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Home My WebLink About; ; 2013-2014 Operating Budget and Capital Improvement Program; 2013-07-01Capital Improvement Program 2013-20142013-20142013-20142013-20142013-20142013-2014 Operating Budget and Overview Overview A-1 City Hall 1200 Carlsbad Village Drive ° Carlsbad, CA 92008 ° 760-434-2820 ° 760-720-9461 fax www.carlsbadca.gov To the Honorable Mayor and City Council: 2013-14 BUDGET TRANSMITTAL I am pleased to submit the Fiscal Year 2013-14 Operating Budget and Capital Improvement Program for the City of Carlsbad. The combined budget totals $259.5 million, with projected revenues of $264.1 million. Revenues received in prior years will be used to fund some capital improvement appropriations in 2013-14. Of the total budget, $214.7 million, or 83 percent, will be used to fund the operations of the city, while $44.7 million, or 17 percent, will go towards capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for services, programs, and capital projects that will assist the Council in the achievement of its vision for Carlsbad. The financial outlook for the coming fiscal year offers continued optimism, as major revenue sources, such as sales tax and transient occupancy tax, demonstrate the health of the Carlsbad business environment. General Fund revenues for FY 2013-14 are anticipated to be $3.7 million, or 3.2 percent, higher than revenues received in the previous fiscal year. General Fund revenues are forecast to reach $121 million in the coming year and, although we have not reached the pre-recession high of approximately $123 million, this will be the fourth consecutive year of revenue growth. This budget represents a continued commitment to deliberate financial management, as departments provided additional reductions in full-time equivalent positions and held the line on new programs and expenditures. The budget is structurally balanced for the long-term, and we project a steadily improving financial picture over the coming years, although we acknowledge that significant unforeseen events could rapidly alter the economic environment and our forecast. Overall, a stabilizing economy is providing a boost to many General Fund revenues, and the housing marking is showing signs of improvement, bolstering the outlook for revenues generated from property and development. Property tax revenues have reversed the downward trend of the past few years and are expected to increase, by 1.5 percent, this year, generating $48.4 million. Sales tax revenues are expected to increase by 4 percent in the coming year, as receipts from automobiles and retail sales push revenues back above pre-recession levels. Transient occupancy tax, or hotel tax, also offers a bright spot in the budget, as revenues from this source are expected to increase by 6.2 percent, due to additional rooms added over the past year and improving occupancy and daily room rates for existing hotel rooms. Overall, the city’s total Operating Budget for FY 2013-14 has increased by $4.4 million, or 2.1 percent, from the previous year. This is partially due to the anticipated opening of Alga Norte Park, as well as increases in the Water Enterprise Fund, resulting from increases in the cost of purchasing water and recycled water, and in the Self-Insured Benefits Fund, to address anticipated future pension rate increases. The General Fund Operating Budget increased by $4.5 million, or 3.9 percent, as compared to the previous year. The major components of this increase include a $1.5 million transfer to the General Capital Construction Fund for Village and Barrio revitalization projects, a $750,000 transfer to the Risk Management fund for increases in settlements and estimated claims, a $2.0 million contribution to the city’s pension plan in order A-1 City Hall 1200 Carlsbad Village Drive ° Carlsbad, CA 92008 ° 760-434-2820 ° 760-720-9461 fax www.carlsbadca.gov To the Honorable Mayor and City Council: 2013-14 BUDGET TRANSMITTAL I am pleased to submit the Fiscal Year 2013-14 Operating Budget and Capital Improvement Program for the City of Carlsbad. The combined budget totals $259.5 million, with projected revenues of $264.1 million. Revenues received in prior years will be used to fund some capital improvement appropriations in 2013-14. Of the total budget, $214.7 million, or 83 percent, will be used to fund the operations of the city, while $44.7 million, or 17 percent, will go towards capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for services, programs, and capital projects that will assist the Council in the achievement of its vision for Carlsbad. The financial outlook for the coming fiscal year offers continued optimism, as major revenue sources, such as sales tax and transient occupancy tax, demonstrate the health of the Carlsbad business environment. General Fund revenues for FY 2013-14 are anticipated to be $3.7 million, or 3.2 percent, higher than revenues received in the previous fiscal year. General Fund revenues are forecast to reach $121 million in the coming year and, although we have not reached the pre-recession high of approximately $123 million, this will be the fourth consecutive year of revenue growth. This budget represents a continued commitment to deliberate financial management, as departments provided additional reductions in full-time equivalent positions and held the line on new programs and expenditures. The budget is structurally balanced for the long-term, and we project a steadily improving financial picture over the coming years, although we acknowledge that significant unforeseen events could rapidly alter the economic environment and our forecast. Overall, a stabilizing economy is providing a boost to many General Fund revenues, and the housing marking is showing signs of improvement, bolstering the outlook for revenues generated from property and development. Property tax revenues have reversed the downward trend of the past few years and are expected to increase, by 1.5 percent, this year, generating $48.4 million. Sales tax revenues are expected to increase by 4 percent in the coming year, as receipts from automobiles and retail sales push revenues back above pre-recession levels. Transient occupancy tax, or hotel tax, also offers a bright spot in the budget, as revenues from this source are expected to increase by 6.2 percent, due to additional rooms added over the past year and improving occupancy and daily room rates for existing hotel rooms. Overall, the city’s total Operating Budget for FY 2013-14 has increased by $4.4 million, or 2.1 percent, from the previous year. This is partially due to the anticipated opening of Alga Norte Park, as well as increases in the Water Enterprise Fund, resulting from increases in the cost of purchasing water and recycled water, and in the Self-Insured Benefits Fund, to address anticipated future pension rate increases. The General Fund Operating Budget increased by $4.5 million, or 3.9 percent, as compared to the previous year. The major components of this increase include a $1.5 million transfer to the General Capital Construction Fund for Village and Barrio revitalization projects, a $750,000 transfer to the Risk Management fund for increases in settlements and estimated claims, a $2.0 million contribution to the city’s pension plan in order A-2 to adequately address our liability for future benefits and funding for the operations and maintenance of Alga Norte Park. The Adopted Budget provides an additional $44.7 million in the city’s Capital Improvement Program, which brings total programmed expenditures to $499.5 million for approximately 240 projects to build or improve the city’s roads, parks, water and sewer infrastructure and civic projects. Some of the more significant projects for the coming year include major renovation and refurbishment at the Cole and Dove libraries, Village and Barrio revitalization projects which will provide additional lighting, way finding signage, traffic circles, and streetscape improvements. In addition, funding for construction of the desalinated seawater transmission main is included in the coming year. The City of Carlsbad’s long history of fiscal discipline, along with a well-diversified revenue base, has helped the city earn a AAA credit rating, the highest possible. The city continues to maintain best practices in the management of its finances and include long term planning tools in its forecasting to ensure that decisions made today will also provide positive impact to the city in the future. The Adopted Budget continues to provide for the fiscal stability of the city. The FY 2013-14 budget provides funding for maintenance and replacement of aging infrastructure, including facilities, streets, sidewalks, and drainage. As in past years, Council approved a contribution of 6.5 percent of forecast General Fund revenues to the Infrastructure Replacement Fund, adding $7.8 million. In maintaining fiscal stability for the city, the City Council has adopted a responsible General Fund reserve policy, which ensures that adequate resources are available to mitigate cash needs that may result from unforeseen events, such as emergencies or natural disasters. The reserve policy sets a minimum General Fund reserve level of 30 percent of General Fund operating expenditures and a target of 40 to 50 percent of the General Fund operating expenditures. The current reserve is projected to be approximately 54 percent of General Fund operating expenditures for FY 2013-14. I would like to express my appreciation to the City Council for providing the long-term vision and support that are crucial for the city to achieve its goals. I would also like to recognize the contributions of city staff for providing budgetary solutions that allowed us to meet the economic challenges of the past years, while maintaining the high service levels expected by our community. The City of Carlsbad is well-positioned to maintain an excellent quality of life for our residents and a strong economic base for local businesses for years to come. JOHN COATES City Manager A-2 to adequately address our liability for future benefits and funding for the operations and maintenance of Alga Norte Park. The Adopted Budget provides an additional $44.7 million in the city’s Capital Improvement Program, which brings total programmed expenditures to $499.5 million for approximately 240 projects to build or improve the city’s roads, parks, water and sewer infrastructure and civic projects. Some of the more significant projects for the coming year include major renovation and refurbishment at the Cole and Dove libraries, Village and Barrio revitalization projects which will provide additional lighting, way finding signage, traffic circles, and streetscape improvements. In addition, funding for construction of the desalinated seawater transmission main is included in the coming year. The City of Carlsbad’s long history of fiscal discipline, along with a well-diversified revenue base, has helped the city earn a AAA credit rating, the highest possible. The city continues to maintain best practices in the management of its finances and include long term planning tools in its forecasting to ensure that decisions made today will also provide positive impact to the city in the future. The Adopted Budget continues to provide for the fiscal stability of the city. The FY 2013-14 budget provides funding for maintenance and replacement of aging infrastructure, including facilities, streets, sidewalks, and drainage. As in past years, Council approved a contribution of 6.5 percent of forecast General Fund revenues to the Infrastructure Replacement Fund, adding $7.8 million. In maintaining fiscal stability for the city, the City Council has adopted a responsible General Fund reserve policy, which ensures that adequate resources are available to mitigate cash needs that may result from unforeseen events, such as emergencies or natural disasters. The reserve policy sets a minimum General Fund reserve level of 30 percent of General Fund operating expenditures and a target of 40 to 50 percent of the General Fund operating expenditures. The current reserve is projected to be approximately 54 percent of General Fund operating expenditures for FY 2013-14. I would like to express my appreciation to the City Council for providing the long-term vision and support that are crucial for the city to achieve its goals. I would also like to recognize the contributions of city staff for providing budgetary solutions that allowed us to meet the economic challenges of the past years, while maintaining the high service levels expected by our community. The City of Carlsbad is well-positioned to maintain an excellent quality of life for our residents and a strong economic base for local businesses for years to come. JOHN COATES City Manager CITY OF CARLSBAD BUDGET HIGHLIGHTS A-15 FY 2013-14 OPERATING REVENUES BY FUND TYPE = $220.6 MILLION OPERATING BUDGET Revenue Projections The city’s operations are divided into various funds. Each fund has been established because of certain restrictions placed on the use of the resources received by that fund. Any unrestricted funds are placed in the General Fund. Estimated revenues for the city’s five fund types are shown on the accompanying graph. General Fund The fund receiving the largest slice of the revenues is the General Fund, with estimated revenues of $121 million for Fiscal Year 2013-14. The General Fund pays for most of the city services available to city residents. The majority of the General Fund revenues are derived from taxes. The following graph illustrates the sources of revenue to the General Fund. FY 2013-14 GENERAL FUND REVENUES = $121 MILLION Property taxes, at $48.4 million, are the largest General Fund revenue. The city receives only about 18 percent of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state, and other various agencies. Sales tax is the second largest source of revenue for the General Fund. Sales taxes are estimated to bring in $31.1 million for Fiscal General Fund, $121.0 , 55% Special Revenue, $10.7 , 5% Enterprise, $69.1 , 31% Internal Service, $18.5 , 8% Red. Obligation, $1.3 , 1% PROPERTY TAX 40% TRANSFER TAXES 1%SALES TAX26% BUSINESS LICENSE TAX 3% LICENSES & PERMITS 1% CHARGES FOR SERVICES 5% OTHER REVENUE5% INTERGOVERNMENTAL1% FRANCHISE TAX4% TRANSIENT TAX12% INCOME FROM INVESTMENTS & PROPERTY 2% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-15 FY 2013-14 OPERATING REVENUES BY FUND TYPE = $220.6 MILLION OPERATING BUDGET Revenue Projections The city’s operations are divided into various funds. Each fund has been established because of certain restrictions placed on the use of the resources received by that fund. Any unrestricted funds are placed in the General Fund. Estimated revenues for the city’s five fund types are shown on the accompanying graph. General Fund The fund receiving the largest slice of the revenues is the General Fund, with estimated revenues of $121 million for Fiscal Year 2013-14. The General Fund pays for most of the city services available to city residents. The majority of the General Fund revenues are derived from taxes. The following graph illustrates the sources of revenue to the General Fund. FY 2013-14 GENERAL FUND REVENUES = $121 MILLION Property taxes, at $48.4 million, are the largest General Fund revenue. The city receives only about 18 percent of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state, and other various agencies. Sales tax is the second largest source of revenue for the General Fund. Sales taxes are estimated to bring in $31.1 million for Fiscal General Fund, $121.0 , 55% Special Revenue, $10.7 , 5% Enterprise, $69.1 , 31% Internal Service, $18.5 , 8% Red. Obligation, $1.3 , 1% PROPERTY TAX 40% TRANSFER TAXES 1%SALES TAX26% BUSINESS LICENSE TAX 3% LICENSES & PERMITS 1% CHARGES FOR SERVICES 5% OTHER REVENUE5% INTERGOVERNMENTAL1% FRANCHISE TAX4% TRANSIENT TAX12% INCOME FROM INVESTMENTS & PROPERTY 2% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-16 Year 2013-14. Automobile and retail sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $14.7 million and represent the third largest revenue source for the city. Franchise taxes, transfer taxes, and business license taxes make up the remaining $9.8 million in tax revenues estimated to be collected in Fiscal Year 2013-14. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the city based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, State mandated cost reimbursements, and homeowner’s exemptions. Intergovernmental revenues are estimated at approximately $1 million for the upcoming year. Licenses and permits account for $1.6 million of the General Fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $6.6 million and include fees for engineering, planning, building, recreation, and ambulance services. Income from investments and property are estimated at $2.2 million. Other General Fund revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $4.8 million. Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.7 million for Fiscal Year 2013-14. Funds collected in this category are legally restricted to specified purposes. Examples of funding resources include donations, grants, and special assessments. The types of functions supported with Special Revenue funds include programs such as Section 8 Housing Assistance, Housing Trust Fund, Community Development Block Grants (CDBG), and maintenance and assessment districts. Enterprise Funds Enterprise funds revenues make up the second largest revenue group, totaling $69 million. Enterprise funds operate similar to a business in that they charge fees to cover the cost of their services. Examples of the city’s enterprises include water and wastewater services and solid waste management. This fund group also includes operations of the city’s municipal golf course, The Crossings at Carlsbad. Internal Service Funds Internal Service fund revenues, projected to be $18.5 million, are derived from charges to the city programs that benefit from the services rendered. The funds collected must be used specifically to support the internal service. Examples of the city’s Internal Service funds include General Liability, Self-Insured Benefits, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Obligation Retirement Funds The Redevelopment Obligation Retirement Fund (RORF) revenues are expected to total $1.3 million in the upcoming year. On June 29, 2011, California Governor Jerry Brown signed ABX1 26 to dissolve all redevelopment agencies within the State of California. All agencies were subsequently dissolved as of February 1, 2012, and a Successor Agency was designated to complete the work of the Carlsbad Redevelopment Agency (RDA) and satisfy the financial obligations. A Recognized Obligation Payment Schedule (ROPS) was prepared by the Successor Agency in April 2012 which must ultimately be approved by the Oversight Board, the County of San Diego and the State of California. The initial ROPS identified financial commitments of the former RDA which will be paid from semi-annual tax increment revenue received by the Successor Agency. Every six months a new ROPS must be prepared and CITY OF CARLSBAD BUDGET HIGHLIGHTS A-16 Year 2013-14. Automobile and retail sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $14.7 million and represent the third largest revenue source for the city. Franchise taxes, transfer taxes, and business license taxes make up the remaining $9.8 million in tax revenues estimated to be collected in Fiscal Year 2013-14. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the city based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, State mandated cost reimbursements, and homeowner’s exemptions. Intergovernmental revenues are estimated at approximately $1 million for the upcoming year. Licenses and permits account for $1.6 million of the General Fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $6.6 million and include fees for engineering, planning, building, recreation, and ambulance services. Income from investments and property are estimated at $2.2 million. Other General Fund revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $4.8 million. Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.7 million for Fiscal Year 2013-14. Funds collected in this category are legally restricted to specified purposes. Examples of funding resources include donations, grants, and special assessments. The types of functions supported with Special Revenue funds include programs such as Section 8 Housing Assistance, Housing Trust Fund, Community Development Block Grants (CDBG), and maintenance and assessment districts. Enterprise Funds Enterprise funds revenues make up the second largest revenue group, totaling $69 million. Enterprise funds operate similar to a business in that they charge fees to cover the cost of their services. Examples of the city’s enterprises include water and wastewater services and solid waste management. This fund group also includes operations of the city’s municipal golf course, The Crossings at Carlsbad. Internal Service Funds Internal Service fund revenues, projected to be $18.5 million, are derived from charges to the city programs that benefit from the services rendered. The funds collected must be used specifically to support the internal service. Examples of the city’s Internal Service funds include General Liability, Self-Insured Benefits, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Obligation Retirement Funds The Redevelopment Obligation Retirement Fund (RORF) revenues are expected to total $1.3 million in the upcoming year. On June 29, 2011, California Governor Jerry Brown signed ABX1 26 to dissolve all redevelopment agencies within the State of California. All agencies were subsequently dissolved as of February 1, 2012, and a Successor Agency was designated to complete the work of the Carlsbad Redevelopment Agency (RDA) and satisfy the financial obligations. A Recognized Obligation Payment Schedule (ROPS) was prepared by the Successor Agency in April 2012 which must ultimately be approved by the Oversight Board, the County of San Diego and the State of California. The initial ROPS identified financial commitments of the former RDA which will be paid from semi-annual tax increment revenue received by the Successor Agency. Every six months a new ROPS must be prepared and CITY OF CARLSBAD BUDGET HIGHLIGHTS A-17 approved by the Oversight Board, the County of San Diego and the State of California in order to receive additional tax increment. Due to the dissolving of the RDA, the RORF will only receive tax increment revenues and interest earnings on any cash balances. Tax increment revenues are projected to decrease due to the increase in County of San Diego administrative costs which are netted against the tax increment revenues received by the Successor Agency. Operating Budget By Program The total Operating Budget adopted for the city for FY 2013-14 equals $214.7 million, which is approximately 2.1 percent higher than the Operating Budget adopted for FY 2012-13. The Operating Budget includes funding for the General Fund as well as all other city funds, and can be categorized by main functional area. Six main functional areas that represent the key businesses of the city have been identified, as well as a Non-Departmental component which includes fund transfers as well as items that benefit the city as a whole. The graph below shows the percentage of the Operating Budget applicable to each of the functional areas. FY 2013-14 OPERATING BUDGET = $214.7 MILLION Total funding allocated for the Policy and Leadership Group for 2013-14 is $4.4 million. This group encompasses all elected officials and the chief executive offices for the city. These include the offices of the City Council, City Manager, City Clerk, City Attorney, City Treasurer, and the communications department. Administrative Services, with a budget of $19.9 million, includes finance, purchasing, human resources, information technology, records management, self-insured benefits, risk management, and workers’ compensation. These areas mainly provide services to internal city departments. Public Safety services are funded at $46.9 million and include all of the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire emergency operations, fire prevention and emergency preparedness. Community and Economic Development, with a budget of $15.7 million, provide the services that guide and oversee the planning and development of Carlsbad as depicted in the city's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the Policy & Leadership 2% Administrative Services 9%Community Development 7% Community Services 15% Public Safety 22% Public Works 37% Non-departmental 8% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-17 approved by the Oversight Board, the County of San Diego and the State of California in order to receive additional tax increment. Due to the dissolving of the RDA, the RORF will only receive tax increment revenues and interest earnings on any cash balances. Tax increment revenues are projected to decrease due to the increase in County of San Diego administrative costs which are netted against the tax increment revenues received by the Successor Agency. Operating Budget By Program The total Operating Budget adopted for the city for FY 2013-14 equals $214.7 million, which is approximately 2.1 percent higher than the Operating Budget adopted for FY 2012-13. The Operating Budget includes funding for the General Fund as well as all other city funds, and can be categorized by main functional area. Six main functional areas that represent the key businesses of the city have been identified, as well as a Non-Departmental component which includes fund transfers as well as items that benefit the city as a whole. The graph below shows the percentage of the Operating Budget applicable to each of the functional areas. FY 2013-14 OPERATING BUDGET = $214.7 MILLION Total funding allocated for the Policy and Leadership Group for 2013-14 is $4.4 million. This group encompasses all elected officials and the chief executive offices for the city. These include the offices of the City Council, City Manager, City Clerk, City Attorney, City Treasurer, and the communications department. Administrative Services, with a budget of $19.9 million, includes finance, purchasing, human resources, information technology, records management, self-insured benefits, risk management, and workers’ compensation. These areas mainly provide services to internal city departments. Public Safety services are funded at $46.9 million and include all of the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire emergency operations, fire prevention and emergency preparedness. Community and Economic Development, with a budget of $15.7 million, provide the services that guide and oversee the planning and development of Carlsbad as depicted in the city's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the Policy & Leadership 2% Administrative Services 9%Community Development 7% Community Services 15% Public Safety 22% Public Works 37% Non-departmental 8% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-18 foundation upon which all land use decisions are based. Also included under Community Development are building and code enforcement, volunteer programs, and providing for housing and neighborhood services. Community Services, with a budget of $32.7 million, consists of library and cultural arts, parks and recreation, and seniors programs. Included in this area is the enterprise fund for operations of the municipal golf course, The Crossings at Carlsbad. These programs are provided to a wide range of people and assist in their education, health and well-being, and cultural development. The functional area requiring the largest amount of funds is Public Works, with a budget of $78.4 million. Public Works is responsible for the provision of utility services as well as the building and maintenance of all of the city’s streets and roadways. It is comprised of the water, sewer, and solid waste enterprise funds, as well as the Transportation Department and lighting and landscaping special assessment districts. The Non-Departmental and Contingency funding is $16.7 million and includes transfers to other funds, programs benefiting the city as a whole, such as community promotions, community contributions, assessment services, and the City Council’s contingency account. Included in the non-departmental group is a $7.8 million transfer to the Infrastructure Replacement Fund. This program sets aside funds for the replacement of the city’s base infrastructure. Also included are a $2 million transfer to the city’s self-insured benefits fund to assist with anticipated future pension rate increases, and a $1.4 million transfer for Village and Barrio revitalization projects. The City Council contingency account, which is available for emergencies and unforeseen program needs that arise during the year, is budgeted at $1.5 million. The contingency account amounts to 1.2 percent of the FY 2013-14 General Fund budget. Staffing The FY 2013-14 Operating Budget reflects a total net decrease of 6.75 full-time positions, and an increase of part-time staff totaling 18 hourly full-time equivalent (FTE) positions. These changes result in a city workforce of 667.75 full and three-quarter time employees and 150.58 hourly FTE. The staffing changes in each of the city’s programs are discussed more fully in the Operating Budget Overview. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range planning document, which outlines the expenditure plan for current and future capital projects and the corresponding revenues to pay for those expenditures. Projects in the CIP consist primarily of new construction or major maintenance and replacement of city facilities such as parks, roads, civic facilities such as libraries, police and fire stations, and sewer, water, and drainage facilities. The Capital Improvement Program for 2013-14 totals $44.7 million in new appropriations and an estimated $170.1 million in continuing appropriations, for a total appropriation of $214.8 million. Some of the notable capital projects which are planned in the next five years are discussed on the following pages. Park Development Projects Alga Norte Community Park and Aquatic Center – Completion of this park, located on 32 acres in the Southeast Quadrant along Poinsettia Lane between El Camino Real and Alicante Road is expected towards the end of calendar year 2013. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-18 foundation upon which all land use decisions are based. Also included under Community Development are building and code enforcement, volunteer programs, and providing for housing and neighborhood services. Community Services, with a budget of $32.7 million, consists of library and cultural arts, parks and recreation, and seniors programs. Included in this area is the enterprise fund for operations of the municipal golf course, The Crossings at Carlsbad. These programs are provided to a wide range of people and assist in their education, health and well-being, and cultural development. The functional area requiring the largest amount of funds is Public Works, with a budget of $78.4 million. Public Works is responsible for the provision of utility services as well as the building and maintenance of all of the city’s streets and roadways. It is comprised of the water, sewer, and solid waste enterprise funds, as well as the Transportation Department and lighting and landscaping special assessment districts. The Non-Departmental and Contingency funding is $16.7 million and includes transfers to other funds, programs benefiting the city as a whole, such as community promotions, community contributions, assessment services, and the City Council’s contingency account. Included in the non-departmental group is a $7.8 million transfer to the Infrastructure Replacement Fund. This program sets aside funds for the replacement of the city’s base infrastructure. Also included are a $2 million transfer to the city’s self-insured benefits fund to assist with anticipated future pension rate increases, and a $1.4 million transfer for Village and Barrio revitalization projects. The City Council contingency account, which is available for emergencies and unforeseen program needs that arise during the year, is budgeted at $1.5 million. The contingency account amounts to 1.2 percent of the FY 2013-14 General Fund budget. Staffing The FY 2013-14 Operating Budget reflects a total net decrease of 6.75 full-time positions, and an increase of part-time staff totaling 18 hourly full-time equivalent (FTE) positions. These changes result in a city workforce of 667.75 full and three-quarter time employees and 150.58 hourly FTE. The staffing changes in each of the city’s programs are discussed more fully in the Operating Budget Overview. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range planning document, which outlines the expenditure plan for current and future capital projects and the corresponding revenues to pay for those expenditures. Projects in the CIP consist primarily of new construction or major maintenance and replacement of city facilities such as parks, roads, civic facilities such as libraries, police and fire stations, and sewer, water, and drainage facilities. The Capital Improvement Program for 2013-14 totals $44.7 million in new appropriations and an estimated $170.1 million in continuing appropriations, for a total appropriation of $214.8 million. Some of the notable capital projects which are planned in the next five years are discussed on the following pages. Park Development Projects Alga Norte Community Park and Aquatic Center – Completion of this park, located on 32 acres in the Southeast Quadrant along Poinsettia Lane between El Camino Real and Alicante Road is expected towards the end of calendar year 2013. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-19 Amenities include: x A 56 meter Olympic sized competition pool with viewing bleachers x A 25 meter, 12 lane swim instruction pool x A 10 by 25 foot therapeutic pool with jets x A 22 foot diameter 6 inch deep kids pool x A “spray-ground” play area for young children x Three lighted softball/baseball fields x One lighted full basketball court and one half court x Batting cages and a concession stand at the ball fields x Picnic areas with barbecues x Playground with 100 percent universally accessible play equipment x An off-leash dog park divided into areas for larger and smaller dogs, including obstacle course-type play equipment x A 18,500-square-foot lighted skate park that will include a "street course" section, an area with challenging elements for more skilled skateboarders and a beginners’ area Leo Carrillo Phase III – Phase III includes the renovation of additional buildings, construction of additional restrooms and an arboretum area. The total cost of the remainder of Phase III is approximately $1.9 million and design is expected to begin in FY 2016-17. Civic Facilities Civic facilities include a variety of facilities from which the city can offer its services to the public. Fire Station No. 3 Relocation – Fire Station No. 3 is currently located at the corner of Chestnut and Catalina. As the city grows eastward, relocation of this station is needed to help ensure a six minute response time. The land was previously acquired in the Robertson Ranch site, and the remaining construction cost is estimated at $9.4 million. Library Renovation Projects – Significant renovation projects are planned at the Dove and the Cole libraries. Improvements are designed to accommodate current staffing needs, meet patron demands for modern library services and allow for better wireless and communications services for the public. The estimated renovation cost for both libraries is $3 million. Facilities Maintenance – As the city facilities begin to age, maintenance and repair projects are needed to keep them in good condition. Twelve projects have currently been identified at a total cost of about $8.3 million. Included are major refurbishment projects at the Cole and Dove libraries which will be constructed in conjunction with the renovation projects mentioned above, as well as synthetic turf replacement at Poinsettia Park soccer fields. Village and Barrio Area Projects – There are seven new projects proposed this next year for making improvements to the downtown Village Area and Barrio neighborhoods. The projects include bike and pedestrian way finding signage and traffic circles, decorative lighting, parking way finding, safety lighting, and streetscape improvements. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-19 Amenities include: x A 56 meter Olympic sized competition pool with viewing bleachers x A 25 meter, 12 lane swim instruction pool x A 10 by 25 foot therapeutic pool with jets x A 22 foot diameter 6 inch deep kids pool x A “spray-ground” play area for young children x Three lighted softball/baseball fields x One lighted full basketball court and one half court x Batting cages and a concession stand at the ball fields x Picnic areas with barbecues x Playground with 100 percent universally accessible play equipment x An off-leash dog park divided into areas for larger and smaller dogs, including obstacle course-type play equipment x A 18,500-square-foot lighted skate park that will include a "street course" section, an area with challenging elements for more skilled skateboarders and a beginners’ area Leo Carrillo Phase III – Phase III includes the renovation of additional buildings, construction of additional restrooms and an arboretum area. The total cost of the remainder of Phase III is approximately $1.9 million and design is expected to begin in FY 2016-17. Civic Facilities Civic facilities include a variety of facilities from which the city can offer its services to the public. Fire Station No. 3 Relocation – Fire Station No. 3 is currently located at the corner of Chestnut and Catalina. As the city grows eastward, relocation of this station is needed to help ensure a six minute response time. The land was previously acquired in the Robertson Ranch site, and the remaining construction cost is estimated at $9.4 million. Library Renovation Projects – Significant renovation projects are planned at the Dove and the Cole libraries. Improvements are designed to accommodate current staffing needs, meet patron demands for modern library services and allow for better wireless and communications services for the public. The estimated renovation cost for both libraries is $3 million. Facilities Maintenance – As the city facilities begin to age, maintenance and repair projects are needed to keep them in good condition. Twelve projects have currently been identified at a total cost of about $8.3 million. Included are major refurbishment projects at the Cole and Dove libraries which will be constructed in conjunction with the renovation projects mentioned above, as well as synthetic turf replacement at Poinsettia Park soccer fields. Village and Barrio Area Projects – There are seven new projects proposed this next year for making improvements to the downtown Village Area and Barrio neighborhoods. The projects include bike and pedestrian way finding signage and traffic circles, decorative lighting, parking way finding, safety lighting, and streetscape improvements. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-20 Street and Circulation Projects Livable Streets continues to be a top Council priority. To help improve the flow of traffic throughout Carlsbad and to keep the city’s street and pedestrian ways in top condition, there are a number of projects planned in the next five years. Some of the larger projects are listed below: Traffic Signal Program – In keeping with the City Council’s goal of improving traffic flow, the FY 2013-14 CIP includes the continuation of the Traffic Signal Program project. This project will upgrade traffic signal hardware and software in conjunction with the creation of a communications network that will be used to manage traffic signal operations and thereby improve the flow of traffic. Another area of focus is a concept called “complete streets” which uses street design to create a sense of place and community through green spaces, medians and signage, while encouraging a healthier, less vehicle dependent lifestyle. The City Council identified complete streets as a top priority. One project which incorporates these concepts could begin this fall with construction of a traffic circle “roundabout” along the northern end of Carlsbad Boulevard next to Buena Vista Lagoon, making it easier for vehicles, pedestrians and bicyclists to move through the intersection. ADA Improvements – ADA projects throughout the city are scheduled for $1.3 million in funding over the next five years. The project includes various accessibility improvements, including sidewalk curb ramps and pedestrian signals. Avenida Encinas Widening – Widening to full secondary arterial standards along Avenida Encinas from Palomar Airport Road to just south of Embarcadero Lane is scheduled for design in FY 2014-15. The CIP includes $5.2 million to fund this project in the next five years. Carlsbad Boulevard Bridge Concrete Barriers – Installation of a concrete barriers on the existing bridges located on Carlsbad Boulevard are planned at a total cost of about $2.3 million, primarily funded through a federal grant. The bridges are located north of Cannon Road over the power plant outlet channel, and over the railroad tracks south of State Street. El Camino Real Widening – There are a number of projects that are scheduled over the next five years that will focus on the widening of El Camino Real to prime arterial roadway standards, in addition to other improvements. The projects include widening from Cassia Road to Camino Vida Roble, Arenal Road to La Costa Avenue, Lisa Street to Crestview Drive and Tamarack to Chestnut. In the next five years, $5.9 million in additional funding is included for these projects. Pavement Management – Carlsbad’s local streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of the streets. Part of the maintenance program is the sealing and overlay of the existing street surface. In addition, any problem areas are addressed as they are identified. The FY 2013-14 CIP has $18.5 million budgeted in the next five years for this program. Parking Lot Maintenance Program – Parking lot maintenance is a new program scheduled to begin in FY 2013-14 at a total cost of $1.5 million in the next five years. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-20 Street and Circulation Projects Livable Streets continues to be a top Council priority. To help improve the flow of traffic throughout Carlsbad and to keep the city’s street and pedestrian ways in top condition, there are a number of projects planned in the next five years. Some of the larger projects are listed below: Traffic Signal Program – In keeping with the City Council’s goal of improving traffic flow, the FY 2013-14 CIP includes the continuation of the Traffic Signal Program project. This project will upgrade traffic signal hardware and software in conjunction with the creation of a communications network that will be used to manage traffic signal operations and thereby improve the flow of traffic. Another area of focus is a concept called “complete streets” which uses street design to create a sense of place and community through green spaces, medians and signage, while encouraging a healthier, less vehicle dependent lifestyle. The City Council identified complete streets as a top priority. One project which incorporates these concepts could begin this fall with construction of a traffic circle “roundabout” along the northern end of Carlsbad Boulevard next to Buena Vista Lagoon, making it easier for vehicles, pedestrians and bicyclists to move through the intersection. ADA Improvements – ADA projects throughout the city are scheduled for $1.3 million in funding over the next five years. The project includes various accessibility improvements, including sidewalk curb ramps and pedestrian signals. Avenida Encinas Widening – Widening to full secondary arterial standards along Avenida Encinas from Palomar Airport Road to just south of Embarcadero Lane is scheduled for design in FY 2014-15. The CIP includes $5.2 million to fund this project in the next five years. Carlsbad Boulevard Bridge Concrete Barriers – Installation of a concrete barriers on the existing bridges located on Carlsbad Boulevard are planned at a total cost of about $2.3 million, primarily funded through a federal grant. The bridges are located north of Cannon Road over the power plant outlet channel, and over the railroad tracks south of State Street. El Camino Real Widening – There are a number of projects that are scheduled over the next five years that will focus on the widening of El Camino Real to prime arterial roadway standards, in addition to other improvements. The projects include widening from Cassia Road to Camino Vida Roble, Arenal Road to La Costa Avenue, Lisa Street to Crestview Drive and Tamarack to Chestnut. In the next five years, $5.9 million in additional funding is included for these projects. Pavement Management – Carlsbad’s local streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of the streets. Part of the maintenance program is the sealing and overlay of the existing street surface. In addition, any problem areas are addressed as they are identified. The FY 2013-14 CIP has $18.5 million budgeted in the next five years for this program. Parking Lot Maintenance Program – Parking lot maintenance is a new program scheduled to begin in FY 2013-14 at a total cost of $1.5 million in the next five years. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-21 Water and Wastewater Projects The city’s water and wastewater projects are vital to the continued health and welfare of its citizens. Most new lines are built and paid for by developers. As the city ages, it will become necessary to repair and replace the lines that already exist, and an increase in these projects is anticipated in future years. In the next five years, an additional $105.4 million in funding is scheduled for both new and replacement water and sewer projects. Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement – This project consists of a set of individual projects that will ultimately construct a parallel sewer interceptor system to accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The individual projects include a main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a main from the lift station to the Encina Wastewater Facility. The overall total cost estimate for this set of projects totals $56.2 million, of which an estimated $17.5 million is to be funded by the City of Carlsbad, with the remaining $38.7 million to be funded by the City of Vista. Wastewater Other major wastewater facilities scheduled for construction or replacement within the next five years include: x Buena Interceptor Sewer Improvements x Faraday/El Camino Real Sewer Replacement x Foxes Landing Lift Station and Forcemain x Las Palmas Trunk Sewer x Poinsettia Lane Lift Station Emergency Overflow Basin x Quarry Creek Sewer Extension x Terra Mar Sewer Replacement Water Lines Major water facilities scheduled for construction or replacement within the next five years include the following locations: x Aviara Parkway and Plum Tree x Carlsbad Boulevard – South of Avenida Encinas x College Boulevard – Cannon Road to Badger Lane x Desalinated Seawater Transmission Main x Fire Flow System Improvements x Hydroelectric Generator at Palomar Airport Road x La Costa High Reservoir Inlet Pipeline x Maerkle Reservoir Floating Cover Replacement x Tri-agencies Water Transmission Pipeline Replacements Recycled Water Expansion Expansion to the Carlsbad Water Recycling Facility, including construction of additional pipelines and a reservoir, are anticipated to cost $29.4 million over the next five years. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-21 Water and Wastewater Projects The city’s water and wastewater projects are vital to the continued health and welfare of its citizens. Most new lines are built and paid for by developers. As the city ages, it will become necessary to repair and replace the lines that already exist, and an increase in these projects is anticipated in future years. In the next five years, an additional $105.4 million in funding is scheduled for both new and replacement water and sewer projects. Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement – This project consists of a set of individual projects that will ultimately construct a parallel sewer interceptor system to accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The individual projects include a main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a main from the lift station to the Encina Wastewater Facility. The overall total cost estimate for this set of projects totals $56.2 million, of which an estimated $17.5 million is to be funded by the City of Carlsbad, with the remaining $38.7 million to be funded by the City of Vista. Wastewater Other major wastewater facilities scheduled for construction or replacement within the next five years include: x Buena Interceptor Sewer Improvements x Faraday/El Camino Real Sewer Replacement x Foxes Landing Lift Station and Forcemain x Las Palmas Trunk Sewer x Poinsettia Lane Lift Station Emergency Overflow Basin x Quarry Creek Sewer Extension x Terra Mar Sewer Replacement Water Lines Major water facilities scheduled for construction or replacement within the next five years include the following locations: x Aviara Parkway and Plum Tree x Carlsbad Boulevard – South of Avenida Encinas x College Boulevard – Cannon Road to Badger Lane x Desalinated Seawater Transmission Main x Fire Flow System Improvements x Hydroelectric Generator at Palomar Airport Road x La Costa High Reservoir Inlet Pipeline x Maerkle Reservoir Floating Cover Replacement x Tri-agencies Water Transmission Pipeline Replacements Recycled Water Expansion Expansion to the Carlsbad Water Recycling Facility, including construction of additional pipelines and a reservoir, are anticipated to cost $29.4 million over the next five years. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-22 Drainage Projects The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well as maintaining the water quality of the city’s creeks, lagoons and ocean. Carlsbad supports programs that will ensure that all water bodies within the city are safe and clean and, where possible, open to the public at all times. The system consists of drainage pipes 30-inches or larger in diameter, large concrete and rock lined channels, permanent sedimentation basins and miscellaneous large facilities. As the city continues to age, it will become necessary to repair and replace the lines that already exist. An increase in these projects is anticipated in future years. Northwest Quadrant and Park Drive Drainage Improvements – The next five years include continued improvements to drainage systems in the older parts of Carlsbad, particularly the northwest quadrant, with an additional $3.6 million programed. SUMMARY The FY 2013-14 budget was prepared against the backdrop of an improving economy, especially at the regional level. City revenues, especially those derived from taxable sales and tourism, are expected to continue improving over the coming year. Increasing revenues, coupled with the ongoing effects of budget reductions implemented in past years, positions Carlsbad to benefit from future improvements in economic conditions. The city is also in the midst of a comprehensive review of our service delivery methods, and is focused on providing services at the best value, identifying services that can be provided in a more efficient manner by the city or outsourced to private vendors. National, state, and local economies showed improvements in the past year, but the slow recovery could face challenges, from instability in Europe to the domestic uncertainty surrounding future tax rates in the United States. Unemployment rates are improving, and housing markets are showing significant improvement, resulting in a more positive outlook for the foreseeable future. Although our forecast reflects improving conditions in the coming years, the FY 2013-14 budget maintains fiscal discipline as exercised by the city over the past several years. The City of Carlsbad continues to exercise fiscal responsibility. The city continues to plan for the long-term and uses a ten-year financial forecast in creating the budget. This long-term planning tool allows us to model the effects of ongoing fiscal impacts from new facilities, economic conditions, and changes in personnel costs. The FY 2013-14 budget presents our continued dedication to the provision of excellent city services and the quality of life valued by those who live, work and play in Carlsbad. DEBT MANAGEMENT ISSUES The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the Growth Management Program. Over the years, the city has issued millions of dollars of bonds and Certificates of Participation (COPs) to fund streets, buildings, sewer and water facilities, open space acquisitions, and other infrastructure projects. The city is continually evaluating its outstanding debt as well as potential future issues to ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. Under state finance law, the city’s outstanding general obligation debt may not exceed 15 percent (as adjusted by 25 percent, per the law) of total assessed property value. By law, the general obligation debt subject to the limitation may be offset by amounts set aside for repaying CITY OF CARLSBAD BUDGET HIGHLIGHTS A-22 Drainage Projects The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well as maintaining the water quality of the city’s creeks, lagoons and ocean. Carlsbad supports programs that will ensure that all water bodies within the city are safe and clean and, where possible, open to the public at all times. The system consists of drainage pipes 30-inches or larger in diameter, large concrete and rock lined channels, permanent sedimentation basins and miscellaneous large facilities. As the city continues to age, it will become necessary to repair and replace the lines that already exist. An increase in these projects is anticipated in future years. Northwest Quadrant and Park Drive Drainage Improvements – The next five years include continued improvements to drainage systems in the older parts of Carlsbad, particularly the northwest quadrant, with an additional $3.6 million programed. SUMMARY The FY 2013-14 budget was prepared against the backdrop of an improving economy, especially at the regional level. City revenues, especially those derived from taxable sales and tourism, are expected to continue improving over the coming year. Increasing revenues, coupled with the ongoing effects of budget reductions implemented in past years, positions Carlsbad to benefit from future improvements in economic conditions. The city is also in the midst of a comprehensive review of our service delivery methods, and is focused on providing services at the best value, identifying services that can be provided in a more efficient manner by the city or outsourced to private vendors. National, state, and local economies showed improvements in the past year, but the slow recovery could face challenges, from instability in Europe to the domestic uncertainty surrounding future tax rates in the United States. Unemployment rates are improving, and housing markets are showing significant improvement, resulting in a more positive outlook for the foreseeable future. Although our forecast reflects improving conditions in the coming years, the FY 2013-14 budget maintains fiscal discipline as exercised by the city over the past several years. The City of Carlsbad continues to exercise fiscal responsibility. The city continues to plan for the long-term and uses a ten-year financial forecast in creating the budget. This long-term planning tool allows us to model the effects of ongoing fiscal impacts from new facilities, economic conditions, and changes in personnel costs. The FY 2013-14 budget presents our continued dedication to the provision of excellent city services and the quality of life valued by those who live, work and play in Carlsbad. DEBT MANAGEMENT ISSUES The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the Growth Management Program. Over the years, the city has issued millions of dollars of bonds and Certificates of Participation (COPs) to fund streets, buildings, sewer and water facilities, open space acquisitions, and other infrastructure projects. The city is continually evaluating its outstanding debt as well as potential future issues to ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. Under state finance law, the city’s outstanding general obligation debt may not exceed 15 percent (as adjusted by 25 percent, per the law) of total assessed property value. By law, the general obligation debt subject to the limitation may be offset by amounts set aside for repaying CITY OF CARLSBAD BUDGET HIGHLIGHTS A-23 general obligation bonds. For the last 10 years, the city’s general obligation debt has been under 5 percent of the total calculated debt limit. Since Fiscal Year 2008-09, no debt service payments have been required of the General Fund, and no new debt is anticipated for the General Fund in the coming year. Of the approximately $100 million of debt currently outstanding, none will be paid back using General Fund monies. Rather, the debts will be repaid from sewer revenues, golf course revenues and from property owners benefiting from the improvements built with bond proceeds. The city has no obligation to advance funds to the assessment districts if the property owners do not pay. The table below provides additional information on debt issued by the City of Carlsbad. The following table identifies the debt the city has issued, the outstanding principal balance, the 2013-14 scheduled principal and interest payments, and the scheduled year of payoff. Bond Name Repayment Source Original Bond Issue Outstanding Principal At 6/30/13 2013-14 Payment P&I Final Payment FY Carlsbad Public Financing Authority Bonds Revenue Bonds Golf Course 18,540,000$17,005,000$1,115,850$2037 Enterprise Revenue 1996 Refunding Encina JPA Tax Allocation Sewer Enterprise 11,080,000$1,765,000$928,419$2015 Bonds Revenue 1993 Redevelopment Tax Allocation Redevelopment 15,495,000$8,625,000$1,038,915$2024 Bonds CFD #3 2006 -Improvement Area 1 Special Tax Special District 11,490,000$10,325,000$758,654$2037 Bonds CFD #3 2008-Improvement Area 2 Special Tax Special District 18,175,000$13,660,000$1,055,069$2039 Bonds Subtotals 74,780,000$51,380,000$4,896,907$ 2005 Poinsettia Lane East (AD 2002-1) Limited Obligation Assessment 33,085,000$-$-$2036 Improvement Bonds District 2003 College Boulevard-Cannon Road (AD 2003-1) Limited Obligation Assessment 11,760,000$-$-$2035 Improvement Bonds District 1997 Carlsbad Ranch (AD 95-1) Limited Obligation Assessment 10,175,438$4,735,000$617,372$2023 Improvement Bonds District 1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 19,600,000$12,325,000$1,198,250$2029 Improvement Bonds District 2013 Reassessment District (AD 2012-1) Limited Obligation Assessment 31,300,000$31,300,000$1,276,567$2036 Improvement Bonds District Subtotals 105,920,438$48,360,000$3,092,189$ Totals 180,700,438$99,740,000$7,989,096$ City of Carlsbad Debt Outstanding CITY OF CARLSBAD BUDGET HIGHLIGHTS A-23 general obligation bonds. For the last 10 years, the city’s general obligation debt has been under 5 percent of the total calculated debt limit. Since Fiscal Year 2008-09, no debt service payments have been required of the General Fund, and no new debt is anticipated for the General Fund in the coming year. Of the approximately $100 million of debt currently outstanding, none will be paid back using General Fund monies. Rather, the debts will be repaid from sewer revenues, golf course revenues and from property owners benefiting from the improvements built with bond proceeds. The city has no obligation to advance funds to the assessment districts if the property owners do not pay. The table below provides additional information on debt issued by the City of Carlsbad. The following table identifies the debt the city has issued, the outstanding principal balance, the 2013-14 scheduled principal and interest payments, and the scheduled year of payoff. Bond Name Repayment Source Original Bond Issue Outstanding Principal At 6/30/13 2013-14 Payment P&I Final Payment FY Carlsbad Public Financing Authority Bonds Revenue Bonds Golf Course 18,540,000$17,005,000$1,115,850$2037 Enterprise Revenue 1996 Refunding Encina JPA Tax Allocation Sewer Enterprise 11,080,000$1,765,000$928,419$2015 Bonds Revenue 1993 Redevelopment Tax Allocation Redevelopment 15,495,000$8,625,000$1,038,915$2024 Bonds CFD #3 2006 -Improvement Area 1 Special Tax Special District 11,490,000$10,325,000$758,654$2037 Bonds CFD #3 2008-Improvement Area 2 Special Tax Special District 18,175,000$13,660,000$1,055,069$2039 Bonds Subtotals 74,780,000$51,380,000$4,896,907$ 2005 Poinsettia Lane East (AD 2002-1) Limited Obligation Assessment 33,085,000$-$-$2036 Improvement Bonds District 2003 College Boulevard-Cannon Road (AD 2003-1) Limited Obligation Assessment 11,760,000$-$-$2035 Improvement Bonds District 1997 Carlsbad Ranch (AD 95-1) Limited Obligation Assessment 10,175,438$4,735,000$617,372$2023 Improvement Bonds District 1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 19,600,000$12,325,000$1,198,250$2029 Improvement Bonds District 2013 Reassessment District (AD 2012-1) Limited Obligation Assessment 31,300,000$31,300,000$1,276,567$2036 Improvement Bonds District Subtotals 105,920,438$48,360,000$3,092,189$ Totals 180,700,438$99,740,000$7,989,096$ City of Carlsbad Debt Outstanding A-24 BUDGET SUMMARY FISCAL YEAR 2013-14 PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND TRANSFERS BALANCE PROGRAM AREA July 1, 2013 REVENUES BUDGET & CHANGES June 30, 2014 OPERATING BUDGET Policy / Leadership Group 4,395,097$ Internal Services 19,879,831 Community Development 15,757,369 Community Services 31,963,716 Public Safety 46,900,673 Public Works 79,106,243 Non Departmental & Contingencies 16,734,349 SUBTOTAL OPERATING 134,973,934$ 220,590,249$ 214,737,278$-$ 140,826,905$ CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2013-14 466,193,848$ 43,525,592$ 44,739,035$ 464,980,405$ 2012-13 Continuing Appropriations (170,147,445) Projected CIP Fund Balance at June 30, 2014 294,832,960 TOTAL OPERATING AND CAPITAL 601,167,782$ 264,115,841$ 259,476,313$-$ 605,807,310$ FISCAL YEAR 2012-13 PROJECTED PROJECTED BALANCE PROJECTED ESTIMATED FUND TRANSFERS BALANCE PROGRAM AREA JULY 1, 2012 REVENUES EXPENDITURES & CHANGES JUNE 30, 2013 OPERATING BUDGET Policy / Leadership Group 4,436,210$ Internal Services 21,550,130 Community Development 22,522,724 Community Services 31,869,090 Public Safety 46,002,230 Public Works 77,179,857 Non Departmental & Contingencies 13,572,596 Changes in Reservations and Designations (118,565) SUBTOTAL OPERATING 135,817,885$ 216,407,451$ 217,132,837$ (118,565)$ 134,973,934$ CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2012-13 447,842,311$ 50,707,448$ 48,838,963$ 16,483,052$ 466,193,848$ TOTAL OPERATING AND CAPITAL 583,660,196$ 267,114,899$ 265,971,800$ 16,364,487$ 601,167,782$ A-24 BUDGET SUMMARY FISCAL YEAR 2013-14 PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND TRANSFERS BALANCE PROGRAM AREA July 1, 2013 REVENUES BUDGET & CHANGES June 30, 2014 OPERATING BUDGET Policy / Leadership Group 4,395,097$ Internal Services 19,879,831 Community Development 15,757,369 Community Services 31,963,716 Public Safety 46,900,673 Public Works 79,106,243 Non Departmental & Contingencies 16,734,349 SUBTOTAL OPERATING 134,973,934$ 220,590,249$ 214,737,278$-$ 140,826,905$ CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2013-14 466,193,848$ 43,525,592$ 44,739,035$ 464,980,405$ 2012-13 Continuing Appropriations (170,147,445) Projected CIP Fund Balance at June 30, 2014 294,832,960 TOTAL OPERATING AND CAPITAL 601,167,782$ 264,115,841$ 259,476,313$-$ 605,807,310$ FISCAL YEAR 2012-13 PROJECTED PROJECTED BALANCE PROJECTED ESTIMATED FUND TRANSFERS BALANCE PROGRAM AREA JULY 1, 2012 REVENUES EXPENDITURES & CHANGES JUNE 30, 2013 OPERATING BUDGET Policy / Leadership Group 4,436,210$ Internal Services 21,550,130 Community Development 22,522,724 Community Services 31,869,090 Public Safety 46,002,230 Public Works 77,179,857 Non Departmental & Contingencies 13,572,596 Changes in Reservations and Designations (118,565) SUBTOTAL OPERATING 135,817,885$ 216,407,451$ 217,132,837$(118,565)$ 134,973,934$ CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2012-13 447,842,311$ 50,707,448$ 48,838,963$ 16,483,052$ 466,193,848$ TOTAL OPERATING AND CAPITAL 583,660,196$ 267,114,899$ 265,971,800$ 16,364,487$ 601,167,782$ 2013-2014 Operating Budget & Capital Improvement ProgramCALIFORNIA Operating Budget Operating Budget Operating Budget 2013-14 OPERATING BUDGET OVERVIEW B-15 x The Human Resources Department supports the city with staffing and recruitment, employee development, performance management, and compensation and labor relations services. An increase in contractual services related to investigations and fact- finding account for the increase of $100,000, as compared to the FY 2012-13 budget. x The Library and Cultural Arts Department provides staffing and a wide variety of programming for two library branches, a library learning center, and a cultural arts office. The department’s budget is projected to increase by $100,000, or 1 percent, from FY 2012-13 to FY 2013-14. x The Parks and Recreation Department plans, staffs and maintains the city’s parks and recreational facilities, provides an assortment of recreational programs for all ages, maintains landscaping at facilities throughout the city, and manages the city’s open space areas. Overall, the department’s budget is increasing by $500,000, or 3.8 percent, from the prior year, largely due to the net change from the elimination of 3 full-time positions, and the increase of 2 full-time positions and 17 hourly positions to operate Alga Norte Park, expected to open to the public during FY 2013-14. x The Carlsbad Police Department provides high quality public safety services to the community by enforcing laws and ordinances, preserving the peace, and providing for the protection of life and property. Overall, the department’s costs are increasing by $800,000, or 2.9 percent, for FY 2013-14 as compared to FY 2012-13. Approximately $230,000 of the increase is due to internal service charges. Also, in FY 2013-14, a $120,000 increase is for computer maintenance, and $50,000 is for miscellaneous services, primarily for the animal control contract. Approximately $400,000 of the increase is in overall personnel costs, with the remaining increases in supplies, training, and general operations costs. x The Property and Environmental Management Department manages all city-owned property, including real estate, buildings and vehicles. The department also manages the city’s environmental programs, which include storm water, habitat and other environmental maintenance and monitoring programs. The approximately $400,000, or 8.4 percent, increase from the prior year’s budget is primarily due to adding $200,000 for facility maintenance costs associated with the opening of Alga Norte Park, including the addition of a 0.50 hourly full-time equivalent position, and $150,000 for the Safety Training Center, a new facility which opened in FY 2012-13. The remaining increase is primarily in items not included in the block budget, such as miscellaneous facility projects. x The Records Management budget of $800,000 for FY 2013-14 reflects no significant changes from FY 2012-13. g 2013-14 OPERATING BUDGET OVERVIEW B-15 x The Human Resources Department supports the city with staffing and recruitment, employee development, performance management, and compensation and labor relations services. An increase in contractual services related to investigations and fact- finding account for the increase of $100,000, as compared to the FY 2012-13 budget. x The Library and Cultural Arts Department provides staffing and a wide variety of programming for two library branches, a library learning center, and a cultural arts office. The department’s budget is projected to increase by $100,000, or 1 percent, from FY 2012-13 to FY 2013-14. x The Parks and Recreation Department plans, staffs and maintains the city’s parks and recreational facilities, provides an assortment of recreational programs for all ages, maintains landscaping at facilities throughout the city, and manages the city’s open space areas. Overall, the department’s budget is increasing by $500,000, or 3.8 percent, from the prior year, largely due to the net change from the elimination of 3 full-time positions, and the increase of 2 full-time positions and 17 hourly positions to operate Alga Norte Park, expected to open to the public during FY 2013-14. x The Carlsbad Police Department provides high quality public safety services to the community by enforcing laws and ordinances, preserving the peace, and providing for the protection of life and property. Overall, the department’s costs are increasing by $800,000, or 2.9 percent, for FY 2013-14 as compared to FY 2012-13. Approximately $230,000 of the increase is due to internal service charges. Also, in FY 2013-14, a $120,000 increase is for computer maintenance, and $50,000 is for miscellaneous services, primarily for the animal control contract. Approximately $400,000 of the increase is in overall personnel costs, with the remaining increases in supplies, training, and general operations costs. x The Property and Environmental Management Department manages all city-owned property, including real estate, buildings and vehicles. The department also manages the city’s environmental programs, which include storm water, habitat and other environmental maintenance and monitoring programs. The approximately $400,000, or 8.4 percent, increase from the prior year’s budget is primarily due to adding $200,000 for facility maintenance costs associated with the opening of Alga Norte Park, including the addition of a 0.50 hourly full-time equivalent position, and $150,000 for the Safety Training Center, a new facility which opened in FY 2012-13. The remaining increase is primarily in items not included in the block budget, such as miscellaneous facility projects. x The Records Management budget of $800,000 for FY 2013-14 reflects no significant changes from FY 2012-13. g 2013-14 OPERATING BUDGET OVERVIEW B-16 x The Storm Drain Engineering division of the Utilities Department is budgeted in the General Fund. No significant change is expected for FY 2013-14 as compared to the FY 2012-13 budget appropriation. x The Transportation Department manages all streets, traffic and other city-wide transportation services, including city traffic engineering, traffic signal monitoring and maintenance, and maintenance of all city streets and roadways. The department budget is expected to decrease $100,000, or 1.6 percent from FY 2012-13 to FY 2013- 14. x Non-departmental expenses include the transfers previously discussed, the Council Contingency account, and administrative and other expenses not associated with any one department. The non-departmental budget is $2.8 million, or 20 percent greater than the FY 2012-13 adopted budget. This increase is primarily due to a transfer to the General Capital Construction fund of $1.4 million for Village and Barrio revitalization projects, and a $750,000 transfer to the General Liability fund for increases in settlements and estimated claims payable. x The Council Contingency is a budgeted amount that is available to the City Council to address unanticipated emergencies or unforeseen program needs during the fiscal year. Prior to the economic recession, the Council Contingency budget provided between 2 and 2.5 percent of the General Fund Operating Budget for these unforeseen costs. The Council Contingency was reduced significantly during the last three years to ensure a balanced budget during the economic recession. For FY 2013-14, the Contingency is budgeted $1.5 million, with no change when compared to the prior year. 102 104 106 108 110 112 114 116 118 120 122 FY 2007-08 $116.5m FY 2008-09r $112.7m FY 2009-10 $109.1m FY 2010-11 $109.4m FY 2011-12 $111.8m FY 2012-13 $115.2m FY 2013-14 $119.7m +9.5% (3.3%) (3.2%) +.03% +2.2% +3.0% +3.9% History of General Fund Expenditures 2013-14 OPERATING BUDGET OVERVIEW B-16 x The Storm Drain Engineering division of the Utilities Department is budgeted in the General Fund. No significant change is expected for FY 2013-14 as compared to the FY 2012-13 budget appropriation. x The Transportation Department manages all streets, traffic and other city-wide transportation services, including city traffic engineering, traffic signal monitoring and maintenance, and maintenance of all city streets and roadways. The department budget is expected to decrease $100,000, or 1.6 percent from FY 2012-13 to FY 2013- 14. x Non-departmental expenses include the transfers previously discussed, the Council Contingency account, and administrative and other expenses not associated with any one department. The non-departmental budget is $2.8 million, or 20 percent greater than the FY 2012-13 adopted budget. This increase is primarily due to a transfer to the General Capital Construction fund of $1.4 million for Village and Barrio revitalization projects, and a $750,000 transfer to the General Liability fund for increases in settlements and estimated claims payable. x The Council Contingency is a budgeted amount that is available to the City Council to address unanticipated emergencies or unforeseen program needs during the fiscal year. Prior to the economic recession, the Council Contingency budget provided between 2 and 2.5 percent of the General Fund Operating Budget for these unforeseen costs. The Council Contingency was reduced significantly during the last three years to ensure a balanced budget during the economic recession. For FY 2013-14, the Contingency is budgeted $1.5 million, with no change when compared to the prior year. 102 104 106 108 110 112 114 116 118 120 122 FY 2007-08 $116.5m FY 2008-09r $112.7m FY 2009-10 $109.1m FY 2010-11 $109.4m FY 2011-12 $111.8m FY 2012-13 $115.2m FY 2013-14 $119.7m +9.5% (3.3%) (3.2%) +.03% +2.2% +3.0% +3.9% History of General Fund Expenditures 2013-14 OPERATING BUDGET OVERVIEW B-17 As reflected in the chart above, the city’s expenditures were reduced significantly with the City Council’s revised budget in FY 2008-09, reflecting a 3.3 percent decrease from the FY 2007-08 Adopted Budget. A further 3.2 percent reduction was made in FY 2009-10 in order to reduce expenditures in line with continued General Fund revenue declines. Expenditure projections for FY 2010-11 remained relatively flat, with growth of less than one percent, in anticipation of a flat economy. For FY 2011-12 General Fund expenditures showed a slight increase of 2.2 percent, supported by projected revenue increases. For FY 2012-13 General Fund expenditures were expected to increase by $3.3 million, or 3 percent. In FY 2013-14 expenditures are budgeted to increase $4.5 million, or 3.9 percent. Changes in Other Funds Special Revenue funds, at $10.6 million, are down $200,000, or 2.0 percent, from the prior year. While there are several Special Revenue funds with fluctuations from year to year, the most significant decrease is in funding for rental assistance. Enterprise funds total $65.9 million, which is an increase of $1.2 million, or 1.9 percent, over the FY 2012-13 Adopted Budget. The most significant change in Water Operations is due to the estimated increase in the cost of water purchased from the San Diego County Water Authority with an estimated 4 percent increase in commodity purchases and a 5.5 percent increase in fixed costs, effective January 1, 2014. Carlsbad customers decreased water consumption for several years; however, in FY 2012-13 the quantities purchased began to increase. The quantities purchased are expected to follow the same trajectory in FY 2013-14 as in FY 2012- 13. The Operating Budget also includes funding for infrastructure replacement transfers related to growth and aging of the water system. Wastewater operations are projected to decrease 1.3 percent, or $200,000, over the Adopted Budget for FY 2012-13. This decrease in the operating budget is primarily due to a reduction in personnel related costs and Encina services costs. Golf Course operations are expected to remain relatively flat for FY 2013-14. The Golf Course budget was previously done on a calendar year basis; beginning July 1, 2013 the budget and financial reporting will occur on a fiscal year basis. The Internal Service funds total $17.2 million, a decrease of $900,000, or 5 percent, from the prior year. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds, including the following: x The Worker’s Compensation budget shows an increase of approximately $100,000, or 7.2 percent, based on settlements and estimated claims payable, as compared to the prior fiscal year. x The Self Insured Benefits budget shows a decrease of $2.7 million due to budgeted transfers in FY 2012-13 for anticipated future pension rate increases. x The Vehicle Maintenance and Replacement budget remains relatively flat when compared to FY 2012-13. A list of the requested replacement vehicles can be found at the end of this document. x The Information Technology budget shows an increase in the department’s budget of approximately $1.5 million, or 24 percent, from the prior fiscal year. About $1.1 million of this increase is due to replacement of equipment, and the remaining $400,000 is for planned increases in maintenance and support of new software and hardware. 2013-14 OPERATING BUDGET OVERVIEW B-17 As reflected in the chart above, the city’s expenditures were reduced significantly with the City Council’s revised budget in FY 2008-09, reflecting a 3.3 percent decrease from the FY 2007-08 Adopted Budget. A further 3.2 percent reduction was made in FY 2009-10 in order to reduce expenditures in line with continued General Fund revenue declines. Expenditure projections for FY 2010-11 remained relatively flat, with growth of less than one percent, in anticipation of a flat economy. For FY 2011-12 General Fund expenditures showed a slight increase of 2.2 percent, supported by projected revenue increases. For FY 2012-13 General Fund expenditures were expected to increase by $3.3 million, or 3 percent. In FY 2013-14 expenditures are budgeted to increase $4.5 million, or 3.9 percent. Changes in Other Funds Special Revenue funds, at $10.6 million, are down $200,000, or 2.0 percent, from the prior year. While there are several Special Revenue funds with fluctuations from year to year, the most significant decrease is in funding for rental assistance. Enterprise funds total $65.9 million, which is an increase of $1.2 million, or 1.9 percent, over the FY 2012-13 Adopted Budget. The most significant change in Water Operations is due to the estimated increase in the cost of water purchased from the San Diego County Water Authority with an estimated 4 percent increase in commodity purchases and a 5.5 percent increase in fixed costs, effective January 1, 2014. Carlsbad customers decreased water consumption for several years; however, in FY 2012-13 the quantities purchased began to increase. The quantities purchased are expected to follow the same trajectory in FY 2013-14 as in FY 2012- 13. The Operating Budget also includes funding for infrastructure replacement transfers related to growth and aging of the water system. Wastewater operations are projected to decrease 1.3 percent, or $200,000, over the Adopted Budget for FY 2012-13. This decrease in the operating budget is primarily due to a reduction in personnel related costs and Encina services costs. Golf Course operations are expected to remain relatively flat for FY 2013-14. The Golf Course budget was previously done on a calendar year basis; beginning July 1, 2013 the budget and financial reporting will occur on a fiscal year basis. The Internal Service funds total $17.2 million, a decrease of $900,000, or 5 percent, from the prior year. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds, including the following: x The Worker’s Compensation budget shows an increase of approximately $100,000, or 7.2 percent, based on settlements and estimated claims payable, as compared to the prior fiscal year. x The Self Insured Benefits budget shows a decrease of $2.7 million due to budgeted transfers in FY 2012-13 for anticipated future pension rate increases. x The Vehicle Maintenance and Replacement budget remains relatively flat when compared to FY 2012-13. A list of the requested replacement vehicles can be found at the end of this document. x The Information Technology budget shows an increase in the department’s budget of approximately $1.5 million, or 24 percent, from the prior fiscal year. About $1.1 million of this increase is due to replacement of equipment, and the remaining $400,000 is for planned increases in maintenance and support of new software and hardware. 2013-14 OPERATING BUDGET OVERVIEW B-18 The budgets for the Redevelopment Obligation Retirement Funds (RORF) budgets have decreased by $100,000 or 7.5 percent, from the Redevelopment Agency Fund budgets shown in the previous year. On June 29, 2011, California Governor Jerry Brown signed ABX1 26 to dissolve all redevelopment agencies within the State of California. All agencies were subsequently dissolved as of February 1, 2012, and a Successor Agency was designated to complete the work of the Carlsbad Redevelopment Agency (RDA) and satisfy the financial obligations. The FY 2013-14 Operating Budget reflects two Recognized Obligation Payment Schedules (ROPS) that will be prepared by the Successor Agency (one has already been submitted for approval and one will be completed during FY 2013-14), but which must ultimately be approved by the Oversight Board, the County of San Diego and the State of California. The ROPS identifies financial commitments of the former RDA, including $250,000 in administrative costs, which will be paid from semi-annual tax increment revenue received by the Successor Agency and annual debt service requirements. Every six months a new ROPS must be prepared and approved by the Oversight Board, the County of San Diego and the State of California in order to receive additional tax increment. During FY 2012-13, the city was notified that several items were not approved in their ROPS (including parking lot leases in the downtown area), creating a reduction in the FY 2013-14 expenditure budget. SUMMARY This Operating Budget for FY 2013-14 provides a balanced budget for the coming fiscal year while continuing with a long-term plan to sustain a balanced budget in future years. Significant ongoing operating expenses were identified and incorporated in FY 2013-14 to ensure the budget reflects the ongoing financial obligations of the city. The Carlsbad economy is continuing to improve, as a strong economic base is aided by the addition of hotel, retail and commercial projects. Major revenue sources are improving in the city, with continued gains seen in property tax, sales tax, and hotel tax revenues. Carlsbad still faces economic challenges from a fluctuating economy, continued fixed costs increases, and concerns over the impact that budget decisions at the state and federal levels could have on the city’s financial situation. To meet these challenges, the city has initiated a program to evaluate all city operations looking for opportunities to reduce costs through efficiencies, shared services or contracting out services in some areas when that makes sense. The city has already seen results from these efforts. As fixed costs like utilities, insurance, and supplies have increased, departments have been able to reduce costs in other areas to maintain a balanced budget without impacting services provided to the community. The City of Carlsbad is entering the new fiscal year in a solid financial position and focused on the future. Careful planning and responsible management have allowed the city to not only maintain core services, but to also move ahead on community projects and other investments that contribute to an excellent quality of life in our community. Promoting a strong local economy and bringing more jobs to the city is a top priority. Due to continued fiscally conservative practices, the city is in an excellent position to take advantage of new economic opportunities that will allow our community to thrive now and for many years in the future. 2013-14 OPERATING BUDGET OVERVIEW B-18 The budgets for the Redevelopment Obligation Retirement Funds (RORF) budgets have decreased by $100,000 or 7.5 percent, from the Redevelopment Agency Fund budgets shown in the previous year. On June 29, 2011, California Governor Jerry Brown signed ABX1 26 to dissolve all redevelopment agencies within the State of California. All agencies were subsequently dissolved as of February 1, 2012, and a Successor Agency was designated to complete the work of the Carlsbad Redevelopment Agency (RDA) and satisfy the financial obligations. The FY 2013-14 Operating Budget reflects two Recognized Obligation Payment Schedules (ROPS) that will be prepared by the Successor Agency (one has already been submitted for approval and one will be completed during FY 2013-14), but which must ultimately be approved by the Oversight Board, the County of San Diego and the State of California. The ROPS identifies financial commitments of the former RDA, including $250,000 in administrative costs, which will be paid from semi-annual tax increment revenue received by the Successor Agency and annual debt service requirements. Every six months a new ROPS must be prepared and approved by the Oversight Board, the County of San Diego and the State of California in order to receive additional tax increment. During FY 2012-13, the city was notified that several items were not approved in their ROPS (including parking lot leases in the downtown area), creating a reduction in the FY 2013-14 expenditure budget. SUMMARY This Operating Budget for FY 2013-14 provides a balanced budget for the coming fiscal year while continuing with a long-term plan to sustain a balanced budget in future years. Significant ongoing operating expenses were identified and incorporated in FY 2013-14 to ensure the budget reflects the ongoing financial obligations of the city. The Carlsbad economy is continuing to improve, as a strong economic base is aided by the addition of hotel, retail and commercial projects. Major revenue sources are improving in the city, with continued gains seen in property tax, sales tax, and hotel tax revenues. Carlsbad still faces economic challenges from a fluctuating economy, continued fixed costs increases, and concerns over the impact that budget decisions at the state and federal levels could have on the city’s financial situation. To meet these challenges, the city has initiated a program to evaluate all city operations looking for opportunities to reduce costs through efficiencies, shared services or contracting out services in some areas when that makes sense. The city has already seen results from these efforts. As fixed costs like utilities, insurance, and supplies have increased, departments have been able to reduce costs in other areas to maintain a balanced budget without impacting services provided to the community. The City of Carlsbad is entering the new fiscal year in a solid financial position and focused on the future. Careful planning and responsible management have allowed the city to not only maintain core services, but to also move ahead on community projects and other investments that contribute to an excellent quality of life in our community. Promoting a strong local economy and bringing more jobs to the city is a top priority. Due to continued fiscally conservative practices, the city is in an excellent position to take advantage of new economic opportunities that will allow our community to thrive now and for many years in the future. B-19 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES UNRESERVED ADVANCES PROJECTED BALANCE PROJECTED PROJECTED & FUND OTHER BALANCE FUND JULY 1, 2012 REVENUES EXPENDITURES TRANSFERS CHANGES JUNE 30, 2013 GENERAL FUND $61,383,660 *$117,298,000 $115,521,155 $63,160,505 * REPAYMENT FROM SOLID WASTE - ADVANCE TO SCCRDA - ADVANCE TO GOLF COURSE FUND - ADVANCE TO HABITAT MITIGATION FEE FUND (118,565)(118,565) CHANGE IN RESERVATIONS & DESIGNATIONS - TOTAL GENERAL FUND 61,383,660 117,298,000 115,521,155 63,041,940 SPECIAL REVENUE AFFORDABLE HOUSING 19,064,963 2,160,700 546,503 20,679,160 BUENA VISTA CHANNEL MAINTENANCE 1,366,597 122,000 260,000 1,228,597 CITIZEN'S OPTION FOR PUBLIC SAFETY 70,673 149,900 110,388 110,185 COMMUNITY ACTIVITY GRANTS 1,076,763 5,000 55,060 1,026,703 COMMUNITY DEVELOPMENT BLOCK GRANT 220,777 1,193,000 1,580,191 (166,414) CULTURAL ARTS DONATIONS 156,243 37,900 66,820 127,323 LIBRARY AND ARTS ENDOWMENT FUND 259,357 1,000 6,014 254,343 LIBRARY GIFTS/BEQUESTS 140,451 127,000 116,000 151,451 LIGHTING AND LANDSCAPING DISTRICT NO. 2 1,446,402 523,400 240,000 1,729,802 LOCAL CABLE INFRASTRUCTURE FUND 668,716 371,000 219,512 820,204 MEDIAN MAINTENANCE 156,833 736,000 860,000 32,833 PARKING IN LIEU 400,179 - 44,000 356,179 POLICE ASSET FORFEITURE 614,376 96,000 207,678 502,698 POLICE GRANTS (171,343) 729,600 - 558,257 RECREATION DONATIONS 214,442 36,600 14,000 237,042 RENTAL ASSISTANCE - SECTION 8 597,835 5,885,300 6,365,483 117,652 SENIOR DONATIONS 203,057 133,900 25,000 311,957 STREET LIGHTING 635,068 1,471,300 993,320 1,113,048 STREET TREE MAINTENANCE 45,085 611,100 650,000 6,185 TOTAL SPECIAL REVENUE 27,166,474 14,390,700 12,359,969 29,197,205 ENTERPRISE WATER OPERATIONS (7,763)36,258,500 34,552,154 1,698,583 RECYCLED WATER OPERATIONS 5,068,834 7,670,650 7,383,139 5,356,345 WASTEWATER OPERATIONS 146,937 11,895,257 10,772,025 1,270,169 SOLID WASTE MANAGEMENT 9,592,343 3,423,565 3,093,321 9,922,587 GOLF COURSE 493,577 7,500,000 7,491,575 502,002 TOTAL ENTERPRISE 15,293,928 66,747,972 63,292,214 18,749,686 INTERNAL SERVICE WORKERS' COMPENSATION 1,487,800 2,053,783 3,500,000 41,583 RISK MANAGEMENT 294,870 1,876,654 1,837,240 334,284 SELF-INSURED BENEFITS 2,534,114 2,653,955 3,998,780 1,189,289 VEHICLE MAINTENANCE 321,891 2,739,346 2,233,779 827,458 VEHICLE REPLACEMENT 15,070,668 1,894,228 1,556,418 15,408,478 INFORMATION TECHNOLOGY 4,668,072 6,699,807 5,609,756 5,758,123 TOTAL INTERNAL SERVICE 24,377,415 17,917,773 18,735,973 23,559,215 REDEVELOPMENT OBLIGATION RETIREMENT FUNDS VILLAGE RDA OBLIGATION RETIREMENT FUND 7,596,408 53,006 7,223,526 425,888 TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUNDS 7,596,408 53,006 7,223,526 425,888 TOTAL OPERATING FUNDS $135,817,885 $216,407,451 $217,132,837 ($118,565)$0 $134,973,934 * FOR THE GENERAL FUND ONLY THIS REPRESENTS UNASSIGNED FUND BALANCE. B-20 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES PROJECTED ADVANCES PROJECTED BALANCE ESTIMATED ADOPTED & FUND OTHER BALANCE FUND JULY 1, 2013 REVENUES BUDGET TRANSFERS CHANGES JUNE 30, 2014 GENERAL FUND $63,041,940 *$121,003,185 $119,665,690 $64,379,435 * REPAYMENT FROM SOLID WASTE 0 ADVANCE TO SCCRDA 0 ADVANCE TO GOLF COURSE FUND 0 ADVANCE TO HABITAT MITIGATION FEE FUND 0 CHANGE IN RESERVATIONS & DESIGNATIONS 0 TOTAL GENERAL FUND 63,041,940 121,003,185 119,665,690 64,379,435 SPECIAL REVENUE AFFORDABLE HOUSING 20,679,160 595,000 461,067 20,813,093 BUENA VISTA CHANNEL MAINTENANCE 1,228,597 121,000 105,925 1,243,672 CITIZEN'S OPTION FOR PUBLIC SAFETY 110,185 110,400 125,035 95,550 COMMUNITY ACTIVITY GRANTS 1,026,703 10,000 10,000 1,026,703 COMMUNITY DEVELOPMENT BLOCK GRANT (166,414)913,000 563,190 183,396 CULTURAL ARTS DONATIONS 127,323 40,500 68,400 99,423 LIBRARY AND ARTS ENDOWMENT FUND 254,343 2,000 4,000 252,343 LIBRARY GIFTS/BEQUESTS 151,451 120,000 63,367 208,084 LIGHTING AND LANDSCAPING DISTRICT NO. 2 1,729,802 542,153 246,439 2,025,516 LOCAL CABLE INFRASTRUCTURE FUND 820,204 371,000 356,738 834,466 MEDIAN MAINTENANCE 32,833 713,734 741,370 5,197 PARKING IN LIEU 356,179 0 42,000 314,179 POLICE ASSET FORFEITURE 502,698 54,500 251,761 305,437 POLICE GRANTS 558,257 8,100 0 566,357 RECREATION DONATIONS 237,042 23,700 51,969 208,773 RENTAL ASSISTANCE - SECTION 8 117,652 5,551,700 5,990,386 (321,034) SENIOR DONATIONS 311,957 30,000 35,100 306,857 STREET LIGHTING 1,113,048 882,402 882,971 1,112,479 STREET TREE MAINTENANCE 6,185 652,283 649,668 8,800 TOTAL SPECIAL REVENUE 29,197,205 10,741,472 10,649,386 29,289,291 ENTERPRISE WATER OPERATIONS 1,698,583 38,117,000 36,077,284 3,738,299 RECYCLED WATER OPERATIONS 5,356,345 7,945,650 7,523,438 5,778,557 WASTEWATER OPERATIONS 1,270,169 11,972,119 11,186,522 2,055,766 SOLID WASTE MANAGEMENT 9,922,587 3,485,145 3,595,771 9,811,961 GOLF COURSE 502,002 7,517,749 7,498,961 520,790 TOTAL ENTERPRISE 18,749,686 69,037,663 65,881,976 21,905,373 INTERNAL SERVICE WORKERS' COMPENSATION 41,583 1,568,120 1,774,781 (165,078) RISK MANAGEMENT 334,284 2,701,490 1,701,927 1,333,847 SELF-INSURED BENEFITS 1,189,289 2,897,019 1,521,397 2,564,911 VEHICLE MAINTENANCE 827,458 2,810,684 2,874,734 763,408 VEHICLE REPLACEMENT 15,408,478 1,505,824 1,287,565 15,626,737 INFORMATION TECHNOLOGY 5,758,123 7,033,392 8,088,407 4,703,108 TOTAL INTERNAL SERVICE 23,559,215 18,516,529 17,248,811 24,826,933 REDEVELOPMENT OBLIGATION RETIREMENT FUNDS VILLAGE RDA OBLIGATION RETIREMENT FUND 425,888 1,291,400 1,291,415 425,873 TOTAL REDEVELOPMENT OBLIGATION RETIREMENT FUNDS 425,888 1,291,400 1,291,415 425,873 TOTAL OPERATING FUNDS $134,973,934 $220,590,249 $214,737,278 $0 $0 $140,826,905 * FOR THE GENERAL FUND ONLY THIS REPRESENTS UNDESIGNATED, UNRESERVED FUND BALANCE. B-21 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS %DIFFERENCE REVENUE REVENUE REVENUE OF FY 12-13 2012-13 TO REVENUE SOURCE 2011-12 2012-13 2013-14 PROJECTED 2013-14 GENERAL FUND TAXES PROPERTY TAX $48,181,123 $47,703,000 $48,409,000 1.5%$706,000 SALES TAX 28,733,198 29,910,000 31,107,000 4.0%1,197,000 TRANSIENT TAX 12,872,425 13,857,000 14,710,000 6.2%853,000 FRANCHISE TAX 4,851,742 4,908,000 5,002,000 1.9%94,000 BUSINESS LICENSE TAX 3,668,441 3,536,000 3,677,000 4.0%141,000 TRANSFER TAX 924,807 1,086,000 1,097,000 1.0%11,000 TOTAL TAXES 99,231,736 101,000,000 104,002,000 3.0%3,002,000 INTERGOVERNMENTAL VEHICLE LICENSE FEES 52,838 55,000 0 -100.0%(55,000) HOMEOWNERS EXEMPTION 368,465 370,000 372,000 0.5%2,000 OTHER INTERGOVERNMENTAL 644,130 500,000 627,000 25.4%127,000 TOTAL INTERGOVERNMENTAL 1,065,433 925,000 999,000 8.0%74,000 LICENSES AND PERMITS BUILDING PERMITS 878,316 577,000 751,000 30.2%174,000 OTHER LICENSES & PERMITS 973,545 640,000 833,000 30.2%193,000 TOTAL LICENSES & PERMITS 1,851,861 1,217,000 1,584,000 30.2%367,000 CHARGES FOR SERVICES PLANNING FEES 324,097 213,000 277,000 30.1%64,000 BUILDING DEPT. FEES 695,988 457,000 595,000 30.2%138,000 ENGINEERING FEES 758,760 499,000 649,000 30.1%150,000 AMBULANCE FEES 2,689,979 2,763,000 2,500,000 -9.5%(263,000) RECREATION FEES 1,534,000 1,582,000 2,114,378 33.7%532,378 OTHER CHARGES OR FEES 483,459 594,000 508,500 -14.4%(85,500) TOTAL CHARGES FOR SERVICES 6,486,283 6,108,000 6,643,878 8.8%535,878 FINES AND FORFEITURES 731,732 858,000 813,500 -5.2%(44,500) INCOME FROM INVESTMENTS AND PROPERTY*2,053,365 2,608,000 2,158,824 -17.2%(449,176) INTERDEPARTMENTAL CHARGES 3,751,784 3,727,000 3,946,983 5.9%219,983 OTHER REVENUE SOURCES 650,496 855,000 855,000 0.0%0 TOTAL GENERAL FUND $115,822,690 $117,298,000 $121,003,185 3.2%$3,705,185 * INTEREST IS CALCULATED ON AN AMORTIZED COST BASIS B-22 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS %DIFFERENCE REVENUE REVENUE REVENUE OF FY 12-13 2012-13 TO REVENUE SOURCE 2011-12 2012-13 2013-14 PROJECTED 2013-14 SPECIAL REVENUE FUNDS AFFORDABLE HOUSING AFFORDABLE HOUSING FEES $1,727,445 $1,116,400 $163,000 -85.4%($953,400) FEDERAL GRANT 42,341 809,300 100,000 -87.6%(709,300) STATE GRANT 0 0 0 0.0%0 INTEREST 204,589 200,000 122,000 -39.0%(78,000) OTHER 10,602,272 35,000 210,000 500.0%175,000 TOTAL AFFORDABLE HOUSING 12,576,647 2,160,700 595,000 -72.5%(1,565,700) BUENA VISTA CHANNEL MAINTENANCE BUENA VISTA FEES 157,331 100,000 100,000 0.0%0 INTEREST 16,324 22,000 21,000 -4.6%(1,000) TOTAL BUENA VISTA CHANNEL MAINTENANCE 173,655 122,000 121,000 -0.8%(1,000) CITIZEN'S OPTION FOR PUBLIC SAFETY STATE FUNDING (AB3229)171,312 149,900 110,400 -26.4%(39,500) INTEREST 695 0 0 0.0%0 TOTAL CITIZENS OPTION FOR PUBLIC SAFETY 172,007 149,900 110,400 -26.4%(39,500) COMMUNITY ACTIVITY GRANTS INTEREST 12,558 5,000 10,000 100.0%5,000 TOTAL COMMUNITY ACTIVITY GRANTS 12,558 5,000 10,000 100.0%5,000 COMMUNITY DEVELOPMENT BLOCK GRANT FEDERAL GRANT 0 967,600 913,000 -5.6%(54,600) INTEREST 22,480 400 0 -100.0%(400) OTHER 3,852 225,000 0 -100.0%(225,000) TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT 26,332 1,193,000 913,000 -23.5%(280,000) CULTURAL ARTS DONATIONS DONATIONS 50,534 37,000 33,000 -10.8%(4,000) INTEREST 1,671 300 0 -100.0%(300) OTHER 8,516 600 7,500 1150.0%6,900 TOTAL CULTURAL ARTS DONATIONS 60,721 37,900 40,500 6.9%2,600 LIBRARY AND ARTS ENDOWMENT FUND INTEREST 3,018 1,000 2,000 100.0%1,000 TOTAL LIBRARY AND ARTS ENDOWMENT FUND 3,018 1,000 2,000 100.0%1,000 LIBRARY GIFTS/BEQUESTS GIFTS/BEQUESTS 128,682 126,000 120,000 -4.8%(6,000) INTEREST 2,125 1,000 0 -100.0%(1,000) OTHER 0 0 0 0.0%0 TOTAL LIBRARY GIFTS/BEQUESTS 130,807 127,000 120,000 -5.5%(7,000) LIGHTING AND LANDSCAPING DISTRICT NO. #2 LLD #2 FEES 438,526 489,600 524,852 7.2%35,252 INTEREST 15,853 28,400 17,301 -39.1%(11,099) OTHER 0 5,400 0 -100.0%(5,400) TOTAL LIGHTING AND LANDSCAPING DIST. NO. #2 454,379 523,400 542,153 3.6%18,753 LOCAL CABLE INFRASTRUCTURE FUND CABLE FEES 368,282 365,000 364,000 -0.3%(1,000) INTEREST 6,899 6,000 7,000 16.7%1,000 TOTAL LOCAL CABLE INFRASTRUCTURE FUND 375,181 371,000 371,000 0.0%0 MEDIAN MAINTENANCE MEDIAN MAINTENANCE FEES 355,974 358,000 358,734 0.2%734 INTEREST 89 0 0 0.0%0 OTHER 359,500 378,000 355,000 -6.1%(23,000) TOTAL MEDIAN MAINTENANCE 715,563 736,000 713,734 -3.0%(22,266) PARKING IN LIEU IN LIEU FEES 0 0 0 0.0%0 INTEREST 0 0 0 0.0%0 TOTAL PARKING IN LIEU 0 0 0 0.0%0 POLICE ASSET FORFEITURE ASSET FORFEITURES 49,734 94,500 50,000 -47.1%(44,500) INTEREST 7,520 1,500 4,500 200.0%3,000 OTHER (74)0 0 0.0%0 TOTAL POLICE ASSET FORFEITURE 57,180 96,000 54,500 -43.2%(41,500) POLICE GRANTS FEDERAL GRANT 532,380 729,600 8,100 -98.9%(721,500) INTEREST 45 0 0 0.0%0 TOTAL POLICE GRANTS 532,425 729,600 8,100 -98.9%(721,500) B-23 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS %DIFFERENCE REVENUE REVENUE REVENUE OF FY 12-13 2012-13 TO REVENUE SOURCE 2011-12 2012-13 2013-14 PROJECTED 2013-14 SPECIAL REVENUE FUNDS - CONTINUED RECREATION DONATIONS DONATIONS & GRANTS 25,722 35,600 23,700 -33.4%(11,900) INTEREST 2,359 1,000 0 -100.0%(1,000) TOTAL RECREATION DONATIONS 28,081 36,600 23,700 -35.3%(12,900) RENTAL ASSISTANCE FEDERAL GRANT 6,028,802 5,855,900 5,545,000 -5.3%(310,900) INTEREST 6,856 5,100 6,700 31.4%1,600 OTHER 20,215 24,300 0 -100.0%(24,300) TOTAL RENTAL ASSISTANCE 6,055,873 5,885,300 5,551,700 -5.7%(333,600) SENIOR DONATIONS DONATIONS 8,302 120,000 8,000 -93.3%(112,000) INTEREST 2,378 500 2,000 300.0%1,500 OTHER 14,533 13,400 20,000 49.3%6,600 TOTAL SENIOR DONATIONS 25,213 133,900 30,000 -77.6%(103,900) STREET LIGHTING GOVERNMENT GRANTS AND LOANS 204,563 587,100 0 -100.0%(587,100) STREET LIGHTING FEES 728,559 730,600 728,772 -0.3%(1,828) INTERDEPARTMENTAL 0 0 0 0.0%0 OTHER 177,378 141,400 141,400 0.0%0 INTEREST 9,969 12,200 12,230 0.3%30 TOTAL STREET LIGHTING 1,120,469 1,471,300 882,402 -40.0%(588,898) STREET TREE MAINTENANCE TREE MAINTENANCE FEES 463,855 461,500 462,283 0.2%783 INTEREST 278 0 0 0.0%0 OTHER 113,500 149,600 190,000 27.0%40,400 TOTAL STREET TREE MAINTENANCE 577,633 611,100 652,283 6.7%41,183 TOTAL SPECIAL REVENUE FUNDS $23,097,742 $14,390,700 $10,741,472 -25.4%($3,649,228) B-24 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS %DIFFERENCE REVENUE REVENUE REVENUE OF FY 12-13 2012-13 TO REVENUE SOURCE 2011-12 2012-13 2013-14 PROJECTED 2013-14 ENTERPRISE FUNDS WATER OPERATIONS WATER SALES $21,442,931 $23,900,000 $25,200,000 5.4%$1,300,000 READY TO SERVE CHARGES 8,026,609 8,700,000 9,150,000 5.2%450,000 PROPERTY TAXES 2,722,560 2,665,000 2,855,000 7.1%190,000 NEW ACCOUNT CHARGES 129,695 135,000 120,000 -11.1%(15,000) BACK-FLOW PROGRAM FEES 123,086 125,000 125,000 0.0%0 PENALTY FEES 301,394 316,500 280,000 -11.5%(36,500) INTEREST 16,895 177,500 1,000 -99.4%(176,500) ENGINEERING OVERHEAD 88,337 80,000 80,000 0.0%0 SERVICE CONNECTION FEES 122,242 100,000 100,000 0.0%0 AGRICULTURAL CREDITS 0 0 0 0.0%0 OTHER 248,537 59,500 206,000 246.2%146,500 TOTAL WATER OPERATIONS 33,222,286 36,258,500 38,117,000 5.1%1,858,500 RECYCLED WATER OPERATIONS WATER SALES 5,094,428 5,760,000 6,000,000 4.2%240,000 READY-TO-SERVE CHARGE 580,879 625,000 650,000 4.0%25,000 RECYCLED WATER CREDITS 1,137,150 1,050,000 1,100,000 4.8%50,000 INTEREST 70,363 70,000 50,000 -28.6%(20,000) OTHER 121,366 165,650 145,650 -12.1%(20,000) TOTAL RECYCLED WATER OPERATIONS 7,004,186 7,670,650 7,945,650 3.6%275,000 WASTEWATER OPERATIONS SERVICE CHARGES 10,905,656 11,500,000 11,530,000 0.3%30,000 MISC SEWER 31,339 32,000 23,000 -28.1%(9,000) ENGINEERING OVERHEAD 173,091 175,000 180,000 2.9%5,000 PENALTY FEES 52,174 85,000 80,000 -5.9%(5,000) INTEREST 78,345 72,119 89,119 23.6%17,000 OTHER 94,491 31,138 70,000 124.8%38,862 TOTAL WASTEWATER OPERATIONS 11,335,096 11,895,257 11,972,119 0.7%76,862 SOLID WASTE MANAGEMENT INTEREST 119,781 125,000 113,145 -9.5%(11,855) RECYCLING FEES (AB939)275,596 275,000 277,000 0.7%2,000 PENALTY FEES 53,739 57,000 57,000 0.0%0 TRASH SURCHARGE 2,631,421 2,700,000 2,700,000 0.0%0 OTHER 269,414 266,565 338,000 26.8%71,435 TOTAL SOLID WASTE MANAGEMENT 3,349,951 3,423,565 3,485,145 1.8%61,580 GOLF COURSE OPERATIONS INTEREST 92,292 90,000 90,000 0.0%0 CHARGES FOR SERVICES 6,127,068 6,423,160 6,429,200 0.1%6,040 OTHER 1,644,592 986,840 998,549 1.2%11,709 TOTAL GOLF COURSE OPERATIONS 7,863,952 7,500,000 7,517,749 0.2%17,749 TOTAL ENTERPRISE FUNDS $62,775,471 $66,747,972 $69,037,663 3.4%$2,289,691 B-25 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS %DIFFERENCE REVENUE REVENUE REVENUE OF FY 12-13 2012-13 TO REVENUE SOURCE 2011-12 2012-13 2013-14 PROJECTED 2013-14 INTERNAL SERVICE FUNDS WORKERS' COMPENSATION INTERDEPARTMENTAL $1,457,230 $1,501,120 $1,501,120 0.0%$0 INTEREST 74,471 27,461 67,000 144.0%39,539 OTHER 286,347 525,202 0 -100.0%(525,202) TOTAL WORKERS' COMPENSATION 1,818,048 2,053,783 1,568,120 -23.7%(485,663) RISK MANAGEMENT INTERDEPARTMENTAL 1,609,110 1,858,560 1,951,490 5.0%92,930 INTEREST 3,094 1,900 0 -100.0%(1,900) OTHER 28,733 16,194 750,000 4531.3%733,806 TOTAL RISK MANAGEMENT 1,640,937 1,876,654 2,701,490 44.0%824,836 SELF-INSURED BENEFITS INTERDEPARTMENTAL 813,828 771,303 817,089 5.9%45,786 INTEREST 0 0 0 0.0%0 OTHER 1,470,175 1,882,652 2,079,930 10.5%197,278 TOTAL SELF-INSURED BENEFITS 2,284,003 2,653,955 2,897,019 9.2%243,064 VEHICLE MAINTENANCE INTERDEPARTMENTAL 2,515,825 2,720,170 2,794,684 2.7%74,514 INTEREST 2,422 0 0 0.0%0 OTHER 21,000 19,176 16,000 -16.6%(3,176) TOTAL VEHICLE MAINTENANCE 2,539,247 2,739,346 2,810,684 2.6%71,338 VEHICLE REPLACEMENT INTERDEPARTMENTAL 1,917,674 1,820,012 1,505,824 -17.3%(314,188) INTEREST 175,551 74,216 0 -100.0%(74,216) OTHER 3,387 0 0 0.0%0 TOTAL VEHICLE REPLACEMENT 2,096,612 1,894,228 1,505,824 -20.5%(388,404) INFORMATION TECHNOLOGY FEDERAL GRANT 0 0 0 0.0%0 INTERDEPARTMENTAL 6,682,808 6,656,904 6,983,592 4.9%326,688 INTEREST 54,783 24,063 49,800 107.0%25,737 OTHER 16,482 18,840 0 -100.0%(18,840) TOTAL INFORMATION TECHNOLOGY 6,754,073 6,699,807 7,033,392 5.0%333,585 TOTAL INTERNAL SERVICE FUNDS $17,132,920 $17,917,773 $18,516,529 3.3%$598,756 REDEVELOPMENT OBLIGATION RETIREMENT FUNDS VILLAGE RDA OBLIGATION RETIREMENT FUND RENTAL INCOME $8,764 $0 $0 0.0%$0 TAX INCREMENT 2,607,668 0 1,291,400 0.0%1,291,400 INTEREST 45,041 53,006 0 -100.0%(53,006) OTHER 2,822 0 0 0.0%0 TOTAL VILLAGE OPERATIONS / DEBT SERVICE 2,664,295 53,006 1,291,400 2336.3%1,238,394 TOTAL REDEVELOPMENT FUNDS $2,664,295 $53,006 $1,291,400 2336.3%$1,238,394 TOTAL OPERATING FUNDS $221,493,118 $216,407,451 $220,590,249 1.9%$4,182,798 B-26 %INCR (DEC) 2012-13 12-13 BUD 2010-11 2011-12 ESTIMATED 2012-13 2013-14 TO DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 13-14 BUD GENERAL FUND POLICY AND LEADERSHIP GROUP CITY COUNCIL $352,145 $337,599 340,274 $352,729 $364,856 3.4% CITY ATTORNEY 1,327,414 1,289,939 1,276,912 1,336,908 1,316,806 -1.5% CITY CLERK 176,655 124,036 108,267 141,563 63,347 -55.3% CITY MANAGER 1,348,850 1,442,294 1,635,927 1,504,476 1,388,651 -7.7% CITY TREASURER 181,262 183,730 190,684 194,812 207,514 6.5% COMMUNICATIONS 793,887 638,541 664,634 725,987 697,185 -4.0% TOTAL POLICY AND LEADERSHIP GROUP 4,180,213 4,016,139 4,216,698 4,256,475 4,038,359 -5.1% ADMINISTRATIVE SERVICES FINANCE 3,472,814 3,395,659 3,778,015 3,511,305 3,591,465 2.3% HUMAN RESOURCES 2,320,758 2,285,191 2,176,829 2,275,507 2,399,628 5.5% RECORDS MANAGEMENT 775,002 687,969 649,510 792,303 802,226 1.3% TOTAL ADMINISTRATIVE SERVICES 6,568,574 6,368,819 6,604,354 6,579,115 6,793,319 3.3% COMMUNITY DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT 7,309,222 7,035,103 6,145,795 7,061,612 6,842,728 -3.1% HOUSING AND NEIGHBORHOOD SERVICES 400,062 499,230 606,166 576,991 598,583 3.7% TOTAL COMMUNITY DEVELOPMENT 7,709,284 7,534,333 6,751,961 7,638,603 7,441,311 -2.6% COMMUNITY SERVICES LIBRARY AND CULTURAL ARTS 10,528,095 10,418,253 10,413,256 10,308,502 10,394,004 0.8% PARKS AND RECREATION 11,867,576 12,160,698 13,086,425 12,718,661 13,198,247 3.8% TOTAL COMMUNITY SERVICES 22,395,671 22,578,951 23,499,681 23,027,163 23,592,251 2.5% PUBLIC SAFETY FIRE 16,121,182 17,034,490 18,048,059 17,540,315 17,777,047 1.3% POLICE 27,670,820 27,506,352 27,636,105 27,937,848 28,746,830 2.9% TOTAL PUBLIC SAFETY 43,792,002 44,540,842 45,684,164 45,478,163 46,523,877 2.3% PUBLIC WORKS PROPERTY AND ENVIROMENTAL MANAGEMENT 4,660,673 4,707,149 4,619,441 5,135,939 5,566,546 8.4% TRANSPORTATION 8,312,277 8,327,015 10,268,151 8,840,761 8,696,580 -1.6% STORM DRAIN ENGINEERING 260,580 237,203 304,109 281,483 279,098 -0.8% TOTAL PUBLIC WORKS 13,233,530 13,271,367 15,191,701 14,258,183 14,542,224 2.0% NOTE: ESTIMATED EXPENDITURES MAY EXCEED ADOPTED BUDGET SINCE THEY INCLUDE PRIOR YEAR BUDGET APPROPRIATIONS. * ACTUALS, ESTIMATED EXPENDITURES AND BUDGET HAVE BEEN ADJUSTED TO REFLECT THE CITY'S REORGANIZATION IMPLEMENTATION. CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE B-27 %INCR (DEC) 2012-13 12-13 BUD 2010-11 2011-12 ESTIMATED 2012-13 2013-14 TO DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 13-14 BUD CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE GENERAL FUND - CONTINUED MISCELLANEOUS NON-DEPARTMENTAL EXPENDITURES COMMUNITY CONTRIBUTIONS 51,612 187,316 133,517 0 0 - DUES & SUBSCRIPTIONS 62,931 54,481 51,493 55,550 60,000 8.0% LEGAL SERVICES 58,605 60,656 10,000 80,000 80,000 0.0% PROFESSIONAL SERVICES 132,079 166,892 500,000 316,100 475,000 50.3% OTHER MISCELLANEOUS EXPENDITURES 48,039 367,818 500,000 0 0 - PERSONNEL RELATED 26,340 57,904 120,000 140,000 175,000 25.0% PROPERTY TAX & OTHER ADMINISTRATION 724,334 735,656 650,000 800,000 650,000 -18.8% TOTAL EXPENDITURES 1,103,940 1,630,723 1,965,010 1,391,650 1,440,000 3.5% TRANSFERS INFRASTRUCTURE REPLACEMENT FUND 7,175,000 7,382,000 7,547,000 7,547,000 7,800,000 3.4% TRANSFERS TO SELF INSURED BEN.-PERS SETASIDE 0 1,400,000 1,800,000 1,800,000 2,000,000 11.1% TRANSFERS TO GOLF COURSE 0 1,644,592 986,840 945,000 998,549 5.7% TRANSFER TO LLD#1 (MEDIANS & TREES)253,850 473,000 527,746 527,746 545,000 3.3% TRANSFER TO STORM WATER PROGRAM 134,790 165,497 246,000 210,000 253,000 20.5% OTHER MISCELLANEOUS TRANSFERS 1,350,000 1,629,806 500,000 0 2,197,800 - TOTAL TRANSFERS 8,913,640 12,694,895 11,607,586 11,029,746 13,794,349 25.1% TOTAL MISCELLANEOUS NON-DEPARTMENTAL 10,017,580 14,325,618 13,572,596 12,421,396 15,234,349 22.6% SUBTOTAL GENERAL FUND 107,896,854 112,636,069 115,521,155 113,659,098 118,165,690 4.0% CONTINGENCIES 0 0 0 1,500,000 1,500,000 0.0% TOTAL GENERAL FUND $107,896,854 $112,636,069 $115,521,155 $115,159,098 $119,665,690 3.9% B-28 %INCR (DEC) 2012-13 12-13 BUD 2010-11 2011-12 ESTIMATED 2012-13 2013-14 TO DEPARTMENT ACTUAL*ACTUALS EXPENDITURES BUDGET BUDGET 13-14 BUD CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE SPECIAL REVENUE FUNDS AFFORDABLE HOUSING $422,790 $668,816 $546,503 $573,244 $461,067 -19.6% BUENA VISTA CHANNEL MAINTENANCE 84,852 111,753 260,000 133,230 105,925 -20.5% CITIZEN'S OPTION FOR PUBLIC SAFETY 90,447 99,569 110,388 110,388 125,035 13.3% COMMUNITY ACTIVITY GRANTS 0 1,680 55,060 28,000 10,000 -64.3% COMMUNITY DEVELOPMENT BLOCK GRANT 584,813 1,287,064 1,580,191 540,570 563,190 4.2% CULTURAL ARTS DONATIONS 88,949 66,854 66,820 62,500 68,400 9.4% LIBRARY AND ARTS ENDOWMENT FUND 6,605 4,195 6,014 4,000 4,000 0.0% LIBRARY GIFTS/BEQUESTS 118,516 117,952 116,000 65,620 63,367 -3.4% LIGHTING AND LANDSCAPING DISTRICT NO. 2 192,045 214,544 240,000 236,256 246,439 4.3% LOCAL CABLE INFRASTRUCTURE FUND 271,414 209,422 219,512 362,535 356,738 -1.6% MEDIAN MAINTENANCE 715,442 759,636 860,000 735,758 741,370 0.8% PARKING IN LIEU 0 0 44,000 0 42,000 - POLICE ASSET FORFEITURE 19,450 247,319 207,678 35,775 251,761 603.7% POLICE GRANTS 341,661 748,169 0 0 0 - PUBLIC ART 187,672 0 0 0 0 - RECREATION DONATIONS 18,236 34,358 14,000 39,319 51,969 32.2% RENTAL ASSISTANCE 6,356,973 6,620,112 6,365,483 6,219,914 5,990,386 -3.7% SENIOR DONATIONS 30,973 16,924 25,000 37,990 35,100 -7.6% STREET LIGHTING 2,268,015 1,180,248 993,320 1,025,421 882,971 -13.9% STREET TREE MAINTENANCE 645,070 662,694 650,000 651,432 649,668 -0.3% TOTAL SPECIAL REVENUE FUNDS $12,443,923 $13,051,309 $12,359,969 $10,861,952 $10,649,386 -2.0% ENTERPRISE FUNDS WATER OPERATIONS $29,568,137 $30,796,638 $34,552,154 $34,654,191 $36,077,284 4.1% RECYCLED WATER OPERATIONS 6,721,454 7,332,485 7,383,139 7,682,227 7,523,438 -2.1% WASTEWATER OPERATIONS 9,502,110 10,374,682 10,772,025 11,336,015 11,186,522 -1.3% SOLID WASTE MANAGEMENT 2,544,050 2,941,131 3,093,321 3,503,924 3,595,771 2.6% GOLF COURSE OPERATIONS 7,554,766 7,528,195 7,491,575 7,491,475 7,498,961 0.1% TOTAL ENTERPRISE FUNDS $55,890,517 $58,973,131 $63,292,214 $64,667,832 $65,881,976 1.9% INTERNAL SERVICE FUNDS WORKERS' COMPENSATION $3,029,600 $2,236,534 $3,500,000 $1,655,668 $1,774,781 7.2% RISK MANAGEMENT 2,275,616 1,355,752 1,837,240 1,673,429 1,701,927 1.7% SELF-INSURED BENEFITS 983,628 892,560 3,998,780 4,188,113 1,521,397 -63.7% VEHICLE MAINTENANCE 2,696,576 2,773,322 2,233,779 2,837,449 2,874,734 1.3% VEHICLE REPLACEMENT 599,765 1,406,396 1,556,418 1,274,500 1,287,565 1.0% INFORMATION TECHNOLOGY 6,458,357 6,298,298 5,609,756 6,519,859 8,088,407 24.1% TOTAL INTERNAL SERVICE FUNDS $16,043,542 $14,962,862 $18,735,973 $18,149,018 $17,248,811 -5.0% REDEVELOPMENT OBLIGATION RETIREMENT FUNDS VILLAGE RDA OBLIGATION RETIREMENT FUND $2,130,553 $1,473,037 $7,223,526 $1,396,715 $1,291,415 -7.5% SCC RDA OBLIGATION RETIREMENT FUND 210,908 146,863 0 0 0 - TOTAL REDEVELOPMENT $2,341,461 $1,619,900 $7,223,526 $1,396,715 $1,291,415 -7.5% TOTAL OPERATING FUNDS $194,616,297 $201,243,271 $217,132,837 $210,234,615 $214,737,278 2.1% General Fund $119,665,690 Non GF 95,071,588 $214,737,278 NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations. Policy and Leadership Group Policy Ldrshp Policy Ldrshp Policy and Leadership Group Policy & LeadershipypOrg Chart by FunctionCity CouncilCity ManagerCity AttorneyCity ClerkCity TreasurerCitiCommunications C-1 PROGRAM: POLICY AND LEADERSHIP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $3,018,452 $3,078,069 $3,166,086 $3,031,127 MAINTENANCE & OPERATIONS 1,354,540 1,114,665 1,348,162 1,275,742 CAPITAL OUTLAY 78,635 32,827 104,762 88,228 GRAND TOTAL $4,451,627 $4,225,561 $4,619,010 $4,395,097 FULL TIME POSITIONS 19.50 18.50 18.50 18.50 HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.50 CITY COUNCIL 8%CITY CLERK 1% TREASURER 5% CITY MANAGER 32% COMMUNICATIONS 24% CITY ATTORNEY 30% Admin Services Admin Services Admin ServicesAdmin Services Administrative ServicesAdministrativeOrg Chart by FunctionAdministrative Services DirectorHuman ResourcesFinanceInformation TechnologyWorker’s CompensationRisk ManagementCompensationSelf-InsuredManagementRdSelfInsured BenefitsRecords D-1 PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $8,426,102 $8,078,043 $11,424,306 $8,884,384 MAINTENANCE & OPERATIONS 10,822,455 9,464,943 9,299,741 10,023,425 CAPITAL OUTLAY 776,230 401,283 741,081 1,856,542 GRAND TOTAL $20,024,787 $17,944,269 $21,465,128 $20,764,351 FULL TIME POSITIONS 70.00 68.25 68.00 68.00 HOURLY/FTE POSITIONS 3.50 4.00 3.25 3.75 FINANCE 30% HUMAN RESOURCES 27% INFORMATION TECHNOLOGY 39% RECORDS MANAGEMENT 4% D-2 PROGRAM: FINANCE FUND: VARIOUS PROGRAM GROUP: FINANCE SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $3,123,498 $3,108,375 $3,295,080 $3,315,631 MAINTENANCE & OPERATIONS 3,332,213 2,424,618 2,738,598 2,862,281 CAPITAL OUTLAY 1,731 10,724 0 0 GRAND TOTAL $6,457,442 $5,543,717 $6,033,678 $6,177,912 FULL TIME POSITIONS 30.50 30.50 30.50 31.50 HOURLY/FTE POSITIONS 1.00 1.00 1.00 1.00 FINANCE 72% RISK MANAGEMENT 28% D-7 PROGRAM: RECORDS MANAGEMENT FUND: GENERAL PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 0011610 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $655,008 $560,019 $522,144 $472,601 MAINTENANCE & OPERATIONS 119,994 127,950 270,159 329,625 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $775,002 $687,969 $792,303 $802,226 FULL TIME POSITIONS 8.00 6.25 6.00 5.00 HOURLY/FTE POSITIONS 0.00 0.50 0.50 1.00 PROGRAM DESCRIPTION: The Records Management Department is responsible for developing and implementing citywide records management and document management programs, and is tasked with maintaining city records in an identifiable and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. The Records Management Department also provides staff support for the City Clerk. PROGRAM ACTIVITIES: Records Management • Manage the citywide Records Management Program and Document Management System (DMS). • Maintain city records in an identifiable and accessible manner in fulfillment of public, legal, and historical requirements for preserving and storing information. Administrative Support Activities • Provide staff support for City Clerk functions such as elections, the Public Records Act, noticing, processing documents for recordation, and updating the Municipal Code. • Assist the public and city staff by providing information such as minutes, agendas, ordinances, resolutions, deeds, and other critical documents. KEY ACHIEVEMENTS FOR 2012-13: • Continued implementation of the DMS Master Plan roles and responsibilities. • Continued to revise the Records Retention Schedule to align with the changes in the city organization. • Digitized archival paper legislative records for placement in the DMS. • Initiated migration of the Document Management System. • Revised the Records Management Program audit process to ensure Program compliance. KEY GOALS FOR 2013-14: Top Quality Services • Continue to educate key personnel on the use of the Records Management Program, DMS, Electronic Records, Public Records Act, and Subpoena processing. • Continue to provide resource information to the organization via the Intranet and to the public via the Internet. • Continue to prepare Records Emergency Action Plan for responding to disasters. • Conduct records audits throughout the organization to ensure compliance with the Records Management Program. • Continue to coordinate efforts to migrate records currently maintained in the Document Management System. SIGNIFICANT CHANGES: • Elimination of 1.0 FTE Senior Office Specialist and the addition of 0.5 hourly employee. Comm Dev Community Development Comm Dev Community Development Community & Economic DevelopmentypOrg Chart by FunctionCommunity & Economic Development DirectorpHousing & Neighborhood ServicesBuildingEconomic DevelopmentLand Development EngineeringPlanningServicesEngineering E-1 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $6,836,862 $6,884,996 $6,777,043 $6,478,347 MAINTENANCE & OPERATIONS 10,549,844 10,701,008 9,620,003 9,279,022 CAPITAL OUTLAY 28,615 145,901 0 0 GRAND TOTAL $17,415,321 $17,731,905 $16,397,046 $15,757,369 FULL TIME POSITIONS 65.00 63.00 57.00 54.00 HOURLY/FTE POSITIONS 3.64 3.64 2.64 2.64 COMMUNITY & ECONOMIC DEVELOPMENT 43% HOUSING & NEIGHBORHOOD SERVICES 57% E-2 PROGRAM: COMMUNITY & ECONOMIC DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $5,724,072 $5,598,002 $5,631,652 $5,353,207 MAINTENANCE & OPERATIONS 1,767,443 1,583,964 1,429,960 1,489,521 CAPITAL OUTLAY 28,615 0 0 0 GRAND TOTAL $7,520,130 $7,181,966 $7,061,612 $6,842,728 FULL TIME POSITIONS 54.24 50.05 47.00 44.00 HOURLY/FTE POSITIONS 3.00 3.00 2.00 2.00 ADMINISTRATION 11% LAND DEVELOPMENT ENGINEERING 21% PLANNING 41% BUILDING INSPECTION 21% ECONOMIC DEVELOPMENT 6% E-13 PROGRAM: SCC RDA PROJECTS FUND: SCC RDA OBLIGATION RETIREMENT FUND PROGRAM GROUP: COMMUNITY & ECONOMIC DEVELOPMENT ACCT NO. N/A 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $107,963 $117,921 $0 $0 MAINTENANCE & OPERATIONS 102,945 28,942 0 0 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $210,908 $146,863 $0 $0 FULL TIME POSITIONS 0.84 0.65 0.00 0.00 HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00 This program is no longer active due to the dissolution of the redevelopment agency. E-14 PROGRAM: HOUSING & NEIGHBORHOOD SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $1,112,790 $1,286,994 $1,145,391 $1,125,140 MAINTENANCE & OPERATIONS 8,782,401 9,117,044 8,190,043 7,789,501 CAPITAL OUTLAY 0 145,901 0 0 GRAND TOTAL $9,895,191 $10,549,939 $9,335,434 $8,914,641 FULL TIME POSITIONS 10.76 12.95 10.00 10.00 HOURLY/FTE POSITIONS 0.64 0.64 0.64 0.64 NEIGHBORHOOD SERVICES 7% AFFORDABLE HOUSING 5% SECTION 8 67% CDBG 6% REDEVELOPMENT 15% E-15 PROGRAM: NEIGHBORHOOD SERVICES FUND: GENERAL FUND PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 00125XX/ 0012910/1502810 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $229,815 $303,843 $297,985 $301,409 MAINTENANCE & OPERATIONS 170,247 197,067 307,006 307,174 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $400,062 $500,910 $604,991 $608,583 FULL TIME POSITIONS 2.21 5.10 2.63 2.78 HOURLY/FTE POSITIONS 0.18 0.20 0.34 0.34 GENERAL FUND $400,062 $499,230 $576,991 $598,583 SPECIAL REVENUE 0 1,680 28,000 10,000 TOTAL FUNDING $400,062 $500,910 $604,991 $608,583 MISSION STATEMENT: Serving to engage and connect the community, its neighborhoods, and its people in the development and implementation of programs which provide for affordable housing and help strengthen neighborhoods through partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad. PROGRAM ACTIVITIES: Code Compliance • Assist residents and provide expertise regarding zoning, housing, building and miscellaneous Municipal Code inquiries. Community Funding Program • Assist community organizations, winning teams and special events that benefit the residents of Carlsbad. Community Relations Program and Neighborhood Liaisons • Coordinate programs to meet the needs of our diverse community. • Provide a central point of contact between residents and city government. • Coordinate neighborhood service interdepartmental response teams. Employment Hiring Center • Administer contract to provide a hiring center that assists day laborers in obtaining employment. Neighborhood Organization and Engagement Initiative • Assist residents and business owners to create neighborhood organizations/associations to assist with enhancement and/or problem-solving. • Engage neighborhood leaders in enhancement efforts. • Assist residents and business owners to address neighborhood issues and concerns. Volunteer Program • Recruit and coordinate volunteer services. • Match volunteers with appropriate programs and projects to allow for community problem solving and extension of city services. • Encourage an environment of volunteerism throughout the community. • Manage Mediation Program. • Manage the CityStuff program and contract. E-16 PROGRAM: NEIGHBORHOOD SERVICES PAGE TWO FUND: GENERAL FUND PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 00125XX/ 0012910/1502810 KEY ACHIEVEMENTS 2012-13 • Relocated HNS offices to City Hall complex; fully discontinued operations at previous location in the Village Area. • Developed cooperative neighborhood enhancement program with the Barrio Community; prepared draft Neighborhood Enhancement Action Plan and initiated meetings with focus groups to obtain final input. • Developed and implemented the third Halloween on Elm neighborhood celebration in the Village, the second Spring Fiesta neighborhood beautification and a “spruce up” event in the Barrio. • Completed launch of the Nextdoor.Com social media effort to strengthen connections between neighbors and neighborhoods, and continued marketing and recruitment efforts. • In coordination with Junior Achievement, developed and presented a “success skills” program to students at La Costa Canyon High School, focused on jobs within local government, specifically the City of Carlsbad; this was an effort to encourage the younger generations to bring their talents and skills, energy and creativity to work in the public sector. • Initiated six neighborhood services projects to facilitate resolution of disputes or impacts on quality of life; the projects include RONPAS and Carlsbad High School, Hanover residents and the new Hilton hotel, Agua Hedionda Lagoon users and neighbors, and La Costa Meadows Elementary School and neighbors. • Implemented a new community leadership forum as a pilot project at the Spring Citizens Academy. KEY GOALS 2013-14 • Establish strong neighborhood connections through various mediums. • Establish community liaison programs and relationships. • Modernize Code Compliance and an increase education campaign for programs. • Continue dissolution actions for the Carlsbad Redevelopment Agency. • Continue expanding the Leadership Academy Program to encourage greater civic engagement by a more diverse population. SIGNIFICANT CHANGES: • None E-17 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 1332621 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $210,461 $314,490 $291,602 $289,717 MAINTENANCE & OPERATIONS 212,329 208,425 281,642 171,350 CAPITAL OUTLAY 0 145,901 0 0 GRAND TOTAL $422,790 $668,816 $573,244 $461,067 FULL TIME POSITIONS 1.88 2.20 2.62 2.27 HOURLY/FTE POSITIONS 0.12 0.00 0.30 0.30 MISSION STATEMENT: Serving to engage and connect the community, its neighborhoods, and its people in the development and implementation of programs which provide for affordable housing and help strengthen neighborhoods through partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad. PROGRAM ACTIVITIES: Affordable Housing Programs Provide staff support to implement the various affordable housing programs as set forth within the city’s housing element including: • Mortgage Credit Certificate Program (MCC). • Provide staff support to the Housing Commission. • Participate in the San Diego Regional Housing Task Force. • Down Payment and Closing Cost Assistance Program. • Minor Home Repair Program. • Develop new opportunities for affordable housing. Affordable Housing Financial Assistance • Negotiate and prepare financial assistance and loan documents for construction of single-family and multi-family affordable housing projects. Inclusionary Housing • Implement the Inclusionary Housing Ordinance by providing information to developers, the public, and city staff on the requirements of the ordinance. • Negotiate and prepare affordable housing agreements. • Monitor the development and operation of affordable housing projects. • Assist with development of affordable housing projects from concept to construction. KEY ACHIEVEMENTS 2012-13: • Completed construction of Tavarua Senior Affordable Apartments with new tenants moving in April 1, 2013; a $3.75 million loan from the Carlsbad Redevelopment Agency was combined with other funding to construct this 50 unit project. The developer was Meta Housing. • Obtained approval for a $7.4 million property acquisition loan to assist in the purchase of 22 duplexes (44 units total) in the historic Barrio neighborhood of the Village Area for affordable to low income households; ultimately the project will result in new construction of 140+ apartment units for low income households. C&C Development and Irvine Housing Opportunities are the developers. SIGNIFICANT CHANGES: • None E-18 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 190XXXX 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $420,433 $433,887 $375,736 $365,530 MAINTENANCE & OPERATIONS 5,936,540 6,186,225 5,844,178 5,624,856 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $6,356,973 $6,620,112 $6,219,914 $5,990,386 FULL TIME POSITIONS 4.25 4.25 3.60 3.60 HOURLY/FTE POSITIONS 0.34 0.30 0.00 0.00 MISSION STATEMENT: Serving to engage and connect the community, its neighborhoods, and its people in the development and implementation of programs which provide for affordable housing and help strengthen neighborhoods through partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance • Provide federal funding to subsidize rents for extremely low-income and very low-income households. • Assist low-income households in the community to access rental housing that is decent, safe, and sanitary. • Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency (PHA) Plan. • Achieve and maintain a lease rate that effectively utilizes funding allocation. Family Self-Sufficiency • To enable unemployed, under-employed or under-educated low-income families to achieve economic independence from welfare. • Assist families identify barriers to becoming self-sufficient. • Provide guidance to families for establishing a five-year goal and plan. • Coordinate needed support services and act as an advocate on behalf of the client. PERFORMANCE/WORKLOAD MEASURES: • Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer” or “high performer.” • Achieve and maintain a lease rate utilizing 98% of allocated funds. • Update and revise Administrative Plan to adopt changes in federal regulations. • Expand rental assistance knowledge by conducting community workshops, providing owner and participant educational opportunities, and conducting owner outreach presentations. KEY ACHIEVEMENTS 2012-13: • Provided monthly rental assistance to approximately 600 very low and extremely low-income households. • Received “High Performer” ranking under SEMAP. SIGNIFICANT CHANGES: • None E-19 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 391XXXX 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $75,670 $73,822 $67,745 $69,117 MAINTENANCE & OPERATIONS 509,143 1,213,242 472,825 494,073 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $584,813 $1,287,064 $540,570 $563,190 FULL TIME POSITIONS 0.59 0.60 0.30 0.50 HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00 MISSION STATEMENT: Serving to engage and connect the community, its neighborhoods, and its people in the development and implementation of programs which provide for affordable housing and help strengthen neighborhoods through partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad. PROGRAM ACTIVITIES: Administration of Community Development Block Grant Program (CDBG) • Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identify activities to be included in the consolidated funding plan for the CDBG Program. • Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD). • Ensure that documentation is maintained to meet guidelines established by HUD for continued CDBG funding. • Monitor activities of grant sub-recipients to ensure that HUD and city requirements are met. • Prepare Annual Performance and Evaluation Report for review and approval by City Council and HUD. PERFORMANCE MEASURES: • Hold four public meetings to review and obtain comments on the city’s CDBG Program. • Conduct selection process to identify a minimum of ten local public service agencies that should be assisted with funding through the CDBG Program. • Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines. KEY ACHIEVEMENTS 2012-13: • Provided funding assistance to 15 nonprofit organizations and assisted over 1,000 Carlsbad residents. • Met compliance requirements for timely expenditure of funds. • Fully complied with “work out” plan set forth by HUD for expenditure of CDBG funds; met the deadline for expenditure of funds by reallocating nearly $1 million to Hospice for purchase of a home in Carlsbad. SIGNIFICANT CHANGES: • The federal government approved an 8 percent reduction in CDBG funding for 2012-13. E-20 PROGRAM: SUCCESSOR AGENCY (REDEVELOPMENT) OPERATIONS VILLAGE AREA FUND: REDEVELOPMENT RETIREMENT FUND PROGRAM GROUP: HOUSING & NEIGHBORHOOD SERVICES ACCT NO. 8012410, 8022412 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $176,411 $160,952 $112,323 $99,367 MAINTENANCE & OPERATIONS 1,954,142 1,312,085 1,284,392 1,192,048 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $2,130,553 $1,473,037 $1,396,715 $1,291,415 FULL TIME POSITIONS 1.83 0.80 0.85 0.85 HOURLY/FTE POSITIONS 0.00 0.14 0.00 0.00 MISSION STATEMENT: Serving to engage and connect the community, its neighborhoods, and its people in the development and implementation of programs which provide for affordable housing and help strengthen neighborhoods through partnerships and collaboration to improve or enhance the quality of life and sense of community within Carlsbad. PROGRAM ACTIVITIES: • Complete activities associated with dissolution of the Redevelopment Agency. • Assist with any assigned efforts for neighborhood enhancement programs within the Village Area. • Continue to administer the storefront improvement grant program, and complete disbursement of all grant funds to qualified Village business/property owners. • Complete any projects set forth within the approved Recognized Obligation Payment Schedule (ROPS) and ensure payment of all debt obligations as set forth by the Oversight Board. • Coordinate the activities of the Oversight Board, and complete assignments of the Oversight Board. • Transfer ownership of redevelopment agency property to appropriate agency, or sell said property as set forth by the Oversight Board. KEY ACHIEVEMENTS 2012-13 • Completed the required financial audits for the program – housing fund and non-housing fund; paid the surplus funds to County for distribution to appropriate taxing agencies. • Prepared and submitted ROPS 3 and 4 for approval by the State of California’s Department of Finance. • Participated in 3 Meet and Confer sessions with the State of California’s Department of Finance in an effort to resolve disputes with the State over projects denied, and/or funding issues. • Completed all required reports and submitted in a timely manner. • Anticipating “Finding of Completion” to allow for City to be repaid for previous loans to the Agency. KEY GOALS 2013-14: • HNS staff will work in coordination with the City Attorney’s Office, Finance Department, the Oversight Board and the State of California and County of San Diego to ensure proper implementation of the Successor Agency and take the appropriate actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations. • Complete approved redevelopment projects as set forth within the certified ROPS and submit all required reports on dissolution activities to the State of California and the County of San Diego. SIGNIFICANT CHANGES: • None Comm Services Community Services Comm Services Community Services Community ServicesyOrg Chart by FunctionLibrary and Cultural Arts DirectorParks & Recreation DirectorDove Lane LibraryCole LibraryLearning CenterCultural Arts OfficeParks, Trails & LagoonsRecreation ServicesPark Planning F-1 PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $14,422,982 $14,279,144 $14,473,086 $14,834,072 MAINTENANCE & OPERATIONS 17,148,635 17,215,930 17,642,171 17,751,514 CAPITAL OUTLAY 190,283 274,685 0 119,500 GRAND TOTAL $31,761,900 $31,769,759 $32,115,257 $32,705,086 FULL TIME POSITIONS 124.20 122.20 119.65 118.85 HOURLY/FTE POSITIONS 124.26 124.26 118.11 135.09 LIBRARY & ARTS 32% PARK & RECREATION 68% F-26 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: PARKS & RECREATION ACCT NO. 1615024 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $200,223 $218,700 $207,092 $203,285 MAINTENANCE & OPERATIONS 515,219 540,936 528,666 538,085 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL $715,442 $759,636 $735,758 $741,370 FULL TIME POSITIONS 1.90 1.90 1.90 1.85 HOURLY/FTE POSITIONS 0.60 0.60 0.60 0.84 WORK PROGRAM: Provide landscape, irrigation maintenance and litter control for all city medians, including the Downtown Village. PROGRAM ACTIVITIES: Median Maintenance • Administer and oversee the landscape and irrigation maintenance of approximately 65 acres of median planters. Maintenance includes litter control, weed abatement, pruning, shrub/tree replacement, and irrigation repairs/adjustments. • Perform citywide inspection and pruning of median trees on a 4-year cycle, and perform inspection and pruning of high maintenance trees on a 2-year cycle. Streetscape Maintenance • Maintain high profile medians and parkways in the Downtown Village (approximately 3 acres), and other areas, including weed abatement, pruning, shrub/tree replacement, and irrigation repairs/adjustments. SIGNIFICANT CHANGES: • None . Public Safety Public Safety Public Safety Public Safety Public Safety yOrg Chart by FunctionPolice ChiefFire ChiefField OperationsInvestigationsSupport ServicesEmergency PreparednessEmergency OperationsSupport ServicesFire PreventionPatrolCommunicationsInformation TechnologyRecordsSpecial Investigations G-1 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $35,443,397 $36,337,251 $36,886,194 $37,796,818 MAINTENANCE & OPERATIONS 8,570,289 8,508,954 8,615,357 8,988,307 CAPITAL OUTLAY 229,874 789,694 122,775 115,548 GRAND TOTAL $44,243,560 $45,635,899 $45,624,326 $46,900,673 FULL TIME POSITIONS 250.75 249.75 248.75 249.00 HOURLY/FTE POSITIONS 4.00 4.00 3.69 4.00 FIRE 38% POLICE 62% Public Works Public Works Public Works Public Works Public WorksPublic Works DirectorOrg Chart by FunctionDirectorProperty & Environmental ManagementTransportationUtilitiesFacility MaintenanceSafety Training CenterStreet & Traffic SignalsConstruction Management & InspectionWater OperationsWastewater OperationsEnvironmental ManagementInspectionpStorm Drain MaintenanceStorm Drain EngineeringStorm Water ProtectionSolid Waste ManagementFleet Maintenance & Replacement H-1 PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $16,169,156 $16,449,888 $17,219,589 $16,993,666 MAINTENANCE & OPERATIONS 50,483,490 52,383,989 58,497,307 60,133,642 CAPITAL OUTLAY 757,888 1,568,689 1,224,500 1,237,565 GRAND TOTAL $67,410,534 $70,402,566 $76,941,396 $78,364,873 FULL TIME POSITIONS 169.55 162.55 162.60 159.40 HOURLY/FTE POSITIONS 4.54 3.84 3.84 4.59 TRANSPORTATION 13% PEM 14% UTILITIES 73% H-2 PROGRAM: TRANSPORTATION FUND: VARIOUS PROGRAM GROUP: TRANSPORTATION SUMMARY 2010-11 ACTUAL 2011-12 ACTUAL 2012-13 BUDGET 2013-14 BUDGET PERSONNEL $5,503,828 $5,698,953 $5,918,342 $5,947,539 MAINTENANCE & OPERATIONS 5,192,999 3,945,489 4,184,096 3,878,451 CAPITAL OUTLAY 75,510 77,365 0 0 GRAND TOTAL $10,772,337 $9,721,807 $10,102,438 $9,825,990 FULL TIME POSITIONS 58.40 54.40 54.40 53.40 HOURLY/FTE POSITIONS 2.00 1.00 1.00 1.00 ADMINISTRATION 48% STORMWATER INSPECTION 3% STREET MAINTENANCE 29% TRAFFIC SIGNAL MAINTENANCE 8%STREET LIGHTING 9% LIGHTING & LANDSCAPING DISTRICT NO. 2 3% Capital Improvement Program Capital Improvement Program Capital Improvement Program Capital Improvement Program Overview Overview Overview Overview Schedule of Capital Projects Capital Proj Schedule of Capital ProjectsCapital Proj Fund Summary Fund Summary Fund Summary Fund Summary CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-1 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 9,140,501 9,665,096 10,080,256 10,164,806 10,249,356 10,333,906 REVENUES DEVELOPER FEES/FEDERAL GRANT 524,595 1,851,160 84,550 84,550 84,550 5,647,394 TOTAL REVENUES N/A 524,595 1,851,160 84,550 84,550 84,550 5,647,394 CAPITAL PROJECTS POINSETTIA LANE - REACH E 650,000 - 1,436,000 - - - 12,736,000 POINSETTIA LANE - REACHES A,B,C,F,G & AVIARA PKWY REIMB - - - - - - 1,489,400 TOTAL PROJECT EXPENDITURES 650,000 - 1,436,000 - - - 14,225,400 ENDING FUND BALANCE N/A 9,665,096 10,080,256 10,164,806 10,249,356 10,333,906 1,755,900 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 185,929 286,180 286,180 286,180 300,270 314,360 REVENUES DEVELOPER FEES 100,251 - - 14,090 14,090 3,926,545 TOTAL REVENUES N/A 100,251 - - 14,090 14,090 3,926,545 CAPITAL PROJECTS N/A - - - - - - - TOTAL PROJECT EXPENDITURES - - - - - - - ENDING FUND BALANCE N/A 286,180 286,180 286,180 300,270 314,360 4,240,905 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 51,983,573 53,136,745 54,179,936 54,881,981 55,377,026 55,960,419 REVENUES DEVELOPER SPECIAL TAXES 1,263,172 1,153,191 812,045 495,045 583,393 6,367,260 TOTAL REVENUES N/A 1,263,172 1,153,191 812,045 495,045 583,393 6,367,260 CAPITAL PROJECTS CFD#1 ADMINISTRATION - 110,000 110,000 110,000 - - - CIVIC CENTER 100,000 - - - - - 28,201,400 LIBRARY EXPANSION (COLE)- - - - - - 5,166,500 LOAN - CFD #1 TO TIF 2,597,039 - - - - - - MAINTENANCE AND OPERATIONS CENTER 17,080,264 - - - - - - VETERAN'S MEMORIAL PARK (CITYWIDE ALL QUADRANTS)- - - - - - 23,240,000 TOTAL PROJECT EXPENDITURES 19,777,303 110,000 110,000 110,000 - - 56,607,900 ENDING FUND BALANCE N/A 53,136,745 54,179,936 54,881,981 55,377,026 55,960,419 5,719,779 BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1) BTD NO. 3 CANNON ROAD WEST CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-2 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 6,355,125 3,846,288 3,746,352 2,333,280 2,389,108 3,340,124 REVENUES GAS TAX AND PROP 42 FUNDS 3,124,163 3,155,404 3,186,958 3,218,828 3,251,016 34,352,957 TOTAL REVENUES N/A 3,124,163 3,155,404 3,186,958 3,218,828 3,251,016 34,352,957 CAPITAL PROJECTS BATIQUITOS DRIVE SLOPE STABILIZATION 40,100 - - - - - - CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE - - - - - - 2,383,400 COASTAL RAIL TRAIL (ROUNDABOUT NORTHERLY CITY LIMITS) - 793,000 - - - - - CONCRETE REPAIR WORK 750,000 - - - - - - CONCRETE REPAIR/REPLACEMENT PROGRAM 1,250,000 250,000 250,000 250,000 250,000 250,000 2,500,000 EL CAMINO REAL AND COLLEGE BLVD INTERSECTION IMPROVEMENTS - - - 515,000 - - - EL CAMINO REAL MEDIANS 1,135,000 - - 849,530 - - - GAS TAX TRANSFER TO GENERAL FUND (TRANSPORTATION OPERATING BUDGET)- 600,000 600,000 600,000 600,000 600,000 6,000,000 LA COSTA AVE - TRAFFIC CALMING - - - - 863,000 - - LA COSTA AVE SLOPE REPAIR WEST OF ROMERIA 204,000 5,000 - - - - - MARCA DRIVE DRAINAGE IMPROVEMENTS 65,000 - - - - - - MUTCD STREET NAME SIGN REPLACEMENT 756,217 - - - - - - NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM 3,083,254 2,140,000 130,340 155,500 - - - PALOMAR AIRPORT RD/PASEO DEL NORTE LEFT TURN LANE 233,000 - - - - - - PALOMAR AIRPORT RD/PASEO DEL NORTE RIGHT TURN LANE 564,000 - - - - - - PAVEMENT MANAGEMENT PROGRAM 4,818,128 1,170,000 1,400,000 1,450,000 1,450,000 1,450,000 14,500,000 PEDESTRIAN CROSSING - CARLSBAD BLVD./VILLAGE 200,000 - - - - - - RETROREFLECTIVITY SIGN REPLACEMENT PROGRAM 1,150,000 475,000 475,000 220,000 - - - ROMERIA DRAINAGE IMPROVEMENTS 338,000 10,000 - - - - - TRAF SIG - ALGA ROAD AND CAZADERO - - - - - - 210,000 TRAF SIG - ARAMADA DRIVE AND FLEET STREET (S) - - - - - - 190,000 TRAF SIG - ARMADA DRIVE AND GRAND PACIFIC RESORTS - - - - - - 190,000 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 11,033 - - 180,000 - - - TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE - 190,000 - - - - - TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE - - - - - - 190,000 TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD (DEVELOPER CONSTR) 80,000 - - - - - - TRAF SIG - EL FUERTE ST AND LOKER AVENUE 210,000 - - - - - - TRAF SIG - EL FUERTE ST AND RANCHO PANCHO - - - 190,000 - - - TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE - - 190,000 - - - - TRAF SIG - FARADAY AVENUE AND PALMER WAY - - - 190,000 - - - TRAF SIG - LA COSTA AVENUE AND LEVANTE - - 210,000 - - - - TRAF SIG - MONROE STREET AND HOSP WAY - - - - - - 210,000 TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD - - - - - - 190,000 TRAF SIG - TAMARACK AVE. AND VALLEY STREET - - - - - - 190,000 14,887,732 5,633,000 3,255,340 4,600,030 3,163,000 2,300,000 26,753,400 ENDING FUND BALANCE N/A 3,846,288 3,746,352 2,333,280 2,389,108 3,340,124 10,939,681 GAS TAX FUND CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-3 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 37,777,990 29,855,184 29,855,184 29,855,184 29,855,184 29,855,184 REVENUES TRANSFERS, REPAYMENTS, OTHER 1,447,800 - - - - - TOTAL REVENUES N/A 1,447,800 - - - - - CAPITAL PROJECTS AGUA HEDIONDA CHANNEL (PLDA "B" - FACILITY B + BN)975,340 - - - - - - ALGA NORTE PARK - POOL - PHASE 1 (PROP C FUNDS)11,792,796 - - - - - - ALGA NORTE PARK - POOL - PHASE 2 - - - - - - 6,180,000 ALGA NORTE PARK - POOL - PHASE 2 (PROP C FUNDS)676,498 - - - - - 3,858,900 ARROYO VISTA TRAIL EXTENSION (PROP C)- 235,000 - - - - - ASSET MANAGEMENT PLAN (STORM DRAINS)82,182 - - - - - - BARRIO STREET LIGHTING - 100,000 - - - - - CAMINO HILLS AND JACKSPAR DRIVE SLOPE STABILIZATION 859,400 - - - - - - CARLSBAD BLVD. REALIGNMENT 250,000 - - - - - - CITY ADMIN TRAINING FACILITY (PRE-DESIGN) - PROP C - - - - - - 100,000 COLE LIBRARY IMPROVEMENTS - 1,070,194 - - - - - COLE LIBRARY IMPROVEMENTS (BROWNLEY DONATION)- 629,806 - - - - - DOVE LIBRARY IMPROVEMENTS - 1,301,000 - - - - - FIRE STATIONS 1 THRU 5 DRAINAGE SYSTEMS 225,000 - - - - - - HUMAN CAPITAL MANAGEMENT SYSTEM 3,190,000 - - - - - - JOINT FIRST RESPONDERS TRAINING FACILITY 2,850,000 - - - - - - JOINT FIRST RESPONDERS TRAINING FACILITY - PHASE II - - - - - - 8,446,000 JOINT FIRST RESPONDERS TRAINING FACILITY - PROP C 13,650,000 - - - - - - LAKE CALAVERA SOUTH TRAIL IMPROVEMENTS 131,000 - - - - - - LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION 598,749 - - - - - - LIBRARY EXPANSION (COLE/BROWNLEY DONATION)- - - - - - 1,000,000 OPEN SPACE AND TRAILS (PROP C)- 4,686,806 - - - - - PALOMAR AIRPORT RD. AND COLLEGE BLVD. INTERSECTION IMPROV.250,500 - - - - - - PARK DRIVE RETAINING WALL AND STREET IMPROVEMENTS 243,000 - - - - - - POLICE CAD IMPLEMENTATION 2,312,227 - - - - - - RAISE BURIED STORM DRAIN CLEANOUTS 50,000 - - - - - - ROMERIA DRAINAGE IMPROVEMENTS 299,000 - - - - - - TRAFFIC SIGNAL PROGRAM 912,000 - - - - - - UNDERGROUND DIST. 17 - HARDING, ROOSEVELT 509,800 - - - - - - VILLAGE AND BARRIO BIKE AND PEDESTRIAN WAYFINDING - 250,000 - - - - - VILLAGE AND BARRIO TRAFFIC CIRCLES - 315,000 - - - - - VILLAGE DECORATIVE LIGHTING - 177,800 - - - - - VILLAGE PARKING WAYFINDING - 105,000 - - - - - VILLAGE SAFETY LIGHTING - 210,000 - - - - - VILLAGE STREETSCAPE - 290,000 - - - - - TOTAL PROJECT EXPENDITURES 39,857,492 9,370,606 - - - - 19,584,900 N/A 29,855,184 29,855,184 29,855,184 29,855,184 29,855,184 10,270,284 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A - - - - - - REVENUES GRANT REVENUE 1,644,357 - - - - - TOTAL REVENUES N/A 1,644,357 - - - - - CAPITAL PROJECTS CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT 149,394 883,088 - - - - - CARLSBAD BLVD BRIDGE CONCRETE BARRIER RAILROAD 218,006 761,269 - - - - - COASTAL RAIL TRAIL (ROUNDABOUT NORTHERLY CITY LIMITS) (CMAQ)4,482,195 - - - - - - PEDESTRIAN RAILWAY CROSSING 15,315 - - - - - - TOTAL PROJECT EXPENDITURES 4,864,910 1,644,357 - - - - - ENDING FUND BALANCE N/A - - - - - - GENERAL CAPITAL CONSTRUCTION (GCC) GRANTS - FEDERAL CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-4 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 69,023,111 72,795,861 79,044,861 86,315,861 93,512,861 101,596,861 REVENUES GENERAL FUND TRANSFER 7,800,000 8,114,000 8,491,000 8,822,000 9,134,000 101,710,000 TOTAL REVENUES N/A 7,800,000 8,114,000 8,491,000 8,822,000 9,134,000 101,710,000 CAPITAL PROJECTS BEACH ACCESS STAIRS REPLACEMENT 517,500 - - - - - - CITY HALL ELECTRICAL PANEL UPGRADES 85,000 - - - - - - CIVIC CENTER - - - - - - 976,400 CMP REHABILITATION PROGRAM 2,859,360 - - - - - - COLE LIBRARY REFURBISHMENTS - 1,553,750 - - - - - DOVE LIBRARY REFURBISHMENTS - 500,000 - - - - - FARADAY EXTERIOR REFURBISHMENT - 40,000 - - - - - HARDING CENTER REFURBISHMENT - 100,000 - - - - - HOLIDAY PARK FACILITIES MAINTENANCE - 50,000 - - - - - KELLY DRIVE CHANNEL REPAIR 1,161,000 - - - - - - KELLY DRIVE CHANNEL REPLACEMENT - - - - - - 1,822,600 LA COSTA AVE DRAINAGE IMPROVEMENT PROJECT 492,150 - - - - - - PARK ATHLETIC FIELD LIGHTING RETROFITS - 756,000 - - - - - PARKING LOT MAINTENANCE PROGRAM - 310,000 375,000 420,000 425,000 - - ROOF RENOVATION/REPLACEMENT - DOVE LIBRARY & LAS PALMAS - - - - - - - ROOF REPLACEMENT AT THE RAILROAD DEPOT (VISITOR CENTER)150,000 - - - - - - SAFETY CENTER EXTERIOR WATERPROOFING 145,000 - - - - - - SENIOR CENTER REFURBISHMENT - 52,000 - - - - - SYNTHETIC TURF REPLACEMENT: POINSETTIA PARK SOCCER FIELD - 665,500 - - - - - TRAF SIG - EL CAMINO REAL AND CHESTNUT SIGNAL REPAIRS 276,000 - - - - - - TRAF SIG - EL CAMINO REAL AND TAMARACK SIGNAL REPAIRS 200,000 - - - - - - TRAFFIC SIGNAL PROGRAM 4,772,974 - - - - - - FUTURE FACILITIES MAINTENANCE PROJECTS - - 1,490,000 800,000 1,200,000 1,050,000 10,000,000 TOTAL PROJECT EXPENDITURES 10,658,984 4,027,250 1,865,000 1,220,000 1,625,000 1,050,000 12,799,000 ENDING FUND BALANCE N/A 72,795,861 79,044,861 86,315,861 93,512,861 101,596,861 190,507,861 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 1,391,988 1,391,988 1,391,988 1,089,988 1,089,988 1,089,988 REVENUES OTHER FINANCING SOURCES 1,367,000 - - 350,000 - 2,188,800 TOTAL REVENUES N/A 1,367,000 - - 350,000 - 2,188,800 CAPITAL PROJECTS COASTAL RAIL TRAIL (ROUNDABOUT NORTHERLY CITY LIMITS) SANDAG ATG GRANT - 800,000 - - - - - COLLEGE BLVD REACH A AND CANNON REACH 4A 1,713,000 - - - - - - COLLEGE/CANNON ASSESSMENT DISTRICT 10,314,481 - - - - - - CREST DRIVE SEWER EXTENSION - - - - 350,000 - - EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR - - - - - - 2,188,800 QUARRY CREEK SEWER EXTENSION (SBA "A" - REIMB. AGREEMENT)- 567,000 - - - - - TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 343,356 - - 302,000 - - - TOTAL PROJECT EXPENDITURES 12,370,837 1,367,000 - 302,000 350,000 - 2,188,800 ENDING FUND BALANCE N/A 1,391,988 1,391,988 1,089,988 1,089,988 1,089,988 1,089,988 OTHER INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R) CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-5 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 898,029 898,029 748,029 748,029 1,015,319 1,801,152 REVENUES DEVELOPER FEES - - - 267,290 785,833 5,361,837 TOTAL REVENUES N/A - - - 267,290 785,833 5,361,837 CAPITAL PROJECTS LOAN: PIL-NE TO PFF FOR PARK SITE ACQUISITION - - - - - - 4,550,000 ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING)- - 150,000 - - - 2,550,000 TOTAL PROJECT EXPENDITURES - - 150,000 - - - 7,100,000 ENDING FUND BALANCE N/A 898,029 748,029 748,029 1,015,319 1,801,152 62,989 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 173,723 280,798 430,703 573,470 716,237 866,142 REVENUES DEVELOPER FEES 107,075 149,905 142,767 142,767 149,905 3,512,068 TOTAL REVENUES N/A 107,075 149,905 142,767 142,767 149,905 3,512,068 CAPITAL PROJECTS PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II - - - - - - 1,900,400 TOTAL PROJECT EXPENDITURES - - - - - - 1,900,400 ENDING FUND BALANCE N/A 280,798 430,703 573,470 716,237 866,142 2,477,810 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 1,317,506 1,322,852 1,328,198 1,344,235 474,172 495,555 REVENUES DEVELOPER FEES 5,346 5,346 16,037 16,037 21,383 187,103 TOTAL REVENUES N/A 5,346 5,346 16,037 16,037 21,383 187,103 CAPITAL PROJECTS LEO CARRILLO PARK - PHASE III - - - - 886,100 - - TOTAL PROJECT EXPENDITURES - - - - 886,100 - - ENDING FUND BALANCE N/A 1,322,852 1,328,198 1,344,235 474,172 495,555 682,658 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 1,650,429 1,773,382 1,901,681 1,928,410 1,960,485 1,987,214 REVENUES DEVELOPER FEES 122,953 128,299 26,729 32,075 26,729 1,261,608 TOTAL REVENUES N/A 122,953 128,299 26,729 32,075 26,729 1,261,608 CAPITAL PROJECTS AVIARA COMMUNITY PARK COMMUNITY BUILDING - - - - - - 2,956,100 AVIARA REIMBURSEMENT AGREEMENT 238,000 - - - - - - TOTAL PROJECT EXPENDITURES 238,000 - - - - - 2,956,100 N/A 1,773,382 1,901,681 1,928,410 1,960,485 1,987,214 292,722 PARK-IN-LIEU NE PARK-IN-LIEU SW PARK-IN-LIEU SE PARK-IN-LIEU NW CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-6 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 2,734,320 2,777,484 2,777,484 2,777,484 2,805,684 2,826,948 REVENUES DEVELOPER FEES 43,164 - - 28,200 21,264 1,378,884 TOTAL REVENUES N/A 43,164 - - 28,200 21,264 1,378,884 CAPITAL PROJECTS BUSINESS PARK RECREATIONAL FACILITY (PARTIAL FUNDING)- - - - - - 4,202,400 TOTAL PROJECT EXPENDITURES - - - - - - 4,202,400 ENDING FUND BALANCE N/A 2,777,484 2,777,484 2,777,484 2,805,684 2,826,948 3,432 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 3,544,717 3,544,970 2,866,540 3,027,473 3,290,361 3,727,908 REVENUES DEVELOPER FEES 322,253 168,183 160,933 262,888 437,547 8,407,725 TOTAL REVENUES N/A 322,253 168,183 160,933 262,888 437,547 8,407,725 CAPITAL PROJECTS AGUA HEDIONDA CHANNEL (PLDA "B" - FACILITY B + BN)4,498,109 100,000 - - - - - CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT (PLDA "C" - C1)2,539,566 - - - - - - COLLEGE BLVD. BRIDGE (REIMB./PLDA "B" - FACILITY BL-L )- - - - - - 1,816,101 MASTER DRAINAGE PLAN PROJECT AAA (Jefferson Street)- - - - - - 289,534 MASTER DRAINAGE PLAN PROJECT AAAA (Madison Street)- - - - - - 416,500 MASTER DRAINAGE PLAN PROJECT AC (Hosp Grove)130,000 - - - - - 862,913 MASTER DRAINAGE PLAN PROJECT AFA (Hidden Valley Drainage Restoration)- - - - - - 91,608 MASTER DRAINAGE PLAN PROJECT AFB (Calavera Hills Drainage Restoration)- - - - - - 163,164 MASTER DRAINAGE PLAN PROJECT BB 1 and 2 (Washington Street)- - - - - - 1,086,065 MASTER DRAINAGE PLAN PROJECT BCB (Magnolia Avenue)- - - - - - 468,096 MASTER DRAINAGE PLAN PROJECT BFA (Country Store)- - - - - - 963,673 MASTER DRAINAGE PLAN PROJECT BFB-U (El Camino Real)- - - - - - 138,220 MASTER DRAINAGE PLAN PROJECT BJ B, BNB AND BJ-1 2,761,644 - - - - - - MASTER DRAINAGE PLAN PROJECT BL-U (College Blvd. Drainage)- - - - - - 384,509 MASTER DRAINAGE PLAN PROJECT BM (College Blvd./Canatarini Box Culvert)- - - - - - 204,077 MASTER DRAINAGE PLAN PROJECT BQ (Sunnycreek Road)- - - - - - 131,355 MASTER DRAINAGE PLAN PROJECT BR (Canatarini/College Blvd.)- - - - - - 180,773 MASTER DRAINAGE PLAN PROJECT C2 (Paseo Del Norte)- - - - - - 727,730 MASTER DRAINAGE PLAN PROJECT CA (Avenida Encinas)- - - - - - 529,402 MASTER DRAINAGE PLAN PROJECT DBA (Poinsettia Village)- - - - - - 167,215 MASTER DRAINAGE PLAN PROJECT DBB (Avenida Encinas)- - - - - - 429,108 MASTER DRAINAGE PLAN PROJECT DFA (Batiquitos Lagoon)- - - - - - 256,423 MASTER DRAINAGE PLAN PROJECT DH (Altiva Place Canyon)- - - - - - 232,812 MASTER DRAINAGE PLAN PROJECT DQB (La Costa Town Center)- - - - - - 745,842 MASTER DRAINAGE PLAN PROJECT DZ (Poinsettia Lane)- - - - - - 642,063 PARK DRIVE AND TAMARACK AVENUE STORM DRAIN BCA (PLDA "B")- 222,000 846,613 - - - - TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B" - BFB-L + BF-1)- - - - - - 904,329 TOTAL PROJECT EXPENDITURES 9,929,319 322,000 846,613 - - - 11,831,512 ENDING FUND BALANCE N/A 3,544,970 2,866,540 3,027,473 3,290,361 3,727,908 304,121 PARK FEE ZONES 5,13,16 PLANNED LOCAL DRAINAGE AREA FEES (PLDA) CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-7 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 18,523,911 18,647,269 19,328,379 19,945,889 19,892,119 21,051,441 REVENUES DEVELOPER FEES 845,358 761,110 727,510 813,230 1,159,322 23,516,625 TOTAL REVENUES N/A 845,358 761,110 727,510 813,230 1,159,322 23,516,625 CAPITAL PROJECTS ALGA NORTE PARK - PARK (30 ACRES) - PHASE 1 22,107,510 - - - - - - ALGA NORTE PARK - POOL - PHASE 1 6,099,695 - - - - - - AVIARA COMMUNITY PARK COMMUNITY BUILDING - - - - - - 8,609,800 EL CAMINO REAL MEDIANS 909,500 - - - - - - FIRE STATION #3 RELOCATION 8,630,000 722,000 - - - - - FIRE STATION #6 (PERMANENT)5,324,100 - - - - - - LEO CARRILLO PARK - PHASE III - - 80,000 110,000 867,000 - - LIBRARY EXPANSION (COLE)- - - - - - 10,603,900 PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION 4,550,000 - - - - - - PINE AVENUE PARK - PINE COMMUNITY BUILDING - PHASE II - - - - - - 8,590,200 POINSETTIA COMMUNITY PARK -PHASE III 1,072,725 - - - - - 15,410,900 TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS-REIMB.150,000 - - - - - - TOTAL PROJECT EXPENDITURES 48,843,530 722,000 80,000 110,000 867,000 - 43,214,800 ENDING FUND BALANCE N/A 18,647,269 19,328,379 19,945,889 19,892,119 21,051,441 1,353,266 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 7,248,085 7,512,908 7,838,508 7,838,508 7,838,508 8,201,108 REVENUES DEVELOPER SPECIAL TAXES/OTHER AGENCIES 264,823 325,600 - - 362,600 916,690 TOTAL REVENUES N/A 264,823 325,600 - - 362,600 916,690 CAPITAL PROJECTS RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE)20,671,000 - - - - - - TOTAL PROJECT EXPENDITURES 20,671,000 - - - - - - ENDING FUND BALANCE N/A 7,512,908 7,838,508 7,838,508 7,838,508 8,201,108 9,117,798 PUBLIC FACILITY FEE FUND (PFF) RANCHO SANTA FE ROAD PROJECT CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-8 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 3,579,194 2,826,135 410,660 138,368 518,307 811,669 REVENUES DEVELOPER FEES AND MISC.225,360 175,916 3,048,081 188,739 315,362 5,500,686 OTHER AGENCY CONTRIBUTIONS (CITY OF VISTA)- - 2,408,627 963,200 - - TOTAL REVENUES N/A 225,360 175,916 5,456,708 1,151,939 315,362 5,500,686 CAPITAL PROJECTS FARADAY/EL CAMINO REAL SEWER REPLACEMENT - - 140,000 1,400,000 - - - LAS PALMAS TRUNK SEWER - - 430,000 1,990,000 - - - LOAN REPAY - SEWER CONN TO SEWER REPL - - - - - - 2,000,000 MARRON ROAD SEWER REPLACEMENT - - 350,000 - - - - PHASE IV EXPANSION - DEBT SERVICE - 928,419 925,191 - - - - PHASE V EXPANSION 10,910,358 - - - - - - SEWER CAPACITY MONITORING PROGRAM 204,000 50,000 50,000 22,000 22,000 22,000 220,000 VISTA/CARLSBAD BUENA VISTA LIFT STATION IMPROVEMENTS - - 100,000 225,000 750,000 - - VISTA/CARLSBAD INTER. BUENA VISTA LS/FORCEMAIN (VC-4)5,725,000 - - - - - - VISTA/CARLSBAD INTER. HEDIONDA LS AND FORCEMAIN (VC12-VC13)23,700,000 - - - - - - VISTA/CARLSBAD INTERCEPTOR REACH VC11B 6,930,000 - - - - - - VISTA/CARLSBAD INTERCEPTOR REACH VC14 TO VC15 16,100,000 - - - - - - VISTA/CARLSBAD INTERCEPTOR REPLACEMENT REACH 3 - - 596,200 2,092,000 - - - TOTAL PROJECT EXPENDITURES 63,569,358 978,419 2,591,391 5,729,000 772,000 22,000 2,220,000 ENDING FUND BALANCE N/A 2,826,135 410,660 138,368 518,307 811,669 4,092,355 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 14,761,838 13,007,102 10,858,035 1,353,939 2,117,681 1,737,313 REVENUES TRANSFER FROM OPERATING FUND 3,654,660 3,727,753 3,802,308 3,878,354 3,955,921 46,261,151 TOTAL REVENUES N/A 3,654,660 3,727,753 3,802,308 3,878,354 3,955,921 46,261,151 CAPITAL PROJECTS ASSET MANAGEMENT PLAN 82,182 - - - - - - AVENIDA ENCINAS GRAVITY SEWER 150,000 - - - - - - BATIQUITOS LIFT STATION PUMP REPLACEMENT 250,000 - - - - - - BUENA INTERCEPTOR SEWER ACCESS ROAD IMPROVEMENTS - - 150,000 - - - - BUENA INTERCEPTOR SEWER REALIGNMENT - EAST SEGMENT - - 507,000 1,480,000 - - - BUENA INTERCEPTOR SEWER/MANHOLE REHABILITATION 207,899 - 1,654,101 1,964,000 - - - BUENA INTERDEPTOR REHAB AT ENCINA PLANT (REIMB)100,000 - - 3 - - - CALAVERA HILLS TREATMENT PLANT - DEMOLITION 723,500 - - - - - - CHINQUAPIN LS FORCE MAIN OUTFALL REALIGNMENT - - 60,000 152,000 - - - ENCINA CAPITAL PROJECTS 9,297,750 2,495,396 1,979,719 4,494,401 2,684,612 3,906,289 34,090,690 FLOW METER REPLACEMENT AT EIGHT LIFT STATIONS 100,000 - - - - - - FOXES LANDING LIFT STATION WETWELL AND PUMP REPLACEMENT 750,000 1,900,000 - - - - - FOXES LIFT STATION FORCEMAIN REHABILITATION 25,000 - 200,000 - - - - GATESHEAD LIFT STATION REMOVAL - 74,000 - - - - - HOME PLANT PIPELINE AND LIFT STATION REPLACEMENT 4,139,000 - - - - - - LOAN - SEWER REPL TO SEWER CONN - - - 2,000,000 - - - MAINTENANCE AND OPERATIONS CENTER 3,861,000 - - - - - - NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT 5,854,000 - - - - - - NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A (SBA "B")2,862,000 - - - - - - NORTH BATIQUITOS ACCESS ROAD IMPROVEMENTS - - 250,000 - - - - NORTH BATIQUITOS LIFT STATION FORCEMAIN REHABILITATION - - 115,000 435,000 - - - OCCIDENTAL SEWER IMPROVEMENTS 849,000 - - - - - - ODOR AND CORROSION PREVENTION ASSESSMENT 100,000 - - - - - - POINSETTIA LANE LIFT STATION EMERGENCY OVERFLOW BASIN - 30,000 90,000 1,080,000 - - - SEWER EASEMENT ACCESS PROGRAM - 400,000 - - - - - SEWER LIFT STATION REPAIRS AND UPGRADES 1,360,380 100,000 100,000 100,000 100,000 100,000 1,000,000 SEWER LINE REFURBISHMENTS AND REPLACEMENT 3,397,895 330,000 330,000 330,000 330,000 330,000 3,300,000 SEWER PIPELINE CONDITION ASSESSMENT 393,000 80,000 80,000 80,000 - - - SIMSBURY SEWER EXTENSION - - 161,000 - - - - TAMARACK SEWER REHABILITATION AT RAILROAD RIGHT-OF-WAY 252,000 - - - - - - TERRA MAR LIFT STATION REPLACEMENT 987,000 - - - - - - TERRA MAR SEWER REPLACEMENT - EL ARBOL AND LOS ROBLES - - 180,000 1,070,000 - - - VANCOUVER SEWER EXTENSION 1,006,000 - - - - - - VISTA/CARLSBAD INTERCEPTER REACHES 1 & 2 REHABILITATION - - 20,000 121,000 - - - TOTAL PROJECT EXPENDITURES 36,747,606 5,409,396 5,876,820 13,306,404 3,114,612 4,336,289 38,390,690 ENDING FUND BALANCE N/A 13,007,102 10,858,035 1,353,939 2,117,681 1,737,313 9,607,774 SEWER CONNECTION FEE FUND SEWER REPLACEMENT FUND CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-9 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 8,204,448 7,608,468 5,297,928 3,079,760 1,170,725 2,043,119 REVENUES DEVELOPER FEES 1,585,020 646,460 612,832 887,965 1,308,394 23,812,521 TOTAL REVENUES N/A 1,585,020 646,460 612,832 887,965 1,308,394 23,812,521 CAPITAL PROJECTS AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 225,000 - 421,000 2,395,000 2,361,000 - - CARLSBAD BLVD. REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (20%)- - - - - - 804,400 CARLSBAD BLVD. REALIGNMENT / PALOMAR AIRPORT ROAD (SEGMENT 2) (RTCIP / 20%)- - - - - - 3,175,500 CARLSBAD BOULEVARD REALIGNMENT - CANNON TO MANZANO (SEGMENT 1)- - - - - - 6,047,100 CARLSBAD BOULEVARD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20%)- - - - - - 848,700 CARLSBAD BOULEVARD WIDENING MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (RTCIP/20%)- - - - - - 1,099,000 CARLSBAD VILLAGE DRIVE - PONTIAC TO VICTORIA - - - - - - 2,675,900 EL CAMINO REAL AND CANNON ROAD INTERSECTION IMPROVEMENTS 65,000 524,000 - - - - - EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE DUAL LEFT TURNS - - - - - - 976,400 EL CAMINO REAL LEFT TURN LANE TO WESTBOUND TAMARACK - 286,000 - - - - - EL CAMINO REAL RIGHT TURN LANE TO NORTH ALGA ROAD - - - - - - 378,000 EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE - - 1,925,000 - - - - EL CAMINO REAL WIDENING - ARENAL ROAD TO LA COSTA AVENUE (RTCIP)- 450,000 175,000 - - - - EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT 7,656,022 485,000 - - - - - EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT (RTCIP)422,000 - - - - - - MELROSE DRIVE AND ALGA ROAD DUAL LEFT TURN LANES (RTCIP)- - - - - - 1,067,100 MELROSE DRIVE RIGHT TURN LANE TO WEST PALOMAR AIRPORT ROAD 561,000 - - - - - - PALOMAR AIRPORT RD. AND COLLEGE BLVD. INTERSECTION IMPROV.495,500 - - - - - - PALOMAR AIRPORT ROAD TURN LANE TO NORTH EL FUERTE STREET - - - - - - 1,033,100 PALOMAR AIRPORT ROAD TURN LANE TO SOUTH EL CAMINO REAL 591,000 - - - - - - PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE 1,676,019 - - - - - - POINSETTIA LANE WIDENING - PASEO DEL NORTE TO BATIQUITOS (RTCIP)- - - - - - 896,100 SIDEWALK/STREET CONSTRUCTION - VALLEY AND MAGNOLIA SIDEWALKS 1,674,236 - - - - - - SIDEWALK/STREET CONSTRUCTION - VARIOUS LOCATIONS 1,400,000 300,000 300,000 300,000 300,000 300,000 1,200,000 TIF TO CFD #1 - 40,000 40,000 40,000 40,000 40,000 2,357,039 TRAFFIC IMPACT FEE UPDATE 200,000 - - - - - - TRAFFIC MONITORING PROGRAM 758,900 96,000 96,000 96,000 96,000 96,000 864,000 TOTAL PROJECT EXPENDITURES 15,724,677 2,181,000 2,957,000 2,831,000 2,797,000 436,000 23,422,339 ENDING FUND BALANCE N/A 7,608,468 5,297,928 3,079,760 1,170,725 2,043,119 2,433,301 TRAFFIC IMPACT FEES (TIF) CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-10 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 70,556 70,556 70,556 70,556 70,556 70,556 REVENUES TRANSNET REVENUE - - - - - - TOTAL REVENUES N/A - - - - - - CAPITAL PROJECTS N/A - - - - - - - TOTAL PROJECT EXPENDITURES - - - - - - - ENDING FUND BALANCE N/A 70,556 70,556 70,556 70,556 70,556 70,556 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 10,048,120 10,252,928 10,755,128 9,300,861 10,502,161 11,869,350 REVENUES TRANSPORTATION TAXES 3,199,000 3,377,200 3,540,733 3,701,300 3,867,189 39,239,587 TOTAL REVENUES N/A 3,199,000 3,377,200 3,540,733 3,701,300 3,867,189 39,239,587 CAPITAL PROJECTS ADA IMPROVEMENTS - 250,000 250,000 250,000 250,000 250,000 420,000 CARLSBAD BLVD BRIDGE CONCRETE BARRIER POWER PLANT (LOCAL MATCH)18,208 115,561 - - - - - CARLSBAD BLVD BRIDGE CONCRETE BARRIER RAILROAD (LOCAL MATCH)28,245 98,631 - - - - - CARLSBAD BLVD. REALIGNMENT 3,000,000 - - - - - - EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE - - 325,000 2,495,000 - - - EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT 3,925,885 - - - - - - PAVEMENT MANAGEMENT PROGRAM 13,041,376 1,830,000 1,575,000 1,500,000 1,500,000 1,500,000 15,000,000 PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES)3,607,474 700,000 725,000 750,000 750,000 750,000 7,500,000 TOTAL PROJECT EXPENDITURES 23,621,188 2,994,192 2,875,000 4,995,000 2,500,000 2,500,000 22,920,000 ENDING FUND BALANCE N/A 10,252,928 10,755,128 9,300,861 10,502,161 11,869,350 28,188,937 TRANSNET - BICYCLE TRANSNET - LOCAL CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-11 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 25,945 25,945 25,945 25,945 25,945 25,945 REVENUES TRANSPORTATION TAXES - - - - - - TOTAL REVENUES N/A - - - - - - CAPITAL PROJECTS EL CAMINO REAL WIDENING - TAMARACK TO CHESTNUT 345,000 - - - - - - TOTAL PROJECT EXPENDITURES 345,000 - - - - - - ENDING FUND BALANCE N/A 25,945 25,945 25,945 25,945 25,945 25,945 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 672 672 672 672 672 672 REVENUES TRANSNET REVENUE - - - - - - TOTAL REVENUES N/A - - - - - - CAPITAL PROJECTS - - - - - - - TOTAL PROJECT EXPENDITURES - - - - - - - ENDING FUND BALANCE N/A 672 672 672 672 672 672 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 24,402,733 24,701,975 22,098,969 21,982,282 22,544,469 23,444,385 REVENUES DEVELOPER FEES 514,242 344,694 266,313 562,187 899,916 16,358,500 TOTAL REVENUES N/A 514,242 344,694 266,313 562,187 899,916 16,358,500 CAPITAL PROJECTS COLLEGE BOULEVARD - CANNON TO BADGER LANE - - 1,090,000 - - - - COLLEGE BOULEVARD PIPELINE "A" STREET TO CANNON ROAD 1,060,000 - - - - - - DESALINATED SEAWATER TRANSMISSION MAIN - 45,000 45,000 383,000 - - - MAERKLE PUMP STATION IMPROVEMENTS - 170,000 1,785,200 - - - - POINSETTIA LANE - CASSIA ROAD TO SKIMMER COURT - - - - - - 741,600 RANCHO CARLSBAD GROUNDWATER SUPPLY - - - - - - 1,750,000 SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY - - 27,500 - - - 8,500,000 WATER MASTER PLAN UPDATE 700,000 - - - - - - TOTAL PROJECT EXPENDITURES 1,760,000 215,000 2,947,700 383,000 - - 10,991,600 ENDING FUND BALANCE N/A 24,701,975 22,098,969 21,982,282 22,544,469 23,444,385 28,811,285 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A - 5,100,000 - - - - REVENUES RECYCLED WATER REVENUE 10,200,000 16,260,000 - - - - TOTAL REVENUES N/A 10,200,000 16,260,000 - - - - CAPITAL PROJECTS RECYCLED WATER PHASE III - PIPELINES - 3,100,000 15,600,000 - - - - RECYCLED WATER PHASE III - CWRF EXPANSION - 500,000 5,760,000 - - - - RECYCLED WATER PHASE III - RESERVOIR - 1,500,000 - - - - - TOTAL PROJECT EXPENDITURES - 5,100,000 21,360,000 - - - - ENDING FUND BALANCE N/A 5,100,000 - - - - - TRANSPORTATION DEVELOPMENT ACT (TDA) WATER - RECYCLED WATER FUND TRANSNET - STP WATER - MAJOR FACILITY FEE FUND CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY (1) Equal to projected fund balance less any continuing appropriations.K-12 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2013-14 2014-15 2015-16 2016-17 2017-18 2019-28 BEGINNING FUND BALANCE (1)N/A 23,003,960 23,504,145 9,171,965 5,439,425 7,731,028 12,444,149 REVENUES TRANSFER FROM OPERATING FUND, LOANS AND GRANTS 5,165,000 3,694,320 4,828,460 4,967,603 5,113,121 69,588,261 TOTAL REVENUES N/A 5,165,000 3,694,320 4,828,460 4,967,603 5,113,121 69,588,261 CAPITAL PROJECTS ABANDON POTABLE SERVICES (NEW RECYCLED SERVICES)195,000 195,000 - - - - - ASSET MANAGEMENT PLAN 164,365 - - - - - - AVIARA PARKWAY AND PLUM TREE WATERLINE - - - 815,000 - - - BUENA VISTA PUMP STATION AND FOREBAY REMOVAL - - 150,000 - - - - CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS - - - 280,000 670,000 - - CARLSBAD WATER RECYCLING FACILITY (ENCINA PROJECTS)470,500 59,815 309,000 301,000 106,000 300,000 3,000,000 CATHODIC PROTECTION PROGRAM 1,246,700 - - - - - - CRESTVIEW DRIVE TRANSMISSION MAIN - - - 240,000 - - - CWRF - FLOW EQUALIZATION AND CHLORINE CONTACT TANK COVERS 265,000 500,000 - - - - - DESALINATED SEAWATER TRANSMISSION MAIN - 100,000 80,000 847,000 - - - E TANK DECOMMISSION (THE CROSSINGS ROAD)- 150,000 - - - - - EL CAMINO REAL AND TAMARACK PUMP STATION REMOVAL - - - 80,000 - - - EL CAMINO REAL RECYCLED WATER PIPELINE (LA COSTA RESORT)1,615,000 - - - - - - EL FUERTE AND CORINTIA STREET PRESSURE REDUCING STATION 100,000 400,000 - - - - - ELLERY PUMP STATION DECOMMISSION - 120,000 - - - - - ELLERY WATER PUMP PROJECT 78,495 220,000 - - - - - FIRE FLOW SYSTEM IMPROVEMENTS - - 720,000 720,000 - - 1,009,000 HYDROELECTRIC GENERATOR AT PALOMAR AIRPORT ROAD/WHITE SANDS - - 85,000 275,000 1,800,000 - - HYDROELECTRIC RENEWABLE ENERGY GENERATOR-MAERKLE RES.2,000,000 - - - - - - KELLY RANCH PRESSURE REDUCING STATION 560,000 - - - - - - LA COSTA HI RESERVOIR INLET PIPELINE - - 250,000 1,900,000 - - - LAKE CALAVERA RESERVOIR IMPROVEMENTS 6,396,911 - - - - - - LIMITED ACCESS PIPELINE RELOCATION PROJECT 485,000 485,000 485,000 485,000 - - - MAERKLE FACILITY IMPROVEMENTS 2,135,200 - - - - - - MAERKLE FLOATING COVER REPLACEMENT 130,000 140,000 9,730,000 - - - - MAERKLE TRANSMISSION MAIN 5,200,000 1,130,000 - - - - - MAINTENANCE AND OPERATIONS CENTER 7,170,000 - - - - - - MISCELLANEOUS PIPELINE REPLACEMENTS 1,433,000 - - - - - - OCEANSIDE WATER INTERTIE UPGRADE - - 115,000 - - - - PALOMAR BUISNESS PARK RECYCLED WATER PIPELINES 1,245,000 - - - - - - PARK DRIVE WATER LINE AND SURFACE IMPROVEMENTS 1,092,000 - - - - - - PRESSURE REDUCING STATION REPLACEMENT/REHABILITATION 1,102,000 - - - - - - RANCHO CARLSBAD GROUNDWATER SUPPLY - - - - - - 1,750,000 RECYCLED WATER LINE - CWRF TO CHINQUAPIN 1,900,000 - - - - - - RECYCLED WATER MASTER PLAN UPDATE 672,468 - - - - - - RECYCLED WATER PHASE III - CWRF EXPANSION 640,000 - - - - - - RECYCLED WATER PHASE III - PIPELINES 2,000,000 - - - - - - RECYCLED WATER PHASE III - RESERVOIR 300,000 - - - - - - RESERVOIR REPAIR AND MAINTENANCE PROGRAM 3,035,000 965,000 - 150,000 - - 1,850,000 ROBERTSON RANCH WATER TRANSMISSION MAIN 1,200,000 - - - - - - SAN LUIS REY MISSION BASIN GROUNDWATER SUPPLY - - 27,500 - - - 8,500,000 SANTA FE II INLET PIPELINE - - 470,000 2,368,000 - - - SANTA FE II RESERVOIR SITE DRAINAGE 645,000 - - - - - - TRI-AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT 1,255,000 100,000 5,100,000 - - - - WATER SYSTEM INTERTIE CONNECTION - - 405,000 - - - - WATER VALVE REPLACEMENT PROGRAM 350,000 100,000 100,000 100,000 100,000 100,000 1,000,000 TOTAL PROJECT EXPENDITURES 45,081,639 4,664,815 18,026,500 8,561,000 2,676,000 400,000 17,109,000 ENDING FUND BALANCE N/A 23,504,145 9,171,965 5,439,425 7,731,028 12,444,149 64,923,410 WATER REPLACEMENT FUND Appendices Appendices