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2011-06-21; City Council; 20600 Attachments; FY 11-12 OPERATION CAPITAL IMPROVEMENT BUDGET (2)
Tammy McMinn All Receive For the Information of the: From: Tammy McMinn Sent: Friday, June 10, 2011 4:26 PM Datefe|>^ City Manager^— To: Lisa Hildabrand Cc: Charles McBride; Judi Vincent Subject: Program Options Attachments: Program Option - Utilities Dept Regional General Permit.pdf; Program Option - ArtSplash.pdf; Program Option - Boys and Girls Club Bressi Ranch Facility.pdf; Program Option - CalPERS Pension Funding.pdf; Program Option - LLD No Ipdf; Program Option - Treasury Staffing.pdf Lisa, Attached please find the program options from Finance. If you have any questions, please call Finance at x2430. Thank you, Tammy McMinn Administrative Secretary City of Carlsbad www.carlsbadca.gov P: 760-602-2413 F: 760-602-8553 E: Tarnmy.Mcminn@carlsbadca.gov PROGRAM OPTION ARTSPLASH OVERVIEW ArtSplash has been an annual event in the City of Carlsbad since 2002. ArtSplash is a free two- day family-friendly community event. Typically, ArtSplash consists of chalk art, stone sculpture, mosaic, rock stacking, graffiti art, fine art, sand sculpture, entertainment, and the "Taste of ArtSplash" event on Saturday. ArtSplash is planned to be held September 24 and 25, 2011. The event is held annually and organized by an all-volunteer group of Carlsbad residents. The net income raised from the event provides funds for art & music in North County schools. In past years the City Council has authorized financial and in-kind support for ArtSplash through various city funding sources: Community Activity Grants, General Fund reserves & the General Fund Council Contingency, and Special Event Grants. ArtSplash has exceeded the time restrictions for both the Community Activity and Special Event Grants. Therefore, the event is no longer eligible for funding from those sources. Because the Council has been providing funding for the subject event for 9 years and has a request for a 10th year of funding from the Council for the 2011 event, consideration is required as to the appropriate funding mechanism and priority for said event in the context of the overall city budget from a programming perspective. The request for 2011 assistance from Art Splash representative Joni Miringoff consists of $28,600 in cash assistance and approximately $5,040 of in-kind, or city services, including traffic engineer services, police services, fire inspection, ambulance service, and streets labor. The total assistance request, therefore, is for approximately $33,640, or 37 percent of total anticipated revenues from the event of $92,060. The total costs of the 2011 event are estimated at $79,200, which excludes in-kind/city services ($5,040) but does include school grant donations ($3,000). In 2009 and 2010, approximately the same amount of total assistance was requested by ArtSplash and approved by the City Council as Special Events Grants, although the cash assistance portion was only $20,000 in each of those years. Per Art Splash, there was a net income of $14,895 in 2010. Net income of $12,860 is anticipated at this time for the 2011 event. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Provide no funding. Artsplash has exhausted all avenues of funding from the standard city sources. They would need to raise the funds for the event from other community sources. 2. Fund the event as requested but require repayment to the city prior to any donation to charitable groups Authorize the total of $33,640 ($28,600 cash assistance and in-kind services of approximately $5,040) be funded from the General Fund FY 2011-12 Council Contingency account. The repayment would be a condition of the donation from the city. 3. Cap the city's funding at a certain percentage of the total cost. Approve a contribution to the Artslash program equal to a set percent of the estimated costs. For example, if 20% was the percent selected, then the city would contribute $15,840 to the event with the in-kind services being deducted first and the remainder paid in cash 1 from the Council's Contingency account in the General Fund. Staff would also recommend that the city be repaid for its cash donation prior to any donations to charitable groups. Provide ongoing annual support to the Artsplash event by adding a set amount to the General Fund budget. This option would recognize this contribution as an on- going, annual amount in the city's budget to be provided to the Artspash event. It would cover first, any in-kind services, with the balance being provided as a cash contribution. The amount could be a set dollar amount or a set percentage of the total costs (as discussed earlier), budgeted annually. PROGRAM OPTION Boys and Girls Club Bressi Ranch Facility OVERVIEW The Boys and Girls Club is in the process of building a new youth facility within the Bressi Ranch development. The new Clubhouse will be an 18,000 square foot building that will serve an additional 200 youth on a daily basis. More information can be found in the attached project discussion. On June 21, 2005, the City Council amended the city's operating budget to appropriate $500,000 from the General Fund for the Boys and Girls Club Bressi Ranch Facility. The funds from the city were to be used for fixtures, furniture or equipment as well as capital campaign management, and required a grant agreement specifying a 4:1 matching requirement for the grant. On May 24, 2011, the Boys and Girls Club requested an additional $500,000 to assist with budget shortfalls for this project. It is anticipated that the final cost of the facility will be approximately $5.5 million. The Club has raised $4.5 million to date, which includes the $500,000 from the city approved in 2005. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Fund the request as presented. Authorize the $500,000 cash assistance requested by the Boys and Girls Club. If approved, staff recommends that the funding come from the city's General Fund reserve, estimated to reach $53.7 million at June 30, 2011. A grant agreement would include a requirement that funds are only used for allowable purposes. 2. Fund the request at an alternate amount. Authorize funding in an amount less than that requested by the Boys and Girls Club and include a matching requirment. Funding source would be the same as listed in Option 1, as would the conditions. 3. Provide a loan. Provide funding that will be repaid under the terms and conditions of a loan agreement. 4. Provide no funding. Council could choose not to provide any additional cash assistance to the Boys and Girls Club at this time. Attachment: 1. Boys & Girls Club of Carlsbad - Bressi Clubhouse BOYS & GIRLS CLUBS OF CARLSBAD Bressi Clubhouse Boys & Girls Clubs of Carlsbad's original Village Branch was established nearly sixty years ago - the same year the City of Carlsbad was incorporated. It currently serves as our primary facility, and will continue to serve the downtown population for many years to come. The La Costa Branch - a tiny trailer - was originally intended for temporary duty when it was established in 1982. Today, almost 30 years later, it is literally bursting at the seams. That sector of our city has experienced tremendous growth, and the small mobile unit simply cannot keep pace. In order to continue our legacy of caring and service to the youth of Carlsbad, Boys & Girls Clubs of Carlsbad forged ahead with our dream to build a new state-of-the-art Clubhouse in the geographic center of our city - Bressi Ranch - which will replace the current La Costa Branch modular unit. Construction begin in 2008, and currently, the exterior and Phase 1 (the gym, teen center, and restrooms) of the interior has been completed. It is estimated Phase 2 will require an additional $1.2-1.5 million to complete. Boys & Girls Clubs of Carlsbad has raised and spent over $4.5 million to date on construction costs. When completed, the new Clubhouse will consist of 18,000 square feet of programming space, and serve 300+ children on a daily basis. Key program areas of the Club include: Gymnasium/Athletic Studio: A fully equipped all purpose exercise and athletic space with hoop and net activities as well as other recreational opportunities. Game Room: The "hub" of the Club, with small group games, a jukebox, and multi-person video game consoles. Teen Center: A "teens only" area furnished with comfortable chairs and couches, wall mounted tvs ... a relaxing place for teens to hang out with friends. Technology Center: Equipped with computers, printers, scanners, and supporting software, this room will be used for technological pursuits such as internet, research, and college preparation classes. Learning Center: This will be a quiet place where children can study, do homework and read for pleasure. There will be desks and tables with individual lighting and basic reference and study materials. Arts Center: Filled with a variety of tables and storage space, this room will be used for arts and crafts projects and other activities. Music, Dance, and Aerobics Rooms: These private rooms will allow members to enjoy a variety of ongoing creative, performing, and fitness activities. PROGRAM OPTION CalPERS Pension Funding OVERVIEW The city provides its employees with a defined benefit pension program, administered by the California Public Employee Retirement System (CalPERS). Normal costs for this program are incurred each year, represented as a percentage of the city's payroll. These costs can fluctuate from year to year based on economic and demographic variables, including market returns and life expectancy projections. In addition to normal costs, any large fluctuations in CALPERS asset values are amortized over an extended period using a specific formula. This amortization allows a smoothing of the annual contribution a City makes to CalPERS, sparing participants from large annual swings in the total pension costs. In FY 2008-09, CalPERS experienced a loss on their asset value of almost 25 percent; well short of the assumed annual return of 7.75 percent. The effects of this significant loss would have provided an extreme financial hardship for participants, even using the normal smoothing formula employed by CalPERS. In order to mitigate this effect, CalPERS adopted additional measures and a new formula to smooth the effects further. While this smoothing methodology makes pension costs more affordable in the short term, it transfers payments into the future and will lead to increased costs in future years in the form of an unfunded liability. An unfunded liability exists when current assets held with CalPERS are insufficient to cover future liabilities CalPERS recently provided the City of Carlsbad with a forecast of contributions through FY 2013-14. Their forecast indicates that the contributions to CalPERS will increase by approximately 20 percent for miscellaneous employees and 30 percent for safety employees by the end of that period. The City of Carlsbad currently has unfunded liabilities of approximately $78 million, including both the miscellaneous and safety plans, based on an actuarial value of assets (AVA) that smoothes large fluctuations in the pension asset. If the current cost of this liability is compared to the actual market value of the pension asset, the shortfall is much greater. For example, the miscellaneous plan has a shortfall of $93.2 million when comparing the liability to the market value of assets, compared to a $46.3 million shortfall using the actuarial value of the asset. CalPERS charges interest to the city on the unfunded liability (the actuarial value of $46.3 million, in the case of the miscellaneous plan) on a compounded basis. This compounded interest is increasing the amount of the unfunded liability and increasing costs in future years. This situation is analogous to a negative amortization mortgage. In order to address this shortfall and its corresponding effect on future rates, the Council has three options. Option one is to contribute a greater amount than that required by CalPERS on an annual basis. This is the option that John Bartel advocated in his report to Council in 2009. In his report, Mr. Bartel indicated that an increase in current CalPERS contributions would result in a flattening of the cost curve in future years and a reduction in the city's future liability. Staff calculated the General Fund impact realized from adopting the higher contribution rates proposed by Mr. Bartel and the amount was $1.4 million greater that the amount charged by CalPERS. Currently that $1.4 million has been set aside in the FY 2011-12 budget. The two remaining options are to set the monies aside in a stabilization fund to address future increases in CalPERS rates or to release the funds back to the General Fund. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Increase the pension contribution to CalPERS - This option could use the contribution rate by John Bartel, providing CalPERS with an additional $1.4 million in FY 2011-12 and continuing this level of contribution going forward. Pros: This method addresses an increasing unfunded liability, on which the city pays substantial interest. The city is essentially paying down a loan that is costing 7.75 percent, annually, compared to the approximate 2 percent annual return presently earned on the city portfolio. The reduction of this unfunded liability, over time, will allow the city's annual contribution to stabilize, instead of the steady increases brought about by a growing unfunded liability. Cons: There is no doubt that the CalPERS investment strategy is prone to greater fluctuations than the city portfolio. CalPERS invests in more risky assets, including equities and real estate investment trusts (REITs), in order to meet a target of 7.75 percent per year. Future fluctuations, similar to the almost 25 percent loss in assets experienced in FY2008-09, would add to the unfunded liability. A greater contribution to CalPERS means greater funds exposed to this market risk. 2. Establish a stabilization fund - This option would set aside $1.4 million in the General Fund to address future rate increases for the defined benefit pension plan. Funds set aside would continue to earn interest at the rate realized by the city's portfolio. Pros: This method allows the city to maintain control over these funds. The city would have the latitude to monitor economic conditions and increase the contribution to' CalPERS in future years, if appropriate. Cons: The city's portfolio return will likely underperform CalPERS, so the unfunded liability will likely outpace the growth in a self-managed stabilization fund. Additionally, CalPERS rates will continue to increase as the unfunded liability continues to grow. 3. Release funds to the General Fund. Finally, Council could choose to use this funding source for other budgetary priorities, or to increase the city's General Fund reserve. Pros: This option moves the city more quickly to attaining a target of 50 percent of the General Fund budget in reserves. Cons: This option does not address increasing pension costs, which will put additional strain on future budgets. PROGRAM OPTION Lighting & Landscaping District No. 1 - Street Trees & Median Landscaping This program option requests that the City Council direct staff regarding the FY 2011-12 proposed General Fund transfers to the Median Landscaping and Street Tree Improvement Zones as well as address the projected annual shortfalls in those zones in future years. OVERVIEW In 1983, the City of Carlsbad Street Lighting and Landscaping District No. 1 ("LLD No. 1") was formed. In 1989, Council approved the addition of the Street Tree Improvement Zone and the Median Landscaping Improvement Zone to LLD No. 1. Costs to maintain service levels in each zone have increased while the assessment rates have not. Previous to the passage of Proposition 218 in 1996, the annual assessments could be increased or decreased in-line with the funding requirements of each zone if approved during the public hearing. However, pursuant to Proposition 218, the assessment rates cannot be increased without a vote of the property owners assessed, as LLD No. 1 was formed without an allowable inflator. Increased costs without a proportionate increase in revenues have created shortfalls in these areas, resulting in the need to transfer funds from the General Fund to subsidize operations since FY 2004-05. Council has authorized $1,658,101 in loans/transfers since FY 2004-05. A total General Fund transfer of $473,000 is necessary in FY 2011-12 to continue the LLD No. 1 service levels as currently budgeted. Street Lighting: Of the three improvement zones, only the Street Lighting Improvement Zone has maintained a sufficient surplus in its fund balance to cover the shortfalls for the past fifteen fiscal years. These shortfalls were created because the total District revenues were not sufficient to cover the annual operations and capital light replacements of the District. However, beginning in Fiscal Year 2011- 12, the Street Lighting Improvement Zone is projected to realize the full amount of anticipated savings from the streetlight retrofit project. As a result, the Street Lighting Improvement Fund will be able to pay for the on-going operating costs of the District without using previously accumulated fund balance. Street Trees: Total revenues in the Street Trees Improvement Fund will not be sufficient to cover anticipated costs for the upcoming fiscal year. Fiscal Year 2011-12 is the first year in which a transfer from the General Fund to the Street Trees Improvement Fund will be required. A transfer of $113,500 from the General Fund to the Street Trees Improvement Fund is proposed for Fiscal Year 2011-12. This transfer will cover shortfalls between the total revenues and operational costs of the District. As discussed above, assessment rates cannot be raised without sending a notice and ballot to each property owner assessed and having a successful vote. Median Maintenance: Total revenues in the Median Landscaping Improvement Fund will not be sufficient to cover anticipated costs for the upcoming fiscal year. Beginning in Fiscal Year 2004-05, the General Fund advanced funds to the Median Landscaping Improvement Fund to cover their annual deficit. Another transfer from the General Fund to the Median Landscaping Improvement Fund is proposed in the Fiscal Year 2011-12 Operating Budget in the amount of $359,500. This transfer will cover shortfalls between the total revenues and operational costs of the District. As discussed above, assessment rates cannot be raised without sending a notice and ballot to each property owner assessed and having a successful vote. OPTION IMPACTS/ISSUES Transfer funds for FY 2011-12 and pursue a Replacement District: The formation of a replacement district could cost between $100,000 and $200,000 including public outreach and outside consultants. Property owner approval of a replacement district is not guaranteed. Assessment rates will increase for some property owners in a replacement district. Transfer funds for FY 2011-12 and do not pursue a Replacement District: The General Fund subsidies will continue to grow. The yearly transfer is projected to grow to between $600,000 and $800,000 over the next 10 years (see attached cash flows). Equity issues between LLD No.1 and LLD No. 2 will not be resolved. The equity issues arise because property owners assessed in LLD No. 1 are receiving a subsidy towards the cost of their improvements while the property owners being assessed in LLD No. 2 are paying their full share. Do not transfer funds for FY 2011-12 and reduce service levels: The proposed FY 2011-12 General Fund subsidy transfer represents approximately 50 percent of the Median Maintenance and 18 percent of Street Tree Maintenance budgeted expenditures for the upcoming year. If Council chooses not to transfer funds for Fiscal Year 2011-12, service levels would need to be dramatically reduced. Further, the city's municipal code and several policies would .need to be modified to maintain consistency with a service level reduction. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Transfer and Authorize Staff to Investigate the Impact of a Replacement District - Transfer $473,000 from the General Fund in FY 2011-12 to continue operations at current service levels and authorize staff to proceed with the process for creating a replacement district. To create a plan for the formation of a replacement district, staff will generally proceed as follows: • Determine available district types which could satisfy a replacement district. • Determine cost estimates for the formation of a replacement district, use of a public relations firm, and implementation of a ballot measure. • Return to Council with options and a funding request to proceed with a replacement district. Some potential replacement district types are Lighting and Landscaping Districts and Community Facilities Districts. Costs to form, perform public outreach, and ballot for a replacement district could cost between $100,000 and $200,000. A successful outcome is not guaranteed. As such, the ballot measure would be structured such that the existing Lighting and Landscaping Districts would only be eliminated if the ballot measure passed. 2. Transfer and Do Not Pursue a Replacement District - Transfer $473,000 from the General Fund in FY 2011-12, continue necessary future transfers, and do not authorize staff to proceed with the process of creating a replacement district. Equity issues between LLD No.1 and LLD No. 2 will not be resolved. 3. No Transfer - Do not transfer $473,000 from the General Fund in FY 2011-12 and reduce current service levels accordingly. Staff would report back to Council regarding the plan to reduce services. Attachments): 1. LLD No. 1 Cash Flows 2. Map: Street Tree Improvement Zone - LLD #1 3. Map: Street Lighting Improvement Zone - LLD #1 4. Map: Street Median Improvement Zone - LLD #1 5. Map: LLD #2 I Advancez a a 1A SL •nc a > O O 73a. ^ Q> "o CD o 5- — =•. cCD n 73 ,3 CD c? Sim"CD CO OJ X O_ CD O 'SCD ^ CD CDo p^ 3 J 3 Q S ET 3 CD fDn S » CD 5. CD3 -nc a.Medianw > rn CD o 33Q. 3 CD o *D CD< 0-CO U (D <01 S ^ " -i <Ug CD § ^ a = Z § f^ CQ m " CD m S 5" TJ CD OJ 0. g CD "• co CD q Q,! 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Z5" 0S (A S 0 0^CO —•0 Z S Q z 0a wH -j?5i.o £H H °J >3 W§ I "3r~f oMCD ^ §0 Srn2 ow H cf'O" ZJl CO Street Tree Improvement Zone ""7—-\ Location Diagram for Fiscal Year 2011-12 PACIFIC OCEAN 3o a£2 Figure 2 Street Lighting Improvement Zone and Lighting Facilities Location Diagram for Fiscal Year 2011-12 PACIFIC OCEAN - City Owned and Maintained Lights Street lights at intersections only (residential) Street lights at intersections and mid-block (residential) Street light spacing at current city standards (residential) City owned street lights on surrounding streets, private lighting within development (single family residential, only adjacent city lights will be calculated for code assessment cost) Street light spacing at current city standards, condos and apartment buildings, ten units and above Street light spacing at current city standard, commercial and industrial parcels Special lighting and spacing standard, downtown redevelopment area Street light spacing at current city standard, time shares only - Non-Benefiting, Undeveloped Areas (no assessments) s io a\22 Street Median Improvement Zone and Median Facilities Location Diagram for Fiscal Year 2011-12 PACIFIC OCEAN Figure 3 Lighting and Landscape District 2 for Fiscal Year 2011-12 Zone 2 Kelly Ranch! Zone 9 The Oaks North Industrial PACIFIC OCEAN Zone 6 Bressi Ranch Zone 4 Thompson/j Tabata Zone 7 The Greens | Development Name Zone 1 - Calavera Hills Zone 2 - Kelly Ranch Zone 3 - The Oaks South Zone 4 - Thompson/Tabata Zone 5 - Palomar Forum/Raceway Zone 6 - Bressi Ranch Zone 7 - The Greens Zone 8 - The Ridge Zone 9 - The Oaks North Industrial Zone 10 - Robertson Ranch Zone 11 - The Oaks North Residential ZoneS The Ridge Zone 11 The Oaks North j ResidentialZone 3 The Oaks South PROGRAM OPTION TREASURY STAFFING OVERVIEW The City Treasurer's Office is charged with the design of an effective cash management and investment program for the city and all its agencies. In addition, the City Treasurer's Office develops an investment policy for City Council approval, arranges for banking services, forecasts cash receipts and expenditures, invests all inactive cash and reports on all investment activities. The city's investments have increased to a level higher than any other period in the city's history. The City Treasurer indicates that the current economic climate necessitates a thorough review of all of the city's investments. Nearly 12 percent of the city's $100 million portfolio, held by the Local Agency Investment Fund, is invested in corporate bonds, commercial paper and time deposits. The City Treasurer cites additional concern over investments by LAIF in state and local debt, agencies whose creditworthiness may be adversely affected by increasing pension costs and solvency concerns. The City treasurer cites an increased workload necessary to review and reposition these funds, specifically, the planning and research needed to affect the transactions for fund reinvestment. Support is also needed to identify services and develop the scope of services to prepare a request for proposal (RFP) for financial services to aid in asset reallocation. This RFP would be issued in the upcoming fiscal year. Additional justification for this option is an expanded and more detailed cash flow analysis, which the Treasurer indicates would improve planning. The City Treasurer's Office is requesting that the current .75 FTE be permanently increased to 1.00 FTE, beginning in FY 2011-12. This change is being requested to support the expanded duties and research needs within the department, as cited above. The approximate cost of this change would be $28,000 in FY 2011-12.. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Approve the request as presented - Appropriate additional budget of $28,000 for FY 2011-12 and future years, and authorize the increase of 0.25 FTE in the department. 2. Approve one-time funding for the asset review and reallocation project - Provide a one-time budget appropriation, up to $28,000, for FY 2011-12, with no increase in positions. 3. Maintain the current staffing level. This program option could be revisited in the next budget cycle. PROGRAM OPTION UTILITIES DEPARTMENT REGIONAL GENERAL PERMIT FOR ASSET MAINTENANCE PERMITTING OVERVIEW The Department is requesting a total of $200,000 ($100,000 from the General Fund, $50,000 from the Water Enterprise Fund, and $50,000 from the Wastewater Enterprise Fund) for professional services to assist with state and federal agencies coordination efforts to obtain the permits required to perform essential maintenance activities on water, wastewater and storm drain assets. Due to permitting requirements from the Resource Agencies, Carlsbad has suspended most maintenance activities on water, wastewater and storm drain assets located within habitat areas. These activities typically require permits from the US Army Corps of Engineers (including consultation with the U.S. Fish and Wildlife Service), CA Department of Fish & Game and the San Diego Regional Water Quality Control Board. Depending upon the location, permits may also be required from the California Coastal Commission. The CEQA process and subsequent permitting are lengthy and can add years to individual drainage maintenance activities. Critical maintenance efforts have been impeded by the complexity of these environmental requirements. PROPOSED PROJECT OBJECTIVES 1. Develop a comprehensive asset maintenance plan for assets within habitat areas and identify the associated environmental impacts. 2. Obtain the required Resource Agency permits to allow Carlsbad to resume much needed comprehensive maintenance of existing water, wastewater and storm drain facilities. The goal of this project is to develop a comprehensive maintenance program for all water, wastewater and storm drain facilities within environmentally sensitive areas and obtain all environmental clearances and permits required to perform the necessary maintenance activities in those areas. City staff would define the facilities and the required maintenance activities and frequencies. They would also work with a consultant under a professional services agreement to analyze the impacts of the activities on surrounding habitat and to process the permits with the affected Resource Agencies. It is anticipated that additional funding will be required in the future to address any permit mitigation requirements, including the acquisition of mitigation lands and easements, and to fund permitted maintenance activities. PROPOSED PROJECT TASKS The following tasks will require assistance from an outside consultant: 1. Identify areas where facilities identified in #1 above intersect with "habitat" areas, which generically include all areas which may require permits from any of the Resource Agencies. 2. Perform biological assessment of proposed activities/impacts. 3. Research "recurring" maintenance permits programs for each Resource Agency (i.e. A "regional general permit" is the name that the Corps of Engineers gives to their programmatic permit which allows defined activities in prescribed areas for a pre- determined duration. Other agencies have similar programs). 4. Prepare permit applications for each Resource Agency permit desired. 5. Submit permit applications and meet with Resource Agency staffs to discuss permit issues. 6. Work with Resource Agencies to develop mitigation plans. 7. Obtain required permits. OPTIONS Staff has identified the following potential options for the Council's consideration: 1. Authorize a $50,000 budget appropriation in FY 2011-12 from the Wastewater Enterprise Fund to perform the activities listed above only for wastewater maintenance activities, as a pilot project approach. 2. Authorize a $200,000 budget appropriation ($100,000 from the General Fund, $50,000 from the Water Enterprise Fund, and $50,000 from the Wastewater Enterprise Fund) in FY 2011-12 to perform the activities listed above for storm drain, water, and wastewater maintenance. 3. Continue with the current process of obtaining individual permits for maintenance activities. PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD COASTAL AREA REDEVELOPMENT AGENCY HOUSING & NEIGHBORHOOD SERVICES ACCTNO. 8122420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2008-09 ACTUAL $22,711 45,147 0 $67,858 0.15 0.00 2009-10 ACTUAL $22,430 29,996 0 $52,426 0.15 0.00 2010-11 BUDGET $34,148 31,262 0 $65,410 0.24 0.00 2011-12 BUDGET $39,267 14,749 0 $54,016 0.20 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: • Decrease of 0.04 FTE transferred from other divisions to more accurately reflect work performed. E-22 Lisa Hildabrand Subject: Attachments: FW: Utilities Department Staffing Data Utilities - Management FY12.xlsx All Receive For the Information of the: CITY COUNCIL ACM DCM_^CA_^CCJ City Manager^—From: Glenn Pruim Sent: Monday, June 20, 2011 4:29 PM To: Lisa Hildabrand; Cynthia Haas Cc: Charles McBride Subject: Utilities Department Staffing Data Lisa, At last week's Council briefings on the utility rates, a question was asked about management staffing levels in the Utilities Department. The question came up under the Water and Wastewater sections of the briefings and we committed to providing the requested info. We have prepared a document, attached, which summarizes the management and non-management staffing for the various divisions in Utilities. Thanks. Glenn Pruim, P.E. Utilities Director City of Carlsbad Date:__ Distribution: City Clerk ! Asst. City Clerk Deputy Clerk 3ook UTILITIES DEPARTMENT - FULL TIME EQUIVALENTS (FTE) Fiscal Year 2011-12 ADMINISTRATION Management Non-Management TOTAL OPERATIONS Management Non-Management TOTAL ENGINEERING Management Non-Management TOTAL TOTALS Management Non-Management //j 1.90 3.95 5.85 4.00 27.05 31.05 2.00 1.20 3.20 7.90 32.20 >//////// /A( /( ////////. 1.10 2.60 3.70 2.75 11.95 14.70 0.75 1.45 2.20 4.60 16.00 0.15 0.65 0.80 1.25 3.00 4.25 - - - 1.40 3.65 0.05 0.25 0.30 - - - 0.25 1.35 1.60 0.30 1.60 TOTALJI 40.10 || 20.60 1| 5.05 jj 1.90 0.80 0.10 0.90 - - - - - - 0.80 0.10 4.00 7.55 17.40 8.00 42.00 81.05 3.00 4.00 10.20 15.00 53.55 0.90 1|_ 68.55 NOTES & DESCRIPTIONS NOTES: The total headcount for the Utilities department is 71. A portion of the FTE (2.45 FTE) for contract administration and business systems staff (non-management) that are currently housed and supervised in Utilities are charged to PEM, Transportation and Parks. ADMINISTRATION: Includes administrative staff that provide management oversight, analysis or other support (clerical, business systems, contract administration) to the operations and engineering divisions. OPERATIONS: Includes the staff that operate and maintain the water, wastewater and storm drain facilities, and the meter reading section. Lisa Hildabrand REVISED Subject: Attachments: FW: Utilities Department Staffing Data Utilities - Management FY12.xlsx All Receive For the Information of the: CITY COUNCIL ACM DCM^CA^CCJ^ Datefrfe-t City ManagerfjO—From: Glenn Pruim Sent: Monday, June 20, 2011 4:29 PM To: Lisa Hildabrand; Cynthia Haas Cc: Charles McBride Subject: Utilities Department Staffing Data Lisa, At last week's Council briefings on the utility rates, a question was asked about management staffing levels in the Utilities Department. The question came up under the Water and Wastewater sections of the briefings and we committed to providing the requested info. We have prepared a document, attached, which summarizes the management and non-management staffing for the various divisions in Utilities. Thanks. Glenn Pruim, P.E. Utilities Director City of Carlsbad ADate: £ycQ/ Distribution: 7 City Clerk Asst. City Clerk Deputy Clerk ook UTILITIES DEPARTMENT - FULL TIME EQUIVALENTS (FTE) Fiscal Year 2011-12 / ADMINISTRATION Management Non-Management TOTAL OPERATIONS Management Non-Management TOTAL ENGINEERING Management Non-Management TOTAL TOTALS Management Non-Management 1.90 3.95 5.85 4.00 27.05 31.05 2.00 1.20 3.20 7.90 32.20 1.10 2.60 3.70 2.75 11.95 14.70 0.75 1.45 2.20 4.60 16.00 0.15 0.65 0.80 1.25 3.00 4.25 - - - 1.40 3.65 0.05 0.25 0.30 - - - 0.25 1.35 1.60 0.30 1.60 0.80 0.10 0.90 - - - - ' - - 0.80 0.10 4.00 7.55 11.55 8.00 42.00 50.00 3.00 4.00 7.00 15.00 53.55 TOTALJl 40-10J 20.60|| 5.05 1| 1.90 J|_ 0.90 1] 68.55 NOTES & DESCRIPTIONS NOTES: The total headcount for the Utilities department is 71. A portion of the FTE (2.45 FTE) for contract administration and business systems staff (non-management) that are currently housed and supervised in Utilities are charged to PEM, Transportation and Parks. ADMINISTRATION: Includes administrative staff that provide management oversight, analysis or other support (clerical, business systems, contract administration) to the operations and engiweermg .- divisions. OPERATIONS: Includes the staff that operate and maintain the water, wastewater and storm drain facilities, and the meter reading section. June 10, 2011 TO: FROM: VIA: CITY MANAGER Finance Manager Finance Director Date: 6//7/V Distribution: City Clerk Asst. City Clerk Deputy Clerk Book Ail mec [ Fort Asst. ... i. IWa P"1 "^ •JIve-Agenda Item #. e Information of the: ;iTY COUNCIL I City Manager.(M RESPONSES TO COUNCIL'S QUESTIONS REGARDING FY 2011-12 BUDGET We have received several questions and requests for information from the ^City Council regard^ the FY 2011-12 Preliminary Budget. The questions and responses are outlined ,n th.s memo. 1 . What is the total cost of Personnel, citywide? For FY 201 1-12, personnel budgets total $87.9 million of the total citywide operating budget of $194.9 million. 2. How much of the water and sewer rate increases are due to a "pass-through" of increased commodity charges to the city? For the water rates, 7.1 percent of the proposed 1 2.5 percent increase is due to the water charges from SDCWA/MWD. See additional detail at Attachment A. 3 Why do the Revenue Estimates for the Median Maintenance Special Revenue Fund reflect $253,850 for .nterest Revenue in the current year (FY2010-1 1), but none ,n 201 1- 12?(PageB-21) The $253,850 is the transfer amount from the General Fund in FY 201 0-1 1 . and should be presented as "Other Revenue" in the schedules in the Preliminary Budget, not Tn FY 2011-12, the proposed $359,500 Genera, Fund transfer shouc a so be "Other Revenue" in the schedules, but was presented as part of the total n«^ » fn the Pre.iminar, The final budget version wi,, reflect these amounts as "Other Revenue" in both years. Why do the Revenue Estimates for the Community Development Block Granl t (CDBG) Speda, Revenue Fund show large amounts for both I nteres I Revenue .and Other Revenue in the current year (FY2010-1 1), but none in FY 201 1-12? (Page B-21) For FY 2010-1 1 the CDBG fund received a loan repayment of $1 .087.000 from the Villa Loma Construction loan, a.ong with severa, years of accrued interest amountng la $947.000. No similar loan repayments or Interest Income ,s ant.c.pated for th.s Fund for FY 201 1-12. 5.ting Special Revenue Fund show such tf ihs'iib the revenue projections? (Page B- -1 1 for the now completed Street , therefore revenue is projected to Why do the Revenue Estimates large year over year changes for 22) ' ......... "_ ;i^iOvt«.) .t Federal Grants received in FY 2$f©JQ) gfM Light retrofit project will not be received in decrease In FY"201t-1 2. Formatting changes on the Revenue Estimates Schedule resulted in the revenues from prior years being grouped incorrectly for this Fund in particular line items; however, the total amounts shown for each year are correct. The final budget version will reflect corrections to the prior years' columns, with the numbers as shown below: RB/ENUESOURCE STREET UGHTMG FEDERAL GRANT STREET LIGHTING FEES OTHER INTEREST TOTAL STREET LGHTlNG ACTUAL REVENUE 2009-10 938,900 727,554 243,551 48,476 1,958,481 PROJECTED REVENUE 2010-11 1,539,178 728,572 176,023 10,000 2,453,773 ESTIMATED REVENUE 2011-12 0 729,689 177,516 13,785 920,990 AS% OF FY 10-11 PROJECTED •100.0% 0.2% 0.9% 37.9% -62.5% DIFFERENCE 2010-11 TO 2011-12 (1,539,178) 1,117 1,493 3,785 (1,532,783) 6. Why do the Revenue Estimates for the Affordable Housing Special Revenue Fund show such large year over year changes in revenue projections? (Page B-21) Projections show total revenues about the same from.FY 2010-11 to FY 2011-12 for this fund; however, formatting changes on the Revenue Estimates Schedule resulted in the revenues being grouped incorrectly for this Fund for particular line items. The final budget will show the revenues in the appropriate line items, as shown below: REVENUE SOURCE AFFORDABLE HOUSING AFFORDABLE HOUSING FEES FEDERAL GRANT STATE GRANT MEREST OTHER TOTAL AFFORDABLE HOUSNG ACTUAL REVENUE 2009-10 $180,676 227,124 1,000 359,024 323,161 1,090,985 PROJECTED REVENUE 2010-11 $170,000 7,100 0 260,000 220,000 657,100 ESTIMATED REVENUE 2011-12 $234,000 0 0 260,000 160,000 654,000 AS% OF FY 10-11 PROJECTED 37.7% -100.0% 0.0% 0.0% -27.3% -0.5% DFFERBKE 2010-11 TO 2011-12 $64,000 (7,100) 0 0 (60,000) (3,100) 7. Regarding the transfers from the General Fund referenced on pg. B-10, please explain what they are and why they increased by 25 percent? (p. B-10) See page B-12 in the Preliminary Budget Book for detail of the transfers. See Schedule on page D-20 to see the transfers for FY 2011-12 compared to FY 2010-11. 8. The Golf Course subsidy is presented as different amounts, $1.8 million and $1.4 million, in different parts of document. It is not clear that $0.4 million was budgeted in Parks and Recreation's open space management division. $335,000 for Habitat Maintenance at the Golf Course was added to the Parks and Recreation FY 2011-12 budget in the Parks division. This is noted on page B-14 in the Budget Overview. 9. The Fire Department had a $600,000 "contractual" increase in personnel costs in FY 2011-12. Please explain this increase. (p.B-13) This increase in the Fire Department's budget is due to step and longevity salary increases and increases in Workers Compensation and Unemployment rates. These increases are based on contractual employment agreements. 10. Which four positions were eliminated in the Transportation Department budget? 1 Deputy City Engineer 1 Associate Engineer 2 Maintenance Aides (previously unfunded) 11. Worker's compensation claims increased by $150,000? What caused this increase? A variety of claims were incurred in FY 2010-11. See additional detail at Attachment B. 12. Why does the City Clerk's budget indicate no personnel, yet there are personnel expenses of $15,850? (p.C-4) Elected Officials' salaries and related benefits are included in our Operating Budget; however, they are not considered as part of the City's TOTAL Personnel Count. The budget includes a personnel count only for city employees and not for elected officials. Elected positions are generally mandated by the municipal code. You will notice that the same treatment is applied to the City Council and City Treasurer. The Buena Vista Channel Maintenance budget also shows personnel expenses with no personnel count. We do not allocate a portion of an employee here, but we do include a small dollar budget for minor personnel costs that may be allocated here throughout the course of the year. 13. Is it possible to break down all Personnel Summaries into full and part time employees? Personnel Counts for both Full-time and Part-time positions are reflected in all the Program Summaries for each Department and Division. Our accounting system differentiates between full-time and part-time salaries, but combines benefits, such as pension and Medicare, for all employees. A prospective differentiation in the personnel costs for full-time and part-time employees would require manual calculation and would not be comparable to historical expenses, unless those were also manually calculated. 14. In,the Finance Department, Maintenance & Operations costs are $2.3 million. Can you explain what is included in this expense? (p.D-1) The Finance Summary on page D-1 includes the following $2.3 million in M&O costs: Risk Management/General Liability Self Insurance $1,189,919 (page D-5) See discussion of expenses in question 15 below. Finance Department $1,174,967 (page D-2) Utility Department billing collection fees, supplies and postage, professional audit services, other financial consulting services, bank services and fees, equipment and vehicle maintenance/rental/replacement, office supplies, training, mileage, supplies and support for mail room and mail delivery to all city facilities, and all utility expenses (including heat, light, and water) at the Faraday Center. 15. In the Risk Management division, Maintenance and Operations costs are $1.1 million. Can you explain what is included in this expense? (p. D-5) The majority of the FY 2011-12 Risk/General Liability Maintenance & Operations Budget is for insurance premiums ($340K), legal costs ($280k), outside professional services ($175K), and projected settlements ($300K). 16. In Worker's Compensation, Maintenance and Operations costs are $1.8 million. Can you explain what is included in this expense? (p.D-8) The majority of the FY 2011-12 Worker's Comp. Maintenance & Operations Budget is for projected settlements($1.6 million) and insurance premiums ($165K). 17. In the Property and Environmental Management Department, identify the cost per square foot for facility maintenance and compare that cost to other government agencies. What are comparables to the private sector? (p.D-14) The number in the budget book on Page D-14 is from the International Facility Management Association (IFMA). It represents all industries, not just government, and all types of facilities (e.g. office space, warehouse facilities, and fleet maintenance facilities). The information in the budget book should say National Benchmark of facilities, not government institutions (this will be adjusted for the Final Budget). Our benchmark comparison includes both government and private sector costs. 18. In Community and Economic Development (CED), personnel costs are $375,000 for Economic Development. (p.E-4) The total expenses reflected for CED are correct, but a portion of the personnel costs shown in the Economic Development division will actually be part of the Administration and Building divisions. This reallocation among divisions will be reflected in the Final Budget, but the overall expenses for CED will remain the same. 19. In CED, plan checking costs were reduced through use of in-house staff. How much does it cost to do it in-house? (p.E-6) The in-house cost would vary, depending on the size and scope of the project and which level of staff was performing the services. The department indicated that, overall, the in- house cost is comparable to the outside consultant cost. During periods where development work is slower, in house staff has the capacity to do this work, without the city incurring the additional costs to hire an outside consultant. The plan check fees to the customer are the same. When development work picks up again, staff can then use outside consultants in order to continue to process projects in a timely manner. 20. Neighborhood Services created two successful community events in the Village. What were the costs of the two events? Did the personnel volunteer or were they paid? Did they make overtime pay? (p.E-14) The vast majority of city personnel who worked the events participated on a volunteer basis. A small number of Parks & Recreation part-time staff members worked the events to specifically monitor the movie screen and inflatable jump houses. Although those part- time staff members were paid, they remained within their normal work schedules and were not paid overtime for either event. One Fire Prevention Specialist, who did receive overtime pay through, was present to inform families on safe costume ideas and how to properly check candy before consumption for the Halloween Event. The event costs and details are given below: Halloween on Elm Date: October 30th, 2010 Duration: 2 p.m. to 9 p.m. Total Cost: $8,562 Estimated Attendance: 5,000 Cost per Attendee: $1.71 Experience the World in the Village Date: March 19, 2011 Duration: 1 p.m. to 5 p.m. Total Cost: $7,342 Estimated Attendance: 1,500 Cost per Attendee: $4.89 21. In Affordable Housing, workload statistics show a large decrease in housing units approved and completed from FY 07-08 to present. What happened to the workload and why have staffing levels remained constant? (p.E-15) Over the past several years, new residential construction for both market rate and affordable housing has diminished significantly due to the economy. However, the workload for staff, as related to affordable housing, has not been reduced for a number of reasons. Staff continues to have discussions with housing developers, who are researching their inclusionary housing requirements and considering new affordable housing developments within Carlsbad. We are still preparing affordable housing agreements and enforcing related requirements. We continue to monitor the 17 affordable communities that have been constructed to date for compliance with their regulatory agreements and investigate complaints or concerns raised by the residents of these communities. On a daily basis, we also continue to respond to questions on affordable housing opportunities for Carlsbad residents and others, and other related assistance programs. Staff is also responsible for reviewing documentation to determine potential buyer eligibility on all resales of affordable (for sale) units and works with different lending institutions to process those purchases. In addition, the city and/or Redevelopment Agency must participate in any refinancing or other related bond/loan issue initiated by affordable housing developers and/or owners. For example, recently Villa Loma was refinanced and many hours were spent by staff processing the required paperwork and assisting with the refinancing effort. As another example, Santa Fe Ranch Apartments recently was required to substitute its credit enhancement for bonds issued by the city of Carlsbad. These actions required significant city staff participation to process the necessary paperwork. The type of work varies, but the workload remains consistent to support the need for 2.2 FTEs in this program. 22. The Community Development Block Grant (CDBG) budget has decreased. Has the workload also decreased? (p.E-17) The CDBG program provides vital program income for many of the non-profit service organizations in Carlsbad and throughout northern San Diego County. While the Federal Government has decreased the total appropriation of CDBG funds to the city, the regulations for the program have not been revised. The requirements to receive the funds from the federal government and the process for allocating these funds remain the same, and have not reduced the amount of staff work required to implement the program and comply with the federal regulations. Although there may be a few less organizations receiving the funding and some organizations may receive less funding, staff's workload has remained relatively constant. The budget currently funds only 0.60 FTEs for the CDBG program, which is a very minimal amount of staff for a program that is heavily regulated by the federal government. Carlsbad is fortunate to have a very experienced program manager that is very efficient in CDBG program administration. He is able to complete the tasks for the CDBG program while also working on other programs/projects within the Department. 23. Does the 0.25 FTE ($49,057) reflected in Low/Moderate Income Housing division include a portion of the Housing and Neighborhood Services (HNS) director's time? (p.E-21) Yes. 24. The budget indicates that the Library made large cost cuts, yet the Maintenance and Operations budget decrease by only $3,000? Why? (p.F-1) The reductions that the Library Department achieved in Maintenance & Operations were offset with other increases in Library Information Technology maintenance and replacement costs. Also, the chart on page F-1 is a summary table for the Library and includes Special Revenue Donation Funds. In past years, Gartner donations were not included in the Adopted Budget, but were appropriated in the year received. The FY 2011-12 Preliminary Budget depicts a $59,000 increase, due to an appropriation for this, as the Gartner donation for FY 2011-12 was already received in FY 2010-11 but not yet appropriated. 25. The Library lists significant savings from outsourcing overdue and reserve notices. How much was saved? (p.F-5) The savings will vary based on the number of overdue and reserve notices to be processed in any given month, but roughly $6,000 to $10,000, annually, which is about 25 to 40 percent of the previous cost. We have also experienced a marked increase in circulation activities in the past three years, so outsourcing these services allowed us to absorb the additional workload we have been experiencing without increasing staffing. Total library patron visits is projected to reach an all-time high of more than 825,000 for FY 10-11, which is an increase of more than 23 percent in the past three years. Also, total circulation for FY 10-11 is projected to stay near our all-time high of around 1.38 million items borrowed, an increase of 7 percent in the past three years. 26. The Community Relations division of the Library facilitates phone system hold recordings. Is there a charge for this? (p.F-10) We do not get charged for making these recordings. The former library director, Cliff Lange, volunteers his time to make these recordings through the Schulman Auditorium, where we have the capacity in-house to do these recordings. After the message is recorded, we work with the city's Information Technology department to have the recordings put onto the phone system. If Cliff was unavailable, we would have a tech from the auditorium do the voice work. 27. There is no summary page or pie chart for the Community Services section of the budget document. (p.F-1) The City moved away from operating at the MAJOR SERVICE AREA (MSA) level; therefore, a pie chart for this was not considered relevant. We will add one for the Final Budget. 28. How many employees are in Cultural Arts? Are they double counting on separate pages? (p.F-12 and F-14) F-12 is a summary page, as indicated on the top right of the page. It provides a summary total of pages F-14, F-16, and F-17. The reader would be double counting if all four of these pages were added together. 29. There is no summary page or pie chart for Public Safety section. (p.G-1) The City moved away from operating at the MAJOR SERVICE AREA (MSA) level; therefore, a pie chart for this was not considered relevant. We will add one for the Final Budget. [Comment: Wouldn't a pie chart be superfluous, since this is mostly GF?] 30. Why is $340 budget in Sister Cities? (I can't find this in my copy of the draft budget). A Program Summary page for the Sister City program is on Page F-16. In FY 2010-11, the Sister City Committee transitioned from a city administered and funded program to an independent, 501 (c)(3), non-profit organization. Therefore, no budget is shown for FY 2010-11 or FY 2011-12. 31. In the Parks and Recreation budget, the Work Program references 71.95 full time positions. Should this reflect a reduction of one FTE? (p.F-21) Yes, we will correct that for the Final Budget. 32. In the Parks and Recreation section of the budget, we should edit a portion of the program activities discussion which includes the verbiage ...recommend and process personnel issues" to be less bureaucratic. The administrative section for Parks and Recreation includes management staff that oversee almost 71 full-time employees and about 62 hourly FTE's. The 62 hourly FTE's amount to about 150 part-time employees; therefore, managing personnel issues is a large piece of the work that is done in this area. 33. What is the cost for the Triathlon? (p.F-26) The total current budget for the Triathlon is $127,923 34. There was a significant increase in the number of Senior Trips( 28 to 190), but decrease in number of people served (980 to 760). Why? (p.F-35) The Senior Trips have been outsourced to DayTripper Tours in San Diego. We expect many more trip offerings, but only a few participants per trip. 35. How does the cost per acre, listed in the Parks Maintenance division budget, compare to other agencies? (p.F-37) Of the surrounding agencies that have responded to our calls, it has been found that they either do not determine their cost per acre, as we do, or do not calculate that cost in any manner. We were able to receive the information from the city of Encinitas, which is $14,115 per acre. We will continue to work with the other agencies to see if the information may be obtained. 36. In the Fire department, why are the overall personnel costs up when CalPERS costs have decreased by $2.1 million? (p.G-1) The CalPERS reduction was reflected in the FY 2010-11 budget. Step and Longevity increases, increases in Workers Compensation and Unemployment insurance costs, and increases in CalPERS contributions have caused increases in the Fire Department's Personnel budget from FY 2010-11 to FY 2011-12. 37. What was the net savings from the elimination of the Fire Marshal? (p.G-2) $164,500. 38. Why are personnel costs up in Police? (p.G-12) Police personnel costs are up due to the following: • Impact of the 2 percent salary increase, effective January 1, 2011 • Increase for Education Benefits effective January 1, 2012 • Step and Longevity salary increases • CalPERS rate increases • Workers Comp and Unemployment rate increases 39. Storm Water Inspection saved $100,000 by bringing National Pollutant Discharge Elimination System (NPDES) work in-house. How much does it cost us in-house? (P-H-7) In reference to the Transportation - Storm Water Inspection budget, our in-house cost are reflected in the budget. Staff has always performed NPDES services in-house and supplemented the need by outsourcing additional staffing resources. With the slow- down in the building industry, the need for outside services has diminished. All in-house costs are not measured directly. There are a number of storm water inspections performed by all construction inspectors. This item is limited to only this program and does not reflect to total costs of the NPDES program. Transportation submitted the FY 2011-12 Storm Water Inspection Budget totaling $229,412, as follows: Senior Construction Inspector 128,358 Overtime 8,100 Total Personnel 136,458 Outside Services and Maintenance 68,488 Supplies, Small Tools and Equipment 3,800 Training and Education 10,925 Internal Sen/ice Fund Charges 9,741 Total Maintenance & Operations 92,954 Total FY 2011-12 Budget 229.412 40. In Water Operations, where are the additions of water mains, water valves, fire hydrants and meters occurring? (p.H-18) The main areas where the additions occurred were Bressi Ranch, La Costa Greens and Carrillo Ranch. 41. Can we ensure that the Golf Course Budget will continue to be presented as a separate line item, for visibility purposes? All General Fund transfers are detailed on page D-20 in the Preliminary Budget Book, including information for the past few years. The Golf Course transfer projected for FY 20111-12 is detailed on this schedule. Any annual transfers for the Golf Course will continue to be a line item on this schedule in future years. 42. When is it expected that the Golf Course could pay for itself? The Golf Course is projected to have an operating deficit in the current calendar year (2011). Staff cannot reasonably forecast when the Crossings will be able to eliminate this operating deficit and become profitable enough to cover additional costs, inclusing debt service of approximately $1.1 million, annually. 43. What was the city's increase in Pension Costs for FY 2011-12, as compared to FY 2010-11? The rates provided by CalPERS increased by approximately 6 percent and 15 percent for general and safety personnel, respectively. These rates are stated as a percentage of payroll and annual costs will differ based on fluctuating staffing levels, compensation, and contractual changes in benefits provided. For Safety employees, the increase in the pension rate was 4.07 percent of salary, representing a 14.5 percent increase. For General and Management employees, the increase in pension rate was 1.25 percent of salary, representing a 5.9 percent increase. These increases were offset by decreases in the city's pension costs for Police sworn and non-sworn CPOA members, and by the elimination of full-time positions. In addition, a $1.4 million Pension set aside was included in the FY 2011-12 budget. For the General Fund, overall total, pension costs increased by about $1.7 million, as compared to the FY 2010-11 Adopted Budget, as follows: Item lncrease/(Decrease) Increased Pension Rates $1.1 Police - EPMC savings (4% sworn/3.5% non-sworn transferred to employees at July 1, 2012) (0.6) Eliminated Positions (0.2) Pension Set-aside 1.4 Net Increase in Pension Expense $1.7 44. What has been the city's return on the funds it deposited with CalPERS for its unfunded OPEB liabilities (plans were funded in June 2008)? The cumulative earnings on the approximately $8.0 million deposited in June 2008 were about $738,000 through March 31, 2011. A summary of all activity in our two OPEB plans, from inception (June 15, 2008) through March 31, 2011, is shown below: Initial Deposit $7,953,179 Earnings 737,663 Administrative Costs (15,029) Disbursements (CMWD) (273,615) Contributions (Misc.) 307,833 Balance at March 31, 2011 $8,710,031 Calculation of Pass-through (Potable) Single Family with 5/8" meter @ 12 units / month 12.5% increase = $6.30 increase per month 12 Units = $0.53 per unit increase (fixed and variable) CWA increase = $0.30 per unit (fixed and variable) 2011 2012 Monthly Bill Current Proposed $ 18.00 $ 20.25 $ 32.40 $ 36.45 $50.40 $ Pass through Other 7.10% 5.40% $ $ Li 3.58 2.72 12.50% $ 6.30 per month 56.70 6.30 12.5% 6/13/2011 Citizen's Budget Workshop June 9, 2011 Q. Has the City spent any money on it? A. Yes, about $2 million has been spent. We are working in the negotiations to get some of the costs reimbursed since we would be walking away from our original agreement. Q. Will the city receive taxes on this? A. // the project is built by Poseidon, yes. If the County Water Authority takes it over, then we wouldn't. Q. I thought this project was going to be a great benefit to Carlsbad. I am surprised to hear thac some other entity can take over. A. We were hoping to get a local water supply. That is at risk now. Q. How did this happen? A. The project became so costly that the County Water Authority stepped in to save the project and preempt the City's interest. Q. The City does a great job recycling water. A. We are the number one per capita user of recycled water in the County. Q. So we have put in a tremendous amount of infrastructure to recycle water? A. Yes. Q. A garden near Pine Park was approved and never got funding. Mr. Hall asked the City Manager the status at a meeting. The City Manager said they were trying to get grants to do it She also said that if no grants were available then it would be put in the budget. Is it in there? A. Yes. $70,000 has been funded for an ornamental garden. The bids for this project are due on the 28ch of June. We should have something therefor you soon. Q. Regarding Projects approved under Prop. C, I noted that Cannon Road, Reach 4 is listed in the CIP as an "unfunded" project, yet there is NOT an unfunded project listed for trails/open space. Why is that? A. Cannon Road Reach 4 is a specific, defined project, which is why it is on the CIP list. Trails/Open space isn't a defined project, just a possible use of the funds, thus it is not on the CIP list. If an open space project came forward it could be added to the list. Q. if an Open Space project came forward, could the $5 million in remaining Prop. C funds be used for that? A. Yes, it could, or another funding source could be identified. Q. So the $5 million dollars could go to any of the four projects listed, including open space? A. Yes. Citizen's Budget Workshop June 9, 2011 Q. Are there operations costs buiit into the Aquatic Complex? A. Yes. The city is looking at the operations costs now, and determining how the facility will be operating. We have built the worst case operating scenario into our ten year forecast. The total operating cost buiit into the forecast Includes operating the aquatic center as well as the entire Park. Q. Regarding the Community Garden calculation of costs used current year numbers. What are the components? A. To correct an earlier statement, in regards to the Community Garden, the $18,000 annual cost did not include any one time improvements. That number is just annual operating cost, including staff time, water, mulch, and other supplies. Q. The people work the small plots. How could there be another $18,000 in costs? Where is all the staff time being spent? A. Staff conducted a Cost of Service analysis and identified all the direct costs with this activity. These are all the costs to operate the gardens. Q, What is the workload of staff and what are they doing? A. The plots are handled by the people but the administration is done by staff. Q. The mulch from tree trimmings used to be dumped and the gardeners use that. Why are they being charged for mulch if the City was paying for it to be dumped? Isn't that a savings to the city? The cost of the mulch shouldn't be passed on to the gardeners, that part should be subsidized. Staff has been making decisions about the fence, wood chips. Why aren't the gardeners included in decisions? Why do they have to go to classes? A. That is a good question. Moving forward we can make sure there is better dialogue. Q. We need to get some better communication between the gardeners and the City. A. We are working towards that. Q. This is the first time we have gotten this much detail on the cost. We were told previously that it cost $200 dollars to maintain a plot per month in 2009. In December 2010, we were told it cost $30,000 and the water cost $4,300 and now we are being told something different. It would be helpful if we could get some confidence that the numbers are accurate. A. We can review these costs along with additional dialogue with the gardeners in the near future. Q. To raise a fee 400 percent in July when the plots are in high productive mode seems ridiculous. Is there a way to get this fee increase to January when we normally pay for them? A. We will work with you to get a reasonable resolution by the 21". If it can't get be done by June 21, we may pull it and revisit it later. Citizen's Budget Workshop June 9, 2011 Q. Other cities do not charge this much. I recommend that it goes to an average of what othe-cities charge. A. The pricing strategy we use is based on the "pyramid methodology." The Community Garden is a highly individualized activity, thus there is less of a subsidy in the pricing structure. No, there were not comparisons done throughout the region. Q. Do you find golf a highly individualized activity? A. Yes. Q. Ho do you justify the funding for the golf course? A. Participants at the golf course do pay to play and they do not recover all the costs there, either. Q. Was there a Cost of Service Study done for the golf course? Are there any statistics on the resident's use of the golf course? A, Not a specific cost of service study. Yes there are statistics on the resident's use of the golf course. If a resident played 3 times we would count it as used by a resident 3 times. Q. I can't see how the costs listed (for the Community Garden) are direct costs? ! think we are being charged for indirect costs. A lot of these items listed would not go away if the garden went away (staff time}. These costs look fabricated. 3 hours of staff time per plot. Does that function just include taking our money every year? That is not an efficient use of funds. All we want is dirt and water and are getting charged for much more. Are these really direct costs and has somebody actually calculated this. Direct costs should be measured. A. Some assumptions have to be made when determining costs. Q. ! can't believe that we are using that much water. According to this, it looks like we are using 400 gallons a plot. If I am to accept your assertion that this activity is highly individualized, then you could justify these fees. Do the individual gardens have separate water meters? A. / don't' believe these are separately metered. Q. Michelle Obama is promoting being outside, eating healthy and doing things with nature. The Escondido community garden is free. This seems skewed. I understand there is a wait list. Why are non-residents even allowed to use the garden if there is a wait list? How many non-residents have plots? A. 8 out of 52 plots are used by non-residents. Q. There was a city sign next to my plot and I called the city and they picked it up. The Parks Department had nothing to say about fences. Most of us put up our own fences and maintain them. Don't know who you are paying to supervise us, but I haven't seen anybody. I was going to paint the fence, but I am not going to do it to see if I'm even going to have a plot. A. Thank you for the comments. Citizen's Budget Workshop June 9, 2011 Q. We were astounded that the city was spending so much money on the garden. As a result, the costs are now appearing. They only thing that seems legitimate is the dump fees and they don't look concrete. They haven't dumped chips in the yard for 6 months. Those wastes have to go somewhere but we are being charged for them. We are probably saving them some money. These are not real figures. A. Thank you for the comments. Q. I have spoken to 6 gardeners about the proposed fee scale. I think the non-residents should pay the same rate as the residents. I have since moved to Encinitas and I should be grandfathered in, as a current user of the gardens. 4 other resident gardeners seem to think we non-residents who are already here should have same rate as the residents. It's not fair. How do you calculate water usage with no meter? A. / do not have information on how it is metered - there might be a sub-meter. Q. We want to thank you for uniting us because previously we didn't have each other's information. Are there any plans for more community gardens? A. We would tike to move towards more gardens in more quadrants. John Coates v I All Receive of the; To: Cc: Subject: Lisa Hildabrand Chris Hazeltine Smerdu Community Garden CITY COUNCIL / ACM^tDCMj/CA^CC^ Data Cjfe City Manager^ Hi Lisa: Recent statements made by some citizens at the City Council and citizen budget workshops contained some errors in fact. I have asked Parks and Recreation to address those statements in an attempt to clarify any misunderstandings that may be circulating regarding the Community Garden. Attached is a memo from Parks and Recreation addressing those statements. Should you desire any additional information, please let me know. John Coates Assistant City Manager CARLSBAD 1200 Carlsbad Village Drive Carlsbad, CA 92008 www.carlsbadca.gov P: (760)434.2821 F: (760)720.9461 E: john.coates@carlsbadca.gov Date: Distribution: City Clerk Asst. City Clerk Deputy Clerk Book CITY OF CARLSBAD Memorandum June 15, 2011 To: John Coates, Assistant City Manager From: Chris Hazeltine, Parks and Recreation Director Re: Smerdu Community Garden Misstatements This memo has been prepared in response to recent public misstatements that have been made regarding the Smerdu Community Garden. In an attempt to clarify those misstatements, I will list the statement and follow it with a factual statement. MISSTATEMENT: Staff has not communicated with gardeners about the proposed fee increase. FACT: Although it is true gardeners were not made aware of the actual proposed fees of $250 for residents and $350 for non-residents until a letter was mailed on May 31, 2011, all gardeners received other agreement related letters from city staff in January and March 2011. The January and March letters clearly identified the potential for a change in maintenance practices and an increase in annual resident and non-resident fees for plots. Included in the letters was a staff name and telephone number to be contacted with any questions. The March letter also included the name and telephone number of a gardener representative to be contacted with any ideas on "opportunities to provide instruction on landscape maintenance practices, increase gardener interaction, and reduce operating costs...." In April, the gardener representative sent a letter to staff summarizing the input she had obtained from selective gardeners. Each item referenced in that letter was reviewed satisfactorily with the gardener representative by staff via a telephone call in May. MISSTATEMENT: Recent improvements to the garden were not necessary or needed and staff is now attempting to recoup the costs associated with the improvements. FACT: Recent improvements initiated by staff totaled approximately $4,000. Improvements included creating four new plots and a composting area complete with perimeter fencing. Additionally, in an effort to beautify the area and improve drainage, street frontage and parking upgrades were performed. The $18,200 in annual maintenance does not include the $4,000 expensed on the improvements. Parks & Recreation 799 Pine Ave., Suite 200 I Carlsbad, CA 92008 I 760-434-2826 I 760-434-5088 fax I www.carlsbadca.gov Community Garden Misstatements June 15, 2011 Page 2 MISSTATEMENT: How can staff accurately calculate water costs when no water meter is present on site? FACT: A water meter does exist on site and the P&R Department pays monthly water charges. The $4,980 annual water cost identified in the $18,200 annual maintenance cost calculation is an actual average of the last three calendar years of water costs ($4,675), plus a 6.5% inflator to account for rising water rates. MISSTATEMENT: The annual cost of operating the community garden was previously indicated to be $30,000, but there is a discrepancy in that the cost is now indicated to be $18,000. FACT: An operating cost of estimate of $29,900 was provided in 2010, which included both direct and management costs for the garden, under the existing mode of operation - one that did not include volunteer efforts or gardener commitments to assist with the maintenance of the common and composting areas. The proposed operating cost for FY 2011-12 of $18,200 includes only direct costs, and accounts for reduced staff time as a result of incorporating volunteer efforts and planned gardener commitments to assist with the maintenance of the common and composting areas. MISSTATEMENT: The proposed changes in operation and maintenance of the community garden were not presented to the Parks and Recreation Commission. FACT: Staff presented a report to the Parks and Recreation Commission on the status of community gardens within the city in May 2010. The topics included the history and statistical data of the city's existing garden, the pending improvements/expansion, the current annual fee and possible increase to recover a greater percentage of costs, the potential for horticultural instruction and composting demonstrations, the future consideration of additional gardens in the city, and the trends for new community gardens to be managed by non-profit organizations. Staff has also previously presented reports to the commission on the Pyramid Cost Recovery Model in general. Proposals for fee increases on specific programs are typically not reviewed by the commission before being considered by the City Council. John Coates Pgsnta All Receive For the Information of the: To: Cc: Subject: Lisa Hildabrand Chris Hazeltine Smerdu Community Garden Feee Proposal Option CITY COUNCIL fclXMj^CA^ Datefcffe. City Manager^—' Lisa: I met with Parks and Recreation staff and representatives of the Smerdu Community Garden on Tuesday, June 14, 2011 to discuss the proposed fee increase for garden plots and to explore the potential for an alternative proposal that could address the needs of both the City and the gardeners. I believe the meeting produced some very healthy ideas on how we can work together in a stronger partnership that neither party could achieve independently. Ms. Patrice Smerdu served as the primary spokesperson for the gardeners and indicated she had polled all 52 gardeners, 33 responded and indicated their support of the general concepts advanced in the attached options for consideration. John Coates Assistant City Manager CARLSBAD 1200 Carlsbad Village Drive Carlsbad, CA 92008 www.carlsbadca.gov P: (760)434.2821 F: (760)720.9461 E: iohn.coates@carlsbadca.gov Date: Distribution: ' City Clerk Asst. City Clerk Deputy Clerk Book Smerdu Community Garden Options Regarding Proposed Fee Increase FY 2011-2012 • The current proposed rate increase for one garden plot is from $60 annually to $250 annually for residents; and from $60 annually to $350 annually for non-residents. • An alternative rate increase for one garden plot is from $60 annually to $90 annually for residents; and from $60 annually to $180 annually for non-residents. This is being submitted for consideration provided the gardeners continue working with Parks and Recreation staff to develop strategies that would strengthen a partnership resulting in reduced operating costs for the Community Garden, resulting in overall cost recovery of approximately 75%. The gardener's representative has indicated that this could be accomplished by assembling a Community Garden Leadership Team that would meet monthly to perform administrative duties such as lease agreement administration, conduct inspections to ensure gardeners are maintaining their plots, and conduct common area grounds maintenance. Additionally, the Community Gardens Leadership Team would develop educational, enrichment and fund raising programs and experiences to promote the Smerdu Community Garden as a community wide asset, rather than an individual asset. The lease period for garden plots would run from January 1 through December 31 of each year, beginning 2012. A five month lease would be developed for the remainder of the current year, reflecting any adopted fee adjustments effective August 1, 2011. (Current leases expire July 31, 2011). • If the desired results for cost recovery are not achieved during the 2012 lease term, additional fee increases would be developed for future consideration. '* V SI Carlsbad Community Gardens Collaborative eveloping ComwumttyDate: Distribution: City ClerkJune 16> 201 1 | Asst. City Clerk City of Carlsbad City Council Deputy Clerk 1200 Carlsbad Village Drive Book Carlsbad, CA 92008 ;;^.'.' Dear Council Members: On June 14, 2011, Patrice Smerdu and members of the Carlsbad Community ;••"' Gardens Collaborative met with Chris Hazeltine, Kyle Lancaster and John Coates to '!;, " discuss alternatives to the staff recommendation of a 400% fee increase at Smerdu Community Garden. Our meeting was beneficial. Based on our discussion with staff at that meeting, the Carlsbad Community Gardens Collaborative respectfully requests that at the budget hearing this coming Tuesday, June 215>, the Council make motions and vote in agreement to: 1. a 50% fee increase to the current $60.00 annual fee for the Smerdu gardeners for the remainder of this year and the whole of the next calendar year (thus a $90 annual fee due January 1, 2012); . 2. grandfather in the existing eight non-resident gardeners in with the same resident fee. (future non-resident gardeners would pay $180.00 annual fee); 3. direct staff to develop a partnership with the Collaborative to assist with administrative and cost-savings programming at Smerdu; and, 4. direct staff to design and develop operational proposals with the Collaborative for new community gardens in the city (beginning with the site at the —-1- NE corner of Calavera Hills Park). As background information for this request, we have attached and included the following for your reference: 1. Patrice's Smerdu Garden background information sheet; 2. A summary of our June 14,2011 meeting with staff; and 3. Some pertinent commentary on use of the Cost Recovery Model. The members of the Collaborative are happy to meet with you to discuss these concepts further and are interested in presenting proposals formally to the Council and the community sometime in the near future. C. r/y/A/;</</ i itnititunily i'isitni.,.Stisttiii:it uV/V1 •m and v//v/«/M/7/v7/Vr. Pursue pithlic/private /?. •••<iia mi \Hst(tsii<ihle H'/ftcr. 'nt'ri'Y. wrc/itn; <!/•• ftntfis. Carlsbad Community Gardens Collaborative June 16, 2011 Page 2 of 4 Summary of Discussion: June 14, 2011 Meeting with Parks and Recreation Staff, Assistant City Manager John Coates, Patrice sfief ftp, and Carlsbad Community Gardens Collaborative. i .- .-,*'" •**''• j> • : '•'| "• Patrice shared some background, information on the garden, the gardeners, and its history. We have attached her Smerdu Garden background information to share with you. j _ >hsS-": :;T';';;?r: I • As requested by Chris Hazeltme^ Patrice also worked hard to contact as many gardeners as possible to I identify a fee increase that would be acceptable to the gardeners. Based on their input, Patrice suggested a 50% fee increase for the remainder of mis year and for the whole of next year. 7;,rs would establish a $90 annual fee for the 2012 calendar year (January 1 to December 31). The gardeners have also requested that all existing non-resident plot holders (of which there are currently eight) be grandfathered in under the proposed $90 resident fee. • Patrice presented several ways the gardeners could be involved in reducing costs and managing the garden and explained that if the city would allow it, the gardeners prefer to "self-police" garden activities as they take pride in the garden and are willing to do their part. She suggested a team of three gardeners might perform these responsibilities. • It was clarified that there is a water meter on site and the water costs over the past three years were reviewed. • There was also a brief discussion on mulch. It conies from tree trimming in the city and is used to help control weeds in the common area. It is not provided for or used by the gardeners. • There was a good discussion on the wording of gardening agreements and the sharing of information between gardeners, city and the Collaborative. New forms are currently being drafted. • The timing of a June budget and January fee increase was discussed to coincide with planting seasons and any future changes in garden policies were requested to be effective in January. Staff suggested, and we agree, that this would give all of us some time to work together on the Smerdu Commttnity Garden and prepare proposals for the development of additional gardens in the city. • In the Parks and Recreation Element of the General Plan, the Parks and Recreation Department is assigned the responsibility of maintaining Miscellaneous Open Space including the community garden. It is our understanding that the average annual maintenance cost of city park land is $14,500 per acre. Smerdu Garden is approximately 1.06 acres. The cost of maintenance at Smerdu Garden presented by staff is $18,217. The difference between $18,217 and $14,500 is $3,717. The Smerdu gardeners are currently paying $3,120. With the proposed 50% increase (53 plots at $90) the gardeners will be paying $4,770 which more than covers the costs over and above the responsibility of the Parks and Recreation Department. • Funding options were also discussed, such as the Agricultural Mitigation Fund and Open Space and Trails Fund being used to develop new gardens in existing city parks. Carlsbad Community Gardens Collaborative June 16,2011 Page 3 of 4 Meeting participants agreed that it would be beneficial to all involved (gardeners, future gardeners, P~ ~ks and Recreation Department, and the city as a whole) to begin working on developing a partnership between the Parks and Recreation Department and the Carlsbad Community Gardens Collaborative to develop a new vision and plan for existing and new community gardens in Carlsbad. Partnership efforts would begin with improved collaborative efforts to operate the Smerdu Garden in the most efficient means possible and promsSMt as 2 valuable community asset to all Carlsbad residents. Establishing a garden leadership group to assist with maintenance and administrative responsibilities would be a first step. Sharing the garden wl** the larger community through special events and programs would be another starting point. Additionally, the Collaborative is very excited about beginning efforts to develop new community gardens in the city to meet the obvious need evidenced by the waiting list for plots at Smerdu. The Collaborative has already prepared a possible design and operational structure for a second garden at the NE corner of Calavera Hills Community Park. Bom staff and Collaborative members agreed that community gardens offer many yet un- tapped enrichment program opportunities for the city. Pertinent Commentary on Cost Recovery Model. This review of the Cost Recovery Model is based on: • Listening to the presentation of the model to Council on June 9, 2009 by then Parks and Recreation Director, Brian Albright and Greenplay, L.L.C. representative Karen Badalamente; and, • A telephone conversation with Karen Badalamente of Greenplay, L.L.C. on June 14, 2011. Prior to accepting the pyramid cost recovery model, several council members voiced the importance of involving the citizens, keeping them informed and being sensitive to difficult economic times. Then Director of Parks & Recreation, Brian Albright. "We are not recommending any fee changes at this time. Before we do that we'll do an extensive, targeted approach with each of the groups that might be affected so that there will be NO SUPRISES." • We suggest that the Smerdu Garden be moved into a different allocation in the cost-recovery pyramid or divested altogether. • The garden meets the criteria of the model for competition in the marketplace since there is no competition in the private sector. However, to be at the currently assigned cost recovery level, it also would need to meet criteria that it can grow and that the city can provide the services to maintain the growth. The wait list which we now know has been there since 2004, is evidence that Smerdu Community Garden cannot grow without a larger community gardens program and the city currently states they are unable to expand the program. • The cost recovery model was presented with caution that exorbitant fees would ultimately diminish a program. At present, the garden serves primarily seniors and those on a fixed income. The gardeners receive school children for visits and it has historical and cultural value. The "social services" focus of the garden would place it in another allocation of cost recovery or divest it altogether. Also, the model allows for additional categories to be created, i.e., community gardens. • Determining fees is to be based on many factors besides direct cost analysis along with comparisons to other similar programs within our city, not other agencies. Similar programs in Carlsbad to the Smerdu Community Garden are the dog parks and the senior center programming. Carlsbad Community Gardens Collaborative June 16,2011 Page 4 of4 • In the Greenplay, L.L.C. presentation by Karen Badalamente, it was noted that large stakeholder groups such as soccer and swim and had been contacted regarding how the model would affect them. These groups placed themselves only one degree or level different than where staff placed these groups in the cost recovery pyramid. The Smerdu gardeners have not been polled as to how they perceived the garden's position on the pyramid. In consideration of the points above we hope Council will place the Smerdu Garden well below its current position or divest it. Again, the members of the Carlsbad Community Gardens Collaborative are happy to meet with you to discuss the Smerdu Garden, the proposed community garden at Calavera Hills Park, and public/private partnerships for future community gardens in Carlsbad. Sincerely, On behalf of the Carlsbad Community Gardens Collaborative Lisa Roop, Secretary SMERDU GARDEN History Established 1984 Renamed in 2006 for Harold E. Smerdu Originally 32 plots created on donated land Initial Fee - $25.00 Increased periodically to the current $60.00 fee Who We Are Katherine Chaffee, was the great-niece of Orville and Wilber Wright. Told great stories & was active in Carlsbad until her death in 2007. She planted a lavender bush that remains today bringing joy to all. Sue, a 78 year old woman who is loosing her eyesight. This is her last remaining hobby & she cannot afford the increase. She has had a plot for 20 years. Shiloh, a first year gardener, was with his 5 & 3 year old daughters picking their first zucchini recently. They were so excited, however, Shiloh is concerned he may have to give up his plot after waiting well over four years. Jenn, a social worker, who brings developmentally disabled people (only 3 at a time) to garden in her plot. She said it has changed their lives by teaching them work/life skills. Nancy, unemployed for 2 1/z years, says she wouldn't have made it without the produce from her garden. She now works 2 days a week. TLC, The Learning Choice Academy, teaches children about gardens and the value of growing their own food. A couple who helped build and now reside in Habitat For Humanity housing. They have had a plot for 4 years. Many retirees, young families and others have benefited socially and economically from the garden and contribute in many ways to the community good. We volunteer, work, eat and shop in Carlsbad. Gardener Costs Our costs are not limited to the annual fee. We buy seeds, plants, hoses and tools. We build raised beds and buy potting soil and fertilizers. Some gardeners have put in sinks to wash their vegetables so they can capture and recycle the water. It is a major investment for people who want to feed their family organically grown local produce. City Costs June, 2011 - FY 11-12 Budget Proposal states the garden costs the city $18,217 including water at $4980. Gardeners currently contribute $3120 with a proposal ($250/$350) to contribute $13,800. We would like to have had more than four days notice of this proposal. A major improvement project was completed in 2010 into early 2011. The gardeners would like to have had input on the design and discuss the goals of the changes. Other Issues In 2009, Mark Wall, manager of the Vista Farmers Market, asked if he could hold a free gardening class at the garden. First he was told no due to liability then told it was okay, but, he would have to pay a $150 fee. As it was a free class, he was unable to pay and so, held the class elsewhere. What possibility is there to have classes/tours to benefit & educate the community about gardening and the benefits? Efforts to self-police and maintain the garden have been discouraged. What can we do to help? Interest in the Smerdu Garden has been artificially dampened by the long waiting list; no mention of it in goals or achievements for Parks and Recreation nor any information on city web site. What can be done to change that? What would be the offset costs of maintaining the garden space should it be vacant/park land? If the Smerdu Garden is to evaluated by the Pyramid Cost Recovery Method, more discussion is needed on where it should be placed. Lisa Hildabrand All Receive-Agenda Item #_|_J_ MilliiliilUmuilluiiUllliU Subject:Artsplash CITY COUNCIL Asst. ti» to\cH City Manager. From: Natalie Barnhill [mailto:Natalie@comstockandassociates.com] Sent: Tuesday, June 21, 2011 1:33 PM To: Debbie Fountain Cc: Jim Comstock; Joni Miringoff Subject: RE: question on budget Debbie: The net income is used to make donations to the schools which can occur between different years and it is used for working capital for the subsequent year of ArtSplash. $50,000 is earmarked for grants/donations. The other $40,000 is for working capital needs as we are finding it increasingly difficult to raise money in this economy. There is a grant process that we started last year and schools submit their grant with the deadline of August 1 and then a committee reviews those submissions and we respond in October. From: Debbie Fountain [mailto:Debbie.Fountain@CarlsbadCA.gov] Sent: Tuesday, June 21, 2011 10:43 AM To: Natalie Barnhill Cc: Jim Comstock; Joni Miringoff Subject: RE: question on budget Hi all. Council has questions on the budgets for Art Splash. Each year, there is a net income shown. It has varied over the past few years, but it is not clear what happens with this net income. The budgets do not seem to show a balance forward for revenue purposes. So, we do not know what to tell the Council about the net income ("reserves" ?) or how they are used. Are you simply accumulating funds to a reserve every year? Or, are you using the reserves but not noting them in your budget? We need to provide information to the Council on these reserves in order for them to make a decision on funding for Art Splash. It is therefore really important that we get an answer to this question by the end of today if at all possible. Your budget shows "donations" as an expenditure, and last year you indicated you provided donations of $2450. It doesn't look like you are using the net income for this purpose. Please help us to explain this to our Council. Thanks for your help!! CARLSBAD Debbie Fountain Housing and Neighborhood Services Director 2965 Roosevelt Street, Suite & Carlsbad, Ca. 92008 Date: & Distribution: 7 City Clerk Asst. City Clerk Deputy Clerk Book Form 990-EZ Department of the Treasury Internal Revenue Service Short Form Return of Organization Exempt From Income Tax Under section 501 (c), 527, or4947(a)0) of the Internal Revenue Code (except black lung benefit trust or private foundation)*• Sponsoring organizations of donor advised funds and controlling organizations as defined in section 512(b)(13) must file Form 990 All other organizations with gross receipts less than $500.000 and total assets less than $1.250,000 at the end of the year may use tnis form *• The organization may have to use a copy of this return to satisfy state reporting requirements OMB No 1545-1150 2009 Open to Public Inspection A For the 2009 calendar year, or tax year beginning , 2009, and ending 3 = Check if applicable Address change Name change Initial return Termination Amended return Application pending Plots*us* IRSlabel orpnnt ortyp»SetSp.ciflcInstmc-tions. C Artsplash 2755 Jefferson Street #102 Carlsbad, CA 92008 • Section 501(cX3) organizations and 4947(a)CI) nonexempt charitable trusts must attach a completed Schedule A (Form 990 or 990-EZ). J Website: «• N/A Tax-exempt status (check only one) - [X| 501(0 ( 3 ) -"(insert no)J4947(a«1)or 527 D Employer-identification number 20-0489191 E Telephone number F Group Exemption Number ^ G Accounting method JX| Cash j_J Accrual Other (specify) *• H Check •• | [if the organization is not required toaUach Schedule B (Form 990, 990-EZ, or 990-PF) Check •• (I if the organization is not a section 509(a)(3) supporting organization and its gross receipts are normally not more than $25,000 ATorm 990-E2 or Form 990 return is not required, but if the organization chooses to file a return, be sure to file a complete return L Add lines 5b, 6b, and 7b, to line 9 to determine gross receipts, if $500,000 or more, file Form 990 instead of Form 990-EZ 100,903. 1 Part 1 1 Revenue, Expenses, and Changes in Net Assets or Fund Balances (See the instructions for Part 1.)42010mczFi<m:ctiixcLiuxtnui <n7> 3HV Q3NNVC<[l/)l/>UJHl/>ZUH)S1 Con 2 Proc 3 Men 4 Inve 5 a Gro bLes c Gam 6 Spec a Gro repc bLes c Neti 7 a Gro bLes: c Gro 8 Other 9 Tots tributions, gifts, grants, and similar amounts received jram service revenue including government fees and contracts ibership dues and assessments stment income ss amount from sale of assets other than inventory 5 a > cost or other basis and sales expenses 5 b ir? ale §* ss osslrtK SEJatejffl p\s£fcj)flrar than i n-.V/.lml X.fefe/ —~i... svenue (not including $ W reel expenses other thai $ft aleQiGiCffiH, lUJreturn > cost of goods sold ^ »s profit or (loss) from sales of ir revenue (describe •• ventory (Subtract In 5b from In 5a) sle parts of Schedule G) If any amount is from gaming, check here ^ [~~[ of contributions 6a 56,539. draising expenses 6b 44,726. divides (Subtract line 6b from line 6a) i and allowances 7 a 7b iventory (Subtract line 7b from line 7a) 1 revenue Add lines 1, 2, 3, 4, 5c, 6c, 7c, and 8 *• 10 Grants and similar amounts paid (attach schedule) 11 Benefits paid to or for members 12 Salaries, other compensation, and employee benefits 13 Professional fees and other payments to independent contractors 14 Occupancy, rent, utilities, and maintenance 15 Printing, publications, postage, and shipping 16 Other expenses (describe •• See Statement 1 ) 17 Total expenses. Add lines 10 through 16 »• 18 Excess or (deficit) for the year (Subtract line 17 from line 9) 19 Net assets or fund balances at beginning of year (from line 27, column (A)) (must agree with end -of -yearfigure reported on prior year's return) 20 Other changes in net assets or fund balances (attach explanation) 21 Net assets or fund balances at end of year Combine lines 18 through 20 *• 1 2 3 4 5c 6r 7c 8 9 10 11 12 13 14 15 16 17 18 19~ 20 21 44,364. 11,813. 56,177. 2,897. 29,915. 32,812. 23,365. 70,545. 93,910. | Part II | Balance Sheets. If Total assets on line 25, column (B) are $1 ,250,000 or more, file Form 990 instead of Form 990-EZ (See the instructions for Part II ) (A) Beginning of year | (B) End of year 22 Cash, savings, and investments 23 Land and buildings 24 Other assets (describe + 25 Total assets 26 Total liabilities (describe " 70,545. 22 23 ) 24 70,545. 25 ) 0. 26 27 Net assets or fund balances (line 27 of column (B) must agree with line 21) 70,545. 27 93,910. 93,910. 0. 93,910. BAA Tor Privacy Act and Paperwork Reduction Act Notice, see separate instructions. TEEA0803L 01/30/10 Form 990-EZ (2009) Form 990-E2 (2009) ArtSDlash 20-0489191 Paqe 2 Part II! Statement of Program Service Accomplishments (See the instructions.) What is the organization's primary exempt purpose? See Statement 2 Describe what was achieved in carrying out the organization's exempt purposes In a clear and concise manner,describe the services provided, the number of persons benefited, or other relevant information for eachprogram title 28 (Grants $ ) If this amount includes foreign grants, check here *• | f 29 (Grants $ ) If this amount includes foreign grants, check here *• | ) 30 (Grants $ ) If this amount includes foreign grants, check here *• \ \ 31 Other program services (attach schedule) (Grants $ ) If this amount includes foreign grants, check here *• [~| 32 Total program service expenses (add lines 28a through 31 a) *• Part IV List of Officers, Directors (a) Name and address Joni Miringpff 2755 Jefferson Ste 102 Carlsbad, CA 92008 Carla Noble 2755 Jefferson St. Ste 102 Carlsbad, CA 92008 James Comstock 2755 Jefferson St. Ste 102 Carlsbad, CA 92008 Trustees, and Key Em (b) Title and average hours per week devoted to position President 5.00 Secretary 1.00 .Treasurer 3.00 Expenses (Required for section50Kc)(3) and (4)organizations and section4W7(a)(1) trusts, optionalfor otners ) 28 a 29 a 30 a 31 a 32 ployees. List each one even if not compensated (See the instrs ) (c) Compensation (If not paid, enter -0-.) 0. 0. 0. (d) Contributions to employee benefit plans and deferred compensation 0. 0. 0. (e) Expense accountand other allowances 0. 0. 0. BAA TEEAOS12L 01/30/10 Form 990-EZ (2009) Form 990-EZ (2009) Artsplash 20-0489191 Page 3 I Part V' I Other Information (Note the statement requirements in the instrs for Part V.)See Statement 3 33 Did the organization engage in any activity not previously reported to the IRS7 If 'Yes,' attach a detailed description of each activity 34 Were any changes made to the organizing or governing documents' If 'Yes,' attach a conformed copy of the changes 35 If the organization had income from business activities, such as those reported on lines 2,6a, and 7a (among others), but not reported on Form 990-T,attach a statement explaining why the organization did not report the income on Form 990-T. a Did the organization have unrelated business gross income of $1,000 or more or was it subject to section 6033(e) notice,reporting, and proxy tax requirements7 b If 'Yes,' has it filed a tax return on Form 990-T for this year7 36 Did the organization undergo a liquidation, dissolution, termination, or significant disposition of net assets during theyear7 If 'Yes,' complete applicable parts of Schedule N 37a Enter amount of political expenditures, direct or indirect, as described in the instructions *•[ 37a| 0 . bDid the organization file Form 1120-POL for this year7 38a Did the organization borrow from, or make any loans to, any officer, director, trustee, or key employee or wereany such loans made in a prior year and still outstanding at the end of the period covered by this return7 b If 'Yes,' complete Schedule L, Part I amount involved and enter the total 39a 39 Section 501(c)(7) organizations. Enter a Initiation fees and capital contributions included on line 9 b Gross receipts, included on line 9, for public use of club facilities 40a Section 501(c)(3) organizations Enter amount of tax imposed on the organization during the year under section 4911 »• 0. , section 4912 * 0^, section 4955 »• 38 b 39 b N/A N/A N/A 0. b Section 501(c)(3) and 501(c)(4) organizations Did the organization engage in any section 4958 excess benefit transaction during the year or is it aware that it engaged in an excess benefit transaction with a disqualified person in aprior year, and that the transaction has not been reported on any of the organization's prior Forms 990 or 990-EZ7 If Yes,' complete Schedule L, Part I c Section 501(c)(3) and 501(c)(4) organizations Enter amount of tax imposed on organization managers or disqualified persons during the year under sections 4912, 4955, and 4958 *• 0 . d Section 501(c)(3) and 501(c)(4) organizations Enter amount of tax on line 40c reimbursed by the organization *• e All organizations At any time during the tax year, was the organization a party to a prohibited tax shelter transaction7 If 'Yes,' complete Form 8886-T None 0. 41 List the states with which a copy of this return is filed 33 34 35 a 35b 36 37b 38 a 40 b 40 e Yes No books are in care of »• .James _Cqms tqck Telephoneno. •• J^60._729._7444_ Located at + 2755_ Jeff er son _Streeti _Suite_ 102_ _Carlsbad_CA ZlP-M- _9200_8 b At any time during the calendar year, did the organization have an interest in or a signature or other authority over a financial account in a foreign country (such as a bank account, securities account, or other financial account)7 If 'Yes,' enter the name of the foreign country *• See the instructions for exceptions and filing requirements for Form TD F 90-22.1, Report of a Foreign Bank and Financial Accounts c At any time during the calendar year, did the organization maintain an office outside of the US7 If 'Yes,' enter the name of Ihe foreign country *• 42 b 42 c Yes No 43 Section 4947(a)(l) nonexempt charitable trusts filing Form 990-EZ in lieu of Form 1041 - Check here and enter the amount of tax-exempt interest received or accrued during the tax year *•I 48 44 Did the organization maintain any donor advised funds? If 'Yes,' Form 990 must be completed instead of Form 990-EZ 45 Is any related organization a controlled entity of the organization within the meaning of section 512(b)(13)7 If 'Yes,' Form 990 must be completed instead of Form 990-EZ QN/A N/A 44 45 Yes No BAA TEEA0812L 01/30/10 Form 990-EZ (2009) Form 990-EZ(2009) ArtSplash 20-0489191 Page 4 [Part VI J Section 501(cX3) organizations and section 4947(aXl) nonexempt charitable trusts only. All section 501(c)(3) organizations and section 4947(a)(1) nonexempt charitable trusts must answer questions 46-49b and complete the tables for lines 50 and 51. 46 Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidatesfor public office7 If 'Yes,' complete Schedule C, Part I 47 Did the organization engage in lobbying activities' If 'Yes,' complete Schedule C, Part II 48 Is the organization a school as described in section 170(b)(l)(A)(n)7 If 'Yes,' complete Schedule E 49a Did the organization make any transfers to an exempt non-charitable related organization' b If 'Yes,' was the related organization a section 527 organization7 50 Complete this table for the organization's five highest compensated employees (other than officers, directors, trustees and key employees) who each received more than $100,000 of compensation from the organization If there is none, enter 'None ' 46 47 48 49 a 49 b Yes No X X X X (a) Name and address of each employee paidmore man $100,000 None (b) Title and average hours per weekdevoted to position (c) Compensation (d) Contributions to employeebenefit plans anddeferred compensation (•) Expenseaccount and other allowances f Total number of other employees paid over $100,000 51 Complete this table for the organization's five highest compensated independent contractors who each received more than $100,000 of compensation from the organization. If there is none, enter 'None ' (a) Name and address of each independent contractor paid more than (100,000 None (b) Type of service (c) Compensation d Total number of other independent contractors each receiving over $100,000 Sign Here Paid Pre- parer's Use Only Under penalties of perjury, 1 declare that 1 have examined this return, including accompanying schedules and statementstrue, correct, and complete Declaration of preparer (older tnan officer) is based on all information of which preparer has A °-" Signalurtai'officer ^ T 1 "• C S> *-\ .T TO 0* . C.PO r Type or print name and title Preparer's ^stature Self -Prepared Firm's name (or I employed). ~ 1 ZIP + 4 1 May the IRS discuss this return with the preparer shown above7 See instructions , and to the best of my knowledge and belief, it is any knowledge "\ | It) I 0 Date Date 1 1 J. Check rf self- rr-n employed *• ||_|| 1 EIN *• Phone no * 3reparer's Identifying NumberSee instructions; 1 *• ~\ Yes [X] No BAA Form 990-EZ (2009) TEEA08I2L 01/30710 Schedule A (Form 990 or 990-EZ) 2009 Artsplash 20-0489191 Page 3 [Part III- | Support Schedule for Organizations Described in Section 509(aX2) (Complete only if you checked the box on line 9 of Part I) Section A. Public Support Calendar year (or fiscal yr beginning in)*- 1 Gifts grants, contributions and membership fees received (Donot include 'unusual grants ') 2 Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in a activity that is related to the organization's tax-exempt purpose 3 Gross receipts from activities that are not an unrelated trade or business under section 513 4 Tax revenues levied for the organization's benefit and either paid to or expended on its behalf 5 The value of services or facilities furnished by a governmental unit to the organization without charge 6 Total. Add lines 1 through 5 7 a Amounts included on lines 1, 2, 3 received from disqualified persons b Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of 1 % of the amount on line 13 for the year c Add lines 7a and 7b 8 Public support (Subtract line 7c from line 6 ) (a) 2005 36,002. 34,176. 70,178. 0. 0. 0. (b) 2006 25,729. 52,521. 78,250. 0. 0. 0. (c) 2007 37,912. 43,803. 81,715. 0. 0. 0. (d) 2008 36,350. 60,314. 96,664. 0. 0. 0. (e) 2009 44,364. 56,539. 100,903. 0. 0. 0. (0 Total 180,357. 247,353. 0. 0. 0. 427,710. 0. 0. 0. 427,710. Section B. Total Support Calendar year (or fiscal yr beginning in) *• 9 Amounts from line 6 10 a Gross income from interest, dividends, payments received on securities loans, rents, royalties and income form similar sources b Unrelated business taxable income (less section 51 1 taxes) from businesses acquired after June 30, 1975 c Add lines lOa and lOb 11 Net income from unrelated business activities not included inline lOb, whether or not the business is regularly carried on 12 Other income Do not include gain or loss from the sale ofcapital assets (Explain in Part IV ) 13 Total Support, (add Ins9, !fc. 11, and 12) (a) 2005 70,178. 0. (b) 2006 78,250. 0. (c)2007 81,715. 0. (d) 2008 96,664. 0. <e) 2009 100,903. 0. (0 Total 427,710. 0. 0. 0. 0. 0. 427,710. 14 First five years. If the Form 990organization, check this box andis for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) stop here Section C. Computation of Public Support Percentage 15 Public support percentage for 2009 (line 8, column (0 divided by line 13, 16 Public support percentage from 2008 Schedule A, Part III, line 15 column (0)15 16 100 . 0 % 0.0% Section D. Computation of Investment Income Percentage 17 18 Investment Investment income income percentage percentage for 2009 (line lOc, column (0 from 2008 Schedule A, Part 1 divided by Mine 17 line 13,column CO)17 18 0 0 .0% .0% 19a 33-1/3 support tests - 2009. If the organization did not check the box on line 14, and line 15 is more than 33-1/3%, and line 17 is not more than 33-1/3%, check this box and stop here. The organization qualifies as a publicly supported organization b 33-1/3 support tests — 2008. If the organization did not check a box on line 14 or 19a, and line 16 is more than 33-1/3%, and line 18 is not more than 33-1/3%, check this box and stop here. The organization qualifies as a publicly supported organization 20 Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions BAA TEEAOM3L 02/1 sno Schedule A (Form 990 or 990-EZ) 2009 Ifl Community Vision Thousands of community members have participated in the city-sponsored Envision Carlsbad program to create a community vision for Carlsbad's future. The core values and vision statements emerging from this process serve as a guide for city leaders as they carry out their service to all who live, work and play in the City of Carlsbad. CITY OF Small town feel, beach community character and connectedness Enhance Carlsbad's defining attributes — its small town feel and beach community character. Build on the city's culture of civic engagement, volunteerism and philanthropy. Open space and the natural environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad's unique open space and agricultural heritage. Access to recreation and active, healthy lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches and other recreation opportunities. The local economy, business diversity and tourism Strengthen the city's strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. Walking, biking, public transportation and connectivity Increase travel options through enhanced walking, bicycling and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Sustainability Build on the city's Sustainability initiatives to emerge as a leader in green development and Sustainability. Pursue public/ private partnerships, particularly on sustainable water, energy, recycling and foods. History, the arts and cultural resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting-edge venues to host world- class performances, and celebrate Carlsbad's cultural heritage in dedicated facilities and programs. High quality education and community services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood revitalization, community design and livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline and link density to public transportation. Revitalize the downtown Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. www.carlsbadca.gov/envision The Cost-Recovery Model includes an "Implementation Pilot Period" During this period, the following steps are to be implemented: 1 Educate all staff on new philosophy. 2 Brainstorm with stakeholders to determine option to meet cost-recovery goals. 3 Develop implementation strategies including alternative funding and fee adjustments. 4 Continue to foster "buy in" from staff, governing bodies and citizens. 5 Evaluate effectiveness of your new philosophy during the next budget cycle. 6 Make adjustments as necessary. It is clearly evident that these steps have not been followed regarding the Smerdu Garden, COMMUNITY GARDENS OF NORTH SAN DIEGO COUNTY City Carlsbad Escondido Escondido Escondido Fa II brook Oceanside - Ivey Ranch (city provides organic soil Oceanside - Pier View Poway Ramona San Marcos No. of Plots 52 36 41 80 40 36 amendments) 40 12 120 30 Annual Fee $60.00 $15.00 $10.00 $30.00 $75.00 $120.00 No fee $60.00 $40.00 $20.00 Note: This information was collected from the San Diego Master Gardeners web site. Statement to Carlsbad City Council June 21,2011 Carlsbad Community Gardens. I am Richard Eckfield and together with my wife Helen, who some of you recognize as the former owner of Carlsbad Ranch Market — next to Tip Top Meats - which is now owned and managed by her son Vincent - we live in South Carlsbad. Tonight I appear in strong support for the concept of community gardens and urge you to expand their availability to Carlsbad residents city wide!!! However, there is some serious problems with regard to the current community garden operation. You have before you the proposal for a fee increase for those 52 plots. No matter what price you decide to charge for the existing garden plots - it is almost inconsequential. The current $60 per year fee is peanuts, and even if you doubled it you would be moving from peanuts to cashews.. ..and it still would be a subsidy which we as Carlsbad tax payers have no problem with. The key problem is in the management of the current plots.- the fact is ...it isn't managed. I have given you a one page paper outlining the system used to run the 310 plot El Dorado community gardens in Long Beach. Yes, that city subsidizes those gardens by charging only $100 per year. And because they are subsidized, they limit them to Long Beach residents only. However, they also have a volunteer group who inspect each garden every two weeks, and people who do not weed or violate the garden's rules are given a "take back letter" something that never happens here in Carlsbad. (Review Long Beach handout) As to affordability and a source of nutritious foods, I have given you a recent article written by Helen which cites that there are now over 800 community gardens in Detroit which represents a significant source of nutritious veggies for the people in that city. As to affordability I checked with Diana Bergman who runs the county's 136 plot Tijuana River community gardens - located in what has to be the most financially distressed section of our county.... They also subsidize those gardens by charging only $100 each per year. Lastly I have given you pictures of some of our garden plots here in Carlsbad which have gone basically un-weeded all year. In Long Beach those plots would have been "taken back" and assigned to the people on Long Beach's waiting list. My wife first went on Carlsbad's waiting list in 1997 - then we moved to Mammoth Lakes for several years. When we came back she went on the list again. The park staff says that was in 2009 - it seems much longer. . . .and we are still waiting I have also given you the math showing you what the annual fee would be if our plot holders paid only for the water used. The exclusive use of this city land would still be free to them. I ask you to pick whatever number you want to charge - and city staff calculations suggest that anything under $2£fT per year would be a subsidy - and we think that is fine. We also urge you to limit the plot holders to one plot (several now, including non-Carlsbad residents have more than one) We urge you to "take back" immediately the plots that have basically gone neglected all year, and assign them to those on the waiting list. And limit both these and future plots to Carlsbad residents — particularly if they are going to be subsidized. And finally we urge you to work out a management system like they have in Long Beach, and urge you to dramatically expand the number of plots available here in Carlsbad. The Long Beach Model - their El Dorado Community Gardens - since 1974 310 plots 15 at 800 sq.ft. 295 at 600 sq. ft (same size as Carlsbad) Plot users pay $100 per year (recognized as being subsidized on city land) Thus open to Long Beach Residents only. Water is paid out of the $100 fee. A tree service dumps woodchips free. A horse farm brings horse poop free (charging a delivery charge - paid from fee) Limited number of wheelbarrows supplied for common use. Strict water system use guidelines to limit runoff and promote wise water use. Complete set of rules and regs regarding; what you can bring into garden - weeding, etc. enforced. Rules and Regs on line at LBCG.org Whole thing is run by volunteer group who police the gardens twice each month. If you are in violation of any rule - or have weeding issues you get a correction notice. Anyone receiving three correction notices in any 12 month period is asked to leave, via at "take back letter". After your first correction notice — if on the next walk through done two weeks later, no effort to remedy is what was needed is found to have been done, you get an immediate "take back" letter - as it is assumed the plot has been abandoned. For more information contact Joan Criswell who heads the volunteer effort at he Long Beach Community Gardens. 562 598-4076 Bottom line: Communtv Gardens can be a huge life style asset for Carlsbad residents - we need more of them, and they need to be run correctly for the benefit of all Carlsbad residents, not just as a private club on city land. » voice of san See our Blog at http://www.voiceofsandiego.org/peoplespost/sawyseniors/ Producing and Eating Produce from Local Sources, Not Just a Fad Anymore A Visit at Suzie's Farm Suzie's Farm co-owner Lucila De Alejandro explains the variety of ways to prepare a Floridor summer squash, one of dozens of varieties grown at Suzie's, to visiting CSA members. Posted: Monday, May 30,201110:00 am | Updated: 7:06 pm, Man May 30,2011. Producing and Eating Produce from Local Sources, Not Just a Fad Anymore Helen Nielsen-Eckfieldvoiceofsandiego.org Eating locally grown, organic foods has become quite the fashion in San Diego County. But to those following global economic issues and contemporary events in urban living, the producing and eating of locally grown foods has a dramatically serious side well worthy of your consideration. Food availability is fast becoming the new driver of world politics, contends Lester Brown in the lead article 'The New Geopolitics of Food" in the May-June issue of Foreign Policy Magazine. Brown, who founded the World Watch Institute in Washington D.C. in 1974, is not just another talking head. He is highly respected by world and business leaders, and leading academics. When Lester Brown speaks, those attempting to make or influence world policies listen. Beyond the often cited statistics of how those of us in the USA consume more of just about everything per capita than anyone else on the planet (i.e., we are less than 5 percent of the world's population but consume over 25 percent of the world's energy resources), those food consumption comparisons show us that in a world where the majority consume the equivalent of one pound of grain per day, our USA consumption is just under four and a half pounds of grain per day. Of course, we don't consume those four and a half pounds of grain as grain. Rather we consume them the form of meat, milk and eggs, as well as the vegetable and grain products which make up our diet. Brown's article sets out some contemporary challenges that make growing and consuming what is locally grown as being far more important than just "being a nice thing to do." Brown points out how everything from global warming, which decreases crop yields, to the increasing global competition for food, as the expanding world population moves up the food chain in their consumption preferences, is turning the availability of the land and the water needed to grow food into becoming major drivers of world politics. Add in some unpredictable weather events, such as those in our country, like the floods in our Midwest and along the Mississippi river basin, and the drought in Texas and Colorado, and you have a global phenomenon where there simply will not be adequate affordable food supplies for the growing worldwide population. Capturing the maximum crop yield through the use and conservation of local fertile soils, and adding to the stabilization of our climate by limiting transportation costs and pollution, which the use of locally grown produce does, all contributes to the mix of required actions needed to address the 21st-century food wars which Brown can see developing. So what can we, as San Diego consumers, do? Growing as much of your own food as possible, either individually or collectively with your neighbors, could be one answer. The May 7,2011 presentation of Garrison Keillor's Prairie Home Companion on local public radio gave some indication of the variety of ways that is possible, showing us how Detroit, of all places, was becoming a center for urban gardening and urban agriculture. By taking advantage of the population loss from this former manufacturing mecca, Detroit now has over 800 community gardens where they have replaced abandoned and demolished home sites with community gardens which not only make productive use of what otherwise would be scruffy vacant lots, but they also provide a source of healthy produce to a struggling urban population which otherwise would have difficulty obtaining the veggie balance needed in a healthy diet. As Garrison put it, much of Detroit now looks like a rural fannscape, with sweet corn and beets where there used to be city streets. For those of us in San Diego County, another strong possibility is to participate in a CSA. The terms stands for "Community Supported Agriculture," and in its simplest form, it is a Unking of customers for locally grown products with a specific farmer who will grow them for you. The customer subscribes for a weekly or biweekly basket of fruits and veggies. The subscription is usually for an extended period of months, thus the farmer has a firm commitment regarding how many customers they need to supply over an extended period of time. With that secured-in- advance customer base, the farmer can plan and plant accordingly. For the customer, it guarantees them a basket of produce which is locally grown and incredibly fresh. The customer's weekly pick up spots vary from farmer's markets, to business or residential drop-off/pick-up sites. The contents of the basket are always a surprise, providing the best of whatever is in season at that time. For the healthy-eating minded, this provides a myriad of opportunities to experiment with easy, healthy recipes which you might otherwise not have tried. Suzie's Farm is one such CSA, which supplies an over 600 member customer base, plus supplies fresh produce to a host of local restaurants. Named for the Norwegian Elk Hound of Robin Taylor and Lucila De Alejandro, these farm owners of what is now 70 acres of prime river bottom land in south San Diego County, and their Suzie's Farm team do everything imaginable to not only produce a delightful variety of organic produce, but try to involve their CSA clients in the "farming experience" as well. We participated in a half-day tour a few months ago where we not only saw where our weekly baskets of fruits and veggies came from, but gained a good understanding of the farming methods used to achieve the "organic" certification. Robin and Lucila, however, have taken the fun of getting your hands into the dirt to much higher levels with singles-only weed pulling parties where people who want to "get down to earth" can meet persons similarly inclined, in order to establish roots and advance their prospects for healthy eating in the process. They have even facilitated meditation sessions in the fields, providing a space for the contemplative to become more in harmony and balance with the earth's elements. In the process, they are building farm loyalty within their CSA customer base — a reliable base of advance sales, which their local, homegrown operation needs in order to thrive. As San Diegans think about the growing global competition for food, their individual costs for food, plus their need to pursue a diet rich hi nutrition and variety, they might think favorably about the CSA option. In addition to Suzie's Farm, there are other CSAs in the county. A listing can be found in "Edible San Diego" magazine. No matter what you do, try to do something that helps you achieve the secure supply of the food you will need in order to remain healthy and enjoy the great Me which is possible here in San Diego County. Helen Nielsen-Eckfield lives in Carlsbad. comments: vkoganposted at 4:04 pm on Mon, May 30, 2011. Pbsts: i Some one needs to explain the environmental benefits of trying to grow food in semi-arid San Diego to me. I find it hard to believe that these environmental benefits are greater than the huge environmental cost of pumping water for ag use here (and generating the massive amounts of electricity needed to pump it). myearth posted at 9:19 am on Tue, May 31, 2011. ists: *6 Most imported water is wasted keeping lawns green year round, washing cars, etc. I'd much rather see it used to produce food. (Yes, I know that people are going to keep wasting it, so growing food is usually an additive use. My neighbors still water then" grass every day of the year.) Most of our vegetables come from the central valley and water is imported there, but not as far. Also, in most years, local farms can grow things during the winter/spring season when little irrigation is required. I grow vegetables and though I am in Escondido, they don't require much water, far less than grass. I am sure of this because I always qualify as a frugal user of water and get a discount. I choose summer plants that like hot dry weather, such as peppers. I also am a CSA member because the food is fresh and organic and I can see how it is produced. mgiand posted at 4:54 pm on Tue, May 31, 2011. When my clients tell me they want to start growing a vegetable garden I always tell them they will have to let me know what a 20 dollar head of lettuce tastes like. Getting set up is one expense but growing and harvesting ones own food requires time and timing. Organic growers put in a great deal of both kath posted at 10:07 am on Wed, Jim i, 2011. (Posts: 2 Awvvw, vkogan, lots of food grows here in our Mediterannean climate—olives are just one example (I've gathered some, probably illegally, from trees in Morley Field back in the yo's and they tasted good after their cure), and citrus, tomatoes and greens are three others. I've grown a prolific lemon tree from a seed, and a one-time wonder avocado. What's more is that we have TONS of microclimates, and you might even have some on your property, e.g., Southern exposure you can have artichoke, but just yards away on the North, side, greens. You'll do best by frequenting farmer's markets to see what grows nearby and seasonally, or joining a group with like-minded folks, or chat w/neighbors, or toss seed bombs (lol "...not meant to be a factual statement"). What I don't yet grasp is why we are flooding water into the desert to grow rice! (Oh, wait, I forgot. Big agra-biz subsidies. Nevermind. Global GMO corps rule.) I'm a proud and happy member of Suzie's Farm and keep trying to have a small kitchen garden. Whatever grows is my motto! (I'm the only person I've ever met who can't keep mint alive...) And mgiand, I agree. If one's soil isn't fertile, the crops will struggle. Composting seems to be the ideal solution, but that takes time, something not all of us think we have much of to spare. Some "weed" crops are totally edible—dandelion is one of my favorites—that we would normally toss out or turn into the compost. What I'd like to see is a move towards a combo of permaculture and work/live/play communities. That I've dreamt of such a thing for all my life indicates it will be beyond my death for it to manifest, or else I'm really lame at manifesting! And, I must add that I think "two chickens in every yard" is a much better motto than "A chicken in every pot." Savvy Seniors I very much appreciate the comments to rny column/blog hosted by Voice of San Diego which came out over the Memorial Day weekend. Actually this turn out to be an even a bigger issue than I thought it was, as over the same weekend Oxfam International, the highly regarded confederation of organizations working in 98 countries came out with a projection that the average cost of key crops could increase between 120% to 180% in the next 20 years. They cite how World food prices have already more than doubled since 1990 and predict this trend will accelerate over the next 20 years. Part of the reason for this is that global warming reduces crop yields. But the biggest reason is that there are more people on the planet and they all aspire to eat "better" than before. The new UN global population projection now stands at 9.3 billion people on this planet by 2050. That is up from the 6.99 billion who, as of June 2,2011, live here now. By the way, we in the USA are only 4.5% of that total, at 311 l/2 million. Yet all studies show that living at the levels of consumption which we live at in the United States, the world's global sustainable production of food and other key resources can only sustain just hi excess of one billion people! Wow, if many of them try to consume like us, what will the other 8 billion people do? Thus doing some of the local growing and eating things which are suggested hi my VOSD column take on even greater importance. Part of Oxfam's projected remedies includes (guess what) giving importance to a focus on a host of small scale food production efforts and education programs to help equip people to grow the food they need. Sound familiar? Who knew that we would be at the cutting edge of not only fun and useful things to do in this County, but would be addressing a key global issue as well? Now I wonder where we can create, showcase, and educate people regarding those experimental farming and gardening efforts which seek to research, develop and advance sustainable food and agriculture systems which are environmentally sound, economically viable, socially responsive, nonexploitative and which serve as a foundation for future generations. Perhaps with the recent scrapping of the idea of adding hotels etc. to our fairgrounds, that state owned site could now become the locus for this focus on our sustainable food production needs. "Agriculture" after all is the "middle name" of the 22nd District Agricultural Association. Food for thought? Helen Nielsen-Eckfield Savvy Senior, Frugal and Active. mgiand posted at 2:23 pm on Fri, Jun 3, 2011. Savvy Seniors. Add to that the world shortage of fertilizers driven by the China and India markets and the fact they have started trading as a commodity. Trade as an ETF symbol SOIL http://finance.yahoo.com/news/Global-X-Funds-Launches-First-prnews- 534988176.html?x=0&.v=l myearth posted at 9:43 pm on Fri, Jun 3, 2011. ww 'osts: Hi We compost everything and have gotten some really rich soil from it. It's not that difficult. Also, even if you don't turn it, it will still break down and provide good dirt. And think in terms of the plants that work in climates similar to ours and you'll do fine. Other than composted soil and some bags of soil to start, we never fertilize and don't water much. 'w? Pictures of Garden Plots which have gone basically unattended all year in the existing Carlsbad Community Garden - which should be immediately reassigned to Carlsbad residents on the waiting list who are serious gardeners. AND calculation of a fee based on just the cost of water used (which would increase if those now growing weeds were switched out with residents serious about growing food.) M / , r.'^. -.yxsprgH/£fe^?fe <q«Hd Si ** ^". i«: i ^*-'5^*".**'*-*--•> -\ si .g.v>. •. '* -\ i \>%» i'^.,*' -.V-v tf •A ^*^l •m ffi :^»-.- • '-Tyot mm J!rHSi /B» fVV,,r *.'««! § I 1*^ City staff says water cost runs $5-6 thousand per year. $6,000 + 52 = $115.38 per plot ^S4 Community Vision Thousands of community members have participated in the city-sponsored Envision Carlsbad program to create a community vision for Carlsbad's future. The core values and vision statements emerging from this process serve as a guide for city leaders as they carry out their service to all who live, work and play in the City of Carlsbad. • Community Gardens contribute to our...CITY OF v-AKLobAUSmall town feel, beach community character and connectedness Enhance Carlsbad's defining attributes — its small town feel and beach community character. Build on the city's culture of civic engagement, volunteerism and philanthropy. Open space and the natural environment Prioritize protection and enhancement of open space and the natural environment. Support and protect Carlsbad's unique open space and agricultural heritage. Access to recreation and active, healthy lifestyles Promote active lifestyles and community health by furthering access to trails, parks, beaches and other recreation opportunities. The local economy, business diversity and tourism Strengthen the city's strong and diverse economy and its position as an employment hub in north San Diego County. Promote business diversity, increased specialty retail and dining opportunities, and Carlsbad's tourism. Walking, biking, public transportation and connectivity Increase travel options through enhanced walking, bicycling and public transportation systems. Enhance mobility through increased connectivity and intelligent transportation management. Sustainability Build on the city's sustainability initiatives to emerge as a leader in green development and sustainability. Pursue public/ private partnerships, particularly on sustainable water, energy, recycling and foods. History, the arts and cultural resources Emphasize the arts by promoting a multitude of events and productions year-round, cutting-edge venues to host world- class performances, and celebrate Carlsbad's cultural heritage in dedicated facilities and programs. High quality education and community services Support quality, comprehensive education and life-long learning opportunities, provide housing and community services for a changing population, and maintain a high standard for citywide public safety. Neighborhood revitalization, community design and livability Revitalize neighborhoods and enhance citywide community design and livability. Promote a greater mix of uses citywide, more activities along the coastline and link density to public transportation. Revitalize the downtown Village as a community focal point and a unique and memorable center for visitors, and rejuvenate the historic Barrio neighborhood. www.carlsbadca.gov/envision M CITY OF CARLSBAD Memorandum for t> All Receive For the Information of the: CITY COUNCIL ACM ^DCMK_ CAj^CCj; City Manager U/^— May 31, 2011 To: From: Via: Re: / Lisa Hildabrand, City Manager Marshall Plantz, Senior Civil Engineer Skip Hammann, Transportation Director ^?J^f Carlsbad Village Drive Guard Rail Replacement project. As part of the ongoing development of the FY 2011-12 update to the Capital Improvement Program (CIP) staff has identified another new Transportation project for inclusion in the CIP. The project is being titled the "Carlsbad Village Drive Guard Rail Replacement" project and it is located along Carlsbad Village Drive between Pontiac Drive and Victoria Avenue as shown below. CAKLSBAO VILLAGE DRIVf GUARD RAIL KEPUVCEMEN1 Jate: ^fet ft { Distribution:' City Clerk Asst. City Clerk Deputy Clerk Book The existing guardrail which is 1,225 feet long is not in satisfactory condition and should be replaced. The guardrail provides a safety barrier along the northeast side of the roadway adjacent to a relatively steep down slope. The budget request for this new project is $80,000 in Gas Tax funds in FY 2011/12. c: Charles McBride, Finance Director Nick Roque, Superintendent, Street and Signal Maintenance Transportation Department 1635 Faraday Ave. I Carlsbad, CA 92008 760-602-2730 1 760-602-8562 fax I www.carlsbadca.gov June 13, 2011 Ms. Lorraine Wood City Clerk City of Carlsbad 1200 Carlsbad Village Drive Carlsbad, California 92008 Dear Ms. Wood: Thank you for allowing us to present our case for support at the May 24 council meeting. We showed the enclosed DVD during our presentation, and I think it truly tells the story of the impact the Boys & Girls Club has had over its nearly 60 year history in the community. Our members have become firefighters, law enforcement officers, teachers, doctors, lawyers, and business leaders. Many have chosen to remain in Carlsbad, and some have children of their own attending the Boys & Girls Club today. When our Bressi Clubhouse opens, we will serve 2000+ children annually! Your donation of $500,000 will make it possible to throw the doors of our new Clubhouse wide open and serve an even larger segment of the community. The funds that are needed are significant, but they are needed now more than ever. And you know as well as I that the cost of not investing in our youth is much, much higher. As a long-time local resident and Club member as a youth, I believe the new Bressi Ranch Clubhouse will be a tremendous addition to the community. The Club has been self-sufficent for nearly 60 years, and raised over $35 million to fund and operate its facilities. We are asking for a little extra help during these challenging economic times, and I hope you will give us every consideration. And please remember, the location and City's enhanced requirements translated into an additional $1.1 million in construction costs. You know, a herd of wild horses couldn't keep me from the June 21st meeting... but a week in Hawaii with all my children and grandchildren is something that would! I'm sorry I won't be there in person on June 21, but I will be looking forward to hearing your decision. In the meantime, if you have any questions, feel free to contact me at (760) 420-4950. Sincerely, Co-Chair BOYS & GIRLS CLUBS OF CARLSBAD Executive Board Scott Chelberg, President David Kulchin, Past President Patrick Casmelli Marylou Flanders Jerry Johnson Bill Larson Richard Macgurn Luke Matteson Jim Morrison Matt Simons James Strayer George Young Board of Directors Kenneth Ames Jerry Carter Beverly Chalfant Dane Chapin Lynn Crockett Tony Dausilio Randy Ferren Ryan Grant Scott Grugel John Harelson Matt Harelson Ken Hume Ash Ibrahim Jessica Jones Jason Labrum Kay Matherly Alyssa Mercier Eleanor Murrell Chad Nelson Guy Oliver Andy Osborne Jeff Perry Jean Salvia Chuck Smith Steve Tee Mike Vetrano Viola Wheelihan Honorary Board Greg Nelson Bailey Noble Corporate Partners Axiom Test Equipment, Inc Morrison Insurance Services, Inc Payment Processing, Inc Retirement Solutions, Inc Wheelihan Construction Viking Commercial Construction Chief Executive Officer Brad Holland Boys & Girls Clubs of Carlsbad's mission is to provide activities and experiences that enrich the lives of young people, inspiring and enabling them to reach their full potential. P.O. Box 913, Carlsbad, CA 92018 • www.bgccarlsbad.org (760) 729-0207 Phone (760) 729-2279 Fax technologies" John A. Cottingham Chief Legal Officer and Secretary 5791 Van Allen Way Carlsbad. CA 92008 USA john.cottingham(aHifetech.com T 760.476.6987 lifetechnologies.com June 13,2011 City of Carlsbad 1200 Carlsbad Village Drive Carlsbad, CA 92008 Dear Mayor Hall and City Council Members: This letter is to express our full support for the Boys and Girls Club of Carlsbad as it seeks funding from the city to help finish the Bressi Ranch Clubhouse. The Boys & Girls Club is a great resource for our community and its kids. Life Technologies has been closely involved with the Club in recent years, taking advantage of the scientific and business leaders we have in our company to help the kids learn important life lessons. As you may be aware, we have also contributed $250,000 to the construction of the Clubhouse and specifically to the learning center that will be housed in it. We are excited to learn that a portion of the Clubhouse will be open and begin serving kids this summer. We strongly encourage the City to support this important project so the entire Clubhouse can open and operate soon. Thank you for your consideration. Sincerely yours, John A. Cottingham Chief Legal Officer and Secretary PARTNERS FOR A POSITIVE PLACE RANCHO CARLSBAD SENIORS FOR BOYS & GIRLS CLUBS June 13, 2011 Dear Mayor Hall and Esteemed Councilmembers: It is our pleasure to write this letter on behalf of Boys & Girls Clubs of Carlsbad. We were present during Greg Nelson's presentation, and we want to reiterate our strong support for the Bressi Ranch Clubhouse project. More than thirty percent of our residents contributed to a fundraising campaign we organized on behalf of the Club's capital campaign. The end result? Over $250,000 was raised and we garnered the naming rights to the Teen Center. In addition, we have committed to raising additional funds annually for operational support of the Rancho Carlsbad Teen Center. We believe this project is an important one for our community, and strongly urge you to invest in our children. They are our future. Thank you in advance for your consideration. Sincerely, Steering Committee Members Rancho Carlsbad Seniors for Boys & Girls Clubs William CulbrethElizabeth and George Buurieister r X&c ^~~rT ***^ Vrv*^^^1 t--V'Tony uausilio ana Joyce waymacf ^•i2-*, Russ Kohl Ron Miller RESORTS III, LLC 6/8/11 Pat Maldi, Directors of Marketing & Special Events Boys & Girls Clubs of Carlsbad 3115 Roosevelt Street Carlsbad, Ca 92008 Dear Pat, Congratulations upon the completion of the exterior and Phase I of the interior of the Bressi Ranch Clubhouse. This project is a wonderful addition to the Carlsbad community. We continue to be enthusiastically supportive of the project and look forward to its completion. All the best o oTHELEICHTAG FAMILY FOUNDATION 5800 Armada D Sustaining a legOCV of vis ion a ry p h i I ant h ropy ida Drive, Suite 100 Zarlsbad, CA 92008 (760) 929-1090 tel (760) 448-2269 fax www.leichtag.org Founders Max Leichtag 11919-20071 Andre H. Leichtag |1913-20091 Joli Ann Leichtag (1947-2007) June 7, 2011 Brad Holland Boys & Girls Club of Carlsbad 3115 Roosevelt Street Carlsbad, CA 92008 Dear Brad: The Leichtag Family Foundation is pleased to have supported the Boys & Girls Club of Carlsbad. The Boys and Girls Club is a wonderful community resource for San Diego's North County, providing children with a safe place to learn and grow. Without the Club, many children would be home alone and at-risk of dangerous or unhealthy activities. We wish the Boys & Girls Club great success as it moves into its new Bressi Ranch Clubhouse location. Thank you for your efforts in strengthening the community. Sincerely, Sharyn Goodson Senior Program Officer Bernard A Reifer, Eiq. Choi i man eldon S Scharlin, CPA Rabb Lenore Bohm Robert F. Brunst. M D. June 10,2011 Dear Mayor Matt Hall and City Council Members Mark Packard, Ann Kulchin, Farrah Douglas and Keith Blackburn; As many of you already know Jazzercise, Inc. is involved in the fund raising efforts for the Boys and Girls Club of Carlsbad. Last year generous donations helped pave the way for great progress in moving the project forward. The exterior and the first phase of the projects interior are complete and will be open to the public this summer! This year we are continuing our fund raising efforts to assure that the project continues to thrive so more Carlsbad families can take advantage of this great resource to our community. I am asking your help in this endeavor by supporting the Boys and Girls Club through a financial contribution and join us in reaching our fund raising goal. Thank you for your time and consideration. Shanna Nelson President Jazzercise, Inc. Jazzercise, Inc. • 2460 Impala Dr. • Carlsbad, CA 92010 760,476.1750 • FAX 760.602.7180 jazzercise.com c p s imyour vision on paper June 10, 2011 Boys & Girls Clubs of Carlsbad 3115 Roosevelt Street Carlsbad, CA 92008 Dear Pat, We have been supporters of the Boys & Girls Clubs in Carlsbad since 1998. You have a wonderful organization that helps so many families in the Carlsbad community. In addition, it shows the great leadership of the Carlsbad City Council to promote such an amazing program. We have operated our business in Carlsbad since 1989 and paid taxes to sustain the upscale environment that we all enjoy. We urge the City Council to treat the Boys and Girls Club at Bressi Ranch as a priority for the financial support needed to complete the project. Thanking You. Warm Regards, Philip Lurie. President. 2304 Faraday Avenue | Carlsbad, CA 92008 | 1(760)438-9411 | F (760) 438-1349 | www.cpsprinting.com CityofCarlsbadCity of CarlsbadFY201112FY 201112 BudgetAdoptionBudget Adoption Budget CalendarBudget CalendarBudget CalendarBudget CalendarCouncil MeetingsCouncil MeetingsCouncil MeetingsCouncil MeetingsMayMay 1010 –– CapitalCapital BudgetBudget WorkshopWorkshopJuneJune77OperatingOperatingBudgetBudgetWorkshopWorkshopJuneJune77––OperatingOperatingBudgetBudgetWorkshopWorkshopJune 21June 21–– Operating and Capital BudgetOperating and Capital BudgetPublic Hearing and AdoptionPublic Hearing and AdoptionOther Public MeetingsOther Public MeetingsOther Public MeetingsOther Public MeetingsJune 9 June 9 –– Citizen’s Budget WorkshopCitizen’s Budget Workshop2 FY 201112Citizen’s Budget Workshop3 Citizen’s Budget WorkshopCitizen s Budget WorkshopA i t l 25 Citi tt d dApproximately 25 Citizens attended• Community Gardens Proposed Fee Increaseyp•Golf Course • Water Rates• Desalination Plant•Prop C Funds and Open Spaceppp4 AAAAGGGGEEBudget Overview -Operating and CapitalEENNOperating and CapitalFee RecommendationsDDProgram Optionsbli iAAPublic HearingBudget AdoptionBudget Adoption FY 201112 ProposedOperatingBudgetProposed Operating Budget OverviewOverviewJudi Vincent, Finance Manager6 City of Carlsbad Combined Budget FY201112FY 201112Capital25%25%$259 8 million$259.8 millionOperating Budget – 75%Capital – 25%7 Operating Revenues by Fund Type FY201112FY 201112$197.2 million8 General Fund Revenues FY201112FY 201112Property*All Others16%Franchise*4%42%Business License3%3%$113.6 millionSales*24%Hotel Tax*11%* Four sources make up 80%$924% Operating BudgetFY 201112Total Budget = $195.1 million10 FY 201112 Operating Budget ChangessinceBudgetWorkshopChanges since Budget Workshop•ResultsofFirelaborunionnegotiationshavebeen•Results of Fire labor union negotiations have been reflected.**$118 000GeneralFundbudgetincrease**$118,000 –General Fund budget increase•UtilityDepartmentbudgetswereadjustedtoreflect•Utility Department budgets were adjusted to reflect Carlsbad’s share of the final Adopted Budget of the EncinaWastewaterAuthority.Wastewater Authority.**$37,000 – Utility Department budget increase General FundFY 201112Total Budget = $113.1 million12 General Fund Budget ComparisongpTotal $109.4In Millions General Fund Budget Recap Ge e aududgetecapFY 201112Revenues $ 113.6 million$Budget Requests $ 113.1 millionProjected Surplus $ 0.5 million14 GeneralFundBalanceGeneral Fund BalanceEstimated Balance at 7/01/11 $ 53.2 millionPlus: FY 2011‐12 Surplus 0.5 millionLess:FY201112Advances01millionLess: FY 2011‐12 Advances‐0.1 millionEstimatedBalanceat$53 6millionEstimated Balance at $ 53.6 million6/30/12 15 FY 201011 Operating BudgetPdChProposed Changes•Transfer $1,000,000 from General Fund to Worker’s Compensation Fund for Cash Reserves•Increase Recycled Water Division budget $462,171 for actual cost of recycled water•Increase Redevelopment Debt Service Fund by $2,500 for SD County administrative fees ProposedFY 2011‐12 to FY 2025‐26CapitalImprovementProgramCapital Improvement ProgramHelga Stover, Senior Accountant 18NewCIPProjects18 New CIP Projects•Drainage –(1)–Raise buried storm drain cleanouts.•Sewer‐(11) –Replace pumps at Batiquitos lift station.–BuenaInterceptorsewerrehabilitationattheEncinasite–Buena Interceptor sewer rehabilitation at the Encina site.–Odor and corrosion prevention assessment.–North Agua Hedionda sewer, inverted siphon, rehabilitation.Occidentalsewerimprovements–Occidental sewer improvements.–Replace flow meters at eight lift stations.–Summerwind Place sewer relocation.Simsburysewerextension–Simsbury sewer extension.–Vancouver sewer extension.–Gateshead sewer lift station removal.Tkltitil d–Tamarack sewer relocation at railroad. 18NewCIPProjects18 New CIP Projects•Drainage –(1)–Raise buried storm drain cleanouts.•Sewer‐(11) –Replace pumps at Batiquitos lift station.–BuenaInterceptorsewerrehabilitationattheEncinasite–Buena Interceptor sewer rehabilitation at the Encina site.–Odor and corrosion prevention assessment.–North Agua Hedionda sewer, inverted siphon, rehabilitation.Occidentalsewerimprovements–Occidental sewer improvements.–Replace flow meters at eight lift stations.–Summerwind Place sewer relocation.Simsburysewerextension–Simsbury sewer extension.–Vancouver sewer extension.–Gateshead sewer lift station removal.Tkltitil d–Tamarack sewer relocation at railroad. 18NewCIPProjects…..continued18 New CIP Projects…..continued•Water ‐(1) –MaerkleReservoirfloatingcoverreplacementMaerkleReservoir floating cover replacement.•Recycled Water ‐(1)–RecycledwaterconnectiontoLaCostagolfcourseatAlgaRoadRecycled water connection to La Costa golf course at Alga Road.•Transportation ‐(4)–TrafficSignalatElFuerteStreetandLokerAvenue–Traffic Signal at El Fuerte Street and LokerAvenue.–Traffic Signal Program.–El Camino Real and College Blvd. improvements.–Guardrail along Carlsbad Village Drive. FY 201112 CIP Budget Changes since Budget Workshop O 2011 1262998$Original FY 2011-12 request FundingCarlsbad Village Drive Guardrail80,000$GCC65,279,978$ Carlsbad Village Drive Guardrail80,000$ GCCEncina Capital Improvements (602,525)$ Sewer ReplCWRF Capital Improvements(50 500)$Water ReplCWRF Capital Improvements(50,500)$ Water ReplFinal FY 2011-12 request 64,706,953$ Capital Improvement ProgramFY 201112 •New appropriations requested ‐$64.7 million•Continuingappropriations$179 1million•Continuing appropriations ‐$179.1 millionTtlFY201112CitlP$243 8illiTotal FY 2011‐12 Capital Program ‐$243.8 million Proposed Utility Rate ChangesHlSSiAHelga Stover, Senior Accountant23 ProposedUtilityRateIncreasesPdSRtI65%Proposed Utility Rate Increases•Proposed Sewer Rate Increase 6.5%•Proposed Water Rate Increase 12.5%•Proposed Solid Waste Rate Increase –no increase proposed at this timeThe above recommended increases are ilddithti t dfthincluded in the estimated revenues of theproposed budget24 Single Family using 12 units of water per monthMonthly Utility Bill01/01/201101/01/2012Sewer23 03$24 53$yySewer23.03$ 24.53$ Water50.40$ 56.70$ Solid Waste18 87$18 87$Solid Waste18.87$ 18.87$ Total92.30$ 100.10$ Increase $ 7.80$ Increase % 8.5% Recommended Utility Rate yIncreases••Public notices mailed in OctoberPublic notices mailed in October••Majority Protest Public hearing held at least Majority Protest Public hearing held at least 45 days following public noticing 45 days following public noticing ygpgygpg••Rates effective January 1, 2012Rates effective January 1, 201226 dProposed FChFee ChangesChuckMcBrideFinanceDirectorChuck McBride, Finance Director27 Fee Escalators•General City Fees•Development Related Service Feesp–Updated by 1 year change in West Urban Consumer Price Index (CPI): 1.1%()•Development Impact Fees–Updatedby1yearchangeinEngineeringNews–Updated by 1 year change in Engineering News Record Index (ENR): Average 2.8%28 Parks & Recreation dLibFand Library Fees CurrentProposed Parks and Recreation:Community Garden – Resident (annual) $ 60 $250CitGdNR(l)$60$350Community Garden –Non‐Res. (annual)$ 60$350OptionOptionCommunity Garden – Resident (annual) $ 60 $ 90CommunityGarden–Non‐Res.(annual)$60$180Community Garden NonRes. (annual)$ 60$180 Police & Fire FeesFire: Current Proposed Paint Spray Booth Plan Review $80 $145Police:RecordsFingerprintingFee$23$25Records ‐Fingerprinting Fee$23$25ParkingViolationFeesParking Violation Fees Community & Economic Development lldDevelopment Related Fees•Building Permit FeesGildiSddlCh k•Green Building Standards Plan Check Fees•Retaining Wall Plan Check FeesNewFees:SCCRDAPermittingNew Fees: SCCRDA Permitting Fee Changes Effective Datesgff••General City Fees General City Fees ‐‐August 1, 2011August 1, 2011••DevelopmentServiceFeesDevelopmentServiceFeesSept12011Sept12011••Development Service Fees Development Service Fees ––Sept. 1, 2011Sept. 1, 2011••Development Impact Fees Development Impact Fees ––Sept. 1, 2011 Sept. 1, 2011 32 Program OptionsgpChuck McBride, Finance Director33 FY 201112PROGRAM OPTIONS1ArtSplashFundingRequest1.ArtSplash Funding Request 2.Boys and Girls Club Funding Request3Cl Sdil3.CalPERS Funding Levels4.LLD #1 Funding Options5.Treasury Personnel Increase6UtilitiesRegionalGeneralPermit6.Utilities Regional General Permit Program Option #1ARTSPLASH FUNDING REQUEST•ArtSplashannualeventheldinCarlsbadinArtSplash annual event held in Carlsbad in September •FundingRequest:•Funding Request:–$28,600 cash assistance$5 040iki di–$5,040 in‐kind assistance Program Option #1ARTSPLASH FUNDING REQUESTOPTIONS:OPTIONS:•Provide no fundingddbii•Fund as requested, but require city repayment if excess funds available•Fund only a percentage of total costs•Provide ongoing support by adding ongoing ggppygggGeneral Fund budget appropriation Program Option #2BOYS AND GIRLS CLUB REQUEST•$500 000requesttoassistwithbudget$500,000 request to assist with budget shortfalls in the construction of the Bressi RanchClubhousefortheBoysandGirlsClubRanch Clubhouse for the Boys and Girls ClubCiilib d$500 000h•City previously contributed $500,000 to the Boys and Girls club for this project. Program Option #2BOYS AND GIRLS CLUB REQUESTOPTIONS:OPTIONS:•Fund the $500,000 request from the city’s GeneralFundreserveestimatedtoreachGeneral Fund reserve, estimated to reach $53.6 million at June 30, 2011. Fdhl•Fund the request at an alternate amount.•Provide a loan•Provide no funding. Program Option #3CALPERS PENSION FUNDING LEVELS•City pension contributions to CalPERS are increasingbasedonseveralfactorsincreasing based on several factors•Funds are set aside in FY2011‐12 budget to address these increasees PensionLifecyclePension LifecyclePayoutContributions8030 60 CALPERSPENSIONDRIVERSCALPERS PENSION DRIVERS•Normal Cost•Amortization Employer Rate ProjectionsMiscellaneous30%25%20%25%20%Mod AVA, Exp IR15%10/11 11/12 12/13 13/14 14/15 15/16 16/17 Employer Rate ProjectionsSafety35%40%30%ModAVAExpIR20%25%Mod AVA, Exp IR20%10/11 11/12 12/13 13/14 14/15 15/16 16/17 Program Option #3CALPERS PENSION FUNDING LEVELSOPTIONS:OPTIONS:•Increase the Pension Contribution to CALPERS•Establish a stabilization Fund•ReleasefundstotheGeneralFundRelease funds to the General Fund Program Option #4LLD #1 FUNDING OPTIONS•ThreeImprovementZonesinLLD#1:Three Improvement Zones in LLD #1:–Street LightingStreetTrees–Street Trees–MediansGlFdltfidt•General Fund annual transfer required to cover costs in Medians and Street Trees Program Option #4LLD #1 FUNDING OPTIONSOPTIONS:OPTIONS:•Transfer General Fund monies and also authorizestafftoinvestigatetheimpactofaauthorize staff to investigate the impact of a Replacement District TfGlFdiddk•Transfer General Fund monies and do not ask staff to pursue a Replacement District •Do not transfer General Fund monies and reduce current service levels Program Option #5TREASURY PERSONNEL INCREASE•Requesttoincreasestaffingfrom¾positiontoRequest to increase staffing from ¾ position to full‐time position •Net Impact ‐$28,000 ongoing budget increase Program Option #5TREASURY PERSONNEL INCREASEOPTIONS:OPTIONS:•Approve the request as presented ‐Appropriate additional budget of $28,000 for FY 2011‐12 and future years, and authorize the increase of 0.25 FTE in the department.•Approve one‐time funding for the asset review and reallocationprojectreallocation project•Maintain the current staffing level. Program Option #6UTILITIES REGIONAL GENERAL PERMIT•Requestfor$200,000forcontractservicestoassistRequest for $200,000 for contract services to assist with coordination efforts to obtain multiple permits required to perform essential maintenance activities on water, wastewater and storm drain assets.•Alternative ‐appropriate $50,000 to obtain permits for wastewater maintenance activities, as a pilot program. Program Option #6UTILITIES REGIONAL GENERAL PERMITOPTIONS:•Authorize a $50,000 budget appropriation in FY 2011‐12 from the Wastewater Enterprise Fund to perform only wastewater itti itiil tjthmaintenance activities, as a pilot project approach.•Authorize a $200,000 budget appropriation ($100,000 from the General Fund, $50,000 from the Water Enterprise Fund, ,$,p,and $50,000 from the Wastewater Enterprise Fund) in FY 2011‐12 to perform the storm drain, water, and wastewater maintenanceactivitiesmaintenance activities•Continue with the current process of obtaining individual permits for maintenance activities. CityofCarlsbadCity of CarlsbadFY 201112 BudgetFollowed by the Public HiHearing…51 52 ActionItems followingPublicHearingAction Items…following Public Hearing9Resolutions –City Council–AdoptfinalOperatingandCapitalBudgetforFY201112–Adopt final Operating and Capital Budget for FY 2011‐12–Adopt the Gann Spending limitAd thtthMtFShdl–Adopt changes to the Master Fee Schedule–Approve Encina budget amounts for FY 2011‐12–Approve adjustments to FY 2010‐11 Operating Budget–Determine that the FY 2011‐12 CIP budget is consistent with General PlanPlan9Introduce Ordinance amending CMC for certain Development Impact Fees53p Action Items…following Public Hearingcontinued…continued9Resolutions –Carlsbad Municipal Water District–Adopt final Operating and Capital Budget for FY 2011‐129Resolutions –Housing and Redevelopment Agency–Adopt final Operating and Capital Budget for FY 2011‐12–ApproveadjustmenttoFY2010‐11OperatingBudgetApprove adjustment to FY 201011 Operating Budget–Approve establishing a reserve for Tyler Court Apartments54 Program Option #1ARTSPLASH FUNDING REQUESTOPTIONS:OPTIONS:1.Provide no funding2dddii2.Fund as requested and require city repayment if excess funds available3.Fund only a percentage of total costs4.Provide ongoing support by adding an ongoing ggppygggGeneral Fund budget appropriation Program Option #2BOYS AND GIRLS CLUB REQUESTOPTIONS:OPTIONS:1. Fund the $500,000 request from the city’s GeneralFundreserveGeneral Fund reserve2. Fund the request at an alternate amount fhi’GlFdfrom the city’s General Fund reserve3. Provide a loan4. Provide no funding Program Option #3CALPERS PENSION FUNDING LEVELSOPTIONS:OPTIONS:1. Increase the Pension Contribution to CALPERSinFY201112CALPERS in FY 2011‐122. Establish a stabilization Fund3. Release funds to the General Fund Program Option #4LLD #1 FUNDING OPTIONSOPTIONS:OPTIONS:1.Transfer General Fund monies and also authorizestafftoinvestigatetheimpactofaauthorize staff to investigate the impact of a Replacement District 2TfGlFdiddk2.Transfer General Fund monies and do not ask staff to pursue a Replacement District 3.Do not transfer General Fund monies and reduce current service levels Program Option #5TREASURY PERSONNEL INCREASEOPTIONS:OPTIONS:1. Approve the request as presented ‐Appropriate additional budget of $28,000 for FY 2011‐12 and future years, and authorize the increase of 0.25 FTE in the department.2. Approve one‐time funding for the asset review and reallocationprojectProvideaonetimebudgetreallocation project–Provide a one‐time budget appropriation, up to $28,000, for FY 2011‐12, with no permanent increase in positions.3. Maintain the current staffing level. Program Option #6UTILITIES REGIONAL GENERAL PERMITOPTIONS:1. Authorize a $50,000 budget appropriation in FY 2011‐12 from the Wastewater Enterprise Fund to perform only wastewater itti itiil tjthmaintenance activities, as a pilot project approach.2. Authorize a $200,000 budget appropriation ($100,000 from the General Fund, $50,000 from the Water Enterprise Fund, ,$,p,and $50,000 from the Wastewater Enterprise Fund) in FY 2011‐12 to perform the storm drain, water, and wastewater maintenanceactivitiesmaintenance activities3. Continue with the current process of obtaining individual permits for maintenance activities. CityofCarlsbadCity of CarlsbadFY201112FY 201112BudgetAdoptionBudget Adoption Projects of Interest•Maintenance and Operations CenterMaintenance and Operations Center–$28,111,266 budget.–CFD#1WaterION STIMPALA DRCFD#1, Water Replacement an Sewer Replacement funds.StreamlinedeliveryofORIO–Streamline delivery of services. O R IO N W Y Projects of Interest•Alga Norte Park Phase 1G R DOGWOOD RDH U N T I$40 000 000bd tSOUTHEAST QUADRANT PARKS ALGA NORTE PARK - PHASE 1EL CAMINO REAL G R E E N H A V E N D RINGTON D R –$40,000,000 budget. –Public Facility Fee and General Capital MICA RDHALITE PLETITANITE PLGEODELNBROOKITE CTQ U A R TRONA WYConstruction funds.– “Parks , open spaces and trails”Strategic Goal, A L IC A NTE RDLNPISRGEODE LNO BRTZ W Y trails Strategic Goal, – FY 11/12 priority POINSETTIA LNLAPIS RDM AL A C HI T E P L LARIMAR AVO B S I D I A N P L Projects of InterestAH Lift Station and VC 12 and VC 13VISTA/CARLSBAD INTERCEPTORAGUA HEDIONDA SEWER LIFTAGUA HEDIONDA SEWER LIFT STATION AND FORCE MAIN I-5 –$23,700,000 budget.–Sewer Connection Fee funds.– “Environmental Management” Strategic Goal A T & S FI-5 Strategic Goal .– System upgrade– Health and safety F R R Projects of Interest•Maerkle Reservoir Floating Cover ReplacementSHA D O W R ID G E D R RCORINTHIA WYWILLOW RIDGE DRCANNON RDPIROS WYAGOTMOS WYM A JORCA WYSANTORINI WYC YRUS W YGE WYLONGHORN DRDASSIA WYROSEWOOD STTIMBER T L G A LICIA WYALICANTE WYELM RIDGE DRLAMIA W SWYARCAD IA W YCHR EDWOOD CRESTWYMYCENAE W YMILETUS WYCOLLINOS WYL E M N O S W Y GORA WYPATMOMILOS WY– $10,000,000 budget.–Water Replacement LEISURE VILLAGWHITE BIRCH DRSEQUOIA CRE S TPINDA R WY W YANDROS WCHERRYWOOD STLINDOS WYRHODES WYDELOS WYTHEBES WYKALAMIS WYD EM ETER WYLERKAS W Y TILOS WYpfunds.–“Environmental Management”StrategicMAERKLE FLOATING COVER REPLACEMENTEK RDManagement Strategic Goal”.– System MaintenanceSUNNY CREEK–Alternative Energy Projects of Interest•Traffic Signal Program–$5,610,000 budget.– General Capital TRAFFIC SIGNAL PROGRAMConstruction and Infrastructure Replacement funds.–“Transportation and circulation” Strategic Goal–FY 11-12 Priority–Improve Traffic Flow Project DetailsTRAFFIC SIGNAL PROGRAMEquipmentEquipmentTelecommunications Links to TMC $ 1.4MVideo Detection Upgrade $ 1.4M SignalControllerUpgrade/Repl$02MSignal Controller Upgrade/Repl.$ 0.2MSignal Pre‐emption Replacement $ 0.4MEquipment Contingency $ 0.6MConstructionInstallation Contracts $ 0.95MProfessionalServices$0 66MProfessional Services$ 0.66MTotal Appropriation $ 5.61M Project DetailsJoint First Responders Training FacilityPropC$13 650 000Prop C$ 13,650,000 General Fund Contribution $ 10,850,000 TotalAppropriation$24,500,000Total Appropriation$ 24,500,000 Alga Norte ParkgProp C$ 16,215,795 Developer Fees (PFF) $ 28,207,205 General Fund Contribution $ 6,000,000 Total Appropriation $ 50,423,000 “PROPC”ProjectsPROP C ProjectsProjectsProjectsAllocationAllocationOriginalSetAsideOriginalSetAside$35 000 000$35 000 000Original Set AsideOriginal Set Aside$35,000,000$35,000,000Currently Appropriated:AtiClAtiCl($16 215 795)($16 215 795)••Aquatic ComplexAquatic Complex($16,215,795)($16,215,795)••City / Safety Training FacilityCity / Safety Training Facility ($ 13,750,000)($ 13,750,000)••Cannon Road Cannon Road ––Reach 4Reach 4-0-••Trails/Open SpaceTrails/Open Space-0-Remaining AllocationRemaining Allocation $5,034,205$5,034,205 TrafficImpactFeesTraffic Impact Fees•Ordinance CS‐028 states “that the traffic impact fee shall be adjusted annually as part of the budget process, by 2% or the annual % change in the Caltrans Construction Cost Index, whicheverishigher”whichever is higher•Caltrans CCI was ‐0.8% so the TIF fees were increased by 2%•TIF fees will increase on average from $212 to $216 OtherProposedFeeChangesOther Proposed Fee Changes•CityClerkCDcopies•City Clerk CD copies•Communications DVD copies•Community Facilities District Annexation fee•Fish and Game fees•Street light energizing fees•TrafficImpactfees•Traffic Impact fees