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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 COUNCIL ACTION: APPROVED K} DENIED D CONTINUED D WITHDRAWN D AMENDED D CONTINUED TO DATE SPECIFIC D CONTINUED TO DATE UNKNOWN D RETURNED TO STAFF D OTHER - SEE MINUTES Page 2 ITEM EXPLANATION: The proposed FY 2009-10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 Page3 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. Page 4 • $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 Paged 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 Page 6 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 Page? 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. Paged 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. Page 9 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. I-9 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. 1-10 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 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 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 25 26 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 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" 5 6 7 8 "' 9 10 /// 11 /// 12 /// 13 /// 14 /// 15 16 -17 18 19 >" 20 /// 21 /// 22 /// 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. (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" 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PASSED, APPROVED AND ADOPTED at a 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 "' 26 27 III 28 V5\ 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. 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 '" 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. 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 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 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