HomeMy WebLinkAbout2007-06-12; City Council; 19026; 2007/08 preliminary operating budget workshopCITY OF CARLSBAD - AGENDA BILL 14
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19,026
06-12-07
FIN
2007-08 PRELIMINARY
OPERATING BUDGET WORKSHOP
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RECOMMENDED ACTION:
Accept report. Set public hearing for June 26, 2007.
ITEM EXPLANATION:
The Operating Budget work session on June 12, 2007 is an opportunity for the City Council to
review the FY 2007-08 Preliminary Operating Budget. City staff will be making presentations
and will also be available to answer questions. The staff recommendations for the Capital
Improvement Program were presented to the City Council at the May 22nd City Council meeting.
In addition, a Citizens' Budget Workshop will be held on Wednesday, June 20, 2007, at 5:00
p.m. at the Faraday Center, 1635 Faraday Avenue, Room 173B, to provide the public with an
opportunity to discuss the Operating Budget and Capital Improvement Program with staff. The
public hearing and adoption of the FY 2007-08 Operating Budget and Capital Improvement
Program is scheduled for the June 26, 2007 Council meeting.
2006-07 BUDGET OVERVIEW:
The Preliminary Operating Budget for FY 2007-08 totals $192.3 million, an increase of $20.5
million from the FY 2006-07 adopted budget. Operating revenues are estimated at
$196.2 million, which is a $17.2 million increase over the current year projections. The
recommended General Fund budget is $115.6 with estimated revenues of $121.0 million. This
is a 5.7% increase in the budgeted General Fund revenues for the year.
Total Positions
FY 2007-08 Positions
Public Safety
PT to FT Conversion
Public Works
Library (RFID)
Community Dev. (GIS)
Admin Services (Limited Term)
New Facilities
Storm Water (New Program)
Waste Water Discharge (New
Program)
Total
Full
Time
5
2
2
1
1
1
3.5
5.5
21
Part
Time
(.5)
(7.5)
0.25
1.4
(6.35)
This table reflects the total
requested positions for the
FY 2007-08 Preliminary
Operating Budget. Proposed
are 21 new full-time
employees: five are to
enhance Public Safety, two
are related to a conversion of
part-time personnel into full-
time personnel to improve
effectiveness in the Police
and Public Works
Departments, one in Public
Works to manage the
increase number of
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED
DENIED
CONTINUED
WITHDRAWN
AMENDED
aaaan
CONTINUED TO DATE SPECIFIC D
CONTINUED TO DATE UNKNOWN O
RETURNED TO STAFF D
OTHER - SEE MINUTES |( Set Public
Hearing 6/26/07
information systems in the Public Works Department, one Cross Control Technician to be
utilized in the Sewer and Water Departments of Public Works, one in the Geographic
Information Systems Department which will improve the level of service provided to the Citizens
of Carlsbad, one new Building Maintenance Worker to maintain the new facilities opening in FY
2007-08, one limited term employee in the Human Resources Department of Administrative
Services to assist in recruiting and training and nine new employees related to new legal
mandates for Storm Water and Wastewater programs. The net decrease in hourly staff totaled
approximately 6.35 full-time equivalents (FTE). These changes result in a City workforce of 710
full and three-quarter time employees and 137.77 hourly FTE.
Revenues - The majority of the City's revenues come from taxes. Property taxes are expected
to grow to over $50 million in the next year. This is an increase of 11.2% from FY 2006-07.
The FY 2007-08 property tax revenue is based on the assessed value of property in Carlsbad
which increased by 8.7% from calendar year 2006 to 2007. It is anticipated that this will level
out in the coming year as the real estate market slows.
Sales taxes are expected to grow by about 1.8% generating $28.5 million for FY 2007-08. This
growth reflects the slower economy including a slow down in car sales. The FY 2007-08
revenues for Transient Occupancy Taxes (TOT) are estimated at $13.6 million, a 6.4% increase
over the prior year. Franchise taxes are anticipated to grow 5.6% to $5.6 million. Development
Revenues are projected to be $2.9 million in FY 2007-08 as compared to $4.8 million in FY
2006-07. The 40% decline reflects a slow down in new housing developments.
Budgeted Expenditures - The increases in the General Fund revenues, as well as other fund
revenues, enables the City to continue to provide top-quality services. The FY 2007-08
Preliminary Budget maintains the high level of services Carlsbad's citizens have come to
expect. Some of the planned enhancements are described below:
• New Facilities - The City has a large number of major capital projects scheduled to
be built over the next five years. As the City completes these projects, the costs of
maintaining and operating the facilities are added to the Operating Budget. The
Library Learning Center is scheduled to open in the Summer of 2008 and the
expanded Senior Center is anticipated to open in the Summer of 2007. The Public
Works Department has requested a Building Maintenance Worker I and Recreation
Department has requested part time staff to maintain and operate the new facilities.
• Public Safety - Public safety has always been, and remains, a top Council priority.
After reviewing the current staffing requirements and the population growth in the City,
the Police Department has requested four new positions and the conversion of one
part-time position to a full-time position. The Fire Department has requested one new
position.
The Police Department has requested one additional Police Officer for Field
Operations, and a Police Officer and a Sergeant in the Traffic Division to maintain the
current safety levels with the population growth in Carlsbad. A Property and Evidence
CSO II is also being requested to process the current caseload and maintain the high
level of integrity required to manage the large number of items and evidence held in
the Police Department's property room. Finally, the Police Department has requested
that a System Administrator I be converted from a part time position to a full time
position in FY 2007-08. This position will help maintain the increased number of new
mobile computers and software systems that the Police Department utilizes.
The Fire Department is requesting a Battalion Chief for Administration to assist in the
day to day management of the Fire Department. The new Battalion Chief will play an
important role in the construction, move and occupancy of Fire Station #3 and Fire
Station #6, planning and development of the Joint First Responders Training Facility
and the continued coordination of the regional fire services.
• Customer Service - One of Council's goals is top-quality service, which means
serving our customers well. There are currently an increasing number of programs in
the City of Carlsbad that require the services of the GIS Department. The programs
include land use programs, storm water flow analysis, open space and habitat
management, address information used for water/sewer operations and public safety
and maintaining information on parcel history. The Community Development
Department has requested an additional Geographic Information Systems Technician
for the GIS Department. The technician will help process the increasing number of
service requests for maps and data analysis to assure information is not outdated.
In FY 2007-08 the Radio Frequency Identification (RFID) project will be completed in
the Library Department. This new chip technology is embedded in the materials and
will allow patrons to automatically check out books and materials without having to wait
in line. It will greatly improve the Library experience and will ultimately result in costs
savings for the department. With these increased efficiencies the Library plans to
reduce its current hourly staff by a net of 7.5 FTEs through attrition by the end of FY
2007-08.
• Increased Efficiencies and Cost Savings - To improve efficiencies our Public Works
Streets Department is requesting a Maintenance Aide be hired to replace temporary
employees. Hiring the full-time position will allow Public Works to insure that adequate
training levels are provided to City employees and the appropriate staffing levels are
maintained to provide the high levels of quality service that the citizens require.
This year a comprehensive review was done of the numbers and types of vehicles
being purchased as replacements for the City's current fleet. Each vehicle was
reviewed to determine the need for replacement at this time as well as whether the
replacement could be a smaller, less costly, more fuel-efficient vehicle without hurting
the effectiveness of the program. The results of this review were that 30 vehicles were
selected for replacement out of the 55 vehicles that met the replacement criteria
outlined in Administrative Order Number 3. Of the 30 vehicles selected for
replacement, two vehicles were downsized.
• State Mandated Programs - In order to comply with increasing requirements of
Storm Water regulations the Storm Water program is requesting an additional funding
for increased M&O costs. The total additional cost is estimated at $1,650,000 per year
plus one-time expenditures of $40,000 for 2 pickup trucks.
The Waste Discharge Requirement Program (WDR) requirement is a result of an
Order issued by the State Water Resources Control Board for the purpose of ensuring
that overflows from the sanitary sewers are reduced statewide. In order to comply with
this mandate, additional staff (5.7 positions) and vehicles are proposed. The total cost
for the vehicles is $510,000 (one-time) plus $89,700 in annual ongoing costs. The
proposed positions include 4 Utility Workers, one Public Works Superintendent, and
one Senior Office Specialist will be split (50/50) between the Wastewater and Storm
Water enterprises. The estimated additional cost for the positions and the M&O costs
is $315,000 per year.
1
• Other Budget Requests - The FY 2007-08 Preliminary Operating Budget also
includes a $7.9 million transfer to the Infrastructure Replacement Fund to provide
funding for infrastructure replacement as needed in the future. An approximately
$108,000 transfer to the Medians District is proposed to maintain the additional
medians that have been added in the City of Carlsbad in FY 2006-07. A $275,000
transfer to the Hosp Grove Debt Service Fund - for debt service for bonds issued to
purchase Hosp Grove. Finally, the City Council's contingency account is proposed at
$2.3 million in FY 2007-08. This account is available to the City Council to address
unanticipated emergencies or unforeseen program needs.
Other Funds - The Enterprise Fund revenues, which include the water, recycled water,
wastewater services, solid waste management, and golf course revenues are projected to
increase in FY 2007-08, with total estimated revenues of $46.8 million. The budgeted
expenditures are estimated at $51.3 million for FY 2007-08. The increased expenditures include
a proposed hiring of nine new employees. Rate increases for water, wastewater, and storm
water enterprises are recommended to fund operations and the cost of implementing state
mandated unfunded programs. The proposed rate increases would result in an estimated total
monthly increase to an average household of $7.43 per month, or 9.84%.
Revenues from Special Revenue funds are expected to total $10.1 million, a 5.3% decrease
from FY 2006-07. The expenditures are budgeted at $10.5 million. The types of services
supported within Special Revenue funds include grants (Section 8 Housing Assistance,
Community Development Block Grants), donations, special fees, and assessments (Housing
Trust fund, Maintenance Assessment Districts).
The combined Redevelopment Agency budget proposal totals $1.9 million. This is 3.2% lower
than the FY 2006-07 budget.
More information about all of the City's projected revenues and Operating Budget
recommendations can be found in the attached exhibits.
FEES AND CHARGES FOR SERVICES
One of the City Council's goals is to annually evaluate fees and charges for services. This year
an independent 3rd Party consultant was hired to perform a fee study to assist in this goal. The
consultant and staff reviewed all of the applicable fee schedules and are recommending the
changes as shown on Exhibit 6, and further discussed below.
GENERAL CITY FEES
• Facility Fees - As part of the fee study several small adjustments are being
recommended for facility fees as shown in Exhibit 6. Generally facilities fees that
staff recommended for increases were increased by approximately 5% to keep pace
with inflation. With the expansion of the Senior Center in FY 2007-08 a new Senior
Center Activity Room Fee is proposed. The proposed fee was based on rental fees
for similar facilities in the City and comparable facilities in other cities. The Parks and
Recreation Commission will review these adjustments on June 18, 2007.
• Water/Sewer/Storm Water Fees - As part of the ongoing financial management
program, the City annually prepares five-year forecasts for the Water, Sanitation and
Storm Water Waste funds. The forecasts for the Water, Sanitation and Storm Water
enterorises shows that rate increases are needed to keen UD with increases in if
expenditures as well as the new state mandated requirements mentioned on the
previous page. As mentioned earlier in this report, the proposed rate increases
would result in an estimated total monthly increase to an average household of $7.43
per month, or 9.84%.
DEVELOPMENT RELATED SERVICE FEES
As part of the FY 2007-08 fee study the current cost of services related to development
related fees were reviewed. The increases in costs were mainly due to inflationary costs.
Based on this, staff is recommending an approximate 5% increase to keep pace with inflation.
Council had adopted a 15% increase in development fees in FY 2004-05, a 10% increase in
FY 2005-06 and a 3.5% increase in FY 2006-07.
A complete listing of the current and proposed development-related service fees is shown in
Exhibit 6.
DEVELOPMENT IMPACT FEES
Each year, several development fees are adjusted by the change in the Engineering News
Record (ENR) Index as required by the respective fee programs. The adjusted fees are
attached in Exhibit 6.
EXHIBITS:
1. Fiscal Year 2007-08 Preliminary Budget (Overview).
2. Operating Funds, Projected Fund Balances for FY 2006-07 and FY 2007-08.
3. Operating Funds, Revenue Estimates for FY 2006-07 and FY 2007-08.
4. Operating Funds, Budget Expenditure Schedule FY 2004-05 through FY 2007-08.
5. Personnel Allocations for FY 2006-07 and FY 2007-08.
6. Update of City Fees and Charges For Services.
The Preliminary Operating Budget and Capital Improvement Program for Fiscal Year 2007-08
are on file with the City Clerk.
DEPARTMENT CONTACT: Lisa Irvine (760) 602-2430: Lirvin@ci.carlsbad.ca.us or David
Barnum; (760) 602-2430; dbarn@ci.carlsbad.ca.us
CITY OF CARLSBAD
2007-08 PRELIMINARY BUDGET
Exhibit 1
Carlsbad is a full-service City providing the following:
• Police department •
• Fire department, including paramedic •
• Water delivery system •
• Sewer system •
• Solid waste services •
• Housing programs •
Development services
Street construction and maintenance
Library and Arts programs
Recreation programming for all ages
Park lands
Municipal Golf Course
School programs and facilities are provided by four different school districts located within the
City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad's
residents. The Council has
worked closely with the
schools in the past, and
staff continues to meet with
City of Carlsbad Strategic Goals
Balanced Community Development - A city that connects community, place
and spirit, through balanced and economically sustainable land uses.
Citizen Connection And Partnership - A city that embraces Community
connectivity through the effective use of technological and interpersonal mediums.
Communication - Ensure that community members, Council and staff are well
informed, continuing to be a more responsive government while providing a high level
of citizen confidence in its government.
Environmental Management - An environmentally sensitive community by
focusing on: conservation, storm water, sewage collection and treatment, solid waste,
and cost effective and efficient use of energy including alternative energy sources.
Financial Health - Pursue and implement proactive strategies that support
sustainable economic health and manage fiscal resources effectively.
Learning, Culture & Arts - Promote and support continuous learning, cultural
opportunities and the arts within the community and the City organization.
Parks I Open Space I Trails - Acquire, develop and maintain a broad range of
open space and recreational facilities that actively address citizen needs which are
fiscally responsible, and are consistent with the General Plan and Growth Management
Standards.
Top Quality Services - A city that provides exceptional services on a daily
basis.
Transportation I Circulation - Provide and support a safe and efficient
transportation system that moves people, services and goods throughout Carlsbad.
Water - Ensure, in the most cost-effective manner, water quality and reliability to the
maximum extent practical, to deliver high quality potable and reclaimed water
incorporating drought-resistant community principles.
them on a regular basis.
BUDGET PROCESS
The budget process for the
City of Carlsbad begins in
January each year, with a
review and update of the
City Council's five-year
vision statements.
Through the vision
statements, Council
defines and clarifies their
vision of Carlsbad. The
City Council also provides
the City with their top 15
priority projects, which
further defines their vision.
The strategic goals for the
City are developed next.
These statements are
reflected in the box on the
right. The goals further
define the methods used to
achieve the vision and
highlight areas where
Council desires to place
special emphasis during
the year. Once the vision,
goals and priority projects are developed, staff develops operational goals based on Council's
direction. These operational goals are the basis for the development of the Operating Budget.
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Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals and
priority projects for the City. The budget allocates the resources, and sets the priorities for all of
the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful
community in which to live, work, and play. In addition, the budget is a fiscally conservative
balanced budget, to effectively sustain the community and essential City services far into the
future.
ECONOMIC PROFILE
The US economy has experienced
Steady growth OVer the past Several 0 Quarter-to-Quarter Growth in Real GDP
years, however the economy is now in a
slow down period which is expected to
last the first three quarters of 2007 and
then begin to return to normal the fourth |
quarter of 2007. According to the £4
Bureau of Economic Analysis the
economy grew at an annual rate of 2
2.5% in the fourth quarter of 2006. This
growth rate was revised upward by .3% ° , t , v . • » v i • . w , i « vfrom the "preliminary" estimates. The 2003 200* 2005 2006
adjustment was due to a higher than *»—"•— ™».*~~™,
expected increase in consumer
spending, exports, Federal government spending, and a reduction in imports, slightly offset by
investment in inventories, equipment and software. According to preliminary estimates released
by Global Insight and the UCLA Anderson Forecast, real gross domestic product - a measure of
economic activity - is expected to increase 2.1%, 1.7% and 2.5% in first, second and third
quarters of 2007 respectively. For the fourth quarter of 2007, real GDP is expected in increase
closer to 3% and it is forecasted that GDP for 2008 will average 3.25%. While the US economy
is slowing, a recession is not anticipated by UCLA Anderson Forecast and other economic think
tanks due to the strength in the job market. Most recessions are linked with significant cycles of
job loss, which currently is not the case. In addition, because most Americans are employed, it
is expected that the majority will be able to continue to pay their mortgages, segregating the
sub-prime mortgage concern to a small percentage of the population.
While UCLA Anderson Forecast is not expecting a recession, there are some unknowns that
may result in a higher risk potential. The housing market is expected to be slow but is it still
unclear how slow it will be. With flattening housing prices, and in some areas, actual declines in
housing prices, there may be more risk to the economic outlook as more defaults on mortgages
occur. UCLA's economists also predict that there will be pressure on the Federal Reserve
Board for more interest rate reductions during 2007 to compensate for inflation and the slow
down in the economy.
California's economy has also slowed. California experienced four years of high home price
appreciation which resulted in home affordability at an all time low throughout many areas of
California, according to UCLA Anderson Forecast. Several entities were determined to continue
to keep sales volumes high and relaxed credit standards in order to continue to sell homes.
This resulted in the subprime mortgage market which is now part of the threat to the real estate
market. Mortgage defaults are rising with the potential of high foreclosure rates during the
summer of 2007. The government and lenders are working on bail-out procedures to reduce
the number of foreclosures by working with the troubled borrowers to refinance their mortgages.
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According to the UCLA Forecast, at the end of 2006, the high-end service sector jobs were able
to compensate for the job losses in construction and financial services related to real estate.
For 2007, UCLA Anderson Forecast is expecting the real estate sectors to continue to slow
down the economy. Given this forecast, according to the UCLA Anderson Forecast:
"We expect to see job growth in California slow to below 1% through the middle
of 2008, with growth in real personal income and real taxable sales slowing to
just over 2% through this period. If the Professional/Business Services sector
can sustain its momentum longer in 2007, we might see a milder slowdown; but if
the carnage in subprime markets is more severe than we expect, job losses in
Southern California could make things a bit worse. But the essential logic of the
no recession forecast remains: while there's some wiggle room on how weak real
estate will be and how much other sectors will offset this weakness, there still is
no other sector that looks poised to combine with real estate to generate enough
job loss to cause a recession."
Locally, the San Diego economy has slowed as well, according to several local economists,
including University of San Diego (USD) economist Alan Gin. The job losses in construction
and financial industries are partially offset by the leisure and hospitality industries, however, it is
not clear if this offset will continue into the future. Employment in construction declined 3,800 in
January compared to the same time a year earlier and real estate related jobs declined by
2,200. According to Alan Gin, these job losses as well as higher gasoline prices are likely to
continue to negatively impact the local economy. In addition, according to Alan Gin, residential
permits have declined for ten months in a row through April 2007. A chart reflecting USD's
economic indicators is reflected below.
index of Leading Economic indicators According to the UCLA Anderson
Forecast, there are many new
' homes in the San Diego County
'"": area and builders are anxious to
^ ' . reduce their inventory, thus
u] _.,.•""-.-..-•"'"-. reducing the price of new homes.
* _•""" " •--._ UCLA Anderson Forecast is
'f ] - ~"\ predicting that new homes in San
.' . ," Diego area will see a price decline
^j „• due to the builders' angst to
,"—.---•" reduce inventory. For re-sales, it
, J. __ _ __ is anticipated that owners are not
going to be as anxious to move
and will wait for a good price for
their home, thus the price for re-sales is expected to level off but not decline.
UCLA Anderson Forecast is predicting that building activity will slow through 2007 with a slight
rebound in 2008. Job growth is expected to slow as the leisure and hospitality sectors lose
momentum in 2007 offsetting less of the job losses in construction and real estate sectors. In
addition, the credit crunch is expected to continue to weaken home sales and an anticipated
increase in foreclosures may impact home prices.
However, even with the economy slowing, the USD index for consumer confidence has been up
for the last five months. It is unclear how and when the real estate market and gasoline prices
will impact USD's consumer confidence index.
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Carlsbad's economy is tied closely to that of the San Diego region, although development
patterns may differ. Carlsbad is experiencing strong growth in FY 2006-07 in property and
Transient Occupancy Taxes (TOT). Property taxes are expected to grow by over 21% reflecting
the continued escalation in housing prices during FY 2006-07, new development, as well as the
return of $1.8 million in property taxes that the State of California took from the City of Carlsbad
during fiscal years 2004-05 and 2005-06. TOT, the City's gauge of the tourism industry, are
expected to end the fiscal year showing over an 11% gain, with a large part of that coming from
the reopening of a major portion of one of Carlsbad's premiere resorts as well as reflecting a full
year of the West Inn which opened in May 2006. Sales taxes are slowing during FY 2006-07
due to the slower economy as well as a decline in auto sales, however, even with the slow
down, we are anticipating an additional $700,000 over FY 2006-07.
Carlsbad's residential real estate market has slowed significantly throughout FY 2006-07. The
City expects to issue approximately 425 residential permits this year, a decrease from the 943 in
the previous year. The number of permits is expected to decline due to a lack of supply and a
slowing economy. There are a number of new residential communities under construction or in
the final phases of development that will add to the residential housing stock in Carlsbad. The
Villages of La Costa projects known as the Oaks North, the Greens and the Ridge are under
construction, and will add approximately 970 single-family and 450 multi-family units. The
Bressi Ranch area is almost complete with 523 single-family and 100 multi-family units
developed. In addition, the Robertson Ranch area, which is expected to contain over 1,000
residential units, is finishing up its master plan. The completion of these master planned
communities will signal an end to the large-scale residential developments in Carlsbad.
Median SFD Home Prices
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$700-
$600-
1 $500-
1 $400-
H $300-
$200-
$100-
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As the housing market has cooled,
the housing prices have slowed as
well. The median price for single-
family homes in Carlsbad was
$777,000 for April 2006 compared to
$750,000 for April 2007 a decrease of
3.5%. The total assessed values in
the City stand at over $22 billion; an
increase of nearly 58% over what
they were just five years ago. With
the new developments mentioned
earlier starting to sell this year, the
City has projected it will add about
2,117 more residential units and an
additional 3.7 million square feet of commercial/industrial development over the next five years.
The City's residential housing stock is about 90% built out, with approximately 4,658 housing
units remaining to develop.
Commercial and industrial development has been averaging 800,000 square feet per year. This
is expected to remain about the same over the next five years to average 820,000 square feet
per year with the large industrial developments including Carlsbad Raceway, Oaks North
Industrial Park and the La Costa Town Center. Some of the major companies in town include
the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck,
and many others.
Commercial development has brought much needed entertainment and shopping venues to
citizens and visitors alike, as well as generating additional sales taxes to help pay for City
services. Carlsbad is home to Car Country Carlsbad - an auto mall; the Carlsbad Premium
Outlets - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco
center; and the Forum at Carlsbad - a commercial center with upscale retail shops, restaurants
and other commercial uses.
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Development has also enhanced Carlsbad's reputation as a destination resort for tourism. The
City is host to a major family theme park: Legoland, and has two luxury resorts available for its
visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a
number of other quality hotels and motels in the City, with the most recent addition being the
West Inn, which opened in May 2006.
The City of Carlsbad will be opening a municipal golf course in the summer of 2007 which is
expected to further enhance the tourism attractions the City offers. The municipal golf course,
The Crossings at Carlsbad, is an 18 hole, destination golf course set in the rolling hills and
canyons of Carlsbad. With ocean views, high quality golf experience, a first class restaurant
and clubhouse, and linkages to hiking trails, The Crossings at Carlsbad will be a destination
spot for golfers and non-golfers alike.
For the future, there are several new tourist-serving projects in development. The La Costa
Resort has been developing up to 197 commercial resort villas on their site and part of the
increases in TOT to date can be attributed to several of these villas coming on line. As they are
phased in over the next several years, it is expected to add over $1.4 million in TOT when
completed. Two hotels near the airport are expected to open during Fiscal Year 2007-08. The
two hotels are the Hampton Inn and Homewood Suites, located near the McClellan/Palomar
Airport. They are expected to add 249 hotel rooms, bringing the total available hotel rooms in
the City to about 3,700. These two new hotels are estimated to generate $500,000 per year in
TOT. In addition, a new project next to Legoland is currently under construction and is expected
to bring on 350 hotel rooms and 350 timeshare units. This project is expected to be phased in
over time, and is expected to generate an additional $1.4 - $1.7 million per year in TOT.
It is the Council's goal to ensure that the City remains in good financial health, and there are a
number of steps the City has taken to attain that goal. One of these is the Growth Management
Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were
constructed along with development. It also ensures that a financing plan is in place to pay for
the facilities prior to the development of the property.
In addition to the Growth Management Plan, the City also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of serving new development and operating new public
facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten-
year operating forecast for the General Fund, and a 20+ year Capital Improvement Program.
As part of the Capital Improvement Program, the City annually calculates the amounts needed
to pay for the various projects, and calculates the anticipated operating budget impacts. In this
way, we can anticipate the effects of development from both a capital and an operating
perspective.
One important initiative the City has undertaken to ensure its financial health, is the
development of an Infrastructure Replacement Fund. With this fund, the City sets aside money
on an annual basis for major maintenance and replacement of its infrastructure. Much of the
City's infrastructure is relatively new; thus, the City has not felt the full impact of maintenance.
By setting aside funds now, the citizens of Carlsbad can be assured that the proper
maintenance and replacement, when needed, will be performed on streets, parks, and many
facilities for which the City is responsible.
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General Fund Revenues (Top 5)
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• Property Tax
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2002 2004 2006
Fiscal Year
2008e
Carlsbad's current economic
position is an enviable one.
A relatively healthy local
economy over the past ten
years provided additional
revenue-generating sites that
allow the City to continue to
add new facilities and
services for the citizens. The
City hosts three regional
shopping areas within its
boundaries: a large regional
mall, an outlet center and a
high-end retail center in the
southern part of town called The Forum. Together, these sites contribute approximately $4.5
million annually to the City's sales taxes. The City's Auto Mall generates another $6.0 million
per year in sales taxes for the City. Legoland, a family theme park, contributes to the City's
sales tax base and stimulates the development of new hotels in the area. The effect of the new
development and the demand for housing in Carlsbad is an increasing tax base. The four major
revenue sources for the City: property taxes, sales taxes, transient occupancy taxes (TOT) and
franchise taxes, are expected to provide $91 million, or 80%, of the City's General Fund
revenues in FY 2006-07. These taxes and fees are the major source of funding for most of the
City's services, and allow the City to live up to its reputation as one of the premier locations in
San Diego County.
The City's base sales taxes are projected to grow by 1.8% for Fiscal Year 2007-08 due to the
slowdown in the economy. While the growth in housing prices is expected to moderate due to
the cooling of the real estate market, there is a lag with the property tax revenue and therefore,
according to the County Assessor, the City should expect property tax revenues to increase by
over 11 % for FY 2007-08. New building permits are expected to continue to slow and the
development related revenue items have been reduced accordingly for Fiscal Year 2007-08.
And finally, tourism is expected to continue to be strong, with TOT receipts projected to grow by
6% in the future, with the addition of more available rooms. More information on all of the City's
revenues and programs can be found in the later sections of this document.
State of California - In addition to the soft housing market and a slow economy,
the state of California's fiscal problems also cast a shadow on the City's economic
future. The state of California has been in a severe fiscal crisis for a number of
years. Through a variety of loans, one-time revenues, interfund borrowings and
raids on city, county and special district funds, it has been able to manage its cash
flows and stay solvent. However, more drastic measures will be needed for the State to finally
get its budget in balance.
According to the Legislative Analyst's Office (LAO), the State is facing significant deficits in
future years despite the stronger revenues seen in the past few years. The LAO's analysis of
the Governor's budget proposal for 2007-08 reflects that the State is proposing to use a
significant portion of their fund balance to cover their operating shortfall, and $3 to 5 billion
shortfalls are expected to exist in each of the next several years. According to the LAO, the
ongoing budget shortfalls result from the high reliance in the near term on one-time savings.
The State has balanced its budget by taking City money in the past, and the risk is that they
may find a way to make it happen again.
A-6
il
State of California
As a result of the continued
attacks on cities' revenues, a
coalition of cities, counties
and special districts
supported Proposition 1A
which was approved by the
voters in November 2004.
The measure included a
provision to help prevent the
Legislature from reducing the
combined property tax
shares of cities, special
districts, and the county,
except to borrow the funds
on a temporary basis to
address a "severe state
fiscal hardship".
Significant Operating Shortfalls" Would Persist
General Fund (In Billions)
$o
2006-07°2007-08"2008-00 2009-10 2010-11
*Annuai ravsnuaa minus sxpendlturas. Legislative Analysts Offics sstimates of Governor's revsnus and
•xpendfturs policies.
hnckidM sxpendftuiss of $283 minion In 2006-07 for Proposition 96 ssttto-up and $300 rrallon In 3007-08
for Quality Education Investment Act that the administration shows as prior-year spending.
Looking Forward
As stated earlier in this document, the City prepares ten-year forecasts for the General Fund
each year in order to understand the effects of actions taken today on the City's future. The
City has experienced remarkable revenue growth over the past ten years due to the
development of the majority of its commercial sites. The future will bring a few more
commercial sites but at a slower pace, while residential development will continue for a number
of years. There are also quite a few City facilities - mainly parks and civic facilities - planned in
the future to serve the growing population. The new facilities will add operating costs to the
City's General Fund budget as they are completed and opened for use.
These factors alone will cause the General Fund costs to escalate at a higher rate than inflation.
In addition, a number of other factors - mainly rising retirement and health care costs - have
created upward pressure on expenditures, especially over the past several years. These
factors have been incorporated into the General Fund forecast shown below and projected over
the next ten years. While no forecast is ever totally accurate, it does represent a likely scenario
given the assumptions on which it is built.
This forecast assumes that revenue growth will continue at a moderate pace in 2007-08 and
into the future. To project the expenditures, it includes all known personnel costs, most of which
have been negotiated with the employee groups through December 2007. The City will be
negotiating labor contracts with all four groups during FY 2007-08.
A-7
General Fund Revenues and Expenditures
0)
o I Revenues j
• Expenditures |
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Fiscal Year
The forecast assumes 10% annual increases in health care costs in the near future, slowing to
5% annually in the distant future. It also assumes personnel growth (new positions) to remain
rather flat at no more than 2% per year. Cost of living increases between 3% and 5% have been
added to personnel costs. Pension plan costs are anticipated to remain essentially at current
levels. It assumes that the contribution from the General Fund to the Infrastructure Replacement
Fund is 6.5% of General Fund revenues. And finally, it includes estimated operating costs for
all capital projects in the timeframes shown in the Capital Improvement Program (CIP). One of
the biggest assumptions in the forecast is that services remain the same. No new services
have been anticipated, although growth in current services to match the growing population has
been incorporated.
The results show that the General Fund is balanced into the future, with a slight surplus in each
year of 2% to 7% depending on which year. This achieves the goal set out by Council to
maintain a balanced budget.
The situation was different several years ago when the forecast projected that the City was
headed for deficits unless corrective measures were taken. For the past several years, Council
and staff have worked to bring the forecast back into balance. Through a combination of
enhancing revenue sources and finding more efficient methods of providing services (and with
the help of a strong local economy), the City was able to turn the forecast around from heading
into deficits to a healthy balance.
City of Carlsbad
10-Year Financial Forecast
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16
One of the more significant
revenue enhancements that
occurred in November 2004
was the passage of the
reauthorization of Transnet
revenues. Transnet is a 14
cent additional sales tax
collected countywide and used
to improve the transportation
systems. The current
authorization for the sales tax
was to end in 2008. SANDAG,
the San Diego Association of
Governments, placed a
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measure on the November 2004 ballot to reauthorize the sales tax for another 40 years. The
measure passed, providing the City $1.5 million in annual taxes to be spent on street repair,
maintenance and construction.
The ability to understand the future impacts of both changes in revenue sources as well as
program needs, is crucial to ensure that the City has the funds available to make its future plans
come true. The General Fund forecast is a tool available to the City to achieve the goal of
managing its fiscal resources effectively and monitoring the achievement of sustainable
economic health for the City of Carlsbad.
A-9
FY 2007-08 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for Fiscal Year 2007-08 totals $192.3 million, with revenues
for the year estimated at $196.2 million. General Fund revenues are estimated at $121.0 million
and budgeted expenditures are $115.6 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for FY
2006-07, as well as those estimated for FY 2007-08.
REVENUE SUMMARY
BY FUND TYPE
(in Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
PROJECTED
2006-07
$ 114.5
10.7
36.2
14.1
3.6
$ 179.0
ESTIMATED
2007-08
$ 121.0
10.1
46.8
14.7
3.6
$ 196.2
$
CHANGE
$ 6.5
(0-6)
10.6
0.7
0
$ 17.2
0%
CHANGE
5.7%
(5.3%)
29.2%
4.7%
0%
9.6%
Revenue estimates for the Operating Budget indicate that the City will receive a total of $196.2
million, a 9.6% increase over the prior year. The majority of the increase of $10.6 million in the
Enterprise Funds is due to the additional state unfunded mandated requirements and the new
operation of the Golf Course opening this Summer. More information on the City's revenue
sources can be found in the discussion that follows.
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance, and recreation programs. The table below shows a summarized outlook for
the major General Fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions
FUND
PROPERTY TAX
SALES TAX
TRANSIENT OCC. TAX
FRANCHISE TAXES
BUSINESS LICENSE TAX
DEVELOPMENT REVENUES
ALL OTHER REVENUE
TOTAL
PROJECTED
2006-07
$ 44.9
28.0
12.8
5.3
3.2
4.8
15.5
$ 114.5
ESTIMATED
2007-08
$ 50.0
28.5
13.6
5.6
3.3
2.9
17.1
$ 121.0
$
CHANGE
$ 5.1
0.5
0.8
0.3
0.1
(1.9)
1.6
$ 6.5
%
CHANGE
1 1 .3%
1 .8%
6.2%
5.7%
3.1%
(39.6%)
10.3%
5.7%
This year it is expected that property taxes will grow to over $50 million, an 11.3% increase
over the projection for FY 2006-07. This includes an 8.7% estimated increase in assessed
valuation as provided by the County Assessor in May 2007, as well as a conservative
assumption for resales and new development. The 2004-05 State of California budget
B-1
reallocated Property Taxes for Vehicle License Fees (VLF). Thus, instead of receiving
approximately $5 million in VLF in 2005-06, the City now gets additional property taxes in an
equal amount. These amounts will continue to grow at the same rate as the City's assessed
values.
Property taxes tend to lag behind the rest of the economy, as the tax for the upcoming fiscal
year is based on assessed values from the previous January. Thus, the taxes to be received for
Fiscal Year 2007-08 are based on values as of January 1, 2007. Sales taxes react much
quicker to changes in the economy and therefore will typically grow faster in a good economy,
but also drop off faster as the economy cools.
Property and Sales Tax Revenues
Sales Tax
Property Tax
Property taxes also have a
cap on how fast they can
grow. This is due to
Proposition 13. Proposition
13 was adopted by the
State in 1978. This
proposition limits the growth
in assessed values (and
thus property taxes) to no
more than 2% per year.
The value upon which the
tax is based is only
increased to the full market
value upon the sale of the
property. Thus, property
taxes tend to grow slowly
unless there is a significant amount of housing activity. In more recent years, we have seen a
robust growth in property taxes due to new developments, a large number of resales within the
City spurring revaluation of the parcels, and double-digit growth in housing prices. As the
economy slows and the City approaches build-out the growth in property taxes is expected to be
moderate.
Fiscal Year
Sales Tax by Category
Transportation
36%
Sales taxes are expected to
total $28.5 million for 2007-08,
an increase of 1.8% over the
2006-07 projections. These
projections assume that the
slow economy and high
gasoline prices will minimize
the growth in sales tax. The
City of Carlsbad has many car
dealerships which generate
approximately $6.5 million of
sales tax each year. Car sales
have slowed during FY 2006-
07 and are expected to remain
slow during FY 2007-08. In
addition, Robinsons May department store closed at the end of FY 2005-06 negatively
impacting sales tax for FY 2006-07 and in the future until a replacement retail vendor is located
in that space.
Several years ago, the State of California implemented the "Triple Flip". The "Triple Flip" is
essentially a temporary swap of a 14 cent of the cities' sales taxes in return for property tax. It
was done in order to give the State a revenue source against which they could issue deficit
B-2 \(f
reduction bonds. The City's sales tax estimates continue to show this amount as sales tax since
the amount is reflective of what the City would receive.
As can be seen in the chart on the previous page, the City's sales tax base is heavily weighted
in the transportation (predominantly new car sales) and retail sectors. These two sectors make
up approximately 70% of the City's sales tax base.
Sales tax estimates also include approximately $900,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies, to fund public safety services.
Transient Occupancy Taxes
$ Millions
2002 2004 2006
Rscal Year
2008e
The third highest General Fund
revenue source is Transient
Occupancy Taxes (TOT or hotel
taxes) estimated at $13.6 million for
2007-08, an increase of 6.2% over
2006-07 estimates. TOT declined
after the September 2001 terrorism
attacks and the mild recession that
followed. Compounding the
decline for Carlsbad was the
renovation occurring at one of
Carlsbad's premier resorts, the La
Costa Resort and Spa. The resort
underwent extensive remodeling
and rebuilding, which offset much
of the growth experienced by the other hotels in the City. The La Costa Resort and Spa is
continuing with their upgrading by adding villas over the next several years. This will contribute
to the growth in TOT revenues.
It is expected that Fiscal Year 2006-07 will end the year with about $12.8 million in TOT
receipts, an 11% increase from FY 2005-06. Growth is expected to be moderate going into FY
2007-08, with 3.5% assumed for the base growth. In addition to the base growth, two hotels,
the Hampton Inn and Homewood Suites, both located near the McClellan/Palomar Airport, are
expected to open during FY 2007-08. The combination of the base growth, the two new hotels
and the addition of the La Costa Resort and Spa villas results in an estimated 6.2% growth over
FY 2006-07 projections.
One of the more volatile General Fund revenues is the Franchise tax. Franchise taxes are
paid by certain industries that use the City right-of-way to conduct their business. The City
currently has franchise agreements for cable TV service, solid waste services, cell sites, and
gas and electric services. The cable and solid waste franchises have been growing along with
the growth in population and changes in their rate structures. These franchise revenues are
projected to remain relatively flat in FY 2007-08. The large fluctuations in franchise taxes has
come from the taxes on gas and electric services, which are paid by San Diego Gas and
Electric (SDG&E).
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and
electricity transported on SDG&E lines, but purchased from another source. The "in-lieu" tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes, due to
deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to
Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation
of electricity.
B-3 n
Franchise Taxes
Other Franchise ,'
• SDG&E Franchise^
2002 2004 2006
Fiscal Year
2008e
During the energy crisis in 2000
and 2001, average gas prices
soared from about $3 per
thousand cubic feet to, at times,
more than $12 per thousand
cubic feet. In addition, the Encina
power plant was operating at a
much higher capacity. The
combination of these two factors
resulted in an increase in
franchise fees to the City of over
100% in FY2001 and FY2002
(franchise taxes are paid in April
^ ^ previous calendar year).
Another price spike occurred in 2003, increasing the FY2004 revenues, and the high prices
continued into FY2005. The FY 2007-08 forecast essentially predicts the same amount of
SDG&E franchise revenue as the previous year.
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These revenues are difficult to predict, as many of the planning
and engineering activities occur months or years before any structures are actually built.
Development-related revenues have been declining during Fiscal Year 2006-07 due to the slow
down in the economy especially the softening in the real estate market. The major declines in
the development-related revenues are primarily in the residential area. Commercial and
Industrial development is expected to offset a good amount of these declines for FY 2006-07.
For the FY 2007-08 budget, the development-related revenues are anticipated to continue to
decline as a result of the economy and real estate market. For FY 2005-06 there were 943
units permitted for residential housing. For FY 2006-07 approximately 422 residential units are
expected to be permitted. For FY 2007-08, 251 permits are projected to be issued for
residential housing. The commercial and industrial building activity has remained strong for FY
2005-06 and FY 2006-07 however, it too is anticipated to decline for FY 2007-08. These
reductions in activity are reflected in the lower development related revenue for FY 2007-08. A
40% decline in building related revenue is projected for next year.
Business license taxes are closely tied to the health of the economy and are projected to
increase slightly to an estimated $3.3 million. There are currently about 8,500 licensed
businesses in Carlsbad, with over 2,500 of them home-based.
All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for Fiscal Year 2007-08 totals
$17.1 million, a $1.6 million increase from Fiscal Year 2006-07, due mainly to a one-time
reimbursement ($1.0 million) expected from the Federal Highway Administration for the 2005
winter storm damage in the City. In Fiscal Year 2006-07 the City received $6.2 million from the
Federal Highway Administration for reimbursement to the City for the 2005 winter storm
damage.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate.
The tax is 55 cents per $500 of property value, and is split equally between the county and the
City. Carlsbad expects to receive $1.0 million in transfer taxes for FY 2006-07, and about the
same in FY 2007-08. Income from investments and property includes interest earnings, as well
as rental income from City-owned land and facilities. The City is expected to earn about $3.0
million in interest on its General Fund investments for Fiscal Year 2007-08. There is a need to
B-4
loan the Median Landscaping Fund approximately $108,000 for additional medians that have
been added to the City's inventory over the last few years. This is discussed in more detail
later in the report.
Overall, General Fund revenues are expected to grow by about 5.7%, or $6.5 million, in the
upcoming year. Most of the growth is coming from the tax revenues: mainly property and TOT.
Although the City experienced revenue growth between 9% and 17% in the late 1990's, it was
not sustainable growth. Much of those increases were due to the opening of new hotels,
restaurants, retail centers, and new home development. As the City matures, it will be
increasingly more difficult to produce double-digit growth in revenues. The 5.7% gain projected
for Fiscal Year 2007-08 is respectable, given that the economy is slowing and the real estate
market has cooled. This growth in revenue is closer to what may be expected in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $10.1 million, a $600,000
decrease from FY 2006-07. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Grants (Section 8 Housing Assistance, Community Development Block Grants); Donations;
• Special fees and assessments (Housing Trust Fund, Maintenance Assessment Districts).
Special Revenue Funds
Housing Trust A" Others
Maintenance
Districts
24%
Section 8
59%
The most noteworthy change in the
Special Revenue funds occurred in
the Housing Trust Fund. The
Housing Trust fund was set up to
provide funding for the City's
affordable housing programs.
Revenues come from inclusionary
housing fees, interest on cash
balances, and payments on
affordable housing loans. Most
affordable housing loans are set up
so that interest and/or principal
payments are only due when funds
are available from the project to
make the payments; therefore, they
are difficult to predict. For Fiscal Year 2006-07, the City expects to receive about $500,000 in
repayments. For Fiscal Year 2007-08, only $75,000 has been estimated for fees, as this
revenue source is uncertain. Most of the fund's revenue decrease is due to this difference.
Enterprise fund revenues for FY 2007-08 are projected at $46.8 million, an increase of $10.6
million over current year projections. The increase in revenues is due to the opening of the Golf
Course and the proposed rate increases for Water, Wastewater and Solid Waste Funds.
Enterprise funds are similar to a business, in that rates are charged to support the operations
that supply the service. Carlsbad Enterprises include the water, recycled water, and sanitation
services; solid waste management; and the Carlsbad Golf Course.
The Water Enterprise Fund shows an increase in revenues of 8.9% over the previous year. A
9% increase in water rates is recommended. It is estimated that the average increase to a
household will be approximately $3.97 per month (fixed + variable). Carlsbad's water rates are
still among the lowest in the region.
B-5
A rate increase is being recommended in the Sanitation Enterprise of 10.6%. This will raise the
base residential rate from $14.65 to $16.20 per month. Even with the proposed rate increase,
Carlsbad's sewer rates are also still among the lowest in the region.
The Solid Waste Fund contains two programs: solid waste management and storm water
management. Increases of approximately $1.90 per month for a residential household are
proposed in order to fund the cost of implementing state mandated programs.
The following chart is a comparison of the proposed increases for water and wastewater as
compared to the current rates for neighboring agencies.
Water and Wastewater Rate Comparison
Carlsbad proposed FY08
San Dieguito WD (Leucadia)
Santa Fe ID (Solana Beach)
Oceanside, City of
San Dieguito WD (Encinitas)
Vista Irrigation District (Vista)
San Diego, City of
Santa Fe ID (RSF)
Del Mar, City of
$0
B Water
• Sewer
$50 $100
Monthly Cost
$150
Internal Service funds show estimated revenues of $14.7 million for FY 2007-08, an increase
of 4.7%, over FY 2006-07 projections. Internal Service funds provide services within the City
itself, and include programs such as the self-insurance funds for Workers' Compensation and
Liability, as well as Information Technology and Vehicle Maintenance and Replacement.
Departments pay for services provided by these funds; therefore, the rates charged for the
services are based on the cost to provide the service. The goal of the Internal Service funds is
to match their budgeted expenses with charges to the departments, after allowing for a certain
level of reserves within the fund.
The more significant increases occurred in the Information Technology and Vehicle
Maintenance and Replacement. The increases in Information Technology enable the
department to keep up with the demand for services. In the Vehicle Maintenance fund, it is
mainly due to the cost of fuel. For the Vehicle Replacement Fund, the increase reflects
additional allocations to ensure sufficient revenues are available to replace equipment at the
end of its useful life. More discussion on the costs can be found in the Expenditures section of
this report.
Redevelopment revenues are expected to total $3.6 million in the upcoming year; no change
from the projections for the previous year.
B-6
EXPENDITURES
The City's Operating budget for FY 2007-08 totals $192.3 million, which
represents an increase of $20.5 million, or 12.0%, from the adopted FY 2006-
07 budget. The changes in each of the City's programs will be discussed
below.
Budgetary Policies
The theme behind this year's budget development was "Building a sustainable community by
effectively managing today's resources" - to manage our current resources so that we are able
to deliver the same quality and level of services while maintaining a balanced budget for now
and into the future. While the forecast shows expectations for a balanced budget in the future,
the City also has a large capital program underway which will add additional pressure to the
budget as the facilities are opened and need operation and maintenance. With the inherent
risks of a downturn in the economy it is important to keep an eye focused on the future to
ensure the City remains in good financial health. To achieve that end, the following policies
were set:
• Maintain current service levels.
• New programs may be considered only if they are critical to support the City Council's
strategic goals, the City's mission and/or required under a legal mandate.
• Identify new revenue generation opportunities
• Carefully review open positions prior to filling
• New positions will be limited to only those necessary to maintain service levels
• Budget requests for one-time funding to implement specific goals will be considered.
• Generally, be prudent in budgeting. Consider cost containment measures and budget
discretionary items at minimum levels.
The City uses an "Expenditure Control Budget" (ECB) process in budgeting. In the ECB
approach, each department is given a block appropriation containing sufficient funds to provide
the current level of services for the upcoming year. As Carlsbad is a growing city, the block
appropriation should contain sufficient funds to pay for inflationary increases as well as growth
in the customer base. Every year the block is increased by an index for growth and inflation.
No additional appropriations are expected during the year except in the case of a significant
unanticipated event. Amounts that are unspent at the end of the fiscal year will be carried
forward to the new fiscal year. At the end of FY2006-07 the amounts carried forward will be
capped at no more than 10% of the previous year's adopted budget.
In the FY 2006-07 Budget, the block portion of the "Expenditure Control Budget" (ECB) was
reviewed and brought in line with changes that had occurred in the programs and with
efficiencies that were identified during the review. Every program was scrutinized to determine
the true cost of providing the services and budgeted at the level deemed necessary to continue
to provide the services. In the Preliminary FY 2007-08 Budget, we have returned to the ECB
process using the Fiscal Year 2006-07 Budget as the base.
The FY 2007-08 Preliminary Budget reflects the following organizational and structural change,
which will continue to contribute to the overall effectiveness of the organization:
• The Arts General, Gallery Donations and Arts Education Program Funds will be moved
into the Arts General Fund. This move will improve the City's internal efficiencies and
will continue to support the ability of citizens to donate to these valuable programs.
B-7
Budgeted Expenditures
Through the application of these guidelines and policies, the FY 2007-08 Preliminary Operating
Budget of $192.3 million was developed. The FY 2007-08 Preliminary Operating budget
proposes 21 new full-time employees: 5 are to enhance Public Safety, 1 in the Geographic
Information Systems Department which will improve the level of service, 1 in Public Works to
manage the increase number of information systems in the Public Works Department, 1 new
Building Maintenance Worker to maintain the new facilities opening in FY 2007-08, 2 are related
to a conversion of part-time personnel into full time personnel to improve effectiveness in the
Police and Public Works Departments, 1 limited term employee in Human Resources to assist
in recruiting, 1 Cross Control Technician to be utilized in Sewer and Water and 9 new
employees related to new legal mandates for Storm Water and Wastewater programs. The net
decrease in hourly staff totaled approximately 6.35 full-time equivalents (FTE). These changes
result in a City workforce of 710 full and three-quarter time employees and 137.77 hourly FTE.
The staffing changes in each of the City's programs will be discussed below.
Facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes these projects, the costs of maintaining and operating the facilities
are added to the Operating Budget. The new Library Learning Center and the Senior Center
are both anticipated to open in the next fiscal year. The Library Learning Center is scheduled to
open in the Summer of 2008 and the expanded Senior Center is anticipated to open in the
Summer of 2007. The Public Works Department has requested a Building Maintenance Worker
I and Recreation Department has requested part time staff to maintain and operate the new
facilities in the FY 2007-08.
Public Safety
Public safety has always been, and remains, a top Council priority. After reviewing the current
staffing requirements and the population growth in the City, it was evident that there was a need
to add new Public Safety personnel to maintain the current service levels in the community.
In FY 2007-08 the Police Department has requested one ftp
additional Police Officer for Field Operations, and a Police Officer
and a Sergeant in the Traffic Division to maintain the current
safety levels with the population growth in Carlsbad. A Property
and Evidence CSO II is also being requested to process the
current caseload and maintain the high level of integrity required
to manage the large number of items and evidence held in the
Police Department's property room. Finally, a System
Administrator I has been requested to maintain the increased number of new mobile computers
and software systems that the Police Department utilizes.
The Fire Department is requesting a Battalion Chief for Administration to assist in the day to day
management of the Fire Department. The new Battalion Chief will play an important role in the
construction, move and occupancy of Fire Station #3 and Fire Station #6, planning and
development of the Joint First Responders Training Facility and the continued coordination of
the regional fire services. This important function will improve the quality of the service provided
by the Fire Department, insure that future facilities meet the needs of the department and that
Carlsbad's Fire's Service operates efficiently with its' regional partners.
B-8
Top Quality Service
One of Council's goals is top-quality service, which means serving our customers well. The City
is continuing its efforts to provide the best service to our citizens and customers. There are
numerous goals proposed for the 2007-08 Fiscal Year that investigate potential enhancements
to the services we provide.
One new program being implemented this year is the Library's Radio Frequency Identification
(RFID) technology. In FY 2007-08, the RFID project will allow
patrons to automatically check out books and materials without
having to wait in any lines. The chip technology, similar to the speed
pass technology used in other retail locations, is embedded in the
materials and will automatically read a checkout and bill the
customer when necessary. One goal of the program will be to
greatly improve the Library experience for the customers. The
technology will also make the restocking of materials far more
efficient and ultimately result in labor savings for the department.
With these increased efficiencies the Library plans to reduce its
current hourly staff by a net of 7.5 FTEs through attrition by the end of FY 2007-08.
There are currently an increasing number of programs in the City of Carlsbad that require the
services of the GIS Department. The programs include land use programs, storm water flow
analysis, open space and habitat management, address information used for water/sewer
operations and public safety and maintaining information on parcel history. The Community
Development Department has requested an additional Geographic Information Systems
Technician for the GIS Department. The technician will help process the increasing number of
service requests for maps and data analysis to assure information is not outdated.
Increased Efficiencies and Cost Savings
With the emphasis this year on building a sustainable community by effectively managing
today's resources; several goals will target increasing efficiencies and cost savings. The Public
Works Street Department is requesting a Maintenance Aide be hired to replace temporary
employees. Hiring the full-time position will allow Public Works to insure that adequate training
levels are provided to City employees and appropriate staffing levels are maintained to provide
the high level of quality service that the citizens require.
This year a comprehensive review was done of the numbers and types of vehicles being
purchased as replacements for the City's current fleet. Each vehicle was reviewed to determine
the need for replacement at this time as well as whether the replacement could be a smaller,
less costly, more fuel-efficient vehicle without hurting the effectiveness of the program. The
results of this review were that 30 vehicles were selected for replacement out of the 55 vehicles
that met the replacement criteria outlined in Administrative Order Number 3. Of the 30 vehicles
selected for replacement, 2 vehicles were downsized.
Financial Health - Fully Funding Retirement and Retiree Health Care Costs
Retirement and retiree health care costs are important to manage and plan for as the amounts
can be significant in many organizations. The City of Carlsbad is a member of the California
Public Employees Retirement System (CALPERS) which ensures that the City of Carlsbad
adequately funds its current and future retirement obligations.
The Government Accounting Standards Board (GASB) requires governments to clearly report
their retiree health care costs including annual contributions and the amount to be paid in the
future. The City recently hired an actuary to conduct an analysis of the long-term fiscal
B-9
obligations of retiree health costs for City employees taking into consideration the life
expectancy of the employees, medical inflation, estimated retirement ages, investment return
rate, etc. Based on the results of the actuary analysis, the City of Carlsbad's General Fund has
sufficient revenue earned in excess of the budget for FY 2006-07 to adequately fund its portion
of retiree health care obligations. The other funds also have sufficient fund balances to cover
their share. According to the actuary firm, Gabriel, Roeder, Smith & Co., the estimated future
liability for the entire City is approximately $7.9 million. In addition to the liability, there is an
annual payment of approximately $368,000 per year. The General Fund portion of the future
liability is approximately $4.8 million and the annual payment is approximately $288,000.
City of Carlsbad retirees are eligible for a post-retirement healthcare subsidy. The City does not
fully cover retiree health care costs. The City covers only the subsidy that is mandated by
CALPERS, which administers the City's retirement plan. Because the City only funds a subsidy
and not the entire health care costs, the City's future liability is significantly less than many
government organizations. For calendar year 2007 the subsidy is $80.80 per eligible
employee/retiree per month. For calendar year 2008 the subsidy will be $97.90 per eligible
employee/retiree per month and will be adjusted annually to reflect changes in the medical
component of the Consumer Price Index.
Budget by Fund Type
This table below shows the changes in the proposed operating budget for Fiscal Year 2007-08
compared to the adopted budget for Fiscal Year 2006-07.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
TOTAL
BUDGET
2006-07
$ 106.4
9.9
40.2
13.4
1.9
$ 171.8
BUDGET
2007-08
$ 115.7
10.5
51.3
13.0
1.9
$ 192.3
$
CHANGE
$ 9.3
0.6
11.1
(0.4)
(0.0)
$ 20.5
%
CHANGE
8.0%
5.7%
27.7%
(3.1%)
(0.0%)
12.0%
The General Fund contains most of the discretionary revenues that finance the basic core of
City services. However, this should not diminish the importance of the other operating funds, as
they also contribute to the array of services available within Carlsbad. The remainder of this
section will provide more information about the proposed budgeted expenditures by fund and
program.
B-10
General Fund
Total budget for the
General Fund is
$115.6 million,
which is 8.0% more
than the previous
budget of $106.4
million. As can be
seen in the table to
the right, the
increase is mainly
due to the increase
in personnel costs.
GENERAL FUND SUMMARY
BY EXPENDITURE TYPE
(In Thousands)
PERSONNEL
M&O
CAPITAL OUTLAY
TRANSFERS
BUDGET
2006-07
$ 68.8
28.3
1.6
7.7
BUDGET
2007-08
$ 74.2
31.9
1.0
8.5
$
CHANGE
$ 5.4
3.6
( -6)
.8
%
CHANGE
7.3%
1 1 .3%
(60.0%)
9.4%
TOTAL $ 106.4 $ 115.6 $ 9.2 8.0%
Personnel costs make up approximately 64% of the General Fund budget so any changes in
these costs can have a significant effect on the total budget. Approximately $1.1 million of the
additional personnel costs are for the new proposed positions in FY 2007-08. Due to labor
contracts with our employee groups, much of the remaining cost has been previously
determined.
GENERAL FUND
PERSONNEL COSTS
(In Millions)
BUDGET BUDGET $ %
2006-07 2007-08 CHANGE CHANGE
SALARIES
HEALTH INSURANCE
RETIREMENT
WORKERS COMP
OTHER PERSONNEL
TOTAL
$ 48.1
5.2
12.0
2.1
1.4
$ 68.8
$ 51.2
6.0
13.8
1.7
1.5
$ 74.2
$ 3.1
.8
1.8
(0.4)
0.1
$ 5.4
6.1%
13.3%
13.0%
(23.5%)
6.7%
7.3%
The table to the left
shows the breakdown
of personnel costs for
the General Fund.
Salaries include full and
part-time staff costs
and account for $3.1
million of the increase
in the General Fund.
Approximately $1.1
million of the additional
salary costs are for the
new positions in FY 2007-08. Benefits make up the remainder of the personnel costs. This year
there is also a decrease in the projected Workers Comp. costs due to decreased projected
claims.
M&O stands for Maintenance and Operations. This category contains the funds for all
program expenses other than personnel or capital outlay.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay over
$10,000 is further detailed in the Appendix. These amounts vary from year to year depending
on the program needs.
Transfers are amounts anticipated to be transferred from the General Fund to another fund at
the City. The transfers included in this year's proposed budget are to the following funds:
• $7.9 million to the Infrastructure Replacement Fund - for major maintenance and
replacement of City infrastructure. After a review of the City's infrastructure in FY 2006-
07 it is the recommended to increase the transfer to the Infrastructure Replacement
Fund this year from $7.2 million in FY2006-07 to $7.9 million in FY 2007-08 to better
meet our future needs. This represents 6.5% of the General Fund Revenues, consistent
with FY 2006-07.
B-11
. $275,000 to the Hosp Grove Debt Service Fund - for debt service for bonds issued to
purchase Hosp Grove. Hosp Grove was originally a grove of eucalyptus trees. It has
since been developed into a nature park containing trails and a tot lot.
• Approximately $108,000 to the Lighting and Landscaping district for the additional
medians that have been added in the City of Carlsbad during FY 2006-07.
Another way of looking at the General Fund budget is by program. The chart below compares
the recommended FY 2007-08 budget to the amounts adopted in the previous year. The
significant changes are noted below.
GENERAL FUND EXPENDITURES
BY MAJOR SERVICE AREA
(In Millions)
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL
BUDGET
2006-07
$ 4.5
6.8
39.2
6.8
16.6
21.0
9.2
2.3
$ 106.4
BUDGET
2007-08
$ 4.7
7.9
43.1
7.8
17.2
22.9
9.7
2.3
$ 115.6
$
CHANGE
$ 0.2
1.1
3.9
1.0
0.6
1.9
0.5
S 9.2
%
CHANGE
5.2%
15.1%
9.8%
12.9%
3.7%
9.4%
8.6%
0.0%
8.8%
The Policy/Leadership Group includes all elected officials and the City Manager's Office.
The 5.2% from FY 2006-07 to FY 2007-08 is primarily due to the standard increase in
salary and benefit costs.
The increase from FY 2006-07 to FY 2007-08 in Administrative Services is due to the
standard increase in salary and benefit costs, the addition of the new Environmental
Resource Management Team (ERMT) program which was approved by City Council
during FY 2006-07, proposed goals for contract negotiations and Financing City
Services, the increased costs of the City of Carlsbad's Self insured benefits and the
additional costs of fully funding retiree health care costs as described earlier.
The 9.8% growth in Public Safety reflects the 5 new and converted positions requested
in the Police Department and 1 new position requested in the Fire Department as well as
the general increases in personnel costs.
In the Community Development area, the 12.9% increase is due mainly to approximately
$660,000 in additional personnel costs associated with the Citygate Associates Report
adopted by City Council during FY 2006-07 and the 1 new position requested in the
Geographic Information Systems Department.
Community Services includes Recreation, Library and
the Arts. The 3.7% increase reflects general
personnel increases, the full year impact of the
additional operating costs associated with opening the
Pine Avenue Park as well partial year costs
associated with the opening two new facilities in 2007-
08, Learning Center and the Senior Center, for the
Recreation Department. In the Library Department
the general personnel increases are partially offset by
labor savings from the implementation of the RFID
program discussed earlier.
B-12
• Public Works shows an overall increase of 9.4%. The increase reflects the addition of 1
new and 1 converted position discussed earlier, general personnel increases as well as
the full year impact of the additional operating costs associated with opening the Pine
Avenue Park as well partial year costs associated with the opening two new facilities,
Learning Center and the Senior Center in FY 2007-08.
• Non-departmental expenses include the transfers previously discussed as well as
administrative and other expenses not associated with any one department. The most
significant change is the transfer to the Infrastructure Replacement Fund of $7.2 million
in FY 2006-07 to $7.9 million in FY 2007-08. This transfer helps to ensure funding is
available when major facilities need to be replaced.
• The Council Contingency account is available to the City Council for unanticipated
emergencies or unforeseen program needs during the year. It is budgeted at $2.3
million, or approximately 1.9% of the FY 2007-08 General Fund Budget, which is
consistent with the $2.3 million budgeted in the prior year. During FY 2006-07, Council
has authorized most of those funds be spent on emergency repairs for damages caused
by the 2005 storms, the implementation of the Citygate Associates Report and the San
Diego Regional Energy Office Recommended Energy Retrofits.
Changes In Other Funds
Special Revenue funds, at $10.5 million, are up 5.7% from last year. One of the largest
increases is in the Median Maintenance Fund, a Citywide Landscape Maintenance Fund. This
fund collects assessments paid by property owners to pay for the maintenance of the City's
medians. Using current budget estimates for maintaining current service levels, staff anticipates
that this fund will run short of cash by approximately $108,000 by the end of FY 2006-07. A
loan from the General Fund is included in the budget to cover the shortfall until a solution can be
determined. The Street Lighting and Landscaping District #2 is also anticipated to increase by
approximately $165,000 in FY 2007-08. This reflects several new zones that have been added
to the District in the last few years including; Bressi Ranch, The Raceway, The Palomar Forum
and The Villages of La Costa. The Oaks North Industrial will be included in the District in FY
2007-08. In FY 2007-08 there is a Financing City Wide Services Goal that will review
alternatives, conduct citizen outreach and provide City Council with viable options for funding
several key programs including; lighting and landscaping, open space, habitat management,
park development, storm water and flood control.
Enterprise funds total $51.3 million, which is an increase of $11.1 million over the estimate for
the current fiscal year. The most significant change is the anticipated opening of The Crossings
at Carlsbad Golf Course. Water increases of 2.7% are attributed to the increase in the cost of
water as well as increased demand, and increased depreciation and debt service costs.
Wastewater operations increased 25% due to higher costs of
operating the Encina Wastewater plant, higher depreciation
expense from the addition of completed facilities to the
inventory, and implementation of the Waste Discharge
Requirement Program (WDR). The WDR Program requirement
is a result of an Order issued by the State Water Resources
Control Board for the purpose of ensuring that overflows from
the sanitary sewers are reduced statewide. This is an unfunded
state mandate. In order to comply with this mandate, additional
staff and equipment is proposed. An additional 5.7 positions, one new vactor truck, one video
inspection van, and two additional pick up trucks are proposed to ensure continued compliance
with the newly established maintenance standards for sewer main and lift station wet well
B-13
inspection and cleaning. The total cost for the vehicles is $510,000 (one-time) plus $89,700 in
annual ongoing costs. The proposed positions include 4 Utility Workers, one Public Works
Superintendent, and one Senior Office Specialist will be split (50/50) between the Wastewater
and Storm Water enterprises. The estimated additional cost for the positions and the M&O
costs is $315,000 per year.
The Solid Waste/Storm Water Enterprise costs are also increasing in order to comply with the
2007 Storm Water Permit requirements. This is also an unfunded state mandate. In 2007-08,
this program is requesting 2.5 additional positions: 1.0 Environmental Specialist position to
serve as lead over Inspections and Complaints, coordinate the Education and Outreach
Program, and oversee Municipal Facility Inspections; 1.0 Public Works Supervisor to plan,
organize and supervise work plans for personnel in storm drain maintenance programs, and a
.50 Senior Office Specialist position to assist with increased data entry, record keeping and
general clerical work. The total cost for personnel and M&O is estimated at $1,650,000 per year
plus one-time expenditures of $40,000 for 2 pickup trucks.
As part of the ongoing financial management program, the City annually prepares five-year
forecasts for Water, Wastewater, and Solid Waste enterprises. The proposed rate increases
would result in an estimated total monthly increase to an average household of $7.43 per
month, or 9.84%.
The Internal Service funds budgets decreased in total by approximately $435,000, or 3.2%.
The Internal Service funds are self-supporting through user charges. Changes occurred in a
number of these funds:
• The Workers' Compensation Fund budget was decreased by an estimated $300,000
from FY 2006-07. This decrease reflects projections that settlements will continue to
decrease from previous years and claims will remain at current levels.
• The Liability Self-Insurance budget shows a decline of nearly $125,000 based on current
estimates of reduced settlements and premiums projected in FY 2007-08.
• The Health Insurance budget shows an increase of nearly $200,000 based on current
estimates that dental insurance premiums will increase by approximately 9% and
employee health insurance costs and premiums will increase by 5%. Insurance
estimates are provided by the City's medical insurance broker.
• The Vehicle Maintenance Fund budget has increased by nearly $175,000 in FY 2007-08
reflects the increased cost of fuel and the maintenance of City vehicles.
• The Vehicle Replacement Fund budget varies from year to year depending on the need
for replacements. The estimated budget for the Fund is $75,000 less than the previous
year, or an 8.0% reduction. A list of the requested vehicle replacements can be found at
the end of this document.
• The Information Technology Fund shows a decrease in the department's budget of
approximately $310,000. This is mainly due to decrease in one time capital spending.
In FY 2007-08 the Information Technology Department will develop a long term
technology plan to address options to best support the City's growing technology
infrastructure. A list of planned major capital outlay requests can be found at the end of
this document.
The Redevelopment Agency budgets have increased by 3.2% or an estimated $60,000 from
the previous year.
B-14
SUMMARY
The City of Carlsbad continues to fare well from an economic viewpoint. It is evident that the
planning and foresight by the City Council and residents have provided a sound economic base
for the City. The increased job opportunities from the development of the industrial and
commercial areas, as well as Carlsbad's reputation as a quality City, are keeping the demand
for housing growing, which in turn increases the property tax base. The continued opening and
expansion of the commercial ventures enhances Carlsbad's standing as a destination resort
and gives it the revenues needed to provide quality services to the citizens and businesses. All
of these events add to the diversity and strength of Carlsbad's economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad.
The challenges for the future will revolve around changing from a developing City to a fully built
City; it will be about managing costs while continuing to look for appropriate revenue streams
sufficient to pay for the services desired by the citizens. This year's budget reflects the
anticipated achievement of Council's vision and goals for the City. It allocates the available
funding in a manner that proactively plans for the future. This plan will provide top-quality
services to all who live, work, and play in Carlsbad.
B-15
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
Exhibit 2
FUND
GENERAL FUND
ADVANCE TO MEDIAN MAINTENANCE
ADVANCE TO GOLF COURSE CAPITAL PROJECT
TOTAL
SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
• HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
TOTAL OPERATING FUNDS
UNRESERVED
BALANCE
JULY 1,2006
66,066,490
66,066,490
637,156
17,657
33,186
369,197
9,264,337
265,950
84,246
588,778
234,358
745,670
945,845
111,430
86,201
100,974
194,386
224,404
991,656
202,679
15,098,110
1 1 ,792,644
3,463,396
5,301,024
7,146,853
0
27,703,917
4,510,327
699,626
715,358
(23,486)
8,350,459
3,971 ,237
18,223,521
2,075,970
2,614,839
483,224
372,699
5,546,732
$132,638,770
ESTIMATED
REVENUES
114,494,000
114,494,000
150,000
145,800
15,700
6,136,000
977,000
11,000
101,000
490,000
389,000
983,662
142,200
297,000
35,000
30,000
17,000
682,000
64,000
9,000
10,675,362
23,056,080
3,123,350
7,748,889
2,284,723
0
36,213,042
2,577,202
1,645,709
867,000
2,555,000
1,811,000
4,608,388
14,064,299
2,745,300
790,000
28,000
16,000
3,579,300
$179,026,003
ESTIMATED FUND
EXPENDITURES TRANSFERS
111,748,814 *
(178,000)
(7,886,174)
111,748,814
0
0
0
5,227,604
359,048
14,000
0
612,615
555,897 178,000
947,796
110,162
140,129
32,231
0
0
470,342
0
8,521
8,478,345
26,514,035 • (400,000)
3,466,641
8,836,056
2,378,543
0
41,195,275
1,817,264
1,598,795 400,000
914,000
2,485,989
0
5,918,716
12,734,764
2,979,374
76,925
228,951
45,000
3,330,250
$177,487,448 ($7,886,174)
PROJECTED
BALANCE
JUNE 30, 2007
68,811,676
(178,000)
(7,886,174)
60,747,502
787,156
163,457
48,886
1,277,593
9,882,289
262,950
185,246
466,163
245,461
781,536
977,883
268,301
88,970
130,974
211,386
436,062
1,055,656
203,158
17,473,127
7,934,689
3,120,105
4,213,857
7,053,033
0
22,321,684
5,270,265
1,146,540
668,358
45,525
10,161,459
2,660,909
19,953,056
1,841,896
3,327,914
282,273
343,699
5,795,782
$126,291,151
* Includes fully funding liability for retiree health. General Fund's share is $4.8 million and Water's share is $2.5 million
B-16 30
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
FUND
(GENERAL FUND
ADVANCE FROM SOLID WASTE
ADVANCE TO MEDIAN FUND
ADVANCE TO SCCRA FUND
TOTAL
| SPECIAL REVENUE
POLICE ASSET FORFEITURE
COPS GRANT
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
RECREATION DONATIONS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
TOTAL
(ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
(INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
[REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HOUSING
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HOUSING
TOTAL
(TOTAL OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED
JULY 1,2007 REVENUES
60,747,502 120,999,000
60,747,502 120,999,000
787,156 73,000
163,457 192,000
48,886 0
1,277,593 5,962,679
9,882,289 612,000
262,950 10,000
185,246 0
466,163 485,391
245,461 365,630
781,536 950,661
977,883 143,000
268,301 476,623
88,970 121,875
130,974 0
211,386 0
436,062 672,080
1,055,656 40,000
203,158 7,000
17,473,127 10,111,939
7,934,689 25,118,399
3,120,105 3,746,016
4,213,857 8,739,771
7,053,033 3,787,536
0 5,394,739
22,321,684 46,786,461
5,270,265 2,075,420
1,146,540 1,388,887
668,358 950,666
45,525 2,712,963
10,161,459 2,247,598
2,660,909 5,355,500
19,953,056 14,731,034
1,841,896 2,766,500
3,327,914 806,967
282,273 4,000
343,699 14,000
5,795,782 3,591,467
$126,291,151 $196,219,901
ADOPTED
BUDGET
115,619,535
115,619,535
140,351
219,746
0
6,020,512
436,366
12,350
0
598,368
709,226
1,244,978
90,600
248,434
59,520
16,200
64,500
602,848
30,000
26,100
10,520,099
26,048,581
4,971,322
10,846,430
4,195,903
5,200,206
51,262,442
2,028,576
1,349,977
967,540
2,745,984
865,000
5,034,921
12,991,998
1,609,336
95,604
180,293
43,595
1,928,828
$192,322,902
PROJECTED
FUND RESERVED BALANCE
TRANSFERS BALANCES JUNE 30, 2008
66,126,967
136,000 136,000
(108,000) (108,000)
(200,000) (200,000)
65,954,967
719,805
135,711
48,886
1,219,760
10,057,923
260,600
185,246
353,186
108,000 9,865
487,219
1,030,283
496,490
151,325
114,774
146,886
505,294
(1,000,000) 65,656
184,058
16,172,967
7,004,507
1,894,799
2,107,198
(136,000) 6,508,666
194,533
17,709,703
(3,400,000) 1,917,109
(750,000) 435,450
651,484
12,504
(5,000,000) 6,544,057
(1,710,601) 1,270,887
10,831,491
2,999,060
4,039,277
200,000 305,980
314,104
7,658,421
$0 ($11,860,601) $118,327,549
B-17 3/
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
Exhibit 3
REVENUE SOURCE
GENERAL FUND
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY-
INTERDEPARTMENTAL CHARGES
OTHER REVENUE SOURCES
TOTAL GENERAL FUND
ACTUAL
REVENUE
2005-06
$38,041,495
27,294,382
11,512,552
5,429,31 1
3,039,678
1,905,842
87,223,260
587,179
515,062
1,102,241
1,375,736
1,128,284
2,504,020
890,672
998,840
1,825,354
1,685,850
1,581,370
769,587
7,751,673
1,063,268
2,411,227
2,611,380
1,280,462
105,947,531
PROJECTED
REVENUE
2006-07
$44,921,000
28,000,000
12,827,000
5,324,000
3,200,000
993,000
95,265,000
604,000
1,239,000
1,843,000
930,000
1,000,000
1,930,000
1,000,000
1,036,000
1,830,000
1,500,000
1,630,000
770,000
7,766,000
1,050,000
3,710,000
2,180,000
750,000
114,494,000
' Interest is calculated on an amortized cost basis.
ESTIMATED
REVENUE
2007-08
$49,963,000
28,501,000
13,648,000
5,623,000
3,280,000
1,013,000
102,028,000
625,000
2,258,000
2,883,000
721,000
875,000
1,596,000
443,000
680,000
1,025,000
1,565,000
1,685,000
796,000
6,194,000
1,086,000
3,892,000
2,570,000
750,000
120,999,000
AS%
OF FY 06-07
PROJECTED
11.2%
1.8%
6.4%
5.6%
2.5%
2.0%
7.1%
3.5%
82.2%
56.4%
-22.5%
-12.5%
-17.3%
-55.7%
-34.4%
-44.0%
4.3%
3.4%
3.4%
-20.2%
3.4%
4.9%
17.9%
0.0%
5.7%
DIFFERENCE
2006-07 TO
2007-08
5,042,000
501,000
821,000
299,000
80,000
20,000
6,763,000
21,000
1,019,000
1,040,000
(209,000)
(125,000)
(334,000)
(557,000)
(356,000)
(805,000)
65,000
55,000
26,000
(1,572,000)
36,000
182,000
390,000
0
6,505,000
B-18
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
POLICE GRANTS
FEDERAL GRANT
INTEREST
TOTAL
HOUSING - SECTION 8
FEDERAL GRANT
INTEREST
OTHER
TOTAL
HOUSING TRUST FUND
AFFORDABLE HOUSING FEES
FEDERAL GRANT
INTEREST
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
TOTAL
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS
INTEREST
TOTAL
ACTUAL
REVENUE
2005-06
m
114,926
13,302
128,228
137,284
(1,237)
136,047
21,690
216
21,906
6,013,874
1,576
13,256
6,028,706
57,017
295,406
240,700
847,584
1,440,707
6,332
6,332
88,955
2,948
91,903
PROJECTED
REVENUE
2006-07
125,000
25,000
150,000
140,000
5,800
145,800
15,000
700
15,700
6,100,000
10,000
26,000
6,136,000
24,000
0
450,000
503,000
977,000
11,000
11,000
96,000
5,000
101,000
ESTIMATED
REVENUE
2007-08
50,000
23,000
73,000
190,000
2,000^
192,000
0
0
0
5,951,179
1,500
10,000
5,962,679
57,000
0
480,000
75,000
612,000
10,000
10,000
0
0
0
AS%
OF FY 06-07
PROJECTED
-60.0%
-8.0%
-51.3%
35.7%
-65.5%
31.7%
-100.0%
-100.0%
•100.0%
-2.4%
-85.0%
-61.5%
-2.8%
137.5%
0.0%
6.7%
-85.1%
-37.4%
-9.1%
-9.1%
-100.0%
-100.0%
-100.0%
DIFFERENCE
2006-07 TO
2007-08
(75,000)
(2,000)
(77,000)
50,000
(3,800)
46,200
(15,000)
(700)
(15,700)
(148,821)
(8,500)
(16,000)
(173,321)
33,000
0
30,000
(428,000)
(365,000)
(1,000)
(1,000)
(96,000)
(5,000)
(101,000)
B-19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
TREE MAINTENANCE
TREE MAINTENANCE FEES
INTEREST
TOTAL
MEDIAN MAINTENANCE
MEDIAN MAINTENANCE FEES
INTEREST
TOTAL
STREET LIGHTING
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
INTEREST
TOTAL
BUENA VISTA CREEK CHNL MAINT
BUENA VISTA FEES
INTEREST
TOTAL
LLD#2
LLD #2 FEES
INTEREST
OTHER
TOTAL
ARTS SPECIAL EVENTS
DONATIONS
INTEREST
TOTAL
RECREATION DONATIONS
DONATIONS
INTEREST
TOTAL
ACTUAL
REVENUE
2005-06
465,439
15,453
480,892
397,696
717
398,413
715,034
28,000
189,530
25,900
958,464
99,911
19,938
119,849
121,753
650
6,000
128,403
70,562
(103)
70,459
14,290
2,195
16,485
PROJECTED
REVENUE
2006-07
464,000
26,000
490,000
388,000
1,000
389,000
718,000
28,000
200,662
37,000
983,662
100,200
42,000
142,200
290,000
4,000
3,000
297,000
32,000
3,000
35,000
25,000
5,000
30,000
ESTIMATED
REVENUE
2007-08
460,391
25,000
485,391
365,630
0
365,630
721,574
28,000
167,087
34,000
950,661
100,000
43,000
143,000
470,423
6,200
0
476,623
121,000
875
121,875
0
0
0
AS%
OF FY 06-07
PROJECTED
-0.8%
-3.9%
-0.9%
-5.8%
-100.0%
-6.0%
0.5%
0.0%
-16.7%
-8.1%
-3.4%
-0.2%
2.4%
DIFFERENCE
2006-07 TO
2007-08
(3,609)
(1,000)
(4,609)
(22,370)
(1,000)
(23,370)
3,574
0
(33,575)
(3,000)
(33,001)
(200)
1,000
0.6% 800
62.2%
55.0%
-100.0%
60.5%
278.1%
-70.8%
248.2%
-100.0%
0.0%
-100.0%
180,423
2,200
(3,000)
179,623
89,000
(2,125)
86,875
(25,000)
0
(30,000)
B-20
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
SENIOR DONATIONS
DONATIONS
INTEREST
TOTAL
CDBG ENTITLEMENT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
TOTAL SPECIAL REVENUE FUNDS
ACTUAL
REVENUE
2005-06 '
10,598
4,448
15,046
1,046,363
76,622
66,572
1,189,557
23,049
23,049
4,973
4,973
11,259,419
PROJECTED
REVENUE
2006-07
9,000
8,000
17,000
590,000
48,000
44,000
682,000
64,000
64,000
9,000
9,000
10,675,362
ESTIMATED
REVENUE
2007-08
0
0
0
602,080
35,000
35,000
672,080
40,000
40,000
7,000
7,000
10,111,939
AS%
OF FY 06-07
PROJECTED
-100.0%
-100.0%
-100.0%
2.1%
-27.1%
-20.5%
-1.5%
-37.5%
-37.5%
-22.2%
-22.2%
-5.3%
DIFFERENCE
2006-07 TO
2007-08
(9,000)
(8,000)
(9,000)
12,080
(13,000)
(9,000)
(9,920)
(24,000)
(24,000)
(2,000)
(2,000)
(563,423)
B-21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
(ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
MISC SEWER
ENGINEERING OVERHEAD
PENALTY FEES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
STATE GRANT
TRASH SURCHARGE
OTHER
TOTAL
GOLF COURSE
OTHER
OPERATIONS
INTEREST
TOTAL
TOTAL ENTERPRISE FUNDS
ACTUAL
REVENUE
2005-06
1
13,689,338
3,899,822
2,257,123
136,790
109,886
245,007
343,809
169,563
168,173
100,024
177,388
21,296,923
1,324,484
108,235
588,936
90,666
11,815
2,124,136
6,707,125
19,587
159,675
74,205
155,154
26,241
7,141,987
160,058
283,280
48,403
29,214
1,561,061
12,694
2,094,710
16,996
0
532,154
551,150
33,208,906
PROJECTED
REVENUE
2006-07
14,996,100
4,150,000
2,369,980
100,000
115,000
250,000
500,000
130,000
140,000
105,000
200,000
23,056,080
1,575,130
130,000
784,220
240,000
394,000
3,123,350
7,300,000
19,759
164,465
74,852
162,193
27,620
7,748,889
286,145
294,612
50,339
25,531
1,608,582
19,514
2,284,723
0
0
0
0
36,213,042
ESTIMATED
REVENUE
2007-08
16,218,282
5,101,622
2,488,479
97,000
117,300
255,000
326,216
133,900
135,800
100,800
144,000
25,118,399
2,014,741
139,100
1,026,079
166,096
400,000
3,746,016
8,300,612
19,953
169,399
75,589
145,770
28,448
8,739,771
283,817
306,397
52,353
25,000
3,119,969
0
3,787,536
20,000
5,374,739
0
5,394,739
46,786,461
AS%
OF FY 06-07
PROJECTED
8.2%
22.9%
5.0%
-3.0%
2.0%
2.0%
-34.8%
3.0%
-3.0%
-4.0%
-28.0%
8.9%
27.9%
7.0%
30.8%
-30.8%
1.5%
19.9%
13.7%
1.0%
3.0%
1.0%
-10.1%
3.0%
12.8%
-0.8%
4.0%
4.0%
-2.1%
94.0%
-100.0%
65.8%
0.0%
0.0%
0.0%
0
29.2%
DIFFERENCE
2006-07 TO
2007-08
1,222,182
951,622
118,499
(3,000)
2,300
5,000
(173,784)
3,900
(4,200)
(4,200)
(56,000)
2,062,319
439,611
9,100
241,859
(73,904)
6,000
622,666
1,000,612
194
4,934
737
(16,423)
828
990,882
(2,328)
11,785
2,014
(531)
1,511,387
(19,514)
1,502,813
20,000
5,374,739
0
5,394,739
10,573,419
B-22
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
(INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
SELF-INSURED BENEFITS
OTHER
INTERDEPARTMENTAL
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
INFORMATION TECHNOLOGY
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
ACTUAL
REVENUE
2005-06
1
83,156
2,200,238
70,446
2,353,840
21,391
1,284,458
31,113
1,336,962
44,113
804,367
848,480
2,651,519
(2,839)
2,648,680
785,771
205,965
39,516
1,031,252
4,126,814
86,994
29,879
4,243,687
12,462,901
PROJECTED
REVENUE
2006-07
210,000
2,350,000
17,202
2,577,202
20,000
1,375,000
250,709
1,645,709
50,000
817,000
867,000
2,532,000
23,000
2,555,000
1,400,000
380,000
31,000
1,811,000
4,388,388
177,000
43,000
4,608,388
14,064,299
ESTIMATED
REVENUE
2007-08
225,000
1,850,420
0
2,075,420
15,887
1,373,000
0
1,388,887
60,666
890,000
950,666
2,712,963
0
2,712,963
1,872,598
350,000
25,000
2,247,598
5,225,500
130,000
0
5,355,500
14,731,034
AS%
OF FY 06-07
PROJECTED
7.1%
-21.3%
-100.0%
-19.5%
-20.6%
-0.2%
-100.0%
-15.6%
21.3%
8.9%
9.7%
7.2%
-100.0%
6.2%
33.8%
-7.9%
-19.4%
24.1%
19.1%
-26.6%
-100.0%
16.2%
4.7%
DIFFERENCE
2006-07 TO
2007-08
15,000
(499,580)
(17,202)
(501,782)
(4,113)
(2,000)
(250,709)
(256,822)
10,666
-100.0%
83,666
180,963
(23,000)
157,963
472,598
(30,000)
(6,000)
436,598
837,112
(47,000)
(43,000)
747,112
666,735
B-23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE SOURCE
(REDEVELOPMENT FUNDS
VILLAGE OPERATIONS / DEBT SERVICE
RENTAL INCOME
TAX INCREMENT
INTEREST
OTHER
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS / DEBT SERVICE
TAX INCREMENT
OTHER
INTEREST
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
TOTAL
TOTAL REDEVELOPMENT FUNDS
ACTUAL
REVENUE
2005-06
_J
86,486
2,376,529
24,785
21,675
2,509,475
594,132
139,716
0
733,848
8,040
20,000
20,150
48,190
2,680
9,073
11,753
3,303,266
PROJECTED
REVENUE
2006-07
45,000
2,600,000
90,000
10,300
2,745,300
650,000
140,000
0
790,000
0
10,000
18,000
28,000
0
16,000
16,000
3,579,300
ESTIMATED
REVENUE
2007-08
37,500
2,648,000
70,000
11,000
2,766,500
661,967
145,000
0
806,967
0
0
4,000
4,000
0
14,000
14,000
3,591,467
AS%
OF FY 06-07
PROJECTED
-16.7%
1.9%
-22.2%
6.8%
0.8%
1.8%
3.6%
0.0%
2.2%
0.0%
-100.0%
-77.8%
-85.7%
0.0%
-12.5%
-12.5%
0.3%
DIFFERENCE
2006-07 TO
2007-08
(7,500)
48,000
(20,000)
700
21,200
11,967
5,000
0
16,967
0
(10,000)
(14,000)
(24,000)
0
(2,000)
(2,000)
12,167
[TOTAL OPERATING $166,182,023 $179,026,003 $196,219,901 9.6%17,193,898 |
B-24
Exhibit 4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
(GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY CLERK
CITY ATTORNEY
CITY TREASURER
TOTAL POLICY/LEADERSHIP GROUP
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
HUMAN RESOURCES
RECORDS MANAGEMENT
TOTAL ADMINISTRATIVE SERVICES
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
PLANNING
BUILDING
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY
CULTURAL ARTS PROGRAM
RECREATION
SENIOR PROGRAMS
TOTAL COMMUNITY SERVICES :
2004-05 2005-06
ACTUALS ACTUALS
318,974 336,692
1,134,006 1,281,088
714,618 965,214
129,805 143,395
1,094,532 1,126,898
159,439 161,239
3,551,374 4,014,526
519,240 541,333
2,514,618 2,526,183
1,703,114 1,989,763
736,280 803,838
5,473,252 5,861,117
20,578,295 22,271,585
12,840,572 13,856,441
33,418,867 36,128,026
766,522 913,458
278,193 435,237
192,449 179,969
3,418,954 3,059,069
1,844,495 2,122,622
6,500,613 6,710,355
8,230,016 8,720,695
784,317 816,222
4,830,031 5,150,261
721 ,538 723,763
14,565,902 15,410,941
2006-07
ESTIMATED
EXPENDITURES
359,770
1,361,030
913,199
227,179
1,198,760
167,997
4,227,935
764,155
3,002,450
2,355,561
910,839
7,033,005
24,396,773
16,453,291
40,850,064
916,529
430,034
188,768
3,218,939
2,265,928
7,020,198
9,305,149
890,794
5,682,609
800,642
16,679,194
2006-07
ADOPTED
BUDGET
367,390
1,337,951
1,107,724
253,179
1,204,032
183,500
4,453,776
743,482
2,970,499
2,242,796
880,095
6,836,872
23,630,515
15,579,211
39,209,726
741 ,860
418,433
213,608
3,292,390
2,254,670
6,920,961
9,392,745
815,384
5,509,959
898,627
16,616,715
S333S=8SS
2007-08
PROPOSED
BUDGET
392,144
1,625,349
1,048,217
163,669
1 ,264,233
192,675
4,686,287
1,054,532
3,049,051
2,844,348
924,501
7,872,432
25,864,578
17,181,178
43,045,756
706,926
556,882
321,539
3,884,556
2,344,732
7,814,635
9,636,275
842,916
5,764,780
994,046
17,238,017
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
6.7%
21.5%
-5.4%
-35.4%
5.0%
5.0%
5.2%
41 .8%
2.6%
26.8%
5.0%
15.1%
9.5%
10.3%
9.8%
-4.7%
33.1%
50.5%
18.0%
4.0%
12.9%
2.6%
3.4%
4.6%
10.6%
3.7%
NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations.
B-25
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
FACILITIES MAINTENANCE
PARK MAINTENANCE
STREET MAINTENANCE
TRAFFIC SIGNAL MAINT
TRAILS MAINTENANCE
TOTAL PUBLIC WORKS
NON-DEPARTMENTAL
COMMUNITY PROMOTION
COMMUNITY CONTRIBUTIONS
BEACH PARKING
HOSP GROVE PAYMENT
PROPERTY TAX AND OTHER ADMIN
DUES & SUBSCRIPTIONS
INFRASTRUCTURE REPLACE TRANS
MANAGEMENT INCENTIVE PAY
DISASTER PREPAREDNESS
LEGAL SERVICES
TRANSFER TO CIP
MISC/ TRANSFERS OUT
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
2004-05
ACTUALS
874,618
5,873,943
2,949,783
3,619,916
2,468,340
575,776
76,273
16,438,651
505,831
46,365
0
800,000
415,782
56,701
3,830,000
0
1,694,332
12,959
1,037,535-
106,382
8,505,887
88,454,546
0
88,454,546
2005-06
ACTUALS
908,189
6,077,519
3,246,660
4,078,500
2,641,550
953,587
132,537
18,038,542
338,668
66,500
2,434
800,000
385,531
58,207
4,250,000
0
5,499,701
118,029
600,000
100,491
12,219,561
98,383,068
0
98,383,068
2006-07
ESTIMATED
EXPENDITURES
1,173,173
7,908,284
3,715,344
4,859,426
3,599,410
743,406
274,420
22,273,463
0
0
36,000
275,000
446,150
75,200
7,200,000
560,000
0
250,000
0
4,822,605
13,664,955
111,748,814
0
111,748,814
2006-07
ADOPTED
BUDGET
977,632
7,208,940
3,786,086
4,749,395
2,907,163
1,013,807
322,658
20,965,681
0
0
36,000
275,000
446,150
75,200
7,200,000
560,000
0
250,000
0
216,000
9,058,350
104,062,081
2,300,000
106,362,081=^^=^=
2007-08
PROPOSED
BUDGET
1,123,216
8,646,684
3,823,980
5,208,007
3,060,435
738,997
338,789
22,940,108
0
0
36,000
275,000
550,600
75,700
7,900,000
635,000
0
250,000
0
0
9,722,300
113,319,535
2,300,000
115,619,535
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
14.9%
19.9%
1.0%
9.7%
5.3%
-27.1%
5.0%
9.4%
-
-
0.0%
0.0%
23.4%
0.7%
9.7%
13.4%
-
0.0%
-
-100.0%
7.3%
8.9%
0.0%
8.7%
B-26
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
POLICE GRANTS
HOUSING SECTION 8
HOUSING TRUST
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
LLD#2
ARTS SPECIAL EVENTS
SENIOR DONATIONS
CDBG ENTITLEMENT
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
RECREATION DONATIONS
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE
LIABILITY SELF-INSURANCE
SELF-INSURED BENEFITS
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL INTERNAL SERVICE FUNDS
2004-05
ACTUALS
1
36,327
214,084
29,230
6,430,184
1,537,414
8,400
59,553
688,631
527,712
986,145
102,848
33,443
40,903
6,360
708,862
49,605
13,579
5,040
11,478,320
I
19,132,705
1,899,952
6,759,281
1,488,108
25,344
29,305,390
I
2,251,837
2,720,853
739,008
2,032,105
1,143,737
4,355,566
13,243,106
2005-06
ACTUALS
81 ,952
118,389
13,905
5,732,311
252,157
10,050
117,072
603,624
557,833
1,166,130
44,783
53,057
40,005
8,697
965,152
28,058
13,241
11,670
9,818,086
22,677,472
3,063,364
11,732,177
1,703,055
13,676
39,189,744
1,333,262
825,491
1 ,035,587
2,391,685
1,256,387
4,121,440
10,963,852
2006-07
ESTIMATED
EXPENDITURES
0
0
0
5,227,604
359,048
14,000
0
612,615
555,897
947,796
110,162
140,129
32,231
0
470,342
0
8,521
0
8,478,345
26,514,035
3,466,641
8,836,056
2,378,543
0
41,195,275
1,817,264
1,598,795
914,000
2,485,989
0
5,918,716
12,734,764
2006-07
ADOPTED
BUDGET
108,510
141,532
0
6,144,692
433,785
14,000
0
561,909
534,302
1,080,408
96,500
129,683
69,461
0
590,353
30,000
18,000
0
9,953,135
25,368,385
3,683,660
8,679,673
2,338,824
80,000
40,150,542
2,322,112
1,473,618
771,000
2,572,977
940,000
5,347,474
13,427,181
^ — ^— — -
2007-08
PROPOSED
BUDGET
140,351
219,746
0
6,020,512
436,366
12,350
0
598,368
709,226
1,244,978
90,600
248,434
59,520
64,500
602,848
30,000
26,100
16,200
10,520,099
26,048,581
4,971,322
10,846,430
4,195,903
5,200,206
51 ,262,442
2,028,576
1,349,977
967,540
2,745,984
865,000
5,034,921
12,991,998
%INCR (DEC)
06-07 BUD
TO
07-08 BUD
29.3%
55.3%
-
-2.0%
0.6%
-11.8%
-
6.5%
32.7%
15.2%
-6.1%
91.6%
-14.3%
-
2.1%
0.0%
45.0%
-
5.7%
2.7%
35.0%
25.0%
79.4%
6400.3%
27.7%
-12.6%
-8.4%
25.5%
6.7%
-8.0%
-5.8%
-3.2%
NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations.
B-27
HI
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
REDEVELOPMENT
VILLAGE OPERATIONS / DEBT SVC
VILLAGE LOW/MOD INCOME HSNG
SCCRA OPERATIONS / DEBT SVC
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
2004-05
ACTUALS
_l
5,657,983
70,613
776,091
36,995
6,541,682
2005-06
ACTUALS
3,325,504
67,190
461,968
30,149
3,884,81 1
2006-07
ESTIMATED
EXPENDITURES
2,979,374
76,925
228,951
45,000
3,330,250
%INCR (DEC)
2006-07
ADOPTED
BUDGET
1,525,511
93,775
206,831
42,535
1 ,868,652SS5^^^^=^^=
2007-08
PROPOSED
BUDGET
1,609,336
95,604
180,293
43,595
1,928,828
06-07 BUD
TO
07-08 BUD
5.5%
2.0%
-12.8%
2.5%
3.2%
TOTAL OPERATING FUNDS 149,023,044 162,239,561 177,487,448 171,761,591 192,322,902 12.0%
B-28
PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08
MAJOR SERVICE AREA
IPOLICY AND LEADERSHIP GROUP |
CITY COUNCIL
CITY MANAGER
COMMUNICATIONS
CITY TREASURER
CITY ATTORNEY
(ADMINISTRATIVE SERVICES |
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
, RISK MANAGEMENT
HUMAN RESOURCES & WORKERS COMP
(PUBLIC SAFETY |
POLICE
FIRE
(COMMUNITY DEVELOPMENT |
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING & CODE ENFORCEMENT
ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT
GEOGRAPHIC INFORMATION SYSTEMS
PLANNING
HOUSING AND REDEVELOPMENT
(COMMUNITY SERVICES |
LIBRARY
CULTURAL ARTS
RECREATION & SENIOR PROGRAMS
(PUBLIC WORKS |
ADMINISTRATION & ENVIRONMENTAL PROGRAMS
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
FINAL
BUDGET
2005-06
1.00
6.00
2.75
0.75
7.00
2.00
8.00
16.00
27.00
2.00
10.00
151.00
79.75
4.00
13.00
1.00
2.00
24.00
10.00
48.00
5.00
32.50
14.20
51.60
91.95
49.50
FINAL PRELIMINARY
BUDGET
2006-07
1.00
7.00
3.75
0.75
7.00
2.00
8.00
19.00
28.00
2.00
10.00
157.00
87.75
5.00
13.00
1.00
3.00
27.00
10.00
48.00
5.00
30.50
18.00
54.00
95.25
47.00
BUDGET
2007-08
1.00
7.00
3.75
0.75
7.00
2.00
8.00
19.00
28.00
2.00
10.00
162.00
88.75
5.00
13.00
1.00
4.00
27.00
10.00
48.00
5.00
30.50
22.00
55.00
97.25
53.00
cxniDii o
2007-08
REQUESTED
CHANGES
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
5.00
1.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
4.00
1.00
2.00
6.00
FULL AND 3/4 TIME LABOR FORCE*660.00 690.00 710.00 20.00
B-29
PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
Full Time Personnel
3/4 Time Personnel in Full Time Equivalents
Hourly Full Time Equivalent Personnel
TOTAL LABOR FORCE
2005/06
654.00
6.00
147.47
807.47
2006-07
684.00
6.00
144.12
834.12
2007-08
704.00
6.00
137.77
847.77
Difference
20.00
0.00
(6.35)
13.65
LIMITED TERM EMPLOYEES
Management Interns
Legal Intern
Building Inspector Intern
Management Analyst (HR)
Division Chief Overstaff
Building Inspector Limited Term
GIS Intern
Associate Planner
Planning Technician Intern
TOTAL LIMITED TERM EMPLOYEES
2005/06
1.50
0.50
0.00
0.00
0.00
2.00
0.50
0.00
1.00
5.50
2006-07
1.50
0.50
0.00
0.00
0.00
2.00
0.50
0.00
1.00
5.50
2007-08
1.50
0.50
0.00
1.00
0.00
2.00
0.50
1.00
0.00
6.50
Difference
0.00
0.00
0.00
1.00
0.00
0.00
0.00
1.00
(1.00)
1.00
* The 2006-07 headcount adopted by City Council on June 20, 2006 was 827.12. There were 7 mid year adjustments approved
by Council
B-30
if!/
Exhibit 6
CITY OF CARLSBAD
MASTER FEE SCHEDULES
June 2007
General City Service fee increases approved by Council on June 26,
2007 will go into effect August 1, 2007
Development-Related Service fee increases approved by Council on
June 26, 2007will go into effect September 1, 2007
Development-Impact fee increases approved by Council on June 26,
2007 will go into effect September 1, 2007
Exhibit 6
City of Carlsbad
Master Fee Schedule
Table of Contents
Section 1 - General City Service Fees
Miscellaneous Fees
Fire Fees
Library Fees
Police Fees
Sewer Fees
Solid Waste Fees
Parks & Recreation Fees
Aqua Hedionda Lagoon Fees
Aquatic Fees
Water District Fees
Recreation/Safety Center/ Seniors &
Faraday Facility Rental
Library Facility Rental
Section 2 - Development Related Service Fees
Section 3 - Development Impact Fees
1-1
1-2
1-3
1-4
1-4
1-4
1-5
1-5
1-5
1-6
Schedule A
Schedule B,C
Exhibit 6
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 1
GENERAL CITY SERVICE FEES
June 2007
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description
Administrative Fee for 1915 Act Bond Call - 1% of principal being repaid
Administrative Fee - DUI
Ambulance Fees
Base Rate - Resident
Base Rate Non-Resident
Mileage Charge - per mile
Supplies Charge
Oxygen Charge
Assessment
Appeal City Council - Miscellaneous
Bicycle Licenses
Bicycle Licenses - Replacement or Transfer
Bond Search
Business License - master list of active business licenses
Business License - monthly list of new licenses
Cabaret Dance Permit
Campaign Sign Permit (plus a $200 refundable deposit)
Check Processing Fee for Cancellation (Customer Initiated)
City Clerk - Audio Tape Copy
City Clerk - CD Copy
City Clerk - Municipal Code Books (Cost for Each)
City Clerk - Municipal Code Supplement Service (per year)
City Clerk - Full Council Agenda Packets/Minutes (per year)+postage
City Clerk - Certification Charge (per document)
Copies - each
Hearing Disposition Services for Parking Citations
- Personal Hearings
- Written Review
Planning Commission Agenda and Minutes (+postage)
Publications - As Determined by the City Manager
Returned Check Fee
Traffic Safety Commission (TSC) appeal fee for City Clerk to file the appeal for TSC
Fire - Nuisance Alarm
-1st response in 12 month period
-2nd response in 12 month period
-3rd response in 12 month period
-each additional response thereafter
-each billing
rire Use Permit Fees
Temporary Use
- Tents (Minor)
- Tents (Major)
- Carnivals and Fairs
- Fireworks Display or Special Effects (per event or day)
Notes
(7)
(D
(9)
(9)
(10)
Current
Fee
$50 min/$500 max
15.00
618.00
894.00
15.00
50.00
150.00
150.00
3.00
1.00
30.00
50.00
5.00
200.00
50.00
20.00
30.00
15.00
150.00
50.00
copy charge
20.00
0.15
0.00
0.00
copy charge
35.00
150.00
0.00
70.00
140.00
280.00
10.00
115.00
250.00
230.00
300.00
Proposed
Fee
$50 min/$500 max
20.00
618.00
894.00
15.00
50.00
150.00
150.00
3.00
1.00
30.00
50.00
5.00
200.00
55.00
20.00
30.00
30.00
150.00
50.00
copy charge
20.00
0.15
0.00
0.00
copy charge
35.00
150.00
0.00
75.00
150.00
295.00
10.00
120.00
265.00
240.00
315.00
June 2007 1-1
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description
Hazardous Materials and Processes
-Candles or OTHER Open Flame
-Assembly
- Covered Mall (plus $65 per reinspection)
- Welding
- Compressed Gases
- Dust Production
- Combustible Fiber Use and Storage
- Aerosol Use/Storage
- Flammable Finishes
- Haz-Mat Use and Storage
- Dry Cleaning
- Spray Booth (plus $65 per resinspection)
- Motor Vehicle Repair
- Medical Gas Dispensing System
- Industrial Ovens
- Combustible Storage Facility
- High-Piled Combustible Storage
- Refrigeration Equipment
- Flammable and Combustible Liquids Dispensing, Use, Storage, Tanks
- Liquefied Petroleum Gas (plus $65 per resinspection)
Fire - Initial Occupancy Inspection Fee
Fire Inspection -Interim ($65 - each reinspection)
Fire Inspection - Other ($65 - each reinspection)
Fire - Failed Business lnspection/2nd Reinsp.
Fire - Hydrant Water Flow Test
Fire - Weed Abatement (charge per parcel)
Fire- Weed Abatement Compliance Certificate
Fire- Special Event - per fire personnel per hour (consistent with City payroll records)
Library
Library Borrowing - Audio Visual Equipment (per item, per day)
Library Borrowing - Audio Visual Insurance fee - Per Video Tape/DVD
Library Facility Fees (See schedule C)
Library Fines (per day per item)
Library Fines - Juvenile (per day per item)
Library Account Collection Fee
Library Fines - Video (per day per item)
Library Interiibrary Loan
Lost library Card
Lost/Damaged Videotape/DVD
Lost/Damaged beyond repair book/audio item
Lost/Damaged Library Materials
Library Online Searching Fees
Library Presearch Fee for Online Searches (Per Search)
Library Book Reserve Fine (per item)
Library Facility Rental - see attached exhibits
Library History Room Photo Fee
Library Lost Item Processing Fee
Notes
(6)
(6)
Current
Fee
105.00
105.00
NEW
105.00
105.00
160.00
160.00
NEW
105.00
230.00
160.00
NEW
160.00
225.00
155.00
150.00
285.00
160.00
115.00
NEW
NEW
NEW
NEW
65.00
65.00
145.00
80.00
Actual Cost
5.00
0.75
0.25
0.10
NEW
1.00
2.00
2.00
20% of list price
Actual Cost
5.00
0.50
NEW
NEW
Proposed
Fee
110.00
110.00
110.00
110.00
110.00
170.00
170.00
110.00
110.00
240.00
170.00
110.00
170.00
235.00
165.00
160.00
300.00
170.00
120.00
120.00
310.00
180.00
180.00
65.00
70.00
145.00
110.00
Actual Cost
5.00
0.75
0.25
0.10
10.00
1.00
2.00
2.00
20% of list price
List price+$40 if
out of print
Variable up to list
price
Actual Cost
5.00
0.50
Direct Cost
5.00
June 2007 1-2
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description
Police
Police - Alarm Permit
Police - Dispatch Tape Copy
Police - Copy Investigation Tapes (+ cost of duplicating the tape)
Police - Emergency Response DUI Traffic Collision (max $1 2,000 per incident)
Police - Burglary Alarm Response - Second Occurence (no charge for 1st response if permitted)
Police - Burglary Alarm Response - Each Additional Occurence
Police - False Robbery - Panic Alarm Response - Second Occurrence (no charge for 1 st response)
Police - False Robbery - Panic Alarm Response - Each Additional Occurance
Police - Fingerprinting Fees
Special Business Permit (plus fingerprint fee)
Police - Dispatch Historical Searches (per month searched)
Police -Storage / Impounded Vehicle Administrative Charge
Police - Photograph Copy (fee plus reproduction costs)
Police - Proof of Correction Certification - Carlsbad Resident or person with CPD citation
Police - Proof of Correction Certification - all others
Police - Report Copy Fee (Free to Victim) plus cost of reproduction
Police - Second Call per Police Employee per hour (consistent with City payroll records)
Police - Special Event Application - Minor (2 or less intersections)(fee plus services rendered)
Police - Special Event Application - Major (3 or more intersections)(fee plus services rendered)
Police - Verification Letter
Special Event City Services - Staff Time
Criminal Justice Administration (per person)
Public Dump Permit - Fee per acre
Senior Center
See Schedule A
Sewer
Sewer Service Charges
Minimum Monthly Charge
Group I - Residential - Single Family Residence (Flat Rate)
Group I - Residential - Multi-Family Residence rate per unit, 90% of water used
Group I - Residential - Mobile Home rate per unit, 90% of water used
Group II - Commercial - Rate per hundred cubic feet, min $14.65 per month
Group III - Commercial - Rate per hundred cubic feet, min $14.65 per month
Group IV - Commercial - Rate per hundred cubic feet, min $14.65 per month
Group V - Institutions/Schools
- Elementary School - rate per student per month, min $14.65 per month
- Junior High School - rate per student per month; min $14.65 per month
- High School - rate per student per month; min $14.65 per month
- Boarding School - rate per student per month; min $14.65 per month
Group VI - Large Volume Users
- Beckman Micro Operations - Rate per hundred cubic feet, min $14.65 per month
- Culligan - Rate per hundred cubic feet, min $14.65 per month
Special City Services - Billed at Cost
Solid Waste
Solid Waste Fee (AB939) - 2.0% of Basic Trash Rate
Trash Collection Fees
- Residential - per month
- Commercial per bin - one pick-up per week
Notes
(5)
(5)
(5)
(5)
(3)
(2)
Current
Fee
0.00
45.00
55.00
Direct Cost
30.00
60.00
60.00
120.00
20.00
125.00
45.00
60.00
45.00
0.00
15.00
10.00
Actual Cost
100.00
300.00
10.00
154.00
200.00
14.65
14.65
2.08
2.08
1.73
2.27
3.58
0.23
0.44
0.66
3.30
4.33
1.23
17.50
92.44
Proposed
Fee
0.00
50.00
60.00
Direct Cost
30.00
60.00
100.00
100.00
23.00
115.00
20.00
65.00
55.00
0.00
15.00
15.00
Actual Cost
110.00
330.00
13.00
154.00
200.00
16.20
16.20
2.30
2.30
1.91
2.51
3.96
0.25
0.49
0.73
3.64
4.78
1.36
19.41
103.52
June 2007
50
1-3
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description
- Commercial per bin - two pick-ups per week
- Commercial per bin - three pick-ups per week
- Commercial per bin - four pick-ups per week
- Commercial per bin - five pick-ups per week
- Commercial per bin - six pick-ups per week
Special Pick-ups of Solid Waste
- Door-to-door household hazardous waste collection (HHW)
- Delivery charge for roll-off boxes (per box)
- Service charge for all classes of roll-off boxes (per collection + landfill disposal fees)
Parks & Recreation
Non-resident Fee - Instructional Classes and Excursions
Non-resident Fee - Open Play Basketball, Volleyball, Badminton
Non-resident Fee - Youth Sports (per person)
Recreation and Safetv Center Facllltv Rental - See Schedule A
Aaua Hedionda
Annual Fee - Resident - Power Vessels Over 8'
Annual Fee - Non-Resident - Power Vessels over 8'
Annual Fee - Resident -Board/Sail Boats under 8' & Passives
Annual Fee - Non-Resident - Passive Vessels under 8'
Annual Fee - Board Sail - Additional Decal
Annual Fee - Additional Decal - Power Vessels Over 8'
Annual Fee - Additional Decal - Passive Vessels under 8'
Replacement Lagoon Permit Decal
Daily Fee - Resident - Power Vesselsver 8'
Daily Fee - Non-Resident - Power Vessels Over 8'
Daily Fee - Resident - Passive Vessels under 8'
Daily Fee - Non-Resident - Passive Vessels Under 8'
Aquatics
Per Admission - Youth & Teen
Per Admission - Adult - Resident
Per Admission - Adult - Non-Resident
Swim Passes-One Month Individual - Resident
Swim Passes-One Month Individual - Non-Resident
Swim Passes-One Month Family - Resident
Swim Passes-One Month Family - Non-Resident
Swim Passes-Four Month Individual - Resident
Swim Passes-Four Month Individual - Non-Resident
Swim Passes-Four Month Family - Resident
Swim Passes-Four Month Family - Non-Resident
City Classes - Beginner - Learn to Swim - Res
City Classes - Beginner - Learn to Swim - Non-Res
City Classes - Adult/Teen - Learn To Swim - Res
City Classes - Adult/Teen - Learn To Swim - Non-Res
City Classes - Parent/Infant thru Pre-School III - Res
City Classes - Parent/Infant thru Pre-School III - Non-Res
Contract Classes - Adapted Aquatics - Res
Contract Classes - Adapted Aquatics - Non-Res
Masters Swim (Daily Fee) - Res
Notes
(4)
(8)
Current
Fee
169.27
246.11
322.94
399.77
476.61
10.00
42.00
255.56
10.00
3.00
10.00
80.00
100.00
35.00
50.00
See below
50% curr. fee
50% curr. fee
7.50
15.00
23.00
7.00
12.00
1.00
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
110.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
Proposed
Fee
189.58
275.62
361.66
447.70
533.76
10.00
42.00
255.56
10.00
3.00
10.00
80.00
100.00
35.00
50.00
See below
50% curr. fee
50% curr. fee
7.50
15.00
23.00
7.00
12.00
1.00
3.00
4.00
35.00
50.00
45.00
70.00
60.00
90.00
90.00
110.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
4.00
June 2007
5l
1-4
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description
Masters Swim (Daily Fee) - Non-Res
Contract Classes - Diving, Synchro Swim - Res
Contract Classes - Diving, Synchro Swim - Non-Res
Contract Classes - Masters Swim Workouts - Res (Monthly Fee)
Contract Classes - Masters Swim Workouts - Non-Res (Monthly Fee)
Individualized Instr - Basic Swimming - Res (per hour)
Individualized Instr - Basic Swimming - Non-Res (per hour)
Individualized Instr - Advanced Instr/coaching - Res (per hour)
Individualized Instr - Advanced Instr/coaching - Non-Res (per hour)
Rental - Exclusive Use - Commercial/Corp (per lane, per hr)
Rental - Exclusive Use - Community/Non-Profit (per lane, per hr)
Use Agreements - C.U.S.D. (per lane per hr)
Use Agreements - N.C.A. (per lane per hr)
Staff Costs - City provided services (Life Guard / Supervision etc. - Per Hr)
Water District
Agricultural Water Rate
Backflow Preventer Charge (per month, each account)
Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet (Cost for each)
Jumper Connection
Potable, Reclaimed and Sewer Standards and Specifications (Cost for each)
Reclaimed Water Use - Base Rate Per Unit
Potable Water Use - Base Rate Per Unit (standard water rate)
Conservation Rate (cost per unit) - 5/8" meter (1 - 7 units of water)
Conservation Rate (cost per unit) - 3/4" meter (1-10 units of water)
Conservation Rate (cost per unit) - 1 " meter (1-16 units of water)
Conservation Rate (cost per unit) - 1 1/2" meter (1 - 30 units of water)
Conservation Rate (cost per unit) - 2" meter (1 - 45 units of water)
Conservation Rate (cost per unit) - 3" meter (1 - 79 units of water)
Conservation Rate (cost per unit) - 4" meter (1 - 123 units of water)
Conservation Rate (cost per unit) - 6" meter (1 - 228 units of water)
Conservation Rate (cost per unit) - 8" meter (1 - 336 units of water)
Cost of Delivery Charge (per Month) Multi-Family Unit
Cost of Delivery Charge (per month) - 5/8" meter
Cost of Delivery Charge (per month) - 3/4" meter
Cost of Delivery Charge (per month) - 1 " meter
Cost of Delivery Charge (per month) - 1 1/2" meter
Cost of Delivery Charge (per month) - 2" meter
Cost of Delivery Charge (per month) - 3" meter
Cost of Delivery Charge (per month) - 4" meter
Cost of Delivery Charge (per month) - 6" meter
Cost of Delivery Charge (per month) - 8" meter
Water Service Fee - Per New Account - Service Turn on
Water Service Fee - Continuity of Service
Water Service Fee - Door Hanger
Water Service Fee - Accounts scheduled for termination for non-payment
Water Service Fee - Same Day Turn-on (Not Scheduled for That Day)
Water Service Fee - After Hour Turn-on
Water Meter Deposit - Construction Meters
Notes
Current
Fee
6.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
10.00
6.00
5.00
10.00
20.00
1.37
3.00
5.00
15.00
0.00
1.60
1.68
1.51
1.51
1.51
1.51
1.51
1.51
1.51
1.51
1.51
0.00
9.75
12.35
17.60
30.70
45.45
83.45
136.00
267.00
424.75
25.00
10.00
10.00
20.00
20.00
60.00
560.00
Proposed
Fee
6.00
40.00
60.00
40.00
60.00
40.00
60.00
40.00
60.00
11.00
7.00
6.00
11.00
20.00
1.45
3.00
5.00
15.00
0.00
1.68
1.76
1.59
1.51
1.51
1.51
1.51
1.51
1.51
1.51
1.51
0.00
12.12
14.85
20.36
35.12
50.60
90.50
146.68
284.23
449.87
25.00
10.00
10.00
20.00
20.00
60.00
560.00
June 2007 1-5
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
Fee Description Notes
Water Meter - Construction Meter rental fee
Water Meter - Construction Meter Relocation
Notes
(D-
(2)-
(3)-
Charge is cost of supplies plus additional 60%.
Nonresidential sewer rates are calculated based on flow, strength and pretreatment requirements.
See Carlsbad Municipal Code Section 8.17.050
Current Proposed
Fee Fee
50.00 50.00
20.00 20.00
'(4) - Adopted by Council on 02/2006
'(5)-
'(6)-
'(7)-
'(8)-
'(9)-
'(10)
Per section 8.50.080(e), Ord NS-230 phi ,2,1 993; Ord -53 ph 3, 1 989: Ord. 1 278 ph 1 (part) 1 985)
See Schedule C
Streets and Highways Code Section 8760-8769
Code Section 1 1 .24
Code Section 10.56.070 and 10.56.100
- Code Section 8.09.01 3
June 2007 1-6
CLASSIFICATION OF APPLICANTS AND FEES
Each application will be reviewed by the Recreation Supervisor and classified into a group depending on the type of
organization and the intended use. The Recreation Department activities have first priority for the use of the facilities. The
classifications are listed in order or priority with classification "A" first, classification "B" second, etc.
The City attempts to accommodate all groups; however, there is a limited number of facilities. Unfortunately, the demand
exceeds the supply. For that reason, a priority classification system for use had to be established.
A Carlsbad Parks and Recreation activities; Co-sponsored activities; other City departments
Examples: Friends of the Library, Carlsbad Book Fair, Recreation and Lap Swim, Swim Lessons, Masters Swim Program
B Carlsbad resident not-for-profit, civic, social organizations (non-paid management - no voting board member can be
paid); any organization sponsoring a public forum or candidates night; public education
Examples: Carlsbad Rotary, La Costa Youth Organization, Carlsbad Softball Association, Carlsbad Youth Baseball, Boy
Scouts, Carlsbad Homeowner's Associations, Carlsbad Unified School District
C Carlsbad resident not-for-profit, civic, social organizations (paid management); private educational institutions
Examples: Boys and Girl's Club, Property Management Associations
D Non-resident not-for-profit, educational, civic and social organizations; resident private parties; and locally organized
groups whose normal place of meeting is located in the City of Carlsbad.
Examples: North County AA, YMCA and other groups.
E Carlsbad resident commercial, business, profit making organization, non-resident private party activities
Examples: Carlsbad Inn, non-resident parties, weddings or receptions
F Non-resident commercial, business and other organizations.
IN ORDER TO QUALIFY AS CLASSIFICATION "B" NON-PROFIT USER, THE ORGANIZATION MUST MEET ALL OF
THE FOLLOWING CRITERIA:
1. The organization must be registered as a not-for-profit corporation with the State of California; or, if not registered with
the State, must be a Carlsbad Chapter and have a constitution or by-laws that clearly state that the objectives of the
organization are of a non-profit, non-commercial nature.
2. The organization must be comprised of volunteers, and 70% of which its membership and participants must be Carlsbad
residents. Exception: Classification assignment for sports organizations utilizing athletic fields will be based on player
rosters, including player addresses, must have 70% of the players residing in Carlsbad to qualify for "B" classification.
Verification of residency may be required.
Non-profit sports organizations requesting athletic field use are required to submit player rosters, verified for authenticity by
the league's board of officers, which will be used to determine classification status. Player addresses with a post office box
number will not be accepted. Recreation staff will return rosters once classification is determined. Once the
classification determination has been made by staff and approved by the Recreation Director, the decision is final.
3. The organization must submit the following:
a. If incorporated, submit State incorporation papers and by-laws; if not incorporated, submit constitution and by-
laws.
b. Financial verification of organization's exemption from income tax. (Department of the Treasury form 990 or
501(c)(3) determination letter may be used.)
c. A signed statement verifying item "2" above.
54
Exhibit 6
CITY OF CARLSBAD
FEE SCHEDULE
GENERAL CITY FEES AND CHARGES
June 2007
FACILITY FEE SCHEDULE AND CLASSIFICATIONS
Schedule A
Set up and clean up time is included as rental time. There is a $200 (minimum) refundable
cleaning/damage deposit for each rental, except for Carrillo Ranch, a Synthetic Turf Field rental or
a Tournament rental, where a $500 refundable cleaning/damage deposit is required.
Fees are based on an hourly rate, with a two-hour minimum.
A $50 non-refundable security deposit is required per rental (facility or park). The $50 security
deposit will be applied to the total cost of the rental, and will not be refunded if the reservation is
canceled. If the total rental amount is lower than $50 then the difference will be refunded after the
rental has occurred.
FACILITIES
Building rentals include use of tables, chairs, microphone and podium (if available), except for Carrillo
Ranch.
An extra staffing fee of $15.00 per hour, per staff person is required for all recreation usages when staff
is brought in to support rental and/or after regular operating hours. All users must pay the $15 per hour per
100 people staffing fee.
Harding Community Center (Hourly Rates)
LOCATION
Auditorium
Recreation Hall (Kitchen included)
Community Room
CATEGORY
A B C D E F
N/C
N/C
N/C
15
15
N/C
25
25
15
50
50
20
65
65
30
85
85
45
Stagecoach/Calavera Hills Community Centers (Hourly Rates)
LOCATION
Gymnasium
Yi Gym Rental
Activity Room
Multi-Purpose Room
Kitchen
CATEGORY
A B C D E F
N/C
N/C
N/C
N,C
N/C
30
15
15
N/C
N/C
40
20
20
15
10
50
25
35
20
15
80
40
50
30
25
105
50
65
45
35
Safety Center (Hourly Rates) (Hourly Rates)
LOCATION
Fox Meeting Room
Palowski Meeting Room
CATEGORY
A B C D E F
N.C
N/C
15
15
20
20
25
25
40
40
50
50
June 2007 Attachment 1-1
Exhibit 6
Magee Park (Hourly Rates)
LOCATION
Heritage Hall (Kitchen included)
Granary
CATEGORY
A B C D E F
N/C
N/C
15
N.C
20
13
45
15
65
25
75
30
Senior Center (Hourly Rates)
LOCATION
Auditorium
Dining Room
Kitchen Warming
Kitchen Full Service
Art Room
Dance Studio
Activity Room (new)
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
N/C
N/C
N/C
30
30
5
15
15
20
30
40
40
10
20
20
25
40
55
55
15
30
25
30
55
70
70
20
35
30
35
70
95
85
25
40
35
40
95
Aviara Park (Hourly Rates)
LOCATION
Meeting Room
A
N/C
B
| N/C
CATEGORY
C
I 10 I
D
15
E
20 |
F
25
Carrillo Ranch (Daily Rental Fee)
Rentals of five hours or less will be charged half of the daily rental fee. There will be a $75 charge
for each additional hour.
LOCATION
Cabana & Pool Area
Patio Area
Barbeque
CATEGORY
A B C D E F
N/C
N/C
N/C
$575
$230
$50
$690
$345
$60
$810
$460
$75
$985
$575
$95
$1,155
$690
$120
Picnic Rental Prices Group Sizes 1-100/101 +
PARKS
There is a three-hour minimum for use of Park & Picnic Rentals.
Any organized events at parks will be charged an open space fee.
There will be a $10 fee for residents and a $20 fee for non-residents for an inflatable attraction permit.
Holiday Park (Hourly Rates)
LOCATION
Gazebo. Covered Picnic Area
A
NCNC
CATEGORY
BCD
| 8/12 14/19 | 18,30
E
24/38
F
38/56
Stagecoach, Calavera Hills, Aviara, Pine Amphitheater or Picnic Structure (Hourly Rates)
LOCATION
Covered Picnic Areas
A
NCNC
CATEGORY
BCD
| 3,12 14/19 | 18;30
E
24/38 |
F
38,56
Jure 2007 Attachment 1-?
Exhibit 6
Poinsettia, Hidden Canyon, Magee, La Costa Canyon Upper Area, Laguna Riviera & Open Space (Hourly Rates)
LOCATION
Uncovered Picnic Areas
Open Space
CATEGORY
A B C D E F
NC/NC
NC.NC
6/8
69
10,11
10,12
12/15
12/16
1 7/24
17:25
27/36
27/37
BALL FIELDS/SOCCER FIELDS
Day Use for the softball fields and tennis courts is from 8:00 a.m. until dark. An additional amount is
charged for 'ights.
A minimum of two-hour staffing fee charge will be assessed for field preparation, and subject to staff
availability.
A S5 fee will be assessed each non-resident player on teams and/or organizations in classifications
"B" and ''C" that reserve ball fields in excess of 30 calendar days per season.
Inflatable astrojumps are prohibited from use on synthetic turf.
(Hourly Rates)
LOCATION
Day Use
Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
8
N/C
N/C
15
5
15
20
8
20
25
10
25
30
12
Synthetic Turf Field Use Fees
($500 refundable deposit required)
LOCATION
Day Use
Lights
Snack Bars
CATEGORY
A B C D E F
N/C
N/C
N/C
N/C
8
N/C
15
25
5
20
30
8
25
35
10
30
40
12
CLINICS/CAMPS
LOCATION
Day Use
Lights
Snack Bar
CATEGORY
A B C D E F
N/C
N/C
N/C
5
10
N/C
10
15
5
15
20
8
20
25
10
25
30
12
TOURNAMENTS
($500 deposit required)
LOCATION
Day Use
Lights
Snack Bar
CATEGORY
A B C D E F
N.-C
N/C
N/C
N,C
10
N.C
10
15
5
15
20
8
20
25
10
25
30
12
June 2007 Attachment 1-3
Exhibit 6
TENNIS COURT (daily fee per court)
LOCATION
Carlsbad High School
Poinsettia/'Stagecoach, Calavera
Laguna Riviera
No Tournament P'ay or Clinics Allowed
CATEGORY
A B C D E F
N,C
N;C
N/C
N/C
N/C
N,C
20
15
10
30
20
15
40
25
20
60
35
30
SWIM COMPLEX (WHOLE POOL)
For the Swim Complex, if clean-up or more than two lifeguards are requ red, a staffing
fee of S20 per hour per staff is charged.
(Hourly Rates)
LOCATION
Pool
A
N/C
B
| $50
CATEGORY
C D
I $50 | $50
E
$100
F
$100
June 2007 Attachment 1-4
C/
Schedule B
Carlsbad City Library Facility Fee Schedule
Based on hourly rates occurring during regular Library hours with a two-hour minimum, no prorating.
$25 additional charge per cancelled booking.
* Applicant Classifications
B - Carlsbad Resident not for profit
(non-paid management); ex. Boys &
Girls Scouts.
C - Carlsbad Resident not for profit
(paid management); Prt Mgt HOAs,
Boys & Girls clubs.
D - Non-Resident not for profit.
E- Residential Commercial, for profit
etal.
'F- Non-resident Commercial and
other organizations.
Meeting Room
N/C
$15
$20
$30
$40
Auditorium
$15
$20
$55
$75
$100
Cleaning Deposit
refundable
$200
$200
$200
$200
$200
Additional
Services
Prices apply to all
applicant
classifications
VCR & Monitor
Use
$10
Slide/Overhead
Projector
&Screen Use
$5
Data/video
Projector &
Screen Use
$20
Audio Visual
Technician
*$20 per hour
* Auditorium use evenings 6-9p.m. Monday-Thursday and weekends 9a.m.-5 p.m. Saturday, 1-5 Sunday require AV Tech.
Booking ahead for the January 1 - June 30 and July 1 - December 31 periods, submitted
applications are accepted as follows:
Carlsbad residents: Written applications accepted only if postmarked after September 1 to book for the
January 1 through June 30 periods. Written applications accepted only if postmarked after April 1 to book
for the July 1 through December 31 periods.
Non-residents: Written applications accepted only if postmarked after September 15 to book for the
January 1 through June 30 periods. Written applications accepted only if postmarked after April 15 for the
July 1 through December 31 periods.
For complete information see http://www.ci.carlsbad.ca.us/carlsbadmedia
Schedule B-1
Exhibit 6
Carlsbad City Library Schulman Auditorium
Specialized Audio Visual Services Fee Schedule Schedule C
Video Services
One Camera Shoot
Multi-Camera Production
Graphics
Video Engineer
Sound Engineer
Camera Operator
Technical Director
Director
Lighting Technician
Non-Linear Editing with Operator
Audio Editing / Sweetening
DVCAMTape-1248 184
VMS Tape - Copy
DVD - Copies
CD - Audio Copies
Audio Services
Eight Microphone Set-up
One CD / Cassette Player
Two Effects Processor
DAT Tape - Copy
Additional Microphone / Device Input
Stage Monitor
CD Recording
MiniDisc Recording
Eight Channel ProTools Post Production
Sixteen Channel ProTools Post Production
Audio Editing / Sweetening
Per Hour
$37.50
$75
$150
$60
$75
$20
$20
$20
$125
$125
$150
$28 ea
$15 ea
$12ea
$15 ea
Per Hour
$100
$10
$30
$15
$15
$25
$50
$25
$250
$350
$150
Exhibit 6
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 2
DEVELOPMENT-RELATED
SERVICE FEES
June 2007
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
Additional Planning Inspections (first Insp included in plan check fee)
Adjustment Plat
Administrative Permit - IODA
Affordable Housing Credit Per Unit (Southeast and Southwest quadrants)
Affordable Housing Credit Per Unit (Northwest Quadrants)
Agricultural Mitigation Fee
Appeal - City Council (+ noticing costs) - fee is refundable if appeal is won
Appeal - Housing and Redevelopment Commission (+ noticing costs) fee is refundable if appeal is won
Appeal - Planning Commission (+ noticing costs) fee is refundable if appeal is won
Appeal - Redev. Design Review Board (+ noticing costs) fee is refundable if appeal is won
Building Permit Fees (55% of 2001 UBC 1-A)
Building Plan Check - 65% of Bldg Permit (8% discount on repetitive plan checks)
Building Code Enforcement
Certificate of Compliance
Certificate of Compl. in lieu of Parcel Map
Certificate of Correction
Community Facilities District Annexation
Construction Change Review - Minor (fee plus $155 per sheet)
Construction Change Review - Major (fee plus $245 per sheet)
Coastal Development Permit (CDP) - Single Family Lot
CDP -2-4 unit or lot subdivision (per unit or lot whichever is greater)
CDP - 5 or more unit or lot subdivision (per permit)
CDP Amendment = 50% of current permit cost
CDP Emergency
CDP Exemption
CDP Extensions = 25% of current permit cost
CDP - Non-Redevelopment Area - Minor Permit
CDP Non-Residential + 10 cents per square foot
Coastal Development Permit - Major & Minor RP's
Conditional Use Permit (25% discount may apply)
CUP - Minor
CUP - Amendment
CUP - Bio Habitat Preserve
CUP - Extension -Regular
DayCare Permit
DayCare Permit - Center Admin Pmt.
DayCare Permit - Extension
Developer Agreements - Deposit $10,000 increments
Duplicate Tracing Fees - Final Parcel and Tract Maps - per sheet (+ $32 per sheet)
Easement or Offer to Dedicate or Improve
EIA - All Others
EIA - Single Family
EIR Review (+ fbhr after the first 160 hrs of project planner or 40 hrs of Project Engineer)
EIR - Addendum (+ fbhr after 1st 10 hrs of project planner)
(*)
(10)
(1)
(8)
(8)
(8)
(5)
(5)
(5)
(5)
Current
Fee
55.00
1,110.00
250.00
46,000.00
120,000.00
11,790.00
870.00
580.00
570.00
580.00
Court costs
900.00
3,135.00
700.00
1,180.00
420.00
590.00
930.00
1,880.00
3,060.00
380.00
210.00
740.00
835.00
580.00
3,870.00
NEW
2,080.00
730.00
780.00
180.00
360.00
80.00
Actual cost
20.00
560.00
1,490.00
820.00
17,300.00
2,170.00
Proposed
Fee
58.00
1,165.00
190.00
49,000.00
123,000.00
10,000.00
1,000.00
609.00
598.50
609.00
Court costs
945.00
3,290.00
735.00
1,240.00
440.00
620.00
975.00
1,975.00
3,215.00
400.00
220.00
775.00
875.00
600.00
4,060.00
680.00
2,185.00
765.00
820.00
190.00
380.00
85.00
Actual cost
20.00
590.00
1,565.00
861.00
18,165.00
2,275.00
June 2007 2-1
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
El R - Focused/Supplemental (Requiring a Public Hearing) - (+ f bhr after the 1 st 1 00 hrs
of project planner or 20 hrs of project engineer)
Encroachment Agreement Processing
Environmental Monitoring Fee
Fire Protection System Installation
Fish & Game Fee - Negative Declaration - Set by Department of Fish and Game
Fish & Game Fee - EIR - Set by Department of Fish and Game
GIS Technical Services (per hour Technician)
GIS Technical Services (per hour Manager)
GIS Plotter Usage Rate (per hour)
GIS Production of new documents
GIS Digital Data Delivery
GIS Reproduction of Existing Documents
General Plan Amendment - 0 - 5 Acres
General Plan Amendment - Over 5 Acres
Grading Permit Application
Grading Permit
Grading Permit Investigation Fee
Grading Permit Extension Fee
Local Facilities Management Fees - As established by Council
Hillside Dev Permit - Single Family Lot
Hillside Dev Permit - Other (Multiple Lots)
Hillside Dev Permit Amendment - Single Family Lot
Hillside Dev Permit Amendment - Other (Multiple Lots)
HMP - Permit - Single Family
HMP - Permit - Amendment - Single Family Residence
HMP - Permit - Minor (no on site habitat to be preserved)
HMP - Amendment - Minor
HMP - Permit - Amendment - Minor (no on stie habitat to be preserved)
HMP - Permit - Major
HMP - Permit - Amendment - Major
HMP - Amendment - Major (+ fbhr after first 20 hours of project planner)
Improvement Agreement Extension - see Secured Agreement Proc. Ext.
Improvement Construction Inspection Fee
Improvement Plan Review (Plan Check)
Exclusionary Housing Impact Fee (per unit)
Exclusionary Housing In-Lieu Fee (per market rate unit)
Inspection Overtime-per Hour (On Request) - each additional hour at $70
Inspection - Additional Planning
Landscape Plan Check
Landscape Inspection
License Tax on New Construction - Mobile Homes
Lighting and Landscape District #2 Annexation
Local Coastal Plan - Amendment
Master Plan (+ fbhr after 1st 200 hrs project planner or 100 hrs project engineer)
Master Plan Pre-Submittal
Master Plan Amendment - (Minor) (+ fbhr after 1S| 20 hrs Proj. Planner or 7 hrs Proj. Eng.)
(5)
(1)
(6)
(6)
(1)
(D
(8)
(8)
(8)
(8)
(D
0)
(D
(1)
(1)
(8)
Current
Fee
11,640.00
290.00
200.00
80.00
100.00
20.00
Actual Cost
Actual Cost
Direct cost
3,680.00
5,310.00
Actual cost
25% permit fee
1,070.00
2,170.00
610.00
1,860.00
New
New
900.00
3,050.00
New
3,400.00
New
4,800.00
2,925.00
4,515.00
100.00
80.00
1,801.00
4,400.00
5,380.00
36,040.00
6,130.00
1,440.00
Proposed
Fee
12,220.00
305.00
210.00
Actual Cost
Actual Cost
Delete
Actual Cost
Actual Cost
Direct cost
3,865.00
5,575.00
Actual cost
25% permit fee
1,125.00
2,275.00
640.00
1,950.00
50% Minor Fee
75% Original fee
500.00
3,110.00
75% Original Fee
3,570.00
75% Original Fee
4,840.00
2,925.00
4,515.00
105.00
84.00
1,864.00
4,400.00
5,650.00
37,840.00
6,435.00
1,510.00
June 2007 2-2
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
Master Plan Amendment - Major (+ fbhr after 1st 100 hrs project planner or 40 hrs
of project engineer)
Neighborhood Improvement Agreements
Noticing Service (plus postage)
Oversize Load Permit - 1 trip (fee set by State)
Oversize Load Permit - Annual (fee set by State)
Parking In Lieu Fee - Redevelopment Area
PD Res. Amendment - 4 or less
PD Res. Amendment - 5 to 50
PD Res. Amendment - 51 or more
PD Amendment- Non-Res - 4 or less
PD Amendment - Non-Res - 5 to 50
PD Amendment - Non-Res - 51 or more
PD Condo - Residential Additional Permit
PD Condo - Admin Amendment
PD/Condo - Minor Amendment
PD Res. - 4 or less
PD Res. - 5 to 50
PD Res. • 51 or more
PD - Non-Res - 4 or less
PD - Non-Res - 5 to 50
PD - Non-Res - 51 or more
Permit Amendments Not Specifically Identified
Planned Industrial Permit
Planned Industrial Permit - Amendment
Planning Commission Determination - Single Family
Planning Commission Determination - Other
Planning Commission Discussion Item
Planned Development Final Map - Minor (4 or less)
Planned Development Final Map - Major (50 or less)
Planned Development Final Map - Major (51 or more)
Precise Development Plan
Precise Development Plan - Amendment
Preliminary Plan Review - Consistency Determination
Preliminary Plan Review - Major
Preliminary Plan Review - Minor
Preliminary Review - Redevelopment (minor or major)
Quitclaim of Easement
Reapportionment Fees for 191 1 Act Assessment Districts - (plus $50 per parcel)
Redevelopment Permit Extension (Minor)
Redevelopment Permit Extension (Major)
Redevelopment Noticing Fee (Minor) - plus postage
Redevelopment Noticing Fee (Major) - plus postage
Redevelopment Permit (Admin.)
Redevelopment Permit (Minor) - plus noticing costs
Redevelopment Permit (Major) • plus noticing costs
Redevelopment Permit Amendment (Admin)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(2)
(4)
Current
Fee
22,550.00
410.00
285.00
16.00
90.00
11,240.00
1,400.00
5,340.00
7,200.00
1,590.00
5,730.00
7,760.00
320.00
305.00
640.00
2,600.00
7,210.00
11,390.00
2,600.00
7,210.00
11,390.00
4,010.00
1,800.00
870.00
1,410.00
570.00
25.00
70.00
70.00
6,560.00
3,570.00
610.00
610.00
170.00
0.00
590.00
450.00
660.00
750.00
200.00
390.00
380.00
1,420.00
2,600.00
150.00
Proposed
Fee
23,675.00
430.00
290.00
16.00
90.00
11,240.00
1,470.00
5,607.00
7,560.00
1,670.00
6,015.00
8,145.00
340.00
320.00
672.00
2,730.00
7,570.00
11,960.00
2,730.00
7,570.00
11,960.00
4,210.00
1,890.00
915.00
1,480.00
600.00
Delete
Delete
Delete
6,890.00
3,750.00
640.00
640.00
180.00
0.00
620.00
450.00
560.00
650.00
215.00
405.00
400.00
1,490.00
2,730.00
157.50
June 2007 2-3
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
Current
Fee
Proposed
Fee
Redevelopment Permit Amendment (Minor) - plus noticing costs
Redevelopment Permit Amendment (Major) - plus noticing costs
Research and Design Time (By Written Request) - Per Hour - Minimum $25.00
based on hours to completion.
Reversion to Acreage - $3,100 deposit
Right of Way Permit - Minor-Non Construction
Right of Way Permit - Minor - Construction
Right of Way Permit - Utility (4- actual costs for Insp. and Sr. Insp. time)
Right of Way Permit - Utility (By Contract)
Satellite Antenna Permit
School Fees - (Set by School Districts, State Mandates Limits)
Secured Agreement Proc. Extension
Secured Agreement Proc. Replace -+ improvement plan revision fees if required
Segregation of Assessments -1-4 lots
Segregation of Assessments - 5 lots or more - fee plus $20 per lot
Sign Permit
Sidewalk Sign/Outdoor Display Permit, Redevelopment Area
Sign Program, Non RDA
Sign Program Amendment, Non RDA
Sign Program Permit, Redevelopment Area
Sign Program Permit Amendment, Redevelopment Area
Site Development Plan - Res. <= 4 units/lots
Site Development Plan
Site Development Plan Amendment (Minor)
Site Development Plan Amendment (Major)
Special Use Permit - Scenic Corridor
Special Use Permit - Flood Plain
Special Use Permit - Flood Plain, Coastal High Hazard Area
Special Use Permit Amendment - Flood Plain
Special Use Permit Amendments - All Other
Specific Plan Amendment (Major) (+ fbhr after 180 hr proj planner or SOhrs Proj eng)
Specific Plan Amendment (Minor) (+ fbhr after 20 hr proj planner or 7hrs Proj eng)
Specific Plan (+ fbhr after 1st 200 hrs project planner or 60 hrs project engineer)
Storm Water Pollution Prevention Program/Storm Water Management Plan Review -
-Single Family (initial lot/subsequent lot)
-Multi Family & mobile home (initial lot/subsequent lot)
- Commercial/Industrial
Storm Water Pollution Prevention Program/Storm Water Management Plan Inspection -
-Single Family (initial lot/subsequent lot)
-Multi Family & mobile home (initial lot/subsequent lot)
- Commercial/Industrial
Street Light Energizing Fee
Street Name Change
Street Vacation - Regular
Street Vacation - Summary
Substantial Conformance Exhibit Rev.
Tentative Map Revision - 5- 49 Units/Lots + $40ea 5+ (whichever is greater)
(7)
(7)
(1)
510.00
1,250.00
Actual cost
Actual cost
NEW
300.00
640.00
640.00
360.00
350.00
650.00
Actual Cost
Actual Cost
40.00
50.00
910.00
550.00
260.00
60.00
3,850.00
9,770.00
2,570.00
6,620.00
3,010.00
3,330.00
2,410.00
2,890.00
2,090.00
19,370.00
1,250.00
30,100.00
210/70
210/35
280.00
230/120
230 / 70
400.00
1,410.00
3,590.00
2,370.00
870.00
3,610.00
535.00
1,312.50
Actual cost
Actual cost
155.00
315.00
670.00
670.00
380.00
370.00
680.00
Actual Cost
Actual Cost
44.00
55.00
955.00
575.00
275.00
65.00
4,045.00
10,260.00
2,700.00
6,950.00
3,160.00
3.500.00
2,530.00
3,035.00
2,195.00
20,340.00
1,315.00
31,605.00
220/75
220/40
295.00
240/115
240/70
420.00
1,480.00
3,100.00
1,230.00
915.00
3,725.00
June 2007 2-4
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
Tentative Map Revision - 50+ Units/Lots +$1 Sea 49+ (whichever is greater)
Tentative Parcel Map Processing Fee (Minor Subdivision)
Tentative Parcel Map 1yr Extension (per application)
Parcel Map (Minor Subdivision) - Final
Tentative Tract Map Litigation Stay
Tentative Tract Map - 5 -49 Lots/Units + $1 10ea. > 5 (whichever is greater)
Tentative Tract Map - 50+ Lots/Units + $15ea 49+ (whichever is greater)
Tentative Tract Map Extension- 5 to 49
Final Tract Map (+ $5 per Acre)
Third Party Review - plus consultant cost
Trails Plan Check <= 1 mile in length
Trails Plan Check > 1 mile in length
Trails Inspection (cost of staff time)
Variance - Administrative Redevelopment
Variance - Redevelopment
Variance - Engineering
Variance - Planning
Variance - Administrative (Planning)
Variance - Administrative (Planning) Recreational Vehicle Admin. Variance
Wireless Communication 3rd Party Review
Zone Change - 5 or fewer acres
Zone Change - 5.1 or more acres
Zone Code Amendment
Zoning Compliance Letter
Water District Service Fees
Preliminary Potable Water, Reclaimed Water, Sewer Analysis Review -
(Use Improvement Plan Review Fees)
Reclaimed Water Landscape Review - Use Improvement Plan Review fees
Hydraulic Analysis Only - Included in Improvement Plan Review Fees
Meter Installation Fees:
5/8"
Fire Protection
3/4"
1"
1 1/2" - Turbo
1 1/2" - Displacement
2" -Turbo
2" - Displacement
3"
4"
6"
8"
Potable, Reclaimed and Sewer Improvement Plan Review - Use Improvement Plan Review Fees
Potable, Reclaimed and Sewer Standards and Specifications (available on Internet)
San Diego County Water Auth. Capacity Charge - Set by SDCWA
(9)
(9)
Current
Fee
6,560.00
3,280.00
1,270.00
3,025.00
25% of orig. fee
7,070.00
14,200.00
2,490.00
6,450.00
640.00
940.00
1,880.00
Actual Cost
160.00
360.00
650.00
2,440.00
650.00
650.00
Actual Cost
4,230.00
5,730.00
5,450.00
70.00
160.00
meter fee
185.00
220.00
700.00
365.00
900.00
470.00
Actual Cost
Actual Cost
Actual Cost
Actual Cost
No charge
Proposed
Fee
6,890.00
3,445.00
1,335.00
3,120.00
25% of orig. fee
7,460.00
14,910.00
2,615.00
6,770.00
675.00
970.00
1,975.00
660.00
170.00
380.00
680.00
2,560.00
680.00
682.00
Actual Cost
4,440.00
6,015.00
5,725.00
75.00
160.00
meter fee
190.00
225.00
700.00
365.00
905.00
470.00
Actual Cost
Actual Cost
Actual Cost
Actual Cost
No charge
June 2007 2-5
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT RELATED SERVICE FEES
JUNE 2007
Fee Description
Current
Fee
Proposed
Fee
Service Installation Fees
Fire Hydrant Lateral and Assembly (staff time consistent with City payroll records)
Fire Sprinkler Lateral (staff time consistent with City payroll records)
Utility Standards and Specifications
Waste Water Discharge Permit
Waste Water Pretreatment:
Class I (per month) - Existing user
Class II (per month) - Existing user
Class III (per month) - Existing user
Class I - One time fee for new users
Class II - One time fee for new users
Class III - One time fee for new users
Actual Cost
Actual Cost
direct cost
30.00
200.00
190.00
30.00
270.00
270.00
80.00
Actual Cost
Actual Cost
direct cost
30.00
200.00
190.00
30.00
270.00
270.00
80.00
Notes:
(1) - See attached schedules and rate tables.
(2) - Based on number of units or lots whichever is greater
(3) - Fee Increases based on Annual Change in Engineering News Record as Established by Council by Ordinance.
(4) - Any Permit Amendment not identified assessed at 50% of original cost.
(5) - Plus fish and game department fee, if any. Currently set at $1,250 for Negative Declaration and $850 for EIR.
(6) - Fees set by State Statute.
(7) - For all Assessment Districts using 1915 Act Bonds.
(8) - A 25% discount may apply when submitted with another application
(9) - A 25% discount will apply when submitted with a General Plan Amendment
(10)- AB 14,536
(*)'- Approved by Council on 12/2005
June 2007 2-6
FIRE PROTECTION SYSTEM INSTALLATION FEES - Proposed (FY'07-08)
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1st riser 1st floor
- ea add I riser
- Tenant Improvement
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
Other Fixed Fire Systems
- Hood and Duct
- Special Chemical Agent
- Standpipa
- Paint Spray Booth
Repeated Inspection on new construction
Plan Review
S65
65
S60 minimum
100
65
65
80
80
No.
3 at
1 at
1 at
2 at
1 at
1 at
2 at
2 at
1 at
Schedule #1
Inspection Fees Total
[ Cost Fee
S65 each S260
1,200
600
65 each 130
S65 each S125
65 each 230
65 each 130
65 each 130
65 each 210
65 each 210
75 each 75
FIRE PROTECTION SYSTEM INSTALLATION FEES - Current (FY'06-07)
Automatic Sprinkler Systems
- Residential System
- Commercial System - 1 st riser 1 st floor
- ea add'l riser
- Tenant Improvement
Fire Alarm Systems
- 1 to 25 Devices
- 26 or more Devices
Other Fixed Fire Systems
- Hood and Duct
- Halon
- Special Chemical Agent
- Standpipe
- Paint Spray Booth
Repeated Inspection on new construction
Plan
Review
$62
62
$55 minimum
98
62
62
62
78
78
No.
3 at
1 at
1 at
2 at
1 at
2 at
1 at
2 at
2 at
1 at
Inspection Fees
| Cost
$62 each
62 each
$62 each
62 each
62 each
52 each
62 each
62 each
62 each
73 each
Schedule #1
Total
Fee
$248
1,150
570
124
$117
222
124
166
124
202
202
73
June 2007
txmtm 6
GRADING PERMIT APPLICATION
Amount
100CY* or less
101 tol.OOOCY
1,001 to 10.000CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
FEES - Proposed (FY'07-08)
Fee
Schedule #2
S380
S760
for the first 100 cubic yards plus S1 20. 00 for each additional 100
cubic yards or fraction thereof.
S2.275
for the first 1,000 cubic yards plus S120.00 for each additional 1,000
cubic yards or fraction thereof.
53,580
for the first 10,000 cubic yards plus S1 80.00 for each additional 10,000
cubic yards or fraction thereof.
$5,460
for the first 100,000 cubic yards plus $285.00 for each additional 10,000
cubic yards or fraction thereof.
$8,760
for the first 200,000 cubic yards plus $130.00 for each additional 100,000
cubic yards or fraction thereof.
•CY = Cubic Yards
GRADING PERMIT APPLICATION
Amount
100CY*orless
101 tol.OOOCY
1,001 to 1 0,000 CY
10,001 to 1 00,000 CY
100,001 to 200,000 CY
200,001 CY or more
FEES -Current (FY'06-07) Schedule #2
Fee
$360
$725
for the first 100 cubic yards plus $120.00 for each additional 100
cubic yards or fraction thereof.
$2,165
for the first 1,000 cubic yards plus $120.00 for each additional 1,000
cubic yards or fraction thereof.
$3,410
for the first 10,000 cubic yards plus $180.00 for each additional 10,000
cubic yards or fraction thereof.
$5,200
for the first 100,000 cubic yards plus 5285.00 for each additional 10,000
cubic yards or fraction thereof.
58,340
for the first 200,000 cubic yards plus 5130.00 for each additional 100,000
cubic yards or fraction thereof.
* CY = Cubic Yards
June 2007 (rti
Exhibit
iRADING PERMIT FEES - Proposed (FY'07-08)Schedule #3
Amount Fee
100 Cubic Yards (CY) or less
101 to 1.000CY
1,001 to 10.0GOCY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 to 400,000 CY
400,000 to 1,000,000 CY
1,000,001 CY or more
S380
5385
for the first 100 CY plus S65 for each additional 100 CY or fraction thereof.
51,080
for the first 1,000 CY plus S65 for each additional 1,000 CY or fraction thereof.
51,785
for the first 10,000 CY plus S130 for each additional 10,000 CY or fraction thereof.
53,130
for the first 100,000 CY plus S130 for each additional 10,000 CY or fraction thereof.
54,620
for the first 200,000 CY plus $195 for each additional 10,000 CY or fraction thereof.
$9,170
for the first 400,000 CY plus S980 for each additional 100,000 CY or fraction thereof.
$16,000
(or the first 1,000,000 CY plus $710 for each additional 100,000 CY or fraction thereof.
GRADING PERMIT FEES - (Currrent FY'06-07)Schedule #3
Amount Fee
100 Cubic Yards (CY) or less
101 tol.OOOCY
1,001 to 10,000 CY
10,001 to 100,000 CY
100,001 to 200,000 CY
200,001 to 400,000 CY
400,000 to 1,000,000 CY
1,000,001 CY or more
$360
$360
for the first 100 CY plus $65 for each additional 100 CY or fraction thereof.
$1,030
for the first 1,000 CY plus $65 for each additional 1,000 CY or fraction thereof.
$1,700
for the first 10,000 CY plus $130 for each additional 10,000 CY or fraction thereof.
$2,980
for the first 100,000 CY plus $130 for each additional 10,000 CY or fraction thereof.
$4,400
for the first 200,000 CY plus $195 for each additional 10,000 CY or fraction thereof.
58,730
for the first 400,000 CY plus S980 for each additional 100,000 CY or fraction thereof.
515,230
for the first 1,000,000 CY plus S710 for each additional 100,000 CY or fraction thereof.
June 2007
IMPROVEMENT CONSTRUCTION INSPECTION FEES - Proposed (FY07-OB) Schedule #4
Cost of Improvements
SO to 520,000
520,001 to 550,000
550,001 to 51 00,000
5100,001 to 5250,000
5250,001 to 5500,000
$500,001 to $1 ,000,000
$1,000,001 or more
Fee
5.5% - 5375 Minimum
51,510
for the first 520,000 plus 5250 for each additional 510,000 or fraction
thereof
33.025
for the first 550,000 plus 5125 for each additional 510,000 or fraction
thereof
53,780
for the first 5100,000 plus 5100 for each additional 510,000 or fraction
thereof
55,600
for the first $250,000 plus $105 for each additional $10,000 or fraction
thereof
$9,090
for the first $500,000 plus $105 for each additional $10,000 or fraction
thereof
$14,500
for the first $1,000,000 plus $105 for each additional $10,000 or fraction
thereof
IMPROVEMENT CONSTRUCTION
Cost of Improvements
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 to 5250,000
3250,001 to 5500,000
3500,001 to 51, 000,000
51,000,001 or more
INSPECTION FEES - Current (FY06-07) Schedule #4
Fee
5.5% - $355 Minimum
$1,440
for the first $20,000 plus $250 for each additional $10,000 or fraction
thereof
$2,880
for the first $50,000 plus $125 for each additional $10,000 or fraction
thereof
$3,600
for the first $100,000 plus $100 for each additional $10,000 or fraction
thereof
55,335
for the first 5250,000 plus 5105 for each additional 510,000 or fraction
thereof
38,660
for the first 3500, 000 plus 51 05 for each additional 310,000 or fraction
thereof
314,275
for the first 31,000,000 plus 31 05 for each additional 510,000 or fraction
thereof
June 2007 --n
IMPROVEMENT PLAN REVIEW
Cost of Improvements
SO to $20,000
$20,001 to 550,000
550,001 to 51 00,000
$100,001 to 5250,000
5250,001 to 5500,000
5500,001 to $1,000,000
Over 51, 000,000
FEES - Proposed (FY'07-08) Sch«Hule #5
Fee
$1,215plus 5% of value of improvements
51,550 plus 4% of value of improvements - 52,470 minimum
32,000 plus 3% of value of improvements - 54,090 minimum
' 52.245 plus 2.5% of value of improvements - 55,840 minimum
56,790 plus 2% of value of improvements - 513,910 minimum
512,000 plus 1.5% of value of improvements - 523,840 minimum
512,265 plus 0.75% of value of improvements - 531,630 minimum
(Improvement Plan Check Fees are based on the current City of San Diego unit
prices. This includes the cost of curbs, gutters, sidewalks, asphalt or concrete
paving, storm drains, etc.)
IMPROVEMENT PLAN REVIEW FEES - Current (FY'06-07) Schedule »5
Cost of Improvements Fee
$0 to $20,000 $1,155 plus 5% of value of improvements
$20,001 to $50,000 $1,470 plus 4% of value of improvements - $2,470 minimum
$50,001 to $100,000 $1,890 plus 3% of value of improvements - $4,090 minimum
$100,001 to $250,000 $2,140 plus 2.5% of value of improvements - $5,840 minimum
$250,001 to $500,000 $6,460 plus 2% of value of improvements - $13,910 minimum
$500,001 to $1,000,000 $11,390 plus 1.5% of value of improvements - $23,840 minimum
Over $1,000,000 $11,680 plus 0.75% of value of improvements - $31,630 minimum
(Improvement Plan Check Fees are based on the current City of San Diego unit
prices. This includes the cost of curbs, gutters, sidewalks, asphalt or concrete
paving, storm drains, etc.)
June 2007 '13-
STREET LIGHT ENERGIZING FEES - Proposed (FY'07-08) Schedule #6
Above fees are
and includes a
Watts
70
100
150
200
250
400
the cost for energizing each street light for
S30.00 charge per light for connecting the I
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
18 months
ght to an
Proposed
Fee
128
162
210
258
322
473
SDG&E service point.
bxnibit 6
STREET LIGHT ENERGIZING FEES
Watts
70
100
150
200
250
400
Above fees are the cost for energizing
- Current (FY'06-07)
Lumens
5,800
9,500
16,000
22,000
30,000
50,000
each street light for 1 8 months
Schedule #6
Current
Fee
124
155
201
247
309
452
and includes a $30.00 charge per light for connecting the light to an
SDG&E service point.
June 2007
LANDSCAPE INSPECTION FEES - Proposed (FY'07-08)Scf^dule #7
:ost of Improvements Fee
SO to 520,000
520,001 to 550,000
550,001 to 5100.000
5100,001 toS250,000
5250,001 to 5750,000
$750,001 and Over
5535
5755
for the first 520,000 of improvements plus 520 for each additional
510,000 or fraction thereof
51.060
for the first 550,000 of improvements plus 520 for each additional
510,000 or fraction thereof
51,510
for the first 5100,000 of improvements plus 5150 for each additional
5100,000 or fraction thereof
51,815
for the first 5250,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
$2,870
for the first $750,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
LANDSCAPE INSPECTION FEES - Current (FY'06-07)Schedule #7
Cost of Improvements Fee
$0 to $20,000
$20,001 to $50,000
$50,001 to $100,000
$100,001 tO$250,000
$250,001 to $750,000
5750,001 and Over
$510
$720
for the first $20,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$1,010
for the first $50,000 of improvements plus $20 for each additional
$10,000 or fraction thereof
$1,440
for the first $100,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
$1,730
for the first $250,000 of improvements plus $150 for each additional
$100,000 or fraction thereof
52,735
for the first 5750,000 of improvements plus $150 for each additional
5100,000 or fraction thereof
June 2007
LANDSCAPE PLAN CHECK FEES -
Cost ot Improvements
SO to 520,000
S20.001 to 550,000
550,001 to 5100,000
5100.001 to 5250,000
5250,001 to 5500,000
5500,001 to 51, 000,000
Over 51. 000, 000
Proposed (FY'07-08) Schedule #8
Fee
5535
$760 plus 3.0% over 520,000
52,195 plus 1.5% over 550,000
53,330 2% over $100,000
54,090 plus 0.15% over 5250,000
54,995 plus 0.1 % over 5500.000
57,570 plus 0.07% over 51,000,000
Exhibit 6
LANDSCAPE PLAN CHECK
Cost of Improvements
SO to 520,000
520,001 to 550,000
550,001 to 5100,000
5100,001 to 5250,000
5250,001 to 5500,000
S500.001 to $1,000,000
Over $1,000,000
FEES - Current (FT06-07)
Fee
5510
5725 plus 3.0% over 520,000
52,090 plus 1 .5% over 550,000
$3,170 plus 0.2% over $100,000
53,895 plus 0.15% over 5250,000
54,755 plus 0.1% over 5500,000
$7,210 plus 0.07% over $1,000,000
Schedule #8
June 2007
Exhibit 6
BUILDING PERMIT FEES Proposed Schedule #9
60% of the 1997 Uniform Building Code Table 1-A fee schedule)
Fees are based on the 2004- 2005 Building Valuation Multipliers published by the
San Diego Area Chapter of the International Conference of Building Officials.
'otal Valuation Fee
$1.00 to $500.00 $14.10
S501.00 to $2,000.00 $14.10 for the first $500.00 plus $1.83 for
each additional $100.00, or fraction thereof,
to and including $2,000.00
$2,001.00 to $25,000.00 $41.55 for the first $2,000.00 plus $8.40 for
each additional $1,000.00, or fraction
thereof, to and including $25,000.00
$25,001.00 to $50,000.00 $234.75 for the first $25,000.00 plus $6.06 for
each additional $1,000.00, or fraction
thereof, to and including $50,000.00
$50,001.00 to $100,000.00 $386.256 for the first $50,000.00 plus $4.20 for
each additional $1,000.00, or fraction
• thereof, to and including $100,000.00
$100,001.00 to $500,000.00 $596.25 for the first $100,000.00 plus $3.36 for
each additional $1,000.00, or fraction
thereof, to and including $500,000.00
$500,001.00 to $1,000,000.00 $1940.25 for the first $500,000.00 plus $2.85
for each additional $1,000.00, or fraction
thereof, to and including $1,000,000.00
$1,000,001.00 and up $3,365.25 for the first $1,000,000.00 plus
$1.89 for each additional $1,000.00 or
fraction thereof
Other Inspections and Fees:
1. Inspections outside of normal business hours $65.00 per hour*
(minimum charge - 2 hours)
2. Reinspection fees assessed under provisions of Section 305 (g) $65.00 per hour*
3. Inspections for which no fee is specifically indicated $65.00 per hour*
(minimum charge - one-half hour)
4. Additional plan review required by changes, additions or revisions to
approved plans $65.00 per hour*
(minimum charge - one-half hour)
* Or the total hourly cost to the jurisdiction, whichever is greatest. This cost shall include
supervision, overhead, equipment, hourly wages and fringe benefits of the employees involved.
Notwithstanding other provisions of this section, the building permit fee for factory built housing
shall be twenty-five percent of the fee shown in Schedule #9, and the plan check fee shall be
sixty-five percent of the building permit fee
June 2007
Exhibit 6
BUILDING PERMIT FEES Current Schedule #9
55% of the 1997 Uniform Building Code Table 1-A fee schedule)
Fees are based on the April, 2006 Building Valuation Multipliers published by the
San Diego Area Chapter of the International Conference of Building Officials.
Total Valuation Fee
$1.00 to S500.00 $12.93
$501.00 to $2,000.00 $12.93 for the first $500.00 plus $1.68 for
each additional $100.00, or fraction thereof,
to and including $2,000.00
$2,001.00 to $25,000.00 $38.09 for the first $2,000.00 plus $7.70 for
each additional $1,000.00, or fraction
thereof, to and including $25,000.00
$25,001.00 to $50,000.00 $215.19 for the first $25,000.00 plus $5.56 for
each additional $1,000.00, or fraction
thereof, to and including $50,000.00
$50,001.00 to $100,000.00 $354.06 for the first $50,000.00 plus $3.85 for
each additional $1,000.00, or fraction
thereof, to and including $100,000.00
$100,001.00 to $500,000.00 $546.56 for the first $100,000.00 plus $3.08 for
each additional $1,000.00, or fraction
thereof, to and including $500,000.00
$500,001.00 to $1,000,000.00 $1778.56 for the first $500,000.00 plus $2.61
for each additional $1,000.00, or fraction
thereof, to and including $1,000,000.00
$1,000,001.00 and up $3,084.81 for the first $1,000,000.00 plus
$2.01 for each additional $1,000.00 or
fraction thereof
Other Inspections and Fees:
1. Inspections outside of normal business hours $60.00 per hour*
(minimum charge - 2 hours)
2. Reinspection fees assessed under provisions of Section 305 (g) $60.00 per hour*
3. Inspections for which no fee is specifically indicated $60.00 per hour*
(minimum charge - one-half hour)
4. Additional plan review required by changes, additions or revisions to
approved plans $60.00 per hour
(minimum charge - one-half hour)
* Or the total hourly cost to the jurisdiction, whichever is greatest. This cost shall include
supervision, overhead, equipment, hourly wages and fringe benefits of the employees involved.
Notwithstanding other provisions of this section, the building permit fee for factory built housing
shall be twenty-five percent of the fee shown in Schedule #9, and the plan check fee shall be
sixty-five percent of the building permit fee
June 2007
L.AI ItUu \j
CITY OF CARLSBAD
MASTER FEE SCHEDULES
SECTION 3
DEVELOPMENT-IMPACT FEES
June 2007
CITY OF CARLSBAD
FEE SCHEDULE
DEVELOPMENT IMPACT FEES
JUNE 2007
txnioit
:ee Description
:ees Subject to Section 66000 of the California Government Code:
Bridge & Thoroughfare - per Single Family Unit (Outside CFD)
Bridge & Thoroughfare - per Condominium Unit (Outside CFD)
Bridge & Thoroughfare - per Apartment Unit (Outside CFD)
Bridge & Thoroughfare - all other - per Avg. Daily Trip (Outside CFD)
Bridge & Thoroughfare District #2 - Zone 5
3ridge & Thoroughfare District #2 - Zone 20
Bridge & Thoroughfare District #2 • Zone 21
Bridge & Thoroughfare District #3 - Fee per ADT
Local Facilities Mngt Plan/Amendment - fee + deposit in min. increments of $5,000
Planned Local Drainage Fees
Public Facilities Fees - 3.5% of Bldg Permit Value (Outside CFD)
Public Facilities Fees - 1 .82% of Bldg Permit Value (Inside CFD)
Sewer Benefit Area Fees
Traffic Impact Fee - Residnt'l Cost Per Trip (Out of CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Out of CFD)
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD)
Traffic Impact Fee - Commrc'l/lndust Cost Per Trip (Inside CFD)
Fees Subject to Section 66012 of the California Government Code:
Park In-Lieu Fees
Sewer Connection (General Capacity all areas plus Sewer Benefit Area Fees)
Water District Fees
Major Facility Fee - Potable Water per EDU
Major Facility Fee - Potable and Reclaimed Water Connection Fees:
Meter Size 5/8" - Displacement
Meter Size 3/4" - Displacement
Meter Size 1* - Displacement
Meter Size 1-1/2" - Displacement
Meter Size 2" - Displacement
Meter Size 3* - Displacement
Meter Size 4" - Displacement
Meter Size 4" - Turbo
Meter Size 6" - Displacement
Meter Size 6" -Turbo
Meter Size 8" - Displacement
Meter Size 8" - Turbo
Note
(2)
(2)
(2)
(2)
(1) (2)
(1) (2)
(2)
(2)
(2)
(2)
(1)
(1)(2)
Current
Fee
530
424
318
22
271
1,407
1,136
159
10,000
111
45
72
29
1,047
3,389
4,831
7,627
14,405
21,692
38,131
59,314
169,469
110,156
338,938
130,197
474,672
Notes:
(1) - See attached schedules and rate tables.
(2) - Fee Increases based on Annual Change in Engineering News Record as Established by Council by Ordinance.
Proposed
Fee
530
424
318
22
281
1,459
1,178
165
10,000
115
46
75
30
1,058
3,423
4,878
7,702
14,547
21,906
38,507
59,899
171,139
111,241
342,279
131,479
479,350
% Change
0° =
0%
0%
0.0%
3.7°=
3.7%
3.7%
3.8%
0.0%
3.6%
2.2%
4.2%
3.4%
1.1%
1.0%
1 .0%
1 .0%
1 .0%
1.0%
1 .0%
1 .0%
1 .0%
1 .0%
1 .0",
1 .0%
1 .0%
June 2007
3-1
PARK IN-LIEU FEES
Quadrant
District 1 - NW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or mere)
Mobile Home
District 2 - NE
Single Family Detached 4 Dup ex
Attached (4 units or 'ess)
Attached (5 units or more]
Mobile Home
District 3 - SW
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Home
District 4 - SE
Single Family Detached & Duplex
Attached (4 units or less)
Attached (5 units or more)
Mobile Homo
Schedule A
Value per Acre
977, GOO
732.QCO
732,000
732,000
Fee Per Unit
37,649
6,414
6.190
4,934
5.728
4,804
4,636
3.696
5,728
4.804
4,636
3,696
5,728
4,804
4,636
3,696
The Park Fee ordinance estabhahs a method ei determining park land vaJuei in each quadrant
Exhibit 6
PLANNED LOCAL DRAINAGE AREA FEES Schedule B
Fee per gross acre
Area / Basin Name
A
B
C
D
Buena Vista Lagoon
Agua Hedtooda Lagoon
Encinas Creek
Batiqurtos Lagoon
Current
Low High
Runoff Runoff
2,208 $3,614
4,748 7,787
3,549 5,809
49 79
Revised
Low High
Runoff Runoff
32,130 53,486
4,578 7,492
3.423 5,602
46 78
% Change
Low High
Runoff Runoff
-353% -3.54%
-358% -3.54%
-3.55% -3.56%
-6.12% -3.80%
Sewer Benefit Area Fee*
Area A
AreaB
AreaC
AreaD
AreaE
Area?
AreaQ
AreaH
Area I
AreaJ
AreaK
AreaL
AreaM
ScheduteC
Current
S 437 $
789
1.832
1,836
2,707
2,722
119
389
446
1.538
3,103
1.215
50
Revised Chanae % Chanae
452 $
798
1,932
1,935
2.854
2,869
123
922
482
1.591
3,210
1,258
62
15
27
100
99
147
147
4
33
16
53
107
43
2
3.43%
3.51%
546%
539%
5.43%
5.40%
3.36%
3.74%
3.59%
3.45%
3.45%
3.54%
3.33°'o
Jure 2C07
(06/11 /2007) Council Jnternef Mailbox - CJTYpF^Page
ALL RECEIVE
For Information ofCity Council
CA ^ CM_±__ CC__J^T
Date fcQ^.JQ'? Asst. City Mgr.From: <578meaney@cox.net>
To: <Council@[205.142.109.13]>
Date: 06/07/07 2:12 PM
Subject: CITY OF CARLSBAD | CONTACT US
A visitor to the City of Carlsbad Web site has completed and posted the "Contact Us" form to department,
City Council.
FOR SECURITY REASONS, DO NOT CHANGE THE SUBJECT LINE.
Below, please find the information that was submitted:
My Daughter (Debbie Sherwood), who is a resident of your beautiful city, asked me to write you and urge
your support in the new swimming pool. Her Son (my Grandson) plays on several water polo teams and
will get great use of the pool.
I sincerely request you to find a way to make this pool happened.
Thank you very much for your attention.
John Meaney
John Meaney
578 Trailridge Dr. Bonita, Ca/USA 91902
578meaney@cox.net
Mozilla/4.0 (compatible; MSIE 6.0; Windows NT 5.1; SV1; .NET CLR 1.0.3705; .NET CLR 1.1.4322;
Media Center PC 4.0)
70.179.7.57
JUN 1 2 2007
CITY OF CARLSBADCITY CLERK'S OFFICE
11City of CarlsbadCity of Carlsbad20072007--2008 2008 Operating Budget WorkshopOperating Budget WorkshopBuilding a Sustainable Community by Building a Sustainable Community by Effectively Managing TodayEffectively Managing Today’’s Resourcess Resources
22Budget CalendarBudget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGSMay 22 May 22 ––CIP WorkshopCIP WorkshopJune 12 June 12 ––Operating Budget WorkshopOperating Budget WorkshopJune 26 June 26 ––Operating Budget and CIPOperating Budget and CIPPublic Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGSJune 20 June 20 ––Citizens Budget WorkshopCitizens Budget Workshop
33Citizens Budget WorkshopCitizens Budget WorkshopWhenWhen::Wednesday,Wednesday,June 20June 20ththWhereWhere::Faraday CenterFaraday Center1635 Faraday Avenue1635 Faraday AvenueRoom 173BRoom 173BTimeTime::5:00pm5:00pmCall the Finance Department at:(760) 602-2430 for additional information.
44City of Carlsbad BudgetCity of Carlsbad BudgetWaterReplace-mentSewerITCDBGHousingGeneralFundGCCCFDTIFParkIn LieuPublic Facilities FeesOperating BudgetCapital Improvement Program
55City of CarlsbadCity of CarlsbadCombined BudgetCombined BudgetGeneral51%Redevelopment1%Special Revenue5%Enterprise23%Internal Services6%$223.3 millionOperating Budget – 86%Capital – 14%Capital14%
6620072007--08 Operating Budget 08 Operating Budget AgendaAgenda99Economic Overview and RevenuesEconomic Overview and Revenues99Forecast for the General FundForecast for the General Fund99Budget RequestsBudget Requests99Other Fund SummariesOther Fund Summaries99Changes to City Fees Changes to City Fees
77National PerspectiveNational Perspective•GDP growth 2.5-3.0%•Economy is slowAccording to UCLA Anderson Forecast the real estate market is slowing down the economy, however a recession is not likely due to strength in the job market.
88State PerspectiveState PerspectiveUCLA Anderson forecast:UCLA Anderson forecast:Mortgage defaults are rising with potential of high foreclosure rates during summer 2007Government and lenders working on bail-out procedures for troubled homeowners
99San Diego Economic IndicatorsSan Diego Economic IndicatorsAccording to Alan Gin, a USD economist, construction and real estate related jobs are declining. These job losses along with high gasoline prices are slowing the local economy.
1010CarlsbadCarlsbad’’s Economic Profiles Economic ProfileHome pricesHome pricesTaxable Taxable transactionstransactionsTourismTourismPopulation Population growthgrowth
1111$0$100$200$300$400$500$600$700$8002000 2001 2002 2003 2004 2005 2006 2007Fiscal YearCarlsbadCarlsbadMedian Home PricesMedian Home Prices$750,000In thousandsResales
1212Residential PermitsResidential PermitsFiscal Year•Villages at La Costa 600 units*•Robertson Ranch 450 units*•La Costa Greens 300 units* * EstimatesFuture Master Planned Communities0250,000500,000750,0001,000,0001,250,0001,500,0001,750,0002,000,0002,250,0002,500,0002000200120022003200420052006200720082009201020112012ProjectedActual
1313$0.0$5.0$10.0$15.0$20.0$25.02000 '01 '02 '03 '04 '05 '06 '07e '08e$0$10$20$30$40$50$60Assessed ValuesProperty TaxesAssessed Values and Assessed Values and Property TaxesProperty TaxesFYBillionsMillions8.7% increase in assessed values;11.3% growth in property taxes
1414Sales Taxes by CategorySales Taxes by Category$28.5 million$28.5 millionBusiness15%Retail33%Transportation36%Food13%Construction3%
1515Sales Taxes by Geo AreaSales Taxes by Geo AreaMillions$0$1$2$3$4$5$6$799/4 00/2 00/4 01/2 01/4 02/2 02/4 03/2 03/4 04/2 04/04 05/02 05/04 06/02Benchmark Year Auto Mall Carlsbad Redevelopment Area Plaza Camino Real Crossroads Premium Outlets The Forum
1616'01 '02 '03 '04 '05 '06 '07e '08eAll OthersLa Costa/Four SeasonsTransient Occupancy TaxesTransient Occupancy Taxes$12.8M $13.6M
1717Hotel Rooms in CarlsbadHotel Rooms in Carlsbad2,0004,00002040608Hotel additions since 2001:Hampton InnHomewood SuitesWest InnExtended StayInns of AmericaHiltonMarriott, Residence InnOver 3,600 Rooms
1818Franchise TaxesFranchise Taxes$0$1$2$3$4$5$6$7$8'00 '01 '02 '03 '04 '05 '06 '07e '08eCableTrashGas/ElecIn Millions$7.5M$5.3M $5.6M
1919Operating Revenues Operating Revenues By SourceBy SourceOther1%Other Gov't & Other6%Interest/ Rents3%Licenses/ Permits / Fines1%Interdept.8%Taxes55%Fees/ Charges26%Total = $196.2 million
2020Operating Revenues Operating Revenues By Fund TypeBy Fund TypeInternal Services7%General62%Enterprise24%Special Revenue5%Redevelopment2%Total = $196.2 million
2121General Fund RevenuesGeneral Fund RevenuesFiscal Year 2007Fiscal Year 2007--0808All others16%Hotel Tax*11%Business License3%Franchise*5%Property*41%Sales*24%*Four sources make up 81%$121.0 million
2222General Fund BudgetGeneral Fund BudgetFY 2007FY 2007--0808Revenues:Revenues:$ 121.0 million$ 121.0 millionBudget Requests Budget Requests $ 115.6 million$ 115.6 millionProjected Surplus:Projected Surplus:$ 5.4 million$ 5.4 million
2323General Fund BalanceGeneral Fund BalanceEstimated Balance at Estimated Balance at 6/30/076/30/07$ 60.7 million$ 60.7 millionPlus: FY 08 SurplusPlus: FY 08 Surplus5.4 million5.4 millionLess AdvanceLess Advance(Medians/SCCRA Funds)(Medians/SCCRA Funds)--.1 million.1 millionEstimated Balance at $ 66.0 millionEstimated Balance at $ 66.0 million6/30/086/30/08
2424Forecast AssumptionsForecast AssumptionsCPI: CPI: 3%3%Taxable sales Taxable sales 4.0% to 4.5%4.0% to 4.5%Energy prices Energy prices No spikes No spikes Development Development Citywide projectionsCitywide projectionsSalary increasesSalary increases3.53.5--4% per year4% per yearRetirement costsRetirement costsAll includedAll included--stabilizedstabilizedPosition growthPosition growth77--10 new per year10 new per yearOther expenses Other expenses CPI + populationCPI + populationNew facilitiesNew facilitiesPer CIPPer CIP
2525General FundGeneral FundRevenues and ExpendituresRevenues and ExpendituresGeneral Fund Revenues and Expenditures-501001502002006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016Fiscal Year$ MillionsRevenuesExpenditures
2626Net Revenues over (under) ExpendituresMillionsForecast ComparisonForecast ComparisonFY 06FY 08FY 07FY 05BalancedFY 04-$15-$10-$5$0$5$10$15'04 '06 '08 '10 '12 '14 '16FY 06FY 08FY 07FY 05BalancedFY 04
2727RETIREE HEALTH CARE RETIREE HEALTH CARE COSTSCOSTSGovernment Accounting Standards Government Accounting Standards Board RequirementBoard Requirement––City of Carlsbad EmployeesCity of Carlsbad Employees––Former Water District EmployeesFormer Water District EmployeesFiscal ImpactFiscal Impact––OneOne--time time --$7.9M (General Fund$7.9M (General Fund’’s share s share $4.8m)$4.8m)––OnOn--going going --$368k (General Fund$368k (General Fund’’s share s share $285k)$285k)
2828Major Uncertainties Major Uncertainties in the Forecastin the ForecastEconomy Economy ––Most economists concerned with real Most economists concerned with real estate and construction related industriesestate and construction related industries––Recession still not expectedRecession still not expectedState BudgetState Budget––$3$3--5 billion annual structural imbalance 5 billion annual structural imbalance ––Unknown solutionsUnknown solutions
2929State of California State of California Budget DeficitBudget DeficitStructural Structural Deficit =Deficit =$3$3--5 billion5 billion--Reflects the Reflects the reliance on reliance on borrowing and borrowing and other oneother one--time time savingssavings
303020072007--0808Budget RequestsBudget RequestsDavid BarnumDavid BarnumFinance ManagerFinance Manager
3131Budget ProcessBudget ProcessLT reviews budgets & CM recommends to CouncilDepartments submit requests to Finance2007/08 10 Year Forecast Completed Finance Distributes Budget ManualCouncil Adopts Budget
3232Building a Sustainable Building a Sustainable Community by Effectively Community by Effectively Managing TodayManaging Today’’s Resourcess ResourcesMaintain current service levelsMaintain current service levelsNew programs may be considered if:New programs may be considered if:City Council Strategic GoalsCity Council Strategic GoalsCritical to City of CarlsbadCritical to City of Carlsbad’’s Missions MissionRequired by Legal MandateRequired by Legal MandateLimited new positionsLimited new positionsA balanced budget and longA balanced budget and long--term plan term plan for staying in balancefor staying in balance
3333Budget OverviewBudget OverviewProposed Budget $192.3 millionProposed Budget $192.3 millionTotal Workforce•710 full time•137.77 FTE hourly21 New Positions 3% increase
3434Budget OverviewBudget OverviewNew PositionsNew PositionsFull TimeFull TimePart TimePart TimePublic SafetyPublic Safety55PT to FT ConversionPT to FT Conversion22(.5)(.5)Public WorksPublic Works22Library (RFID)Library (RFID)(7.5)(7.5)Community Development (GIS)Community Development (GIS)11Human Resources (Limited Term)Human Resources (Limited Term)11.25.25New FacilitiesNew Facilities111.41.4Storm Water (Unfunded Mandate)Storm Water (Unfunded Mandate)3.53.5Waste Water Discharge Waste Water Discharge (Unfunded Mandate)(Unfunded Mandate)5.55.5TotalTotal2121(6.35)(6.35)
3535Enterprise27%Internal Service7%Special Revenue5%Redevelopment1%General Fund60%Operating BudgetOperating BudgetTotal Budget = $192.3 million
3636General FundGeneral FundPublic WorksContingencyNon DepartmentalCommunity ServicesCommunity DevelopmentPublic SafetyPolicy/ LeadershipTotal Budget = $115.6 million
3737Infrastructure Replacement Infrastructure Replacement FundFundFunds the Replacement of Buildings Funds the Replacement of Buildings and Facilities (non water or sewer)and Facilities (non water or sewer)Annual ContributionAnnual Contribution––FY 2005FY 2005--06 06 --$4.3 million$4.3 million––FY 2006FY 2006--07 07 --$7.2 million$7.2 million––FY 2007FY 2007--08 08 --$7.9 million$7.9 million
3838General FundGeneral FundPublic WorksContingencyNon DepartmentalCommunity ServicesCommunity DevelopmentPublic SafetyPolicy/ LeadershipTotal Budget = $115.6 million
393920072007--08 Operating Budget08 Operating BudgetPolice DepartmentPolice DepartmentPolice Chief Tom ZollPolice Chief Tom Zoll
4040PositionsPositions4 new positions4 new positions1 conversion part time1 conversion part timeto full timeto full time
4141Property and EvidenceProperty and EvidenceIncreased volume in Increased volume in property and evidence property and evidence itemsitems1 position since early 80s1 position since early 80sSecond position will provide Second position will provide better coverage and better coverage and increased customer serviceincreased customer service
4242Traffic Sergeant & Motor OfficerTraffic Sergeant & Motor OfficerTraffic issues continue to be of high concern Traffic issues continue to be of high concern to citizensto citizensSecond sergeant will improve field supervision Second sergeant will improve field supervision and span of controland span of controlMotor officers will Motor officers will increase from 6 to 7increase from 6 to 7Additional motor will Additional motor will increase enforcement, increase enforcement, customer service, and customer service, and coveragecoverage
4343Patrol OfficerPatrol OfficerHelp meet increasing Help meet increasing volume as City volume as City continues to growcontinues to growWill assist with Will assist with downtown downtown enforcementenforcement
4444Information TechnologyInformation Technology•To support the goal of keeping vehicle systems operational 24/7.•Help meet IT needs of the 80+ mobile computers added in less than 2 years•Support 10+ separate systems in the mobile computers
4545Carlsbad Fire DepartmentFire Chief Kevin Crawford
4646Boundary DropBoundary DropStandardization of OperationsStandardization of OperationsExpanded Operational ReadinessExpanded Operational ReadinessOceanside joins Regional Fire Dispatch and Oceanside joins Regional Fire Dispatch and becomes actively involved in boundary dropbecomes actively involved in boundary drop
4747Boundary Drop Boundary Drop First 100 DaysFirst 100 Days2007 ACTIVITY COMPARISON RESPONDING INTO CARLSBAD 208 RESPONDING OUT OF CARLSBAD 204
4848Station AlertingStation Alerting
4949Mobile Data Computers (MDC)Mobile Data Computers (MDC)with Automatic Vehicle Location (AVL)with Automatic Vehicle Location (AVL)
5050QuintQuintCurrently equipping and trainingCurrently equipping and trainingTo be placed in service by Fall 2007To be placed in service by Fall 2007Will be centrally located at Fire Station No. 5Will be centrally located at Fire Station No. 5
5151New PositionNew PositionBattalion Chief Battalion Chief --AdministrationAdministrationFleetFleetFacilitiesFacilitiesTechnology integrationTechnology integrationPersonnel hiring, testing, and promotionPersonnel hiring, testing, and promotionCommunication coordinationCommunication coordinationProject management Project management
5252Jim ElliottJim ElliottAdministrative Services Administrative Services DirectorDirectorAdministrative Administrative ServicesServices
5353Economic SustainabilityEconomic SustainabilityFinancing City ServicesFinancing City ServicesAssure Economic SustainabilityAssure Economic Sustainability––General Fund General Fund ––10 year forecast10 year forecast––Water and Sewer Funds Water and Sewer Funds ––Rate Models and forecastsRate Models and forecasts––Special Funds Special Funds ––On a case by case basisOn a case by case basisThe effect of mandated programsThe effect of mandated programs––Storm WaterStorm Water––Waste Discharge RegsWaste Discharge Regs––Coastal / Open SpaceCoastal / Open Space––And moreAnd more
5454Economic SustainabilityEconomic SustainabilityFinancing City ServicesFinancing City ServicesSpecial City ServicesSpecial City Services––Open space / HMPOpen space / HMP––Park development / trails / maintenancePark development / trails / maintenance––Street lights / trees / mediansStreet lights / trees / medians––Storm water and/or flood controlStorm water and/or flood controlRecommendations to CouncilRecommendations to Council––Financial forecastsFinancial forecasts––Financing alternativesFinancing alternatives
5555Environmental SustainabilityEnvironmental SustainabilityCarlsbad Environmental ResourceCarlsbad Environmental ResourceManagement Team (CERMT)Management Team (CERMT)Continue to focus on SustainabilityContinue to focus on SustainabilityEnergyEnergy––Computing greenhouse gas emissionsComputing greenhouse gas emissions––Fleet alternativesFleet alternatives––Future focusFuture focusStorm Water / WDRStorm Water / WDRDesalinationDesalinationHMP / Open spaceHMP / Open space
5656Information TechnologyInformation TechnologyTechnology Master PlanTechnology Master Plan––Current Current ––Silo approach to systems and dataSilo approach to systems and data––Future Future ––Holistic / integrated approachHolistic / integrated approach––Road map Road map --August 2007August 2007Priorities / dependencies / investments requiredPriorities / dependencies / investments required––Annual review Annual review ––Costs and benefitsCosts and benefitsRecommendations to CouncilRecommendations to Council
5757Human ResourcesHuman ResourcesAddition of 1 Addition of 1 ––limited term limited term ––positionposition––Recruitment servicesRecruitment servicesPositions filled:Positions filled:––20042004--05 05 ––85 85 ––20052005--06 06 ––124 124 ––20062006--07 07 ––118 (through May)118 (through May)––Total in 3 years > 330 hiresTotal in 3 years > 330 hires––Total full time workforce (2006Total full time workforce (2006--07) 07) ––676 676
5858Community Community DevelopmentDevelopmentDebbie FountainDebbie FountainHousing and Redevelopment Housing and Redevelopment DirectorDirector
5959New GIS Technician PositionsNew GIS Technician PositionsAn additional technician will enable the GIS An additional technician will enable the GIS Department to focus attention on:Department to focus attention on:----Maintaining current service levels Maintaining current service levels ----Preparing for increases in service requests from new Preparing for increases in service requests from new programs programs ----Maintaining the quality of existing GIS informationMaintaining the quality of existing GIS information----Developing new maps needed by new programs Developing new maps needed by new programs (information that city staff need but the GIS does not (information that city staff need but the GIS does not have) have) ----Maintaining existing database and web mapping Maintaining existing database and web mapping systems to deliver valuable, onsystems to deliver valuable, on--time information to time information to staffstaff
6060General Plan UpdateGeneral Plan UpdateUpdate General Plan, Local Coastal Update General Plan, Local Coastal Program, & Zoning OrdinanceProgram, & Zoning OrdinancePrepare Program Environmental Impact Prepare Program Environmental Impact ReportReport
6161Two Phase Update ProgramTwo Phase Update ProgramPhase 1Phase 1----Public OutreachPublic Outreach----AnalysisAnalysis----Final Scope of WorkFinal Scope of Work
6262Two Phase Update ProgramTwo Phase Update ProgramPhase 2Phase 2----Draft update to all documentsDraft update to all documents----Public review & hearing processPublic review & hearing process----ApprovalApproval
6363Community Services Community Services and Communicationsand CommunicationsLisa HildabrandLisa HildabrandAssistant City ManagerAssistant City Manager
64643 New Parks3 New ParksAviara CommunityParkHidden CanyonParkPine Avenue Park
6565Senior Center ExpansionSenior Center ExpansionSECOND FLOORADMINISTRATIVE OFFICESFIRST FLOORSENIOR ACTIVITIES
6666Carlsbad City Library Carlsbad City Library Learning CenterLearning CenterPreliminary site Preliminary site work completedwork completedHead Start in new Head Start in new modular facilitymodular facilityDemolition work complete; new Demolition work complete; new framing in processframing in process
6767Learning Center OpeningLearning Center OpeningEstimated August, 2008Estimated August, 2008
6868Leo Carrillo Expansion ProjectLeo Carrillo Expansion Project
6969Radio Frequency IdentificationRadio Frequency Identification(RFID)(RFID)RFID tags for 330,000 library itemsInstallation, testing and training –February/March/AprilSelf-checks available to public – AprilSelf-check use first 3 months:28%
7070RFID RFID 20072007--08 Budget Impacts08 Budget ImpactsReduction of 7.5 FTE part-time staff9Realized over first six months9Achieved by attritionBudget reduction of $156,450
7171CommunicationsCommunicationsCity Website: City Website: a premier communication toola premier communication toolVideo Delivery ServicesVideo Delivery ServicesVolunteersVolunteers
7272City of Carlsbad Web SiteCity of Carlsbad Web SiteNow! Streaming live! Now! Streaming live! ––City Council and Planning Commission meetings City Council and Planning Commission meetings ––www.carlsbadca.govwww.carlsbadca.gov. . More programs and events to come!More programs and events to come!Next year: Next year: ––Redesigned Web siteRedesigned Web site––Improved content management (aka: better stuff!)Improved content management (aka: better stuff!)
7373Video Delivery ServicesVideo Delivery ServicesIn January, the state of California took over In January, the state of California took over cable franchise authority from the City.cable franchise authority from the City.––Streamlined process for providersStreamlined process for providers––Encourage competitionEncourage competitionNext yearNext year’’s goals:s goals:––Clarify customer service responsibilitiesClarify customer service responsibilities––Determine City programming costs/delivery methodsDetermine City programming costs/delivery methods
7474VolunteersVolunteersExpanded programsExpanded programs––ProjectProject--basedbased––Tree planting Tree planting ––Graffiti eradicationGraffiti eradication––Golf course player Golf course player assistantsassistants
7575Stats 2007Stats 200780 80 CityStuffCityStuffvolunteers generously shared volunteers generously shared their timetheir time1,340 third graders1,340 third graders61 classrooms 61 classrooms 14 Carlsbad 14 Carlsbad elementary schools elementary schools
7676Public WorksPublic WorksMark StoneMark StoneDeputy Public Works DirectorDeputy Public Works Director
7777Public WorksPublic WorksNew PositionsNew PositionsNew Mandated ProgramsNew Mandated Programs––Wastewater Discharge RequirementWastewater Discharge Requirement––Storm WaterStorm WaterCapital OutlayCapital Outlay
7878New PositionsNew Positions……Cross Connection Control TechnicianCross Connection Control Technician(Enterprise Fund, Outside of Block)(Enterprise Fund, Outside of Block)Business System TechnicianBusiness System Technician(Enterprise / General Fund)(Enterprise / General Fund)Maintenance Aide Maintenance Aide ––StreetsStreets(General Fund)(General Fund)Building Maintenance WorkerBuilding Maintenance Worker(General Fund)(General Fund)
7979New PositionsNew PositionsCross Connection Cross Connection Control Technician:Control Technician:Meets requirements of Meets requirements of Federal and State Federal and State Regulatory AgenciesRegulatory AgenciesBusiness System Business System Technician:Technician:Provide support for the Provide support for the integration of IT systems integration of IT systems used by Public Worksused by Public Works
8080New PositionsNew PositionsMaintenance Aide Maintenance Aide --StreetsStreetsConversion of temporary fundingConversion of temporary funding––Preventive and Emergency Maintenance Preventive and Emergency Maintenance NeedsNeedsBuilding Maintenance WorkerBuilding Maintenance WorkerRelated to the opening of new City Related to the opening of new City facilities such as the Library Learning facilities such as the Library Learning Center and the Senior Center ExpansionCenter and the Senior Center Expansion
8181New ProgramsNew Programs……Wastewater Discharge RequirementWastewater Discharge RequirementStorm WaterStorm Water
8282Wastewater Discharge Wastewater Discharge Requirement (WDR)Requirement (WDR)State Water Resources State Water Resources Control Board Mandate Control Board Mandate (Order No. 2006(Order No. 2006--0303--DWG)DWG)––GoalGoal: Reduce sewer : Reduce sewer overflows statewideoverflows statewideProgramProgram
8383Wastewater Discharge Wastewater Discharge RequirementRequirement(continued)(continued)WDR WDR --DetailsDetails––Total Request: $957,707 (1Total Request: $957,707 (1ststyear)year)––New Personnel:New Personnel:ÙÙPW SuperintendentPW SuperintendentÙÙ4 Utility Workers4 Utility WorkersÙÙSenior Office Specialist (0.5)Senior Office Specialist (0.5)
8484Wastewater Discharge Wastewater Discharge RequirementRequirement(continued)(continued)WDR WDR ––Details Details (continued)(continued)––Capital Outlay:Capital Outlay:ÙÙVactorVactorÙÙVideo Inspection Van Video Inspection Van ÙÙ2 Pick2 Pick--up Trucks with up Trucks with extended cab extended cab
8585Storm WaterStorm WaterThe San Diego Regional Water Quality Control The San Diego Regional Water Quality Control Board (RWQCB) issued a National Pollutant Board (RWQCB) issued a National Pollutant Discharge Elimination System (NPDES) PermitDischarge Elimination System (NPDES) PermitRWQCB issued a new Municipal Storm Water RWQCB issued a new Municipal Storm Water Permit in January 2007Permit in January 2007GoalGoal: Clean Recreational Water : Clean Recreational Water ProgramProgram
8686Storm Water Storm Water (continued)(continued)Total Request Total Request --$2,150,850$2,150,850New PersonnelNew Personnel::––Senior Construction Inspector Senior Construction Inspector ––Environmental SpecialistEnvironmental Specialist––Public Works SupervisorPublic Works Supervisor––Senior Office Specialist (0.5)Senior Office Specialist (0.5)Capital OutlayCapital Outlay::––3 Pick3 Pick--up Trucks up Trucks
8787Capital OutlayCapital Outlay……––La Costa Canyon Park Restroom Remodel La Costa Canyon Park Restroom Remodel and Stagecoach Park Restroom and Stagecoach Park Restroom Refurbishment ($280,000)Refurbishment ($280,000)––Calavera and Stagecoach Community Calavera and Stagecoach Community Center gym floor resurfacing ($50,000)Center gym floor resurfacing ($50,000)––Street Light Pole Replacement/ Safety Street Light Pole Replacement/ Safety Upgrade ($280,000)Upgrade ($280,000)
8888Other FundsOther Funds
8989Water Enterprise FundWater Enterprise FundOtherProperty TaxWater SalesInterestEstimated Revenue = $28.9 millionBudget = $31.0 millionDepreciationPersonnelPurchased WaterOther
9090Water Enterprise ExpendituresWater Enterprise ExpendituresCounty Water Authority56%City Operations31%Repl. Transfers13%
9191Proposed Water Rate IncreaseProposed Water Rate IncreaseConservation Rate Conservation Rate ••Current Rate $1.51 per unitCurrent Rate $1.51 per unit••Proposed Rate $1.59 per unitProposed Rate $1.59 per unitStandard Rate Standard Rate ••Current Rate $1.68 per unitCurrent Rate $1.68 per unit••Proposed Rate $1.76 per unitProposed Rate $1.76 per unit
9292Proposed Water Rate IncreaseProposed Water Rate IncreaseRecycled Water Rate Recycled Water Rate ••Current Rate $1.60 per unitCurrent Rate $1.60 per unit••Proposed Rate $1.68 per unitProposed Rate $1.68 per unitAgricultural Water Rate Agricultural Water Rate ••Current Rate $1.37 per unitCurrent Rate $1.37 per unit••Proposed Rate $1.45 per unitProposed Rate $1.45 per unit
9393Water and Wastewater Rate Comparison$0$50 $100 $150Del Mar, City ofSanta Fe ID (RSF)San Diego, City ofVista Irrigation District (Vista)San Dieguito WD (Encinitas)Oceanside, City ofSanta Fe ID (Solana Beach)San Dieguito WD (Leucadia)Carlsbad proposed FY08Monthly CostWaterSewer
9494Sanitation Enterprise FundSanitation Enterprise FundOtherInterestService ChargesEstimated Revenue = $8.7 millionOtherDepreciationPersonnelEncinaBudget = $10.8 million
9595ProposedProposedSewer Rate IncreaseSewer Rate IncreaseCommercial and Residential Commercial and Residential ••10.6% increase for FY 0710.6% increase for FY 07--0808••Potential for future rate increasesPotential for future rate increasesResidential Rate Residential Rate ••Current Rate $14.65/monthCurrent Rate $14.65/month••Proposed Rate $16.20/monthProposed Rate $16.20/month
9696Solid Waste Enterprise FundSolid Waste Enterprise FundOtherRecycling FeesInterestTrash SurchargeEstimated Revenue = $3.8 millionBudget = $4.2 millionRecyclingStorm Water
9797ProposedProposedSolid Waste IncreaseSolid Waste IncreaseCommercial and Residential Commercial and Residential ••13.3% increase for FY 0713.3% increase for FY 07--0808••Potential for future rate increasesPotential for future rate increasesResidential Rate Residential Rate ••Current Rate $17.50/monthCurrent Rate $17.50/month••Proposed Rate $19.84/monthProposed Rate $19.84/month
9898Monthly Utility RatesMonthly Utility RatesProposed Increase Proposed Increase CurrentProposedSewerSolid WasteWaterMonthly Increase% Increase$ 14.65$ 17.50$ 43.35$ 75.50$ 16.20$ 19.84$ 47.32$ 83.36$ 7.8610.4%
9999Special Revenue FundsSpecial Revenue FundsBlock grantOtherSection 8Maintenance DistrictsTotal Budget = $10.5 million
100100Risk MgmtHealth InsuranceVehicle MaintVehicle ReplWorkers CompInformation TechnologyInternal Service FundsInternal Service FundsTotal Budget $13.0 million
101101Fee UpdatesFee Updates
10210220062006--07 Fee Study Completed07 Fee Study CompletedStaff and Independent Consultant Staff and Independent Consultant RecommendationsRecommendations––Facilities Fees Facilities Fees ––5% increase5% increase¾¾Senior Center Activity Room Senior Center Activity Room ––Development Related Service Fees Development Related Service Fees --5% 5% increase increase ––Development Impact Fees Development Impact Fees ––ENR Index ENR Index
103103Budget CalendarBudget CalendarCOUNCIL MEETINGSCOUNCIL MEETINGSMay 22 May 22 ––CIP WorkshopCIP WorkshopJune 12 June 12 ––Operating Budget WorkshopOperating Budget WorkshopJune 26 June 26 ––Operating Budget and CIPOperating Budget and CIPPublic Hearing and AdoptionPublic Hearing and AdoptionOTHER PUBLIC MEETINGSOTHER PUBLIC MEETINGSJune 20 June 20 ––Citizens Budget WorkshopCitizens Budget Workshop
104104Citizens Budget WorkshopCitizens Budget WorkshopWhenWhen::Wednesday,Wednesday,June 20June 20ththWhereWhere::Faraday CenterFaraday Center1635 Faraday Avenue1635 Faraday AvenueRoom 173BRoom 173BTimeTime::5:00pm5:00pmCall the Finance Department at:(760) 602-2430 for additional information.
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