HomeMy WebLinkAbout2010-06-29; City Council; 20295; Adopt Operating and CIP Budget FY 2010-201111CITY OF CARLSBAD, CARLSBAD MUNICIPAL ' •
WATER DISTRICT AND HOUSING
AND REDEVELOPMENT COMMISSION - AGENDA BILL
AB# 20,295
MTG. 6/29/10
DEPT. FINANCE
Adoption of the FY 2010-11 Operating
and Capital Improvement Program
Budgets and Revision of Fees and
Charges for Services
DEPT. DIRECT
CITY ATTORNEY
CITY MAN ACER
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 2010-11 Operating Budgets, and FY 2010-11 to Buildout
Capital Improvement Program.
2. Adopt Resolution No. 2010-172 . adopting the final Operating Budgets for FY 2010-11, and
appropriating funds for the FY 2010-11 Capital Improvement Program.
3. Adopt Resolution No. 1399 , adopting the Water District's final Operating Budget and
Capital Improvement Program for FY 2010-11.
4. Adopt Resolution No. 487 ;, adopting the Housing and Redevelopment Operating
Budget for FY 2010-11.
5. Adopt Resolution No. 2010-173 adopting the Gann spending limit for the City of Carlsbad for
FY 2010-11.
6. Adopt Resolution No. 2010-174 adopting changes to the Master Fee schedule.
7. Introduce Ordinance No. CS-094 of the City Council of the City of Carlsbad, California amending
Carlsbad Municipal Code Sections 13.10.030, 13.10.080, 13.10.090, 15.08.040(b) and 5.09.030(b).
8. Adopt Resolution No.2010-175 determining that the FY 2010-11 Capital Improvement Program
Budget is consistent with the General Plan based upon the findings.
9. Adopt Resolution No. 2010-176 approving the City of Carlsbad's share of the FY 2010-
11 Operating Budget of the Encina Wastewater Authority.
10. Adopt Resolution No. 2010-177 approving adjustments to the FY 2009-10 Operating
Budget.
11. Adopt Resolution No. 488 , approving adjustments to the Housing and Redevelopment
FY 2009-10 Operating Budget.
DEPARTMENT CONTACT: Judi Vincent 760-602-2430 iudi.vincent@carlsbadca.gov
FOR CITY CLERKS USE ONL Y. .
COUNCIL ACTION: APPROVED -0^ CONTINUED TO DATE SPECIFIC D
DENIED D CONTINUED TO DATE UNKNOWN D
CONTINUED D RETURNED TO STAFF D
WITHDRAWN D OTHER - SEE MINUTES D
AMENDED D
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ITEM EXPLANATION:
The proposed FY 2010-11 Budget totals $249.8 million, of which $188.3 million is the Operating Budget
and $61.5 million is the Capital Improvement Budget. Operating revenues total $191.3 million and
Capital revenues total $63.8 million, for a total of $255.1 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 2010-11 totals $188.3 million, a decrease of $2.8 million, or
1.5%, as compared to the FY 2009-10 Adopted Budget. Operating revenues are estimated at
$191.3 million, which is a $1.7 million decrease, or 0.9%, from the current year's projections.
General Fund Revenues
General Fund revenues for FY 2010-11 are estimated at $110.4 million, 3.9% lower than the current
year's projections.
Property taxes, the City's largest single revenue source, are expected to be $48.7 million in FY 2010-11,
a decrease of about $900,000, or 1.8%, from the projections for FY 2009-10. Property taxes for FY
2010-11 are based on assessed property values as of January 1, 2010. Sales taxes are expected to
total $22.9 million for FY 2010-11, an increase of about $800,000, or 3.6% compared to the FY 2009-10
projections. Transient occupancy taxes are estimated at $12 million, an increase of approximately
$400,000, or 3.5%, over FY 2009-10 projections.
Overall, the City's General Fund revenue projections reflect a slow recovery in the economy.
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 decrease of 13.75 full-time and 3.5 limited-term positions,
representing a total decrease of 17.25 positions, is reflected in the FY 2010-11 Preliminary
Operating Budget, as compared to the FY 2009-10 Adopted Budget. The total decrease includes
the elimination of 12.25 positions identified through the City's realignment efforts, as well as the
elimination of 5 positions that had previously been unfunded.
The FY 2010-11 Operating Budget includes the elimination of the following 13.75 full-time positions:
2.0 Administrative Secretaries 1.0 Management Analyst
1.0 Assistant Planning Director 1.0 Public Works Manager
1.0 Custodian 1.0 Recreation Specialist
1.0 Deputy City Engineer 1.0 Secretary
1.0 Deputy Public Works Director 1.0 Senior Management Analyst
0.75 Librarian II 2.0 Utility Workers
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In addition, the following 3.5 limited term positions have expired and will be eliminated: 2.0 Building
Inspectors, 1.0 Associate Planner, and a 0.5 CIS Intern position.
In addition to the eliminated positions mentioned above, there are six other positions that are
projected to remain unfunded for FY 2010-11. The unfunded positions provide an opportunity for
departments to realize salary savings while still maintaining a count for the vacant position, which
could be budgeted again in a future year once the economy improves.
The net increase in hourly staff totaled 0.5. This increase was due to an hourly maintenance worker
being hired to provide a partial replacement for one of the full-time positions eliminated above.
These changes result in a City workforce of 699.0 full and three-quarter time employees, no limited
term employees, and 138.94 hourly, full-time equivalent positions. As mentioned above, six of the
full-time positions are not funded in the FY 2010-11 Budget.
New Facilities - The City has a 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
Carrillo Ranch Barn Restoration project is scheduled for completion in the spring of 2011.
Additional funds for maintaining this facility will be incorporated into the FY 2011-12 Budget.
Other Budget Requests - The FY 2010-11 Preliminary Operating Budget also includes the
following transfers and advances to other funds:
• $7.2 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 6.5%
of the estimated General Fund revenues, compared to last year when it was 6.0% of estimated
General Fund revenues.
• $207,000 transfer to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
• $253,850 transfer to the Medians District from the General Fund is proposed to maintain current
service levels.
• $1.7 million advance from the General Fund to the Golf Course Fund for operations assistance -
the Golf Course is a relatively new facility and there is only a short 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 2010 Golf Course Budget including an
advance of $1.8 million from the General Fund for Calendar Year 2010.
• $85,000 advance to the South Carlsbad Coastal Redevelopment Area (SCCRA) from the
General Fund, as they are not projecting to generate tax increment for FY 2010-11. However,
there are activities that need to be performed to help generate tax increment producing projects
within the area, such as the Ponto Development and the proposed new desalination project.
Once more development occurs in this area, it is anticipated that the SCCRA will be able to
repay the General Fund advances.
Repayments are also included in the FY 2010-11 Budget for the General Fund. The General Fund
has advanced money to several funds. A portion of those advances are being repaid 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.
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Finally, the City Council's contingency account is proposed at $500,000 in FY 2010-11, which is
equal to the FY 2009-10 budget for this item. 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 Operating Budget
Workshop held on June 8, 2010. The adjusted numbers are reflected in the attachments to this agenda
bill:
• Results of negotiations with Police and Fire Labor Unions resulted in new contracts that will
reduce General Fund salary and benefit costs in FY 2010-11 by approximately $800,000.
Budgets for those departments for FY 2010-11 have been adjusted to reflect those impacts.
• Utility Department estimated revenues were decreased by approximately $1.9 million to reflect a
January 1, 2011 implementation date for proposed rate increases, as discussed and presented
during the Operating Budget Workshop held on June 8th. The Preliminary Budget document
contained estimated revenues which were higher, based on an October 1, 2010 implementation
date.
Capital Improvement Program
The FY 2010-11 to Buildout Capital Improvement Program (CIP) outlines approximately 250 existing and
future projects at a total cost of $447.8 million. Appropriations scheduled for FY 2010-11 total $61.5
million and will be added to approximately $176.7 million for ongoing capital projects that remain unspent
at the end of FY 2009-10, for a total appropriation of $238.2 million. Revenues for the CIP for FY 2010-
11 are projected at $63.8 million.
A proposed loan of $3,000,000 from the Trans Net-Local fund to the SCCRA for the Carlsbad Boulevard
Realignment Study is also included in the CIP program. In addition, a transfer of $600,000 from the Gas
Tax Fund to the General Fund for general transportation expenses for FY 2010-11 is also proposed.
Several major projects are scheduled to receive new or additional funding in FY 2010-11 including the
following:
• Fire Station No. 3 Relocation is proposed to receive a new appropriation of approximately $1.0
million based on updated cost estimates.
• A total of $1.0 million in additional appropriations is scheduled in the coming year to improve
drainage systems in the City.
• A total of $4.2 million in new appropriations are included in the FY 2010-11 CIP for water
construction/replacement projects including the Reservoir Repair/Maintenance Program and
Park Drive Water Line and Surface Improvements.
• Appropriations of $33.2 million are included for several wastewater construction/replacement
projects including the Home Plant Lift Station Replacement and Force Main, Vista Carlsbad
Interceptor Sewer Reaches VC11B to VC15 (the City of Vista will be funding the majority of the
total overall project costs), and the Calavera Hills Treatment Plant Demolition.
• The Palomar Business Park Recycled Water Pipeline project will provide needed water service
to the remaining properties along Camino Vida Roble in the Palomar Business Park. The FY
2010-11 CIP includes a new appropriation of $1.1 million for this project.
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• In keeping with the City Council's goal of improving traffic flow throughout the City, a project to
install Automated Traffic Management Systems software at the Traffic Management Center
located in the Faraday Center has been added to the CIP Program. A total of $912,000 has
been included in the CIP with a new appropriation of $203,000 in FY 2010-11.
• The Carlsbad Boulevard Realignment project has been identified as one of the City Council's top
priorities for the coming year and is scheduled to receive a $3.0 million appropriation in next
year's Capital Improvement Program.
• A total of $7.3 million in new appropriations for traffic signal and street projects are included in
the FY 2010-11 CIP. Funding is included for five traffic signals, the Carlsbad Boulevard Bridget
concrete Barrier, the Concrete Repair Program, the Pavement Management Program and two
mandated signage programs.
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 - Cannon Rd./College Boulevard to City Limits
• Carlsbad Boulevard Widening Mountain View to Northerly City Limits (partial)*
• Carlsbad Boulevard/Palomar Airport Road Improvements (partial)*
• Carlsbad Boulevard Realignment, Segments 3-5
• El Camino Real and College Boulevard Intersection Improvement Project
• Hosp Grove/Buena Vista Lagoon Improvements
• Pine Avenue Park - Madison Property Phase 2
• Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the Traffic Impact Fee (TIF) program approved by the City Council on
May 12, 2009, which was planned to generate enough revenue to pay for 20% of the total cost
of these projects, the remaining 80% is unfunded.
Encina Capital and Operating Budgets
At its May 26, 2010 meeting, the Encina Wastewater Authority (EWA) Board of Directors and Joint
Advisory Committee approved the FY 2010-11 Operating and Capital Improvement Budget. The
Revised Basic Agreement states that EWA's Operating and Capital budgets are deemed effective when
certain criteria are met. One of the criteria is that all member agencies have separately considered and
approved the budgets.
Carlsbad's share of the Encina Operating Budget for FY 2010-11 is $3,107,031, or an increase of
$94,583 (3.1%) over FY 2009-10 projected expenditures for Wastewater Plant Operations, and
$782,474, or a 5.3% reduction to FY 2009-10 for the Carlsbad Water Recycling Facility Operations. In
addition, Carlsbad's share of the Capital Budget for the two facilities for FY 2010-11 is $1,741,260, up
from the previous year's total of $1,575,887.
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
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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 resolution at Exhibit 9.
CIP General Plan Consistency
The requested determination of General Plan consistency covers 15 new projects. These projects
consist of 11 new City CIP projects and 4 new CIP projects submitted by Carlsbad Municipal Water
District (CMWD). This year's projects fall into the following project type categories: Parks, Drainage,
Streets, Sewer, and Water. Descriptions and location maps of the projects are attached as Exhibit 8A.
Staff has reviewed the 15 new projects for consistency with the City's General Plan. Exhibit 8A
("General Plan Consistency"), identifies and discusses the projects' consistency with the elements,
goals, objectives, and policies of the General Plan which are relevant to the new projects being proposed
this year. Staff has reviewed all of the proposed new projects and concludes that all are consistent with
the General Plan. Therefore, the General Plan consistency determination can be made.
Changes to the Capital Improvement Program
Changes were made to the Capital Improvement Program (CIP) since the CIP Workshop on May 11,
2010, increasing appropriation requests by $3,185,057 for FY 2010-11, as follows:
• The Infrastructure Replacement Fund Master Plan project was added to the Capital
Improvement Program as a new civic project reflecting an addition of $100,000 to the FY 2010-
11 CIP.
• The FY 2010-11 appropriation for Carlsbad's share of the FY 2010-11 Capital Budget of the
Encina Wastewater Authority (EWA) has been updated to $1,699,260 (an increase of $43,057
over what was presented in the preliminary Capital Improvement Program), to reflect the amount
approved by the EWA Board of Directors in May, 2010. Projections for Carlsbad's share of
EWA's future capital expenditures have also been updated.
• The Carlsbad Water Recycling Facility (CWRF) is a capital facility which is also operated by the
Encina Wastewater Authority. As with the Encina treatment plant, as the CWRF facility begins
to age, the need for capital improvements increases. EWA's approved budget includes
expenditures of $42,000 for capital improvements to the CWRF. This was added to Carlsbad's
CIP as a new project, with appropriations in FY 2010-11 and in subsequent years.
• A $3,000,000 loan from Transnet Local to the South Carlsbad Coastal Redevelopment Agency
to assist with the Carlsbad Boulevard Realignment project is now reflected in the CIP totals.
In addition, since the CIP Workshop on May 11, 2010, the following changes were made to future year
projections in the Capital Improvement Program:
• A current appropriation for the Hosp Grove Park Drainage Improvements project totaling
$150,000 has been restored to the Capital Improvement Program. The Preliminary Budget
proposed eliminating the current appropriation and moving the project back several years. Staff
is now recommending moving forward with the project in the coming year due to significant
erosion to a storm drain access road. Staff is also recommending changing the funding source
for this project to Planned Local Drainage as the Hosp Grove Park Drainage Improvements
project is within the scope of the Master Drainage Plan Project AC (Highland Drive/Hosp Grove).
The revised Capital Improvement Program reflects the project with its current appropriation
restored.
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• In future years, transfers were proposed from the General Capital Construction Fund (GCC) to
the General Fund to assist operating costs. Those proposed transfers have been removed from
the Capital Improvement Program and no transfers from the GCC to the General Fund are
currently proposed.
Gann Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann Spending Limit
as required by Article XIIIB of the California Constitution. The Gann Limit creates a restriction on the
amount of revenue that can be appropriated in any fiscal year. The revenues, which are subject to this
limitation, are those considered "proceeds of taxes." The basis for calculating the Gann Limit began in
Fiscal Year 1978-79, and is increased based on population growth and inflation. The City's spending
limit for 2010-11 is $192.5 million, with appropriations of "proceeds of taxes" of $95.5 million. The result
of the calculation shows the City is well below the Gann Limit by a margin of $97.0 million.
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 these enterprises shows that rate
increases are needed to keep up with increases in expenditures, to maintain existing service levels, and
to establish and maintain operating reserves. The proposed rate increases would result in an estimated
total monthly increase to an average single family household using 12 units of water, of $10.54 per
month, or 12.5%.
The recommended date for the implementation of a rate increase is January 1, 2011. A majority protest
public hearing will be held at least 45 days following written notice of the proposed increases to property
owners and residents subject to rate changes.
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:
• Library Fees - Although the majority of the library services are free to the public, the library does
charge for some of their convenience services. The library has proposed increases to the some
of their convenience services including the audio visual insurance fee charged for renting DVDs
or videos, the inter-library loan fee, the library book non-pickup fee and some of the facility fees.
• Parks & Recreation Fees - In order to keep their fees in line with the market, Parks &
Recreation is proposing to increase a few of their fees. These increases include an increase in
the open play fee, a 4.5% to 6.4% increase in their aquatic fees, and a 10% increase in the
Carrillo Ranch rental fees. Parks & Recreation will be reviewing the remainder of their fees this
summer with a new pricing policy and will return to Council for approval.
• Planning Minor Conditional Use Permit Amendment - Currently, there is not a fee for this
service. The proposed fee of $530 is based on the estimated cost of providing the service.
• Traffic Impact Fee - The resolution establishing this fee states that the fee should be adjusted
annually as part of the budget process by 2% or the annual percentage change in the Caltrans
Construction Cost Index, whichever is higher. Since the index was negative, the fees have been
increased by 2%.
•7
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• Street Lighting Energizing Fee - Recently the Engineering Standards were revised to require
street lights to be High Efficiency Induction (HEI) in lieu of the High Pressure Sodium (HPS).
Since the HEI lights have much lower wattage requirements, the energizing fee is less. These
fees have been revised to reflect this change.
• Development Impact Fees - These fees are used to recover the cost that growth will have on
City infrastructure. These are increased annually by an index stated in the resolution or
ordinances establishing the fees. Most of them are increased by the Engineering News Record
(ENR) construction cost index. Last year this index was 6.4%. Council chose not to increase
them and amended the ordinances holding fees in abeyance of a period of one year. The index
this year was -0.3% for a cumulative change of 6.1%. Due to the uncertainty of this index over
the next year, no changes are being recommended to the Development Impact Fees and
Council will need to amend the ordinances at Exhibit 12 holding the fees in abeyance for another
year.
The revisions to the fees are shown in Exhibit 7A.
FY 2009-10 Operating Budget Adjustments
As the City developed the municipal golf course, the City also created two industrial zoned lots. The
east parcel is 7.1 acres and cost $647,648 and the west parcel is 11.4 acres and cost $3,581,769.
These costs include the cost of the land and development, and could be different from the current
market. Both lots are located on College Boulevard adjacent to the golf course. The lots currently are
accounted for in the Golf Course Fund even though the lots are not associated with the golf course or its
operations. In reviewing the City's funds and the potential use of the industrial lots, it is recommended
that the lots be transferred to the General Fund. General Fund resources were utilized to create the lots
and the General Fund can benefit from these lots. In addition, the golf course advance from the General
Fund will be reduced by $4,229,417, the total cost to develop the lots. In order to accomplish this, an
additional appropriation of $4,229,417 is needed in the FY 2009-10 General Fund budget to purchase
the lots from the Golf Course Fund. Sufficient cash balances exist in the General Fund balance for the
additional appropriation. This appropriation and transfer does not impact the General Fund reserve.
The amount budgeted in FY 2009-10 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 $200,000 for housing assistance for FY 2009-10 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 $1.3 million expected in the fund balance at the end of FY 2009-10.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
ENVIRONMENTAL IMPACT:
For purposes of compliance with the California Environmental Quality Act (CEQA), the FY 2010-11 CIP
Budget's new projects have been analyzed for potential adverse impacts on the environment. The
attached Exhibit 8A describes each of the CIP project activities and indicates the anticipated
environmental status of the project under CEQA. Some projects are exempt categorically or statutorily
from CEQA review and are not subject to any further CEQA review. One project does not meet the
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definition of a "project" under CEQA and is identified as "not a project." No future CEQA review will be
required for that project. The remaining CIP projects may require additional CEQA review. In any case,
as discretionary permits are requested, each of these projects will be required to comply with all
appropriate CEQA requirements.
Adoption of the operating budgets is not a project pursuant to CEQA Guidelines Section 15378(b)(4),
and therefore, does not require environmental review.
EXHIBITS:
1. FY 2010-11 Preliminary Operating Budget overview.
2. FY 2010-11 Preliminary Capital Improvement Program overview.
3. Resolution No. 2010-172 of the City Council of the City of Carlsbad, California, adopting the
Final Operating Budget and Capital Improvement Program for FY 2010-11 for the City of Carlsbad
and establishing controls on changes in appropriations for the various funds.
4. Resolution No. 1399 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 2010-11.
5. Resolution No. 487 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 2010-11.
6. Resolution No. 2010-173 of the City Council of the City of Carlsbad, California, establishing
the FY 2010-11 appropriation limit as required by Article XIIIB of the California State Constitution
and State law.
7. Resolution No. 2010-174 of the City Council of the City of Carlsbad, California, adopting
changes to the Master Fee Schedule.
8. Resolution No.2010-175of the City Council of the City of Carlsbad, California, determining that the
FY 2010-11 Capital Improvement Program Budget is consistent with the General Plan based upon
the findings.
9. Resolution No. 2010-176 of the City Council of the City of Carlsbad, California, approving the
City of Carlsbad's share of the Fiscal Year 2010-11 Capital and Operating Budget of the Encina
Wastewater Authority.
10. Resolution No. 2010-177 of the City Council of the City of Carlsbad, California approving
adjustments to the FY 2009-10 Operating Budget.
11. Resolution No. 488 of the Housing and Redevelopment Commission of the City of
Carlsbad, California, approving adjustments to the FY 2009-10 Operating Budget.
12. Ordinance No. cs-094 of the City Council of the City of Carlsbad, California amending
Carlsbad Municipal Code Sections 13.10.030, 13.10.080, 13.10.090, 15.08.040(b) and 5.09.030(b)
13. Amended CMC section 13.10.030 (with additions indicated by underline.
14. Amended CMC section 13.10.080 (with additions indicated by underline)
15. Amended CMC section 13.10.090 (with additions indicated by underline)
16. Amended CMC section 15.08.40(b) (with additions indicated by underline)
17. Amended CMC section 5.09.030(b) (with additions indicated by underline)
The Preliminary Operating Budget and Capital Improvement Program for FY 2010-11 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 2010. The Master Fee Schedules are on file with the City Clerk as well.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
The Preliminary Operating Budget for Fiscal Year 2010-11 totals $188.3 million, with revenues
for the year estimated at $191.3 million. General Fund revenues are estimated at $110.4 million
and General Fund budgeted expenditures are $109.4 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for
FY 2009-10, as well as those estimated for FY 2010-11.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2009-10
$ 114.8
12.8
47.0
14.9
3.5
$ 193.0
ESTIMATED
2010-11
$ 110.4
10.9
50.3
16.3
3.4
$ 191.3
$
CHANGE
$ (4.4)
(1.9)
3.3
1.4
(0.1)
$ (1.7)
%
CHANGE
-3.8%
-14.8%
7.0%
9.4%
-2.9%
-0.9%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $191.3
million, a 0.9% decrease over the prior year's projections. The significant changes from the
prior year are comprised of a $3.3 million increase in the Enterprise Funds due to the proposed
water and wastewater rate increases. The General Fund shows a decrease of $4.4 million due
to a sale of City property to the Village Redevelopment Area in 2009-10. 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
2009-10
$ 49.6
22.1
11.6
4.9
3.4
2.2
21.0
$ 114.8
ESTIMATED
2010-11
$ 48.7
22.9
12.0
5.0
3.5
2.4
15.9
$ 110.4
$
CHANGE
$ (0.9)
0.8
0.4
0.1
0.1
0.2
(5.1)
$ (4.4)
%
CHANGE
-1.8%
3.6%
3.5%
2.0%
2.9%
9.1%
-24.3%
-3.9%
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
As we enter into a slow recovery from the economic recession discussed in the Budget
Overview section, we are starting to see slight increases in most of the General Fund revenues.
Several of the largest revenue sources in the General Fund are impacted by fluctuations in the
economy. In addition, the housing crisis has not only impacted property taxes, it has also
affected sales taxes, transient occupancy taxes and development related revenues. This
upcoming fiscal year it is expected that property taxes will be approximately $48.7 million, a
1.8% decrease over the projection for FY 2009-10. This is based on a 1.8% estimated
decrease in assessed valuation as provided by the County Assessor in May 2010. The median
price for resales in Carlsbad is currently $681,000 which is up 6% over the same time a year
ago, this could be an indication that residential home values have stabilized.
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 2010-11 are based on values as of January 1, 2010. 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.
fin -,ou
CA .ou
M dfl -
0
= 30 -
<& on
m •
n .
n
Property and Sales Tax Revenues
-,ji^*^* *— »
,;^^ir"^ - , •
"
Fiscal Year
— *- Sales Tax
-•-Property Tax
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 past 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.
Construction
2%
Sales Tax by Category
Fourth Quarter 2009
Business to Miscellaneous
Business 1%
14%
I Sales taxes are expected to total $22.9
| million for FY 2010-11, an increase of
\ 3.6% compared to the FY 2009-10
I projections. The City of Carlsbad has
| many car dealerships which historically
\ have generated approximately $6.0
| million of sales tax each year. Car
| sales have slowed since FY 2008-09
| but started to show slight gains in the 4th
\ quarter of 2009 resulting in annual car
I sales projections of approximately $4.0
1 million for FY 2010-11. In recent
months, many national car manufacturers have seen double-digit growth partially due to the
incentives they have offered to lure customers as well as pent up demand. Although the City
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
does not expect to see this type of growth in sales tax revenues from car sales, it is anticipated
that this growth is a sign that the economic recovery may be starting. In addition, retail
comprises over 41% of the sales tax generated in Carlsbad and with a slow economy, it is
anticipated there will be less discretionary purchases as compared to several years ago. As
consumer confidence increases during the recovery, the City's sales tax revenues are projected
to gradually increase. Included in the projected sales tax figures for FY 2010-11 is the opening
of Paseo Carlsbad and new retail outlets in Bressi Ranch.
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 68% of the City's sales tax base and have been negatively impacted by the
economic recession. As the economic recovery takes hold, sales tax revenues will be one of
the first sources of City revenue to see an increase.
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 V£ cent increase in
California sales taxes be allocated to local agencies, to fund public safety services.
The third highest
General Fund revenue
source is Transient
Occupancy Taxes (TOT
or hotel taxes) estimated
at $12 million for FY
2010-11, an increase of
3.5% compared to FY
2009-10 estimates. It is
anticipated that there will
be slight increases in
occupancy and average
daily rate in FY 2010-11
which combined will
result in an overall
increase from FY 2009-
10. However, group
sales are still struggling
as corporations spend
less on meetings and conferences. This will impact the higher end hotels which are still
predicted to show decreases over the prior year.
Transient Occupancy Taxes
2003 2005 2007
Fiscal Year
2009 2011e
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
Franchise Taxes
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, fiber
optic antenna systems
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.
Franchise revenues are
projected to increase by
2.0% primarily due to the
franchise taxes on gas
$ Million^
1
I I in IT
Pfl|l I I I I I
I 1.•Other Franchise
MSDG&E Franchise
2003 2005 2007 2009
Fiscal Year
2011e
and electric services, which are paid by San Diego Gas and Electric (SDG&E).
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes, due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
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.
During FY 2009-10, development related revenues began to turn around from historic lows
experienced in FY 2008-09. For the FY 2010-11 Budget, the development-related revenues are
anticipated to continue to increase as a result of the improvement in the economy and real
estate market. For FY 2008-09 there were 107 units permitted for residential housing. For FY
2009-10 approximately 265 residential units have been permitted through April 2010. For FY
2010-11, 225 permits are projected to be issued for residential housing. The commercial and
industrial building activity remained weak for FY 2008-09 and FY 2009-10 and is expected to
continue to be weak FY 2010-11. A 9.1% increase in building related revenue is projected for
next year as residential activity is projected to remain relatively strong.
Business license taxes are closely tied to the health of the economy and are projected to
increase by 2.9% to an estimated $3.5 million. There are currently about 8,700 licensed
businesses in Carlsbad, with over 2,600 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 2010-11 totals
$15.9 million, a $5.1 million decrease from the previous year. In FY 2009-10, one time funds
were received from the sale of property to the Redevelopment Agency. In addition, a decrease
in the interdepartmental charges from the recent Citywide redesign is projected in FY 2010-11.
13
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
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 $804,000 in transfer taxes for FY 2010-11,
which is a $300,000 increase over FY 2009-10. This is mainly due to the increase in the
median housing price as well as the increased foreclosure sales. 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 $1.9 million in interest on its General Fund investments for
Fiscal Year 2010-11.
General Fund Revenues
tl8.4%-2.7%
+2.1%
-0.7%-3.7%-6.2%-3.8%
Overall, as reflected in the
bar chart, General Fund
revenues are expected to be
down 3.8% from FY 2009-10
estimates due to the
decrease in property taxes,
one-time funds received in
FY 2009-10 from the sales of
property and a decrease in
interdepartmental charges
resulting from the Citywide
redesign. Although the City
experienced revenue growth between 9% and 17% in the late 1990's, it was not sustainable
growth. Much of those increases were due to the opening of new hotels, restaurants, retail
centers, and new home development. As the City matures, it will be increasingly more difficult
to produce double-digit growth in revenues. With the current economic slowdown, limited
growth is anticipated over the next two to three years with the City returning to 4% to 7% growth
rates in the future.
$ Millions
140
120
100
80
60
40
20
0
FY2006 FY2007 FY2008 FY
2009a
FY
2009r
FY
2010e
FY2011
Other Funds
Revenues from Special Revenue funds are expected to total $10.9 million in FY 2010-11, a
$1.9 million decrease from FY 2009-10. 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)
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
SPECIAL REVENUE FUNDS
2010-11 PROJECTED REVENUES
._ All OthersDonations and Grants, / ,„,\ / J <°3%
Maintenance Districts
24%
.Rental AssistanceCDBG -»'« , BHHH^HHHV^ eo%
6%
Affordable Housing _
4%
The most noteworthy change in the Special Revenue funds occurred in the Street Lighting
Fund. Estimated revenues decreased approximately $2.5 million from FY 2009-10. During FY
2009-10, the City received approximately $1 million in Energy Efficiency and Conservation
Block Grant funds from the federal government and anticipates receiving an additional $1.5
million in American Recovery and Reinvestment Act funds from the California Energy
Commission. These revenues are one-time grant monies which are being used towards the
City's street light retrofit project. The street light retrofit project will replace the City's high-
pressure sodium vapor lights with induction lights.
Enterprise fund revenues for FY 2010-11 are projected at $50.2 million, an increase of $3.2
million or 6.8% over current year projections. The increase in revenues is primarily 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 $29.7 million, an increase of $2.1 million, or
7.7% over the current year estimate. Of that increase, $1.9 million will be from water sales
reflecting an 18% proposed rate increase effective January 1, 2011, to pay for the rising cost of
water purchases. The proposed rate increases have not yet been approved by the Board of
Directors of the Carlsbad Municipal Water District; staff will be requesting that a Public Hearing
date be scheduled at a future date in order to consider the proposed rate increases. Anticipated
increases paid to the San Diego County Water Authority include a 9% increase to the wholesale
purchase cost of water (from $814 to $887 per acre foot), and a 19% increase in the fixed
charges for water purchases (from $3.5 million to $4.3 million). In addition to paying for the
wholesale and fixed water costs, the FY 2010-11 Operating Budget includes funding for ongoing
operations at existing service levels, replacement of Carlsbad's infrastructure, and ongoing
meter replacements.
Wastewater estimated revenues are $10.1 million, $711,000 over the current year estimate. Of
that increase, $452,000 million will be from a 10% proposed rate increase in sewer service
charges, effective January 1, 2011, which is needed to fund the ongoing cost of operations,
maintenance, and funding for replacement of infrastructure. The rate increases have not yet
been approved by the City Council; staff will be requesting that a Public Hearing date be set for
a future date.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
In addition to the water and wastewater recommended rate increases, included in the Solid
Waste revenues is a proposed a 3.3% increase to the base rate of the Solid Waste Fee. This
would raise the total Solid Waste rate for a single family residence by $.50 per month, or 2.65%.
The additional revenue generated by the rate increase would be retained by Coast Waste
Management as an increase to their fee for providing waste management services. The last
time Coast Waste received an increase was in Fiscal Year 2006. This rate increase has not yet
been approved by the City Council; staff will be requesting that a Public Hearing date be set at a
future date.
Internal Service funds show estimated revenues of $16.3 million for FY 2010-11, an increase
of 9.4%, or $1.4 million, from FY 2009-10 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 Information Technology, Vehicle Maintenance and
Vehicle Replacement. In Information Technology, the Geographic Information System
Department was merged with Information Technology which added almost $600,000 to the
Information Technology budget which is now being charged out in the interdepartmental
charges. 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 2.9%, or $155,000, from the projections from the previous year. This decrease is the result of
an estimated 2.4% 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 2008-09, the undesignated and unreserved General Fund balance was
approximately $48.3 million. At the end of FY 2009-10 the reserve is projected to be
approximately $49.6 million, or 45% of the FY 2009-10 Budget. The reserve amount is
consistent with Council Policy 74: General Fund Reserve Guidelines.
(p
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
EXPENDITURES
The City's Preliminary Operating Budget for FY 2010-11 totals $188.3 million,
which represents a decrease of about $2.8 million, or 1.5%, as compared to
the adopted FY 2009-10 Budget. 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 incorporate a new organizational
structure while maintaining a long-term plan for a balanced budget, given the continued
economic uncertainty. As the City transitions from a growing and developing city to a built-out
city, a new organization design needed to be developed to allow resources to be aligned with
the community's future needs. During FY 2009-10, a year-long effort evaluated how the City
was currently delivering services to residents and businesses and identified where opportunities
existed to streamline for the future while continuing to provide high quality services. Key areas
of focus included those most affected by the City's increasing maturity, such as traffic and
transportation, economic and community development, environmental management and
infrastructure maintenance and replacement. Based on these efforts, the City realigned the
organizational structure to better serve the changing needs of the community, as well as to
allow for increased efficiencies with fewer resources. The FY 2010-11 Preliminary Operating
Budget was developed using the new department configuration. For comparison purposes,
historical data for departments was restated to reflect the new structure, where applicable.
Responsible management of the City's resources includes maintaining a focus on a sustainable
future by ensuring the City remains in good financial health. Considering that today's decisions
will impact future spending levels, and given the uncertainty of the economy, the following
policies were set for FY 2010-11:
• Continue to minimize service level impacts to our citizens.
• No new positions and no growth in maintenance and operations for FY 2010-11.
• No new programs will be considered unless required under a legal mandate.
• Absorb negotiated personnel contract increases where possible.
• 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, where each
department is given a block appropriation containing sufficient funds to provide the current level
of services for the upcoming year. Typically, each year the block is increased by an index for
growth and inflation. However, in both FY 2008-09 and FY 2009-10, as a result of the economic
recession, block budgets were decreased in response to decreased revenues. Focus shifted
from growth and moved to maintaining core city services and finding efficiencies in operations,
allowing for lower budget levels. By planning ahead, Carlsbad was able to make those changes
early, avoiding major changes for FY 2010-11. For FY 2010-11 departments absorbed
inflationary increases where possible, and overall operations costs remained at the FY 2009-10
levels, anticipating a flat economy in the coming year.
Due to the City's reorganization efforts previously mentioned, block budgets were reallocated
among various departments, based on the personnel and tasks assigned to each of the new
and continuing departments. No increases to the overall block resulted from the realignment
and no additional appropriations are expected during the year, except in the case of a significant
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
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 2009-10, 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 2010-11 Preliminary Operating
Budget of $188.3 million was developed.
Position Changes
A decrease of 13.75 full-time and 3.5 limited-term positions, representing a total decrease of
17.25 positions, is reflected in the FY 2010-11 Preliminary Operating Budget, as compared to
the FY 2009-10 Adopted Budget. The total decrease includes the elimination of 12.25 positions
identified through the City's realignment efforts, as well as the elimination of 5 positions that had
previously been unfunded.
The FY 2010-11 Operating Budget includes the elimination of the following 13.75 full-time
positions:
2.0 Administrative Secretaries 1.0 Management Analyst
1.0 Assistant Planning Director 1.0 Public Works Manager
1.0 Custodian 1.0 Recreation Specialist
1.0 Deputy City Engineer 1.0 Secretary
1.0 Deputy Public Works Director 1.0 Senior Management Analyst
0.75 Librarian II 2.0 Utility Workers
In addition, the following 3.5 limited term positions have expired and will be eliminated: 2.0
Building Inspectors, 1.0 Associate Planner, and a 0.5 CIS Intern position.
In addition to the eliminated positions mentioned above, there are 6 other positions that are
projected to remain unfunded for FY 2010-11. The unfunded positions provide an opportunity
for departments to realize salary savings while still maintaining a count for the vacant position,
which could be budgeted again in a future year once the economy improves.
The net increase in hourly staff totaled 0.5. This increase was due to an hourly maintenance
worker being hired to provide a partial replacement for one of the full-time positions eliminated
above.
These changes result in a City workforce of 699.0 full and three-quarter time employees, no
limited term employees, and 138.94 hourly, full-time equivalent positions. As mentioned above,
six of the full-time positions are not funded in the FY 2010-11 Budget.
New Facilities
The City has a 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 Carrillo
Ranch Barn Restoration project is scheduled for completion in the Spring of 2011. Additional
funds for maintaining this facility will be incorporated in the FY 2011-12 Budget.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
Budget by Fund Type
The table below shows the changes in the Operating Budget for FY 2010-11 compared to the
Adopted Budget for FY 2009-10.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2009-10
$ 109.1
10.5
54.6
15.1
1.8
$ 191.1
BUDGET
2010-11
$ 109.4
10.9
51.6
14.3
2.1
$ 188.3
$
CHANGE
$ 0.3
0.4
(3.0)
(0.8)
0.3
$ (2.8)
%
CHANGE
0.3%
3.8%
-5.5%
-5.3%
16.7%
-1.5%
The General Fund contains most of the discretionary revenues that support the basic core 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 budgeted expenditures by fund and program.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Millions)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
TOTAL
BUDGET
2009-10
$ 74.5
27.9
-
6.7
$ 109.1
BUDGET
2010-11
$ 72.5
29.3
-
7.6
$ 109.4
$
CHANGE
$ (2.0)
1.4
-
0.9
$ 0.3
%
CHANGE
-2.7%
5.0%
0.0%
13.4%
0.3%
General Fund
The total budget for the General Fund for FY 2010-11 is $109.4 million, which is 0.3% greater
than the previous year's adopted budget of $109.1 million. Net decreases in personnel are
partially offset by net increases in maintenance and operations costs. Increases in transfers out
from the General Fund to other City funds increased by $0.9 million, or 13.4%, which accounts
for the remaining increase in the General Fund, as can be seen in the table above.
Personnel costs make up approximately 66% of the General Fund budget so any changes in
these costs can have a significant effect on the total budget. The total personnel budget for FY
2010-11 is $72.5 million, which is $2.0 million, or 2.7%, less than the previous year's personnel
budget of $74.5 million. The decrease was due to several factors, as discussed on the following
page.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
GENERAL FUND
PERSONNEL COSTS
(In Millions)
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
BUDGET
2009-10
$ 50.9
6.4
14.9
1.2
1.1
$ 74.5
BUDGET
2010-11
$ 50.8
6.1
13.3
1.2
1.1
$ 72.5
$
CHANGE
$ (0.1)
(0.3)
(1.6)
0.0
0.0
$ (2.0)
%
CHANGE
-0.2%
-4.7%
-10.7%
0.0%
0.0%
-2.7%
The table above shows the breakdown of personnel costs for the General Fund. Salaries
include full and part-time staff costs. Overall, total personnel and benefits costs are projected to
decrease for FY 2010-11 as compared to FY 2009-10, as discussed below. While health
Insurance rates are projected to increase by 5%, and retirement rates are projected to remain
flat, both these line are projected to have an overall decrease in FY 2010-11, due to the overall
personnel decreases discussed below. Workers' Compensation and miscellaneous other
personnel costs are projected to remain flat for FY 2010-11.
Overall, total personnel costs are projected to decrease by $2.0 million, or 2.7%, for a
combination of reasons. Eliminating full-time positions and other salary savings related to the
City's realignment efforts, resulted in approximately $1.2 million of savings in personnel costs. In
anticipation of these personnel changes, $800,000 of these savings had already been
incorporated into the FY 2009-10 adopted budget, so approximately $400,000 was realized as
reduced personnel costs in FY 2010-11. Public safety employee contract negotiations resulted
in a decrease in retirement costs, as well as a small increase in salaries, for a total of
approximately $800,000 of decreases in total personnel cost.
The transfer of Geographic Information Systems (GIS) personnel out of the General Fund to the
Information Technology Internal Service Fund, resulted in an additional reduction of $500,000
in total personnel costs. This reduction will be offset by increases in maintenance and
operations costs charged to departments, as GIS services will now be allocated out through the
internal service fund charges. Additionally, the transfer of approximately $1.0 million in
personnel costs to Non-General Fund departments, as part of the City's realignment efforts,
also reduced overall personnel costs to the General Fund. This reduction will be offset by
corresponding increases in Maintenance & Operation costs due to chargeback reductions as
well as by decreases in interdepartmental revenues.
These total reductions are somewhat offset by the increases in salaries budgeted to occur in FY
2010-11, mainly due to previously negotiated labor contracts, netting to the overall decrease of
$2.0 million in total personnel costs.
Maintenance & Operations costs (or M&O) include the budgets for all program expenses other
than personnel or capital outlay, and represent about 27% of the overall General Fund budget.
Overall, maintenance and operations costs are projected to increase by about $1.4 million, or
5%, mainly due to offsetting personnel decreases. The transfer of GIS personnel out of the
General Fund resulted in about $600,000 in increases in maintenance and operations costs
charged to departments, largely offset by $500,000 in decreases in personnel costs, as noted
above. Additionally, the transfer out of personnel and M&O costs to Non-General Fund
departments, as part of the City's realignment efforts, resulted in about $800,000 in
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
corresponding increases in M&O costs due to chargeback reductions. Finally, M&O costs were
reduced in some departments in order to absorb personnel increases, when needed. These
reductions were offset by miscellaneous increases that could not be absorbed without service
level impacts. Maintenance and Operations costs are discussed more fully by program, later in
the report.
Capital Outlay includes budgeted equipment purchases over $1,000. There are no major
capital outlay purchases planned in the General Fund for FY 2010-11.
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:
• $7.2 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. This represents 6.5% of the General Fund Revenues,
an increase from the 6.0% transfer in FY 2009-10.
• $207,000 to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
• $253,850 to the Median Maintenance Special Revenue Fund to cover a cash shortfall,
as annual assessments collected from property owners do not cover operating
expenditures.
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:
• $1.7 million to the Golf Course for operations - The Golf Course is a relatively new
facility and there is only a short 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 2010 Golf Course Budget including an advance of
$1,761,000 million from the General Fund.
• $85,000 to the South Carlsbad Coastal Redevelopment Area (SCCRA) - The SCCRA is
not projecting to generate tax increment for FY 2010-11. However, there are activities
that need to be performed to help generate tax increment producing projects within the
area, such as the Ponto Development and the proposed new desalination project. 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 2010-11 General Fund budget. The General Fund has
advanced money to several funds. A portion of those advances are being repaid 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.
Another way of looking at the General Fund budget is by program. The chart on the following
page compares the total FY 2010-11 Budget to the amounts adopted in the previous year. The
significant changes are noted below the chart.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
GENERAL FUND EXPENDITURES
BY DEPARTMENT
(In Millions)
FUND
POLICY/LEADERSHIP
COMMUNITY & ECONOMIC DEV
FINANCE
FIRE
HOUSING & NGHBRHD SRVCS
HUMAN RESOURCES
LIBRARY & ARTS
PARKS AND RECREATION
POLICE
PROPERTY & ENVIRO MGT
TRANSPORTATION
UTILITIES
NON-DEPARTMENTAL
TOTAL
BUDGET
2009-10
$ 5.2
8.2
3.3
16.8
0.4
2.4
10.1
12.5
27.7
4.9
9.8
0.3
7.5
$ 109.1
BUDGET
2010-11
$ 5.3
7.4
3.3
16.2
0.4
2.4
10.4
12.4
28.2
4.8
9.1
0.3
9.2
$ 109.4
$
CHANGE
$ 0.1
(0.8)
0.0
(0.6)
0.0
0.0
0.3
(0.1)
0.5
(0.1)
(0.7)
0.0
1.7
$ 0.3
%
CHANGE
1.9%
-9.8%
0.0%
-3.6%
0.0%
0.0%
3.0%
-0.8%
1.8%
-2.0%
-7.1%
0.0%
22.7%
0.3%
The Policy/Leadership Group includes all elected officials, the City Manager's Office,
the City Attorney's Office, and Communications and Records Management functions.
The $100,000, or 1.9%, increase for FY 2010-11 is primarily due to a projected increase
in the City Clerk's office for increased expenses related to the November 2010 election.
The Community and Economic Development Department was created from the
former Community Development Department and includes economic development,
planning, development services, building and code enforcement, and the addition of land
use engineering. Of the $800,000, or 9.8%, decrease from FY 2009-10 to FY 2010-11,
$300,000 is attributable to eliminating two positions. An additional $500,000 net
decrease is due to the transfer of $500,000 in GIS services out of the General Fund, to
the Information Technology group. The transfer results in decreased personnel costs in
the General Fund. However, since GIS costs will now be allocated to departments as
part of the Information Technology Internal Service Fund charges, M&O increases to
departments will occur as a result of the transfer.
The Finance Department continues to provide the day-to-day accounting, financial
reporting, collections, fiscal oversight, and long-term financial planning for the City. The
department's budget remained relatively flat from FY 2009-10 to FY 2010-11.
The Carlsbad Fire Department continues as one of the cornerstones of the City's public
safety efforts, which remains a City Council priority. Services include emergency
operations, emergency preparedness, and fire prevention. The $600,000, or 3.6%,
decrease for FY 2010-11 is mainly due to a decrease in retirement costs resulting from
labor contract negotiations completed in May 2010. This decrease was somewhat offset
by additions to fund previously contracted personnel increases. Also, due to deep
overtime budget reductions made in prior years, approximately $150,000 was added
back to the department's budget to meet required staffing levels on a 24/7 basis, in order
to provide full emergency response coverage.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
• In the General Fund, the Housing and Neighborhood Services Department includes
the City's neighborhood services, hiring center and volunteer programs. No change is
expected for FY 2010-11 as compared to the FY 2009-10 Budget allocation.
• The Human Resources Department continues to support the City's full-time and part-
time staff by providing services such as staffing and recruitment, employee
development, performance management and compensation, and labor relations. The
department's budget will remain flat from FY 2009-10 to FY 2010-11.
• The Library and Arts Department provides staffing and a wide variety of programming
for two library branches, a library learning center, and a cultural arts office. The
$300,000, or 3%, increase for FY 2010-11 is primarily due to an increase in Internal
Service Fund charges, mainly related to CIS services being allocated to departments
beginning in FY 2010-11.
• The Parks and Recreation Department continues to
plan, staff and maintain the City's parks and recreational
facilities, as well as provide an assortment of
recreational programs for all ages. In addition, new
duties will mean increased responsibilities in managing
open space areas. The department's budget decreased
by $100,000, or 0.8%, mainly as a result of a position
elimination and a decrease in projected vehicle
maintenance and replacement costs. These were offset
slightly by additions made to fund previously contracted
personnel increases, as well as a slight increase in M&O costs to provide funding for
efforts made on the Urban Forest Management Plan.
• The Carlsbad Police Department continues to provide high quality service to the
community to ensure the preservation of life and property, and the maintenance of law
and order. The Preliminary Operating Budget shows the department's costs increasing
by $500,000, or 1.8%, for FY 2010-11 as compared to FY 2009-10. This increase is
partially due to additions made to fund previously contracted personnel increases and
partially due to an increase in Internal Service Fund charges, including increased vehicle
and equipment replacement costs, an increase in projected vehicle maintenance costs,
and an allocation of CIS services. These were partially offset by a decrease of about
$100,000 in total personnel costs due to labor contract negotiations completed in May,
2010.
• The Property and Environmental Management Department includes managing all
City owned property, including real estate, buildings and vehicles. The department also
manages the City's environmental programs, which include storm water, habitat and
other environmental maintenance and monitoring programs. The $100,000, or 2.0%,
decrease for FY 2010-11 as compared to the FY 2009-10 budget allocation, is mainly
due to the elimination of 1.35 positions, offset by an increase for a preserve steward
contract related to the City's Habitat Management Program.
• The Transportation Department, previously part of the larger Public Works
Department, manages all streets, traffic and other transportation services. The
department shows an overall decrease of $700,000, or 7.1%. The decrease reflects the
elimination of 2.95 positions previously part of the Public Works Department, as well as
the transfer of some personnel, maintenance and operations, and Internal Service Fund
costs to Non-General Fund departments, as part of the City's realignment efforts.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
The Utilities Department in the General Fund consists of Storm Drain Maintenance
activities. No change is expected from FY 2010-11 as compared to the FY 2009-10
budget allocation.
Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The
increase of $1.7 million, or 22.7%, is attributed to $800,000 in personnel savings
reflected in FY 2009-10 being spread to individual departments for FY 2010-11, and a
$900,000 increase in anticipated transfers from the General Fund to other City funds.
The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $500,000
for FY 2010-11, which is equal to the amount budgeted for this item in FY 2009-10. The
budgeted amount represents less than 1% of the FY 2010-11 General Fund Budget.
General Fund Expenditure History
$ Millions • +3%
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FY2006 FY2007 FY 2008 FY FY FY FY2011
2009a 2009r 2010e
As reflected in the chart
to the left, the City began
to slow its expenditure
growth in FY 2007-08 in
anticipation of the
economic slowdown.
The chart shows the
4.8% mid-year reduction
in January 2009 and a
further 3.3% reduction in
FY 2009-10 to further
reduce expenditures to
keep in line with General
Fund Revenue declines. FY 2010-11 expenditure projections remain relatively flat in
anticipation of a flat economy in the coming year.
Changes in Other Funds
Special Revenue funds, at $10.9 million, are up $400,000, or 3.8%, from the prior year. This
increase is mainly due to an increase in proposed spending for the City's Local Cable
Infrastructure Fund due to planned expansion of the City's public access video and
communications technologies for FY 2010-11.
Enterprise funds total $51.6 million, which is a decrease of $3.0 million, or 5.5% under the FY
2009-10 adopted budget. The most significant change is in Water Operations due to reduced
anticipated expenditures for water purchases. Carlsbad residents have been conserving water
and actual water purchases and water sales have come in significantly lower than previously
anticipated; water sales in Fiscal Year 2010 will be approximately 15% lower than the prior year.
Despite the increase in the cost of water purchased from the San Diego County Water Authority
(18% increase in fixed costs and 9% average increase in variable costs for the fiscal year), the
total amount budgeted has decreased due to the lower anticipated sales volume. The decrease
in water purchases is largely offset by decreases in sales revenue.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
Wastewater operations are projected to increase 3.4%, or $300,000, over the adopted budget
for FY 2009-10. The operating budget includes additional funding for Encina Wastewater
services and depreciation replacement transfers related to growth in the wastewater
infrastructure system.
The Internal Service funds total $14.3 million, and are reduced $800,000, or 5.3% from the
prior year. The Internal Service funds are self-supporting through user charges. Changes
occurred in a number of these funds:
• The Self Insured Benefits budget shows a decrease of approximately $90,000 based
on a decreases in health related expenses paid from the fund.
• The Vehicle Maintenance Fund budget has decreased by approximately $80,000 in FY
2010-11. 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 budget for the fund is $264,000 less than the previous
year, or a 16.8% decrease. 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 $400,000, or 5.8%. The budget decreased by about $600,000 due to a
decrease in major capital outlay and by about $300,000 due to decreases in one-time
technology investments. These decreases were partially offset by the transfer of CIS
costs from the General Fund, which increased the budget by approximately $500,000.
The Redevelopment Agency budgets have increased about $300,000 from the previous year,
mainly due to a mandated payment to the state of approximately $277,000 projected for FY
2010-11, due to the state's budget crisis.
SUMMARY
This Preliminary Operating Budget for FY 2010-11 emphasizes maintenance and operation of
the City's current infrastructure and maintaining core City services at their current levels. Being
conscious of the economic slowdown, no new programs or expanded levels of service are
included in the budget. The ten-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. Revenues and expenditures will continue to need close monitoring. The City
may need to further reduce expenditures in the following three years if the assumptions made
regarding the recession's recovery prove inaccurate to ensure we live within our means through
these turbulent and uncertain economic times. The ten-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 these economically uncertain times.
2010-11 PRELIMINARY OPERATING BUDGET OVERVIEW Exhibit 1
The City recently completed a citywide redesign in order to adapt to the transition from a
growing and developing city to a built-out city. The new organization structure is designed to
better serve the changing needs of the community, as well as to allow for increased efficiencies
with fewer resources, while continuing to provide high quality services. The FY 2010-11
Preliminary Operating Budget was developed using the new department configuration.
The Carlsbad City Council's annual goal setting process this year focused on supporting an
excellent quality of life as the City transitions from a period of growth to a new era focusing on
economic, environmental and community sustainability. Maintaining core city services at their
current levels was the top priority in developing the budget for the coming fiscal year. Other
priorities focus on supporting the important values identified through Envision Carlsbad, a City-
sponsored program to create a community vision for Carlsbad's future.
2010-11 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 (FY) 2010-11 Capital Improvement Program outlines approximately $61.5 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
$63.8 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. In previous years the City experienced a significant increase in the cost of construction
materials, pushing up the cost of projects. With the economic recession, the increases in the cost
of construction materials have moderated, this is expected to continue over the next couple of
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 balance of approximately $5.0 million has
been allocated to help fund the remaining 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.
2010-11 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 2010-11 CIP,
there are approximately 250 continuing and new
projects planned through build out. 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 Ra n ki ng 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)?
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 build out of the City. All construction costs are
estimates and only projects scheduled for FY 2010-11 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 five 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 32 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 is planned to include a 55-meter competition pool, a 12-lane instructional pool and a
therapy pool as well as a water play area for toddlers. A swimming pool complex was one of
the projects approved by the voters through Proposition C in 2002. The rough grading for the
park site is scheduled to be completed during the summer of 2010 to facilitate construction of
the park at a later date. The total cost of the park and aquatic center is currently budgeted at
$50.4 million.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Leo Carrillo Barn - Phase III of this historic park facility includes the
transformation of the existing barn into a community theater. The total is
$500,000. The project is expected to be complete in the Spring of 2011.
In addition, Phase III includes the renovation of additional buildings,
construction of additional restrooms and an arboretum area. The total
cost of the remainder of Phase III is approximately $1.9 million and
design is expected to begin in FY 2013-14.
• 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.
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.
• 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 site for the new station is in
Robertson Ranch. Total cost is projected at $9.2 million.
• Joint First Responders Training Facility - The contract for
Carlsbad's Joint First Responders Training Facility has been awarded.
Construction is scheduled to begin June 2010. The facility will be constructed on a site at the
Carlsbad Safety Center adjacent to Fire Station No. 5, with a total project budget of $24.5
million. Plans for this facility include a 25-yard and 100-yard shooting range, a 4-story fire
training tower, and a 2-story residential training facility.
• Public Works Center - The City has planned the construction of a Public Works Center to
bring together many of the maintenance functions to a single facility for a number of years. In
2010, the City Council took action to purchase 3.08 gross acres of land with an existing 5,400
square foot industrial building on site. This property is adjacent to an existing City facility, a
5.8 gross acre site located on Las Palmas Drive. In the coming year, staff will develop
updated estimates and plans to locate offices, shops, a yard, warehouse and parking to
accommodate the City's maintenance personnel. The total cost of the project is
approximately $28.1 million.
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:
• The Carlsbad Boulevard Realignment - This project has been identified as one of the City
Council's top priorities for the coming year. The FY 2010-11 CIP includes an appropriation of
$3 million for preliminary engineering and environmental studies to analyze roadway
realignment alternatives, infrastructure needs, land uses, commercial land development
options, public park and coastal access opportunities, and related long-term coastal planning
issues and constraints.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
• Traffic Management Center and ATMS - In keeping with City Council's goal of improving
traffic flow throughout the City, a project to develop an Automated Traffic Management
System (ATMS) and a Traffic Management Center has been added to the CIP program. A
pilot study is currently being conducted to test the effectiveness of the proposed system.
Once the study is complete, the system will be expanded to incorporate key locations
throughout the City. A total of $912,000 has been included in the CIP with a $203,000
appropriation in FY 2010-11.
• El Camino Real Widening - There are a number of projects that are scheduled over the next
five years that will focus on the widening of El Camino Real to prime arterial roadway
standards. The projects include widening from Cassia Road to Camino Vida Roble, Arenal
Road to La Costa Avenue, Lisa Street to Crestview Drive and Tamarack to Chestnut. The
total estimated costs for these projects are $20.1 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 the 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 2010-11 CIP has $2.7 million budgeted
for this program.
• 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 CIP program funding for design is scheduled for 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 - This project consists
of a set of individual projects that will ultimately construct a parallel sewer interceptor system
to accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The
individual projects include a main in Jefferson Street, replacement of the Agua Hedionda Lift
Station, and a main from the lift station to the Encina Wastewater Facility. The overall total
cost estimate for this set of projects totals $48.8 million, of which $15.3 million is to be funded
by the City of Carlsbad, with the remainder of $33.5 million to be funded by the City of Vista.
• Wastewater - Other major wastewater facilities scheduled for construction or replacement
within the next five years include:
- Buena Interceptor Sewer Improvements
- Home Plant Lift Station Replacement and Forcemain
- Buena Vista Lift Station Improvements
• Water/Recycled Water Lines - Major water/recycled water facilities 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
- Reservoir Repair/Maintenance Program
- Palomar Business Park Recycled Water Pipelines
- 12-inch Recycled Water Transmission Main - Carlsbad Water Recycling Facility to
Chinquapin
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
• 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.
• Hydroelectric Pressure Reducing Station at Maerkle Reservoir - This will build 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 $2.0
million.
DRAINAGE
The City's drainage infrastructure plays an important role in handling storm water runoff flows, as
well as maintaining the water quality of the City's creeks, lagoons and ocean. Carlsbad supports
programs that will ensure that all water bodies within the City are safe and clean, and where
possible, open to the public at all times. The system consists of drainage pipes 30-inches or
larger in diameter, large concrete and rock lined channels, permanent sedimentation basins and
miscellaneous large facilities. As the City continues to age, it will become necessary to repair and
replace the lines that already exist. An increase in these projects is anticipated in future years
• Agua Hedionda Channel - The project includes dredging approximately 30,000 cubic yards of
accumulated sediment from the Agua Hedionda and Calavera Creek Channels adjacent to
the Rancho Carlsbad Community. Current cost estimates have been updated to include the
need to acquire and restore 5.6 acres of wetland mitigation. The total estimated cost of the
project is $5.2 million.
CAPITAL PROJECTS THROUGH BUILDOUT
The CIP for FY 2010-11 to build out outlines approximately 130 new or continuing projects and
120 future projects for a total of approximately 250 projects at a cost of approximately $447.6
million as shown below:
CIP Projects
Project Type
Streets/Circulation
Civic Projects
Was tew ater
Parks
Water
Drainage
Other (loans)
Total Future
- All Future Project Costs
Percent Total Cost
29% 130,548,959
18% 78,758,322
19% 85,454,593
14% 64,756,866
11% 48,999,873
4% 18,427,591
5% 20,700,000
100% 447,646,204
Park and recreational facility construction and acquisition projects total approximately $64.8
million. Park projects planned within all quadrants of the City are listed on the following page 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.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
PARK PROJECTS BY QUADRANT
Northeast Quadrant
Robertson Ranch Park Site Development:
2021-25
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: 2021-25
Southwest Quadrant
Poinsettia Park Community Building: 2013-14
Aviara Community Building: 2021-25
Citywide Park and Recreational Project
Veteran's Memorial Park: 2021-25
Business Park Recreational Facility: 2021-25
• 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.
• Veterans Memorial Park - This project is located south and
east of Aqua 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 recreations amenities.
Approximately $130.5 million, or 29%, 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 several road-widening
projects, and funding for sidewalk construction, concrete repair work and pavement management.
Currently there are over 20 traffic signals identified and recommended for construction in future
years.
Wastewater projects planned for coming years are expected to cost over $85.5 million, or 19% of
the total CIP, including funding 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. Replacement of existing potable waterlines is also included in
this category, and additional reservoirs are planned to increase storage for ultimate demands. A
total of $49.0 million, or 11% of the total CIP, is planned for these projects.
Construction of civic facilities such as libraries, administrative facilities, police and fire facilities are
currently estimated at $78.8 million, or 17%, of the total planned capital expenditures to build out.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
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 4B - Cannon Rd./College to City Limits
• Carlsbad Boulevard Mountain View to Northerly City Limits (partial)*
• Carlsbad Boulevard/Palomar Airport Road Improvements (partial)*
• Carlsbad Boulevard Realignment, Segments 3-5
• El Camino Real and College Boulevard Intersection Improvement Project
• Hosp Grove/Buena Vista Lagoon Improvements
• Pine Avenue Park - Madison Property Phase II
• Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the Traffic Impact Fee (TIF) program approved by the City Council on
May 12, 2009, which was planned to generate enough revenue to pay for 20% of the total cost.
The remaining 80% is unfunded.
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 build out capacity of the City using adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable
land might develop is 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 4,737 units remaining before the City is predominantly built out.
Residential development for FY 2010-11 is projected at 225 units with an average about 218 units
per year over the next five years. This is compared to an average of over 325 units per year for
the previous five-year period. The decline, particularly in the next five years, is due to the current
economic downturn and the dwindling supply of developable land. ~ •
o.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
The amount of non-residential development is also projected to decline significantly over the next
five years. The average annual square feet of non-residential development for the past five years
was about 981,735. For FY 2010-11, the estimate is for 268,600 square feet, and the average
annual development for the next five-year period is approximately 292,800 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. Additional commercial development is planned at Bressi Village. There are
also two hotels in the City's redevelopment areas anticipated. Industrial development consists of
various new office and industrial projects, as well as expansion of existing projects at Kelly
Corporate Center. 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 2010-11 and subsequent years to build out.
Projected Development
Residential and Non-Residential Construction
Year
2009-10
2010-2011
2011-2012
2012-2013
2013-2014
2014-2015
Years 6-10
Years 11-buildout
Total Future (FY11-Buildout)
Residential
Units
113
225
215
223
249
176
875
2,774
4,737
Non-Residential
Square Feet
92,252
268,559
214,570
336,530
315,762
328,461
2,784,071
4,759,258
9,007,211
REVENUES
Revenues for Capital Projects from now until build out are estimated to be approximately $571.8
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.
").V
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Revenue Estimates FY 2010-11 to Buildout
Total Revenue =$571.8 Million
Other Agencies 18% ^^____ ^ Developer Fees 28%
Infrastructure/ —— —jw""1^"^ VFinancing Districts
Replacement ' 6%
Transfers 23% utlllty Infrastructure
Replacement
Transfers 25%
Approximately 28% of all capital revenue is received as a result of development, and is
dependent upon assumptions made about the City's annual growth in dwelling units and
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 6% of the total. Water and wastewater replacement revenues generated by user fees
equal approximately 25% of total revenues, and are used to pay for replacement of existing water
and sewer facilities. Infrastructure replacement revenues, equal to 23%, 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 18% consists of 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. An attached multi-family residential
dwelling unit is assigned either eight or six trips and a detached single-family unit is assigned 10
trips per day. The trips-per-day value for commercial and industrial buildings are 40 and eight
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.
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
Community Facilities District (CFD) No. 1 is a citywide district established to finance various civic
facilities required under the City's Growth Management Plan. CFD No. 3 was established for the
Faraday Avenue and Melrose Drive Extensions east of El Camino Real, as well as the extension
of El Fuerte.
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.
Bridge and Thoroughfare Fee Districts (BTD), are formed by property owners to finance specific
road construction projects located within 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.
SUMMARY
The FY 2010-11 to Build Out CIP is being driven by the City's commitment to ensure that facilities
are available to serve 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
2010-11 to Build Out Capital Improvement Program reflects the commitment of Carlsbad's City
Council and staff to continue providing its residents with a better quality of life.
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 11 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
build out of the City. The timing of construction of facilities is governed by the rate of
development and the 11 performance standards. New public facilities often require additional
2010-11 CAPITAL IMPROVEMENT PROGRAM Exhibit 2
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 2010-11 CIP, compliance with the Growth Management
Plan is continued.
/"
Exhibit 3
1 RESOLUTION NO. 2010-172
2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
3 OPERATING BUDGET AND CAPITAL IMPROVEMENT
PROGRAM FOR THE FISCAL YEAR 2010-11 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 2010-11 and
9
has held such public hearings as are necessary prior to adoption of the final budgets.
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.
14 2. That certain documents now on file in the office of the City Clerk of the
15 City of Carlsbad entitled, "City of Carlsbad, FY 2010-11 Preliminary Operating Budget
16 and FY 2010-11 to Buildout Capital Improvement Program - Preliminary" as amended
17 in accordance with Exhibits 3-A through 3-C attached hereto and incorporated by
18 reference herein, is hereby adopted as the Operating and Capital Improvement Budgets
19
for the City of Carlsbad for the fiscal year.
20
21 3. That the amounts reflected as estimated revenues for FY 2010-11 as
22 shown in Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for 2010-
23 11.
24 4. That the amounts designated as the 2010-11 Budget request in Exhibits 3-
25 A and 3-B are hereby appropriated to the department or fund for which they are
26 designated and such appropriation shall not be increased except as provided herein.
27 5. That total appropriations for each fund may only be increased or
28
Exhibit 3
1 decreased by the City Council by passage of a resolution amending the budget except
2 as provided herein.
3 6. That the following controls are hereby placed on the use and transfers of
4 budget funds:
5 A. No expenditure of funds shall be authorized unless sufficient funds
6 have been appropriated by the City Council or City Manager as described below.
7 i. The City Manager may authorize all transfers of funds from
8 account to account within any department.
9 ii. The City Manager may authorize transfers of funds between
10 departments within the same fund in an amount up to $100,000 per transfer.
11 iii. The City Manager may delegate any of the authority given to
12 him/her under this resolution.
13 iv. The City Manager may authorize budget adjustments involving
14 offsetting revenues and expenditures; the City Manager may authorize increases
15 in an appropriation for a specific purpose where the appropriation is offset by
16 unbudgeted revenue, which is designated for said specific purpose.
17 v. The City Manager may authorize the transfer of appropriations
18 between accounts and/or capital projects up to $1,000,000 for the costs
19 associated with the Encina Wastewater Facility (Encina) as authorized by the
20 Encina Wastewater Authority's staff and/or Board. Any increase to the total
21 appropriations for Encina's operating budget and capital program must be
22 approved by the City Council.
23 vi. The City Manager may authorize budget adjustments to increase
24 the appropriations for Workers Compensation, Risk, Self Insured Benefits and
25 Liability Funds operating budgets in an amount equal to the increases in costs of
26 claims expenses.
27
28
Exhibit 3
1 vii. The City Council must authorize all transfers of funds from the
2 Council's Contingency Account.
3 B. The City Manager may authorize emergency out of state travel for
4 public safety or emergency services purposes.
5 C. The City Council must authorize any increase in the number of
6 authorized permanent personnel positions above the level identified in
7 Exhibit 3-C.
8 D. The City Manager may authorize the hiring of temporary or part time
9 staff as necessary, within the limits imposed by the controls listed above.
10 7. That the legal level of budgetary control is the fund level. Budgets may
11 not legally be exceeded at the fund level without appropriate authorization by the City
12 Council.
13 8. That interest earned on grants may be appropriated during the year for the
14 purpose for which the grant was received.
15 9. The City Manager or his/her designee is authorized to set recreation
16 program and class fees that are included in the Community Services Guide. The fee
17 shall not exceed the fully burdened (direct and indirect) costs of providing the program
18 or class but shall be no less than the lowest fee charged for like kind programs or
19 classes in the North County cities of Oceanside, Vista, San Marcos, Escondido, or
20 Encinitas. There are no fees in the Master Fee Schedule that will be changed as a
21 result of this authority.
22 10. The City Manager may authorize budget adjustments to increase the
23 appropriations in the Public Facilities Fee Fund in an amount equal to the utility
24 expenses for the City of Carlsbad's Las Palmas facility, while the building remains
25 vacant.
26 11. That all appropriations in the Operating Budget and in Capital
27
28
Exhibit 3
1 Improvement Program remaining unexpended at June 30, 2010, are hereby
2 appropriated to FY 2010-11.
3 12. That all appropriations for outstanding encumbrances as of June 30,
4 2010, are hereby continued into FY 2010-11 for such contracts or obligations.
5
6
7 '"
8 "/
9 ///
10 ///
///
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
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 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
l^WIS, Mayor
ATTEST:
LjORRA/NE M.
(SEAL)
City Clerk
•"<^,,x
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 3A
FUND
GENERAL FUND
REPAYMENT FROM SOLID WASTE
ADVANCE TO GOLF COURSE FUND
ADVANCE TO MEDIAN MAINTENANCE
ADVANCE/REPAYMENT TO/FROM SCCRA
ADVANCE/REPAYMENT TO/FROM VILLAGE RDA
TRANSFER TO IT (NON-DEPT CONTINGENCY)
CHANGE IN RESERVATIONS & DESIGNATIONS
TOTAL GENERAL FUND
SPECIAL REVENUE
AFFORDABLE HOUSING
BUENA VISTA CHANNEL MAINTENANCE
CITIZEN'S OPTION FOR PUBLIC SAFETY
COMMUNITY ACTIVITY GRANTS
COMMUNITY DEVELOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO. 2
LOCAL CABLE INFRASTRUCTURE FUND
MEDIAN MAINTENANCE
POLICE ASSET FORFEITURE
POLICE GRANTS
PUBLIC ART
RECREATION DONATIONS
RENTAL ASSISTANCE
SENIOR DONATIONS
STREET LIGHTING
STREET TREE MAINTENANCE
TOTAL SPECIAL REVENUE
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL ENTERPRISE
INTERNAL SERVICE
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SERVICE
SCCRA LOW/MOD INCOME HOUSING
TOTAL REDEVELOPMENT
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE
JULY 1,2009
$47,816,416 *
0
0
0
0
0
488,188
0
48,304,604
12,872,395
1,255,640
8,786
1,063,961
33,448
225,154
269,845
115,071
717,822
260,681
380,708
697,508
2,203
187,179
166,358
1,787,580
189,528
696,538
382,683
21,313,088
(4,225,849)
6,668,638
(1,087,071)
8,597,655
9,953,373
2,496,262
195,109
1,258,397
425,852
10,992,147
3,790,655
19,158,422
5,005,435
5,684,266
44,050
333,902
11,067,653
$109,797,140
PROJECTED
REVENUES
$114,836,000
0
0
0
0
0
0
0
114,836,000
632,000
133,446
165,000
9,000
635,500
41,600
2,200
119,600
479,352
328,500
367,904
143,600
174,300
1,600
36,500
5,659,249
21,700
3,401,020
475,851
12,827,922
27,565,600
6,626,413
9,381,000
3,459,618
47,032,631
1,413,210
1,588,155
973,932
2,712,286
2,285,293
5,871,804
14,844,680
2,766,000
760,000
11,000
8,000
3,545,000-~^^^^—
$193,086,233
PROJECTED
EXPENDITURES
$110,607,801
0
0
0
0
0
0
0
110,607,801
K^=^^^=^S=^=
418,481
201,152
165,000
40,000
291,000
95,863
13,899
220,626
224,286
97,286
849,466
69,419
176,503
12,060
30,222
6,168,267
26,443
3,595,762
634,598
13,330,333
29,306.071
6,469,698
10,335,711
2,785,338
48,896,818
1,602,289
1,264,285
1,053,605
2,625,195
1,160,662
7,367,658
15,073,694
7,488,150
80,158
399,820
32,934
8,001,062
$195,909,708
ADVANCES PROJECTED
& FUND OTHER BALANCE
TRANSFERS CHANGES JUNE 30, 2010
$52,044,615
136,000 136,000
(1,850,000) (1,850,000)
(166,500) (166,500)
(454,000) (454,000)
(1,360,000) (1,360,000)
(488,188) 0
1,293,467 1,293,467
49,643,582
13,085,914
1,187,934
8,786
1,032,961
377,948
170,891
258,146
14,045
972,888
491,895
166,500 65,646
771,689
0
176,719
172,636
1,278,562
184,785
501,796
223,936
20,977,177
(5,966,320)
6,825,353
(2,041,782)
(136,000) 9,135,935
7,953,186
2,307.183
518,979
1,178,724
512,943
12,116,778
488,188 2,782,989
19,417,596
1,360,000 1,643,285
6,364,108
454,000 109,230
308,968
8,425,591
($1,850,000) $1,293,467 $106417,132
• FOR THE GENERAL FUND ONLY THIS REPRESENTS UNDESIGNATED, UNRESERVED FUND BALANCE.
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
| GENERAL FUND
REPAYMENT FROM SOLID WASTE
ADVANCE TO GOLF COURSE FUND
ADVANCE TO MEDIAN MAINTENANCE
ADVANCE/REPAYMENT TO/FROM SCCRA
ADVANCE/REPAYMENT TO/FROM VILLAGE RDA
TRANSFER TO IT (NON-DEPT CONTINGENCY)
CHANGE IN RESERVATIONS & DESIGNATIONS
TOTAL GENERAL FUND
| SPECIAL REVENUE
AFFORDABLE HOUSING
BUENA VISTA CHANNEL MAINTENANCE
CITIZEN'S OPTION FOR PUBLIC SAFETY
COMMUNITY ACTIVITY GRANTS
COMMUNITY DEVELOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO. 2
LOCAL CABLE INFRASTRUCTURE FUND
MEDIAN MAINTENANCE
POLICE ASSET FORFEITURE
POLICE GRANTS
PUBLIC ART
RECREATION DONATIONS
RENTAL ASSISTANCE
SENIOR DONATIONS
STREET LIGHTING
STREET TREE MAINTENANCE
TOTAL SPECIAL REVENUE
| ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
TOTAL ENTERPRISE
| INTERNAL SERVICE
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE
| REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SERVICE
SCCRA LOW/MOD INCOME HOUSING
TOTAL REDEVELOPMENT
ITOTAL OPERATING FUNDS
PROJECTED
BALANCE
JULY 1,2010
$49,643,582 «
49,643,582
13,085,914
1,187,934
8,786
1,032,961
377,948
170,891
258,146
14,045
972,888
491,895
65,646
771,689
0
176,719
172,636
1,278,562
184,785
501,796
223,936
20,977,177
(5,966,320)
6,825,353
(2,041,782)
9,135,935
7,953,186
2,307,183
518,979
1,178,724
512,943
12,116,778
2,782,989
19,417,596
1,643,285
6,364,108
109,230
308,968
8,425,591
$106,417,132
ESTIMATED
REVENUES
$110,387,000
110,387,000
432,000
123,800
112,925
20,000
664,419
51,000
6,400
500
452,730
348,000
614,858
68,000
0
4,000
39,700
6,579,000
35,000
914,595
469,677
10,936,604
29,697,484
6,952,862
10,092,196
3,493,601
50,236,143
1,470,091
1,583,720
1,026,216
3,200,967
2,468,564
6,593,146
16,342,704
2,627,000
747,000
8,000
8,000
3,390,000
$191,292,451
ADVANCES
ADOPTED & FUND OTHER
BUDGET TRANSFERS CHANGES
$109,436,776
136,000
(1,700,000)
(85,000)
109,436,776
500,577
103,540
114,496
40,000
663,954
91,350
6,400
0
197,153
368,960
680,504
16,530
0
22,900
42,131
6,578,677
40,990
861,248
612,295
10,941,705
30,945,359
6,889,719
10,508,223
3,213,004 (136,000)
51,556,305
1,841.504
1,467,171
951,560
2,795,426
1,310,000
5,900,575
14,266,236
1,774,404
101,331
201,379 85,000
60,410
2,137,524
$188,338,546 ($1,700,000)
PROJECTED
BALANCE
JUNE 30, 2011
$50,593,806
136.000
(1,700,000)
(85,000)
48,944,806
13,017,337
1,208,194
7,215
1,012,961
378,413
130,541
258,146
14,545
1,228,465
470,935
0
823,159
0
157,819
170,205
1,278,885
178,795
555,143
81,318
20,972,076
(7,214,195)
6,888,496
(2,457,809)
9,280,532
6,497,024
1,935,770
635,528
1,253,380
918,484
13,275,342
3,475,560
21,494,064
2,495,881
7,009.777
851
256,558
9,763,067
$107,671,037
' FOR THE GENERAL FUND ONLY THIS REPRESENTS UNDESIGNATED, UNRESERVED FUND BALANCE.
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
HOMEOWNERS EXEMPTION
OTHER INTERGOVERNMENTAL
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
2008-09
1
$50,438,864
24,764,881
12,752,422
5,274,095
3,421,605
621,432
97,273,299
353,406
375,653
1,092,203
1,821,262
450,180
572,157
1,022,337
418,687
378,731
503,814
2,079,718
1,804,080
1,007,245
6,192,275
1,308,090
3,716,201
3,675,858
855,677
$115,864,999
PROJECTED
REVENUE
2009-10
$49,551,000
22,059,000
11,617,000
4,885,000
3,391,000
500,000
92,003,000
300,000
378,000
664,000
1,342,000
575,000
685,000
1,260,000
350,000
534,000
753,000
2,508,000
1,700,000
917,000
6,762,000
1,100,000
7,414,000
3,976,000
979,000
$114,836,000
ESTIMATED
REVENUE
2010-11
$48,712,000
22,888,000
11,965,000
5,002,000
3,462,000
804,000
92,833,000
408,000
381,000
956,000
1,745,000
658,000
725,000
1,383,000
410,000
610,000
750,000
2,532,000
1,743,000
569,000
6,614,000
1,123,000
2,916,000
2,786,000
987,000
$110,387,000
AS%
OF FY 09-10
PROJECTED
-1.7%
3.8%
3.0%
2.4%
2.1%
60.8%
0.9%
36.0%
0.8%
44.0%
30.0%
14.4%
5.8%
9.8%
17.1%
14.2%
-0.4%
1.0%
2.5%
-38.0%
-2.2%
2.1%
-60.7%
-29.9%
0.8%
-3.9%
DIFFERENCE
2009-10 TO
2010-11
($839,000)
829,000
348,000
117,000
71,000
304,000
830,000
108,000
3,000
292,000
403,000
83,000
40,000
123,000
60,000
76,000
(3,000)
24,000
43,000
(348,000)
(148,000)
23,000
(4,498,000)
(1,190,000)
8,000
($4,449,000)
• INTEREST IS CALCULATED ON AN AMORTIZED COST BASIS
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
ISPECIAL REVENUE FUNDS I
AFFORDABLE HOUSING
AFFORDABLE HOUSING FEES
FEDERAL GRANT
STATE GRANT
INTEREST
OTHER
TOTAL AFFORDABLE HOUSING
BUENA VISTA CHANNEL MAINTENANCE
BUENA VISTA FEES
INTEREST
TOTAL BUENA VISTA CHANNEL MAINTENANCE
CITIZEN'S OPTION FOR PUBLIC SAFETY
STATE FUNDING (AB3229)
INTEREST
TOTAL CITIZENS OPTION FOR PUBLIC SAFETY
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL COMMUNITY ACTIVITY GRANTS
COMMUNITY DEVELOPMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUND
INTEREST
TOTAL LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
OTHER
TOTAL LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO. #2
LLD #2 FEES
INTEREST
OTHER
TOTAL LIGHTING AND LANDSCAPING DIST. NO. #2
LOCAL CABLE INFRASTRUCTURE FUND
CABLE FEES
INTEREST
TOTAL LOCAL CABLE INFRASTRUCTURE FUND
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
INTEREST
TOTAL MEDIAN MAINTENANCE
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL POLICE ASSET FORFEITURE
POLICE GRANTS
FEDERAL GRANT
INTEREST
TOTAL POLICE GRANTS
ACTUAL
REVENUE
2008-09
$18,060
631,407
0
551,402
387,479
1,588,348
102,248
53,024
155,272
100,525
6,583
107,108
46,434
46,434
891,532
51,175
41,283
983,990
20,300
7,736
12,769
40,805
12,953
12,953
95,249
5,470
0
100,719
365,833
25,518
0
391,351
355,746
8,792
364,538
363,137
574
363,711
94,236
30,188
2,865
127,289
0
88
$88
PROJECTED
REVENUE
2009-10
$41,500
220,000
1,000
115,700
253,800
632,000
100,000
33,446
133,446
165,000
0
165,000
9,000
9,000
635,500
0
0
635,500
36,800
1,000
3,800
41,600
2,200
2,200
119,200
400
0
1 1 9,600^==^^=^^^^^^=
458,183
21,169
0
479,352
325,000
3,500
328,500==^=^=^^^^^^^
367,904
0
367,904
136,400
7,200
0
143,600
174,300
0
$174,300
ESTIMATED
REVENUE
2010-11
$25,000
7,000
0
325,000
75,000
432,000
100,000
23,800
123,800
112,925
0
112,925
20,000
20,000
664,419
0
0
664,419
42,000
0
9,000
51,000
6,400
6,400
0
500
0
500
433,230
19,500
0
452,730
345,000
3,000
348,000
614,858
0
614,858
50,000
18,000
0
68,000
0
0
$0
AS%
OF FY 09-10
PROJECTED
-39.8%
-96.8%
-100.0%
180.9%
-70.5%
-31.7%
0.0%
-28.8%
-7.2%
-31.6%
0.0%
-31.6%
122.2%
122.2%
4.6%
0.0%
0.0%
4.6%
14.1%
-100.0%
136.8%
22.6%
190.9%
190.9%
-100.0%
25.0%
0.0%
-99.6%
-5.5%
-7.9%
0.0%
-5.6%
6.2%
-14.3%
5.9%
67.1%
0.0%
67.1%
-63.3%
150.0%
0.0%
-52.7%
-100.0%
0.0%
-100.0%
DIFFERENCE
2009-10 TO
2010-11
($16,500)
(213,000)
(1,000)
209,300
(178,800)
(200,000)
0
(9,646)
(9,646)
(52,075)
0
(52,075)
11,000
11,000
28,919
0
0
28,919
5,200
(1,000)
5,200
9,400
4,200
4,200
(119,200)
100
0
(119,100)
(24,953)
(1,669)
0
(26,622)
20,000
(500)
19,500
246,954
0
246,954
(86,400)
10,800
0
(75,600)
(174,300)
0
($174,300)
if
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
| SPECIAL REVENUE FUNDS • CONTINUED
PUBLIC ART
INTEREST
TOTAL PUBLIC ART
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL RECREATION DONATIONS
RENTAL ASSISTANCE
FEDERAL GRANT
INTEREST
OTHER
TOTAL RENTAL ASSISTANCE
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL SENIOR DONATIONS
STREET LIGHTING
FEDERAL GRANT
STREET LIGHTING FEES
OTHER
INTEREST
TOTAL STREET LIGHTING
STREET TREE MAINTENANCE
TREE MAINTENANCE FEES
INTEREST
TOTAL STREET TREE MAINTENANCE
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2008-09
1
$8,608
8,608
28,857
6,836
35,693
5,535,430
50,699
4,966
5,591,095
31,516
8,239
0
39,755
0
722,148
237,387
34,461
993,996
465,080
17,218
482,298
$11,434,051
PROJECTED
REVENUE
2009-10
$1,600
1,600
34,800
1,700
36,500
5,635,849
11,600
11,800
5,659,249
20,000
1,700
0
21,700
2,481,900
727,442
177,981
13,697
3,401,020
465,401
10,450
475,851
$12,827,922
ESTIMATED
REVENUE
2010-11
$4,000
4,000
39,700
0
39,700
6,564,000
10,000
5,000
6,579,000
30,000
5,000
0
35,000
0
728,572
176,023
10,000
914,595
465,177
4,500
469,677
$10,936,604
AS%
OF FY 09-10
PROJECTED
150.0%
150.0%
14.1%
-100.0%
8.8%
16.5%
-13.8%
-57.6%
16.3%
50.0%
194.1%
0.0%
61.3%
-100.0%
0.2%
-1.1%
-27.0%
-73.1%
-0.1%
-56.9%
-1.3%
-14.7%
DIFFERENCE
2009-10 TO
2010-11
$2,400
2,400
4,900
(1,700)
3,200
928,151
(1,600)
(6,800)
919,751
10,000
3,300
0
13,300
(2,481,900)
1,130
(1,958)
(3,697)
(2,486,425)
(224)
(5,950)
(6,174)
($1,891,318)
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
2008-09
1
$15,204,294
5,409,511
2,889,601
105,067
115,187
258,577
(103,039)
0
80,936
81,448
10,137,209
34,178,791
3,172,183
281,731
1,665,434
346,581
285,193
5,751,122
8,431,333
24,717
0
75,283
91,784
108,423
8,731,540
372,739
279,723
56,751
2,695,350
262,428
3,666,991
$52,328,444
PROJECTED
REVENUE
2009-10
$17,000,000
7,000,000
2,775,000
80,000
100,000
233,600
1,500
0
48,000
0
327,500
27,565,600
4,200,000
400,000
1,500,000
200,000
326,413
6,626,413
9,200,000
20,000
0
60,000
51,000
50,000
9,381,000
223,000
275,000
52,000
2,645,605
264,013
3,459,618
$47,032,631
ESTIMATED
REVENUE
2010-11
$18,348,353
7,555,204
2,730,000
80,000
100,000
232,000
1,500
209,927
48,000
80,000
312,500
29,697,484
4,533,123
431,726
1,500,000
200,000
288,013
6,952,862
9,652,083
20,000
284,113
60,000
51,000
25,000
10,092,196
223,000
275,000
52,000
2,658,434
285,167
3,493,601
$50,236,143
AS%
OF FY 09-10
PROJECTED
7.9%
7.9%
-1.6%
0.0%
0.0%
-0.7%
0.0%
0.0%
0.0%
0.0%
-4.6%
7.7%
7.9%
7.9%
0.0%
0.0%
-11.8%
4.9%
4.9%
0.0%
0.0%
0.0%
0.0%
-50.0%
7.6%
0.0%
0.0%
0.0%
0.5%
-8.0%
1.0%
6.8%
DIFFERENCE
2009-10 TO
2010-11
$1,348,353
555,204
(45,000)
0
0
(1,600)
0
209,927
0
80,000
(15,000)
2,131,884
333,123
31,726
0
0
(38,400)
326,449
452,083
0
284,113
0
0
(25,000)
711,196
0
0
0
12,829
21,154
33,983
$3,203,512
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
OTHER
TOTAL SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
TOTAL VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
INTERDEPARTMENTAL
INTEREST
TOTAL INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
2008-09
1
$1,397,001
261,006
44,876
1,702,883
1,324,610
10,376
24,720
1,359,706
945,341
37,322
982,663
2,736,744
8,338
34,275
2,779,357
2,147,933
454,978
2,602,911
5,865,580
148,721
6,423,428
$15,850,948
PROJECTED
REVENUE
2009-10
$1,327,400
67,398
18,412
1,413,210
1,563,720
5,682
18,753
1,588,155
891,042
82,890
973,932
2,680,547
3,798
27,941
2,712,286
2,142,649
142,644
2,285,293
5,828,154
43,650
5,871,804
$14,844,680
ESTIMATED
REVENUE
2010-11
$1,327,400
142,691
0
1,470,091
1,563,720
0
20,000
1,583,720
951,216
75,000
1,026,216
3,170,467
0
30,500
3,200,967
2,191,718
276,846
2,468,564
6,515,146
78,000
6,593,146
$16,342,704
AS%
OF FY 09-10
PROJECTED
0.0%
111.7%
-100.0%
4.0%
0.0%
-100.0%
6.7%
-0.3%
6.8%
-9.5%
5.4%
18.3%
-100.0%
9.2%
18.0%
2.3%
94.1%
8.0%
11.8%
78.7%
12.3%
10.1%
DIFFERENCE
2009-10 TO
2010-11
$0
75,293
(18,412)
56,881
0
(5,682)
1,247
(4,435)
60,174
(7,890)
52,284
489,920
(3,798)
2,559
488,681
49,069
134,202
183,271
686,992
34,350
721,342
$1,498,024
A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
IREDEVELOPNIENT FUNDS I
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL VILLAGE OPERATIONS / DEBT SERVICE
VILLAGE LOW AND MOD INCOME HOUSING
TAX INCREMENT
INTEREST
TOTAL VILLAGE LOW AND MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SERVICE
INTEREST
TOTAL SCCRA OPERATIONS / DEBT SERVICE
SCCRA LOW AND MOD INCOME HOUSING
INTEREST
TOTAL SCCRA LOW AND MOD INCOME HOUSING
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2008-09
$46,354
2,836,483
164,756
0
3,047,593
709,121
243,199
952,320
3,733
3,733
14,842
14,842
$4,018,488
PROJECTED
REVENUE
2009-10
$14,000
2,643,000
90,000
19,000
2,766,000
632,000
128,000
760,000
11,000
11,000
8,000
8,000
$3,545,000
ESTIMATED
REVENUE
2010-11
$14,000
2,580,000
33,000
0
2,627,000
647,000
100,000
747,000
8,000
8,000
8,000
8,000
$3,390,000
AS%
OF FY 09-10
PROJECTED
0.0%
-2.4%
-63.3%
-100.0%
-5.0%
2.4%
-21.9%
-1.7%
-27.3%
-27.3%
0.0%
0.0%
-4.4%
DIFFERENCE
2009-10 TO
2010-11
$0
(63,000)
(57,000)
(19,000)
(139,000)
15,000
(28,000)
(13,000)
(3,000)
(3,000)
0
0_
($155,000)
[TOTAL OPERATING $199,496,930 $193,086,233 $191,292,451 ($1,793,782)1
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY CLERK
CITY TREASURER
CITY MANAGER
COMMUNICATIONS
CITY ATTORNEY
RECORDS MANAGEMENT
TOTAL POLICY AND LEADERSHIP GROUP
COMMUNITY AND ECONOMIC DEVELOPMENT
FINANCE
FIRE
HOUSING AND NEIGHBORHOOD SERVICES
HUMAN RESOURCES
LIBRARY AND ARTS
PARKS AND RECREATION
POLICE
PROPERTY AND ENVIROMENTAL MANAGEMENT
TRANSPORTATION
UTILITIES
2007-08
ACTUAL*
HI
$384,942
179,315
175,954
1,637,999
995,611
1,318,200
889,549
5,581,570
8,665,158
3,976,423
17,446,853
373,464
2,476,766
10,304,695
12,713,824
26,046,951
4,718,426
9,615,341
$322,663
2008-09
ACTUALS *
$356,218
121,958
185,441
1,457,435
674,407
1,288,406
844,886
4,928,751
8,257,699
3,412,776
17,358,775
356,691
2,233,597
10,554,221
12,546,071
27,435,164
5,068,488
9,415,301
$283,705
2009-10
ESTIMATED
EXPENDITURES *
$324,888
107,628
190,672
1,794,225
721,398
1,272,169
782,821
5,193,801
8,264,961
3,092,919
17,170,075
380,405
2,047,016
9,850,276
12,465,382
27,049,583
4,736,832
9,285,282
$275,928
2009-10
BUDGET *
$390,802
129,737
189,913
1,608,989
693,141
1,292,986
856,942
5,162,510
8,192,663
3,300,460
16,770,859
427,883
2,397,237
10,099,684
12,557,269
27,710,998
4,908,529
9,825,393
$295,701
2010-11
BUDGET
$373,363
274,841
196,488
1,570,323
691,628
1,312,291
863,024
5,281,958
7,433,968
3,298,808
16,228,573
430,182
2,374,297
10,418,723
12,428,761
28,162,339
4,802,415
9,116,428
$262,108
%INCR (DEC)
09-10 BUD
TO
10-11 BUD
-4.5%
111.8%
3.5%
-2.4%
-0.2%
1.5%
0.7%
2.3%
-9.3%
-0.1%
-3.2%
0.5%
-1.0%
3.2%
-1.0%
1.6%
-2.2%
-7.2%
-11.4%
NOTE: i
• ACTUALS, ESTIMATED EXPENDITURES AND BUDGET HAVE BEEN ADJUSTED TO REFLECT THE CITY'S REORGANIZATION IMPLEMENTATION.
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND - CONTINUED
MISCELLANEOUS NON-DEPARTMENTAL
EXPENDITURES
BEACH PARKING
COMMUNITY CONTRIBUTIONS
DISASTER PREPAREDNESS
DUES & SUBSCRIPTIONS
LEGAL SERVICES
MISCELLANEOUS EXPENDITURES
OTHER MISCSELLANEOUS EXPENDITURES
PERSONNEL SAVINGS
PROPERTY TAX & OTHER ADMINISTRATION
TOTAL EXPEDNITURES
TRANSFERS
HOSP GROVE DEBT SERVICE
INFRASTRUCTURE REPLACEMENT FUND
MISCELLANEOUS TRANSFERS OUT
TRANSFER TO LLD#1 (MEDIANS)
TRANSFER TO STORM WATER PROGRAM
TOTAL TRANSFERS
TOTAL MISCELLANEOUS NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2007-08
ACTUAL*
H
$1,625
45,000
595,957
52,904
246,666
218,653
0
0
426,282
1,587,087
275,000
7,900,000
10,850,000
0
138,800
19,163,800
$20,750,887
122,993,021
0
$122,993,021
2008-09
ACTUALS *
$1,323
649,645
16,412
58,115
102,612
258,362
0
0
624,525
1,710,994
90,000
7,800,000
319,445
0
154,273
8,363,718
$10,074,712
111,925,951
0
$111,925,951
2009-10
ESTIMATED
EXPENDITURES *
$1,482
20,000
0
55,081
23,228
491,035
0
0
649,515
1,240,341
0
6,538,000
2,840,000
0
177,000
9,555,000
$10,795,341
110,607,801
0
$110,607,801
2009-10
BUDGET *
$36,000
0
0
73,800
160,000
208,946
0
(800,000)
565,000
243,746
0
6,538,000
0
0
177,000
6,715,000
$6,958,746
108,607,932
500,000
$109,107,932
2010-11
BUDGET
$0
0
0
73,800
160,000
152,500
6,066
0
670,000
1,062,366
0
7,175,000
0
253,850
207,000
7,635,850
$8,698,216
108,936,776
500,000
$109,436,776
%INCR (DEC)
09-10 BUD
TO
10-11 BUD
-100.0%
-
0.0%
0.0%
-27.0%
-
-100.0%
18.6%
335.8%
-
9.7%
-
-
16.9%
13.7%
25.0%
0.3%
0.0%
0.3%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
AFFORDABLE HOUSING
BUENA VISTA CHANNEL MAINTENANCE
CITIZEN'S OPTION FOR PUBLIC SAFETY
COMMUNITY ACTIVITY GRANTS
COMMUNITY DEVELOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO. 2
LOCAL CABLE INFRASTRUCTURE FUND
MEDIAN MAINTENANCE
POLICE ASSET FORFEITURE
POLICE GRANTS
PUBLIC ART
RECREATION DONATIONS
RENTAL ASSISTANCE
SENIOR DONATIONS
STREET LIGHTING
STREET TREE MAINTENANCE
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
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2007-08
ACTUAL'
$348,036
56,158
181,308
30,000
458,044
67,573
25,791
68,819
197,329
0
492,146
28,531
28,210
5,424
8,223
5,283,978
42,445
1,117,957
532,878
$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
ACTUALS *
$432,908
39,304
200,883
29,000
1,034,621
86,979
15,670
159,709
186,997
172,523
552,874
249,394
0
33,488
10,295
6,158,419
29,079
1,007,361
556,124
$10,955,628
$26,239,389
6,007,633
11,494,070
2,580,222
$46,321,314
$2,194,246
1,309,057
976,127
2,440,291
1,398,923
5,792,178
$14,110,822
$2,048,177
79,990
126,621
53,044
$2,307,832
2009-10
ESTIMATED
EXPENDITURES *
$418,481
201,152
165,000
40,000
291,000
95,863
13,899
220,626
224,286
97,286
849,466
69,419
176,503
12,060
30,222
6,168,267
26,443
3,595,762
634,598
$13,330,333
$29,306,071
6,469,698
10,335,711
2,785,338
$48,896,818
$1,602,289
1,264,285
1,053,605
2,625,195
1,160,662
7,367,658
$15,073,694
$7,488,150
80,158
399,820
32,934
$8,001,062
2009-10
BUDGET*
$500,961
74,200
171,880
40,000
730,120
92,055
15,000
6,000
222,036
60,901
678,068
42,000
0
20,000
72,800
6,169,619
35,500
979,254
605,930
$10,516,324
$34,795,184
6,412,539
10,184,486
3,178,116
$54,570,325
$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
2010-11
BUDGET
$500,577
103,540
114,496
40,000
663,954
91,350
6,400
0
197,153
368,960
680,504
16,530
0
22,900
42,131
6,578,677
40,990
861,248
612,295
$10,941,705
$30,945,359
6,889,719
10,508,223
3,213,004
$51,556,305
$1,841,504
1,467,171
951,560
2,795,426
1,310,000
5,900,575
$14,266,236
$1,774,404
101,331
201,379
60,410
$2,137,524
%INCR (DEC)
09-10 BUD
TO
10-11 BUD
-0.1%
39.5%
-33.4%
0.0%
-9.1%
-0.8%
-57.3%
-100.0%
-11.2%
505.8%
0.4%
-60.6%
-
14.5%
-42.1%
6.6%
15.5%
-12.1%
1.1%
4.0%
-11.1%
7.4%
3.2%
1.1%
-5.5%
0.3%
0.5%
-8.9%
-2.7%
-16.8%
-5.8%
-5.2%
18.2%
0.7%
-0.1%
40.6%
15.7%
TOTAL OPERATING FUNDS $191,249,068 $185.621.547 $195,909,708 $191,091,621 $188.338,546 -1.4%
General Fund
NonGF
$109,436,776
78.901,770
$188,338,546
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
" ACTUALS, ESTIMATED EXPENDITURES AND BUDGET HAVE BEEN ADJUSTED TO REFLECT THE CITY'S REORGANIZATION IMPLEMENTATION.
Exhibit 3B
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2009-10
JULY 1,2009
UNRESERVED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWA
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
8,067,290
183,358
56,036,203
10,811,399
65,349,450
695,041
(39,690)
1,938
46,635,926
10,426,612
2,287,529
838,123
13,143
882,143
572,119
8,311,289
42,538,889
16,795,868
500,000
1
428,701
19,423,831
32,226,569
2,628,788
0
17,362,613
42,436
1,329,319
4,617,963
346,202
21,389,191
866,769
37,955,865
409,524,878
PROJECTED
PROJECTED
PROJECTED DEBT SERVICE
REVENUES EXPENDITURES LOANS & OTHER
184,454
20,513
2,504,311
2,210,177
4,564,556
0
691,048
62
7,750,760
3,652,946
100,660
19,163
72,296
20,015
13,081
338,881
2,338,612
668,938
0
250,000
21,179
1,140,109
3,991,856
1,035,232
0
1,428,582
58,681
30,338
9,690,223
7,915
1,133,732
0
6,164,817
50,103,139
0
0
87,269
313,410
1,395,923
553,833
242,893
0
411,377
1,166,430
0
0
0
22,920
0
2,595,062
2,827,650
2,395,537
54,072
92,290
0
1,938,210
5,091,469
2,327,752
0
2,650,734
17,257
101
1,344,868
0
1,238,212
110,027
2,163,859
29,041,155
232,723
88,041
110,000
0
600,000
0
0
0
0
0
0
0
0
0
0
0
17,000
10,166,549
0
0
0
933,007
0
0
0
0
0
2,783
0
0
0
0
0
12,150,103
JUNE 30, 2010
PROJECTED
BALANCE
8,019,021
115,830
58,343,245
12,708,166
67,918,083
141,208
408,465
2,000
53,975,309
12,913,128
2,388,189
857,286
85,439
879,238
585,200
6,055,108
42,032,851
4,902,720
445,928
157,711
449,880
17,692,723
31,126,956
1,336,268
0
16,140,461
83,860
1,356,773
12,963,318
354,117
21,284,711
756,742
41,956,823
418,436,759
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2010-11
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKWA
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 1,2010
PROJECTED
BALANCE
8,019,021
115,830
58,343,245
12,708,166
67,918,083
141,208
408,465
2,000
53,975,309
12,913,128
2,388,189
857,286
85,439
879,238
585,200
6,055,108
42,032,851
4,902,720
445,928
157,711
449,880
17,692,723
31,126,956
1,336,268
0
16,140,461
83,860
1,356,773
12,963,318
354,117
21,284,711
756,742
41,956,823
418,436,759
ESTIMATED
REVENUES
75,650
0
1,174,408
2,695,149
912,000
0
1,535,994
0
7,179,000
0
68,508
0
199,874
26,729
26,729
274,127
1,300,296
0
0
3,000,000
0
31,332,423
3,264,000
1,537,256
0
1,146,576
0
0
2,567,000
0
673,493
0
4,769,000
63,758,211
6/30/2010
CONTINUING
APPROPR.
349,302
0
4,090,630
5,973,980
49,913,599
141,208
406,192
0
3,937,805
8,985,866
0
0
0
0
219,100
3,172,700
25,566,845
1,704,121
345,928
157,711
0
17,102,436
13,663,516
1,231,185
0
10,004,939
60,500
954,242
7,289,366
345,000
4,887,050
756,742
15,438,485
176,698,448
7/1/2010
NEW
APPROPR.
0
0
210,000
4,399,298
5,242,205
0
1,535,994
2,000
607,000
0
0
150,000
70,000
0
0
0
1,356,656
0
0
3,000,000
0
26,353,419
6,886,260
1,642,339
0
806,000
0
0
3,000,000
0
50,000
0
6,199,900
61,511,071
2010-11
TOTAL CIP
APPROPR.
349,302
0
4,300,630
10,373,278
55,155,804
141,208
1,942,186
2,000
4,544,805
8,985,866
0
150,000
70,000
0
219,100
3,172,700
26,923,501
1,704,121
345,928
3,157,711
0
43,455,855
20,549,776
2,873,524
0
10,810,939
60,500
954,242
10,289,366
345,000
4,937,050
756,742
21,638,385
238,209,519
JUNE 30, 2011
PROJECTED
BALANCE
7,745,369
115,830
55,217,023
5,030,037
13,674,279
0
2,273
0
56,609,504
3,927,262
2,456,697
707,286
215,312
905,967
392,829
3,156,535
16,409,646
3,198,599
100,000
0
449,880
5,569,291
13,841,180
0
0
6,476,098
23,360
402,531
5,240,952
9,117
17,021,154
0
25,087,438
243,985,451
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKV\A
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
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
13,045,539
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
0
6,115,644
101,874,031
2008-2009
ACTUAL
REVENUE
436,317
(47,252)
4,153,702
2,187,647
4,554,259
0
168,724
78
9,621,834
247,832
180,821
29,757
67,638
91,263
24,907
505,827
3,024,501
764,973
432,707
3,804
458,710
1,690,893
5,327,358
1,829,400
35
1,283,873
2,101
57,903
830,196
15,066
1.428,654
0
6,215,761
45,589,289
2009-2010
PROJECTED
REVENUE
184,454
20,513
2,504,311
2,210,177
4,564,556
0
691,048
62
7,750,760
3,652,946
100,660
19,163
72,296
20,015
13,081
338,881
2,338,612
668,938
0
250,000
21,179
1,140,109
3,991,856
1,035,232
0
1,428,582
58,681
30,338
9,690,223
7,915
1,133,732
0
6,164,817
50,103,139
2010-11
ESTIMATED
REVENUE
75,650
0
1,174,408
2,695,149
912,000
0
1,535,994
0
7,179,000
0
68,508
0
199,874
26,729
26,729
274,127
1,300,296
0
0
3,000,000
0
31,332,423
3,264,000
1,537,256
0
1,146,576
0
0
2,567,000
0
673,493
0
4,769,000
63,758,211
Note: Revenues include loans, advances and transfers.
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
FUND
BTD#2 - POINSETTIA LANE/AVIARA PKV\A
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
2007-2008
ACTUAL
EXPENSE
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
ACTUAL
EXPENSE
0
0
486,980
1,094,887
3,427,614
0
114,304
0
571,661
3,613,004
0
3,857,643
0
231,292
0
1,637,207
1,611,809
2,162,245
12,130
0
0
3,599,563
5,164,473
800,000
2,935
489,056
12,188
6,188
2,693,151
0
59,133
38,230
2,786,171
34,471,864
2009-10
ESTIMATED
EXPENSE
232,723
88,041
197,269
313,410
1,995,923
553,833
242,893
0
411,377
1,166,430
0
0
0
22,920
0
2,595,062
2,844,650
12,562,086
54,072
92,290
0
2,871,217
5,091,469
2,327,752
0
2,650,734
17,257
2,884
1,344,868
0
1,238,212
110,027
2,163,859
41,191,258
2009-10
CONTINUING
APPROPR.
349,302
0
4,090,630
5,973,980
49,913,599
141,208
406,192
0
3,937,805
8,985,866
0
0
0
0
219,100
3,172,700
25,566,845
1,704,121
345,928
157,711
0
17,102,436
13,663,516
1,231,185
0
10,004,939
60,500
954,242
7,289,366
345,000
4,887,050
756,742
15,438,485
176,698,448
2010-11
NEW
APPROPR.
0
0
210,000
4,399,298
5,242,205
0
1,535,994
2,000
607,000
0
0
150,000
70,000
0
0
0
1,356,656
0
0
3,000,000
0
26,353,419
6,886,260
1,642,339
0
806,000
0
0
3,000,000
0
50,000
0
6,199,900
61,511,071
2010-11
TOTAL CIP
APPROPR.
349,302
0
4,300,630
10,373,278
55,155,804
141,208
1,942,186
2,000
4,544,805
8,985,866
0
150,000
70,000
0
219,100
3,172,700
26,923,501
1,704,121
345,928
3,157,711
0
43,455,855
20,549,776
2,873,524
0
10,810,939
60,500
954,242
10,289,366
345,000
4,937,050
756,742
21,638,385
238,209,519
n
2010-11 Capital Improvement Program
PROJ.
ID
40001
35721
35722
36551
40031
40032
39011
36861
36861
36851
34554
34553
40051
36341
60151
36501
38961
47001
47002
PROJECT TITLE
CIVIC PROJECTS
ADMINISTRATIVE FACILITIES
CIVIC CENTER
CIVIC CENTER
CIT~» ADMIN TRAINING FACILITY (PRE-DESIGN) - PROP C
INF RASTRUCTURE REPLACEMENT FUND - MASTER PLAN
OPPORTUNISTIC SAND
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
PUBLIC WORKS CENTER
POI-ICE 8. FIRE FACILITIES
FIR E STATION »3 RELOCATION
FIR E STATION #3 RELOCATION (GENERAL FUND)
FIRE STATION «6 (PERMANENT)
JOI NT FIRST RESPONDERS TRAINING FACILITY
JOI NT FIRST RESPONDERS TRAINING FACILITY - PROP C
JOI NT FIRST RESPONOERS TRAINING FACILITY - PHASE II
POLICE CAD IMPLEMENTATION
LIBRARY FACILITIES
LIBRARY EXPANSION (COLE)
LIBRARY EXPANSION (COLE)
MISCELLANEOUS CITYWIDE PROJECTS
PROPOSITION C PROJECTS
CFD*1 ADMINISTRATION
COASTAL RAIL TRAIL
COASTAL RAIL TRAIL (CMAQ)
HUMAN CAPITAL MANAGEMENT SYSTEM
PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM
STREETSCAPE IMPROVEMENTS
VILUAGE PUBLIC PARKING ENHANCEMENT PROGRAM
SUBTOTAL CMC 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
SUBTOTAL FACILITIES MAINTENANCE
FUND
CFLW1
IRF
GCC
IRF
ST GRANT
CFD*1
WATER REPL
SEWER REPL
PFF
GCC
PFF
GCC
GCC
GCC
GCC
CFD»1
PFF
GCC
CFD»1
TRANSNET/BIKE
FED GRNT
GCC
GCC
REDVL VILLAGE
REDVL VILLAGE
IRF
GCC
STATE TRANS
TOTAL
BUDGET
26,100,000
900,000
100000
100,000
2,000
17,080,366
7,169600
3,861,200
8,630000
540000
5,324,100
2,850,000
13,650,000
8,000000
2.312,228
4,763,217
9,776,000
5,034,205
838,224
279,525
4,413.784
2.840,000
404,992
400,000
850.000
126,219,441
517,500
130,000
944,000
1,591,500
PRIOR
EXP/ENC
1.222,636
1,000,000
540000
5,224,100
1,802,028
2,162,558
133,224
219,025
4,007,592
604,000
399,907
54,072
-
17,369,142
207,856
102,038
774.794
1.084,688
BALANCE
FORWARD
4,045 630
-
100,000
1,047,972
13,650,000
8,000,000
149,670
45,000
60,500
406,192
2.236,000
5.085
345,928
30,091 ,977
309.644
27,962
169.206
506,812
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
26,100,000
900,000
100.000
100,000
2,000
100000 11.712,100
65.000 7.104,600
35.000 3,826,200
980,000 6,650,000
4,763,217
9,776,000
5,034,205
110,000 110,000 110,000 110,000 110,000 110,000
850,000
6,426,205 6,760.000 110.000 22,852,900 110,000 27,960,000 14,539.217
6/23/2010,11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
39722
38661
NEW
38011
36491
45021
45041
38372
39251
39252
39252
45051
39611
PROJECT TITLE
PARK fROJECTS
CITVWIDE PARKS
BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)
CARLSBAD MUNICIPAL GOLF COURSE
LAKE CALAVERA TRAILS MASTER PLAWCONSTRUCTION
VETERAN'S MEMORIAL PARK
NORTHWEST QUADRANT PARKS
PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PIME AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II
PINE AVENUE PARK-RESTROOM/STORAGE BUILDING
PINE PARK MADISION PROPERTIES, PHASE 1
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 COMMUNITY PARK - PARKING
SOUTHEAST QUADRANT PARKS
ALGA NORTE 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 ($197K= GRANT)
SUBTOTAL PARK PROJECTS
FUND
ZONES
GOLF COURSE
GCC
CFD*1
PIL-NW
PFF
PFF
PIL-NW
PIL-NE
PFF
PIL-SW
PIL-SW
PFF
PFF
PFF
PFF
GCC
GCC
PFF
PIL-SE
PFF
GCC
TOTAL
BUDGET
3,400,000
55,266,655
598,750
23,239.800
1.751,776
7.91 9,958
376,656
70,000
1,800.000
7,937,488
2.806.648
238,000
14,620,640
513,400
22,107,510
6,099,695
6,000,000
16,215,795
1.057,000
866,100
500,000
500,000
173,885,871
PRIOR
EXP/ENC
55,125,447
65,467
18.900
1,085,200
417,320
3,725,602
500,148
389,765
29.860
458,730
61,816.439
BALANCE
FORWARD
141.208
533,283
219,100
4,000
96,080
18,381,908
5,599.547
6,000,000
15,826,030
470,140
41,270
47,312.566
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
3.400,000
23,239.800
1.751,776
7,919,958
376.656
70,000
150,000 1,650,000
7,937.488
2,806,648
1,076,400 12,455,040
310,500 746,500
866,100
596,656 - - 1,386,900 14,067,640 - 48,705,670
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
33382
33381
66101
36241
39192
66071
36363
66061
NEW
66021
36811
66081
66082
66111
66121
66041
66042
PROJECT TITLE
DRAINAGE PROJECTS
AGLJA HEDIONDA CHANNEL
AGLJA HEDIONDA CHANNEL (PLDA "B" • FACILITY B + BN)
BCC DRAINAGE FACILITY (REIMB)
CARLSBAD BLVD STORM DRAIN REPLACEMENT
CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT (PLDA'C" - C1)
CMP REPLACEMENT PROGRAM
COULEGE BLVD. BRIDGE (REIMBJPLDA"B" - FACILITY BL-L )
COULEGE BLVD/CANNON RD (PLDA "B" - FACILITY BJ B * BNB t BJ-1)
FIRE STATIONS 1 THRU 5 DRAINAGE SYSTEMS
KELLY DRIVE CHANNEL REPAIR
KELLY DRIVE CHANNEL REPLACEMENT
LA COSTA AVE STORM DRAIN REPLACEMENT
MARCA DRIVE DRAINAGE IMPROVEMENTS
MASTER DRAINAGE PLAN PROJECT AAA (Jefferson Street)
MASTER DRAINAGE PLAN PROJECT AAAA (Madison Street)
MASTER DRAINAGE PLAN PROJECT AC (Highland Drive/Hosp Grove)
MASTER DRAINAGE PLAN PROJECT AFA (Hidden Valley Drainage Restoration)
MASTER DRAINAGE PLAN PROJECT AFB (Calavera Hills Drainage Restoration)
MASTER DRAINAGE PLAN PROJECT BB 1 and 2 (Washington Street)
MASTER DRAINAGE PLAN PROJECT BCB (Magnolia Avenue)
MASTER DRAINAGE PLAN PROJECT BFA (Country Store)
MASTER DRAINAGE PLAN PROJECT BFB-U (El Camino Real)
MASTER DRAINAGE PLAN PROJECT BL-U (Collage Blvd. Drainage)
MASTER DRAINAGE PLAN PROJECT BM (College Blvd./Canatarini Box Culvert)
MASTER DRAINAGE PLAN PROJECT BQ (Sunnycraek Road)
MASTER DRAINAGE PLAN PROJECT BR (CanatarWCollege Blvd.)
MASTER DRAINAGE PLAN PROJECT C2 (Paseo Del Norte)
MASTER DRAINAGE PLAN PROJECT CA (Avenida Encinas)
MASTER DRAINAGE PLAN PROJECT DBA (Poinsettia Village)
MASTER DRAINAGE PLAN PROJECT DBB (Avenida Encinas)
MASTER DRAINAGE PLAN PROJECT DFA (Batiquitos Lagoon)
MASTER DRAINAGE PLAN PROJECT DH (Altiva Place Canyon)
MASTER DRAINAGE PLAN PROJECT DQB (La Costa Town Canter)
MASTER DRAINAGE PLAN PROJECT DZ (Poinsettia Lane)
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)
PARK DRIVE DRAINAGE AND STREET IMPROVEMENTS
RANCHO CARRILLO WATER SEEPAGE
ROMERIA DRAINAGE IMPROVEMENTS
ROMERIA DRAINAGE IMPROVEMENTS
TAMARACK AND ECR STORM DRAIN AND SILT BASIN (REIMB./PLDA 'B' - BFB-L t BF-1)
SUBTOTAL DRAINAGE PROJECTS
FUND
GCC
PLD
PLD
IRF
PLD
IRF
PLD
PLD
GCC
IRF
IRF
IRF
GAS TAX
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
PLD
GAS TAX
GCC
GAS TAX
PLD
GCC
GCC
GCC
GAS TAX
PLD
TOTAL
BUDGET
859,037
4,384,413
511,979
505,000
2,539,565
2,598,000
1,816,101
2,889,757
225.000
1.161,000
1,769,500
492.150
65,000
289.534
416,500
992,913
91.608
163,164
1,086,065
468,096
963,673
138,220
384,509
204,077
131,355
180.773
727,730
529,402
167.215
429,108
256,423
232,812
745.842
642,063
560.000
460,250
3,392,594
1,068,613
155.500
53,000
299,000
338,000
904,329
36.288,870
PRIOR
EXP/ENC
2,062,263
177,574
466,430
2,476,971
562.859
2,236,206
159,204
6.496
-
-
-
-
78,480
201,440
52.245
40,851
166
114,849
14,712
8,650.746
BALANCE
FORWARD
859.037
2,122,150
334,405
38.570
62,594
1,246,141
-
653,551
1,001,796
485,654
150,000
-
-
-
481,520
258,810
861,383
114,649
52,834
164,151
323,288
9,210,533
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
40,000 40,000 40,000 40,000 40,000
507,000 282,000
1,816,101
225,000
1,769,500
65,000
289.534
416,500
842.913
91,608
163,164
1,086,065
468,096
963,673
138,220
384,509
204.077
131,355
180,773
727.730
529,402
167.215
429,108
256.423
232,812
745,842
642,063
525,898 694,228 949,500 153,840 155,500
1,068,613
5,000 5,000 5,000 5,000
904.329
1.037,898 1,311,228 994,500 198,840 195,500 4,694,214 9,995,411
6/23/2010, 11:33 AM
o
2010-11 Capital Improvement Program
PROJ.
ID
58001
58011
58031
55121
55011
NEW
55071
55131
38731
55091
39511
55001
NEW
35371
55101
35381
55051
38401
39271/55031
55111
55112
55041
55021
34921
55081/55082
38861
39491
39501
PROJECT TITLE
SEWEFt PROJECTS
FNCINA WATER POLLUTION CONTROL FACILITY
BUILDING IMPROVEMENTS
CAPITALACQ/REPL/REHAB AND STAFFING
PH/VSE IV EXPANSION - DEBT SERVICE
PHASE V EXPANSION
SjyVER COLLECTION SYSTEM
AVENIDA ENCINAS GRAVITY SEWER
BEECH STREET SEWER REPLACEMENT
BUENA INTERCEPTOR SEWER IMPROVEMENTS
BUENA VISTA LIFT STATION IMPROVEMENTS
CALJWERA 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 PIPELINES
HOME PLANT- PIPELINE REPLACEMENT
HOME PLANT LIFT STATION REPLACEMENT AND FORCE MAIN
LA COSTA MEADOWS SEWER EXTENSION
LA GOLONDRIA SEWER EXTENSION
NCTD RIGHT OF WAY UTILITY RELOCATION (SEWER)
NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A (SBA "B")
NORTH BATIQUITOS INTERCEPTOR REHABILITATION
SEWER LIFT STATION REMOVAL - GATESHEAD
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 AGUA HEDIONDA LIFT STATION AND FM (VC12-VC13)
VISTA/CARLSBAD INTERCEPTOR BUENA VISTA LIFT STATION FORCE MAIN (VC-4)
VISTA/CARLSBAD INTERCEPTOR REACH VC11B
VISTA/CARLSBAD INTERCEPTOR REACH VC14 TO VC15
VISTAICARLSBAD INTERCEPTOR REPLACEMENT REACH 3
SUBTOTAL SEWER PROJECTS
FUND
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEWER REPL
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
SEWER REPL
SEWER REPL
SEWER REPL
SEWER CONN
SEWER CONN
SEWER REPL
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
SEWER CONN
TOTAL
BUDGET
4,593,155
42,033,986
5.584.974
10,910,356
475,000
1,947,000
2,840.000
1.050.000
723,500
567,000
2,368.000
626,000
919,000
4,139,000
1.146.877
1,108,543
120,000
5,854,000
2,862,000
1,199,000
344,000
1,360.380
5.974.600
400,000
100,000
352,000
548,000
17.400,000
6,225,000
6,430,000
16,100,000
2,688.200
148,989,571
PRIOR
EXP/ENC
3,759.110
1,952,437
933,007
10,418,965
272.838
161,089
7.974
-
5.000
153.765
385,231
515.120
418,033
5,309,604
1,953,386
497,363
86,513
754,612
581,219
239.279
90.315
50,000
10,526
1,894,160
589,934
718,803
1,010,743
32,769,026
BALANCE
FORWARD
834,045
1,101,723
491,391
1,674,162
1.298,911
15,526
306,000
765,235
1,526.769
631,757
690,510
544,396
906,614
701,637
2,487
5,768
2,478.781
160,721
9.685
60.000
14,474
4,505,640
5,635,066
2,711,197
3.689,257
30,765,952
YEAR 1
2010-2011
YEAR 2
2011-2012
YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
1 ,699,260
931,419
2.517.469
932,469
3,030,975 1.063.508 1,465,245 7,169.725 22.033,644
931.469 928,419 928,191
75,000 400.000
402,000 978,000
75,000 175,000 800.000
700,000
567,000
705,000 1,663.000
313,000
2.227,000
120,000
400,000
60,000
100,000
330.000
195,000
100,000
330.000 330,000 330.000 1,594,600
22.000 22,000 22,000 22,000 22,000 110,000 22.000
523,000
11,000,000
3,000.000
11,400,000
33.204,679
596,200
8,241,138
2,092,000
7.189,444 3,143,927 2.745,436 8,874.325 22,065,644
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
50231
38421
50071
50121
50131
33762
33761
50141
39121
39001
36223
50281
50151
50251
38211
50091
50042
60041
50061
50011
50171
39041
50191
NEW
35311
NEW
50201
50241
NEW
50081
50161
36641
PROJECT TITLE
WATER DISTRIBUTION SYSTEM
AVI ARA PARKWAY AT PLUM TREE
BueNA VISTA PUMP STATION IMPROVEMENTS (STUDY)
CAL-AVERA 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 Ft ESERVOIR- PHASE 1
D RESERVOIR -PHASE II
D RESERVOIR DRAINAGE IMPROVEMENTS (STUDY)
DESALINATION GROUNDWATER/SEAWATER STUDY
EL FU6RTE - NORTH OF LOKER - (Reimb)
EL FUERTE AND CORINTIA STREET
ELL-ERY WATER PUMP PROJECT
FAF3ADAY AVENUE - ORION TO MELROSE WATERLINE - (Reimb)
FARADAY AVENUE EXTENSION - Reimb
GROUNDWATER DEVELOPMENT - SAN LUIS REY RIVER (STUDY)
HYDROELECTRIC PRESSURE REDUCING STATION-MAERKLE RESERVOIR
KELLY RANCH PRESSURE REDUCING STATION
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
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - (Reimb}
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS WATER VALVE REPAIRS/REPLACEMENTS
NCTD RIGHT OF WAY UTILITY RELOCATION (WATER)
OCEANSIDE INTERTIE UPGRADE
PARK DRIVE WATER LINE AND SURFACE IMPROVEMENTS
POINSETTW 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
RESERVOIR REPAIR (MAINTENANCE PROGRAM
SANTA FE II RESERVOIR SITE DRAINAGE
TRI-AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT
WATER MASTER PLAN UPDATE
WATER SYSTEM INTERTIE CONNECTION
SUBTOTAL WATER DISTRIBUTION SYSTEM
FUND
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
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 REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
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 CONN
WATER REPL
TOTAL
BUDGET
494,726
200,000
502,444
953,888
1,246.700
1,066.000
1,060,000
162.032
6,666.504
2,222,064
175,000
774,176
250,000
168.168
205,900
887,210
776.000
55,000
2.000,000
560.000
6,796,908
2,135,200
1.000.200
998,427
328,750
14,814,280
6,330,000
797,888
1,475,000
1,876,700
250,000
80,000
114,600
1,000,000
130,728
508,684
398,944
239,720
239,616
1,102.000
4,185,000
645,000
6,455,000
700,000
439,000
73,467,439
PRIOR
EXP/ENC
8,510
-
64,098
23,495
245,957
401,619
436,723
5,705.620
877,874
44,322
120.168
8,882
61,120
262,815
34.154
67,203
128,744
504,366
34,774
9,030.444
BALANCE
FORWARD
100000
1,099.800
1,066,000
1 060000
.
166490
185,902
641,253
374,381
1,563,277
1.091,286
1,257.326
208.582
4,866,118
1,413,680
1.170,185
215,846
1,034,797
125,000
1,126,256
145,634
-
18,912,015
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
494,728
100,000
54,100 448,344
953,888
146,900
33,800 128,232
6.666.504
2,222,064
774,176
168,168
182,405
55,000
560,000
85,000 915,200
85,000 869,105
14,814,280
1,455.000
797,888
443,700
80,000
114,600
1,000,000
130,728
508,664
398,944
239,720
239,616
1,760,000 1,150,000 1,150,000
645,000
5,200,000
50,000
404,226
4.241,900 24,452,269 1,736,558 1,231,644 1,884,305 11,180,416 797,888
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
50271
50211
52001
NEW
34871
52021
52022
52011
52012
50221
50261
PROJECT TITLE
RECYCLED WATER PROJECTS
ENCINA WATER POLLUTION CONTROL FACILITY
CARLSBAD WATER RECYCLING FACILITY (ENCINA)
RECYCLED WATER SYSTEM
12- RECYCLED WATER TRANSMISSION MAIN-CWRF TO CHINQ
CARLSBAD WATER RECYCLING FACILITY SCADA MODIFICATIONS
CHESTNUT AVENUE RECYCLED WATER LINE
ECRTAMARACK PUMP STATION REMOVAL
I-5 RECYCLED WATER TRANSMISSION LINE
PAL- OMAR BUISNESS PARK RECYCLED WATER PIPELINES
PUMP STATION REMOVAL
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER MASTER PLAN UPDATE
RECYCLED WATER PROJECTS-l-5 CROSSING
SUBTOTAL RECYCLED WATER PROJECTS
FUND
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
RECL WATER
WATER REPL
RECL WATER
WATER REPL
WATER REPL
WATER REPL
TOTAL
BUDGET
500.000
975,000
210,000
716,600
60,019
277,274
1,110,000
442,700
675.000
410,000
230,000
240,000
672,468
200,200
6,739,261
PRIOR
EXP/ENC
75,135
157,441
110,330
129,039
3,578
19,219
185.818
413,546
1,094,106
BALANCE
FORWARD
174,865
52,559
332,370
545,961
406,422
210,781
54,182
256,922
134,200
2,170.262
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
42,000 130,000 228,000 50,000 50,000
725,000
716,600
80.019
277,274
1,110,000
66,000
1,943,000 846,600 505,274 130,019 50,000 0 0
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
NEW
33691
33692
33693
39021
63011
63021
63031
63141
63121
39381
NEW
34061
39401
NEW
63051
PROJECT TITLE
CIRCU'UTION SYSTEM
TR-AFFIC SIGNAL PROJECTS
TRVF SIG - ALGA ROAD AND CA2ADERO
TRV\F SIG - ARAMADA DRIVE AND FLEET STREET (S)
JRSf SIG • ARMADA DRIVE AND GRAND PACIFIC RESORTS
TR-^F SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TR>\F SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRV*F SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL
TRV*F SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TR>\F SIG - CAMINO VIDA ROBLE AND YARROW DRIVE
TRXF SIG - CANNON ROAD AND AVENIDA ENCINAS-REIMB.
TR>AF SIG - CANNON ROAD AND COLLEGE BOULEVARD
TRWF SIG - CARLSBAD BLVD & TAMARACK SIGNAL REPAIRS
TR>M= SIG - CARLSBAD BOULEVARD AND CHERRY AVENUE
TR>\F SIG - EL CAMINO REAL AND CHESTNUT SIGNAL REPAIRS
TRyAF SIG - EL CAMINO REAL AND TAMARACK SIGNAL REPAIRS
TR>\F SIG - EL FUERTE ST AND RANCHO PANCHO
TR>M= SIG - FARADAY AVE. AND CAMINO HILLS DRIVE
TRXiF SIG - FARADAY AVENUE AND PALMER WAY
TRV^F SIG - FARADAY AVENUE AND RUTHERFORD ROAD
TRAP SIG - LA COSTAAVENUE AND CALLE MADERO
TFtAF SIG - LA COSTA AVENUE AND ESFERA STREET
TFlAF SIG - LA COSTA AVENUE AND GIBRALTAR
TR>VF SIG - LA COSTAAVENUE AND LEVANTE
TFLAF SIG - LA COSTAAVENUE AND QUINTA STREET
TFLAF SIG • LA COSTAAVENUE/NUEVA CASTILLA WAY
TFLAF SIG - MONROE STREET AND HOSP WAY
TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD
TRAP SIG • RANCHO SANTA FE ROAD AND CALLE JUNIPERO
TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAP SIG - TAMARACKAVE. AND PONTIAC DRIVE
TRAP SIG - TAMARACK AVE. AND VALLEY STREET
TRAFFIC MANAGEMENT CENTER (TMC) AND ATMS
VIDEO DETECTION CONVERSION
SUBTOTAL TRAFFIC SIGNAL PROJECTS
FUND
GAS TAX
GAS TAX
GAS TAX
TIP
OTHER
GAS TAX
GAS TAX
GAS TAX
PFF
GAS TAX
IRF
GAS TAX
IRF
IRF
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GAS TAX
GCC
GAS TAX
TOTAL
BUDGET
210,000
190,000
190.000
29,969
645,447
160,000
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
190,000
210,000
210,000
190.000
210.000
124,767
210.000
190.000
912,000
1,850,000
8,958,183
PRIOR BALANCE
EXP/ENC FORWARD
10,869 19,100
343,356 302,091
164 159,836
300 149,700
230,000
276,000
200,000
-
190,000
187,916 2,084
-
124,757
3,954
202,800 658.200
749,359 2,311,778
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020
BUILDOUT
2021-BO
210,000
190,000
190,000
190.000
190,000
210,000
190,000
190,000
190,000
210.000
210,000
210.000
210,000
190,000
210,000
210,000
190,000
210,000
208,046
190,000
203,000 233,000 163,000 313,000
247,000 307,000 300,000 135,000
1,480.000 1,110,000 863,000 448,000 - 1,806,046 190,000
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID
60041
NEW
60301
38141
60142
60143
60162
60163
60001
60311
60321
35571
60171
36362
38791
60131
60132
60211
36431
36432
39091
39201
39572
39573
39291/39571
39571
60091
60081
60241
60201
60101
60071
60072
NEW
PROJECT TITLE
ST«EET PROJECTS
AVemDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD
BATIQUITOS DRIVE GROUNDWATER SEEP AND SLOPE STABILIZATION
CAMINO HILLS AND JACKSPAR SLOPE STABILIZATION
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 - PEDESTRIAN ENHANCEMENT
CARLSBAD BLVD. REALIGNMENT
CARLSBAD BOULEVARD RIP RAP EXTENSION
CARLSBAD BLVRD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (20%)
CARLSBAD BLVRD REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (RTCIP / 20%}
CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE
CARLSBAD BOULEVARD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20%)
CARLSBAD BOULEVARD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (RTCIP/20"
CARLSBAD BOULEVARD RETROFIT OVER SDNR
CARLSBAD BOULEVARD REALIGNMENT - CANNON TO MAN2ANO (SEGMENT 1 )
CARLSBAD VILLAGE DRIVE - PONTIAC TO VICTORIA
CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA
COLLEGE BLVD REACH A AND CANNON REACH 4A
COLLEGE/CANNON ASSESSMENT DISTRICT
CONCRETE REPAIR PROGRAM
CONCRETE REPAIR PROGRAM
CONCRETE REPAIR WORK
EL CAMINO REAL / CANNON ROAD INTERSECTION IMPROVEMENTS
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE DUAL LEFT TURNS
EL CAMINO REAL LEFT TURN LANE TO WEST TAMARACK
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS
EL CAMINO REAL MEDIANS - LA COSTA
EL CAMINO REAL RIGHT TURN LANE TO NORTH ALGA ROAD
EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE
EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE (RTCIP)
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 CHESTNLTT
EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT
EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT (RTCIP)
EL FUERTE EXTENSION
FAFtADAY AVENUE EXTENSION
1-5 AND LA COSTA AVENUE AUXILIARY LANES
LA COSTA AVE SLOPE REPAIR WEST OF ROMERIA
MARBELLAWALL BEAUTIFICATION
MELROSE DRIVE - SOUTH OF PALOMAR AIRPORT ROAD
MELROSE DRIVE AND ALGA ROAD DUAL LEFT TURN LANES (RTCIP)
MELROSE DRIVE EXTENSION -A
MELROSE DRIVE EXTENSION - B
MELROSE DRIVE TURN LANE TO WEST PALOMAR AIRPORT ROAD
MUTCD STREET NAME SIGN REPLACEMENT
FUND
TIF
GAS TAX
GCC
TRANSNET-HWY
FED GRNT
TRANSNET-LOC
FED GRNT
TRANSNET-LOC
REDVL VILLAGE
REDVL SCCRDA
GAS TAX
TIF
TIF
GAS TAX
TIF
TIF
TRANSNET-LOC
TIF
TIF
GCC
OTHER
OTHER
GCC
GAS TAX
GAS TAX
TIF
TIF
TIF
PFF
GAS TAX
PFF
TIF
TRANSNET-LOC
TIF
TIF
TRANSNET-LOC
TRANSNET-LOC
TRANSNET-LOC
TRANSNET-STP
TIF
TIF
OTHER
OTHER
CFD#1
GAS TAX
GCC
OTHER
TIF
OTHER
OTHER
TIF
GAS TAX
TOTAL
BUDGET
5,402,000
40,100
87,000
1,761,000
1.217,287
157,713
340.840
44,160
100.000
3,250,000
842,000
740.896
2,927,600
2,197,000
782.496
1,012,960
1.734.000
5,574,400
2,466,880
105.000
1.713,002
10,314.481
250,000
1,500.000
750,000
589,000
899,600
286,000
909.500
2,866.600
1,390,500
348,400
2,650,000
1.772.160
625,040
2,125,000
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
458,563
983,640
1,525,584
3,477,792
410.000
260,000
PRIOR
EXP/ENC
168714
11,688
806.758
8,853
4.846
13,280
5,585
92,289
4,320
.
-
1,489,918
91,306
418,411
10,011,630
201.722
196,295
367,475
-
144,030
-
-
555.897
1,064,721
720.810
15.774.327
22.988
38,520
458.563
1.495,541
3,477,792
BALANCE
FORWARD
56,286
75,312
954,242
152,867
38.575
157,711
837,680
244,082
13.694
1,294,591
302,851
48,278
553.705
282,525
-
765,470
1.135,000
18,885
3,925,885
345,000
6,591,302
422,000
3.374,336
473,738
176.012
141,480
30,043
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
421,000 2,395,000 2,361,000
40,100
1,208,434
327,560
100,000
3,000,000
740,896
2,927,600
2,197,000
782,496
1,012,960
5,574,400
2.466.880
250000 250000 250,000
100,000
589,000
899,600
286,000
1,731,600
90.500 1,300,000
348,400
215,000 2,435,000
1,772.160
625,040
170,000 1,955,000
2,000,000
983.840
410,000
260,000
6/23/2010, 11:33 AM
\
2010-11 Capital Improvement Program
PROJ.
ID
60281
60291
60121
60123
60111
38111
60011
60012
60013
60015
60014
39221
36892
38601
31906
39071
NEW
60191
60021
60181
60261
60271
NEW
60031
38951
PROJECT TITLE
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD-RIGHT TURN LANES
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD-RIGHT TURN LANES/DRAINAGE
PALOMAR AIRPORT ROAD AND MELROSE DRIVE RIGHT TURN
PALOMAR AIRPORT ROAD AND MELROSE DRIVE RIGHT TURN
PALOMAR AIRPORT ROAD LEFT TURN LANE EXPANSION TO N/B PASEO DEL NORTE (Reimb)
PALOMAR AIRPORT ROAD LEFT TURN LANE EXPANSION TO N/B PDN
PALOMAR AIRPORT ROAD RIGHT TURN LANE TO S/B PASEO DEL NORTE
PALOMAR AIRPORT ROAD RIGHT TURN LANE TO S/B PASEO DEL NORTE (Reimb)
PALOMAR AIRPORT ROAD TURN LANE TO NORTH EL FUERTE STREET
PALOMAR AIRPORT ROAD TURN LANE TO SOUTH EL CAMINO REAL
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
PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES)
PAVEMENT MANAGEMENT PROGRAM (PROP 1B Funds)
PAVEMENT MANAGEMENT PROGRAM (PROP 42 Funds)
POINSETTIA LANE - REACH E
POINSETTIA LANE - REACHES A,B.C,F,G & AVIARA PKWY REIMB
POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM
POINSETTIA LANE WIDENING - PASEO DEL NORTE TO BATIOUITOS (RTCIP)
RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS
RANCHO SANTA FE ROAD NORTH - PHASE I
RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)
RETROREFLECTIVITY SIGN REPLACEMENT PROGRAM
SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS
SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS
SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS (Reimb - 20A)
SIDEWALK/STREET CONSTRUCTION - VARIOUS LOCATIONS
TAMARACK AND ADAMS
TRAFFIC CALMING - DONNA DRIVE (DESIGN)
TRAFFIC CALMING - SIERRA MORENA AVENUE (DESIGN)
TRAFFIC IMPACT FEE UPDATE
TRAFFIC MONITORING PROGRAM
UNDERGROUND DIST. 17 - HARDING. ROOSEVELT
SUBTOTAL STREETS PROJECTS
FUND
TIF
GCC
OTHER
TIF
GAS TAX
GAS TAX
GAS TAX
GAS TAX
TIF
TIF
OTHER
TIF
GAS TAX
TRANSNET-LOC
GAS TAX
TRANSNET-LOC
STATE TRANS
STATE TRANS
BTD»2
BTD*2
OTHER
TIF
RSF ROAD
RSF ROAD
RSF ROAD
GAS TAX
WATER REPL
TIF
TIF
TIF
GAS TAX
GAS TAX
GAS TAX
TIF
TIF
GCC
TOTAL
BUDGET
587,000
250,500
165,980
88,500
25,394
206.276
450,215
112,785
952,640
590.720
2,826,268
1.676,019
416,300
50,650,515
26.874,088
12,342,476
3.167,193
1,890.083
13.535,600
1,373,558
28,932.793
825,760
5,985,905
26,408,243
20,671,000
2,320,000
200,000
1.020,097
490.000
3,295,672
48,500
113,000
90,000
200,000
1,718,900
509,800
313,544,075
PRIOR
EXP/ENC
1,465
42.354
12,194
-
2.624,351
1,313,843
22,976,180
7,907,873
507,739
1,540,000
812.958
698
26,050,120
4,840,011
26,300,836
20,218,180
64.237
49.431
38,352
64,180
47,203
324,907
92,218
153,475,609
BALANCE
FORWARD
585,535
250.500
123,626
76,306
-
201,917
362,176
1,149,335
86,215
1 ,759,737
89,937
972,042
349,302
2,882,673
1,145.894
105.407
452,820
1,746,241
10,148
48,820
42,797
145,993
417,582
35,416,553
YEAR 1 YEAR 2
2010-2011 2011-2012
YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
25.394
206,276
450,215
112.765
952,640
590,720
416,300
1,940,000
1,080.000 1,100,000
660,000
1,990,000 2.030,000 1,875,000 9,880.000 8,810,000
1,130,000 1,170,000 1.400,000 6,000,000 7,000,000
680,000 700,000 725,000 3.620,000 3,690,000
1,537.256
105.083
1,600,000 11,585,600
1,373,558
825,760
100,000 525,000 525,000 475,000 475,000 220,000
200,000
955,860
490,000
300,000 300,000 180,000 180,000 180,000 360,000
200,000
96,000 96,000 96,000 96,000 96,000 480,000 288,000
8,980,733 7,896,530 10,116,000 7,012,500 10,133.920 28,253,240 52,258.990
6/23/2010, 11:33 AM
2010-11 Capital Improvement Program
PROJ.
ID PROJECT TITLE
LOANS TO OTHER FUNDS
PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION
SEWER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER
GCC LOAN TO SCCRA FOR CARLSBAD BLVD. REALIGNMENT STUDY
TRANSNET-LOC LOAN TO SCCRA FOR CARLSBAD BLVD REALIGNMENT STUDY
SUBTOTAL FUTURE LOANS TO OTHER FUNDS
LOAN REPAYMENTS AND TRANSFERS
GAS TAX TRANSFER TO GENERAL FUND (TRANSPORTATION OPERATING BUDGET)
PIL-NE TO PFF FOR PARK SITE ACQUISITION
SBA 'A' FOR CARLSBAD TRUNK SEWER
SCCRA TO GCC FOR CARLSBAD BLVD. REALIGNMENT STUDY
SCCRA TO TRANSNET-LOC FOR CARLSBAD BLVD. REALIGNMENT STUDY
SUBTOTAL LOAN REPAYMENTS
GRAND TOTAL ALL FUNDED PROJECTS
FUND
PFF
SEWER REPL
GCC
TRANSNET-LOC
GAS TAX
PIL-NE
SEW BENEF
REDVL SCCRDA
REDVL SCCRDA
TOTAL PRIOR BALANCE
BUDGET EXP/ENC FORWARD
4,550,000 4.550,000
450,000
250,000 250,000
3,000,000
8,250,000 4,800,000
9,000,000
4,550.000
450,000
250,000
3,000,000
17,250,000
915.184,211 290.839,559 176.698,448
YEAR1
2010-2011
YEAR 2
2011-2012
YEAR 3 YEAR 4 YEARS YEAR 6-10 BUILDOUT
2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
450.000
3,000,000
3,000,000
600,000
450,000
600,000 600.000 600,000 600,000 3,000,000 3,000,000
4,550,000
450.000
250,000
3,000,000
600,000
61,511,071
600.000
51.667,765
600,000 600.000 600,000 3.000,000 11.250.000
22,114,776 37,004,730 29,786,601 85.768,241 159,792,820
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)
CARLSBAD BOULEVARD REALIGNMENT - SEGMENTS 3-5
EL CAMINO REAL AND COLLEGE BOULEVARD INTERSECTION IMPROVEMENTS
HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS
PINE AVENUE PARK - MADISION PROPERTY, PHASE 2
ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)
TOTAL UNFUNDED PROJECTS
7.100,000
2,243,000
27,000,000
6.905,600
14,109,600
26,100,000
515,000
1,260,000
2,320.000
8,700,000
96,273,200
* 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
6/23/2010,11:33 AM
Exhibit 3C
[PERSONNEL ALLOCATIONS
IPOLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY TREASURER
CITY MANAGER
COMMUNICATIONS
CITY ATTORNEY
RECORDS MANAGEMENT
[COMMUNITY AND ECONOMIC DEVELOPMENT
COMMUNITY AND ECONOMIC DEVELOPMENT
(FINANCE
FINANCE AND RISK MANAGEMENT
IFIRE
FIRE
(HOUSING AND NEIGHBORHOOD SERVICES
HOUSING AND NEIGHBORHOOD SERVICES
[HUMAN RESOURCES
HUMAN RESOURCES & WORKERS COMP
| INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
| LIBRARY & ARTS
LIBRARY & ARTS
| PARKS AND RECREATION
PARKS AND RECREATION
IPOLICE
POLICE
(PROPERTY AND ENVIRONMENTAL MANAGEMENT
PROPERTY AND ENVIRONMENTAL MANAGEMENT
(TRANSPORTATION
TRANSPORTATION
(UTILITIES
MAINTENANCE AND OPERATIONS
FULL AND 3/4 TIME LABOR FORCE
I
I
I
I
I
1
|
|
|
1
I
I
1
FINAL
BUDGET
2008-09
1.00
0.75
9.00
2.75
7.00
8.00
56.00
31.00
88.75
11.00
10.00
23.50
53.00
73.50
162.00
43.05
63.20
70.75
714.25
FINAL
BUDGET
2009-10
1.00
0.75
8.00
2.75
7.00
8.00
56.00
31.00
88.75
11.00
10.00
23.00
53.00
72.95
162.00
43.25
61.35
72.95
712.75
PRELIMINARY
BUDGET
2010-11
1.00
0.75
8.00
2.75
7.00
8.00
54.00
30.50
88.75
11.00
9.00
22.50
52.25
71.95
162.00
41.60
58.40
69.55
699.00
1
2010-11
REQUESTED
CHANGES
0.00
0.00
0.00
0.00
0.00
0.00
(2.00)
(0.50)
0.00
0.00
(1.00)
(0.50)
(0.75)
(1.00)
0.00
(1.65)
(2.95)
(3.40)
(13.75)
SUMMARY OF
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*
REQUESTED LABOR FORCE BY CATEGORY
2008-09 2009-10
709.00 707.50
5.25 5.25
4.50 3.50
(3.00) (12.00)
137.83 138.44
853.58 842.69
2010-11
694.50
4.50
0.00
(6.00)
138.94
831.94
Difference
(13.00)
(0.75)
(3.50)
N/A
0.50
(16.75)
o6
Exhibit 4
1 RESOLUTION NO. 1399
2 A RESOLUTION OF THE BOARD OF DIRECTORS OF
CARLSBAD MUNICIPAL WATER DISTRICT (CMWD),
ADOPTING THE WATER DISTRICT FINAL OPERATING
BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
4 2010-11.
5 -
6
j 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 2010-11 Operating and Capital Improvement Budgets.
10 NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the
1 1 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, 2010-11 Operating Budget and 2010-11 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 2010-11.
19 3. That the amounts reflected as estimated revenues for Fiscal Year 2010-11
20 are hereby adopted as the budgeted revenues for 2010-1 1 .
21 4. That the amount designated as 2010-11 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 IP 9
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, 2010
19
are hereby continued into 2010-11 for such contracts and obligations.
20
8. All appropriations for Capital Improvement Projects remaining unexpended
21
at June 30, 2010, are hereby appropriated for such capital projects for the 2010-11
22
fiscal year.
23
24 ///
25 m
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 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
ATTEST:
LOJRRAIN
(SEAL)
.X\l»"'"//,.
c>^*%&.£&&*#•:&''.#&
iili
CARLSBAD MUNICIPAL WATER DISTRICT - CAPITAL IMPROVEMENT PROGRAM 2009-10 TO BUILD OUT
PROJECT TITLE
PUBLIC WORKS CENTER
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 - PHASE 1
D RESERVOIR -PHASE II
D RESERVOIR DRAINAGE IMPROVEMENTS (STUDY)
DESALINATION GROUNDWATER/SEAWATER STUDY
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)
HYDROELECTRIC PRESSURE REDUCING STATION-MAERKLE RESERVOIR
KELLY RANCH PRESSURE REDUCING STATION
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
MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY - (Reimb)
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS
MISCELLANEOUS WATER VALVE REPAIRS/REPLACEMENTS
NCTD RIGHT OF WAY UTILITY RELOCATION (WATER)
OCEANSIDE INTERTIE UPGRADE
PARK DRIVE WATER LINE AND SURFACE IMPROVEMENTS
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"
FUND
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER CONN
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 REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER CONN
WATER CONN
WATER REPL
TOTAL PRIOR BALANCE
BUDGET EXP/ENC FORWARD
7,169,600
494,728
200,000 - 100,000
502,444
953,888
1,246,700 - 1,099,800
1,066,000 - 1,066,000
1,060,000 - 1,060,000
162,032
6,666,504
2,222,064
175,000 8,510 166,490
774,176
250,000 64,098 185,902
168,168
205,900 23,495
887,210 245,957 641,253
776,000 401,619 374,381
55,000
2,000,000 436,723 1,563,277
560,000
6,796,908 5,705,620 1,091,288
2,135,200 877,874 1,257,326
1,000,200
998,427 44,322
328,750 120,168 208,582
14,814,280
6,330,000 8,882 4,866,118
797,888
1,475,000 61,120 1,413,880
1,876,700 262,815 1,170,185
250,000 34,154 215,846
80,000
114,600
1,000:000
130,728
508,664
398,944
239,720
239,616
YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
65,000 7,104,600
494,728
100,000
54,100 448,344
953,888
146,900
33,800 128,232
6,666,504
2,222,064
774,176
168,168
182,405
55,000
560,000
85,000 915,200
85,000 869,105
14,814,280
1,455,000
797,888
443,700
80,000
114,600
1,000,000
130,728
508,664
398,944
239,720
239,616
mx
CARLSBAD MUNICIPAL WATER DISTRICT - CAPITAL IMPROVEMENT PROGRAM 2009-10 TO BUILD OUT
PROJECT TITLE FUND
TOTAL
BUDGET
PRIOR
EXP/ENC
BALANCE
FORWARD
PRESSURE REDUCING STATION REPLACEMENT
RESERVOIR REPAIR /MAINTENANCE PROGRAM
SANTA FE II RESERVOIR SITE DRAINAGE
TRI-AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT
WATER MASTER PLAN UPDATE
WATER SYSTEM INTERTIE CONNECTION
CARLSBAD WATER RECYCLING FACILITY (ENCINA)
12" RECYCLED WATER TRANSMISSION MAIN-CWRF TO CHINQ
CARLSBAD WATER RECYCLING FACILITY SCADA MODIFICATIONS
CHESTNUT AVENUE RECYCLED WATER LINE
ECRn~AMARACK PUMP STATION REMOVAL
I-5 RECYCLED WATER TRANSMISSION LINE
PALOMAR BUISNESS PARK RECYCLED WATER PIPELINES
PUMP STATION REMOVAL
RECYCLED WATER LINE - INNOVATION WAYAND GATEWAY
RECYCLED WATER LINE - IRRIGATION SERVICES
RECYCLED WATER MASTER PLAN UPDATE
RECYCLED WATER PROJECTS-l-5 CROSSING
SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER CONN
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
WATER REPL
1,102,000
4,185,000
645,000
6,455,000
700,000
439,000
500,000
975,000
210,000
716,600
80,019
277,274
1,110,000
442,700
410,000
240,000
672,468
200,200
200,000
67,203
128,744
504,366
34,774
-
75,135
157,441
-
110,330
3,578
185,818
413,546
-
1,034,797
125,000
1,126,256
145,634
174,865
52,559
332,370
406,422
54,182
258,922
134,200
TOTAL ALL WATER PROJECTS 86,671,300 9,976,292 20,325,535
YEAR 1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2016-2020 2021-BO
1,760,000 1,150,000 1,150,000
645,000
5,200,000
50,000
404,226
42,000 130,000 228,000 50,000 50,000
725,000
716,600
80,019
277,274
1,110,000
66,000
200,000
6,249,900 25,498,869 2,241,832 8,466,263 1,934,305 11,180,416 797,888
Exhibit 4B
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
WATER ENTERPRISE
MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$3,333,183
27,413,752
89,380
$30,836,315
40.25
0.00
2008-09
ACTUAL
$3,267,294
28,954,069
25,659
$32,247,022
39.90
0.00
2009-10
BUDGET
$3,425,726
37,769,762
12,235
$41,207,723
39.90
0.00
2010-11
BUDGET
$4,218,959
33,603,882
12,237
$37,835,078
39.60
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% of the City (86,140 customers). The District purchases 100% of its potable water as treated water
from the San Diego County Water Authority. The District also supplies customers with recycled water from the
District's Phase II Recycled Water Plant, and from recycled water purchased from the Leucadia Wastewater District
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 6% as set by the California Department of Water Resources. Distribution
system losses commonly range between 6% and 15%. The American Waterworks 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
2008-09
Water
Loss
6%
5%
6%
3%
5%
6%
Cost per
Acre-Foot
$784
$828
$901
$972
$1,047
$1,139
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 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% of all samples collected during any month are
total coliform-positive.
Fiscal No. Samples Percent
Year Collected Bacteria-Free
2003-04 1,752 99.9%
2004-05 1,724 99.8%
2005-06 1,719 99.9%
2006-07 1,716 100.0%
2007-08 1,601 99.8%
2008-09 1,590 100.0%
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. The benchmark is to not exceed the national average rate
of 32.7 as reported by the American Water Works Association.
Fiscal
Year
2008-09
Potable Water
Recycled
Water
Leaks
89
5
Breaks
44
1
Miles of Distribution
Pipe
450
77
System Integrity
Rate per 100 miles
29.1
7.8
SIGNIFICANT CHANGES:
• Creation of the Utilities Department under the City realignment.
• In addition to increased water costs, increases are expected in electricity costs associated with water pumping,
pipeline repairs, hydrants, parts and supplies, and costs related to management of the hardware and software to
keep the SCADA system running at an optimal level.
KEY ACHIEVEMENTS FOR FY 2009-10:
• Replaced 1,240 water meters with automated meter reading (AMR) and leak detection capabilities and
completed over 336,000 water meter reads.
• Participated in the planning of the desalination delivery regime.
• Obtained two grants from the San Diego County Water Authority to produce Public Service Announcement
videos related to water conservation.
• Implemented technology which reduced the workload associated with manual delivery of door hangers.
Resources were then deployed to other customer service needs.
• In 2009, performed preventive maintenance on 4,077 water valves and 1,394 fire hydrants, ensuring reliable
asset performance of the water system.
• In partnership with Fleet Maintenance, the department downsized two replacement vehicles and eliminated one
large piece of equipment.
• Initiated a regional North County recycled water delivery plan in conjunction with ten other water agencies.
• Converted 48 customer sites, totaling 80 meters from potable water to recycled water.
• Compliance with AB 1953 (low lead requirements for brass fittings).
• Reduced electricity expenses by converting pumping accounts to different rate structure.
• Improved various pump station efficiencies via operation, programming, equipment, etc.
• Adopted Water Efficient Landscape Ordinance
• Completed study for Maerkle hydroelectric power generation facility and applied for Grant from the U.S. Bureau
of Reclamation.
PROGRAM: WATER OPERATIONS PAGE THREE
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310
KEY GOALS FOR FY 2010-11:
• Continue implementing a phased proactive maintenance work program for the water facility assets.
• Continue to meet the potable water needs of all customers while managing the impacts from the drought.
• Completion of the Water and Recycled Water Master Plans.
• Update the Urban Water Management Plan.
• Finalize the negotiations related to two recycled water purchase agreements, ensuring stable recycled water
commodity rates for the next two to five years.
• Continue working with regulators on regional compliance and oversight issues for recycled water program.
• Continue to implement appropriate pump station efficiencies.
• Continue to connect Phase II customer to recycled water system.
• Identify customer base for expansion of recycled water system.
• Develop rate structure to fund operations and infrastructure replacement as well as re-establish reserve levels in
accordance with Board policies.
• Begin construction of Desalinated Water Plant.
• Construct Maerkle hydroelectric power generation facility.
• Implement next two phases of Automated Meter Reading Program.
SIGNIFICANT CHANGES:
• A total of 0.30 full-time positions have been reallocated to other divisions within the Utilities Department to better
reflect each division's workload.
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
WASTEWATER ENTERPRISE
TOTAL FUNDING
2007-08
ACTUAL
$2,811,703
1,755,534
0
$4,567,237
29.00
1.00
$3,976,423
396,764
15,260
15,260
163,530
$4,567,237
2008-09
ACTUAL
$2,858,386
1,171,295
23,156
$4,052,837
29.00
1.00
$3,412,776
416,039
16,002
16,002
192,018
$4,052,837
2009-10
BUDGET
$2,920,393
1 ,057,704
0
$3,978,097
29.00
1.00
$3,300,460
440,464
16,941
16,941
203,291
$3,978,097
2010-11
BUDGET
$2,960,145
1,047,675
0
$4,007,820
29.00
1.00
$3,298,808
460,858
17,725
17,725
212,704
$4,007,820
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-Ranqe 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.-77
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 2007
11.6
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
8,926
14,538
6,379
20,420
$131 million
1,501
$45 million
164,919
FY2008
12
GFOA
CSMFO
Excellence in
Operational
Budget & Public
Communications
9,405
15,301
5,494
21,196
$162 million
1,570
$53 million
158,328
FY 2009
10.7
Pending
CSMFO
Excellence in
Operational
Budget & Public
Communications
9,029
14,374
4,928
21,747
$157 million
1,478
$35 million
151,691
KEY GOALS FOR 2010-11:
Financial Health
• Continue to monitor the economy and the impact to the Ten-Year Financial Forecast to ensure the General Fund
remains in balance.
• Continue to audit internal operations of the City as well as external vendors as appropriate.
• Finalize and implement a Managed Services Program. This program is designed to ensure that the City
improves effectiveness and efficiencies of City operations by carefully comparing the costs and benefits of
contracting with private business or another government entity against the costs and benefits of providing the
service in-house.
• Develop an Infrastructure Replacement Fund Master Plan to ensure that resources are available when needed to
replace the City's streets, sidewalks, buildings and other infrastructure.
• Update the cost allocation plan.
• Perform a cost of service study.
• Continue the implementation of a Human Capital Management System.
• Continue to promote the City's new online utility bill paying feature, providing a new level of customer service by
giving customers a means of accessing important billing and usage information twenty-four hours a day seven
days a week, while increasing staff efficiency and expediting customer payments.
PROGRAM: FINANCE PAGE THREE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
KEY GOALS FOR 2010-11 (continued):
Financial Health (continued)
• 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.
• 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
Exhibit 5
1 RESOLUTION NO. 487
2 A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY OF
3 CARLSBAD, CALIFORNIA, APPROVING THE
OPERATING BUDGET OF THE REDEVELOPMENT
AGENCY AND HOUSING AUTHORITY FOR FISCAL
5 YEAR 2010-11.
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 2010-11; and
10 WHEREAS, the Commission has reviewed the operating budget for the Housing
11 Authority Section 8 Programs, for Fiscal Year 2010-11; 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
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 entitled
18
"City of Carlsbad, 2010-11 Operating Budget and 2010-11 to Buildout Capital
2Q 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 2010-11.
3. That the amounts reflected as estimated revenues for Fiscal Year 2010-11
25 are hereby adopted as the budgeted revenues for 2010-11.
26
27
28
Exhibit 5
1 4. That the amount designated as 2010-11 Budget in Exhibit 5-A is hereby
2 appropriated to the fund for which it is designated, and such appropriation shall not be
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
9 i. The Executive Director may authorize all transfers of funds
IQ from account to account within the same fund in an amount up to $100,000 per transfer.
11 ii. The Executive Director may delegate the authority to make
12 budget transfers and adjustments.
13 iii. The Executive Director may authorize budget adjustments
14 involving offsetting revenues and expenditures; the Executive Director is authorized to
15 increase an appropriation for a specific purpose where said appropriation is offset by
16
unbudgeted revenue which is designated for said specific purpose.
17
B. The Commission must authorize any increase in the number of
18
authorized permanent personnel positions above the level identified in the final Budget.
2Q The Executive Director may authorize the hiring of temporary or part time staff as
21 necessary, within the limits imposed by the controls listed above.
22 6. That all appropriations and outstanding encumbrances as of June 30,
23 2010, are hereby continued into 2010-11 for such contracts and obligations.
24 ///
25 ///
26
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28
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and the
Carlsbad Municipal Water District Board of Directors, held on the 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
ATTEST:
LISA'HILDABRAND, SECRETARY
(SEAL)
Co/ESTMUSHED\t^
Ei! :« =
/f$
CARLSBAD REDEVELOPMENT AGENCY - CAPITAL IMPROVEMENT PROGRAM 2010-11 TO BUILD OUT
PROJECT TITLE
VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
CARLSBAD BLVD. AT STATE ST - PEDESTRIAN ENHANCEMENT
CARLSBAD BLVD REALIGNMENT
FUND
REDVL VILLAGE
REDVL VILLAGE
REDVL SCCRDA
TOTAL
BUDGET
850,000
100,000
3,250,000
PRIOR
EXP/ENC
92,289
BALANCE
FORWARD
157,711
TOTAL ALL REDEVELOPMENT PROJECTS 4,200,000 92,289 157,711
YEAR 1
2010-2011
YEAR 2 YEAR 3 YEAR 4 YEARS YEAR 6-10
2011-2012 2012-2013 2013-2014 2014-2015 2016-2020
BUILDOUT
2021 -BO
850,000
100,000
3,000,000
3,000,000 0000 950,000 0
mx3T
5;
rSicn
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
HUD SECTION 8 HOUSING
HOUSING & NEIGHBORHOOD SERVICES ACCTNO. 1902301
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$382,378
4,900,374
1,226
$5,283,978
4.25
0.30
2008-09
ACTUAL
$405,234
5,753,185
0
$6,158,419
4.25
0.30
2009-10
BUDGET
$415,486
5,754,133
0
$6,169,619
4.25
0.30
2010-11
BUDGET
$422,880
6,155,797
0
$6,578,677
4.25
0.34
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 S elf-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 2009-10:
• Provided monthly rental assistance to approximately 603 very low and extremely low-income households.
• Received "High Performer" ranking under SEMAP.
SIGNIFICANT CHANGES:
• Increase of 0.04 FTE transferred from other divisions to more accurately reflect work performed.
PROGRAM: REDEVELOPMENT OPERATIONS
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCTNO. 801XXXX,
802XXXX
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$211,340
2,005,699
552
$2,217,591
1.56
0.08
2008-09
ACTUAL
$172,400
1,875,777
0
$2,048,177
1.56
0.08
2009-10
BUDGET
$176,852
1,324,715
0
$1,501,567
1.56
0.08
2010-11
BUDGET
$170,559
1,603,845
0
$1,774,404
1.54
0.00
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Master Plan
• Coordination of project development and permit processing transition to Community & Economic Development
(CED) Department for Village Area.
• Administration of the Parking-ln-Lieu Fee Program.
• Property development for future redevelopment projects, and continuation of programs and projects for
revitalization.
Community Relations and Public Relations Program
• Work with the Carlsbad Village Association and other business organizations to continue community awareness
and public relations activities and engagement.
• Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
• Continue to work with CED and NCTD to resolve parking and land-use-related issues associated with the
Village Commuter Rail Station and surrounding properties, and to pursue mutual development opportunities.
NEIGHBORHOOD PRESERVATION AND/OR ENHANCEMENT SERVICES:
Continue tree lighting program.
Expand work with Village Neighborhood to implement action plan for continuing redevelopment.
Continue efforts to encourage new or expanded businesses in the Village
Implement Storefront Improvement Grant Program.
Implement banner programs, which include Salute to Our Military Heroes and Snapshots of Time, to further
connect the community and celebrate the success of redevelopment.
• Participate in Community Conversations to further develop strategy for Oak Yard reuse and/or redevelopment.
KEY ACHIEVEMENTS FOR 2009-10:
• Revisions to development standards to assist in encouraging development approved by the Coastal
Commission and administrative revision.
• Processed four sidewalk sign/outdoor display permits; 30 sign permits; three administrative redevelopment
permits; and two major redevelopment permits.
• Completion of strategy to develop Oak Yard into a cultural arts center/activity center, and implement Community
Conversations process.
• Purchased property to provide for additional permanent public parking in the Village; 50 spaces on State Street.
• Initiated pilot project for decorative tree lighting program.
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. soixxxx,
802XXXX
SIGNIFICANT CHANGES:
• The Carlsbad Village Redevelopment Plan will expire in July of 2010. Redevelopment activities will continue to
be implemented for approximately ten years. However, transition to other types of neighborhood service
programs to implement revitalization activities will begin.
• Reduction of 0.02 FT transferred to other divisions to more accurately reflect work performed.
• Reduction of 0.08 FTE transferred to other divisions to more accurately reflect work performed.
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
VILLAGE AREA
REDEVELOPMENT AGENCY
HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 8032420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$37,486
36,553
0
$74,039
0.29
0.00
2008-09
ACTUAL
$39,283
40,707
0
$79,990
0.29
0.00
2009-10
BUDGET
$39,414
61,202
0
$100,616
0.29
0.00
2010-11
BUDGET
$39,625
61,706
0
$101,331
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.
SIGNIFICANT CHANGES:
• None
7
PROGRAM:
FUND:
PROGRAM GROUP:
REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD COASTAL REDEVELOPMENT AREA
REDEVELOPMENT AGENCY
COMMUNITY & ECONOMIC DEVELOPMENT
ACCTNO. 8102420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$64,513
77,227
56,193
$197,933
0.00
0.00
2008-09
ACTUAL
$75,855
50,766
0
$126,621
0.00
0.00
2009-10
BUDGET
$73,905
127,694
0
$201,599
0.00
0.00
2010-11
BUDGET
$102,526
98,853
0
$201,379
0.60
0.00
MISSION STATEMENT:
Assisting property owners in redeveloping their property in a manner that strengthens the economic base, enhances
the commercial and coastal recreational opportunities, and increases the public access and open space amenities of
the Project Area and the community.
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 coastal commercial and 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 2009-10:
• Final approval of the Ponto Hilton Carlsbad Beach Resort and Spa with a capacity of 215 rooms.
• Assisted in completing all project approvals and permitting for the construction of the Desalination Project.
• Provided significant staff support in the review of the proposed Carlsbad Energy Center Project under
consideration by the California Energy Commission.
KEY GOALS FOR 2010-11:
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
2010-11. Budgeted expenses will come from accumulated balances and/or loans from the City, as approved.
• This program was moved from Housing & Neighborhood Services to Community & Economic Development as
part of the Citywide realignment. The movement of 0.60 from other CED divisions to SCCRA reflects the staff
time that will be spent in this division.
PROGRAM:
FUND:
PROGRAM GROUP:
LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD COASTAL AREA
REDEVELOPMENT AGENCY
HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 8122420
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
2007-08
ACTUAL
$21,773
10,228
61
$32,062
0.15
0.00
2008-09
ACTUAL
$22,711
30,333
0
$53,044
0.15
0.00
2009-10
BUDGET
$22,526
20,455
0
$42,981
0.15
0.00
2010-11
BUDGET
$34,148
26,262
0
$60,410
0.24
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 new affordable housing project within the city limits of Carlsbad.
• Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
• Increase of 0.09 FTE transferred from other divisions to more accurately reflect work performed.
Exhibit 6
1 RESOLUTION NO. 2010-173
2 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA,
3 ESTABLISHING THE 2010-11 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; and
WHEREAS, State law requires that this limit be presented to the governing body
10 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
Carlsbad, California, as follows:
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
14
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 2010-11 appropriation limit of one hundred and ninety
18
two million, four hundred and seventy six thousand, two hundred and seventy
20 seven dollars ($192,476,277) 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 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
QLAUDE'A LEWIS, Mayor
ATTEST:
(SEAL)
OOD, City Clerk 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 2010-11 Limit were:
> Population growth in Carlsbad, AND
> Growth in California per capita income
The formula is outlined below:
2009-10 Expenditure Limit $194.185.106
% Carlsbad Population Growth 1.0170
Growth in California per capita income X 0.9746
Net Increase Factor 0.9912
2010-11 Limit (2009-10 Limit X Factor) $192.476.277
Current Appropriation of Proceeds of Taxes $95,469,702
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2010-11 is $192.5 million, with appropriations of
"proceeds of taxes" of $95.5 million. The result of the calculation provides the City with an
operating margin of $97.0 million.
Exhibit 7
1 RESOLUTION NO. 2010-174
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
8 an adequate fee structure recovering costs for City services; and
9 WHEREAS, the City Council has determined the cost of providing general and
10
development-related services; and
11
WHEREAS, the City Council 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.
1 oiy 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
2. That the changes to the Master Fee Schedule for the fees shown in
24 Exhibit 7-A attached hereto.
25 3. The City Council hereby authorizes the City Manager or his/her designee
26 to set recreation program and class fees that are included in the Community
27 Services Guide. The fee shall not exceed the fully burdened (direct and
28
Exhibit 7
1 indirect) costs of providing the program or class but shall be no less than the
2 lowest fee charged for like kind programs or classes in the North County cities
3 of Oceanside, Vista, San Marcos, Escondido, or Encinitas. There are no fees
4
in the Master Fee Schedule that will be changed as a result of this authority.
5
4. This resolution shall become effective on August 1, 2010 for General city
6
fees, and September 1, 2010 for the Development-related service fees and
7
Development-impact fees.
o
9 ///
10 ///
11 ///
12 ///
13 ///
14
15
16
17
18
19 '"
20 ///
21 ///
22 ///
23 ///
24 ///
25
26
27
28
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2
3
4
5
6
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission, held on the 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
LORRAfNE M.(Vy£>OD, City Clerk
(SEAL)^
Propsed Fee Changes
June 2010
Exhibit 7A
Fee Description
City Clerk - Audio Tape Copy Charge
City Clerk - CD/DVD Copy
City Clerk - Municipal Code Books (Cost for Each)
City Clerk - Municipal Code Supplement Service (per year)
Planning - Minor Conditional Use Permit- Amendment
Fish & Game Fee - Negative Declaration - Set by Dept of Fish & Game
Fish & Game Fee - EIR - Set by Department of Fish and Game
Library
Library Borrowing - Audio Visual Insurance fee - Per Video Tape/DVD
Library Interlibrary Loan
Library Book Non Pickup Fee (per item)
Parks & Recreation
Resident Fee - Open Play Basketball, Volleyball, Badminton
Non-resident Fee - Open Play Basketball, Volleyball, Badminton
City Classes - Beginner - Learn to Swim - Res
City Classes - Beginner - Learn to Swim - Non-Res
City Classes - Adult/Teen - Learn To Swim - Res
City Classes - Adult/Teen - Learn 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
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)
Current
Fee
$ 30
$ 30
$ 285
$ 125
NEW
$ 2,043
$ 2,818
$ 0.75
$ 2.00
$ 0.50
$ 1
$ 3
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
$ 47
$ 67
Proposed
Fee
Delete
$ 30
Actual Cost
Actual Cost
$ 530
S 2,060
S 2,842
$ 1.00
$ 5.00
$ 1.00
$ 2
$ 4
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
$ 50
$ 70
%
Change
0.8%
0.8%
33.3%
150.0%
100.0%
100.0%
33.3%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
6.4%
4.5%
Proposed Fee Changes
June 2010
FACILITIES
(old)
New Carrillo Ranch (Hourly Rental Fee)
LOCATION
Full Site Rental
Cabana & Pool Area
Patio Area
BBQ Access one time fee
Propane Patio Heater Rental
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
(90) 99
(78) 86
(31)33
(50) 55
(115)127
(91) 100
(45) 50
(60) 65
(141) 155
(107) 118
(61)67
(75)83
(168) 185
(130) 143
(78)86
(95) 105
(195)215
(152) 167
(91) 99
(120) 132
$85 per heater per event
Fees are based on an hourly rate with a six hour minimum
New
MEDIA SERVICES FACILITY FEE SCHEDULE
New
New
DEPOSITS
No Show Fee for Renters
Piano Tuning Fee (Optional)
A B
$25
CATEGORY
C D
1
$150 (Categories B - F)
E F
1
LOCATION
Schulman Auditorium
Gowland Meeting Room
CATEGORY
A B C D E F
N/C
N/C
(15) 20
(N/C) 10
(20) 30
(15)20
(55) 65
(20) 30
(75) 90
(30) 40
(100) 120
(40) 50
A City activities; City sponsored activities
B Carlsbad resident not-for-profit (non-paid management); example: Boys and Girls Scouts
C Carlsbad resident not-for-profit (paid management); example: Property Management, HOAs, Boys & Girls Clubs
D Non-resident not-for-profit; resident religious & political et al
E Residential Commercial, for profit et al
F Non-resident Commercial, business, political, non-resident religious, and for profit organizations
Proposed Fee Changes
June 2010
STREET LIGHT ENERGIZING
Watts
70
100
150
200
250
400
FEES - Current
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
Above fees are the cost for energizing each street
includes a $30 charge per light for connecting the
point.
Schedule #6
$105
$133
$172
$210
$259
$379
light for 18 months and
light to an SDG&E service
STREET LIGHT ENERGIZING
Watts
40
80
100
150
250
FEES - Proposed
Pupil Lumen
5,500
9,600
13,700
20,600
34,200
Above fees are the cost for energizing each street light
includes a $30 charge per light for connecting the light
point.
Schedule #6
$60
$89
$105
$142
$217
for 18 months and
to an SDG&E service
Traffic Impact 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
Current Pee
$ 106
$ 89.68
$ 265
$ 265
$ 265
$ 224.20
$ 224.20
$ 224.20
Proposed
$ 108
$ 91
$ 270
$ 270
$ 270
$ 229
$ 229
$ 229
Fee is to be increased annually by 2% or the annual percentage change in the Caltrans Construction Index (12
month) index whichever is higher.
Exhibit 8
1 RESOLUTION NO.2010-175
2
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
3 OF CARLSBAD, CALIFORNIA, DETERMINING THAT THE
FY 2010-2011 CAPITAL IMPROVEMENT PROGRAM
4 BUDGET IS CONSISTENT WITH THE GENERAL PLAN
ON PROPERTY GENERALLY LOCATED CITYWIDE.
6 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
7
Capital Improvement Program for FY 2010-11 and has held such public hearings as are
8
necessary prior to adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 29, 2010 the City Council made a finding of General Plan
j j Consistency for all projects receiving an allocation of funds for FY 2010-11 pursuant to
12 Carlsbad Municipal Code Section 2.24.065 (b); and
13 WHEREAS, at said hearing, upon hearing and considering all testimony and
14 arguments, if any, of all persons desiring to be heard, said Council considered all
factors relating to the City Council Determination; and
16 NOW, THEREFORE, BE IT HEREBY RESOLVED by the City Council as follows:
17
A) That the foregoing recitations are true and correct.
18
B) That based on the evidence presented at the hearing, the City Council
20 determines that the Capital Improvement Program for FY 2010-11 is
21 consistent with the General Plan based on the following findings:
22 Findings:
23 1. The projects are consistent with the goals, objectives, and policies of the city's
24 General Plan in that the projects are required to ensure the provision of adequate public
25 facilities and services concurrent with or prior to need.
26
27
Exhibits
1 2. The projects are consistent with applicable goals, objectives, and policies of the Land
2 Use, Circulation, Parks & Recreation, and Public Safety Elements of the General Plan,
as described in Exhibit 8A.
4 3. As required by the General Plan, the proposed improvements are consistent with the
5
City's Growth Management Plan in that the projects ensure that the necessary
6
improvements are provided for parks, drainage, sewer, water distribution, traffic signals,
streets, and miscellaneous projects in accordance with the performance standards
o
9 contained in the City's Growth Management regulations.
10 4. That the projects listed as "exempt" in Exhibit 8A have been found by the Planning
11 Director to be exempt within the meaning of CEQA, and a Notice of Exemption will be
12 filed by the Planning Director for those projects where categorical or statutory
exemptions are applicable upon final approval of those projects as part of the FY 2010-
14 2011 CIP Budget.
15
5. That the projects not found to be exempt from CEQA in Exhibit 8A" will not be
16
implemented until all required CEQA actions have been completed.
17
6. That one project listed in Exhibit 8A does not meet the definition of a "project" under18
19 CEQA and is identified as "not a project," and no future CEQA review will be required
20 for that project.
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission, held on the 29th day of June,
2010, by the following vote to wit:
AYES' COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
L0RRAI/NE M. vyOOZTCity Clerk
(SEAL)
Exhibit 8A
FY 2010-2011 CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTIONS, GENERAL PLAN CONSISTENCY, AND
ENVIRONMENTAL REVIEW
02^ ff\
CAPITAL PROJECT DESCRIPTION
NORTHWEST QUADRANT PARKS - PINE PARK
(MADISON PROPERTIES PHASE I)
PROJECT NAME
NONE
PROJECT NO.
PROJECT LOCATION MAP:PROJECT LOCATION:
Pine Park along Madison Street between Chestnut Avenue and Walnut
Avenue.
PROJECT DESCRIPTION:
Remove foundations, install perimeter landscaping and mulch the future park
areas for weed control, visual effect and reduced storm water runoff.
PROJECT NEED:
This phase of park development along Madison Street will beautify the vacant
lots and install landscape materials in their ultimate configuration in advance of
the construction of the full improvements along Madison Street.
FINANCING:
Purpose
Design/Construction
Design/Construction
Total Cost =
GENERAL PLAN CONSISTENCY:
Estimated Cost
$34,000
$36,000
$70,000
Funding Source
PIL-NW
PIL-NW
To provide for existing and future park facilities with a balance of active and
passive recreational opportunities. Parks & Recreation Element, Park
Development, Objective B.6.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15304.
PINE PARK - MADISON PROPERTIES
CAPITAL PROJECT DESCRIPTION
DRAINAGE PROJECTS - KELLY DRIVE CHANNEL REPLACEMENT
PROJECT NAME
PROJECT NO.
PROJECT LOCATION MAP:PROJECT LOCATION:
Parallel to Kelly Drive between Hillside Drive and Park Drive per DWG 157-4.
PROJECT DESCRIPTION:
Reconstruct 710' of concrete lined trapezoidal channel that was constructed in
1968 and is nearing its useful life.
PROJECT NEED:
This portion of the existing concrete channel is showing signs of degradation.
FINANCING:
Purpose Estimated Cost Funding Source
Permits
Design
Construction
Total Cost =
$43,500
$120,000
$1,606,000
$1,769,500
IRF
IRF
IRF
GENERAL PLAN CONSISTENCY:
A City which maintains a system of public facilities adequate for the projected
population. Land Use Element, Growth Management & Public Facilities, Goal
A.2. Also, a City which minimizes injury, loss of life, and damage to property
resulting from the occurrence of floods. Public Safety Element, Flood Hazards,
Goal A.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15302.
KELLY DRIVE CHANNEL REPLACEMENT
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM STREET PROJECTS - BATIQUITOS DRIVE SLOPE STABILIZATION
STUDY
PROJECT NAME
NONE
PROJECT NO.
PROJECT LOCATION MAP:
o
PROJECT LOCATION:
East side of Batiquitos Drive near the intersection with Poppy Lane.
PROJECT DESCRIPTION:
Prepare a report on the stability of the slope along the west side of Batiquitos
Drive and develop a proposed solution to address slope failure and deposition
of sediment on the public right of way.
PROJECT NEED:
Maintenance worker notification of slope issues and the need for routine
maintenance to remove sediment from the public right of way.
FINANCING:
Purpose
Studies
Total Cost =
Estimated Cost
$40,100
$40,100
Funding Source
Gas Tax
GENERAL PLAN CONSISTENCY:
A City which maintains a system of public facilities adequate for the projected
population. Land Use Element, Growth Management & Public Facilities, Goal
A.2. Also, a City with an adequate circulation infrastructure to serve the
projected population. Circulation Element, Streets & Traffic Control, Goal A.2.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15262.
BATIQUITOS DRIVE SLOPE STABILIZATION
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM STREET PROJECTS - RETROREFLECTIVITY SIGN REPLACEMENT PROJECT NO
PROGRAM
PROJECT NAME
PROJECT LOCATION MAP:
Retrorefl«ctiv!ty Sign Replacement Progr
PROJECT LOCATION:
Various locations throughout the City.
PROJECT DESCRIPTION:
Before 2018 replace approximately 16,000 signs to comply with MUTCD
regulations.
PROJECT NEED:
To improve the retroreftectivity of signs throughout the City to enhance their
visibility and to comply with the Federal Rule and the MUTCD regulations.
FINANCING:
Purpose
Study/Design
Construction
Total Cost =
Estimated Cost Funding Source
$100,000
$2,220,000
$2,320,000
Gas Tax
Gas Tax
GENERAL PLAN CONSISTENCY:
A City with properly maintained, smooth functioning and safe traffic control
systems. Circulation Element, Streets & Traffic Control, Goal A.4.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15301.
RETROREFLECTIVITY SIGN REPLACEMENT PROGRAM
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM TRAFFIC SIGNALS - LA COSTA AVENUE AND QUINTA STREET PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP PROJECT LOCATION:
Intersection of La Costa Avenue and Quinta Street.
PROJECT DESCRIPTION:
Installation of a 3-leg, fully actuated traffic signal including a type 170
controller, 200 SA local intersection control program, video detection, battery
back-up, signal interconnect conduit and appurtenant striping and signing.
PROJECT NEED:
California MUTCD traffic signal warrants have been met. The intersection is
listed on the Traffic Signal Qualification List of the City's 2010 Traffic Signal
Evaluation Policy. The installation of the traffic signal will assign the right-of-
way for both motorists and pedestrians entering and crossing at this
intersection.
FINANCING:
Purpose
Design
Construction
Total Cost =
Estimated Cost Funding Source
$8,000
$182,000
$190,000
Gas Tax
Gas Tax
GENERAL PLAN CONSISTENCY:
Provide traffic control devices along all roadway segments and at
intersections. Circulation Element, Streets & Traffic Control, Policy C.7.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15301.
TRAFFIC SIGNAL LA COSTA AVE AND QUINTA ST
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM TRAFFIC SIGNALS - ARMADA DRIVE AND FLEET STREET SOUTH PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP:
CD
00
PROJECT LOCATION:
Intersection of Armada Drive and Fleet Street South.
PROJECT DESCRIPTION:
Installation of a 3-leg, fully actuated traffic signal including a type 170
controller, 200 SA local intersection control program, video detection, battery
back-up, signal interconnect conduit and appurtenant striping and signing.
PROJECT NEED:
California MUTCD traffic signal warrants have been met. The intersection is
listed on the Traffic Signal Qualification List of the City's 2010 Traffic Signal
Evaluation Policy. The installation of the traffic signal will assign the right-of-
way for both motorists and pedestrians entering and crossing at this
intersection.
FINANCING:
Purpose
Design
Construction
Estimated Cost Funding Source
$8,000
$182,000
Gas Tax
Gas Tax
Total Cost = $190,000
GENERAL PLAN CONSISTENCY:
Provide traffic control devices along all roadway segments and at
intersections. Circulation Element, Streets & Traffic Control, Policy C.7.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15301.
TRAFFIC SIGNAL ARMADA DRIVE AND FLEET STREET SOUTH
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM TRAFFIC SIGNALS - TRAFFIC MANAGEMENT CENTER AND ATMS PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP:
Traffic Management Center
and ATMS
TRAFFIC MANAGEMENT CENTER AND ATMS
PROJECT LOCATION:
Faraday Center and connected citywide to traffic signal system.
PROJECT DESCRIPTION:
Install Automated Traffic Management System (ATMS) software at the Traffic
Management Center (TMC) located in the Faraday Center. After completing a
test case/pilot study linking the TMC to the intersection of Palomar Airport
Road and El Camino Real using wireless and/or fiber optic equipment and
providing a video feed the city website, systematically link traffic signals along
the major roadway corridors to the TMC.
PROJECT NEED:
Project is in response to the City Council workshop on traffic congestion and
traffic signals. Staff was asked to identify a project to implement the creation
of a TMC. The ATMS needs to be linked to traffic signals to be of any value.
FINANCING:
Purpose
Construction
Total Cost =
Estimated Cost Funding Source
$912,000 Gas Tax
$912,000
GENERAL PLAN CONSISTENCY:
To design streets for the safe and efficient movement of people, goods and
services within and through the City in the most environmentally sound and
aesthetically pleasing manner possible. Circulation Element, Streets & Traffic
Control, Objective B.2.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15303.
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM STREET PROJECTS - STREET NAME SIGN REPLACEMENT PROJECT NO
PROGRAM
PROJECT NAME
PROJECT LOCATION MAP:PROJECT LOCATION:
Various locations throughout the City.
PROJECT DESCRIPTION:
Before January 2012 replace 4-inch letter street name signs on 25+ mph
streets and 40+ mph streets with MUTCD compliant 6-inch and 8-inch letter
street name signs to comply with MUTCD regulations.
PROJECT NEED:
To improve the readability of street name signs throughout the City in
compliance with the Federal Rule and the MUTCD regulations.
FINANCING:
Purpose
Construction
Total Cost =
Estimated Cost
$260,000
$260,000
GENERAL PLAN CONSISTENCY:
Funding Source
Gas Tax
A City with properly maintained, smooth functioning and safe traffic control
systems. Circulation Element, Streets & Traffic Control, Goal A.4.
ANTICIPATED ENVIRONMENTAL REVIEW:
Categorically Exempt per Section 15301.
STREET NAME SIGN REPLACEMENT PROGRAM
CAPITAL PROJECT DESCRIPTION
CIRCULATION SYSTEM STREET PROJECTS - TRAFFIC IMPACT FEE UPDATE
PROJECT NAME
PROJECT NO.
PROJECT LOCATION MAP:PROJECT LOCATION:
Citywide fee program.
PROJECT DESCRIPTION:
Update the Traffic Impact Fee program. Work tasks will include an analysis of
the roadway network, required improvements and future development to
determine the appropriate fee and then conducting a public hearing as part of
the City Council's approval/adoption process.
PROJECT NEED:
The Traffic Impact Fee program needs to be updated on a regular basis to
ensure adequate and equitable funding of roadway improvements are provided
by future development activities in the City. The last update was
approved/adopted in March of 2008.
FINANCING:
Purpose
Study
Total Cost =
Estimated Cost
$200,000
$200,000
Funding Source
TIF
GENERAL PLAN CONSISTENCY:
To implement and regularly update developer fee programs for financing of
circulation facilities. Circulation Element, Streets & Traffic Control, Objective
B.6.
ANTICIPATED ENVIRONMENTAL REVIEW:
Not a project as defined under CEQA.
-TRAFFIC IMPACT FEE UPDATE
CAPITAL PROJECT DESCRIPTION
SEWER COLLECTION SYSTEM - NCTD ROW UTILITY PROTECTION/RELOCATION PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP:PROJECT LOCATION:
Various locations within the NCTD right-of-way between Cannon Road and
Oak Avenue.
PROJECT DESCRIPTION:
Construct additional protection systems and/or relocate utilities in concert with
the construction of a new railroad track in accordance with the NCTD project
requirements.
PROJECT NEED:
NCTD & Amtrak will be constructing a second track and therefore the
City/CMWD utilities within the project area will need to be protected and/or
relocated to accommodate the project construction in accordance with the
terms of the license agreements between NCTD and the City/CMWD.
FINANCING:
Purpose
Construction
Total Cost =
Estimated Cost
$120,000
$120,000
Funding Source
Sewer Replacement
GENERAL PLAN CONSISTENCY:
A City which supports the improvement and modernization of railroad facilities
within Carlsbad and the region. Land Use Element, Transportation Corridor,
Goal A.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
SEWER- NCTD UTILITIES PROTECTON/RELOCATION
CAPITAL PROJECT DESCRIPTION
SEWER COLLECTION SYSTEM - BUENA VISTA SEWER LIFT STATION IMPROVEMENTS PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP
Buena Vista Sewer Lift Station Improvement*
PROJECT LOCATION:
Buena Vista Lift Station located near the intersection of SR 78 and Jefferson
Street along the Vista/Carlsbad Interceptor sewer system.
PROJECT DESCRIPTION:
Increase the pumping capacity of the existing lift station and replace worn
materials and equipment. Perform a condition assessment, define
modifications needed to increase pumping capacity and identify improvements
needed to improve the safety and reliability of the lift station. Costs will be
shared with the City of Vista.
PROJECT NEED:
The existing lift station does not have adequate pumping capacity to meet
ultimate flow projections for the sewer basin, which includes flow from the
City's of Vista and Carlsbad. The project will also identify and incorporate
needed safety and reliability upgrades.
FINANCING:
Purpose
Studies
Design
Construction
Total Cost =
Estimated Cost Funding Source
$75,000
$175,000
$800,000
$1,050,000
Sewer Replacement
Sewer Replacement
Sewer Replacement
GENERAL PLAN CONSISTENCY:
A City which maintains a system of public facilities adequate for the projected
population. Land Use Element, Growth Management & Public Facilities, Goal
A.2.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
BUENA VISTA LIFT STATION IMPROVEMENTS
CAPITAL PROJECT DESCRIPTION
WATER DISTRIBUTION SYSTEM - NCTD ROW UTILITY PROTECTION/RELOCATION
PROJECT NAME
PROJECT NO.
PROJECT LOCATION MAP PROJECT LOCATION:
Various locations within the NCTD right-of-way between Cannon Road and
Oak Avenue.
PROJECT DESCRIPTION:
Construct additional protection systems and/or relocate utilities in concert with
the construction of a new railroad track in accordance with the NCTD project
requirements.
PROJECT NEED:
NCTD & Amtrak will be constructing a second track and therefore the
City/CMWD utilities within the project area will need to be protected and/or
relocated to accommodate the project construction in accordance with the
terms of the license agreements between NCTD and the City/CMWD.
FINANCING:
Purpose
Construction
Total Cost =
Estimated Cost
$ 80,000
$ 80,000
Funding Source
Water Replacement
GENERAL PLAN CONSISTENCY:
A City which supports the improvement and modernization of railroad facilities
within Carlsbad and the region. Land Use Element, Transportation Corridor,
Goal A.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
WATER- NCTD UTILITIES PROTECTON/RELOCATION
CAPITAL PROJECT DESCRIPTION
WATER DISTRIBUTION SYSTEM - SANTA FE II RESERVOIR SITE IMPROVEMENTS
PROJECT NAME
PROJECT NO.
PROJECT LOCATION MAP:PROJECT LOCATION:
Santa Fe II Reservoir site located off Rock Point Way.
PROJECT DESCRIPTION:
Grade the site to repair erosion damage, install new drainage pipes and inlets
and repair an existing crib wall.
PROJECT NEED:
The existing drainage system is no longer working properly. Erosion has
caused the brow ditch to settle and voids have started to appear behind the
existing crib wall. If left unattended the erosion my cause the wall to fail
thereby putting the reservoir at risk of being damaged.
FINANCING:
Purpose
Studies
Environmental
Design
Construction
Total Cost =
Estimated Cost Funding Source
$30,000
$5,000
$60,000
$550,000
Water Replacement
Water Replacement
Water Replacement
Water Replacement
$645,000
GENERAL PLAN CONSISTENCY:
Require installation of appropriate siltation and erosion control measures on
proposed building and development sites wherever there is a potential for soil
erosion. Public Safety Element, Geology and Seismic Safety, Implementing
Policies and Action Programs C-12.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
SANTA FE II RESERVOIR SITE IMPROVEMENTS
CAPITAL PROJECT DESCRIPTION
WATER DISTRIBUTION SYSTEM - PARK DRIVE WATERLINE AND STREET IMPROVEMENTS PROJECT NO
PROJECT NAME
PROJECT LOCATION MAP:
PARK DRIVE WATERLINE AND STREET IMPROVEMENTS
PROJECT LOCATION:
Park Drive from Adams Street to approximately 200 feet south of Cove Drive.
PROJECT DESCRIPTION:
Replacement of failed water line and roadway repair associated with damage
caused by the failure.
PROJECT NEED:
The water pipeline ruptured and a temporary pipeline has been installed. The
roadway has been temporarily repaired and requires reconstruction and
stabilization.
FINANCING:
Purpose
Studies
Environmental
Design
Construction
Total Cost =
Estimated Cost Funding Source
$20,000
$60,000
$235,000
$685,000
$1,000,000
Water Replacement
Water Replacement
Water Replacement
Water Replacement
GENERAL PLAN CONSISTENCY:
A City which maintains a system of public facilities adequate for the projected
population. Land Use Element, Growth Management & Public Facilities, Goal
A.2. Also, a City with an adequate circulation infrastructure to serve the
projected population. Circulation Element, Streets & Traffic Control, Goal A.2.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
CAPITAL PROJECT DESCRIPTION
RECYCLED WATER PROJECTS - PALOMAR BUSINESS PARK RECYCLED WATER
PIPELINES
PROJECT NAME
PROJECT NO.
PROJECT LOCATION MAP:
Palomar Business Park
Recycled Water Pipelines
PROJECT LOCATION:
Pipelines along Corte Del Abeto, Corte Del Nogal, Yarrow Drive, Corte De La
Pina and Las Palmas Drive in the Palomar Buisness Park.
PROJECT DESCRIPTION:
Construct approximately 3,500 feet of 4-inch and 4,000 feet of 6-inch PVC
recycled water pipelines and service laterals.
PROJECT NEED:
As part of the Recycled Water Phase II project a 12-inch recycled water main
was constructed along Camino Vida Roble including water services. However,
the City/CMWD is not able to connect these customers due to County Health
Department requirements that adjacent properties must also use recycled
water or have concrete barriers installed. This project will provide the pipelines
needed to provide service to the remaining/adjacent properties.
FINANCING:
Purpose
Environmental
Design
Construction
Total Cost =
Estimated Cost Funding Source
$5,000
$115,000
$990,000
$1,110,000
Water Replacement
Water Replacement
Water Replacement
GENERAL PLAN CONSISTENCY:
A City which ensures the timely provision of adequate public facilities and
services to preserve the quality of life of residents. Land Use Element, Growth
Management & Public Facilities, Goal A.1.
ANTICIPATED ENVIRONMENTAL REVIEW:
Potential Negative Declaration or Mitigated Negative Declaration.
PALOMAR BUSINESS PARK RECYCLED WATER PIPELINES
Exhibit 9
1 RESOLUTION NO. 2010-176
2 M
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
3 OF CARLSBAD, CALIFORNIA, APPROVING THE FY
2010-11 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 2010-11 Operating
Budget of the EWA as approved by JAC on May 26, 2010, in the amount of $3,107,031
24 for Wastewater Plant Operations and $782,474 for the Carlsbad Water Recycling
25 Facility Operations, and the Capital Budget of $1,741,260 is hereby approved.
26
27
28
Exhibit 9
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
pursuant to the Encina Basic Agreement.
4
5
6
7
8 '"
g III
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission, held on the 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
JtAUDE A LEWIS, Mayor
ATTEST:
L/ORRA/N)E M. W0OD, City Clerk T
Exhibit 10
1 RESOLUTION NO. 2010-177
2 A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CARLSBAD, CALIFORNIA, APPROVING
3 ADJUSTMENTS TO THE FY 2009-10 OPERATING
4 BUDGET
5 WHEREAS, the Golf Course Fund owns two industrial zoned lots created when
6
the City Golf Course was developed; and
7
WHEREAS, the lots are not associated with the Golf Course or its operations;8
9 and
WHEREAS, it is recommended that the General Fund purchase those lots from
11 the Golf Course Fund for the amount of the cost of the lots of $4,229,417; and
12 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
13 Carlsbad, California, as follows:
14 1. That the above recitations are true and correct.
15 2. That the City Council of the City of Carlsbad, California, does hereby
16
authorize an additional appropriation of $4,229,417 in Fiscal Year 2009-10 for the
17
purchase of the industrial lots from the Golf Course Fund.
18
19 '"
20 '"
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and
Carlsbad Housing and Redevelopment Commission, held on the 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
JLAUDE A LEWIS, MAYOR
ATTEST:
LORRIMfe M. WOOD/'CITY CLERK/'C
U
Exhibit 11
1 RESOLUTION NO. 488
2 A RESOLUTION OF THE HOUSING AND
REDEVELOPMENT COMMISSION OF THE CITY
3 OF CARLSBAD, CALIFORNIA, APPROVING
4 ADJUSTMENTS TO THE FY 2009-10 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 2009-10; 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
$200,000 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
balance.
$200,000 in Fiscal Year 2009-10 from the Section 8 Special Revenue Fund
1 Q
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the
Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and the
Carlsbad Municipal Water District Board of Directors, held on the 29th day of June,
2010, by the following vote to wit:
AYES: COUNCIL MEMBERS LEWIS, KULCHIN, HALL, PACKARD AND
BLACKBURN.
NOES: NONE.
ABSENT: NONE.
CHAIRMAN
ATTEST:
LfSA HILDABRAND, SECRETARY
(SEAL)
~ o /ESTABLISHED \\
= 1: \l
197°
1 ORDINANCE NO. CS-094
2 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, AMENDING CARLSBAD
MUNICIPAL CODE SECTIONS 13.10.030, 13.10.080,
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5 ,,
NOW, THEREFORE, the City Council of the City of Carlsbad ordains as follows:
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Exhibit 12
13.10.090.15.08.040(bl and 5.09.030(bl
SECTION 1: That section 13.10.030 of the Carlsbad Municipal Code is amended to
read as follows:
13.10.030-Sewer capacity fee -Encina Treatment Plant
Except as provided, every person who wishes to use the city sewer system and the
Encina Treatment Plant shall pay to the city prior to the issuance of a sewer permit, a
sewer capacity fee per equivalent dwelling unit. The amount of the sewer capacity fee
shall be as set from time to time by a resolution of the city council.
The sewer capacity fee shall be adjusted annually by a resolution of the city
council by the percentage change in the Engineering News Record Los Angeles
Construction Cost Index with the base index in effect in December 2003.
The fee adjustment for the July 1, 2010 -June 30, 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would
have been had there been no suspension unless prior to that time the City Council adopts
an ordinance specifying a different fee or formula.
All sewer capacity fees shall be placed in the sewer construction fund and shall be
used to pay for capital improvements of such system.
18 SECTION 2: That section 13.10.080 of the Carlsbad Municipal Code is amended
19
to read as follows:
20
21 13.10.080 Sewer benefit area fees.
Except as provided, every person who wishes to use the city's South Agua
22 Hedionda Interceptor Sewer shall pay to the city, prior to the issuance of a sewer permit,
a sewer benefit area fee of one thousand six hundred fifteen dollars per equivalent
dwelling unit for sewer benefit area C; one thousand six hundred eighteen dollars per
24 equivalent dwelling unit for sewer benefit area D; two thousand three hundred eighty-six
dollars per equivalent dwelling unit for sewer benefit area E; and two thousand three
25 hundred ninety-nine dollars per equivalent dwelling unit for sewer benefit area F.The fee
established by this section shall apply to building permits issued thirty days following
adoption of this section for residential developments, and commercial and industrial
buildings.
The sewer benefit area fees shall be adjusted annually effective July 1, according
to the Engineering News Record Los Angeles Construction Cost Index with a base year
index reported on April 1 of each year with a base year index of 7500.
The fee adjustment for the July 1, 2010 - June 30, 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would
have been had there been no suspension unless prior to that time the City Council adopts
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SECTION 3: That section 13.10.090 of the Carlsbad Municipal Code is amended
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and ordinance specifying a different fee or formula.
to read as follows:
13.10.090 Sewer benefit area fees-Area H.
Except as provided, every person who wishes to use the city's sewer facilities in
sewer benefit area H shall pay to the city, prior to the issuance of a building permit, a
sewer benefit area fee of eight hundred eight dollars per equivalent dwelling unit for
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sewer benefit area H.The fee established by this section shall apply to building permits
issued thirty days following adoption of the ordinance codified in this section for
residential developments, and commercial and industrial buildings.
The sewer benefit area fees shall be adjusted annually effective September 1, by
12 the annual change to the Engineering News Record Los Angeles Construction Cost Index
with a base year index of April 1, 2004.
The fee adjustment for the July 1, 2010 -June 30, 2011 fiscal year shall be held in
14 abeyance for a period of one year. Thereafter the fee shall return to the amount it would
have been had there been no suspension unless prior to that time the City Council adopts
an ordinance specifying a different fee or formula.
16
SECTION 4: That section 15.08.040(b) of the Carlsbad Municipal Code is
amended to read as follows:
15.08.040 Fee.
(b) A planned local drainage area fee shall be paid by the owner or developer
prior to the issuance of any building permit or occupancy permit or prior to final or parcel
map approval for a project, whichever occurs first. The planned local drainage area fees
shall be adjusted annually based upon the July, 2008 Engineering News Record Losop
Angeles Construction Cost Index of 9335.69 based on the 1967 average = one hundred.
The fee adjustment for the July 1, 2010 - June 30, 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would
have been had there been no suspension unless prior to that time the City Council adopts
an ordinance specifying a different fee or formula.25
SECTION 5: That section 5.09.030(b) of the Carlsbad Municipal Code is
amended to read as follows:
1
(b) The developer of a mobile home park shall pay a license tax fee of one
thousand one hundred fifty dollars for each mobile home space. The license tax for
3 mobile home spaces shall be automatically increased or decreased on January 1st of each
year by the same percentage as the percentage of increase or decrease in construction
costs between December 1st of each of the two immediately preceding years, for which
f. purpose construction costs and the increase or decrease therein shall be based on the
Engineering News—Record Construction Cost Index.
The fee adjustment for the July 1, 2010 - June 30, 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would
have been had there been no suspension unless prior to that time the City Council adopts
an ordinance specifying a different fee or formula.
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5.09.030 Imposition of tax—Amount.
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EFFECTIVE DATE: This ordinance shall be effective thirty days after its
adoption; and the city clerk shall certify the adoption of this ordinance and cause it to be
published at least once in a newspaper of general circulation in the City of Carlsbad within
fifteen days after its adoption.
INTRODUCED AND FIRST READ at a regular meeting of the Carlsbad City
Council on the 29tbday of JIINF._, 2010, and thereafter
PASSED AND ADOPTED at a regular meeting of the Carlsbad City Council on
the _dayof._, 2010, by the following vote, to wit:
AYES:
NOES:
ABSENT:
APPROVED AS TO FORM AND LEGALITY:
RONALD R. BALL, City Attorney
CLAUDE A. LEWIS, Mayor
ATTEST:
LORRAINE M. WOOD, City Clerk
(Seal)
Exhibit 13
13.10.030 Sewer capacity fee-Encina Treatment Plant.
Except as provided, every person who wishes to use the city sewer system and the
Encina Treatment Plant shall pay to the city prior to the issuance of a sewer permit, a sewer
capacity fee per equivalent dwelling unit. The amount of the sewer capacity fee shall be as set
from time to time by a resolution of the city council.
The sewer capacity fee shall be adjusted annually by a resolution of the city council by
the percentage change in the Engineering News Record Los Angeles Construction Cost Index
with the base index in effect in December 2003.
The fee adjustment for the July 1. 2010 - June 30. 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would have
been had there been no suspension unless prior to that time the City Council adopts an
ordinance specifying a different fee or formula.
All sewer capacity fees shall be placed in the sewer construction fund and shall be used
to pay for capital improvements of such system.
Exhibit 14
13.10.080 Sewer benefit area fees.
Except as provided, every person who wishes to use the city's South Agua Hedionda
Interceptor Sewer shall pay to the city, prior to the issuance of a sewer permit, a sewer benefit
area fee of one thousand six hundred fifteen dollars per equivalent dwelling unit for sewer
benefit area C; one thousand six hundred eighteen dollars per equivalent dwelling unit for
sewer benefit area D; two thousand three hundred eighty-six dollars per equivalent dwelling
unit for sewer benefit area E; and two thousand three hundred ninety-nine dollars per
equivalent dwelling unit for sewer benefit area F.The fee established by this section shall apply
to building permits issued thirty days following adoption of this section for residential
developments, and commercial and industrial buildings.
The sewer benefit area fees shall be adjusted annually effective July 1, according to the
Engineering News Record Los Angeles Construction Cost Index with a base year index reported
on April 1 of each year with a base year index of 7500.
The fee adjustment for the July 1, 2010 - June 30, 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would have
been had there been no suspension unless prior to that time the City Council adopts and
ordinance specifying a different fee or formula.
n
Exhibit 15
13.10.090 Sewer benefit area fees-Area H.
Except as provided, every person who wishes to use the city's sewer facilities in sewer benefit
area H shall pay to the city, prior to the issuance of a building permit, a sewer benefit area fee of eight
hundred eight dollars per equivalent dwelling unit for sewer benefit area H. The fee established by this
section shall apply to building permits issued thirty days following adoption of the ordinance codified in
this section for residential developments, and commercial and industrial buildings.
The sewer benefit area fees shall be adjusted annually effective September 1, by the annual
change to the Engineering News Record Los Angeles Construction Cost Index with a base year index of
April 1, 2004.
The fee adjustment for the July 1. 2010 - June 30, 2011 fiscal year shall be held in abeyance for
a period of one year. Thereafter the fee shall return to the amount it would have been had there been
no suspension unless prior to that time the City Council adopts an ordinance specifying a different fee or
formula.
Exhibit 16
15.08.040 Fee.
(b) A planned local drainage area fee shall be paid by the owner or developer prior to the issuance of
any building permit or occupancy permit or prior to final or parcel map approval for a project, whichever
occurs first. The planned local drainage area fees shall be adjusted annually based upon the July, 2008
Engineering News Record Los Angeles Construction Cost Index of 9335.69 based on the 1967 average =
one hundred.
The fee adjustment for the July 1, 2010 - June 30, 2011 fiscal year shall be held in abeyance for a
period of one year. Thereafter the fee shall return to the amount it would have been had there been no
suspension unless prior to that time the City Council adopts an ordinance specifying a different fee or
formula.
Exhibit 17
5.09.030 Imposition of tax-Amount.
(b) The developer of a mobile home park shall pay a license tax fee of one thousand
one hundred fifty dollars for each mobile home space. The license tax for mobile home spaces
shall be automatically increased or decreased on January 1st of each year by the same
percentage as the percentage of increase or decrease in construction costs between December
1st of each of the two immediately preceding years, for which purpose construction costs and
the increase or decrease therein shall be based on the Engineering News-Record Construction
Cost Index.
The fee adjustment for the July 1. 2010 - June 30. 2011 fiscal year shall be held in
abeyance for a period of one year. Thereafter the fee shall return to the amount it would have
been had there been no suspension unless prior to that time the City Council adopts an
ordinance specifying a different fee or formula.
f
June 18, 2010
All Receive
For the Information of the:
CITY COUNCIL
ACM
City Manager]^
TO: CITY MANAGER
FROM: Finance Manager
VIA: Deputy City Manager
RESPONSES TO COUNCIL'S QUESTIONS REGARDING FY 2010-11 BUDGET
I have received several questions and requests for information from the City Council regarding
the FY 2010-11 Proposed Budget. The questions and responses are outlined in this memo.
1. When was the last time the City approved replacing a 10-yard dump truck?
Answer - 3 years ago (2007/08 Budget). The replacement was purchased and brought online
the following year (August 2008).
We have two 10 yard dumps in service with the Streets Maintenance Division.
This past year we downsized an existing 5-yard dump truck and replaced it with a 1 yard truck
(utility truck with a dump bed).
2. When was the last time the City sold an ambulance at auction and how much did it sell for?
Answer - The last ambulance that sold at auction was Unit F858 in October 2009. It was a
2001 model year (8 yrs old). This unit was sold for $6,457.50 (net proceeds to City).
The unit before that was sold at auction in December 2007. The unit was sold for $5000 (net to
City).
3. Request for website link to the San Diego Index of Leading Economic Indicators.
Here is the link to Dr. Alan Gin's website: http://home.sandiego.edu/~agin/usdlei/
4. When did the library eliminate the positions due to the implementation of the RFID system?
Answer - The Library reduced a total of 8 FTEs in Fiscal Year 2007-08 due to the
implementation of Radio Frequency Identification (RFID) technology. The reduction consisted
of 3 Page positions and 8 Clerk positions between the Dove and Cole Circulation divisions.
Most of this was due to the reduction in the manual labor associated with check-in and check-
out processing within the Circulation divisions.
10. How much of the water and sewer rate increases are due to the increases in the pass-
thrus?
Answer-fqrJhejKatex rates 16% of the 18% increase is due to the increase in water charges
tne wastewater 2% of the 10% increase is due to increase in the
jl f i i - -Encina eharge'sT'lSe.e'additional detail at Attachment C.
i J iWf^of1 the City's cji^jtfe block tree pruning program, what % do we do in-house and what % is
I v" i outsourced? [ |< *"~v • r' ' V I
i "Answer - Th.e:combioea Street Tree Maintenance District work - i.e., programmed maintenance
pruning, internal/external service request responses, and emergency call-outs - is estimated to
be performed on a 1:2 ratio, or 33% to 67% (in house to outside services).
12. For the John Bartel recommended model for CalPERS rate scenario are we paying
CalPERS based on this scenario or are we setting the money aside?
Answer - The memo at Attachment D overviews the retirement scenarios and funding ratios.
At this point no direction has been given on how this will be funded in the future. However, the
John Bartel Model has been used in the City's 10-year forecast.
f
, , ATTACHMENT A
www.carlsbadca.gov
Memorandum
June 17, 2010
To: Judi Vincent, Budget Manager
From: Michael Davis, Interim Fire Marshal
Re: RESPONSE TO COUNCIL MEMBER QUESTIONS REGARDING FIRE PREVENTION
SERVICES
This memorandum is provided in response to your request for information received yesterday
afternoon in the Fire Prevention Division of the Carlsbad Fire Department regarding questions
posed by Council Member Hall.
Question No. 1
Are fire inspections required to be performed by Fire personnel?
Answer to Question No. 1
Currently, the Fire Prevention Division performs fire inspections on occupancies ranging in
classification from simple to large, industrial and hazardous materials operations. In order to
conduct the occupancy inspections, Fire Prevention personnel receive specialized training and
have amassed experience with these occupancy types in the City of Carlsbad as they related to
fire and emergency operations. This training and experience allows Fire Prevention Inspectors
to review and assess occupancies for Fire Code compliance, public safety issues, and assess for
anticipated All Risk Emergency Operations. When a fire occurs within the City of Carlsbad, the
Fire Prevention Division is responsible for conducting fire Cause and Origin Investigations as
mandated by the State of California. These Cause and Origin Investigations can reveal
weaknesses in the Code or Code compliance and suspicious fires may reveal an arson problem.
The totality of this service cannot be outsourced and must remain under the direction of the
Fire Chief. In order to provide the totality and depth of service required to protect and
preserve resources within the City of Carlsbad, fire inspections need to be performed by Fire
personnel and must remain under the direction of the Fire Chief.
Question No. 2
Are the Fire Inspectors PERS Safety employees?
Answer to Question No. 2
Fire Inspectors are an integral part of Fire Emergency response to emergency incidents in the
City of Carlsbad. In this position, Fire Inspectors are exposed to the same hazardous conditions
to which first responder fire personnel are exposed. Additionally, they conduct fire
Fire Department
2560 Orion Way I Carlsbad, CA 92010 I 760-931-2141 I 760-929-0256 fax
ATTACHMENT B
www.carlsbadca.gov
Memorandum
April 12, 2010
To: Lisa Hildabrand, City Manager
From: Sheree Kay Hildebrandt, Associate Analyst
Via: Glenn Pruim, Utilities Director
Re: Solid Waste Rate Comparisons/Storm Water Fee (Trash Surcharge Fee)
Calculation Update
The following information is in response to the City Council's request at the Council Workshop on March
16, 2010 for additional information regarding the solid waste rate study, Oceanside's benchmark
analysis, and storm water fee calculations and the commercial rate impact.
Carlsbad's Rate Study
In 2009, a rate study was completed by R3 Consulting Group, Inc. for the City of Carlsbad. The study
included an analysis using the solid waste industry standard for profit and operating ratios for
determining the appropriate level of a potential rate increase.
R3 Consulting Group, Inc. recommendation and focus was to determine what if any rate adjustment is
appropriate since the last rate adjustment in 2005 on the cumulative profit. The "standard" was
presented for what constitutes a reasonable profit with the cumulative profit the basis for comparison
to the standard. The consultant does not recommend considering a 3 or 5-year rolling average or data
prior to 2005 for the purpose of the current rate adjustment consideration since the City has already
addressed that time period.
The study concluded a 3.3% to 5.8% solid waste rate increase would ensure rates would keep the
hauler's profit level within the solid waste industry standard profit level of 9.9% to 13.6% at least
through 2011 based on annual profit levels.
Profit Level Comparison
The city's waste hauler's annual profit levels are based on their annual financial performance, while the
average profit levels are based on a base year, averaging forward through to a rate adjustment year or
to a current year of interest. Since 2002, the waste hauler has been at or above the solid waste industry
standard profit ratio of 9.9% to 13.6% with the exception of the annual profit level in 2004 and in 2009.
Rolling Averages
The main use of a rolling average indicator is its smoothing out function. In this way, the rolling or
moving average removes short-term fluctuations and follows the prevailing trend. The oldest data is
removed from the rolling average when a new year is added to the computation. Rolling averages are
frequently used to understand underlying trends and helps in forecasting. The solid waste hauler's
rolling averages indicate a downward trend over a period of years, and a forecast of the rolling average
falling below the industry standard in 2011.
Utilities Department
5950 El Camino Real I Carlsbad, CA 92008 I 760-438-2722 I 760-431-1601 fax
Solid waste rate comparisons
April 1, 2010
Page 3
5-Year Profit Level Rolling Averages
18
5 Year Rolling Average
With 3.3% increase
High Profit Level
Low Profit Level
2006 2007 2008 2009 2010 2011 2012
3-Year Profit Level Rolling Averages
20.0%
15.0%
10.0%
5.0%
0.0%
•3 Year Rolling Average
•With 3.3% increase
•High Profit Level
•Low Profit Level
2004 2005 2006 2007 2008 2009 2010 2011 2012
Solid waste rate comparisons
April 1, 2010
PageS
Storm Water Fee (Trash Surcharge Fee) Calculation
The City of Carlsbad Storm Water Protection Program completed a Regulatory Fee Study Report in 2003
in compliance with the City's National Pollutant Discharge Elimination System (NPDES). Prevention,
reduction, removal, transport and disposal of the pollutants found in storm water and other drainage
flows are considered part of the City's solid waste handling services. The storm water fees, known as
trash surcharge fees are recoverable through the collection of fees assessed to solid waste service users
throughout the city.
Storm water/trash surcharge fees are calculated first by determining the revenue required to fund
activities relating to storm water protection such as street sweeping, litter removal, storm drainage light
maintenance and storm water pollution prevention plans. The costs are allocated to residential and
commercial customers based on an equitable apportionment of all the activities related to storm water.
Commercial service rates are determined by first calculating the percentage revenue required to
generate the fair share amount allocable to commercial service users and are then spread uniformly
across the commercial service rates, providing approximately 53% of the storm water/trash surcharge
fee funding. In this manner, those businesses requiring the greatest amount of service will pay a
proportionately higher rate commensurate with the amount of waste generated.
Residential service rates are calculated by dividing the total fair share allocation of costs to residential
users by the yearly average number of residential users, providing approximately 47% of the storm
water/trash surcharge funding.
Residential customers will continue to pay $3.46 per month. If the proposed solid waste rate increase is
approved, the percentage for the commercial sector will change from 23.09% to 22.35%, keeping the
commercial storm water/trash surcharge rate the same. For example, a 3 yard bin picked up once
weekly comparison is:
Commercial
Base Rate to Hauler
Storm Water Fee
AB 939 Fee 2%
Franchise Fee 7.5%
Paid by Business
Current Solid Waste Rate
$
$
$
$
$
Increase to
Increase to
72.68
18.54
1.61
6.02
98.85
Business (2.6%)
Base Rate to Hauler
Allocation Proposed
$
(23.09%) $
$
$
$
$
$
increase 3.3%
75.08
18.54
1.66
6.22
101.50
2.65
2.40
Allocation
(22.35%)
For more information, please contact Sheree Kay Hildebrandt at 760-602-2776 or via e-mail at
sheree.hildebrandt@carlsbadca.gov
June 18, 2010
—>\j=^ VJ=E» l±=- LI VL/ Li=a
JUN 28 2010
All Receive
For the Information of the:
CITY COUNCIL
Date City Manager O ---
TO: City Manager
FROM: Finance Manager
VIA: Deputy City Manage
RE: RESPONSES TO CITIZEN'S QUESTIONS REGARDING THE FY 2010-11 BUDGET
Below is a listing of the statements made/questions asked by citizens at the June 8, 2010 Budget
Workshop and the responses given by city Staff.
Q. A presentation was made to council regarding traffic fight synchronization. Just recently the
City hired a traffic person. Thank you, but this is 5 years too late. Am I going to have to fight
with the new mayor to get more funding? We have over 100,000 residents and we have to
fight with City Council to get enough budget to hire more traffic engineers. I can't believe the
lights are not synchronized. You should be able to get from La Costa Avenue to Highway 78
on El Camino Real and have green lights the whole way. Please give Doug Bilse more than
the $75,000 he was given so he will be able to synchronize the street lights. I can't believe a
consultant was hired. Worst city I have lived in regarding traffic because City Council doesn't
care. How much money in 2010 will be spent on synchronizing the lights?
A. There is a total of $912,000 designated for traffic signal coordination. This funding is spread
over a 4 year period, with $203,000 allocated in FY 2010-11. This funding is in the Capital
Improvement Program's budget. This is in addition to the $70,000 that was appropriated in
FY 2009-10.
Q. Are the new water/sewer rates going to be a flat rate?
A. Water is a tiered rate and sewer is a flat rate.
Q. Since this a Preliminary Budget, are the negotiation results from Fire and Police included or
will they be included in Final Budget? Will the results mean budget expenditures will
increase or decrease?
A. The results of the negotiations are not included in the Preliminary Budget but will be included
in the Final Budget. Total budget expenditures will be decreased in FY 2010-20 11 because
of the negotiations.
Q. Regarding a community center in NW Quadrant. I am trying to get the same amenities in
recreation and arts as the other quadrants in the City. Pine Park's community center was
postponed due to budget constraints. Sacrifices should be taken equally between quadrants.
I want Pine Park's community center to be constructed. Why can't we have a community
center? We've had the money for years. Why is this project postponed? We will never have
the money for the staffing without building it. Can't they reduce the staffing in other areas to
staff a community center in the NW quadrant? It is not right to not get the community center.
This is ignoring the lower economic classes in the City. When can this community center be
built? (See Exhibit 1 for a letter submitted by this citizen.)
A. We do have the Harding Community Center in that quadrant. We have also expanded and
spent money on the Senior Center in that quadrant. Parks has a letter from citizens on this
matter and will be, responding to their concerns. Cuts have been made citywide and the City
is doing its best to maintaip .all parks at highiquality levels. In terms of when the community
center can be built, that decision will tie-made by the City Council as they attempt to balance
available resources aftd competing priorities. You are welcome to present your concerns to
the City Council $t any of their meetings duting flublic comment or a the updcoming meeting
on June 29th. The-City's Growth Management If Ian outlines some priorities related to new
development and growth. The City is starting~tO'Work on the Pine Park Ornamental Garden
on Madison Street. However, the cost to maintain a community center is much higher than
other park amenities.
Q. Is Alga Norte still in the grading phase or is it beyond that? Is the money in the budget just
for grading?
A. Yes, the project is still in the grading phase. Funds are budgeted to build the entire project,
but the City Council has only approved moving forward with the grading at this point in time.
This approach is not new. We experienced a similar situation when trying to build the Dove
Library.- We had the money to build the facility, it but not operate it. This is the same issue
with Alga Norte and why the City Council is moving forward cautiously.
Q. Where does the loan that is being given to the golf course come from and when will it be paid
back?
A. The loan comes from the General Fund fund balance. It is expected to be repaid, but it is
not clear when.
Q. When will the golf course make any money?
A. There is no date at this time as to when the golf course will make money or be able to pay
the loans back. It is hard to gauge when it will break even. A lot of funds being spent on the
golf course are to maintain the habitat and these costs should be winding down.
Q. Do you track how many Carlsbad residents use the golf course?
A. Yes.
Q. Is the General Fund fund balance from tax dollars?
A. Yes, it is mainly from tax dollars. It is the unspent General Fund dollars. This is also called
the General Fund Reserve.
Q. The Crossings got $900,000 transferred to them last year and this year they are getting much
more. Why?
A. Actually the amount proposed for next fiscal year is about the same as last fiscal year. They
are on a calendar year budget and the City's budget is on a fiscal year.
Q. I hope that before we get Alga Norte that the golf course breaks even. I know it was built
before the recession hit. I hope we don't get an aquatic swim park because we are fiscally
responsible.
A. Thank you for your comment.
Q. I have been working with the City on safety on La Costa Avenue. While the location of the
lights was not specifically talked about in the presentation they are welcome. You talked
earlier about one new street light on Las Costa Avenue. I heard five lights were planned for.
Are there five or one?
A. Four of the lights were already in the Capital Improvement Program. One is new to the
program. So yes there are five proposed, in total, for La Costa Avenue. One additional light
will be installed on Levante as part of La Costa Town Square project.
Q. What is the timeline of the installation of the traffic signals?
A. They have received appropriation and will be in some form of process throughout FY 2010-
11. Possibly one or two will see construction next year. Some could roll over to future fiscal
years.
Q. Are those traffic signals going to be synchronized?
A. We are working on it. This may not be immediately because the overall synchronization
program will determine that.
Q. Regarding the NE Quadrant. I have watched coyotes going into residential areas. The City
refuses to spend $300,000 for the Village H property for open space. The City has not spent
one dime on Village H. Many other projects that are not feasible have been funded. The
teens need a place to swim and Alga Norte got scaled back. The Joint First Responders
Facility is sucking money away. We lost a valuable piece of open space by not purchasing
that property. I can't believe we didn't purchase it. It could have bought for about $300,000
and the City didn't. It is going to take a changing of the guard to direct attention back to
Open Space. It may be too late because now that property will cost much more.
A. There is some information on our website that addresses these comments and I encourage
you to go and read the information provided. We are aware that the specific property has
some constraints on it. The website describes this in more detail. Most of this property is
being reserved as open space at no cost to the City. Again, there is information regarding
Village H on the City's website under the hot topics part of the main page. Once you get
there you go to open space link.
Q. Something is wrong when we spend so much money for a golf course and can't come up with
$300,000 for open space. Three acres of those sixty acres can be developed. I am not
buying into the City's position on this.
A. Thank you for your comment.
Q. City Council made a resolution recently that they will not be buying any open space. Surprise.
Surprise. I think this is retaliation towards the people trying to push Village H to City Council.
A. We are not aware of any resolution made to that effect.
Q. A few times during the presentation you mentioned unfunded mandates, what is that?
A. We are required to follow a law from another level of government but are not given the
funding to do it.
Q. One of the unfunded mandates was increasing the letters on street signs based on the speed
of the street. Can't you just adjust the speed?
A. Yes we could, but that may not be appropriate for all streets.
Q. Given the consistent decrease in TOT and the fact the next fiscal year there will be no
increase in hotel rooms. How did you calculate an increase in the receipt of TOT tax?
A. Tourism Economics monitors the hotel industry and they are projecting a 5% increase. We
worked with the Carlsbad Tourism Business Improvement District (CTBID). They felt a 5%
increase was a good number, so our 3% projection is conservative. Larger hotels will
probably still see a decrease. However, all other hotels are seeing an increase and we think
that will continue. Last year was bad for the industry, so the increase being projected is over
last year's very low numbers.
Q. Was last years' projections for TOT down?
A. Yes.
Q. At City Council you showed the Geo Area Chart? Can I get a copy of that?
A. Yes. (Note: Copies were made and handed out after the completion of the meeting).
Q. I am requesting City Council include funds in this budget to expedite the housing element in
the barrio approved by the State in March 2010. I want a white paper regarding the housing
element. This way City Council will have to vote at the budget adoption regarding this
request. I have a letter requesting this that I would like to be given to the City Council.
(See Exhibit 2)
A. This comment and your letter requesting the white paper will be forwarded to the City
Manager and City Council.
Q. What does that last comment mean?
A. City Council certified our housing element. One of the programs is to increase density in the
barrio neighborhood. Our direction from City Council is to do that implementation for that
program through Phase II of Envision Carlsbad.
Q. City Council should speed this up.
A. The City Manager will decide when to bring this information to City Council.
Q. Is the housing element a mandate?
A. Correct. The City is in litigation with the Friends ofAviara regarding the housing element.
Q. You referred earlier to the Harding Community Center in the Northwest Quadrant. I don't see
how that passes as the same as the community centers in other parts of the city.
A. / was pointing out that there is a Community Center in the northwest quadrant, although you
are correct that the Harding Center is not the same as the others. The Pine Park Community
Center that has been approved, but which is not not yet built, would be more like the others.
Q. NOTE: ON June 8, 2010 the Finance Department received a letter from Evelyn Montalbano
of the La Costa Avenue Safety Group, regarding La Costa Avenue between Nueva Castilla
Way and Fairways Lane. The letter states, in part, "At the Citizen's Budget Meeting on June
10, we would like to request the construction of segmented, bulb-out medians along this
stretch." The letter goes on to provide more detail of the request and also refers to a legal
matter on a different segment of La Costa Avenue. (See Exhibit 3)
Exhibit 1: Written Statement from Mario & Margie Monroy, Thelma Hayes and Jeanne
McFadden
Exhibit 2: Request for White Paper on Housing Element from Mario Monroy
Exhibit 3: Letter regarding La Costa Avenue Safety from Evelyn Montalbano
Exhibit 1
*C""d4"' i ~-i "-- 'i.-•
>-lV . '' '<~*\ ' ! i, ' ^ '< -' • ' • -'- ' \/•^ ^•*%*-,•"- c."- . i:~ r <cs'""Y t-- "• - .= i r-
"Ui
1^
cf -?-pi'n0^ -is. * t * r..
While this be true, it not
be the Northwest that
has to sacrifice city server-, ^ue to
If the city has to cut hack on staffing
money , the sacrifices be
spread equally. Operating expenses
for the coming should
be equally the four
quadrants.
Since the funding for operating
may continue to be a
•o
-g r-» -c e ^-
4 ' 3 •"P' 1 1-; "— ^ o r» ~
rt^rp^niT1/ carter an
s u^ -- -";£»o
"shovel :"ea^ ^ oroier* **r-tf could.
« ,»• '•-A-sT^^^t ,*~l O- t'"^r^'r* i"^t* r^TITft* ^* *^i ;-»••-•*""» -3-" »• ', "i O\' I UL- UUD iul UllI C.'JJji *!--,] •
Sincerely,
Mario and M.araie Monmy
i.'hcima Haes
Exhibit 2
June 10, 2020
I am requesting that the council include funds in this budget
to expedite the implementation of the barrio section in the
Housing Dement approved by the state on March 30,2010.
To accomplish this I am making a White Paper reqv^t so
that the Courcil will have an opportunity to have a public
vote on this .-natter during the council meetjrg on .Vne 29
to adopt the budget.
/ • •' ~ •-'• ,^x/A
Mano R. \4drvroy
749f? Magnolia Ave.
Carl^bad.'CA 92008
760-29-7242
This space is for the County Clerk's Filing Stamp
PROOF OF PUBLICATION
(2010 & 2011 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident of
the County aforesaid: I am over the age of eighteen
years and not a party to or interested in the above-
entitled matter. I am the principal clerk of the printer
of
Proof of Publication of
North County Times
Formerly known as the Blade-Citizen and The Times-
Advocate and which newspapers have been
adjudicated newspapers of general circulation by the
Superior Court of the County of San Diego, State of
California, for the City of Oceanside and the City of
Escondido, Court Decree number 171349, for the
County of San Diego, that the notice of which the
annexed is a printed copy (set in type not smaller than
nonpariel), has been published in each regular and
entire issue of said newspaper and not in any
supplement thereof on the following dates, to-wit:
June 15th, & 24th, 2010
I certify (or declare) under penalty of perjury that the
foregoing is true and correct.
Dated at Escondido, California
This 24th day of June 2010
NOTICE OF JOINT
PUBLIC HEARINGCITY OF CARLSBAD
CITY COUNCIL, CARLSBAD
MUNICIPAL WATER DISTRICT
AND HOUSING AND
REDEVELOPMENT COMMISSION
The City of Carlsbad will hold a jointpublic hearing on Tuesday, June 29,
2010 at 6:00 p.m. In the CouncilChambers of City Hall, 1200 Carls-
bad Village Drive, Carlsbad, Califor-nia, to discuss the Fiscal Year 2010-
11 Operating Budget and the FiscalYear 2010-11 Capital Improvement
Program to Buildout Budget. This
budget includes an appropriation of
the FY 2010-11 AB 3229 funds of ap-
proximately $113,000 to be used tofund the Citizen's Option for Public
Safety program. Also included willbe discussion by the Carlsbad Mu-
nicipal Water District Board of Direc-tors on the Carlsbad Municipal Water
District Operating and Capital Im-
provement Program Budgets as well
as discussion by the Housing and
Redevelopment Commission regard-
ing the Redevelopment Budgets.
The City Council will also discuss se-
lected City development fees, gener-
al fees, and the Appropriation Limi-
tation for Fiscal Year 2010-11.
Interested parties are invited to at-tend this meeting and present their
views and comments to the CityCouncil.Copies of the preliminary budget and
proposed fee changes are availablefor public inspection at the City
Clerk's Office, 1200 Carlsbad Village
Drive, or the two libraries: Cole Li-
brary, 1250 Carlsbad Village Drive,
Carlsbad; and Dove Library, 1775
Dove Lane, Carlsbad.
Written and telephone inquiries maybe directed to Judi Vincent of the Fi-
nance Department, 1635 Faraday
Avenue, Carlsbad; 760-602-2430.
CITY OF CARLSBAD
City Council, Municipal WaterDistrict, Housing and
Redevelopment Commission
NCT 2260797 6/15,6/24/2010
Jane Allshouse
NORTH COUNTY TIMES
Legal Advertising
NOTICE OF JOINT PUBLIC HEARING
CITY OF CARLSBAD
CITY COUNCIL, CARLSBAD MUNICIPAL WATER DISTRICT
AND HOUSING AND REDEVELOPMENT COMMISSION
The City of Carlsbad will hold a joint public hearing on Tuesday, June 29,
2010 at 6:00 p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village
Drive, Carlsbad, California, to discuss the Fiscal Year 2010-11 Operating Budget
and the Fiscal Year 2010-11 Capital Improvement Program to Buildout Budget.
This budget includes an appropriation of the FY 2010-11 AB 3229 funds of
approximately $113,000 to be used to fund the Citizen's Option for Public Safety
program. Also included will be discussion by the Carlsbad Municipal Water
District Board of Directors on the Carlsbad Municipal Water District Operating
and Capital Improvement Program Budgets as well as discussion by the Housing
and Redevelopment Commission regarding the Redevelopment Budgets. The
City Council will also discuss selected City development fees, general fees, and
the Appropriation Limitation for Fiscal Year 2010-11.
Interested parties are invited to attend this meeting and present their
views and comments to the City Council.
Copies of the preliminary budget and proposed fee changes are available
for public inspection at the City Clerk's Office, 1200 Carlsbad Village Drive, or the
two libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad; and Dove
Library, 1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Judi Vincent of the
Finance Department, 1635 Faraday Avenue, Carlsbad; 760-602-2430.
CITY OF CARLSBAD
City Council, Municipal Water District, Housing and Redevelopment Commission
PUBLISH: June 15, 2010 and June 24, 2010
Claudia Valenzuela, Public Affairs Manager
San Diego Gas & Electric Company
8330 Century Park Court, CP31D
San Diego CA 92123
Dolphus D'vante Davis, Govt Liaison Planner
San Diego Gas & Electric
8315 Century Park Court, Suite 210
San Diego, CA 92123-1548
All Receive-Agenda Item #_LL_
Lisa Hiidabrand For the Information of the:
Subject: FW: IAWP Information AsstCM—CA—CC
Attachments: IAWP USAGE FY 2009-2010.xlsx , u&^tqtop-S'l city Manager
From: Glenn Pruim
Sent: Tuesday, June 29, 2010 3:02 PM
To: Lisa Hiidabrand
Cc: Morgen Fry
Subject: FW: IAWP Information
Lisa,
This is a follow up to our conversation this morning.
The CWA Board adopted their proposed rates and charges schedule at their meeting last week by a vote of 29 in favor
and 6 opposed.
We only have two growers in the formal Agricultural program, which provides a discounted water rate in exchange for
being the first to take any water cuts. Attached you will find an email from Mario Remillard summarizing this program.
It's important to note that almost all IAWP customers have left the program, opting for the greater supply reliability
afforded by our conventional customer classes, even though the commodity rate is higher. Although each customer in
the IAWP has an "allocation" based on their 2006/2007 usage, they can consume quantities in excess of that allocation,
although at a much greater unit price.
You will note that one of the IAWP enrollees, Muroya Growers, that has indicated they will terminate growing
operations soon, operates on the property that is the subject of tonight's Council Agenda #10, Muroya Subdivision. The
current palm tree operation will be replaced with a residential subdivision. If they do leave the program, we will be left
with only one IAWP customer.
It is important to point out that a customer can be classified as an Agricultural account without being in the IAWP
program. There is a separate Agricultural class that has its own rate without quantity limits or tiers.
Tx....
Glenn
From: Mario Remillard
Sent: Tuesday, June 29, 2010 1:45 PM
To: Glenn Pruim
Subject: IAWP Information
Glenn,
In September of 1994, the District Board of Directors adopted the Metropolitan Water District's Interim Agricultural
Program (IAWP). The IAWP provides a discount for agricultural water users of $148 per acre foot for treated agricultural
water supplies. In exchange for this discount, agricultural customers participating in the program could have their water
deliveries reduced by up to 30 percent prior to the imposition of mandatory restrictions on all other customers. As of
January 1, 2008 this 30% reduction was imposed on the customers in this program. The 30% reduction was based on
usage in the "base years" of 2006/2007.
Each IAWP customer is provided a print-out of their respective monthly water usage allocations. They are notified
monthly of their over/under usage. Usage under their monthly allocation can roll forward to offset over-usage in
City of Carlsbad
FY 2010-11
Budget Adoption
2
Budget Calendar
Council Meetings
May 11 –Capital Budget Workshop
June 8 –Operating Budget Workshop
June 29 –Operating and Capital Budget
Public Hearing and Adoption
Other Public Meetings
June 10 –Citizen’s Budget Workshop
3
Citizen’s Budget Workshop
4
Citizen’s Budget Workshop
Approximately 25 Citizens attended
•Traffic light synchronization
•Building of Community Center at Pine Park
•Loan to Golf Course
•Traffic lights on La Costa Avenue
•Purchase of open space
•Expedite housing element in the Barrio
A
G
E
N
D
A
Budget Overview -
Operating and Capital
Fee Recommendations
Public Hearing
Budget Adoption
State Perspective
•$19.1 billion projected deficit
•Possible solutions
–Health and Human Services
reductions
–Federal funds
•No additional hits to local
government
7
City of Carlsbad
Combined Budget
General
44%
Special
Revenue
4%
Enterprise
21%
Internal
Services
6%
$249.8 million
Operating Budget –75%
Capital –25%
Capital
25%
8
Operating Revenues
by Fund Type
General
58%
Special
Revenue
6%
Redevelopment
2%
Enterprise
26%
$191.3 million
9
General Fund Revenues
Fiscal Year 2010-11
Property*
44%
Sales*
21%
Hotel Tax*
11%
Business License
3%
All Others
17%
Franchise*
4%
* Four sources make up 80%
$110.4 million
10
General Fund Budget Recap
FY 2010-11
Revenues $ 110.4 million
Budget Requests $ 109.4 million
Projected Surplus $ 1.0 million
11
General Fund
58%
Special Revenue
6%
Enterprise
27%
Internal Service
8%
Redevelopment
1%
FY 2010-11 Operating Budget
Total Budget = $188.3 million
Changes since Budget Workshop
•Results of Police and Fire labor union negotiations have
been reflected = $800,000 reduction in General Fund
salary and benefits.
•Utility Department revenues were decreased by $1.9
million to reflect a January 1, 2011 implementation date
for rate increases
13
General Fund
Policy/
Leadership
5%
Administrative
10%
Public Safety
41%
Non-
Departmental
8%
Library & Arts
9%
Parks &
Recreation
11%
Community
Development
7%
Transportation
9%
Total Budget = $109.4 million
General Fund Budget Comparison
$74.5 $72.5
$27.9 $29.3
$6.7 $7.6
0
20
40
60
80
100
120
FY 2009-10 FY 2010-11
Transfers
M & O
Personnel
Total $109.4
In Millions
Total $109.1
General Fund Expenditure History
15
90
95
100
105
110
115
120
FY 2007 FY 2008 FY 2009a FY 2009r FY 2010 FY 2011
+3%-0.3%
-3.3%+.3%
$ Millions
-4.8%
16
Infrastructure Replacement Fund
•Funds the replacement of buildings and
facilities (non water or sewer)
•Annual contribution
–FY 2007-08 –$7.9 million
–FY 2008-09 –$7.5 million
–FY 2009-10 –$6.5 million
–FY 2010-11 –$7.2 million
17
General Fund Balance
Estimated Balance at 7/01/10 $ 49.6 million
Plus: FY 2010-11 Surplus 1.0 million
Advances/Repayments
(Golf Course, RDA, etc.)-1.7 million
Estimated Balance at $ 48.9 million
6/30/11
Changes to 2009-10 Operating
Budget
•Transfer of Golf Course lots to General Fund
•Cost is approximately $4.2 million
•Will offset $4.1 million that the General
Fund has advanced to the Golf Course to
date
•Increase Section 8 housing assistance
payments by $200,000
Proposed
FY 2010-11 to Build Out
Capital Improvement Program
New CIP Projects
•Parks -(1)
–Pine Avenue Park, Ornamental Garden Phase 1
•Drainage –(1)
–Kelly Drive Channel Replacement
•Sewer-(2)
–Buena Vista Lift Station Improvements
–NCTD ROW Sewer Utility Protection
New CIP Projects
•Water -(3)
–Santa Fe II Reservoir Site Improvements
–Park Drive Waterline and Street Improvements
–NCTD ROW Water Utilities Protection
•Recycled Water -(1)
–Palomar Business Park Recycled Water Pipelines
New CIP Projects
•Transportation -(7)
–Traffic Signal at La Costa Avenue and Quinta Street
–Traffic Signal at Armada Drive and Fleet Street (S)
–Batiquitos Drive Slope Stabilization
–Traffic Management Center
–Traffic Impact Fee Update
–Street Name Sign Replacement
–Retroreflectivity Sign Replacement
Project changes since Budget Workshop
•Addition of Infrastructure Replacement Fund Master
Plan project for $100K
•Increased Encina Wastewater Authority budget by
$43,057
•Increased Carlsbad Water Recycling Facility budget by
$42,000
•$3 million loan from Transnet to the SCCRA to assist with
the Carlsbad Blvd Realignment project
•Restored $150K appropriation for the Hosp Grove
Drainage Improvements
Capital Improvement Program
FY 2010-11
•Projected revenue -$63.8 million
•New appropriations requested -$61.5 million
•Continuing appropriations -$176.7 million
25
Proposed Rate and
Fee Changes
26
Fee Escalators
•Updated by change in West Urban Consumer
Price Index (CPI)
–General city fees
–Development related service fees
•Updated by change in Engineering News Record
Index (ENR)
–Development impact fees
•Since indexes were negative this year it is
recommended fee increases be held in abeyance
for another year
Library Fees
DVD Borrowing Fee $0.75 $1.00
Interlibrary Loan Fee 2.00 5.00
Book Non-Pickup Fee (per item) 0.50 1.00
Current Proposed
Open Play Fee –Resident 1.00 2.00
Non-resident 3.00 4.00
Aquatic Swim Classes 4.5% -6.4% increase
Parks & Recreation Fees
Facility Fees
Carrillo Ranch Site Rental 10% increase
Schulman Auditorium $5 -$20 per hour increase
Gowland Meeting Room $5 -$10 per hour increase
New Fees
Propane Patio Heater Rental $85 per hour
No Show Fee for Category B Renters $25
Piano Tuning Fee $150
Other Proposed Fee Changes
•City Clerk municipal code books
•New fee for Planning Minor Conditional Use
Permit Amendment
•Fish and Game fees
•Street light energizing fees
•Traffic Impact fees
Fee Changes Effective Dates
•General City Fees -August 1, 2010
•Development Service Fees –Sept. 1, 2010
•Development Impact Fees –Sept. 1, 2010
30
•Proposed Sewer Rate Increase 10%
•Proposed Water Rate Increase 18%
•Proposed Trash Rate Increase 2.65%
Proposed Utility Rate Increases
31
The above recommended increases are
included in the estimated revenues of the
proposed budget
Proposed Increase
Average Monthly Utility Bill
12 units water use a month
Current
FY2010
Proposed
FY2011
Sewer
Solid Waste (Trash)
Water
Monthly increase
% increase
$ 20.93
$ 18.87
$ 44.26
$ 84.06
$ 23.03
$ 19.37
$ 52.20
$ 94.60
$ 10.54
12.5%
32
Recommended Utility Rate
Increases
•Public notices mailed in October
•Public hearing held at least 45 days
following public noticing
•Rates effective January 1, 2011
33
34
City of Carlsbad
2010-11 Budget
Followed by the Public
Hearing…
35
36
Action Items…following Public Hearing
Resolutions –City Council
–Adopt final Operating and Capital Budget for FY 2010-11
–Adopt the Gann Spending limit
–Adopt changes to the Master Fee Schedule
–Approve Encina budget amounts for FY 2010-11
–Approve adjustments to FY 2009-10 Operating Budget
–Determine that the FY 2010-11 CIP budget is consistent with General
Plan
Introduce Ordinance amending CMC holding fees in abeyance
for one year
37
Action Items…following Public Hearing
…continued
Resolutions –Carlsbad Municipal Water District
–Adopt final Operating and Capital Budget for FY 2010-11
Resolutions –Housing and Redevelopment Agency
–Adopt final Operating and Capital Budget for FY 2010-11
–Approve adjustment to FY 2009-10 Operating Budget
City of Carlsbad
FY 2010-11
Budget Adoption
Capital Improvement Program
•65 projects from the FY 2009-10 CIP project
list are now in service.
•Approximately 250 CIP projects.
•Approximately 100 CIP projects are scheduled
to be worked on in FY 2010-11.
Projects of Interest
•Fire Station No. 3 Relocation
–Environmental
–Design
–Park coordination
Projects of Interest
•Hydro Electric Energy Generation
–Design Report
–Final Design
–Energy Generation
–Revenue Generation
Projects of Interest
•Recycled Water, Palomar Business Park
–New Customers
–43 MG/year
Projects of Interest
•Traffic Management Center
–Automated Monitoring
–Improve the flow
–Efficiencies
La Costa Plaza
Nueva Castilla
Viejo Castilla
1 Calle Madero
Gibraltar St.
Romeria St.
Quinta St.
2
4
7
Cadencia St.
Esfera St.
Levante St.
8
9
10
1
2
Levante St.
La Costa Ave.
La Costa Plaza
La Costa
Town
Center 4
La Costa Avenue
6
10
9
876
3
3
5
5