HomeMy WebLinkAbout2017-06-13; City Council; ; Adoption of the FY 2017-18 Operating and Capital Improvement Program Budgets and Revision of Fees and Charges for ServicesPage 574
• Adopt a Resolution of the City Council of the City of Carlsbad, Ca lifornia approving
adjustments to the FY 2016-17 Capital Improvement Program and Operating Budget.
• Adopt a Resolution of the Community Development Commission of the City of Carlsbad,
California, approving adjustments to the FY 2016-17 Operating Budget.
• Adopt a Resolution of the City Council of the City of Carlsbad, California declaring the
Improvement and Redemption Funds as surplus, ordering the disposition of surplus
amounts, approving the Reassessment District Closeout Analysis and Findings Report for
Reassessment District No. 97-1 (Alga Road and College Boulevard), and authorizing the
transfer and appropriation of funds.
Discussion
The proposed FY 2017-18 Budget totals $311.5 million, of which $257.5 million is the Operating
Budget and $54 million is the Capital Improvement Budget. Operating revenues total
$262.3 million and Capital revenues total $53.7 million, for a total of $316 million.
The Operating Budget provides the funding for all operations of the city, including police and fire
services, library operations, utility services, affordable housing programs, recreation
programming, park and street maintenance and many others. The Capital Improvement Program
outlines the financing plans for the city's major construction projects, including civic facilities,
roads, water and sewer lines and other infrastructure needs.
The following is a brief summary of the proposed budget . More information can be found in the
Overview of the Operating Budget and the Capital Improvement Program in Exhibits 1 and 2.
Operating Budget
The proposed Operating Budget for FY 2017-18 totals $257.5 million, an increase of $7.3 million,
or 2.9 percent, as compared to the FY 2016-17 Adopted Budget. Operating revenues are
estimated at $262.3 million, which is an increase of $4.3 million, or 1.7 percent, as compared to
projections for the current year.
General Fund Revenues
General Fund revenues for FY 2017-18 are estimated at $153.5 million, 3.7 percent higher than
the current year's projections.
Property taxes, the city's largest single revenue source, are expected to be $64.3 million in FY
2017-18, an increase of about $3 million, or 4.9 percent, from the projections for the current
year. Property taxes for FY 2017-18 are based on assessed property values as of January 1, 2017.
Sa les taxes are expected to total $34.9 million for FY 2017-18, an increase of 2.7 million, or 8.3
percent, as compared to FY 2016-17 projections. Transient occupancy taxes are estimated at
$22.2 million, an increase of approximately $600,000, or 3 percent, over FY 2016-17 projections.
General Fund Expenditures
The General Fund contains most of the discret ionary expenditures that fund the basic core city
services. A few expenditures are highlighted below:
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Position Changes
An increase of 8.0 permanent full-time positions and an increase of 1.0 limited-term position,
when compared to the FY 2016-17 Adopted Budget, is reflected in the FY 2017-18 Operating
Budget. These position changes resulted in an approximate citywide personnel increase of
$1,170,304 for the coming year.
The FY 2017-18 Operating Budget includes the decrease of the following 1.0 permanent full-time
position:
1.0 Park Maintenance Worker II
The FY 2017-18 Operating Budget includes the addition of the following 9.0 permanent full-time
positions:
3.0 Client Systems Associate Administrators
1.0 Deputy City Attorney
1.0 Park Planner
1.0 Property and Environmental Management Director
1.0 Records Technician
1.0 Senior Applications Analyst
1.0 Service and Release Manager
The FY 2017-18 Operating budget includes a net increase of 1.0 limited-term positions:
Decrease of 2.0 positions:
1.0 Building Technician II
1.0 Senior Building Inspector
Increase of 3.0 positions:
1.0 Senior Program Manager
2.0 Police Rangers
The net increase in hourly staff totals 16.33 full-time equivalent (FTE) positions, as shown below:
1.50 FTE Housing and Neighborhood Services
9.83 FTE Parks and Recreation
5.00 FTE Public Works
These changes result in a city workforce of 684.25 full and three-quarter t ime employees, 7.75
limited-term employees, and 179.09 hourly, full-time equivalent positions.
New Facilities -The city has a number of major capital projects scheduled t o be built over the
next five years. As the city completes these projects, the costs of maintaining and operating the
facilities, including additional personnel if necessary, are added to departmental operating
budgets. During the next year, there are additional park facilities which are planned for
completion resulting in increased operating costs. The facilities are: Leo Carrillo Historic Ranch
Phase Ill (stables and restroom), Pine Avenue Community Park Phase Ill (community center and
gardens), Poinsettia Community Park Phase Ill (multi-sport arena, dog park, tot lot, and pickle
ball courts), and Aviara Community Park Phase II (outdoor gathering area). Annual operating
costs for these new facilities are estimated at $633,000, and include the addition of 11 FTE part-
time positions. These facili ties are expected to be open for four to six months of the next fiscal
year, at an estimated operating cost of $220,000.
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Capital Outlay-There are several major capital outlay purchases (greater than $10,000) planned
in the General Fund for FY 2017-18:
• Livescan Fingerprinting Machine ($16,470)
• PPE Extractor and Drying Cabinets {$38,133)
• Safety Training Center AV Expansion ($75,000)
Other Budget Requests -The FY 2017-18 Preliminary Operating Budget also includes the
following transfers to other funds:
• $9,970,000 to the Infrastructure Replacement Fund for major maintenance and
replacement of city infrastructure. This represents 6.5 percent of the General Fund
Revenues, the same as the percentage transfer for FY 2016-17.
• $235,000 to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
• $750,000 to the Median Maintenance and Street Tree Maintenance Special Revenue
Funds to cover cash shortfalls, as annual assessments collected from property owners do
not cover annual operating expenditures.
• $1,500,000 to the city's Workers' Compensation Fund to cover increased claims
settlements and estimated liability.
The City Council Contingency is budgeted at $1.5 million, for FY 2017-18, which is equal to the FY
2016-17 Contingency Budget. This resource is available to the City Council to address
unanticipated emergencies or unforeseen program needs throughout the year.
Changes to the Proposed FY 2017-18 Operating Budget
The following changes are based on conditions that changed or information that became
available after the preparation of the Preliminary Operating Budget presented at the Council
Operating Budget Workshop held on May 23, 2017.
The adjusted numbers are reflected in the attachments to this staff report:
• Increased funding for two Ranger patrol positions to support a pilot program to help
patrol open space in the city ($208,329), per Council action on May 23, 2017.
• Increased the Non-departmental cost for Assessment District administration by $6,500 in
order for our contacted assessment engineer to prepare annual continuing disclosure
documents.
• Increased funding for crossing guards at 2 additional locations {$15,400), based on the
recommendation of the City Traffic Engineer.
• Increased costs for Encina operations based on the Encina final adopted budget {$1,189).
• Increased the transfer to the Infrastructure Replacement Fund by $48,000. The transfer
is based on estimated General Fund Revenues, which increased from the Preliminary
Operating Budget, primarily due to an upward revision in property tax revenue.
• Net decrease of adjustments to estimated personnel costs for pension costs, combined
with negotiated increases (decrease of $57,540), which were unknown at the time the
preliminary budget was created.
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In addition to the budgetary changes, there was an addition to the Out-of-State Travel list to
allow the Assistant Fire Marshall to attend "Bomb Making Materials Awareness Program"
training in Anniston, Alabama.
Capital Improvement Program
The FY 2017-18 to FY 2031-32 Program (CIP) outlines approximately 240 existing and future
projects at a total cost of $461.5 million. Appropriations scheduled for FY 2017-18 total $54
million and will be added to approximately $200.4 million for ongoing capital projects that remain
unspent at the end of FY 2016-17, for a total appropriation of $254.4 million. Revenues for the
CIP for FY 2017-18 are projected at $53.7 million.
Major Projects Included in Fiscal Year 2017-18 Appropriation
Some of the major projects scheduled in the FY 2017-18 CIP are summarized below. More
funding information on all the projects can be found in the accompanying CIP report (Exhibit 2).
• Civic Projects -Installation of traffic circles at intersections throughout the Village and Barrio
are planned at a total cost of $1.5 million. Funding in the amount of $1 million, for the
reconstruction of Fire Station No. 2, is included in the FY 2017-18 appropriation amount.
The total maximum amount approved by a vote of the citizens was $10.5 million, with the
additional $9.5 million reflected in the following year (FY 2018-19).
• Parks Projects-Additional funding is included for the completion of Pine Park expansion,
Poinsettia Park, Leo Carrillo Park, and Aviara Park. These four expansion projects are
expected to be open to the public during FY 2017-18.
• Drainage Projects -The city continues to invest in the ongoing repair and maintenance of
Carlsbad's drainage system. Funding in excess of $3 million will be added to the program in
FY 2017-18.
• Wastewater Projects -Appropriations of $8.9 million are included for wastewater
construction/replacement projects at various locations throughout the city. Projects include
the Buena Interceptor Realignment and the Vista Carlsbad Interceptor, in addition to
projects at the Encina Wastewater plant.
• Water and Recycled Water Projects -A total of $9.5 million in new appropriations is
included in the FY 2017-18 CIP for wat er and recycled water infrastructure construction and
replacement. /\n appropriation of $3.1 million is being added to $10 million previously
appropriated for the replacement of a floating cover at Maerkle Reservoir.
• Street and Circulation System Projects -A total of $17.6 million in new appropriations for
street projects are included in the FY 2017-18 CIP. Projects include an Adaptive Traffic Signal
Program and Widening along El Camino Real between Cassia Road to Camino Vida Roble and
Terramar Area Coastal Improvements.
In addition to all of the project s for which funding has been established, there are several projects
identified in the CIP for which there are no identifiable funding sources and, in some cases, where
only partial funding has been identified. The city plans to investigate ways to obtain funding,
such as federal and state grants, loans, or other financing sources. These projects are:
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• Business Park Recreational Facility (partial)
• Cannon lake Park (6. 7 acres)
• Carlsbad Boulevard Widening Mountain View to Northerly City limits (partial)**
• Carlsbad Boulevard/Palomar Airport Road Improvements (partial)**
• Carlsbad Boulevard Realignment, Segments 3-5
• Robertson Ranch (NE Quadrant) Park Development (partial)
(**) These projects are in the Traffic Impact Fee (TIF) program approved by the City Council on
May 12, 2009, which was planned to generate enough revenue to pay for 20 percent of the total
cost of these projects, the remaining 80 percent is unfunded.
Encina Capital and Operating Budgets:
At its April 26, 2017 meeting, the Encina Wastewater Authority (EWA) Board of Directors and
Joint Advisory Committee approved the FY 2017-18 Operating and Capital Improvement Budget.
The Revised Basic Agreement stat es that EWA's Operating and Capital budgets are deemed
effective when certain criteria are met. One of the criteria is that all member agencies have
sepa rately considered and approved the budgets.
Carlsbad's share ofthe Encina Operating Budget for FY 2017-18 is $3,469,456; almost no change
when compared to the FY 2016-17 approved expenditures for Wastewater Plant Operations. The
Carlsbad Water Recycling Facility operations budget for FY 2017-18 is $1,146,920, an increase of
12.7 percent over the FY 2016-17 adopted budget. In addition, Carlsbad's share of the Capital
Budget for the two facilities for FY 2017-18 is $3,620,741.
As in previous years, staff is also requesting that the City Manager continue to be authorized to
transfer appropriations between budgets and/or projects at Encina as approved by the EWA staff
(up to $25,000) and EWA Board in amounts up to $1,000,000. Any transfers in excess of that
amount will be brought back to the City Council for authorization. In addition, any increases to
the total budget for EWA will require the City Council's approval. This authority is contained in
the attached resolution (Exhibit 10).
General Plan Consistency
The General Plan governs all city actions relating to the City of Carlsbad's physical development,
and is mandated by and derives its authority from state law. The CIP is an important tool for
advancing General Plan goals and policies, as well as for carrying out Climate Action Plan (CAP)
measures and actions. Each of the new CIP projects have been reviewed for consistency with
General Plan goals and policies, as well as applicable CAP greenhouse gas reduction measures
and actions.
This year's CIP includes 20 new city projects, 3 new projects submitted by the Carlsbad Municipal
Water District (CMWD), which fall into the following project type categories: Fire Facilities,
Facility Maintenance, Parks, Drainage, Transportation, Roadway Infrastructure, Sewer and
Water. Attachment 9A contains descriptions, location maps, cost and funding source
information, and brief statements of consistency with relevant General Plan goals and policies,
CAP measures and actions, and the anticipated environmental review requirement for each
project.
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Staff has reviewed all of the proposed new projects and concludes that all are consistent with
the General Plan, and therefore recommends that the City Council can find that the FY 2017-18
Capital Improvement Program is consistent with the General Plan.
Climate Action Plan (CAP) Consistency
General Plan Sustainability Element Policy 9-P.1 calls on the city to "enforce the Climate Action
Plan as the city's strategy to reduce greenhouse gas emissions." The CAP recognizes the CIP as a
tool to help carry out that strategy as it relates to city facilities and operations. A number of this
year's proposed capital projects support CAP measures and actions, and include refurbishment
of existing facilities with high-efficiency lighting and mechanical equipment, infill of missing
sidewalk linkages, plans for optimizing citywide traffic signal and Village on-street parking
management, and installation of leak detection devices in the water conveyance system.
Attachment 9A describes how the various CIP projects relate to applicable CAP measures and
actions.
Changes to the Capital Improvement Program
The following changes were made to the Capital Improvement Program (CIP) since the CIP
Workshop on May 9, 2017:
• Decrease of $1 million for FY 2017-18 Miscellaneous Infrastructure Replacement projects;
in the year where appropriations are authorized, individual projects are identified and
listed separately. Future years in the 15-year Capital Improvement Program show funding
for the miscellaneous projects that haven't been defined.
• Increase of $1 million for the reconstruction of Fire Station No. 2. The total maximum
amount approved by the voters is $10.5 million. The balance of $9.5 million is currently
shown in FY 2018-19, and may be adjusted once actual bids are received.
• Decrease in costs for Encina's Capital Improvement Program based on Encina Board of
Directors Final Adopted Budget-FY 2017-18 ($32,121).
Gann Limit
In addition to adopting the Operating Budget, the City Council is asked to adopt the Gann
Spending limit as required by Article XIIIB of the California Constitution. The Gann limit creates
a restriction on the amount of revenue that can be appropriated in any fiscal year. The revenues,
which are subject to this limitation, are those considered "proceeds of taxes." The basis for
calculating the Gann limit bega n in Fiscal Year 1978-79 and is adjusted each year based on
population growth and inflation. The city's spending limit for FY 2017-18 is calculated at $433
million; the city's spending projections are well below this limit for the coming fiscal year.
Fees and Charges for Services
Each year city staff evaluates and proposes changes to fees and charges for services. An annual
review is conducted to ensure that the fees being charged do not exceed direct and indirect costs
of providing the service. A Cost of Service Study is prepared every two years, and was completed
in 2016-17. The Study is prepared to confirm that fees and charges for service do not exceed the
cost. For FY 2017-18, fees are being adjusted by the one year change in their associated index,
unless the change in the index surpassed the cost of service. In this instance the fee will be set
at the cost of service.
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Staff has reviewed all of the fee schedules and is recommending the changes as shown in Exhibit
7A, City of Carlsbad Master Fee Schedule 2017-18, and further discussed below.
Index 2016-17 2017-18 Associated Fees
West Urban CPI One Year General City and Development Related
(1/2017) 1.80% 2.50% Service Fees
Development Impact Fees: Planned Local
Los Angeles ENR CCI One Drainage Area Fees and License Tax on
Year (1/2017) 1.06% 4.00% New Construction Mobile Homes
All other Development Impact Fees (Public
Facility Fees, Park In Lieu Fees, Sewer
Benefit Area Fees, Sewer Connection Fees,
ENR CCI One Year Water Connection Fees, and Local
(4/2017) 2.70% 3.90% Facilities Management Plan Fees)
ENR CCI One Year
(12/2016) 2.00% 3.90% Bridge & Thoroughfare District #3
San Diego CPI (4/2017) 2.40% 2.00% Habitat Mitigation Fees
Traffic Impact Fees-increase by Cal Trans
or 2.0%, whichever is greater. Cal Trans
Cal Trans CCI (2/2017) 2.00% 2.00% for 17-18 is 1.90%
Annual Ambulance
Inflation Factor (1/2017) -0.40% 0.70% Ambulance Fees
General City Fees
These are fees charged for the usage of city services and property, such as rentals. These fees
are increased annually by the increase in the annual West Urban Consumer Price Index (CPI)
published by the Bureau of Labor and Statistics, which reflects the cost of inflation. The one year
change in the West Urban CPI is 2.5 percent.
Development Related Service Fees
These are fees charged to recover the cost of staff time and materials spent on development
related activities. These fees are increased annually by the increase in the annual West Urban
Consumer Price Index (CPI) published by the Bureau of Labor and Statistics, which reflects the
cost of inflation. The one year change in the West Urban CPI is 2.5 percent.
Development Impact Fees
These fees are used to recover the cost that growth will have on city infrastructure. These fees
will be increased by the index stated in the respective resolution or ordinance establishing the
fee, typically the Engineering News Record (ENR) construction cost index.
Other Fee Changes
In addition to the annual inflationary increases, the following fee changes are proposed for FY
2017-18.
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New Fees:
The following new fees are recommended, to allow the city to recover the costs for providing
these services.
Fee Description Fee Ju stification
1 Zoning Map 1000 Scale -Black and White $5 Cost of materials.
2 Zoning Map 1000 Scale -Color $10
3 Zoning Map 500 Scale $3
4 Potable Water Meter Size, Inches: 3" Compound Actual Include additional meter
5 Potable Water Meter Size, Inches: 4" Compound Cost sizes previously omitted
6 Recycled Water Meter Size, Inches: 3" Compound from the fee schedule, and
7 Recycled Water Meter Size, Inches: 4" Compound identify as a Potable or a
Recycled Water meter.
8 Production of body worn camera videos. Staff time Actual Allows the Police
per hour of production and redaction of videos, Cost Department to recover
and producing DVD of videos. costs for copying video
foot age when requested.
The time involved varies
based on t he length and
number of videos
requested.
Increasing Fees:
The following fees have recommended increases based on the cost of providing the services:
• Trash collection fees are listed on the Master Fee Schedule, but are a pass through fee from
the vendor, the city currently has a contract for these services with Waste Management. A
public hearing on proposed Recycling and Trash Rate Increases is scheduled for June 13, 2017,
concurrent with this Staff Report. All changes approved at t he Public Hearing will be
incorporated into the Master Fee Schedule.
• The Lighting and Landscape District (LLD) #2 annexation fee is increasing to align with the
Cost of Service. The fee is increasing from $7,400 to $7,524.
• The following Utility service fees are increasing to the Cost of Service. Proposition 218 (CA
Constitution 130 Sec. 6) requires charging t he full costs to provide t hese services; the costs
cannot be subsidized by other rate payers.
Fee Description 2016-2017-18 Final Fee
17 Fee Fee/COS Amount Change
1 Potable Water Meter Size, Inches: 1-1/2" Displacement $605 $606 $1
2 Potable Water Meter Size, Inches: 3/4" Displacement $310 $315 $5
3 Potable Water Meter Size, Inches: 5/8" Displacement $277 $318 $41
4 Recycled Water Meter Size, Inches: 1-1/2" $605 $606 $1
Displacement
5 Recycled Water Meter Size, Inches: 3/4" Displacement $310 $311 $1
6 Recycled Water Meter Size, Inches: 5/8" Displacement $277 $318 $41
7 Backflow 2nd Notice $8 $11 $3
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8 Backflow 3rd Notice $24 $32 $8
9 Potable Water Meter -Construction Meter $107 $186 $79
Installation/Removal
10 Potable Water Meter-Construction Meter Relocation $47 $82 $35
11 Accounts scheduled for termination for non-payment $15 $39 $24
12 After Hours Turn-on $119 $173 $54
13 Door Hanger Electronic $1 $16 $15
14 Door Hanger Paper $11 $16 $5
15 Next Scheduled Day Service Turn on $30 $63 $33
16 Per New Account -Service Turn on $36 $39 $3
17 Same Day Turn-on {Not Scheduled for That Day) $89 $146 $57
Decreasing Fees:
The following fee reductions are recommended to align with the cost of service.
Fee Description 2016-17 2017-18 Final Fee
Fee Fee/COS Amount Change
1 Utilities -Potable Water Meter Size, Inches: 1" $362 $352 -$10
Displacement
2 Utilities -Potable Water Meter Size, Inches: 1-1/2" $923 $743 -$180
Turbo
3 Utilities -Potable Water Meter Size, Inches: 2" $834 $829 -$5
Displacement
4 Utilities-Potable Water Meter Size, Inches: 2" Turbo $1,0S4 $929 -$125
5 Utilities -Recycled Water Meter Size, Inches: 1" $362 $348 -$14
Displacement
6 Utilities -Recycled Water Meter Size, Inches: 1-1/2" $923 $743 -$180
Turbo
7 Utilities -Recycled Water Meter Size, Inches: 2" $834 $823 -$11
Displacement
8 Utilities-Recycled Water Meter Size, Inches: 2" Turbo $1,054 $929 -$12S
9 Communications -DVD Copy $22 $9 -$13
10 Police -Copy Investigation Tapes {plus cost of $55 $45 -$10
duplicating the tape)
11 Police -Dispatch Historical Searches (per month $20 $17 -$3
searched)
12 Storm and Waste Water-Plan Review Base Fee -Tier $727 $724 -$3
Level3 -Up to 1 Acre -High Inspection Priority
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Eliminated Fees:
The following fees are no longer in use by the city, and t herefore, staff is recommending that
these fees be removed from the fee schedule.
Fee Description 2016-17 Justification
Fee
1 Trails-Minor Trail Plan Check, less than 1 mile $726 Trail fees consolidated.
2 Public Dump Permit-fee per acre $202 Not in use by any department.
3 Verification Letter $10 Not in use by any department.
FY 2017-18 Program Options
Council is also asked to consider the following two program options:
1. Decrease the Annual Required Contribution (ARC) to the California Public Employees'
Retirement System (CaiPERS) by paying down a portion ofthe Unfunded Actuarial Liability
(UAL). The annual cost to the city for the administration of Safety and Miscellaneous defined
benefit pension plans is greatly influenced by the annual payment on the portion of the
pension plan that is not fully covered by existing benefits. Th is unfunded portion totals $148
million, representing a 11deficit" of approximately 25 percent in both plans. As the unfunded
liability is greater than what could be paid in a single year, CaiPERS allows participating
agencies to spread this payment over a number of years, usually 20 or 30 years, depending
on the source of the loss. This program option would pay down a portion of the UAL in t he
amount of approximately $9 million. The funding for this option would come from a
combination of the General Fund operating surplus for FY 2017-18 ($7.6 million) and $1.4
million from either the General Fund unassigned balance or the CaiPERS stabilization
assignment created in the last budget cycle. The decrease in annual costs would be realized
in FY 2018-19.
2. Provide additional staffing to support the Information Technology (IT) Department.
Magellan Advisors were contracted to conduct an assessment of the exi sting IT organization
and practices and provide recommendations for improvement. The report was provided in
March and many of the recommendations, such as an in-house model for the Service Desk,
were included in this year's preliminary budget. A program option would be to include
another recommendation made by Magellan Advisors; specifically, add a Senior Network
Engineer to address voice systems within the city. This classification exists in the city's
existing organization structure. The cost for this additional staffing is approximately
$160,000.
FY 2016-17 Operating Budget Adjustments
The following adjustments are requested to transfer funds or increase appropriations based on
an updated assessment of the respective funds.
The Fleet Replacement program collects funds from departments with vehicles over a pre-
determined number of years in order to have funds available for the vehicle replacements. At
this t ime, the purchase cost of the vehicles scheduled for replacement exceeds the funds
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previously collected, and additional funds in the amount of $197,000 are required to make t he
purchases as planned. A transfer is requested from the General Fund to the Vehicle Replacement
Fund.
The Information Technology internal service department has an operating and a replacement
fund. Excess funds are available in the operat ing fund and there is a shortfall in the replacement
fund, which pays for planned future asset replacements. A transfer from the operating fund to
the replacement fund, of $728,000, is requested.
The Golf Course requires an increase or $95,500 to pay for capital expenditures for College
Boulevard slope repair and stabilization, Palomar Way streetscape costs, and HVAC replacement.
In FY 2016-17 Housing assistance payments received by the City were more than anticipated, and
a budget increase of $250,000 in housi ng assistance payment expenditures is requested.
FY 2016-17 Capital Improvement Program Adjustments
Carlsbad voters approved reconstruction of Fire Station No.2 at a maximum cost of $10.5 million,
to be paid from the General Fund. Staff is requesting a transfer of the $10.5 million from the
General Fund to the Capital Improvement Program General Capital Construction Fund for the
project.
Developer contributions in the amount of $204,871 were previously received and deposited in
the Gas Tax Fund to pay for intersection improvements on Palomar Airport Road. The project
improvements have since been re-programmed in the TransNet Fund, and a cash t ransfer from
the Gas Tax Fund to the TransNet fund is required.
TransNet requires that any transfers between TransNet projects must be approved by the
governing body. A transfer is needed between two TransNet projects, in the amount of $5,175.
In addition to the budget changes mentioned above, there is a separate resolution (Exhibit 13)
declaring the Alga Road and College Boulevard Reassessment District No. 97-1 remaining
Improvement and Redemptions funds as surplus, ordering the disposition of those surplus
amounts, and authorizing the transfer and appropriation of those funds ($420,000) to be used
for concrete repairs.
Fiscal Analysis
The fiscal impact of the proposed budgets is detailed in the attached schedules.
Environmental Evaluation (CEQA)
Pursuant to Public Resources Code Section 21065, the action of adopting the prioritizing and fund
allocation program for FY 2017-2018 CIP, does not constitute a "project" within the meaning of
California Environmental Quality Act (CEQA) in that it has no potential to cause either a direct
physical change in the environment, or a reasonably foreseeable indirect physical change in the
environment, and therefore does not require environmental review.
No physical activity will occur until all required CEQA review is conducted at the time individual
projects listed in the CIP are undertaken. Attachment 9A describes each of the CIP project
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activities and indicates the anticipated environmental review requirement of the project under
CEQA based on information available at this time. Most of the projects can be found categorically
exempt from CEQA review and will not be subject to any further environmental analysis unless
the scope of any project changes or new information becomes available to indicate that
environmental review will be necessary. The Villas Sewer Lift Station replacement project may
require additional CEQA review due to the scope of improvements and its location. In any case,
as discretionary permits are requested, each of these projects will be required to comply with all
appropriate CEQA requirements.
Public Notification
Information regarding public notification of this item such as mailings, public hearing notices
posted in the newspaper and on the city website are available in the Office of the City Clerk.
Numerous public meetings have been held throughout the FY 2017-18 budget adoption process,
including a Council workshop for the Capital Improvement Program held on May 9, 2017; a
Council workshop for the operating budget held on May 23, 2017; and a Citizens budget
workshop held on May 30, 2017. Notices on fees were sent to the Building Industry Association
(BIA} and San Diego Gas and Electric and are filed with the City Clerk.
Exhibits
1. FY 2017-18 Final Operating Budget overview.
2. FY 2017-18 Capital Improvement Program overview.
3. Resolution of the City Council of the City of Carlsbad, California, adopting the final Operating
Budget and Capital Improvement Program for FY 2017-18 for the City of Carlsbad and
establishing controls on changes in appropriations for the various funds.
4. Resolution of the Board of Directors of the Carlsbad Municipal Water District, California,
adopting the water district final Operating Budget and Capital Improvement Program for FY
2017-18.
5. Resolution of the Community Development Commission of the City of Carlsbad, California,
adopting the final Operating Budget of the Housing Authority for FY 2017-18.
6. Resolution of the City Council of the City of Carlsbad, California, acting as the Successor
Agency for the Carlsbad Redevelopment Agency, approving the Operating Budget of the
Carlsbad Redevelopment Obligation Retirement Funds for FY 2017-18.
7. Resolution of the City Council of the City of Carlsbad, California, establishing the FY 2017-
18 appropriation limit as required by Article XI liB of the California State Constitution and
State law.
8. Resolution of the City Council of the City of Carlsbad, California, adopting changes to the
Master Fee Schedule.
9. Resolution of the City Council of the City of Carlsbad, California, determining that the FY
2017-18 Capital Improvement Program Budget is consistent with the General Plan based
upon the findings.
10. Resolution of the City Council of the City of Carlsbad, California, approving the City of
Carlsbad's share of the Fiscal Year 2017-18 Capital and Operating Budget of the Encina
Wastewater Authority.
11. Resolution of the City Council of the City of Carlsbad, California approving adjustments to
the FY 2016-17 Capital Improvement Program and Operating Budget.
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12. Resolution of the Community Development Commission ofthe City of Carlsbad, California,
approving adjustments to the FY 2016-17 Operating Budget of the Housing Authority.
13. Resolution of the City Council of the City of Carlsbad, California, declaring the Improvement
and Redemption Funds of Reassessment District NO. 97-1 {Alga Road and College
Boulevard), as surplus, ordering the disposition of surplus amounts, and authorizing the
transfer and appropriation of funds.
The Preliminary Operating Budget and Capital Improvement Program for FY 2017-18 is on file
with the City Clerk and on the city's website at: www.carlsbadca.gov. The Capital Improvement
Program Technical Appendix will be available for review in the Finance and Engineering
departments by September 2017. The Master Fee Schedule is on file with the City Clerk as well.
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REVENUE
The Operating Budget for FY 2017-18 totals $257.5 million, with revenues for the year estimated
at $262.3 million. General Fund revenues are estimated at $153.5 million and General Fund
budgeted operating expenditures are $145.7 million.
The following table shows the total operating revenues anticipated to be received by the city for
FY 2016-17, as well as those estimated for FY 2017-18.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
PROJECTED BUDGETED $ % FUND CHANGE CHANGE 2016-1 7 201 7-18
GENERAL FUND $ 148.1 $ 153.5 $ 5.4 3. 7"/c
SPECIAL REVENUE 12.4 12.1 (0.3) -2.3"/c
ENTERPRISE 73.3 73.2 (0.1) -0.1"/c
INTERNAL SERVICE 21.8 21.1 (0.7) -3.3°/c
REDEV. OBLIG. RETIREMENT 2.5 2.4 (0.1) -3.0"/c
TOTAL $ 258.0 $ 262.3 $ 4.3 1. 7"/c
Revenue estimates for the Operating Budget indicate that the city will receive a total of $262.3
million in FY 2017-18, a change of about $4.3 million over the projected FY 2016-17 revenues.
General Fund revenues are expected to increase by $5.4 million, compared to the prior year, as
all sources of revenue indicated in the table increase, with the exception of decreases in
development revenues and other revenues (such as interdepartmental revenues and fines and
forfeitures). Special Revenue funds decreased by 2.3 percent, or $300,000, due to projected
decreases in donations, affordable housing revenues, and parking in-lieu fees. Enterprise Fund
revenues are projected to remain relatively flat in the upcoming fiscal year. More information on
the city's revenue sources is provided in the following discussion.
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic city services, such as Police, Fire, Library and Cultural
Arts, Street and Park Maintenance, and Recreation programs. The following table provides a
summarized outlook for the major General Fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
PROJECTED BUDGETED $ %
2016-17 2017-18 CHANGE CHANGE
PROPERTY TAX $ 61.3 $ 64.3 $ 3.0 4.9°/c
SALES TAX 32.2 34.9 2.7 8.3"/c
TRANSIENT OCCUPANCY TAX 21.5 22.2 0.6 3.0"/c
FRANCHISE TAXES 5.5 5.5 -0.2°/c
BUSINESS LICENSE TAX 4.3 5.1 0.8 19.4"/c
DEVELOPMENT REVENUES 5.2 3.5 (1.8) -33.6"/c
ALL OTHER REVENUE 18.0 18.0 -o.o•;.
TOTAL $ 148.1 $ 153.5 $ 5.4 3. 7°/c
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General Fund revenues continue to indicate a healthy local economy, as growth continues to be
positive. Almost 80 percent of General Fund revenues are derived from three sources-property
tax, sales tax, and transient occupancy tax (TOT). Sales tax receipts and TOT revenues tend to
be much more sensitive to changes in economic conditions, unlike property tax revenues, which
remain relatively stable because of the mitigating effect of Proposition 13, which limits annual
growth in assessed values. Property tax, the largest source of General Fund revenues, is
expected to grow by 4.9 percent in FY 2017-18, as assessed values continue to improve. The
median resale price of a single family residence (SFR) in Carlsbad is down slightly, 1.5 percent
to $814,000, as the city sees some weakness in two of the four sectors, namely, the southeast
and the northeast quadrants. However, if new construction and multifamily residences are
included, the median price is up by nine percent. Inventories in Carlsbad remain tight, down 14
percent from the reduced numbers seen at this time, last year. The low inventory should keep
upward pressure on home prices but, as mentioned previously, mortgage rates are expected to
increase in the coming years, prompted by economic factors and Fed monetary policy, which will
decrease home purchasers buying power.
Property and Sales Tax Revenues
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Fiscal Year
-+-Sales Tax
---Property Tax
-.-Property Tax
Changes in property taxes revenues lag behind changes in the housing market, as the tax
revenue for the upcoming fiscal year is based on assessed values from January. Thus, the taxes
to be received for FY 2017-1 8 are based on assessed values as of January 1, 2017.
Proposition 13, adopted in 1978, limits the annual increase in assessed values for property.
Under this proposition, assessed values (and the related property tax) can grow by no more than
two percent per year. The value upon which the tax is based is only increased to the full market
value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a
significant amount of housing activity. In past decades, the city has seen robust growth in property
tax revenue due to new development, high turnover of existing homes, and double-digit growth in
housing prices.
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2017-18 OPERATING BUDGET OVERVIEW
There are also decreases in Vehicle Maintenance and Information Technology (I T) charges of
11 percent and 2.6 percent, respectively. Vehicle Maintenance revenues are decreasing in the
coming year due to lower than anticipated fuel costs. Some of the fluctuations from year to year
are due to the age of the fleet, the adherence to maintenance schedules, and unplanned repairs.
IT charges to departments are decreasing as a result of a transfer of costs for Police IT
management moving into the Police department operating budget.
Internal Service funds account for services provided within the city itself, from one department to
another, on a cost reimbursement basis. These include programs such as the self-insurance
funds for Workers' Compensation and General Liability (Risk Management), as well as Vehicle
Maintenance and Replacement, and Information Technology. Departments pay for these
services; therefore, the rates charged are based on the cost to provide the service. The goal of
an Internal Service fund is to match budgeted expenses with charges to the departments.
The Redevelopment Obligation Retirement Fund (RORF) revenues are budgeted at $2.4
million. Although the Redevelopment Agency has been dissolved, the California Department of
Finance has approved the repayment of the approximately $8.1 million (plus accrued interest)
loaned to both former redevelopment areas by the General Fund. Loan payments of
approximately $1 million per year will be made to the city, and 20 percent of this repayment will
be set aside for future affordable housing.
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2017-18 OPERATING BUDGET OVERVIEW
one-time projects as well as items funded in FY 2016-17 which are planned for completion in FY
2017-18.
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2017-18 Operating Budget of
$257.5 million was developed.
Position Changes
An increase of 8.0 permanent full-time positions and an increase of 1.0 limited-term position,
when compared to the FY 2016-17 Adopted Budget, is reflected in the FY 2017-18 Operating
Budget. These position changes resulted in an approximate citywide personnel increase of
$1,170,304 for the coming year.
The FY 2017-18 Operating Budget includes the decrease of the following 1.0 permanent full-
time position:
1.0 Park Maintenance Worker II
The FY 2017-18 Operating Budget includes the addition of the following 9.0 permanent full-time
positions:
3.0 Client Systems Associate Administrators
1.0 Deputy City Attorney
1.0 Park Planner
1.0 Property and Environmental Management Director
1.0 Records Technician
1.0 Senior Applications Analyst
1.0 Service and Release Manager
The FY 2017-18 Operating budget includes a net increase of 1.0 limited-term positions:
Decrease of 2.0 positions:
1.0 Building Technician II
1.0 Senior Building Inspector
Increase of 3.0 position:
1.0 Senior Program Manager
2.0 Police Rangers
The net increase in hourly staff totals 16.33 full-time equivalent (FTE) positions, as shown below:
1.50 FTE
9.83 FTE
5.00 FTE
Housing and Neighborhood Services
Parks and Recreation
Public Works
These changes result in a city workforce of 684.25 full and three-quarter time employees, 7.75
limited-term employees, and 179.09 hourly, full-time equivalent positions.
New Facilities
The city has a number of major capital projects scheduled to be built over the next five years.
As the city completes these projects, the costs of maintaining and operating the facilities,
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2017-18 OPERATING BUDGET OVERVIEW
including additional personnel if necessary, are added to departmental operating budgets.
During the next year, there are additional park facilities which are planned for completion
resulting in increased operating costs. The facilities are: Leo Carrillo Historic Ranch Phase Ill
(stables and restroom), Pine Avenue Community Park Phase Ill (community center and
gardens), Poinsettia Community Park Phase Ill (multi-sport arena, dog park, tot lot, and pickle
ball courts), and Aviara Community Park Phase II (outdoor gathering area). Annual operating
costs for these new facilities are estimated at $633,000, and include the addition of 11 FTE part-
time positions. These facilities are expected to be open for four to six months of the next fiscal
year, at an estimated operating cost of $220,000.
Budget by Fund Type
The table below shows the changes in the proposed Operating Budget for FY 2017-18, as
compared to the Adopted Budget for FY 2016-17.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
BUDGET BUDGET $ %
FUND 2016-17 2017-18 CHANGE CHANGE
GENERAL FUND $ 141.8 $ 145.7 $ 4.0 2.8o/c
SPECIAL REVENUE 11.4 12.0 0.6 5. 7o/c
ENTERPRISE 71.7 75.7 4.0 5.5°/c
INTERNAL SERVICE 23.9 22.8 (1.0) -4.4•/c
REDEV. OBLIG. RETIREMENT 1.4 1.2 (0.2) -13.9°/c
TOTAL s 250.2 $ 257.5 $ . 7.3 2.9°/c
The General Fund contains most of the discretionary revenues that support basic core city
services. However, this should not diminish the importance of the other operating funds, as they
also contribute to the array of services available within Carlsbad. The remainder of this section
will provide more information about the budgeted expenditures by fund and program.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Millions)
BUDGET BUDGET $ %
2016-17 2017-18 CHANGE CHANGE
PERSONNEL $ 87.7 $ 90.4 $ 2.8 3.2o/c
MAINTENANCE & OPERATIONS 42.1 42.7 0.6 1.5•;.
CAPITAL OUTLAY 0.3 0.1 {0.2) -58.8•;.
TRANSFERS 11.7 12.5 0.8 6.6°/c
TOTAL $ 141.8 $ 145.7 $ 4.0 2.8°/c
General Fund
The total Operating Budget for the General Fund for FY 2017-18 is $145.7 million, which is 4.0
million, or 2.8 percent greater than the previous year's Adopted Budget of $141 .8 million. The
total increase is attributable to a $2.8 million (3.2 percent) increase in Personnel, a $600,000
(1 .5 percent) increase in Maintenance & Operations costs, and a $200,000 overall decrease in
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2017-18 OPERATING BUDGET OVERVIEW
Capital Outlay, as can be seen in the table above. Transfers to other funds increased $800,000,
or 6.6 percent. These changes are discussed in more detail below.
Personnel costs make up approximately 62 percent of the General Fund budget, so any
changes in these costs can have a significant effect on the total budget. The total personnel
budget for FY 2017-18 is $90.4 million, which is $2.8 million, or 3.2 percent greater than the
previous year's total personnel budget of $87.7 million.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $ %
2016-17 2017-18 CHANGE CHANGE
SALARIES $ 59.2 $ 61.0 $ 1.9 3.1"/c
RETIREMENT 17.4 17.7 0.4 2.0"/c
HEALTH INSURANCE 7.6 7.9 0.3 4.0"/c
WORKERS COMP 2.2 2.5 0.3 15.5°/c
OTHER PERSONNEL 1.3 1.3 (0.1) -7.0°/c
TOTAL $ 87.7 $ 90.4 $ 2.8 3.2"/c
The table above shows the breakdown of personnel costs for the General Fund. Salaries include
fu ll and part-time staff costs and are expected to increase in FY 2017-18 by $1 .9 million, or 3.1
percent. The increase is mainly due to anticipated wage increases scheduled to occur in FY
2017-18, as well as the net addition of 8.0 full-time staff, an increase of 1.0 limited-term position,
and an increase of 16.33 part-time staff for expanded parks and recreation programs and
facilities, and to assist with day to day operations.
CaiPERS administers the city's defined benefit pension plan, and costs have been increasing in
past years as CaiPERS addresses a structural shortfall in plan assets to cover liabilities.
CaiPERS deliberately raised participating agencies' contributions over a number of years to
improve the plan's long-term funded status. The pension system continues to pursue strategies
that will make the plan sustainable in the long-term, such as investing in less risky assets, even
though this strategy will increase pension costs. There is some downward pressure on costs,
as new employees receive lower pension benefits, but the net change in pension costs is upward.
Miscellaneous, or General, employee pensions will increase by 4 percent in FY 2017-18 and
Safety pension contributions will increase by 5.4 percent, based on the most recent CaiPERS
actuarial evaluation.
Health insurance costs are up 3.6 percent, and Workers' Compensation expense is projected to
increase 15.5 percent due to increasing liability estimates and settlements. Miscellaneous other
personnel costs, Medicare, unemployment and disability, are projected to decrease by $100,000,
or 7.2 percent in FY 2017-18.
Departments with part-time hourly employees were given a 2.5 percent increase. The annual
impact of the adjustments was estimated at $132,000.
Maintenance and Operations costs (or M&O) represent about 29.3 percent of the total General
Fund budget, and include the budgets for all program expenses other than personnel, capital
outlay and transfers . Overall, total M&O costs are projected at $42.7 million, an increase of
about $600,000, or 1.5 percent, for FY 2017-18 as compared to FY 2016-17. Despite the 2
percent escalator provided for M&O costs, this increase was offset by decreases of one-time
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2017-1 8 OPERATING BUDGET OVERVIEW
expenditures from the previous fiscal year, and decreases in the internal service charges.
Maintenance & Operations costs are discussed more fully by program later in the report.
Capital Outlay includes budgeted equipment purchases over $1 ,000. Capital outlay purchases
of $136,000 million are budgeted in the General Fund for FY 2017-18. The complete list listed
of proposed capital purchases is shown on page 1-1 .
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
• $9,970,000 to the Infrastructure Replacement Fund for major maintenance and
replacement of city infrastructure. This represents 6.5 percent of the General Fund
Revenues, the same as the percentage transfer for FY 2016-17.
• $235,000 to the Storm Water Program for reimbursement for the General Fund portion
of Storm Water expenses.
• $750,000 to the Median Maintenance and Street Tree Maintenance Special Revenue
Funds to cover cash shortfalls, as annual assessments collected from property owners
do not cover annual operating expenditures.
• $1 ,500,000 to the city's Workers' Compensation Fund to cover increased claims
settlements and estimated liability.
Advances (and repayments of advances) are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future
years. In FY 2017-18 it is anticipated that the Golf Course operations will support a repayment
of $110,000 in advanced funds, and the Redevelopment Obligation Retirement Fund will be able
to pay down $1 ,312,000 of previously loaned funds.
Another way of looking at the General Fund budget is by program. The chart below compares
the total FY 2017-18 Budget to the amounts adopted in the previous year. A brief description of
each department and its services and a summary of significant department budget changes in
the FY 2017-18 Operating Budget, are noted below the chart.
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2017-18 OPERATING BUDGET OVERVIEW
GENERAL FUND EXPENDITURES
BY DEPARTMENT
(In Millions)
BUDGET BUDGET $ %
DEPARTMENT 2016-17 2017-18 CHANGE CHANGE
POLICY & LEADERSHI P GROUP $ 7.2 $ 7.4 $ 0.3 3.6%
COMMUNITY & ECONOMIC DEV 10.7 11 .1 0.5 4.5%
ADM SVCS-FINANCE 4.2 4.3 0.1 3.4%
ADM SVCS -HUMAN RESOURCES 3.3 3.4 0.2 4.6%
FIRE 21.1 21.8 0.6 2.9%
POLICE 34.2 35.4 1.2 3.5%
LIBRARY & CULTURAL ARTS 12.4 12.6 0.2 2.0%
PARKS & RECREATION 15.6 16.0 0.5 3.0%
PW -ADMINISTRATION 1.8 2.1 0.4 20.4°!.
PW-ENVIRONMENTAL MANAGEMENT 0.7 0.6 (0.1) -19.5%
PW -GENERAL SERVICES 8.3 8.4 -0.1%
PW-TRANSPORTATION 6.7 6.4 (0.3) -3.9°!.
NON-DEPARTMENTAL 15.7 16.1 0.4 2.8%
TOTAL $ 141.8 $ 145.7 $ 4.0 2.8%
• The Policy and Leadership Group consists of all elected officials, the City Manager's
Office, City Clerk and City Treasurer, the City Attorney's Office and Community Outreach
and Engagement. The increase of the FY 2017-18 adopted budget includes funding for
a Records Technician to assist with expanding records management workload, and a
Deputy City Attorney to serve as the city prosecutor and code enforcement attorney.
• The Community and Economic Development Department includes Housing and
Neighborhood Services, Economic Development, Planning, Development Services,
Building Inspection, and Land Use Engineering. The increase over FY 2016-17 is about
$480,000, or 4.5 percent, and includes the addition of 1.0 FTE part-time staff to assist
with the increased code enforcement workload. In addition, funding was added for public
nuisance abatement and for consulting services to assist with documentation of business
processes and procedures related to the new permitting system.
• The Administrative Services' Finance division provides the services of accounting,
financial reporting, capital and operating budgeting, payroll, billing and collections,
citywide mail processing, purchasing and receiving, fiscal oversight, and long-term
financial planning for the city. This budget has increased 3.4 percent, or $140,000 when
compared to the FY 2016-17 budget. The most notable increase is in the cost of bank
credit card fees following the elimination of a maximum allowable amount when accepting
payments by credit card. There was also a transfer of 1.0 FTE to the Information
Technology department.
• The Administrative Services' Human Resources division supports the city with staffing
and recruitment, employee development, performance management, and compensation
and labor relations services. The 4.6 percent increase includes $60,000 to fund
increases in legal professional services and $45,000 for citywide training and
development.
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2017-18 OPERATING BUDGET OVERVIEW
The city's expenditures were reduced significantly with the City Council's revised budget in FY
2008-09, and expenditure increases were kept at bay through FY 2012-13. FY 2013-14
expenditures reflected a 10.8 percent increase due to labor costs and one-time expense for the
Poinsettia Fires. The following year, FY 2014-15, estimated expenditures remained relatively
flat. The FY 2015-16 estimated budget reflects an 8.1 percent increase in expenditures due
primarily to increased personnel costs. In FY 2016-17, expenditures are expected to increase
4.8 percent, and the budget for FY 2017-18 is planned with a 2.8 percent increase.
Changes in Other Funds
Special Revenue funds, at $12 million, show a $648,000 (5. 7 percent) increase when compared
to FY 2016-17. The most significant increase is $673,000 in the Section 8 Housing Fund, where
revenue from the federal government is paid out as housing assistance payments.
Enterprise funds total $75.7 million, an increase of $4 million, or 5.5 percent, over the FY 2016-
17 Adopted Budget. The most significant increases are in Water Operations, at about $3.9
million, and are attributed to increases in the cost of, water purchased from the San Diego County
Water Authority, and increased demand for recycled water as more customers are added to the
system. The Operating Budget also includes fund ing for depreciation replacement transfers to
pay for capital projects related to growth and aging of the water infrastructure system.
Wastewater operations are projected to increase 2.5 percent; most of this is increase is in
anticipated personnel costs. There is an increase of 1.0 FTE as a result of reallocating positions
within the Utilities divisions to better reflect workload .
In FY 2016-17 the outstanding bonds of the golf course were paid off, eliminating future annual
interest and principal payments of approximately $1.1 million per year. The annual operating
budget is expected to increase about $247,000, or 3.7 percent, in payroll and general and
administrative costs. Capital improvements are budgeted at $548,000 in the upcoming fiscal
year.
The Internal Service funds total $22.8 million, with an overall decrease of $1 .0 million, or 4.4
percent, over FY 2016-17. Significant changes are outlined below.
• The Workers' Compensation budget is anticipated to increase $150,000, or 3.5 percent,
due to estimated increases in personnel costs.
• The General Liability/Risk Management budget reflects a very modest increase of
approximately $40,000, or 2.0 percent, due to increased legal costs associated with the
rising number of cases that have trials pending.
• The Self-Insured Benefits budget reflects no change from the previous fiscal year.
• The Vehicle Replacement budget shows a decrease of $1 .3 million, or 36.1 percent.
There are 30 planned vehicle replacements in the upcoming year (as compared to 50 in
the current year), at a total cost of $2.3 million.
• The Vehicle Maintenance costs are expected to remain relatively flat, with a modest 1.3
percent increase ($40,000).
• The Information Technology budget includes both operating and replacement
expenditures. While the overall budget remains relatively flat, there are significant
changes being proposed. The budget reflects increasing personnel by 4 FTE to bring
the help desk back in house (3 Client Systems Associates, and 1 Service and Release
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2017-18 OPERATING BUDGET OVERVIEW
Manager). While it was previously envisioned that outsourcing this function would
improve internal customer service and provide financial and other efficiencies, this was
not the outcome. The cost of adding the service desk positions is almost entire ly offset
with a reduction in outside service costs. The FY 2017-18 operating budget for IT also
includes 1 FTE for a Senior Applications Analyst position to support citywide applications.
• The budget for the Redevelopment Obligation Retirement Funds (RORF) has
decreased about $200,000 to reflect changes to the anticipated repayment as well as
reduced administrative costs. The Recognized Obligation Payments Schedule (ROPS)
identifies financial commitments of the former Redevelopment Agency, including up to
$250,000 in allowable administrative costs, to be paid from semi-annual tax increment
revenue received by the Successor Agency and annual debt service
requirements. Every six months a new ROPS must be prepared and approved by the
Oversight Board, the County of San Diego and the State of California in order to receive
additional tax increment.
SUMMARY
The Operating Budget for FY 2017-18 provides a balanced budget for the coming fiscal year
while continuing with a long-term plan to sustain a balanced budget in future years. Significant
ongoing operating expenses were identified and incorporated in the FY 2017-18 proposed
spending plan. The Carlsbad economy is well diversified and continues to provide stability to the
city's revenue base, bolstered by strong assessed property values, retail sales, and tourism.
Most of the city's major revenue sources are improving with the exception of development
revenues, due to anticipated decreases in development activity following the spike in activity that
has occurred in the last few years.
Carlsbad continues to benefit from a strong and diverse economic base, and has maintained
financial policies that continue to protect the city from the vagaries of the business cycle,
increasing costs, and unfunded mandates. The city continues to evaluate opportunities to
strengthen financial policies, identify opportunities to improve business practices and provide the
greatest service level possible with finite resources, and continues to provide an environment
that fosters excellence.
The City of Carlsbad is entering the new fiscal year in a solid financial position and focused on
the future. Careful planning and responsible management have allowed the city to not only
maintain core services, but to also move ahead on community projects and other investments
that contribute to an excellent quality of life in our community. Promoting a strong local economy
and bringing more jobs to the city is a top priority. Due to continued fiscally conservative
practices, the city is in an excellent position to take advantage of new economic opportunities
that will allow this community to thrive now and for many years in the future.
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EXHIBIT 2
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
The City of Carlsbad Capital Improvement Program (CIP) is a 15 year planning document that
outlines the expenditure plan for future capital projects and the corresponding revenues to pay for
those expenditures. The CIP is a financial planning document, not a commitment for spending. All
construction costs are estimates and are reviewed and further refined each year. Spending
authorization is given only at the time the City Council formally adopts the proposed budget, and,
at that time, funds are only appropriated for the upcoming fiscal year. Information is shown in
subsequent years to provide the most comprehensive information about all of the known future
facilities the City of Carlsbad plans to construct, refurbish, replace, or modify.
The Fiscal Year (FY) 2017-18 CIP outlines approximately $54 million in new appropriations to
provide additional funding for the continuation of existing projects as well as funding for new
projects. Projected revenues during the same fiscal year are estimated at $53.7 million. As the city
continues to grow and develop, there is a corresponding increase in the demand for development-
related services and new facilities. To ensure that the necessary infrastructure and facilities are
built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan states that unless a standard level of
facilities is available to meet new demands resulting from the city's growth, development cannot
proceed. This Plan is the foundation for making decisions about the timing and prioritization of the
capital projects under consideration. A discussion of the city's Growth Management Plan is located
at the end of this report. The remainder of the report explains the process and the results of the
city's plan for its capital facilities.
In addition to new facilities corresponding to new development, aging infrastructure requires
maintenance, repairs, and at times, replacement. About 45 percent of Carlsbad's comprehensive
capital plan encompasses numerous asset management programs to ensure adequate inspection,
maintenance, and replacement of buildings and parks, water, sewer and drainage systems,
bridges, and roadways systems.
It is still anticipated that the city will continue to meet its growth management standards. This
reflects the Council's continued commitment to construct the facilities as needed to serve the
current and anticipated development occurring throughout the city.
PROJECT EVALUATION
Projects that are shown in the CIP are generally defined as any construction (or
reconstruction/replacement) of major infrastructure such as streets, libraries, parks, fire stations
and administrative facilities, water, sewer and drainage facilities, and other facilities that are located
on or in the ground. In most cases, the total construction cost of each of these assets is recorded
and tracked as part of the city's inventory of capital infrastructure assets and other city-owned
property.
The CIP and the Operating Budget are integral parts of the total city financing plan. Each year,
staff begins the process by evaluating the construction schedules for city facilities in conjunction
with the workload of the staff needed to complete the projects. Staff considers City Council Goals
and Work Plan, to ensure that the CIP is in alignment with the Council and Community Vision. In
the FY 2017-18 CIP, there are approximately 240 continuing and new projects planned in the next
15 years.
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2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
Poinsettia Lane Extension from Cassia Road to Skimmer Court -Completion of this segment of
Poinsettia Lane is the final link between Aviara Parkway and El Camino Real. The total cost is
estimated at $14.1 million.
Road Diet and Traffic Calming Projects along Chestnut Avenue, Valley Street and Kelly Drive -
Several projects are planned in the next five years to provide complete street solutions so that the
varied user of these roads, including pedestrians and bicyclists, are provided for in a balanced and
equitable manner. The total cost is estimated at $7 million.
Traffic Signalsffraffic Control Improvements -In the next five years, traffic signal projects are
planned at the following locations, at a total cost of $1.2 million:
• Faraday Avenue and Camino Hills Drive
• Faraday Avenue and Palmer Way
• La Costa Avenue and Levante Street
• Maverick Way and Camino De Los Coches
• Poinsettia Lane and Cassia Road
• Poinsettia Lane and Oriole Court
Village and Barrio Traffic Circles -Installation of traffic circles at intersections throughout the Village
and Barrio is planned at a total cost of $1.5 million.
WATER/WASTEWATER PROJECTS
The city's water and wastewater projects are vital to the continued health and welfare of its citizens.
Most new lines are built and paid with impact fees collected with new development. As the city
ages, it will become necessary to repair and replace the lines that already exist, and an increase
in these projects is anticipated in future years. In the next five years, an additional $40.9 million in
funding is scheduled for both new and replacement water and sewer projects.
Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement -This project consists of a
set of individual projects that will ultimately construct a parallel sewer interceptor system to
accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The individual
projects include a main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a
main from the lift station to the Encina Wastewater Facility. The overall total cost estimate for this
set of projects totals $64 mill ion, of which approximately 64 percent is funded by the City of Vista
and 36 percent by the City of Carlsbad.
Wastewater
Other wastewater facilities scheduled for construction or replacement within the next five years
include:
• Buena Interceptor Sewer Improvements
• Faraday/EI Camino Real Sewer Replacement
• Foxes Landing Lift Station Wetwell and Pump Replacement
• Las Palmas Trunk Sewer
• Quarry Creek Sewer Extension
In addition to the new construction and replacement projects and ongoing condition assessments,
repairs and upgrades to the city's wastewater facilities are expected to cost $3.5 million in the next
five years.
Page 611
EXHIBIT 2
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
CAPITAL PROJECTS THROUGH FISCAL YEAR 2031-32
The CIP for FY 2017-18 to FY 2031-32 outlines approximately 240 projects at a cost of $462 million
as shown below:
CIP Projects-All Future Project Costs
Project Type Percent Tota I Cost
Streets/a rculation 26% 121,708,206
Ovic Projects 19% 89,269,256
Wastewater 20% 91,446,150
Parks 10% 45,068,400
Water 17% 78,552,720
Drainage 4% 17,967,983
Other(loans} 4% 17,513 083
Tota I Future 100% 461,525 798
OVERVIEW OF FY 2017-18 TO 2031-32
The spending plan includes $45.1 million, or 10 percent, for future park development projects
located within all four quadrants of the city.
Approximately 26 percent of future expenditures, or $121.7 million, are planned for street and traffic
signal construction projects. Projects include several road-widening projects, road diet and traffic
calming projects, Carlsbad Boulevard Realignment, and funding for sidewalk construction, concrete
repair work, ADA projects, and parking lot and pavement maintenance.
Wastewater projects are expected to cost over $91 .5 million, or 20 percent, for numerous pipeline
construction and rehabilitation projects, as well as improvements to the Encina Wastewater
Treatment facility.
Future water and recycled water projects include construction of new waterlines, both potable and
recycled, and expansion of the Carlsbad Water Recycling Facility. Replacement of existing potable
waterlines and reservoir improvements are also included in this category. A total of $78.6 million,
or 17 percent of the total CIP, is planned for these projects.
Construction and maintenance of civic facilities such as libraries, administrative buildings, and
police and fire facilities are currently estimated at $89.3 million, or 19
8 percent of the total planned capital expenditures to build out.
Drainage projects are 4 percent of the total spending plan, at $18 million and the remaining 4
percent, or $17.5 million are for loans and repayments. There are times when one fund will loan
money to another fund to cover a temporary shortfall due to the timing of revenues and
expenditures.
UNFUNDED PROJECTS
There are several projects identified in the CIP for which there is no identifiable funding source and,
in some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases.
Page 612
EXHIBIT 2
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
The unfunded projects are:
• Business Park Recreational Facility (partial)
• Cannon Lake Park
• Carlsbad Boulevard Widening Mountain View to Northerly City Limits (partial)*
• Carlsbad Boulevard/Palomar Airport Road Improvements (partial)*
• Carlsbad Boulevard Realignment, Segments 3-5
• Robertson Ranch (NE Quadrant) Park Development (partial)
(*) These projects are in the Traffic Impact Fee (TIF) program approved by the City Council on
May 12, 2009, which was planned to generate enough revenue to pay for 20 percent of the
total cost of these projects, the remaining 80 percent is unfunded.
FUTURE GROWTH AND DEVELOPMENT
There are a variety of revenues that are used to fund the capital projects. In order to estimate
revenues received from development, several assumptions about the rate and type of future
development need to be made. These assumptions can change from year-to-year and tend to
correlate with the economic climate.
Every year, city staff evaluates all existing and future private development projects and compares
this information to the capacity of the city using adopted general plans. Information about existing
development activity combined with estimates of how remaining net developable land might
develop is then summarized to prepare future projections about when and where residential and
non-residential development will occur. The following table shows the number of residential units
and non-residential square feet of development used in calculating estimated revenues for FY
2017-18 and subsequent years to build out.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
Year Units Square Feet
2017-18 520 637,472
2018-19 248 764,017
2019-20 130 113,617
2020-21 198 36,217
2021-22 139 24,950
2022-27 1,607 1,717,896
2028-build out 2,068 2,351,049
Totals 4,910 5,645,218
Administrative Services Department staff prepare financial forecasting schedules to ensure that
funding will be sufficient for construction of capital projects as planned in the CIP. In addition to
evaluating whether or not capital funds are sufficient, significant operating cost impacts and
availability of staff resources are also considered in evaluating the timing of projects. Where funding
discrepancies occur, alternative financing methods and project timing are again evaluated and
recommendations are made to resolve the discrepancies.
Page 614
EXHIBIT2
2017-1 8 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
other agencies and include federal and state grants, the county sales tax program (TransNet) and
contributions from cities, developers, and other agencies.
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of multi-family and single-family residential units is assumed to be
57 percent and 43 percent, respectively, and reflects the anticipated mix of residential development
for each Local Facilities Management Zone. The building permit valuation used for computing
Public Facilities Fees is $198,400 per multi-family dwelling unit, and $366,800 per single-family
dwelling unit. A building permit valuation of $51 per square foot of construction is used to calculate
non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi-family residential dwelling unit
is assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day.
The trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000
square feet of development, respectively, although the actual volume of trips generated by
commercial and industrial buildings can vary widely depending on the ultimate land use.
Community Facilities District No. 1 is a citywide district established to finance various civic facilities
required under the city's Growth Management Plan. CFD No. 3 was established for the Faraday
Avenue and Melrose Drive Extensions east of El Camino Real, as well as the extension of El Fuerte.
Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant
of the city, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded
with Park-in-Lieu Fees include future park site acquisition, development and restoration.
Bridge and Thoroughfare Fee Districts are formed by property owners to finance specific road
construction projects located within the district boundaries. Poinsettia Lane-Aviara Parkway (BTD
No. 2) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El
Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
SUMMARY
The FY 2017-18 CIP is guided by the city's commitment to ensure that facilities are available to
serve the developing areas as well as the current residents. Carlsbad's philosophy has been to
build quality capital facilities, which meet and, at times, exceed Growth Management standards, in
addition to reflecting the needs and wants of all who live, work and play in Carlsbad. Phasing
projects over a period of years to match funding availability for construction and operations is often
used to meet the needs of growth management. The FY 2017-18 CIP reflects the commitment of
Carlsbad's City Council and staff to continue providing its residents with a better quality of life.
Page 615
EXHIBIT 2
2017-18 CAPITAL IMPROVEMENT PROGRAM OVERVIEW
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established to manage development within the city by linking residential,
commercial, and industrial development directly to standards for availability of public seNices and
facilities.
The Growth Management Plan has established precise standards for 11 public facilities. Standards
must be met at all times as growth occurs. Facilities for which standards have been established
are as follows:
-City Administrative -Library
-Wastewater Treatment -Parks
-Circulation -Drainage
-Fire -Open Space
-Schools -Sewer Collection
-Water Distribution
The plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless all of the 11 public facility standards have
been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed Carlsbad's
Capital Improvement Program to anticipate the funding needed for capital improvements in the next
15 years. The timing of construction of facilities is governed by the rate of development and the 11
performance standards. New public facilities often require additional staffing and other resources,
which affects the Operating Budget. Facilities such as community centers, parks, and fire stations
have been constructed and opened to the public under this program.
The Capital Improvement Program has been designed to specifically address areas where new or
expanded facilities will be needed to maintain compliance with the adopted performance standards.
With the adoption of the FY 2017-18 CIP, compliance with the Growth Management Plan is
continued.
RESOLUTION NO. 2017-108
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2017-18 FOR THE CITY OF
CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN
APPROPRIATIONS FOR THE VARIOUS FUNDS.
EXHIBIT 3
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the
proposed final Operating Budget and Capital Improvement Program for FY 2017-18 and has held such
public hearings as are necessary prior to adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk of the City of
Carlsbad entitled, "City of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY
2031-32 Capital Improvement Program -Preliminary" as amended in accordance with Exhibits 3-A
through 3-C attached hereto and incorporated by reference herein, is hereby adopted as the
Operating and Capital Improvement Budgets for the City of Carlsbad for FY 2017-18 along with the
Program Options, if any, determined by the City Council as set forth in the minutes of the Council
meeting of Tuesday, June 13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 as shown in
Exhibits 3-A and 3-B are hereby adopted as the budgeted revenues for 2017-18.
4. That the amounts designated as the 2017-18 Budget request in Exhibits 3-A and
3-B are hereby appropriated to the department or fund for which they are designated and such
appropriation shall not be increased except as provided herein.
5. That total appropriations for each fund may only be increased or decreased by
the City Council by passage of a resolution amending the budget except as provided herein.
6. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds have been
appropriated by the City Council or City Manager as described below.
i. The City Manager may authorize all transfers of funds from account to
account within any department.
ii. The City Manager may authorize transfers of funds between departments
within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate any of the authority given to him/her under
this resolution.
iv. The City Manager may authorize budget adjustments involving offsetting
revenues and expenditures; the City Manager may authorize increases in an appropriation for a
specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for
said specific purpose.
v. The City Manager may authorize the transfer of appropriations between
accounts and/or capital projects up to $1,000,000 for the costs associated with the Encina
Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority's staff and/or Board.
Any increase to the total appropriations for Encina's operating budget and capital program must be
approved by the City Council.
vi. The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation, Risk, Self Insured Benefits and liability Funds operating
budgets in an amount equal to the increases in costs of estimated claims expenses.
vii. The City Manager may authorize budget adjustments to increase the
appropriations for Workers Compensation and Risk for estimated IBNR (incurred but not reported)
losses.
viii. The City Manager may authorize budget adjustments to increase the
appropriations for Mutual Aid Overtime in an amount equal to the increases in amounts to be
reimbursed by other agencies.
ix. The City Council must authorize all transfers of funds from the Council's
Contingency Account.
B. The City Manager may authorize emergency out of state travel for public safety
or emergency services purposes.
C. The City Council must authorize any increase in the number of authorized
permanent personnel positions above the level identified in Exhibit 3-C.
D. The City Manager may authorize the hiring of temporary or part-time staff as
necessary, within the limits imposed by the controls listed above.
7. That the legal level of budgetary control is the fund level. Budgets may not legally be
exceeded at the fund level without appropriate authorization by the City Council.
8. That interest earned on grants may be appropriated during the year for the purpose
for which the grant was received.
9. That the City Manager may authorize budget adjustments to increase the
appropriations in the Public Facilities Fee Fund in an amount equal to the utility expenses for the City
of Carlsbad's Las Palmas facility, while the building remains vacant.
10. That all appropriations in the Operating Budget and in Capital Improvement Program
remaining unexpended at June 30, 2017, are hereby appropriated to FY 2017-18.
11. That all appropriations for outstanding encumbrances as of June 30, 2017, are hereby
continued into FY 2017-18 for such contracts or obligations.
II
II
II
II
II
Page 620
EXHIBIT 3A-1
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED
BEGINNING ADVANCES ENDING
FUND BALANCE PROJECTED PROJECTED &FUND FUND BAlANCE
FUND JULY I, 2016 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2017
!GENERAL FUND $83,620,444 $148,079,000 s 141.698.064 (24, 127,000) $65,874,380
TOTAL GENERAL FUND 83,620,444 148,079,000 141,698,064 65,874,380
!sPECIAL REVENUE
AFFORDABLE HOUSING 15,896,860 706,700 650,000 15,955,560
BUENA VISTA CHANNEL MAINTENANCE 1,348,631 97,600 110,000 1,338,431
CITIZEN'S OPTION FOR PUBLIC SAFETY 273,581 163,000 140,000 296,581
COMMUNITY ACTIVITY GRANTS 1,043.503 11,000 10,000 1,044,503
COMMUNITY DEVELOPMENT BLOCK GRANT 5,664 737,000 865,000 (122,338)
CULTURAL ARTS DONATIONS 250,271 42,000 25,000 267,271
LIBRARY AND ARTS ENDOWMENT FUND 262,324 2,700 4,000 261,024
LIBRARY GIFTS/BEQUESTS 466,806 274,000 300.000 440,608
LIGHTING AND LANDSCAPING DISTRICT NO. 2 2,633,462 586,000 306,000 2,911,462
LOCAL CABLE INFRASTRUCTURE FUND 615,824 355,000 384,000 586,824
MEDIAN MAINTENANCE 369,189 730,000 750,000 349,189
PARKING IN LIEU 578.436 247,000 44,000 781,436
POLICE ASSET FORFEITURE 310,761 53,000 60,000 303,761
POLICE GRANTS (117,544) 157,300 50,000 (10,244)
RECREATION DONATIONS 307,458 88,000 121,000 254,458
RENTAL ASSISTANCE-SECTION 8 594,925 6,605,000 5,900,000 1,299,925
SENIOR DONATIONS 325,997 29,000 43,000 311,997
STREET LIGHTING 1,504,442 898,600 502,000 1,901,242
STREET TREE MAINTENANCE 65,073 586,600 565.000 86,673
TOTAL SPECIAL REVENUE 26,735,565 12,351,900 10,831,000 28,256,565
I ENTERPRISE
WATER OPERATIONS 20,890,751 40,801,000 33,600,000 27,891.751
RECYCL.ED WATER OPERATIONS 6.439,2.20 8,000.000 6,100,000 8,339,220
WASTEWATER OPERATIONS 7,610,885 13,600,000 11,500.000 9,910,885
SOLID WASTE MANAGEMENT 13,106,161 3,888,000 3,755,000 13,041,161
GOLF COURSE 2,318,180 6.997,573 22,733,700 14,581,000 1.163,053
TOTAL ENTERPRISE 50,387,197 73,286,573 77.888,700 60,346,070
I INTERNAL SERVICE
WORKERS' COMPENSATION 273,930 4,007,000 2,802.000 1,478,930
RISK MANAGEMENT 3,444,707 2,006,000 2,348,000 3,102.707
SELF-INSURED BENEFITS 1,716,139 871,000 1,038,000 1,549,139
VEHICLE MAINTENANCE 825,306 3,297,909 2,338,000 1,785,215
VEHICLE REPLACEMENT 16,222,966 2.578,596 1,469,000 17,332,582
INFORMATION TECHNOLOGY 6,949,998 9,050,500 8,516,000 7,484,498
TOTAL INTERNAL SERVICE 29,433,046 21,811,005 18,511,000 32,733,051
I REDEVELOPMENT OBLIGATION RETIREMENT FUNDS
VILILAGE RDA OBLIGATION RETIREMENT FUND 1,105,942 2,479,500 1,425,000 (954,000) 1,206,442
TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUND 1,105,942 2,479,500 1,425,000 1,206,442
jTOTAL OPERATING FUNDS $191,262,294 $258,007,978 $250,353,764 ($10,500,000) $188,416,508 1
• FOR THE GENERAL FUND ONLY THIS REPRESENTS UNASSIGNED FUND BALANCE.
Page 621
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BEGINNING ADVANCES ENDING
FUND BALANCE EST1MATED ADOPTED &FUND FUND BALANCE
FUND JULY 1. 2017 REVENUES BUDGET TRANSFERS JUNE 30. 2018
!GENERAL FUND $65,874,380 $153,480,639 $145.740.799 1,422,000 $75.036.220
TOTAL GENERAL FUND 65.874,380 153,480,639 145,740,799 75,036.220
!sPECIAL REVENUE
AFFORDABLE HOUSING 15,955,560 687,500 548.889 16,096,171
BUENA VISTA CHANNEL MAINTENANCE 1.336.431 113,000 190.128 1,259.303
CITIZEN'S OPTION FOR PUBLIC SAFETY 296.581 176.916 151,774 321.725
COMMUNITY ACTIVITY GRANTS 1,044.503 11,000 10,000 1,045,503
COMMUNITY DEVELOPMENT BLOCK GRANT (122,336) 650,100 507.796 19.988
CULTURAL ARTS DONATIONS 267,271 41,000 51,530 256,735
LIBRARY AND ARTS ENDO~ENT FUND 261,024 2,300 6.000 257,324
LIBRARY GIFTS/BEQUESTS 440,808 233,000 270,000 403,808
LIGHTING AND LANDSCAPING DISTRICT NO, 2 2,911,462 852,730 310,420 3.253.772
LOCAL CABLE INFRASTRUCTURE FUND 586,624 354,000 198.500 744,324
MEDIAN MAINTENANCE 349,169 1,008,000 1,141,987 216,202
PARKING IN LIEU 781,436 6,000 44,000 743,436
POLICE ASSET FORFEITURE 303,761 43,388 87,294 259,635
POLICE GRANTS (10,244) 0 0 (10,244)
RECREATION DONATIONS 254,456 55,000 150,887 158,591
RENTAL ASSISTANCE· SECTION 8 1,299,925 6,538,800 6,688.440 1,152,265
SENIOR DONATIONS 311,997 27.000 88,500 250.497
STREET LIGHTING 1.901,242 898,000 1,004,288 1,794,954
STREET TREE MAINTENANCE 88,673 $65.000 572.301 79.292
TOTAL SPECIAL REVENUE 28,256,565 12.063.716 12.016.600 28,303,481
I ENTERPRISE
WATER OPERATIONS 27.891,751 40,360,000 42.323,406 25,928,345
RECYCLED WATER OPERATIONS 8.339.220 8,510,320 9,084.080 7,765,480
WASTEWATER OPERATIONS 9.910,885 13,400,000 12,738,707 10,572,178
SOLID WASTE MANAGEMENT 13,041,161 3,763,519 4,070.375 12,734,305
GOLF COURSE 1.163.053 7.186,1 18 7 489.039 (110,000) 750,132
TOTAL ENTERPRISE 60.346.070 73,219,957 75,705.607 57,750,420
I INTERNAL SERVICE
WORKERS' COMPENSATION 1.478,930 4,331,260 4,411,786 1,398,404
RISK MANAGEMENT 3,102,707 2,036,540 2,068.575 3,070,672
SELF·INSURED BENEFITS 1,549,139 840,000 1,040,000 1,349,139
VEHICLE MAINTENANCE 1,785.215 2,854,598 3,200,822 1,438,989
VEHICLE REPLACEMENT 17,332,582 2,277,109 2.329,800 17,279,871
INFORMATION TECHNOLOGY 7,484,498 8,762,432 9.767.582 6,479,348
TOTAL INTERNAL SERVICE 32.733.051 21.101,937 22.818.$65 31,016,423
'REDEVELOPMENT OBLIGAT10N RET1REMENT FUNDS
VILLAGE RDA OBLIGATION RETIREMENT FUND 1,206.442 2.404.500 1.206.119 (1,312,000) 1,092.,823
TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUND 1,206,442 2,404,500 1.206.119 1,092,823
hoTAL OPERATING FUNDS $188.416,508 $2&2,270,749 $257.487.890 $0 $193,199.3671
• FOR THE GENERAL FUND ONLY THIS REPRESENTS UNASSIGNED FUND BALANCE.
Page 622
REVENUE SOURCE
IGENER.AL FUNO I
TAXES
PROPERlY TAX
SALES TAX
TRANSIEKT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
H "'""_."V" OTHER IKTERGOVERNMEKTAL
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES ANO FORFEITURES
INCOME FROM INVESTMENTS
ANO PROPERTY'
INTEROEPARTMEKTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUNO
'INTEREST IS CALCUV<TEO ON AN AMORTlZfO COST BASIS
CITY OF CARLSBA.O
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
2015-18 201&-17
$57,398,855 $61,291,000
35.231,352 32,221,000
20,943,174 21,530,000
5,632.319 5,505,000
•.894,805 4,269,000
1,545.411 1,112,000
125.645,916 125,928,000
348,916 349,000
709,211 561,000
1,058,127 910,000
1,076,210 2,245,000
1,391,184 1,394,000
2,467,394 3,639,000
695,842 997,000
1,058,520 691,000
1,123,502 1,289,000
2,457,425 2,535,000
2,926,053 2,999,000
740,060 543,000
9001,222 9,054,000
807,806 749,000
4,831,906 3,652,000
M71,331 3,267,000
1,266,751 880,000
$148,550,453 $148.079,000
B-21
EXHIBIT 3A-2
ESTIMATED CHANGE AS% DIFFERENCE
REVENUE OF FY 1&-17 201&-17 TO
2017-18 PROJECTED 2017-18
$64,308,000 49% $3,015,000
34,885,000 83% 2,664,000
22,176.000 30% 846,000
5,515.000 02% 10.000
5,0117,000 194% 828.000
1134000 2.0% 22.000
133 113000 57% 7,185.000
349,000 00% 0
559,280 -03% ,1,720!
908,280 -0.2% p ,720)
1,511,000 -32.7% (134,000)
705,000 -49.4% ,689,000)
2,218,000 -39.1% {1.423,000)
551,000 -44.7% (446,000)
849,000 -e.1% (42,000)
757,000 -41.3% (532,000)
2,610,000 3.0% 75,000
3.135,000 4,5% 136,000
632,000 16.4% 89,000
8,334,000 -e.G% tf:20,000!
736,000 -1 714 (13,000)
4,133,000 132% 461.000
3,149,359 -3.6% (117,641)
891,000 13% 11.000
$153,480 839 37% $5,401.639
Page 623
REVENUE SOURCE
(SPECIAL REVENUE FUNDS
AFFORDABLE HOUSING
AFFORDABLE HOUSING FEES
PROPERTY TAX
INTEREST
OTHER
TOTAL AFFORDABLE HOUSING
BUENA VISTA CHANNEl
BUENA VISTA FEES
INTEREST
TOTAL BUENA VISTA CHANNEl MAINTENANCE
CmZEN'S DPT10N FOR PUBLIC SAFETY
STATE FUNDII'IG (A83229)
INTEREST
TOTAL CITIZENS OPTIOI'I FOR PUBliC SAFETY
COMMUI'IITY ACTIVITY GRANTS
INTEREST
TOTAL COMMUNITY ACTIVITY GRAI'ITS
COMMUI'IITY DEVElOPMENT BlOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL COMMUNITY DEVElOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUND
INTEREST
TOTAL LIBRARY AND ARTS ENDOWMENT FUND
LIBRARY GIFTS/BEOUESTS
GIFTSI8EQUESTS
INTEREST
OTHER
TOTAL LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO 12
LlDI2FEES
INTEREST
OTHER
TOTAL LIGHTING AND LANDSCAPING DIST NO 12
lOCAL CABLE INFRASTRUCTURE FUND
CABLE FEES
INTEREST
TOTAL LOCAL CABLE II'IFRASTRUCTURE FUND
MEDIAN MAINTENANCE
MEDIAN MAINTENAI'ICE FEES
OTHER
TOTAL MEDIAN MAINTENANCE
PARKING IN LIEU
IN LIEU FEES
INTEREST
TOTAL PARKING 11'1 LIEU
I
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
2015-16 2016-17
$513.100 $116,000
111.227 238.700
442.376 305.000
199,224 45,000
1,265,927 708.700
80,457 90,000
20,n4 7.800
101,161 97.800
198,354 160,000
2,958 3,000
201,352 163,000
15,982 11,000
15,982 11,000
44,259 687,000
6,760 0
237,747 50,000
288,766 737,000
42,000 37.000
3,489 2.000
3,281 3.000
48.770 42.000
4.016 2.700
4,016 2.700
219.334 270.000
7237 4,000
75.570 0
302.141 274.000
570.436 570,000
36,725 16,000
500 0
607,661 566,000
367,173 350,000
11,122 5,000
378,290 355,000
355,217 350,000
750,204 380.000
1.105.421 730.000
153,320 240,000
8,412 7.000
161,732 247,000
ESTIMATED CHANGE AS% DIFFERENCE
REVENUE OF FY 16-17 2016-17TD
2017·18 PROJECTED 2017·16
$95.000 -181% ($21,000)
240.000 OS% 1,300
307.500 .0.5% (1.500)
45,000 00% 0
687,500 -30% (21.200)
100,000 11 .1 % 10.000
13000 66 7% 5.200
113.000 15 5% 15.200
173,918 87% 13.918
3,000 0.0% 0
176,918 85% 13.918
11000 0.0% 0
11,000 0.0% 0
600,000 ·12.7% (87.000)
100 0.0% 100
50,000 0.0% 0
650,100 ·11.6% (66,900)
36,000 ·2.7% (1,000)
2.000 0.0% 0
3,000 00% 0
41,000 ·24% (1,000)
2,300 ·148% (400)
2300 ·148% (400)
164,000 -39 3% (108.000)
4,000 00% 0
65.000 00% 65,000
233,000 ·150% (41.000)
631,730 108% 61,730
21,000 313% 5,000
0 0.0% 0
652,730 11.4% 66.730
350,000 0.0% 0
4,000 ·20.0% p.OOO!
354,000 .0.3% p.OOO)
359,000 2.6% 9,000
650,000 71.1% 270,000
1,009,000 36.2% 279,000
0 ·100.0% (240.000)
6,000 ·14.3% (1,000)
6,000 -976% (241,000)
Page 624
REVENUE SOURCE
SPECIAL REVENUE FUNDS ·CONTINUED I
POliCE ASSET FORFEil\JRE
ASSET FORFEITIJRES
INTEREST
TOTAL POLICE ASSET FORFEil\JRE
POLICE GRANTS
FEDERAL GAAHT
INTEREST
TOTAL POliCE GRANTS
RECREATION OOHATIOHS
DONATIONS & GRANTS
INTEREST
TOTAL RECREATION DONATIONS
RENTAL ASSISTANCE
FEDERAL GRANT
OTHER
TOTAl RENTAl ASSISTANCE
SENIOR DONATIONS
DONATIONS
INTEREST
OTHER
TOTAL SENIOR DONATIONS
STREET LIGHTING
GOVERNMENT GRANTS AND LOANS
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL STREET LIGHTING
TREE """" , """"""'~ FEES
OTHER
TOTAL STREET TREE MAINTENANCE
TOTAL SPECIAL REVENUE FUNDS
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
2015-16 2016-17
45.782 50,000
5,022 3.000
50,804 53,000
298,913 157,300
0 0
298.913 157,300
69,843 65,500
4,612 2,500
74,455 68,000
6,140,689 6,560,000
71,927 45,000
6,212,616 6.605.000
10,427 14,000
5,035 3,000
13,548 12.000
29,010 29.000
0 0
728,805 725,000
0 0
160,162 169,000
23,886 4,800
912.853 898,600
465,241 -460,000
112.889 ~ 578,130
$12.638.025 $12.351,900
ESTIMATED CHANGE AS% DIFFERENCE
REVENUE OF FY 18-17 2016-17 TO
2017·18 PROJECTED 2017·18
40,000 -200% (10,000)
3.368 12.3% 368
43,368 ·182% (9.632)
0 ·1000% (157,300)
0 00% 0
0 ·1000% (157,300)
52,500 ·199% (13,000)
2,500 00% 0
55,000 ·191% !13.000!
6,500,000 .0.9% (60.000)
38,600 ·13.8% !6.200!
6.538.600 ·1.0% !66.200)
10,000 ·28.6% (4,000)
3.000 0.0% 0
14,000 16.7% 2,000
27,000 ~.9% (2.000)
0 0.0% 0
732,000 1.0% 7,000
0 0.0% 0
150,000 ·It 2% (19,000)
16,000 233.3% 11.200
898,000 .()1% !600)
465,000 11% 5,000
100.000 ·21 0% )26,600!
565,000 -3,7% )21.600!
$12.063,718 ~3% ($288,184)
Page 625
REVENUE SOURCE
I ENTERPRISE FUNDS I
WATER OPERAT10NS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-flOW PROGRAM FEES
PENAL TV FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
OTHER
TOTAL WATER OPERATIONS
RECYCLED WATER OPERATIONS
WATER SALES
READY-TO.SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SERVICE CHARGES
MISCSEWER
ENGINEERING OVERHEAD
PENAL TV FEES
INTEREST
OTHER
TOTAL WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (A8939)
PENAL TV FEES
TRASH SURCHARGE
OTHER
TOTAL SOLID WASTE MANAGEMENT
GOLF COURSE OPERATIONS
INTEREST
CHARGES FOR SERVICES
OTHER
TOTAL GOLF COURSE OPERAT10NS
TOTAL ENTERPRISE FUNDS
CITY OF CARLSBAD
OPERATING FUNOS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
201$-16 2016-17
$22.579,7<18 $24,761,000
10,067,5()6 10,621,000
3.282,033 3,300.000
126,375 131.000
146,561 149,000
252,805 267,000
3<18,394 280.000
121,851 161,000
82,451 131,000
623.963 1,000,000
37,631,687 40,801,000
5,868,965 5,740,000
885,235 979,000
1,116,450 1,100,000
130,293 130,000
218,047 51,000
8,218,990 8.000.000
12,833,867 13,400,000
38,347 33,000
161,119 124,000
90,674 87,000
116,545 106,000
101.981 50.000
13,342.533 13,800.000
195,402 140,000
326,309 330.000
56,025 55.000
2,823,069 2,800,000
348.319 363.000
3,749,124 3.688.000
121,569 0
6,967.811 6,997,573
1.087.454 0
8,196.854 6.997,573
$71,139,188 $73,286,573
ESTIMATED CHANGE AS% DIFFERENCE
REVENUE OF FY 16-17 2016-17 TO
2017-18 PROJECTED 2017-18
$24,600,000 .()7% ($161,000)
10,700,000 0.7% 79,000
3,580,000 85'14 280,000
130,000 .()8% (1,000)
150.000 07% 1,000
261,000 -2.3% (6,000)
251.000 -104'14 (29,000)
125,000 ·22.4'14 (38,000)
100,000 ·237'14 (31,000)
<183,000 -537'14 !537,000!
40,360,000 ·11'14 !441,000)
6,100,000 6.3'14 360,000
900,000 -8.1'14 (79,000)
1,200,000 9.1'14 100,000
30,000 -76.9'14 (100,000)
280,320 449,7'14 229,320
8 510,320 8.4'14 510,320
13,000,000 -3.0'14 (400,000)
35,000 6.1'14 2,000
150,000 21.0'14 26,000
90,000 3.5'14 3,000
75,000 -29.3'14 (31,000)
50.000 00'14 0
13.400,000 ·2.9'14 {400,000)
140,130 01'14 130
335.000 1.5'14 5,000
55.000 0.0'14 0
2.900,000 36'14 100,000
333389 -82'14 {29.611)
3,763.519 2.1'14 75,519
92 00'14 92
7,186,026 27'14 188,453
0 00'14 0
7,186,118 27'14 188,545
$73 219.957 .01'14 ($66,616)
Page 626
REVENUE SOURCE
I INTERNAL SERVICE FUNDS I
WORKERS COMPENSATION
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL WORKERS COMPENSATION
RISK MANAGEMENT
INTIEROEPARTMENTAL
INTEREST
OTHER
TOTAL RISK MANAGEMENT
coo c.o ... coo<>on
"""~vcr~•
OTHER
TOTAL SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL VEHICLE MAINTENANCE
VEHICLE 0001 •rou c "T
'"' ""ucr~" o ""'" • M•
INTEREST
OTHER
TOTAL VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
FEDERAL GRANT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
I REDEVELOPMENT OBUGATION RETIREMENT FUNDS I
VILLAGE ROA OBUGATION RETIREMENT FUND
TAX INCREMENT
INTEREST
TOTAL VILLAGE OPERATIONS I DEBT SERVICE
TOTAL REDEVELOPMENT FUNDS
I TOTAL OPERATING FUNDS
CITY OF CA.RLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
2015-16 2016-17
$2_064,040 52,376,000
128,'132 110,000
1,551.265 1.521.000
3,744,037 4,007,000
1.951,500 1,952.000
61,803 48,000
423.855 6.000
2.437.158 2.006.000
805,465 742.000
123.111 129,000
928,576 871,000
2,782,055 3,184,909
7,736 7,000
32,272 108"000
2,822,083 3,297,909
2,209,136 2,368,596
245,940 180,000
205,314 30,000
2,660,390 2,578,596
0 0
8,607,367 8,922.100
107,820 80,400
213,479 48,000
8.928.688 9.050.500
$21.520,890 521,611 005
2,137,065 2,475,000
19,729 4,500
2,156,794 2,479,500
$2,156,794 $2,479,500
$256,005,350 $258,007,978
ESTIMATED CHANGE AS% DIFFERENCE
REVENUE OF FY 1&-17 201&-17 TO
2017·18 PROJECTED 2017·18
52,731,260 150% $355,260
100,000 -Ill% (10,000)
1,500.000 -1 4% (21,000)
4,331.260 81% 324,260
1,991,540 20% 39,540
45,000 -83% (3,000)
0 ·100.0% (6,000)
2,036,540 15% 30,540
690,000 ·1.0% (52,000)
150,000 16.3% 21.000
840.000 -3.6% (31,000}
2,830,596 ·11.1% (354,313)
7,000 0.0% 0
17000 -84.0% !89,000!
2,854 596 ·13.4% !443,313)
2,047,109 ·13.8% (321,487)
180,000 0.0% 0
50,000 88.7% 20,000
2.277,109 ·11.7% (301,487)
0 00% 0
8,692,432 ·2.6% (229,888)
70,000 ·12.9% (10,400)
0 ·100.()% (48,000}
8.782,432 -32% (288.068}
$21.101,937 -3 3% ($709,068)
2.400.000 -3.0% (75,000)
4,500 00% 0
2.404.500 -30% (75.000)
$2,404500 -3.0% ($75,000)
$262,270,749 1.7% $4.262,771 1
Page 627
DEPARTMENT
!GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY ATIORNEY
CITY CLERK & RECORDS MANAGEMENT
CITY MANAGER
CITY TREASURER
COMMUNITY OUTREACH AND ENGAGEMENT
TOTAL POLICY AND LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
FINANCE
HUMAN RESOURCES
TOTAL ADMINISTRATIVE SERVICES
COMMUNITY SERVICES
COMMUNITY AND ECONOMIC DEVELOPMENT
HOUSING AND NEIGHBORHOOD SERVICES
LIBRARY AND CULTURAL ARTS
PARKS AND RECREATION
TOTAL COMMUNITY SERVICES
PUBLIC SAFETY
FIRE
POLICE
TOTAL PUBLIC SAFETY
PUBLIC WORKS
PUBLIC WORKS ADMINISTRATION
ENVIRONMENTAL MANAGEMENT
GENERAL SERVICES
TRANSPORTATION
TOTAL PUBLIC WORKS
MISCELLANEOUS NON-DEPARTMENTAL
EXPENDITURES
COMMUNITY CONTRIBUTIONS
DUES & SUBSCRIPTIONS
LEGAL SERVICES
PROFESSIONAL SERVICES
OTHER MISCELLANEOUS EXPENDITURES
PERSONNEL RELATED
PROPERTY TAX & OTHER ADMINISTRATION
TOTAL EXPENDITURES
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2016-17
2014-15 2015·16 ESTIMATED
ACTUAL' ACTUAL$ EXPENDITURES
$384.392 $444,127 $455,000
1.416.317 1.467,833 1,495.000
808,397 799.184 940,000
1.629,045 1.936,727 2,010.000
196,203 207.636 239.000
1,300,604 1.326,449 1,400.000
5,734,958 6.181.958 6.539,000
3,824,267 4.189,451 4,874.000
2,869,238 2,959,875 2,885,000
6.693.503 7,149.326 7.739.000
8.330.000 9,555.376 9,244,000
846,202 769,624 1,061,000
10,791,565 12,095,073 12,875,000
14,636,829 14,558.962 15.692.000
34,404,616 38,979,035 38,672,000
19.034,742 20,727,076 22,604,064
29,557,209 30,910,877 34,318.000
48,591.951 51,637,953 56,922,064
1,254,175 1,693,614 1,938,000
329,297 382,314 610,000
8,334,138 7,882,987 7,298,000
4.940,199 5,780,410 6,907,000
14,857,807 15,739,325 16,753,000
40.707 27,795 25,000
49.740 50,493 50.000
315,370 145,755 250,000
1,246,582 1,018,150 121,000
1,592,120 1,396,086 1,000,000
117,608 160,691 1,093,000
549.747 617,125 650,000
3,911,874 3,416,095 3,189,000
EXHIBIT 3A-3
%1NCRI(OECR)
16-17 BUD
2016·17 2017-18 TO
BUDGET BUDGET 1M8BUO
$490.929 478,863 ·2.5%
1.514.588 1,885,847 11.3%
1.057,377 999,583 ·5.5%
2,045,287 2,542,817 24.3%
219.563 207,461 -5.5%
1,843.583 1,511,987 ·18.0%
7.171.327 7,426,358 3.6%
4,203,629 4,345,778 3.4%
3,267,985 3.419.294 4.6%
7.471.594 7,765,072 3.9%
9,690,763 9,861,256 1.8%
976,911 1,282.231 31.3%
12,366,337 12,616,162 2.0%
15,551,949 16,014.041 3.0%
38,565,960 39,773,690 3.1%
21,138,670 21 ,755,772 2.9%
34,195.534 35,403.683 3.5%
55,334,204 57,159,455 3.3%
1,760,105 2.119.896 20.4%
698,645 562,465 ·19.5%
8.348,834 8,353.243 0.1%
6,689,860 6,432,600 -3.8%
17.497,444 17,468.224 ·0.2%
0 0
55.000 55,000 0.0%
300,000 300,000 0.0%
282,500 88,000 ·68.8%
0 0
1,155.000 1,030,000 ·10.8%
737,000 720,000 ·2.3%
2.529.500 2.193,000 ·13.3%
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
Page 628
DEPARTMENT
I GENERAL FUND· CONTINUED I
TRANSFERS
INFRASTRUCTURE REPLACEMENT FUND
TRANSFERS TO SELF INSURED BENEFITS
TRANSFERS TO GOLF COURSE
TRANSFER TO LLD#1 (MEDIANS & TREES)
TRANSFER TO STORM WATER PROGRAM
OTHER MISCELLANEOUS TRANSFERS
TOTAL TRANSFERS
TOTAL MISCELLANEOUS NON-DEPARTMENTAL
SUBTOTAl GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
!sPECIAL REVENUE FUNDS
AFFORDABLE HOUSING
BUENA VISTA CHANNEL MAINTENANCE
CITIZEN'S OPTION FOR PUBLIC SAFETY
COMMUNITY ACTIVITY GRANTS
COMMUNITY DEVELOPMENT BLOCK GRANT
CULTURAL ARTS DONATIONS
LIBRARY AND ARTS ENDOWMENT FUNO
LIBRARY GIFTS/BEQUESTS
LIGHTING AND LANDSCAPING DISTRICT NO.2
LOCAL CABLE INFRASTRUCTURE FUND
MEDIAN MAINTENANCE
PARKING IN LIEU
POLICE ASSET FORFEITURE
POLICE GRANTS
RECREATION DONATIONS
RENTAl ASSISTANCE
SENIOR DONATIONS
STREET LIGHTING
STREET TREE MAINTENANCE
TOTAL SPECIAL REVENUE FUNDS
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2016-17
2014-15 2015-16 ESTIMATED
ACTUAl' ACTUAL$ EXPENDITURES
8,302,000 8,952,000 9,460,000
0 0 0
1,031,240 1,049,795 0
539,000 860,000 500,000
232,334 190,402 224,000
829,750 1.500.000 1.500.000
10,934,324 12,552,197 11,684.000
14,848,198 15,968,292 14,873,000
125,129,033 133,655,889 141,698,064
0 0 0
$125,129,033 $133,655,689 $141,698,084
$472,431 $567,579 $650,000
16,291 116,019 110,000
102,286 193,002 140,000
7,468 10,000 10,000
664,868 339,515 885,000
33,208 26,684 25,000
1,511 3,907 4,000
107,393 176,547 300.000
249.208 242,902 308,000
480,116 506,482 384,000
797,985 834,917 750,000
42,901 43,332 44,000
161,760 149,704 60,000
142,729 324,642 50,000
30,724 58,102 121,000
6,249,903 6,113,902 5,900,000
25.849 22,695 43,000
800,854 912,563 502,000
520.373 541.026 565.000
$10,907,898 $11,183,820 $10,831,000
2016-17 2017-18
BUDGET BUDGET
9,460,000 9,970,000
0 0
0 0
500,000 750,000
224,000 235,000
1.500.000 1.500.000
11,684,000 12.455.000
14,213,500 14,648,000
140,274,029 144,240,799
1,500,000 1,500,000
$141,774,029 $145,740,799
$572,613 $546,689
186,400 190,128
158,672 151,774
10,000 10,000
518,171 507,796
70,000 51,536
6,000 6,000
313.006 270.000
305,248 310,420
235.415 196,500
1,073,050 1,141,987
44,000 44,000
101,346 87,294
0 0
132,950 150,867
6,013,070 6,688,440
47,600 88,500
1,010,973 1,004.288
570,382 572,381
$11,368,796 $12.016,600
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
%1NCRI(DECR)
16·17 BUD
TO
17·18BUD
5.4%
.
50.0%
4.9%
0.0%
6.6%
3.1%
2.8%
0.0%
2.8%
-4.5%
2.0%
-4.3%
0.0%
·2.0%
-26.4%
0.0%
·13.7%
1.7%
·16.5%
6.4%
0.0%
·13.9%
13.5%
11 •. 2%
86.3%
.0.7%
0.4%
5.7%
Page 629
DEPARTMENT
I ENTERPRISE FUNDS I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
WASTEWATER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE OPERATIONS
TOTAL ENTERPRISE FUNDS
I INTERNAL SERVICE FUNDS I
WORKERS' COMPENSATION
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
I REDEVELOPMENT OBLIGATION RETIREMENT FUNDS I
VILLAGE RDA OBLIGATION RETIREMENT FUND
TOTAL REDEVELOPMENT
I TOTAL OPERATING FUNDS
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2016·17
2014-15 2015-16 ESTIMATED
ACTUAL' ACTUAL$ EXPENDITURES
$36,440,547 $34,302,276 $33,800,000
6,671,638 7,737,337 6,100,000
12,168,367 10,518.513 11,500,000
2,976,754 3,077,057 3,755,000
7.430,703 7,516,799 22,733.700
$65,688,009 $63,151,982 $77,688,700
$2,406,830 $4,086,059 $2,802,000
2,885,985 504,502 2,348,000
2,884.619 980,821 1,038.000
3,089.605 2,498,049 2,338.000
1,434,149 2,814,499 1,489,000
7,409,333 7,443,426 8,516,000
$20,090,521 $18,327,356 $18,511,000
$1,261.446 $4.885.253 $1,425,000
$1,261,446 $4,685,253 $1,425,000
l223.076,907 l231.204,100 $250,353.764
2016-17
BUDGET
$39,739,425
7,778,974
12.428,682
3,821,130
7,970,967
$71,739,378
$4,261,007
2,028,215
1,040,000
3,159,868
3,648,173
9,726,262
$23,863,525
$1,400,525
$1,400,525
$250,146,253
General Fund
NonGF
2017·18
BUDGET
$42,323,406
9,084,080
12.738,707
4,070,375
7,469,039
$75,705,807
$4,411,786
2,068,575
1,040,000
3,200,822
2.329,800
9,767,582
$22.818,565
$1,206,119
$1,206,119
l257,487,890
$145,740,799
111,747,091
$257.487.890
ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS.
%1NCRI(DECR)
16-17 BUD
TO
17·18 BUD
6.5%
16.8%
2.5%
6.5%
·6.0%
5.5%
3.5%
2.0%
0.0%
1.3%
·36.1%
0.4%
-4.4%
·13.9%
·13.9%
Page 630l'fiQJ.
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Page 637
EXH IBIT 3C
PERSONNEL ALLOCATIONS
FINAL FINAL FINAL
BUDGET BUDGET BUDGET 2017-18
2015-16 2016-17 2017-18 CHANGES
CITY ATTORNEY 7.00 6.00 7.00 1.00
CITY CLERK & RECORDS MANAGEMENT* 5.00 5.00 6.00 1.00
CITY COUNCIL 1.00 1.00 1.00 0.00
CITY MANAGER 7.00 8.00 8.00 0.00
CITY TREASURER 0.75 0.75 0.75 0.00
COMMUNICATIONS 5.00 5.00 5.00 0.00
COMMUNITY AND ECONOMIC DEVELOPMENT 44.00 44.00 44.00 0.00
FINANCE AND RISK MANAGEMENT 32.50 33.00 32.00 (1.00)
FIRE 89.00 90.00 90.00 0.00
HOUSING AND NEIGHBORHOOD SERVICES 13.00 13.00 13.00 0.00
HUMAN RESOURCES & WORKERS COMP 11.00 11.00 11.00 0.00
INFORMATION TECHNOLOGY 19.50 20.00 26.00 6.00
LIBRARY & CULTURAL ARTS 50.50 50.50 50.50 0.00
PARKS AND RECREATION 58.15 57.15 57.00 (0.15)
POLICE 168.00 168.00 168.00 0.00
PUBLIC WORKS -ADMINISTRATION 8.05 9.85 12.30 2.45
PUBLIC WORKS-ENVIRONMENTAL MANAGEMENT 8.50 9.50 9.70 0.20
PUBLIC WORKS -GENERAL SERVICES 28.10 51.30 52.00 0.70
PUBLIC WORKS -TRANSPORTATION 57.35 33.00 32.00 (1.00)
PUBLIC WORKS -UTILITIES 60.85 60.20 59.00 (1.20)
PERMANENT FULL AND 3/4 TIME LABOR FORCE 674.25 676.25 684.25 8.00
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2015-16 2016-17 2017-18 Difference
Limited Term Personnel 3.75 6.75 7.75 1.00
Hourly Full Time Equivalent Personnel 159.51 162.76 179.09 16.33
TOTAL LABOR FORCE 837.51 845.76 871 .09 25.33
(*)In FY 2017-18, City Clerk and Records Management merged
B-29
RESOLUTION NO. 1573
A RESOLUTION OF THE BOARD OF DIRECTORS OF CARLSBAD MUNICIPAL
WATER DISTRICT, CALIFORNIA (CMWDt ADOPTING THE WATER DISTRICT
FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
FISCAL YEAR 2017-18.
EXHIBIT 4
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California,
has reviewed the proposed final Operating Budget and Capital Improvement Program for Fiscal Year
2017-18 and has held such public hearings as are necessary prior to the adoption of the final budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal
Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary entitled "City of
Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY 2031-32 Capital Improvement
Program -Preliminary," as amended in accordance with Exhibits 4-A and 4-B, attached hereto and
incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement
Budgets for the Carlsbad Municipal Water District for the Fiscal Year 2017-18 along with the Program
Options determined by the City Council as set forth in the minutes of the Council's meeting of Tuesday,
June 13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget in Exhibit 4-B is hereby
appropriated to the fund for which it is designated and such appropriation shall not be increased except
as provided herein.
5. That total appropriations may only be increased or decreased by the Board of
Directors by passage of a resolution amending the budget except as provided herein.
6. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Water Board or Executive Manager as described below.
i. The Executive Manager may authorize all transfers offunds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Manager may delegate the authority to make budget
transfers.
iii. The Executive Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Manager may authorize increases in an
appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is
designated for said specific purpose.
iv. The Executive Manager may authorize increases in purchased water
appropriations in an amount equal to the same percent that water sales exceed the amount of the
original revenue estimate.
B. The Board of Directors must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The Executive
Manager may authorize the hiring of temporary or part time staff as necessary, within the limits
imposed by the controls listed above.
7. That all appropriations and outstanding encumbrances as of June 30, 2017 are
hereby continued into FY 2017-18 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining unexpended at
June 30, 2017, are hereby appropriated for such capital projects for Fiscal Year 2017-18.
II
II
II
Page 641PROJ.
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,GIIAHDTOIIU. All CMWD PIIOI£CI'S
2017-18 to 2031-32 Capital Improvement Program-CMWD
TOTAl. PRIOR IWANCE 'ftAlt 1 YEAR2
rut<D COST EliP/EHC FOAWAJID 2017-18 2018-19
IIEC1 RfFI. 1,5'11,100 71),600 7D.SOO 100;000
IIEClllfft. 175,000 1J>,DDD
IIEClllfft 2..200,000 200,000 200,000 200,000
IIKI.IIfft aoo.ooo 541,000 so..ooo 50,000
REC1RS'l 162,500 80,000 82,.500
11££1. RfFI. 326,750 2£5,062 25.338 36,.350
llfO.WAlU. J,.4.17A06 Ml7,406 .
P;fQ.WAlU 6,.844,l2.C 6,643,,941 183
I[Q.WATEI. 18.700.000 3..82'01US 14,87'9,78:2
UQ.WAlU 2.250.00:1 31l~t2D< 1.190.796 750,000
WAlUCOHlll l.,oliO,DOO la:3 1,059,817
WATBCO~'II 1,()90,000 . 1,1190,000
WAlUCOIDI 1.100,300 ~~.'W2 57 .!liB
W .. Ttlt(DHtj 1,.955,200 5,2:18 9,SS2
WATUCOJr.Oj 300.000 . 300.000
WATill COH'II 1.750,000
WA.TaCON'II 8.527,500 -22,500
W/!.TDtREPl 7,.67!1,400 -7,.674,000 4.400
WATDtREP\. 815,000 --SlS.OOO
WATDtRIPI. 150,000 -150,000
WATEBRIPI. 950,000 --28(),0011
WA'TUREPl 1.930.000 1,930,000
WKTDI:REPl 1.246.100 169,6SS 1.on.ou
WKTDI: RIP\. NII.,OC10 . 2.Ql,OOO
WATDtREP\. 300,000 300,000
W ... TU.:REPl BIXI,OOCJ --
WATDtRIP\. 2,.1l!19,DOO . 1.¢®,000 90,000 90,.000
WATDtllll'l. 2,.1.60,000
WA'TUREPl 150,DOO JSOOOO
WATO:REP\. 560.000 -560,000
w.<~Tm RIP\. 0 120,SS.O 1:54.116 (275.Cl001
WATDtREPl ].940,000 106,9'27 ],833,073
WATDtREPl 2.135,200 1,168,115 967,085
WATEW.~IPI. 13,,05 5, OOCJ 10.436 9,.9S9,5&t 3,0155.000
WATO:Ril'l. 6,.33lt,OOO 3811,5&!1 ~1.412
WATDttll:rl ]~33,000 423,7-"1 1,.()09,260 1,000.000 l.OOO.oon
WATDtREP\. 250.oon 2611,000
WATDtRIPI. 9,502,000 3!13,439 708.561 600,0011
WATEJtRIPI. 600,00CJ eoo..ooo
WATDtRIPI. 1.750,000
WATERIUPL 7.5011.000 l,.Sl6,466 l,633,5M 1.500.000
WATUI:REP\. 1,.2!00,.000 1.200,000
WATO:IlfP\. 8.521,.500 . 27,500
W4TDtRil'L 2,838,000 470,.000
WATO:REP\. lSO,DOO 234 99,766 50.000
WATERRIJ'l. 745,.DOO 2!1.100 330,300 385.000
WATEP.REPl 6,.455,.000 4125,3$2 4~,643
WATlltllO'l 2,.200,000 200.000 200.000 ;!00..0011
W.ATERREPt <:05,000 -.COS,OOO
WATURIPI. 14,850,00CJ 662,02-4 l,-'37,!176 1..2SO.OOO 1_250,000
WATDtRIPI. ,13,SEQ 351,985 25,215 316,.3611
WATDtREP\. 560,.000 49,690 510,31.0
WATEit RIP\. 100,380 1.94,7&9 514,601
WATDtPD\. l!.632,5S4 J.32-4,:llii 308·,378
WATDtR£Pl 3,517,zni 3,259,0S2 258,1.94
WATER REP\. 2.,497,5311 ].62!l,406 858,124
WoUmPBt. 42S,OCIO 4.,415 29S,SSS 125.000
1'74.714,4140 30,.6il0.8110 65 .:rnl . .1211 CJ.S3S.1211 s.m 5,ooo
YEAR 3 YfAR~ YEARS
201~211 2:02G-21 2021-n
100.000 100,000 100;000
200,000 200,000 200.000
so.ooo 50,.000 50,000
1.94-0,000
67{),000
SOO,OOO
90,000 !lO,GOO 90,000
85,000 ;r.G7S,OOO
1,000,000 1..000.000 l,DOO,.OOD
600.000 600.000 600,DDD
2.368,000
200.000 200,000 20t),OOO
1,250,000 !.250.000 l.2SO.CU
9,2611,000 3.575.000 s..so;,,ooo
YEAR6-l.D
2flU-27
500;000
500.000
250,000
325,000
1,009.000
3,000.000
3,000.000
325,000
1 •. sso.ooo
500.000
3,2'.50,000
14.50!,000
Exhibit 4-A
YUR 11·15
2028-32
500,000
500.000
250,000
l. .. 2S.ooo
a.soo.ooo
3.000.000
3.000.000
l,A2S.DOO
8,500.000
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Page 642
EXHIBIT4B
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
ENTERPRISE
UTILITIES ACCT NO. 5016310/5026310
2014-15 2015-16 2016-17 2017-18
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $4,050,14$ $4,874,216 $5,290,355 $5,501 ,115
MAINTENANCE & OPERATIONS 39,003,062 37,139,235 42,228,044 45,906,371
CAPITAL OUTLAY 58,977 26,162 0 0
GRAND TOTAL $43,112,185 $42,039,613 $47,518,399 $51,407,486
FULL TIME POSITIONS 38.55 40.60 42.85 42.00
HOURL Y/FTE POSITIONS 0.00 0.50 0.50 0.50
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District. a subsidiary district of the City of Car1sbad, provides water service to
approximately 85 percent of the city. The District purchases 100 percent of its potable water, which includes a new
local supply of desalinated seawater, as treated water from the San Diego County Water Authority. The District also
supplies customers with recycled water from the Carlsbad Water Reclamation Facility (CWRF), and through purchase
agreements with the Leucadia Wastewater District and Vallecitos Water District.
PROGRAM ACTIVITIES:
Water Operations
• Provide reliable operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and
disinfection systems; collect water quality samples to ensure compliance with state and federal regulations, and
provide emergency response services. CMWD is in full compliance daily with drinking water regulations.
Water Construction/Maintenance
• Schedule and perform water system maintenance to ensure a safe and efficient water distribution system, and
provide emergency response services and repairs.
Water Conservation
• Provide water conservation education and outreach to encourage responsible water use.
Meter Services
• Read over 29,000 customer meters monthly to ensure timely and accurate revenue collection; provide customer
service for water utility customers; and install, replace and maintain water meters.
Cross-Connection Control
• Implement and enforce cross-connection control and backflow prevention of potable and recycled water systems
to ensure a safe supply of potable water and compliance with state and federal regulations.
PERFORMANCE/WORKLOAD MEASURES:
Water Losses
The 2012 AWWA benchmarks for distribution system losses (Apparent and Real) range between approximately 3
percent and 13 percent, with a median of approximately 6 percent. CMWD's water loss is near the benchmark median.
Car1sbad Water Loss -Last Five Years
Fiscal Year Percent of Water Loss (Apparent and Real)
2011 -12 5.1 o/o
2012-13 6.1 o/o
2013-14 5.3%
2014-15 6.0%
2015-16 6.1%
Page 643
EXHIBIT4B
PROGRAM: PAGE TWO
FUND:
PROGRAM GROUP:
WATER OPERATIONS
ENTERPRISE
UTILITIES ACCT NO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (continued)
Potable Water Cost Efficiency
This measure represents the cost of service by Fiscal Year divided by the total number of accounts. The 2012 American
Water Works Association (AWWA) benchmark for this metric is between $281 and $608 with a median of $408. The
City's Water Cost Efficiency is close to the median, suggesting that the system operates efficiently from a financial
standpoint.
O&M Potable Water Cost Efficiency
Fiscal Year Adjusted Expenses* Total Number of Accounts Average Cost per Account
2011-12 $11 ,783,137 28,527 $413
2012-13 $13,237,904 28,867 $459
2013-14 $13,828,466 29,007 $477
2014-15 $13,457,570 29,172 $461
2015-16 $13,933,730 29,345 $475
• . . Excludes cost of purchased water and deprecJatJon
Water Service Delivery
The System Integrity Rate is the metric for assessing the condition of a water distribution system by reviewing the
number of leaks and breaks in the system per 100 miles of pipe. These measures are calculated by dividing the total
number of leaks and breaks during the reporting period by the total miles of pipe in the system and multiplying the
results by 100. CMWD currently has approximately 438 miles of potable pipe and 78 miles of recycled pipe.
The 2012 AWWA benchmark for pipeline breaks ranges between 6 and 20, with 14 as the median. The benchmark for
leaks ranges between 2 and 28, with 16 as the median. CMWD's potable water breaks rates are well below the
benchmarks and seem to indicate that the system integrity is operating at a very high level. CMWD's leaks rates are
near the median and also seem to indicate that the system integrity is operating at a strong level.
CMWD System Integrity per 100 Miles of Pipe-Potable Water
Fiscal Year Potable Water Potable Water Potable Water Potable Water
#of Breaks Breaks Rate #of Leaks Leaks Rate
2011-12 7 1.70 81 19.72
2012-13 4 .96 59 14.22
2013-14 4 .96 111 26.50
2014-15 7 1.64 80 18.79
2015-16 12 2.74 49 11 .19
CMWD began installing its recycled water system in 1991. The very low pipeline leaks and breaks rates In the recycled
water system reflect, in part, this fairly new system.
CMWD System Integrity per 100 miles of Pipe-Recycled Water
Fiscal Year Recycled Water Recycled Water Recycled Water Recycled Water
#of Breaks Breaks Rate #of Leaks Breaks Rate
2011 -12 0 0.00 5 6.49
2012-13 0 0.00 1 1.28
2013-14 0 0.00 1 1.28
2014-15 0 0.00 2 2.56
2015-16 1 1.28 0 0
Page 644
PROGRAM:
FUND:
PROGRAM GROUP:
WATER OPERATIONS
ENTERPRISE
UTILITIES
KEY ACHIEVEMENTS FOR FY 2016-17:
• Maintained a 99% AMR meter read rate, which minimizes manual re-reads.
EXHIBIT 48
PAGE THREE
ACCT NO. 5016310/5026310
• Replaced a• meter for Omni La Costa Resort, and raised the entire meter and pipeline feed above ground for ease
of maintenance.
• Continued Carlsbad Conserves program campaign to assist customers with State mandated water use reductions
and restrictions.
• Continued water conservation education and outreach programs, as well as maintained compliance with state
water conservation regulations.
• Prepared approximately 22 new retrofit plans (potable to recycled water) for properties located in areas where
recycled water will be available in FY2017. Also connected 24 new properties to existing recycled water system.
Plan-checked and/or processed 40 new recycled water plans for CMWD and San Diego County DEH approval.
• Completed construction of the El Camino Real Recycled Water pipeline between Cannon Drive and Chestnut
Avenue.
• Completed the 2016 Water Cost of Service Study.
• Completed design of the recycled water pipelines for Avenida Encinas and Ponto Road.
• Completed design of Bolero pressure reducing station.
• Completed construction of the Phase Ill Carlsbad Water Recycling Facility Plant Expansion as part of the $37
million Phase Ill Expansion Project.
• Completed construction of Phase I of the Tri-Agencies Water Transmission Pipeline Replacement.
• Decommissioned the out-of-date pumps at the Ellery Pump Station at the Ellery Potable Water Tank Site, and built
a new manifold specifically configured for portable pumps, as the pumps at this location are infrequently used.
• Completed Urban Water Management Plan update
KEY GOALS FOR FY 2017-18:
• Update the hydraulic models for the Water Master Plan and the Recycled Water Master Plan.
• Complete alternatives analysis of SCADA hardware and software for the Water SCADA Master Plan
• Begin design of lower El Fuerte pressure reducing station.
• Begin rehabilitation of C and 03 potable water storage tanks.
• Begin construction of Bolero pressure reducing station.
• Begin design of the Maerkle Reservoir Cover.
• Complete design of recycled water storage tank at D site.
• Complete construction of recycled water transmission line in Avenida Encinas.
• Complete plug valve maintenance in the potable distribution system.
• Complete inventory of existing infrastructure and load data into the Asset Management System.
• Begin AMR to AMI conversions.
• Begin implementation of a meter analytics with a web customer portal.
• Complete upgrade of the Harris Utility Billing system.
• Establish a meter testing program.
• Establish a high water usage call out system.
Establish critical volvo designations within Asset Management System.
• Implement a revised valve maintenance program.
• Implement a new valve replacement program.
• Participate in implementation of Job Order Contracting program.
SIGNIFICANT CHANGES:
• Reallocation of staff to better reftect workload.
RESOLUTION NO. 537 EXHIBIT 5
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2017-18.
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs, for FY 2017-18; and
WHEREAS, public hearings have been held as necessary prior to the adoption ofthe final
operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission ofthe
City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk entitled "City
of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to FY 2031-32 Capital
Improvement Program-Preliminary," as amended in accordance with Exhibit 5-A attached hereto and
incorporated by reference herein, is hereby adopted as the Operating Budget for the Carlsbad Housing
Authority Section 8 Programs for FY 2017-18, along with any Program Options determined by the City
Council as set forth in the minutes of the Council's meeting of Tuesday, June 13, 2017, and that all
funding for planning and administrative expenses has been determined to be necessary and
appropriate for implementation of Authority activities in FY 2017-18.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget request in Exhibit 5-A is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from account
to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers and adjustments.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase an appropriation
for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated
for said specific purpose.
B. The Commission must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The Executive
Director may authorize the hiring of temporary or part-time staff as necessary, within the limits
imposed by the controls listed above.
6. That all appropriations and outstanding encumbrances as of June 30, 2016, are
hereby continued into FY 2017-18 for such contracts and obligations.
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Page 648
PROGRAM:
FUND:
PROGRAM GROUP:
RENTAL ASSISTANCE
SPECIAL REVENUE
COMMUNITY & ECONOMIC DEVELOPMENT
EXHIBIT SA
ACCT NO. 190XXXX
2014-15 2015-16 2016-17 2017-18
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $371,280 $403,134 $422,688 $388,410
MAINTENANCE & OPERA TlONS 5,878,623 5,710,768 5,590,382 6,298,030
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $6,249,903 $6,113,902 $6,013,070 $6,686,440
FULL TI ME POSITIONS 3.60 3.60 4.00 3.50
HOURL Y/FTE POSITIONS 0.00 0.00 0.00 0.00
MISSION STATEMENT:
Serving to engage and connect the community, its neighborhoods, and its people in the development and
implementation of programs which provide for affordable housing and help strengthen neighborhoods through
partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
• Provide federal funding to subsidize rents for extremely low-income and very low-income households.
• Assist low-income households in the community to access rental housing that is decent, safe, and sanitary.
• Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
• Achieve and maintain a lease rate that effectively and fully utilizes funding allocation.
Family Self-Sufficiency
• Enable unemployed, under-employed or under-educated low-income families achieve economic independence
from welfare.
• Assist families identify barriers to becoming self-sufficient.
• Provide guidance to families for establishing a five-year goal and plan.
• Coordinate needed support services and act as an advocate on behalf of the client.
PERFORMANCE/WORKLOAD MEASURES:
• Maintain a Section Eight Management Assessment Program (SEMAP) ranking which is at a minimum "Standard
Performer" and with a goal of "High Performer."
• Achieve and maintain a lease rate utilizing 98 percent of allocated funds.
• Update and revise Administrative Plan to adopt changes in federal regulations.
• Expand rental assistance knowledge by conducting community workshops, providing owner and participant
educational opportunities, and conducting owner outreach presentations.
KEY ACHIEVEMENTS 2016-17:
• Provided monthly rental assistance to approximately 600 very low and extremely low-income households.
• Received "High Performer" ranking under SEMAP (seventh consecutive year, due to outstanding job performance).
KEY GOALS 2017-18:
• Implement a new software program to improve operational efficiency and reduce the need for paper file storage
and increase the ability for electronic file storage.
SIGNIFICANT CHANGES:
• Reallocation of full-time staff in Housing and Neighborhood Services to better reflect workload.
RESOLUTION NO. 2017-109
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA ACTING AS SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, APPROVING THE OPERATING BUDGET OF
THE SUCCESSOR AGENCY AND ENFORCEABLE OBLIGATIONS OF THE CITY
OF CARLSBAD'S REDEVELOPMENT OBLIGATION RETIREMENT FUND FOR
FISCAL YEAR 2017-18.
EXHIBIT 6
WHEREAS, the City Council ofthe City of Carlsbad, California has been designated as the
Successor Agency for the Carlsbad Redevelopment Agency and, as such, is responsible for the
administrative responsibilities required to complete the work of the former Carlsbad Redevelopment
Agency and repay all enforceable obligations; and
WHEREAS, the City Council as the Successor Agency for the Carlsbad Redevelopment
Agency and the appointed Oversight Board have reviewed the proposed Operating Budget for the
Agency and previously approved the Enforceable Debt Obligations to be repaid from the
Redevelopment Obligation Retirement Fund for FY 2017-18; and
WHEREAS, the Successor Agency finds that the proposed Operating Budget for the
Agency and the Oversight Board approved debt obligations of the Redevelopment Obligation
Retirement Fund is consistent with the Recognized Obligation Payment Schedule prepared by the
Successor Agency and approved by the Oversight Board; and
WHEREAS, public hearings have been held as necessary prior to the adoption of the final
operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the City Council ofthe City of Carlsbad, California
acting as Successor Agency for the Carlsbad Redevelopment Agency as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Carlsbad City Clerk
entitled "City of Carlsbad, FY 2017-18 Preliminary Operating Budget and FY 2017-18 to 2031-32 Capital
Improvement Program-Preliminary," as amended in accordance with Exhibit 6-A attached hereto and
incorporated by reference herein, is hereby adopted as the Operating Budget for the Carlsbad
Redevelopment Obligation Retirement Fund for FY 2016-17, along with any Program Options
determined by the City Council as set forth in the minutes of the Council's meeting of Tuesday, June
13, 2017.
3. That the amounts reflected as estimated revenues for FY 2017-18 are hereby
adopted as the budgeted revenues for FY 2017-18.
4. That the amount designated as FY 2017-18 Budget request in Exhibit 6-A is
hereby appropriated to the fund for which it is designated, and such appropriation shall not be
increased except as provided herein.
5. That the following controls are hereby placed on the use and transfers of budget
funds:
A. No expenditure of funds shall be authorized unless sufficient funds have
been appropriated by the Successor Agency or designee, as described below.
i. The City Manager, as Executive Director for the Successor Agency, may
authorize all transfers of funds from account to account within the same fund in an amount up to
$100,000 per transfer.
ii. The City Manager, as Executive Director of the Successor Agency, may
delegate the authority to make budget transfers and adjustments.
iii. The City Manager, as Executive Director of the Successor Agency, may
authorize budget adjustments involving offsetting revenues and expenditures; the City Manager, as
Executive Director of the Successor Agency, is authorized to increase an appropriation for a specific
purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific
purpose, and is approved in advance by the Oversight Board.
B. The Successor Agency must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget. The City
Manager, as Executive Director ofthe Successor Agency, may authorize the hiring of temporary or part-
time staff as necessary, within the limits imposed by the controls listed above and subject to the
Operations Budget for the Successor Agency.
6. That all appropriations and outstanding encumbrances as of June 30, 2017, are
hereby continued into FY 2017-18 for such contracts and obligations, as approved by the Oversight
Board.
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II
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II
II
II
II
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Page 652
EXHIBIT6A
PROGRAM: SUCCESSOR AGENCY (REDEVELOPMENT) OPERATIONS
VILLAGE AREA
FUND: TRUST
PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. 8012410
2014-15 2015-16 2016-17 2017-18
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $107,934 $108,227 $117,502 $119,248
MAINTENANCE & OPERATIONS 1,153,512 4,777,026 1,283,023 1,086,871
CAPITAL OUTI.A Y 0 0 0 0
GRAND TOTAL $1,261,446 $4,885,253 $1,400,525 $1 ,206,119
FULL TIME POSITIONS 0.85 0.85 0.85 0.85
HOURL Y/FTE POSITIONS 0.00 0.00 0.00 0.00
PROGRAM ACTIVITIES:
• Complete various activities associated with dissolution of the Redevelopment Agency.
• Complete any projects set forth within the approved Recognized Obligation Payment Schedule (ROPS) and ensure
payment of all debt obligations as set forth by the Oversight Board.
• Coordinate the activities of the Oversight Board, and complete assignments of the Oversight Board.
• Transfer ownership of redevelopment agency property to appropriate agency, or sell said property as set forth by
the Oversight Board.
KEY ACHIEVEMENTS 2016-17:
• Successfully completed all of the required financial audits for the sunset of the program.
• Partnered and worked collaboratively to reach approval by the State of California's Department of Finance.
KEY GOALS 2017-18:
• HNS staff will coordinate with the City Attorney's Office, Finance Department, the Oversight Board, the State of
California and County of San Diego to ensure proper implementation of the Successor Agency and take
appropriate actions to continue to dissolve the former redevelopment agency in a timely manner and ensure
repayment of all approved debt obligations.
• Complete approved redevelopment projects as set forth within the certified ROPS and submit all required reports
on dissolution activities to the State of California and the County of San Diego.
SIGNIFICANT CHANGES:
• None.
RESOLUTION NO. 2017-110
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ESTABLISHING THE 2017-18 APPROPRIATION LIMIT AS
REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION
AND STATE LAW.
EXHIBIT 7
WHEREAS, Article XIIIB of the California State Constitution requires that governments
annually establish a limit on the appropriation of proceeds of taxes; and
WHEREAS, State law requires that this limit be presented to the governing body of each
entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a newspaper of general
circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, does hereby establish
and adopt the 2017-18 appropriation limit of four hundred and thirty-three million, eight hundred
forty-five thousand, and eight hundred fifty-two dollars ($433,845,852) as computed in Exhibit 7-A
attached hereto.
3. That the City Clerk is directed to publish this Resolution in a newspaper of
general circulation.
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Page 655
EXHIBIT7-A
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates
a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues
which are subject to the Limitation are those considered "proceeds of taxes." The basis for
calculating the Limit began in fiscal year 1978-79 and is increased based on population growth
and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
~ Population growth of Carlsbad, OR
~ Population growth within San Diego County, AND
~ Growth in California per capita income, OR
~ Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2017-18 Limit were:
~ Population growth in San Diego County, AND
~ Growth in California per capita income
The formula is outlined below:
2016-17 Expenditure Limit
% Population growth within San Diego County
Growth in California per capita income
Net Increase Factor
2017-18 Limit (2016-17 Limit X Factor)
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
$414,608,040
1.0092
X 1.0369
1.0464
$433,845,852
$134,700,038
The spending limit for the City of Carlsbad for 2017-18 is $433.8 million, with appropriations of
"proceeds of taxes" of $134.7 million. The result of the calculation provides the City with an
operating margin of $299.1 million.
D-11
RESOLUTION NO. 2017-111
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE.
EXHIBIT 8
WHEREAS, the City Council of the City of Carlsbad has the authority to establish fees for
City services; and
WHEREAS, from time-to-time said fees are reviewed and evaluated to maintain an
adequate fee structure recovering costs for City services; and
WHEREAS, the City Council has determined the cost of providing general and
development-related services; and
WHEREAS, the City Council believes it is necessary for the City Manager to have the
authority to adjust the parks and recreation and library and arts program and classes fees from time to
time to remain competitive and within the market pricing for like programs and classes; and
WHEREAS, the City Council finds it necessary to recover the costs for City services; and
WHEREAS, the City Council has held the necessary public hearing and allowed for public
comment on the establishment of said fees.
NOW, THEREFORE, BE IT RESOLVED by the City Council ofthe City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the changes to the Master Fee Schedule are for the fees shown in Exhibit 8-
A and attached hereto, and as amended by determinations of the City Council at its meeting of Tuesday,
June 13, 2017, as set forth in the minutes of that meeting, and as memorialized by subsequent
resolution of the City Council.
3. The City Council hereby authorizes the City Manager or his/her designee to set
parks and recreation and library and cultural arts program, rental, and class fees that are included in
Page 660
Category
CityOerk
CityOerk
City Clerk
City Clerk
City Clerk
CityOerk
City Clerk
City Clerk
City Clerk
City Clerk
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Fire
Library
Ubrary
Library
Ubrary
Llbrarv
Ubrary
Ubrary
Library
Library
Library
Library
Ubrary
Library
Library
Library
Library
Library
Ubrary
Misc. Fees
Misc. Fees
Misc. Fees
City or Carlsbad
Master Fee Schedule
Section 1. General City Service Fees
2017-18
Fee Description
Blueprinting of Standard Size {24" x 36") Improvement Plan Sheet {cost for each)
Campaign Statements (per page), set by California Fair Political Practices Commission {FPPC)
City Clerk-CD Copy
City Clerk-Certification Charge (per document)
Conflict of Interest Statement (per page), set by california Fair Political Practices
Commission (FPPC)
Copies-Black & White (each)
Copies-Color (each)
Deposition Subpoena
DVO Copy, including Council Meeting on OVO
Records Subpoena
Ambulance Fee-Advanced Ufe Support 1-Assessment/Non-Transport with medication
Given. No charge for assessment non-transport If no medication given.
Ambulance Fee-Advanced Ufe Support 1 -Non-Resident-plus Levell or Levell! supplies
and medications
Ambulance Fee-Advanced Ufe Support 1 -Resident-plus Levell or Level l! supplies and
medications
Ambulance Fee-Advanced Ufe Support 2-Non-Resident-plus Level II supplies and
medications
Ambulance Fee-Advanced Ufe Support 2 -Resident -plus Level l! supplies and medications
Ambulance Fee-Mileage Charge-per mile
Ambulance Fee · Oxygen Charge
Ambulance Fee BLS · Base Rate-Non-Resident
Ambulance Fee BLS-Base Rate-Resident
Ambulance Transport-Community Paramedicine ALS -Resident· plus Level l or Level II
supplies and medications
Ambulance Transport-Community Paramedicine BLS-Resident
Ambulance Transport including Community Para medicine -Levell supplies and medications
Ambulance Transport Including Community Para medicine-Level II supplies and medications
Bicycle Ucenses (Code Section 10.56.070 and 10.56.100)
Bicycle Ucenses-Replacement or Transfer (Code Section 10.56.070 and 10.56.100)
Are Nuisance Alarm -1st response in 12 month period
Fire Nuisance Alarm ·2nd response in 12 month period
Are Nuisance Alarm-3rd response in 12 month period
Are Nuisance Alarm-each additional response thereafter
Fire Nuisance Alarm ·each billing
Special Event-per fire personnel per hour (consistent with dty payroll reoords)
Copie.s-Black & White (each)
Copies-Color (each)
Ubrary Account Collection Fee
Library Book Non-Pickup Fee (per item)
Library Borrowing-Audio Visual Equipment (per Item, per day)
Ubrary Borrowing-Audio Visual Insurance fee (per DVD)
Library Borrowing-Mobile Device Loan Late Fee (per item per hour)
Ubrary Card Replacement
Ubrary Fines -DVD (per day per Item)
Ubrary Fines-Juvenile (per day per item)
Ubrary Fines (per day per Item)
Ubrary History Room Photo Fee {vendor cost of duplicating historical photos)
Ubrary Interlibrary Loan
Library Lost Item Processing Fee
Lost/Damaged beyond repair book/audio item
Lost/Damaged DVD
Lost/Damaged Library Materials
Refund Check Processing Fee {Customer Initiated)
Administrative Fee for 1915 Act Bond (all -1% of principal being repaid
(For all Assessment Districts using 1915 Act Bonds)
Business Uce.nse ·master list of active business licenses
Business License-monthly list of new licenses
Page 1
16-17 Fee 17-18 Fee
ss $5
$0.10 $0.10
$3 $3
$22 $23
$0.10 $0.10
$0.20 $0.20
$1 $1
$275 $275
$22 $9
$15 $15
$202 $204
$1,163 $1,171
$1,163 $1,171
$1,365 $1,374
$1,264 $1,273
$23 $23
$76 $76
$949 $955
$949 $955
$1,163 $1,171
$949 $955
$126 $127
$253 $255
$3 $3
$1 Sl
$0 $0
$64 $86
$168 $172
$330 $33B
$11 $11
Actual Cost Actual Cost
$0.20 50.20
$1 $1
$10 $10
$1 $1
$5 $5
$1 $1
$5 $5
$2 $2
$1 $1
50.10 $0.10
$0.25 $0.25
Actual Cost Actual Cost
$5 $5
$5 $5
Ust price+ $40 if out Ust price + $40 if out
of print of print
20% of list price 20% of list price
Variable up to list
Variable up to list price price
$20 $20
$50 min/$500 max $50 min/SSOO max
$36 $36
$6 $6
Page 661
~tegory
Mise-Fees
Misc. Fees
MISC-Fees
Mise-Fus
Mise-Fees
Misc. Fees
Misc. W~ter Fees
Misc. Water Fees
Misc. Water Fees
Mise-Water Fees
Mise-Water Fees
Misc. Water Fees
Mi.sc. Water Fees
Mise-Water Fees
Mise-Water Fees
Misc. Water Fees
Mise-Water Fees
Misc. Water Fees
Mise-Water Fees
Parking VIolations•
Parking VIolations•
Parking VIolations•
Parking Violations•
Parking VIolations•
Parking VIolations•
Parking Violations•
Parking Violations •
Parking Violations•
Parking Violations•
Parking Violations•
Parking Violations•
Parking Violations•
Parkins Violations'
Parking VIolations'
Parking Violations'
Parking Violations •
Parkin& Violations •
Parlcing Violations•
Parking Violations •
Parlcing Violations'
Parking Violations'
Parking Violations •
Parking Violations •
Parking Violations •
Parking Violations•
Parking Violations•
Parking VIolations•
Parking Violations•
Parking Violations•
Parking VIolations•
Parking VIolations•
Parking Violations•
Parking VIolations•
Parking Violations'
Parking Violations•
Parking VIolations•
Parking Violat.ions'
Parking Violations•
Parking Violations•
Parking VIolations•
ParkinJt Violations •
Parl<ing Vio~tions •
Parking Violations •
Parking Vio~tions'
Parking Violations"
City of Carlsbad
Master Fee Schedule
Section 1. General City Service Fees
2017-18
Fee Des<riDtlon
~ble Channel Administration Fee
Communications· DVD COllY
Hearln.a DisDOsition Services for Parking Otations-Personal Hearings
Hearing Disposition Services for Parkin& Otadons-Written Review
Publications -As Determined by the Oty Manager
Retumed Check Fee
Backftow 2nd Notice
Backflow 3rd Notice
Badcflow ln~n-~llfornia Depanment of Environmental Health (CDEH) (involce total
fromCDEH)
Badcflow Preventer Charge (per month, eadl account)
Badcflow Relnspection (Consistent with dtv payroll records)
Blueprinting of Standard Sire (24' x 36') Improvement Plan Sheet (Cost for each)
Potable Water Meter ... Construction Meter Deposit
Potable Water Meter-Construction Meter Installation/Removal
Potable Water Meter-Construction Meter Relocation
Recyded Water Meter· Construction Meter Deposit
Recvded Water Meter-Construction Meter Installation/Removal
Recvded Water Meter-Construction Meter Relocation
UtilitY Standards and Spedficatlons {actual cost of reproduction)
22500(a)-In Intersection
22500(b) -In cross walk
22500(c)-Red curb
22500{d) ·Fire station driveway
225001e)-Dr1vewav
22500{1)-Sidewalk
22500{g) • Obstructing traffic
22500{h)-Double parking
22500{1) -Bus zone
225000) ·Tube or tunnel
22SOO{k) -Bridae
22500(1) -81oddn& Disabled
22500.1 • Are lane
22502 • 18' from cutb/wrona way
22507{a)-Oversize Vehlde
22507.8-Disable SP3ct/block access
2.2514 ·Are hvdrant
2.2515 -Unattended vehlde
22516 -Locked vehicle/passenger Inside
22517 • Ooen/dose door In traffic
22520 -Stoppinl on freeway
22520.S -Vending from Hwv
22521 -> 7.S ft. from RR tracks
22522-3ft. from handicap ramp
22S26-Blocking intersection
23226 ·Store open container/pass comp
23333 ·Stop/park In vehicle crossing
24003-vehicle with unlawful lighting devlce
24401-Dimmed lights on parked vehicle
24604 -Lamp or flag on projections
24607 -Reflectors on rear
24608 ·Reflectors on front and sides
25250 ·Unlawful flashing lights
25251 -Flashlna llahts reauired
2S300-Warn device disabled, parked vehlde
26451 · Set parking brake
27155 -Fuel tank caps
4462(b)-wrong vehide registration
S200 -Plates front/back
5201 • Position of olate
S204(a)-Tabs n hour parkJng
Allev oarklna
Commerdal vehldeln residential area
Reoalr vehicle In street
Safetv zone
'Includes vk>lot/on /iM, plus poss through Itt thot !J<ltS to the Stote of Colifomio.
Page2
16-17 Ftt 17-t8Fee
$110/Hour $110/Hour
$22 $9
so so
so so
Determined by Oty Determined by City
Manaaer Mana•er
$36 $37
$8 $11
$24 $32
Actual Cost Actual Cost
$3 Actual Cost
Actual Cost Actual Cost
$5 $5
$923 $946
$107 $186
$47 $82
$923 $946
$107 $186
$47 $82
Actual Cost Actual Cost
$38 $38
$38 $38
$38 $38
$38 $38
$38 $38
$38 $38
538 $38
$38 $38
$260 $260
$38 $38
$38 $38
$320 $320
$50 $50
$38 $38
$50 $50
$340 $340
$38 $38
$38 538
$50 $50
sso 550
$38 $38
$50 $50
$38 538
$320 $320
$68 568
$50 $SO
$38 $38
$38 $38
$44 $44
$38 $38
$38 $38
$38 $38
$44 $44
$44 $44
$44 $44
$38 $38
$38 $38
$100 $100
$38 $38
$38 $38
538 $38
$68 $68
$50 $50
$50 $SO
$50 $50
$50 $50
Page 662
Category
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Fee Description
Administrative Fee-DUI
AudioNisual Copy
City of Carlsbad
Master Fee Schedule
Section 1. General City Service Fees
2017-18
Burg1ary Alarm Response-Each Additional Occurrence (Note 1)
Burglary Alarm Response-Second Occurrence (no charge for lst response if permitted)
(Note 1)
Copy Investigation Tapes (plus cost of duplicating the tape)
Dispatch Historical Searches (per month searched)
Entertainment Ucense (Note 2)
False Robbery-Panic Alarm Response-Each Additional Occurrence (Note 1)
False Robbery-Panic Alarm Response-Second Occurrence (no charge for 1St response)
(Note1)
Fingerprinting Fees
Photograph Copy (fee+ reproduction costs) -Subpoena or Records requests that require
retrieval in QueTel evidence program. Photos/Video must be approved prior to release for
compliance with privacy laws.
Police/Fire-Emergency Response DUI Traffic Collision (max $12,000 per Incident)
Production of body worn camera videos. Staff tlme per hour of production and redaction of
videos.
Proof of Correction CertiRcation-all others
Proof of Correction CertiRcation -Carlsbad Resident or person with CPO citation
Report Copy Fee (Free to Victim) plus cost of reproduction
Special Business Permit (plus fingerprint fee)
Special Event Application -Major (3 or more intersections)(fee +services rendered) (Note 3)
Special Event Application -Minor (2 or less intersections)(fee +services rendered) (Note 3)
Special Event Application -Third party Vendor Fee (2nd Day) (Note 3)
Special Event Application -Third party Vendor Fee (each day thereafter) (Note 3)
Special Event Application -Third party Vendor Fee (1st Day) (Note 3)
Special Event City Services-Staff Time (Note 4)
Storage/Impounded Vehicle Administrative Charge
16-17 Fee 17-18 Fee
$19 $20
$4S $46
$60 $60
$30 $30
$55 $45
$20 $17
$223 $229
$100 $100
$100 $100
$15 $15
$15 $16
Actual Cost Actual Cost
N/A Actual Cost
$16 $16
so so
$10 $11
$128 $132
$369 $378
$123 $126
$111 $113
$83 $85
$138 $142
Actual Cost Actual Cost
$120 $123
{Note 1}-Per section 8.50.080(e}, Ord NS-230 phl,2,1993; Ord -53 ph 3, 1989: Ord. 1278 ph 1 {pert} 1985}. (Note 2) ·Code Section 8.09.070 (Note 3} ·A valid, unexpired
City of Corlsbod Business License Is required for oil special event Applicants. An amendment to 8.17.070 CMC now also requires on Applicant to pay a non-refundable fee
to allow third party vendors to participate under the Applicant's business License. (Note 4} ·See Carlsbad Municipc/Code Section 8.17.070
Safety Center Facility Rental Classroom · Full Day $528 $528
Safety Center Facility Rental Classroom -Half Day $296 $296
Safety Center Facility Rental Confined Space Prop· Full Day $500 $500
Safety center Facility Rental Confined Space Prop_· Half Day $250 $250
Safety Center Facility Rental Grinder · Full Day $418 $418
Safety center Facility Rental Grlnder-Half Day $236 $236
Safety center Facility Rental Grinder/Commercial Prop (No Fire Ops)-Full Day $600 $600
Safety Center Facilitv Rental Grinder/Commercial Prop (No Fire Ops) ·Half Day $300 $300
Safety Center facility Rental Grinder/Residential Prop (No Fire Ops)-Full Day $600 $600
Safety Center Facility Rental Grinder/Residential Prop (No Fire Ops)-Half Day $300 $300
Safety Center Facility Rental One ShootinR RanRe • Full Day $1,100 $1,100
Safety Center Facility Rental One Shooting Range-Half Day $550 $550
Safety Center Facility Rental PriSim (Training Simulator)· Full Day $500 $500
Safety Center Fadlity Rental PriSim (Training Simulator)· Half Day $250 $250
Safetv Center Facility Rental Pump Draft Pit· Full Day $400 $400
Page 3
Page 663
Category
SafetY Center Facllltv Rental
Safety Center FacilitY Rental
Safety Center Fadlity Rental
Safety Center FadlitY Rental
Safety Center FacilitY Rental
Water Service Fees
Water Service Fees
Water Service Fees
Water Service Fees
Water Service f·ees
Water Service Fees
Water Service Fees
Water Service Fees
Fee Oescrlotlon
Pumo Draft Pit -Half Dav
Streetseaoe -Full Dav
Stteetscape -Half Day
Two Shoodna Ranges-Full Day
TWO ShoobnA Ranges -Half Day
Oty of carlsbad
Master Fee Schedule
Section 1. General Oty Service Fees
2017-18
Acx:ounts scheduled for termination for non-payment
After Hours Tum-on
ContinuitY of Service
Door Hanaer Electronic
Door Hanger Paper
Next Scheduled Day Service Turn on
Per New Acx:ount-Service Turn on
Same Day Turn-on (Not Scheduled for That Day)
Page4
16-17 Fee 17-18Fee
$200 $200
$145 $14$
$100 $100
$1,250 $1,250
S6SO S6SO
$15 $39
$119 $173
Sll $11
$1 $16
$11 $16
$30 $63
$36 $39
$89 $146
Page 664
Trash Collection Fees
Residential Services Rates
City of Carlsbad
Master Fee Schedule
Section 1. General Oty Service Fees
2017-18
Residential-per month {64 or 96 J!allon cart)
Residential-per month {35 gallon trash)
Trash Ccllection-Residential -per month (backvard service)
Extra trash cart beyond first cart
Two additional Green Waste and/or Recycling carts will be free of charge, after each
additional cart will be charged
Commercial Services Rates
Commercial Trash .. 96 gallon cart
One pick-up per week
Two pick·ups per week
Three pick-ups per week
Extra pick-up
Commercial Cart
One pick-up per week (1·96 gal cart-trash, 1-96 gal cart-recycling)-new
Two pick-ups per week (1-96 gal cart-trash, 1-96 gal cart-recycling)-new
Two pick-ups per week (1-96 gal cart -trash, 1·96 gal cart· recycling)· new
Commercial Yard Bins
2~yard bin~ one pick-up per week
2-yard bin-two pick-ups per week
2·vard bin · three pick·ups per week
2·vard bin -four pick-ups per week
2-yard bin-five pick·ups per week
2-yard bin · six pick-ups per week
2 .. yard bin .. extra pick-up
3-yard bin-one pick-up per week
3-yard bin-two pick-ups per week
3·yard bin · three pick-ups per week
3-yard bin-four pick-ups per week
3-yard bin-flve pick-ups per week
3-yard bin · six pick·ups per week
3-yard bin-extra pick-up
4-yard bin-one pick-up per week
4-yard bin · two olck-ups oer week
4·yard bin · three pick-ups per week
4-yard bin-four pick-ups per week
4-yard bin • .five pick·uos oer week
4·yard bin · six pick·ups per week
4-yard bin -extra pick-up
5-yard bin -one pick-up per week
5·vard bin ·two pick·ups per week
S·yard bin-three pick-ups per week
5-yard bin -four pick-ups per week
5-yard bin· five pick·ups per week
5-yard bin-six pick-ups per week
5-yard bin-extra pick-up
Commercial Services Rates {continued)
Commercial cart Backyard Service
One pick-up per week
Two pick-ups per week
Commercial Spilt Bins
One pick-up per week
Two pick-ups per week
Three plck·uos oer week
Four pick-ups per week
Five pick-ups per week
Six pld<·ups per week
Commercia I Recydi ng
3-yard bin-one pick-up per week
3-yard bin· two plck·ups per week
3·vard bin· three pick·ups per week
3·yard bin-four pick-ups per week
3-yard bin-five pick-ups per week
3-vard bin· six pid<·ups per week
3·yard bin· seven pick-ups per week
3-yard bin -extra pick-up
96 gal cart· one plck·up per week
Pages
$21.04
$19-07
$26.91
$2.42
$2.42
I
$22.37
$44.74
$67.11
$10.54
$46.91
$82.96
$119.00
$80.14
$141.08
$202.04
$262.89
$323.88
$384.83
$38.52
$108.89
$198.59
$288.26
$377.94
$467.61
$557.31
$51.70
$145.22
$271.22
$397.26
$523.27
$649.28
$775.30
$61.85
$181.56
$343.92
$506.27
$668.61
$83o.98
$993.34
$71.99
$53.39
$106.77
$87.88
$160.41
$232.93
$305.45
$377.96
$450A9
$78.76
$133.25
$187.73
$242.20
$289.10
$346.70
$404.48
$36.17
$17.66
Page 665
City of Carlsbad
Master Fee Schedule
Section 1. General City Service Fee.s
2017-18
Trash Collection Fees
96 ul cart-two olck-ups oer week
96 sal cart-three oick-ups oer week
96 pi cart· extra pick-<Jp
4-vard bin-one oick-up oer week
4-yard bin -two plck·uos per week
4-yard bin ·three pick-ups per week
4-vard bin -four oick-<Jos oer week
4-yard bin-fiVe plck-<JPS per week
14-vard bin-six plck-<Jps per week
4-vard bin--n olck-<Jos oerweek
4-yard bin -extra pick-up
Commercial Yard Waste
96aal cart-one olck-<JD per week
96 gal cart-extta pick up
3-vard bin -one pick-up per week
13-vard bin -two Pick-ups per week
Commerdal Compactor
3-vard bin· one plck-<JP per week
3·yard bin -two pick-ups per week
3-yard bin· three pick-ups per week
3·vard bin-four plck·ups per week
3·yard bin-Ave olck·uPs per week
3-yard bin-six plcks·up per week
3·vard bin· extra pick-up
Commerdal Services Rates (continued)
Special Haul Bin Rate -Includes delivery fee
3-vard bin-one plck·UP per week
3-yard bin· two olck·uos oer week
3-yard bin· three pick-ups per week
3-vard bin· four pick-ups per week
3-yard bin· Ave olck·uos oer week
3-yard bin· six pick-ups per week
3-vard bin-extta pick-up
Special Haul Bin (no Stonn Water fees) 1 week or less· Construction and Demolition Recycllna
3-yard temporary C&D Recyding Bin
4-vard ternoorarv C&D Recvdina Bin
Other Fees and ChatJes
Bin Exdlange
Bin lock Set Uo Fee
Loc:klng Fee
Overloaded Bins
Bin paint charse fee ·allowed 1 per year. Alter first paint within one year, there will be a
ch;orge per p;olnt request.
Bin that needs to be moved:
5 to 30 feet
31 to SO feet
Additional 25 feet Increments
Soedal haul bin delivery
Certified burial at Miramar plus spedal handling fee charged by Miramar
Commerdal Return to Service Fee .. The return to service fee for two or more calls In a one-
month period bv a bin
Copy Fee· The charge for copies requested by customers
Dellverv of extra cart
Late Fee· There will be a minimum fee on any delinquent account· $3 minimum charge
Multi·Famllv Complex and Commerdal Bin Customers shall be char led for bulkv Item olck·UPS
Per Bulky Item· Arst Item
Per Bulky Item· each additional item
Bulky Item reaulrlna 2 people to handle
Contamination Fee .. to recover costs for separating solid waste placed in a
recyc:llnc or areen waste container or for arranging a special, unscheduled
collection due to contamination.
Soout service per bin per service
Residential Return to Service Fee· The return to service fee for two or mOfe calls ln a one--
month oerlod bv a residential customer
Restart Fee. The fee for restartln& oommerdal service when a permanent account has been
terminated for non·pavmenL
Roll off Service
Page6
$35.32
$52.98
$8.09
$80.04
$135.40
$190.75
$246.10
$293.74
$352.27
$410.98
S36.n
$20.78
$9.68
$111.13
$196.57
$152.46
$285.58
$418.65
$551.73
$684.82
$817.93
$61.99
$131.83
$206.11
$280.37
$354.65
$428.92
$503.19
$43.03
$110.36
$119.99
$60.72
$37.95
$14.43
SSl.B1
$103.57
$5.31
$7.21
$7.21
$41.48
$324.68
$66.73
$1.42
$11.90
$3.57
$42.25
$10.B3
$60.67
$53.87
$49.22
$33.93
$20.36
Page 666
Trash Collection Fees
Service Fee-Roll off !<!rvlce
Olspoul Fee per Ton (pass through)
Roll off-Demurrage Per Oav Charge
Other Fees and Chonros (continued)
Delivery
Reloadon Charge onslte
Reloadon Charae offsite
Wash Out Receive< Boxes
Dead Run charge
City of Carlsbad
Master Fee Schedule
Section 1. General City Service Fees
2017-18
Standby charge per minute alter 5 minutes
Slncle and Multi-Family cart cunomers-3 bulky Item plc.lt-ups per calendar year with 5 items
ma>dmum per plc.lt-up
Bulkv Item-Exceedlnr 5 per pic.lt-up-first item
Bulky Item -Exceeding S per plc.lt-up -each addidonalltem
Page7
S221.04
$45.24
$4.70
556.89
$44.44
$63.40
550.84
576.20
52.01
I S42.2S
I 510.83
Page 668
Category
Building Permit Fees•
Building Permit Fees•
Building Permit Fees•
Building Permit Fees•
Building Permit Fees•
Building Permit Fees-•
Building Permit Fees•
Building Permit Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees I Other Fees•
Building Permit Fees/ Other Fees•
Citv of carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Fee Oestription
Total Valuation -$1 to $500
Total Valuation -$1,000,001and up-for the first $1,000,000 plus$1.99 for each
additional $1,000 or fraction thereof
Total Valuation-$100,001 to $$00,000-for the first $100,000 plus $3.55 for each
additionaJ $1,000, or fraction thereof, to and including $500,000.
Total Valuation-$2,001 to $25,000-for the first $2,000 plus $8.87 for each
additional $1,000, or fraction thereof, to and including $25,000
Total Valuation-$25,001 to $50,000-for the first $25,000 plus $6.40 for each
additional $1,000, or fraction thereof, to and Including $50,000
Total Valuation-$50,001 to $100,000-for the first $50,000 plus $4.43 for each
additional $1,000, or fraction thereof, to and including $100,000
Total Valuation-$500,001 to $1,000,000-for the first $500,000 plus $3.00 for each
additional $1,000, or fraction thereof, to and including $1,000,000
Total Valuation-$501 to $2,000-for the first $500 plus $1.93 for each additional
5100 or fraction thereof, to and including $2,000
Building Plan Check Fee
(8% dlsoount on repetitive plan checks)
SB1473 Green Building State Standards Fee
Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee -
Residential
Strong Motion instrumentation Fee (SMiP) and Seismic Hazard Mapping Fee-
Commercial
Additional plan review required by changes, additions or revisions to approved plans
(minimum charge-one-half-hour)
Green BuildingStandards Pian Check and Inspection
inspections for which no fee is specifically indicated (minimum charge-one-half
hour)
Inspections outside of normal business hours (minimum charge-2 hours)
Re-inspection fees
16-17 Fee 17-18 Fee
$15 $15
$3,534 $3,534
$626 $626
$44 $44
$246 $246
$406 $406
$2,037 $2,037
$44 $44
70% of Building Permit 70% of Building Permit
Fee Fee
$1.00 per every $1.00 per every
525,000 in building $25,000 In building
valuation or fraction valuation or fraction
thereof, with a thereof, with a
minimum fee of $1.00 minimum fee of $1.00
(minimum $0.50 fee, (minimum $0.50 fee,
pass through from pass through from
State): State):
$13.00 per $100,000 $13.00 per $100,000
valuation valuation
(minimum SO.SO fee, (minimum $0.50 fee,
pass through from pass through from
State): State):
$28.00 per $100,000 $28.00 per $100,000
valuation valuation
$65 $65
$166 $170
$65 $65
$65 $65
$65 $65
•or the total hourly cast to the jurisdiction, whichever is greatest. This cast shall include supervision, overhead, equipmen~ hourly wages ond fringe benefits of the
employees Involved. Notwithstanding other provisions of this section, the building permit fee for factory built housing shall be twenty-five percent of the fee shown in table
above, ond the pion check fee shall be sixty-five percent of the building permit ee.
Development Processing Adjustment Plat $1,334 $1,367
Affordable Housing Credit Per Unit: Cassia Heights (Southeast and Southwest
Development Processing quadrants) $58,547 $60,011
Development Processing Affordable Housing Credit Per Unit: Northwest Quadrants $142,000 $142,000
Affordable Housing Credit Per Unit: Tavarua Senior Affordable Apartments
Development Processing (Northwest quadrant) $84,000 $84,000
Development Processing Affordable Housing Credit Per Unit: Villa Lorna (Southeast and Southwest quadrants) $48,000 $48,000
Development Processing Affordable Housing impact Fee (per unit) $2,915 $2,915
Development Processing Affordable Housing ln-Ueu Fee (per market rate unit) $4,515 $4,515
Development Processing AgriCtJitural Mitigation Fee (per net converted acre) $10,000 $10,000
SO% of original SO% of original
Development Processing Amendments and Revlsions to Approved Projects application fee application fee
Development Processing Appeals-all development related $850 $850
Development Processing Building Code Enforcement Court costs Court costs
70% of Building Permit 70% of Building Permit
Development Processing Building Plan Check-(8% discount on repetitive plan checks) Fee Fee
Development Processing Certificate of Compliance $1,082 $1,109
Devetopment Processing Certificate of Compliance in Ueu of Parcel Map $2,846 $2,918
Development Processing Certificate of Correction $842 $863
Development Processing Coastal Development Permit (COP): Single Family Lot $1,117 $1,144
Page 8
Page 669
Category
Development Processlns
Development Processing
Development Processln&
Development Processlns
Development Processln&
Development Processing
Development Processln&
Development Processing
Development Processlns
Development Processing
Development Prooessln&
Development Prooesslng
Development Prooesslng
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processln&
CitY of Carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Fee Description
Coasul Development Permit (COP): 2-4 unit or lot subdivision (per unit or lot
whlch~r ls 81eater)
Coasul Devel®ment Permit (COP): 5 or more units or lot subdivision (per permit)
Coasul Development Permit (COP): Emergency
Coasul Development Permit (COP): Exemption
Coasul Development Permit (COP): Mino< Permit
Coastal Development Permit (COP): Non-Residential+ 10 cents per square loot
CommunitY Facilities District Annexation
Compact Disc prepared by Staff (CEO)
Conditional Use Permit (CUP): Bioloskal Habitat Prese"'e
Conditional Use Permit (CUP): Regular
Conditional Use Permit( CUP): Minor
Construction Change Review-Major (fee+ $245 per sheet)
Construction Chanse Review-Minor (fee+ $155 per sheet)
Copies-blad< and white (CEO)
Copies-color (CEO)
Caples-urge eg: 24• x 36" (CEO)
Oaycare Permit (7-14 Children)
Developer Agreements-Deposit $10,000 increments
(Consistent with city payroll records+ overhead)
Easement Document Processing and Recording- Major (all other:s)
Easement Document Processing and Recording -Minor (Single Family Lot)
Encroachment Agreement Processing
Environmental Impact Assessment (EIA):• All Others
Environmental Impact Assessment (EIA):• Single Family
Environmental Impact Report (EIR):• Addendum, (+fully burdened hourly rate after
1stl0 hours of project planner)
Environmental Impact Report (EIR):' Focused/Supplemental (requiring a public
hearlns) (+fully burdened hourly rate after 1st 100 hours of project planner or 20
hour:s of project engineer)
Environmental impact Report (EIR):• Review(+ fully burdened hourly rate after 1st
160 hours of project planner or 40 hours of project englneer)
•fish & Gome fees or~ oddirlonol ro rM EtA I EIR fees.
DeveiCJi)ment ProcesStn& Extensions to projects In process
Ash & Game Fee (set by Department of riSh and Wildlife)• • Environmental Impact
Development Processing Report (EIR)
Ash & Game Fee (set by Department of Fish and Wildlife), Environmental Document
Development Processln& jpursuant to a Certified Regulatory Program (CRP) ..
Ash & Game Fee (set by Department of riSh and Wildlife),Neaative Oedaratlon (NO)
Development Processln& /Mitipted Neptive Oedaration {MNO)••
••rncludes $50.00 County C~rk proct$S/ng fee.
Development Processlna General Plan Amendment-0-5 Acres
Development Processln& General Plan Amendment-Over 5 Acres
Development Processlna Grading Permit Investigation Fee (Consistent with citY payroll records+ overhead)
Habitat Management Plan (HMP): Amendment to Plan Document-Major(+ fully
Development Processing burdened hourly rate after the 1st 20 hours of project planner)
Development Processing Habitat Mana~tement Plan (HMP): Amendment to Plan Document-Minor
Development Processln& Habitat Management Plan (HMP): Permit-Major-Habitat to be prese"'ed
Development Processing Habitat Management Plan (HMP): Permit-Minor- no habitat to be preserved
Development Processing Habitat Management Plan (HMP): Permit -Single Family
Development Processing Hillside Development Permit-Major
Development Processing Hillside Development Permit-Minor
Development Processing Inspection -Additional Planning
Development Processing Inspection Overtime-per Hour (On Request)-each additional hour at $70
Development Processing Ucense Tax on New Construction-Mobile Homes, per lot
Development Processing Ughting and lllndscape District (LLO) #2 Annexation
Development Processln& Local Coastal Plan-Amendment
Development Processing Local Facilities Manuement Fees-as established by Council
Local Fadlitle:s Management Plan/Amendment· Fee+ deposit in minimum
Development Processln& Increments of $5,000
Development Processing Mapping Fees: Anal Tract Map-Major Subdivision (Fee+ 55 per acre)
Development Processin& Mappln& Fees: Parcel Map -Minor Subdivision
Master Plan: Majo< Amendment (Base fee+ fully burdened hourly rates after the 1st
Development Processln& 100 hours of project planner or 40 hours project engineer)
Page9
16-17 fee 17-18 Fee
$2.262 $2.318
$3,682 Sl.n4
$458 $470
$252 $258
$887 $910
$1,002 $1.027
$1,752 $1.796
N/A $3
$876 $898
$4,649 $4,765
$779 $798
$710 $728
$504 $516
N/A $0.20
N/A 51/page
N/A $5.00/sheet
$218 $223
Actual cost Actual cost
$676 $693
$119 $122
$349 $358
$1.792 $1.837
$986 $1,011
$~.605 $2,670
$13,993 $14,343
$20.801 $21.321
25" of oo1&1nallee 25" of original fee
$3,128.25 $3.128.25
$1,096.50 51,096.50
S2.266.2S $2,266.25
$4,426 $4.537
$6,384 $6,544
Actual Cost Actual Cost
$5,542 $5,681
$3,561 $3,650
$4,053 $4,154
$562 $576
50% Minor Fee SO% Minor Fee
$2.605 $2 .• 670
$1,288 $1,320
$96 $99
$120 $123
$2.348 $2,441
$7,400 57,524
$6,470 $6.632
Actual Cost Actual Cost
$10,000 $10.000
$7,753 $7,946
$3,480 $3,567
527,111 $27.789
Page 670
Category
Development Processing
Development Processing
Development Proces,sjng
Development Processing
Development Processing
Development Processing
Development Processin.g
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
Development Processing
City of Carlsbad
Master fee Schedule
Section 2. Development Related fees
2017-18
Fee Description
Master Plan: Master Plan {Base fee+ fully burdened hourly rates after the 1St 200
hours of project planner or 100 hours project engineer)
Master Plan: Minor Amendment {Base lee+ fully burdened hourly rates after the 1St
20 hours of project planner or 7 hours })reject engineer)
Master Plan: Pre-Filing Submittal
Neighborhood Improvement Agreements
Non Conforming Construction Permit
Notice Fee(+ postage)
Oversite Load Permit· 1 trip (fee set by State)
Oversize Load Permit-Annual/Per Year (lee set by State)
Parking In Lieu Fee-Village Area
Plan Consistency Determination
Planned Development {residential/non-residential)-5 or more/Major Subdivision,
based on number of units or lots, whichever is greater
Planned Development {residential/non-residential)-4 or fewer, based on number of
units or lots, whichever is greater
Planning Commission Agenda and Minutes(+ postage)
Planning Commission Determination -Qther
Planning Commission Determination -Single Family
Plumbing, Electrical and Mechanical Permit (not combined with Building Permits)
Postage {All)
Predse Development Plan
Preliminary Plan Review-Major (Other)
Preliminary Plan Review -Minor (SFD)
Public Facilities Fees -1.82% of Building Permit Value (inside CFD)
Public Facilities Fees-3.S% of Building Permit Value (outside CFD)
Quitdaim of Easement
Reapportionment Fees for 1911 Act Assessment Districts
Reversion to Acreage (Consistent with dty payroll records charged against a $3,100
deposit)
Right-of-Way Permit: Minor-Construction (Single Family, Pool, Driveway, Spa) and
Fendng and Curb Cafe Construction (Sidewalk cafe, Outdoor Display)
Right-of-Way Permit: Minor-Non-construction
Right-of-Way Permit: Utillty {+actual costs for Inspector and Senior Inspector's time)
Right-of-Way Permit Utility {by contract)
Right-of-Way Permit Village Area -Curb Cafe (max of two parking spaces)-per
space/per year
Satellite Antenna Permit
School Fees-See School District Maps lor applicable school district
Secured Agreement Processing Extension
Secured Agreement Processing Replacement+ Improvement plan revision fees If
required
Segregation of Assessments-1-4 lots {Consistent with dty payroll records+
overhead, consultant cost and recording fee. Also see Streets and Highways Code
, Section 8760.8769 )
Segregation of Assessments-Slots or more-fee+ S20 per lot
{Consistent with city payroll records+ overhead, consultant cost and recording lee.
Also see Streets and Highways Code Section 876()-8769)
Service Installation Fee-Fire Hydrant Lateral and Assembly
{staff time consistent with city payroll records)
Service Installation Fee-Fire Sprinkler Lateral
(staff time consistent with city payroll records)
Sidewalk Tables and Chairs-VIllage Area -See Minor RiRht-of-Way Permit
Sign Prooram: Modified Minor Sign Program
Sign Program: Modi fled Regular Sign Program
Sign Program: Sign Permit {including non-commercial}
Sign Program: Sign Program
Site Development Plan· Major· 5 or more units/lots
Page 10
16-17 Fee 11·18 Fee
$43,332 $44,415
$1,729 $1,772
$7,369 $7,SS3
$163 $167
$723 $741
$326 $334
$16 $16
$90 $90
$90 $92
$733 $751
$8,669 $8,885
$3,126 $3,204
Copy Charge Copy Charge
$1,695 $1,737
$1,048 $1,074
$166 $170
Current Postage Rate x Current Postage Rate x
Number of labels Number of labels
$7,890 $8,087
$733 $751
$206 $211
1.82% of Building 1.82% of Building
Permit Value Permit Value
3.5% of Building Permit 3.S% of Building
Value Permit Value
$710 $728
Actual Cost Actual Cost
Actual Cost Charged Actual Cost Charged
against $3,100 Deposit against $3,100 Deposit
$361 $370
$177 $182
$767 $786
$767 $786
$1,200 $1,200
$435 $446
Set by School Districts Set by School Districts
$424 $434
$779 $798
Actual Cost Actual Cost
Actual Cost Actual Cost
Actual Cost Actual Cost
Actual Cost Actual Cost
See Right-of-Way See Right-of-Way
Permit Permit
$724 $742
$2,727 $2,795
$63 $65
$1,094 $1,121
$11,749 $12,043
Page 671
catecory
OeveiOj>ment ProcessinR
DevelOpment Processln&
Development Processing
Development Processln&
Development Processing
Development Processing
Development Processing
Development Processing
Development Processins
Development Pro~slng
Development Processing
Development Processing
Development Processlns
Development Processing
Development Processing
Development Processing
Development Processing
Development Processins
Development Processing
Development Processing
Development Processlna
Development Processing
Development Processing
Development Processing
Development Processing
Development Processina
Development Processing
Development Processing
Development Processin1
Fire I Oev. Apps, Pl•n Review, &
,lnspec. •••
Fire/ Oev. Apps, Plan Review, &
lnSP«-•••
Fire/ Oev. Apps, Plan Relliew, &
lnspec.• ..
Fire I Dev. Apps, Plan Review, &
lnspec. ...
Fire/ Dev. Apps, Plan Relliew, &
lnspec. •••
Fire/ Dev. Apps, Plan Relliew, &
lnspec. • • •
Fire I Oev. Apps, Plan Relliew, &
lnspec. •••
Fire I Dev. Apps, Plan Review, &
lnspec. •••
Fire I Dev. Apps, Plan Review, &
lnspec. •••
Fire/ Dev. Apps, Plan Relliew, &
lnspec. •••
Fire/ Dev. Apps, Plan Relliew, &
lnspec. •••
Fire I Oev. Apps, Plan Relliew, &
lnspec. •• •
Fire I Oev. Apps, Plan Relliew, &
llnspec. •••
Fire/ Dev. Apps, Plan Relliew, &
lnspec. •••
Fire/ Oev. Apps, Plan Relliew, &
lnspec. •••
City of Carlsbad
Master Fee Schedule
Seaion 2. Development Related Fees
2017-18
Fee Description
Site Development Plan-Min()(-Residential, less than or eaual to 4 unlt>/lot>
Spedal Use Permit -All
Spedflc Plan: Amendment · Major • base + fully burdened hourly rate •fter 180 hours
I proJect planner, or 30 hours project engJnee<
Spedflc Plan: Amendment· Minor-base+ fully burdened hourly rate after 20 hours
prolect planner or 7 hours project engineer
Specific Plan: Base +fully burdened hourty rate afte< 1St 200 hours project planne< or
60 hours project engineer
Street Name Change
Street Vocation· Street/Public Service Easement Vacation· Summary
Street Vocation· Street/Public Service Easement Vacation· Regular
Tentotlve Tract Maps: Tentative Parcel Map-Minor Subdivision· 0-4 Lot>
Tentative Tract Maps: Tentative Tract Map· 5 • 49 unit>/lot> ·base fee+ $110/unit or
lot overs, whichever Is greater
Tentative Tract Maps: Tentative Tract Map-50+ unit>/lot> ·base fee+ S1S/unlt or
lot over 49, whichever Is greater
Tentative Tract Maps: Tentative Tract Map Utigation Stay
Third Party Relliew-+ oonsultant cost
Trails· Inspection
Trails -Trail Plan Chedc
Variance
Variance-Administrative
VIllage Area· Curb Cal~ Permit
VIllage Area· Sidewalk Outdoor Dining and Curb cat~
VIllage Area Review · Major · Plus Notidng Cost>
VIllage Area Review-Minor· Plus Notidng Costs
Villue Review-Area Sidewalk Sign/Outdoor Display Permit
Wireless Communication Third Party Review
Zone Chanae -S Of fewer aaes
Zone Chinle · 5.1 or more aaes
Zone Code Compliance Letter
Zoning Map 1000 Scale
Zoning Map 1000 Scale · Color
Zonlna Map 500 Scale
Building Construction Plan (Architectural Review] · A-1 Occupancies-New
Bulldlna Construction Plan (Architectural Review]· A-1 Occupancies-Tenant
Improvement
Building Construction Plan (Architectural Review)-A-1 & A-3 Occupancies-New
Buildln& Construction Plan (Architectural Review)· A·2 & A·3 Occupandes-Tenant
Improvement
Building Construction Plan (Architectural Review)-A-4 & A-S Occupancies-New
Building Construction Plan {Architectural Review] · A-4 & A·S Occupancies-Tenant
Improvement
Build Ina Construction Plan {Architectural Review) ·Aboveground Storaae Tanks·
Each Additional tank
Building Construction Plan (Architectural Review] ·Aboveground Storage Tanks (First
r.~nk)
Build Ina Construction Plan (Architectural Review] -E Occupancies (Daycare onlvl
Building Construction Plan (Architectural Review)· E Occupandes New
Building Construction Plan (Architectural Review)-E Occupancies -Tenant
Improvement
Building Construction Plan (Architectural Review]-F Occupandes New
Building Construction Plan (Architectural Review)· F Occupancies Tenant
Improvement
Building Construction Plan (Architectural Review)· H Occupancies (Not indudin&
Chern Oass] New
Building Construction Plan {Architectural Review)· H Occupancies {Not indudln&
Chern Oass) Tenant Improvement
Pagell
16-17 Fee 17·18 Fee
$4,632 $4,748
53,555 $3,644
$23,292 $23,874
$1,506 $1,543
$36.192 $37,097
$1,695 $1,737
$1.374 $1,409
$3,463 $3,550
S3.94S $4,044
$8,S43 $8,756
$17,074 $17,501
2S% of orioinal fee 25% of original fee
$773 $792
$311 $319
$1,452 $1,4SS
$2,932 $3,005
$779 $798
See Right-of-Way See Right-of-Way
Permit Permit
See Right-of-Way See Right-<>f-Way
Permit Permit
$3,015 $3,090
51.645 $1,686
See Rl&ht·of-Way See Ri&ht-<>f-Way
Permit Permit
Actual Cost Actual Cost
$5,084 $5,111
$6,8SS $7,060
$120 $123
N/A 55
N/A $10
N/A 53
$1,152 $1,151
$881 $881
$790 $790
$609 $609
$1,152 $1,151
$881 $881
$99 $99
$700 $700
S461 $461
$1,152 $1,151
$881 $881
$790 $790
$609 $609
$790 $790
$609 $609
Page 672
category
Fire/ Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
lnspec. ....
Fire I Oev. Apps, Plan Review, &
lnspec. •••
Fire I Oev. Apps, Plan Review, &
lnspec. •••
Fire I Oev. Apps, Plan Review, &
lnspec. ...
Fire I Oev. Apps, Plan Review, &
lnspec. •••
Fire/ Oev. Apps, Plan Review, &
lnspec. •••
Fire I Dev. Apps,. Plan Review, &
lnspec. • • •
Fire I Dev. Apps, Plan Review, &
lnspec. •••
Fire I Dev. Apps, Plan Review .. &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
lnspec. •••
fire I Oev. Apps, Plan Review, &
lnspec.•••
Fire I Oev. Apps, Plan Review, &
lnspec.•••
Fire 1 Oev. Apps, Plan Review, &
fnspec.•••
fire I Oev. Apps, Plan Review, &
lnspec.•••
Fire I Oev. Apps, Plan Review, &
fnspec.•••
Fire/ Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
rnspec.•••
Fire I Oev. Apps, Plan Review, &
lnsp_ec.•••
Fire I Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
lnspec.•••
Fire I Dev. Apps, Plan Review, &
tnspec.••·
Fire I Oev. Apps, Plan Review, &
lnspec.•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems ... •
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiijng.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
City of Carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Fee Description
Building Construction Plan (Architectural Review) ·Hazardous Materials Storage·
Chem Class10·25 Chemicals
Building Construction Plan {Architectural Review) • Hazardous Materials Storage·
Chem Class 26·100 Chemicals
Building Construction Plan (Architectural Review) ·Hazardous Materials Storage·
Chem Class under 10 Chemicals
Building Construction Plan (Architectural Review) • High Piled Storage
Building Construction Plan (Architectural Review)· High Rise Structure· Per
Additional Floor
Building Construction Plan (Architectural Review)· High Rise Structure greater than
SS feet
Building Construction Plan (Architectural Review) ·I Occupandes New
Building Construction Plan (Architectural Review) ·I Occupandes Tenant
Improvement
Building Construction Plan {Architectural Review)· L Occupandes new
Building Construction Plan (Architectural Review)~ L Occupandes Tenant
Improvement
Building Construction Plan (Architectural Review)· R Occupancies-ail Tenant
Improvements
Building Construction Plan (Architectural Review)· R·l & R·2 Occupandes 50 units
and above New
Building Construction Plan (Architectural Review)· R·1 & R·2 Occupancies under 50
units New
Building Construction Plan (Architectural Review)· R·3 Townhome.s New
Building Construction Plan (Architectural Review)· S Occupancies 50,000 sq. ft. and
above .. New
Building Construction Plan (Architectural Review)· S Occupancies 50,000 sq. ft. and
above-Tenant Improvement
Building Construction Plan (Architectural Review)· S Occupancie.s under 50, 000 sq.
ft.· Tenant Improvement
Building Construction Plan (Architectural Review). S Occupancies under 50,000 sq. ft.
New
Building Construction Plan (Architectural Review)· Smoke Control-Rational Analysis
& Plan Review
Building Construction Plan (Architectural Review)· Underground Storage Tanks •
Each Additional Tank
Building Construction Plan (Architectural Review)· Underground Storage Tanks (First
tank)
Building Construction Plan {Architectural Review)· Vegetation Fuel Modification·
Custom Home
Building Construction Plan (Architectural Review)· Vegetation Fuel Modlflcation·
Tract 75 and above Homes
Building Construction Plan (Architectural Review)· Vegetation Fuel Modification·
Tract under 7S Homes
Building Construction Plan (Architectural Review)· Hazardous Materials Storage·
Chem Oass over 100 Chemicals
Alarm Svstems ·New Alarm Svstem
Alarm Systems-Sprinkler Monitoring
Alarm Systems· Tenant Improvement Fire Alarm System
New Sprinkler System ·Each Additional pump
New Sprinkler System· Each Additional Riser
New Sprinkler System· Each additional System
Page 12
16·17 Fee 17·18 Fee
$733 $733
$1,062 $1,062
$470 $470
$733 $733
$263 $263
$32.9 $32.9
$790 $790
$609 $609
$461 $461
$362 $362
$609 $609
$1,424 $1,424
$1,152 $1,1S2
$790 $790
$856 $856
$658 $658
$362 $362
$461 $461
$1,326 $1,326
$99 $99
$634 $634
$470 $470
$1,260 S1,260
$865 $865
$1,392 $1,392
$1,227 $1,227
$371 $371
$601 $601
$263 $263
$230 $230
$230 $230
Page 673
Category
Fire I Fire Exiting.& Alarm
Systems• ..
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Syste-ms•••
Are I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems ......
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Are Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire/ Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire/ Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exitfng.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•••
Fire I Fire Exiting.& Alarm
Systems•.,.
Are I Are Exiting.& Alarm
Systems•••
Are I Fire Exiting.& Alarm
Systems•••
Fire I Other Fire Fees .. •
Fire I Other Fire Fees•••
Are I Other Fire Fees .. •
Fire I Other Fire Fees•••
Fire I Other Fire Fees•••
Fire I Other Fire Fees•••
Fire I Other Fire Fees .. •
Fire I Other Fire Fees•••
Fire I Other Fire f·ees•• •
Fire I Other Fire Fees•••
Fire I Other Fire Fees• • •
City of Carlsbad
Mastt!r Fee Schedule
Section 2. Development Related Fees
2017-18
Fee Desctlpt.ion
New Sprinkler System · Each additional System
New Sprinkler System · ESFP Fire Sprinkler System (Initial system)
New Sprinkler System-ESFR Fire Sprinkler System with In-Rack Sprinklers
New Sprinkler System-Fire Pump (First pump}
New Sprinkler System · NFPA 13 System (Over 100 heads-in dudes one riser)
New Sprinkler System-NFPA 13 System (Under 100 heads)
New Sprinkler System-NFPA 13D Single Famlly System (Inspection per building)
New Sprinkler System · NFPA 13D Single Family System (Plan Review Per Initial or
Single Plan Type)
New Sprinkler System · NFPA 13R System 3-16 units (per building}
New Sprinkler System · Per Additional Plan Type
New Sprinkler System -Underground Piping with 5 or more Hydrants/Risers
New Sprinkler System -Underground Piping with up to 4 Hydrants/Risers
Other Extinguishing Systems · Each additional system
Other Extinguishing Systems-Gas Systems (Med Gas, Industrial Gas, LPG)
Other Extinguishing Systems -Initial system
Other Extinguishing Systems-Pre-Action System with Alarm
Other Extinguishing Systems · Refrigeration Systems over 500 lbs.
Other Extinguishing Systems· Refrigeration Systems under SOO lbs.
Other Extinguishing Systems-Spedal Equipment {Ovens, Dust, Battery)
Other Extinguishing Systems-Spedal Extinguishing System
Other Extin&ulshlng Systems· Spray Booths
Tenant Improvement Sprinkler System· NFPA 13 or 13R System 6 heads or less
Tenant Improvement Sprinkler System-NFPA 13 or 13R System 7 to 100 heads
Tenant Improvement Sprinkler System-NFPA 13 or 13R System over 100 heads
Aerial Fireworks Display · Major
Aerial Fireworks Display-Minor
Expedited Plan Review · Per Hour-Overtime
Expedited Plan Review-Per Hour-Regular Office Hours
Expedited Plan Review· Processing Fee
Hourly Services for: Alternate Methods and Materials Review, nme and Materials
Hourly Services for: Alternate Methods and Materials Review, lime and MateriaJs
Review, Project Meetings, etc. ·Each Additional Hour
Spedal Events Application Processing· Building and Safety Referral
Spedal Events Application Processing· Major: Events that may Impact emergency
operations equipment or access and have attendance or participation of 1,500 or
more persons (Building and Safety)
Spedal Events Application Processing-Miscellaneous: Events that may impact
emergency operations equipment or access and may only require an o11er the
counter submittal
Spedal Events Application Processing-Parks and Reeteation Referral
Page13
16-17 Fee 17-18 Fee
$230 $230
$832 $832
$964 $964
$766 $766
$832 $832
$601 $601
$121 $121
$239 $239
$832 $832
$132 $132
$966 $966
$733 $733
$198 $198
$404 $404
$404 $404
$536 $536
$1,194 $1,194
$700 $700
$404 $404
$568 $568
$404 $404
$121 $121
$536 $536
$634 $634
$1,251 $1,251
$724 $724
$132 $132
$147 $147
$22 $22
$154 $154
$132 $132
$22 $22
$132 $132
$22 $22
$132 $132
Page 674
Category
Fire I Other Fire Fees ...
fire I Other Fire Fees•••
Fire I Other Fire Fees•• •
fire I Other Fire Fees•••
Fire I Other Fire Fees• ..
Fire I Other Fire Fees•••
Fire I Other Fire Fees .. •
City of carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Fee Description
Special Events-Are Prevention/Operation.s Support Prior To/During Event
Tent Permit (Not associated with special events}· 2 .. 5 tents
Tent Permit (Not associated with special events}-6 or more tents
Tent Permit (Not associated with special events}-Plan Resubmittal (3rd and
Subsequent Submittal, per hour)
Tent Permit (Not assodated with spedal events}-Reinspection (Per inspection)
Tent Permit (Not associated with special events}-Single tent
Weed Abatement Administrative Fee
16-17 Fee 17·18 f·••
Actual Cost Actual Cost
$395 $395
$527 $527
$132 $132
$187 $187
$198 $198
$263 $263
... For services requested of aty staff which hove no fee listed In this fee schedule, the aty Manager or the City Manager's designee shalf determine the appropriate fee
based on the established hourly rates jar this division. Additionally, the City will pass-through to the applicant ony discrete costs incurred from the use of eldernal service
!providers if required to process the specific application.
GIS Fees GIS Digital Data Delivery (per hour Technician+ overhead) Actual Cost Actual Cost
GIS Fees GIS Production of new documents (per hour Technician +materials and overhead) Actual Cost Actual Cost
GIS Reproduction of existing documents (per hour Technician + material and
GIS Fees overhead) Actual Cost Actual Cost
GIS Fees GIS Technical Services (per hour Manager+ overhead) Actual Cost Actual Cost
GIS Fees GIS Technical Services (per hour Technician • overhead} Actual Cost Actual Cost
1,000,001 cubic yards or more· for the first 1,000,000 cubic yards : Fee+ $710 for
Grading Fees I Grading Permit Fees each additional100,000 cubic yards or fraction thereof $18,483 $18,945
1,001 to 10,000 cubic yards-for the first 1,000 cubic yards: Fee+ $65 for each
Grading Fees I Grading Permit Fees additional1,000 cubic yards or fraction thereof $1,248 $1,279
10,001to 100,000 cubic yards-for the first 10,000 cubic yards: Fee + $130 for each
Grading Fees I Grading Permit Fees additionallO,OOO cubic yards or fraction thereof $2,062 $2,114
Grading Fees I Grading Permit Fees 100 cubic yards or less-Flat Fee $439 $450
100,001 to 200,000 cubic yards· for the first100,000 cubic yards: Fee+ $130 for
Grading Fees I Grading Permit Fees each additional10,000 cubic yards or fraction thereof $3,615 $3,706
101 to 1,000 cubic yards-for the first 100 cubic yards : Fee+ $65 for each additional
Grading Fees I Grading Permit Fees 100 cubic yards or fraction thereof $445 $456
200,001to 400,000 cubic yards-for the first 200,000 cubic yards: Fee+ $19S for
Grading Fees I Grading Permit Fees each additional10,000 cubic yards or fraction thereof $5,337 $5,470
400,001 to 1,000,000 cubic yards· for the first 400,000 cubic yards: Fee+ $980 for
Grading Fees I Grading Permit Fees each additionallOO,OOO cubic yards or fraction thereof $10,593 $10,858
Grading Fees I Grading Plan Checlc 1,001to 10,000 cubic yards· for the first 1,000 cubic yards : Fee+ $120 for each
Fees additional1,000 cubic yards or fraction thereof S2,628 $2,693
Grading Fees I Grading Plan Check 10,001 to 100,000 cubic yards-for the first 10,000 cubic yards : Fee+ $180 for each
Fees addltional10,000 cubic yards or fraction thereof $4,136 $4,239
Grading Fees I Grading Plan Check 100 cubic yards or less-Flat Fee $439 $450
Grading Fees I Grading Plan Checlc 100,001 to 200,000 cubic yards-for the first additional100,000 cubic yards: Fee+
Fees $285 for each additional10,000 cubic yards or fraction thereof $6,308 $6,465
Grading Fees I Grading Plan Checlc 101to 1,000 cubic yards· for the flrst 100 cubic yards : Fee+ $120 for each additional
Fees 100 cubic yards or fraction thereof $878 $900
Grading Fees I Grading Plan Checlc 200,001 to cubic yards or more-for the first 200,000 cubic yards : Fee+ $130 for
Fees each for additional100,000 cubic yards or fraction thereof $10,120 $10,373
Grading Fees I Grading Plan Check
Fees Plan Review· Minor Grading $969 $993
Grading Fees: Quantities are calculated by using the greater ofcut/fi/1, plus remedial work. Pion checks extending more than Z4 months may be assessed on additional fee of
25" of the current plan checkfee.
Improvement & Landscape I $1,000,001 and over fee for the flrst $1,000,000 + $105 for each additional $10,000 or
Improvement Inspection fraction thereof $16,750 $17,169
Improvement & Landscape I $250,001 to $500,000 fee for the first $250,000 + $105 for each additional $10,000 or
Improvement Inspection fraction thereof $6,469 $6,630
Improvement & landscape I $500,001 to $1,000,000 fee for the first $500,000 + $105 for each additional $10,000
Improvement Inspection or fraction thereof $10,501 S10,763
Improvement & Landscape I 5.5% or $375 5.5% or $375
Improvement Inspection Estimated Costs o f Improvements: SO to $20,000 fee minimum minimum
Improvement & Landscape I
Improvement Inspection fee for the first $100,000 + $100 for each additional $10,000 or fraction thereof $4,367 $4,476
Improvement & Landscape I
Improvement Inspection fee for the first $20,000 + $250 for each additional $10,000 or fraction thereof $1,744 $1,788
Page 14
Page 675
category
Improvement & ~ndscape I
Improvement lnsp«tlon
Improvement & ~ndscape I
Improvement Plan Review
Improvement & ~ndscape I
Improvement Pbn Review
Improvement & Landscape I
Improvement P1an Review
Improvement & Landscape/
Improvement Plan Review
Improvement & Landscape I
Improvement Plan Review
Improvement & Landscape I
Improvement Plan Revfew
Improvement & ~ndscape I
Improvement Plan Review
Fee Description
City of carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
fee for the first $50,000 + $125 for each additional $10,000 or fraction thereof
$1,000,001and over fee+ 0.75" of value of improvements ($31,630 minimum)
$100.001 to $250.000 fee+ 2.5" of value of improvements ($5,840 minimum)
$20,001 to 550.000 fee+ 4" of value of improvements ($2.470 minimum)
5250,001 to 5500,000 fee+ 2% of value of Improvements (513.910 minimum)
550,001 to 5100,000 fee+ 3% of value of improvements ($4,090 minimum)
5500.001 to $1,000,000 fee + L5% of value of improvements ($23,840 minimum)
Estimated Costs of lmprovements:$0 to $20.000 fee+ S% of value of Improvements
16·17 FH 17·18 Fee
S3,49S $3,582
$14,168 $14,523
$2.593 $2.658
S1,791 SU36
$7.844 $8,040
52.310 52,368
$13,862 $14.209
$1.403 $1,438
Pion check fets ore bostd on the current City of Son Diego Unit Prices. This includes the cost of curbs, gutter, sidewalks, ospholt or concrete poving, storm drains, etc. Pion
checks extending more thon 24 months moy be assessed on odditionolfee o/15% of the current pion check fee. Water ond sewtr focflltles owned by seporote utility districts
(I.e.: LCWD, OMWD, ere.} ore not revlewtd by the city ond there/ore do not need to be included In project cost est/mote.
Improvement & Landscape I
~ndscape Improvement $1,000,001 and over fee + 0.070% over $1,000,000 $8,516 $8.729
Improvement & Landscape I
landscape Improvement $100,001 to S2SO,OOO fee+ 0.20% over $100,000 $3,535 $3,624
Improvement & Landscape I
Landscape improvement $20,001 to SSO,OOO fee + 3.0% over $20,000 $870 $892
Improvement & Landscape I
Landscape Improvement $250.001 to $500,000fee +0.15% over $250,000 $4,435 $4,546
Improvement & Landscape I
Landscape Improvement $50,001 to $100,000 fee+ 1.50% over $50,000 $2,514 s2.sn
Improvement & Landscape I
Landscape Improvement $500,001 to $1,000,000 fee + 0.10% over $500,000 $5,720 $5,863
Improvement & Landscape I
~ndscape Improvement Estimated Costs of lmprovements:$0 to $20,000 fee Flat Fee $612 $628
Improvement & ~ndscape I $100,001 to $250,000 fee for the first $100,000 + $150 for each additional $100,000
Landscape Inspection or fraction thereof $1,729 st.n3
Improvement & ~ndscape I $20,001 to $50,000 fee for the first $20,000 + $20 for each additional $10,000 or
Landscape Inspection froctiorl thereof $787 $806
Improvement & ~ndscape/ $250,001 to $750,000 fee for the first $250,000 + $150 for each additional $100,000
Landscape Inspection or fraction thereof $2,078 $2,130
Improvement & Landscape I $50,001 to $100,000 fee for the first $50,000 + $20 for each additional $10,000 or
Landscape Inspection fraction thereof $1,210 $1.241
Improvement & Landscape I $750,001 and over fee for the first $750,000 + $150 for each additional S100,000 or
~ndscape Inspection fraction thereof $3,287 $3.369
Improvement & Landscape I
~ndscape Inspection Estimated Costs of lmprovements:$0 to $20,000 fee Flat Fee 5605 $620
Meter Fee-Use Rate Meter Fee-Use Rate
Meter Installation Fees I Potiible Potable Meter Size, Inches: Are Protection-based on site of meter Sheet Sheet
Meter Installation Fees 1 Potable Potable Water Meter Size, Inches: 1" Displacement $362 $352
Meter lnstilllatlon Fees I Potable Potable Water Meter Size, Inches: 10" Actual Cost Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 1-1/2" Displacement $605 $606
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 1-1/2" Turbo $923 $743
Meter Installation Fees I Potable Potable Water Meter Size. Inches: 12" Actual Cost Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 2" Displacement $834 $829
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 2" Turbo SlOS4 $929
Meter Installation Fees I Potable Potable Water Meter Size, Inches; 3/4~' Displacement $310 $315
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 3" Actual Cost Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, inches: 3'' Compound N/A Actual Cost
Meter Installation Fees I Potable Polable Water Meter Size, inches: 4" Actual Cost Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 4" Compound N/A Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 518• Displacement $277 $318
Meter Installation Fees I Potable Potable Water Meter Size, inches: 6" Actual Cost Actual Cost
Meter Installation Fees I Potable Potable Water Meter Size, Inches: 8'" Actual Cost Actual Cost
Meter lnstollotlon kes/ Potable ond ReC'Icled Worer: These fees ore in addition to the Potable & Reclaimed Connection Fees ond SDCWA Fees.
Meter Installation Fees I Recycled Meter Fee-Use Rate Meter Fee-Use Rate
Water Re<vded Meter Size,lnches: Are Protection-based on size of meter Sheet Sheet
Meter Installation Fees 1 Recycled
Water Recyded Water Meter Size, Inches: 1" Displacement $362 $348
PagelS
Page 676
catecory
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees 1 Re<yded
Water
Meter Installation Fees I Re<yded
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter lnstllllation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter Installation Fees I Recycled
Water
Meter lnstllllatlon Fees I Recycled
Water
Fee Des~ription
City of carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Rt<Yded Water Meter Size, Inches: 10"
Recycled Water Meter Size, Indies; 1·1/2" Displacement
Recycled Water Meter Size,lnches: 1·1/2" Turbo
Recycled Water Meter Size. Inches: 12"
Recvded Water Meter Sile, Inches: r Displacement
Recycled Water Meter Size, Inches: 2" Turbo
Recycled Water Meter Size, Inches: 3/4" Displacement
Recycled Water Meter Size, Inches: r
Recycled Water Meter Size. Inches: 3" Compound
Recycled Water Meter Size, Inches: 4"
Rccvclcd Water Meter Size. Inches: 4" Compo~nd
Recycled Water Meter Size. Inches: 5/8" Displacement
Recycled Water Meter Size, Inches: 6"
Rt<Yded Water Meter Size. Indies: 8"
16·17 Fee
Actual Cost
S605
$923
Actual Cost
S834
$1,054
$310
Actual Cost
NIA
Actual Cost
N/A
s2n
Actual Cost
Actual Cost
Merer lnsrollorkm Fees I Parable ond Rtcvcltd Water. These fees ore in addition ro rhe Potable & Redolmed Connection Fus and SD(WA Fees.
Storm and Waste Water I
Construction SWPPP Fees Inspection Base Fee -Tier Level l· Per Site-Low Inspection Priority $60
Storm and Waste Water I
Construction SWPPP Fees Inspection Base Fee-Tier lovell· Per Site-Medium Inspection Priority $232
Storm and Waste Water I Inspection Fee -Tier Level 3 -Each Subsequent Acre Or Portion Ov<!r Cine Aae •
Construction SWPPP Fees Medium lnspe<:tion Priority $220
Storm and Waste Water I
Construction SWPPP fees I Inspection fee· Tier Level 2 ·Per Site-High Inspection Priority $1.285
Storm and Waste Water I
Construction SWPPP fees Inspection Fee · Tier Level 2 -Per Site -Medium Inspection Priority 5883
Storm and waste Water I Inspection fee -Tier level 3 • Each Subsequent Acre Or Poroon Over One Aae -Hich
Construction SWPPP fees ln$pection Ptlority $354
Storm and Waste Water I
Construction SWPPP fees Inspection fee-Tier level 3-Up to 1 Acre · High Inspection Priority $2,174
Storm and Waste Water I
Construction SWPPP fees Inspection fee-Tier Level 3 ·Up to 1 Acre· Medium Inspection Priority $1,280
Storm and Waste Water I
Construction SWPPP Fees Plan Review Base fee -Tier Level 3 ·Up to 1 Acre· Medium Inspection Priority $561
Storm and Waste Water I
Construction SWPPP fees Plan Review Base Fee-Tier Levell· Per Site -Low Inspection Priority $50
Storm and Waste Water I Plan Review Base Fee · Tier level 3 ·Each Subsequent Acre Or Poroon Over One Acre
Construction SWPPP Fees • High Inspection Priority $84
Storm and Waste Water I Plan Review Base Fee· Tier Level 3 ·Each Subsequent Acre Or Portion Over One Acre
Construction SWPPP Fees • Medium Inspection Priority $67
Storm and Waste Water I
Construction SWPPP Fees Plan Review Base Fee ·Tier Level 3 ·Up to 1 Acre· H!sh ln~ctlon Priority $727
Storm and Waste Water I
Construction SWPPP Fees Plan Review Base Fee -Tier Levell· Per Site-Medium Inspection Priority sss
Storm and Waste Water I
Construction SWPPP Fees Plan Review fee· Tier level2 · Per Site-High Inspection Priority $362
Storm and Waste Water I
Construction SWPPP Fees Plan review fee· Tier Level2-Per Site-Medium Inspection Priority $362
17·18 Fee
Actual Cost
$606
$743
Actual Cost
S823
5929
$311
Actual Cost
Actual Cost
Actual Cost
Actual Cost
$318
Actual Cost
Actual Cost
$62
$238
$226
$1.317
$905
$363
$2,228
51312
$575
$52
$86
$69
$724
$56
$371
$371
Storm ond Wostt Wortr 1 Consrrua/on and SWPPP Ftts: Inspection priori!)! os d~ermintd using dry's Consrrua/on Threat Asstssmenr Workshettfor ~termination of
Project's Threo1ro Wottr Quality found in Appendix A ro Choprer 3, Volume IV of City Standards
Storm and Waste Water I Retainloc o.s" of Enaineer's 0.5" of Encineer's
Wall Plan Check Reta•nlng Wall Plan check (Valuation $250,000+) Estimate ($2,000 min.) Estimate (S2.000 min.)
Pace 16
Page 677
Category
Storm and Waste Water I Reulnlna
Wall Plan Chedc
Storm and Waste Water I Retalnina
Wall Plan Chedc
Fee Desctlptlon
City of Carlsbad
Master Fee Schedule
Section 2. Development Related Fees
2017-18
Retainina Wall Plan check (Valuation SS0,001-S2SO,OOO)
Retalnin& Wall Plan dledc (Valuation= 0-$50,000)
16·17F,ee 17·18 Fee
SSOO + 0.5" of SSOO + 0.5" of
Engineer's Estimate Enginur•s Estimate
$369 $369
Storm ond wosr" Worer 1 Rerolnlng Woff Pion CMck nos: Pion Ched< f« required for reroining wolfs thor ore de roiled on grading ploru, unt..ss they ore o Son Diego
Regional Srondord Drowtng.
Storm and Wan.. Water I Storm SWQI\IIP Fees· Plan Relliew Fee· Fee for each subsequent acre« portion thereof
Water Mgmt. Plan (SWQI\IIP) over one half acre, in addition to base fee $124 $127
Storm and Waste Water I Storm
Water Mgmt. Plan (SWQMP) SWQMP Fees· Inspection Fee· Base Fee for up to one half acre $289 $297
Storm and waste warer I St«m SWQMP Fees ·Inspection Fee· Fee for each subsequent acre or portion thereof over
Water Mgmt. Plan (SWQMP) one half acre, in addition to base tee sus $118
Storm and Waste Water I Storm
Water Mgmt. Plan (SWQMP) SWQMP Fees· Plan Relliew Fee-Base Fee tor up to one half acre $344 $353
Storm and Waste Water I Waste
Water Fees Pretreatment· aass I ·One time fee for new users $298 $306
Storm and Waste Water I Waste
Water Fees Pretreatment· Class II ·One time fee for new users $298 $306
Storm and Waste Water I Waste
Water Fees Pretreatment-Class Ill -One time tee for new users $88 $91
Storm and Waste Water I Waste
Water Fees Pretreatment· Class Ill (per month)-Existing user $33 $34
Storm and Waste Water I Waste
Water Fees Oass I (per month)· Existing user $221 $226
Storm and Waste Water I Waste
Water Fees Class II (per month)· Existing user $210 5215
Storm and Waste Water I Waste
Water Fees Waste Water Discharge Permit $42 $42
Street Ught EnersJzlng 100WATTS 5117 5124
Street Ught EnersJzln& 1SOWATTS $161 $171
Street Ught Enendzlna 200WATTS $205 $220
Street Ught Energizlna 2SOWATTS $249 $267
StreetU&htEnersJ~ns 40WAffi $65 $67
Street Ught Energizlnc 45WATTS $78 sn
Street Ught Enerlirlna 70WAffi $91 S9S
Street Ught Ener&bina 8SWATTS SIOS $110
Street Ughr Energizing nos ore rhe cost /or energlting eoch street light for eighteen months and indudes o $30.00 charge per Ughrfor connecting lhtlighr to on SDG&E
service point.
Page 17
Page 679
Cateaory
Bridge and Thoroulf\f<lre 1
Bridge and Thoroulhfare 1
Bridge and Thoroulf\f<lre 1
Bridge and Thoroulf>f<lre 1
Bridge and Thoroulhfare 2
Bridge and Thoroulf>lare 2
Bridge and Thoroulhfare 2
Bridge and Thoroulhf<lre 3
Habitat Miti&atlon Fees
Habitat Mitigation Fees
Habitat Mitigation Fees
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Manaaement Zones
Local Facility Management Zones
Local Facility Management Zones
Local Facility Manaaement Zones
Local Facility Mana&ement Zones
Local Facility Management Zones
Local Facility Manaaement Zones
Local Facility Mana&ement Zones
Local Fadlity Management Zones
Local Fadlity Mana&ement Zones
Local Fadlity Mana&ement Zones
Local Fadlity Mana.cement Zones
Local Facility Mana&ement Zones
Local Fadlity Mana&ement Zones
ParltlnUeu
Park In Ueu
Parltln Ueu
Parkin Ueu
ParltinUeu
ParltinUeu
ParltinUeu
Park In Ueu
Parkin Ueu
Park In Ueu
Park in Ueu
Park In Ueu
Park In Ueu
Park In Ueu
Park In Ueu
Park In Ueu
Planned Local Drainage Area Fees
Planned Local Dralna&e Area Fees
Planned Local Drainage Area Fees
Planned Local Drainage Area Fees
Planned Local Draina&e Area Fees
Planned Local Oraina&e Area Fees
Planned Local Dralnue Area Fees
Planned Local Oraina&e Area Fees
Planned Local Drainage Area Fees
Planned Local Dralnan Area Fees
Planned Local Drainage Area Fees
Planned Local Draina&e Area Fees
City of Carlsbad
Master Fee Schedule
Section 3. Development Impact Fees
2017-18
Fu Desulptlon
Brld&e & Thoroulf\f<lre ·all other· per Avg. Daily Trip (Outside CFDl
Brldae & Thoroulhf<lre ·per Apartment Unit (Outside CFD)
Bridle & Thorouahf<lre ·per Condominium Unit (Outside CFD)
Brid&e & Thoroughfare • ~r Single Family Unit (Outside CFDl
Bridae & Thoroulhfare District 12 • Zone 20
Brldte & Thorouahfare District 12 • Zone 21
Bridae & Thotoulf\fare District #2 ·Zone 5
BrldRe & Thotoughf<lre District 13 • Fee per ADT
T~ D • Coastal Saae Saub
Type E ·Non-Native Grassland
TYOe F • Aarlculturalland. DistUrbed Land. Eucalyptus Woodland
Local Facilities • Zone 1
Local Facilities ·Zone 10
Local Facilities • Zone 11
Local Facilities ·Zone 12
Local Facilities ·Zone 13 (per square foot)
Local Facilities ·Zone 14
Local Facilities ·Zone lS (per square foot I New Construction)
Local Facilities ·Zone 16 (per square foot I New Construction)
Local Facilities ·Zone 17 (per sauare foot I New Construction)
Local Facilities ·Zone 18
Local Facilities ·Zone 19
Local Facilities ·zone 2
Local Facilities ·Zone 20
Local Facilities ·Zone 21
Local Facilities ·Zone 22
Local Facilities ·Zone 23
Local Facilities ·Zone 24
Local Facilities • Zone 2S
Local Fadlitfes ·Zone 3 (per square foot I New Construction)
Local Fadlitles ·Zone 4
Local Fadloties ·Zone 5
Local Fadlitfes ·Zone 6 (per unit)
Local Facilities ·Zone 7
Local Fadlitles ·Zone 8
Local Facilities ·Zone 9
District 1 NW ·Value per Aue 9n.ooo ·Attached (5 units or morel
District 1 NW ·Value per Aue 9n.ooo ·Mobile Home
District 1 NW ·Value per Aue 9n.ooo -Attached (4 units or less)
Dlstrlct 1 NW ·Value per Aue 9n,OOO ·Sinlrle Family Detached & Duolex
District 2 NE . Value per Aue 732.000 ·Attached (4 units or less)
District 2 NE ·Value per Acre 732.000 ·Attached (5 units or morel
District 2 NE ·Value oer Acre 732,000 ·Mobile Home
District 2 NE ·Value per Acre 732.000 ·Single Familv Detached & Duolex
District 3 SW ·Value oer Acre 732,000 ·Attached (5 units or morel
District 3 SW ·Value per Acre 732.000 • Mobile Home
Dlstr1ct 3 SW ·Value per Acre 732 .• 000 -Attached 14 units or less\
District 3 SW ·Value per Acre 732,000 ·Single Family Detached & Duplex
District 4 SE ·Value per Acre 732,000 ·Attached IS units or morel
District 4 SE ·Value per Acre 732.000 ·Mobile Home
District 4 SE ·Value per Acre 732,000 ·Attached (4 units or less)
District 4 SE ·Value per Acre 732.000 ·Sinlrle Famllv Detached & Ouolex
PLOA ·Hill> Runoff· Drainage Area A (dollars per acre)
PLOA ·Hi «<I Runoff· orainage Area B !dollars oer acre\
PLOA. High Runoff· Drainage Area C (dollars per aue)
PLOA. Hill> Runoff· Drainage Area D (dollars per acre)
PLOA ·low Runoff· Dralna&e Area A (dollars per acre)
PLOA. Low Runoff· Drainage Area B (dollars per acre)
PLOA. Low Runoff· Drainage Area C (dollars per acre)
PLOA • Low Runoff· Drainage Area D (dollars per acre)
PLOA. Medium Runoff· Drainage Area A (dollars per acre)
PLOA. Medium Runoff· Oralnage Area B (dollars per acre)
PLOA ·Medium Runoff· Drainage Area C (dollars per aue)
PLOA. Medium Runoff· Drainage Area D (dollars per aue)
Page 18
16-17fee 17·18 Fee
$22 $22
$318 $318
$424 $424
$530 $530
51.855 51.928
$1.498 $1.557
$358 $372
$204 $212
531.943 $32.582
$15,972 $16.292
$3,195 $3.259 so so so so so so so so
S0.40 $0.40
so so so so
$0.40 $0.40
$0.40 $0.40
$0.40 $0.40
so so
so so
so so so so so so so so so so so so
$0.40 S0.40
so so so so
$310 $310
so so
so so so so
$6.190 $6.190
$4.934 $4,934
$6,414 $6.414
$7,649 $7,649
$4,804 $4,804
$4,636 $4.636
$3.696 $3,696
$5,7Z8 $5,728
$4.636 $4.636
$3.696 $3,696
$4804 $4,804
$5.728 $5,728
$4636 $4,636
S3 696 $3.696
54.804 $4,804
$5 728 ss 728
$27.191 $28.279
$10,162 $10,569
59,867 $10,262
$9,355 $9,729
S6.275 $6,526
S2.346 $2.439
s2.2n $2,368
$2,159 52.245
$12,478 S12.9n
$4.521 $4.702
53.221 53.350
$3,531 $3,673
Page 680
Category
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Redaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Redaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed C<>nnection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
Potable and Reclaimed Connection
Fees
City of Carlsbad
Master Fee Schedule
Section 3. Development Impact Fees
2017·18
Fee Description
1" Meter Siie, Inches· Displacement
1·1/2" Meter Size, Inches · Displacement
1·1/2" Meter Site. Inches· Turbo {All Irrigation Meters)
2"' Meter Size, fnches-Displacement
2"' Meter Size, Inches -Turbo (AU Irrigation Meters)
3/4" Meter Site, Inches· Displacement
3"" Meter Size, Inches-Displacement
3" Meter Size, Inches · Turbo {All Irrigation Meters)
4" Meter Size, Inches· Displacement
4" Meter Size, Inches · Turbo (All Irrigation Meters)
5/8" Meter Size, Inches· Displacement
6" Meter Size, Inches-Displacement
6" Meter Size, Inches · Turbo {All irrigation Meters)
8" Meter Size, Inches· Displacement
8" Meter Size, Inches-Turbo (All Irrigation Meters}
Potable ond Reclaimed Connection Fees ore in addition to the Meter lnstollo!lon Fees and SDCWA Fees.
Sewer Benefit Aleas Sewer Benefit Area Fee ~Area A
Sewer Benefit Areas Sewer Benefit Area Fee-Area B
Sewer Benefit Areas Sewer Benefit Area Fee· Area C
Sewer Benefit Areas Sewer Benefit Area Fee· Area D
Sewer Benefit Aleas Sewer Benefit Alea Fee · Area E
Sewer Benefit Aleas Sewer Benefit Area Fee-Area F
Sewer Benefit Areas Sewer Benefit Alea Fee· Area G
Sewer Benefit Areas Sewer Benefit AJea Fee .. Area H
Sewer Benefit Areas Sewer Benefit Aiea Fee-Area J
Sewer Benefit Areas Sewer Benefit Area Fee· Area K
Sewer Benefit Areas Sewer Benefit Area Fee · Area l
Sewer Benefit Areas Sewer Benefit Area Fee-Area M
Sewer Benefit Areas Sewer Connection (General CaPacitv all areas plus Sewer Benefit Area Fees)
Traffic Impact Fees• Traffic Impact Fee· Apartment {Inside of CFO 1) per AOT
Traffic Impact Fees• Traffic Impact Fee· Apartment (Outside of CFD 1) per ADT
Traffic Impact Fees• Traffic Impact Fee. C<>mmercial/lndustrlal Cost Per Trip (Inside CFO)
Traffic Impact Fees' Traffic Impact Fee · Commercial/Industrial Cost Per Trip (Outside of CFD)
Traffic Impact Fees• Traffic Impact Fee· Condominium (Inside of CFD 1) per AOT
Traffic Impact Fees• Traffic Impact Fee · Condominium (Outside of CFD 1) per ADT
Traffic Impact Fees• Traffic Impact Fee· Single Family (Inside of CFD 1) per AOT
Traffic Impact Fees• Traffic Impact Fee· Single Family (Outside of CFD 1) per ADT
16-17 Fee
$9.029
517,055
$20.022
525,685
532,105
55.721
$45.149
570,232
$70,232
5200,664
$4,013
5130.430
$401,320
$154,160
5562,040
$1,103
$1.255
$2.313
$2.318
$3.41B
$3.437
$693
$1,008
$1,902
51.504
$1,504
$74
$899
5274
$323
$109
$129
$274
$323
$274
$323
'CMC 18.42.020 determines definitions and Average Dolly Trips (ADT}. Residential generation rates ore: Single Family (colculoted ot 10 ADT},
17·18 Fee
$9,381
$17,721
$20,803
$26,687
533,357
55.944
Actual Cost
Actual Cost
Actual Cost
Actual Cost
54,169
Actual Cost
Actual Cost
Actual Cost
Actual Cost
51,146
$1,304
$2,403
$2,408
$3,552
$3.571
$720
$1,048
$1,976
$1,.562
51.562
5n
5934
5280
5329
5111
5132
$280
$329
$280
$329
Condominiums (calculated ot 8 ADT}. Apartments (colcu/oted ot 6 ADT}. Code 18.42.050 • Traffic Impact Fees will be adjusted annually os port of the Capitol
Improvement Program budget process, by two percent or the annual percentage change in the Co/trans Construction Cost Index (12 month Index,
whichever is higher). FEES SUBJECT TO SECTION 66000 OF THE CAliFORNIA GOVERNMENT CODE.
Page 19
Page 682
Category
Development/ Subdivision
Improvements
Development I Subdivision
Improvements
Development I Subdivision
Improvements
Grading and Erosion Con11ol
Grading and Erosion Conuol
ree Oewlption
Faithful Performance Security
Labor and Matenals Serurity
Monumentatlon Security
Gradina cash Deposit
Gradln& Security (with approved plans)
City of carlsbad
Master f;ee Schedule
Section 4. Deposits
2017-18
16-17 Fee 17-18Fee
Based on Improvement cost Based on improvement
estimate cost estimate
SO% of Faithful Performance SO% of Faithful
Secur'it} Performance SKUrity
Ba~ on total oost of Based on total cost of
Monumentation Monumentation
10% of total grading
10% of total gradi"J.. secur'it} security
Based on crad•nc cost Based on crading cost
estimate estimate
Nore: 1l!ese ore nor fees. Rother, rhe c/ly may require you to proonde security to enwre work related ro your project is completed In accordance wilh the Corfsbod
Municipal C~ and de~fopmenr ogretments executed between you and the dty. 1l!is information Is to help you understand the standard structure of how these
deposits ond securities ore cofculored. The security amounts ore cofcufored using fino/ ciry-cpproved cost est/mores, notlnlrlol or draft esrlmotes during pion check.
Page 20
RESOLUTION NO. 2017-112
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING DETERMINING THAT THE FY 2017-2018 CAPITAL
IMPROVEMENT PROGRAM BUDGET IS CONSISTENT WITH THE GENERAL
PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS.
EXHIBIT 9
WHEREAS, the City Council of the City of Carlsbad, California has reviewed the Capital
Improvement Program for FY 2017-18 and has held such public hearings as are necessary prior to
adoption of the Capital Improvement Program Budget; and
WHEREAS, on June 13, 2017 the City Council REVIEWED FOR CONSISTENCY WITH THE General
Plan goals and policies for all Capital projects receiving an allocation of funds for FY 2017-18 pursuant
to Carlsbad Municipal Code Section 2.24.065 (b); and
WHEREAS, the City Council also reviewed the FY 20217-18 Capital projects for consistency with
applicable Climate Action Plan measures and actions; and
WHEREAS, at said hearing, upon hearing and considering all testimony and arguments, if any,
of all persons desiring to be heard, said Council considered all factors relating to the City Council
Determination; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That based on the evidence presented at the hearing, the City Council determines that
the Capital Improvement Program for FY 2017-18 is consistent with the General Plan
based on the following findings:
Findings:
1. The projects are consistent with the goals and policies of the city's General Plan in that the
projects are required to ensure the provision of adequate public facilities and services
concurrent with or prior to need.
2. The projects are consistent with applicable goals and policies of the Land Use and Community
Design, Mobility, Public Safety, Open Space, Arts, History, Culture, and Education and
Sustainability Elements of the General Plan, as described in Attachment 119A."
Page 685FY 2017-18 CAPITAL IMPROVEMENT PROGRAM
PROJECT DESCRIPTIONS, GENERAL PLAN CONSISTENCY, AND ENVIRONMENTAL REVIE\V
m X :::t:
c:l ~
1.0 );.
RESOLUTION NO. 2017-113
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE FY 2017-18 OPERATING AND CAPITAL
BUDGETS OF THE ENCINA WASTEWATER AUTHORITY.
EXHIBIT 10
WHEREAS, the City of Carlsbad is a member agency to the Encina Joint Powers
Agreement entered into on July 13, 1961, for the acquisition, construction, ownership, operation and
maintenance of the Encina Joint Sewer System; and
WHEREAS, the Encina Agreement requires approval for the budget of the Encina
Wastewater Authority (EWA) by the Member Agencies following the recommendation of the Joint
Advisory Committee (JAC); and
WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and
provide for the payment of its share such expenses in accordance with the allocation provided in the
Basic Agreement; and
WHEREAS, there are projected to be sufficient funds in the Sanitation fund for the
payments as they become due.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
1. That the above recitations are true and correct.
2. That the City of Carlsbad's share of the FY 2017-18 Operating Budget of the
EWA as approved by JAC on April 26, 2017, in the amount of $3,469,456 for Wastewater Plant
Operations and $1,146,920 for the Carlsbad Water Recycling Facility Operations, and the Capital
Budget of $3,620,741 is hereby approved.
3. That the City Manager is hereby authorized to make payment on behalf of the City of
Carlsbad to EWA in accordance with the budget as approved by JAC pursuant to the Encina Basic
Agreement.
RESOLUTION NO. 2017-114
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING ADJUSTMENTS TO THE FY 2016-17 CAPITAL
IMPROVEMENT PROGRAM AND OPERATING BUDGET.
EXHIBIT 11
WHEREAS, a transfer of $197,000 from the General Fund to the Fleet Replacement Fund,
for increases in vehicle replacement costs, is recommended; and
WHEREAS, a transfer of $728,000 from the Information Technology Operating Fund to
the Information Technology Replacement Fund, to fund estimated replacement costs, is
recommended; and
WHEREAS, an increase of $95,500 to the Golf Course operating budget for the College
Boulevard slope repair and stabilization expenditures, Palomar Way streetscape expenditures, and
HVAC replacement expenditures is recommended; and
WHEREAS, a transfer of $10.5 million from the General Fund to the General Capital
Construction Fund, for the Fire Station Replacement No. 2 capital project is recommended; and
WHEREAS, developer contributions in the amount of $204,871 were previously received
and deposited in the Gas Tax Fund to pay a fair share portion of intersection improvements on Palomar
Airport Road, and the CIP projects related to these improvements were later programmed in the
TransNet Fund, and a cash transfer of $204,871 from the Gas Tax Fund to the TransNet Fund is now
needed; and
WHEREAS, on November 4, 2004, San Diego County voters approved the TransNet
Extension and pursuant to the annual audit requirements of the TransNet Extension, any transfers
made between TransNet projects must be approved by the governing body and a needed transfer in
the amount of $5,175, between TransNet projects, was identified as of June 30, 2016.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California,
as follows:
1. That the above recitations are true and correct.
2. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $197,000 from the General Fund to the Fleet Replacement Fund to pay for increases in
vehicle replacement costs.
3. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $728,000 from the Information Technology Operating Fund to the Information Technology
Replacement Fund to fund estimated equipment replacement costs.
4. That the City Council of the City of Carlsbad, California, does hereby authorize an
appropriation of $95,500 to the Golf Course operating budget to pay for the College Boulevard slope
repair and stabilization expenditures, Palomar Way streetscape expenditures, and HVAC replacement
expenditures.
5. That the City Council of the City of Carlsbad, California, does hereby authorize a
transfer of $10.5 million from the General Fund to the General Capital Construction Fund, for the Fire
Station Replacement No. 2 capital project.
6. That the City Council of the City of Carlsbad, California does hereby authorize a
transfer of developer contributed funds in the amount of $204,871 from the Gas Tax Fund to the
TransNet Fund.
7. That the City Council of the City of Carlsbad, California does hereby authorize a
transfer of the remaining cash balance of $5,175 from completed TransNet project CB18, Carlsbad
Boulevard Bridge-Railroad to active TransNet project CB17, Carlsbad Boulevard Bridge-Powerplant.
RESOLUTION NO. 538
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF
THE CITY OF CARLSBAD, CALIFORNIA, ADJUSTING THE OPERATING
BUDGET OF THE CARLSBAD HOUSING AUTHORITY FOR FISCAL YEAR
2016-17.
EXHIBIT 12
WHEREAS, the Community Development Commission of the City of Carlsbad, California
(the Commission) has reviewed the Operating Budget for the Carlsbad Housing Authority Section 8
Programs, for FY 2016-17; and
WHEREAS, housing assistance payments for the Section 8 Housing Program were more
than anticipated and a budget increase of $250,000 in housing assistance payment expenditures is
recommended; and
WHEREAS, there is sufficient cash in the Section 8 Housing Program to cover this
expenditure increase.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission ofthe
City of Carlsbad, California as follows:
1. That the above recitations are true and correct.
2. That an increase of $250,000 for housing assistance payments in the Section 8
Housing Fund in FY 2016-17 is hereby appropriated.
II
II
II
II
II
II
EXHIBIT 13
RESOLUTION NO. 2017-115
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA ("CITY"), DECLARING THE IMPROVEMENT AND REDEMPTION
FUNDS AS SURPLUS, ORDERING THE DISPOSITION OF SURPLUS AMOUNTS,
APPROVING THE REASSESSMENT DISTRICT CLOSEOUT ANALYSIS AND
FINDINGS REPORT PREPARED BY NBS FOR REASSESSMENT DISTRICT NO.
97-1 (ALGA ROAD AND COLLEGE BOULEVARD), AND AUTHORIZING THE
TRANSFER AND APPROPRIATION OF FUNDS.
WHEREAS, the City Council for the City of Carlsbad (the "City Council") has, by previous
resolution and related actions, undertaken proceedings to establish Assessment District No. 88-1 (Alga
Road) (the "Original District"); and
WHEREAS, City of Carlsbad Limited Obligation Improvement Bonds, Assessment District
No. 88-1 (Alga Road) were issued on September 26, 1990 to finance public improvements as described
in the formation Engineer's Report for the Original District; and
WHEREAS, the City Council refunded the Original District and Assessment District No.
85-2 (College Boulevard) with Reassessment District No. 97-1 (Alga Road and College Boulevard) (the
"Reassessment District"); and
WHEREAS, City of Carlsbad Limited Obligation Refunding Improvement Bonds,
Reassessment District No. 97-1 (Alga Road and College Boulevard) (the "Refunding Bonds") were issued
on December 19, 1997 to refund the outstanding City of Carlsbad Limited Obligation Improvement
Bonds, Assessment District No. 88-1 (Alga Road) and City of Carlsbad Limited Obligation Improvement
Bonds, Assessment District No. 85-2 (College Road); and
WHEREAS, on September 2, 2005, the City called the outstanding Refunding Bonds
attributable to Assessment District No. 85-2 (College Road); and
WHEREAS, on September 2, 2009, the City called all remaining outstanding Refunding
Bonds; and
WHEREAS, the public improvements authorized in the formation Engineer's Report for
the Original District have been completed; and
WHEREAS, the Public Works Director has filed with the City Council a Notice of
Completion of Public Improvements (Doc#: 1991-0383069); and
WHEREAS, the City Council is satisfied that the public improvements have been
completed; and,
WHEREAS, the payment of all principal and interest due on the Refunding Bonds has
been completed, and Reassessment District surplus funds exist in the following amounts:
Fund Balance as of March 31, 2017
Improvement Fund $316,747.29
Redemption Fund $100,804.68
NOW, THEREFORE, IT IS AGREED by the City Council of the City of Carlsbad, California as
follows:
1. The above recitals are true and correct.
2. The Notice of Completion of Public Improvements was filed as Document No.
1991-0383069.
3. The City Council declares the balance of the Reassessment District's
Improvement and Redemption Funds to be surplus.
4. The City Council approves the Closeout Analysis and Findings Report prepared
by NBS for the City on file with the City Clerk.
5. The City Council orders surplus in the Improvement Fund and Redemption Fund
to be used for the purpose of ongoing maintenance of the improvements, as identified within the
Closeout Analysis and Findings Report.
NOTICE OF JOINT PUBLIC HEARING
CITY OF CARLSBAD CITY COUNCIL, CARLSBAD MUNICIPAL WATER DISTRICT BOARD, CARLSBAD PUBLIC
FINANCING AUTHORITY BOARD, COMMUNITY DEVELOPMENT COMMISSION, AND CITY OF CARLSBAD
ACTING AS THE SUCCESSOR TO THE REDEVELOPMENT AGENCY
FY 2017-18 OPERATING BUDGETS AND FY 2017-18 TO 2031-32 CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad City Council will hold a joint public hearing on Tuesday, June 13, 2017 at 6:00p.m. in
the Council Chamber, 1200 Carlsbad Village Drive, Carlsbad, California, to discuss the Fiscal Year 2017-18
Operating Budget and the Fiscal Year 2017-18 to 2031-32 Capital Improvement Program Budget. Adopting
Operating budgets for FY 2017-18, and Carlsbad Municipal Water Districts' final Operating Budget,
adopting the Gann Spending Limit, adopting the Community Development Commission Housing Authority
FY 2017-18 budget, adopting changes to the Master Fee Schedule, and determining that the FY 2017-18
Capital Improvement Program Budget is consistent with the General Plan, approving the City's share of
the FY 2017-18 Capital and Operating Budget of the Encina Wastewater Authority, approving adjustments
to the City of Carlsbad's FY 2016-17 Operating and Capital Improvement Program budgets, approving
adjustments to the FY 2016-17 Public Financing Authority Budget, adopting the City of Carlsbad as
Successor to the Redevelopment Agency's final Operating Budget and appropriating funds for FY 2017-
18.
Interested parties are invited to attend this meeting and present their views and comments to the City
Council and Municipal Water District Board.
Copies of the proposed budget and proposed fee changes are available for public inspection at the City
Clerk's Office, 1200 Carlsbad Village Drive, or at the Cole Library, 1250 Carlsbad Village Drive.
Written and telephone inquiries may be directed to Helga Stover (Helga.stover@carlsbadca.gov) at the
Finance Department, 1635 Faraday Avenue, Carlsbad, 760-602-2429.
PUBLISH DATES: May 26 and June 2, 2017.
CITY OF CARLSBAD
CITY COUNCIL
June 13, 2017
City of Carlsbad
FY 2017-18 Operating Budget
and Capital Improvement Program
FY 2017-18 Budget Calendar
Council Meetings:
√May 9 –Preliminary Capital Improvement Program
Set public hearing for June 28
√May 23 –Preliminary Operating Budget
June 13 –Public hearing and adoption of:
Fiscal Year 2017-18 Operating and Capital Improvement Program Budgets
Other Public Meetings:
√May 30 –Citizens Budget Workshop -City Hall, 5 p.m.
Citizen’s Budget Workshop
Topics discussed:
•Transient Occupancy Tax Rate
•Community Choice Energy
•Online Crime Reporting
•New Park Projects
•Parking at Pine Avenue Park
Agenda
Operating Budget
Capital Improvement Program
Fee Recommendations
Program Options
Public Hearing
Budget Adoption
FY 2016-17 Budget Overview
Focus on Excellent Service
–Community Values
–Council Goals
–Improved Service Levels
Focus on Fiscal Sustainability
–Long-term Fiscal View
–Healthy reserves
–Address Unfunded Liabilities
City of Carlsbad
FY 2017-18 Combined Budget
$311.5 million
Operating Budget –83%
Capital –17%
General Fund,
$146 M
Special
Revenue
(incl. RORF),
$13 M
Enterprise,
$76 M
Internal Service,
$23 M
Capital
Projects, $54 M
2017-18
Proposed Operating
Budget
FY 2017-18 Operating Revenues
by Fund Type = $262.3 million
General
58%
Special
Revenue
5%
Redevelopment
Obligation
Retirement
1%
Enterprise
28%
Internal
Service
8%
FY 2017-18 Operating Expenditures
by Fund Type = $257.5 million
GENERAL FUND
$146M, 57%SPECIAL REVENUE,
RORF, $13M, 5%
ENTERPRISE,
$76M, 29%
INTERNAL SERVICE,
$23M, 9%
2017-18
General Fund
Proposed Operating Budget
FY 2017-18 General Fund Revenues
$153.5 million
Property Tax, $64.3 ,
42%
Sales Tax, $34.9 ,
23%
Hotel Tax, $22.2 ,
14%
Franchise, $5.5 ,
4%
Business License, $5.1
, 3%
Other, $21.5 , 14%
FY 2017-18 General Fund Expenditures
$145.7 million
Policy/Leadership,
7.4M, 5%Administrative
Services, 7.8M,
5%
Community
Services, 39.8M,
28%
Public Safety,
57.1M, 39%
Public Works,
17.5M, 12%
Non-
departmental,
16.1M, 11%
Police Department
Community Vision: High quality education and community service; maintaining high
standard for citywide public safety.
–Crossing Guards ($50,000)
–Online Crime Reporting ($8,000)
–Fund 2 existing Police Officers ($295,000)
Fire Department
–Chemical Detox Unit ($6,100)
–PPE Extractor & Drying Cabinets ($38,100)
–Equipment ($77,700):
•Thermal Imaging Cameras
•Apparatus Equipment
•Personal Protective Equipment
•Motorola Rugged Remote Mics
Community Vision: High quality education and community service; maintaining high
standard for citywide public safety.
Parks & Recreation
Community Vision: Access to recreation and active, healthy lifestyles.
Park expansion projects coming soon in FY2017-18 ($223,000):
–Leo Carrillo Historic Ranch
–Pine Avenue Community Park
–Poinsettia Community Park
–Aviara Community Park
Community and Economic Development
–1.0 FTE of hourly FTEs
Code Enforcement support ($31,000)
–Public nuisance abatement ($75,000)
–Short Term Vacation Rental
enforcement contract ($75,000)
Community vision: High quality community service, Neighborhood revitalization, community
design and livability
FY 2017-18
General Fund Budget Recap
Revenues $ 153.5 million
Expenditures $ 145.7 million
Projected remainder $ 7.8 million
17
General Fund Balance
Estimated Balance at 7/1/17
Advance Repayments
$ 65.8 million
1.4 million
Plus: FY 2017-18 Excess 7.8 million
= 6/30/18 Estimated Balance $ 75.0 million
2017-18
Capital Improvement
Program Budget
FY 2017-18 Revenues
$53.7 Million
38%
6%
19%
19%
18%
Infrastructure
Repl. $10 M
Water and Sewer
Replacement
$10.4 M
Special Dist. $3.5 M
Other Agencies
$9.7 M Developer fees
$20.1 M
FY 2017-18 New Appropriations
$54 Million
Civic & Other,
$13.8M, 25%
Drainage, $3M, 6%
Parks, $1.1M,
2%
Water, $9.6M,
18%
Sewer,$8.9M,
16%
Streets,$17.6 M, 33%
Community Vision: Walking, biking, public transportation and connectivity.
–Traffic Control Improvements:
•Poinsettia Lane and Cassia
•Poinsettia Lane and Oriole Court
–Traffic Signal Improvements:
•Camino de los Coches/Maverick Way
New Projects
Community Vision: High quality education and community services
Senior Center refurbishment
New Projects
New Projects
Fire Station No. 2
FY 2017-18
Total Appropriations
New appropriations $ 54.0 million
Continuing projects $ 200.4 million
Total capital budget $ 254.4 million
Fee Update
Fee Descriptions
•General city fees
–Charges for city services and the use of property
•Development related service fees
–Charged to recover the cost of staff time &
materials spent on development related activities
•Development impact fees
–Charged to developers to pay for their share of
infrastructure needs within the city
27
Fee Escalators
•Updated by change in West Urban Consumer
Price Index (CPI)
–General city fees
–Development related service fees
•Updated by change in Engineering News
Record Index (ENR)
–Development impact fees
28
Cost of Service
•Cost of Service Study was completed this
year
–Updated every 2 years
•Used to establish the maximum allowable
charge
Other Fee Changes
•Adding additional sizes for Potable and
Recycled Water Meter Installation
•Adding three fees for printing zoning maps
•New fee for production of police body worn
camera videos
•Removing three fees that are no longer in use
Program Options
FY 2017-18
Program Option:
Address CalPERS Unfunded Liability
Discussion:
1.Decrease UAL by up to $9 million
2.Source of Funds
3.One-time action or policy approach
FY 2017-18
Program Option:
Information Technology Staffing
Discussion:
1.Add an additional Network Engineer to staff
Public Hearing
Questions ~ Comments
FY 2017-18
Program Option:
Address CalPERS Unfunded Liability
Discussion:
1.Decrease UAL by up to $9 million
2.Source of Funds
3.One-time action or policy approach
FY 2017-18
Program Option:
Information Technology Staffing
Discussion:
1.Add an additional Network Engineer to staff
EXTRA SLIDES PAST
THIS POINT
Additional Pension
Slides
110%
129%
144%
149%
142%
119%
99%
74%78%
81%84%
93%
82%
57%
63%
71%69%73%
77%74%
0%
20%
40%
60%
80%
100%
120%
140%
160%
MVA
Funded Status -Miscellaneous
112%
129%132%
136%
126%
104%
82%78%83%85%87%
97%
85%
60%64%
72%69%74%78%75%
0%
20%
40%
60%
80%
100%
120%
140%
160%
MVA
Funded Status -Safety
$(48.60)
$(18.40)
$17.90
$53.70 $47.70 $47.40 $44.70
$18.60
$60.00
$163.50
$154.40
$126.10
$146.00
$131.00 $126.20
$147.50
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
UAL –COMBINED PLANS
(In Millions)
Program Option
Address the Unfunded Actuarial Liability (UAL)
•Pay down $9 million UAL in both plans
–Potential Funding Sources
•General Fund Balance
•Stabilization Assignment
–Additional Future Actions
Pension Cost Components
Normal Cost
+
Amortized Cost
Annual Required Contribution (ARC)
-
2,000
4,000
6,000
8,000
10,000
FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
Before After
General Fund Balance
with Program Option
Estimated Balance at 7/1/17
Advance Repayments
$ 65.9 million
1.4 million
Plus: FY 2017-18 Excess 7.7 million
= 6/30/18 Estimated Balance
Program Option
= 6/30/18 Estimated Balance
$ 75.0 million
($ 9.0 million)
$66.0 million
CalPERS Strategies
•Economic Downturn
•CalPERS Decreases Discount Rate
•Change in Actuarial Assumptions
Economic Update
Slides
Economy
Administration Policies
Fed Reserve Actions
National & Global Outlook
Budget
Economy
Tourism
Gas Prices
State Perspective
April Unemployment Rate
2.0
2.5
3.0
3.5
4.0
4.5
5.0
5.5
CA
Carlsbad
SD CountyUS
Carlsbad’s Economic Profile
•Home prices
•Taxable sales
•Tourism
Median Single Family Residential Home Prices
~ 600 c ta Ill ::::s 0
~ 400
200
0
Median SFR Home Prices
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Fiscal Year
Assessed Values and
Property Taxes
Additional Operating
Budget Slides
Operating Budget Process
City Council’s goals and priority projects and
services
10 year forecast updated
Budget policies set for new fiscal year
Departments submit requests to Finance
Budget reviewed; City Manager makes
recommendations to City Council
City Council adopts budget
City of Carlsbad
History of Full-Time Positions
(excludes hourly and limited term)
625
645
665
685
705
725
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
717.75 716.25
699
684.25
674.5
667.75 669.75 674.25 676.25
684.25
FY 2017-18 Full-Time Position
Changes
•Addition of 8.0 full-time positions (net):
–1.0 full-time position eliminated
–9.0 full-time positions added
•16.33 Hourly FTEs
•Increase of 1.0 limited-term position (net)
FY 2017-18
8.0 Net Full-Time Position Additions
Additions (9.0):
3.0 Client Systems Associates 1.0 Service and Release Manager
1.0 Sr. Applications Analyst 1.0 Deputy City Attorney
1.0 Park Planner 1.0 Records Technician
1.0 PEM Director
64
Eliminations (1.0):
1.0 Park Maintenance Worker
FY 2017-18
Total Labor Force
684.25 Full-time positions
7.75 Limited-term
179.09 Hourly FTEs
871.09 Total workforce
General Fund Requests
Budget Enhancements $1,600,000
New Recreation Facilities $223,000
Capital Outlay $142,000
City Hall
–Deputy City Attorney ($169,000)
–Records Technician ($82,000)
Parks & Recreation
(continued)
Community Vision: Access to recreation and active, healthy lifestyles.
Additional staffing changes:
Elimination:
–Park Maintenance Worker (-$83,000)
Addition:
–Park Planner ($146,000)
Library and Cultural Arts
–1.0 Senior Program Manager
•Limited-term ($129,000)
Community vision: History, the arts and cultural resources.
Community vision: High quality education and community services.
Information Technology
•Insourcing Service Desk:
•Net increase: $28,000
•3 Client Systems Associates
•1 Service & Release Manager
Information Technology
•Senior Applications Analyst ($163,000)
•Network Contractor ($190,000)
Public Works
•30 Vehicle Replacements ($2.3 million)
•Fire Engine
•Paint Truck
•Director Level Position ($200,000)
•5.0 hourly FTE
•Job Order Contracting Program ($100,000)
FY 2017-18 Special Revenue Funds
$12 million
Maintenance Districts, $3.2M,
27%CDBG, $0.7M, 6%
Other (Grants/Donations), $1.0M,
8%
Housing Programs, $7.1 M, 59%
FY 2017-18 Internal Service Funds
$22.8 million
Workers' Compensation, $4.4 M,
19%
Risk
Management,
$2.1M, 9%
Self-insured Benefits, $1.0 M,
5%
Vehicle
Maintenance,
$3.2M, 14%
Vehicle Repl.,
$2.3M, 10%
Information
Technology, $9.8 M,
43%
FY 2017-18 Enterprise Funds
$75.7 million
Water Operations, $42.3 M, 56%
Recycled Water, $9.1 M,
12%
Wastewater Operations, $12.7 M, 17%
Solid Waste
Management, $4.1 M,
5%
Golf Course
Operations, $7.5 M,
10%
Additional CIP Slides
FY 2017-18
Carry forward projects -$200 Million
•Maintenance and Operations Center ($25 M)
•Parks -Pine, Aviara, Poinsettia, Leo Carrillo ($20 M)
•Drainage Projects ($7 M)
•Sewer Projects ($15 M)
•Water Projects ($58 M)
•Street Projects ($57 M)
77
CIP Projects
•Community Vision
•Council Goals
•Legal Mandates
•Growth Management Plan
–Development Fee Programs
–Facility Master Plans
•Asset maintenance programs, inspection
of facilities
CIP Review Process and Criteria
CIP Review Committee
•Project criteria:
–Safety
–Council Priority Projects
–Community Vision
–Growth management
–Availability of resources
–Construction schedules
Growth Management Plan
City Administrative Drainage Schools Water
Wastewater Treatment Open Space Sewer Collection
Circulation Fire Library Parks
Citizen Involvement
•Ocean Street Beach Assess Points
•Parks Needs Assessment
•Village/Barrio
•Envision Carlsbad
•Terramar
•RR Trenching
•Civic Center
Citizen Involvement -continued
Funding limitations:
•Proposition H –limits discretionary
funding of projects
•Gas tax and TransNET funds
•Enterprise funds
Development Projections
•Residential
•Non-residential
•Fees paid when building permits issued
•Fees pay for facilities
•Revenues & Expenditures ==> cash flows
•Ensure funding available when projects planned
Residential Development
FY 2017-18 = 520
Next 5 Years = 1235
Quarry Creek
Robertson Ranch
Village
Uptown Bressi
Poinsettia 61
Residential
1
3
2
5 Projects = 1040 of 1235
Residential Units / next 5 Years
2
3
1
4
5 5
4
Non-Residential Development
FY 2016-17 = 637,472
Next 5 Years = 1,576,273
Capital Project Funds
Revenues -Next 15 years
Funding Sources
Total Revenue = $661 Million (through 2032)
$0
$50
$100
$150
$200
Development Fees Special Districts Utility Infrastructure
Replacement
Infrastructure
Replacement
Other Sources
$ In millions
Development Impact Fees
Special District Fees
$167 Million
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
Development Fees Special Districts Utility
Infrastructure
Replacement
Infrastructure
Replacement
Other Sources
$ In millions
Utility/Infrastructure Replacement Funds
$358 Million
$0
$50
$100
$150
$200
Development Fees Special Districts Utility
Infrastructure
Replacement
Infrastructure
Replacement
Other Sources
$ In millions
Other Revenue
Funds $137 Million
$0
$50
$100
$150
$200
Development Fees Special Districts Utility
Infrastructure
Replacement
Infrastructure
Replacement
Other Sources
$ In millions
Total Project Expenditures
FY 2017-18 to 2032 -$452 Million
0
20
40
60
80
100
120
140
$ In millions
•Transportation
–2016 Concrete Repair
–2016 Pavement Overlay
–Barrio ADA and Pedestrian Improvements -1
–Wayfinding Sign Replacement Program
–El Camino Real –Tamarack to Chestnut
–El Camino Real Medians
–Traffic Signal, El Camino Real and Tamarack
–Traffic Signal, El Camino Real and Chestnut
•Drainage
–Northwest Quadrant Storm Drain Program –Madison & Arbuckle
–Northwest Quadrant Storm Drain Program –Roosevelt North
–Northwest Quadrant Storm Drain –Monroe
–CMP Replacement Program –Highland and Hoover
–Agua Hedionda Creek Storm Drain Outfall
21 Projects Put Into Service in FY 2016-17
•Sewer
–Poinsettia Lift Station Bypass Pump
•Water
–Lake Calavera Palm Grove Removal
•Recycled Water
–Carlsbad Water Recycling Facility Expansion
–Recycled Water pipeline, Tamarack to Chestnut
21 Projects Put Into Service in FY 2016-17
21 Projects Put Into Service in FY 2016/17
•Police and Fire Facilities
–Carlsbad Safety Training Center –Firearms Range
Noise Mitigation
•Library Facilities
–Dove Library Exterior Improvements
–Dove Library Roof Replacement
•Parks
–Pine Avenue Community Park Synthetic Turf
Replacement
Existing Project Changes of Note
•Police and Fire Facilities
–Safety Center Improvements
•Facilities
–Faraday Center Rehabilitation
–Fleet Maintenance Refurbishment
•Parks
–Poinsettia Community Park Phase 3
•Drainage
–Northwest Quadrant Storm Drain Improvement
Program
•Transportation
–Adaptive Traffic Signal Program
–Beach Access Repairs –Pine to Tamarack
–Public Beach Access Improvements –Ocean St.
–Sidewalk Construction Program –Valley and
Magnolia
–Terramar Coastal Improvements
•Sewer/Water/Recycled Water
–Vista/Carlsbad Interceptor –Reaches VC 11 to
VC 15
–Water Pressure Reducing Station Program
–Reservoir Repair and Maintenance Program
–Recycled Water Phase 3 Reservoir
20 New Projects
Community Vision: Walking, biking, public transportation and connectivity.
–Assessment District 97-1 Concrete Improvements
–Traffic Control Improvements –Poinsettia Lane and Cassia
–Traffic Control Improvements –Poinsettia Lane and Oriole Court
–Traffic Signal Improvements –Camino de los Coches/Maverick Way
–Traffic Signal Master Plan
–Village Intelligent Parking Implementation
20 New Projects
Community Vision: Access to recreation and active, healthy lifestyles
–Alga Norte Community Park Improvements
–Dove Library lighting Improvements
–Leo Carrillo Ranch Park Facility Improvements
–Village Arts building exterior and roof refurbishment
Community Vision: History, the arts and cultural resources
20 New Projects
Community Vision: Sustainability
–Curb Inlet Retrofit Program
–Water Flow Metering and Monitoring
–Carlsbad Water Recycling Facility Irrigation and Landscaping
Community Vision: High quality education and community services
–Senior Center refurbishment
20 New Projects
Other Public Services
–Fire Station No. 1 roll-up door modification
–Fire Station No. 2 reconstruction
–Fire Station No. 5 storage building roof
–Fire Stations No. 1, 4 and 5 security fencing
–Villas Sewer Lift Station
–Pressure Reducing Station –Lower El Fuerte
Fee Slides
Fee Escalators
INDEX
ONE YEAR
CHANGE ASSOCIATED FEES
West Urban CPI 2.50%General City and Development
Related Service Fees
Ambulance
Inflation Factor
0.70%Ambulance Fees
Fee Escalators –Development Impact Fees
INDEX ONE YEAR ASSOCIATED DEVELOPMENT IMPACT FEES
January ENR 1.10%
Development Impact Fees: Planned Local Drainage
Area Fees and License Tax on New Construction
for Mobile Homes
April ENR 3.90%
All Other Development Impact Fees (Sewer Benefit
Area Fees, Sewer Connection Fees, Water
Connection Fees)
December ENR 3.90%Bridge & Thoroughfare District #3
April San
Diego CPI 2.00%Habitat Mitigation Fee
2% or Caltrans
CCI 2.00%
Traffic Impact Fees –increase by Caltrans, or 2.0%,
whichever is greater.