facility
Complete Renewable Energy Master Plan
Complete Agreement With Vista to Fund Vista/Carlsbad Interceptor Sewer Improvements
Planning and Programs
Prepare Fiscal Year 2009-10 Capital Improvement Program
Complete the Enterprise Geo-Database
Continue Creation and Maintenance of the "Current" Inventory of Infrastructure Assets
Support Development of Asset Management Activities With City Departments
Pursue Funding for Bridge Preventive Maintenance Plan Activities
Pursue Funding for Pedestrian and Bicycle Facilities
Participate in Environmental Review, Design and Permitting Activities for the Regional Beach Sand Project
Study the Traffic Impact Fee Project List and Revise/Update the Traffic Impact Fee Program
Coordinate With Various Agencies Regarding Maintenance Dredging of Batiquitos Lagoon.
Coordinate With Various Agencies Regarding Restoration of Buena Vista Lagoon
Coordinate Opportunistic Sand Program Applications
Staff Support to the Carlsbad Beach Preservation Committee
Support Efforts to Secure Financing for College Boulevard, Reach A
Support Efforts to Secure Financing for Poinsettia Lane, Reach E
Update the City's Standard Urban Stormwater Mitigation Plan (SUSMP)
Assist With Preparation and Adoption of Regional Hydro Modification Plan Standards
Implement Development Services Website Portal
Environmental Management
• Update Storm Drain Master Plans per the Growth Management Data and National Pollutant Discharge
Elimination System (NPDES) Requirements and Determine if the Current Planned Facilities and Planned Local
Drainage Area Fees are Adequate for the Existing Rate of Growth and Future Build out.
Construction Management & Inspection
• Update Construction Management and Inspection Division Inspection Manual
• Workload and Business Processes of the Construction Management and Inspection Division are Reviewed and
• Updated as Necessary to Ensure Efficiency, Reliability and Accountability in the Close Out Process for
Development Projects Including Development Improvement Agreements, Subdivision Improvement Agreements
and Grading Agreements and Their Associated Securities, Including bonds, Letters of Credit, and Cash
Deposits.
SIGNIFICANT CHANGES:
• Due to the economic recession, the Deputy City Engineer, Development Services Division, will be frozen and
unfunded. This position will be partially back-filled by existing staff which may take them away from other duties.
• A part-time Inspector, Construction Management and Inspection Services Division, will be frozen and unfunded
due to the economic recession.
H-8
Exhibit 5
1 RESOLUTION NO. *68
2 A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY OF
3 CARLSBAD, CALIFORNIA, APPROVING THE
4 OPERATING BUDGET OF THE REDEVELOPMENT
AGENCY AND HOUSING AUTHORITY FOR FISCAL
5 YEAR 2009-10.
6
WHEREAS, the Housing and Redevelopment Commission of the City of
7
Carlsbad, California (the Commission), has reviewed the operating budget for the8
9 Redevelopment Agency for Fiscal Year 2009-10; and
10 WHEREAS, the Commission has reviewed the operating budget for the Housing
11 Authority Section 8 Programs, for Fiscal Year 2009-10; and
12 WHEREAS, public hearings have been held as necessary prior to the adoption of
13 the final operating budgets.
14 NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
15 Commission of the City of Carlsbad, California as follows:
16
1. That the above recitations are true and correct.
17
2. That certain documents now on file in the office of the City Clerk entitled18
"City of Carlsbad, 2009-10 Operating Budget and 2009-10 to Buildout Capital
20 Improvement Program - Preliminary," as amended in accordance with Exhibit 5-A
21 attached hereto and incorporated by reference herein, is hereby adopted as the
22 Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority
23 Section 8 Programs for the Fiscal Year 2009-10.
3. That the amounts reflected as estimated revenues for Fiscal Year 2009-10
25 are hereby adopted as the budgeted revenues for 2009-10.
26
27
28
Exhibit 5
1 4. That the amount designated as 2009-10 Budget in Exhibit 5-A is hereby
2 appropriated to the fund for which it is designated, and such appropriation shall not be
3 increased except as provided herein.
4
5. That the following controls are hereby placed on the use and transfers of
5
budget funds:
6
A. No expenditure of funds shall be authorized unless sufficient funds
7
have been appropriated by the Commission or Executive Director as described below.
8
g i. The Executive Director may authorize all transfers of funds
10 from account to account within the same fund in an amount up to $100,000 per transfer.
11 ii. The Executive Director may delegate the authority to make
12 budget transfers and adjustments.
13 iii. The Executive Director may authorize budget adjustments
14 involving offsetting revenues and expenditures; the Executive Director is authorized to
15 increase an appropriation for a specific purpose where said appropriation is offset by
16
unbudgeted revenue which is designated for said specific purpose.
17
B. The Commission must authorize any increase in the number of
18
authorized permanent personnel positions above the level identified in the final Budget.
20 The Executive Director may authorize the hiring of temporary or part time staff as
21 necessary, within the limits imposed by the controls listed above.
22 6. That all appropriations and outstanding encumbrances as of June 30,
23 2009, are hereby continued into 2009-10 for such contracts and obligations.
24 ///
25 ///
26
27
28 •7Y
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and
Carlsbad Municipal Water District Board of Directors held on the 16th day of June,
2009, by the following vote to wit:
AYES: Commission Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
USA HILDABRAND, Secretary
(SEAL)
£ ^/ESTABLISHED''
197°
CARLSBAD REDEVELOPMENT AGENCY - CAPITAL IMPROVEMENT PROGRAM 2008-09 TO BUILDOUT
PROJECT TITLE
STREETSCAPE IMPROVEMENTS
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
CARLSBAD BOULEVARD REALIGNMENT STUDY. PHASE 2
FUND
REDVL VILLAGE
REDVL VILLAGE
REDVL SCCRDA
TOTAL
BUDGET
400.000
850.000
250.000
PRIOR BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4
EXP/ENC FORWARD 2009-2010 2010-2011 2011-2012 2012-2013
100.000
-
TOTAL ALL REDEVELOPMENT PROJECTS 1,500,000 0 100,000
YEARS YEAR 6-10
2013-2014 2014-2019
BUILDOUT
2019-2024
300.000
850,000
250.000
550,000 000 0 850,000 0
o
mx
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & REDEVELOPMENT ACCT NO. 1903401
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$365,174
4,843,045
0
$5,208,219
4.25
0.30
2007-08
ACTUAL
$382,378
4,900,374
1,226
$5,283,978
4.25
0.30
2008-09
REVISED BDGT
$405,730
5,485,561
0
$5,891,291
4.25
0.30
2009-10
BUDGET
$415,486
5,754,133
0
$6,169,619
4.25
0.30
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for extremely low-income and very low-income households.
• Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
• Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
• Achieve and maintain a lease rate that effectively utilizes funding allocation.
Family Self-Sufficiency
• Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
independence from welfare.
• Assist families in identifying barriers to becoming self-sufficient.
• Provide guidance to the family to establish a five-year goal and plan.
• Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCE/WORKLOAD MEASURES:
• Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "high
performer."
• Achieve and maintain a lease rate utilizing 98% of allocated funds.
• Update and revise Administrative Plan to adopt changes in federal regulations.
• Expand rental assistance knowledge by conducting community workshops, providing owner and participant
educational opportunities, and conducting owner outreach presentations.
KEY ACHIEVEMENTS 2008-09:
• .Provided rental assistance to approximately 619 very low and extremely low-income households.
• Received "High Performer" ranking under SEMAP.
SIGNIFICANT CHANGES:
• None
F-13
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & REDEVELOPMENT ACCTNO. 8013410/802XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$239,614
2,015,556
71,719
$2,326,889
1.56
0.08
2007-08
ACTUAL
$211,340
2,005,699
552
$2,217,591
1.56
0.08
2008-09
REVISED BDGT
$172,353
1,461,136
0
$1,633,489
1.56
0.08
2009-10
BUDGET
$176,852
1,324,715
0
$1,501,567
1.56
0.08
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Redevelopment Master Plan
• Coordination of project development and permit processing.
• Administration of the Parking-ln-Lieu Fee Program.
• Property acquisition for future redevelopment projects and facilitation of new development.
Community Relations and Public Relations Program
• Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency.
• Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
• Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCE/WORKLOAD MEASURES:
• Process 15 applications for redevelopment permits for improvements to existing structures or new construction
projects.
• Process 20 sign permit applications.
• Process four preliminary review applications.
• Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
KEY ACHIEVEMENTS FOR 2008-09:
• Revisions to development standards to assist in encouraging development approved by the Coastal
Commission.
• Processed three sidewalk sign/outdoor display permits; 20 sign permits; three administrative redevelopment
permits; and three major redevelopment permits.
F-16 n
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. 80i34io/802xxxx
KEY GOALS FOR 2009-10:
Financial Health
• Process redevelopment permits for all types of projects within the Village Area that represent high-quality
development or redevelopment of properties and buildings.
• Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private
commercial and/or mixed-use development on North State Street.
Balanced Community Development (also affects Financial Health goal)
• Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and
administration/organizational structure strategies following the July 2009 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
• The Carlsbad Village Redevelopment Plan will expire in July of 2009.
F-17
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8033420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$35,147
27,225
0
$62,372
0.29
0.00
2007-08
ACTUAL
$37,486
36,553
0
$74,039
0.29
0.00
2008-09
REVISED BDGT
$39,272
55,887
0
$95,159
0.29
0.00
2009-10
BUDGET
$39,414
61,202
0
$100,616
0.29
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Project Processing Procedures
• Continue development of affordable housing project processing procedures.
Affordable Housing Project Coordination
• Assist in the structure and implementation of affordable housing projects.
Affordable Housing Education Program
• Direct educational programs for citizens, businesses, and government agencies interested in affordable
housing.
PERFORMANCE/WORKLOAD MEASURES:
• Process at least three requests for financial assistance through the Housing Policy Team.
• Use existing low-income and moderate-income housing funds to develop property for an affordable housing
project in the Village Redevelopment Area.
• Participate in at least three outreach programs, professional conferences, and/or citizen and business groups on
affordable housing.
KEY GOALS FOR 2009-10:
Top-Quality Services
• Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing
Ordinance.
SIGNIFICANT CHANGES:
• None
F-18
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCT NO. aioxxxx/8113412
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$67,333
100,189
17,631
$185,153
0.41
0.18
2007-08
ACTUAL
$64,513
77,227
56,193
$197,933
0.41
0.18
2008-09
REVISED BDGT
$73,578
97,533
0
$171,111
0.41
0.18
2009-10
BUDGET
$73,905
127,694
0
$201,599
0.41
0.18
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area
• Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could
provide for public recreational facilities and/or development of cultural facilities or other public facilities.
• Revitalize, redevelop, and/or generally clean up the Ponto Area.
• Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and
open space amenities.
PERFORMANCE/WORKLOAD MEASURES:
• Implement land use vision for planning area three.
KEY ACHIEVEMENTS FOR 2008-09:
• Final certification received of Environmental Impact Report for Ponto Beachfront Village Vision Plan.; an
application was submitted for a Hilton Hotel Resort with a capacity of 212 rooms.
KEY GOALS FOR 2009-10:
Balanced Community Development
• Facilitate the development of one project identified by the vision study for planning area three.
SIGNIFICANT CHANGES:
• The assessed values in the South Carlsbad Coastal Redevelopment Area remain less than the original values
when the redevelopment area was formed. The decline is mainly due to the lower values assigned to the
Encina Power Plant. Since the revenue to the area is based on the excess of the current assessed values over
the original assessed values, the South Carlsbad Area will again not receive any property tax revenue in Fiscal
Year 2009-10. Budgeted expenses will come from accumulated balances and/or loans from the City, as
approved.
F-19
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING AND REDEVELOPMENT ACCTNO. 8123420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2006-07
ACTUAL
$21,098
8,661
0
$29,759
0.15
0.00
2007-08
ACTUAL
$21,773
10,228
61
$32,062
0.15
0.00
2008-09
REVISED BDGT
$22,662
20,225
0
$42,887
0.15
0.00
2009-10
BUDGET
$22,526
20,455
0
$42,981
0.15
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement City-wide Affordable Housing Programs
• Affordable Housing Project Coordination for Inclusionary Housing Development.
• Affordable Housing Education Activities.
• Development of affordable housing programs.
• Facilitation of development of new affordable housing projects.
PERFORMANCE/WORKLOAD MEASURES:
• Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at
least one (1) new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2009-10:
Balanced Community Development
• Continue to assist private developers to provide affordable housing as required by the City's Inclusionary
Housing Ordinance.
• Implement affordable housing programs that serve to enhance the jobs/housing balance within the community.
SIGNIFICANT CHANGES:
• None
F-20
Exhibit 6
1 RESOLUTION NO. 2009-144
2 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA,
3 ESTABLISHING THE 2009-10 APPROPRIATION
4 LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE
CALIFORNIA STATE CONSTITUTION AND STATE
5 LAW
6
WHEREAS, Article XIIIB of the California State Constitution requires that
7
governments annually establish a limit on the appropriation of proceeds of taxes; and8
9 WHEREAS, State law requires that this limit be presented to the governing body
IQ of each entity each fiscal year; and
11 WHEREAS, State law also requires that this limit be published in a newspaper of
12 general circulation to allow public response to the limit as adopted.
13 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
14 Carlsbad, California, as follows:
15 1. That the above recitations are true and correct.
16
2. That the City Council of the City of Carlsbad, California, does hereby
17
establish and adopt the 2009-10 appropriation limit of one hundred and ninety
four million, one hundred and eighty five thousand, one hundred and six dollars
20 ($194,185,106) as computed in Exhibit 6-A attached hereto.
21 3. That the City Clerk is directed to publish this Resolution in a
22 newspaper of general circulation.
23 ///
24 ///
25 ///
26
27
28
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2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
''"''"/n^o^'
Exhibit 6A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
The revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
> Population growth of Carlsbad, OR
> Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2009-10 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income
The formula is outlined below:
2008-09 Expenditure Limit $190.695.381
% Carlsbad Population Growth 1.0120
Growth in California per capita income X 1.0062
Net Increase Factor 1.0183
2009-10 Limit (2008-09 Limit X Factor) $194.185.106
Current Appropriation of Proceeds of Taxes $94,670,360
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2009-10 is $194.2 million, with appropriations of
"proceeds of taxes" of $94.7 million. The result of the calculation provides the City with an
operating margin of $99.5 million.
D-11
Exhibit 7
1 RESOLUTION NO. 2009-145
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO
3 THE MASTER FEE SCHEDULE.
4
5 WHEREAS, the City Council of the City of Carlsbad has the authority to establish
6 fees for City services; and
7 WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain
° an adequate fee structure recovering costs for City services; and
9
WHEREAS, the City Council has determined the cost of providing general and
10
development-related services; and
11
WHEREAS, the City Council believes it is necessary for the City Manager to
12
have the authority to adjust the recreation program and classes fees from time to time to
remain competitive and within the market pricing for like programs and classes; and
15 WHEREAS, the City Council finds it necessary to recover the costs for City
16 services; and
17 WHEREAS, the City Council has held the necessary public hearing and allowed
18 for public comment on the establishment of said fees.
19 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
20 Carlsbad, California, as follows:
21
1. That the above recitations are true and correct.
22
23 2. That the changes to the Master Fee Schedule for the fees shown in
24 Exhibit 7-A attached hereto, and as amended by determinations of the City
25 Council at its meeting of Tuesday, June 16, 2009 as set forth in the minutes
26 of that meeting, are hereby adopted.
27
28
Exhibit 7
1 3. That all other general City fees and development-related fees as shown in
2 Resolution 2008-192. except as specifically amended, shall remain in full
force and effect.
4
4. The City Council hereby authorizes the City Manager or his/her designee
5
to set recreation program and class fees that are included in the Community
6
Services Guide. The fee shall not exceed the fully burdened (direct and
indirect) costs of providing the program or class but shall be no less than the
9 lowest fee charged for like kind programs or classes in the North County cities
10 of Oceanside, Vista, San Marcos, Escondido, or Encinitas. There are no fees
in the Master Fee Schedule that will be changed as a result of this authority.
12 5. This resolution shall become effective on August 1, 2009 for General City
13 fees, August 1, 2009 for Water/Sewer fees pending the successful outcome
14
of the June 23, 2009 public hearing, and September 1, 2009 for the
15
Development-related service fees and Development-impact fees.
17 '"
18 /"
19 ///
20 ///
21 ///
22 ///
24
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
LORRAINE M. WOOD, City Clerk J
(SEAL)
Exhibit 7 a
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.
TABLE OF CONTENTS
Section 1 - General City Service Fees
Miscellaneous Fees 1-1
Fire Fees 1-1
Library Fees 1-2
Police Fees 1-2
Sewer Fees 1-3
Solid Waste Fees 1-3
Parks & Recreation Fees 1-3
Aqua Hedionda Lagoon Fees 1-4
Aquatic Fees 1-4
Water District Fees 1-4
Recreation/Safety Center/ Seniors & Faraday Facility Rental Schedule A
Library Facility Rental Schedule B,C
Section 2 - Development Related Service Fees
Section 3 - Development Impact Fees
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
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
Temporary 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)
(1)(11)
(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
20
$ 900
$ 1,000
$ 17
$ 65
150
150
3
1
30
50
5
200
55
Actual Cost
20
30
30
$ 285
$ 125
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
June 2009 1-1
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
FY 2009-10
Fee Description
- Spray Booth (plus $65 per resinspecflon)
-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 Non Pickup 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)
Police - Special Event Application - Minor (2 or less intersections)(fee plus services rendered)
Police - Special Event Application - Major (3 or more intersectjons)(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
$ 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
Listprice+$40ifout
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
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 - Urge 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
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 Safety 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
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
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 - Leam to Swim - Non-Res
City Classes - Adult/Teen - Learn To Swim - Res
City Classes - AdulOTeen - 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 (1-10unitsof 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)
Potable 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
$ 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
June 2009
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
$ 108.89
$ 176.49
$ 341.99
$ 541.28
$ 35
$ 33
$ 10
$ 12
$ 15
$ 100
$ 185
$ 992
$ 115
$ 34
Notes:
(1) - Charge is cost of supplies plus additional 30%.
(2) - Nonresidenttal 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
June 2009 1-5
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
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
1/2 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
$ 35
$ 70
$ 95
$ 85
$ 25
$ 40
$ 35
$ 40
$ 95
June 2009 Schedule A-1
Facilities Continued
Aviara Park (Hourly Rates)
LOCATION
Meeting Room
A
N/C
B
N/C
CATEGORY
C D E
$ 10 | $ 15 | $ 20
F
$ 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 Processinq 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 1 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
$17 per hour (Categories B-F)
$10 - Resident / $20 - Non-Resident (Categories B - F)
June 2009 Schedule A-2
ATHLETIC FIELDS
Natural Turf (Hourly Rates)
LOCATION
Day Use
Non-Resident (Per Player)
Lights
Snack Bars
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
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)
Lights
Snack Bars
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
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
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
N/C N/C | $ 20 $ 30
E F
$ 40 1 $ 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 C D
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
al.
Non-resident Commercial and other
organizations.
Meeting Room
N/C
$15
$20
$30
$40
Auditorium
$15
$20
$55
$75
$100
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.carlsbadca.gov/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
$12ea
$15 ea
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 $1 55 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 1 60 hrs of project planner or 40 hrs of Project Engineer)
EIR - Addendum (+ fbhr after 1st 10 hrs of project planner)
EIR - Focused/Supplemental (Requiring a Public Hearing) - (+ fbhr after the 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
CIS 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'xSOOO1 tile) in '.tif 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
n
(10)
0)
(8)
(8)
(8)
(8)
(8)
(5)
(5)
(5)
(5)
(5)
(1)
(6)
(6)
0)
(D
(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
$ 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
$ 2,043
$ 2,818.25
Actual Cost
Actual Cost
Actual Cost
Actual Cost
Direct cost
$75 Tile + Labor
$75 Tile + Labor
$ 3,962
$ 5,714
Actual cost
25% permit fee
$ 1,153
$ 2,332
$ 656
$ 1,999
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 1" 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 50
PD Amendment - Non-Res - 51 or more
PD Condo - Residential Additional Permit
PD Condo - Admin Amendment
PD/Condo - Minor Amendment
PD Res - 4 or less
PD Res - 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
Precise Development Plan - Amendment
Preliminary Plan Review - Consistency Determination
Preliminary Plan Review - Major
Preliminary Plan Review - Minor
Preliminary Review - Redevelopment (minor or major)
Quitclaim of Easement
Reapportionment Fees for 191 1 Act Assessment Districts - (plus $50 per parcel)
Redevelopment Permit Extension (Minor)
d)
(1)
(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
$ 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
June 2009 2-2
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
:ee 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 - Medium Inspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - High Inspection Priority
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
(11)
(11)
(11)
01)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(D
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
1,517
3,100
1.230
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
45
49
324
324
502
651
60
75
54
208
790
1,150
1.146
1,946
197
317
308
111
259
103
1,517
3,100
1,230
June 2009 2-3
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Substantial Confomnance Exhibit Rev.
Tentative Map Revision -5-49 Units/Lots + $40ea 5+ (whichever is greater)
Tentative Map Revision - 50+ Units/Lots +$1 Sea 49+ (whichever is greater)
Tentative Parcel Map Processing Fee (Minor Subdivision)
Tentative Parcel Map 1yr Extension (per application)
Parcel Map (Minor Subdivision) - Final
Tentative Tract Map Litigation Stay
Tentative Tract Map - 5 -49 Lots/Units + $1 1 0ea. > 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 Plan Review Fees
Meter Installation Fees:
5/8"
Fire Protection
3/4"
1"
1 1/2" - Turbo
1 1/2" - Displacement
2" -Turbo
2" -Displacement
3" (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)
(9)
0)
Current
Fee
$ 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
660
174
390
697
2,624
697
$ 699
Actual Cost
$ 4,551
$ 6,165
$ 5,868
$ 77
$ 331
meter fee
$ 364
$ 403
$ 1,158
$ 628
S 1,388
S 776
Actual Cost
Actual Cost
Actual Cost
Actual Cost
No charge
Actual Cost
Actual Cost
Direct cost
Proposed
Fee
$ 938
$ 3,818
$ 7,062
$ 3,531
$ 1,368
$ 3,115
25% of orig. fee
$ 7,647
$ 15,283
$ 2,680
$ 6,939
$ 692
$ 970
$ 2,024
$ 660
$ 174
$ 390
$ 697
$ 2,624
$ 697
$ 699
Actual Cost
$ 4,551
$ 6,165
$ 5,868
$ 77
$ 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
June 2009 2-4
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2009
Fee Description
Waste Water Discharge Permit
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
$ 31
$ 200
$ 190
$ 30
$ 270
$ 270
$ 80
Proposed
Fee
$ 31
$ 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 Ad 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 PROTECTION SYSTEM INSTALLATION FEES - (Current FY 2008-09)
Plan Review
Ins
Qty.
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add'l riser
- Tenant Improvement
$65
$65
Sat
1at
Schedule #1
pection Fees
Cost
Total
Fee
$65 each
$65 each
$260
$1,200
$600
$130
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
$60 minimum
$100
1at
2 at
$65 each
$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
1at
1at
2 at
2 at
1at
$65 each
$65 each
$65 each
$65 each
$75 each
$130
$130
$210
$210
$75
FIRE PROTECTION SYSTEM INSTALLATION FEES - {Proposed FY 2009-10\ Schedule #1
Plan Review
Inspection Fees
Qty. | 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
June 2009
2-6
GRADING PLANCHECK
Amount
100CY*orless
101 tol.OOOCY
1,001 to 10,000 CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
Schedute#2
Current FY Proposed FY
2008-09 Fee 2009-10 Fee
$393
$786
$2,352
$3,702
$5,646
$9,058
$393
$786 for the first 100 cubic yards plus $120 for each additional 100 cubic yards or fraction thereof.
$2,352 for the first 1 ,000 cubic yards plus $1 20 for each additional 1 ,000 cubic yards or fraction
thereof.
$3,702 for the first 1 0,000 cubic yards plus $1 80 for each additional 1 0,000 cubic yards or fraction
thereof.
$5,646 for the first 100,000 cubic yards plus $285 for each additional 10,000 cubic yards or fraction
thereof.
$9,058 for the first 200,000 cubic yards plus $130 for each additional 100,000 cubic yards or fraction
thereof.
* CY = Cubic Yards
2-7
GRADING PERMIT F^li^fefflB-ISJ ,,,, , • •,"•: i- '••-/ , ?iVi'iV .'' S&HMtam
Amount
100 Cubic Yards (CY) or less
101 to 1,000 CY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 to 400,000 CY
400,000 to 1,000,000 CY
1,000,001 CY or more
Current FY
2008-09
Fee
$393
$398
$1,117
$1,846
$3,236
$4,777
$9,482
$16,544
Proposed
FY 2009-10
Fee
$393
$398 for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
$1,117 for the first 1 ,000 CY plus $65 for each additional 1 ,000 CY or fraction thereof.
$1,846 for the first 1 0,000 CY plus $130 for each additional 1 0,000 CY or fraction thereof.
$3,236 for the first 100,000 CY plus $130 for each additional 10,000 CY or fraction thereof.
$4,777 for the first 200,000 CY plus $195 for each additional 10,000 CY or fraction thereof.
$9,482 for the first 400,000 CY plus $980 for each additional 100,000 CY or fraction thereof.
$16,544 for the first 1 ,000,000 CY plus $710 for each additional 100,000 CY or fraction thereof.
June 2009
2-8
IMPROVEMENT CONSTR
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
Current FY 2008-09
Fee
5.5% - $375 Minimum
$1,561
$3,128
$3,909
$5,790
$9,399
$14,993
Afe-JPYfflMii'... -•<-'•'/••• • ••'',-... ''•'':" '','::..., Ssn«dyl**4
Proposed FY 2009-10
Fee
5.5% - $375 Minimum
$1 ,561 for the first $20,000 plus $250 for each additional $1 0,000 or fraction
thereof.
$3,1 28 for the first $50,000 plus $1 25 for each additional $1 0,000 or fraction
thereof.
$3,909 for the first $1 00,000 plus $1 00 for each additional $1 0,000 or fraction
thereof.
$5,790 for the first $250,000 plus $1 05 for each additional $1 0,000 or fraction
thereof.
$9,399 for the first $500,000 plus $1 05 for each additional $1 0,000 or fraction
thereof.
$14,993 for the first $1,000,000 plus $105 for each additional $10,000 or fraction
thereof.
June 2009
IMPROVEMENT PLAN REVIEW FEES - (FY 09-10) * , • v\ • ' ' " > , >„_ " Schedule #5
Current FY
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
Proposed
FY 2009-10
2008-09 Fee
$
$
$
$
$
$
$
1,256
1,603
2,068
2,321
7,021
12,408
12,682
$
$
$
$
$
$
$
Fee
1,256
1,603
2,068
2,321
7,021
12,408
12,682
Fee
plus 5% of value of improvements
plus 4% of value of improvements - $2,470 minimum
plus 3% of value of improvements - $4,090 minimum
plus 2.5% of value of improvements - $5,840 minimum
plus 2% of value of improvements - $13,910 minimum
plus 1 .5% of value of improvements - $23,840 minimum
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
Current FY
2008-09
Fee
$94
$119
$151
$184
$226
$328
and includes a $30 charge
Schedule #6
Proposed FY
2009-10 Fee
$105
$133
$172
$210
$259
$379
per light for
June 2009
2-11
LANDSCAPE INSPECTION FEES * (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 $750,000
$750,001 and Over
Current FY
2008-09 Fee
$548
$774
$1,087
$1,54&
$1,860
$2,942
Schedule #7
Proposed
FY 2009-
10 Fee
$548
$774 for the first $20,000 of improvements plus $20 for each
additional $10,000 or fraction thereof.
$1 ,087 for the first $50,000 of improvements plus $20 for each
additional $10,000 or fraction thereof.
$1 ,548 for the first $100,000 of improvements plus $150 for each
additional $100,000 or fraction thereof.
$1 ,860 for the first $250,000 of improvements plus $1 50 for each
additional $100,000 or fraction thereof.
$2,942 for the first $750,000 of improvements plus $1 50 for each
additional $100,000 or fraction thereof.
June 2009
2-12
LANDSCAPE PLAN CHECK FEES - (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 1 ,000,000
Over $1,000,000
current FY
2008-09
Fee
$548
$779
$2,250
$3,413
$4,192
$5,120
$7,759
Schedulers
Proposed
FY 2009-
10 Fee
$548
$779 plus 3.0% over $20,000
$2,250 plus 1 .5% over $50,000
$3,413 plus 2% over $100,000
$4,192 plus 0.15% over $250,000
$5,120 plus 0.1% over $500,000
$7,759 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 $10.0,000 $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 f 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 2" - Displacement
Meter Size 3" - Displacement
Meter Size 4" - Displacement
Meter Size 4" -Turbo
Meter Size 6" - Displacement
Meter Size 6" - Turbo
Meter Size 8" - Displacement
Meter Size 8" - Turbo
Note
(2)
(2)
(2)
(2)
(1)(2)
(1)(2)
(2)
(2)
(3)
(3)
(3)
(3)
(3)
(3)
(1)
(D(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
$ 291
$ 1,513
$ 1,222
$ 171
$ 10,000
$ 106
$ 89.68
$ 265
$ 265
$ 265
$ 224.20
$ 224.20
$ 224.20
$ 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
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
higher).
June 2009
3-1
PARKMWW-.FBS . ;-:/. .. -_>•. Y.-.. . 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
$5,270 $10,480 $22,837
1,970 3,797 8,535
1,912 2,705 8,287
1,813 2,966 7,857
June 2009 Attachment 3-3
SEWER BENEFIT AREA FEES - Schedule C
Current FY
2008-09
Area A
AreaB
Area C
AreaD
Area E
Area F
Area G
Area H
Area J
AreaL
Area M
$
$
$
$
$
$
$
$
$
$
$
Fee
468
824
2,003
2,007
2,960
2,976
127
956
1,647
1,302
64
Proposed
FY 2009-10
$
$
$
$
$
$
$
$
$
$
$
Fee
468
824
2,003
2,007
2,960
2,976
127
956
1,647
1,302
64
June 2009 Attachment 3-4
Current FY 2008-09 Fees
HABITAT MITIGATION FEES
Fees Per Acre of Impact
. D. Coastal Sage Scrub
E. Grassland
F. Ag. Disturbed Eucalyp. Wood.
$
$
$
Schedule D
27,280
13,640
2,729
Proposed FY 2009-10 Fees
HABITAT MITIGATION FEES
Fees Per Acre of Impact
Schedule D
D. Coastal Sage Scrub
E. Grassland
F. Ag. Disturbed Eucalyp. Wood.
$
$
$
27,280
13,640
2,729
July 2009 Attachment 3-5
Exhibit 8
RESOLUTION NO. 2009-146
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
3 OF CARLSBAD, CALIFORNIA, APPROVING THE FY
4 2009-10 OPERATING AND CAPITAL BUDGETS OF THE
ENCINA WASTEWATER AUTHORITY
5
6 WHEREAS, the City of Carlsbad is a member agency to the Encina Joint Powers
7 Agreement entered into on July 13, 1961, for the acquisition, construction, ownership,
8 operation and maintenance of the Encina Joint Sewer System; and
9
WHEREAS, the Encina Agreement requires approval for the budget of the
10
Encina Wastewater Authority (EWA) by the Member Agencies following the
11
recommendation of the Joint Advisory Committee (JAC); and
12
WHEREAS, the City Council of the City of Carlsbad desires to approve said
budget and provide for the payment of its share such expenses in accordance with the
15 allocation provided in the Basic Agreement; and
16 WHEREAS, there are projected to be sufficient funds in the Sanitation fund for
17 the payments as they become due.
18 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
19 Carlsbad, California, as follows:
20
1. That the above recitations are true and correct.
21
2. That the City of Carlsbad's share of the Fiscal Year 2009-10 Operating
23 Budget of the EWA as approved by JAC on April 22, 2009, in the amount of $3,012,448
24 for Wastewater Plant Operations and $827,126 for the Carlsbad Water Recycling
25 Facility Operations, and the Capital Budget of $1,575,887 is hereby approved.
26
27
28
Exhibits
1 3. That the City Manager is hereby authorized to make payment on behalf of
2 the City of Carlsbad to EWA in accordance with the budget as approved by JAC
3 pursuant to the Encina Basic Agreement.
4"
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
(SEAL)
-> LJ^m^^• O .'C-;;**-^:?•?«??& /~\ •' — . <?«. ,«,v, * >^Hr Mnpc*g CJ •
Exhibit 9
1 RESOLUTION NO. 2009-147
2 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA, APPROVING
3 ADJUSTMENTS TO THE FY 2008-09 OPERATING
4 BUDGET
5
WHEREAS, the General Fund is responsible for its share of Storm Water
6
expenses for FY 2008-09; and
7
WHEREAS, the FY 2008-09 adopted Operating Budget did not include8
9 authorization for the transfer, estimated at $154,273; and
10 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
11 Carlsbad, California, as follows:
12 1. That the above recitations are true and correct.
13 2. That the City Council of the City of Carlsbad, California, does hereby
14 authorize an additional appropriation of $154,273 in Fiscal Year 2008-09 for the
transfer from the General Fund balance to the Storm Water Fund for the General
16
Fund share of storm water costs.
17"
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
Exhibit 10
1 RESOLUTION NO. 469
2 A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY
3 OF CARLSBAD, CALIFORNIA, APPROVING
, ADJUSTMENTS TO THE FY 2008-09 OPERATING
BUDGET
5
6 WHEREAS, the Section 8 Special Revenue Fund will not have a sufficient
7 budget appropriation to cover the anticipated housing assistance payments for Fiscal
8 Year 2008-09; and
9 WHEREAS, the Finance Department has prepared the cash flow analysis for
10 the Section 8 Special Revenue Fund and recommends the additional appropriation of
11
$250,000 to cover the anticipated additional housing assistance payments; and
12
NOW, THEREFORE, BE IT RESOLVED by the Housing and
Redevelopment Commission of the City of Carlsbad, California, as follows:
15 1. That the above recitations are true and correct.
16 2. That the Housing and Redevelopment Commission of the City of
17 Carlsbad, California, does hereby authorize an additional appropriation of
18 $250,000 in Fiscal Year 2008-09 from the Section 8 Special Revenue Fund
balance.20 ///
21
22
23
24 '"
25 "'
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27 III
28 V5\
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and
Carlsbad Municipal Water District Board of Directors held on the 16th day of June,
2009, by the following vote to wit:
AYES: Commission Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
LISA HILDABRAND, Secretary
(SEAL)
^oV ESTABLISHED \%^
1970
',,*''" •••*'* 0-v
Exhibit 11
1 RESOLUTION NO. 1359
2 A RESOLUTION OF THE BOARD OF DIRECTORS OF
CARLSBAD MUNICIPAL WATER DISTRICT (CMWD) TO
3 ADD THE POSITION CLASSIFICATION OF SCADA
, TECHNICIAN AND AMEND THE SALARY SCHEDULE
FOR THE CARLSBAD MUNICIPAL WATER DISTRICT
5
6 WHEREAS, the City Manager recommends, and the Board of Directors of
7 the Carlsbad Municipal Water District, California, concurs, that it is desirable and
necessary to adopt the classification and salary range of SCADA Technician; and
9
I IC^CO
WHEREAS, the City Manager recommends, and the Board of Directors of the
10
Carlsbad Municipal Water District, California, concurs, that it is desirable and necessary
11
to amend the Salary Schedule for the Carlsbad Municipal Water District to reflect these
12
changes;13
WHEREAS, the addition of the SCADA Technician classification does not
15 create changes to the Conflict of Interest Code;
16 NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the
17 Carlsbad Municipal Water District, California, as follows:
18 1. That the above recitations are true and correct.
19 2. That the Board of Directors of the Carlsbad Municipal Water District,
20 California authorizes the placement of SCADA Technician at salary range 46, in
21
the revised Carlsbad Municipal Water District Salary Schedule (see attachment
22
11 a) and the establishment of a SCADA Technician job classification
23
specification (see attachment 11b), which are hereby approved.
25 '"
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Municipal Water District Board of Directors, Carlsbad City Council and
Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009,
by the following vote to wit:
AYES: Board Members Lewis, Kulchin, Hall, Packard and Blackburn.
NOES: None.
ABSENT: None.
LORRAHVIE
(SEAL)
.v/.
'If
Exhibit 11A
CARLSBAD MUNICIPAL WATER DISTRICT
Salary Schedule and Job Classification
Effective June 16.2009
CLASSIFICATION RANGE
Accountant 55
Associate Engineer 57
Construction & Maintenance Worker I 31
Construction & Maintenance Worker II 35
Engineering Office Assistant II 23
Engineering Technician II 43
Engineering Technician III 47
Equipment Operator 37
Facility Maintenance Leadworker 37
Scada Technician 46
Senior Engineering Inspector 53
Senior Systems Operator 46
Storekeeper 40
System Operator I 33
System Operator II 41
Water Conservation Specialist 35
RANGE
CARLSBAD MUNICIPAL WATER DISTRICT
ANNUAL SALARY SCHEDULE
Effective 6/16/09
STEP A STEPB STEPC STEPD STEPE RANGE
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
$32,516.90
$33,239.96
$33,996.56
$34,588.06
$35,377.16
$36,134.02
$36,922.60
$37,811.02
$38,731.16
$39,553.02
$40,375.14
$41,164.24
$42,117.92
$43,070.82
$43,991.74
$44,977.92
$45,964.10
$46,951.06
$48,101.82
$49,088.00
$50,205.74
$51,455.04
$52,572.78
$53,723.80
$55,006.12
$56,189.38
$57,480.28
$58,951.36
$59,838.74
$60,990.02
$62,337.86
$63,488.62
$64,836.46
$66,086.54
$67,400.84
$68,716.44
$70,130.58
$71,543.94
$72,990.84
$74,470.50
$75,916.62
$77,593.62
$78,941.20
$80,617.94
$33,996.30
$34,588.32
$35,377.16
$36,134.02
$36,922.60
$37,811.02
$38,731.16
$39,553.02
$40,375.14
$41,164.24
$42,117.92
$43,070.82
$43,991.74
$44,977.92
$45,964.10
$46,951.06
$48,101.82
$49,088.00
$50,205.74
$51,455.04
$52,572.78
$53,723.80
$55,006.12
$56,189.38
$57,480.28
$58,951.36
$59,838.74
$60,990.02
$62,337.86
$63,488.62
$64,836.46
$66,086.54
$67,400.84
$68,716.44
$70,130.58
$71,543.94
$72,990.84
$74,470.50
$75,916.62
$77,593.62
$78,941.20
$80,617.94
$82,229.42
$83,840.90
$35,377.16
$36,134.02
$36,922.60
$37,811.02
$38,731.16
$39,553.02
$40,375.14
$41,164.24
$42,117.92
$43,070.82
$43,991.74
$44,977.92
$45,964.10
$46,951.06
$48,101.82
$49,088.00
$50,205.74
$51,455.04
$52,572.78
$53,723.80
$55,006.12
$56,189.38
$57,480.28
$58,951.36
$59,838.74
$60,990.02
$62,337.86
$63,488.62
$64,836.46
$66,086.54
$67,400.84
$68,716.44
$70,130.58
$71,543.94
$72,990.84
$74,470.50
$75,916.62
$77,593.62
$78,941.20
$80,617.94
$82,229.42
$83,840.90
$85,452.12
$87,160.84
$36,922.60
$37,810.76
$38,731.16
$39,553.02
$40,375.14
$41,164.24
$42,117.92
$43,070.82
$43,991.74
$44,977.92
$45,964.10
$46,951.06
$48,101.82
$49,088.00
$50,205.74
$51,455.04
$52,572.78
$53,723.80
$55,006.12
$56,189.38
$57,480.28
$58,951.36
$59,838.74
$60,990.02
$62,337.86
$63,488.62
$64,836.46
$66,086.54
$67,400.84
$68,716.44
$70,130.58
$71,543.94
$72,990.84
$74,470.50
$75,916.62
$77,593.62
$78,941.20
$80,617.94
$82,229.42
$83,840.90
$85,452.12
$87,160.84
$88,970.18
$90,679.42
$38,731.16
$39,552.76
$40,375.14
$41,164.24
$42,117.92
$43,070.82
$43,991.74
$44,977.92
$45,964.10
$46,951.06
$48,101.82
$49,088.00
$50,205.74
$51,455.04
$52,572.78
$53,723.80
$55,006.12
$56,189.38
$57,480.28
$58,951.36
$59,838.74
$60,990.02
$62,337.86
$63,488.62
$64,836.46
$66,086.54
$67,400.84
$68,716.44
$70,130.58
$71,543.94
$72,990.84
$74,470.50
$75,916.62
$77,593.62
$78,941.20
$80,617.94
$82,229.42
$83,840.90
$85,452.12
$87,160.84
$88,970.18
$90,679.42
$92,520.48
$94,362.06
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Exhibit 1 IB
CARLSBAD MUNICIPAL WATER DISTRICT
CLASS SPECIFICATION
JOB TITLE: SCADA TECHNICIAN
DEPARTMENT: MAINTENANCE & OPERATIONS
BASIC FUNCTION;
Under general supervision perform or assist in a variety of responsible duties in the
design, installation, programming, testing, maintenance, repair and calibration of the
Water, Recycled Water and Wastewater SCADA and electrical systems and to perform
related duties as assigned.
DISTINGUISHING CHARACTERISTICS:
Initially under close supervision, incumbents learn and perform a variety of routine tasks
and duties in the installation, testing, maintenance, repair and calibration of the SCADA
and electrical systems. Initially employees are not required to have the more advanced
knowledge associated with system design functions, system programming,
troubleshooting the host system and advanced electrical systems. Employees progressing
within this classification perform higher level system design, programming,
troubleshooting, electrical functions and contractor coordination and oversight. Under
general direction, incumbents perform a variety of advanced tasks and duties in the
design, programming, troubleshooting, electrical functions and contractor coordination
and oversight. Possess a strong electrical background, comprehension of system
hydraulics and pump dynamics.
KEY RESPONSIBILITIES;
(These are representative duties and the emphasis on certain duties will vary depending
on the job assignment.)
Participate and assist with the design phases of the SCADA systems in close coordination
with and consensus of the operations divisions having ultimate responsibility for
operational use of the SCADA systems.
Perform the construction of remote installation units that will include electromechanical
devices, remote input/output units (RTUs/PLCs) and communication equipment. Develop
plans and schematics for all sites.
Programming Process Control Software to create graphical displays of monitoring and
control functions, determining alarm status indicators, and historical data storage/display.
Analyze graphical displays, meter readings, alarms, utility bills and reports to identify
anomalies, operational inefficiencies, design and installation problems and issues. Work
SCADA TECHNICIAN, page 2 of 4
with and make recommendations to utility providers, operations, designers and installers
for correction or improvement.
Perform maintenance, repair and calibration of all electromechanical sensors,
transmitters, indicators, meters, etc. to insure proper readings of all monitored analog
functions.
Perform maintenance on all computer related, electrical, radio, solar and UPS systems.
Perform testing of all discrete functions from the remote facility to the SCADA display.
Perform routine checks of all electrical systems including pumping systems.
Perform software system updates and server management.
Update SCADA records and as-builts.
Troubleshoot computer, electrical, phone, and radio system failures.
Order and track equipment, parts, materials and supplies.
Provide coordination and oversight of contractors when used for any SCADA and
electrical system needs.
Perform related duties as assigned.
REPORTING RELATIONSHIPS:
The SCADA Technician reports to the Public Works Supervisor.
QUALIFICATIONS;
Knowledge of:
Principles, practices, techniques, theory and operation of electronic and electrical
equipment including low to medium voltage industrial electrical systems,
components, and motors.
Communications systems as used in the remote process control field including
hardwire modems, wireless modems, cellular communications and radio.
Computers and applications as used in the process control field.
Read and interpret electrical plans, schematics, and wiring diagrams.
National Electrical Code and Safety Orders of the California Department of
Industrial Relations.
SCADA TECHNICIAN, page 3 of 4
All applicable safety practices, procedures, orders, etc.
Oral and written communication skills.
Applicable laws, codes, regulations, policies and procedures.
Interpersonal skills using tact, patience and courtesy.
Ability to;
Install, maintain, and repair equipment related to electronics, instrumentation
control, telemetry and telecommunications.
Calibrate and test a variety of systems designed for monitoring and control.
Read, interpret and understand plans, schematics, technical manuals, diagrams,
blueprints and drawings.
Develop, design, assemble, and install remote SCADA units.
Work independently and efficiently to carry out assignments.
Communicate effectively both orally and in writing.
Interpret, apply and explain rules, regulations, policies and procedures.
Establish and maintain cooperative and effective working relationships.
Analyze situations accurately and adopt an effective course of action.
Operate a computer and other office equipment.
Meet schedules and time lines.
Work safely and maintain a safe work environment.
Plan and organize work.
Maintain detailed records and prepare clear and concise reports.
EXPERIENCE AND EDUCATION;
Any combination equivalent to experience and education that could likely provide the
required knowledge, skills and abilities is qualifying. A typical way to obtain the
knowledge, skills and abilities outlined above is:
Minimum two years of increasingly responsible experience in the maintenance, repair and
installation of SCADA, instrumentation, telemetry, electrical, computer and
communications systems. College level course work in electronics or a related field.
SCADA TECHNICIAN, page 4 of 4
SPECIAL REQUIREMENTS:
Valid California driver's license.
CDPH Water Distribution Operator Grade II
PHYSICAL STANDARDS:
Must possess sufficient strength and stamina to lift, carry and manipulate objects
weighing up to 50 Ibs. maintain physical condition necessary for standing walking,
sitting, kneeling or bending for prolonged periods of time. Must be willing to work
outdoors, in all weather conditions; to work in confined places with exposure to
potentially hazardous conditions, and to work at heights.
Must be available to work overtime and respond to emergency calls; work varying hours,
including weekends, holidays, days off and perform "stand-by" duty as assigned.
ENVIRONMENTAL CONDITIONS:
Office and field environment; travel from site to site; exposure to noise, dust, grease,
smoke, fumes, gases, electrical energy, toxic materials, and inclement weather conditions;
work in or with water, recycled water and wastewater.
DATE APPROVED
I Ho
^-^"
All Receive-Agenda Item #_OPTIMIZATION STUDY
ciTYcguNcn,
Overview
^ ,ASsfc CMj^jCAr_CC_^l
Date W/>Titv Manager (/"
Over the past few years, the City of Carlsbad (City) has invested time and resources in
reviewing its opportunities for operational performance. These efforts are particularly important
in today's economy, with a variety of factors affecting water managers. Utilities have been
affected by unexpected cost escalation, regulatory mandates, service level expectations, aging
infrastructure, climate conditions, development adjustments, and revenue limitations, among
other things. In addition, the City has had a significant increase in infrastructure due to growth
and the added recycled water system.
In response, some utilities are conducting assessments and implementation programs to
improve the productivity and efficiency of their workforce, focusing on delivery levels of service
commensurate with customer expectations or providing 1he same level of service with limited
resources. The bottom-line is that utilities are faced with critical decisions to wisely invest in
improvement activities that will demonstrate cost stabilization, if not cost savings, and that will
hold-the-line on capital and operating costs as a means of responding to the current economic
conditions and challenges. It is with deliberate assessment and prioritization, good business
case development, reasonable implementation planning, and applying the right resources to the
projects that results are assured. The City is continuously updating the process of identifying
opportunities for operational improvement.
Next Step
Develop an implementation strategy and plan for those improvement areas already identified.
The plan would include an assessment of implementation feasibility (i.e., required resources,
public buy-in, etc.), as well as a prioritization of each effort through the development of a risk
profile for each area.
Proposed Project Objectives
The following proposed project objectives will be used in guiding the improvement plan
development:
Stabilize costs and minimize cost increases.
Maintain acceptable levels of service.
Improve system reliability and integrity.
Optimize asset life-cycle costs.
Provide the ability to fund infrastructure maintenance and replacement.
JUN 1 :. TQQ9
CITY OF CARLOAD
CITY CLERK £ 0; r ICE
Proposed Project Approach
The following offers an approach to developing an implementation strategy and plan that
facilitates the City's efforts to improve the performance of its water utility. In developing an
implementation strategy and plan, the proposed project approach will build upon the efforts
already completed by the City and establish a plan that meets the business objectives of the
City. Generally, this project will include a thorough review of documents, a limited review of best
practice research, two review sessions with select City staff, and an implementation strategy
and plan that advances the recommendations made through the City's previous assessments.
Proposed Project Tasks
1. Develop an understanding of the City's prior and current improvement efforts and the
improvement areas of particular interest.
2. Focused review meetings to gather context and to address specific areas requiring City
feedback.
3. Develop and finalize an implementation plan that provides the City with action items for
each improvement effort and prioritizes these efforts based on a risk profile and
feasibility of implementation.
Fiscal Impact
One time request of $80,000 (50% water/50% recycled water).
Options
1. Approve the request for $80,000 for FY 2009-10, to address the described Optimization
Study.
2. Deny the request for $80,000 for FY 2009-10 to address the described Optimization
Study. This option may result in a less efficient use of assets and resources than might
be realized, depending on the outcome of the study.
PROGRAM OPTION
AUTOMATED METER READING
Background
The Water Meter Division is frequently referred to as the "Cash Register" division
of a water operation. It is so named because the water meters measure the
commodity being sold (in units of water) and recover the costs of purchasing
water from the San Diego County Water Authority. Properly operating water
meters help ensure that the maximum amount of revenue is being collected from
customers.
Over time, water meter components can wear or accumulate calcification
resulting in slower reads, under-registering of water use and ultimately, under-
collection of revenues.
Historically, water meter replacements have not been budgeted for at levels
which meet the best management practices exchange frequency. In addition,
since 1997, the District service area has experienced a 47% expansion.
Current Process for Meter Reading:
Currently, the meter reading practice involves the manual collection of water
usage data throughout the Carlsbad Municipal Water District service area. All
meters in the District are "read" monthly. The Meter Service Workers walk to
each meter location, lift the meter box lid, lift the meter register cover, read the
meter register (which looks like a vehicle odometer), enter the read data into an
electronic handheld device ("data collector"), then close the register cover and
meter lid, and walk to the next meter location.
Proposed Process for Meter Reading:
"Fixed Network Automated Meter Reading" (FN/AMR) uses radio waves to
transmit meter reading data electronically to a central location. The transmitting
meter and ancillary antenna collectors capture meter readings for billing
purposes without the use of a meter service worker. The FN/AMR system allows
for more frequent (i.e., 15 minute intervals vs. monthly) reads of water usage.
Installing automated meter reading technology is an option that would also
increase the accuracy of the data collected, while decreasing staffing and vehicle
needs. In addition to reduced staffing and more frequent real-time water
consumption data, a FN/AMR program has the following benefits:
• Added Real-Time Leak Detection
Performing leak detection is currently manually intensive and, when performed, is
done so using specialized acoustic equipment to listen for leaks. Leak detection
is frequently performed only when a leak has appeared at the surface, thus,
certain water pipelines in the system may never be surveyed for leaks.
The FN/AMR technology uses similar acoustic technology for monitoring leaks
however, the monitoring is ongoing and continually updated and once all meters
are exchanged with FN/AMR technology, leak detection would exist within the
entire water system. The technology detects leaks behind the meter on private
property and also within the municipal water system. Real-time leak detection
data can be stored electronically and mapped. Detecting leaks real-time could
significantly reduce liabilities due to leaky water pipes affecting private properties.
Detecting leaks when they occur reduces water loss, and quickly repairing
known leaks reduces large emergency capital repairs such as the Tamarack
repair and Marbella.
• Enhanced Customer Service:
Water consumption data can be viewed by customers by accessing their account
information via the internet. By making data available for use by customers,
water use behaviors can be more easily modified, providing a tool for customers
to conserve when faced with water cut-backs.
As new customers move into and out of their residences, staff will be able to
collect final and beginning reads automatically which will result in more efficient
establishment of a new account, getting a final bill out to the former customer in a
shorter period of time, and reducing the need for staff time to manually record the
meter read.
Many of the District's water meters are located in areas that require an
appointment with the homeowner to obtain access to the meter. FN/AMR would
eliminate the need to coordinate with the customer in order to obtain a meter
read.
• Enhanced Revenue:
Potential revenue loss will be minimized due to meter tampering or other
equipment damage due to unrecorded water usage because the Meter Services
Division will receive an alarm by the FN/AMR system that a "zero read" (i.e.,
stuck meter) exists. Knowing that a meter is stuck as soon as possible helps to
quickly identify and correct the problem and restore the meter to read status.
With the current manual reading system there is no alarm. Currently, damaged
meters are discovered when there is a visual inspection of the meter during its
read cycle. A meter could be stuck for more than 30 days before it is discovered
and tagged for repair.
Enhancements to sewer revenue are also realized. For commercial/industrial
accounts, sewer usage is based partially on water consumption. As water
consumption is more accurately accounted for and potentially increased, sewer
revenues will also be potentially increased slightly as well.
• Decreased Generation of Greenhouse Gases:
Greenhouse gases are generated for every vehicle mile driven. During 2008,
there were a total of 10,000 miles driven per Meter Service Worker. During this
time each vehicle emitted 8.2 tons of Carbon Monoxide with a total for all
vehicles being 49.2 tons. With the need for four more Meter Service Workers in
the future this total will increase to 82 tons of Carbon Monoxide increasing our
Carbon Footprint. FN/AMR technology not only reduces staffing needs, but
reduces the need for current staff to manually read meters, drive reading routes
and contribute to global warming supporting a proactive approach to
sustainability.
• Increased Employee Safety:
Collecting usage data remotely means a Meter Service Worker will no longer
have to walk or drive a route or stoop and bend to get in position to read the
meter register.
Using a FN/AMR system will reduce the exposure that Meter Service Workers
currently have to on-site risks such as dog bites, etc.
Potential injuries and/or IOD claims may be reduced.
• Grant Funding Cost Offsets:
Water efficiency grant opportunities are available through the California
Department of Water Resources. The meter replacement program would be
eligible for this funding offset if CMWD began installation of the FM/AMR
technology meters. Historically, water utilities of similar size have obtained
$100,000 in grant funding. CMWD is eligible to apply for funding for multiple
years. CMWD recently applied for $1.3 million in grant funding from the Bureau
of Reclamation for this purpose.
Pilot Program Customer Service Results
This fiscal year, the District implemented a "pilot" FN/AMR program for each of
the District's 25 Interim Agricultural Water Program (IAWP) participants to assist
them in managing the 30% cutback in water supplies. District staff can provide
more timely water consumption information to IAWP participants. This helps
them manage their future usage to ensure compliance with IAWP reduction
requirements. With the capability of real time leak detection we are able to
quickly notify customers of leaks that they may not know about. An example of
this is when staff detected a leak at one of the district's Interim Agricultural Water
Program participants palm nursery. The account was flagged on a high usage
report. The leak was repaired in a timely manner, and saved water. The
customer saved the added cost of fees and possible penalties for going over their
monthly water allotment.
I
Figure 1 Normal Usage
a-• <j 3 t •'. ,-~ * — e s . so
Figure 2 Leak Detected
The following table shows the cost to replace the existing meters over the next
15 years with either the current manual meter, or the automated meter (AMR).
When considering the lost revenue of the manual meters and the added benefit
of the leak detection, the AMR is financially advantageous.
15 Year Cost
Staff (*)
Vehicles
Meters
Installation
Collectors, Hosting, AT&T
Grant
Subtotal out of pocket cost i
Add: Leak Detection (**) j
Lost Revenue - Slow Meters
Total with Leak Detection
Staff {*)
Manual
$ 7,449,120
1,053,000
7,421,912
2,647,290
$18,571,322 i
2,700,000 j
18,649,002
$39,920,324
6
AMR AMR w/Grant
$ 4,966,080 $ 4,966,080
702,000 702,000
9,391,035 9,391,035
2,647,290 2,647,290
1,993,839 1,972,911
(1,323,015)
$19,700,244 $18,356,301
9,785,248 9,785,248
$29,485,492 $28,141,549
from 6 to 2 from 6 to 2
(**) Leak detection is an added feature of AMR at NO additional cost.
The breakeven point of replacing the manual meters with AMR is in
approximately 11 years, with continued savings thereafter into the future, as
shown on the chart below.
5>i,:>uu,uuu
$1,400,000 -
>l,oUU,UUU
^IjZUUfUUU
51,100,000
$1,000,000
$900,000 -
<tonn nnn -
$700,000
$600,000
i
j******^ ^^BsaBwsesBsv Breakeven
Savings /
^ /
*X«^— • *
%. savings
L*U rrc n t
. AfVHr
Yl Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Yll Y12 Y13 Y14 Y15
Option 1 - Fund an AMR program. The cost in the first year is $833,268. The
quantity of meters may vary depending on the size and commensurate cost. It is
expected that approximately 1715th of the system (based on cost) will be replaced
each year. An analysis will be done to determine which meters are in need of
replacement each year.
This option requires expenditures of about $162,000 more per year than Option
2. The impact on rates is approximately $0.20 per month for a single family
residence (based on 12 units of water consumption).
Option 2 - Fund a manual meter replacement program. The cost in the first year
is $671,280. The quantity of meters may vary depending on the size and
commensurate cost. It is expected that approximately 1715th of the system
(based on cost) will be replaced each year. An analysis will be done to
determine which meters are in need of replacement each year.
Option 3 - Fund either option 1 or 2 at a level different than the replacement
plan proposed in this report.
PROGRAM OPTION
SISTER CITY PROGRAM
Background
The City of Carlsbad currently has a Sister City Program with two international
cities: since 1998 with Futtsu, Japan and since 1991 with Karlovy Vary, Czech
Republic. The Sister City Program is administered by the Cultural Arts Office in
coordination with the Sister City Committee. The purpose of the Sister City
Program is to promote the cultural, educational and economic connection
between the cities. The City of Carlsbad currently allocates 1/3 of a Community
Arts Coordinator position as well as approximately $6,000 per year to support
this program.
The Sister City Committee would like the program to be more active and more
visible in the community and would like the Cultural Arts Office to spend more
staff time and additional financial resources to help achieve those goals.
However, at this time, the Cultural Arts Office does not have the staff time, nor
the budget, to allocate to the Sister City Program at the requested level without
moving resources away from its core programs. Thus, the Sister City Committee
and Cultural Arts Office staff has different goals for the Sister City Program as
well as differing general administration objectives.
Option 1 - Eliminate the City of Carlsbad's administration of the Sister City
Program and encourage the Committee to create an independent 501 -C-3 non-
profit organization. This option would save the City of Carlsbad $6,000 and
allow the reallocation of the 1/3 of the position to more core Arts Office activities.
Option 2 - Find another community organization to adopt the Sister City
Program. This option would save the City of Carlsbad $6,000 and allow the
reallocation of the 1/3 of the position to more core Arts Office activities.
Option 3 - Keep the Sister City Program in the Arts Office and add an
additional 0.5 FTE position to the program to better meet the Committee
requirements. An additional $18,000 would be needed for this option.
tton mentioned City
All Receive-Agenda Item #_
For the Information of the:
CITY COUNCIL
I's Budget Workshop
ions and Responses
6/04/2009 Date.City Mana »er..(^—
Councils Goals and Vision. What are they?
City Council has specific goals that they set. There are many goals including Financial
Health, Safe Community and Environmental Management. They are listed in the budget
book which can be found on the internet, libraries and City Clerk's Office.
Q. Is the City of Carlsbad going to receive any stimulus money?
A. The City is currently working on applying for federal stimulus funding. For example, there is
currently a request for $1.3 million for replacing water meters. The City expects to hear
back on this request by July, 2009.
Q. Could stimulus money be used to get some Capital Improvement Projects off the
unfunded list?
A. Projects eligible for stimulus funding are projects that have been already designed. Projects
on the unfunded list have not yet been designed. Stimulus money could be used to
complete projects that are already designed and then that funding could potentially be freed
up to fund projects on the unfunded list if the unfunded projects are eligible for the funding
source.
Q. How do you know the State of California can't come back for more Carlsbad money?
A. There are many ways that the state can take money from Carlsbad. Under Prop 1A, there
are some limitations and guidelines on how they can borrow sales tax and property tax
including that the state must pay it back with interest within 3 years.
Q. How was the amount arrived at that the state can take?
A. One option for the state is the borrowing of property tax. Prop 1A allows the state to borrow
up to 8% of the City's property taxes based on the prior year's receipts. This is how the $4.5
million number was estimated for the City of Carlsbad.
Q. Are the older homes on larger lots that have already been conserving water going to
get any consideration under the new tier system?
A. The first tier of 12 units was decided on after a study revealed that 50% of all users fall into
the 12 unit range. 12 units is considered essential water use. Anything more than 12 is
considered outside use.
Q. Older homes need more units. This doesn't seem equitable. Older homes have more
mature landscaping and need more water.
A. The tiered structure was presented at a public workshop. The option of allocations was
presented at the workshop; however, the citizen's preferred the tiered structure.
Q. It seems you are sending a message with these new rates that you want agriculture
out of town.
A. Customers are getting charged for their usage, the demands they put on the system, and
the replacement of infrastructure. The rates reflect the actual charge to provide the service.
Q. Cannon Road Reach 4 has been called the "road to nowhere" and is on the unfunded
list. However, the School District presented to the public that this road was going to
happen.
A. The City has no funding available to build this road. The City has asked the School District
to build it; however, no City funding is allocated for that project.
Page 2 of 3
Q. Does the City have an ambulance subscription service?
A. The City does not have an ambulance subscription serviqe at this time. ' j
Q. How has the fact that the City is now a Charter CityJmpacted the budget? i
A. The fact that the City is now a Charter City has given the City more flexibility in contracting
and purchasing. Hopefully this will help the City reduce Capital Improvement costs. The
effect has not yet been quantified in the budget.
Q. How do we see the details of what is in the budget?
A. The budget document is available online, at libraries and in the City Clerks' Office. If you
have further questions you can contact the Finance Department.
Q. Where can we find the Master Fee Schedule?
A. The Master Fee Schedule can be found online, at libraries and in the City Clerk's Office.
Q. Trail safety is a major concern. Did any Trail Rangers make it into the budget?
A. There are no new positions in the FY 2009-10 budget.
Q. Is Carlsbad going to have any problems with employee pensions?
A. The City has paid the annual amount required to CalPERS, which is the City's retirement
administrator.
Q. The San Diego Tribune stated that the only increases given in this years' General
Fund budget were to Police, Fire and Parks and Recreation. Is this true?
A. Police and Parks and Recreation received very small budget increases. There is a slight
budgetary decrease proposed for the Fire Department.
Q. I am a Friend of Carrillo Ranch. I am concerned about the reduction of the Curator.
How are the preservation of the existing artifacts going to be handled? How is the
City ever going to be able to acquire and preserve new artifacts?
A. The City will be able to maintain the existing artifacts with the 0.5 Curator. However, there
will be no funding for cataloging new artifacts, which may be an opportunity for volunteers to
assist with managing artifacts.
Q. The City Council passed the grading of Alga Norte Park. Is that in the current
budget?
A. Yes, the funding for the grading and the construction of the project has been set aside.
However, the challenge with this project is the maintenance and operation funding it will
require once the facilities are open.
Q. Wouldn't Alga Norte Pool maintain itself?
A. Even with the fees estimated, it is anticipated that City funding would still need to subsidize
maintenance and operations after it is built.
Q. Where are the Alga Norte and Open Space funds in the budget?
A. They are located in the Public Facilities Fee and General Capital Construction funds.
Q. Are there any trail plans in the budget?
A. There are some in the FY 2009-10 budget for Lake Calavera.
Q. Residential wastewater rates are proposed to increase 18%. What cost has been
incurred that is going up so much?
A. There are new waste discharge requirements, new staff and equipment to meet the state
unfunded mandates and some costs have been reallocated due to the cost of service study.
In addition, because the rates last year occurred so late into the fiscal year, there needed to
All Receive-Agenda Item #_
For the Information of toe:
TtT
Vs Budget Workshop
and Responses
6/04/2009
riTY CLERK'S OFFICE _
Q. The liivsynldLlon mentioned City Councils Goals and Vision. What are they?
City Council has specific goals that they set. There are many goals including Financial
Health, Safe Community and Environmental Management. They are listed in the budget
book which can be found on the internet, libraries and City Clerk's Office.
Q. Is the City of Carlsbad going to receive any stimulus money?
A. The City is currently working on applying for federal stimulus funding. For example, there is
currently a request for $1.3 million for replacing water meters. The City expects to hear
back on this request by July, 2009.
Q. Could stimulus money be used to get some Capital Improvement Projects off the
unfunded list?
A. Projects eligible for stimulus funding are projects that have been already designed. Projects
on the unfunded list have not yet been designed. Stimulus money could be used to
complete projects that are already designed and then that funding could potentially be freed
up to fund projects on the unfunded list if the unfunded projects are eligible for the funding
source.
Q. How do you know the State of California can't come back for more Carlsbad money?
A. There are many ways that the state can take money from Carlsbad. Under Prop 1A, there
are some limitations and guidelines on how they can borrow sales tax and property tax
including that the state must pay it back with interest within 3 years.
Q. How was the amount arrived at that the state can take?
A. One option for the state is the borrowing of property tax. Prop 1A allows the state to borrow
up to 8% of the City's property taxes based on the prior year's receipts. This is how the $4.5
million number was estimated for the City of Carlsbad.
Q. Are the older homes on larger lots that have already been conserving water going to
get any consideration under the new tier system?
A. The first tier of 12 units was decided on after a study revealed that 50% of all users fall into
the 12 unit range. 12 units is considered essential water use. Anything more than 12 is
considered outside use.
Q. Older homes need more units. This doesn't seem equitable. Older homes have more
mature landscaping and need more water.
A. The tiered structure was presented at a public workshop. The option of allocations was
presented at the workshop; however, the citizen's preferred the tiered structure.
Q. It seems you are sending a message with these new rates that you want agriculture
out of town.
A. Customers are getting charged for their usage, the demands they put on the system, and
the replacement of infrastructure. The rates reflect the actual charge to provide the service.
Q. Cannon Road Reach 4 has been called the "road to nowhere" and is on the unfunded
list. However, the School District presented to the public that this road was going to
happen.
A. The City has no funding available to build this road. The City has asked the School District
to build it; however, no City funding is allocated for that project.
Page 3 of 3
be some catch up to build up the operating reserves. It is the Council's policy to have 40%
operating reserves and currently the reserve is much lower than that.
ONLINE COMMENT:
I am unable to attend the budget workshop tonight (June 4, 2009), so please include my
comments in 2009-2010 budget considerations. Since Prop C passed in 2002, the Carlsbad
City Council has failed to spend one cent on Open Space from the Prop C funds that were
supposedly earmarked for that purpose: Land prices are the lowest they've been in years and
the time to act and purchase these lands is now. Please include the Prop C funds earmarked
for open space land acquisition in the 2009-2010 budget.
AGENDA ITEM #.
Mayorc:
June 15,2009
Chris Cate
7593 Caloma Circle
Carlsbad,. CA 92009
The Honorable Bud Lewis
Mayor, City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 92008
Dear Mayor Lewis:
City Council
City Manager
City Attorney
City Clerk
ALL RECEIVED
CITY OF CARLSBAD
CITY CLERK'S OFFICE
The City of Carlsbad has a long history of fiscal responsibility and financial stability
Economic turmoU though has put cities in a position where reforms are necessary to save
jobs and programs that provide the basic services taxpayers rely upon. The proposed
Fiscal Year 2010 budget for the City of Carlsbad is no different. P
While city staff has presented the Council with a balanced budget - including $500 000
in reserve funding - the possibility remains that an additional $4.5 million in General
Fund dollars will be removed from the FY10 budget through state takeaways. In
addition, the City will be responsible for additional pension costs in FY12 due to current
losses in the CalPERS pension system. The impact of these losses will be determined
toiiowmg the completion of the actuarial valuation for FY09.
While staff is anticipating budget deficits in FY11 and FY12 and surpluses the following
six years from FY13 to FY18 an assumption is made that budget reforms are
implemented to minimize those deficits and initiate surpluses. The responsibility lies
with the Council to implement those solutions that result in the greatest savings while
maintaining service levels.
After reviewing the budget document and conducting further background analysis I
believe the followmg recommendations should be considered prior to the formalauoption:
1. Reduce pension costs for general and public safety employees
Pension costs for the City have increased dramatically since 2004. Losses for the
current year could potentially increase costs by an additional 10% in FY12
Solutions to reduce these costs include the elimination of the EPMC benefit
(explained later in document) for public safety members and increase of the
contribution rate by employees. These changes would be subject to negotiation
with labor groups. Agreements with public safety expire at the end of the 2009
calendar year, while the agreement with general employees expire at the end of
2. Conduct annual review of fees to ensure acceptable cost recovery rate
A recent study of the charge for service fees within the Park and Recreation
Department indicate a cost recovery rate that requires a significant subsidy from
the City. While this heavy subsidy by the City is cause for concern, I believe it
would be imprudent for the City to conduct an analysis of raising these fees prior
to any review of the pension structure or fringe benefit rate. Furthermore, not all
of the City's fees should be tied to economic indicators such as inflation since the
cost of providing services may not increase at a rate that similar to that of other
various indicators. Perhaps an annual or bi-annual review of the City's fee
structure would be more appropriate to ensure all citizens are being charge an
acceptable rate. These fees should also be reviewed to determine if any increase
will have an adverse impact to the economic vitality of the City. Finally, the City
should begin analyzing what services can be completed by private sector firms so
that no further subsidies will be required, as indicated in the study.
3. Reduce operating costs associated with new City facilities
The proposed budget states, "the City has a large number of major capital projects
scheduled to be built over the next five years." Current projections anticipate
budget deficits in two of those five years, and any additional projects that would
require additional personnel will only aggravate a troubled situation. Examples of
this practice include the City of Chula Vista, where reserves were used to cover
operational costs of projects that did not have the adequate funding to cover
ongoing costs. Because of the uncertainty of our economic climate, it would be
imprudent of the Council to allocate reserve funding for an ongoing cost when
there are no assurances revenues will rebound in a timely manner. Rather, the
City should make every attempt to only finish construction of those projects that
can guarantee cost recovery, thereby having no impact to the General Fund.
I believe that the next three years are of the most important in recent history. While other
cities within the county are currently struggling to balance their respective budget,
Carlsbad is in the unique position to not only cover expenses, but place a small amount of
revenues in reserves. This may not be the case in the near future, therefore it is important
to gradually implement strategies that reduce expenses and maximize revenues.
I look forward to future discussions and appreciate all of the hard work of city staff and
the council.
Chris Gate
cc: Honorable Councilmembers
Lisa Hildabrand, City Manager
PROOF OF PUBLICATION
(2010 & 2011 C.C.P.)
This space is for the County Clerk's Filing Stamp
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident of
the County aforesaid: I am over the age of eighteen
years and not a party to or interested in the above-
entitled matter. I am the principal clerk of the printer
of
North County Times
Formerly known as the Blade-Citizen and The Times-
Advocate and which newspapers have been
adjudicated newspapers of general circulation by the
Superior Court of the County of San Diego, State of
California, for the City of Oceanside and the City of
Escondido, Court Decree number 171349, for the
County of San Diego, that the notice of which the
annexed is a printed copy (set in type not smaller than
nonpariel), has been published in each regular and
entire issue of said newspaper and not in any
supplement thereof on the following dates, to-wit:
Proof of Publication of
. , ne 16.2009 at 6:00 p.m. in m<,Council Chambers of City Hall, 1200 Carlsbad Village
Drive, Carlsbad, California, to discuss the Fiscal Year2009-10 Operating Budget and the Fiscal Year 2009-
10 Capital ImprovemenfProgram to Buildout Budget.This budget includes an appropriation of the FY 2009-
10 AB 3229 funds pf approximately $172,000 to beused to fund the Citizen s Option for Public Safetyprogram. Also included will be discussion on the
Carlsbad Municipal Water District Operating and Cap-ital Improvement Program Budgets as welras discus-
sion on behalf of the Housing and RedevelopmentBoard regarding the Redevelopment Budgets. TheCity Council win also discuss selected City develop-ment fees, general fees, and the Appropriation Limi-tation for Fiscal Year 20.69-10. ,Interested parties are invited to attend this meetingand present their views and comments to the CityCouncil.
Copies of the preliminary budget and proposed feechanges are available for public inspection at the CityClerk's Office. 1200 Carlsbad Village Drive, or the two
libraries: Cole Library,'1250 Carlsbad Village Drive,Carlsbad; and Dove Library, 1775 Dove Lane
Written and telephone inquiries may be directed to
Lisa Irvine of the Finance Department, 1635 FaradayAvenue, Carlsbad; 760-602-2430.
1,06/11/2009
June 06th & 11th, 2009
I certify (or declare) under penalty of perjury that the
foregoing is true and correct.
Dated at OCEANSIDE, California
ThisMth, dayofJi
r/J?
Jane Allshouse
NORTH COUNTY TIMES
Legal Advertising
i ;«„ u:ui.,u..~K,4Lisa nildaprand
All Receive-Agenda Item #.
For the Information of tiie:
Asst.From: Lisa Irvine
Sent: Tuesday, June 16, 2009 11:50 AM Date(e_Mk City Manager
To: Lisa Hildabrand; Jim Elliott ,, , / '
Subject: FW: Encina Capital Projects CL^CxJe (JOu^J^
During our briefings with Council members yesterday, a question was asked about what are the CIP projects for Encina.
Below is our response. Lisa
From: Helga Stover
Sent: Tuesday, June 16, 2009 10:32 AM
To: Lisa Irvine
Subject: Encina Capital Projects
The Encina CIP for FY2009-10 totals $5,542,078 - Carlsbad's share is $1,575,887.
Listed are the more significant projects:
Replacement of Secondary Clarifier Tanks 1-4 - $2,520,000
Odor Reduction Facility - $303,000
Replace Waste Gas Flare System - $170,000
Post Phase V Site Remediation - $291,000
Phase V Safety Projects (fire detection, lighting, fall protection) - $488,000
Generator Engine 1&2 Overhauls - $180,000
Phase V Dewatering Capacity- $169,000
Energy Management Strategic Plan - $240,000
Helga
CARLSBAD
Helga Stover
Senior Accountant
Finance Department
City of Carlsbad
1635 Faraday Avenue
Carlsbad CA 92008
www.carlsbadca.goy
P: 760-602-2429
F: 760-602-8553
helga.stover@carlsbadca.gov
SUMMARY OF CITY OF CARLSBAD'S POTENTIAL REVENUE/EXPENDITURES IMPACT DUE TO THE STATE BUDGET DEFIECT
Programs
Potential Potential
Budget State Impact State Impact
FY2009-10 FY2009-10 FY2010-11 Comments
State Subventions
COPS
Booking Fees / Jail Facility
Other Law Enforcement Grants
Williamson Act
S 165000 S 82500 S 82500 l:> '"Undingcouio De reaucea oyone nan as proposed by me uvj. currently I t_:>u ana i ponce orncer are parriany runaea at :!.:> M t.
Funding would be cut by .75 FTE which would need to be funded in the General Fund or the current police officer would remain
vacant.
125 000 125 000 l!) Funding could be reduced by one halt as proposed by the LAO. The County could begin to invoice the City tor its bookings. Estimated
at S125K if one half of funding is taken away. The General Fund would need to absorb the expenditure increase and make reductions
elsewhere.
NA - Grant budgets are only appropriated when granted.
NA - County program to preserve agricultural lands.
Special-Funded Subventions
Prop. 172 Public Safety
Water Property Tax
Vehicle License Fee
Highway Users' Tax (Gas Tax)
734,000
2,970,000
-
1,636,890
734,000
1,485,000
-
1,300,000
734,000
1,485,000
-
1,240,000
121 All would go to the County to fund realignment of parole services from the state to counties. The General Fund would need to absorb
funding reduction and reduce its expenditures accordingly.
121 One half would go to the County to fund realignment of parole services from the state to counties. Water rates would need to be
adjusted for shortfall, or expenditures reduced accordingly.
Currently the State has on occasion not received enough VLF to meet its allocation. The State has first rights to the VLF. It the State
doesn't receive its minimum there is not an allocation to local agencies. No fiscal impact.
(2i Potential 25% to 75% reduction over the next two fiscal years. Could also be completed as a loan. Potentially could reduce Gas Tax
fund balance, but will not delay currently scheduled projects.
Redevelopment Agencies
Property Tax shift 280,000 ERAF payment blocked by Courts, the State nas appealed. The potential exists that the State is looking at other ways to have
"redevelopment reform". Amount is appropriated in FY2008-09 for payment pending the final court decision.
Loans
Property Tax
Prop. 42 Streets & Roads
Mandate payment deferrals
47,939,000
981,929
50,000
4,500,000
981,929
29,500
111 8% of all "property tax revenues allocated" except for RDA allocations. Would be completed as a loan. Would be a onetime reduction
to the General Fund Reserve, with repayment within 3 years plus interest.
1 100 000 |!| Potentially 80% of current amount over 2 years. Would reduce the Pavement Management Overlay Program. The Pavement
Management Overlay Program could be funded with Gas Tax if this funding source is eliminated and Gas Tax funding is not deferred.
29 500 '" iusPension 6t all Non prop 98 mandates, except tor tnose related to law enrorcement and property taxes. AH reimoursaDie mandates
121 prior to FY2004-05 will be refinanced and paid to the City over the remaining payment period of FY2020-21. The LAO also
recommends suspending the animal shelter mandate which is included in the potential impact.
Totals S 9,517,929 S 4,796,000
(1) Currently part of the Governor's Proposed FY2009-10 Budget Plan
(2) These are LAO recommendations. It is currently uncertain if the fiscal impact would carry into FY2010-11. The assumption is that it would as most of the Governor's proposals do.
6/18/200!
6/18/09
SUMMARY OF FY 2009-10 FEE CHANGES
For fiscal year 2009-10 a majority of the fees were increased by CPI (3.5%). If the actual cost of
providing the service couldn't accept a 3.5% increase the fee was set at the cost of service.
Construction related fees were increased by the assigned Engineering News Record (ENR) index.
The percentage increase ranged from 5% to 6.4% depending on the date that the construction
related fees were tied to.
There are two ENR indexes that are used, the Building Cost Index (BCI) and the Construction Cost
Index (CCI). The difference is in their labor component. The CCI uses 200 hours of common labor,
multiplied by the 20-city average rate for wages and fringe benefits. The BCi uses 68.38 hours of
skilled labor, multiplied by the 20-city wage- fringe average for three trades-bricklayers,
carpenters and structural ironworkers. For their materials component, both indexes use 25 cwt of
fabricated standard structural steel at the 20-city average price, 1.128 tons of bulk portland
cement priced locally and 1,088 board ft of 2x4 lumber priced locally. The ENR indexes measure
how much it costs to purchase this hypothetical package of goods compared to what it was in the
base year. The index is published monthly.
GENERAL CITY FEES - INCREASED
City Clerk Municipal Code Books (Cost for Each) - The current cost is $150 and will be increasing to
$285 to recover the actual cost of a copy of the code book.
City Clerk Municipal Code Supplement Service (Per Year) - The current cost is $50 and will be
increasing to $125 to recover the actual cost of the service.
Ambulance Base Rate Resident - The current cost is $618 and will be increasing to $900. This fee has
not been increased since June of 2006. The rate was decided on after a study of 20 agencies. This fee
will more closely align with current market rates and the current San Diego county regional average. In
the future this fee will increase annually on January 1 by the Ambulance Inflation Factor (AIF), which is
the percentage increase in the urban consumer price index (CPI-U) for the 12 month period ending in
June of the previous year.
Ambulance Base Rate Non Resident - The current cost is $894 and will be increasing to $1,000. This
fee has not been increased since June of 2006. The rate was decided on after a study of 20 agencies.
This fee will more closely align with current market rates and the current San Diego county regional
average, which is $1,000. In the future this fee will increase annually on January 1 by the Ambulance
Inflation Factor (AIF), which is the percentage increase in the urban consumer price index (CPI-U) for the
12 month period ending in June of the previous year
Ambulance Mileage Charge Per Mile - The current cost is $15 and will be increasing to $17. This fee
has not been increased since June of 2006. The rate was decided on after a study of 20 agencies.. This
fee will more closely align with current market rates and the current San Diego county regional average.
In the future this fee will increase annually on January 1 by the Ambulance Inflation Factor (AIF), which is
the percentage increase in the urban consumer price index (CPI-U) for the 12 month period ending in
June of the previous year
Page 1 of 5
6/18/09
Ambulance Oxygen Charge - The current cost is $50 and will be increasing to $65. This fee has not
been increased since June of 2006. The rate was decided on after a study of 20 agencies. This fee will
more closely align with current market rates and the current San Diego county regional average. In the
future this fee will increase annually on January 1 by the Ambulance Inflation Factor (AIF), which is the
percentage increase in the urban consumer price index (CPI-U) for the 12 month period ending in June of
the previous year
Library Borrowing - AV Insurance Fee - Per Video Tape/DVD - The current cost is $0.75 and will be
increasing to $1 to encourage the return of AV items borrowed.
Library - Interlibrary Loan - The current cost is $2 and will be increasing to $5.
Library - Book Non-Pickup Fee - The current cost is $0.50 and will be increasing to $1.
Library Facility Rentals - See schedule B for proposed changes.
The current fee structure for Carrillo Ranch is:
Carrillo Ranch (Hourly Rental Fee)
LOCATION
Full Site Rental
Cabana & Pool Area
Patio Area
Barbeque Access one time fee
CATEGORY
A" "i B : c ! D" " : " ' E I 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
The new fee structure is
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
$ 98
$ 86
$ 34
$ 50
$ 127
$ 100
$ 50
$ 60
$ 155
$ 118
$ 67
$ 75
,1 1|H
$ 14*!$ mi
$ 95
i"*>iJK•'<%:.*••$&
'f- fM>
$ 120
Fees are based on an hourly rate with a six hour minimum
Resident/Non Resident Open Play Basketball, Volleyball, Badminton - These fees have always been
charged however they were not reflected on the Master Fee Schedule. They are being included and
increased by$1.
Page 2 of 5
6/18/09
GENERAL CITY FEES - NEW
Cable Channel Administration Fee -_This fee will be charged for other government programming
submissions to the cable television channel. The fee will recover the actual costs associated with
administrative coordination, scheduling and preparation of programming for playback. The fee charged
will be for the actual cost of the administration services provided. Actual cost will include staff time at the
fully burdened overhead rate and any contractor costs.
Water Service Fee - Next Scheduled Day Service Turn On - This fee was set at $33 to reflect the cost
of staff time performing a same day service turn on.
DEVELOPMENT RELATED SERVICE FEE - INCREASED
Street Light Energizing Fees are currently set at:
STREET LIGHT ENERGIZING FEES
Watts
70
100
150
200
250 '
400
Above fees are the cost for energizing
per light for connecting the light to an
•(mj8«09)
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
each street light for 18 months
SDG&E service point.
Schedule #6
Fee
$94
$119
$151
$184
$226
$328
and includes a $30 charge
They will be increasing to:
STBEBT UOfff CNERGWNG FEES - (FV00-tO) Schedule m
»»
f
r
Above fees
per light for
Watts
70
100
150
200
250
400
are the cost for
connecting the
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
energizing each street light for 18 months and includes
light to an SDG&E service point.
Fee
$10§
$133
' \ $1:72
$2W
$259
$370
a $30 charge
Fish & Game Fee - Negative Declaration - This fee is set by the Department of Fish and Game. This
fee is increasing from $1,927 to $2,043.
Fish & Game Fee - EIR - This fee is set by the Department of Fish and Game. This fee is increasing
from $2,657 to $2,818.
The Storm Water Pollution Prevention Program/Storm Water Management Plan - The fees
associated with these programs will be going to City Council shortly and have asked to be included in the
Master Fee Schedule for FY 2009-10. The previous fee structure is below:
Page 3 of 5
6/18/09
Storm Water Pollution
Multi Family & mobile home (initial lot/eubcequcnt lot)
— nnmmwfiial/lnrtHfitrial
Current Fee
20Q/75
220/4 0
$ °95
'MO /1 15
"J/IQ /7Q
£ AM]
It will be replaced with the fee structure below:
Storm Water Pollutran Prevention Program Ran Review
Tier Level 1 - Per Site - Low Inspection Priority
Tier Level 1 - Per Site - Medium Inspection Priority
Tier Level 2 - Per Site - Medium hspection Priority
Tier Level 2 - Per Site - High hspection 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 hspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - High Inspection Priority
Storm Water Pollution Prevention Program hspection
Tier Level 1 - Per Site - Low hspection Priority
Tier Level 1 - Per Site - Medium Inspectron Priority
Tier Level 2 - Per Site - Medium hspection Priority
Tier Level 2 - Per Site - High Inspection Priority
Tier Level 3 - Up to 1 Acre - Medium hspection Priority
Tier Level 3 - Up to 1 Acre - High hspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - Medium hspection Priority
Tier Level 3 - Each Subsequent Acre Or Portion Over One Acre - Hgh hspection Priority
Storm Water Management Han
Ran Review Fee - Up To One Half Acre
Ran Review Fee - For Each Subsequent Acre Or Portion Over One Half Acre
hspection Fee - Up to One Half Acre
hspection Fee - For Each Subsequent Acre Or Portion Over One Half Acre
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(11)
(")
Proposed 2009-10 Fee
$ 45
i 49
$ 324
$ 324$,, • ,. sea
* 651
* m
* 75
$ 54
$ 208
$ 790
* 1,110
* 1,146
* , *"a<ie
* '197
$ 3IT
* • 308
* 111
$ 259
$ 103
DEVELOPMENT RELATED SERVICE FEES - NEW
CIS 2005 Natural Color Aerial Photography (2000'x3000' tile) in *.TIF format - In 2005 the City
contracted with a company to produce high resolution aerial photography and 2' contour lines. The City
owns the data and this fee addition would allow the data to be sold to local engineers, developers, etc.
The new fee would be $75/tile plus technician labor. It is anticipated that revenues from this fee will
range from $500-$3,000 per year.
CIS 2005 2' Topographic Contour Lines (2000'x3000' tile) - In 2005 the City contracted with a
company to produce high resolution aerial photography and 2' contour lines. The City owns the data and
this fee addition would allow the data to be sold to local engineers, developers, etc. The new fee would
be $75/tile plus technician labor. It is anticipated that revenues from this fee will range from $500-$3,000
per year.
Page 4 of 5
6/18/09
DEVELOPMENT IMPACT FEE - NEW
Meter Size IVi" Turbo - This fee has been included in the fee schedule in the past and was removed
due to lack of use. It has been requested to be placed back on the Master Fee Schedule at the new ENR
rate. This fee is set at $18,855.
Meter Size 2" Turbo - This fee has been included in the fee schedule in the past and was removed due
to lack of use. It has been requested to be placed back on the Master Fee Schedule at the new ENR
rate. This fee is set at $30,230.
Meter Size 3" Turbo - This fee has been included in the fee schedule in the past and was removed due
to lack of use. It has been requested to be placed back on the Master Fee Schedule at the new ENR
rate. This fee is set at $66,126.
Traffic Impact Fee - Changed as part of a TIF Fee restructuring that went to City Council in May 2009.
Page 5 of 5
City of Carlsbad
FY 2009-2010
Budget Adoption
June 16, 2009
2
Budget Calendar
Council Meetings
May 19 –Capital Budget Workshop
June 2 –Operating Budget Workshop
June 16 –Operating and Capital Budget
Public Hearing and Adoption
Other Public Meetings
June 4 –Citizens’ Budget Workshop
3
Citizens’ Budget
Workshop
4
Citizens’ Budget Workshop
Approximately 21 Citizens attended
•Impacts from State of California taking City
funding
•Equity of proposed water rates
•Use Prop C set aside for open space acquisition
•Friends of Carrillo Ranch concerned about
curator cut back
5
A
G
E
N
D
A
Budget Overview
Fee Recommendations
Program Options
Public Hearing
Budget Adoption
6
Meeting today’s
economic challenges
while laying a solid
foundation for the
future
7
State Perspective
State of California is projecting a deficit of
approximately $24 billion. Some 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
City of Carlsbad
Combined Budget
General
42%
Special
Revenue
4%
Redevelopment
1%
Enterprise
20%
Internal
Services
6%
$261.5 millionOperating Budget –73%
Capital –27%
Capital
27%
10
Operating Revenues
By Fund Type
General
56%
Special
Revenue
5%
Redevelopment
2%
Enterprise
29%
Internal
Services
8%
Total = $194.7 million
11
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
Foreclosures
Qtr 1 2009 April /May 2009
Carlsbad 63 94
Oceanside 321 249
Vista 129 153
San Marcos 139 124
Encinitas 23 27
12
General Fund Revenues
13
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%
14
General Fund Budget
FY 2009-10
Revenues:$ 109.3 million
Budget Requests $ 109.1 million
Projected Surplus:$ 0.2 million
15Net 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
16
General Fund
57%
Special Revenue
6%
Enterprise
28%
Internal Service
8%
Redevelopment
1%
Operating Budget
Total Budget = $190.3 million
17
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 = $109.1 million
General Fund
Expenditures
18
0
20,000
40,000
60,000
80,000
100,000
120,000
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009a FY 2009r FY 2010e
+10%
+11.4%+11.9%
+3%
-4.8%-3.3%$ Thousands -0.3%
19
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
20
MAJOR APPROPRIATIONS
FOR
CAPITAL PROJECTS
2009-10
Steven Jantz
Associate Engineer
DRAINAGE
IMPROVEMENTS
Park Drive Drainage & Street
Improvements
Study & Design
Rancho Carrillo Water Seepage
Marca Place Drainage Improvements
Design in FY 2011-12
Fire Stations 1-5 Drainage Systems
FY 2011-12
$155,500
$53,000
$65,000
$225,000
21
PINE AVE PARK PHASE 1-B
RESTROOM/STORAGE
BUILDING
Requested by citizens using the
park
Store baseball outfield fencing
and temporary pitching mound
$376,656
FY 2010-11
22
WATER DISTRIBUTION
SYSTEM
Reservoir Repair/Maintenance
Program
Kelly Ranch Water Pressure Reduction
FY 2010-11
Hydroelectric Renewable Energy
Development
$125,000
$355,000
$1,250,000
23
RECYCLED WATER
PROJECTS
•I-5 Crossing: Avenida Encinas
to Camino de las Ondas
•Transmission Main –Carlsbad
Water Recycling Facility to
Chinquapin Ave.
Design Only
$134,200
$250,000
24
ROADWAY PROJECTS
Camino Hills and Jackspar Slope
Stabilization
Carlsbad Blvd Realignment Phase II
Manzano Dr. to Batiquitos Lagoon
$87,000
$250,000
25
ROADWAY PROJECTS
•Palomar Airport Road at Paseo del
Norte
Eastbound Right Turn Lane
Eastbound Left Turn Lane
Both in FY 2011-12
•Palomar Airport Road at College
Blvd.
$537,071
$195,337
$837,500
26
MAJOR UPCOMING PROJECTS
El Camino Real Widening
Tamarack Ave to Chestnut Dr
El Camino Real Medians
Vista/Carlsbad Interceptor Sewer
Agua Hedionda Channel Dredging
$12.3M
$1.1M
$47.4M
$5.2M
27
ON-GOING PROJECTS
•NW Quadrant Storm Drain Repairs
•NW Quadrant Sewer Repairs
•CMP Replacement Program
•Pavement Management Program
•Sewer Line Rehab/Replacement Program
•Cathodic Protection Program
•Water Line and Valve Replacement Program
•Sidewalk Repair Program
•Miscellaneous Road Sub-drain Repair Program
28
29
FY 2009-10
Total CIP Projects
FY 09-10
Appropriations
Ongoing Projects
Total 09-10 CIP
$ 71.2 million
$ 155.1 million
-------------------
$ 226.3 million
CAPITAL IMPROVEMENT
PROGRAM
45+ Projects completed since FY
2008-09 CIP
Approximately 90 projects scheduled
to be worked on in FY 2009-10
Approximately 225 total CIP projects
30
Unfunded Projects –$78 million
•Business Park Recreational Facility
•Cannon Lake Park
•Cannon Road Reach 4
•Carlsbad Boulevard Mountain View To North City
Limits
•Carlsbad Boulevard / Palomar Airport Road Bridge
•Buena Vista Lagoon Recreational Improvements
•Pine Avenue Park –Madison Property
•Robertson Ranch Park Development
31
32
Proposed Rate and
Fee Changes
Judi Vincent
Budget Manager
33
Proposed Rate and
Fee Changes
•Master Fee Schedule
–Charges for services
–Development related fees
–Impact fees
34
2009-10 Proposed Fees
•General City Fees –3.5% increase
•Development Related Service Fees –
3.5% increase
•Development Impact Fees –ENR
Index –6.4 % increase
Ambulance Rates
Current Rates Proposed New Rates
Base Rate / Resident $618 $900
Base Rate / Non-Res.$894 $1,000
Per Mile Charge $15 $17
Oxygen Charge $50 $65
35
Ambulance Rates
Agency ALS Resident ALS Non Resident Effective Date Mileage Oxygen Supplies Meds
Lemon Grove $1,405.98 $1,405.98 7/1/2008 $19.85 $75.20 Cost Cost
La Mesa $1,336.79 $1,336.79 1/1/2008 $19.85 $75.20 Cost Cost
San Miguel $1,273.35 $1,273.35 1/1/2008 $19.85 $75.20 Cost +Cost+
Vista $1,100.00 $1,250.00 7/1/2009 $18.00 $60.00 Cost +55%Cost+55%
Imp. Beach $1,062.92 $1,060.92 1/1/2008 $20.02 $72.35 Cost Cost
El Cajon $1,034.00 $1,034.00 1/1/2008 $18.50 $80.00 $52.50/$105 Cost +100$
Poway $1,013.00 $1,350.00 1/1/2009 $16.00 $66.00 $45/$75 Cost +50%
Nat'l City $1,008.18 $1,008.18 9/1/2007 $20.58 $72.04 Cost +
Escondido $970.00 $1,150.00 7/1/2005 $18.50 $80.00 $52.50/$105 Cost +100%
San Marcos $928.00 $928.00 1/1/2008 $15.50 $65.00 Cost Cost
Carlsbad $900.00 $1,000.00 9/1/2006 $17.00 $65.00 Cost + 30%Cost + 30%
SDSME $865.00 $865.00 5/1/2007 $13.00 $10.00 Cost Cost
NCFPD $817.00 $977.00 7/1/2007 $15.00 $59.00 Cost +100%Cost +100%
Ramona $751.00 $999.00 $13.00 $71.00 Cost +Cost +90%
Oceanside $725.00 $1,050.00 7/1/2009 $16.25 $50.00 $50.00/$80.00 Cost +100%
Chula Vista $650.00 $650.00 1/1/2008 $20.02 $72.35 Cost Cost
Sycuan $615.00 $615.00 $15.00 $100.00 Cost +50%Cost
CSA-69 $575.00 $820.00 3/10/2005 $14.00 $65.00 included included
Coronado $567.00 $683.00 7/1/2004 $15.00 $63.00 Cost Cost
CSA-17 n/a $820.00 3/10/2005 $14.00 $65.00 Cost Cost
Average $946.12 $1,042.96 $17.22 $67.41
37
Program
Options
Automated Meter Reading
Program Option 1
•Currently the City manually reads the
water meters
•Technology is available to transmit
meter data electronically
•The City has not maintained a
regular/consistent meter replacement
program
38
Automated Meter Reading
Program Option 1
•Benefits of Automated Meter Reading
–Real Time Leak Detection
–Reduce Staff from 6 to 2
–Enhance Revenue
–Decrease Generation of Greenhouse Gases
–Potential Grant Funding Offsets Costs
–More Frequent Water Consumption Data
39
Automated Meter Reading
Program Option 1
•Option 1 –Fund AMR Program. First
Year cost is $833,268
•Option 2 –Fund manual replacement
program. First Year cost is $671,280
•Option 3 –Fund either option 1 or 2 at
a different funding level
40
Optimization Study
Program Option 2
•Fund a study that will:
–Review best practices in the industry
–Review already existing CMWD studies
–Develop an implementation strategy and
plan that the Agency can implement to
improve efficiencies and effectiveness
41
Optimization Study
Program Option 2
•Option 1 –Approve $80,000 to fund
Optimization Study
•Option 2 –Do not approve Optimization
Study
42
Sister City Program
Program Option 3
•City has Sister City Program with
Futtsu, Japan and Karlovy Vary, Czech
Republic
•Objective is to promote cultural,
educational and economic connection
between cities
•Administered by Cultural Arts Office in
coordination with Sister City Committee
43
Sister City Program
Program Option 3
•Currently City allocates 1/3 of
Community Arts Coordinator and $6,000
per year for Program
•Sister City Committee wants more staff
time and resources allocated for the
Program
44
Sister City Program
Program Option 3
•Option 1 –Eliminate the City’s administration
of Program and encourage Committee to
create a non-profit entity for Program
•Option 2 –Find another community
organization to adopt Program
•Option 3 –Allocate additional City resources
to meet Committee’s requirements.
45
46
City of Carlsbad
2009-10 Budget
Followed by the
Public Hearing…
47
48
Program
Options
Automated Meter Reading
Program Option 1
•Option 1 –Fund AMR Program. First
Year cost is $833,268
•Option 2 –Fund manual replacement
program. First Year cost is $671,280
•Option 3 –Fund either option 1 or 2 at
a different funding level than specified
above.
49
Optimization Study
Program Option 2
•Option 1 –Approve $80,000 to fund
Optimization Study
•Option 2 –Do not approve Optimization
Study
50
Sister City Program
Program Option 3
•Option 1 –Eliminate the City’s administration
of Program and encourage Committee to
create a non-profit entity for Program
•Option 2 –Find another community
organization to adopt Program
•Option 3 –Allocate additional City resources
to meet Committee’s requirements.
51
52
Action Items…following Public Hearing
•Program Options
•Resolutions –City Council
–Adopt final Operating and Capital Budget for FY 2009-10
–Adopt the Gann Spending limit
–Adopt changes to the Master Fee Schedule
–Approve Encina budget amounts for FY 2009-10
–Approve adjustments to FY 2008-09 Operating Budget
53
Action Items…following Public Hearing
…continued
Program Options
Resolutions –City Council
•Resolutions –Carlsbad Municipal Water District
–Adopt final Operating and Capital Budget for FY 2009-10
–Approve new position classification
•Resolutions –Housing and Redevelopment Agency
–Adopt final Operating and Capital Budget for FY 2009-10
–Approve adjustment to FY 2008-09 Operating Budget
54
City of Carlsbad
2009-2010
Budget Adoption
June 16, 2009
“PROP C” Projects
Projects Allocation
Original Set Aside $35,000,000
Aquatic Complex $16,215,795
City / Safety Training Facility $ 13,750,000
Cannon Road –Reach 4
Trails/Open Space
Remaining Allocation $5,034,205
56
Proposed Storm
Water Fee Changes
David Hauser
Deputy City Public Works Director
Storm Water Permit Fee
Increases
Applies to:
•Construction Storm Water Pollution Prevention Plans (SWPPP)
•Storm Water Management Plans (SWMP)
Needed to:
•Recoup increase in service costs for Construction SWPPP
and SWMP plan review and inspection services
Brought about by:
•New Municipal Storm Water Permit issued by Regional Board
1/24/07
•Revision of Municipal Code approved by Council in 2008
•Revision of Standard Urban Stormwater Mitigation Plan (SUSMP)
•Revision of Inspection and Reporting procedures
•Inclusion of previously exempted small scale projects
Storm Water Fee Structure
Proposed Construction SWPPP Fee
•New three tiered fee structure
•Tier 1 –small projects (bldg additions, driveways, small SF homes)
•Tier 2 –medium projects (SF homes and com/ind. bldgs. < 1 acre)
•Tier 3 –1 acre projects and larger
•Tier 1 and 2 are fixed base fee for plan review and inspection
•Tier 3 is base fee for first acre plus fee per each additional acre
Proposed SWMP Fee
•Base fee for first half acre plus fee for each additional acre
Proposed Fee Schedules
Plan Review Fee Inspection Fee
Base Fee
Fee for each
subsequent acre or
portion thereof over one
acre
Base Fee
Fee for each
subsequent acre or
portion thereof over
one acre
Inspection Priority Inspection Priority Inspection Priority Inspection Priority
Tier
Level
Base
Quantity Low Medium High Medium High Low Medium High Medium High
1 Per site $45 $49 N/A N/A N/A $54 $208 N/A N/A N/A
2 Per site N/A $324 $324 N/A N/A N/A $790 $1,150 N/A N/A
3 up to 1
acre N/A $502 $651 $60 $75 N/A $1,146 $1,946 $197 $317
Proposed Construction SWPPP Fee Schedule
Proposed SWMP Fee Schedule
Plan Review Fee Inspection Fee
Base Fee
Fee for each
subsequent
acre or portion
thereof
over one half acre
Base Fee
Fee for each
subsequent
acre or portion
thereof
over one half acreBase Quantity
up to one half
acre $308 $111 $259 $103
Storm Water Permit Fee Increases
Comparison of Existing and Proposed Fees
* Totals shown include combined plan review and inspection fees.
Existing Fees*Proposed Fees*
Construction
SWPPP SWMP Construction
SWPPP SWMP
Single-Family Lot $460 $460 $99-$1,474 $567
One-acre Commercial
/Industrial Lot $715 $715 $1648 -$2,597 $781
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
61
Development Impact Fee
Increases
Options
•Approve proposed increases (based on
ENR index rate of approximately 6.4%)
•Increase fees by a reduced amount
•Implement a one-year moratorium on
fee increases for Development Impact
Fees
General City and Development
Related Fee Increases
Options
•Approve proposed increases (based on
CPI index rate of approximately 3.5%)
•Increase fees by a reduced amount
•Implement a one-year moratorium on fee
increases for General City and
Development Related Fees