HomeMy WebLinkAbout2025-05-20; City Council; 11; Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, and Fiscal Year 2025-26 Master FeeCA Review AZ
Meeting Date: May 20, 2025
To: Mayor/President/Chairperson and City Council/Board/Commissioners
From: Geoff Patnoe, City Manager/Executive Director
Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services
laura.rocha@carlsbadca.gov, 442-339-2415
Zach Korach, Finance Director
zach.korach@carlsbadca.gov, 442-339-2127
Subject: Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,
and Fiscal Year 2025-26 Master Fee Schedule
Districts: All
Recommended Actions
1) Receive the report; and
2) Adopt a resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal
Year 2025-26 Operating, Strategic Digital Transformation Investment Program, and
Capital Improvement Program budgets; Carlsbad’s share of the Encina Wastewater
Authority operating and capital budgets; the Gann spending limit for fiscal year 2025-26
and changes to the Master Fee Schedule; and determining the Fiscal Year 2025-26
Capital Improvement Plan Budget is consistent with the General Plan and applicable
Climate Action Plan measures and actions; and
3) Adopt a Carlsbad Municipal Water District Board of Directors resolution setting a public
hearing for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating and Capital
Improvement Program budgets and changes to the Master Fee Schedule; and
4) Adopt a Public Financing Authority Board of Directors resolution setting a public hearing
for June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating and Capital
Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course; and
5) Adopt a Community Development Commission resolution setting a public hearing for
June 17, 2025, for adoption of the Fiscal Year 2025-26 Operating Budget of the Carlsbad
Housing Authority; and
6) Adopt a City Council as the Successor Agency for the Carlsbad Redevelopment Agency
resolution setting a public hearing for June 17, 2025, for adoption of the Fiscal Year
2025-26 Operating Budget of the Successor Agency.
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Executive Summary
The presentation of the preliminary Fiscal Year 2025-26 Operating Budget is an opportunity for
the City Council, Boards of Directors and the community to review and provide feedback on the
proposed work plan and budget for the coming fiscal year.
The proposed budget prioritizes the goals in the City Council’s 5-Year Strategic Plan, which was
based on input from thousands of community members and approved in 2022. By committing
to this plan, rather than goals that are subject to change from year to year, the City Council has
enabled staff to work more efficiently while improving the alignment between the annual city
budget and the Carlsbad community’s vision for the future.
Each year, during the preparation of the annual budget, staff develop work plans that build
upon progress in the strategic plan’s key areas of focus:
Maintain Carlsbad’s unique community character and connectedness
Prioritize the safety and well-being of the community
Protect the environment and natural resources
Foster a healthy local economy
Be a model for effective and efficient local government
The proposed budget maintains the balanced five-year General Fund financial forecast that was
achieved in fiscal year 2024-25. This means that the city’s financial outlook ensures its ongoing
revenue is sufficient to fund ongoing spending.
Healthy revenues, increased efficiencies, cost reductions and new budget policies and practices
over the past several years have worked together to close the funding gap and maintain a
balanced budget for the next five years. However, there is still much uncertainty surrounding
tariffs and their macro- and micro-economic impacts on the nation. Even in recent months,
there has been extreme market volatility and further consumer demand pullback with the risk
of recession greatly looming.
Given those conditions, the proposed budget for fiscal year 2025-26 continues to focus on
continuing to set aside money for future needs, ensuring funding is available for long-term and
large capital purchases and maintaining a very high level of service for the community. The
General Fund budget is proposed to increase 1.8% over the prior year at a time when inflation
is 3.8% across the region. In addition, the General Fund reserve continues to grow — this
proposed budget increases the reserve from 55% to 61%, well above the 40% minimum set by
City Council policy.
On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining
an excellent quality of life continues to bring new fiscal challenges. The proposed budget
recommends modest increases to continue supporting the goals of the strategic plan, following
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three consecutive fiscal years of budget reductions totaling more than $5 million in ongoing
savings. These increases will:
• Fund the city’s efforts to meet benchmarks outlined in the Climate Action Plan Update
in support of sustainability and the natural environment
• Increase service capacity in the Fire Department as part of a multi-year effort in support
of the city’s quality of life and safety
• Increase Fire Department service capacity through the purchase of a new aerial ladder
fire truck
• Continued funding for fire mitigation and preparedness efforts
• Maintain the return of Sunday hours at the city’s Georgina Cole Library and Carlsbad city
Library on Dove Lane
• Add three new full-time positions that are critical in furthering the city’s organizational
excellence and fiscal health
Budget highlights
Proposed General Fund Operating Budget $242.8 million
% change from FY 2024-25 adopted General Fund Operating Budget 1.8%
Projected General Fund revenues $243.3 million
Proposed changes in total full-time equivalent staffing 3.25*
Projected General Fund reserve as of June 30, 2025 $139.9 million
Projected General Fund reserve % as of June 30, 2025 (goal is 40%) 55%
Projected General Fund reserve as of June 30, 2026 $147.0 million
Projected General Fund reserve % as of June 30, 2026 61%
Current rate of inflation 3.8%
Estimated pension funding ratio (goal is 80%) 77%
*This represents the difference between the final 2024-25 budget and the preliminary 2025-26 budget. There was
a net increase of five full-time positions mid-year after 2024-25 budget adoption, as discussed later in the staff
report.
Staff are recommending the City Council/CMWD Board adopt resolutions setting a public
hearing for June 17, 2025, to consider adoption of the Fiscal Year 2025-26 budgets, with the
City Council acting as well in its roles as the Public Financing Authority Board of Directors, the
Community Development Commission and the Successor Agency to the Carlsbad
Redevelopment Agency.
Explanation & Analysis
Policy goals
The annual operating budget is the most significant expression of how City Council policies are
translated into daily operations. The City Council sets the overall policy direction for Carlsbad
and helps staff prioritize programs, projects and services to support that direction.
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On Oct. 11, 2022, the City Council adopted the city’s five-year strategic plan, with policy goals
to reflect the most important priorities of the community. These goals are one way the city
delivers on the Carlsbad Community Vision, a set of nine core values community members
identified as important to Carlsbad’s future. The annual city budget contains the work plans and
resource allocations to achieve the goals in the strategic plan. Based on community input, the
City Council identified five areas of focus for its five-year strategic plan:
1. Community Character: Maintain
Carlsbad’s unique community
character
2. Economic Vitality: Foster a healthy
economy
3. Quality of Life and Safety: Prioritize
the safety and well-being of the
community
4. Sustainability & Natural
Environment: Protect the
environment and natural resources
5. Organizational Excellence & Fiscal
Health: Be a model for effective and
efficient local government
Maintaining fiscal health
The city increased its focus on community priorities by identifying efficiencies and reducing
spending in areas with the least impact on the community over the past three years. A series of
budget process reforms and policies begun in 2018 have increased transparency in how the city
manages its budget and tightened controls over spending. These included:
• Eliminating an automatic annual increase to department budgets based on inflation.
Instead, requested budget increases are considered based on actual increased costs and
approved only after departments have exhausted alternatives for covering increased
costs of doing business
• Stopping the practice of allowing departments to automatically roll over 10% of unspent
money to the following fiscal year. Instead, departments may request to roll over funds
for a specific purpose, based on a demonstrated need. Requests to carry funds over into
the next fiscal year must be approved by the City Manager or City Council, depending on
the amount
• Changing practices around hiring part-time, temporary staff to ensure full transparency
of the actual number of full-time equivalent positions working for the city at any given
time
• Updating the General Fund Reserve Policy to ensure the city has enough money to
continue services in an emergency
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• Establishing an economic uncertainty reserve
• Creating a new cost recovery policy
• Developing a policy for reinvesting surplus funds
• Creating a process to ensure ongoing funding for digital infrastructure, which has
become as important as physical infrastructure
• Engaging a grant writer to ensure the city is taking advantage of state and federal
funding opportunities
• Creating a new internal auditor program to safeguard city resources and improve city
operations
Operating Budget
Supplemental requests
Departments submitted supplemental budget requests to the budget team and the City
Manager for consideration. The budget requests were mainly driven by:
• Inflation
• Expanded programming
• Costs associated with grant and revenue opportunities,
• Costs associated with City Council priorities
• Replacing assets
The City Council is being asked to consider approving a total of $6.8 million within the General
Fund for these supplemental budget requests, which includes $3.1 million in ongoing annual
costs. Exhibit 7 details each of the city’s supplemental budget requests for fiscal year 2025-26.
General Fund Reserve
The City Council has a policy of maintaining a reserve with a target balance equivalent to 40% of
the General Fund’s Operating Budget. These are the cash balances made available from the
prudent fiscal policy of developing an annual balanced budget and, at times, having unexpected
revenues or expenditures below what was budgeted. One of the purposes of this reserve is to
protect against cyclical swings in the economy. The city is projected to end the upcoming fiscal
year with a reserve balance of 61% of the General Fund Operating Budget.
The recommended preliminary General Fund Operating Budget totals $242.8 million, with
estimated revenues of $243.3 million.
General Fund revenues provide a representative picture of the local economy. These revenues
are of particular interest because they contain most of the discretionary funds that pay for
basic city services, such as the Police and Fire departments, library and cultural arts services,
street and park maintenance and recreation. A summarized outlook of the major General Fund
revenues can be found in the operating budget overview (Exhibit 6).
The operating budget overview also contains:
• A detailed look at expenditures by type
• General Fund transfers to other funds
• Projected ending fund balances
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The table below shows the adopted fiscal year 2024-25 General Fund budget as well as the
proposed fiscal year 2025-26 budget.
General Fund summary for fiscal year 2025-26
(in millions)
FY 2024-25
adopted
budget
FY 2025-26
proposed
budget
Total revenues $239.1 $243.3
Total expenditures $238.5 $242.8
Revenues over total expenditures $0.6 $0.5
General Fund Asset Replacement Reserve
The city is committed to maintaining its large machinery and equipment inventory. When an
asset is procured, it begins depreciating the moment it is put into service and needs to be
replaced at the end of its respective useful life. On an annual basis, this translates to a
significant financial need and commitment. In an effort to not only prioritize these purchases,
but to strategically plan for the ongoing financial impacts, staff established a General Fund
Asset Replacement Reserve in the prior year. Separate and apart from the General Fund
Reserve Guidelines (City Council Policy No. 74), this Asset Replacement Reserve serves as a
mechanism for funding large equipment needs without impacting the General Fund Reserve or
the annual budget surplus year after year.
As of fiscal year 2025-26, and for the next 10 fiscal years, a total of $10.5 million is projected to
be needed to fund asset replacement costs in the General Fund (Exhibit 9).
Personnel
The proposed budget for the next fiscal year includes 805 permanent full-time employees, an
increase of 3.25 compared to the final budget amount for fiscal year 2024-25. Additionally,
there is a proposed increase in part-time employees equivalent to 3.05 full-time employees, for
a net personnel increase of 6.30 full-time-equivalent employees.
The following positions are proposed to be added in fiscal year 2025-26:
• One Maintenance Technician in the Fleet & Facilities Department
• One Accountant in the Finance Department
• One Human Resources Analyst in the Human Resources Department
• A combined 3.05 hourly full-time equivalent positions, including:
o 0.70 to support public-facing administrative support at the Carlsbad Faraday
Center
o 0.08 to align with the annual grant funding levels in Housing & Homeless Services
o 2.07 to support the Library & Cultural Arts Department in operating the newly
upgraded Schulman Auditorium and expanding programming support
o 0.20 to support the Human Resources Department
The budget also includes ongoing funding for six Police Department positions approved by the
City Council in March 2025, including five officers and one professional services staff member.
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Enterprise funds
Enterprise fund revenues, including those from water, wastewater services and solid waste
management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are
projected at $124.7 million, an $18.1 million or 17% increase over projected fiscal year 2024-
25’s revenues. Enterprise funds are those that are supported by the fees collected for the
service rather than the General Fund and must be accounted for separately under state law.
The budgeted expenditures from these funds are proposed at $147.0 million for fiscal year
2025-26, which is an increase of $28.4 million or 24% over the fiscal year 2024-25 adopted
budget.
A more detailed look at the year-over-year variances in the city’s enterprise funds, as well as
information about the city’s other special revenue funds, can be found in the Operating Budget
overview.
Capital Improvement Program
Carlsbad takes a long-range planning approach to building high-quality facilities and
infrastructure that support the needs and priorities of the community. Projects in its Capital
Improvement Program are generally defined as any construction, rehabilitation or replacement
of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities,
water, sewer and drainage facilities, and other facilities that are located on or in the ground.
Because of the city’s financial planning, city staff are able to modernize, repair and replace
infrastructure as needed and in accord with best governmental practices. City staff prioritize
projects in the Capital Improvement Program using several factors, including potential risks to
health, safety and the environment, regulatory or mandated requirements, community values,
the condition of the asset, annual recurring costs and asset longevity, scheduling and cost
efficiencies, project readiness and funding availability. Staff also consider community input,
consistency with studies and reports, staff availability, alignment with operating budget and
level of service standards or expectations.
Changes were made to the administration of the Capital Improvement Program last year to
provide the City Council with a greater ability to direct the pace and funding of the city’s major
capital improvement projects while increasing transparency around projects that are planned
and underway:
• Rather than having the city budget for the entire cost of a project well in advance of
when the project is scheduled to begin, funding is appropriated phase by phase for
scoping out the project, developing a conceptual design and the final design.
• Once a project is ready for the City Council to consider appropriating money for project
construction, staff will provide an up-to-date cost estimate based on the actual project
design and timing.
• The Capital Improvement Program budget has historically spanned a 15-year timeframe.
Now, the budget focuses on projects planned in the next five years, with more detailed
information on those projects. A 15-year forecast of how much money will be available
for future projects is also provided.
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The Fiscal Year 2025-26 Capital Improvement Program outlines $47.0 million in new
appropriations to provide additional funding for continuing existing projects, as well as funding
for new projects.
Capital Improvement Program appropriations by department for FY 2025-26
The five-year Capital Improvement Program includes 14 proposed new projects, with a total
funding request in fiscal 2025-26 of $2.7 million. Details on these proposed new projects begin
on page I-6 of Exhibit 6.
As the current project conditions and scope of each project are continually re-evaluated, some
projects are removed from the list. This streamlining process allows for unspent balances to be
returned to the original funding sources so that they can be reallocated to other projects. Four
projects are proposed to be removed from the Capital Improvement Program in fiscal year
2025-26 because of changed conditions that caused the projects to no longer be warranted, or
because of consolidation in other budget areas. For example, green paint maintenance for
street markings will be included in the operating budget at a reduced ongoing amount moving
forward, and the Melrose Drive right turn lane project will be consolidated into the work of
other capital improvement projects.
The Capital Improvement Program includes estimated budget information for a 15-year period
to provide the most comprehensive information about known future projects. A complete list
of projects and estimated funding included in the five-year program begins on page I-17 of
Exhibit 6. All future construction costs are estimates, which are reviewed and refined each year
and shown in the 15-year funding forecast beginning on page I-29 of Exhibit 6.
The Capital Improvement Program is funded from capital funds such as the General Capital
Construction and Infrastructure Replacement Fund as well as developer fees, special district
fees and taxes from the city’s community facilities districts and bridge and thoroughfare benefit
districts, water and wastewater replacement funds, and other sources such as grants, sales
taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2025-26
are $132.5 million. Projected capital fund balances, revenue and expenditure summaries are
provided beginning on page I-12 of Exhibit 6.
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Strategic Digital Transformation Investment Program
City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City
Council in 2019 to provide a high-level, organized guide to the principles that matter to the city
in creating a more connected community. The Strategic Digital Transformation Investment
Program was put in place in fiscal year 2021-22to expand Connected Carlsbad by defining a
strategy for evaluating and prioritizing projects and a five-year investment roadmap that
includes estimated costs and timelines. This new investment program is organized into the five
primary Connected Carlsbad goal areas, which were approved by the City Council on
Jan. 14, 2020.
The digital transformation program includes budget estimates for projects planned over the
next five years so the City Council and the community can be more fully aware of long-term
plans and funding needs. Even though budget estimates are included in the five-year plan, staff
may only spend money on the projects included in each year’s adopted city budget. More
information about the city’s strategy to invest in digital transformation and how the city
evaluates these projects can be found on page H-2 of the digital investment program document
in Exhibit 6.
The fiscal year 2025-26 program outlines 40 continuing and new projects planned over the next
five years at an estimated total cost of $37.9 million. Included in the $37.9 million is about
$16.9 million in estimated new costs over the same time frame to provide additional funding
for the continuation of existing projects as well as funding for new projects. The $16.9 million
also contains $5.4 million of estimated new appropriations for fiscal year 2025-26 for these
projects. The tables below present estimated total project costs by Connected Carlsbad primary
goal area for the five fiscal years of 2026-30 and fiscal year 2025-26:
Strategic Digital Transformation Investment Program projects for fiscal years 2026-30
appropriations by Connected Carlsbad goal area (in millions)
Percent Cost
Pursue communitywide digital transformation 53% $20.0
Build capacity for data-driven decision making 4% $1.5
Foster a vibrant civic engagement culture 4% $1.3
Enhance accessibility and transparency 3% $1.3
Promote security and sustainability through connectivity 36% $13.8
Total 100% $37.9
Strategic Digital Transformation Investment Program projects for fiscal year 2025-26
appropriations by Connected Carlsbad goal area
Percent Cost
Pursue communitywide digital transformation 60% $3,250,000
Build capacity for data-driven decision making 5% $250,000
Foster a vibrant civic engagement culture 2% $132,600
Enhance accessibility and transparency 5% $288,000
Promote security and sustainability through connectivity 28% $1,523,643
Total 100% $5,444,243
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The details of the five-year appropriation requests can be found on pages H-23 and H-24 in
Exhibit 6.
Each project identified in the digital transformation program is important to the overall
technology health of the city because it will provide for increased efficiencies, security,
transparency and/or knowledge and data for decision-making.
There are two funding sources for the $5.4 million in appropriations that staff are requesting
for the digital transformation program for fiscal year 2025-26
• Technology Investment Capital Fund
• Information Technology Replacement Fund
Both of these funding sources have the necessary balances to accommodate the new
appropriations without additional revenues or transfers. The details for the funding sources can
be found in Exhibit 6 on page H-25.
Fees, charges for services and Cost Recovery Policy update
Staff evaluate and propose changes to the city’s fees for services every year. Staff conduct
these annual reviews to ensure that the fees being charged do not exceed the direct and
indirect costs of providing the related services. A comprehensive cost of service study is
prepared every five to seven years to update the calculation of the cost and confirm that fees
and charges for service do not exceed the updated cost.
The last comprehensive cost of service study on most general city fees and all development
service fees was conducted in 2019 and approved by the City Council on June 8, 2021. At that
time, the City Council also directed staff to propose a cost recovery policy to establish a process
for adjusting existing fees to industry standard cost recovery ranges and for recommending fee
changes in the future. Based on this direction, staff presented and the City Council approved a
cost recovery policy on March 14, 2023, as City Council Policy No. 95. On June 18, 2024, the City
Council approved amendments to City Council Policy No. 95 to clarify cost recovery rates for
certain water reconnection fees.
The cost recovery policy recommends conducting a comprehensive study every five to seven
years. At this time last year, staff reported plans to undertake a new comprehensive cost of
service study during fiscal year 2024-25 to account for the significant changes in costs and
business processes since 2019. Staff in all departments have been involved with this study
throughout fiscal year 2024-25. Although the study is nearly complete, further analysis is still
needed to ensure a subset of fees is set correctly according to state law and city policy. Staff
plan to return to the City Council early in fiscal year 2025-26 with the full study and any changes
to fee levels and structures it may recommend.
The proposed fees for fiscal year 2025-26, presented in the proposed Master Fee Schedule in
Exhibit 8, do not include any changes from the cost of service study that is still in progress but
do include increases for certain fees based on price indices as described below.
• General city fees are charged for the use of city services and property.
Depending on the fee, they are increased annually by the increase in the annual
West Urban Consumer Price Index, or the San Diego Consumer Price Index,
published by the Bureau of Labor and Statistics, both of which reflect the cost of
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inflation. The West Urban Consumer Price Index has increased by 2.4% since last
year while the San Diego CPI has increased by 3.8%.
• Development related service fees are charged to recover the cost of staff time
and materials spent on development related activities. These change annually by
the change in the West Urban Consumer Price Index. Development impact fees
are used to pay for infrastructure projects that are needed as a result of new
development. These fees will be increased by the index stated in the respective
resolution or ordinance establishing the fee, typically the Engineering News
Record Construction Cost Index.
• Traffic impact fees are adjusted annually by the change in the Caltrans
Construction Cost Index or 2%, whichever is greater. This year the Caltrans
Construction Cost Index increased by 15.70%.
• Ambulance fees have typically been adjusted annually by the Ambulance
Inflation Factor, published by the federal Center for Medicare and Medicaid
Services. This year, the proposed Master Fee Schedule adjusts ambulance fees
by 2.4%. The city will continue adjusting its ambulance fees annually according to
the Ambulance Inflation Factor, with more detailed evaluations occurring every
three to five years.
Fee categories and changes by fiscal year
1. Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index.
2. Increase is by the greater of Caltrans Construction Cost Index or 2%. The Caltrans Construction Cost Index is 15.70%.
3. Ambulance fees were not adjusted by this amount in FY 2023-24 due to the implementation of the updated ambulance fee study.
Fee categories Index
name
Index
date Source FY
2023-24 FY
2024-25 FY
2025-26
Most general city
and development
related service fees
West
Region
Urban CPI
January
2025
Bureau of
Labor Statistics 6.30% 3.30% 2.40%
Habitat mitigation
fees,1 Safety
Training Center
facility rental fees
San Diego
Area CPI
January
2025
Bureau of
Labor Statistics 6.40% 3.80% 3.80%
All development
impact fees
Los
Angeles
ENR CCI
January
2025
Engineering
News Record 7.60% 9.40% 1.90%
Traffic impact fees2 Caltrans
CCI
January
2025
California
Department of
Transportation
31.63% 2.00% 15.70%
Ambulance fees
Ambulance
Inflation
Factor
October
2024
Center for
Medicare and
Medicaid
Services
8.70%3 2.60% 2.40%
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Not all of the fees in the proposed Master Fee Schedule are part of the cost of service study or
subject to the cost recovery policy. Staff reviewed these fees and are proposing changes in the
following areas to align with current costs and business processes:
Electric vehicle charging fees
Since the installation of the first city operated public electric vehicle charging station at
Alga Norte Community Park in 2015, the city has expanded its inventory to include 28
public electric vehicle charging station stalls at eight facilities. As of April of this year,
these stations have collectively delivered over 420 megawatt hours of electricity. This
achievement has contributed to the avoidance of approximately 267,500 kilograms of
greenhouse gas emissions.
In July 2017, the City Council established a $0.35-per-kilowatt hour (kWh) electric
vehicle charging fee which was intended to allow the city to meet operating costs and
recover 50% of capital investment costs. This fee is included in the Master Fee Schedule
has not been adjusted since its inception.
Staff have completed a thorough review of the current operating costs of this program
and are proposing a new fee structure for electric vehicle charging:
Peak pricing 4-9 p.m. $0.59/kWh
Off-peak pricing 9 p.m-12 a.m.
9 a.m.-4 p.m. $0.52/kWh
Super off-peak pricing 12-9 a.m. $0.45/kWh
The adoption of a time-of-use fee structure is a strategic approach to align with
fluctuating energy costs throughout the day. By varying rates throughout the day, the
city can better manage cost recovery during peak utility rate periods.
Safety Training Center, pump draft pit rental fees
The Fleet & Facilities Department, which manages the Safety Training Center, is
proposing to eliminate two Safety Training Center rental fees for pump draft pit rentals
from the Master Fee Schedule. (A pump draft pit is used by fire departments to practice
drafting water from a static source, such as a pond or tank, for firefighting operations.)
There has not been a past practice of renting these areas for outside agencies and the
department does not anticipate doing so in the future.
Local Facilities Management Zones, Zone 6 Fee
This fee was set by City Council in 1988 to help pay for operating costs of Parks &
Recreation and Fire Department facilities that were being constructed. At the time of its
adoption, the City Council specified a goal to collect $1,030,000 for these facilities by
charging this fee. The city has now collected the full amount, so this fee is no longer
needed.
On April 23, 2024, the City Council approved updated park land in-lieu fees to be phased in over
a three-year period. The first updates to these fees went into effect on July 1, 2024, and the
second updates will go into effect on July 1, 2025. The remaining changes to the proposed
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Master Fee Schedule will take effect on Sept. 1, 2025. Details on these rates can be found in the
proposed Master Fee Schedule in the attached Exhibit 8.
Gann spending limit
Along with approving the budget, the City Council is also being asked to approve the city’s Gann
spending limit for fiscal year 2025-26. The Gann limit is a state constitutional amendment that
limits the amount of tax-funded government spending to 1978–1979 levels, adjusted for
inflation and population. The limit applies to both state and local governments, like the City of
Carlsbad. The previous fiscal year’s limit was $630,004,237. Information necessary to calculate
the limit for fiscal year 2025-26 is still being finalized by the County of San Diego and will be
incorporated into the budget for final adoption on June 17, 2025.
Options
The City Council/Boards/Commission may accept the report of the proposed fiscal year 2025-26
Operating, Strategic Digital Transformation Investment Program, Capital Improvement Program
budgets and Master Fee Schedule without changes and direct staff to set a public hearing date
of June 17, 2025, to consider adoption of the fiscal year 2025-26 Operating, Strategic Digital
Transformation Investment Program and Capital Improvement Program budgets, and the
revised Master Fee Schedule.
The City Council/Boards/Commission may also direct staff to make changes to the proposed
fiscal year 2025-26 Operating Budget, Strategic Digital Transformation Investment Program,
and Capital Improvement Program budgets and Master Fee Schedule prior to the public hearing
date of June 17, 2025. Any changes will be reflected in the final proposed budget documents
presented at the public hearing.
Fiscal Analysis
This is the preliminary Operating Budget for fiscal year 2025-26 and any changes made by staff
or the City Council/Boards/Commission will be reflected in the final documents at the adoption
meeting on June 17, 2025.
Next Steps
Staff will conduct a budget workshop to answer questions and receive community input on the
proposed budget on May 22, 2025, at 5:30 p.m.
The City Council/Boards/Commission will hold the public hearing to consider adoption of the
new budgets and the revised Master Fee Schedule on June 17, 2025. Any changes directed by
the City Council/Boards/Commission will be reflected in the final documents at the June 17
meeting.
Environmental Evaluation
The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA Guidelines
Section 15378(b)(4) and does not require environmental review under CEQA Guidelines Section
15060(c)(3) as it is a government fiscal activity and does not involve any commitment to any
specific project which may result in a potentially significant physical impact on the
environment. The activity or projects for which this budget is intended to fund may require
preparation of an environmental document in accordance with CEQA and CEQA Guidelines.
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Exhibits
1. City Council resolution
2. Carlsbad Municipal Water District Board resolution
3. Carlsbad Public Financing Authority Board resolution
4. Community Development Commission resolution
5. Successor Agency resolution
6. Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital Transformation
Investment Program Budget and Capital Improvement Program Budget
7. Fiscal Year 2025-26 supplemental budget requests
8. Fiscal Year 2025-26 proposed Master Fee Schedule
9. Asset Replacement Planning Schedule
May 20, 2025 Item #11 Page 14 of 332
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Exhibit 1 RESOLUTION NO. 2025-114
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 17, 2025, FOR
ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING, STRATEGIC DIGITAL
TRANSFORMATION INVESTMENT PROGRAM, AND CAPITAL IMPROVEMENT
PROGRAM BUDGETS; CARLSBAD’S SHARE OF THE ENCINA WASTEWATER
AUTHORITY OPERATING AND CAPITAL BUDGETS; THE GANN SPENDING
LIMIT FOR FISCAL YEAR 2025-26 AND CHANGES TO THE MASTER FEE
SCHEDULE; AND DETERMINING THE FISCAL YEAR 2025-26 CAPITAL
IMPROVEMENT PLAN BUDGET IS CONSISTENT WITH THE GENERAL PLAN
AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS
WHEREAS, the City Council of the City of Carlsbad, California, has received a report on the city’s
preliminary Operating, Strategic Digital Transformation Investment Program, and Capital Improvement
Program budgets for fiscal year 2025-26 and on proposed changes to the Master Fee Schedule; and
WHEREAS, prior to the adoption of the budgets, the changes to the fee schedule, and other
budget-related documents, the City Council desires to conduct a public hearing at which oral and
written presentations may be made; and
WHEREAS, the City Council desires to provide notice of the public hearing on the city’s website
at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at
least once a week.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA
Guidelines Section 15378(b)(4) and does not require environmental review under CEQA
Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve
any commitment to any specific project which may result in a potentially significant
physical impact on the environment. The activity or projects for which this budget is
intended to fund may require preparation of an environmental document in accordance
with CEQA and CEQA Guidelines.
3.That a public hearing is set for June 17, 2025, at 5 p.m., at the City of Carlsbad Council
Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.
4.That, at the public hearing, oral and written presentations may be made on:
May 20, 2025 Item #11 Page 15 of 332
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a.The adoption of the fiscal year 2025-26 Operating, Strategic Digital Transformation
Investment Program, and Capital Improvement Program Budgets;
b.The adoption of the city’s share of the Encina Wastewater Authority Operating and
Capital Budgets;
c.The adoption of the Gann spending limit for fiscal year 2025-26;
d.The adoption of changes to the Master Fee Schedule; and
e.The determination that the fiscal year 2025-26 Capital Improvement Plan is
consistent with the General Plan and the applicable Climate Action Plan measures
and actions.
5.That the City Clerk’s Office is directed to publish notice of the public hearing on the city’s
website at least 10 days in advance of the public hearing and for 10 days in a newspaper
regularly published at least once a week.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of
Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the
Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and
the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment
Agency held on the 20th day of May, 2025, by the following vote, to wit:
AYES: Blackburn, Bhatel-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
May 20, 2025 Item #11 Page 16 of 332
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Exhibit 2
RESOLUTION NO. 1770
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD
MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA,
SETTING A PUBLIC HEARING FOR JUNE 17, 2025, FOR ADOPTION OF THE
FISCAL YEAR 2025-26 OPERATING AND CAPITAL IMPROVEMENT PROGRAM
BUDGETS AND CHANGES TO THE MASTER FEE SCHEDULE
WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of
Carlsbad, California, has received a report on the District’s preliminary Operating and Capital
Improvement Program budgets for fiscal year 2025-26 and on proposed changes to the Master Fee
Schedule; and
WHEREAS, prior to the adoption of the budgets and the changes to the fee schedule, the Board
desires to conduct a public hearing at which oral and written presentations may be made; and
WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad’s
website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly
published at least once a week.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water
District of the City of Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA
Guidelines Section 15378(b)(4) and does not require environmental review under CEQA
Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve
any commitment to any specific project which may result in a potentially significant
physical impact on the environment. The activity or projects for which this budget is
intended to fund may require preparation of an environmental document in accordance
with CEQA and CEQA Guidelines.
3.That a public hearing is set for June 17, 2025, at 5 p.m., at the City of Carlsbad Council
Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.
4.That, at the public hearing, oral and written presentations may be made on:
a.The adoption of the fiscal year 2025-26 Operating and Capital Improvement Program
budgets; and
b.The adoption of changes to the Master Fee Schedule.
May 20, 2025 Item #11 Page 17 of 332
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5.That the Board Secretary is directed to publish notice of the public hearing on the City
of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days
in a newspaper regularly published at least once a week.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the
Carlsbad Municipal Water District of the City of Carlsbad, the City Council of the City of Carlsbad, the
Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community
Development Commission, and the City Council of the City of Carlsbad as Successor Agency to
the Carlsbad Redevelopment Agency held on the 20th day of May, 2025, by the following vote, to
wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS:
ABSTAIN:
ABSENT:
None.
None.
None. ______________________________________
KEITH BLACKBURN, President
______________________________________
SHERRY FREISINGER, Secretary
(SEAL)
May 20, 2025 Item #11 Page 18 of 332
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Exhibit 3 RESOLUTION NO. 100
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE PUBLIC FINANCING
AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC
HEARING FOR JUNE 17, 2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26
OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS FOR THE
CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE
WHEREAS, the Board of Directors of the Public Financing Authority of the City of Carlsbad,
California, has received a report on the preliminary Operating and Capital Improvement Program
budgets for The Crossings at Carlsbad Municipal Golf Course for fiscal year 2025-26; and
WHEREAS, prior to the adoption of the budgets, the Board desires to conduct a public hearing
at which oral and written presentations may be made; and
WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad’s
website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly
published at least once a week.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Public Financing Authority
of the City of Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA
Guidelines Section 15378(b)(4) and does not require environmental review under CEQA
Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve
any commitment to any specific project which may result in a potentially significant
physical impact on the environment. The activity or projects for which this budget is
intended to fund may require preparation of an environmental document in accordance
with CEQA and CEQA Guidelines.
3.That a public hearing is set for June 17, 2025, at 5 p.m., at the City of Carlsbad Council
Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.
4.That, at the public hearing, oral and written presentations may be made on the adoption
of the fiscal year 2025-26 Operating and Capital Improvement Program budgets.
5.That the Board Secretary is directed to publish notice of the public hearing on the City
of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days
in a newspaper regularly published at least once a week.
May 20, 2025 Item #11 Page 19 of 332
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the
Carlsbad Public Financing Authority, the City Council of the City of Carlsbad, the Board of Directors of
the Carlsbad Municipal Water District, the City of Carlsbad Community Development Commission, and
the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment
Agency held on the 20th day of May, 2025, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Chairperson
______________________________________
SHERRY FREISINGER, Secretary
(SEAL)
May 20, 2025 Item #11 Page 20 of 332
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Exhibit 4 RESOLUTION NO. 574
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 17,
2025, FOR ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING BUDGET OF
THE CARLSBAD HOUSING AUTHORITY
WHEREAS, the Community Development Commission of the City of Carlsbad, California, has
received a report on the Carlsbad Housing Authority’s preliminary Operating Budget for fiscal year
2025-26; and
WHEREAS, prior to the adoption of the budget, the Commission desires to conduct a public
hearing at which oral and written presentations may be made; and
WHEREAS, the Commission desires to provide notice of the public hearing on the City of
Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper
regularly published at least once a week.
NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of
Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA
Guidelines Section 15378(b)(4) and does not require environmental review under CEQA
Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve
any commitment to any specific project which may result in a potentially significant
physical impact on the environment. The activity or projects for which this budget is
intended to fund may require preparation of an environmental document in accordance
with CEQA and CEQA Guidelines.
3.That a public hearing is set for June 17, 2025, at 5 p.m., at the City of Carlsbad Council
Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.
4.That, at the public hearing, oral and written presentations may be made on the adoption
of the fiscal year 2025-26 Operating Budget.
5.That the Commission Secretary is directed to publish notice of the public hearing on the
City of Carlsbad’s website at least 10 days in advance of the public hearing and for 10
days in a newspaper regularly published at least once a week.
May 20, 2025 Item #11 Page 21 of 332
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PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City of Carlsbad Community
Development Commission, the City Council of the City of Carlsbad, the Board of Directors of the
Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority,
and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment
Agency held on the 20th day of May, 2025, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
__________________________________
KEITH BLACKBURN, Chairperson
__________________________________
GEOFF PATNOE, Secretary
(SEAL)
May 20, 2025 Item #11 Page 22 of 332
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Exhibit 5
RESOLUTION NO. 2025-115
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, AS THE SUCCESSOR AGENCY FOR THE CARLSBAD
REDEVELOPMENT AGENCY, SETTING A PUBLIC HEARING FOR JUNE 17, 2025,
FOR ADOPTION OF THE FISCAL YEAR 2025-26 OPERATING BUDGET OF THE
SUCCESSOR AGENCY
WHEREAS, the City Council of the City of Carlsbad, California, as the Successor Agency for the
Carlsbad Redevelopment Agency, has received a report on the Successor Agency’s preliminary
Operating Budget and the enforceable debt obligations of the City of Carlsbad’s Redevelopment
Obligation Retirement Fund for fiscal year 2025-26; and
WHEREAS, prior to the adoption of the budget, the City Council desires to conduct a public
hearing at which oral and written presentations may be made; and
WHEREAS, the City Council desires to provide notice of the public hearing on the City of
Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days in a newspaper
regularly published at least once a week.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as the
successor agency for the Carlsbad Redevelopment Agency, as follows:
1.That the above recitations are true and correct.
2.The proposed action is not a “project” as defined by CEQA Section 21065 and CEQA
Guidelines Section 15378(b)(4) and does not require environmental review under CEQA
Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve
any commitment to any specific project which may result in a potentially significant
physical impact on the environment. The activity or projects for which this budget is
intended to fund may require preparation of an environmental document in accordance
with CEQA and CEQA Guidelines.
3.That a public hearing is set for June 17, 2025, at 5 p.m., at the City of Carlsbad Council
Chamber at 1200 Carlsbad Village Drive in Carlsbad, California.
4.That, at the public hearing, oral and written presentations may be made on the adoption
of the fiscal year 2025-26 Operating Budget.
May 20, 2025 Item #11 Page 23 of 332
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5.That the City Clerk’s Office is directed to publish notice of the public hearing on the City
of Carlsbad’s website at least 10 days in advance of the public hearing and for 10 days
in a newspaper regularly published at least once a week.
PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of
Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency, the City Council of the City of
Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the
Carlsbad Public Financing Authority, and the City of Carlsbad Community Development
Commission held on the 20th day of May, 2025, by the following vote, to wit:
AYES: Blackburn, Bhatel-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN:
ABSENT:
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
May 20, 2025 Item #11 Page 24 of 332
None.
None.
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Exhibit 6
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Budget preparation team
Finance team
Zach Korach, Finance Director
Brigid Drury, Finance Manager
Jeremy Bates, Senior Management Analyst
Bridget Desmarais, Management Analyst
Leadership team
Geoff Patnoe, City Manager
Cindie McMahon, City Attorney
Sheila Cobian, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services
Christie Calderwood, Chief, Police Department
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Amanda Flesse, Director, Utilities
Tom Frank, Director, Transportation
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager
Zach Korach, Director, Finance
Kyle Lancaster, Director, Parks & Recreation
Sarah Lemons, Interim Director, Communication & Engagement
Faviola Medina, Director, Constituent & Clerk Services
Mandy Mills, Director, Housing & Homeless Services
Jeff Murphy, Director, Community Development
Matt Sanford, Director, Economic Development
Suzanne Smithson, Director, Library & Cultural Arts
Darrin Schwabe, Interim Director, Human Resources
James Wood, Jr., Director, Environmental Sustainability
Department budget preparers & advisors
Shoshana Aguilar, Utilities Rosario Aranda, Environmental Sustainability
Sue Armstrong, Communication & Engagement Conrad Avila, Finance
Deborah Baird, Fire Department Mariel Cairns, Utilities
Pat Downie, Office of the City Clerk Fiona Everett, Library & Cultural Arts
Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology
Kayla Hanner, Finance Lindsey Hansen, Communication & Engagement
Emily Hasegawa, Construction Mgmt. & Inspection Chad Kantner, Parks & Recreation
Lovelynne Magalued, Transportation John Maashoff, Fleet & Facilities
Rachel Maltz, Economic Development Jennie Marinov, Fire Department
Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance
Bradley Northup, Fleet & Facilities Robin Nuschy, Office of the City Attorney
Debbie Porter, Human Resources Megan Powers, Public Works Administration
Sarah Reiswig, Risk Management Kim Riboni, Finance
Silvano Rodriguez, Human Resources Laureen Ryan, Community Development
Sarah Sanders, Risk Management Katie Schroeder, Office of the City Treasurer
Amanda Simpson, Police Department Leah Sorenson, Housing & Homeless Services
Flora Waite, Office of the City Attorney Marsha Weeks, Parks & Recreation
May 20, 2025 Item #11 Page 26 of 332
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TABLE OF CONTENTS
OPERATING BUDGET
Overview ......................................................................................................................................B-1
Revenue .......................................................................................................................................B-2
Expenditures ................................................................................................................................B-13
Personnel allocations ...................................................................................................................B-22
Schedule of projected fund balances ...........................................................................................B-23
Schedule of revenue estimates ....................................................................................................B-25
Schedule of budget expenditures ................................................................................................B-31
PUBLIC SAFETY
Summary ......................................................................................................................................C-1
Organization chart ........................................................................................................................C-2
Fire Department ...........................................................................................................................C-3
Police Department .......................................................................................................................C-9
PUBLIC WORKS
Summary ......................................................................................................................................D-1
Organization chart ........................................................................................................................D-2
Public Works Administration ........................................................................................................D-3
Construction Management & Inspection .....................................................................................D-5
Environmental Sustainability .......................................................................................................D-7
Fleet & Facilities ...........................................................................................................................D-14
Transportation .............................................................................................................................D-19
Utilities .........................................................................................................................................D-26
COMMUNITY SERVICES
Summary ......................................................................................................................................E-1
Organization chart ........................................................................................................................E-2
Community Services Administration ............................................................................................E-3
Community Development ............................................................................................................E-5
Housing & Homeless Services ......................................................................................................E-16
Library & Cultural Arts ..................................................................................................................E-26
Parks & Recreation .......................................................................................................................E-35
ADMINISTRATIVE SERVICES
Summary ......................................................................................................................................F-1
Organization chart ........................................................................................................................F-2
Administrative Services Administration .......................................................................................F-3
Economic Development ...............................................................................................................F-5
Finance .........................................................................................................................................F-7
Human Resources ........................................................................................................................F-9
Information Technology ...............................................................................................................F-16
Miscellaneous Non-Departmental ...............................................................................................F-18
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POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1
Organization chart ........................................................................................................................G-2
Office of the City Council ..............................................................................................................G-3
Office of the City Treasurer ..........................................................................................................G-5
Office of the City Manager ...........................................................................................................G-7
Office of the City Attorney ...........................................................................................................G-9
Office of the City Clerk .................................................................................................................G-11
Communication & Engagement ...................................................................................................G-13 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT
PROGRAM
Overview ......................................................................................................................................H-1
Investing in digital transformation ...............................................................................................H-2
Project evaluation ........................................................................................................................H-2
Strategic Digital Transformation Investment Program projects ..................................................H-4
Estimated total appropriations by goal ........................................................................................H-6
Projects to pursue communitywide digital transformation .........................................................H-8
Projects to build capacity for data-driven decision making .........................................................H-11
Projects to foster a vibrant civic engagement culture .................................................................H-13
Projects to enhance accessibility and transparency ....................................................................H-14
Projects to promote security and sustainability through connectivity ........................................H-17
Minor projects ..............................................................................................................................H-20
Future projects .............................................................................................................................H-21
Detail five-year schedule of projects by Connected Carlsbad goal ..............................................H-23
Detail five-year schedule of projects by fund ..............................................................................H-24
Project funding sources ................................................................................................................H-25
Projected fund balances ...............................................................................................................H-25
Revenue projections schedule .....................................................................................................H-26
Budget expenditure schedule ......................................................................................................H-26
Project estimated operational requirements ...............................................................................H-27
Fiscal year 2025-26 roadmap .......................................................................................................H-28
Five-year roadmap .......................................................................................................................H-29
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1
Investing in our quality of life .......................................................................................................I-1
Project evaluation ........................................................................................................................I-2
Fiscal year 2025-26 appropriations ..............................................................................................I-3
New capital improvement projects ..............................................................................................I-6
Capital Improvement Program revenues .....................................................................................I-8
Future growth and development .................................................................................................I-9
Future projects .............................................................................................................................I-10
Calculation of future fees .............................................................................................................I-11
Unfunded projects .......................................................................................................................I-11
Projected fund balances for fiscal year 2024-25 ..........................................................................I-12
Projected fund balances for fiscal year 2025-26 ..........................................................................I-13
Revenue projections schedule .....................................................................................................I-14
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Budget expenditure schedule ......................................................................................................I-15
Project estimated operational requirements ...............................................................................I-16
Five-year Capital Improvement Program Strategic Plan projects ................................................I-17
Five-year Capital Improvement Program critical need projects ..................................................I-19
Five-year Capital Improvement Program enterprise projects......................................................I-20
Five-year Capital Improvement Program maintenance projects .................................................I-23
Substantially complete (closeout) projects ..................................................................................I-25
Project accounting .......................................................................................................................I-25
Program adjustments ...................................................................................................................I-26
Requested appropriation summary .............................................................................................I-27
Capital Improvement Program 15-year forecast by fund ............................................................I-29
Glossary of capital project funding sources .................................................................................I-41
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B-1
OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2025-26
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information. Financial tables are presented to the nearest hundred thousand; rounding
differences may exist.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
• Public Safety
• Public Works
• Community Services
• Administrative Services
• Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
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B-2
REVENUE
The Operating Budget for fiscal year
2025-26 totals $459.1 million, with
revenues for the year estimated at
$441.1 million. General Fund
revenues are estimated at $243.3
million and General Fund budgeted
expenditures are $242.8 million,
which includes an additional $5.6
million in one-time transfers to the
General Capital Construction Fund
and Infrastructure Replacement
Fund and $2.0 million to the Storm
Water Fund. Excluding the one-time
uses of General Fund surplus, the
General Fund budgeted operating expenditures are $235.2 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $441.1 million in
fiscal year 2025-26, a change of 1.1% or $4.9 million above the estimated fiscal year 2024-25
revenues. General Fund revenues are expected to increase by $4.3 million or 1.8% compared to the
prior year’s adopted revenues and $2.7 million or 1.1% compared to fiscal year 2024-25 estimates.
Special Revenue funds are projected to decrease by 28.8% or $10.1 million over fiscal year 2024-25
estimates driven by one-time Encampment Resolution funding received in fiscal year 2024-25.
Enterprise Fund revenues are projected to increase by 17% or $18.1 million in the upcoming fiscal
year. Internal Service Fund revenues are decreasing over the prior year’s adopted budget and to fiscal
year 2024-25 estimates. This is primarily driven by one-time transfers in from the General Fund to
fund Workers’ Compensation in fiscal year 2024-25. The Successor Agency Housing Trust is no longer
receiving any material revenue as the loan owed to the General Fund has now been fully repaid.
More detailed information on the city’s revenue sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2024-25, as well as those budgeted for fiscal year 2025-26.
Estimated Budgeted $%
2024-25 2025-26 Change Change
General Fund 240.7$ 243.3$ 2.7$ 1.1%
Special Revenue 35.1 25.0 (10.1) -28.8%
Enterprise 106.5 124.7 18.1 17.0%
Internal Service 53.9 48.0 (5.9) -10.8%
Total 436.2$ 441.1$ 4.9$ 1.1%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
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General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of
particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street
and Park Maintenance and Recreation programs. The table below provides a summarized outlook of
the General Fund revenues.
Sustained by pent-up demand following the COVID-19 pandemic and accumulated savings, the
inflationary spike between March of 2021 and November of 2023 served as a boost for the city’s
revenue sources like sales tax and transient occupancy tax. While these revenue sources sustained
strong performance in fiscal year 2023-24, we began seeing customer demand decline in response to
the sustained inflationary levels and diminishing levels of personal savings, despite the Federal
Reserve’s attempt to slow inflation by increasing rates as high as 5.25% - 5.50%. This trend continued
throughout fiscal year 2024-25 and was only exacerbated by the new federal administration’s policy
changes, notably the implementation of tariffs on foreign goods. Recent trade policy changes—
including fluctuating tariff levels on imports from China, Canada, and Mexico—have affected input
costs and supply chains across the United States, with potential downstream impacts on Carlsbad’s
manufacturing and clean tech sectors. Nationally, GDP contracted by 0.3% in the first quarter of
2025, largely due to import surges ahead of tariff implementation. In addition, proposed reductions
to federal research grants and travel restrictions for federal agency staff could disproportionately
impact Carlsbad’s life sciences and healthcare industries, which rely heavily on federal funding and
collaboration.
There is still much uncertainty surrounding tariffs and their macro- and micro-economic impacts on
the nation; however, even in recent months, there has been extreme market volatility and further
consumer demand pullback with the risk of recession greatly looming.
Nearly 80% of General Fund revenues are derived from three sources: property tax, sales tax, and
transient occupancy tax, or TOT. Sales tax and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
Property tax, the largest source of General Fund revenues, is expected to grow by $3.2 million, or
3.3%, over the previous year’s estimates. Despite the extended rise and recent reduction in interest
Estimated Budgeted $%
2024-25 2025-26 Change Change
Property Tax 96.9$ 100.1$ 3.2$ 3.3%
Sales Tax 59.4 57.8 (1.5) -2.6%
Transient Occupancy Tax 34.8 35.8 1.0 3.0%
Franchise Taxes 7.1 7.2 0.1 1.3%
Business License Tax 6.6 6.8 0.2 2.9%
Development Revenues 4.6 4.8 0.2 4.2%
All Other Revenue 31.3 30.8 (0.5) -1.7%
Total 240.7$ 243.3$ 2.7$ 1.1%
GENERAL FUND REVENUES
(In Millions)
May 20, 2025 Item #11 Page 33 of 332
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rates from the Federal Reserve, Carlsbad’s residential real estate market has seen positive year-over-
year growth, increasing by 4.3% to a $1.54 million median price as of March 2025. The new federal
administration’s implementation of tariffs has intensified uncertainty in the markets. Future growth is
expected to remain relatively flat although strong and continued demand for relatively limited supply
may stabilize any adverse factors. Commercial property assessed values are expected to remain
relatively flat given current interest rates coupled with the tariff implementation. In response to the
unprecedented inflationary increases experienced over the last three years, the Federal Reserve’s
interest rate hikes have made purchasing a home more difficult for borrowers. Inflation has cooled off
and the Federal Reserve has begun reducing target rates; however, with the implementation of tariffs,
it is not yet known which direction interest rates and home values will trend throughout the upcoming
fiscal year. Proposition 8 allows owners to have their property temporarily revalued if market value is
lower than the factored base year value, posing a risk that commercial property values could
temporarily decrease.
Assessed values on the residential real estate side are expected to grow modestly, capped by
California’s Proposition 13. Adopted in 1978, Proposition 13 limits the annual increase in assessed
values for property. Under this proposition, assessed values (and the related property tax) can grow
by no more than 2% per year. The value upon which the tax is based is only increased to the full
market value upon the sale of a property. In recent years, residential activity has been driven by low
interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the
ability to work remotely. Now, increased rates, tariff implementation, and market uncertainty will
likely have adverse impacts compared to prior periods.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be
received for fiscal year 2025-26 are based on assessed values as of January 1, 2025.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes and double-digit growth in housing prices. However, as
opportunities for new development and growth lessen, development-related revenues have slowed.
$-
$20
$40
$60
$80
$100
$120
2018 2019 2020 2021 2022 2023 2024 2025e 2026e
$
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Fiscal Year
Property and Sales Tax Revenues
Property tax Sales tax
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In addition to current interest rates levels and the implementation of tariffs, slower development
combined with minimal commercial property transactions creates more uncertainty regarding future
growth.
Sales Tax revenues generally move in step with economic conditions but overall, Carlsbad’s
economy has absorbed the inflationary increases experienced since 2021. With the pandemic and its
fiscal impacts behind us, new uncertainty stems from the new federal administration and the
implementation of tariffs. Consumer demand has been diminishing as a result of the sustained levels
of inflation; however, as inflation continues to cool off, impacts from tariffs are not yet quantifiable.
The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues. During
fiscal year 2020-21, sales tax levels generally correlated with shelter-in-place mandates. As
restrictions were lifted, the city’s sales tax levels recovered. While the city ended fiscal year 2019-20
with $38 million in sales tax revenues, that figure increased in 2020-21 to $44 million in sales tax
revenues. Fiscal year 2021-22 experienced the most accelerated recovery, ending the year at a
historic high of $51.2 million in sales tax revenues. The fiscal year 2022-23 and 2023-24 sales tax
estimates reflected uncertainty surrounding market and economic conditions like inflation and
impacts to disposable income. Despite the levels of inflation, growth has been positive over this
period; however, fiscal year 2024-25 indicated a slowdown in consumer demand as a result of the
sustained levels of inflation and the uncertainty regarding tariffs. Although we are seeing an overall
increase in sales tax revenues year over year, taxable receipts have declined by approximately 5%
compared to the previous year after factoring for one-time adjustments. As a result, staff have
proposed a conservative estimate of $57.8 million in budgeted revenue for fiscal year 2025-26 which
represents a decrease of $1.5 million, or 2.6%, over fiscal year 2024-25 estimates.
Autos & Transportation, 32%
Building & Construction, 2%
Business & Industry, 11%Food & Drugs, 2%
Fuel & Service
Stations, 3%
General Consumer
Goods, 17%
Restaurants & Hotels, 14%
State & County Pools, 19%
Sales Tax by Category
Third Quarter 2024
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As indicated in the chart on the previous page, the city’s sales tax base is heavily weighted in the
transportation (comprised heavily of new auto sales) and general retail sectors, which combined
account for over half of the taxable sales in Carlsbad. New auto sales are highly elastic—or responsive
to changes in price—in comparison to economic trends, and tax revenues from new auto sales fell
precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip,
auto sales tax revenues have grown steadily, reaching a high of $19.8 million for the four quarters
ended June 30, 2024. Much of the positive performance in fiscal year 2023-24 was due to a
correction of an error made by one particular auto dealer in how they were reporting and remitting
their taxable receipts. Projections in fiscal year 2024-25 are estimated at $18.6 million, representing a
$1.2 million or 6% decline, indicating a reduction in consumer demand resulting from sustained
inflationary levels coupled with uncertainty surrounding the implementation and impacts of tariffs.
Similar trends are expected across multiple industry groups including business and industry, fuel and
service stations, and general consumer goods.
Sales tax revenues include those received under Proposition 72, a 0.5 cent increase in California sales
tax for the funding of local public safety services.
The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT
or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic
highs of $26 million in fiscal year 2018-19, the city experienced year-over-year decreases of 27% and
16%. Recovery from the pandemic was estimated conservatively; however, fiscal year 2021-22 TOT
revenues proved otherwise, reaching a historic high of $32.4 million driven by the easing of
restrictions, pent-up demand and an increase in average daily room rates. This trend continued in
fiscal year 2022-23, whereby actual revenues exceeded conservative estimates that were applied to
account for sustained levels of unprecedented inflation. Although fiscal year 2023-24 reported an
overall revenue slowdown, likely driven by sustained inflationary levels, fiscal year 2024-25 is
projected to result in a $1.0 million or 3.0% increase year over year. Although there is much economic
uncertainty, mainly around tariffs, it is not anticipated TOT will experience as much adverse impact as
$24 $26
$19
$16
$32 $34 $34 $35 $36
$-
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$15
$20
$25
$30
$35
$40
2018 2019 2020 2021 2022 2023 2024 2025e 2026e
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Transient Occupancy Taxes
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other revenue sources like sales tax. The fiscal year 2025-26 budget estimates TOT to increase by $1.0
million or 3.0% compared to the previous year.
Franchise Tax revenue has experienced volatility in recent years and is projected at $7.2 million in
fiscal year 2025-26. Franchise taxes are paid by certain industries that use the city’s right-of-way to
conduct their business. The city currently has franchise agreements for cable TV service, solid waste
services, cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise
fee has experienced minor revenue increases that mirror growth in population and changes in rate
structures. Cable TV franchise revenue is expected to slightly decrease from $1.26 million in fiscal
year 2024-25 to $1.2 million in fiscal year 2025-26. This revenue source will most likely remain stable
or decline in future years as more subscribers cut cable services and move to online streaming
services.
In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San
Diego. The city receives 7.5% of revenue collected as well as an annual payment of $0.9 million in
support of AB 939 and a $1.4 million storm water fee. Fiscal year 2024-25 solid waste franchise tax
revenue is projected to end the year with $2.47 million and fiscal year 2025-26 is projected to slightly
increase to $2.53 million.
San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport
gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax captures
the franchise taxes on gas and electricity that is transported using public lands, which would not
otherwise be included in the calculations for franchise taxes due to deregulation of the power
industry. Fiscal years 2022-23 and 2023-24 experienced strong increases as a result of increased rates
on both the gas and electric sides; however, fiscal year 2024-25 experienced rate declines of
approximately 20%. As a result, SDG&E franchise tax revenues decreased from $4.5 million in fiscal
year 2023-24 to $3.3 million in fiscal year 2024-25. Based on preliminary projections from SDG&E,
fiscal year 2025-26 is expected to remain relatively flat compared to the previous year.
Business license taxes are closely tied to the health of the local economy and are projected to
increase to $6.8 million in fiscal year 2025-26. This represents growth of $0.2 million or 3% when
compared to last year’s current estimates. Increases in business license taxes tend to correlate with
sales tax revenue increases as businesses either pay taxes based on the amount of their gross
receipts or based on set fees. There are currently about 10,043 licensed businesses in the City of
Carlsbad, 592 more than in the prior year with 6,744 of them located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict as many of the
planning and engineering activities occur months or years before any actual development.
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Over the last 10 years development-related revenues
have fluctuated in line with increases and decreases
in residential, commercial and industrial
development. In fiscal year 2025-26 the city expects a
4.2% increase in development related revenues to
approximately $4.8 million. This follows a 16%
increase between fiscal year 2023-24 and 2024-25.
The projected increase in development-related
revenues is tied to the volume and type of
development projected to be permitted, multi-family
versus single-family, and the revenues derived from
building fees which occur in the early stages of
development. Increases applied to these charges for
services are made in accordance with City Council
Policy 95, Cost Recovery.
The All other revenue category comprises all other sources of revenue in the General Fund other
than those mentioned above and are projected to decrease by $0.5 million in fiscal year 2025-26
representing a 1.7% change from fiscal year 2024-25 estimates. The main revenue sources
contributing to this category are described in more detail below.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
General Fund miscellaneous interdepartmental charges are expected to increase by 2.5% compared
to the prior year’s adopted budget, based on the inflationary index applied to the chargeback in off-
cycle years in which an updated cost allocation plan is not completed.
Income from investments and property include interest earnings as well as rental income
from city-owned land and facilities. The city is expected to earn about $4.1 million in interest on its
General Fund investments for fiscal year 2025-26 and another $3.0 million in rental and lease income
and $1.5 million on its Section 115 Pension Trust. The yield on the city’s portfolio is forecasted to
average 3.2% and cash balances are expected to decline citywide as two significant capital projects
begin their respective construction phase.
Ambulance fee revenues are estimated to decrease $0.4 million over last year’s estimates, from
$7.2 million to $6.8 million. Ambulance fees have increased in recent years due to the Fire
Department’s fee study implementation, the addition of two medical transports, the Ground
Emergency Medical Transportation Certified Public Expenditure Program, which helps cover
uncompensated costs for Medi-Cal fee-for-service transports, and the participation in the Public
Provider Ground Emergency Medical Transport Intergovernmental Transfer Program which will
provide add-on reimbursement payments to help cover uncompensated costs in the future. The
decrease in year-over-year estimates is driven by the impact of Assembly Bill 716, which became
effective January 2024 and has resulted in significant impacts on the reduction of ambulance fees.
May 20, 2025 Item #11 Page 38 of 332
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Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.7 million in transfer taxes for fiscal year 2025-26 which is a 2.9%
increase from fiscal year 2024-25 estimates. The residential real estate market continues to remain
strong as the median home value increased over 4% to $1.54 million since fiscal year 2023-24;
however, this will likely be influenced by the Federal Reserve and whether they decide to further
reduce interest rates.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments as well as local school districts. With the city receiving its two annual American
Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6 million,
intergovernmental revenues decreased substantially in fiscal year 2022-23 and are expected to drop
to $857,000 in fiscal year 2025-26 as a result of receiving approximately $931,000 in one-time FEMA
reimbursement funding for COVID-19 related expenditures in fiscal year 2024-25.
The Other revenue sources category includes miscellaneous reimbursed expenses, sponsorships,
donations, loss recovery and other charges and fees. The estimate for fiscal year 2024-25 totals $0.5
million and is expected at $0.3 million in fiscal year 2025-26.
Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $2.7
million or 1.1% from fiscal year 2024-25 estimates. The General Fund’s primary tax revenues are
estimated to increase conservatively over last year’s estimates to account for the current economic
uncertainty and risk of recession. Despite uncertainty surrounding tariffs and the impacts to inflation
and interest rates, the General Fund’s total revenues are expected to be supported by stable
property tax values, a diversified sales tax base, and the implementation of the city’s cost recovery
policy which increases fees for services in line with appropriate cost recovery levels.
$159 $179 $174 $182 $199
$226 $241 $241 $243
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General Fund Revenues
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Other Funds
Revenues from Special Revenue funds are expected to total $25.0 million, a decrease of $10.1
million or 28.8% from fiscal year 2024-25 estimates. Funds collected in this category are restricted to
specified purposes. The types of programs supported within Special Revenue funds are those funded
by specific revenue streams such as:
• Federal Grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and maintenance assessment districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
Compared to the fiscal year 2024-25 budget estimates, the most noteworthy changes in the Special
Revenue funds occurred in the Encampment Resolution Fund, whereby the city is expected to receive
$9.4 million of one-time state grant revenue in fiscal year 2024-25 that it will not receive again in
fiscal year 2025-26.
There is no revenue budgeted in the Successor Agency Housing Trust Fund, other than
interest income from remaining funds. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. All outstanding loans and interest accrued have been paid to the city by the end of
fiscal year 2020-21 and debt service payments were completed in fiscal year 2023-24.
Enterprise fund revenues for fiscal year 2025-26 are projected at $124.7 million representing an
increase of 17.0% or $18.1 million over fiscal year 2024-25 estimates. The revenue breakdown by
activity is shown in the graph on the following page. Enterprise funds are similar to a business in that
rates are charged to support the operations that supply the goods or services. Carlsbad enterprise
Rental Assistance $15.0M, 60%
Affordable Housing $0.6M, 3%
Public Safety Grants
$0.6M, 2%
CDBG$0.6M, 2%
Maintenance Districts $4.5M, 18%
Donations and Grants$0.5M, 2%
Permanent Local Housing
Allocation
$0.5M, 2%
Tyler Court Apartments
$0.8M, 3%
All others$2.1M, 3%
Special Revenue Funds
FY 2025-26 Budgeted Revenues $25.0 Million
May 20, 2025 Item #11 Page 40 of 332
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funds include water and recycled water delivery, wastewater services, solid waste management and
the operation of a municipal golf course.
The Water Enterprise Fund revenue for fiscal year 2025-26 is estimated at $57.7 million
representing an increase of $6.0 million or 11.6% when compared to fiscal year 2024-25 revenue
estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled
Water of $17.1 million are expected to increase by $5.2 million or 44.0%, which includes the impact
of an anticipated $6.0 million in loan proceeds the fund anticipates receiving in fiscal year 2025-26.
This represents the final amount drawn from a State Water Resources Board loan that the fund is
anticipated to begin paying back at the end of fiscal year 2024-25. Otherwise, recycled water sales are
expected to increase by approximately 6.9% due to anticipated rate increases.
Forecasted revenues for Wastewater are $33.5 million representing a 21.4% or $5.9 million
increase over fiscal year 2024-25 estimates. This increased estimate is largely driven by rate increases
of 14% in fiscal year 2025-26 to support rising treatment costs and aging infrastructure costs.
Estimated revenues from operations of the Golf Course are $11.3 million, a slight decrease of $0.3
million or 2.2% when compared to fiscal year 2024-25 estimates. The Crossings at Carlsbad has
experienced strong revenue performance year over year since the onset of the pandemic. Revenues
for the upcoming year are estimated conservatively to account for any potential adverse impacts on
consumer demand resulting from economic and market uncertainty.
Solid Waste Management revenues are projected at $5.0 million, which is $1.2 million or 32.5%
higher than fiscal year 2024-25 estimates. The increase is driven by a $2.0 million transfer in from the
General Fund to ensure fiscal health within the enterprise program.
Internal Service funds account for services provided within the city itself, from one department to
another and on a cost reimbursement basis. These include programs such as the self-insurance funds
for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance
Water Operations$57.7M, 46%
Recycled Water$17.1M, 14%
Wastewater Operations
$33.5M, 27%
Solid Waste Management
$5.0M, 5%
Golf Course Operations
$11.3M, 9%
Enterprise Funds
FY 2025-26 Budgeted Revenues $124.7 million
May 20, 2025 Item #11 Page 41 of 332
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and Replacement and Information Technology. Departments pay for these services and therefore the
rates charged are based on the cost of providing the services. The goal of an internal service fund is to
match budgeted expenses with charges to the departments.
The combined internal services funds project estimated revenues of $48.0 million for fiscal year 2025-
26 representing a decrease of 10.8% or $5.8 million over fiscal year 2024-25 projections. This
decrease is driven by a one-time transfer from the General Fund of $7 million to fund Workers’
Compensation, along with increases corresponding with rising costs across most internal service
funds. This transfer occurred in fiscal year 2024-25 and is not expected in fiscal year 2025-26, as the
fund balance is in line with the current actuarial review of cash reserves in anticipation of future
claims. The fiscal year 2025-26 operating budget includes $8.1 million for Workers’ Compensation
and $5.7 million for Risk Management. Because Risk Management collected higher revenue
consistent with increased expenditures related to large pending claims in fiscal year 2024-25, the
revenue collection decreased $2.3 million, or 28.8%, back to lower levels.
Vehicle Maintenance and Replacement charges are budgeted at $4.4 million and $9.6 million,
respectively. Vehicle Maintenance revenues are up compared to fiscal year 2024-25 estimates
primarily due to increasing fuel costs. Vehicle replacement costs rise when the number of vehicles
and the price of new vehicles or the cost to maintain those vehicles increases. For example, many
older generation sedans at the end of their useful lives are now being replaced with hybrids and plug-
in hybrids at a higher per unit cost. There have also been significant cost increases over the last
several years in specialized vehicles such as fire trucks and ambulances as well as supply chain
disruptions and unprecedented inflation that have significantly driven up prices.
Information Technology charges to departments have decreased by 4.4% or $0.9 million when
compared to fiscal year 2024-25 estimates. The main reason for this increase is due to contractual
increases to existing service contracts.
Internal Service Fund Allocation Methodology
Most of the revenue for the city’s internal service funds is generated from internal service charges.
The expenses of each fund are budgeted for and then allocated to other funds on an annual basis.
Each fund uses a different allocation basis to charge other funds for its costs, summarized below.
• Vehicle Replacement – Based on equipment assigned to departments.
• Vehicle Maintenance – A combination of fixed and variable maintenance charges. Fixed
maintenance charges are based on a three-year average of maintenance costs in
combination with budgeted labor costs. Variable maintenance charges are based on actuals.
• Information Technology Operations – A combination of computers per department for
citywide maintenance/licensing and direct charges for department-specific items.
• Information Technology Replacement – Based on a combination of equipment and hardware
specifically assigned to a department and for infrastructure hardware on an allocation based
on computers per department as a percentage of citywide computers.
• Workers’ Compensation – Based on a combination of personnel count and five-year average
claims costs by department.
• General Liability – Based on a combination of personnel count, five-year average claims costs
by department and vehicles assigned to departments.
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EXPENDITURES
The city’s Operating Budget for fiscal year 2025-26 totals $459.1 million, which represents an increase
of approximately $40.1 million or 9.6% as compared to the adopted fiscal year 2024-25 budget. A
summary of the changes in each of the city’s programs will be discussed below. Further information
about each program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support core city services.
However, this should not diminish the importance of the other operating funds as they also
contribute to the array of services available within Carlsbad. The remainder of this section will
provide more information about the budgeted expenditures by fund and program.
Since fiscal year 2022-23, the city’s budget has prioritized the prudent use of taxpayer funds through
times of economic uncertainty. Through maintenance and operations reductions to the elimination of
24 full-time equivalent positions, the city saved over $5 million of ongoing expenditures. While formal
budget reductions are not a part of the fiscal year 2025-26 budget, responsible and prudent use of
taxpayer dollars as well as maintaining a balanced budget now and in the future remain the top
priorities. Following years of significant budget reductions, the City Manager directed departments to
evaluate current operations and to communicate needs to ensure staff are able to continue providing
the highest level of service for the community. The fiscal year 2025-26 operating budget reflects
critical increases, primarily including the purchase of an aerial ladder fire truck, reclassification of
EMTs to Paramedic Firefighters, continuation of critical fire mitigation efforts, inflationary increases,
Climate Action Plan initiatives, and back-office support.
The total Operating Budget for the General Fund for fiscal year 2025-26 is $242.8 million, which is
$4.4 million or 1.8% more than the previous year’s adopted budget of $238.5 million. These changes
are discussed in more detail on the following pages.
Budget Budget $%
2024-25 2025-26 Change Change
General Fund 238.5$ 242.8$ 4.4$ 1.8%
Special Revenue 21.3 24.8 3.5 16.4%
Enterprise 118.5 147.0 28.4 24.1%
Internal Service 40.7 44.5 3.8 9.3%
Successor Agency Housing Trust - - - 0.0%
Total 419.0$ 459.1$ 40.1$ 9.6%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
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Personnel costs make up 60% of the General Fund budget. The total personnel budget for fiscal
year 2025-26 is $146.1 million which is $11.4 million or 8.5% greater than the previous year’s total
personnel budget of $134.7 million. This is driven by 4.6 additional full-time equivalent positions, an
increase in CalPERS’ unfunded liability payment, negotiated compensation increases as well as
anticipated step increases. In fiscal year 2024-25, the preliminary budget continues to propose
including a line item for “vacancy savings.” This represents the estimated amount of budgeted
personnel savings that will be realized by the end of the fiscal year. This mechanism is proposed for
multiple reasons: (1) budgeting for vacancy savings reduces the total amount of the General Fund
budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course
of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings
at the mid-year point of the fiscal year; this mechanism pre-emptively achieves that objective, and (4)
budgeting vacancy savings will achieve alignment with the city’s 10-year forecast which has
historically included a line item for vacancy savings.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full-time and part-time staff costs and are expected to increase in fiscal year 2025-26 by $6.1
million or 6.7%. The increase is primarily due to negotiated salary increases as well as the addition of
4.6 full-time equivalent positions. The full-time staffing changes are listed on the following page.
Budget Budget $%
2024-25 2025-26 Change Change
Personnel 134.7$ 146.1$ 11.4 8.5%
Personnel, gross 136.7 148.1 11.4 8.3%
Vacancy Savings (2.0) (2.0) - 0.0%
Maintenance & Operations 65.7 70.3 4.6 7.0%
Capital Outlay 0.5 2.7 2.2 417.0%
Transfers 37.5 23.7 (13.8) -36.9%
Subtotal 238.4$ 242.8$ 4.4$ 1.8%
GENERAL FUND SUMMARY
By Expenditure Type
(In Millions)
Budget Budget $%
2024-25 2025-26 Change Change
Salaries and Wages 89.8$ 95.9 6.1 6.7%
Salaries and Wages, gross 91.8 97.9 6.1 6.6%
Vacancy Savings (2.0) (2.0) - 0.0%
Retirement Benefits 25.3 29.1 3.8 14.9%
Health Insurance 11.0 12.1 1.1 10.1%
Other Personnel 8.6 9.0 0.4 5.0%
Total 134.7$ 146.1$ 11.4$ 8.5%
Personnel Costs
(In Millions)
GENERAL FUND
May 20, 2025 Item #11 Page 44 of 332
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Full-time equivalent staffing adjustments
General Fund:
• (1) Accountant– Finance Department
• (1) Human Resources Analyst – Human Resources Department
• (1.47) Additional part-time hours for Schulman Center programming - Library & Cultural Arts
• (0.7) Community Development – Administrative Assistant
• (0.15) Administrative Secretary – Fleet & Facilities Department
• (0.28) Part-time staff hour allocation adjustment – Human Resources and Housing & Homeless
Services
Non-General Fund:
• (1) Equipment Technician – Fleet & Facilities Department
• (0.1) Administrative Secretary – Fleet & Facilities Department
• (0.6) Additional part-time hours for Schulman Center programming - Library & Cultural Arts
Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past
years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of
CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating
agencies’ contributions over several years to improve the plan’s long-term funded status. The
pension system continues to pursue tactics in support of its strategy to ensure plan sustainability
such as investing in assets with the objective of achieving a long-term rate of return that meets or
exceeds 6.8%. While pension costs are increasing, there is some downward pressure on costs as new
employees receive lower pension benefits. CalPERS has taken significant steps in ensuring plan
sustainability, but pension costs still pose a significant risk to the city’s cost profile.
In support of CalPERS strategies for plan
sustainability and as part of the city’s strategic, long-
term approach to financial management, the city
actively manages its unfunded pension liability. Since
fiscal year 2016-17, the City Council has approved
additional discretionary contributions of $56.4
million to decrease future costs of the city’s
unfunded actuarial liability and achieve a funded
status of 80% in accordance with City Council Policy
86. In fiscal year 2023-24, the City Council also approved the establishment of a Section 115 Pension
Trust and a $10.0 million initial contribution. Assets in the trust will be available to the city to
maintain an 80% funded status, mitigate pension rate volatility and potentially earn a higher rate of
return than if the funds were left in the General Fund. This active management helps ensure that
resources are available to fulfill the city’s contractual promises to its employees and minimizes the
chance that funding these pension benefits will interfere with the city’s ability to provide essential
public services. Fiscal year 2025-26 reflects $29.1 million of General Fund contributions required to
make up for CalPERS’ abysmal investment performance in fiscal year 2021-22 as well as CalPERS’
missed target of 58% in fiscal year 2022-23. This represents an increase of $3.8 million or 14.9%
compared to the previous year.
In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.
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General Fund Health Insurance costs in the General Fund are increasing from $11.0 million to
$12.1 million. The increase is a result of anticipated rate increases in addition to changes in employee
benefit elections. Other Personnel Costs include workers’ compensation expenses and other
miscellaneous costs such as Medicare, unemployment and disability, which are increasing collectively
by $0.4 million or 5.0%.
Maintenance and Operations costs represent about 28.9% of the total General Fund budget and
include the budgets for all program expenses other than personnel, capital outlay and transfers.
Overall, total maintenance and operations costs are projected at $70.3 million, which represents an
increase of $4.6 million or 7.0% for fiscal year 2025-26 when compared to fiscal year 2024-25. Fiscal
year 2021-22 and 2022-23 experienced inflationary increases ranging between 4.1% and 8.3% which
drove the city’s need to contain costs and identify areas for reduction with minimal service level
impacts. Although inflation has declined compared to previous periods, it is still ranging between
2.5% and 3.8% thus far in fiscal year 2024-25. While it is expected that inflation will continue to
slowly decrease, much uncertainty remains around the Federal Reserve’s actions to adjust target
interest rates. Moreover, the uncertainty around tariff implementation continues to severely impact
consumer confidence. Much of the fiscal year 2025-26 maintenance and operating budget increase is
attributable to inflationary increases, Climate Action Plan initiatives, and fire mitigation efforts.
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$2.7 million are budgeted in the General Fund for fiscal year 2025-26. This represents an increase of
$2.2 million and is primarily due to the Fire Department’s request to purchase a second front-line
aerial ladder truck.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel, if necessary, are added to departmental operating
budgets. The city’s Capital Improvement Program and Strategic Digital Transformation Investment
Program budgets include future projected operating impacts, which are estimated in the tables found
in sections H and I, respectively.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds with expectation of repayment in future years. No General Fund
advances are included in this year’s operating budget.
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The expenditures for fiscal year 2017-18 reflect a substantial decrease from the previous year due to
the one-time costs reflected in fiscal year 2016-17. These cost reductions were partially offset by an
additional one-time payment to CalPERS to address the city’s unfunded pension liability, the addition
of nine staff members, additional legal and expert costs associated with the county airport expansion
and the Safety Training Center lawsuit, higher personnel costs due to normal salary and benefit
increases and higher mutual aid costs.
Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to
further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of
34 new full-time employees but was largely offset due to the city’s response to the COVID-19
pandemic and the need to reduce discretionary spending as much as possible during that
unprecedented time.
Fiscal year 2020-21 expenditures reflect an additional $10 million one-time payment to CalPERS to
further bring down the city’s unfunded pension liability. The increase was largely offset by the
continuation of the COVID-19 pandemic and the city’s efforts to curb and defer expenditures.
Additionally, a $57 million advance to the golf course was reclassified as a transfer out.
Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic
levels and operationalize the City Council’s goals. The increase includes $5.9 million in one-time costs
associated with the goals and the addition of 18 new full-time and 6.7 part-time employees which are
mostly associated with the goals. The city again made an additional one-time $6.4 million payment to
CalPERS to bring down the city’s unfunded pension liability.
Fiscal year 2022-23 expenditures include the addition of 24 full-time employees as well as a number
of new one-time requests to execute City Council goals, as well as a total of $10.6 million in one-time
transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2
million allocation was approved to fund the Safer Streets local emergency.
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Fiscal year 2023-24 expenditures include budget reductions of approximately 3% of the base
maintenance and operations budget, offset by negotiated compensation and contractual benefit
increases. Additionally, a $5.2 million allocation was approved for the Carlsbad Village Trenching
Project.
Fiscal year 2024-25 expenditures include the elimination of 12 full-time equivalent positions offset by
a $20 million one-time surplus use to General Capital Construction, Workers’ Compensation and Risk
Management Funds.
Another way of looking at the General Fund budget is
by Program Expenditures. The chart below
compares the total fiscal year 2025-26 budget to those
amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
• $14.6 million split between the Infrastructure Replacement Fund (42%), General Capital
Construction Fund (42%) and the Technology Investment Capital Fund (16%). This will fund
major new construction, maintenance and replacement of city infrastructure and facilities,
Budget Budget $%
2024-25 2025-26 Change Change
Administrative Services - Administration 0.8$ 0.9$ 0.1 12.1%
Administrative Services - Finance 5.6 6.2 0.6 10.0%
Administrative Services - Human Resources 5.1 5.6 0.5 9.2%
Administrative Services - Economic Development 0.9 1.0 0.1 8.2%
Community Services - Administration 0.6 0.6 - 9.6%
Community Services - Community Development 11.0 12.0 1.0 9.1%
Community Services - Housing & Homeless Services 3.2 3.3 0.1 2.8%
Community Services - Library & Cultural Arts 14.5 15.7 1.2 8.0%
Community Services - Parks & Recreation 22.8 24.2 1.4 6.3%
Policy & Leadership Group 8.4 9.0 0.6 6.9%
Public Safety - Fire 41.8 47.4 5.6 13.5%
Public Safety - Police 60.2 64.3 4.1 6.9%
Public Works - Administration 1.6 1.5 (0.1) -2.7%
Public Works - Construction Mgmt. & Inspection 3.1 3.3 0.2 6.2%
Public Works - Environmental Sustainability 1.2 1.7 0.5 41.1%
Public Works - Facilities 7.2 7.6 0.4 5.6%
Public Works - Transportation 10.8 12.2 1.5 13.5%
Non-Departmental 39.7 26.3 (13.4) -33.9%
Total 238.5$ 242.8$ 4.4 1.8%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
A detailed description of each
department’s budget can be found
in the department program
summaries.
May 20, 2025 Item #11 Page 48 of 332
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and the city’s future technology needs. This represents 6% of budgeted General Fund
revenues and is in line with the requirements set forth in Council Policy 91, Long Term
General Fund Capital Funding Policy.
• $5.6 million in additional transfers to the General Capital Construction and Infrastructure
Replacement funds, split equally in the amount of $2.8 million each, resulting from the
estimated General Fund surplus. The General Capital Construction and Infrastructure
Replacement Funds are funded by the General Fund and include many capital projects
programmed in the future. The level of funding necessary to fully fund these projects is an
increasing concern. This one-time transfer amount will assist with funding the city’s general
capital construction and infrastructure replacement into the future.
• $2.0 million to the Storm Water Program for reimbursement of the General Fund portion of
Storm Water expenses as well as a one-time operating subsidy to ensure the program
maintains a positive fund balance. In recent years, the program has been drawing down on
excess reserve funds; however, on an ongoing basis, future expenses are expected to far
outpace future revenues. Without additional ongoing revenue, assistance from the General
Fund in excess of $5 million may be needed on an annual basis.
• $1.5 million to the Median Maintenance and Street Tree Maintenance Special Revenue
Funds to cover cash shortfalls, as annual assessments collected from property owners do not
cover annual operating expenditures. Annual assessments can only be increased with a
majority vote of the property owners.
General Fund Summary
The operating budget for fiscal year 2025-26 provides a balanced General Fund budget for the coming
fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by
$0.5 million.
Fiscal Year 2025-26 General Fund Operating Budget
General Fund fiscal year 2025-26 revenue estimates $243.3 million
General Fund fiscal year 2025-26 preliminary expenditures $242.8 million
Projected operating surplus for fiscal year 2025-26 $ 0.5 million
General Fund Reserves
Projected unassigned balance at June 30, 2025 $139.9 million
Plus: projected fiscal year 2025-26 surplus $ 0.5 million
Plus: change in asset replacement reserve allocation $ 7.0 million
Equals: projected unassigned balance at June 30, 2026 $147.3 million
Asset Replacement Reserve
The city commits to maintaining its large machinery and equipment inventory. When an asset is
procured, it begins depreciating the moment it is put into service and needs to be replaced at the end
of its respective useful life. The city’s large equipment inventory represents approximately $60 million
of the city’s total fixed assets. On an annual basis, this translates to a significant financial need and
commitment to maintain the inventory. In an effort to not only prioritize these purchases, but to
May 20, 2025 Item #11 Page 49 of 332
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strategically plan for the ongoing financial impacts, staff recommend establishing a General Fund
Asset Replacement Reserve. Separate and apart from the General Fund Reserve (City Council Policy
74), this Asset Replacement Reserve will serve as a mechanism for funding large machinery and
equipment needs without impacting the General Fund Reserve or annual budget surplus year after
year. As of fiscal year 2025-26, and for the next 10 fiscal years, a total of $10.5 million is projected to
be needed to fund asset replacement costs in the General Fund. The asset replacement schedule can
be found in the appendices.
Changes in Other Funds
Special Revenue funds are budgeted at $24.8 million representing an increase in expenditures of
16.4% or $3.5 million when compared to fiscal year 2024-25. Other than a $1.5 million increase in
rental assistance programming, a $1.6 million increase for one-time Continuum of Care grant funds,
and a $0.5 million increase in Permanent Local Housing Allocation funding, spending in most Special
Revenue Fund programs is expected to remain relatively consistent with the prior year.
Enterprise funds total $147.0 million, which represents an increase of $28.4 million or 24% over the
fiscal year 2024-25 adopted budget. The majority of this increase is due to a one-time budgeted
transfer from the Recycled Water Operating Fund to the Recycled Water Connection Fund of $16.4
million. This is related to a State Water Resources Control Board loan reaching the payback period,
whereby the Recycled Water Operating Fund will begin repayment while the proceeds of the loan will
remain in the associated capital fund. The Potable Water and Recycled Water funds continue to
operate and maintain critical infrastructure systems and provide the safe delivery of drinking water,
conservation outreach and treated irrigation water. The cost of purchased water continues to
increase, causing an overall increase in the Potable Water budget. The Wastewater fund provides
reliable wastewater collection services. The budget for this fund’s increase is primarily due to an
increase in the transfers out to fund its related capital improvement fund. The Solid Waste
Management budget is also increasing due to inflationary impacts to operating costs, including the
city’s street sweeping contract.
The Internal Service funds total $44.5 million, which represents an overall increase of $3.8 million
or 9.4% over fiscal year 2024-25. Much of the increase in Workers’ Compensation costs is attributable
to rising insurance liability rates, claims filed and administrative costs. Vehicle Replacement is the
largest contributor to the increase and driven by a higher number of more costly vehicles scheduled
for purchase in the upcoming year. Information Technology is $1.2 million or 6.4% higher than the
previous year, which is due to contractual service increases.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2025-26 is decreasing by
$0.01 million compared to last year with no budget required for fiscal year 2025-26. The Recognized
Obligation Payments Schedule identifies financial commitments of the former Redevelopment Agency,
including the remaining scheduled debt service payments on the Redevelopment Agency bond issue,
the outstanding loan from the city’s General Fund and minor allowable administrative costs. The last
debt service payment on the bond issue was completed in September 2023 and the city loan was paid
off in fiscal year 2020-21. In fiscal year 2025-26, the city will work to complete the dissolution and close
the fund.
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Changes to Fund Balance
While the projected cumulative change in the city’s non-major operating funds’ ending balances is not
significant, three major operating funds are projected to see changes in their fund balances greater
than 10%. The Water Operations Fund is expected to decrease by 43.2% by the end of fiscal year 2025-
26, largely due to increasing operations costs, primarily water purchases. The Recycled Water
Operations Fund is expected to decrease because operating expenditures are outpacing the revenue
from rates charged to customers; the Utilities Department will continue to monitor rates in the future
to address funding needs. The Wastewater Operations Fund is expected to decrease by 24.2%, primarily
due to an increase in the transfer out to the associated capital fund for future capital project needs.
May 20, 2025 Item #11 Page 51 of 332
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PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Final* Preliminary
Budget Budget Budget Budget Budget
Department 2022-23 2023-24 2024-25 2024-25 2025-26
City Attorney 8.00 8.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 6.00 7.00 7.00
City Council 2.00 2.00 1.00 1.00 1.00
City Manager 7.00 7.00 6.00 6.00 6.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
Communication & Engagement 9.00 9.00 9.00 8.00 8.00
Administrative Services - Administration 3.00 3.00 3.00 3.00 3.00
Economic Development 9.00 9.00 2.00 2.00 2.00
Finance 26.00 26.00 26.00 26.00 27.00
Human Resources 18.00 18.00 17.00 17.00 18.00
Information Technology 43.00 43.00 48.00 48.00 48.00
Community Services - Administration 3.00 2.00 2.00 2.00 2.00
Community Development 52.00 52.00 51.00 51.00 51.00
Housing & Homeless Services 16.00 16.00 16.00 16.00 16.00
Library & Cultural Arts 51.00 53.00 51.00 51.00 51.00
Parks & Recreation 59.00 59.00 58.00 58.00 58.00
Fire 123.00 124.00 124.00 124.00 124.00
Police 187.00 187.00 187.00 193.00 193.00
Public Works - Administration 5.90 6.00 6.00 6.00 5.70
Construction Management & Inspection 16.20 15.00 15.00 15.00 15.00
Environmental Sustainability 17.60 17.50 16.50 16.50 17.00
Fleet & Facilities 34.95 35.95 35.95 35.95 37.20
Transportation 43.60 43.80 43.80 43.80 43.80
Utilities 64.50 63.50 63.50 62.50 62.30
Total Full-Time Personnel 806.75 807.75 796.75 801.75 805.00
Hourly Full-Time Equivalent Personnel 180.90 167.84 166.79 165.79 168.84
Total 987.65 975.59 963.54 967.54 973.84
*The ending budget for 2024-25 takes into account full-time personnel changes approved mid-year, including: the addition of (6.0)
FTE in the Police Department, the transfer of (1.0) FTE from the Communication & Engagement Department to the Office of the
City Clerk, the reduction of (1.0) FTE in the Utilities Department, and the reduction of hourly FTE in the Parks & Recreation and
Transportation departments.
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SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2024
Fund July 1, 2024 Revenues Expenditures June 30, 2025 Fund Balance
General Fund 138,047,012$ *240,660,647$ 238,844,643$ 139,863,016$ *1.3%
Special Revenue Funds
Affordable Housing 14,672,740 699,130 976,917 14,394,953 -1.9%
Agricultural Mitigation Fee 1,003,349 30,129 99,485 933,993 -6.9%
Buena Vista Channel Maintenance District 1,537,229 146,632 120,000 1,563,861 1.7%
Citizens' Option for Public Safety 588,359 935,632 287,584 1,236,407 110.1%
Community Activity Grants 1,144,438 34,484 - 1,178,922 3.0%
Community Development Block Grant 66,537 1,056,197 1,056,197 66,537 0.0%
Continuum of Care - 927,766 927,766 - 0.0%
Cultural Arts Donations 286,933 70,014 108,750 248,197 -13.5%
Encampment Resolution Fund 1,123,395 9,479,582 2,750,000 7,852,977 599.0%
Habitat Mitigation Fee - 38,559 - 38,559 0.0%
Library and Arts Endowments 272,027 8,196 6,000 274,223 0.8%
Library Gifts and Bequests 1,868,003 740,241 475,908 2,132,336 14.2%
Lighting and Landscaping District 2 5,913,491 949,270 394,346 6,468,415 9.4%
Local Cable Infrastructure 494,514 281,429 568,000 207,943 -58.0%
Median Maintenance District 340,323 1,367,049 1,383,000 324,372 -4.7%
Opioid Settlement Fund 801,622 121,313 27,118 895,817 11.8%
Parking In Lieu Fee 1,107,248 33,546 57,120 1,083,674 -2.1%
Permanent Local Housing Allocation 320,251 473,896 384,636 409,511 27.9%
Police Asset Forfeiture 357,634 18,352 71,000 304,986 -14.7%
Public Safety Grants 11,165 238,868 487,889 (237,856) 2230.4%
Recreation Donations 329,427 41,426 40,000 330,853 0.4%
Rental Assistance 520,443 14,587,300 14,516,176 591,567 13.7%
Senior Donations 302,396 25,266 21,000 306,662 1.4%
Street Lighting Maintenance District 2,737,030 1,083,759 962,000 2,858,789 4.5%
Street Tree Maintenance District 427,238 987,597 1,053,000 361,835 -15.3%
Tyler Court Apartments 164,312 751,218 588,637 326,893 99.0%
Total Special Revenue Funds 36,390,104 35,126,851 27,362,529 44,154,426 21.3%
Enterprise Funds
Water Operations 26,909,527 51,713,442 59,624,509 18,998,460 -29.4%
Recycled Water Operations (452,237) 11,869,405 11,443,179 (26,011) -94.3%
Wastewater Operations 17,867,198 27,612,959 34,200,339 11,279,818 -36.9%
Solid Waste Management 9,135,831 3,810,806 5,864,122 7,082,515 -22.5%
Golf Course 6,827,823 11,529,643 10,609,956 7,747,510 13.5%
Total Enterprise Funds 60,288,142 106,536,255 121,742,105 45,082,292 -25.2%
Internal Service Funds
Workers' Compensation 369,289 15,026,188 5,721,830 9,673,647 2519.5%
Risk Management 380,596 8,016,810 4,957,001 3,440,405 -804.0%
Vehicle Maintenance 534,269 4,043,133 4,050,000 527,402 -1.3%
Vehicle Replacement 23,621,973 7,341,853 4,217,600 26,746,226 13.2%
Information Technology 9,303,022 19,442,054 19,295,000 9,450,076 1.6%
Total Internal Service Funds 34,209,149 53,870,038 38,241,431 49,837,756 45.7%
Successor Agency Housing Trust Fund 225,074 6,782 - 231,856 3.0%
Total Operating Funds 269,159,481$ 436,200,573$ 426,190,708$ 279,169,346$ 3.7%
* For the General Fund only, this represents unassigned fund balance. Beginning fund balance as of July 1, 2024 includes the establishment of an asset replacement reserve and an allocation of $17.5 million.
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SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2025
Fund June 30, 2025 Revenues Budget June 30, 2026 Fund Balance
General Fund 146,863,016$ *243,318,650$ 242,839,807$ 147,341,859$ *0.3%
Special Revenue Funds
Affordable Housing 14,394,953 646,500 589,862 14,451,591 0.4%
Agricultural Mitigation Fee 933,993 23,800 - 957,793 2.6%
Buena Vista Channel Maintenance District 1,563,861 140,800 112,282 1,592,379 1.8%
Citizens' Option for Public Safety 1,236,407 298,900 494,330 1,040,977 -15.8%
Community Activity Grants 1,178,922 30,000 - 1,208,922 2.5%
Community Development Block Grant 66,537 586,041 475,561 177,017 166.0%
Continuum of Care - 1,588,973 1,588,973 - 0.0%
Cultural Arts Donations 248,197 12,100 114,790 145,507 -41.4%
Encampment Resolution Fund 7,852,977 28,000 10,514 7,870,463 0.2%
Habitat Mitigation Fee 38,559 1,000 - 39,559 2.6%
Library and Arts Endowments 274,223 7,100 6,000 275,323 0.4%
Library Gifts and Bequests 2,132,336 63,800 618,340 1,577,796 -26.0%
Lighting and Landscaping District 2 6,468,415 932,230 401,500 6,999,145 8.2%
Local Cable Infrastructure 207,943 254,100 290,956 171,087 -17.7%
Median Maintenance District 324,372 1,365,600 1,416,425 273,547 -15.7%
Opioid Settlement Fund 895,817 103,688 103,688 895,817 0.0%
Parking In Lieu Fee 1,083,674 27,678 61,000 1,050,352 -3.1%
Permanent Local Housing Allocation 409,511 451,697 450,297 410,911 0.3%
Police Asset Forfeiture 304,986 9,400 95,000 219,386 -28.1%
Public Safety Grants (237,856) 563,800 77,250 248,694 204.6%
Recreation Donations 330,853 37,300 81,200 286,953 -13.3%
Rental Assistance 591,567 14,989,109 14,776,611 804,065 35.9%
Senior Donations 306,662 24,100 33,500 297,262 -3.1%
Street Lighting Maintenance District 2,858,789 1,069,300 1,295,108 2,632,981 -7.9%
Street Tree Maintenance District 361,835 988,000 1,004,760 345,075 -4.6%
Tyler Court Apartments 326,893 761,949 652,310 436,532 33.5%
Total Special Revenue Funds 44,154,426 25,004,965 24,750,257 44,409,134 0.6%
Enterprise Funds
Water Operations 18,998,460 57,723,836 65,922,035 10,800,261 -43.2%
Recycled Water Operations 10,388,387 **17,094,414 28,576,434 (1,093,633) -110.5%
Wastewater Operations 11,279,818 33,532,690 35,112,197 9,700,311 -14.0%
Solid Waste Management 7,082,515 5,049,600 6,762,027 5,370,088 -24.2%
Golf Course 7,747,510 11,276,000 10,589,000 8,434,510 8.9%
Total Enterprise Funds 55,496,690 124,676,540 146,961,693 33,211,537 -40.2%
Internal Service Funds
Workers' Compensation 9,673,647 8,056,370 7,225,929 10,504,088 8.6%
Risk Management 3,440,405 5,712,030 5,443,762 3,708,673 7.8%
Vehicle Maintenance 527,402 4,368,669 4,622,581 273,490 -48.1%
Vehicle Replacement 26,746,226 9,613,054 7,338,365 29,020,915 8.5%
Information Technology 9,450,076 20,295,197 19,900,443 9,844,830 4.2%
Total Internal Service Funds 49,837,756 48,045,320 44,531,080 53,351,996 7.1%
Successor Agency Housing Trust Fund 231,856 5,900 - 237,756 2.5%
Total Operating Funds 296,583,744$ 441,051,375$ 459,082,837$ 278,552,282$ -6.1%
** The projected beginning fund balance as of June 30, 2025 includes an adjustment to move the proceeds and future debt obligation of a $10.4 million
State Water Resources Control Board loan from the Recycled Water Connection Fund to the Recycled Water Operations Fund.
* For the General Fund only, this represents unassigned fund balance. Projected beginning fund balance as of June 30, 2025 includes the adjustment to
the asset replacement reserve, reducing the previous year's $17.5 million allocation to $10.5 million.
May 20, 2025 Item #11 Page 54 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-25
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
General Fund
Taxes
Property Tax 93,189,346$ 96,916,971$ 100,105,610$ 3.3% 3,188,639$
Sales Tax 57,855,060 59,382,534 57,847,173 -2.6%(1,535,361)
Transient Occupancy Tax 34,040,324 34,776,940 35,822,721 3.0% 1,045,781
Franchise Tax 8,066,788 7,094,873 7,188,534 1.3%93,661
Business License Tax 6,446,074 6,560,060 6,750,302 2.9%190,242
Transfer Tax 1,346,764 1,676,136 1,724,744 2.9%48,608
Total Taxes 200,944,356 206,407,514 209,439,084 1.5% 3,031,570
Intergovernmental
Homeowners Exemption 324,375 245,000 300,000 22.5%55,000
Other Intergovernmental 1,654,750 1,863,847 857,000 -54.0% (1,006,847)
Total Intergovernmental 1,979,125 2,108,847 1,157,000 -45.1% (951,847)
Licenses and Permits
Building Permits 1,842,266 2,100,000 2,200,000 4.8%100,000
Other Licenses and Permits 1,198,853 1,289,797 1,233,697 -4.4%(56,100)
Total Licenses And Permits 3,041,119 3,389,797 3,433,697 1.3%43,900
Charges for Services
Planning Fees 863,434 912,000 920,000 0.9%8,000
Building Department Fees 741,559 776,000 840,000 8.3%64,000
Engineering Fees 843,830 805,000 825,000 2.5%20,000
Ambulance Fees 6,562,691 7,200,000 6,800,000 -5.6%(400,000)
Recreation Fees 3,301,866 3,064,925 3,330,000 8.7%265,075
Other Charges or Fees 1,670,510 1,939,448 1,889,400 -2.6%(50,048)
Total Charges For Services 13,983,890 14,697,373 14,604,400 -0.6%(92,973)
Fines and Forfeitures 415,642 361,675 388,200 7.3%26,525
Income from Investments and Property 13,336,962 8,007,276 8,677,570 8.4%670,294
Interdepartmental Charges 6,081,404 5,186,429 5,316,999 2.5%130,570
Other Revenue Sources 555,567 501,736 301,700 -39.9% (200,036)
Total General Fund 240,338,065$ 240,660,647$ 243,318,650$ 1.1% 2,658,003$
* Interest is calculated on an amortized cost basis.
May 20, 2025 Item #11 Page 55 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-26
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 694,941$ 19,217$ 120,000$ 524.5%100,783$
Property Tax - - - 0.0%-
Interest Income 989,658 596,742 521,500 -12.6%(75,242)
Other Revenue 32,107 83,171 5,000 -94.0%(78,171)
Total Affordable Housing 1,716,706 699,130 646,500 -7.5%(52,630)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0%-
Interest Income 60,717 30,129 23,800 -21.0%(6,329)
Total Agriculutural Mitigation Fee 60,717 30,129 23,800 -21.0%(6,329)
Buena Vista Channel Maintenance
Assessment Fees 102,508 100,000 100,000 0.0%-
Interest Income 74,161 46,632 40,800 -12.5%(5,832)
Total Buena Vista Channel Maintenance 176,669 146,632 140,800 -4.0%(5,832)
Citizens' Option for Public Safety
State Funding (AB3229)(252,513) 917,032 280,000 -69.5% (637,032)
Interest Income 22,946 18,600 18,900 1.6%300
Total Citizens' Option For Public Safety (229,567) 935,632 298,900 -68.1% (636,732)
Community Activity Grants
Interest Income 53,414 34,484 30,000 -13.0%(4,484)
Total Community Activity Grants 53,414 34,484 30,000 -13.0%(4,484)
Community Development Block Grant
Federal Grant 499,501 1,020,474 550,741 -46.0% (469,733)
Interest Income 99,187 5,345 5,300 -0.8%(45)
Other Revenue 27,921 30,378 30,000 -1.2%(378)
Total Community Dev. Block Grant 626,609 1,056,197 586,041 -44.5% (470,156)
Continuum of Care
Federal Grant 461,075 927,766 1,588,973 71.3%661,207
Total Cultural Arts Donations 461,075 927,766 1,588,973 71.3%661,207
Cultural Arts Donations
Donations 50,000 60,740 5,000 -91.8%(55,740)
Interest Income 16,558 9,274 7,100 -23.4%(2,174)
Total Cultural Arts Donations 66,558 70,014 12,100 -82.7%(57,914)
May 20, 2025 Item #11 Page 56 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-27
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant 1,242,572 9,446,640 - -100.0% (9,446,640)
Interest Income 5,331 32,942 28,000 -15.0%(4,942)
Total Community Dev. Block Grant 1,247,903 9,479,582 28,000 -99.7% (9,451,582)
Habitat Mitigation Fee
Mitigation Fees 10,126 38,280 - -100.0%(38,280)
Interest Income 152 279 1,000 258.4%721
Total Habitat Mitigation Fee 10,278 38,559 1,000 -97.4%(37,559)
Library And Arts Endowment Fund
Interest Income 12,697 8,196 7,100 -13.4%(1,096)
Total Library And Arts Endowment Fund 12,697 8,196 7,100 -13.4%(1,096)
Library Gifts/Bequests
Gifts and Bequests 356,565 675,491 9,000 -98.7% (666,491)
Interest Income 77,686 64,750 54,800 -15.4%(9,950)
Total Library Gifts/Bequests 435,670 740,241 63,800 -91.4% (676,441)
Lighting And Landscaping District 2
Assessment Fees 700,877 775,700 775,700 0.0%-
Interest Income 251,948 173,570 156,530 -9.8%(17,040)
Total Lighting And Landscaping Dist. 2 952,825 949,270 932,230 -1.8%(17,040)
Local Cable Infrastructure Fund
Cable Fees 268,584 275,000 250,000 -9.1%(25,000)
Interest Income 34,174 6,429 4,100 -36.2%(2,329)
Total Local Cable Infrastructure Fund 302,758 281,429 254,100 -9.7%(27,329)
Median Maintenance
Assessment Fees 346,170 350,000 350,000 0.0%-
Other 1,054,205 1,017,049 1,015,600 -0.1%(1,449)
Total Median Maintenance 1,400,375 1,367,049 1,365,600 -0.1%(1,449)
Opioid Settlement Fund
Settlements 23,407 94,844 103,688 9.3%8,844
Other Revenue 9,988 26,469 - -100.0%(26,469)
Total Opioid Settlement 33,395 121,313 103,688 -14.5%(17,625)
Parking In Lieu
Parking In Lieu Fees - - - 0.0%-
Interest Income 54,711 33,546 27,678 -17.5%(5,868)
Total Parking In Lieu 54,711 33,546 27,678 -17.5%(5,868)
Permanent Local Housing Allocation
State Grant 378,477 466,244 450,297 -3.4%(15,947)
Interest Income (9,528) 7,652 1,400 -81.7%(6,252)
Total Police Grants 368,949 473,896 451,697 -4.7%(22,199)
Police Asset Forfeiture
Asset Forfeitures 212,135 7,545 - -100.0%(7,545)
Interest Income 7,089 10,807 9,400 -13.0%(1,407)
Total Police Asset Forfeiture 219,224 18,352 9,400 -48.8%(8,952)
May 20, 2025 Item #11 Page 57 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-28
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 256,728 227,791 316,600 39.0%88,809
State Grant 14,487 11,077 247,200 2131.7%236,123
Total Police Grants 271,215 238,868 563,800 136.0%324,932
Recreation Donations
Donations 53,559 31,505 28,400 -9.9%(3,105)
Interest Income 15,542 9,921 8,900 -10.3%(1,021)
Total Recreation Donations 69,101 41,426 37,300 -10.0%(4,126)
Rental Assistance
Federal Grant 13,231,638 14,581,187 14,783,609 1.4%202,422
Other Revenue 216,070 6,113 205,500 3261.7%199,387
Total Rental Assistance 13,447,708 14,587,300 14,989,109 2.8%401,809
Senior Donations
Donations 5,502 1,000 1,000 0.0%-
Other Revenue 17,218 15,000 15,000 0.0%-
Interest Income 13,902 9,266 8,100 -12.6%(1,166)
Total Senior Donations 36,622 25,266 24,100 -4.6%(1,166)
Street Lighting
Assessment Fees 739,848 740,000 740,000 0.0%-
Other Revenue 269,257 259,400 259,400 0.0%-
Interest Income 139,348 84,359 69,900 -17.1%(14,459)
Total Street Lighting 1,148,453 1,083,759 1,069,300 -1.3%(14,459)
Street Tree Maintenance
Assessment Fees 472,021 470,000 470,000 0.0%-
Other Revenue 548,614 517,597 518,000 0.1%403
Total Street Tree Maintenance 1,020,635 987,597 988,000 0.0%403
Tyler Court Apartments
Rental Income 702,729 744,759 757,017 1.7%12,258
Other Revenue 175,972 6,459 4,932 -23.6%(1,527)
Total Tyler Court Apartments 878,701 751,218 761,949 1.4%10,731
Total Special Revenue Funds 24,843,401$ 35,126,851$ 25,004,965$ -28.8% (10,121,886)$
May 20, 2025 Item #11 Page 58 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-29
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
Enterprise Funds
Water Operations
Water Sales 25,771,248$ 32,000,000$ 17,845,000$ -44.2% (14,155,000)$
Ready-to-Serve charge 13,990,476 14,061,000 34,355,000 144.3% 20,294,000
Property Tax 4,366,771 3,581,336 3,581,336 0.0%-
New Account Charges 102,127 110,000 110,000 0.0%-
Back-Flow Program Fees 169,337 170,000 170,000 0.0%-
Penalty Fees 384,833 456,000 456,000 0.0%-
Interest Income 1,753,243 796,406 639,500 -19.7% (156,906)
Engineering Overhead 139,250 112,000 147,000 31.3%35,000
Service Connection Fees 32,032 35,000 35,000 0.0%-
Other Revenue 849,454 391,700 385,000 -1.7%(6,700)
Total Water Operations 47,558,771 51,713,442 57,723,836 11.6% 6,010,394
Recycled Water Operations
Water Sales 5,675,380 8,000,000 8,548,100 6.9%548,100
Ready-to-Serve charge 1,420,172 1,450,336 1,549,702 6.9%99,366
Property Tax 1,025,626 844,296 844,296 0.0%-
Recycled Water Credits - - - 0.0%-
Interest Income (604,274) 122,642 - -100.0% (122,642)
Other Revenue 329,400 1,452,131 6,152,316 323.7% 4,700,185
Total Recycled Water Operations 7,846,304 11,869,405 17,094,414 44.0% 5,225,009
Wastewater Operations
Service Charges 23,560,252 27,000,000 32,934,600 22.0% 5,934,600
Misc. Sewer 9,530 6,000 - -100.0%(6,000)
Engineering Overhead 215,616 113,000 113,000 0.0%-
Penalty Fees 150,801 167,500 160,000 -4.5%(7,500)
Interest Income 544,561 275,090 275,090 0.0%-
Other Revenue 518,871 51,369 50,000 -2.7%(1,369)
Total Wastewater Operations 24,999,631 27,612,959 33,532,690 21.4% 5,919,731
Solid Waste Management
Recycling Fees (AB939)861,660 861,600 860,000 -0.2%(1,600)
Penalty Fees - - - 0.0%-
Trash Surcharge 1,400,198 1,400,100 1,400,100 0.0%-
Interest Income 539,832 249,055 187,500 -24.7%(61,555)
Other Revenue 1,016,741 1,300,051 2,602,000 100.2% 1,301,949
Total Solid Waste Management 3,818,431 3,810,806 5,049,600 32.5% 1,238,794
Golf Course Operations
Charges for Services 11,410,738 11,230,072 10,834,000 -3.5%(396,072)
Interest Income 400,878 268,814 334,000 24.3%65,186
Other Revenue 87,620 30,757 108,000 251.1%77,243
Total Golf Course Operations 11,899,236 11,529,643 11,276,000 -2.2% (253,643)
Total Enterprise Funds 96,122,373$ 106,536,255$ 124,676,540$ 17.0% 18,140,285$
May 20, 2025 Item #11 Page 59 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-30
SCHEDULE OF REVENUE ESTIMATES
2024-25 2025-26 Change as %Difference
2023-24 Estimated Estimated of 2024-25 2024-25 to
Revenue Source Actuals Revenue Revenue Estimated 2025-26
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 5,908,510$ 6,883,620$ 7,226,070$ 5.0%342,450$
Interest Income 1,042,660 863,849 830,300 -3.9%(33,549)
Other Revenue 1,892,767 7,278,719 - -100.0% (7,278,719)
Total Workers' Compensation 8,843,937 15,026,188 8,056,370 -46.4% (6,969,818)
Risk Management
Interdepartmental Charges 7,069,660 7,746,820 5,440,030 -29.8% (2,306,790)
Interest Income 113,481 210,611 232,000 10.2%21,389
Other Revenue 10,261,584 59,379 40,000 -32.6%(19,379)
Total Risk Management 17,444,725 8,016,810 5,712,030 -28.8% (2,304,780)
Vehicle Maintenance
Interdepartmental Charges 3,544,371 3,998,114 4,312,969 7.9%314,855
Interest Income 56,836 19,727 16,700 -15.3%(3,027)
Other Revenue 48,635 25,292 39,000 54.2%13,708
Total Vehicle Maintenance 3,649,842 4,043,133 4,368,669 8.1%325,536
Vehicle Replacement
Interdepartmental Charges 3,955,035 5,947,531 8,777,154 47.6% 2,829,623
Interest Income 989,917 748,178 685,900 -8.3%(62,278)
Other Revenue 3,289,159 646,144 150,000 -76.8% (496,144)
Total Vehicle Replacement 8,234,111 7,341,853 9,613,054 30.9% 2,271,201
Information Technology
Interdepartmental Charges 17,136,762 19,149,027 20,043,197 4.7%894,170
Interest Income 403,880 293,027 252,000 -14.0%(41,027)
Other Revenue 186,906 - - 0.0%-
Total Information Technology 17,727,548 19,442,054 20,295,197 4.4%853,143
Total Internal Service Funds 55,900,163$ 53,870,038$ 48,045,320$ -10.8% (5,824,718)$
Trust Funds
Successor Agency Housing Fund
Property Tax Increment 5,000 - - 0.0%-
Interest Income 175,361 6,782 5,900 -13.0%(882)
Total Successor Agency Housing Fund 180,361 6,782 5,900 -13.0%(882)
Total Trust Funds 180,361$ 6,782$ 5,900$ -13.0%(882)$
Total Operating Funds 417,384,363$ 436,200,573$ 441,051,375$ 1.1% 4,850,802$
May 20, 2025 Item #11 Page 60 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-31
S CHEDULE OF BUDGET EXPENDITURES
2024-25 Change as %
2022-23 2023-24 Estimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 591,632$ 520,658$ 520,483$ 599,047$ 642,025$ 7.2%
City Attorney 1,907,521 2,092,350 2,179,704 2,179,705 2,373,793 8.9%
City Clerk 1,273,114 1,112,722 1,211,167 1,273,604 1,496,617 17.5%
City Manager 2,045,614 2,133,835 1,819,085 2,105,683 2,076,410 -1.4%
City Treasurer 147,911 206,487 246,000 279,522 321,546 15.0%
Communication & Engagement 2,385,710 1,983,038 2,095,000 2,010,091 2,123,451 5.6%
Total Policy And Leadership Group 8,351,502 8,049,090 8,071,439 8,447,652 9,033,842 6.9%
Administrative Services
Administration 726,297 670,554 872,265 796,196 892,595 12%
Finance 5,396,772 5,420,719 5,716,400 5,631,964 6,194,677 10.0%
Human Resources 4,513,351 4,354,491 4,907,220 5,136,218 5,609,553 9.2%
Economic Development 2,392,664 2,576,673 1,110,747 891,866 965,235 8.2%
Total Administrative Services 13,029,084 13,022,437 12,606,632 12,456,244 13,662,060 9.7%
Community Services
Community Services Administration 646,731 594,430 657,130 592,261 649,359 9.6%
Community Development 14,220,499 13,100,730 11,100,000 10,998,825 12,004,197 9.1%
Housing & Homeless Services - - 3,565,210 3,232,287 3,323,386 3%
Library & Cultural Arts 13,290,637 13,139,996 13,922,364 14,522,844 15,685,083 8.0%
Parks & Recreation 20,813,176 21,252,800 22,220,000 22,759,082 24,190,711 6.3%
Total Community Services 48,971,043 48,087,956 51,464,704 52,105,299 55,852,736 7.2%
Public Safety
Fire 35,261,847 39,481,750 42,252,659 41,793,630 47,422,855 13.5%
Police 51,115,854 56,634,858 61,126,091 60,193,850 64,341,880 6.9%
Total Public Safety 86,377,701 96,116,608 103,378,750 101,987,480 111,764,735 9.6%
Public Works
Public Works Administration 1,442,021 1,557,313 1,566,000 1,533,038 1,492,024 -2.7%
Construction Management & Inspection 3,092,730 2,863,158 3,133,488 3,068,292 3,259,324 6.2%
Environmental Sustainability 1,205,943 1,250,959 1,308,234 1,210,630 1,707,609 41.1%
Fleet & Facilities 6,812,114 7,532,550 7,575,000 7,191,930 7,595,431 5.6%
Transportation 10,028,265 9,463,214 10,332,100 10,741,202 12,193,927 13.5%
Total Public Works 22,581,073 22,667,194 23,914,822 23,745,092 26,248,315 10.5%
Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - - - -
COVID-related 40,842 40,842 54,009 - - -
Dues & Subscriptions 77,746 82,099 85,813 90,000 90,000 0.0%
Legal Services 540,090 194,716 599,434 750,000 1,000,000 33.3%
Other Miscellaneous Expenditures 52,277 57,690 200,000 100,000 150,000 50.0%
Personnel Related 122,499 117,265 120,462 1,900,000 2,000,000 5.3%
Professional Services 44,148 37,458 39,000 39,000 39,000 0.0%
Property Tax & Other Administration 764,180 734,435 761,900 800,000 800,000 0.0%
Vacancy savings - - - (2,000,000) (2,000,000) 0.0%
Total Miscellaneous Non-Departmental Expenditures 1,641,782 1,264,505 1,860,618 1,679,000 2,079,000 23.8%
May 20, 2025 Item #11 Page 61 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
B-32
SCHEDULE OF BUDGET EXPENDITURES
2024-25 Change as %
2022-23 2023-24 Estimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 3,956,000$ 11,600,000$ 18,579,226$ 18,579,226$ 8,882,966$ 0.0%
Transfer to Infrastructure Replacement Fund 3,956,000 4,200,000 4,779,226 4,779,226 8,882,966 0.0%
Transfer to Technology Investment Capital Fund 3,956,000 4,200,000 4,779,226 4,779,226 2,433,187 0.0%
Transfer To LLD#1 (Medians & Trees)1,400,000 1,570,000 1,500,000 1,500,000 1,500,000 0.0%
Transfer To Storm Water Program 332,000 340,000 350,000 350,000 2,000,000 0.0%
Transfer to Fleet Maintenance 1,400,000 - - - - -
Transfer to Fleet Replacement - - 560,000 560,000 - 0.0%
Transfer to Risk Management 1,000,000 10,200,000 - - - -
Transfer to Workers' Compensation Fund 8,208,252 1,300,000 7,000,000 7,000,000 - 0.0%
Other Miscellaneous Transfers - - - - - -
Total Transfers 24,208,252 33,410,000 37,547,678 37,547,678 23,699,119 -36.9%
Total Miscellaneous Non-Departmental 25,850,034 34,674,505 39,408,296 39,226,678 25,778,119 -34.3%
Subtotal General Fund 205,160,437 222,617,790 238,844,643 237,968,445 242,339,807 1.8%
City Council Contingency Account - - - 500,000 500,000 0.0%
Total General Fund 205,160,437$ 222,617,790$ 238,844,643$ 238,468,445$ 242,839,807$ 1.8%
Special Revenue Funds
Affordable Housing 542,229$ 992,739$ 976,917$ 631,917$ 589,862$ -6.7%
Agricultural Mitigation Fee 38,220 220,324 99,485 - - -
Buena Vista Channel Maintenance 127,686 136,015 120,000 195,245 112,282 -42.5%
Citizens' Option For Public Safety 203,884 246,368 287,584 295,830 494,330 67.1%
Community Activity Grants - - - 30,000 - -100.0%
Community Development Block Grant 2,298,679 583,498 1,056,197 548,215 475,561 -13.3%
Continuum of Care - 461,076 927,766 - 1,588,973 -
Cultural Arts Donations 42,228 101,482 108,750 127,000 114,790 -9.6%
Encampment Resolution Fund - 1,240,345 2,750,000 - 10,514 -
Habitat Mitigation Fee 22,365 29,750 - - - -
Library And Arts Endowment Fund 2,947 - 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 256,481 234,574 475,908 455,903 618,340 35.6%
Lighting And Landscaping District 2 298,032 297,439 394,346 367,500 401,500 9.3%
Local Cable Infrastructure Fund 402,240 509,569 568,000 506,862 290,956 -42.6%
Median Maintenance 1,333,680 1,322,678 1,383,000 1,409,906 1,416,425 0.5%
Opioid Settlement Fund - 23,407 27,118 103,059 103,688 0.6%
Parking In Lieu 53,000 55,631 57,120 57,120 61,000 6.8%
Permanent Local Housing Allocation - 366,481 384,636 - 450,297 -
Police Asset Forfeiture 51,086 54,783 71,000 95,000 95,000 0.0%
Public Safety Grants 270,205 280,076 487,889 169,950 77,250 -54.5%
Recreation Donations 59,193 53,805 40,000 81,200 81,200 0.0%
Rental Assistance 10,854,742 12,954,684 14,516,176 13,319,728 14,776,611 10.9%
Senior Donations 39,128 19,626 21,000 33,500 33,500 0.0%
Street Lighting 977,401 1,114,254 962,000 1,176,445 1,295,108 10.1%
Street Tree Maintenance 985,124 770,326 1,053,000 1,024,573 1,004,760 -1.9%
Tyler Court Apartments 893,040 793,769 588,637 652,310 652,310 0.0%
Total Special Revenue Funds 19,751,590$ 22,862,699$ 27,362,529$ 21,287,263$ 24,750,257$ 16.3%
May 20, 2025 Item #11 Page 62 of 332
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SCHEDULE OF BUDGET EXPENDITURES
2024-25 Change as %
2022-23 2023-24 Estimated 2024-25 2025-26 of 2024-25
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 47,094,688$ 52,000,186$ 59,624,509$ 58,158,391$ 65,922,035$ 13.3%
Recycled Water Operations 8,490,462 8,185,070 11,443,179 10,814,449 28,576,434 164.2%
Wastewater Operations 15,832,059 22,229,318 34,200,339 33,253,062 35,112,197 5.6%
Solid Waste Management 5,629,980 5,808,358 5,864,122 5,544,246 6,762,027 22.0%
Golf Course Operations 9,162,350 10,187,428 10,609,956 10,762,000 10,589,000 -1.6%
Total Enterprise Funds 86,209,539$ 98,410,360$ 121,742,105$ 118,532,148$ 146,961,693$ 24.0%
Internal Service Funds
Workers' Compensation 13,491,907$ 8,713,066$ 5,721,830$ 5,988,115$ 7,225,929$ 20.7%
Risk Management 8,711,568 13,264,103 4,957,001 7,397,470 5,443,762 -26.4%
Vehicle Maintenance 3,924,184 4,160,112 4,050,000 4,012,861 4,622,581 15.2%
Vehicle Replacement 1,645,175 2,433,464 4,217,600 4,598,574 7,338,365 59.6%
Information Technology 16,157,475 16,486,447 19,295,000 18,705,537 19,900,443 6.4%
Total Internal Service Funds 43,930,309$ 45,057,192$ 38,241,431$ 40,702,557$ 44,531,080$ 9.4%
Trust Funds
Successor Agency Housing Fund 71,473$ 8,833$ -$ 10,000$ -$ -100.0%
Total Trust Funds 71,473$ 8,833$ -$ 10,000$ -$ -100.0%
Total Operating Funds 355,123,348$ 388,956,874$ 426,190,708$ 419,000,413$ 459,082,837$ 9.6%
May 20, 2025 Item #11 Page 63 of 332
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May 20, 2025 Item #11 Page 64 of 332
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PUBLIC SAFETY
The City of Carlsbad’s public safety
services create and maintain a safe
community for all who live, work
and play in our city. This important
work is carried out by the dedicated
men and women of the Police and
Fire departments. Highly specialized
divisions cover all aspects of modern
law enforcement and fire services
including response and recovery,
emergency medical, marine safety,
community risk reduction and
emergency management.
We are proud to serve the Carlsbad
community, working in partnership
to deliver on the city mission at the
highest possible level every day.
Michael Calderwood
Fire Chief
442-339-2141
FireMail@carlsbadca.gov
Christie Calderwood
Chief of Police
442-339-2100
police@carlsbadca.gov
May 20, 2025 Item #11 Page 65 of 332
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C-2
May 20, 2025 Item #11 Page 66 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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PUBLIC SAFETY |
FIRE DEPARTMENT: SUMMARY
FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 18,669,265$ 19,855,855$ 21,000,137$ 22,081,449$
Retirement Benefits 5,094,924 5,667,347 6,564,580 7,657,270
Health Insurance 2,011,784 2,188,423 2,448,860 2,692,346
Other Personnel Expenses 1,711,515 1,873,252 2,161,317 2,293,161
Personnel Services Subtotal 27,487,488 29,584,877 32,174,894 34,724,226
Operating Expenses
Professional & Contract Services 1,784,300 2,335,844 2,381,104 2,548,354
Supplies & Materials 981,131 1,001,554 1,110,726 1,209,726
Repair & Maintenance 77,191 75,251 74,450 78,450
Interdepartmental Charges 4,199,237 4,391,535 5,849,873 5,972,861
Other Operating Expenses 244,169 315,862 297,133 366,488
Capital Outlay 488,331 1,776,827 75,400 2,600,000
Operating Expenses Subtotal 7,774,359 9,896,873 9,788,686 12,775,879
TOTAL EXPENDITURES 35,261,847$ 39,481,750$ 41,963,580$ 47,500,105$
Full Time Positions 123.00 124.00 124.00 124.00
Hourly/FTE Positions 11.50 10.50 10.50 10.50
May 20, 2025 Item #11 Page 67 of 332
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PUBLIC SAFETY |
FIRE DEPARTMENT: ADMINISTRATION
Account: 0012200 0012210 0012253
Fund: General
ABOUT
Fire Administration provides leadership, strategic planning and organizational support to ensure
effective operations across the entire department.
SERVICES
• Administer directives, policies and procedures
• Compile data and analyze business intelligence
• Monitor budgets, contracts, procurement, payroll and accounting processes
• Oversee mutual aid reimbursement
• Research and support grant programs and opportunities
• Manage public records requests and document retention
• Support employee performance and compliance processes and records
• Establish and maintain administrative tools, resources and guides
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $565,582 $651,416 $646,716 $654,205
Retirement Benefits 165,912 181,633 210,378 232,306
Health Insurance 64,703 63,468 59,756 63,602
Other Personnel Expenses 72,001 73,855 85,740 89,464
Personnel Services Subtotal 868,198 970,372 1,002,590 1,039,577
Operating Expenses
Professional & Contract Services 1,427,044.00 1,920,299 1,828,250 1,899,250
Supplies & Materials 46,691 64,759 74,799 73,799
Repair & Maintenance 1,584 205 650 350
Interdepartmental Charges 3,462,991 3,456,144 4,630,208 4,371,180
Other Operating Expenses 9,555 11,451 1,000 1,000
Capital Outlay 0 26,538.00 - -
Operating Expenses Subtotal 4,947,865 5,479,396 6,534,907 6,345,579
TOTAL EXPENDITURES $5,816,063 $6,449,768 $7,537,497 $7,385,156
Full Time Positions 4.00 5.00 5.00 5.00
Hourly/FTE Positions 0.50 0.50 0.50 0.00
May 20, 2025 Item #11 Page 68 of 332
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PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS
Account: 0012220-29 0012250 0012252
Fund:
General
ABOUT
The Emergency Operations Bureau safeguards life, property and the environment by providing 24-
hour fire suppression, rescue, marine safety, disaster mitigation and emergency medical services.
SERVICES
• Extinguish structure and wildland fires
• Deploy mutual aid assistance across the state
• Organize response and support operations for natural or man-made disasters
• Investigate and mitigate hazardous materials
• Deliver emergency medical and community health services
• Perform high-risk technical search and rescue
• Deploy SWAT medics to support law enforcement agencies
• Provide lifeguard services at North Beach and Agua Hedionda Lagoon
• Develop and supervise employee health and wellness programs
• Coordinate fire service career development and advancement opportunities
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $16,750,505 $17,791,266 $18,922,448 $19,848,565
Retirement Benefits 4,503,631 5,028,353 5,814,253 6,783,352
Health Insurance 1,780,512 1,946,853 2,198,108 2,413,165
Other Personnel Expenses 1,471,474 1,643,241 1,894,433 2,003,952
Personnel Services Subtotal 24,506,122 26,409,713 28,829,242 31,049,034
Operating Expenses
Professional & Contract Services 163,249 206,728 303,674 265,924
Supplies & Materials 909,110 898,038 978,277 1,086,277
Repair & Maintenance 75,317 74,941 73,800 77,950
Interdepartmental Charges 333,131 492,353 794,000 975,867
Other Operating Expenses 216,953 283,119 273,633 335,988
Capital Outlay 488,331 1,725,495 75,400 2,600,000
Operating Expenses Subtotal 2,186,091 3,680,674 2,498,784 5,342,006
TOTAL EXPENDITURES $26,692,213 $30,090,387 $31,328,026 $36,391,040
Full Time Positions 107.00 108.00 108.00 108.00
Hourly/FTE Positions 10.50 9.50 9.50 9.50
May 20, 2025 Item #11 Page 69 of 332
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RECENT ACCOMPLISHMENTS
• Achieved improved classification ratings through an Insurance Service Office Public
Protection Review of fire protection and response capabilities, potentially reducing fire
insurance premiums for residential and commercial properties
• Updated the Local Agency Formation Commission Municipal Service Review to assess the
adequacy and efficiency of fire and emergency medical services
• Completed a data-sharing agreement with the San Diego County Local Emergency Medical
Services Agency, enhancing patient care, quality improvement, and regional coordination
• Delivered first aid services and staffed incident command posts to strengthen safety
measures at special events, including TGIF concerts and the Village Street Faire
• Expanded local control over training and staffing by establishing an internal promotional
pathway for Emergency Medical Technicians to obtain firefighter certification
• Upgraded alerting systems at Fire Stations 1, 3, 4, 5, and 6 to replace legacy equipment
GOALS
• Identify potential sites and research funding options for a permanent Fire Station 7
• Monitor response times and outcomes by risk type to maintain performance awareness,
improve efficiency, optimize resource allocation and enhance community safety
• Convert single-role EMT positions into dual-role providers trained in both emergency
medical services and fire suppression over the next three fiscal years
• Attain accreditation from the United States Lifeguard Association to validate compliance
with national standards for open-water lifeguard training programs
• Construct a new ventilation training prop at the Safety Training Center prior to the
demolition of the existing prop at the planned Orion Center site
• Maintain benchmark rating for 90th percentile time for fire turnout and EMS patient
satisfaction rating
Performance Measure
CY 2024
Actual
CY 2025
Estimated
CY 2026
Projected Benchmark
Related Strategic
Plan Goal
Fire turnout, 90th percentile time 01:53 01:50 01:50
≤ 2 minutes,
at least 90.0% of
the time
Quality of Life & Safety
EMS patient satisfaction
rating 99.0% 98.0% 98.0% > 95.0% Quality of
Life & Safety
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
To address the demands of larger buildings, increased building heights, rising population densities,
and evolving emergency response needs, the Fire Department will implement a multi-year staffing
plan. This plan will transition existing single-role EMT positions into dual-role providers trained in
both emergency medical services and fire suppression. Through a phased approach, all operational
personnel will be firefighter-certified by 2028.
In the first phase, six EMT positions will be reclassified in fiscal year 2025-26. Additionally, the
department will procure an aerial ladder truck to expand operational capacity and ensure
comprehensive citywide coverage.
May 20, 2025 Item #11 Page 70 of 332
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PUBLIC SAFETY |
FIRE DEPARTMENT: COMMUNITY RISK REDUCTION
Account: 0012235 0012240-0012243
0012260
Fund: General
ABOUT
The Community Risk Reduction Bureau mitigates hazardous conditions and ensures readiness for
effective incident response through prevention, enforcement and public education.
SERVICES
• Oversee Hazard Reduction Program to identify and abate brush fire hazards
• Respond to inquiries and complaints concerning hazardous conditions
• Investigate cause and origin of suspicious or large-loss fires
• Review code compliance on construction plan submittals
• Complete construction inspections for new buildings and remodeling projects
• Conduct annual inspections of schools, care facilities, hotels, motels and apartment complexes
• Install and test smoke alarms in Carlsbad homes
• Coordinate outreach and education programs promoting fire safety tips and prevention
• Disseminate timely and accurate department information through various media platforms
• Provide leadership to community organizations to help ensure readiness to prevent, protect
against, mitigate, respond to and recover from all threats and hazards
• Direct, conduct and implement city-level emergency plans, programs, trainings and exercises
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $1,353,178 $1,413,173 $1,430,973 $1,578,679
Retirement Benefits 425,381 457,361 539,949 641,612
Health Insurance 166,569 178,102 190,996 215,579
Other Personnel Expenses 168,040 156,156 181,144 199,745
Personnel Services Subtotal 2,113,168 2,204,792 2,343,062 2,635,615
Operating Expenses
Professional & Contract Services 194,007 208,817 249,180 383,180
Supplies & Materials 25,330 38,757 57,650 49,650
Repair & Maintenance 290 105 0 150.00
Interdepartmental Charges 403,115 443,038 425,665 625,814
Other Operating Expenses 17,661 21,292 22,500 29,500
Capital Outlay 0 24,794 - -
Operating Expenses Subtotal 640,403 736,803 754,995 1,088,294
TOTAL EXPENDITURES $2,753,571 $2,941,595 $3,098,057 $3,723,909
Full Time Positions 12.00 11.00 11.00 11.00
Hourly/FTE Positions 0.50 0.50 0.50 1.00
May 20, 2025 Item #11 Page 71 of 332
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• Coordinate multi-department citywide emergency operations
• Support large-scale emergency response operations through the Emergency Operations
Center
RECENT ACCOMPLISHMENTS
• Deployed a new multi-channel emergency alert system that delivers real-time,
geographically targeted public safety warnings, notifications and instructions for faster,
more effective emergency response
• Implemented a community risk reduction program offering free training and inspections to
businesses with commercial cooking operations
• Expanded the Hazard Reduction Program to provide weed abatement services on city-
owned vacant lots
• Adopted a citywide map that classifies land into fire hazard severity zones of moderate, high,
or very high
• Assisted the first homeowners association in achieving Firewise USA recognition,
encouraging community-driven wildfire preparedness and risk reduction through local
assessments and action plans
GOALS
• Develop a comprehensive long-term fire mitigation plan that integrates risk assessment, fuel
management, emergency response, community education, infrastructure improvements,
implementation, monitoring and public involvement
• Create defensible space and fuel modification guidelines for new construction developments
located in designated fire hazard severity zones
• Update the City Landscape Manual to ensure consistency with fire codes and state
defensible space requirements
• Conduct a Community Risk Assessment to identify, prioritize, and mitigate local fire and
emergency hazards
• Adopt a mid-rise building ordinance that addresses structural height limitations, design
standards, and the impacts of traffic, infrastructure, and environmental factors
• Organize training sessions to familiarize city employees with new technology, equipment
and procedures at the remodeled Emergency Operations Center
• Maintain benchmark rating for compliance with Senate Bill 1205-mandated inspections and
conducting fire plan reviews within 10 days of submittal
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Compliance with Senate
Bill 1205-mandated
inspections
100% 100% 100% 100% Quality of
Life & Safety
Fire plan reviews
conducted within 10 days
of submittal
95% 95% 95% 90% Quality of
Life & Safety
May 20, 2025 Item #11 Page 72 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
POLICE
• Administration, Police Grants & Asset Forfeiture
• Field Operations
• Support Operations
• Administrative Support Operations
• Professional Standards & Services
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 26,005,243$ 26,413,335$ 28,982,917$ 31,607,753$
Retirement Benefits 7,743,031 8,325,900 9,579,103 11,350,751
Health Insurance 2,464,982 2,653,462 3,142,310 3,483,483
Other Personnel Expenses 3,447,941 4,093,111 4,793,736 5,059,489
Personnel Services Subtotal 39,661,197 41,485,808 46,498,066 51,501,476
Operating Expenses
Professional & Contract Services 1,596,390 1,794,527 1,946,442 1,802,510
Supplies & Materials 723,324 1,206,031 534,475 607,875
Repair & Maintenance 592,601 306,874 236,050 232,254
Interdepartmental Charges 7,757,684 8,649,190 10,374,176 10,073,769
Other Operating Expenses 602,715 607,596 622,705 713,326
Capital Outlay 707,118 3,166,059 372,766 -
Operating Expenses Subtotal 11,979,832 15,730,277 14,086,614 13,429,734
TOTAL EXPENDITURES 51,641,029$ 57,216,085$ 60,584,680$ 64,931,210$
General Fund 51,115,854 56,634,858 60,193,850 64,341,880
Special Revenue Fund 525,175 581,227 390,830 589,330
TOTAL FUNDING 51,641,029$ 57,216,085$ 60,584,680$ 64,931,210$
Full Time Positions 187.00 187.00 187.00 193.00
Hourly/FTE Positions 3.18 2.18 2.18 2.18
May 20, 2025 Item #11 Page 73 of 332
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PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION, POLICE GRANTS &
ASSET FORFEITURE
Account: 0012110
121-122 123 124
Fund: General
Special Revenue-Asset Forfeiture Special Revenue-COPS Fund Special Revenue-Public Safety Grants
ABOUT
This division develops and administers programs that support the city’s and the Police Department’s
statement of values in a manner responsive to the city and its residents. This division establishes
policies and long-range plans to meet department goals and city needs. Administration is also
responsible for police grants, which includes federal and state asset forfeiture, the Citizens’ Option
for Public Safety, the Justice Assistance Grant, the Urban Areas Security Initiatives Program and the
Office of Traffic Safety.
SERVICES
• Develop and manage programs that reduce crime, encourage resident engagement and
improve community safety
• Assist staff with individual and team development
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,124,323$ 1,247,066$ 1,099,834$ 1,277,316$
Retirement Benefits 305,971 341,424 385,711 445,433
Health Insurance 90,929 126,505 154,254 159,069
Other Personnel Expenses 131,169 172,992 201,432 222,136
Personnel Services Subtotal 1,652,392 1,887,987 1,841,231 2,103,954
Operating Expenses
Professional & Contract Services 862,989 983,178 907,600 919,796
Supplies & Materials 86,279 131,847 152,500 152,300
Repair & Maintenance 371,381 270 400 300
Interdepartmental Charges 4,276,889 4,806,249 5,608,031 4,776,179
Other Operating Expenses 309,729 346,386 359,500 400,782
Capital Outlay 180,698 30,445 - -
Operating Expenses Subtotal 6,087,965 6,298,375 7,028,031 6,249,357
TOTAL EXPENDITURES 7,740,357$ 8,186,362$ 8,869,262$ 8,353,311$
General Fund 7,215,182 7,605,135 8,478,432 7,763,981
Special Revenue Fund 525,175 581,227 390,830 589,330
TOTAL FUNDING 7,740,357$ 8,186,362$ 8,869,262$ 8,353,311$
Full Time Positions 8.00 8.00 8.00 8.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025 Item #11 Page 74 of 332
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• Provide support to divisions to assist with meeting goals
• Respond to residents’ concerns, City Council inquiries and public records requests
• Use grants to purchase police equipment, supplement staffing costs and assist with training
RECENT ACCOMPLISHMENTS
• Purchased replacement AED devices to outfit officers, rangers, community service officers
and senior volunteers
• Successfully developed and implemented a unified training model that integrates multiple
disciplines into a cohesive framework, enhancing efficiency while minimizing personnel
impact
• Used multiple grants to supplement staffing costs, acquire police equipment, facilitate active
shooter training and coordinate DUI/DL checkpoint and other traffic enforcement operations
• Following the promotions of a new Chief, Assistant Chief, and Captain late last fiscal year,
the new leadership team focused this year on sharing their expectations with department
staff, strengthening ties with the community and reviewing internal operations to find ways
to work more efficiently
• Presented to the City Council on several items including Crime Statistics, Windsor Pointe,
massage ordinance change, etc.
GOALS
• Formalize new supervisor mentoring and training program
• Continue to monitor crime rates and crime trends within the city to deploy resources to
strategically address issues
• Use grant funding to explore the use of more innovative technology to provide the most
efficient and effective services
• Work cross-departmentally with city staff who specialize in data and innovation to increase
accuracy, efficiency and transparency in the department’s data
• Continue to research innovative technology that will assist in building a real-time crime
center
• Continue to seek grant funding for necessary equipment and collaborate with the Fire
Department on grant management
May 20, 2025 Item #11 Page 75 of 332
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PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012120
0012123-2125 0012127-2129
Fund: General
ABOUT
The Field Operations Division includes patrol, canines, SWAT, lagoon patrol and police rangers.
SERVICES
• Respond to calls for emergency and non-emergency services
• Utilize new and existing resources to address complaints and quality of life issues
• Provide emergency services, preventative patrol, traffic enforcement and special
enforcement in the community
• Utilize de-escalation tactics during criminal and mental health scenarios to safely resolve
critical incidents
• Staff major public events in the city with Patrol and SWAT team members to respond to
immediate, life-threatening emergencies
• Conduct field interviews and take reports at incidents like crimes, arrests and traffic collisions
• Enforce laws and ordinances, preserve the peace and provide for the protection of life and
property through proactive programs of enforcement and prevention
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 12,030,528$ 12,016,677$ 13,608,607$ 15,373,119$
Retirement Benefits 3,859,669 4,004,658 4,710,926 5,851,217
Health Insurance 1,100,627 1,171,226 1,342,738 1,627,050
Other Personnel Expenses 1,588,072 1,728,134 2,145,480 2,433,485
Personnel Services Subtotal 18,578,896 18,920,695 21,807,751 25,284,871
Operating Expenses
Professional & Contract Services 53,438 86,127 270,500 101,000
Supplies & Materials 417,999 248,882 170,925 234,600
Repair & Maintenance 9,155 45,216 7,860 11,500
Interdepartmental Charges 2,518,782 2,802,264 3,559,568 3,964,794
Other Operating Expenses 146,504 129,070 119,150 144,150
Capital Outlay 103,881 2,959,860 - -
Operating Expenses Subtotal 3,249,759 6,271,419 4,128,003 4,456,044
TOTAL EXPENDITURES 21,828,655$ 25,192,114$ 25,935,754$ 29,740,915$
Full Time Positions 86.50 81.00 84.00 92.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025 Item #11 Page 76 of 332
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C-13
Police Activity CY 2020 CY 2021 CY 2022 CY 2023 CY 2024
Dispatched Calls 62,389 66,568 62,022 64,081 60,916
Officer Initiated Calls 48,059 40,589 41,172 50,708 47,830
Total Calls for Service 110,448 107,157 103,194 114,789 08,746
Number of Cases 8,222 8,704 8,348 8,389 7,900
911 calls 31,642 36,154 34,550 35,926 31,648
RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.50 out of 5, based on 10,777 people surveyed when asked
how they would rate the officer with whom they interacted
• Fulfilled expectations for high levels of service despite operating at 75% staffing levels due to
vacancies, employee leave and training requirements
• Worked collaboratively with the Parks and Recreation Department, Fire Department, and
the Friday Night Lights youth flag football non-profit to implement a new safety and traffic
control plan for approximately 3,600 games per year
• Received officer recognition for seven lifesaving awards, primarily for Patrol Operations
• Drafted and executed dozens of field operation plans to address residential burglaries,
organized retail crime and other quality of life issues leading to multiple arrests and
successful prosecutions
GOALS
• Collaborate with the Information Technology Department to implement the new Motorola
Computer Aided Dispatch system, which replaces the city’s current system now at end of life
• Train all staff with new requirements stemming from legislative changes such as Proposition
36 and Senate Bill 43
• Re-enter Operation Stonegarden, a federal grant program through the San Diego County
Sheriff’s Department, to reduce the influx of illegal drugs, human trafficking and other
associated crimes
• Continue to strive to achieve the national average response time of 6:00 minutes for Priority
1 calls for service
Performance Measures
CY 2022
Actual
CY 2023
Actual
CY 2024
Actual Benchmark
Related Strategic
Plan Goal
Priority 1 calls for service
response time 5:07 6:17 6:45 6:00 Quality of
Life & Safety
Priority 2 calls for service
response time 10:54 14:00 17:45 N/A Quality of
Life & Safety
Priority 3 calls for service
response time 48:45 32:56 45:31 N/A Quality of
Life & Safety
Priority 4 calls for service
response time 28:59 29:24 38:47 N/A Quality of
Life & Safety
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Three full-time patrol officers were added mid-year 2024–25, as approved by City Council, to enhance
response times and improve the department's capacity to address quality of life concerns.
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PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012115
0012121 0012126 0012130-2138
0012142-2143
Fund: General
ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team,
Investigations Division, Traffic Division, Family Services, Property & Evidence and Fleet Operations.
SERVICES
• Conduct follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention and education activities
• Provide and manage the department’s fleet
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 9,455,061$ 9,791,282$ 10,383,424$ 10,899,145$
Retirement Benefits 2,775,770 3,241,436 3,545,448 4,021,083
Health Insurance 900,455 985,970 1,123,496 1,260,442
Other Personnel Expenses 1,115,396 1,503,144 1,637,419 1,614,331
Personnel Services Subtotal 14,246,682 15,521,832 16,689,787 17,795,001
Operating Expenses
Professional & Contract Services 579,572 600,667 644,842 673,214
Supplies & Materials 90,099 75,297 88,450 89,025
Repair & Maintenance 48,004 53,204 57,820 45,495
Interdepartmental Charges 808,173 910,228 1,044,602 1,181,287
Other Operating Expenses 95,787 90,390 99,850 124,189
Capital Outlay 417,500 175,754 - -
Operating Expenses Subtotal 2,039,135 1,905,540 1,935,564 2,113,210
TOTAL EXPENDITURES 16,285,817$ 17,427,372$ 18,625,351$ 19,908,211$
Full Time Positions 59.50 66.00 63.00 61.00
Hourly/FTE Positions 1.18 1.18 1.18 1.18
May 20, 2025 Item #11 Page 78 of 332
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Crime Clearance Rates CY 2022 CY 2023 CY 2024
Crimes against persons 53.92% 57.2% 73.23%
Crimes against property 11.39% 16.4% 17.38%
Crimes against society 89.66% 94.66% 94.51%
RECENT ACCOMPLISHMENTS
• Implemented E-Citation program to all department members
• Updated and expanded the deployment of the department’s drone fleet to cover all patrol
shifts and certified both rangers in aerial drone proficiency under the standards set by the
National Institute of Standards and Technology, a division of the U.S. Department of
Commerce, as both drone operators and instructors
• Collaborated with the Fleet & Facilities Department to implement vehicle telematics and
began deployment
• Increased security efforts for the TGIF Concert series
• Completed distribution of individually assigned vehicles for the take home vehicle program
for patrol personnel
• Conducted 8 e-bike safety classes, offered to the public on a quarterly basis, reaching 50-60
participants per class
• Presented at the California Police Chief’s Association Traffic Safety Summit on e-bike and
pedestrian safety regarding the city’s innovative efforts on roadway safety
• Amended Carlsbad Municipal Code 5.16 to streamline the massage licensing process, detect
and deter unauthorized massage business and therapists at the application phase, improve
accountability for massage businesses and therapists that are issued a city certificate of
registration and allow off-premises massages at approved locations
GOALS
• Analyze caseloads within the investigations divisions to support detective wellness and
maintain fair workload distribution
• Evaluate, acquire and revive the department’s surveillance camera program that utilizes
moveable cameras and equipment to monitor, investigate and deter criminal activity in real-
time
• Assess the current investigations division structure to be more efficient through
reorganization and personnel additions to meet the needs of the community
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Three full-time positions were added, including a Traffic/Special Events Sergeant, Internet Crimes
Against Children Detective and Digital Forensic Specialist. These positions were approved mid-year
2024-25 by the City Council and align with the city’s Strategic Plan in support of the quality of life and
safety.
May 20, 2025 Item #11 Page 79 of 332
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PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATIVE SUPPORT
OPERATIONS
Account: 0012144-2145 Fund: General
ABOUT
The Administrative Support Operations Division includes Crime Analysis, Communications and
Records.
SERVICES
• Provide police officers with actionable information by analyzing crime patterns, statistics and
trends
• Deliver public safety communication, including answering 911 and other calls and
dispatching appropriate emergency personnel
• Maintain and provide information and support for all records management, data entry and
processing, Public Records Act requests and retrieval of police records in accordance with
state-mandated procedures
RECENT ACCOMPLISHMENTS
• Earned an approval rating of 4.67 out of 5 based on 11,099 people surveyed when asked
how they would rate dispatch services
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,507,653$ 2,569,234$ 3,105,595$ 3,217,355$
Retirement Benefits 571,155 532,869 678,585 733,396
Health Insurance 282,746 290,291 431,133 375,737
Other Personnel Expenses 503,414 580,127 682,532 680,956
Personnel Services Subtotal 3,864,968 3,972,521 4,897,845 5,007,444
Operating Expenses
Professional & Contract Services 16,393 11,551 19,500 4,500
Supplies & Materials 25,620 29,241 25,500 28,600
Repair & Maintenance 164,061 208,168 169,950 174,939
Interdepartmental Charges 121,836 103,600 130,830 117,728
Other Operating Expenses 17,596 19,174 17,205 17,205
Capital Outlay 5,039 - - -
Operating Expenses Subtotal 350,545 371,734 362,985 342,972
TOTAL EXPENDITURES 4,215,513$ 4,344,255$ 5,260,830$ 5,350,416$
Full Time Positions 28.00 28.00 28.00 27.00
Hourly/FTE Positions 1.00 0.00 0.00 0.00
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• Received a passing score on the annual California Department of Justice Criminal Justice
Information Services audit for calendar year 2023
• Maintained full or near-full staffing across all divisions
• Implemented GovTransfer, a new workflow management software, to streamline records
requests
• Attained 911 call answer times well within the National Emergency Number Association
standards despite operating at minimum staffing levels
GOALS
• Incorporate existing and emerging public safety technologies to enhance our service to the
public, such as Live911 which bridges the gap between dispatch and officers in the field,
allowing officers to listen to 911 calls in real time, improving responses
• Prepare for the statewide migration to Next Generation 911, an emergency communications
infrastructure enabling voice and multimedia communications between the 911 caller, the
dispatcher and officers in the field
• Plan for the migration to a new Records Management System
• Maintain 911 call answer times above the national standards
Performance Measures
CY 2023
Actual
CY 2024
Actual
CY 2025
Projected Benchmark
Related
Strategic Plan
Goal
Percentage of 911 calls answered within first 10
seconds
94.67% 93.25% 95% N/A Quality of
Life & Safety
Percentage of 911 calls
answered within first 15
seconds
97.90% 97.01% 97%
90%
(national
standard)
Quality of
Life & Safety
Percentage of 911 calls
answered within first 20
seconds
98.87% 98.22% 98%
95%
(national
standard)
Quality of
Life & Safety
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PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL STANDARDS & SERVICES
Account: 0012119
0012122 0012140
Fund: General
ABOUT
The Professional Standards & Services Division supports the Police Department in the form of
training, internal affairs, recruitment and hiring.
SERVICES
• Recruit new employees, organize testing programs and conduct mandated pre-employment
investigations and Peace Officer Standards and Training
• Establish, maintain and enforce department professional standards and coordinate all
department training
• Investigate complaints against Police employees
• Provide information to the media to inform the public regarding crime activity in the city
• Develop and administer promotional testing within the Police Department
• Help improve the quality of life for city residents through crime prevention awareness and
education, and help reduce the community’s fear of crime through the dissemination of
information
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 887,678$ 789,076$ 785,457$ 840,818$
Retirement Benefits 230,466 205,513 258,433 299,622
Health Insurance 90,225 79,470 90,689 61,185
Other Personnel Expenses 109,890 108,714 126,873 108,581
Personnel Services Subtotal 1,318,259 1,182,773 1,261,452 1,310,206
Operating Expenses
Professional & Contract Services 83,998 113,004 104,000 104,000
Supplies & Materials 103,327 720,764 97,100 103,350
Repair & Maintenance - 16 20 20
Interdepartmental Charges 32,004 26,849 31,145 33,781
Other Operating Expenses 33,099 22,576 27,000 27,000
Capital Outlay - - 372,766 -
Operating Expenses Subtotal 252,428 883,209 632,031 268,151
TOTAL EXPENDITURES 1,570,687$ 2,065,982$ 1,893,483$ 1,578,357$
Full Time Positions 5.00 4.00 4.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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RECENT ACCOMPLISHMENTS
• Redesigned and implemented the Master Training Plan to outline the department’s training
philosophy, required trainings and the different levels of training and their authorization
process
• Collaborated with the Human Resources Department on modified duty, injured on duty and
temporarily totally disabled claims
• Implemented and oversaw the transition to the new Taser 10, a less than lethal platform to
be carried by officers and rangers while in an enforcement capacity
• Revised the employee evaluation process as well as internal and external complaint forms
• Hired 26 personnel in the Police Department including sworn, non-sworn and professional
staff to fill vacancies
GOALS
• Maintain adequate levels of staffing in all areas of the department to continue to maintain
an exceptional standard of service
• Onboard new employees with an extensive training and readiness program
• Update the internal affairs manual
• Purchase and implement virtual reality training technology and equipment that places
officers in realistic, high-pressure scenarios, helping them build confidence and improve
decision-making through repeated, hands-on practice in a safe, simulated environment that
couldn’t be recreated otherwise
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May 20, 2025 Item #11 Page 84 of 332
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PUBLIC WORKS
Public Works is responsible for planning,
providing and maintaining the infrastructure
that supports a high quality of life in the City
of Carlsbad. From city buildings and vehicles
to roads, habitat, safe, reliable water
supplies and more, Public Works oversees
responsible and sustainable management
practices for a wide variety of city assets.
This includes administration of the Capital
Improvement Program, a five-year budget
with a 15-year forecast that encompasses
planning, design and construction of road
and traffic improvements; major facilities
maintenance, repairs and renovation; storm
drain systems; water and wastewater
infrastructure; civic buildings and other
infrastructure projects. Public Works plays a
key role in promoting environmental
sustainability, enhancing options and
protecting public health and safety.
Paz Gomez
Deputy City Manager, Public Works
442-339-2751
paz.gomez@carlsbadca.gov
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May 20, 2025 Item #11 Page 86 of 332
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PUBLIC WORKS |
ADMINISTRATION
Account: 0018310 Fund: General ABOUT
Public Works Administration provides leadership and strategic vision for the entire Public Works
Branch, which is comprised of the Construction Management & Inspection, Fleet & Facilities,
Environmental Sustainability, Transportation and Utilities departments. It provides administrative
support services with a focus on alignment to the Strategic Plan, Community Vision and other City
Council initiatives.
SERVICES
• Provide leadership and management support, operating budget oversight, Capital
Improvement Program oversight, contract administration and records management
RECENT ACCOMPLISHMENTS
• Managed the CIP budgeting process that provides updated cost estimates, supports realistic
project delivery timelines based on available resources and offers improved transparency in
decision-making
• Updated Council Policy 55 to improve the process and provide greater clarity on
subcontractor substitution on public works contracts
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $798,582 $824,821 $867,300 $821,309
Retirement Benefits 169,614 169,633 204,782 195,129
Health Insurance 70,661 75,418 80,252 84,423
Other Personnel Expenses 24,810 25,662 55,439 40,144
Personnel Services Subtotal 1,063,667 1,095,534 1,207,773 1,141,005
Operating Expenses
Professional & Contract Services 100,049 112,497 111,700 67,500
Supplies & Materials 18,812 11,237 9,546 15,130
Repair & Maintenance 1,910 409 7,100 51,947
Interdepartmental Charges 235,716 324,900 173,647 197,401
Other Operating Expenses 21,867 12,736 23,272 19,041
Capital Outlay 0 - - -
Operating Expenses Subtotal 378,354 461,779 325,265 351,019
TOTAL EXPENDITURES $1,442,021 $1,557,313 $1,533,038 $1,492,024
Full Time Positions 5.90 6.00 6.00 5.70
Hourly/FTE Positions 1.60 1.60 1.50 1.50
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• Implemented the second phase of the enterprise asset management system, which included
the Utilities Department; initiated the third phase, which includes the Transportation
Department’s Pavement Management Program in the Engineering Division; and initiated the
fourth phase, which includes the Environmental Sustainability Department’s Watershed
Protection and Habitat Management divisions
• Executed master agreements with 29 consulting firms across 13 disciplines to provide
professional services supporting the delivery of departmental and CIP projects
• Earned three project awards from the San Diego and Imperial Counties Chapter of the
American Public Works Association for the following departments and projects: the Fleet &
Facilities Department Facilities Division for the Leo Carillo Ranch Roof Repair for Historic
Restoration project, the Transportation Department for the Safer Streets Together initiative,
and the Utilities Department for the Villas Lift Station Improvement project
• Received a team award from the American Public Works Association for Outstanding
Operations & Maintenance Personnel for implementation of the city’s new enterprise asset
management system, specifically recognizing staff from the Facilities Maintenance, Streets
and Storm Drain Maintenance divisions
• Attained two individual awards from the American Public Works Association for Outstanding
Service in a Public Agency: one award for the Transportation Director/City Engineer for
decades of dedicated service and one Award of Merit for a Senior Program Manager in the
Construction Management & Inspection Department for the Stormwater Compliance and
Green Infrastructure programs
• Secured a project award from the San Diego Section of the American Society of Civil
Engineers for Outstanding Small Project for construction of Temporary Fire Station 7
• Ranked by the NAFA Fleet Management Association as #8 of the 100 Best Public Fleets in
2024, rising from #33 in 2023
• Achieved recognition from the Solid Waste Association of North America for alignment with
the Environmental Protection Agency’s sustainable materials management objectives with
the successful adoption of the city’s Sustainable Materials Management Plan
GOALS
• Support an update of the city’s procurement policy and related administrative orders to
reflect current practices, procedures and legal requirements specific to public works
contracting
• Complete major update to Public Works standard contract templates to reflect updated
Greenbook engineering standards and streamline language
• Develop a standard operating procedure for construction staging areas to streamline the
process to designate an area for temporary contractor use while constructing city projects
• Continue to engage in the planning, design and implementation of a citywide portfolio
project management system that includes centralized schedule tracking for CIP projects
• Maintain focus on employee coaching, development and training for staff at all levels
throughout the branch
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PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General
ABOUT
Construction Management & Inspection ensures compliance with legal, regulatory and contractual
requirements during construction of CIP and private development projects.
SERVICES
• Manage construction of CIP projects and public works contracts for all departments
managing city assets
• Inspect and oversee private development grading, which includes monitoring contractor
compliance with city standards and approved site design
• Inspect and oversee stormwater compliance, which includes monitoring contractor
implementation of site-specific plans and temporary methods to prevent storm water
pollution during construction for NPDES requirements
• Manage Green Infrastructure Program, which includes annual notifications to property
owners of the required maintenance for water quality devices installed as part of
development projects to help protect waterways by preventing pollutants such as trash,
fertilizers, pesticides and sediment from making their way into local waterways
• Oversee all construction activity in the public right-of-way
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,781,181$ 1,479,849$ 1,615,046$ 1,686,335$
Retirement Benefits 415,260 345,984 408,043 445,546
Health Insurance 203,183 169,570 234,323 263,003
Other Personnel Expenses 56,130 49,394 63,768 68,080
Personnel Services Subtotal 2,455,754 2,044,797 2,321,180 2,462,964
Operating Expenses
Professional & Contract Services 203,657 111,906 242,209 258,048
Supplies & Materials 11,355 9,931 12,027 13,823
Repair & Maintenance 685 886 314 314
Interdepartmental Charges 406,978 683,092 477,302 506,175
Other Operating Expenses 14,301 12,546 15,260 18,000
Capital Outlay - - - -
Operating Expenses Subtotal 636,976 818,361 747,112 796,360
TOTAL EXPENDITURES 3,092,730$ 2,863,158$ 3,068,292$ 3,259,324$
Full Time Positions 16.20 15.00 15.00 15.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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RECENT ACCOMPLISHMENTS
• Received the 2024 Honor Award from the San Diego and Imperial Counties Chapter of the
American Public Works Association for the Villas Sewer Lift Station Replacement project to
acknowledge the successful flow bypass operations during construction and best
management practices that ensured safety and minimal impacts to the public
• Conducted construction management and inspection services on significant CIP projects and
citywide emergency responses, including the:
o Safer Streets Together initiative,
o Trieste Slope Repair project,
o Storm Related Local Emergency for Removal of Sediment and Vegetation on the Buena
Vista Creek Concrete Channel storm-related emergency protection activities,
o Carlsbad Boulevard Pedestrian Improvement project,
o Traffic calming projects on Park Drive, Black Rail Road, Plum Tree Road, Carillo Way,
Victoria Avenue, Highland Drive, Nueva Castilla Way and Circulo Sequoia
o Downtown and Terramar Small Diameter Water Main Replacement project, and
o Palomar Airport Waterline Realignment project
• Provided construction inspection services for private development projects such as Marja
Acres, Ionis Lots 21 & 22, Chick-fil-A, FPC Residential, Pacific Wind apartments, Carlsbad
Raceway Business Park and Aviara Apartments East
• Continued to inspect work in the right-of-way for 5G communications infrastructure
installation throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement
actions resulting in zero construction-related notices of violation from the Regional Water
Quality Control Board to date
GOALS
• Develop and implement a pilot contractor performance evaluation process to improve
accountability throughout a public works project
• Work with property owners to reduce pollution and improve water quality through the city’s
Green Infrastructure Program with the goal of receiving at least a 75% response rate on the
annual Green Infrastructure maintenance verification
• Continue to maintain stormwater compliance on CIP projects with a goal of no violations
from the Regional Water Quality Control Board
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of property
owners that respond to
the annual Green
Infrastructure
maintenance verification
83% 75% 75% 75%
Sustainability &
the Natural
Environment
Construction
stormwater violations on
CIP projects
0 0 0 0
Sustainability &
the Natural
Environment
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUMMARY
ENVIRONMENTAL SUSTAINABILITY
• Climate Action Plan and Habitat Management
• Sustainable Materials Management
• Watershed Protection
ABOUT
The General Fund portion of the Environmental Sustainability Department budget includes the
Climate Action Plan, Habitat Management and Watershed Protection Divisions, which is also
responsible for the coordination of the municipal component of the National Pollutant Discharge
Elimination System Municipal Stormwater Permit. These divisions integrate components of the
department’s environmental and sustainability guiding principles and support the 5-year Carlsbad
Strategic Plan Goal of Sustainability & the Natural Environment.
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,550,644$ 1,601,492$ 1,670,130$ 1,875,428$
Retirement Benefits 383,452 369,975 416,075 489,328
Health Insurance 220,745 230,439 247,975 275,623
Other Personnel Expenses 91,353 279,962 57,052 64,282
Personnel Services Subtotal 2,246,194 2,481,868 2,391,232 2,704,661
Operating Expenses
Professional & Contract Services 1,417,564 1,210,323 1,196,996 1,567,247
Supplies & Materials 144,559 111,848 60,407 64,410
Repair & Maintenance 5 599 50 400
Interdepartmental Charges 842,040 1,202,311 1,078,677 1,050,380
Other Operating Expenses 29,284 31,605 26,088 28,520
Capital Outlay 129,956 22,000 - -
Operating Expenses Subtotal 2,563,408 2,578,686 2,362,218 2,710,957
TOTAL EXPENDITURES 4,809,602$ 5,060,554$ 4,753,450$ 5,415,618$
General Fund 1,205,943 1,250,959 1,210,630 1,707,609
Enterprise Fund 3,603,659 3,809,595 3,542,820 3,708,009
TOTAL FUNDING 4,809,602$ 5,060,554$ 4,753,450$ 5,415,618$
Full Time Positions 17.60 17.50 16.50 17.00
Hourly/FTE Positions 1.50 1.50 1.50 1.50
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: CLIMATE ACTION PLAN AND
HABITAT MANAGEMENT
Account: 0015110 0015130 Fund: General
SERVICES
• Coordinate with multiple city departments to oversee Climate Action Plan implementation,
collect monitoring data and prepare an annual report for the public and the City Council
• Prepare and update a public-facing CAP dashboard that provides information and data
regarding energy, transportation carbon sequestration and waste diversion
• As directed by City Council, update the CAP every five years
• Coordinate the preparation of a community-wide greenhouse gas emissions inventory with
future projections
• Fulfill city regulatory requirements related to the CAP
• Perform outreach and education related to CAP activities and respond to public inquiries
• Manage the Carlsbad Green Business Program, which supports and recognizes local
businesses for adopting environmentally sustainable practices
• Engage in groups like the San Diego Regional Climate Collaborative to collaborate, share
expertise and advance sustainability efforts
• Research and monitor upcoming regulations, funding opportunities and activities related to
climate mitigation, adaptation, resilience and equity
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan regulations for private and city CIP projects
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 302,502$ 304,095$ 381,694$ 501,633$
Retirement Benefits 71,396 74,917 93,421 129,838
Health Insurance 36,234 38,630 44,033 54,661
Other Personnel Expenses 9,851 10,629 12,382 16,021
Personnel Services Subtotal 419,983 428,271 531,530 702,153
Operating Expenses
Professional & Contract Services 424,174 424,622 284,362 603,112
Supplies & Materials 9,635 6,301 6,307 10,620
Repair & Maintenance - 38 20 50
Interdepartmental Charges 97,308 148,637 125,647 120,509
Other Operating Expenses 8,466 1,651 5,668 8,100
Capital Outlay - - - -
Operating Expenses Subtotal 539,583 581,249 422,004 742,391
TOTAL EXPENDITURES 959,566$ 1,009,520$ 953,534$ 1,444,544$
Full Time Positions 2.55 2.70 2.90 3.40
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 92 of 332
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• Oversee non-profit preserve managers to ensure Habitat Management Plan compliant
biological management, monitoring and reporting across the citywide preserve system
• Collaborate with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife
and California Coastal Commission staff to ensure solutions-oriented Habitat Management
Plan implementation
• Represent the city in regional conservation organizations, including San Diego Management
and Monitoring Program and SANDAG Habitat Conservation Taskforce
• Facilitate regional and local conservation-related scientific research, biological monitoring
and adaptive management
• Coordinate preserve inspection program and Ward’s weed control program
RECENT ACCOMPLISHMENTS
• Completed a comprehensive update to the city’s CAP, which included presentations to the
Planning Commission and the City Council
• Joined the Cleantech San Diego board and Governor’s Office of Land Use and Climate
Innovation’s CAP Technical Advisory Group to foster collaboration and share expertise
• Continued the pilot adaptive management program to enhance and protect two endangered
plant species and rare native grassland habitat
• Completed all municipal inspections as required by the Municipal Stormwater Permit
GOALS
• Implement the updated CAP with focus on the 2025 monitoring benchmarks
• Continue implementation of the Carlsbad Green Business Program
• Advance implementation of the Habitat Management Program by ensuring consistency with
regulatory requirements—including target preserve acres—and report out to the resource
agencies and the public annually
• Continue preserve inspection program to assess conservation areas, the adaptive
management program to respond to environmental changes and the trail monitoring pilot
project to evaluate trail conditions and usage
• Transition the Beach Preservation Commission to the Environmental Sustainability
Commission, as directed by the City Council
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
New Carlsbad Green
Business Program
certifications
19 12 12 N/A
Sustainability &
the Natural
Environment
Acreage goal added to
Habitat Management
Plan area
96% 96% 96% N/A
Sustainability &
the Natural
Environment
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes $250,000 in one-time budget appropriations to initiate
vegetation management project to remove additional non-native species and dead vegetation to
minimize fire risk and exposure, given the impacts of recent large-scale fires in Los Angeles County.
This is a continuation of efforts approved by the City Council mid-year 2024-25.
May 20, 2025 Item #11 Page 93 of 332
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PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: SUSTAINABLE MATERIALS
MANAGEMENT
Account: 0015120 520XXXX Fund: General Enterprise
ABOUT
In alignment with the Carlsbad Municipal Code and General Plan, the Sustainable Materials
Management Division coordinates implementation of a comprehensive citywide waste reduction and
recycling program, ensuring full compliance with state regulations governing waste reduction,
diversion and the proper disposal of solid waste. Division staff manage the franchise agreement for
waste hauling and recycling services, oversee the Palomar Transfer Station agreement for disposal
services, lead waste reduction and diversion outreach and education initiatives and ensure the safe
disposal of household hazardous waste. Through these efforts, the division actively contributes to a
more sustainable and environmentally responsible community.
SERVICES
• Represent the city at meetings related to sustainable materials management with
CalRecycle, businesses, residents and other stakeholders
• Oversee the municipal waste reduction, diversion and other sustainability programs
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 723,050$ 693,998$ 650,186$ 709,278$
Retirement Benefits 187,090 160,741 163,418 186,091
Health Insurance 87,708 82,926 83,652 90,938
Other Personnel Expenses 27,222 24,857 22,919 25,249
Personnel Services Subtotal 1,025,070 962,522 920,175 1,011,556
Operating Expenses
Professional & Contract Services 629,425 471,919 400,120 400,120
Supplies & Materials 126,961 100,058 44,200 43,950
Repair & Maintenance - 285 - 250
Interdepartmental Charges 322,668 497,769 506,947 497,300
Other Operating Expenses 15,875 20,774 12,800 12,800
Capital Outlay 129,956 22,000 - -
Operating Expenses Subtotal 1,224,885 1,112,805 964,067 954,420
TOTAL EXPENDITURES 2,249,955$ 2,075,327$ 1,884,242$ 1,965,976$
General Fund 246,377 241,439 257,096 263,065
Enterprise Fund 2,003,578 1,833,888 1,627,146 1,702,911
TOTAL FUNDING 2,249,955$ 2,075,327$ 1,884,242$ 1,965,976$
Full Time Positions 9.65 8.65 7.30 7.35
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 94 of 332
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D-11
• Coordinate grant activities, including local, state and national grant applications with the City
Council’s approval, implementing grant activities, tracking expenses and submitting reports
• Coordinate outreach and education targeted at increasing recycling and other diversion
programs for residents, businesses, municipal employees and the public
• Organize annual Earth Month and Earth Day events promoting recycling, proper disposal of
household hazardous waste, composting and beach cleanup
• Conduct annual rate analysis to determine cost-effective practices for the franchise
agreement, including trash and recycling services
• Submit required annual recycling, composting and disposal reports to CalRecycle
• Engage community to decrease waste and increase recycling and compost practices
RECENT ACCOMPLISHMENTS
• Provided outreach and education to all multifamily properties and businesses in the city on
new single-use plastics ordinances and organics requirements
• Hosted Fix-It clinic events, compost giveaway events and an e-waste collection event to
promote sustainable practices and encourage responsible waste management
• Continued to work in all school districts assisting with education programs, staff training and
incorporating the waste hauler
• Presented at the California Resource Recovery Association and Waste Expo conferences on
sustainable initiatives implemented in the city
• Expanded edible food recovery efforts by providing funding opportunities to food recovery
organizations that supported local businesses
• Reviewed special event applications for compliance with recycling and trash best practices
• Recognized by the Solid Waste Association of North America for advancing the
Environmental Protection Agency’s sustainable materials management objectives with the
successful adoption of the Sustainable Materials Management Plan, food recovery funding,
schools recycling, organic waste composting, awards and the city’s Earth Month celebration
• Revised city departments’ Sustainability Action Plans to improve recycling practices, increase
awareness, and enhance tracking of waste diversion efforts within their operations
GOALS
• Monitor waste diversion and recycling programs at the Palomar Transfer Station
• Increase waste diversion in the commercial sector by focusing on technical assistance
targeting high trash-generating businesses with low diversion rates
• Continue tracking per capita disposal rate in pounds per person per day to verify accuracy
and monitor improvement
Performance Measure
FY 20234
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pounds per person sent to landfill 7.0 lbs. 7.0 lbs. 7.2 lbs. N/A
Sustainability &
the Natural
Environment
Organics diverted from
the landfill (tons)
28,384
tons
28,955
tons
29,005
tons N/A
Sustainability & the Natural
Environment
May 20, 2025 Item #11 Page 95 of 332
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D-12
PUBLIC WORKS |
ENVIRONMENTAL SUSTAINABILITY: WATERSHED PROTECTION
Account: 5215110 Fund: Enterprise
ABOUT
This budget supports leadership and stewardship of the city’s resources, including our creeks, lagoons
and ocean, through the Watershed Protection Division’s coordination of the citywide protection
program. The division also helps the city maintain compliance with the National Pollutant Discharge
Elimination System Municipal Stormwater Permit issued by the San Diego Regional Water Quality
Control Board—a regional permit that covers 39 copermittees from municipal, county government
and special district entities who own and operate large storm drain systems that discharge water
runoff to surface waters throughout the region. The Municipal Stormwater Permit covers eleven
watershed management areas in the region, including the Carlsbad Watershed area.
SERVICES
• Act as the Principal Copermittee in the Carlsbad Watershed management area, serving as a
liaison with the Regional Board, ensuring submittal of annual reports and participating in the
planning committee
• Represent the city at meetings with the California Environmental Protection Agency, Regional
Board, copermittees, environmental nonprofit groups and other stakeholders
• Assess businesses to ensure proper pollution prevention, prevent discharges into the storm
drain system, and protect receiving waters, which may require follow-up visits, targeted
education or enforcement
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 525,092$ 603,399$ 638,250$ 664,517$
Retirement Benefits 124,966 134,317 159,236 173,399
Health Insurance 96,803 108,883 120,290 130,024
Other Personnel Expenses 54,280 244,476 21,751 23,012
Personnel Services Subtotal 801,141 1,091,075 939,527 990,952
Operating Expenses
Professional & Contract Services 363,965 313,782 512,514 564,015
Supplies & Materials 7,963 5,489 9,900 9,840
Repair & Maintenance 5 276 30 100
Interdepartmental Charges 422,064 555,905 446,083 432,571
Other Operating Expenses 4,943 9,180 7,620 7,620
Capital Outlay - - - -
Operating Expenses Subtotal 798,940 884,632 976,147 1,014,146
TOTAL EXPENDITURES 1,600,081$ 1,975,707$ 1,915,674$ 2,005,098$
Full Time Positions 5.40 6.15 6.30 6.25
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 96 of 332
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D-13
• Identify and eliminate illicit water discharges into the storm drain system as required by the
Municipal Stormwater Permit, including responding to and investigating complaints,
performing field screening at major outfalls and managing a public hotline
• Oversee the city’s implementation of statewide Trash Amendments, to comply with the
State Water Resources Control Board’s Trash Provisions and reduce pollution in state waters
RECENT ACCOMPLISHMENTS
• Managed the contract for a coordinator to assist with updating and implementing the Water
Quality Improvement Plan for the Carlsbad Watershed management area, which will
optimize its compliance with the Municipal Stormwater Permit
• Submitted the Carlsbad Watershed Water Quality Improvement Plan and the Jurisdictional
Runoff Management Program Annual Reports to the Regional Board
• Worked interdepartmentally to implement state mandated trash control measures to keep
trash out of the storm drain system and downstream waterbodies
• Hosted volunteer cleanup sites and provided other outreach and education activities within
the city and regionally
• Completed all state-mandated water quality monitoring and annual stormwater inspections
GOALS
• Implement a monitoring program to evaluate storm drain system discharges, including water
quality monitoring, sediment quality monitoring and other studies
• Create a public outreach program to promote behavior changes that reduce the discharge of
pollutants into the storm drain system and protect water quality in the receiving waters
• Implement all required strategies and numeric goals of the Water Quality Improvement Plan
• Utilize innovative approaches to execute the city’s Jurisdictional Runoff Management
Program alongside the Carlsbad Watershed Water Quality Improvement Plan and submit
reports to the Regional Board
• Prepare for implementation of the revised Municipal Stormwater Permit which will include
new requirements to control trash
• Conduct all annual inspections of existing development and water quality monitoring
required by the Municipal Stormwater Permit
• Respond to at least 90% of illicit discharge emergencies within 45 minutes and detect and
eliminate 100% of illicit discharges
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of emergency
response times under 45 minutes for illicit
discharges
96% 90% 90% 90%
Sustainability &
the Natural
Environment
Illicit discharges detected
and eliminated 100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 20, 2025 Item #11 Page 97 of 332
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D-14
PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY
FLEET & FACILITIES
• Facilities
• Fleet Maintenance & Replacement
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,896,970$ 3,184,239$ 3,386,717$ 3,606,485$
Retirement Benefits 611,972 655,964 769,100 863,826
Health Insurance 529,529 583,292 652,776 686,602
Other Personnel Expenses 153,544 285,948 127,420 150,195
Personnel Services Subtotal 4,192,015 4,709,443 4,936,013 5,307,108
Operating Expenses
Professional & Contract Services 1,337,151 1,303,867 885,371 987,921
Supplies & Materials 2,576,792 2,325,377 2,398,514 2,497,571
Repair & Maintenance 1,262,464 1,293,213 1,461,060 1,535,042
Interdepartmental Charges 786,546 1,450,591 948,285 1,258,914
Other Operating Expenses 629,450 653,085 632,668 687,456
Capital Outlay 1,650,055 2,446,181 4,598,574 7,343,365
Operating Expenses Subtotal 8,242,458 9,472,314 10,924,472 14,310,269
TOTAL EXPENDITURES 12,434,473$ 14,181,757$ 15,860,485$ 19,617,377$
General Fund 6,812,114$ 7,532,550$ 7,191,930$ 7,595,431$
Internal Service Fund 5,569,359$ 6,593,576$ 8,611,435$ 11,960,946$
Special Revenue Fund 53,000$ 55,631$ 57,120$ 61,000$
TOTAL FUNDING 12,434,473$ 14,181,757$ 15,860,485$ 19,617,377$
Full Time Positions 34.95 35.95 35.95 37.20
Hourly/FTE Positions 6.90 8.40 8.40 8.40
May 20, 2025 Item #11 Page 98 of 332
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PUBLIC WORKS |
FLEET & FACILITIES: FACILITIES
Account: 0015310 0015320
3155110
Fund: General
Special Revenue-Parking in Lieu
ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains
quality indoor public spaces. Additionally, this division oversees the design and construction work for
new city facilities and building renovation projects and operates the Safety Training Center.
SERVICES
• Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial
services, as well as set-up of offices and meeting rooms
• Provide building construction, improvements, renovations, repairs and relocation
• Operate the Safety Training Center for public safety personnel training as well as provide
leasing and rental opportunities to federal, state and local agencies and programs
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,027,002$ 2,233,604$ 2,437,148$ 2,508,077$
Retirement Benefits 415,848 458,217 540,611 585,229
Health Insurance 345,885 386,212 440,694 428,477
Other Personnel Expenses 73,962 83,832 92,583 104,326
Personnel Services Subtotal 2,862,697 3,161,865 3,511,036 3,626,109
Operating Expenses
Professional & Contract Services 1,306,531 1,266,250 849,028 939,537
Supplies & Materials 726,504 577,071 581,819 599,920
Repair & Maintenance 801,167 898,671 1,067,966 1,071,467
Interdepartmental Charges 561,311 1,037,153 630,020 752,486
Other Operating Expenses 601,201 611,989 609,181 661,912
Capital Outlay 5,703 35,182 - 5,000
Operating Expenses Subtotal 4,002,417 4,426,316 3,738,014 4,030,322
TOTAL EXPENDITURES 6,865,114$ 7,588,181$ 7,249,050$ 7,656,431$
General Fund 6,812,114$ 7,532,550$ 7,191,930$ 7,595,431$
Special Revenue Fund 53,000 55,631 57,120 61,000
Total Funding 6,865,114$ 7,588,181$ 7,249,050$ 7,656,431$
Full Time Positions 24.85 25.85 25.85 26.00
Hourly/FTE Positions 5.90 7.40 7.40 7.40
May 20, 2025 Item #11 Page 99 of 332
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RECENT ACCOMPLISHMENTS
• Established the framework to develop a facility asset management program with data
collected in a recently completed citywide facility condition assessment
• Completed 1,731 facilities service requests submitted via the city’s work order management
system
• Began using the city’s developing asset management program to develop preventative
maintenance procedures for various building systems
• Completed construction work for all phases of the Police & Fire Headquarters renovation
project including the Emergency Operations Center renovation
• Awarded a contract and commenced construction of the Monroe Street Pool Replacement
project
• Completed the Alga Norte Aquatic Center family restroom renovation project
• Awarded a contract and began construction of the Fleet Fuel Island Upgrade project
• Completed the Schulman Auditorium renovation project upgrading the audiovisual systems
• Finished construction of the Senior Center roof replacement project and the Calavera Hills
Community Center refurbishment project
• Received a project award from the San Diego Section of the American Society of Civil
Engineers for Outstanding Small Project for construction of Temporary Fire Station 7
• Supported 53 training days for 12 outside agency leases at the Safety Training Center
generating $45,000 in revenue through April 2025.
• Recycled 2,284 pounds of brass shell casings, 4,586 pounds of lead and copper from indoor
shooting range activities and 5,627 pounds of scrap metal
GOALS
• Continue to monitor building maintenance costs per square foot with the goal of limiting
cost increases to annual CPI; benchmark costs per square foot are from the International
Facilities Maintenance Association’s Benchmark Report for 2022 adjusted by CPI
• Develop a comprehensive city facility electrical inspection and maintenance program
• Explore opportunities for projects to promote sustainable energy use and production
• Complete construction of the State Street Parking Lot Electric Vehicle Charging project
• Commence construction of the Fleet Maintenance Refurbishment project
• Complete the design work for the Orion Center project and obtain building permit ready
plans, specifications and contract documents
• Complete construction work for the Fleet Fuel Island Upgrade project
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Total number of city-
owned EV charging
parking stalls 50 54 74 Annual
increases
Sustainability &
the Natural
Environment
Building maintenance
($/square foot) $4.44 $4.70 $4.86 N/A
Organizational
Excellence &
Fiscal Health
May 20, 2025 Item #11 Page 100 of 332
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D-17
PUBLIC WORKS |
FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT
Account: 6205460 6215461 Fund: Vehicle Maintenance Fund Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 490 vehicles and equipment necessary to achieve the city’s mission of
delivering quality and efficient services safely, affordably and in compliance with all regulations.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges to
departments based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge to departments for
each vehicle or equipment in service. This program funds asset replacement and vehicle outfitting.
Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and
bidding processes. Revenue is collected from the sale of retired city fleet assets at auction and used
to offset future costs within respective departments.
SERVICES
• Provide safe, appropriately managed and maintained vehicles for use by city staff, inspect
vehicles per requirements of the biennial inspection of terminals and smog programs and
maintain 24/7 road call services for emergency vehicles
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 869,968$ 950,635$ 949,569$ 1,098,408$
Retirement Benefits 196,124 197,747 228,489 278,597
Health Insurance 183,644 197,080 212,082 258,125
Other Personnel Expenses 79,582 202,116 34,837 45,869
Personnel Services Subtotal 1,329,318 1,547,578 1,424,977 1,680,999
Operating Expenses
Professional & Contract Services 30,620 37,617 36,343 48,384
Supplies & Materials 1,850,288 1,748,306 1,816,695 1,897,651
Repair & Maintenance 461,297 394,542 393,094 463,575
Interdepartmental Charges 225,235 413,438 318,265 506,428
Other Operating Expenses 28,249 41,096 23,487 25,544
Capital Outlay 1,644,352 2,410,999 4,598,574 7,338,365
Operating Expenses Subtotal 4,240,041 5,045,998 7,186,458 10,279,947
TOTAL EXPENDITURES 5,569,359$ 6,593,576$ 8,611,435$ 11,960,946$
Full Time Positions 10.10 10.10 10.10 11.20
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 20, 2025 Item #11 Page 101 of 332
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• Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
• Evaluate the city fleet annually to identify units eligible for replacement or reduction in
accordance with Administrative Order 3
• Advise on development of specifications for the purchase of replacement units that satisfy
client department requirements while optimizing life cycle return on investment in
alignment with the Climate Action Plan
• Purchase replacement units and identify opportunities to increase fleet electrification and
electric vehicle charging infrastructure
RECENT ACCOMPLISHMENTS
• Achieved recognition from the National Association of Fleet Managers, ranking as the 8th
best public fleet in the nation in 2024
• Implemented GPS vehicle telematics program for city vehicles
• Increased inventory of low-emission vehicles from 96 vehicles last year to 106 vehicles
• Activated 32 new vehicles and equipment and received $70,000 in revenue for the sale of
two retired ambulances in fiscal year 2024-25
• Received conditional award of $500k in grant funding to complete Phase 3 installations of DC
Fast Charging at Fleet Depot
GOALS
• Transition all passenger fleet vehicle purchases to electric vehicles, except for public safety
vehicle purchases—which will be electric where feasible—in compliance with the updated
Climate Action Plan and the Strategic Plan
• Assess and improve fleet data management techniques and analytical processes for
enhanced city reporting capabilities
• Increase low- and zero-emission vehicle miles traveled, or VMT, to 40% of total annual fleet
VMT or 1,000,000 miles
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of non-public
safety fleet vehicles that
are electric or hybrid
49 55 67
Consistent
annual
increases
Sustainability &
the Natural
Environment
Fleet vehicles ready for
active service 98.6% 98% 98% 98%
Organizational
Excellence &
Fiscal Health
City-related vehicle miles
traveled by
low/zero emission
vehicles
35% 38% 40% 25% by
2035
Sustainability &
the Natural
Environment
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Fleet & Facilities added .25 FTE, converting the Administrative Secretary position from a three-
quarter time position to a full-time position. Additionally, the Fleet Services Division is adding one
full-time Equipment Technician.
May 20, 2025 Item #11 Page 102 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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PUBLIC WORKS |
TRANSPORTATION: SUMMARY
TRANSPORTATION
• Storm Drain Maintenance & Engineering
• Traffic, Mobility, Transportation Engineering & Streets Maintenance
• Buena Vista Channel, Lighting & Landscaping Districts
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $606,752 $623,142 $646,306 $771,270
Retirement Benefits 144,417 147,640 158,495 199,187
Health Insurance 100,542 103,650 132,828 136,605
Other Personnel Expenses 49,210 22,413 32,618 44,525
Personnel Services Subtotal 900,921 896,845 970,247 1,151,587
Operating Expenses
Professional & Contract Services 447,359 444,657 194,107 571,107
Supplies & Materials 30,180 23,053 24,600 32,950
Repair & Maintenance 649,851 568,372 600,900 1,250,200
Interdepartmental Charges 317,615 446,194 537,007 556,771
Other Operating Expenses 65,814 68,520 83,600 98,700
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,510,819 1,550,796 1,440,214 2,509,728
TOTAL EXPENDITURES $2,411,740 $2,447,641 $2,410,461 $3,661,315
General Fund 385,419 448,878 409,035 607,297
Enterprise Fund 2,026,321 1,998,763 2,001,426 3,054,018
TOTAL FUNDING 2,411,740$ 2,447,641$ 2,410,461$ 3,661,315$
Full Time Positions 7.00 7.35 6.60 7.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 103 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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PUBLIC WORKS |
TRANSPORTATION: STORM DRAIN MAINTENANCE & ENGINEERING
Account: 0016310
5216310
Fund: General
Enterprise-Storm Drain Maintenance
ABOUT
The Transportation Storm Drain Maintenance & Engineering divisions are responsible for maintaining
and improving the city’s storm drain infrastructure.
SERVICES
• Address various drainage infrastructure and stormwater maintenance issues citywide
• Develop plans, specifications and estimates and provide project or design management of
projects involving storm drain assets
• Optimize maintenance efforts by monitoring and addressing new and ongoing drainage issues
• Perform inspections and maintenance of the storm drain system
RECENT ACCOMPLISHMENTS
• Completed emergency work in the concrete channel area for the Buena Vista Channel
Emergency Clearing and Debris Removal Project and on the Trieste Slope Restoration Project
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $606,752 $623,142 $646,306 $771,270
Retirement Benefits 144,417 147,640 158,495 199,187
Health Insurance 100,542 103,650 132,828 136,605
Other Personnel Expenses 49,210 22,413 32,618 44,525
Personnel Services Subtotal 900,921 896,845 970,247 1,151,587
Operating Expenses
Professional & Contract Services 447,359 444,657 194,107 571,107
Supplies & Materials 30,180 23,053 24,600 32,950
Repair & Maintenance 649,851 568,372 600,900 1,250,200
Interdepartmental Charges 317,615 446,194 537,007 556,771
Other Operating Expenses 65,814 68,520 83,600 98,700
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,510,819 1,550,796 1,440,214 2,509,728
TOTAL EXPENDITURES $2,411,740 $2,447,641 $2,410,461 $3,661,315
General Fund 385,419 448,878 409,035 607,297
Enterprise Fund 2,026,321 1,998,763 2,001,426 3,054,018
TOTAL FUNDING 2,411,740$ 2,447,641$ 2,410,461$ 3,661,315$
Full Time Positions 7.00 7.35 6.60 7.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 104 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-21
• Finished construction of Park Drive Drainage and Street Improvement project
• Completed annual vegetation clearing and trash removal of the Buena Vista Creek Channel
Maintenance District project
• Concluded vegetation clearing for channel maintenance in the Agua Hedionda Creek
between the bridges of Cannon Road and El Camino Real as approved by the California
Department of Fish and Wildlife
• Applied to the California Department of Fish and Wildlife for a new streambed alteration
agreement for vegetation clearing and maintenance in the Agua Hedionda Creek between
the bridges of Cannon Road and El Camino Real
• Obtained emergency permits from regulatory agencies and initiated construction phase for
emergency repair of the channel adjacent to Kelly Drive
• Cleaned out portions of the Kelly Channel
• Completed construction of the Kelly Channel embankment emergency repair project
• Carried out testing of the street-sweeping debris to ensure compliance with regulatory
requirements
GOALS
• Complete the engineering and environmental phase and initiate the construction phase for
multiple storm drain repair projects, including Highland-Hoover, corrugated metal pipe
replacements and Carlsbad Boulevard and Juniper Avenue storm drain repair
• Obtain a new streambed alteration agreement from the California Department of Fish and
Wildlife and complete triannual vegetation cutting and trash/debris removal at the Agua
Hedionda Creek between the bridges of Cannon Road and El Camino Real
• Complete channel maintenance and prepare the annual report detailing vegetation cutting
and debris removal for the Buena Vista Creek Channel Maintenance District project
• Finalize the Drainage Master Plan update
• Complete all annual inspections and manage high-priority cleanings
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Two significant changes include the $650,000 increase to the street sweeping contract, reflecting
rising service costs, and a $2 million increase in the revenue budget for a General Fund transfer. The
latter is to help cover storm drain expenses while a cost study is being completed.
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Curb mile of streets
swept to mitigate debris
per month
1,800
(100%)
1,800
(100%)
1,824
(100%)
1,824
(100%)
Quality of
Life & Safety
Tons of debris removed
from city streets from
street sweeping
1,154 tons 900 tons 1,000 tons N/A Quality of
Life & Safety
Percentage of Agua
Hedionda Lagoon
channels cleaned
100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 20, 2025 Item #11 Page 105 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-22
PUBLIC WORKS |
TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION
ENGINEERING & STREETS MAINTENANCE
Account: 0018410
00186XX 00187XX
Fund: General
ABOUT
Traffic, Mobility, Transportation Engineering & Streets Maintenance divisions maintain and improve
the road infrastructure and keep people moving. They are responsible for enhancing mobility and
safety citywide through ongoing transportation planning, streets and traffic engineering, streets
maintenance and signal operations activities.
SERVICES
• Plan traffic needs, review development projects, and manage traffic signals and engineering
• Address public concerns, study traffic issues, and make safety improvements
• Maintain streets, including signs, markings, graffiti removal, trash pickup, and repairs to
potholes and sidewalks
RECENT ACCOMPLISHMENTS
• Completed traffic calming improvements for Park Drive, Black Rail Road, Plum Tree Road and
Carrillo Way to slow traffic and enhance safety
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $3,282,209 $3,262,366 $3,568,906 $3,725,379
Retirement Benefits 823,941 757,370 909,235 994,573
Health Insurance 511,235 525,527 652,388 644,312
Other Personnel Expenses 113,934 109,328 174,505 209,719
Personnel Services Subtotal 4,731,319 4,654,591 5,305,034 5,573,983
Operating Expenses
Professional & Contract Services 1,435,297 962,201 1,003,158 1,138,554
Supplies & Materials 451,555 365,706 338,097 455,107
Repair & Maintenance 481,259 489,499 583,918 649,300
Interdepartmental Charges 1,761,273 2,079,907 2,791,612 3,415,283
Other Operating Expenses 223,806 198,636 230,348 254,403
Capital Outlay 558,337 263,796 80,000 100,000
Operating Expenses Subtotal 4,911,527 4,359,745 5,027,133 6,012,647
TOTAL EXPENDITURES $9,642,846 $9,014,336 $10,332,167 $11,586,630
Full Time Positions 34.65 34.50 35.25 34.35
Hourly/FTE Positions 1.00 1.00 1.00 0.50
May 20, 2025 Item #11 Page 106 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-23
• Completed the first phase of the Village parking study to identify opportunities to increase
on-street parking
• Developed Safe Routes to School plans for Hope and Jefferson Elementary schools and Sage
Creek High School to improve walking and biking safety for students
• Awarded contracts for El Camino Real Widening from Sunny Creek Road to Jackspar Drive
project, Beach Access Repair and Upgrades from Pine to Tamarack and Village and Barrio
Traffic Circles projects
• Completed the 2023 Slurry Seal project, covering 38 miles of city streets, Park Drive Street
and Drainage Improvements, and Kelly Drive Channel Emergency Repair projects.
• Repainted all-direction crosswalks at Carlsbad Village Drive and Grand Avenue
• Replaced 21,903 square feet of asphalt in the city right-of-way and approximately 3,500
square feet of concrete sidewalks, year-to-date
• Completed over 16,000 utility mark-outs and 1,000 striping work orders and addressed 500
graffiti locations and replaced 300 street signs
GOALS
• Finalize Carlsbad Residential Traffic Management Program update and initiate second phase
of Carlsbad Residential Traffic Management Program on key streets
• Complete design of Faraday Avenue improvements for future Veterans Memorial Park
Project and Paseo Del Norte Pedestrian and Bike Improvements Project
• Complete the second phase of the Village parking study to increase on-street parking.
• Develop scope for School Traffic Safety Improvements and identify additional schools to
develop a Safe Routes to School Plan for FY 2025-26
• Complete Drainage Master Plan update and drainage improvements at various locations.
• Complete construction of the El Camino Real Widening from Sunny Creek Road to Jackspar
Drive, Barrio Traffic Circles, 2025 Concrete Repair, 2025 Resurfacing, 2024 Sidewalk
Construction, and 2024 American with Disabilities Improvement projects
• Start construction of El Camino Real Widening from Poinsettia Lane to Camino Vida Roble
• Complete design and initiate construction of the Barrio lighting project
• Start construction of Beach Access Repair and Upgrades project from Pine to Tamarack
• Identify new potential trip hazards and address the needed repair work citywide
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of residential
traffic-related requests
completed
70%
(155/221)
90%
(180/200) 90%
N/A;
consistent
with staff
capacity
Quality of
Life & Safety
Percentage of residential
traffic calming projects
completed
100%
(8/8) 100% (3/3) 100%
(2/2) 100% Quality of
Life & Safety
May 20, 2025 Item #11 Page 107 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-24
PUBLIC WORKS |
TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING &
LANDSCAPING DISTRICTS
Account: 162
163
164
Fund: Special Revenue- Street Light Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD 2
ABOUT
The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel
Maintenance Assessment District, which funds costs for the maintenance of the Buena Vista Creek
Channel drainage system from Jefferson Street east to the South Vista Way bridge. The
Transportation Department also provides oversight of the Lighting & Landscaping District 2 and Street
Light Maintenance funds, which provide maintenance of streetlights, decorative lighting, street trees
and medians within the district boundaries covering newer developments in the city.
SERVICES
• Maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way
bridge
• Maintain and repair streetlamps and decorative lighting
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $164,048 $176,988 $175,440 $186,130
Retirement Benefits 40,103 39,690 45,712 50,700
Health Insurance 18,092 19,125 19,658 21,383
Other Personnel Expenses 5,799 5,999 9,019 11,301
Personnel Services Subtotal 228,042 241,802 249,829 269,514
Operating Expenses
Professional & Contract Services 139,515 144,882 214,051 131,558
Supplies & Materials 21,910 26,766 76,119 62,632
Repair & Maintenance 98,875 230,825 272,972 222,711
Interdepartmental Charges 377,436 417,506 525,435 555,057
Other Operating Expenses 537,341 467,037 400,784 567,418
Capital Outlay 0 18,890 0 0
Operating Expenses Subtotal 1,175,077 1,305,906 1,489,361 1,539,376
TOTAL EXPENDITURES $1,403,119 $1,547,708 $1,739,190 $1,808,890
Full Time Positions 1.95 1.95 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025 Item #11 Page 108 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-25
RECENT ACCOMPLISHMENTS
• Developed a phased, in-house streetlight pole replacement program
GOALS
• Complete all annual inspections and manage high-priority channel cleanings
• Replace all aging streetlight fixtures with new and more energy-efficient LED fixtures
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related
Strategic Plan
Goal
Citywide Streetlight
Replacement Program
Audit and
bid of
Phase 2
complete
Phase 2
program
completed
Initiate
Phase 3
and Phase
4 planning
100% Quality of
Life & Safety
Percentage of Buena
Vista Creek Channel
cleaned and reported for
permitting (equivalent to
20% of district annually)
100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 20, 2025 Item #11 Page 109 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-26
PUBLIC WORKS |
UTILITIES: SUMMARY
UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 6,166,382$ 6,671,142$ 7,074,608$ 7,422,758$
Retirement Benefits 1,412,569 1,451,448 1,740,693 1,905,666
Health Insurance 986,384 1,058,575 996,366 1,077,061
Other Personnel Expenses 639,327 1,658,722 405,106 423,490
Personnel Services Subtotal 9,204,662 10,839,887 10,216,773 10,828,975
Operating Expenses
Professional & Contract Services 14,281,821 15,536,215 18,618,491 20,656,105
Supplies & Materials 29,582,207 32,810,422 38,008,440 43,237,390
Repair & Maintenance 237,849 183,805 579,793 466,643
Interdepartmental Charges 5,608,797 6,862,313 6,418,771 7,157,619
Other Operating Expenses 12,363,645 16,084,958 28,376,484 47,256,784
Capital Outlay 138,228 96,974 7,150 7,150
Operating Expenses Subtotal 62,212,547 71,574,687 92,009,129 118,781,691
TOTAL EXPENDITURES 71,417,209$ 82,414,574$ 102,225,902$ 129,610,666$
Full Time Positions 64.50 63.50 63.50 62.30
Hourly/FTE Positions 0.50 0.00 0.50 0.50
May 20, 2025 Item #11 Page 110 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-27
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure safe, high-quality drinking water is available to Carlsbad Municipal Water District customers
on-demand, the district provides ongoing operation and maintenance of the following: nine storage
reservoirs or tanks, 457 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three
pumping stations, approximately 14,300 valves, 4,500 fire hydrants and 29,500 potable meters. The
district purchases potable water from its wholesale water provider, the San Diego County Water
Authority, which includes desalinated water from the Carlsbad Desalination Plant. The district
implements a water asset management plan to minimize the total cost of owning and operating utility
assets while continuing to deliver high levels of service at acceptable levels of risk.
SERVICES
• Deliver reliable, safe drinking water and fire flow demand
• Operate and maintain reservoirs, pressure regulating stations, pump stations, transmission
and distribution pipelines, valves, meters and other appurtenances
• Comply with all water-related health, safety and environmental regulations including state
and federal drinking water standards for water quality sampling and reporting
• Implement effective water conservation and rebate programs, including public education,
leak detection studies, leak repair and compliance with conservation laws
• Work with other water agencies and the San Diego County Water Authority on regional
water-related projects and budgets
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,989,633$ 2,980,700$ 3,377,622$ 3,620,599$
Retirement Benefits 660,682 692,247 834,310 924,516
Health Insurance 571,740 610,494 498,021 546,349
Other Personnel Expenses 388,232 1,085,892 195,972 207,786
Personnel Services Subtotal 4,610,287 5,369,333 4,905,925 5,299,250
Operating Expenses
Professional & Contract Services 7,541,456 7,787,093 9,416,330 11,031,480
Supplies & Materials 26,280,782 29,682,010 34,565,384 38,697,334
Repair & Maintenance 223,572 160,487 458,550 346,400
Interdepartmental Charges 3,160,653 3,766,152 3,475,547 3,902,097
Other Operating Expenses 5,213,523 5,166,700 5,333,055 6,641,874
Capital Outlay 64,415 68,411 3,600 3,600
Operating Expenses Subtotal 42,484,401 46,630,853 53,252,466 60,622,785
TOTAL EXPENDITURES 47,094,688$ 52,000,186$ 58,158,391$ 65,922,035$
Full Time Positions 30.95 31.05 31.15 30.90
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025 Item #11 Page 111 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-28
RECENT ACCOMPLISHMENTS
• Protected the potable water supply by testing approximately 285 city backflow devices and
conducting 160 cross-connection tests
• Awarded a contract to replace broken or malfunctioning valves at 26 operationally critical
locations to control flow and minimize disruption of service during shutdowns
• Completed construction of two pressure regulating stations in El Fuerte Street, one at
Melrose Drive and Poinsettia Lane and abandonment of one station on Palomar Airport Road
• Completed the replacement of potable water distribution mains at the McClellan-Palomar
Airport and on Valley Street between Andrea Avenue and Magnolia Avenue
• Began construction of the Carlsbad Boulevard at Terramar water main line replacements
• Initiated the update to the 2019 Potable Water Master Plan to evaluate the water
distribution system and inform operational modifications for better system performance,
reliability and redundancy and to identify system capacity needs for future growth
• Provided maintenance on over 180 fire hydrants in the Vallecitos Water District service area
within City of Carlsbad limits as part of a recent agreement, which is funded in Public Works
Administration
GOALS
• Minimize costs to customers while continuing to provide high levels of service at acceptable
risk and meet all state and federal water quality standards for safe drinking water
• Optimize asset management by increasing the use of technology to improve and manage the
infrastructure system more efficiently and effectively
• Initiate an update of the 2020 Risk and Resilience Assessment as required by the
Environmental Protection Agency
• Update the 2020 Urban Water Management Plan per state regulations
• Implement new regulations for water use efficiency standards issued by the Department of
Water Resources and the State Water Resources Control Board
• Proactively conduct leak detection surveys to identify where pipeline repairs may be needed
• Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to
evaluate future infrastructure rehabilitation and replacement needs
• Complete construction of motorized valve installations at the Maerkle Reservoir site and in
El Fuerte Street at Rancho Pancho
• Finalize the replacement of a potable water distribution main beneath the North County
Transit District rail corridor, north of Avenida Encinas in the Ponto area
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100
miles of pipeline, or less, per the American Water Works Association
SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The budget to purchase potable water for delivery in the district’s service area increased by nearly
$5.9 million to account for San Diego County Water Authority anticipated rate increases.
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0 <3.4 <3.4 3.4-19.4 Quality of
Life & Safety
Percentage of annual
drinking water quality
standards met
100% 100% 100% 100% Quality of
Life & Safety
May 20, 2025 Item #11 Page 112 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-29
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the
Encina Wastewater Authority treatment plant. The district takes treated wastewater from that plant and
further treats it to the State of California Title 22 recycled water quality standards and then delivers this
water to customers for irrigation and certain industrial uses. This effort reduces the amount of
wastewater that would normally be released by the wastewater treatment plant into the ocean outfall,
reduces dependence on imported drinking water, and provides customers with a reliable local water
supply for non-potable purposes. Recycled water is not subject to state water conservation requirements.
The district implements a recycled water asset management plan to minimize the total cost of owning and
operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.
Delivery of this water includes the operation and maintenance of the recycled water system’s four
storage tanks, four pump stations, three pressure regulating stations, six pressure zones, approximately
97 miles of pipelines, 1,050 valves and 1,010 meters. The district’s cross-connection control and
backflow program ensures a safe supply of drinking water by preventing cross-contamination from the
recycled system into the potable system, in accordance with federal and state regulations. The district
also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water
Reclamation Facility.
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,237,172$ 1,373,512$ 1,372,294$ 1,369,482$
Retirement Benefits 290,526 264,779 330,041 346,993
Health Insurance 156,081 156,230 176,276 187,006
Other Personnel Expenses 52,192 55,197 76,390 76,310
Personnel Services Subtotal 1,735,971 1,849,718 1,955,001 1,979,791
Operating Expenses
Professional & Contract Services 1,568,675 1,890,789 2,291,424 2,500,028
Supplies & Materials 2,802,075 2,836,421 3,071,606 4,170,606
Repair & Maintenance 53 14,015 27,743 26,743
Interdepartmental Charges 936,876 1,168,003 990,319 974,350
Other Operating Expenses 1,446,812 410,890 2,476,606 18,923,166
Capital Outlay - 15,234 1,750 1,750
Operating Expenses Subtotal 6,754,491 6,335,352 8,859,448 26,596,643
TOTAL EXPENDITURES 8,490,462$ 8,185,070$ 10,814,449$ 28,576,434$
Full Time Positions 12.75 10.85 11.45 10.90
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 20, 2025 Item #11 Page 113 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-30
SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility,
reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters
• Treat wastewater to meet State of California Title 22 recycled water requirements
• Deliver recycled water for irrigation and some industrial uses via the recycled water system
• Perform inspections on systems and backflows to prevent cross-connections and protect the
potable water system
• Convert irrigation sites from potable water to recycled water as service becomes available
RECENT ACCOMPLISHMENTS
• Performed inspections at all recycled water use sites to inform site operators of any
modifications needed to comply with guidelines for the safe use of recycled water
• Completed construction of a new 1.5-million-gallon recycled water tank
• Updated the cost of service study for recycled water to forecast financial needs and inform
rate adjustments
• Completed recycled tank inspections and cleaning to proactively maintain system assets on a
regular five-year cycle
• Finished construction of the roof replacement project at the Carlsbad Water Recycling Facility
to extend the life of system facilities
• Updated the Memorandum of Understanding with the Encina Wastewater Authority for
operation of the Carlsbad Water Recycling Facility
GOALS
• Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100
miles of pipeline, per the American Water Works Association, or less
• Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to
evaluate future infrastructure rehabilitation and replacement needs
• Maintain recycled water cost at or below 75% of potable water irrigation cost to encourage
the use of recycled water
• Negotiate a new agreement for purchase of recycled water from Vallecitos Water District
SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The overall budget increase is due to a one-time budgeted transfer from the Recycled Water
Operating Fund to the Recycled Water Connection Fund of $16.4 million. This is related to a State
Water Resources Control Board loan reaching the payback period, whereby the Recycled Water
Operating Fund will begin repayment while the proceeds of the loan will remain in the associated
capital fund. The budget includes an increase of approximately $1.1 million to cover the cost increase
anticipated under the new draft agreement between the district and Vallecitos Water District to
purchase recycled water.
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 1.03 < 3.4 < 3.4 3.4-19.4 Quality of
Life & Safety
Cost of recycled water as
a percent of potable
water cost
73% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
May 20, 2025 Item #11 Page 114 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-31
PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS
Account: 5116310 Fund: Enterprise
ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000
customers within the city’s service area. The Utilities wastewater mission is to prevent sewer spills
and convey waste efficiently to the Encina Wastewater Authority’s treatment plant by properly
managing, operating and maintaining all parts of the city’s sewer system. A portion of Carlsbad’s
treated wastewater is diverted from the ocean outfall and sent to the Carlsbad Water Recycling
Facility for further treatment.
The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater
lift stations and wet wells and about 270 miles of gravity main lines, six miles of pressurized main
lines and approximately 6,200 sewer access holes. The Utilities Department implements a robust
wastewater asset management program to minimize the total cost of owning and operating utility
assets while continuing to deliver high levels of service at acceptable levels of risk.
SERVICES
• Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains,
force mains, maintenance access holes and other elements
• Collect wastewater and convey it to the Encina Wastewater Authority treatment plant
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,939,577$ 2,316,930$ 2,324,692$ 2,432,677$
Retirement Benefits 461,361 494,422 576,342 634,157
Health Insurance 258,563 291,851 322,069 343,706
Other Personnel Expenses 198,903 517,633 132,744 139,394
Personnel Services Subtotal 2,858,404 3,620,836 3,355,847 3,549,934
Operating Expenses
Professional & Contract Services 5,171,690 5,858,333 6,910,737 7,124,597
Supplies & Materials 499,350 291,991 371,450 369,450
Repair & Maintenance 14,224 9,303 93,500 93,500
Interdepartmental Charges 1,511,268 1,928,158 1,952,905 2,281,172
Other Operating Expenses 5,703,310 10,507,368 20,566,823 21,691,744
Capital Outlay 73,813 13,329 1,800 1,800
Operating Expenses Subtotal 12,973,655 18,608,482 29,897,215 31,562,263
TOTAL EXPENDITURES 15,832,059$ 22,229,318$ 33,253,062$ 35,112,197$
Full Time Positions 20.80 21.60 20.90 20.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 20, 2025 Item #11 Page 115 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
D-32
• Conduct closed-circuit camera reviews of pipelines to determine pipeline integrity
• Participate in the activities and budgets of the Encina Wastewater Authority as part of the
Encina Joint Powers Authority
• Prevent wastewater spills to protect the environment
• Administer the city’s Fats, Oils and Grease program to prevent pipeline clogs and subsequent
wastewater spills
• Conduct public outreach regarding what can go into drains to prevent spills and other issues
RECENT ACCOMPLISHMENTS
• Updated the cost of service study for wastewater to forecast financial needs and inform rate
adjustments
• Performed an audit of the city’s Sewer System Management Plan to assess compliance with
the Waste Discharge Requirements of San Diego Regional Water Quality Control Board
General Order WQ 2022-0103-DWQ
• Completed sewer pipe replacement project in Foxtail Loop
• Began construction of the Carlsbad Boulevard and Terramar sewer pipeline replacements
• Initiated the update of the 2019 Sewer Master Plan to evaluate the wastewater collection
system and inform operational modifications for better system performance, reliability and
redundancy and to identify system capacity needs for future growth
GOALS
• Update the 2019 Utilities Asset Management Master Plan to verify program budgets and to
evaluate future infrastructure rehabilitation and replacement needs
• Minimize costs to customers while maintaining high levels of service at acceptable risk
• Optimize asset management by increasing the use of technology to improve and manage the
infrastructure system more efficiently and effectively
• Complete the generator replacement project at Chinquapin Lift Station for system reliability
where the existing generator has met the end of its useful life
• Continue construction of the Carlsbad Boulevard and Terramar sewer pipeline replacements
• Initiate the design of upgrades at Poinsettia and Cannon lift stations
• Complete the rehabilitation of sewer access holes in the North County Transit District rail
corridor near the Poinsettia rail station
• Complete design and begin construction of the Poinsettia Lane sewer main replacement
project
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Rate of spills per 100
miles of pipe 0.73 < 0.38 < 0.38 0.2-7.0 Quality of
Life & Safety
Department goal for
amount of sewer pipe
cleaned per year
100% 100% 100% 100% Quality of
Life & Safety
May 20, 2025 Item #11 Page 116 of 332
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COMMUNITY SERVICES
The Community Services Branch includes programs, services and events that support Carlsbad's
excellent quality of life. The branch includes the following key areas of focus:
• Community Service Administration
• Community Development
• Housing & Homeless Services
• Library & Cultural Arts
• Parks & Recreation
These city service areas ensure the city’s
planning and building policies are carried
out, foster lifelong learning, support strong
neighborhoods, administer affordable
housing and homeless response programs,
attend to the community’s health and
wellness, and promote transparency in
government.
Gary Barberio
Deputy City Manager, Community Services
442-339-2822
gary.barberio@carlsbadca.gov
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May 20, 2025 Item #11 Page 118 of 332
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COMMUNITY SERVICES |
ADMINISTRATION
Account: 0012410 Fund: General
ABOUT
The Community Services Branch provides programs and services that promote and support Carlsbad’s
excellent quality of life. Community Services Administration provides leadership to the Community
Services Branch and provides oversight and management of the city’s real estate assets.
SERVICES
Functional areas include department management, budget oversight and real estate services. The
Community Services Branch ensures that the city’s planning, land development engineering, building
and code enforcement policies are carried out; that affordable housing and homelessness programs
are administered; that lifelong learning is fostered; that library and cultural arts services are delivered;
that the city’s health and wellness are advanced through parks, recreation, and senior services; and
that the city’s real estate assets are well managed.
RECENT ACCOMPLISHMENTS
• Obtained City Council approval for the Agreement between the city, SDG&E, and NRG
Energy (owner of the former Encina Power Station land), that will provide 6 acres of land to
the city, along with other community benefits
• Initiated City Council-directed negotiations for a loan agreement and lease amendment with
New Village Arts, the city’s tenant in the Bauer Lumber building on State Street
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 421,111$ 402,842$ 389,249$ 424,377$
Retirement Benefits 101,615 87,850 100,018 114,151
Health Insurance 55,299 39,619 42,719 46,292
Other Personnel Expenses 12,775 10,338 10,747 11,927
Personnel Services Subtotal 590,800 540,649 542,733 596,747
Operating Expenses
Professional & Contract Services 11,682 1,348 9,000 9,000
Supplies & Materials 356 - 2,200 2,200
Repair & Maintenance - - - -
Interdepartmental Charges 43,632 52,433 36,578 39,662
Other Operating Expenses 261 - 1,750 1,750
Capital Outlay - - - -
Operating Expenses Subtotal 55,931 53,781 49,528 52,612
TOTAL EXPENDITURES 646,731$ 594,430$ 592,261$ 649,359$
Full Time Positions 3.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Entered into a lease agreement to bring back food concession services at Alga Norte Pool
and Park
• Integrated the ability to apply for right-of-way permits on-line, through the Customer Self
Service Portal
• Implemented new regulations prohibiting smoking in multi-family dwellings
• Instituted new regulations for new or expanded airport land uses
• Comprehensively updated the short-term vacation rental regulations
• Acquired four at-risk affordable units and resold nine at-risk affordable units to qualified
low-income buyers this fiscal year as a part of the city’s Affordable Housing Resale Program
• Secured and implemented an $11.4 million grant to address homeless encampments along
the SR-78 corridor and secured a $3 million grant for addressing vehicle homelessness
• Provided monthly rental assistance to 635 very-low and low-income households,
representing an increase of 6.5% from the previous year
• Re-opened the Dove and Cole libraries for Sunday hours effective May 18, 2025
• Presented nine TGIF Concerts in the Park with implementation of new security measures
• Completed audiovisual upgrades at the Schulman Auditorium
• Initiated construction for the Monroe Street Pool Renovation project
• Finished construction of a community garden at Stagecoach Community Park
• Completed construction on the Alga Norte Pool replastering and restroom remodel project
• Negotiated and implemented a new agreement with a new vendor, Meals on Wheels, for
senior nutrition services
GOALS
• Complete update to the city’s Real Estate Strategic Plan
• Prepare Engineering Design Standards for private development projects
• Develop regulations for temporary uses on public and private property
• Revise City Council Policy 64, regulated wireless communication facilities
• Update the city’s Building Code by Jan. 1, 2026
• Implement a $3 million grant to address vehicular homelessness
• Update the calendar year 2026 Public Housing Agency Annual Plan
• Complete a $600,000 upgrade to the city libraries RFID hardware and software
• Finish public art installation projects for the Chestnut I-5 Underpass and the Barrio Traffic
Circles projects
• Initiate construction of new pickleball courts at Calavera and Stagecoach Community Parks
• Plant 500 trees to expand the city’s tree inventory
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building
• Code Enforcement
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,118,694$ 5,272,977$ 5,761,325$ 6,014,157$
Retirement Benefits 1,222,132 1,195,521 1,414,426 1,528,474
Health Insurance 719,272 754,090 856,270 929,962
Other Personnel Expenses 189,711 182,861 194,461 197,382
Personnel Services Subtotal 7,249,809 7,405,449 8,226,482 8,669,975
Operating Expenses
Professional & Contract Services 2,617,306 1,481,915 955,683 1,398,683
Supplies & Materials 79,589 70,684 92,601 78,551
Repair & Maintenance 58 1,060 370 370
Interdepartmental Charges 1,335,324 1,549,984 1,693,726 1,780,068
Other Operating Expenses 61,725 79,746 29,963 76,550
Capital Outlay - - - -
Operating Expenses Subtotal 4,094,002 3,183,389 2,772,343 3,334,222
TOTAL EXPENDITURES 11,343,811$ 10,588,838$ 10,998,825$ 12,004,197$
General Fund 11,321,446$ 10,559,088$ 10,998,825$ 12,004,197$
Special Revenue Fund 22,365$ 29,750$ -$ -$
TOTAL FUNDING 11,343,811$ 10,588,838$ 10,998,825$ 12,004,197$
Full Time Positions 52.00 52.00 51.00 51.00
Hourly/FTE Positions 9.00 7.00 7.00 7.70
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010 Fund: General
ABOUT
Community Development Administration provides leadership, financial assistance and administrative
support for the delivery of land development programs and services; plans for the efficient use of
resources and facilities; and provides liaison services, resource assistance and technical guidance to
the Historic Preservation Commission, Planning Commission and City Council. Community
Development Administration adds value to organizational processes and procedures to ensure best
practices are implemented and that they support the broader goals of the organization.
SERVICES
• Provide organizational leadership and administrative support
• Manage and oversee operating budget
• Coordinate contract administration and records
• Support the department’s business systems and technology
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 949,093$ 975,574$ 991,181$ 1,060,709$
Retirement Benefits 216,876 223,000 251,861 267,088
Health Insurance 126,866 143,040 154,123 145,764
Other Personnel Expenses 30,673 30,682 31,149 32,517
Personnel Services Subtotal 1,323,508 1,372,296 1,428,314 1,506,078
Operating Expenses
Professional & Contract Services 184,457 9,627 35,000 80,000
Supplies & Materials 25,923 22,986 44,387 32,537
Repair & Maintenance 26 747 20 20
Interdepartmental Charges 341,076 244,918 291,062 361,345
Other Operating Expenses 8,566 27,024 3,700 14,750
Capital Outlay - - - -
Operating Expenses Subtotal 560,048 305,302 374,169 488,652
TOTAL EXPENDITURES 1,883,556$ 1,677,598$ 1,802,483$ 1,994,730$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 0.50 0.50 1.20
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RECENT ACCOMPLISHMENTS
• Expanded the Customer Self Service Portal allowing customers to apply for more online
permits including Short-Term Vacation Rental, Residential & Commercial-Electric Vehicle
Charger, Commercial-Plumbing/Mechanical/Electrical, Commercial Re-Roof, Right-of-Way
minor, Preliminary Review and Private Property permits
• Evaluated hardware for an Electronic Review Pilot Program and received Bluebeam software
and training to allow for improved plan review and plan check
• Posted new electronic bulletins and updated other electronic bulletins on the city’s website
to help the public understand complex and evolving land use issues
• Expanded system emails to better inform and update customers during the development
process, including new planning land use submittals and planning sign permits
• Updated the Community Development Department webpage with new content forms and
improved organization and resources, including new single source permit center
• Improved GIS map content regarding Coastal Zone jurisdiction information
GOALS
• Expand the use of the Citizens Access Portal to allow for the online submittal and review of
more complex permit types
• Continue updating webpage content so information remains relevant and reflects process
changes
• Collaborate with the Information Technology Department to complete the Bluebeam Pilot
Program as the city prepares for the transition to electronic plan review; the next phase
includes full city-wide deployment of hardware (i.e., large screen monitors) to all city
reviewers, and Bluebeam software and staff training in summer 2025
• Work toward a paperless plan check and review process, including continued Bluebeam
software training, business process changes to the customer application process and
digitization of staff comments and corrections
• Continue to identify and implement process improvements that help simplify and streamline
permit intake, routing and customer service delivery and interactions
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING
Account: 0013110 0013120 Fund: General
ABOUT
The Land Development Engineering Division ensures that all grading and public improvements required
for new development projects and work in the public right-of-way comply with adopted codes and
engineering standards.
SERVICES
• Review and process requests to subdivide land
• Perform plan checking and permitting for grading and public improvements projects
• Conduct flood plain administration and residential assistance
• Maintain the engineering section of the public counter
• Provide customer service and effective public information
RECENT ACCOMPLISHMENTS
• Implemented right-of-way permits in the Customer Self Service Portal, which previously
could only be completed by city staff
• Updated and simplified all submittal checklists for new applications
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,163,243$ 1,066,477$ 1,222,476$ 1,249,988$
Retirement Benefits 281,895 253,788 299,509 321,435
Health Insurance 199,446 169,157 201,192 227,445
Other Personnel Expenses 41,649 37,829 40,661 40,655
Personnel Services Subtotal 1,686,233 1,527,251 1,763,838 1,839,523
Operating Expenses
Professional & Contract Services 358,485 189,721 220,183 315,183
Supplies & Materials 3,941 2,807 2,400 3,200
Repair & Maintenance - - - -
Interdepartmental Charges 228,240 308,214 282,321 264,118
Other Operating Expenses 10,398 5,458 6,700 14,360
Capital Outlay - - - -
Operating Expenses Subtotal 601,064 506,200 511,604 596,861
TOTAL EXPENDITURES 2,287,297$ 2,033,451$ 2,275,442$ 2,436,384$
Full Time Positions 11.00 11.00 10.00 10.00
Hourly/FTE Positions 1.50 1.50 1.50 1.50
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• Issued 1,109 engineering permits and performed 2,680 reviews for ministerial and
discretionary permits, consistent with level of activity in recent years
GOALS
• Update the city’s Engineering Standards to include design standards for private development
projects
• Implement processing changes to streamline permit reviews to consistently meet key
performance targets
• Expand implementation of the Customer Self Service Portal to allow processing of additional
permit types, such as right-of-way permits
• Continue to refine procedures and adopt new technology to enhance the customer experience
• Complete discretionary permit plan check reviews within 21 days of submittal and building
permit plan check reviews within 14 days of submittal, at least 80% of the time
Performance Measure FY 2024
Actual FY 2025
Estimated FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary
permit plan check reviews
completed within 21 days
of submittal
81% 80% 80% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
84% 84% 80% ≥80%
Organizational
Excellence & Fiscal Health
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX
1752510
Fund: General
Special Revenue – Habitat Mitigation ABOUT
The Planning Division is responsible for developing, updating and maintaining the city’s land use
regulations (i.e., General Plan, Local Coastal Program and Zoning Ordinance) pursuant to City Council
direction and state mandates, as well as ensuring new growth and development complies with those
established regulations.
SERVICES
• Maintain and modify plans, ordinances and policies for housing and local coastal resource plans
• Ensure new development adheres to all applicable land use codes, policies and regulations
• Ensure private and public projects comply with the California Environmental Quality Act and
the city’s environmental protection procedures
• Respond to questions and inquiries related to permit processing and development standards
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,677,398$ 1,840,242$ 2,078,807$ 2,136,977$
Retirement Benefits 440,567 431,070 514,606 557,813
Health Insurance 187,142 228,469 253,654 321,585
Other Personnel Expenses 65,330 63,749 69,554 71,377
Personnel Services Subtotal 2,370,437 2,563,530 2,916,621 3,087,752
Operating Expenses
Professional & Contract Services 1,119,880 473,023 201,000 504,000
Supplies & Materials 25,393 31,562 30,650 27,650
Repair & Maintenance - - - -
Interdepartmental Charges 359,412 424,368 509,548 554,992
Other Operating Expenses 36,019 35,214 13,400 25,007
Capital Outlay - - - -
Operating Expenses Subtotal 1,540,704 964,167 754,598 1,111,649
TOTAL EXPENDITURES 3,911,141$ 3,527,697$ 3,671,219$ 4,199,401$
General Fund 3,888,776$ 3,497,947$ 3,671,219$ 4,199,401$
Special Revenue 22,365 29,750 - -
TOTAL FUNDING 3,911,141$ 3,527,697$ 3,671,219$ 4,199,401$
Full Time Positions 20.00 19.00 19.00 19.00
Hourly/FTE Positions 1.50 2.00 2.00 1.50
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• Provide technical support to the Planning Commission and the City Council
• Continuously enhance permit review process for efficiencies and streamlining of processes
RECENT ACCOMPLISHMENTS
• Approved discretionary permits for several housing projects resulting in a total of about 230
new housing units that contribute to the implementation of the city’s Housing Element
• Updated the zoning code ordinance to address longstanding errors, code inconsistencies and
memorialize longstanding policies
• Received City Council approval of the Annual Housing Element & General Plan Progress
Report prior to the state deadline, an important requirement under state housing law
• Implemented new regulations prohibiting smoking in multi-family homes
• Introduced new regulations and permit review procedures for new or expanded airport land
uses
• Implemented the plan for Carlsbad Tomorrow: Growth Management Citizens Committee
recommendations on the city’s Growth Management Plan
• Provided a comprehensive update to City Council Policy 84, which established additional
requirements designed to maximize public awareness and involvement on private
development projects
• Revised Chapter 19.04 of the Carlsbad Municipal Code requiring exemptions to the California
Environmental Quality Act be considered and approved by the decision-making authority
responsible for deciding on the project and not exclusively by the City Planner
• Presented the City Council with varying options to regulate drive-thru restaurants
GOALS
• Continue implementation of the 2021-2029 Housing Element program objectives and tasks
• Develop regulations and permit processes to allow temporary uses on private property
• Create improved standards for growth forecasting and projections
• Present options to update City Council Policy 64 related to the location and screening of
telecommunication facilities
• Continue implementing the recommendations from the Carlsbad Tomorrow: Growth
Management Citizens Committee as directed by the City Council
• Obtain direction from the City Council regarding the city’s comprehensive update to its Local
Coastal Program that was approved by the City Council in late 2021
• Ensure discretionary plan check reviews are completed within 30 days of submittal, at least
90% of the time
• Ensure building permit plan check reviews are completed within 14 days of submittal, at
least 80% of the time
Performance Measure FY 2024
Actual FY 2025
Actual FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary
permit plan check reviews
completed within 30 days
of submittal
87% 94% 90% ≥90%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
61% 85% 85% ≥80%
Organizational
Excellence & Fiscal
Health
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: BUILDING
Account: 0013610 Fund: General
ABOUT
The Building Division staff are the main point of contact for individuals wanting to build or modify a
structure on their property. Building staff provide guidance and review projects for conformance with
state and local building standards. Once a permit has been issued to authorize construction, a building
inspector is assigned to help the property owner ensure that the contractor’s work is consistent with
approved plans.
SERVICES
• Conduct fee assessment, plan review, permit issuance and inspection for compliance with
state and local codes including recycling, stormwater, energy generation and conservation
• Respond to questions and inquiries related to permit processing and construction standards
• Provide information related to ongoing construction projects and historical building records
• Maintain records during construction and prepare files for electronic conversion following
final approval
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 806,520$ 738,627$ 864,999$ 917,420$
Retirement Benefits 185,953 166,633 212,363 230,692
Health Insurance 135,124 114,795 144,052 139,087
Other Personnel Expenses 31,654 27,618 30,476 31,295
Personnel Services Subtotal 1,159,251 1,047,673 1,251,890 1,318,494
Operating Expenses
Professional & Contract Services 925,590 770,958 449,000 449,000
Supplies & Materials 9,364 2,818 3,414 3,414
Repair & Maintenance 21 116 250 250
Interdepartmental Charges 269,304 361,143 375,690 352,407
Other Operating Expenses 2,633 7,320 3,413 12,583
Capital Outlay - - - -
Operating Expenses Subtotal 1,206,912 1,142,355 831,767 817,654
TOTAL EXPENDITURES 2,366,163$ 2,190,028$ 2,083,657$ 2,136,148$
Full Time Positions 10.00 9.00 9.00 9.00
Hourly/FTE Positions 1.50 1.00 1.00 1.50
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RECENT ACCOMPLISHMENTS
• Issued 5,691 building permits valued at over $582 million in fiscal year 2024, which is 6.3%
higher than fiscal year 2023
• Conducted 16,846 building inspections in fiscal year 2024
• Expanded the Customer Self Service Portal to include more permit submission types
• Implemented and expanded digital inspection program for solar photovoltaic (PV)
installations to include battery storage and electric vehicle charging since more residents are
increasingly pairing these improvements to capture and use electricity in different ways
• Reduced the division’s carbon footprint by moving to an all-electric inspection truck
• Earned five certifications from the International Code Council—an organization that
develops construction and public safety codes—for the city’s building inspection team,
which demonstrates clear understanding and qualification to inspect certain types of
construction or buildings
GOALS
• Update the city’s building code by January 1, 2026 to comply with the 2026 California
Building Code
• Continue to identify and implement process improvements that help simplify and streamline
development permit intake, routing and customer service interactions
• Develop a procedural manual to serve as both a training guide and operations resource
guide for building and counter technicians
• Ensure building plan check review is completed within 14 days of submittal, at least 80% of
the time
• Ensure building permit inspections occur within 24 hours of request, at least 80% of the time
Performance Measure FY 2024
Actual FY 2025
Estimated FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
78% 93% 90% ≥80%
Organizational
Excellence & Fiscal Health
Percentage of building
inspections completed
within 24 hours of request
100% 97% 95% ≥80%
Organizational
Excellence & Fiscal
Health
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: CODE ENFORCEMENT
Account: 0013620 Fund: General
ABOUT
The Code Enforcement Division, working with residents and its partner enforcement agencies, is
tasked with enforcing the city’s laws that govern land use and quality of life issues, including public
nuisances, safety and welfare. The purpose of these laws and their enforcement is to help maintain
safe and healthy living and working conditions for the members of the community. The division’s
approach is not to be punitive but to first attempt to achieve compliance through education before
more formal enforcement methods like citations are applied.
SERVICES
• Enforce zoning, building, general property maintenance and other municipal codes
• Conduct inspections of alleged violations received from resident and business complaints
• Proactively enforce violations, including graffiti, signs, active unpermitted construction
• Assist individuals on how to secure required permits and obtain compliance with applicable
codes
• Collaborate with partner enforcement agencies on overlapping enforcement cases
• Ensure that residents are aware and follow rules on short-term vacation rentals
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 522,440$ 652,057$ 603,862$ 649,063$
Retirement Benefits 96,841 121,030 136,087 151,446
Health Insurance 70,694 98,629 103,249 96,081
Other Personnel Expenses 20,405 22,983 22,621 21,538
Personnel Services Subtotal 710,380 894,699 865,819 918,128
Operating Expenses
Professional & Contract Services 28,894 38,586 50,500 50,500
Supplies & Materials 14,968 10,511 11,750 11,750
Repair & Maintenance 11 197 100 100
Interdepartmental Charges 137,292 211,341 235,105 247,206
Other Operating Expenses 4,109 4,730 2,750 9,850
Capital Outlay - - - -
Operating Expenses Subtotal 185,274 265,365 300,205 319,406
TOTAL EXPENDITURES 895,654$ 1,160,064$ 1,166,024$ 1,237,534$
Full Time Positions 4.00 6.00 6.00 6.00
Hourly/FTE Positions 3.50 2.00 2.00 2.00
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• Conduct annual inspections for the California Department of Housing and Community
Development Mobile Home Park Maintenance Program
RECENT ACCOMPLISHMENTS
• Updated the short-term vacation rental permitting process to allow online permit
processing, implemented a new permit fee, and created an interactive map showing the
location of all permitted short-term vacation rentals
• Brought approximately 650 expired business licenses successfully into compliance
• Removed roughly 2,480 illegal signs from the public right-of-way
• Improved case assignment processes to better achieve targeted key performance measures
• Obtained code enforcement officer certification through the California Association of Code
Enforcement Officers across all of the division’s full-time code enforcement officers and its
manager, a first for the department
GOALS
• Have at least two code enforcement officers to complete the PC832 course, which includes
enhanced legal understanding, improved safety protocols and emphasizes communication
skills and ethical conduct to build positive community relations
• Continue to develop and expand the department’s enforcement tracking system to improve
operations management
• Develop a tracking system to report data on administrative activities performed within the
division
• Prioritize the safety and well-being of the community: close all Category 1 cases within three
business days of complaint, close all Category 2 cases within 30 business days of complaint,
and close all Category 3 cases within 50 business days of complaint, 80% of the time
Performance Measure FY 2024
Actual FY 2025
Estimated FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percent of Category 1 cases
closed within three business days of complaint 100% 100% 100% ≥80% Economic Vitality
Percent of Category 2 cases
closed within 30 business
days of complaint 84% 97% 90% ≥80% Economic Vitality
Percent of Category 3 cases
closed within 50 business
days of complaint 91% 96% 90% ≥80% Economic Vitality
May 20, 2025 Item #11 Page 131 of 332
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUMMARY
HOUSING & HOMELESS SERVICES
• Housing Services
• Homeless Services
• Affordable Housing Programs
• Federally Funded Community Assistance Programs
• Successor Agency
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,351,613$ 1,477,441$ 1,693,014$ 1,834,535$
Retirement Benefits 338,493 343,576 406,246 469,284
Health Insurance 181,473 208,671 250,231 276,878
Other Personnel Expenses 50,502 52,113 55,219 61,769
Personnel Services Subtotal 1,922,081 2,081,801 2,404,710 2,642,466
Operating Expenses
Professional & Contract Services 1,832,504 1,505,703 1,656,901 1,734,369
Supplies & Materials 244,148 277,924 298,958 300,458
Repair & Maintenance 26 27 200 200
Interdepartmental Charges 507,696 453,034 491,771 493,959
Other Operating Expenses 12,727,117 15,667,266 13,563,847 16,687,992
Capital Outlay 363,864 177,636 8,070 8,070
Operating Expenses Subtotal 15,675,355 18,081,590 16,019,747 19,225,048
TOTAL EXPENDITURES 17,597,436$ 20,163,391$ 18,424,457$ 21,867,514$
General Fund 2,899,053$ 2,541,642$ 3,232,287$ 3,323,386$
Special Revenue Fund 14,626,910$ 17,612,916$ 15,182,170$ 18,544,128$
Trust Fund 71,473$ 8,833$ 10,000$ -$
TOTAL FUNDING 17,597,436$ 20,163,391$ 18,424,457$ 21,867,514$
Full Time Positions 16.00 16.00 16.00 16.00
Hourly/FTE Positions 1.81 1.53 1.53 1.60
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING SERVICES
Account: 0012510 0012520
1502810
171
Fund: General General
Special Revenue – Community Grants
Special Revenue – Agriculture Mitigation Fee ABOUT
The Housing Services Division provides various programs, activities and services that assist in the
effort to sustain an extraordinary Carlsbad community, including disbursing community grants,
delivering community education programs, funding the Carlsbad Hiring Center, and supporting the
Carlsbad Housing Commission and Agricultural Conversion Mitigation Fee Citizens Advisory
Committee.
SERVICES
• Provide grants in accordance with City Council policies to community organizations, teams
and special events that benefit and enrich residents in the community
• Fund projects that improve agricultural lands and protect Carlsbad’s natural resources
through the Agricultural Conversion Mitigation Fee program
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 476,412$ 557,648$ 709,088$ 706,082$
Retirement Benefits 124,248 117,862 163,833 186,286
Health Insurance 55,228 84,639 101,408 144,957
Other Personnel Expenses 17,333 17,639 22,347 23,690
Personnel Services Subtotal 673,221 777,788 996,676 1,061,015
Operating Expenses
Professional & Contract Services 291,178 254,066 271,000 271,000
Supplies & Materials 13,417 14,200 12,400 12,400
Repair & Maintenance - - - -
Interdepartmental Charges 167,004 93,521 169,690 153,698
Other Operating Expenses 75,696 240,444 52,950 22,950
Capital Outlay - - - -
Operating Expenses Subtotal 547,295 602,231 506,040 460,048
TOTAL EXPENDITURES 1,220,516$ 1,380,019$ 1,502,716$ 1,521,063$
General Fund 1,182,296$ 1,159,695$ 1,472,716$ 1,521,063$
Special Revenue 38,220 220,324 30,000 -
TOTAL FUNDING 1,220,516$ 1,380,019$ 1,502,716$ 1,521,063$
Full Time Positions 5.17 4.17 5.90 5.90
Hourly/FTE Positions 0.83 0.75 0.75 0.50
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• Offer community education programs for high school students and the CityStuff program for
third graders—a collaboration between the City of Carlsbad, Junior Achievement and local
elementary schools to introduce young students to the role and functions of local
government
• Provide low income and homeless services support through the Carlsbad Service Center
• Administer the Minor Home Repair Program for, which provides forgivable home repair
loans to low-income households who own and occupy their home as their primary residence
• Support the Housing Commission and Agricultural Conversion Mitigation Fee Citizens
Advisory Committee
• Collaborate with Community Development Department on housing development review,
affordability compliance, Housing Element programs and regulatory compliance with state
housing laws
• Oversee the Affordable Housing Resale Program and compliance of existing affordable
housing portfolio
RECENT ACCOMPLISHMENTS
• Conducted the Carlsbad Student Leader Academy with 34 high school student participants
• Partnered with 15 local elementary schools to host 45 CityStuff field trips, engaging 1,067
third grade students—nearly twice the number of children and classrooms compared to last
year
• Administered the Affordable Housing Resale Program, including the acquisition of four units
and the resale of nine units, sold qualified low-income buyers between July 2024 and June
2025
• Facilitated affordable housing projects including 116 new affordable dwelling units in fiscal
year 2025
• Collaborated with the Communication & Engagement Department to update Housing &
Homeless Services webpages
GOALS
• Distribute Agricultural Conversion Mitigation Fee funding grants to projects that improve
agricultural lands and protect Carlsbad’s natural resources
• Continue to coordinate with Community Development Department on housing development
review, affordability compliance, Housing Element programs and regulatory compliance with
state housing laws
• Initiate the data collection process to support the development of a local preference policy
aimed at reducing the displacement of low-income households; this policy would prioritize
Carlsbad residents for first access to affordable housing opportunities
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Community Grants
dispersed 5,000 $12,666 $10,000 N/A Community
Character
Number of 3rd grade
students educated on
civic leadership
789 1,104 1,135 N/A Community
Character
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES
Account: 0012540
1362610
Fund: General
Special Revenue - PLHA
ABOUT
The Homeless Services Division is responsible for leading all strategies, initiatives and actions related
to the city’s goal of addressing the complex needs of individuals experiencing or at risk of
experiencing homelessness in a compassionate and effective manner and reduce the impacts of
homelessness on the community. This division uses best practices, community input and feedback
from people with lived experience to implement solutions to prevent and reduce homelessness. The
strategies and initiatives surround three main areas of focus: shelter and housing, outreach and
access to services and public safety.
SERVICES
• Manage and implement the city’s Homelessness Action Plan
• Provide resources for persons at-risk of or experiencing homelessness
• Oversee contracts for homeless outreach, employment & benefits services, rapid rehousing,
permanent supportive housing, social workers and encampment abatement services
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 380,346$ 409,804$ 457,937$ 574,753$
Retirement Benefits 105,547 99,450 119,242 146,942
Health Insurance 58,921 60,636 74,889 73,362
Other Personnel Expenses 13,659 13,146 14,728 18,587
Personnel Services Subtotal 558,473 583,036 666,796 813,644
Operating Expenses
Professional & Contract Services 1,077,390 832,353 881,825 899,325
Supplies & Materials 14,968 9,227 16,000 17,500
Repair & Maintenance - - - -
Interdepartmental Charges 62,412 46,449 71,700 78,118
Other Operating Expenses 3,514 1,517,708 123,250 454,547
Capital Outlay - - - -
Operating Expenses Subtotal 1,158,284 2,405,737 1,092,775 1,449,490
TOTAL EXPENDITURES 1,716,757$ 2,988,773$ 1,759,571$ 2,263,134$
General Fund 1,716,757$ 1,381,947$ 1,759,571$ 1,802,323$
Special Revenue - 1,606,826 - 460,811
TOTAL FUNDING 1,716,757$ 2,988,773$ 1,759,571$ 2,263,134$
Full Time Positions 4.00 4.10 4.00 4.20
Hourly/FTE Positions 0.00 0.00 0.00 0.50
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• Collaborate with the Police Department’s Homeless Outreach Team, neighboring
jurisdictions and county resources on homelessness issues
• Administer Permanent Local Housing Allocation grant funds to subrecipients and monitor for
ongoing compliance
• Oversee the limited-term motel voucher program, which assists individuals and families
facing temporary homelessness by providing short-term stays in local motels
RECENT ACCOMPLISHMENTS
• Updated the Homelessness Action Plan and Annual Funding Plan
• Implemented a $11.4 million grant from the State of California to help transition people in
encampments along the SR-78 corridor into shelter and housing in partnership with the City
of Oceanside
• Secured $3 million in State grant funding to help transition people living in vehicles into
shelter and housing
• Received $464,693 in federal funding to pair supportive services with Housing Choice
Vouchers
• Secured $552,295 in additional federal funding for the rapid re-housing program
• Assisted 51 households with the short-term motel voucher program
• Conducted annual #WeAllCount (Point in Time Count) in conjunction with the Regional Task
Force on Homelessness to collect data on the needs of people experiencing homelessness
GOALS
• Expand shelter capacity of the La Posada de Guadalupe shelter
• Implement a State funded pilot program addressing vehicular homelessness
• Create a public facing dashboard of data on homelessness programs and statistics
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Unduplicated homeless
persons served 601 600 600 N/A Quality of
Life & Safety
Shelter placements 65 75 75 N/A Quality of
Life & Safety
Persons housed 89 95 95 N/A Quality of
Life & Safety
Encampments cleared 40 30 30 N/A Quality of
Life & Safety
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS
Account: 133, 134 806 Fund: Special Revenue – Affordable Housing Trust Special Revenue – Tyler Court Apartments
ABOUT
The Affordable Housing Trust Fund program is the city’s primary source of affordable housing funding
for low-income households. The Affordable Housing Trust Fund collects fees generated from the
Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s
inclusionary housing obligation as well as loan repayments from existing developments. With these
funds, the city provides affordable housing programs, low income and homeless services support and
offers financial assistance for residential developments that provide housing opportunities to low-
income households. The city also owns Tyler Court Senior Apartments, a 75-unit senior apartment
complex. This complex provides for 100% affordable housing to senior households with incomes at 30%
and 50% of the San Diego County Area median incomes. The city has an agreement with a third party to
manage the day-to-day operations of the apartment complex.
SERVICES
• Administer the Housing Trust Fund in accordance with City Council Policy 90
• Provide affordable housing funding for low-income households
• Inform developers, staff and the public on the Inclusionary Housing Ordinance by providing
information on the requirements of the ordinance
• Negotiate and prepare affordable housing agreements and density bonus agreements
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 49,011$ 87,524$ 95,391$ 111,025$
Retirement Benefits 11,673 21,563 23,888 26,408
Health Insurance 11,523 15,553 17,352 18,686
Other Personnel Expenses 2,222 3,354 3,287 3,640
Personnel Services Subtotal 74,429 127,994 139,918 159,759
Operating Expenses
Professional & Contract Services 335,550 343,248 399,086 464,086
Supplies & Materials 210,111 246,726 261,493 261,493
Repair & Maintenance - - - -
Interdepartmental Charges 63,990 58,423 25,032 23,136
Other Operating Expenses 387,325 832,481 450,628 325,628
Capital Outlay 363,864 177,636 8,070 8,070
Operating Expenses Subtotal 1,360,840 1,658,514 1,144,309 1,082,413
TOTAL EXPENDITURES 1,435,269$ 1,786,508$ 1,284,227$ 1,242,172$
Full Time Positions 0.80 1.20 1.10 0.90
Hourly/FTE Positions 0.06 0.06 0.06 0.10
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• Assist with the development of low-income affordable housing developments from concept
to construction
• Oversee operations of city-owned Tyler Court Senior Apartments
RECENT ACCOMPLISHMENTS
• Re-sold six units to qualified low-income buyers in fiscal year 2025, with an additional three
sales pending closing
• Renewed contract with property management company for Tyler Court Senior Apartments
complex
GOALS
• Identify new owner to acquire and improve Chestnut Apartments affordable housing
complex
• Create fee schedules for monitoring units and processing fees for inclusionary and density
bonus agreements, Housing Trust Fund applications and loans
• Create a policy handbook for residential developers with inclusionary housing or density
bonus requirements to produce affordable housing to lower-income households
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED
COMMUNITY ASSISTANCE PROGRAMS
Account: 190 391 Fund: Special Revenue – Housing Choice Voucher Program Special Revenue – Community Development Block Grant
ABOUT
The city receives federal grants that benefit the community and low-income households. Housing
Services administers the federally funded Housing Choice Voucher rental assistance program, which
provides monthly rental subsidies to very low-income households and the Community Development
Block Grant program, which helps to develop viable urban communities through the provision of
decent housing, a suitable living environment and expanded economic opportunities for lower-
income persons.
SERVICES
• Provide monthly rental subsidies to very low-income households and process new participants
for the federally funded Housing Choice Voucher rental assistance program
• Ensure the Housing Choice Voucher program complies with federal regulations and
guidelines, the Carlsbad Administrative Plan and the Public Housing Agency Plan
• Achieve and maintain a lease rate that fully utilizes Housing Choice Voucher program
funding allocation
• Administer funds from the Community Development Block Grant program and monitor sub-
recipient grants for compliance
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 445,844$ 422,465$ 430,598$ 442,675$
Retirement Benefits 97,025 104,701 99,283 109,648
Health Insurance 55,801 47,843 56,582 39,873
Other Personnel Expenses 17,288 17,974 14,857 15,852
Personnel Services Subtotal 615,958 592,983 601,320 608,048
Operating Expenses
Professional & Contract Services 128,188 76,036 94,990 99,958
Supplies & Materials 5,652 7,771 9,065 9,065
Repair & Maintenance 26 27 200 200
Interdepartmental Charges 206,622 254,641 225,349 239,007
Other Operating Expenses 12,196,975 13,067,800 12,937,019 15,884,867
Capital Outlay - - - -
Operating Expenses Subtotal 12,537,463 13,406,275 13,266,623 16,233,097
TOTAL EXPENDITURES 13,153,421$ 13,999,258$ 13,867,943$ 16,841,145$
Full Time Positions 6.03 6.53 5.00 5.00
Hourly/FTE Positions 0.93 0.73 0.73 0.50
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• Provide staff support to the Housing Commission and the City Council in the selection
process for activities to be included in the Community Development Block Grant program
• Prepare the Consolidated Annual Performance and Evaluation Report for public review and
comment and final submission to the U.S. Dept. of Housing and Urban Development, or HUD
• Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute
counseling and education
RECENT ACCOMPLISHMENTS
• Administered monthly rental assistance to 635 very low and extremely low-income
households, an increase of 6.5% from the previous year
• Received high performance agency rating through the Section 8 Management Assessment
Program, which assesses if the Section 8 rental assistance program offers affordable rental
units at the correct subsidy costs and establishes a system for HUD to measure a Housing
Agency’s performance
• Funded five public service organizations and one fair housing provider, resulting in
supportive services being provided to approximately 890 Carlsbad residents in low-income
and special needs populations and assistance in the prevention of homelessness and
reduction of the homeless population
• Created the fiscal year 2024-25 Annual Action Plan for the Community Development Block
Grant program to allocate $1,098,728
• Submitted a five-year consolidated plan and Annual Action Plan to HUD
GOALS
• Seek additional funding to serve more clients as opportunities arise
• Update the calendar year 2026 Public Housing Agency Annual Plan
• Reach high performance status for the Section 8 Management Assessment Program in
calendar year 2025
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Households receiving
Rental Assistance 636 620 620 N/A Quality of
Life & Safety
Dollar value of CDBG
funds awarded to
community organizations
$545,490 $579,728 $550,741 N/A Quality of
Life & Safety
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes a $1.4 million increase in the federally funded rental
assistance program, consistent with need and anticipated revenue.
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY
Account: 801, 811 Fund: Trust Fund – Successor Agency
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Maintain records of the redevelopment agency per retention policy
• Ensure payment of all debt obligations as approved by the oversight board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2024-25 for approval by
the countywide oversight board
GOALS
• Maintain obligations of the former redevelopment agency
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services 198 - 10,000 -
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 7,668 - - -
Other Operating Expenses 63,607 8,833 - -
Capital Outlay - - - -
Operating Expenses Subtotal 71,473 8,833 10,000 -
TOTAL EXPENDITURES 71,473$ 8,833$ 10,000$ -$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
Beginning in 2024-25, the department reorganized its library services to a location-based model. Summary level figures in the
following budget tables reflect this new structure.
LIBRARY & CULTURAL ARTS
• Administration, Digital Initiatives & Special Projects
• Public Services (includes three locations at Dove Library, Cole Library and Library Learning
Center)
o Circulation Services
o Adult & Teen Services
o Children’s Services
o Exploration HUB
o Genealogy & Carlsbad History Services
o Literacy & Bilingual Services
• Specialty Services
o Collections & Technical Services
o Strategic Partnerships & Outreach
• Cultural Arts
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,908,344$ 6,016,089$ 6,638,060$ 7,106,570$
Retirement Benefits 1,076,700 1,028,126 1,225,552 1,334,249
Health Insurance 556,270 565,796 751,797 736,819
Other Personnel Expenses 205,113 211,777 256,649 247,568
Personnel Services Subtotal 7,746,427 7,821,788 8,872,058 9,425,206
Operating Expenses
Professional & Contract Services 672,025 548,321 705,744 943,337
Supplies & Materials 1,266,481 1,339,367 1,272,759 1,268,439
Repair & Maintenance (9,128) 20,673 8,800 8,800
Interdepartmental Charges 3,357,538 3,136,377 3,779,323 4,061,985
Other Operating Expenses 558,950 609,526 473,063 716,446
Capital Outlay - - - -
Operating Expenses Subtotal 5,845,866 5,654,264 6,239,689 6,999,007
TOTAL EXPENDITURES 13,592,293$ 13,476,052$ 15,111,747$ 16,424,213$
General Fund 13,290,637$ 13,139,996$ 14,522,844$ 15,685,083$
Special Revenue Fund 301,656$ 336,056$ 588,903$ 739,130$
TOTAL FUNDING 13,592,293$ 13,476,052$ 15,111,747$ 16,424,213$
Full Time Positions 51.00 53.00 51.00 51.00
Hourly/FTE Positions 61.95 53.42 53.77 55.85
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL
INITIATIVES & SPECIAL PROJECTS
Account: 0014010 Fund: General
1454010 Special Revenue – Gifts & Bequests
1454011 Special Revenue – Friends of the Library
ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library
and cultural arts programs and services; plans for the efficient use of resources and facilities;
coordinates relations with local, regional, state and federal government agencies; and provides
liaison services, resource assistance and technical guidance to Library Board of Trustees, Arts
Commission, the Friends of the Carlsbad Library, the Carlsbad Library & Arts Foundation, the Carlsbad
Friends of the Arts and the Serra Cooperative Library System.
SERVICES
• Conduct strategic planning, set programs and services and monitor and respond to industry
trends and best practices
• Utilize data to develop meaningful performance metrics that show impact in the community
and adjust services based on community needs
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,071,715$ 1,250,594$ 1,130,880$ 1,314,524$
Retirement Benefits 269,721 249,906 267,270 326,834
Health Insurance 113,292 121,788 118,118 147,769
Other Personnel Expenses 35,228 36,818 39,902 48,587
Personnel Services Subtotal 1,489,956 1,659,106 1,556,170 1,837,714
Operating Expenses
Professional & Contract Services 68,686 46,707 16,500 63,500
Supplies & Materials 156,353 194,895 267,033 266,310
Repair & Maintenance 131 20,713 4,455 4,455
Interdepartmental Charges 1,007,029 806,542 567,579 828,732
Other Operating Expenses 552,827 602,124 473,063 716,446
Capital Outlay - - - -
Operating Expenses Subtotal 1,785,026 1,670,981 1,328,630 1,879,443
TOTAL EXPENDITURES 3,274,982$ 3,330,087$ 2,884,800$ 3,717,157$
General Fund 3,160,996 3,220,571 2,683,400 3,468,157
Special Revenue Fund 113,986 109,516 201,400 249,000
TOTAL FUNDING 3,274,982$ 3,330,087$ 2,884,800$ 3,717,157$
Full Time Positions 10.00 10.00 9.00 10.00
Hourly/FTE Positions 3.37 2.92 2.92 2.48
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• Manage personnel and volunteer recruitment activities, develop and maintain policies and
procedures and provide centralized training services for all staff and volunteers
• Develop, administer and monitor budgets, contracts, grants, purchasing and accounting
processes
• Plan and develop special projects and technology solutions to effectively deliver services
• Work with the Library Board of Trustees and the Arts Commission to ensure the department
is responsive to community needs as represented by trustees and commissioners
• Partner with support organizations including the Carlsbad Library & Arts Foundation, the
Friends of the Carlsbad Library and Carlsbad Friends of the Arts to ensure endowments,
donations and fundraising on behalf of the organization are used appropriately
RECENT ACCOMPLISHMENTS
• Completed implementation of a new library personnel structure that addresses staff
feedback, changing community needs and best practices
• Developed and launched a set of guiding principles to help provide service direction for staff
and leadership
• Completed replacement of printers and copiers for patron use
• Expanded centralized data collection to support making data informed decisions
• Achieved a full complement of staffing for the first time in over a decade
GOALS
• Integrate new guiding principles into Library & Cultural Arts workflows and services • Complete a $600,000 RFID hardware and software upgrade in partnership with the
Information Technology Department • Pilot a new people-counting and space usage measuring system at one library location to
evaluate internal space use, in partnership with the Parks & Recreation and IT departments • Design an expansion plan for the Homebound Services book delivery program, utilizing a
generous community donation • Formalize relationships with Friends of the Library and Carlsbad Library & Arts Foundation
via Memorandums of Understanding
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of contracts
executed 122 98 104 N/A
Organizational
Excellence &
Fiscal Health
Patron computer
sessions: mobile and in-
house
180,575 189,603 189,603 N/A Community
Character
Library visits 491,419 515,990 541,789 5% annual
increase
Community
Character
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: PUBLIC SERVICES
Account: 001402X Fund: General – Dove
001403X General – Cole 001405X General – Learning Center & Grants 1454016 Special Revenue – Sutton
ABOUT
Public Services include all the library disciplines that program for and serve library patrons, including
circulation, adult and teen, children’s and bilingual services. At Dove Library, this also includes the
Exploration HUB. At Cole Library, this includes Genealogy and Carlsbad History. At the Library
Learning Center, it includes adult and family literacy.
SERVICES
• Assist community members of all ages with information and literacy needs, provide
instruction on resource use, perform research for the public, local business and government,
provide educational, literacy, informational, cultural and recreational programs and advise
readers to find books of interest
• Manage patron accounts and issuance of library cards, circulate and inventory print,
electronic and audiovisual materials, answer collection-related questions, track reserved and
overdue items and sort, organize and shelve all library materials
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 3,334,084$ 3,290,145$ 3,721,378$ 3,905,949$
Retirement Benefits 522,021 509,667 595,696 631,628
Health Insurance 280,775 272,425 341,755 306,770
Other Personnel Expenses 121,125 125,002 148,783 130,076
Personnel Services Subtotal 4,258,005 4,197,239 4,807,612 4,974,423
Operating Expenses
Professional & Contract Services 5,074 3,314 3,575 5,575
Supplies & Materials 47,944 118,712 20,475 39,475
Repair & Maintenance 1,279 1,386 1,345 1,345
Interdepartmental Charges 1,975,583 1,912,705 2,666,131 2,557,585
Other Operating Expenses 3,367 5,449 - -
Capital Outlay - - - -
Operating Expenses Subtotal 2,033,247 2,041,566 2,691,526 2,603,980
TOTAL EXPENDITURES 6,291,252$ 6,238,805$ 7,499,138$ 7,578,403$
General Fund 6,291,252 6,238,805 7,487,138 7,545,403
Special Revenue Fund - - 12,000 33,000
TOTAL FUNDING 6,291,252$ 6,238,805$ 7,499,138$ 7,578,403$
Full Time Positions 27.00 28.00 26.00 26.00
Hourly/FTE Positions 46.78 41.08 40.97 41.41
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• Provide reference and instructional assistance to community members researching their
ancestry, preserve and make available Carlsbad history materials for public research, and
work closely with the North San Diego County Genealogical Society to provide educational
genealogy resources and programs
• Deliver adult and family literacy services through one-on-one tutoring, reading instruction,
English as a second language classes, Career Online High School and programs for adult
learners supported by community volunteers and partners and a California State Library
grant
RECENT ACCOMPLISHMENTS
• Met increased demand for services to families with children by restoring volunteer-
supported after-school homework assistance at the Learning Center and by increasing story
times and weekend children’s programming
• Applied for and obtained a California Revealed grant from the State of California to digitize
microfilm of the “Carlsbad Sea Lion,” the first weekly Carlsbad hometown newspaper
• Added a collection of low literacy, high interest books to meet adult learner needs at the
Carlsbad City Library on Dove Lane and expanded the existing collection at the Carlsbad
Library Learning Center
• Held the first Volunteer Expo to match partnership organizations with community members
seeking volunteer opportunities in Carlsbad
GOALS
• Expand oral history holdings to include video interviews of community members reflecting
on their memories of Carlsbad
• Enhance library patrons’ digital literacy by bringing back staff-led training on computer
basics
• Comply with California Senate Bill 321 Local Public Library Partnership Program which
ensures that all pupils have access to local public libraries by 3rd grade
• Collaborate to strengthen school outreach and partnerships by providing library tours,
distributing library cards to students and offering class visits and book talks
• Improve customer service in the Exploration HUB by adding additional 3D printers to the
space
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Library program
participation
* Schulman Auditorium
closed July ‘24 - March ‘25
49,143 35,000* 51,600 N/A Community
Character
New library accounts 14,000 15,400 16,940
10%
increase
annually
Community
Character
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The department’s budget includes an additional $90,000 in ongoing funding to re-open Sunday hours
at Dove and Cole libraries.
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SPECIALTY SERVICES
Account: 0014040 Fund: General – Collections & Technical Services
0014041 General – Strategic Partnerships & Outreach
1454014 Special Revenue – Benson
1454015 Special Revenue – Falkenstein
ABOUT
Specialty Services include all systemwide work that supports the programs and services of public
facing divisions.
SERVICES
• Coordinate the selection of physical and electronic materials and manage collection
development and maintenance for all library facilities
• Catalog and prepare library materials for public use, evaluate new content formats, devise
new cataloging and processing procedures and evaluate usage patterns for materials
• Develop partnerships and outreach opportunities to promote community connections and
improve services systemwide
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 598,498$ 666,855$ 931,761$ 825,191$
Retirement Benefits 128,724 130,459 212,516 196,122
Health Insurance 77,338 97,413 161,920 133,118
Other Personnel Expenses 19,133 21,215 35,171 33,287
Personnel Services Subtotal 823,693 915,942 1,341,368 1,187,718
Operating Expenses
Professional & Contract Services 32,477 2,743 13,025 95,200
Supplies & Materials 1,005,016 971,284 942,420 907,723
Repair & Maintenance (10,538) (1,426) - -
Interdepartmental Charges 174,732 194,436 223,645 284,814
Other Operating Expenses 60 - - -
Capital Outlay - - - -
Operating Expenses Subtotal 1,201,747 1,167,037 1,179,090 1,287,737
TOTAL EXPENDITURES 2,025,440$ 2,082,979$ 2,520,458$ 2,475,455$
General Fund 1,928,435 2,011,316 2,349,502 2,264,290
Special Revenue Fund 97,005 71,663 170,956 211,165
TOTAL FUNDING 2,025,440$ 2,082,979$ 2,520,458$ 2,475,455$
Full Time Positions 7.00 7.00 9.00 8.00
Hourly/FTE Positions 3.29 3.08 3.19 2.79
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RECENT ACCOMPLISHMENTS
• Implemented the LINK+ interlibrary loan system that allows library users to borrow books
from libraries throughout California
• Increased the number of “Library of Things” items offered to patrons by adding induction
cooktops, telescope kits and Adventure Backpacks, provided at no cost to the department
through partnerships with local and state resources
• Established a productive partnership with LiveWell San Diego, to bring free health and
wellness programs to library locations
GOALS
• Improve organization of children’s materials to align with best practices and increase
accessibility
• Redirect collection budget allocations away from formats that are losing relevancy and
toward the most popular collection formats
• Comply with California Assembly Bill 1825 - California Freedom to Read Act, which requires
every library to have a publicly accessible collection development policy. Work with the
California State Library to review the established Collection Development Policy, ensure
compliance and update as needed
• Identify new partnerships with local agencies and organizations that support and
supplement library programs and services
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of digital items
added to the collection 8,070 7,600 8,000
5%
increase
annually
Community
Character
Number of physical items
added to the collection 24,575 20,000 20,000 N/A Community
Character
Number of items checked
out (physical and digital) 1,321,332 1,328,799 1,336,241 10% increase
annually
Community
Character
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X Fund: General 1454013 Special Revenue – Gartner Fund 148 Special Revenue – Special Events
175 Special Revenue –Schulman Endowment
ABOUT
Cultural Arts plans, promotes and carries out visual and performing arts programs, arts education
activities, temporary and permanent public art and other offerings to make connections among
artists, cultural organizations, community groups, businesses and the community. Guided by the Arts
& Culture Master Plan, Cultural Arts sustains and promotes a thriving, diverse and creative city.
SERVICES
• Present visual arts exhibitions and performing arts at the Ruby G. Schulman Auditorium, the
William D. Cannon Art Gallery and throughout the city
• Create, document and maintain the city’s permanent and temporary public art collection
• Administer the Community Arts Grant program with support from the Arts Commission and
participation of community arts stakeholders
• Offer educational programs for over 10,000 participants of all ages and abilities, including
standards-based curriculum for first through fourth grades and open studios public events
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 904,047$ 808,495$ 854,041$ 1,060,906$
Retirement Benefits 156,234 138,094 150,070 179,665
Health Insurance 84,865 74,170 130,004 149,162
Other Personnel Expenses 29,627 28,742 32,793 35,618
Personnel Services Subtotal 1,174,773 1,049,501 1,166,908 1,425,351
Operating Expenses
Professional & Contract Services 565,788 495,557 672,644 779,062
Supplies & Materials 57,168 54,476 42,831 54,931
Repair & Maintenance - - 3,000 3,000
Interdepartmental Charges 200,194 222,694 321,968 390,854
Other Operating Expenses 2,696 1,953 - -
Capital Outlay - - - -
Operating Expenses Subtotal 825,846 774,680 1,040,443 1,227,847
TOTAL EXPENDITURES 2,000,619$ 1,824,181$ 2,207,351$ 2,653,198$
General Fund 1,909,954 1,669,304 2,002,804 2,407,233
Special Revenue Fund 90,665 154,877 204,547 245,965
TOTAL FUNDING 2,000,619$ 1,824,181$ 2,207,351$ 2,653,198$
Full Time Positions 7.00 8.00 7.00 7.00
Hourly/FTE Positions 8.52 6.35 6.70 9.17
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• Present year-round performing arts series, including TGIF Concerts in the Parks and the
Cinema Club film series
• Maintain partnerships with the Carlsbad Library & Arts Foundation and the Carlsbad Friends
of the Arts
RECENT ACCOMPLISHMENTS
• Implemented new security measures at nine TGIF concerts, in partnership with Carlsbad
Police, Fire and Parks & Recreation departments and Carlsbad Friends of the Arts and
launched a corporate sponsorship program that secured two title sponsors
• Completed significant technology, lighting and audiovisual system upgrades in the Ruby G.
Schulman Auditorium
• Hosted six performances in the Ann Kulchin Courtyard while the Schulman Auditorium was
closed for construction, averaging 150 attendees per event
• Presented two exhibitions in the Cannon Art Gallery: Fiber in 3D and Silent Storytellers
• Awarded $117,128 in community arts grants to 27 arts organizations and schools
• Selected artist teams for public art at Veterans Memorial Park and Barrio Traffic Circle
GOALS
• Reevaluate the remaining initiatives in the Arts & Culture Master Plan with support from the
Arts Commission subcommittee and seek City Council guidance on next steps
• Complete community engagement and bring forward design plans to City Council for public
art at Chestnut I-5 Underpass, Veterans Memorial Park and Barrio Traffic Circle projects
• Initiate public art process for Monroe Street Pool and Robertson Ranch Park in accordance
with the Art in Public Places program
• Develop an updated Guest Artist Residency program, creating quality interactions between
artists and the community, as identified in the Arts & Culture Master Plan Priority Actions
• Explore new opportunities for temporary public art, including trail art to enhance the
outdoor experience, and continued partnership with the Carlsbad Village Association to pair
local artists with businesses
• Plan for a juried biennial exhibition in the Cannon Art Gallery to feature world class,
nationally and regionally recognized artists
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related
Strategic Plan
Goal
Community Arts Grants
applicants 30 35 35 N/A Community
Character
TGIF Concerts in the
Parks attendance 33,670 22,276 27,000
Remain within
defined safety capacity
Community
Character
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
An additional 2.07 hourly full-time equivalent part-time employee hours, equal to 4,140 hours, will
provide additional staffing for the newly renovated Schulman Auditorium in order to maximize its use
and offerings.
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COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks & Trail Maintenance
• Street Tree Maintenance & Median Maintenance
• The Crossings Golf Course
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 6,967,763$ 7,188,603$ 7,910,196$ 8,094,119$
Retirement Benefits 1,187,646 1,220,371 1,416,861 1,538,529
Health Insurance 648,498 718,403 829,038 934,627
Other Personnel Expenses 421,320 381,983 460,018 431,983
Personnel Services Subtotal 9,225,227 9,509,360 10,616,113 10,999,258
Operating Expenses
Professional & Contract Services 8,620,435 8,529,309 8,715,455 9,416,330
Supplies & Materials 1,224,719 1,000,984 1,020,884 1,075,287
Repair & Maintenance 7,710 478 1,934 1,609
Interdepartmental Charges 2,002,048 2,430,044 2,938,664 2,954,156
Other Operating Expenses 10,714,479 11,181,455 11,927,211 12,080,956
Capital Outlay 598,033 955,033 850,000 788,000
Operating Expenses Subtotal 23,167,424 24,097,303 25,454,148 26,316,338
TOTAL EXPENDITURES 32,392,651$ 33,606,663$ 36,070,261$ 37,315,596$
General Fund 20,813,176$ 21,252,800$ 22,759,082$ 24,190,711$
Enterprise Fund 9,162,350$ 10,187,428$ 10,762,000$ 10,589,000$
Special Revenue Fund 2,417,125$ 2,166,435$ 2,549,179$ 2,535,885$
TOTAL FUNDING 32,392,651$ 33,606,663$ 36,070,261$ 37,315,596$
Full Time Positions 59.00 59.00 58.00 58.00
Hourly/FTE Positions 71.56 70.32 70.21 69.72
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COMMUNITY SERVICES |
PARKS & RECREATION: ADMINISTRATION
Account: 0014510, 0014511
140 149
Fund: General
Special Revenue-Scholarships Special Revenue-Donations
ABOUT
Parks & Recreation Administration provides department leadership, planning and administrative
services to help develop and sustain high-quality parks and recreation programs.
SERVICES
• Evaluate and monitor business processes to improve operations, efficiency and performance
• Develop and monitor department’s operating budget and annual CIP budget
• Process and issue citywide special event permits
• Manage city-owned or controlled natural open space and trails system and review
opportunities for land acquisition, easement planning, and trails design/construction
• Oversee operating agreement for The Crossings at Carlsbad Municipal Golf Course
• Perform parks planning, design, administration and construction monitoring services
• Plan and monitor recreation programs in accordance with the Parks & Recreation
Department Master Plan and in consideration of participant surveys and community input
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,234,681$ 1,333,389$ 1,467,275$ 1,582,454$
Retirement Benefits 277,355 285,881 353,272 395,844
Health Insurance 99,962 127,023 160,913 197,952
Other Personnel Expenses 46,134 47,992 63,778 88,492
Personnel Services Subtotal 1,658,132 1,794,285 2,045,238 2,264,742
Operating Expenses
Professional & Contract Services 207,418 276,314 208,175 195,100
Supplies & Materials 31,081 33,554 58,340 48,840
Repair & Maintenance 6,863 22 200 200
Interdepartmental Charges 397,956 301,534 402,024 437,396
Other Operating Expenses 80,379 98,017 116,669 119,169
Capital Outlay - - - -
Operating Expenses Subtotal 723,697 709,441 785,408 800,705
TOTAL EXPENDITURES 2,381,829$ 2,503,726$ 2,830,646$ 3,065,447$
General Fund 2,322,636$ 2,449,921$ 2,749,446$ 2,984,247$
Special Revenue Fund 59,193 53,805 81,200 81,200
Total Funding 2,381,829$ 2,503,726$ 2,830,646$ 3,065,447$
Full Time Positions 10.30 10.45 11.45 11.80
Hourly/FTE Positions 0.49 0.98 0.98 1.47
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• Administer opportunity grants for low-income residents
• Provide support to and liaise with Parks & Recreation and Senior commissions
• Implement strategic action items in the Parks & Recreation Department Master Plan
RECENT ACCOMPLISHMENTS
• Checked plans and specifications of new private development projects that include trail
construction, street trees and rights of way improvements
• Assisted in obtaining City Council approval of the plans and specifications to bid and award
the construction contract for the Monroe Street Pool Renovation/Replacement project
• Achieved City Council approval of the plans and specifications to bid and award construction
contracts for the Alga Norte Aquatic Center Restrooms and Replastering Project
• Obtained City Council approval for an agreement for design services and pre-engineered
building material kits for the Veterans Memorial Park project
• Received City Council approval for an agreement with SDG&E to provide, install and maintain
electric vehicle charging station infrastructure for the Veterans Memorial Park project
• Obtained City Council approval for a new senior center meals preparation and delivery
services agreement for congregate and home meal delivered meals
• Expanded the Senior/Opportunity Grant program to allow residents to apply year-round
• Coordinated City Council approval of a citywide code of conduct ordinance that applies to
users of several city facilities, including the aquatic centers, community centers, and Senior
Center
• Conducted an athletic field and park rental area fee study, analyzing rates, usage data, and
maintenance cost recovery
• Implemented an increase in athletic field lighting fees, so as to be more comparable to
surrounding regional cities
• Finished redesign of the online recreation classes catalog
• Gained City Council approval of the recommended master plan for Robertson Ranch Park
and conducted permitting and entitlement phases of the project
• Completed construction contract for the Stagecoach Community Garden and monitored the
project through completion
GOALS
• Implement applicable parks, maintenance, and programs, events and facilities strategies
identified in the Parks & Recreation Department Master Plan
• Pursue CAPRA accreditation to ensure re-accreditation within the next year, as it’s the sole
national standard for evaluating park and recreation agencies, signifying high-quality
operation, management, and community service
• Complete permitting and construction document preparation phases of the project, and
obtain City Council approval of plans and specifications to bid and award a construction
contract for four new outdoor pickleball courts at Calavera Hills Community Park and four
new outdoor pickleball courts at Stagecoach Community Park
• Complete the permitting and entitlement phase, obtain City Council approval on the final
master plan, and commence the construction documentation for Robertson Ranch Park
• Obtain City Council approval to award a construction contract for Veterans Memorial Park
and continue providing administrative support in overseeing the project
• Support three commissions in accomplishing the goals and tasks within each commission’s
annual work plan
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COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION
Account: 0014520-44, 0014546-73 143 Fund: General Special Revenue-Senior Program Donations
ABOUT
The Parks & Recreation Department offers a wide variety of programming, including youth and adult
sports, instructional classes, camps, aquatics, preschool and teen services, and special events. The
department operates and maintains community centers, parks and special use areas, featuring multi-
use fields, tennis courts, dog parks, skate parks, playgrounds, two historic parks, a senior center, four
multigenerational community centers and two aquatic centers.
SERVICES
• Provide information, enrollment and registration services for parks, programs and facilities
• Collect and account for revenue to ensure efficient and cost-effective programming
• Plan, conduct, and supervise recreation operations and programs at community centers,
parks and other city facilities
• Process applications and issue park, facility and special event permits
• Coordinate and oversee fair and efficient use of athletic facilities for resident nonprofit
sports organizations
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 3,840,793$ 3,946,152$ 4,299,456$ 4,388,584$
Retirement Benefits 468,194 492,351 558,416 615,581
Health Insurance 267,834 289,256 318,197 406,758
Other Personnel Expenses 273,257 240,138 281,878 195,980
Personnel Services Subtotal 4,850,078 4,967,897 5,457,947 5,606,903
Operating Expenses
Professional & Contract Services 1,130,165 1,239,826 1,254,185 1,323,825
Supplies & Materials 652,689 662,596 606,200 727,913
Repair & Maintenance 842 297 1,354 1,029
Interdepartmental Charges 1,086,366 1,402,959 1,750,750 1,530,505
Other Operating Expenses 773,302 572,730 582,049 611,454
Capital Outlay 67,270 - - -
Operating Expenses Subtotal 3,710,634 3,878,408 4,194,538 4,194,726
TOTAL EXPENDITURES 8,560,712$ 8,846,305$ 9,652,485$ 9,801,629$
General Fund 8,521,584$ 8,826,679$ 9,618,985$ 9,768,129$
Special Revenue Fund 39,128 19,626 33,500 33,500
Total Funding 8,560,712$ 8,846,305$ 9,652,485$ 9,801,629$
Full Time Positions 24.40 24.30 23.25 23.50
Hourly/FTE Positions 66.44 64.71 64.60 63.86
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• Conduct cultural and historic park educational and interpretive programming
• Serve as a certification site for aquatics training programs through the American Red Cross
• Provide programs that promote health and wellness and essential childhood development
• Arrange classes, seminars, transportation and professional services for seniors
• Manage intergenerational programs that foster cooperation and interaction
• Provide congregate meals and home delivered meals to seniors at little or no cost
• Recruit and manage volunteers supporting the Senior Center, Leo Carrillo Ranch, and special
events
RECENT ACCOMPLISHMENTS
• Assisted in the design and bidding of the Monroe Street Pool Renovation/Expansion Project
• Launched the Leo Carrillo Ranch Archives online database, granting public access to a
comprehensive digital collection
• Monitored replastering of pools and renovation of restrooms at Alga Norte Aquatic Center
• Implemented a new agreement for senior nutrition services to continue serving an average
of 70 congregate meals per day and over 300 home delivered meals per week
• Recertified 50 lifeguards to maintain surveillance and first responder services at pools
• Exceeded teen revenue projections by 150% through increased participation in the L.I.T.E. or Leadership In Training and Education program and two special events
• Partnered with the Carlsbad Chamber of Commerce to host the annual Older & Bolder Expo
at the Senior Center, featuring 45 plus vendors for seniors and caregivers
• Welcomed 41 fourth-grade classes and over 1,100 students for the California History & Art
Program at Leo Carrillo Ranch
• Implemented a Park Monitoring Program to ensure fair community use and compliance with
park rules
GOALS
• Maintain support of the City of Carlsbad Age-Friendly Action Plan
• Expand programs that promote health and wellness and essential childhood development,
including intergenerational social events for seniors and teens
• Augment staff with volunteers to build community and enhance fiscal stewardship
• Continue implementation of the Parks & Recreation Department Master Plan actions related
to services, programs, events and fees
• Develop a professional photography fee schedule for Leo Carrillo Ranch Historic Park
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Hours of volunteer
services used 12,355 14,357 10,000 At least
10,000
Community
Character
Percentage execution of
advertised recreation
programs
85% 85% 85% 85% Community
Character
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COMMUNITY SERVICES |
PARKS & RECREATION: PARKS & TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 432 acres of developed or scheduled to
be constructed community parks and special use areas, 51 miles of trails, 612 acres of habitat
preserves, urban forests and undeveloped lands and landscaping for 58 acres of facilities.
SERVICES
• Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses and
school athletic fields
• Inspect and maintain restroom facilities and picnic areas, tennis, pickleball and basketball
courts, and soccer, softball, baseball and multi-purpose fields
• Repair parks structures, athletic field lighting, play equipment, playground safety surfacing,
other park infrastructure and amenities
• Respond to tree service requests and provide storm and emergency assistance as necessary
• Refine, support and administer tree maintenance block pruning program
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental
cycle for high-maintenance trees in accordance with Community Forest Management Plan
• Maintain existing citywide trails system and coordinate development of new trails
• Manage the trails volunteers program
• Oversee maintenance and monitoring of preserves, urban forests and undeveloped lands
• Coordinate coastal activities with the California Department of Parks & Recreation, California
Coastal Commission and lagoon foundations
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,532,169$ 1,493,642$ 1,647,506$ 1,613,874$
Retirement Benefits 359,087 350,445 388,992 402,478
Health Insurance 248,339 259,777 288,015 282,342
Other Personnel Expenses 84,038 73,537 88,141 114,669
Personnel Services Subtotal 2,223,633 2,177,401 2,412,654 2,413,363
Operating Expenses
Professional & Contract Services 5,554,106 5,493,295 5,599,045 6,229,045
Supplies & Materials 396,914 281,122 317,422 265,922
Repair & Maintenance 5 138 380 380
Interdepartmental Charges 504,058 661,875 768,657 996,292
Other Operating Expenses 1,290,240 1,359,136 1,292,493 1,533,333
Capital Outlay - 3,233 - -
Operating Expenses Subtotal 7,745,323 7,798,799 7,977,997 9,024,972
TOTAL EXPENDITURES 9,968,956$ 9,976,200$ 10,390,651$ 11,438,335$
Full Time Positions 20.40 19.40 18.45 17.85
Hourly/FTE Positions 3.85 3.10 3.10 2.86
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RECENT ACCOMPLISHMENTS
• Applied clear coat on playground surfacing at select parks to enhance UV protection
• Refined, supported and administered tree maintenance block pruning program
• Completed first phase of planting parks and trails trees within vacancies created by prior
removals and planted new parks and trails trees in accordance with the Community Forest
Management Plan
• Performed sports lighting maintenance at several community parks
• Repaired segments of Lake Calavera Trails and installed erosion control measures
• Participated in administration of the janitorial services agreement for parks restrooms
• Executed two North Beach clean-up events with the Beach Preservation Commission
• Improved operational effectiveness of irrigation systems through upgrades
• Abated invasive Kikuyu grass from the landscape at the city’s Farmers property at the
southwest corner of El Camino Real and Faraday Avenue
• Resurfaced tennis courts at Carlsbad High School as a joint use site between the City of
Carlsbad and Carlsbad Unified School District
• Installed accessible walkway and turf renovations at Poinsettia Dog Park
• Transitioned to Cartegraph inspection, reporting, work order and tracking software for
contracted parks maintenance services
• Monitored construction and assumed maintenance of Stagecoach Community Garden
GOALS
• Resurface tennis and basketball courts at La Costa Canyon Park and pickleball courts at
Poinsettia Community Park
• Repair ballfield fencing and perform related improvements at Chase Fields and at Alga Norte
Community Park
• Assume ongoing maintenance of replaced synthetic turf soccer field at Poinsettia
Community Park
• Apply clear coat on playground surfacing at select parks to enhance UV protection
• Add 500 total trees to the city’s inventory, including trees within parks, facilities and trails in
accordance with City Council-adopted Community Forest Management Plan
• Complete second phase of planting parks and trails trees within vacancies created by prior
removals in accordance with the Community Forest Management Plan
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of Green
matter generated at city
parks and city facilities
reused
93% 92% 95% At least
95%
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles at
parks and trials
10% 9% 10%
10%
annual
increase
Sustainability &
the Natural
Environment
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget includes $300,000 in one-time budget appropriations to initiate a fire
mitigation project in the city’s urban forest areas. This is a continuation of efforts approved by the
City Council mid-year 2024-25.
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COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE
Account: 160
161
Fund: Special Revenue
Special Revenue
ABOUT
The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
The Median Maintenance Assessment District provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways and streetscapes,
including the Downtown Carlsbad Village area.
SERVICES
• Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Respond to tree service requests and provide storm and emergency assistance as necessary
• Refine, support, administer and inspect the tree maintenance block pruning program
• Plant street trees and median trees within vacancies created by prior removals in
accordance with the Community Forest Management Plan
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 360,120$ 415,420$ 495,959$ 509,207$
Retirement Benefits 83,010 91,694 116,181 124,626
Health Insurance 32,363 42,347 61,913 47,575
Other Personnel Expenses 17,891 20,316 26,221 32,842
Personnel Services Subtotal 493,384 569,777 700,274 714,250
Operating Expenses
Professional & Contract Services 1,377,637 1,183,188 1,306,050 1,313,360
Supplies & Materials 144,035 23,712 38,922 32,612
Repair & Maintenance - 21 - -
Interdepartmental Charges 13,668 63,676 17,233 (10,037)
Other Operating Expenses 290,080 252,630 372,000 371,000
Capital Outlay - - - -
Operating Expenses Subtotal 1,825,420 1,523,227 1,734,205 1,706,935
TOTAL EXPENDITURES 2,318,804$ 2,093,004$ 2,434,479$ 2,421,185$
Full Time Positions 3.90 4.85 4.85 4.85
Hourly/FTE Positions 0.78 1.53 1.53 1.53
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• Perform plan checks, conduct inspections and assume maintenance responsibility for street
trees of development projects or ensure a street tree maintenance agreement is executed
and recorded by the developer
• Administer and oversee landscape and irrigation maintenance for all city median planters
and developed parkways and streetscapes, including litter control, weed abatement,
pruning, shrub and tree refurbishment and irrigation repairs
• Perform plan checks, conduct inspections and assume maintenance responsibility for
medians and parkways constructed from city capital improvement projects and private
development, or ensure a median and parkway maintenance agreement is executed and
recorded by the developer
RECENT ACCOMPLISHMENTS
• Transitioned to Cartegraph inspection, reporting, work order and tracking software for
contracted parks maintenance services
• Completed first phase of replacement of missing shrub and ground covers
• Finished irrigation controller upgrades in high priority areas
GOALS
• Add 500 total trees to the city’s inventory, including those within street rights-of-way and
medians, in accordance with City Council-adopted Community Forest Management Plan
• Conclude second phase of replacement of missing shrubs and ground covers
• Complete irrigation controller upgrades in medium priority areas
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of street trees
and median trees
inspected for pruning
5,525 5,500 5,500 At least
5,000
Sustainability &
the Natural
Environment
Percentage of increase in
recycling receptacles
within Downtown Village
and Northern Beach
Streetscapes
10% 12% 10%
10%
annual
increase
Sustainability &
the Natural
Environment
May 20, 2025 Item #11 Page 159 of 332
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COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS AT CARLSBAD
MUNICIPAL GOLF COURSE
Account: 572 Fund: Enterprise
ABOUT
The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility.
Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a
golf shop, players’ lounge, sunset patio, banquet facilities, fireplace in dining room, full-service
kitchen, outdoor deck with ocean views and three miles of hiking trails that connect to Veterans
Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public
Financing Authority. SERVICES
• Administer management and operations agreement with JC Management, Inc.
• Maintain and renovate golf and non-golf turf, landscaping, drainage, irrigation, cart paths,
parking lots and site utilities systems
• Maintain and repair clubhouse, snack bar, restrooms and public areas available for patrons
• Oversee food and beverage services at the Players’ Lounge, Sunset Patio, Canyons
Restaurant, beverage carts and snack bar
• Manage sales and marketing for golf and non-golf activities, special events, banquets, dining,
weddings and other gatherings
• Train and oversee player assistants, greeters and starters servicing the course and clubhouse
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 0 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 0 0 0
Operating Expenses
Professional & Contract Services 351,109$ 336,686$ 348,000$ 355,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 8,280,478 8,898,942 9,564,000 9,446,000
Capital Outlay 530,763 951,800 850,000 788,000
Operating Expenses Subtotal 9,162,350 10,187,428 10,762,000 10,589,000
TOTAL EXPENDITURES 9,162,350$ 10,187,428$ 10,762,000$ 10,589,000$
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Executed a Capital Improvement Plan with projects that have an anticipated return on
investment or were needed for maintenance effectiveness or safety concerns
• Upgraded multiple pieces of kitchen equipment to improve efficiency and overall quality
• Ensured the pace of play was under five hours per round of golf, via staff educating patrons
and expediting play, and met pace of play goal on at least 90% of rounds played
• Replaced damaged golf cart paths and fencing in specific, high-risk areas around the golf
course and facility
• Installed east range netting to protect assets located in the area from errant shots
• Restored wood in banquet rooms, restaurant, lounge, bathrooms and lobby of clubhouse
• Painted all exterior/interior areas of clubhouse
• Upgraded dining room chairs for Canyons Restaurant
• Executed bunker renovations for Holes 11 and 13 on the golf course
• Completed clubhouse perimeter and parking lot landscape renovation and enhancements
• Purchased a course greens mower and a utility cart for increased quality and production
• Installed bromic heaters on Canyons Patio to replace existing stand-alone heaters, providing
additional revenue opportunities while consistently keeping guests comfortable on cooler
days and evenings
GOALS
• Level tee boxes and renovate greens collars where needed for better course playability
• Construct wind wall to extend from west patio to south side of canyons patio
• Add audiovisual components to integrate the exterior of the clubhouse with its interior,
enhancing the guest experience upon arrival
• Upgrade the restrooms and snack bar to improve guest experience
• Renovate bunkers for needed areas on the golf course
• Replace tabletops in the Canyons Restaurant
• Add landscape fountain features to courtyard and front entrance areas
• Secure permit approvals for facility’s monument signage
• Expand clubhouse landscape enhancements and continue new plantings for removed trees
• Maintain number of rounds played, and apply increase to the average rate by $2 per round
• Increase number of banquets and receptions by at least 2%
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of golf rounds
that met pacing goal 91% 92% 93% At least
90%
Community
Character
Percentage increase in
banquets and receptions
hosted annually
3% 8% 2% 2% annual
increase
Community
Character
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ADMINISTRATIVE SERVICES
Administrative Services is a transparent, innovative
and efficient support services branch that is
accountable for the assets entrusted to it. The
branch, comprised of finance, human resources,
risk management and workers’ compensation,
economic development, information technology
and internal audit provides related services to city
staff and the public as well as promotes a strong
local economy.
Our employees work together to add value to
organizational processes, provide timely and
reliable service to our community and business
partners and find creative solutions to problems
while protecting our assets. Key roles also include
attracting and retaining a talented and engaged
city workforce and ensuring the economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
442-339-2430
laura.rocha@carlsbadca.gov
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May 20, 2025 Item #11 Page 164 of 332
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ADMINISTRATIVE SERVICES |
ADMINISTRATION
Account: 0011110 Fund: General ABOUT
Administrative Services Administration provides financial, analytical, budget, strategic and
administrative support to the branch and organization, aiming to enhance operational efficiency and
promote evidence-based, well-managed government.
SERVICES
• Provide branch leadership and strategic support, long-range financial management and
budget oversight, internal audit, contract administration, records management, economic
development and support to the city’s business community
• Enhance transparency, accountability and integrity in operational areas using innovation and
technology to streamline procedures and processes
• Support departments on process improvement and operational efficiency to further the
city’s pursuit of being an evidence-based well managed government
• Identify key performance indicators with departments to gauge progress on the City
Council's strategic plan and make better data-driven decisions
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 486,228$ 416,267$ 496,494$ 547,187$
Retirement Benefits 113,546 100,946 128,044 147,699
Health Insurance 42,208 40,985 66,830 66,339
Other Personnel Expenses 11,863 10,650 14,206 15,944
Personnel Services Subtotal 653,845 568,848 705,574 777,169
Operating Expenses
Professional & Contract Services 15,042 29,800 38,160 39,300
Supplies & Materials 6,215 5,969 6,550 7,350
Repair & Maintenance - - 50 50
Interdepartmental Charges 45,396 62,794 40,512 62,876
Other Operating Expenses 5,799 3,143 5,350 5,850
Capital Outlay - - - -
Operating Expenses Subtotal 72,452 101,706 90,622 115,426
TOTAL EXPENDITURES 726,297$ 670,554$ 796,196$ 892,595$
Full Time Positions 3.00 3.00 3.00 3.00
Hourly/FTE Positions 0.70 0.70 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Recommended a strategic, balanced budget, that meets City Council-approved reserve level
• Continued or completed 31 Economic Development Strategic Plan actions
• Developed an economic data dashboard to make indicators more accessible to the public
• Established Carlsbad Works to develop a performance management system that highlights
good data management and data governance citywide
• Won What Works Cities Gold Certification for evidence based, well-managed government
• Launched a new open data portal, enhancing information sharing efficiency within the
organization and with the public, thereby increasing transparency
GOALS
• Ensure the city’s short and long-term financial status is healthy and sound
• Work with city leadership and City Council to develop plans for addressing any forecast
shortfalls in funding for operations and infrastructure
• Evaluate opportunities for bond refinancing that will result in savings
• Enhance transparency, accountability and integrity in operational areas using innovation and
technology to streamline procedures and processes
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of value-added internal audit
engagements
0 1 4 N/A Organizational Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
ECONOMIC DEVELOPMENT
Account: 0011035 Fund: General
ABOUT
Economic development supports business growth, job creation and new investments to improve
residents' economic well-being and quality of life, aligning with the City Council's goal of economic
vitality.
SERVICES
• Implement the Economic Development Strategic Plan to achieve Economic Vitality goal
• Conduct business expansion, attraction and retention activities
• Support Carlsbad’s key industries, small businesses, entrepreneurs and startups
• Position Carlsbad as a desirable place to conduct business and grow business operations
• Foster a healthy talent pipeline for Carlsbad’s key industries
• Provide economic data and analysis to help inform decision-making
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,247,084$ 1,309,082$ 315,108$ 344,090$
Retirement Benefits 273,545 287,470$ 78,235 88,134$
Health Insurance 116,911 134,110$ 33,545 36,405$
Other Personnel Expenses 29,860 32,590$ 8,535 10,327$
Personnel Services Subtotal 1,667,400 1,763,252 435,423 478,956
Operating Expenses
Professional & Contract Services 266,288 357,919 263,000 298,000
Supplies & Materials 73,801 57,597 67,260 67,260
Repair & Maintenance 118,700 104,700 - -
Interdepartmental Charges 227,124 261,937 100,683 95,519
Other Operating Expenses 39,351 31,268 25,500 25,500
Capital Outlay - - - -
Operating Expenses Subtotal 725,264 813,421 456,443 486,279
TOTAL EXPENDITURES 2,392,664$ 2,576,673$ 891,866$ 965,235$
Full Time Positions 9.00 9.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Implemented a total of 40 Economic Development Strategic Plan actions
• Stood up the Small Business Liaison program to give small businesses a dedicated contact at
the city and suite of resources to be more competitive
• Organized and hosted San Diego Startup Week for third consecutive year establish Carlsbad
as a great place for entrepreneurs
• Launched Candidate Marketplace, a talent recruiting tool for Carlsbad businesses
• Refreshed Life in Action Website to be more relevant to ensure Carlsbad remains attractive
to talent and workers
• Expanded monthly industry engagement events, going from 4-8 attendees to 40 attendees
on average
• Made economic data more available to businesses and policymakers via two easy-to-
navigate dashboards on the city website
• Transitioned the Carlsbad Tourism and Carlsbad Golf Lodging business improvement districts
to an updated operating model, increasing efficiency of operations to support the tourism
industry
GOALS
• Continue the implementation of the Economic Development Strategic Plan, progressing on
at least 55 cumulative actions in pursuit of Economic Vitality, an increase from 40 actions
last year
• Enhance support services for city businesses, supporting at least 50 business expansion
attraction and retention, or BEAR, projects, consistent with last year’s output
• Establish and expand industry advisory groups to gain a better understanding of current and
anticipated challenges in Carlsbad’s key industries
• Offer resources to streamline talent recruitment processes for Carlsbad businesses
• Develop and implement innovative programs to enhance business growth and resiliency
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Number of companies
reached through BEAR
activities
45 40 50 N/A Economic Vitality
Number of Economic
Development Strategic
Plan Actions in Progress
31 40 55 N/A Economic Vitality
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ADMINISTRATIVE SERVICES |
FINANCE
Account: 0011310 Fund: General
ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a
strategic financial management plan and provides information in an effective and timely manner,
ensuring the city makes sound financial decisions.
SERVICES
• Oversee the city budget and long-range financial planning
• Monitor the economy closely and continuously update the city’s Ten-Year Financial Forecast
to ensure the General Fund remains in balance throughout the year
• Present quarterly financial updates to the City Council
• Provide general accounting and reporting
• Support treasury administration
• Manage debt, cashiering, purchasing, utility billing and business licensing
• Process payroll and payments
• Manage receiving, messenger and mail services
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,369,590$ 2,480,743$ 2,572,705$ 2,861,527$
Retirement Benefits 578,299 544,307 633,443 729,059
Health Insurance 378,037 390,660 413,343 473,144
Other Personnel Expenses 66,569 69,403 89,497 99,249
Personnel Services Subtotal 3,392,495 3,485,113 3,708,988 4,162,979
Operating Expenses
Professional & Contract Services 984,049 999,847 898,981 994,575
Supplies & Materials 255,377 244,225 276,765 264,321
Repair & Maintenance 12,995 68,818 26,820 23,600
Interdepartmental Charges 704,724 587,661 671,685 692,207
Other Operating Expenses 26,862 23,872 48,725 54,395
Capital Outlay 20,270 11,183 - 2,600
Operating Expenses Subtotal 2,004,277 1,935,606 1,922,976 2,031,698
TOTAL EXPENDITURES 5,396,772$ 5,420,719$ 5,631,964$ 6,194,677$
Full Time Positions 26.00 26.00 26.00 27.00
Hourly/FTE Positions 3.00 3.00 3.00 3.00
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RECENT ACCOMPLISHMENTS
• Completed fiscal year 2023-24 Annual Comprehensive Financial Report
• Completed the mid-year budget review process, which is a collaborative effort with all city
departments to forecast changes to revenues and expenditures compared to their current
budgets based on observed trends
• Maintained a balanced operating budget in fiscal year 2024-25 and submitted a balanced
budget to the City Council for fiscal year 2025-26
• Completed comprehensive master fee schedule updates to ensure fees charged to the public
are in line with city policy and inflation levels
• Initiated comprehensive cost of service study to evaluate city fee levels and structures and
comparisons with other cities that will be completed in the upcoming fiscal year
• Completed an updated cost allocation plan for fiscal year 2024-25, a document that outlines
how the city distributes the cost of providing services to different funds or programs
• Assisted with program-specific external audits including Public Works and the Utilities and
Police departments
GOALS
• Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the
General Fund remains in balance
• Continue implementation of Core System Modernization project
• Continue to improve procedures to mitigate risk through additional controls in payables
process
• Continue supporting program-specific audit requests for funding the city receives
• Expand the use of electronic bidding to increase efficiencies in the procurement process
• Maintain a General Fund Reserve Ratio of 40% of General Fund annual operating
expenditures, in compliance with City Council Policy 74 and demonstrating the department’s
efforts to achieve the city’s 2023-2027 strategic plan goal of organizational excellence &
fiscal health
• Maintain a credit rating of AAA, demonstrating the department’s efforts to achieve the city’s
2023-2027 strategic plan goal of organizational excellence & fiscal health
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
General Fund Reserve
Ratio 72% 59% 61% At least
40%
Organizational
Excellence &
Fiscal Health
Credit Rating AAA AAA AAA AAA
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2025-26 budget adds one accountant position to support the department’s financial
accounting and reporting group.
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY
HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 2,229,496$ 2,339,143$ 2,238,015$ 2,547,667$
Retirement Benefits 499,723 495,365 543,023 635,934
Health Insurance 202,346 211,721 220,937 259,477
Other Personnel Expenses 78,444 136,572 69,882 79,596
Personnel Services Subtotal 3,010,009 3,182,801 3,071,857 3,522,674
Operating Expenses
Professional & Contract Services 6,709,662 7,652,871 7,593,000 6,510,000
Supplies & Materials 68,955 62,769 75,155 76,155
Repair & Maintenance - - - -
Interdepartmental Charges 351,180 428,749 673,391 605,015
Other Operating Expenses 16,567,062 15,004,470 7,108,400 7,562,400
Capital Outlay 9,958 - - 3,000
Operating Expenses Subtotal 23,706,817 23,148,859 15,449,946 14,756,570
TOTAL EXPENDITURES 26,716,826$ 26,331,660$ 18,521,803$ 18,279,244$
General Fund 4,513,351$ 4,354,491$ 5,136,218$ 5,609,553$
Internal Service Fund 22,203,475$ 21,977,169$ 13,385,585$ 12,669,691$
TOTAL FUNDING 26,716,826$ 26,331,660$ 18,521,803$ 18,279,244$
Full Time Positions 18.00 18.00 17.00 18.00
Hourly/FTE Positions 2.20 2.20 2.20 2.40
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department provides services for the employees of the city so they can
provide the highest level of service to the public. The department serves to support the creation of a
high-performance work culture that can carry out the vision for the organization as defined by the
City Council and the City Manager. The primary objectives are achieving compliance with federal and
state mandates to avoid risk and liability and making process improvements to help the city remain
resilient while delivering exceptional service.
SERVICES
• Maintain employment-related legal compliance and manage employee and labor relations
• Oversee employee engagement programs; support efforts to maintain an optimal workforce
• Lead recruitment, retention and onboarding, including the internship program and
Department of Defense SkillBridge program, a career transition initiative that helps
transitioning service members gain valuable civilian work experience
• Ensure employees’ job duties match their job classification and that compensation is
equitable and competitive to attract and retain top talent
• Administer employee benefits, leaves of absence and workplace accommodations to ensure
competitive benefits at best value cost and maintain legal compliance
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,917,654$ 1,881,487$ 1,764,297$ 2,074,700$
Retirement Benefits 426,242 392,844 419,233 506,734
Health Insurance 153,199 152,267 154,912 207,959
Other Personnel Expenses 48,801 48,529 54,754 63,711
Personnel Services Subtotal 2,545,896 2,475,127 2,393,196 2,853,104
Operating Expenses
Professional & Contract Services 1,290,492 959,767 1,560,000 1,632,000
Supplies & Materials 65,760 60,597 70,155 71,155
Repair & Maintenance - - - -
Interdepartmental Charges 315,240 379,315 574,167 504,594
Other Operating Expenses 295,963 479,685 538,700 545,700
Capital Outlay - - - 3,000
Operating Expenses Subtotal 1,967,455 1,879,364 2,743,022 2,756,449
TOTAL EXPENDITURES 4,513,351$ 4,354,491$ 5,136,218$ 5,609,553$
Full Time Positions 15.00 14.00 13.00 14.00
Hourly/FTE Positions 2.20 2.20 2.20 2.40
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• Operate a city-wide volunteer program that includes over 600 people donating an average of
30,000 hours of assistance annually
• Foster inclusion and equity values citywide and within all HR department services
RECENT ACCOMPLISHMENTS
• Provided over 350 in-person and virtual self-paced development courses
• Filled over half of vacant full-time positions by internal promotions in fiscal year 2024-25
• Implemented the Let’s Connect program—a performance management tool that provides
opportunities for supervisors and employees to discuss accomplishments, growth and goals
• Created or updated approximately 20 employment-related policies to maintain compliance
• Instituted a qualifications-based job applicant screening process focused on skills, education
and experience and excluding applicants’ personal information
• Advertised job openings on over 600 nationwide websites to achieve a high level of inclusivity
• Processed over 6,000 job applications to fill over 400 vacant positions in fiscal year 2024-25
• Prepare Emergency Medical Technicians to promote to Paramedic Firefighters to fill
vacancies faster and retain employees who align with Fire Department values and work ethic
• Established a senior project program with California State University San Marcos, giving
students an opportunity to gain practical experience and employees an opportunity to
mentor future leaders in the field
• Implemented online recruitment testing programs, resulting in a more streamlined process
• Consistently maintained vacancy rates under 10% to ensure effective public service delivery;
this falls below the legal requirements to report vacancy rates of 20% or more
GOALS
• Implement Carlsbad LEAD: Listen Empower Act Develop, a customized training academy to
provide current and aspiring leaders with skills and knowledge to effectively lead others
• Maximize recruitment outreach to attract and retain top talent in a competitive environment
• Collaborate with North Zone fire agencies for an effective use of shared resources during fire
department promotional testing processes
• Negotiate new labor contracts with Carlsbad Firefighters’ Association Inc. and Carlsbad City
Employees’ Association
• Continue to conduct compensation studies to ensure equity, competitiveness and retention
• Expand the Let’s Connect program for off-cycle use and with part-time employees citywide
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Voluntary turnover rate 6% 6% 6% 10% or less
Organizational
Excellence &
Fiscal Health
Legally mandated
employee training
compliance rate
100% 100% 100% 100%
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
One position was added to continue to meet current and future demands to fill vacant positions,
including recently added safety positions, in a timely manner and maintain low vacancy rates. The
addition of this position will also help maintain compliance and all service levels in the department.
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability
insurance program which helps protect the city’s financial interests. Risk Management works closely
with the City Attorney’s Office and outside legal counsel to monitor, control and resolve litigated
claims. Risk Management also works to recover monetary losses to city property caused by the
negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act
Coordinator and assists with ongoing efforts of the city to comply with Title II of the Americans with
Disabilities Act. Additionally, Risk Management maintains compliance of applicable state and federal
mandates related to safe conditions at city facilities and worksites.
SERVICES
• Manage all liability claims received by the city
• Collaborate and resolve all risk management-related litigation with the City Attorney’s Office
• Pursue loss recovery and manage the loss prevention program for employee-related losses
• Administer the citywide safety program (e.g., injury and illness prevention and workplace
violence prevention) and compliance with the California Department of Industrial Relations’
Occupational Safety & Health Act, or OSHA
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 222,094$ 301,039$ 301,795$ 275,002$
Retirement Benefits 52,965 66,408 78,864 75,122
Health Insurance 32,350 35,936 39,413 28,292
Other Personnel Expenses 19,300 55,127 9,576 9,398
Personnel Services Subtotal 326,709 458,510 429,648 387,814
Operating Expenses
Professional & Contract Services 4,701,339 5,889,128 5,043,000 3,849,000
Supplies & Materials 3,195 2,172 5,000 5,000
Repair & Maintenance - - - -
Interdepartmental Charges 23,952 32,619 70,122 72,248
Other Operating Expenses 3,646,415 6,881,674 1,849,700 1,129,700
Capital Outlay 9,958 - - -
Operating Expenses Subtotal 8,384,859 12,805,593 6,967,822 5,055,948
TOTAL EXPENDITURES 8,711,568$ 13,264,103$ 7,397,470$ 5,443,762$
Full Time Positions 2.00 2.50 2.50 2.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Coordinate cost recovery of damage to city assets by third parties
• Monitor compliance related to insurance requirements for all citywide independent
contractors
• Evaluate and provide advice regarding insurance policies purchased by the city
RECENT ACCOMPLISHMENTS
• Conducted over 50 safety audits at city facilities and work sites to maintain safe conditions
for the public and employees
• Managed over 120 active liability and property claims without a Third-Party Administrator,
resulting in an estimated $80,000 annual cost avoidance
• Implemented alternative methods for delivering safety related trainings to minimize
operational disruptions, increase trainer and trainee interaction, and improve training
quality
• Improved assessments, such as audiogram and respirator fit testing, to keep those
employees who work in hazardous conditions safe
• Coordinated efforts with the City Attorney’s Office to develop and implement the new
Workplace Violence Prevention Plan in compliance with new state legal requirements
• Worked with departments to conduct Safety Surveys to enhance safety compliance
• Obtained city property loss recoveries resulting in an average annual cost recovery of
$150,000
GOALS
• Enhance the safety program to include up-to-date trainings to ensure a safe work
environment
• Facilitate additional safety committee meetings in which all departments participate and
collaborate towards the goal of maintaining a safe working environment
• Continue developing the division’s Standard Operating Procedures to maintain compliance
with updates to CalOSHA regulations
• Reduce dependence on external trainers and vendors by conducting more employee safety
training internally, resulting in cost avoidance and a customized training experience
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
New claims that are
closed 83% 80% 80% At least
80%
Organizational
Excellence &
Fiscal Health
Recovered damages to
city property 72% 76% 75% At least
75%
Organizational
Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to support the work-related injury and illness program.
SERVICES
• Cooperate with injured employees and physicians to ensure timely medical treatment
• Coordinate employees’ return to work, including light duty assignments
• Work directly with injured employees to settle outstanding claims without litigation
• Provide training, analytics and recommendations to department supervisors to prevent
work-related injuries
RECENT ACCOMPLISHMENTS
• Resolved and closed 238 claims in fiscal year 2023-24 and expecting to resolve 225 claims in
fiscal year 2024-25; 97% of these did not require litigation
• Enhanced the workers’ compensation claims auditing process and trend analysis to identify
patterns and implement additional safety measures to prevent claims
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 89,748$ 156,617$ 171,923$ 197,965$
Retirement Benefits 20,516 36,113 44,926 54,078
Health Insurance 16,797 23,518 26,612 23,226
Other Personnel Expenses 10,343 32,916 5,552 6,487
Personnel Services Subtotal 137,404 249,164 249,013 281,756
Operating Expenses
Professional & Contract Services 717,831 803,976 990,000 1,029,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 11,988 16,815 29,102 28,173
Other Operating Expenses 12,624,684 7,643,111 4,720,000 5,887,000
Capital Outlay - - - -
Operating Expenses Subtotal 13,354,503 8,463,902 5,739,102 6,944,173
TOTAL EXPENDITURES 13,491,907$ 8,713,066$ 5,988,115$ 7,225,929$
Full Time Positions 1.00 1.50 1.50 1.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Conducted weekly incident reviews to identify trends in work related accidents and injuries
and implement measures to reduce employee injury and workers’ compensation claims
costs
GOALS
• Ensure injured employees receive appropriate medical treatment in a timely manner to
reach maximum improvement and return to work as soon as reasonably possible
• Continue working collaboratively with injured employees to settle claims without litigation
• Minimize the number of lost days of work due to work-related injuries and illnesses by
continuing to provide outstanding service and minimize overtime cost due to employee
absences
• Enhance the workers’ compensation advocacy plan and use of data analytics to achieve the
desired outcomes of this program, including injury and illness prevention
• Share workers’ compensation data with respective departmental management regularly to
guide the decision-making process and provide feedback that supports program goals
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Average lost days of work
per claim 55 70 70 < 100
Organizational
Excellence &
Fiscal Health
Litigated claims as
percent of open claims 3% 3% 3% < 20%
Organizational
Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports and continuously improves essential technology
solutions and infrastructure for enabling day-to-day city operations. IT provides leadership to deliver
secure, reliable and cost-effective solutions aligned with City Council priorities and city initiatives.
SERVICES
• Administer and oversee the department’s use of resources and formation of priorities
• Support operations through implementation and support of technology infrastructure
• Implement and support enterprise software applications and systems
• Oversee Data Services including GIS for internal and external data needs
• Manage technology and system implementations and upgrades
• Facilitate business system specialist support to ensure technology meets business needs
• Deliver client services through a service desk, PC support and strategic initiatives
• Support public safety’s unique technology requirements for the Police and Fire departments
• Oversee information technology security policies and practices and threat investigations
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 5,055,840$ 4,981,393$ 5,963,096$ 6,279,469$
Retirement Benefits 1,061,220 1,157,644 1,525,129 1,678,176
Health Insurance 593,196 595,925 738,267 782,802
Other Personnel Expenses 308,676 784,261 191,876 220,872
Personnel Services Subtotal 7,018,932 7,519,223 8,418,368 8,961,319
Operating Expenses
Professional & Contract Services 1,738,537 722,749 1,314,678 1,262,234
Supplies & Materials 200,287 188,329 137,697 127,497
Repair & Maintenance 4,599,418 5,223,871 5,897,569 6,442,978
Interdepartmental Charges 35,604 73,864 125,499 113,336
Other Operating Expenses 1,542,073 1,531,915 1,602,682 1,599,477
Capital Outlay 1,022,624 1,226,496 1,209,044 1,393,602
Operating Expenses Subtotal 9,138,543 8,967,224 10,287,169 10,939,124
TOTAL EXPENDITURES 16,157,475$ 16,486,447$ 18,705,537$ 19,900,443$
Full Time Positions 43.00 43.00 48.00 48.00
Hourly/FTE Positions 0.99 0.50 0.50 0.50
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RECENT ACCOMPLISHMENTS
• Streamlined printing by reducing the number of citywide printers from 130 to 95, promoting
sustainability and efficiency
• Provided faster city services and improved public meetings by upgrading fiber infrastructure
at the Safety Training Center and Carlsbad City Hall to 10Gb speeds, enhancing city
operations and ensuring smoother, more reliable technology for public meetings
• Enhanced public Wi-Fi by completing a study and plan to bring outdoor wireless connectivity
to Alga Norte Community Park in 2025, improving access for residents and visitors
• Achieved better disaster preparedness by implementing a new backup systems and cloud-
based password management to keep city data safe and secure
• Enhanced audiovisual capabilities and supported data analytics initiatives and numerous
cyber security programs
• Continued the replacement of traffic equipment to the highspeed Carlsbad Digital
Information Network, decreasing downtime and providing reliable connectivity to traffic
signals and sensors
• Upgraded enterprise applications including the enterprise permitting and licensing system,
public information digital display system, and the utility billing payment portal
• Completed pilots for fleet telematics, facility monitoring and patron analytics solutions
• Finalized initial implementation of an enterprise asset management system for the Utilities
Department and replaced aging alerting infrastructure across the city’s fire stations
• Provided responsive IT support, as evidenced by completing over 8,840 ServiceNow tickets,
keeping city systems running smoothly and addressing technology needs quickly
• Modernized technology through deployment of more than 105 mobile devices and 412
computers, ensuring staff have the tools needed to provide excellent service to the public
GOALS
• Procure and begin the implementation of an Enterprise Resource Planning and Utility Billing
solution to replace the legacy Finance, HR, Timekeeping and Utility Billing applications
• Complete the implementation of a new Computer Aided Dispatch system, real-time crime
center for the Police Department and the final phase of the new Enterprise Resource
Planning solution
• Implement technology supporting the transition from paper to electronic plan reviews
• Complete projects as identified in the Strategic Digital Transformation Investment Program
such as Payment Card Industry Compliance and Citywide Fleet GPS deployment
• Upgrade the RFID system used by the Library & Cultural Arts Department for physical
material management, including self-checkout and automated returns
• Further modernization of IT infrastructure for projects supporting improved cybersecurity
and data analytics, such as extending the Carlsbad Digital Information Network and the
development of the cybersecurity program
Performance Measure
CY 2023
Actual
CY 2024
Actual Benchmark
Related Strategic Plan
Goal
Percentage of ticket
incidents considered critical .23% 0.0005% < 2.5% of industry
standard
Organizational
Excellence & Fiscal
Health
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ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL
Account: 00190XX 128XXXX Fund: General Special Revenue - Opioid Settlement Fund
ABOUT
The miscellaneous non-departmental budget accounts for all General Fund transfers to other funds,
City Council contingencies and other miscellaneous General Fund expenses, such as outside legal
counsel, personnel vacancy savings, citywide final vacation pay and citywide dues and subscriptions.
The Carlsbad Strategic Plan includes a strategic objective to work with the San Diego Association of
Governments and the North County Transit District to prioritize, determine costs and work with state
and federal representatives to seek funding for preliminary design and technical studies for lowering
the railroad tracks in the Village. The fiscal year 2023-24 budget appropriated $5.22 million from the
General Fund Reserve and directed staff to request that the San Diego Association of Governments,
or SANDAG, submit a fiscal year 2023 Railroad Crossing Elimination Grant Program application for the
project as the lead agency. On June 25, 2024, the City Council adopted a resolution authorizing the
City Manager to execute a memorandum of understanding between the City of Carlsbad, SANDAG
and the North County Transit District regarding the pursuit of grant funding for the project.
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Miscellaneous Non-Departmental Expenditures
Community Contributions & Railroad Trenching -$ -$ -$ -$
COVID-19 Related 40,842 40,842 - -
Dues and Subscriptions 77,746 82,099 90,000 90,000
Legal Services 540,090 194,716 750,000 1,000,000
Opioid Settlement Funds - - 103,059 103,688
Other Miscellaneous Expenditures 52,277 57,690 100,000 150,000
Personnel Related 122,499 117,265 1,900,000 2,000,000
Professional Services 44,148 37,458 39,000 39,000
Property Tax and Other Administration 764,180 734,435 800,000 800,000
Vacancy Savings - - (2,000,000) (2,000,000)
Miscellaneous Non-Departmental Subtotal 1,641,782 1,264,505 1,782,059 2,182,688
General Fund Transfers
Transfer to General Capital Construction Fund 3,956,000 11,600,000 18,579,226 8,882,966
Transfer to Infrastructure Replacement Fund 3,956,000 4,200,000 4,779,226 8,882,966
Transfer to Strategic Digital Transformation Investment Program 3,956,000 4,200,000 4,779,226 2,433,187
Transfer to LLD #1 (Medians & Trees)1,400,000 1,570,000 1,500,000 1,500,000
Transfer to Storm Water Program 332,000 340,000 350,000 2,000,000
Transfer to Fleet Maintenance 1,400,000 - - -
Transfer to Fleet Replacement - - 560,000 -
Transfer to Risk Management 1,000,000 10,200,000 - -
Transfer to Workers' Compensation Fund 8,208,252 1,300,000 7,000,000 -
Miscellaneous Transfers Out - - - -
General Fund Transfers Subtotal 24,208,252 33,410,000 37,547,678 23,699,119
City Council Contingencies
Contingencies - - 500,000 500,000
TOTAL EXPENDITURES 25,850,034$ 34,674,505$ 39,829,737$ 26,381,807$
General Fund 25,850,034$ 34,674,505$ 39,726,678$ 26,278,119$
Special Revenue - - 103,059 103,688
TOTAL FUNDING 25,850,034$ 34,674,505$ 39,829,737$ 26,381,807$
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COVID-19 related expenditures associated with the previous COVID-19 Economic Recovery and
Revitalization Initiative were last incurred in fiscal year 2023-24. Vacancy savings, or anticipated
personnel savings over the course of the fiscal year, were first added to the budget in fiscal year
2022-23.
The city first received funds from the Opioid Settlement and Distributor Settlement funds in fiscal
year 2022-23 and has since built these distributions in its annual budget. These funds come from the
California Opioid Settlements to be utilized for opioid remediation activities.
The personnel related expenditures pertain to certain centrally budgeted items in the General Fund,
such as those related to CalPERS, final vacation pay to employees when they terminate employment
with the city, and accounting adjustments. This budget item has increased in recent years to better
account for actual personnel costs. Accounting for $2 million in vacancy savings also allows for
budgeted personnel costs to align with actual personnel costs more closely in the General Fund. Prior
year actuals for personnel vacancy savings will consistently remain at zero, assuming actual savings
reach the budgeted total.
In accordance with City Council Policy 91, the city targets adopting an annual budget that includes a
transfer from the General Fund to one or more of the city's long-term capital funds. The long-term
capital funds include the General Capital Construction Fund, the Infrastructure Replacement Fund and
the Technology Investment Capital Fund. In fiscal year 2022-23, the city made equal contributions
across each of the three funds. In fiscal years 2023-24 and 2024-25, the city budgeted for and made
additional contributions to the General Capital Construction Fund to ensure that future projects have
adequate funding. The additional respective transfers of $7.4 million and $13.8 million were funded
from estimated General Fund surplus. In fiscal year 2025-26, the city has budgeted for increased
transfers of $8.9 million to both the General Capital Construction Fund and the Infrastructure
Replacement Fund while budgeting $2.4 million in transfers to the Technology Investment Capital Fund.
This distribution will help ensure that funding levels align with projected future project expenses.
The City Council authorized one-time transfers to the city’s Fleet Maintenance Fund in fiscal year
2022-23 and the Fleet Replacement Fund in fiscal year 2024-25. The $1.4 million transfer to Fleet
Maintenance supported the fund balance amid increasing maintenance costs citywide. The $560,000
transfer to Fleet Replacement supported historical chargebacks related to a Police Department
vehicle purchase.
The City Council also authorized several one-time transfers to the city’s Risk Management and Workers’
Compensation funds. In fiscal year 2022-23 the City Council approved total transfers of $1 million to the
Risk Management Fund and $8.2 million to the Workers’ Compensation Fund. Spending in both funds
exceeded estimates due to several factors, including the volume of claims opened and settled, an
increase in personnel, and growing costs for legal defense and experts. The fiscal year 2024-25 budget
includes another one-time transfer of $7 million in an effort to increase the program’s reserve to
achieve a funded status of approximately 85%. This level of funding is consistent with actuarial
standards and in accordance with recommendations from the city’s external auditors.
City Council contingency budget has been set at $500,000 annually in recent years. Prior year actuals
remain at zero, as the City Council distributes budget throughout the year to departments citywide as
approved by Council action. The City Council approved contingency spending in fiscal years 2022-23
through 2024-25 of $7,776, $8,000 and $7,666 respectively. The City Council distributed budget for
items like community spirit grants, a special events grant, winning teams grants, and City Council
training and travel opportunities.
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POLICY & LEADERSHIP
The City of Carlsbad follows a council-manager form
of government, where elected City Council members
provide direction on the policies and regulations that
govern the operations of the city. The Policy &
Leadership branch includes the following areas:
• Office of the City Council (elected)
• Office of the City Treasurer (elected)
• Office of the City Manager
• Office of the City Attorney
• Office of the City Clerk (elected)
• Communication & Engagement
The City Council appoints the City Manager, City
Attorney and members of the city’s boards,
commissions and committees. The Office of the City
Manager handles administration and oversight of the
city organization, including hiring the city workforce,
supervising city departments and ensuring the City
Council’s policy priorities are met.
Geoff Patnoe
City Manager
442-339-2820
manager@carlsbadca.gov
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POLICY & LEADERSHIP |
OFFICE OF THE CITY COUNCIL
Account: 0011010 Fund: General
ABOUT
As the legislative body of the city, the Office of the City Council establishes the policies and
regulations under which the city operates.
SERVICES
The City Council, as a legislative body, approves direction, policies and regulations that govern the
operations of the city. The City Council appoints residents to serve on various boards and
commissions and may serve as city representatives on regional boards such as SANDAG, North
County Transit District and the San Diego County Water Authority.
RECENT ACCOMPLISHMENTS
• Appropriated $850,000 to expand Habitat Management and Fire Mitigation measures to
improve wildfire safety to include:
• Immediate clearing of additional non-native brush in city open space,
• Expediting and increasing tree pruning/trimming across the city, and
• Developing a long-term fire mitigation plan for all Carlsbad open space
• Approved expanding the city’s library hours to include Sundays from 1 p.m. to 5 p.m.
• Authorized the addition of five sworn positions and one professional staff member to the
Police Department to address increased demands for service
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 297,953$ 265,997$ 266,179$ 280,288$
Retirement Benefits 60,017 39,298 36,980 39,847
Health Insurance 92,236 61,873 69,616 116,429
Other Personnel Expenses 6,931 6,268 3,335 3,674
Personnel Services Subtotal 457,137 373,436 376,110 440,238
Operating Expenses
Professional & Contract Services 2,375 8,273 25,800 26,400
Supplies & Materials 9,483 7,823 24,422 23,822
Repair & Maintenance - - - -
Interdepartmental Charges 88,464 102,968 119,137 97,987
Other Operating Expenses 34,173 28,158 53,578 53,578
Capital Outlay - - - -
Operating Expenses Subtotal 134,495 147,222 222,937 201,787
TOTAL EXPENDITURES 591,632$ 520,658$ 599,047$ 642,025$
Full Time Positions 2.00 2.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Appropriated $18 million in construction funding for the Monroe Street Pool Renovation and
Replacement Project
• Approved the draft master plan for the future Robertson Ranch Park
• Adopted an ordinance amending the Carlsbad Municipal Code to address quality of life
concerns related to people living in vehicles
• Accepted a $5.3 million grant as part of a $11.4 million joint project with the City of
Oceanside to address encampments along State Route 78
• Adopted City Council Policy 84, Development Project Public Involvement Policy
• Adopted City Council Policy 55, Subcontractor Substitution on Public Works Contracts
• Adopted City Council Policy 80, Electronic Signatures
• Adopted an ordinance that updated city codes and policies to clarify land-use authority over
any future project that would expand McClellan-Palomar Airport
• Approved a new agreement with SDG&E and Cabrillo Power I LLC that will give the city six
acres of coastal land including Cannon Park and the land next door, along with a lease and
funding to help create the Hub Park Trail System along the south shore of the Agua
Hedionda Lagoon
• Approved the Climate Action Plan Update, which identifies how Carlsbad will reduce
greenhouse gas emissions over the next 20 years
GOALS
The City Council is focused on advancing the goals identified in the city’s 5-Year Strategic Plan. Work
is centered around the following five goal themes:
• Economic vitality
• Sustainability and the natural environment
• Community character
• Quality of life and safety
• Organizational excellence and fiscal health
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POLICY & LEADERSHIP |
OFFICE OF THE CITY TREASURER
Account: 0010310 Fund: General
ABOUT
The Office of the City Treasurer provides cash and investment management services which adhere to
the city’s Investment Policy and meet the changing investment needs of the city to optimize investment
returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and return on
investment.
SERVICES
• Manage reporting and oversight of the city’s cash and investments
RECENT ACCOMPLISHMENTS
• Maintained a competitive yet prudent investment yield
• Grew book value of investment portfolio in fiscal year 2024 by 2.57% over prior year
• Increased cash income earned by the investment portfolio in fiscal year 2024 by 31.13% over
prior year
GOALS
• Maintain a stable investment portfolio to ensure the preservation of capital in the overall
portfolio
• Anticipate and meet the changing investment needs of the city to remain sufficiently liquid
to enable the city to meet all operating requirements
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 64,518$ 122,501$ 121,975$ 134,250$
Retirement Benefits 19,619 26,152 29,238 31,909
Health Insurance 4,172 5,086 9,780 30,986
Other Personnel Expenses 1,951 3,154 3,412 3,902
Personnel Services Subtotal 90,260 156,893 164,405 201,047
Operating Expenses
Professional & Contract Services 34,779 18,194 60,700 55,870
Supplies & Materials 972 1,056 1,032 380
Repair & Maintenance - - - -
Interdepartmental Charges 21,900 29,569 48,667 54,049
Other Operating Expenses - 775 4,718 10,200
Capital Outlay - - - -
Operating Expenses Subtotal 57,651 49,594 115,117 120,499
TOTAL EXPENDITURES 147,911$ 206,487$ 279,522$ 321,546$
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Manage the investment portfolio to realize a yield on investments as a source of additional
revenue
• Use innovative solutions to fund modern and secure cash handling solutions even in
uncertain times
• Maintain a maximum modified duration of less than 2.2%, which is a measure of investment
risk
• Maintain short term investment maturity value (investments maturing within one year) at
no less than the equivalent of two-thirds of the current operating budget; this ensures
sufficient liquidity to meet the city’s operating needs
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Modified Duration 1.59 1.70 < 2.2 ≤ 2.2%
Organizational
Excellence &
Fiscal Health
Short term investment
maturity value as a
percentage of the current
operating budget
87.2% 75.0% > 66.7%
At least 2/3
or 66.6% of
operating
budget
Organizational Excellence &
Fiscal Health
Average Yield of
investment portfolio 2.88% 3.10% 3.25% N/A
Organizational
Excellence &
Fiscal Health
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POLICY & LEADERSHIP |
OFFICE OF THE CITY MANAGER
Account: 0011010 Fund: General
ABOUT
The Office of the City Manager is dedicated to continuous improvement and organizational
excellence that fosters the well-being of a high-performing organization that delivers impactful
results to further the public good.
SERVICES
The City Manager’s Office provides City Council support, administrative leadership of city operations,
policy development management, monitors and manages legislative affairs, and provides general
management of public communication and engagement.
RECENT ACCOMPLISHMENTS
• Provided an update to City Council on the status of the goals and objectives in the City
Council 5-Year Strategic Plan and launched a new online dashboard that will provide an
overview of progress toward the plan’s goals
• Conducted Elected Official Candidates Orientation
• Onboarded newly elected District 2 City Council Member and City Treasurer
• Ensured timely follow up of all City Council and constituent services requests
• Managed a robust local, state and federal intergovernmental affairs program
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,235,450$ 1,234,648$ 1,138,336$ 1,104,196$
Retirement Benefits 311,058 291,961 321,172 323,573
Health Insurance 130,716 120,347 120,176 123,858
Other Personnel Expenses 28,905 29,316 31,054 31,735
Personnel Services Subtotal 1,706,129 1,676,272 1,610,738 1,583,362
Operating Expenses
Professional & Contract Services 174,424 281,692 249,350 249,350
Supplies & Materials 50,272 33,672 46,161 46,161
Repair & Maintenance - - - -
Interdepartmental Charges 94,884 125,466 148,499 146,602
Other Operating Expenses 19,905 16,733 50,935 50,935
Capital Outlay - - - -
Operating Expenses Subtotal 339,485 457,563 494,945 493,048
TOTAL EXPENDITURES 2,045,614$ 2,133,835$ 2,105,683$ 2,076,410$
Full Time Positions 7.00 7.00 6.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Collaborated extensively with neighboring cities and regional organizations to better share
best practices for improved cooperation and efficiencies in government
• Tracked approximately 1,850 separate pieces of legislation and issued statements of support
or opposition on 37 pieces of legislation to help ensure Carlsbad’s interests are represented
in state and federal actions
• Sponsored Assembly Bill 2715 (Boerner) that was signed into law, which authorizes local
governments officials to hold a Closed Session on a threat to critical infrastructure controls
or critical infrastructure information relating to cybersecurity
• Sponsored Assembly Bill 2234 (Boerner), that was signed into law, which authorizes a local
authority within San Diego County to adopt an ordinance or resolution that would prohibit a
person under 12 years of age from operating a class 1 or 2 electric bicycle
GOALS
• Ensure the most efficient and effective provision of city services while adapting to changing
financial conditions
• Enhance community engagement and transparency efforts to foster authentic civic
engagement with residents, organizations and businesses
• Increase intergovernmental collaboration and legislative advocacy with local, state and
federal governments to further the City Council adopted legislative platform and advance
priority projects
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POLICY & LEADERSHIP |
OFFICE OF THE CITY ATTORNEY
Account: 0011210 Fund: General
ABOUT
The City Attorney is appointed by the Mayor and City Council. The City Attorney’s Office consists of
six attorneys and two legal support staff members. The office primarily practices preventive law,
which seeks to minimize the risk of litigation or regulatory violations by anticipating and preventing
legal problems. Preventive law focuses on the attorney’s role as adviser and negotiator and
emphasizes planning, counseling, collaboration and problem-solving. The office also prosecutes
criminal violations of the Carlsbad Municipal Code.
SERVICES
• Advise the City Council and city staff on legal matters affecting the city
• Attend City Council meetings, Planning Commission meetings and, when necessary,
meetings of other boards and commissions
• Prepare and review ordinances and resolutions
• Negotiate, prepare and approve the form of contracts and legal instruments
• Represent the city in court proceedings and before regulatory and legislative agencies
• Manage the city’s litigation and provide periodic reports to the City Council
• Enforce city laws and regulations
• Support the Police and Human Resources departments in obtaining gun violence and
workplace violence restraining orders
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,261,492$ 1,414,951$ 1,406,070$ 1,506,153$
Retirement Benefits 347,272 344,765 388,449 426,073
Health Insurance 115,291 119,586 121,229 145,317
Other Personnel Expenses 30,699 33,566 39,729 43,714
Personnel Services Subtotal 1,754,754 1,912,868 1,955,477 2,121,257
Operating Expenses
Professional & Contract Services 2,609 2,923 2,700 3,500
Supplies & Materials 32,719 19,205 23,257 25,057
Repair & Maintenance - - - -
Interdepartmental Charges 106,764 141,008 181,959 205,979
Other Operating Expenses 10,675 14,719 16,312 18,000
Capital Outlay - 1,627 - -
Operating Expenses Subtotal 152,767 179,482 224,228 252,536
TOTAL EXPENDITURES 1,907,521$ 2,092,350$ 2,179,705$ 2,373,793$
Full Time Positions 8.00 8.00 8.00 8.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Advised the City Council and city staff on legal matters, including a ballot measure to update
Proposition H, a procurement agreement for a new computer-aided dispatch system, the
Climate Action Plan Update, labor negotiations, the disestablishment of the business
improvement districts and revisions to the zoning code related to airport land uses
• Managed the city’s defense of civil litigation
• Assisted the Utilities Department to perform a comprehensive review of all Carlsbad
Municipal Water District ordinances and codify the ordinances so that they are available to
staff and the public in a more user-friendly and searchable format
• Prepared or assisted with additions and revisions to the Carlsbad Municipal Code, including
prohibiting smoking in multi-unit residences, and strengthening regulations related to
massage businesses and TGIF Concert in the Park security
• Assisted with negotiations to reconfigure the SDG&E North Coast Service Center site to free
up coastal property for eventual transfer to the city
• Worked with the Legislative Subcommittee, the Intergovernmental Affairs Director and the
city’s legislative consultant to pass state legislation to permit closed session briefings on
cybersecurity matters
• Collaborated with the Police Department to obtain Gun Violence Restraining Orders as
appropriate for domestic violence and mental health incidents
• Cooperated with the Human Resources Department and other city departments to obtain
Workplace Violence Restraining Orders as appropriate to protect employees
• Conducted trainings for city staff and city board and commission members on the Brown
Act, Public Records Act, Political Reform Act, Government Code Section 1090 conflicts of
interest and Form 700 requirements for consultants
• Reviewed and advised on contracts, public records requests and City Council inquiries
• Provided as needed legal support and advice to all city boards, commissions and
subcommittees
GOALS
• Provide quality and timely legal advice to all elected and appointed city officials and all
branches to assist in minimizing litigation and regulatory risk and in making sound decisions
to carry out the city’s mission, vision, values and strategic plan
• Support the City Manager in strategic operations related to ongoing and significant capital
projects
• Continue efforts to update the Carlsbad Municipal Code, City Council policies and
administrative orders and the Carlsbad Municipal Water District ordinances
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POLICY AND LEADERSHIP|
OFFICE OF THE CITY CLERK
Account: 0010210, 0011610 Fund: General
ABOUT
The Office of the City Clerk serves as a vital link between city government and those it serves,
providing access to public records, publishing City Council agendas, preparing minutes and serving as
the city’s election official.
SERVICES
• Prepare City Council agendas
• Prepare minutes
• Complete legal noticing and publishing
• Maintain Fair Political Practices Commission filings
• Maintain Carlsbad Municipal Code
• Maintain, preserve and provide access to all legislative documents
• Administer elections
• Notarize documents
• Provide proof of life certifications
• Ensure public records are archived, preserved and accessible to the public
• Respond to Public Records Act Requests
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 645,991$ 605,808$ 631,584$ 764,378$
Retirement Benefits 144,157 138,597 146,827 189,401
Health Insurance 90,984 98,010 109,647 145,201
Other Personnel Expenses 17,542 17,473 20,780 24,821
Personnel Services Subtotal 898,674 859,888 908,838 1,123,801
Operating Expenses
Professional & Contract Services 27,479 25,366 71,000 71,112
Supplies & Materials 41,459 34,344 42,720 48,175
Repair & Maintenance - - 3,115 -
Interdepartmental Charges 143,220 182,459 198,134 201,184
Other Operating Expenses 149,799 10,665 49,797 52,345
Capital Outlay 12,483 - - -
Operating Expenses Subtotal 374,440 252,834 364,766 372,816
TOTAL EXPENDITURES 1,273,114$ 1,112,722$ 1,273,604$ 1,496,617$
Full Time Positions 7.00 7.00 6.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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• Process subpoenas, summons and claims
• Develop and implement records management and document management programs
• Process recorded documents and bond releases
• Provide document research assistance to staff and the public
• Conduct training and provide support to various department personnel designated to scan
documents into the city’s records repository
• Manage and coordinate destruction of records past retention
RECENT ACCOMPLISHMENTS
• Responded to 723 Public Records Requests in 2024, a 9% increase from the prior year
• Processed 59 City Council inquiries
• Processed 585 financial disclosure documents
• Added 7,186 records to the city’s public facing document repository
• Updated the Carlsbad Municipal Code relating to the qualifications necessary to serve as City
Treasurer and campaign contribution limits
• Conducted the 2024 General Municipal Election
• Launched the Board and Commission Application Portal for vacancy recruitments
• Revised the city’s Electronic Signature Policy
GOALS
• Obtain a digital posting board to push out all agendas electronically throughout the city for
greater accessibility in conformance with the Brown Act
• Finalize and implement the agenda management workflow in Laserfiche
• Automate the conforming process as a workflow in Laserfiche
• Automate the records destruction approval routing process
• Evaluate feasibility of offering passport application acceptance services
• Conduct citywide training on the Brown Act, Public Records Requests and staff report
preparation
• Continue to systematically update the Carlsbad Municipal Code and City Council Policies
• Provide greater access to public records on the city website
• Maintain and update the Records Retention Schedule and provide city staff with training
• Collaborate with various departments on further digitizing their documents
• Continue to conduct departmental records audits
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POLICY & LEADERSHIP |
COMMUNICATION & ENGAGEMENT
Account: 0011012, 0011016 1381010 Fund: General Special Revenue – Local Cable Infrastructure
ABOUT
The city’s communication and engagement program fosters open, two-way communication with the
community about city issues, programs and services, leading to a more responsive and transparent
government.
SERVICES
• Develop community engagement programs that facilitate early and meaningful public input
in city government decision making
• Promote awareness of city issues, programs, services and initiatives
• Write and edit staff reports and responses to constituent inquiries to ensure information
presented is clear, complete and accurate
• Produce video recordings and livestream all City Council meetings and meetings of boards,
commissions and committees
• Manage a dedicated 24/7 government cable TV channel
2022-23
Actual
2023-24
Actual
2024-25
Budget
2025-26
Budget
Personnel Services
Salaries & Wages 1,011,572$ 1,051,415$ 1,068,842$ 1,057,300$
Retirement Benefits 227,913 228,510 261,769 268,190
Health Insurance 135,982 159,932 171,688 181,855
Other Personnel Expenses 25,950 28,259 32,899 34,558
Personnel Services Subtotal 1,401,417 1,468,116 1,535,198 1,541,903
Operating Expenses
Professional & Contract Services 1,038,182 520,795 402,612 413,600
Supplies & Materials 121,699 80,177 96,863 80,774
Repair & Maintenance - - - 84,606
Interdepartmental Charges 194,952 208,342 260,980 269,388
Other Operating Expenses 17,662 215,177 221,300 24,136
Capital Outlay 14,038 - - -
Operating Expenses Subtotal 1,386,533 1,024,491 981,755 872,504
TOTAL EXPENDITURES 2,787,950$ 2,492,607$ 2,516,953$ 2,414,407$
General Fund 2,385,710$ 1,983,038$ 2,010,091$ 2,123,451$
Special Revenue Fund 402,240 509,569 506,862 290,956
Total Funding 2,787,950$ 2,492,607$ 2,516,953$ 2,414,407$
Full Time Positions 9.00 9.00 9.00 8.00
Hourly/FTE Positions 1.50 1.50 1.00 1.00
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RECENT ACCOMPLISHMENTS
• Successfully engaged community members on issues including the annual budget, Robertson
Ranch Park, Safe Routes to Schools, the Climate Action Plan Update, drive-thru rules and
Barrio public art and lighting projects
• Communicated to residents about 13 major construction projects, including detour
information, construction schedules and project benefits
• Developed and distributed 51 editions of the city’s e-newsletter, recapping City Council
actions, upcoming events and other news
• Produced and distributed 261 news releases and articles about city services and programs
• Increased net new YouTube subscribers by 437 and total watch time 17% over last year
• Recognized with 5 regional awards recognizing community engagement programs,
community newsletters and publications and employee communication
• Posted 713 updates on Facebook and increased followers to 52,909, with a 12% increase in
reach
• Published 724 updates on Instagram and increased net new followers by 8% to 22,004
GOALS
The Communication & Engagement Department’s performance measures support all five goals in the
City Council’s 5-Year Strategic Plan by promoting awareness of each and opportunities for the
community to become engaged in individual initiatives.
Performance Measure
FY 2024
Actual
FY 2025
Estimated
FY 2026
Projected Benchmark
Related Strategic
Plan Goal
Engagement
opportunities meeting
participation goals
7 5 4 ≥ 3/year All
City news updates 5 5 5 ≥ 3/week All
Communication initiated
(all channels) 12 11 8 ≥ 5/week All
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STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM
The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. Several documents inform
this program, including the City Council-approved Connected Carlsbad: An Inclusive City Innovation
Roadmap, the Internal Digital Information Network Action Plan and the Information Technology
Strategy, which are complemented by a five-year projected roadmap of digital transformation
investments. The SDTIP is the strategic plan for technology and digital transformation combined with
project descriptions, costs, funding sources and timelines. The purpose of this program is to provide
for an annual investment strategy, not a commitment to spending, that outlines a five-year
expenditure plan for future digital transformation and technology projects and the corresponding
revenues necessary to pay for them.
Connected Carlsbad: An Inclusive City Innovation Roadmap
In January 2019, city staff presented Connected Carlsbad: An Inclusive City Innovation Roadmap,
designed to provide a high-level, organized guide outlining the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on a
combination of items, including:
•City Council approved projects,
•existing city documents,
•previous Information Technology assessments and interviews with departments, and
•a global scan of other cities and best practices that have emerged from leading smart city
thinkers and Carlsbad-specific community engagement.
The SDTIP expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and
prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines.
This new investment program continues to be organized into the five primary goal areas approved by
City Council in Connected Carlsbad, listed below.
•Pursue Communitywide Digital Transformation focuses on the foundational elements,
including connectivity, up-to-date hardware and software, and a robust security strategy
while providing an aspirational vision for the future.
•Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing
necessary for the city to fully capture the value of emerging models of data analytics.
•Foster a Vibrant Civic Engagement Culture leverages the first two goals by adopting a
human-centered approach. It ensures that as the city uses data and technology, it respects
people's privacy and fosters a culture where residents, organizations, and businesses are
actively engaged and invested in the community and its future.
•Enhance Accessibility and Transparency recognizes that open government and approaching
problem-solving from an accessibility perspective leads to better outcomes for all.
•Promote Safety and Sustainability through Connectivity leads to understanding the
interconnected nature of our communities that can achieve environmental, mobility and
sustainability goals when approached in a cross-departmental and community informed
manner.
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H-2 2025-26 Strategic Digital Transformation Investment Program
Once the City Council adopts the proposed SDTIP, projects receive an appropriation that authorizes
spending in the amount specified for the adopted fiscal year only. Estimated budget information is
shown for a five-year period to provide the most comprehensive information about known future
projects. Spending authority in future years is not granted until adoption of the annual proposed
SDTIP budget associated with each year.
INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over
the last two decades. The SDTIP outlines the financial resources needed to ensure that the
technology infrastructure is in place to enable the city to provide services to the community. Prudent
financial planning will ensure that ongoing funding for investment in technology is available.
PROJECT EVALUATION
Making decisions on technology implementations is a challenging and complex task. The challenging
nature of these decisions is exacerbated by the expanding reach of technology and the increasingly
interdisciplinary nature of emerging technologies. A major component of the SDTIP is the
establishment of a cross-departmental approach to technology leadership to evaluate, prioritize,
budget for and adopt digital transformation efforts. A new administrative order has been developed
that provides a collaborative forum for key staff to validate and prioritize technology
implementations. This approach also provides a structured venue to explore how particular
configurations of technology implementation may positively or negatively affect others within the
organization. The process to evaluate digital transformation initiatives is ongoing and meetings may
be held on a monthly, bimonthly or quarterly basis depending on the need.
Several factors are considered when putting together projects for the five-year program. All digital
transformation and technology projects shall be consistent with:
Strategic Digital Transformation Investment Program
Public Health and Safety
City Mission, Vision and Organizational Values
Community Values
City Council Goals
Governing and Policy Documents
Funding Availability
Environmental Review
Technology Standards and Strategic Plans
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Criteria
Proposed projects are evaluated and prioritized by a set of criteria that include:
Alignment with City Council goals and IT strategic plans, architecture, security
and technology standards, including legislative and regulatory mandates, and
administrative goals
Coordination of IT investments across the enterprise to avoid duplication,
maximizing the return on investment and increasing efficiency
Effective articulation of the business case including valid operational benefits
of the project
Accuracy and reasonableness of cost and benefit estimates
Consideration of potential project risks and identification of appropriate
means to manage those risks
Adherence to standard project management practices
Capacity of staffing resources to implement the project
As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage city resources.
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H-4 2025-26 Strategic Digital Transformation Investment Program
STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM PROJECTS
The following contains information about the projects in the SDTIP. Full project pages are provided
for the major new projects being requested for fiscal year 2025-26 and prior approved major projects
that have changes in funding needs or project requirements. The estimated annual operational and
replacement cost increases shown on each project page represent a departmental budgetary
increase—generally to the Information Technology Department and its internal service citywide
chargeback—separate from Capital Technology Fund activity. Projects for fiscal year 2025-26 and
beyond are included in the graphs and tables provided but will not have full project pages until the
first year of funding. Projects with no changes and projects that have been completed or removed
going into fiscal year 2025-26 are listed below. Full details of these projects can be found in the
appropriate prior fiscal year budget documents based on when they were new or had changes.
Fiscal Year 2021-22 Continuing Projects – No Changes
The following project was approved during the fiscal year 2021-22 SDTIP and has no changes to its
funding needs or project requirements and is still in process. This project is included in the totals of
the various graphs and charts shown in the SDTIP.
• Online Permitting/Electronic Reviews, also known as E-Reviews
Fiscal Year 2022-23 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2022-23 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Civic Engagement with Open Data
• Computer Aided Dispatch
• Enterprise Asset Management
• Live 911
• Utility Billing Portal
Fiscal Year 2023-24 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2023-24 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Business Process Automation
• Expansion of Yardi
• Records Digitization
Fiscal Year 2024-25 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2023-24 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Construction Waste Management
• Data Governance and Operations Analytics
• Payment Card Industry (PCI) Compliance
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• Professional Technical Services and Data Project Delivery
• RFID Replacement
• Risk Management Solution
• Senior Center Resource Access Enhancement
• Station Alerting Equipment Replacement
• Virtual Reality (VR) Training
Completed, Removed or Delayed Projects
The following projects were completed, removed or delayed during fiscal year 2024-25. The
completed projects are not part of the totals of the various graphs and charts. Removed projects are
only included if the project was previously funded; the removed funding is shown as a reduction in
the current year’s appropriations. If a project was previously funded and new funding was delayed,
the appropriate graphs and charts reflect the updated funding year.
Completed
• Fleet Telematics
• Narcotic Safe Migration
• Outdoor Wireless Study
• Patron Print/Copy/PC Management
• Staff Managed Print
Removed
No previously funded projects were removed
Delayed
The following project was previously approved and funded is being delayed:
• Discovery Management Assessment
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H-6 2025-26 Strategic Digital Transformation Investment Program
ESTIMATED TOTAL APPROPRIATIONS BY
GOAL
Going into fiscal year 2025-26, there are 40 continuing and new projects planned over the next five
years at an estimated total cost of $37.9 million. Included in the $37.9 million is approximately $16.9
million in estimated new costs over the course of the same time frame to provide additional funding
for the continuation of existing projects as well as funding for new projects. Within the $16.9 million
is approximately $5.4 million of estimated new appropriations for fiscal year 2025-26 for these same
projects.
Build Capacity for
Data-driven Decision Making, $1,528,000 -4%
Enhance Accessibility and
Transparency, $1,261,000 -3%
Foster a Vibrant Civic Engagement
Culture, $1,357,600 -4%
Promote Security and
Sustainability through
Connectivity, $13,795,067 -36%
Pursue Communitywide
Digital Transformation,
$19,967,584 -53%
Estimated Total Projects Costs by Goal
FY 2025-26 to FY 2029-30$37.9 million
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Fiscal year 2025-26 estimated total appropriations by project goal
Pursue Communitywide Digital Transformation
$20.0 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.5 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture
the value of emerging models of data analytics. It builds a comprehensive approach to citywide data
management to enable data-rich key performance metrics and effective operation of city
departments. A data policy and resources will be created to align departments with standards of data
cataloging for compliance ease of data sharing.
Foster a Vibrant Civic Engagement Culture
$1.3 million
The city’s civic engagement culture builds upon the first two goals with a human-centered
perspective to use data and technology in a way that respects people and their privacy. Projects in
this category will support a vibrant culture where residents, organizations and businesses are
invested in their community and its future.
Enhance Accessibility and Transparency
$1.3 million
This goal recognizes that open government and approaching problem-solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews.
Promote Security and Sustainability through Connectivity
$13.8 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an
enhancement to the 911 emergency system.
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H-8 2025-26 Strategic Digital Transformation Investment Program
PROJECTS
PURSUE COMMUNITYWIDE DIGITAL
TRANSFORMATION
Core System Modernization
Project Benefits
Without systems that can talk to each other, the city wastes time and resources manually compiling
and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are
needed to ensure the highest and best use of taxpayer resources. Having fewer systems that
consolidate the city’s core business functions will enable streamlined business processes and provide
more timely access to data and information. It will also enhance operations and reduce the
inefficiencies of employees having to learn and operate multiple systems.
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems including the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer-aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency associated with operating many different systems with different
vendors.
Project Funding Source:
Technology Investment 10,000,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational $50k - $110k
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 5,400,000$ 3,000,000$ 1,600,000$ -$ -$ 10,000,000$
Est FY28-29
Budget
-$
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Consolidating down to a few systems that seamlessly integrate data and provide a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems with as few systems as possible while
maintaining or enhancing existing capabilities.
In April, the City Council approved the agreements associated with Core Systems Modernization and
the implementation project officially kicked off in May. Work to implement the new solutions is
ongoing and the new systems will be coming online in the fall of 2026. City staff are currently
requesting funding of $3.0 million in fiscal year 2025-26 for acquisition and initial implementation and
will request an estimated $1.6 million in funding for the continued implementation of a new system
as part of the fiscal year 2026-27 SDTIP.
Staff estimate that operational costs will increase by $50,000 to $110,000 annually, but there will be
no equipment replacement costs associated with the project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
May 20, 2025 Item #11 Page 205 of 332
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H-10 2025-26 Strategic Digital Transformation Investment Program
Digital Information Network
Project Benefits
The city’s upgraded digital information network provides faster, more secure connections that
support a wide range of essential services. It powers critical operations such as public safety systems,
email, internet access, traffic management systems, and internal city communications. It also enables
reliable Wi-Fi and internet service at public facilities, helping to improve access for both staff and the
community. Overall, this investment supports more efficient city operations and better service
delivery to residents.
About This Project
The city has partnered with Crown Castle to build a robust and modern digital information network
that connects city staff, facilities and services. Since 2019, the city has transitioned from a leased
third-party network to a system it owns and manages, improving reliability, reducing long term costs
and enhancing cybersecurity.
The first phases of the project are complete. The city is currently working on phase two and is now
preparing for phase three, as originally approved by the City Council. This next phase includes
important upgrades to the SCADA system, which helps monitor and manage water utilities and
infrastructure. This project also includes plans to expand outdoor wireless capabilities at parks
around the city.
For fiscal year 2025–26, the IT Department included $110,000 in its budget request for new
maintenance costs for continued expansion of the network. Beginning in fiscal year 2026–27, annual
ongoing maintenance and replacement costs are estimated to be $75,000 and $100,000, respectively.
These expenses will need to be accounted for in the department’s long-term operating and
replacement budgets to ensure the network remains modern, efficient, and secure into the future.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 6,275,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 75,000$
Replacement 100,000$
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 6,025,584$ 250,000$ -$ -$ -$ 6,275,584$
Est FY28-29
Budget
-$
May 20, 2025 Item #11 Page 206 of 332
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H-11
BUILD CAPACITY FOR DATA-DRIVEN DECISION
MAKING
Facility Monitoring and Management
Project Benefits
Automated facility monitoring will provide city staff with the ability to remotely monitor the
condition, temperature and power at over 100 city facilities. The system will alert staff to changing
conditions in city facilities, allowing them to respond and limit any potential damage that may occur.
About This Project
This project includes the identification, procurement and implementation of a citywide facility
monitoring and management solution for city facilities.
Staff are currently piloting a solution at the Police and Fire Headquarters. The additional funding
request for fiscal year 2025-26 is being requested to support city-wide implementation.
It is not currently feasible to determine any operational or replacement costs because they depend
on the recommendations of the request for proposal process; staff will identify more definitive costs
during the request for proposal process.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 300,000$
Managing Department:
Innovation & Economic Development
Fleet & Facilities
Library & Cultural Arts
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 75,000$ 225,000$ -$ -$ -$ 300,000$ -$
Est FY28-29
Budget
May 20, 2025 Item #11 Page 207 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-12 2025-26 Strategic Digital Transformation Investment Program
Guest Facility Usage Analytics
Project Benefits
Currently, the ability to track facility usage is limited to a count of people that walk through the public
entrance of a city library. Once a guest enters the facility, the city does not have any data to identify
what areas of a facility are being used or not used. Additionally, the existing system is past its end of
life, is no longer supported and needs to be replaced. Replacing the existing system with a newer
solution that leverages innovative technology will give the city data and analytics that will provide
greater insight into how the community uses city facilities. With this data, the city will be able to
configure public spaces to maximize their use.
About This Project
This project will identify, procure and implement a citywide guest facility usage analytics solution for
city library facilities, parks and recreation centers. Staff are currently working on an agreement with
the selected vendor for a pilot at Pine Avenue Community Park and the Carlsbad City Library Learning
Center. If the pilot is successful, the solution will be expanded for implementation at additional city
library facilities, parks and recreation centers. Additional funding request for fiscal year 2025-26 is
being requested to support the expanded implementation.
Operational and replacement costs will be identified once the scope of the expanded implementation
is determined.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Funding Source:
Technology Investment 125,000$
Managing Department:
Library & Cultural Arts
Parks & Recreation
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 75,000$ 25,000$ 25,000$ -$ -$ 125,000$
Est FY28-29
Budget
-$
May 20, 2025 Item #11 Page 208 of 332
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H-13
FOSTER A VIBRANT CIVIC ENGAGEMENT
CULTURE
Audiovisual Upgrades
Project Benefits
This project allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually without the need to
move between facilities for meetings.
About This Project
This project provides for upgrades and growth of the city’s audiovisual equipment. The work
landscape has changed—audiovisual equipment that previously supported in-person meetings in a
room are now supporting meetings held virtually. The IT Department will update and maintain
audiovisual equipment to meet this new work environment and other necessary enhancements to
legacy technology.
There are no changes to annual operational costs associated with this project. City staff cannot
feasibly estimate replacement costs, if any, until after the new equipment is purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Funding Source:
Technology Investment 1,325,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 825,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,325,000$
Budget
100,000$
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H-14 2025-26 Strategic Digital Transformation Investment Program
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Early Literacy Interactive Technology
Project Benefits
Early literacy technology solutions at city libraries include desktop computers, touch tables, kiosks
and tablets that deliver interactive, cooperative play and learning experiences to children aged 3-8
years to help build literacy and numeracy skills.
About This Project
This project will identify and procure new technology solutions to meet the early literacy needs of
library patrons. The existing early literacy stations that are installed in the library are at end of life,
are limited to a single user per station and lack the ability to provide cooperative play with other
children or with parents and caregivers. There is an estimated $4,800 ongoing operational cost
associated with this project, that will begin in fiscal year 2026-27. It is not currently known whether
the project will result in additional equipment needs requiring replacement funding.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Funding Source:
Technology Investment 78,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 4,800$
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 78,000$ -$ -$ -$ 78,000$
Budget
-$
May 20, 2025 Item #11 Page 210 of 332
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H-15
Records Management Archive Solution
Project Benefits
The State of California updated section 22620 of the California Code of Regulations to require official
city documents that use electronic technologies for storage to be kept in systems that are considered
trustworthy. A trustworthy system, as defined by the Association for Intelligent Information
Management, is an electronic document management system that:
• provides two separate copies of each official electronically stored record,
• utilizes hardware and software methodologies that prevent the unauthorized addition,
deletion or modification of a record through its approved record retention life cycle, and
• ensures that one copy of each electronically stored record is retained in a storage location
that prohibits the unauthorized addition, deletion or modification for a record through its
approved record retention life cycle
The city’s existing electronic document management system, Laserfiche, has software that allows the
system to be configured to grant rights and user access that prevents the unauthorized addition,
deletion or modification for a record through its approved retention cycle. However, the existing
Laserfiche environment does not have a data storage location that prohibits the unauthorized
addition, deletion or modification for a record through its approved retention cycle.
About This Project
The project includes the acquisition and implementation of a data storage solution that will meet the
state’s guidelines for a trustworthy system while working with the existing Laserfiche system. Staff
estimate that operational costs will increase by $30,000 annually beginning in fiscal year 2026-27. It is
not currently known whether the project will result in additional equipment needs requiring
replacement funding.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Funding Source:
Technology Investment 120,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 30,000$
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 120,000$ -$ -$ -$ 120,000$
Budget
-$
May 20, 2025 Item #11 Page 211 of 332
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H-16 2025-26 Strategic Digital Transformation Investment Program
Website Redesign
Project Benefits
Ensure the city’s website is compliant with state and federal accessibility requirements.
About This Project
Work with the city’s website provider to make design modifications that meet accessibility
requirements. California Assembly Bill 434 requires municipal websites to meet Web Content
Accessibility Guidelines. While the city’s existing website provides accessibility tools and meets a
broad range of accessibility requirements, this project will ensure that our site fully follows Web
Content Accessibility Guidelines and is accessible to all city residents and customers.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Funding Source:
Technology Investment 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$
Budget
-$
May 20, 2025 Item #11 Page 212 of 332
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H-17
PROMOTE SECURITY AND SUSTAINABILITY
THROUGH CONNECTIVITY
Annual Hardware and Infrastructure Replacement
Project Benefits
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department-specific needs.
About This Project
This project provides replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program, replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 10 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Funding Source:
IT Replacement Fund 7,582,687$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement 1,209,044$ 1,423,643$ 1,050,000$ 1,500,000$ 1,200,000$ 7,582,687$
Budget
1,200,000$
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H-18 2025-26 Strategic Digital Transformation Investment Program
Cybersecurity Program Development
Project Benefits
As a result of internal assessments and evaluations by external parties, city staff have identified
certain initiatives within the six functions of the cybersecurity framework to translate into projects.
Implementation of these projects will require funding for assessments and evaluations,
implementation, and staff training. Once the enhanced security infrastructure is in place, operational
costs will move to the operations budget. City staff identified and planned the following projects for
implementation:
• Disaster Recovery program assessment and development
• Migration to a cloud-native security information and event management solution
• Cybersecurity governance program
• External attack surface visibility and risk reduction capabilities
• Expanded managed security service provide support for cloud monitoring of the security
information and event management solution
• Incident response procedure development and training
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity
program is robust enough to keep threat actors from causing harm to the city.
To ensure we address the different areas and aspects of cybersecurity, city staff have developed and
adopted an approach based on the National Institute of Standards and Technology Cybersecurity
Framework to cybersecurity defense program which covers six functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in this function are foundational for
effective use of the Framework. Understanding the business context, the resources that
Project Funding Source:
Technology Investment 1,150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY25-26 Est FY26-27 Est FY27-28 Est FY28-29 Est FY29-30 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 650,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,150,000$
Budget
100,000$
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H-19
support critical functions and the related cybersecurity risks enables an organization to focus
and prioritize its efforts, consistent with its risk management strategy and business needs.
Examples of outcome categories within this function include Asset Management, Business
Environment, Governance, Risk Assessment and Risk Management Strategy.
• Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
function include Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
• Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect function enables timely discovery of cybersecurity events.
Examples of outcome categories within this function include Anomalies and Events, Security
Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this function include
Response Planning, Communications, Analysis, Mitigation and Improvements.
• Recover – Develop and implement the appropriate activities to maintain plans for resilience
and to restore any capabilities or services that were impaired due to a cybersecurity event.
The Recover function supports timely recovery to normal operations to reduce the impact
from a cybersecurity event. Examples of outcome categories within this function include
Recovery Planning, Improvements and Communications.
• Govern – Establish and maintain the organizational oversight to manage and align
cybersecurity activities with mission and stakeholder expectations. The Govern function
supports effective decision-making through defined roles and responsibilities, strategy and
policy development, and oversight of cybersecurity and supply chain risk. Examples of
outcome categories within this function include Organizational Context, Risk Management
Strategy, Supply Chain Risk Management, Roles and Responsibilities, Policy, and Oversight.
At this time, and depending on the types of programs implemented over the course of the project,
city staff cannot feasibly determine any operational or replacement costs for fiscal year 2026-27 and
beyond. No new operational or replacement costs were requested for the fiscal year 2025-26 budget
cycle.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
May 20, 2025 Item #11 Page 215 of 332
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H-20 2025-26 Strategic Digital Transformation Investment Program
MINOR PROJECTS
Foster a Vibrant Civic Engagement Culture
3D Concepts & Walkthroughs
This project involves the implementation of a solution that provides the ability for park planners to
generate 3D concepts and walkthroughs for specific projects.
Enhance Accessibility and Transparency
Records Management Module
This project implements the records management module of Laserfiche. The new module provides
advanced and automated document lifecycle management.
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H-21
FUTURE PROJECTS
Estimated fiscal year 2025-26 through 2029-30 appropriations by goal
The City of Carlsbad’s SDTIP for fiscal year 2025-26 to fiscal year 2029-30 outlines 40 projects at an
estimated total cost of $37.9 million. Of the $37.9 million, $16.9 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Estimated Fiscal Year 2025-26 Appropriations by Goal
The fiscal year 2025-26 SDTIP outlines $5.4 million in new appropriations for fiscal year 2025-26 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for Data-
driven Decision Making,
$415,000 -2%
Enhance Accessibility and Transparency,
$288,000 -2%
Foster a Vibrant Civic Engagement
Culture, $532,600 -3%
Promote Security and Sustainability through
Connectivity, $9,982,643 -59%
Pursue Communitywide Digital Transformation,
$5,650,000 -34%
Estimated Future Projects Costs by Goal
FY 2025-26 to FY 2029-30$16.9 million
Foster a Vibrant Civic
Engagement Culture,
$132,600 , 2%
Enhance Accessibility and Transparency, $288,000 -5%
Build Capacity for Data-
driven Decision
Making, $250,000 -5%
Promote Security and
Sustainability through
Connectivity,
$1,523,643 -28%
Pursue Communitywide
Digital Transformation,
$3,250,000 -60%
Requested
FY 2025-26 Appropriations by Goal
$5.4 million
May 20, 2025 Item #11 Page 217 of 332
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H-22 2025-26 Strategic Digital Transformation Investment Program
Estimated fiscal year 2026-27 through 2029-30 pending current or new
projects with future funding requests
The projects listed in the table below represent projects that have been presented to the SDTIP
Committee but do not require funding or have been delayed for the fiscal year 2025-26 budget year.
These projects will be reevaluated for the fiscal year 2026-27 budget year and, if approved for
funding in fiscal year 2026-27, will then have a project page included as part of the SDTIP in the
appropriate subsequent fiscal year. These projects have been included in the estimated five-year
tables and funding projections.
Connected Requested Estimated Estimated Estimated Estimated EstimatedCarlsbadFundingPriorYear 1 Year 2 Year 3 Year 4 Year 5 TotalGoalSourceAppropriation2025-26 2026-27 2027-28 2028-29 2029-30 Funding
Staff Managed Print PCDT ITRF -$ -$ -$ -$ -$ 800,000$ 800,000$
Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000
Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000
Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 369,000 2,039,000
Police Dispatch Training Solution PSSC TICF - - 60,000 - - - 60,000
Police In-car Video Replacement PSSC TICF - - - - - 750,000 750,000
Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000
Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000
Peace Officer Standardized Training Solution PSSC TICF - - 20,000 - - - 20,000
Technology Assisted Call Handling PSSC TICF - - 20,000 - - - 20,000
230,000$ -$ 1,381,000$ 311,000$ 438,000$ 1,919,000$ 4,279,000$
Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC
Pursue Communitywide Digital Transformation = PCDT
Funding Source Abbreviations
Information Technology Replacement Fund = ITRFTechnology Investment Capital Fund = TICFUtilities Enterprise Funds (Operating or Capital) = UEFFunding Source Not Identified = Pending
Project Name
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H-23
FIVE-YEAR SCHEDULE OF PROJECTS BY
CONNECTED CARLSBAD GOAL
Requested Estimated Estimated Estimated Estimated Estimated
Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Source Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 Funding
Core Systems Modernization TICF 5,400,000$ 3,000,000$ 1,600,000$ -$ -$ -$ 10,000,000$ Digital Information Network TICF 6,025,584 250,000 - - - - 6,275,584
Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000
Payment Card Industry (PCI) Compliance TICF 62,000 - - - - - 62,000 RFID Replacement TICF 600,000 - - - - - 600,000
Risk Management Solution Assessment TICF 40,000 - - - - - 40,000
Staff Managed Print ITRF - - - - - 800,000 800,000
Station Alerting Equipment Replacement TICF 500,000 - - - - - 500,000
Utility Billing Portal UEF 90,000 - - - - - 90,000
14,317,584 3,250,000 1,600,000 - - 800,000 19,967,584
Business Process Automation TICF 300,000 - - - - - 300,000
Data Governance and Operational Analytics TICF 423,000 - - - - - 423,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000
Facility Monitoring and Analytics TICF 75,000 225,000 - 300,000
Guest Facility Usage Analytics TICF 75,000 25,000 25,000 125,000 Professional Technical Services for Data Project Delivery TICF 210,000 - - - - - 210,000
1,113,000 250,000 165,000 - - - 1,528,000
Audio Visual Upgrades TICF 825,000 100,000 100,000 100,000 100,000 100,000 1,325,000
3D Concepts & Walkthrough TICF - 32,600 32,600
825,000 132,600 100,000 100,000 100,000 100,000 1,357,600
Civic Engagement with Open Data TICF 198,000 - - - - - 198,000 Early Literacy Interactive Technology TICF - 78,000 78,000
Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - - - - - 645,000
Record Digitization TICF 100,000 - - - - - 100,000 Records Management Archive Solution TICF - 120,000 120,000
Website Redesign TICF - 50,000 50,000
Expansion of Yardi TICF 30,000 - - - - - 30,000
Records Managememt Module TICF - 40,000 40,000
973,000 288,000 - - - - 1,261,000
Annual Hardware and Infrastructure Replacement ITRF 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 1,200,000 7,582,687
Command Central A/V Infrastucture TICF - - 200,000 - - - 200,000
Computer Aided Dispatch (CAD)TICF 1,580,000 - - - - - 1,580,000 Cyber Security Program Development TICF 650,000 100,000 100,000 100,000 100,000 100,000 1,150,000
Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 369,000 2,039,000
Live 911 TICF 66,380 - - - - - 66,380 Police Dispatch Training Solution TICF - - 60,000 - - - 60,000
Police In-car Video Replacement TICF - - - - - 750,000 750,000
Police Records Management Migration TICF - - 200,000 - - - 200,000 Virtual Reality (VR) Training TICF 75,000 - - - - - 75,000
Construction Waste Management Tracking TICF 20,000 - - - - - 20,000
Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000
Peace Officer Standardized Training Solution TICF - - 20,000 - - - 20,000
Senior Center Resource Access Enchancement TICF 12,000 - - - - - 12,000
Technology Assisted Call Handling TICF - - 20,000 - - - 20,000
3,812,424 1,523,643 2,391,000 1,911,000 1,738,000 2,419,000 13,795,067
21,041,008$ 5,444,243$ 4,256,000$ 2,011,000$ 1,838,000$ 3,319,000$ 37,909,251$
Information Technology Replacement Fund = ITRF
Technology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEF
Funding Source Not Identified = Pending
Foster a Vibrant Civic Engagement Culture
Projects Total
Funding Source Abbreviations
Promote Security and Sustainability through Connectivity Tota
Foster a Vibrant Civic Engagement Culture Total
Enhance Accessibility and Transparency
Enhance Accessibility and Transparency Total
Promote Security and Sustainability through Connectivity
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Build Capacity for Data-driven Decision Making
Build Capacity for Data-driven Decision Making Total
Pursue Communitywide Digital Transformation Total
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H-24 2025-26 Strategic Digital Transformation Investment Program
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Requested Estimated Estimated Estimated Estimated Estimated
Carlsbad Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2025-26 2026-27 2027-28 2028-29 2029-30 Funding
Technology Investment Capital FundAudio Visual Upgrades FVCEC 825,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,325,000$ Business Process Automation BCDDM 300,000 - - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - - - - - 198,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)PSSC 1,580,000 - - - - - 1,580,000
Core Systems Modernization PCDT 5,400,000 3,000,000 1,600,000 - - - 10,000,000
Construction Waste Management Tracking PSSC 20,000 - - - - - 20,000
Cyber Security Program Development PSSC 650,000 100,000 100,000 100,000 100,000 100,000 1,150,000
Data Governance and Operational Analytics BCDDM 423,000 - - - - - 423,000
Digital Information Network PCDT 6,025,584 250,000 - - - - 6,275,584
Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000
Early Literacy Interactive Technology EAT - 78,000 - - - - 78,000
Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000
Expansion of Yardi EAT 30,000 - - - - - 30,000
Facility Monitoring and Analytics BCDDM 75,000 225,000 - - - - 300,000
Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 369,000 2,039,000
Guest Facility Usage Analytics BCDDM 75,000 25,000 25,000 - - - 125,000
Live 911 PSSC 66,380 - - - - - 66,380
Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000
Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000
Payment Card Industry (PCI) Compliance PCDT 62,000 - - - - - 62,000
Peace Officer Standardized Training Solution PSSC - - 20,000 - - - 20,000
Police Dispatch Training Solution PSSC - - 60,000 - - - 60,000
Police In-car Video Replacement PSSC - - - - - 750,000 750,000
Police Records Management Migration PSSC - - 200,000 - - - 200,000
Professional Technical Services for Data Project Delivery BCDDM 210,000 - - - - - 210,000
Record Digitization EAT 100,000 - - - - - 100,000
Records Management Archive Solution EAT - 120,000 - - - - 120,000 Records Managememt Module EAT - 40,000 - - - - 40,000 RFID Replacement PCDT 600,000 - - - - - 600,000 Risk Management Solution Assessment PCDT 40,000 - - - - - 40,000 Senior Center Resource Access Enchancement PSSC 12,000 - - - - - 12,000
Station Alerting Equipment Replacement PCDT 500,000 - - - - - 500,000
Technology Assisted Call Handling PSSC - - 20,000 - - - 20,000
Virtual Reality (VR) Training PSSC 75,000 - - - - - 75,000
Website Redesign EAT - 50,000 - - - - 50,000
3D Concepts & Walkthrough FVCEC - 32,600 - - - - 32,600
Technology Investment Capital Fund Total 19,741,964 4,020,600 3,206,000 511,000 638,000 1,319,000 29,436,564
Information Technology Replacement Fund
Annual Hardware and Infrastructure Replacement PSSC 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 1,200,000 7,582,687
Staff Managed Print PCDT - - - - - 800,000 800,000
Information Technology Replacement Fund Total 1,209,044 1,423,643 1,050,000 1,500,000 1,200,000 2,000,000 8,382,687
Utility Billing Portal PCDT 90,000 - - - - - 90,000
Total Utilities Enterprise Funds (Operating or Capital)90,000 - - - - - 90,000
21,041,008$ 5,444,243$ 4,256,000$ 2,011,000$ 1,838,000$ 3,319,000$ 37,909,251$
Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCEC
Promote Security and Sustainability through Connectivity = PSSC
Pursue Communitywide Digital Transformation = PCDT
Funding Source
ProjectsTotal
May 20, 2025 Item #11 Page 220 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-25
PROJECT FUNDING SOURCES
Technology Investment Capital Fund – Funds set aside on a yearly basis to fund ongoing SDTIP
digital transformation and technology projects. Revenue is mostly comprised of an annual General
Fund transfer, estimated based on a portion of the transfer of 6% of General Fund revenues, in
accordance with City Council Policy 91, Long Term General Fund Capital Funding Policy.
Information Technology Replacement Fund – Funds are collected annually from the city’s
operating departments as part of the IT Department internal service fund chargeback; charges are
based on an asset’s lifecycle and original cost. These funds are used to replace assets at the end of
their useful lives.
Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities
Enterprise Funds, please see the Public Works Section of the Fiscal Year 2025-26 Operating Budget
and for the Capital Funds please see the CIP Section of the Fiscal Year 2025-26 Operating Budget.
Funding Source Not Identified – The funding for a project has not been identified or established
at this time. Once the funding source is identified or established the project will reflect that source.
PROJECTED FUND BALANCES
TECHNOLOGY INVESTMENT CAPITAL FUND
FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
4,727,982$ 3,390,569$ 5,466,793$ 10,394,593$ 15,353,984$
Transfers In 2,433,187 5,027,224 5,178,700 5,332,089 5,483,566
Interest Revenue 250,000 255,000 260,100 265,302 270,608
Project Appropriations 4,020,600 3,206,000 511,000 638,000 1,319,000
3,390,569$ 5,466,793$ 10,394,593$ 15,353,984$ 19,789,158$
4,727,982$
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2024-25 2025-26 2026-27 2027-28 2028-29 2029-30
3,378,634$ 3,497,292$ 3,997,292$ 4,047,292$ 4,397,292$
Replacement Cost Revenue 1,542,301 1,550,000 1,550,000 1,550,000 1,550,000
Replacement Appropriations 1,423,643 1,050,000 1,500,000 1,200,000 2,000,000
3,497,292$ 3,997,292$ 4,047,292$ 4,397,292$ 3,947,292$
3,378,634$
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
Estimated Available Funds
Ending Available Balance
Beginning Available Balance
May 20, 2025 Item #11 Page 221 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-26 2025-26 Strategic Digital Transformation Investment Program
REVENUE PROJECTIONS SCHEDULE
BUDGET EXPENDITURE SCHEDULE
2021-22 2022-23 2023-24 2024-25 2025-26
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital 10,747,619$ 4,127,866$ 4,526,422$ 5,179,226$ 2,683,187$
Information Technology Department Replacement 1,491,070 1,576,979 1,659,663 1,866,451 1,542,301
Total 12,238,689$ 5,704,845$ 5,704,845$ 7,045,677$ 4,225,488$
Fund
2022-23 2023-24 2024-25 2025-26 2025-26 2025-26
Actual Actual Estimated Continuing New TotalExpense Expense Expense Appropriations Appropriations Appropriations
Technology Investment Capital 1,872,512$ 1,349,059$ 2,600,000$ 11,518,350$ 4,020,600$ 15,538,950$
Information Technology Department Replacement 993,515 1,225,243 1,200,000 745,320 1,423,643 2,168,963
Total 2,866,027$ 2,574,302$ 3,800,000$ 12,263,670$ 5,444,243$ 17,707,913$
Fund
May 20, 2025 Item #11 Page 222 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-27
PROJECT ESTIMATED OPERATIONAL
REQUIREMENTS
The projects listed on the table below represent projects that have been determined will have or may
have operating budget impacts in the fiscal year identified. Projects that have zero shown for each
fiscal year are pending an estimate due to the possible solution having too many unknown variables.
Once a more exact solution is identified, the operational estimate will be updated. As the fiscal years
identified on the table become the next budgeting year, the Information Technology Department will
request additional operating budget.
May 20, 2025 Item #11 Page 223 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-28 2025-26 Strategic Digital Transformation Investment Program
FISCAL YEAR 2025-26 ROADMAP
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-
-
-
-
-
-
-
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-
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-
-
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-
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-
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-
-
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-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Ro
l
l
O
u
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
--
-
-
-
-
-
-
-
-
-
-
-
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g
o
i
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g
--
-
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-
Pi
l
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t
--
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Ci
t
y
W
i
d
e
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
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-
-
-
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-
-
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-
-
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On
g
o
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g
--
-
-
-
-
-
-
-
-
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-
-
-
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-
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-
-
-
-
-
-
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-
-
-
-
-
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-
-
-
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-
-
-
-
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-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
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-
-
-
-
-
-
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-
-
-
-
-
-
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-
-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
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-
-
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On
g
o
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n
g
--
-
-
-
-
-
-
-
-
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-
-
-
-
-
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-
-
-
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-
-
-
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-
-
-
-
-
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-
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-
-
-
-
-
-
-
--
Se
l
e
c
t
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o
n
--
-
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n
t
r
a
c
t
--
-
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u
n
c
i
l
--
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c
k
of
f
--
-
-
-
-
-
-
-
-
-
-
-
Im
p
l
e
m
e
n
t
a
t
i
o
n
--
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
-
-
-
Pi
l
o
t
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
--
-
-
-
-
-
-
-
-
-
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-
-
-
-
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p
a
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e
d
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p
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m
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t
a
t
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n
--
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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--
-
-
-
-
-
-
-
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-
-
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-
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-
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-
-
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-
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-
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-
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On
g
o
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g
--
-
-
-
-
-
-
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-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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-
-
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-
-
-
-
-
-
-
-
-
-
-
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--
-
-
-
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g
o
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-
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--
-
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-
-
-
-
-
-
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-
-
-
-
-
-
-
-
-
-
-
-
-
-
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P
--
-
-
-
-
-
-
-
-
-
-
-
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-
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-
-
-
-
-
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-
-
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-
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-
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p
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-
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d
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n
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-
-
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p
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May 20, 2025 Item #11 Page 224 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-29
FIVE-YEAR ROADMAP
St
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May 20, 2025 Item #11 Page 225 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
H-30 2025-26 Strategic Digital Transformation Investment Program
FIVE-YEAR ROADMAP (continued)
St
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May 20, 2025 Item #11 Page 226 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment to
maintaining the highest standards of quality facilities for our community today and in the future. It is
a planning document, not a commitment for spending. The program outlines the expenditure plan for
future capital projects and the corresponding revenues to pay for those expenditures.
Projects that are shown in the CIP are generally defined as any construction, rehabilitation or
replacement of major infrastructure such as streets, libraries, parks, fire stations and administrative
facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground.
In most cases, the total construction cost of each of these assets is recorded and tracked as part of
the city’s inventory of capital infrastructure assets and other city-owned property.
The CIP budget covers a five-year period. Once the City Council adopts the proposed annual CIP
budget, projects receive an appropriation that authorizes spending in the amount specified for the
adopted fiscal year only. For projects related to the strategic plan or considered a critical need,
construction funding is shown as an estimate—the City Council does not authorize an appropriation
when the annual CIP budget is adopted. Instead, staff request an appropriation for the construction
phase when the design is complete and the project is ready to be bid for construction. Estimated
budget information is shown for a 15-year period to provide the most comprehensive information
about known future projects. Spending authority in future years is not granted until adoption of the
annual proposed CIP budget associated with each year.
INVESTING IN OUR QUALITY OF LIFE
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. Prudent
financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs. Since the city applies a
comprehensive asset management approach to infrastructure planning and budgeting, it can avoid
more costly unexpected repairs or operational needs and minimize the burden on emergency
expenditures.
May 20, 2025 Item #11 Page 227 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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As the city grew and developed, there
was a corresponding increase in the
demand for development-related
services and new facilities. To ensure that
the necessary infrastructure and facilities
are built on a schedule that meets or
exceeds this demand, the citizens of
Carlsbad adopted a Growth Management
Plan in 1986. The plan was established to
manage development within the city by
linking residential, commercial, and
industrial development directly to
standards for availability of public
services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, the city
considered certain options pertaining to growth management, such as imposing a moratorium on
building if infrastructure falls short of established standards due to development. However, this was
determined to be impermissible by the California Housing and Community Development Department,
per Senate Bill 330, Housing Crisis Act of 2019, which became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2025-26 CIP, compliance with the Growth Management Plan is continued.
In October 2022, the City Council approved a five-year strategic plan with policy goals to reflect the
most important priorities of the community. The CIP budget includes the priority construction
projects identified in the strategic plan.
PROJECT EVALUATION
Development of the CIP is a team effort involving all operational departments, the City Manager’s
Office, the City Council, and the community. Community feedback on infrastructure needs is
considered and incorporated as appropriate. The CIP is fully vetted at multiple levels of the city
organization by appropriate staff using an inclusive and transparent process and reviewed on a
quarterly basis.
May 20, 2025 Item #11 Page 228 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-3
Projects were evaluated for the ability
to deliver realistic outcomes
considering anticipated revenue
decreases in some capital funding
sources. The city remains focused on
matching existing resources with
reasonable and achievable project
schedules while continuing to work
on projects that are already
underway. Existing project balances
were evaluated to determine
whether additional funding was
needed or if the existing balances
were adequate. Funding
recommendations were matched
against project timing and balanced against available funding sources.
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
FISCAL YEAR 2025-26 APPROPRIATIONS
The CIP is organized by the following project categories:
The five-year CIP budget is based on project phase for Strategic Plan and Critical Need projects. This
means rather than budgeting for the entire cost of a project well in advance of when the project is
scheduled to begin, the City Council will be asked to consider appropriating money phase by phase.
Phases include scoping (which includes feasibility studies and needs assessment), conceptual design
(which includes environmental permitting and up to 30% preliminary engineering/design
completion), final design (which includes 100% engineering/design completion and final engineer’s
estimate) and construction.
Capital Improvement Program
Public health and safety
City mission, vision and organizational values
Community values
Environmental review
Governing and policy documents
Funding availability
City Council goals
Strategic Plan
•Priority projects
Critical Need
•Regulatory
•Health & safety
Maintenance
• Annual Allocation
•Enterprise
•Drainage
Closeout
•In service
•Warranty
• Monitoring
May 20, 2025 Item #11 Page 229 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-4
For example, as part of the annual budget process, city staff will request appropriations for a new
project, starting with initial scoping. This typically involves early planning work and a feasibility
analysis. When that work is completed, staff will return to the City Council to request appropriation
for conceptual design. When that is done, staff will return to the City Council to request funding for
final design, and so on.
Once plans and specifications for a project have been prepared, a more accurate engineer’s estimate
for construction costs can be produced that considers the most up-to-date market conditions. For
strategic plan and critical need projects, requesting appropriation of construction funding at the time
staff request approval of plans and specifications and authorization to bid allows the city to ensure
that the approved project budget will align with the most accurate and timely cost estimates
available. The 15-year forecast will assist the City Council with making informed decisions regarding
the city’s ability to fund current and future projects.
In the fiscal year 2025-26 CIP, there are approximately 193 continuing and new projects planned over
the next 5 years. The fiscal year 2025-26 CIP outlines $47.0 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 14 new projects.
Projected revenues during the same fiscal year are estimated at $110.1 million.
$(10.0) $- $10.0 $20.0 $30.0 $40.0 $50.0 $60.0
FY2025-26 APPROPRIATIONS
BY BUDGET CATEGORY
Maintenance
Critical Need
Strategic Plan
May 20, 2025 Item #11 Page 230 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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Fiscal year 2025-26 appropriations by project type
Civic Buildings and Facility Maintenance
$1.8 million
This category includes a variety of facilities such as fire stations, libraries and community centers.
Costs include repair, maintenance and replacement of civic buildings and other operational facilities.
Parks
$4.8 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas, pickleball courts and other needs identified by the community and in recently updated
parks master plans.
Drainage
$7.2 million
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. As the city continues to
age, it is increasingly necessary to balance repairing and replacing the existing lines with enhancing
the current infrastructure to accommodate future needs.
Sewer
$9.5 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$10.7 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$13.0 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they
drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging
technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways,
bridges, sidewalks and other assets in public rights of way throughout the city.
May 20, 2025 Item #11 Page 231 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-6
NEW CAPITAL IMPROVEMENT PROJECTS
Capital Project
Project Description FY26
Appropriation District
Avenida Encinas
and Cannon Road
Sewer
Replacement
Replace 700 linear feet of existing 10-inch
gravity sewer on Cannon Road with a 15-inch
gravity main
Future FY27 2
Cannon Lift Station
Redundant Force
Main
Construct 5,280 linear feet of 14-inch force
main to provide a redundant outfall for the
Cannon Lift Station
$200,000 2
Citywide Facilities
Nonfunction Turf
Removal and
Replacement
Evaluate existing city facilities to identify and
convert areas of non-contributing
ornamental grass to more water-wise
planting areas. Part of this CIP will seek
water conservation grants and rebates from
applicable authorities
$350,000 Citywide
El Fuerte Lift
Station Redundant
Force Main
Construct 3,400 linear feet of 10-inch force
main to provide a redundant outfall for the
El Fuerte Lift Station
Future FY28 2
Jefferson Street
Sewer
Replacement
Reimbursement funds for required public
sewer improvements resulting from
Jefferson Street development projects
$300,000 1
Poinsettia Lift Station Redundant
Force Main
Construct 3,000 linear feet of 15-inch force main to provide a redundant outfall for the
Poinsettia Lift Station
Future FY28 2
Safety Training
Center Emergency
Backup Generator
Install an emergency backup generator to
allow for continuity of operations during grid
power outages. In FY26, Phase 1 will install a
docking station so a rental generator could
be deployed if needed. In the future, Phase 2
will install a permanent fixed generator
Forecasted
construction,
$250,000
2
May 20, 2025 Item #11 Page 232 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-7
Maintenance Projects
Project Description FY26
Appropriation District
ADA Parking Space
Modifications
Modify existing parking spaces to comply
with ADA requirements and the California
Vehicle Code as it relates to crosswalks.
Forecasted
construction,
$300,000
Citywide
Citywide
Community Parks’ Playgrounds
Replacements and
Upgrades
Evaluate existing infrastructure and
programming needs of community parks’ playgrounds nearing the end of their useful
lives
$50,000 Citywide
Citywide Facility
Arc Flash and
Thermal Imaging Safety Program
Conduct National Fire Protection Association
(NFPA) 70E required arc flash studies
together with related electrical safety inspections. Develop constraints and
opportunities list of city buildings in support
of the Climate Action Plan (CAP) Measures E-
1 and E-3.2.
$100,000
Citywide
D-Site Recycled
Water Pump
Rehabilitation
Replace and rehabilitate pumps to increase
hydraulic efficiency for the station and the
recycled water system
$300,000
3
Home Plan Lift
Station
Improvements
Upgrade the lift station to accommodate an
increase in pump flow capacity. Lift station
upgrades are needed to accommodate
anticipated development expansion in the
Village and Barrio Master Plan area in
accordance with current city standards.
$400,000
1
Library Learning Center Renovation Remodel and renovate portions of the first floor of the Library Learning Center
$100,000 1
Northwest
Quadrant Older
Parks
Rehabilitation and
Improvement
Evaluate existing infrastructure and
programming of Magee Park, Maxton Brown
Park, and Holiday Park to identify needed
improvements that will allow these
downtown parks to better serve the public
$350,000
1
May 20, 2025 Item #11 Page 233 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-8
CAPITAL IMPROVEMENT PROGRAM
REVENUES
Over the next 15 years, revenues for capital projects are estimated at $1.0 billion and are segregated
into six major funding sources: (1) fees generated by development in the City of Carlsbad, (2) special
district fees and taxes from the community facilities districts and bridge and thoroughfare benefit
districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds other
than wastewater and water, (5) general capital construction funds, and (6) other sources, including
grants, sales taxes and contributions from other agencies.
Approximately 24% of all capital revenue is received as a result of development, including developer
fees and financing districts in the chart above, and is dependent upon assumptions made about the
city's annual growth in dwelling units and commercial and industrial square feet. These revenues
include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage Fees,
water connection fees, sewer connection charges, and community facilities districts and bridge and
thoroughfare benefit districts fees.
Water and wastewater replacement revenues generated by user fees equal approximately 29% of
total revenues and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Replacement and General Capital Construction revenues, equal to 18%, are transfers
from the city’s General Fund, which are being set aside to pay for replacement of major capital
facilities other than wastewater and water facilities and the construction of various municipal
projects. The remaining 21% consists of revenues from other agencies and include federal and state
grants, the county sales tax program Transnet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Financing Districts, 8%
General Capital Construction
transfers, 9%
Infrastructure Replacement transfers, 9%
Other agencies, 21%Developer fees, 24%
Utility Replacement
transfers, 29%
Capital Improvement Program
Projected Revenues FY 2025-26 to FY 2039-40
$1.0 billion
May 20, 2025 Item #11 Page 234 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-9
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non-residential development may occur. The following table shows the number of residential
units and non-residential square feet of development that was used in calculating estimated
revenues for fiscal year 2025-26 and subsequent years to build out.
Projected Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated, and recommendations are made to resolve the
discrepancies.
Conservatively, about 7,854 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2025-26 is projected at 199 units, and, over the next five years, should average 514 units per year.
The amount of non-residential development is projected at about 515,000 square feet over the next
five years.
Fiscal Year Residential Units
Non-Residential Square
Feet
2025-26 199 271,515
2026-27 653 77,126
2027-28 451 29,126
2028-29 619 59,410
2029-30 649 77,466
2030-35 2,054 694,751
2036-build out 3,229 1,584,249
Totals 7,854 2,793,643
May 20, 2025 Item #11 Page 235 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-10
Projects include several multi-family residential developments, commercial industrial, office and
other mixed-use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
FUTURE PROJECTS
Long-range planning and responsible asset management play key roles in the development of future
capital projects. Using data from various infrastructure master plans, ongoing asset condition
assessments, technical modelling, field inspections as well as community feedback, the information
provided for future years reflects the most comprehensive snapshot of known or anticipated future
projects as well as associated estimated costs. Future costs for projects forecast in fiscal year 2030-31
to fiscal year 2039-40 are estimated at approximately $729 million.
May 20, 2025 Item #11 Page 236 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-11
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 90% and 10%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was
computed for each type of development use. An attached multi-family residential dwelling unit is
assigned eight trips and a detached single-family unit is assigned 10 trips per day. The trips-per-day
value for commercial and industrial buildings are 40 and eight trips per 1,000 square feet of
development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration.
UNFUNDED PROJECTS
The CIP includes several projects for which there is no identifiable funding source for future
construction and, in some cases, where only partial funding has been identified. The city will
investigate obtaining possible external funding, such as federal and state grants, loans, or other
financing sources. Once funding is identified for these projects, the project costs will be reviewed and
updated to reflect actual cost estimates. Projects on this list are part of the City Council’s Five-Year
Strategic Plan or were identified by Council direction. One project is partially funded by the Traffic
Impact Fee program. The program was planned to generate enough revenue to pay for 20% of the
total costs of these projects, leaving the remaining 80% unfunded.
Cannon Lake Park $ 2,500,000
Chestnut Complete Street I-5 to Railroad Project Study $ 2,750,000
College Boulevard Extension $33,000,000
Fire Station 1 Replacement $27,500,000
Fire Station 7 $20,900,000
Maerkle Solar Project $55,000,000
Orion Complex Energy Storage $11,000,000
South Carlsbad Boulevard Realignment (Partial Funding/TIF) $ 5,500,000
May 20, 2025 Item #11 Page 237 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-12
PROJECTED FUND BALANCES FOR FISCAL
YEAR 2024-25
July 1, 2024 Projected June 30, 2025
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,462,356$ 45,759$ -$ - 1,508,115$
BTD#3 - Cannon Road West 548,568 15,705 -$ - 564,273
CFD #1 - Citywide 104,920,474 5,317,572 7,687,637 132,264$ 102,418,144
Gas Tax 17,083,732 3,720,489 4,393,545 - 16,410,676
Gas Tax (Road Maint. & Rehab Acct.)2,154,973 2,982,430 691,749 - 4,445,654
General Capital Const.44,458,682 19,607,896 16,438,606 - 47,627,972
Grants - Federal 43,244 - 312 - 42,932
Grants - State (1,778,769) - 39,002 - (1,817,771)
Infrastructure Replacement 113,899,506 7,763,272 20,901,397 - 100,761,381
Other 2,110,384 56,444 - - 2,166,828
Park Fee Zones 5,13,16, 17, 18 5,169,797 179,883 - - 5,349,680
Park-In-Lieu NE 4,730,152 130,098 424,755 - 4,435,495
Park-In-Lieu NW 2,607,876 1,028,806 1,708,639 - 1,928,043
Park-In-Lieu SE 1,789,320 497,254 561,825 - 1,724,749
Park-In-Lieu SW 1,307,071 441,316 - - 1,748,387
Planned Local Drainage Area A 1,118,751 38,481 22,573 - 1,134,659
Planned Local Drainage Area B 1,566,876 91,439 13,607 - 1,644,708
Planned Local Drainage Area C 1,714,862 60,201 20,201 - 1,754,862
Planned Local Drainage Area D 776,030 62,701 26,857 - 811,874
Public Facilities Fee 33,593,729 3,322,591 508,755 - 36,407,566
Sewer Connection 6,661,961 455,434 59,602 - 7,057,793
Sewer Replacement 20,863,173 40,952,631 9,669,190 - 52,146,613
Traffic Impact Fee 16,429,632 1,464,822 2,408,890 - 15,485,564
Transnet/Local 35,432,398 5,735,910 14,638,490 - 26,529,818
Water - Potable 38,795,588 1,646,397 12,604 - 40,429,381
Water - Recycled (16,516,593) - - - (16,516,593)
Water Replacement - Potable 61,794,365 12,037,667 17,903,731 - 55,928,301
Water Replacement - Recycled 18,234,005 723,580 720,543 - 18,237,042
Total 520,972,144$ 108,378,777$ 98,852,510$ 132,264$ 530,366,147$
May 20, 2025 Item #11 Page 238 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-13
PROJECTED FUND BALANCES FOR FISCAL
YEAR 2025-26
July 1, 2025 June 30, 2025 July 01, 2025 2025-26 June 30, 2026
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,508,115$ - -$ - -$ 1,508,115$
BTD#3 - Cannon Road West 564,273 - - - - 564,273
CFD #1 - Citywide 102,418,144 1,976,326$ 37,090,217 110,000$ 37,200,217 67,194,252
Gas Tax 16,410,676 3,263,867 9,917,766 1,744,392 11,662,158 8,012,385
Gas Tax (Road Maint. & Rehab Acct.)4,445,654 3,017,991 4,173,373 3,070,000 7,243,373 220,271
General Capital Const.47,627,972 8,882,966 22,836,319 1,908,559 24,744,878 31,766,061
Grants - Federal 42,932 9,862,165 9,905,097 - 9,905,097 0
Grants - State (1,817,771) 7,876,212 6,058,441 - 6,058,441 0
Infrastructure Replacement 100,761,381 9,382,966 39,672,886 16,071,081 55,743,967 54,400,380
Other 2,166,828 - 959,647 (959,647) - 2,166,828
Park Fee Zones 5,13,16, 17, 18 5,349,680 98,556 - 1,500,000 1,500,000 3,948,236
Park-In-Lieu NE 4,435,495 - 799,042 644,000 1,443,042 2,992,453
Park-In-Lieu NW 1,928,043 1,289,988 3,161,321 (2,499,443) 661,878 2,556,153
Park-In-Lieu SE 1,724,749 513,872 15,395 350,000 365,395 1,873,226
Park-In-Lieu SW 1,748,387 - 219,100 - 219,100 1,529,287
Planned Local Drainage Area A 1,134,659 - 35,049 - 35,049 1,099,610
Planned Local Drainage Area B 1,644,708 370,188 15,197 - 15,197 1,999,699
Planned Local Drainage Area C 1,754,862 120,696 96,856 - 96,856 1,778,703
Planned Local Drainage Area D 811,874 45,493 13,289 - 13,289 844,078
Public Facilities Fee 36,407,566 2,096,783 4,422,476 (25,659) 4,396,817 34,107,532
Sewer Connection 7,057,793 465,571 7,178,612 758,154 7,936,766 (413,402)
Sewer Replacement 52,146,613 21,932,866 34,749,228 8,847,746 43,596,974 30,482,504
Traffic Impact Fee 15,485,564 3,772,120 13,485,406 (919,437) 12,565,969 6,691,716
Transnet/Local 26,529,818 5,689,885 21,167,152 5,822,429 26,989,581 5,230,122
Water - Potable 40,429,381 1,854,307 3,861,000 289,843 4,150,843 38,132,844
Water - Recycled (16,516,593) 19,414,398 2,889,792 - 2,889,792 8,012
Water Replacement - Potable 55,928,301 8,197,376 32,592,411 7,016,957 39,609,368 24,516,309
Water Replacement - Recycled 18,237,042 - 5,387,845 3,298,367 8,686,212 9,550,830
Total 530,366,147$ 110,124,592$ 260,702,919$ 47,027,342$ 307,730,261$ 332,760,478$
May 20, 2025 Item #11 Page 239 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-14
REVENUE PROJECTIONS SCHEDULE
2022-23 2023-24 2024-25 2025-26
Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 2,800,034$ 66,345$ 45,759$ -
BTD#3 - Cannon Road West 5,526 24,888 15,705 -
CFD #1 - Citywide 2,869,873 7,302,884 5,317,572 1,976,326$
Gas Tax 3,047,442 3,811,249 3,720,489 3,263,867
Gas Tax (Road Maint. & Rehab Acct.)2,744,950 3,172,894 2,982,430 3,017,991
General Capital Const.4,268,091 13,423,012 19,607,896 8,882,966
Grants - Federal 39,772 56,219 - 9,862,165
Grants - State 21,982 452,295 - 7,876,212
Infrastructure Replacement 5,386,482 10,015,495 7,763,272 9,382,966
Other 20,293 115,080 56,444 -
Park Fee Zones 5,13,16, 17, 18 144,419 296,607 179,883 98,556
Park-In-Lieu NE 50,477 228,050 130,098 -
Park-In-Lieu NW 150,878 1,132,209 1,028,806 1,289,988
Park-In-Lieu SE 19,848 83,719 497,254 513,872
Park-In-Lieu SW 319,222 1,278,208 441,316 -
Planned Local Drainage Area A 100,215 69,555 38,481 -
Planned Local Drainage Area B 188,568 143,663 91,439 370,188
Planned Local Drainage Area C 89,879 79,010 60,201 120,696
Planned Local Drainage Area D 82,860 57,989 62,701 45,493
Public Facilities Fee 1,581,967 3,687,412 3,322,591 2,096,783
Sewer Connection 1,861,377 745,457 455,434 465,571
Sewer Replacement 5,394,289 10,879,747 40,952,631 21,932,866
Traffic Impact Fee 1,907,630 2,273,017 1,464,822 3,772,120
Transnet/Local 1,556,262 4,457,603 5,735,910 5,689,885
Water - Potable 793,135 2,100,666 1,646,397 1,854,307
Water - Recycled 1,590,853 3,363,806 - 19,414,398
Water Replacement - Potable 5,334,988 8,073,118 12,037,667 8,197,376
Water Replacement - Recycled 1,107,565 887,980 723,580 -
Total 43,478,875$ 78,278,177$ 108,378,777$ 110,124,592$
Note: Revenues include transfers and fair market value adjustments.
May 20, 2025 Item #11 Page 240 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-15
BUDGET EXPENDITURE SCHEDULE
2022-23 2023-24 2024-25 2025-26 2025-26 2025-26
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 57,041$ -$ -$ -$ - -$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 962,730 414,729 7,819,901 37,090,217 110,000$ 37,200,217
Gas Tax 1,984,349 1,198,727 4,393,545 9,917,766 1,744,392 11,662,158
Gas Tax (Road Maint. & Rehab Acct.)5,045,379 5,052,294 691,749 4,173,373 3,070,000 7,243,373
General Capital Const.10,306,345 6,748,890 16,438,606 22,836,319 1,908,559 24,744,878
Grants - Federal 49,535 6,392 312 9,905,097 - 9,905,097
Grants - State 117,611 1,687,056 39,002 6,058,441 - 6,058,441
Infrastructure Replacement 7,293,771 10,587,913 20,901,397 39,672,886 16,071,081 55,743,967
Other - - - 959,647 (959,647) -
Park Fee Zones 5,13,16, 17, 18 - - - - 1,500,000 1,500,000
Park-In-Lieu NE 34,379 204,824 424,755 799,042 644,000 1,443,042
Park-In-Lieu NW 130,121 1,082,914 1,708,639 3,161,321 (2,499,443) 661,878
Park-In-Lieu SE 25,429 42,351 561,825 15,395 350,000 365,395
Park-In-Lieu SW - - - 219,100 - 219,100
Planned Local Drainage Area A 26,547 13,624 22,573 35,049 - 35,049
Planned Local Drainage Area B 252,941 22,468 13,607 15,197 - 15,197
Planned Local Drainage Area C 5,979 15,127 20,201 96,856 - 96,856
Planned Local Drainage Area D 7,130 15,918 26,857 13,289 - 13,289
Public Facilities Fee 1,304,479 237,607 508,755 4,422,476 (25,659) 4,396,817
Sewer Connection 3,031,587 88,278 59,602 7,178,612 758,154 7,936,766
Sewer Replacement 6,529,066 7,904,806 9,669,190 34,749,228 8,847,746 43,596,974
Traffic Impact Fee 1,903,324 5,690,795 2,408,890 13,485,406 (919,437) 12,565,969
Transnet/Local 3,256,939 7,588,334 14,638,490 21,167,152 5,822,429 26,989,581
Water - Potable 134,627 10,790 12,604 3,861,000 289,843 4,150,843
Water - Recycled 224,112 2,695,867 - 2,889,792 - 2,889,792
Water Replacement - Potable 2,223,068 9,040,836 17,903,731 32,592,411 7,016,957 39,609,368
Water Replacement - Recycled 400,567 928,296 720,543 5,387,845 3,298,367 8,686,212
Total 45,307,054$ 61,278,838$ 98,984,774$ 260,702,919$ 47,027,342$ 307,730,261$
May 20, 2025 Item #11 Page 241 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-16
PROJECT ESTIMATED OPERATIONAL
REQUIREMENTS
The projects listed in the table below represent projects that have been determined will have or may
have operating budget impacts within the next five fiscal years. Estimated impacts to operating
budget are based on industry standards. Projects that have an estimated zero dollar impact on the
city’s operating budget are not listed below. As the fiscal years identified in the table become the
next budgeting year the associated appropriate department will make a request for additional
operating budget.
Project Department Operating
fiscal year
Estimated
annual cost
Beach Access Repair and Upgrades –
Pine to Tamarack Transportation 2026-27 $50,000
Barrio Street Lighting Transportation 2026-27 $20,000
Orion Center Facilities 2026-27 To be determined
Trash Amendment Compliance
Program Transportation 2026-27 To be determined
Veterans Memorial Park Parks & Recreation 2027-28 $890,000
Village Decorative Lighting – State
Street, Madison, Roosevelt, and
Washington Transportation 2026-27 $13,905
May 20, 2025 Item #11 Page 242 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $893,800 ☑$250,000 ♦$10,000,000 --- $10,250,000
6004 2,3 Avenida Encinas Coastal Rail Trail and
Pedestrian Improvements $7,123,653 ♦$5,100,000 ---- $5,100,000
4013 1 Barrio Street Lighting $4,470,000 ♦$1,030,000 ---- $1,030,000
3896 1 Beach Access Repair and Upgrades -
Pine Avenue to Tamarack $13,511,750 -----$0
201904 2 Business Park Recreational Facility
(Zone 5 Park)-🔎 $1,500,000 ---- $1,500,000
6325 4 Camino De Los Coches and La Costa
Avenue Intersection Control $350,000 --♦ $2,000,000 -- $2,000,000
6058 1 Carlsbad Boulevard and Tamarack
Avenue Intersection Improvement $2,825,000 -☑ $500,000 --- $500,000
6097 1 Carlsbad Boulevard Pedestrian
Improvement Project $1,647,488 -----$0
6113 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way $1,000,000 ☐$1,000,000 ---- $1,000,000
201909 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way (RTCIP)------$0
6069 1 Chestnut Complete Street I-5 to
Railroad Project Study ----🔎 $250,000 - $250,000
4008 Citywide City Hall Complex & Cole Library
Replacement $1,028,105 ---☐$15,500,000 - $15,500,000
6072 2 El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble $4,595,000 ♦$750,000 ---- $750,000
6051 4 El Camino Real Widening - Arenal
Road to La Costa Avenue $8,700,000 ♦$4,500,000 ---- $4,500,000
6094 2 El Camino Real Widening - Sunny
Creek to Jackspar $5,976,050 ♦$350,000 ---- $350,000
4093 2 Fire Station 7 $100,000 -----$0
4714 2 Fleet Maintenance Refurbishment $3,470,100 ♦$4,700,000 ---- $4,700,000
4061 1 Grand Avenue Promenade $300,000 -----$0
6075 1 Kelly Drive and Park Drive Complete
Street Improvements $5,803,000 ♦$1,000,000 ---- $1,000,000
6076 4 La Costa Avenue Traffic Improvements $12,458 -----$0
4722 2 Maerkle Reservoir Solar Feasibility
Study $481,170 ☐$37,000 ---- $37,000
4724 1 Monroe Street Pool Replacement $21,567,051 ♦($1,402,074)---- ($1,402,074)
3572 2 Orion Center $9,757,156 ♦$49,842,000 ---- $49,842,000
6611 1 Park Drive Street and Drainage
Improvement $5,082,439 ♦$150,000 ---- $150,000
4612 2,4 Pickleball Courts $355,000 ♦$2,800,000 ---- $2,800,000
4715 2 Police and Fire Headquarters
Renovation $27,714,842 -----$0
3801 2 Robertson Ranch Park Development $1,463,000 ☑$644,000 ---- $644,000
4753 3 Schulman Auditorium and Cannon Art
Gallery $2,820,000 -----$0
6031 2,3,4 South Carlsbad Coastline $1,707,514 ($17,738)---- ($17,738)
4611 4 Stagecoach Community Park
Community Gardens $645,000 -----$0
6082 1 State Street and Grand Avenue Road
Improvements ----♦$325,000 - $325,000
4090 1 State Street Parking Lot Electric
Vehicle Charging Stations $490,000 -----$0
6104 Citywide Sustainable Mobility Plan
Implementation Program $710,566 -----$0
6054 2 Terramar Area Coastal Improvements $12,100,000 -♦ $7,200,000 --- $7,200,000
6070 Citywide Traffic Improvement Program $3,788,000 ☑$400,000 ☑$400,000 ☑$400,000 ☑$400,000 - $1,600,000
6332 4 Traffic Signal - Maverick Way and
Camino De Los Coches $490,000 ♦$450,000 ---- $450,000
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
I-17May 20, 2025 Item #11 Page 243 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
6626 Citywide Trash Amendment Compliance
Program $630,000 ♦ $1,750,000 ☑ $500,000 ♦$2,585,000 ☑$655,000 ♦$3,077,000 $8,567,000
6103 1 Tyler Street Traffic Circulation $970,000 -----$0
6083 Citywide Utility Undergrounding Program Study ------$0
6019 1 Valley and Magnolia Complete Streets $5,058,205 -♦ $4,450,000 --- $4,450,000
201974 1 Valley Street Traffic Calming ----☑$300,000 - $300,000
4609 Citywide Veteran's Memorial Park (All
Quadrants)$49,711,450 ♦ $7,456,700 ---- $7,456,700
4015 1 Village and Barrio Traffic Circles $6,259,000 ♦$1,825,000 ---- $1,825,000
6089 1 Village Intelligent Parking
Implementation ------$0
6105 1 Village Lighting - Carlsbad Village Dr
from Harding St to Ocean St $145 -----$0
6108 1 Village Lighting - Gateway Lighting ------$0
2410 1 Village Lighting - Hospitality District ------$0
6109 1 Village Lighting - Pedestrian
Lampposts Oak Avenue ------$0
6110 1 Village Lighting - Pedestrian Lighting
at Village Outskirts ------$0
4016 1 Village Lighting - State Street,
Madison, Roosevelt, and Washington $1,103,853 ♦ $995,000 ---- $995,000
6106 1 Village Lighting - Train Station Area ------$0
Total $85,109,888 $23,050,000 $4,985,000 $17,430,000 $3,077,000
I-18May 20, 2025 Item #11 Page 244 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
2603 Citywide ADA Parking Space Modifications - $300,000 ---- $300,000
6084 3 Assessment District 97-1 Maintenance $420,000 -----$0
4726 2 Cannon Park Restroom $45,765 -----$0
6111 1 Carlsbad Village Drive Reconfiguration ($1,650,000) $1,500,000 ---- $1,500,000
201913 Citywide
Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue ---- $700,000 - $700,000
201916 1
Chestnut Avenue Complete Street
Improvements - Valley to Pio Pico ---- $250,000 - $250,000
6098 1 Chestnut Underpass Public Art Project $400,000 -----$0
6074 Citywide
City Facility Safety and Parking Lot
Lighting Assessment $2,110,000 -----$0
2611 Citywide
Citywide Community Parks’ Playgrounds
Replacements / Upgrades - $50,000 $425,000 $3,250,000 $2,250,000 - $5,975,000
2612 Citywide
Citywide Facilities Nonfunctional Turf
Removal and Replacement - $350,000 $995,000 --- $1,345,000
3636 2 College Boulevard Extension $2,378,894 ($1,419,480)-- $100,000 - ($1,319,480)
201944 4
El Camino Real Right Turn Lane to
East Bound Alga Road ------$0
6628 1 Laguna Drive Storm Drain $256,000 - $1,000,000 --- $1,000,000
2307 3 Leo Carrillo Ranch Park Phase 3B - $350,000 $540,000 $1,484,000 -- $2,374,000
2613 1
Northwest Quadrant Older Parks
Rehabilitation and Improvement - $350,000 $1,900,000 $1,500,000 $3,500,000 $1,600,000 $8,850,000
6078 1
Ocean Street Reconfiguration
Concepts Study ------$0
2310 2 Orion Complex Energy Storage -- $250,000 --- $250,000
6115 3
Paseo Del Norte Pedestrian and Bike
Improvements $600,000 -----$0
6081 Citywide Roadway Slope Stabilization $1,280,000 $550,000 ---- $550,000
2601 2
Safety Training Center Emergency
Backup Generator - $250,000 $1,000,000 --- $1,250,000
6116 Citywide Schools Traffic Safety Program $1,100,000 -----$0
4085 2
South Shore Agua Hedionda Lagoon
Trail $789,940 -----$0
6040 Citywide Traffic Impact Fee Update $270,000 $48,000 ---- $48,000
6637 Citywide Traffic Signal Cabinet Upgrades $180,000 $162,000 ---- $162,000
6636 2,3,4 Traffic Signal Right Turn Overlaps $150,000 -----$0
4610 2
Village H South Off Leash Dog Area
and Trail Segment 5B $682,500 --- $1,400,000 - $1,400,000
Total $2,490,520 $6,110,000 $6,234,000 $8,200,000 $1,600,000
CRITICAL NEED PROJECTS
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
I-19May 20, 2025 Item #11 Page 245 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
6629 2 Agua Hedionda Creek Maintenance $3,545,248 -----$0
5545 2 Agua Hedionda Lift Station Biological
Monitoring and Maintenance $225,000 -----$0
2610 2 Avenida Encinas and Cannon Road
Sewer Replacement -- $150,000 $1,500,000 --$1,650,000
5537 3 Buena Interceptor Sewer Access Road
Improvements $100,000 - $432,000 ---$432,000
5501 2,3 Buena Interceptor Sewer
Improvements $1,758,686 - $3,564,600 $3,564,600 $4,282,200 -$11,411,400
5544 2 Buena Interceptor Sewer Realignment
- East Segment $1,907,000 - $1,200,000 $1,500,000 $2,400,000 -$10,500,000
5215 2 C Tank Access Road and Electrical
Improvements $300,000 -- $1,300,000 --$1,300,000
2606 2 Cannon Lift Station Redundant Force
Main - $200,000 $750,000 $5,500,000 --$6,450,000
5552 2 Cannon Road Lift Station
Improvements $1,465,000 $25,000 ----$25,000
5048 2 Carlsbad Boulevard Waterline
Replacement at Terramar $6,480,100 -----$0
5063 2 Carlsbad Municipal Water District
Building and Site Improvements $600,000 $200,000 ----$200,000
5203 3 Carlsbad Water Recycling Facility
(Encina Capital Projects)$5,940,654 $235,000 $247,000 $260,000 $273,000 $286,000 $1,301,000
5217 3 Carlsbad Water Recycling Facility
Improvements $350,000 -----$0
5007 Citywide Cathodic Protection Program $2,376,700 $190,000 $190,000 $190,000 --$570,000
5554 1 Chinquapin Lift Station Improvements $1,520,000 $150,000 ----$150,000
5013 2 College Boulevard - Cannon Road To
Badger Lane (375 Zone)$278,383 -- $1,700,000 --$1,700,000
5012 2 College Boulevard - Cannon Road To
Badger Lane (490 Zone)$312,600 -- $1,700,000 --$1,700,000
5033 1 Crestview Drive Transmission Main $171,000 $14,000 - $700,000 --$714,000
201923 1 DMP Facility AAA (Jefferson Street)------$0
201924 1 DMP Facility AAAA (Madison Street)------$0
6609 1 DMP Facility AC (Highland Drive
Drainage Project)------$0
201925 2 DMP Facility AFA (Hidden Valley Drainage
Restoration and Enhancement Project)------$0
201926 2 DMP Facility AFB (Calavera Hills Drainage
Restoration and Enhancement Project)------$0
201927 1 DMP Facility BB 1 and 2 (Washington
Street)------$0
201928 1 DMP Facility BCB (Magnolia Avenue)------$0
201929 1 DMP Facility BFB-L and BFB-1 (Tamarack and
El Camino Real Plda "B")------$0
6622 1 DMP Facility BFB-U (El Camino Real)$153,489 -----$0
201930 2 DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B")------$0
201931 2 DMP Facility BL-U (College Boulevard)------$0
201932 2 DMP Facility BM (Cantarini/College
Boulevard Box Culvert)------$0
201933 2 DMP Facility BQ (Sunny Creek)------$0
201934 2 DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage)------$0
201935 3 DMP Facility C2 (Paseo Del Norte)------$0
I-20May 20, 2025 Item #11 Page 246 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
201936 3 DMP Facility CA (Avenida Encinas)------$0
201937 4 DMP Facility DBA (Poinsettia Village)------$0
201938 4 DMP Facility DBB (Avenida Encinas)------$0
201939 4 DMP Facility DFA (Batiquitos Lagoon
Stormwater Treatment)------$0
201940 3 DMP Facility DH (Altiva Place Canyon
Restoration)------$0
6623 Citywide Drainage Master Plan Update $1,281,000 -----$0
2609 3 D-Site Recycled Water Pump
Rehabilitation - $300,000 ----$300,000
5553 2 El Fuerte Lift Station Pump Addition $425,000 -- $200,000 $720,000 -$920,000
2605 2 El Fuerte Lift Station Redundant Force
Main --- $1,000,000 $4,000,000 -$5,000,000
5801 Citywide Encina Capital Projects (EWPCF)$70,070,401 $5,123,000 $7,880,400 $8,173,700 $3,932,000 $6,584,600 $31,693,700
5539 2 Faraday and El Camino Real Sewer
Replacement - Orion to Palomar $3,180,000 $254,400 ----$254,400
5557 1 Harding Street Sewer Improvements
Reimbursement $1,200,000 -----$0
2607 1 Home Plant Lift Station Improvements - $400,000 $400,000 $5,000,000 --$5,800,000
5059 2 Hydroelectric Generation at Water
Facilities $500,000 -----$0
2615 1 Jefferson Street Sewer Replacement - $1,500,000 ----$1,500,000
5540 2 Las Palmas Trunk Sewer $301,000 - $300,000 $1,500,000 $1,500,000 -$3,300,000
5035 1,3 Limited Access Pipeline Relocation
Program $5,251,000 $2,500,000 $620,000 - $3,230,000 -$6,350,000
5009 2 Maerkle Facility Improvements $3,791,200 $300,000 ----$300,000
5001 2 Maerkle Reservoir Transmission Main $195,000 - $583,200 - $4,584,600 $4,320,000 $9,487,800
5050 3 Normally Closed Valve (Install
Motorized Valve)$1,966,000 -----$0
5547 4 North Batiquitos Access Road
Improvement $326,000 $26,000 ----$26,000
5520 Citywide Odor and Corrosion Prevention
Program $358,000 -----$0
2604 2 Poinsettia Lift Station Redundant
Force Main --- $1,000,000 $4,000,000 -$5,000,000
5556 2 Poinsettia Lift Station Rehabilitation $728,000 $60,000 - $10,000,000 --$10,060,000
5020 Citywide Pressure Reducing Station Program $7,031,040 - $4,300,000 ---$4,300,000
5061 2 Rancho Carlsbad Groundwater Supply ------$0
5211 Citywide Recycled Water Condition Assessment
Program $800,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
5210 3 Recycled Water Phase 3 - Reservoir $7,033,000 -----$0
5216 2 Recycled Water System Rehabilitation
and Replacement $700,000 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000
5212 Citywide Recycled Water Valve and
Appurtenance Replacement Program $380,000 - $125,000 $125,000 $125,000 $125,000 $500,000
5024 Citywide Reservoir Condition Assessment and
Repair Program $8,090,000 $250,000 - $250,000 --$500,000
5044 Citywide San Luis Rey Mission Basin
Groundwater Supply ------$0
5057 N/A Santa Fe II Inlet Pipeline $529,650 ---- $378,000 $378,000
I-21May 20, 2025 Item #11 Page 247 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
ENTERPRISE PROJECTS
New projects in italics
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
5046 3 Santa Fe II Reservoir Site Electrical
Improvements $333,581 -----$0
5542 Citywide SCADA Improvements $17,236,898 -----$0
5513 Citywide Sewer Condition Assessment $1,658,000 $50,000 - $100,000 $150,000 $150,000 $450,000
3840 2 Sewer Lift Station Repairs and
Upgrades $4,700,380 $475,000 $175,000 $175,000 $175,000 $175,000 $1,175,000
5548 3 Sewer Line Capacity Improvements $2,020,000 $944,000 ----$944,000
5546 Citywide Sewer Modeling $200,000 -----$0
5504 Citywide Sewer Monitoring Program (Capacity)$686,000 -----$0
5503 1,2,3 Sewer System Rehabilitation and
Replacement $12,276,475 $2,150,000 $2,150,000 $2,150,000 $2,150,000 $2,150,000 $10,750,000
5008 2 Tri-Agency Water Transmission
Pipeline Replacement $2,328,970 $280,000 $521,640 - $4,335,523 -$5,137,163
5549 2,3 Vallecitos Interceptor Sewer Cleaning
and CCTV $850,000 $40,000 ----$40,000
5535 1 Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements $413,000 $248,800 $274,200 $834,600 $826,000 $200,000 $2,383,600
3949 Citywide Vista Carlsbad Interceptor - Reach
VC14 To VC15 $21,362,390 -----$0
3950 1 Vista Carlsbad Interceptor - Reach
VC3 $517,000 ($406,000) $101,000 $409,000 $427,000 $35,000 $566,000
5551 2 Vista Carlsbad Interceptor -
Rehabilitation (VC1 and VC2)$231,000 $80,000 $140,000 ---$220,000
5555 2,3 Vista/Carlsbad Interceptor - Point
Repair Reaches (VC13 & VC14)$3,000,000 -----$0
5051 Citywide Water Infrastructure Condition
Assessment Program $3,020,000 $420,000 $450,000 $450,000 $450,000 $450,000 $2,220,000
5058 Citywide Water Modeling $375,000 -----$0
3904 Citywide Water System Rehabilitation and
Replacement $19,058,366 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $3,200,000 $16,000,000
5019 Citywide Water Valve Repair/Replacement
Program $10,342,000 $1,025,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $5,345,000
Total $20,634,200 $29,234,040 $53,961,900 $42,240,323 $19,533,600
I-22May 20, 2025 Item #11 Page 248 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
Non-Recurring
4733 2 Alga Norte Park Modifications $2,911,464 -----$0
6063 3 Carlsbad Boulevard Emergency Repair $841,000 -----$0
201912 1
Carlsbad Village Drive and Grand
Avenue Pedestrian and Crossing ---- $1,320,000 - $1,320,000
4727 Citywide City Facility Accessibility Upgrades $500,000 -----$0
6616 Citywide City Fire Stations Wash Water BMPs $280,000 -----$0
6326 Citywide Coordinated Traffic Signal Program $4,383,979 -----$0
6622 1 DMP Facility BFB-U (El Camino Real)$1,000,000 - $8,112,750 $60,000 $70,000 $80,000 $8,322,750
4760 1 Downtown Tile Replacement $250,000 -----$0
6099 2 Faraday Avenue Improvements $1,275,000 $300,000 ---- $300,000
4720 2 Faraday Center Refurbishment $3,154,380 -----$0
4759 2 Fire Station 5 Renovation $150,000 $2,300,000 ---- $2,300,000
4747 2 Fleet Fuel Island Upgrade $5,262,262 $400,000 $100,000 --- $500,000
6114 2
Flower Fields Overlook Sidewalk
Replacement $250,000 -----$0
6087 Citywide
Guardrail Replacement and
Improvement Study $150,000 -----$0
4708 1 Harding Center Refurbishment $505,000 $100,000 ---- $100,000
4728 1 Hosp Grove Park Improvements $4,307,000 ($2,625,000) $2,625,000 ---$0
6606 1 Kelly Drive Channel Repair $3,641,000 -- $1,500,000 -- $1,500,000
6630 4 La Costa Avenue Box Culvert Cleaning $275,000 -----$0
4752 2 Las Palmas Roof Replacement $630,000 -----$0
2602 1 Library Learning Center Renovation - $100,000 $1,600,000 --- $1,700,000
4758 1 Magee Park Building Restoration $200,000 $50,000 ---- $50,000
6614 4 Marca Place Drainage Improvements $65,000 -----$0
4613 Citywide Parks Maintenance Program $2,147,000 $1,807,056 $1,942,000 $2,073,000 $1,779,000 - $7,601,056
4757 2
Police and Fire HQ Parking Lot and
Exterior Improvements $120,000 $320,000 ---- $320,000
6088 4
Rancho Santa Fe Trail Slope
Improvements $350,000 -----$0
6079 Citywide
Roadway Improvements - Coastal
Area Analysis and Implementation $200,000 -----$0
4754 1 Senior Center Security Fencing $300,000 -----$0
4742 4
Stagecoach Park Synthetic Turf
Replacement $2,696,000 -----$0
2521 2
Synthetic Turf Replacement - Alga
Norte - $75,000 $2,500,000 --- $2,575,000
2522 2 Synthetic Turf Replacement - Aviara - $68,500 $2,280,000 --- $2,348,500
2523 1 Synthetic Turf Replacement - Pine - $2,320,000 ---- $2,320,000
4614 3
Synthetic Turf Replacement -
Poinsettia $1,800,000 $400,000 ---- $400,000
6003 Citywide Traffic Monitoring Program $2,115,415 $110,000 $400,000 $400,000 $400,000 - $1,310,000
6107 2 Trieste Slope Repair Project $3,770,600 -----$0
Annual Allocation
6049 Citywide ADA Improvement Program $4,045,000 $400,000 $715,000 $175,000 $618,000 $215,000 $2,123,000
6629 2 Agua Hedionda Creek Maintenance $423,000 $550,000 $50,000 $60,000 $70,000 $825,000 $1,555,000
6066 Citywide
Bridge Preventative Maintenance
Program $3,677,511 $1,343,333 $576,667 $1,417,963 $622,800 $1,531,400 $5,492,163
6619 1
Buena Vista Creek Channel
Maintenance at El Camino Real $3,018,000 - $4,600,000 $830,000 $100,000 $110,000 $5,640,000
6608 1
Citywide Drainage Improvement
Program $14,172,094 $4,200,000 $4,800,000 $700,000 $5,745,000 $830,000 $16,275,000
MAINTENANCE PROJECTS
New projects in italics
I-23May 20, 2025 Item #11 Page 249 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
MAINTENANCE PROJECTS
New projects in italics
2616 Citywide
Citywide Facility Arc Flash and
Thermal Imaging Safety Program - $100,000 $60,000 $60,000 $60,000 $60,000 $340,000
6092 Citywide Citywide Street Lighting Program $150,000 -----$0
6093 Citywide
Citywide Thermoplastic Pavement
Markings $200,000 $150,000 $150,000 $150,000 $150,000 - $600,000
6013 Citywide
Concrete Repair/Replacement
Program $5,940,000 $870,000 $910,000 $960,000 $1,010,000 $1,060,000 $4,810,000
6624 1 Headwall Replacement Program $810,000 $345,000 $415,000 $485,000 $555,000 $625,000 $2,425,000
5049 2 Lake Calavera Reservoir Maintenance $731,001 $24,000 $50,000 $50,000 $50,000 - $174,000
4723 Citywide
Miscellaneous City Building
Improvements $2,165,000 $150,000 $150,000 $150,000 $150,000 - $600,000
6052 Citywide Parking Lot Maintenance Program $2,270,000 $160,000 $700,000 $175,000 $850,000 $175,000 $2,060,000
6001 Citywide Pavement Management Program $68,349,889 $9,350,000 $9,800,000 $10,620,000 $11,462,000 $12,328,000 $53,560,000
6037 Citywide
Retroreflectivity Sign Replacement
Program $1,150,000 $70,000 $120,000 $120,000 $120,000 - $430,000
6002 Citywide Sidewalk/Street Construction Program $4,288,000 $500,000 $150,000 $750,000 $200,000 $900,000 $2,500,000
6620 Citywide Storm Drain Condition Assessment $1,140,000 $300,000 $350,000 $400,000 $455,000 $500,000 $2,005,000
6607 Citywide
Storm Drain System Rehab and Repair
Program $8,712,360 $1,800,000 $2,300,000 $600,000 $4,300,000 $750,000 $9,750,000
6062 Citywide Street Lighting Replacement Program $3,644,269 -----$0
Total $26,037,889 $45,456,417 $21,735,963 $30,086,800 $19,989,400
I-24May 20, 2025 Item #11 Page 250 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
4746 2 Calavera Hills Community Center
Refurbishment $1,985,000 -----$0
4601 2 Calavera Hills Community Park
Gateway Improvements $1,407,850 -----$0
6090 2 Cannon Road / Sage Creek Road
Rehab $155,000 -----$0
5054 2 Lake Calavera Outlet Improvements $1,436,001 -----$0
5055 2 Palomar Airport Waterline
Realignment $2,333,000 -----$0
4608 3 Poinsettia Community Park - Phase 4 -
Dog Park $2,838,140 -----$0
5045 3 Poinsettia Lane - Cassia Road to
Skimmer Court (Reimbursement $600,000 -----$0
4738 1 Senior Center Repairs and Roof
Replacement $3,158,000 -----$0
4091 2 Temporary Fire Station 7 $2,022,000 -----$0
3492 2 Vista Carlsbad Interceptor - Agua
Hedionda LS & Forcemain VC12-VC13 $33,229,776 -----$0
Total $0 $0 $0 $0 $0
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
4756 2 Alga Norte Settlement Agreement $1,983,192 -----$0
3649 2 Aviara Reimbursement Agreement $238,000 -----$0
6112 1,2,3 Carlsbad Boulevard Roadway
Configuration - ($2,000,000)---- ($2,000,000)
6111 1 Carlsbad Village Drive Reconfiguration - $2,000,000 ---- $2,000,000
201915 2,3 CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 - $440,000
PA04 Citywide Loan Repay - Park-in-Lieu NE to Public
Facility Fee Fund ------$0
PA02 Citywide Loan Repay - Park-in-Lieu SW to
Public Facility Fee Fund ------$0
PA03 Citywide Loan Repay - Sewer Conn to Sewer
Repl -- $198,000 $205,000 $212,000 $220,000 $835,000
4755 1 New Village Arts Tenant
Improvements $613,000 -----$0
4083 Citywide Open Space and Trail Acquisition
(Prop C)$4,015,000 -----$0
PA07 Citywide Recycled Replacement to Recycled
Connection - $2,150,000 ---- $2,150,000
5208 Citywide Recycled Water Phase 3 - Pipelines $19,150,221 -----$0
4743 2 Safety Training Center Settlement $1,156,995 -----$0
PA05 Citywide Traffic Impact Fee Funds to CFD #1 - $90,000 $90,000 $90,000 $90,000 - $360,000
Total $2,350,000 $398,000 $405,000 $412,000 $220,000
PROJECT ACCOUNTING
New projects in italics
I-25May 20, 2025 Item #11 Page 251 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2025-26
Estimated
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
5-Year Total
5205 Citywide ▼ Abandon Potable Services (New
Recycled Services)$1,175,825 ($335,043)---- ($335,043)
4745 Citywide ▲ Aviara and Hidden Canyon Parks
Playground Safety Resurfacing $600,000 ($210,536)---- ($210,536)
4615 1 ▲ Buena Vista Reservoir Park
Reimbursement $378,500 ($42,173)---- ($42,173)
6096 2,3 ▲ Carlsbad Boulevard Lane Reduction
and Edge Striping $300,000 ($19,585)---- ($19,585)
5213 3 ▲ Carlsbad Water Recycling Facility
Irrigation and Landscape $35,000 ($27,192)---- ($27,192)
4749 3 ▲ Carlsbad Water Recycling Facility
Roof Replacement $549,024 ($49,441)---- ($49,441)
4718 1 ▲ City Hall Complex Refurbishment $1,144,000 ($73,883)---- ($73,883)
5038 2 ▼ Desalinated Water Flow Control
Facility No. 5 $1,569,601 ($424,157)---- ($424,157)
4081 3 ▲ Dove Library Lighting
Improvements $225,000 ($124,467)---- ($124,467)
6042 2 ▲ El Camino Real and Cannon Road
Intersection Improvements $4,205,091 ($207,437)---- ($207,437)
4060 4 ▲ Fire Station 2 Replacement $14,433,882 ($176,518)---- ($176,518)
5526 1 ▲ Foxes Landing Lift Station Wetwell
and Pump Replacement $6,392,000 ($1,477,919)---- ($1,477,919)
6117 Citywide ▼ Green Paint Maintenance $250,000 ($250,000)---- ($250,000)
6634 Citywide ▲ Intelligent Traffic Control Devices $200,000 ($27,729)---- ($27,729)
4602 3 ▲ Leo Carrillo Ranch Park Phase 3 -
Stables Restoration and Restroom $2,962,971 ($25,659)---- ($25,659)
6034 2 △ Melrose Drive Right Turn Lane to
West Bound Palomar Airport Road $182,713 -----$0
5536 4 ▲ North Batiquitos Lift Station
Forcemain Rehabilitation $75,000 ($51,731)---- ($51,731)
4603 1 ▲ Pine Avenue Park - Phase II
(Community Building)$11,647,355 -----$0
6057 1 ▲ Public Beach Access Improvements
(Ocean Street)$4,183,767 -----$0
6604 4 ▲ Romeria Drainage Improvements $757,940 ($28,041)---- ($28,041)
4084 2 ▲ The Crossings Golf Course Lake
Liner Replacement $200,000 ($200,000)---- ($200,000)
6335 1 ▲ Traffic Signal - Tamarack Avenue
and Valley Street $502,370 ($138,294)---- ($138,294)
5550 2 ▲ Villas Sewer Lift Station
Replacement $1,329,000 ($229,504)---- ($229,504)
3886 Citywide ▲ Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)$9,464,833 ($15,146)---- ($15,146)
Total ($4,134,455)$0 $0 $0 $0
PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted
I-26May 20, 2025 Item #11 Page 252 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-27
REQUESTED APPROPRIATION SUMMARY
Fiscal Year 2025-26 2026-27 2027-28 2028-29 2029-30
Estimated 5-Year
Total
Requested
Appropriation $47,027,342 $80,603,457 $76,502,863 $90,894,123 $39,743,000 $334,770,785
Estimated
Future Costs $85,460,700 $23,645,000 $10,819,000 $7,475,000 $4,677,000 $132,076,700
Total $132,488,042 $104,248,457 $87,321,863 $98,369,123 $44,420,000 $466,847,485
Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It
does include full amounts for Maintenance and Enterprise projects as shown.
May 20, 2025 Item #11 Page 253 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-28
May 20, 2025 Item #11 Page 254 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-29
CAPITAL IMPROVEMENT PROGRAM 15-YEAR FORECAST
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 65,327,927 9,895,552 11,375,733 14,696,107 2,580,410 39,846,430
REVENUES
Developer Special Taxes 1,976,326 1,590,180 3,430,374 3,494,303 37,266,020 35,375,658 Total Revenues N/A 1,976,326 1,590,180 3,430,374 3,494,303 37,266,020 35,375,658
CAPITAL PROJECTSCFD#1 Administration - 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,106 - - - 15,500,000 - 100,000,000
Cole Library Expansion - - - - - - -
Orion Center 9,657,729 49,842,000 - - - - - Veteran's Memorial Park (All Quadrants)41,711,454 7,456,700 - - - - -
Total Project Expenditures 52,397,288 57,408,700 110,000 110,000 15,610,000 - 100,000,000
ENDING FUND BALANCE N/A 9,895,552 11,375,733 14,696,107 2,580,410 39,846,430 (24,777,912)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40BEGINNING FUND BALANCE N/A 6,492,910 3,862,385 4,510,906 4,009,948 5,278,927 7,126,578
REVENUES
Gas Tax and Prop 42 Funds 3,263,867 3,258,521 3,259,042 3,228,979 3,187,652 31,876,516 Total Revenues N/A 3,263,867 3,258,521 3,259,042 3,228,979 3,187,652 31,876,516
CAPITAL PROJECTSADA Parking Space Modifications - 300,000 - - - - -
Barrio Street Lighting 150,000 - - - - - -
Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - 2,000,000 - - - Cannon Road / Sage Creek Road Rehab 155,003 - - - - - -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - 700,000 - 2,500,000
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,771,001 - 500,000 - - - - Carlsbad Boulevard Emergency Repair 841,002 - - - - - - Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 (19,585) - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - -
Carlsbad Blvd Pedestrian Improvement Project 1,055,887 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 200,000 150,000 150,000 150,000 150,000 - 1,500,000 Concrete Repair/Replacement Program 3,393,001 250,000 290,000 340,000 390,000 440,000 4,700,000 El Camino Real And Cannon Road Intersection Improvements 669,093 - - - - - -
El Camino Real Medians 552,530 - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue 1,450,000 1,500,000 - - - - - El Camino Real Widening - Sunny Creek to Jackspar 366,049 350,000 - - - - -
Guardrail Replacement And Improvement Program 150,000 - - - - - 200,000
Intelligent Traffic Control Devices 199,999 (27,729) - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 1,000,000 - - - - -
La Costa Avenue Traffic Improvements 12,458 - - - - - 109,000
Laguna Drive Storm Drain 256,000 - 1,000,000 - - - 1,494,000 Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements - - - - - - -
Park Drive Drainage And Street Improvements 3,965,003 - - - - - -
Paseo Del Norte Pedestrian and Bike Improvements 65,490 - - - - - - Pavement Management Program 7,930,849 - - - - - -
Retroreflectivity Sign Replacement Program 1,150,000 70,000 120,000 120,000 120,000 - 1,200,000
Roadway Slope Stabilization 1,279,998 550,000 - - - - - Romeria Drainage Improvements 347,937 - - - - - -
Schools Traffic Safety Program 250,000 - - - - - -
Sidewalk/Street Construction Program 988,000 1,350,000 150,000 750,000 200,000 900,000 3,335,000 Sustainable Mobility Plan Implementation Program 710,567 - - - - - - Traffic Improvement Program 2,388,003 - - - - - -
Traffic Monitoring Program 370,000 110,000 400,000 400,000 400,000 - -
Traffic Signal - Maverick Way & Camino De Los Coches 490,000 450,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,369 (138,294) - - - - -
Traffic Signal Right Turn Overlaps 150,000 - - - - - -
Village And Barrio Traffic Circles 159,001 - - - - - -
Total Project Expenditures 39,054,834 5,894,392 2,610,000 3,760,000 1,960,000 1,340,000 15,038,000
ENDING FUND BALANCE N/A 3,862,385 4,510,906 4,009,948 5,278,927 7,126,578 23,965,094
(ROAD MAINTENANCE AND REHABILITATION ACCOUNT)PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 272,280 220,271 337,269 629,552 1,066,413 1,692,644
REVENUES
Gas Tax (RMRA) Revenues 3,017,991 3,186,998 3,362,283 3,506,861 3,696,231 46,152,433
Total Revenues N/A 3,017,991 3,186,998 3,362,283 3,506,861 3,696,231 46,152,433
CAPITAL PROJECTS
Concrete Repair/Replacement Program 2,546,999 620,000 620,000 620,000 620,000 620,000 6,200,000
Pavement Management Program 15,236,000 2,450,000 2,450,000 2,450,000 2,450,000 2,450,000 24,500,000 Total Project Expenditures 17,782,999 3,070,000 3,070,000 3,070,000 3,070,000 3,070,000 30,700,000
ENDING FUND BALANCE N/A 220,271 337,269 629,552 1,066,413 1,692,644 17,145,077
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
GAS TAX FUND
GAS TAX
May 20, 2025 Item #11 Page 255 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-30
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 24,791,654 23,259,061 16,526,285 21,194,985 24,997,074 30,310,640
REVENUES
Transfer from General Fund 8,882,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070
Total Revenues N/A 8,882,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070
CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 893,801 250,000 10,000,000 - - - -
Alga Norte Park Modifications 1,424,000 - - - - - -
Alga Norte Settlement Agreement 1,983,192 - - - - - -
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - 3,000,000 - - - - -
Assessment District 97-1 Maintenance 420,001 - - - - - -
Barrio Street Lighting 760,000 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,899,001 - - - - - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,999 - - - 100,000 110,000 5,642,000
Calavera Hills Community Park Gateway Improvements 1,407,853 - - - - - -
Camino Hills and Jackspar Drive Slope Stabilization 90,718 - - - - - -
Cannon Park Restroom 45,765 - - - - - -
Carlsbad Village Drive Reconfiguration (1,650,000) 3,500,000 - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian & Crossing Improvements - - - - 920,000 - -
Chestnut Underpass Public Art Project 400,000 - - - - - -
City Facility Accessibility Upgrades 500,000 - - - - - -
City Fire Stations Wash Water BMPs 279,999 - - - - - - City Hall Exterior Refurbishment 2,109,055 - - - - - - Citywide Facility Arc Flash and Thermal Imaging Safety Program - 100,000 60,000 60,000 60,000 60,000 -
Cole Library Expansion - - - - - - -
Dove Library Lighting Improvements 225,001 (124,467) - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble - 750,000 - - - - -
Faraday Avenue Improvements 1,275,000 300,000 - - - - -
Fire Station No. 2 Replacement 13,000,003 (139,834) - - - - -
Fire Station No. 7 100,000 - - - - - -
Fleet Fuel Island Upgrade 400,000 - - - - - -
Fleet Maintenance Refurbishment 896,100 1,700,000 - - - - -
Grand Avenue Promenade 300,000 - - - - - 10,500,000
Green Paint Maintenance 250,000 (250,000) - - - - -
La Costa Avenue Box Culvert Cleaning 275,000 - - - - - -
Lake Calavera Outlet Improvements 1,436,002 - - - - - -
Lake Calavera Reservoir Maintenance 731,005 24,000 50,000 50,000 50,000 - 500,000
Monroe Street Pool Renovation/Replacement 11,362,711 (743,099) - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - - - - - 400,000
Ocean Street Restroom Facility 5,105 - - - - - -
Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - -
Orion Center 99,000 - - - - - -
Orion Complex Energy Storage - - 250,000 - - - -
Park Drive Street and Drainage Improvement 1,117,439 150,000 - - - - -
Pavement Management Program - - - - - - -
Police and Fire Headquarters Parking Lot Improvements 120,000 320,000 - - - - -
Police and Fire Headquarters Renovation 14,492,850 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Public Works Storage Facility - - - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - -
Romeria Drainage Improvements 410,001 (28,041) - - - - -
Safety Training Center Emergency Backup Generator - 250,000 1,000,000 - - - -
Safety Training Center Settlement 1,156,995 - - - - - -
South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 900,001 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - - - - - -
The Crossings Golf Course Lake Liner Replacement 200,000 (200,000) - - - - -
Traffic Improvement Program 1,399,999 400,000 400,000 400,000 400,000 - -
Traffic Signal Cabinet Upgrades 180,000 162,000 - - - - -
Trail Connectivity to Tamarack State Beach (Prop C)304,312 - - - - - -
Trieste Slope Repair Project 3,770,599 - - - - - -
Tyler Street Traffic Circulation 970,000 - - - - - -
Utility Undergrounding Program Study - - - - - - 100,000
Village and Barrio Traffic Circles 414,999 - - - - - -
Village Intelligent Parking Implementation - - - - - - 300,000
Village Lighting - Carlsbad Village Dr. from Harding St. to Ocean St.145 - - - - - 600,000
Village Lighting - Gateway Lighting - - - - - - 950,000
Village Lighting - Hospitality District - - - - - - 1,050,000
Village Lighting - Pedestrian Lampposts Oak Avenue - - - - - - 600,000
Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - - 950,000
Village Lighting - State Street, Madison, Roosevelt, and Washington 1,103,853 995,000 - - - - -
Village Lighting - Train Station Area - - - - - - 500,000
Total Project Expenditures 84,607,056 10,415,559 11,760,000 510,000 1,530,000 170,000 22,092,000
N/A 23,259,061 16,526,285 21,194,985 24,997,074 30,310,640 67,632,710
GENERAL CAPITAL CONSTRUCTION (GCC)
May 20, 2025 Item #11 Page 256 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-31
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40BEGINNING FUND BALANCE N/A (9,862,165) 0 0 0 0 0
REVENUES
Grant Revenue 9,862,165 - - - - -
Total Revenues N/A 9,862,165 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - - - - - - -
Barrio Street Lighting 1,000,000 - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project - - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,001 - - - - - -
Schools Traffic Safety Program 850,000 - - - - - -
Veteran's Memorial Park (All Quadrants)3,000,000 - - - - - -
Village and Barrio Traffic Circles 4,000,000 - - - - - -
Total Project Expenditures 10,290,001 - - - - - -
ENDING FUND BALANCE N/A 0 0 0 0 0 0
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (7,876,212) 0 0 0 0 0
REVENUES
Grant Revenue 7,876,212 - - - - -
Total Revenues N/A 7,876,212 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000 - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project 591,600 - - - - - -
Paseo Del Norte Pedestrian and Bike Improvements 534,510 - - - - - -
Veteran's Memorial Park (All Quadrants)5,000,000 - - - - - -
Total Project Expenditures 7,902,110 - - - - - -
ENDING FUND BALANCE N/A 0 0 0 0 0 0
GRANTS - STATE
GRANTS - FEDERAL
May 20, 2025 Item #11 Page 257 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-32
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 61,088,495 49,650,380 20,081,187 8,553,924 (6,277,787) (12,115,621)
REVENUES
Transfer from General Fund 9,382,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070
Total Revenues N/A 9,382,966 5,027,224 5,178,700 5,332,089 5,483,566 59,414,070
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 423,003 550,000 50,000 60,000 70,000 825,000 3,075,000
Alga Norte Park Modifications 1,487,464 - - - - - -
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 (210,536) - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,612,751 - - - - - -
Bridge Preventative Maintenance Program 3,677,512 1,343,333 576,667 1,417,963 622,800 1,531,400 12,325,411
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,768,001 - 4,600,000 830,000 - - -
Calavera Hills Community Center Refurbishment 1,985,000 - - - - - -
Carlsbad Village Drive Reconfiguration 2,000,000 (2,000,000) - - - - -
City Facility Safety and Parking Lot Lighting Assessment 1,910,001 - - - - - -
City Hall Complex Refurbishment 1,144,000 (73,883) - - - - -
Citywide Community Parks’ Playgrounds Replacements and Upgrades - 50,000 425,000 3,250,000 2,250,000 - -
Citywide Drainage Improvement Program 8,081,501 4,200,000 4,800,000 700,000 5,745,000 830,000 45,290,000
Citywide Facilities Nonfunctional Turf Removal and Replacement - 350,000 995,000 - - - -
Cole Library Security Fencing 25,565 - - - - - -
Coordinated Traffic Signal Program 800,000 - - - - - -
DMP Facility BFB-U (El Camino Real)1,000,002 - 8,112,750 60,000 70,000 80,000 800,000
Downtown Tile Replacement 250,000 - - - - - -
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 175,654 - - - - - -
Faraday Center Refurbishment 3,154,381 - - - - - -
Fire Station No. 2 Replacement 1,433,881 (36,684) - - - - -
Fire Station 5 Renovation 150,000 2,300,000 - - - - -
Fleet Fuel Island Upgrade 4,862,263 400,000 100,000 - - - -
Fleet Maintenance Refurbishment 2,574,004 3,000,000 - - - - -
Flower Fields Overlook Sidewalk Replacement 250,000 - - - - - -
Harding Center Refurbishment 505,001 100,000 - - - - -
Headwall Replacement Program 810,002 345,000 415,000 485,000 555,000 625,000 7,326,000
Hosp Grove Park Improvements 1,562,000 - - - - - -
Hosp Grove Park Improvements 120,000 - - - - - -
Kelly Drive Channel Repair 3,641,005 - - 1,500,000 - - -
Las Palmas Roof Replacement 630,000 - - - - - -
Leo Carrillo Ranch Roof Repairs 1,320,122 - - - - - -
Library Fire Alarm Panel Upgrades 140,010 - - - - - -
Library Fire Alarm Panel Upgrades - 100,000 1,600,000 - - - -
Magee Park Building Restoration 200,000 50,000 - - - - -
Miscellaneous City Building Improvements 2,164,999 150,000 150,000 150,000 150,000 - 1,500,000
Monroe Street Pool Replacement 7,324,848 (476,705) - - - - -
New Village Arts Building Roof and Exterior Refurbishment 301,932 - - - - - -
Parking Lot Maintenance Program 2,270,001 160,000 700,000 175,000 850,000 175,000 4,860,000
Parks Maintenance Program 2,147,000 1,807,056 1,942,000 2,073,000 1,779,000 - -
Pavement Management Program - 2,000,000 2,200,000 2,420,000 2,662,000 2,928,000 35,000,000
Police and Fire Headquarters Renovation 13,221,991 - - - - - -
Public Beach Access Improvements (Ocean Street)573,431 - - - - - -
Schulman Auditorium and Cannon Art Gallery 2,820,000 - - - - - -
Senior Center Repairs and Roof Replacement 3,158,001 - - - - - -
Senior Center Security Fencing 300,000 - - - - - -
Stagecoach Park Synthetic Turf Replacement 2,696,001 - - - - - -
Storm Drain Condition Assessment 1,140,001 300,000 350,000 400,000 455,000 500,000 5,375,000
Storm Drain System Rehab and Repair Program 8,712,362 1,800,000 2,300,000 600,000 4,300,000 750,000 23,200,000
Synthetic Turf Replacement - Alga Norte - 75,000 2,500,000 - - - -
Synthetic Turf Replacement - Aviara - 68,500 2,280,000 - - - -
Synthetic Turf Replacement - Pine - 2,320,000 - - - - -
Synthetic Turf Replacement - Poinsettia 1,800,000 400,000 - - - - -
Trash Amendment Compliance Program 630,001 1,750,000 500,000 2,585,000 655,000 3,077,000 13,693,200
Total Project Expenditures 102,553,695 20,821,081 34,596,417 16,705,963 20,163,800 11,321,400 152,444,611
ENDING FUND BALANCE N/A 49,650,380 20,081,187 8,553,924 (6,277,787) (12,115,621) (105,146,162)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,207,181 2,166,828 2,166,828 2,166,828 2,066,828 2,066,828
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,389,510 (959,647) - - 100,000 - 324,000
Total Project Expenditures 1,389,510 (959,647) - - 100,000 - 324,000
ENDING FUND BALANCE N/A 2,166,828 2,166,828 2,166,828 2,066,828 2,066,828 1,742,828
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
May 20, 2025 Item #11 Page 258 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-33
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE (1)N/A 3,636,453 2,992,453 5,866,654 5,866,654 6,598,269 7,321,174
REVENUES
Developer Fees - 2,874,201 - 731,615 722,905 8,796,797
Total Revenues N/A - 2,874,201 - 731,615 722,905 8,796,797
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 1,463,000 644,000 - - - - -
Total Project Expenditures 1,463,000 644,000 - - - - 4,550,000
ENDING FUND BALANCE N/A 2,992,453 5,866,654 5,866,654 6,598,269 7,321,174 11,567,971
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (1,233,278) 2,556,153 1,957,340 2,414,400 3,723,514 5,945,772
REVENUES
Developer Fees 1,289,988 2,976,187 1,207,060 3,059,114 3,022,258 30,950,498
Total Revenues N/A 1,289,988 2,976,187 1,207,060 3,059,114 3,022,258 30,950,498
CAPITAL PROJECTSBuena Vista Reservoir Park Reimbursement 378,500 (42,173) - - - - -
City Facility Safety and Parking Lot Lighting Assessment 200,000 - - - - - -
Hosp Grove Park Improvements 2,625,000 (2,625,000) 2,625,000 - - - -
Monroe Street Pool Replacement 2,879,495 (182,270) - - - - -
Northwest Quadrant Older Parks Rehabilitation and Improvement - 350,000 950,000 750,000 1,750,000 800,000 -
Pine Avenue Park - Phase II (Community Building)- - - - - - -
Total Project Expenditures 6,082,995 (2,499,443) 3,575,000 750,000 1,750,000 800,000 -
ENDING FUND BALANCE N/A 2,556,153 1,957,340 2,414,400 3,723,514 5,945,772 36,896,270
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,709,354 1,873,226 1,333,226 2,636,330 4,404,399 4,404,399
REVENUES
Developer Fees 513,872 - 2,787,104 1,768,069 - 8,710 Total Revenues N/A 513,872 - 2,787,104 1,768,069 - 8,710
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration & Restroom Construction 1,331,184 - - - - - -
Leo Carrillo Ranch Park Phase 3B - 350,000 540,000 1,484,000 - - -
Stagecoach Community Park Community Gardens 645,000 - - - - - -
Total Project Expenditures 1,976,184 350,000 540,000 1,484,000 - - -
ENDING FUND BALANCE N/A 1,873,226 1,333,226 2,636,330 4,404,399 4,404,399 4,413,109
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15YEARS2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,529,287 1,529,287 1,529,287 1,529,287 1,529,287 3,070,904
REVENUES
Developer Fees/Loans - - - - 1,541,617 897,099
Total Revenues N/A - - - - 1,541,617 897,099
CAPITAL PROJECTS
Aviara Reimbursement Agreement 238,001 - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 238,001 - - - - - 1,100,000
N/A 1,529,287 1,529,287 1,529,287 1,529,287 3,070,904 2,868,003
PARK-IN-LIEU SW
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
May 20, 2025 Item #11 Page 259 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-34
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 5,349,680 3,948,236 3,969,036 3,969,036 3,969,036 3,969,036
REVENUES
Developer Fees 98,556 20,800 - - - 569,050
Total Revenues N/A 98,556 20,800 - - - 569,050
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)- 1,500,000 - - - - 16,500,000
Total Project Expenditures - 1,500,000 - - - - 16,500,000
ENDING FUND BALANCE N/A 3,948,236 3,969,036 3,969,036 3,969,036 3,969,036 (11,961,914)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610
REVENUESDeveloper Fees - - - - - 59,743
Total Revenues N/A - - - - - 59,743
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)- - - - - - 290,000 DMP Facility AAAA (Madison Street)- - - - - - 417,000
DMP Facility AC (Highland Drive Drainage Project)- - - - - - 922,000
DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project)- - - - - - 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project)- - - - - - 164,000
Drainage Master Plan Update 216,511 - - - - - -
Total Project Expenditures 216,511 - - - - - 1,885,000
ENDING FUND BALANCE N/A 1,099,610 1,099,610 1,099,610 1,099,610 1,099,610 (725,647)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,629,511 1,999,699 2,499,138 2,664,428 2,959,315 3,268,332
REVENUES
Developer Fees 370,188 499,438 165,290 294,887 309,017 4,354,744 Total Revenues N/A 370,188 499,438 165,290 294,887 309,017 4,354,744
CAPITAL PROJECTSAgua Hedionda Creek Maintenance 3,545,245 - - - - - -
College Boulevard Extension - - - - - - - DMP Facility BB 1 and 2 (Washington Street)- - - - - - 1,087,000
DMP Facility BCB (Magnolia Avenue)- - - - - - 469,000
DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")- - - - - - 905,000 DMP Facility BFB-U (El Camino Real)153,490 - - - - - -
DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,817,000 DMP Facility BL-U (College Boulevard)- - - - - - 385,000
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 205,000
DMP Facility BQ (Sunny Creek)- - - - - - 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 181,000
Drainage Master Plan Update 582,999 - - - - - -
Total Project Expenditures 4,281,734 - - - - - 5,181,000
ENDING FUND BALANCE N/A 1,999,699 2,499,138 2,664,428 2,959,315 3,268,332 2,442,075
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 1,658,006 1,778,703 1,997,892 1,997,892 2,158,692 2,457,892
REVENUES
Developer Fees 120,696 219,190 - 160,800 299,200 1,781,190 Total Revenues N/A 120,696 219,190 - 160,800 299,200 1,781,190
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)- - - - - - 728,000
DMP Facility CA (Avenida Encinas)- - - - - - 530,000 Drainage Master Plan Update 246,890 - - - - - -
Total Project Expenditures 246,890 - - - - - 1,258,000
ENDING FUND BALANCE N/A 1,778,703 1,997,892 1,997,892 2,158,692 2,457,892 2,981,083
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
May 20, 2025 Item #11 Page 260 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40BEGINNING FUND BALANCE N/A 798,585 844,078 844,078 1,095,603 1,252,129 1,306,818
REVENUES
Developer Fees 45,493 - 251,525 156,526 54,690 1,672,617
Total Revenues N/A 45,493 - 251,525 156,526 54,690 1,672,617
CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village)- - - - - - 168,000
DMP Facility DBB (Avenida Encinas)- - - - - - 430,000 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 257,000 DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 233,000 DMP Facility DQB (La Costa Town Center)- - - - - - - DMP Facility DZ (Poinsettia Lane)- - - - - - -
Drainage Master Plan Update 234,599 - - - - - -
Total Project Expenditures 234,599 - - - - - 1,088,000
ENDING FUND BALANCE N/A 844,078 844,078 1,095,603 1,252,129 1,306,818 1,891,435
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 31,985,089 31,307,532 28,670,241 31,075,320 32,273,223 36,068,680
REVENUES
Developer Fees 2,096,783 4,612,709 3,155,079 4,347,903 4,595,458 47,434,698
Total Revenues N/A 2,096,783 4,612,709 3,155,079 4,347,903 4,595,458 47,434,698
CAPITAL PROJECTSCole Library Expansion - - - - - - - El Camino Real Medians 695,781 - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 998,001 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,608,173 (25,659) - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 23,614 - - - - - -
Northwest Quadrant Older Parks Rehabilitation and Improvement - - 950,000 750,000 1,750,000 800,000 -
Pickleball Courts 355,000 2,800,000 - - - - -
Pine Avenue Park - Phase II (Community Building)- - - - - - - Pine Avenue Park - Phase II (Community Building)- - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,138 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park - - - - - - - Robertson Ranch Park Development (Partial Funding)- - - - - - 32,500,000
South Carlsbad Coastline - - - - - - 3,000,000
State Street Parking Lot Electric Vehicle Charging Stations 490,002 - - - - - -
Temporary Fire Station No. 7 1,121,999 - - - - - -
Terramar Area Coastal Improvements 2,450,000 - 5,500,000 - - - -
Valley and Magnolia Complete Streets 251,000 - 800,000 - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - 1,400,000 - - Total Project Expenditures 11,514,208 2,774,341 7,250,000 750,000 3,150,000 800,000 35,500,000
ENDING FUND BALANCE N/A 31,307,532 28,670,241 31,075,320 32,273,223 36,068,680 48,003,378
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40BEGINNING FUND BALANCE N/A (120,819) (413,402) (1,208,604) (16,398,144) (26,047,692) (25,199,301)
REVENUES
Developer Fees and Miscellaneous 449,386 1,015,923 759,001 826,307 1,076,615 8,193,235
Other Agency Contributions (City of Vista)16,185 24,375 80,860 81,445 15,275 9,750
Total Revenues N/A 465,571 1,040,298 839,861 907,752 1,091,890 8,202,985
CAPITAL PROJECTS
Avenida Encinas and Cannon Road Sewer Replacement - - 150,000 1,500,000 - - -
Buena Interceptor Sewer Improvements 550,001 - - - - - - Cannon Lift Station Redundant Force Main - 200,000 750,000 5,500,000 - - -
El Fuerte Lift Station Pump Addition 425,000 - - 200,000 720,000 - -
El Fuerte Lift Station Redundant Force Main - - - 1,000,000 4,000,000 - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 3,180,001 254,400 - - - - -
Harding Street Sewer Improvements 1,200,000 - - - - - -
Home Plant Lift Station Improvements - 400,000 400,000 5,000,000 - - -
Jefferson Street Sewer Replacement - 300,000 - - - - -
Las Palmas Trunk Sewer 301,000 - 300,000 1,500,000 1,500,000 - -
Loan Repay - Sewer Conn to Sewer Repl - - 198,000 205,000 212,000 220,000 2,665,000 Poinsettia Lift Station Redundant Force Main - - - 1,000,000 4,000,000 - - Sewer Line Capacity Improvements - - - - - - - Sewer Modeling 199,999 - - - - - - Sewer Monitoring Program (Capacity)686,000 - - - - - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)33,410,974 - - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 296,001 24,900 27,400 83,500 82,600 20,000 15,000
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 (15,146) - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 517,000 (406,000) 10,100 40,900 42,700 3,500 -
Total Project Expenditures 71,593,201 758,154 1,835,500 16,029,400 10,557,300 243,500 2,944,000
ENDING FUND BALANCE N/A (413,402) (1,208,604) (16,398,144) (26,047,692) (25,199,301) (19,940,317)
SEWER CONNECTION FEE FUND
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PUBLIC FACILITY FEE FUND (PFF)
May 20, 2025 Item #11 Page 261 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-36
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 17,397,385 30,482,504 33,869,834 35,294,952 50,030,078 61,431,730
REVENUES
Transfer from Sewer Operating Fund 21,932,866 19,267,029 28,207,618 28,952,026 20,672,751 91,307,661 Total Revenues N/A 21,932,866 19,267,029 28,207,618 28,952,026 20,672,751 91,307,661
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,000 - - - - - - Buena Interceptor Sewer Access Road Improvements 100,000 - 432,000 - - - -
Buena Interceptor Sewer Improvements 1,208,691 - 3,564,600 3,564,600 4,282,200 - -
Buena Interceptor Sewer Realignment - East Segment 1,907,000 - 1,200,000 1,500,000 2,400,000 - -
Cannon Road Lift Station Improvements 1,464,999 25,000 - - - - -
Carlsbad Municipal Water District Building and Site Improvements 180,000 60,000 - - - - -
Chinquapin Lift Station Improvements 1,520,000 150,000 - - - - - Encina Capital Projects 70,070,398 5,123,000 7,880,400 8,173,700 3,932,000 6,584,600 112,661,800
Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 (1,477,919) - - - - -
Home Plant Lift Station Improvements - - - - - - -
Jefferson Street Sewer Replacement - 1,200,000 - - - - - North Batiquitos Access Road Improvement 326,000 26,000 - - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 75,000 (51,731) - - - - -
Odor and Corrosion Prevention Assessment 358,000 - - - - - - Orion Center 95,015 - - - - - -
Poinsettia Lift Station Rehabilitation 728,000 60,000 - 10,000,000 - - -
SCADA Improvements 4,684,900 - - - - - - Sewer Condition Assessment 1,657,998 50,000 - 100,000 150,000 150,000 1,000,000
Sewer Lift Station Repairs and Upgrades 4,700,386 475,000 175,000 175,000 175,000 175,000 1,750,000
Sewer Line Capacity Improvements 2,020,001 944,000 - - - - -
Sewer System Rehabilitation and Replacement 12,276,481 2,150,000 2,150,000 2,150,000 2,150,000 2,150,000 27,400,000 Terramar Area Coastal Improvements - - - - - - -
Vallecitos Interceptor Sewer Cleaning and CCTV 850,001 40,000 - - - - -
Village and Barrio Traffic Circles 660,001 - - - - - - Villas Sewer Lift Station Replacement 1,329,001 (229,504) - - - - -
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)104,000 - - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 117,000 223,900 246,800 751,100 743,400 180,000 285,000 Vista Carlsbad Interceptor - Reach VC3 - - 90,900 368,100 384,300 31,500 -
Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)231,000 80,000 140,000 - - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)3,000,000 - - - - - -
Total Project Expenditures 116,280,871 8,847,746 15,879,700 26,782,500 14,216,900 9,271,100 143,096,800
ENDING FUND BALANCE N/A 30,482,504 33,869,834 35,294,952 50,030,078 61,431,730 9,642,590
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 2,000,158 1,591,716 2,980,650 4,947,703 7,707,168 10,869,823
REVENUES
Developer Fees 3,772,120 3,178,935 2,057,053 2,849,465 3,162,655 31,984,483
Total Revenues N/A 3,772,120 3,178,935 2,057,053 2,849,465 3,162,655 31,984,483
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,517,402 2,100,000 - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - -
El Camino Real and Cannon Road Intersection Improvements 3,536,000 (207,437) - - - - - El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue 7,250,001 3,000,000 - - - - -
Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 182,715 - - - - - -
Palomar Airport Road and College Boulevard Improvements 559,599 - - - - - - Sidewalk/Street Construction Program 3,300,000 (850,000) - - - - 1,890,000
Terramar Area Coastal Improvements 6,650,003 - 1,700,000 - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 - 900,000 Traffic Impact Fee Update 270,001 48,000 - - - - -
Traffic Monitoring Program 1,745,415 - - - - - -
Valley and Magnolia Complete Streets 3,536,206 - - - - - - Total Project Expenditures 32,547,342 4,180,563 1,790,000 90,000 90,000 - 6,909,000
ENDING FUND BALANCE N/A 1,591,716 2,980,650 4,947,703 7,707,168 10,869,823 35,945,307
SEWER REPLACEMENT FUND
TRAFFIC IMPACT FEES (TIF)
May 20, 2025 Item #11 Page 262 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-37
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 5,362,666 2,375,122 (715,055) (720,956) (3,113,235) (3,980,540)
REVENUES
Transportation Taxes 5,689,885 5,774,823 5,919,099 6,100,721 6,297,695 63,496,571 Total Revenues N/A 5,689,885 5,774,823 5,919,099 6,100,721 6,297,695 63,496,571
CAPITAL PROJECTS
ADA Improvement Program 4,045,001 400,000 715,000 175,000 618,000 215,000 4,950,000 Barrio Street Lighting 2,560,000 1,030,000 - - - - -
Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - -
Carlsbad Boulevard Pedestrian Lighting 70,067 - - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way 1,000,000 1,000,000 - - - - 932,000
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - 400,000 - -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - - 250,000 - -
Chestnut Complete Street I-5 to Railroad Project Study - - - - 250,000 - -
Christiansen Way Improvements - - - - - - -
College Boulevard Extension 989,382 (459,833) - - - - 216,000 Coordinated Traffic Signal Program 2,583,980 - - - - - -
Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,000 - - - - - - El Camino Real Widening - Sunny Creek to Jackspar 5,610,000 - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 4,675,000 - - - - - -
Pavement Management Program 26,936,566 3,950,000 4,200,000 4,800,000 5,400,000 6,000,000 77,000,000 Pavement Management Program 18,246,475 950,000 950,000 950,000 950,000 950,000 9,500,000
South Carlsbad Coastline 1,707,515 (17,738) - - - - -
State Street and Grand Avenue Road Improvements - - - - 325,000 - - Street Lighting Replacement Program 3,325,002 - - - - - - Terramar Area Coastal Improvements 2,000,000 - - - - - -
Valley and Magnolia Complete Streets 1,199,999 - 3,000,000 - - - -
Valley Street Traffic Calming - - - - 300,000 - - Village and Barrio Traffic Circles 1,024,999 1,825,000 - - - - -
Total Project Expenditures 81,182,987 8,677,429 8,865,000 5,925,000 8,493,000 7,165,000 92,598,000
ENDING FUND BALANCE N/A 2,375,122 (715,055) (720,956) (3,113,235) (3,980,540) (33,081,969)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 36,568,381 38,132,844 39,896,136 37,716,025 38,035,055 38,825,373
REVENUES
Developer Fees 1,854,307 2,724,068 2,119,888 2,720,408 2,847,918 20,830,382
Total Revenues N/A 1,854,307 2,724,068 2,119,888 2,720,408 2,847,918 20,830,382
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383 - - 1,700,000 - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - - 1,700,000 - - -
Crestview Drive Transmission Main 171,000 14,000 - 700,000 - - - Desalinated Water Flow Control Facility No. 5 1,569,600 (424,157) - - - - -
Hydroelectric Generation at Water Facilities 500,000 - - - - - -
Limited Access Pipeline Relocation Program 1,122,000 500,000 80,000 - 230,000 - - Maerkle Reservoir Transmission Main - - 250,776 - 1,971,378 1,857,600 -
Palomar Airport Waterline Realignment - - - - - - -
Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)600,000 - - - - - - Pressure Reducing Station Program 600,000 - 430,000 - - - -
Rancho Carlsbad Groundwater Supply - - - - - - 1,000,000
San Luis Rey Mission Basin Groundwater Supply - - - - - - 1,000,000
SCADA Improvements 80,000 - - - - - - Water Modeling 375,000 - - - - - -
Water System Rehabilitation and Replacement - 200,000 200,000 200,000 200,000 200,000 2,000,000
Total Project Expenditures 5,608,584 289,843 960,776 4,300,000 2,401,378 2,057,600 4,000,000
ENDING FUND BALANCE N/A 38,132,844 39,896,136 37,716,025 38,035,055 38,825,373 55,655,754
WATER CONNECTION - POTABLE
TRANSNET - LOCAL
May 20, 2025 Item #11 Page 263 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-38
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A (19,406,386) 8,012 8,012 (291,988) (291,988) (291,988)
REVENUES
Recycled Water Loans and Grants 19,414,398 - - - - - Total Revenues N/A 19,414,398 - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility Improvements 350,000 - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)- - - - - - -
C Tank Access Road and Electrical Improvements 50,000 - - 300,000 - - -
Recycled Water Phase 3 - Pipelines 17,002,444 - - - - - - Recycled Water Phase 3 - Reservoir 6,852,997 - - - - - -
Total Project Expenditures 24,255,441 - - 300,000 - - -
ENDING FUND BALANCE N/A 8,012 8,012 (291,988) (291,988) (291,988) (291,988)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40BEGINNING FUND BALANCE N/A 23,335,890 24,516,309 15,320,146 12,038,047 (1,002,797) (1,472,583)
REVENUESTransfer from Water Operating Fund 8,197,376 1,437,901 1,437,901 1,437,901 6,900,615 80,254,035
Total Revenues N/A 8,197,376 1,437,901 1,437,901 1,437,901 6,900,615 80,254,035
CAPITAL PROJECTSAbandon Potable Services (New Recycled Services)1,175,827 (335,043) - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 6,480,104 - - - - - -
Carlsbad Municipal Water District Building and Site Improvements 299,999 100,000 - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - -
Cathodic Protection Program 2,176,703 190,000 190,000 190,000 - - 540,000
Crestview Drive Transmission Main - - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - -
Fire Flow Capacity System Improvements 8,660 - - - - - -
Limited Access Pipeline Relocation Program 4,128,999 2,000,000 540,000 - 3,000,000 - -
Maerkle Facility Improvements 3,791,198 300,000 - - - - - Maerkle Reservoir Solar Project 481,170 37,000 - - - - -
Maerkle Reservoir Transmission Main 195,001 - 332,424 - 2,613,222 2,462,400 -
Normally Closed Valve (Install Motorized Valve)1,966,001 - - - - - - Orion Center 184,654 - - - - - -
Palomar Airport Waterline Realignment 2,332,999 - - - - - -
Pressure Reducing Station Program 6,431,037 - 3,870,000 - - - 6,000,000 Rancho Carlsbad Groundwater Supply - - - - - - 1,000,000
Recycled Water Phase 3 - Pipelines 2,147,778 - - - - - -
Recycled Water Phase 3 - Reservoir 180,002 - - - - - -
Reservoir Repair and Maintenance Program 7,890,000 - - - - - 6,680,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - 1,000,000
Santa Fe II Inlet Pipeline 529,650 - - - - 378,000 2,181,600
Santa Fe II Reservoir Site Electrical Improvements 333,581 - - - - - - SCADA Improvements 10,077,600 - - - - - -
Tri-Agency Water Transmission Pipeline Replacement 2,328,973 280,000 521,640 - 4,335,523 - 5,600,448
Valley and Magnolia Complete Streets 71,000 - 650,000 - - - - Water Infrastructure Condition Assessment Program 3,020,000 420,000 450,000 450,000 450,000 450,000 4,730,000
Water Loss Monitoring Program 67,089 - - - - - -
Water System Rehabilitation and Replacement 19,058,372 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000
Water Valve Repair/Replacement Program 10,341,999 1,025,000 1,080,000 1,080,000 1,080,000 1,080,000 11,050,000
Total Project Expenditures 86,298,339 7,016,957 10,634,064 4,720,000 14,478,745 7,370,400 79,752,048
ENDING FUND BALANCE N/A 24,516,309 15,320,146 12,038,047 (1,002,797) (1,472,583) (970,596)
WATER REPLACEMENT - POTABLE
WATER CONNECTION - RECYCLED
May 20, 2025 Item #11 Page 264 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-39
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2025-26 2026-27 2027-28 2028-29 2029-30 2031-40
BEGINNING FUND BALANCE N/A 12,849,197 9,550,830 8,778,830 6,743,830 5,945,830 5,134,830
REVENUES
Transfer from Recycled Water Operating Fund - - - - - - Total Revenues N/A - - - - - -
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000 - - 1,000,000 - - -
Carlsbad Municipal Water District Building and Site Improvements 120,000 40,000 - - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)5,340,711 235,000 247,000 260,000 273,000 286,000 3,777,000
Carlsbad Water Recycling Facility Improvements - - - - - - -
Carlsbad Water Recycling Facility Irrigation and Landscape 35,000 (27,192) - - - - -
Carlsbad Water Recycling Facility Roof Replacement 549,024 (49,441) - - - - -
Cathodic Protection Program 200,000 - - - - - - D-Site Recycled Water Pump Rehabilitation - 300,000 - - - - -
Orion Center 7,013 - - - - - -
Recycled Water Condition Assessment Program 800,001 50,000 50,000 50,000 50,000 50,000 590,000
Recycled Water Pipeline Replacement 700,000 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 125,000 125,000 125,000 125,000 1,330,000
Transfer to Recycled Connection Capital Fund - 2,150,000 - - - - -
Transfer to Recycled Water Operating Fund - - - - - - - Reservoir Condition Assessment and Repair Program 200,000 250,000 - 250,000 - - 1,000,000
SCADA Improvements 2,394,399 - - - - - -
Total Project Expenditures 10,976,148 3,298,367 772,000 2,035,000 798,000 811,000 11,757,000
ENDING FUND BALANCE N/A 9,550,830 8,778,830 6,743,830 5,945,830 5,134,830 (6,622,170)
WATER REPLACEMENT - RECYCLED
May 20, 2025 Item #11 Page 265 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-40
May 20, 2025 Item #11 Page 266 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-41
GLOSSARY OF CAPITAL PROJECT FUNDING
SOURCES
BTD 2 – Bridge and Thoroughfare District No.
2 developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street
construction project.
BTD 3 – Bridge and Thoroughfare District No.
3 developer fees are paid to partially fund
Cannon Road improvements.
CDBG – Community Development Block
Grants are allocated by the federal
government to help develop viable urban
communities for low and moderate income
households.
CFD 1 – The City of Carlsbad Community
Facilities District No. 1 (Mello-Roos) funds
civic projects, I-5 interchange projects, and
road segments.
Federal Grants – Federal Grants such as the Schools Traffic Safety Program.
Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the
State of California.
Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation
are received under the Streets & Highways Code of the State of California.
General Capital Construction – General Capital Construction funds, created through fund transfers
from the city's General Fund, are used to fund various municipal and other capital projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.
PIL fees are segregated by quadrant to fund park projects in those quadrants.
May 20, 2025 Item #11 Page 267 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
I-42
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities,
park development, streets, traffic signals, and other facilities.
Sewer Connection – Development fees include Sewer Connection charges for expansion of sewer
lines and facilities.
Sewer Replacement – Sewer Replacement is part of sewer user fees and pays for repair and
replacement of the city's existing sewer system.
State Grants – State Grants such as Veteran’s Memorial Park funding.
Transportation Development Act (TDA) – City street and bicycle projects can receive funding from
Transportation Development Act sales tax receipts.
Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and
improvement projects.
TransNet (BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego
Regional Transportation Commission finance various bicycle, freeway interchange and local road
improvement projects.
Water Connection – Development fees include Major Facility Fees used to fund expansion of water
lines and ancillary water facilities.
Water Replacement – Water Replacement funds are included in water utility rates and pay for the
repair and replacement of existing potable water lines and facilities.
Water Recycled – Revenues used to fund new Recycled Water projects; revenues for Phase III
expansion includes grant and loan funds.
Water Recycled Replacement – Recycled Water Replacement funds are included in utility rates and
pay for the repair and replacement of existing recycled water lines and facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management
Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
May 20, 2025 Item #11 Page 268 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Department Fund Description Request Type
Full
Time
FTE
Part Time
FTE
Net FY 25-26
Cost
Net Ongoing
Cost
Administrative Services - Admin.General Fund Annual increase in Transient Occupancy Tax audit services contract M&O 1,140$ 1,140$
Administrative Services - Admin.General Fund Increase for fraud hotline software M&O 700 700
Administrative Services - Admin.General Fund Increase for dues & subscriptions and training & training-related travel M&O 600 600
Economic Development General Fund Intern - Economic Development Personnel 16,489 -
Economic Development General Fund Economic Development Strategic Actions FY 2025-26 M&O 35,000 35,000
Finance General Fund Intern - financial accounting and reporting Personnel 23,434 -
Finance General Fund Accountant (1.0)Personnel 1.00 2,700 121,387
Finance General Fund Increase in ambulance billing contract; costs offset by ambulance fee revenues M&O 75,000 75,000
Finance General Fund Increase in debt collection services contract; costs offset by revenue collections M&O 10,000 10,000
Human Resources General Fund Human Resources Analyst (1.0)Personnel 1.00 135,228 135,228
Human Resources General Fund Increase in part-time hours Personnel 0.20 38,130 38,130
Human Resources General Fund Intern - human resources Personnel 21,669 -
Human Resources General Fund Compensation study for Unrepresented employee group M&O 75,000
Community Development General Fund Part-time reception services at Faraday Administration Center Personnel 0.70 36,701 36,701
Community Development General Fund CEQA exemption related consulting services; will have fully offset corresponding fee revenue M&O 150,000 150,000
Community Development General Fund Comprehensive parking study in the Carlsbad Village area M&O 150,000 -
Community Development General Fund Update City Engineer Standards for private development projects M&O 95,000 -
Community Development General Fund Review TDM ordinance in response to Nov. 12, 2024 City Council minute motion M&O 45,000 -
Community Development General Fund Increase for training, certifications, conferences, including the Planning Commission M&O 35,537 35,537
Housing & Homeless Services General Fund Reclassification of an Office Specialist II to a Secretary, consistent with staff citywide in similar positions Personnel -11,644 11,644
Library & Cultural Arts General Fund Increase in utilities and overtime costs to support Sunday hours at Dove and Cole libraries Personnel 90,000 90,000
Library & Cultural Arts General Fund Additional part-time hours to support expanded hours and offerings at the newly-renovated Schulman Center (GF portion)Personnel 1.47 79,486 79,486
Library & Cultural Arts General Fund Intern - digital initiatives Personnel 18,645 -
Library & Cultural Arts General Fund Intern - geneaology Personnel 18,645 -
Library & Cultural Arts General Fund Increase in heat/light utilities costs M&O 154,130 154,130
Library & Cultural Arts General Fund Increase training budget to pre-COVID 19 pandemic levels M&O 25,000 25,000
Library & Cultural Arts General Fund Increase in water utilities costs M&O 15,732 15,732
Parks & Recreation General Fund Intern - Leo Carrillo Ranch Personnel 21,753 -
Parks & Recreation General Fund Water and heat/light utilities increases across citywide Parks & Recreation facilities M&O 354,395 354,395
Parks & Recreation General Fund Professional services for fire management in the city's urban forest areas (continue previously approved FY 24-25 mid-year efforts)M&O 300,000 -
Parks & Recreation General Fund Annual CPI increases in maintenance contracts M&O 200,000 200,000
Parks & Recreation General Fund Increase in chemical costs at Alga Norte Aquatic Center M&O 118,000 118,000
Parks & Recreation General Fund Increase to the sports recreation instructors budget due to price adjustments and program offerings; partial revenue offset M&O 50,000 50,000
Parks & Recreation General Fund CAP Update measure - tree canopy data survey M&O 45,000 -
Parks & Recreation General Fund One-time budget savings due to temporary closure of Monroe Street Pool for renovations M&O (214,900) -
City Attorney's Office General Fund Intern - summer law intern Personnel 14,798 -
City Attorney's Office General Fund Increases in State Bar dues, out-of-state training costs, publications and services M&O 4,288 4,288
City Clerk's Office General Fund Increase for public hearing publication of legal ad notices for City Council Meetings M&O 5,000 5,000
Communication & Engagement General Fund Increase in contract support M&O 100,000
Fire General Fund Multi-Year Staffing Plan - Reclassification of 6 EMT positions to Paramedic Firefighter positions Personnel -384,947 384,947
Fire General Fund Purchase a second city aerial ladder truck to address city needs M&O 2,600,000 -
Fire General Fund Fire Hazard Reduction Program - increase in weed and rubbish abatement services contract M&O 135,000 135,000
Fire General Fund True up budget for SDG&E expenses at Fire Stations 2 and 3 M&O 70,000 70,000
Fire General Fund Enhanced medical screening for Fire Department employees M&O 45,000 45,000
Fire General Fund Increase in emergency medical services disposable supplies M&O 40,000 40,000
Fire General Fund Regional Hazard Incident Response Team membership cost increase M&O 35,000 35,000
Police General Fund Intern - Property & Evidence Personnel 20,903 -
Construction Mgmt. & Inspection General Fund Increase in development stormwater inspection outside services M&O 20,375 20,375
Environmental Sustainability General Fund Professional services for fire management in the city's preserves (continue previously approved FY 24-25 mid-year efforts)M&O 250,000 -
Environmental Sustainability General Fund CAP Update measure - citywide upgrade to renewable energy option with Clean Energy Alliance (GF portion)M&O 145,100 145,100
Environmental Sustainability General Fund Increase in agreement costs for CAP consulting services with University of San Diego and Green Business Program Coordinator M&O 68,750 68,750
Environmental Sustainability General Fund Increase for dues and conferences M&O 6,775 6,775
Fleet & Facilities General Fund Administrative Secretary - conversion from 3/4 time to full-time (0.25 total, General Fund portion)Personnel 0.15 9,271 9,271
Fleet & Facilities General Fund Increases in operational costs for janitorial supplies, training, regulatory and permitting fees, and electrical maintenance M&O 132,056 132,056
Public Works - Admin.General Fund Increase to the state's Division of Safety of Dams annual fee for Calavera Dam M&O 2,000 2,000
FISCAL YEAR 2025-26 SUPPLEMENTAL BUDGET REQUESTS APPROVED FOR CITY COUNCIL CONSIDERATION
Exhibit 7
May 20, 2025 Item #11 Page 269 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Transportation General Fund CAP Update measure - electric vehicle siting plan update M&O 160,000 -
Transportation General Fund Establish the operating budget for green paint maintenance M&O 150,000 150,000
Transportation General Fund Increase in Transportation Demand Management Program consultant costs for inflation and expanded program scope M&O 115,000 115,000
Transportation General Fund Increase in as-needed traffic signal operations services budget (i.e., revising crosswalk programming, troubleshooting wiring, etc.).M&O 15,000 15,000
Transportation General Fund True up budget for annual licensing fees paid to the North County Transit District M&O 6,000 6,000
GENERAL FUND TOTAL 2.15 2.37 6,770,121$ 3,127,372$
Environmental Sustainability Enterprise Fund Increased dues for San Diego Regional Stormwater Programs, Carlsbad Watershed Management Area Monitoring, etc.M&O 51,511$ 51,511$
Environmental Sustainability Enterprise Fund CAP Update measure - citywide upgrade to renewable energy option with Clean Energy Alliance (enterprise fund portion)M&O 50,310 50,310
Transportation Enterprise Fund Increase to the citywide street sweeping contract M&O 650,000 650,000
Transportation Enterprise Fund Storm Drain Maintenance Fund operational increases for hazard cleanup, dostream services, litter removal, waste disposal and supplies M&O 279,750 279,750
Transportation Enterprise Fund Move 50% of the pressure washing contract costs from the General Fund to the Storm Drain Maintenance Fund M&O 120,000 120,000
Utilities Enterprise Fund Intern - GIS Personnel 25,368 -
Utilities Enterprise Fund San Diego County Water Authority rate increase for potable water purchases M&O 5,899,000 5,899,000
Utilities Enterprise Fund Anticipated increase in Vallecitos Water District costs to purchase recycled water M&O 1,075,000 1,075,000
Utilities Enterprise Fund Anticipated increase in Encina Wastewater Authority costs to operate Carlsbad Water Recycling Facilities and treat wastewater M&O 540,264 540,264
Utilities Enterprise Fund Construction period interest for the Integrades SCADA Master Plan project wastewater loan M&O 100,000 100,000
Utilities Enterprise Fund Temporary help to support meter services M&O 61,000 -
Utilities Enterprise Fund Adjust budget for bad debt expense - annual accounting adjustment M&O 21,942 21,942
ENTERPRISE FUNDS TOTAL --8,874,145$ 8,787,777$
Human Resources Internal Service Fund Workers' Compensation budget increase for insurance premiums and settlements M&O 1,206,000$ 1,206,000$
Human Resources Internal Service Fund Risk Management budget increase for insurance premiums, settlements and insurance compliance and safety services M&O 606,000 606,000
Information Technology Internal Service Fund Intern - business systems Personnel 24,774 -
Information Technology Internal Service Fund Intern - data services/GIS Personnel 24,417 -
Information Technology Internal Service Fund Intern - client services Personnel 21,774 -
Information Technology Internal Service Fund Increase operational budget for new applications, software and maintenance previously approved by the City Council M&O 423,338 423,338
Environmental Sustainability Internal Service Fund CAP Update measure - citywide upgrade to renewable energy option with Clean Energy Alliance (internal service fund portion)M&O 47 47
Fleet & Facilities Internal Service Fund Equipment Technician II (1.0)Personnel 1.00 95,578 93,078
Fleet & Facilities Internal Service Fund Administrative Secretary - conversion from 3/4 time to full-time (0.25 total, internal service fund portion)Personnel 0.10 6,180 6,180
Fleet & Facilities Internal Service Fund Increases in operational costs for parts, maintenance, towing, fuel, professional services, and software licenses M&O 165,488 165,488
INTERNAL SERVICE FUNDS TOTAL 1.10 -2,573,596$ 2,500,132$
Housing & Homeless Services Special Revenue Fund Rental Assistance HUD annual funding adjustment M&O 1,436,496$ 1,436,496$
Housing & Homeless Services Special Revenue Fund Increase in legal fees for outside counsel due to real estate affordable housing litigation M&O 40,000 20,000
Housing & Homeless Services Special Revenue Fund Annual fluctuation to part-time hours corresponding with grant funding levels Personnel 0.08 11,212 11,212
Library & Cultural Arts Special Revenue Fund Additional part-time hours to support expanded hours and offerings at the newly-renovated Schulman Center (non-GF portion)Personnel 0.60 33,473 33,473
Environmental Sustainability Special Revenue Fund CAP Update measure - citywide upgrade to renewable energy option with Clean Energy Alliance (special revenue fund portion)M&O 39,365 39,365
Transportation Special Revenue Fund Increases in heat/light utilities costs for the Lighting District M&O 64,138 64,138
SPECIAL REVENUE FUNDS TOTAL -0.68 1,624,684$ 1,604,684$
GRAND TOTALS 3.25 3.05 19,842,546$ 16,019,964$
May 20, 2025 Item #11 Page 270 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Proposed
Master Fee Schedule
FY 2025-26
All Fees Within, except Trash Collection Rates and Park Land In-
Lieu Fees, Effective Sept. 1, 2025
Trash Collection Rates and Park Land In-Lieu Fees
Effective July 1, 2025
Exhibit 8
May 20, 2025 Item #11 Page 271 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Contents
Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines
Miscellaneous Fees and Returned Checks ....................................................................................... 4
Deposits and Securities .................................................................................................................... 5
Special Events and Safety Training Center ....................................................................................... 6
Ambulance and Street Light Energizing ........................................................................................... 7
City Clerk Fees .................................................................................................................................. 8
Library Fees ...................................................................................................................................... 9
Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10
Fire (Development Applications, Plan Review, and Inspection) .................................................... 11
Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 13
Police Department Fees ................................................................................................................. 15
Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 16
Trash Collection Rates .................................................................................................................... 17
Utility Account and Service Fees .................................................................................................... 25
Utility Meter Installation and Connection ..................................................................................... 27
Utility (San Diego County Water Authority) .................................................................................. 29
Section 2 – Development Related Fees
Planning Department Fees ............................................................................................................ 31
Engineering Department Fees ....................................................................................................... 36
Building (New Construction, Additions and Major Remodels) ...................................................... 41
Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 46
Building (Plumbing, Mechanical, and Electrical) ............................................................................ 50
Building (Simple Single or Combination Permits List) .................................................................... 52
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map ....................................................................................... 54
Local Facilities Management Zones Map ....................................................................................... 55
Park Land In-Lieu Fees, Park Districts Map .................................................................................... 56
Planned Local Drainage Fee Areas and Map .................................................................................. 57
Sewer Benefit Area and Connection Fees Map ............................................................................. 59
Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 61
May 20, 2025 Item #11 Page 272 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
May 20, 2025 Item #11 Page 273 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Miscellaneous Fees
1 Administrative Fee for 1915 Act Bond Call - 1% of principal being
repaid (All Assessment Districts using 1915 Act Bonds)each [1]$50 min/$500 max
2 Business License - additional CA fee each [4],[6] $ 1.00
3 Business License - master list of active business licenses each [2]$ 40.00
4 Business License - monthly list of new licenses each [2]Actual Cost
5 Cable Channel Administration Fee per hour [3]$ 89.00
6 Electric Vehicle Charging Fees
Peak Pricing (4PM to 9PM)per kWh [1]$ 0.59
Off-Peak Pricing (9PM to 12AM, 9AM to 4PM)per kWh [1]$ 0.52
Super Off-Peak Pricing (12AM to 9AM)per kWh [1]$ 0.45
7 GIS - digital data delivery, production of new documents,
reproduction of existing documents, and technical services per hour [1]Copy Charge
8 Hearing Disposition Services for Parking Citations - Personal Hearings each [1]$ 1,966.00
9 Hearing Disposition Services for Parking Citations - Written Review each [1]$ 225.00
10 City Publications each [1]$ 27.00
11 Community Facilities District Annexation - City Labor (Plus actual
consultants costs)each [2]$ 1,966.00
713 Short-Term Vacation Rental Permit Application Fee per
application [2]225.00$
12 Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]$ 35.00
Credit Card Fee for Transient Occupancy Tax Payments per
transaction [7] 2% of each
transaction
Returned Check Fee
13 First Returned Check each [5]$ -
14 Each Additional Check each [5]
Based on Grading
Cost Estimate
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Set per 2021 - Cost of Service Study and Fee Schedule Update.
[4] Set per CA Government Code 4467
[5] Set per CA Civil Code 1719
[6] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees.
[7] Set by Resolution No. 2021-168, adopted by City Council on July 13, 2021.
4May 20, 2025 Item #11 Page 274 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Deposits and Securities
Grading and Erosion Control
15 Grading Security (with approved plans)deposit [1],[2]
Up to 10% of total
grading security
16 Grading Cash Deposit deposit [1],[2]
Based on
Improvement Cost
Estimate
Development/Subdivision Improvements
17 Faithful Performance Security deposit [1],[2]
50% of Faithful
Performance
Security
18 Labor and Materials Security deposit [1],[2]
Based on Total Cost
of Monumentation
19 Monumentation Security deposit [1],[2] $ 162.00
[Notes]
[1] Set per City policy
[2]Per CA Government Code 53079, 1% shall be deducted from any interest due.
The city may require a security be provided to ensure work related to a project is completed in accordance with
the Carlsbad Municipal Code and development agreements executed with the city. This information is to help
understand the standard structure of how these deposits and securities are calculated. The security amounts
are calculated using final city-approved cost estimates, not initial or draft estimates during plan check.
5May 20, 2025 Item #11 Page 275 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Special Events Fees
20 Special Event Application - Minor - 2 or less intersections
(fee + services rendered)each [1],[3]162.00$
21 Special Event Application - Major - 3 or more intersections
(fee + services rendered) each [1],[2]485.00$
22 Special Event Application - Third party Vendor Fee per day [1],[2]109.00$
23 Special Event City Services - Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
24 One Shooting Range full day [1]1,395.00$
25 One Shooting Range 1/2 day [1]698.00$
26 Two Shooting Ranges full day [1]1,567.00$
27 Two Shooting Ranges 1/2 day [1]819.00$
28 Classroom full day [1]687.00$
29 Classroom 1/2 day [1]393.00$
30 Confined Space Prop full day [1]733.00$
31 Confined Space Prop 1/2 day [1]366.00$
32 Grinder full day [1]525.00$
33 Grinder 1/2 day [1]306.00$
34 Grinder/Commercial Prop full day [1]788.00$
35 Grinder/Commercial Prop 1/2 day [1]393.00$
36 Grinder/Residential Prop full day [1]788.00$
37 Grinder/Residential Prop 1/2 day [1]393.00$
38 PriSim (Training Simulator)full day [1]552.00$
39 PriSim (Training Simulator)1/2 day [1]276.00$
42 Streetscape full day [1]185.00$
43 Streetscape 1/2 day [1]135.00$
44 Shooting Range - Hourly hourly [1]141.00$
[Notes]
[1]Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting.
[3] Fee charged as determined by staff
Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference
Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be
representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business
License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an
applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business
License.
6May 20, 2025 Item #11 Page 276 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Ambulance Fees
45 Assessment/Non-Transport with medication given. No charge for
assessment if no medication given and non-transport.
per [1]483.00$
46 Advanced Life Support 1 - plus Level I or Level II supplies and
medications per [1]2,732.00$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1]2,732.00$
48 Basic Life Support per [1]2,732.00$
49 Mileage Charge mile [1]43.00$
50 Oxygen Charge per [1]127.00$
Street Light Energizing Fees
51 40 watts each [2]100.00$
52 45 watts each [2]109.00$
53 70 watts each [2]154.00$
54 85 watts each [2]182.00$
55 100 watts each [2]209.00$
56 120 watts each [2]246.00$
57 150 watts each [2]300.00$
58 200 watts each [2]392.00$
59 250 watts each [2]482.00$
[Notes]
[1] Set per City policy
[2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00
charge per light for connecting the light to an SDG&E service point.
7May 20, 2025 Item #11 Page 277 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8]129.00$
61 Candidate Filing Fee each [3]25.00$
62 Notice of Intention to Circulate Initiative Petition each [4]200.00$
Subpoena Fees
63 Deposition Subpoena per day [5]275.00$
64 Records Subpoena - research per hour [6]15.00$
Copy Fees
65 Copies & Printing - Black & White each [1]0.10$
66 Copies & Printing - Color each [1]0.10$
67 CD Copy each [1] Actual Cost
68 DVD Copy each [1] Actual Cost
69 USB Drive Copy each [1] Actual Cost
FPPC Fees
70 Campaign Statements per page [7]0.10$
71 Conflict of Interest Statement per page [7]0.10$
72
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]140.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3] Set per City of Carlsbad Municipal Code 1.12.010
[4] Set per CA Elections Code 9202
[5] Set per CA Government Code 68096.1(b)
[6] Set per CA Evidence Code 1563(b)(1)
[7] Set per CA Government Code 81008
[8] Additional department processing fees may apply.
8May 20, 2025 Item #11 Page 278 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1]10.00$
74 Hold Request Non-Pickup Fee per item [2]1.00$
75 Borrowing - Audio/Visual Equipment, per item per day [1]5.00$
76 Card Replacement per card [2]2.00$
77 Carlsbad History Collection Photo Fee per request [1] Actual Cost
78 Interlibrary Loan per request [2]6.00$
79 Lost/Damaged Item Processing fee per item [2]6.00$
80 Lost/Damaged Item per item [1]List Price
81
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]12.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update
9May 20, 2025 Item #11 Page 279 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire Extinguishing and Alarm Systems
New Sprinkler System
82 ESFR Fire Sprinkler System (Initial System)each [2]1,144.00$
83 Each Additional System each [2]316.00$
84 Per Additional Inspection each [2]136.00$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,323.00$
86 Each Additional System each [2]316.00$
87 Per Additional Inspection each [2]136.00$
88 Fire Pump (First Pump)each [2]1,053.00$
89 Each Additional Pump each [2]360.00$
90 NFPA 13 System < 100 Heads each [2]826.00$
91 Per Additional Inspection each [2]136.00$
92 Per Additional Plan Type each [2]180.00$
93 NFPA 13 System > 100 Heads (Includes One Riser)each [2]1,144.00$
94 Each Additional Riser each [2]316.00$
95 Per Additional Inspection each [2]136.00$
96 Per Additional Plan Type each [2]180.00$
97 NFPA 13R System 3-16 units (Per Building)each [2]1,144.00$
98 Per Additional Inspection (Per Building)each [2]180.00$
99 Per Additional Plan Type each [2]180.00$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type)each [2]328.00$
101 Per Additional Plan Type each [2]180.00$
102 NFPA 13D Single Family System (Inspection Per Building)each [2]166.00$
103 Underground Piping with up to 4 Hydrants/Risers each [2]1,006.00$
104 Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,326.00$
Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2]166.00$
106 NFPA 13 or 13R System 7 - 100 heads each [2]735.00$
107 Per Additional Inspection each [2]180.00$
108 Per Additional Plan Type each [2]180.00$
109 NFPA 13 or 13R System > 100 Heads each [2]870.00$
110 Per Additional Inspection each [2]180.00$
111 Per Additional Plan Type each [2]180.00$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG)each [2]554.00$
113 Hood & Duct Extinguishing System each [2]554.00$
114 Each Additional System each [2]270.00$
115 Pre-Action System with Alarm each [2]735.00$
116 Refrigeration Systems < 500 lbs.each [2]962.00$
117 Refrigeration Systems > 500 lbs.each [2]1,639.00$
118 Special Equipment (Ovens, Dust, Battery)each [2]554.00$
119 Special Extinguishing System each [2]780.00$
10May 20, 2025 Item #11 Page 280 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
120 Spray Booths each [2]554.00$
Alarm Systems
121 New Alarm System each [2]1,686.00$
122 Per Additional Inspection each [2]180.00$
123 Per Additional Plan Type each [2]180.00$
124 Sprinkler Monitoring each [2]510.00$
125 Per Additional Inspection each [2]180.00$
126 Per Additional Plan Type each [2]180.00$
127 Tenant Improvement Fire Alarm System each [2]826.00$
128 Per Additional Inspection each [2]180.00$
129 Per Additional Plan Type each [2]180.00$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2]1,582.00$
131 A-1 Occupancies - Tenant Improvements each [2]1,210.00$
132 A-2 & A-3 Occupancies - New each [2]1,085.00$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2]837.00$
134 A-4 & A-5 Occupancies - New each [2]1,582.00$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2]1,210.00$
136 E Occupancies - New each [2]1,582.00$
137 E Occupancies - Tenant Improvements each [2]1,210.00$
138 E Occupancies (Daycare Only) each [2]633.00$
139 F Occupancies - New each [2]1,085.00$
140 F Occupancies - Tenant Improvements each [2]837.00$
141 H Occupancies (Not Including Chem Class) - New each [2]1,085.00$
142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2]837.00$
143 I Occupancies - New each [2]1,085.00$
144 I Occupancies - Tenant Improvements each [2]837.00$
145 L Occupancies - New each [2]633.00$
146 L Occupancies - Tenant Improvements each [2]499.00$
147 R-1 & R-2 Occupancies <50 Units New flat [2]1,582.00$
148 R-1 & R-2 Occupancies ≥50 Units New flat [2]1,956.00$
149 R-3 Townhomes New each [2]1,085.00$
150 R Occupancies All - Tenant Improvements each [2]837.00$
151 S Occupancies < 50,000 sq. ft. New flat [2]633.00$
152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]499.00$
153 S Occupancies ≥ 50,000 sq. ft. New flat [2]1,177.00$
154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]903.00$
Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2]645.00$
156 Chem Class 10- 25 Chemicals flat [2]1,006.00$
11May 20, 2025 Item #11 Page 281 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
157 Chem Class 26 - 100 Chemicals flat [2]1,459.00$
158 Chem Class >100 Chemicals flat [2]1,912.00$
159 Fire Department Access & Fire Lanes flat [2]328.00$
160 High Piled Storage flat [2]1,006.00$
161 High Rise Structure Greater Than 55 feet 452.00$
162 Per Additional Floor flat [2]360.00$
Storage Tanks
163 Aboveground Storage Tanks (First Tank)each [2]962.00$
164 Underground Storage Tanks (First Tank)each [2]870.00$
165 Each Additional Tank each [2]136.00$
Vegetation Fuel Modification
166 Custom Home flat [2]645.00$
167 Tract <75 Homes flat [2]1,189.00$
168 Tract ≥75 Homes flat [2]1,731.00$
169 Smoke Control - Rationale Analysis & Plan Review 1,822.00$
Other Fire Fees
Aerial Fireworks Display
170 Major each [2]1,718.00$ 171 Minor each [2]994.00$
Plan Review
172 Processing Fee each [2]31.00$ 173 Per Hour - Overtime hourly [2]196.00$ 174 Per Hour - Regular Office Hours hourly [2]180.00$
Hourly Services for: Alternate Methods and Materials Review,
Time and Materials Review, Project Meetings, etc.
175 First Hour each [2]212.00$ 176 Each Additional Hour hourly [2]180.00$ 177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour)hourly [2]180.00$ 178 Reinspection (Per Inspection)each [2]256.00$
Tent Permit (Not associated with special events)
179 Single Tent each [2]270.00$ 180 2-5 Tents flat [2]542.00$ 181 6 or More Tents flat [2]725.00$ 182 Weed Abatement Administrative Fee 360.00$ 183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1]-$ 184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1]108.00$ 185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1]215.00$ 186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1]422.00$ 187 Fire Nuisance Alarm - Each Billing each [1]14.00$ 188 Special Events Application Processing flat [2],[6]180.00$
189
Special Events - Fire Prevention/Operations Support Prior
To/During Event each [2],[6] Actual Cost
12May 20, 2025 Item #11 Page 282 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Fire & Life Safety Inspections and Fire Code Permits
Fire Inspections for the following Occupancies:
190
Care Facility for More than 6 Ambulatory & Non-Ambulatory
Clients each [2],[4]196.00$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and
Surgery Centers each [2],[4]377.00$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.)each [2],[4]196.00$
193
Pre-Inspection Residential Care Facility (i.e. Single Family
Residences)each [2],[4]196.00$
194 High Rise Facility > 75 ft. (Per Floor of Building)each [2],[4]196.00$
State Mandated School Inspection - Public or Private School [2],[4]
195 Pre-School each [2],[4]452.00$
196 Elementary/Middle School each [2],[4]725.00$
197 High School each [2],[4]1,085.00$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4]633.00$
199 6-10 Buildings Per Property flat [2],[4]1,085.00$
200 11 or More Buildings Per Property flat [2],[4]1,356.00$
State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4]226.00$
202 11-40 Units Per Building flat [2],[4]270.00$
203 Greater than 40 Units Per Building flat [2],[4]361.00$
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5]196.00$
205 Tier 2 each [2],[5]377.00$
206 Tier 3 each [2],[5]557.00$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5]105.00$
208 Tier 2 each [2],[5]196.00$
209 Tier 3 each [2],[5]287.00$
Assembly
210 < 300 people flat [2]196.00$
211 > 300 people flat [2]377.00$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2]151.00$
213 Tier 2 - 5,001 to 20,000 sq. ft.flat [2]240.00$
214 Tier 3 - 20,001 and Greater flat [2]377.00$
215
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]180.00$
13May 20, 2025 Item #11 Page 283 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall
[4]
[5]
[6]Additional fees for Standby of fire personnel and equipment during event will apply.
All annual inspection fees shall include time for the initial inspection and 1 reinspection. All subsequent reinspection shall be charged an
additional rate per inspection.
Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot
Works; Welding
Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing
Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible
Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets
Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants;
Refrigeration Equipment; Spraying or Dipping Operations
Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel
Dispensing; Repair Garage; Welding
14May 20, 2025 Item #11 Page 284 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2]45.00$
217 Burglary Alarm Registration Fee each [2]30.00$
218 False Alarm Response - Second Occurrence each [2]40.00$
219 False Alarm Response - Additional Occurrence each [2]75.00$
220 Excess False Alarm Panic Response - Robbery each [3]100.00$
221 Excess False Alarm Panic Response - Burglary each [3]100.00$
222 Copy Investigation Record each [2]61.00$
223 Dispatch Records Searches per query [2]25.00$
224 Entertainment License each [2]315.00$
225 Fingerprinting processing Fee each [2],[5]28.00$
226 Fix-It Ticket - moving violation each [2],[6]22.00$
227 Fix-It Ticket - parking/registration violation each [2],[6]13.00$
228 Handicap Placard Violation Waiver Processing Fee each [2],[7]30.00$
229 Photograph Copy - Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2]22.00$
230 Police/Fire - Emergency Response DUI Traffic Collision (max $12,000
per incident)each [1] Actual Cost
231 Production of body worn camera videos. Staff time per hour of
production and redaction of videos.each [1] Actual Cost
232 Report Copy Fee (Free to Victim)each [2]13.00$
233 Rental of Conference rooms to Safety Personnel each [2]236.00$
234 Storage/Impounded Vehicle Administrative Charge each [2]163.00$
235
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]90.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3] Set per City of Carlsbad Municipal Code 8.50.080 [E]
[4] Set per City of Carlsbad Municipal Code 5.16.070
[5] Plus actual cost from processing agency
[6] Requires proof of correction
[7] Waived with proof of correction
15May 20, 2025 Item #11 Page 285 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2]100.00$
237 2nd Violation of a City Ordinance each [2]200.00$
238 3rd Violation of a City Ordinance each [2]500.00$
239 Subsequent violation of same ordinance within one year each [2]500.00$
Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee
amount (rounded)each [3]48.00$
241 CA VC 22500(i) Bus Zone each [3]263.00$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$
243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading
Area each [3]343.00$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$
245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$
246 CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [3]38.00$
247 CA VC 4000(a) Expired Registration each [3]63.00$
248 CA VC 26100C Tinted Covers on Headlights each [3]48.00$
249 CA VC 28071 Passenger Car Bumpers Required each [3]88.00$
250
Carlsbad Municipal Code Parking Violations, if violation not
established by the CA Vehicle Code Parking Violation or CA Vehicle
Code Equipment Violation.
each [1]50.00$
[Notes]
[1] Set per City policy
[2] Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B]
[3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table.
16May 20, 2025 Item #11 Page 286 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Trash Collection Rates (Stormwater fee included)
Residential Services
251 3-Cart (64 or 96 gallon cart)[1]29.34$
252 3-Cart Low Generator (35 gallon cart)[1]58.70$
253 Back Yard Service Fee (added to curbside rate)[1]88.03$
254 Additional Solid Waste Cart [1]113.68$
255 Additional Recycled Materials Cart (4+)[1]139.44$
256 Additional Organics Cart (4+)[1]165.18$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1]13.82$
258 Two pick-ups per week [1]61.54$
259 Three pick-ups per week [1]108.78$
260 Four pick-ups per week [1]155.97$
261 Five pick-ups per week [1]201.41$
262 Six pick-ups per week [1]247.05$
263 Extra pick-up per week [1]292.65$
Commercial 96 Gallon Cart - Recycling and Organics Included
264 One pick-up per week [1]13.41$
265 Two pick-ups per week [1]77.32$
266 Three pick-ups per week [1]131.33$
267 Four pick-up per week [1]185.55$
268 Five pick-ups per week [1]239.59$
269 Six pick-ups per week [1]293.90$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]348.14$
Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1]37.19$
272 1-yard bin - two pick-ups per week [1]105.03$
273 1-yard bin - three pick-ups per week [1]184.84$
274 1-yard bin - four pick-ups per week [1]264.69$
275 1-yard bin - five pick-ups per week [1]344.41$
276 1-yard bin - six pick-ups per week [1]424.29$
277 1-yard bin - extra pick-up [1]504.13$
278 2-yard bin - one pick-up per week [1]50.52$
279 2-yard bin - two pick-ups per week [1]142.68$
280 2-yard bin - three pick-ups per week [1]260.16$
281 2-yard bin - four pick-ups per week [1]377.61$
282 2-yard bin - five pick-ups per week [1]504.13$
283 2-yard bin - six pick-ups per week [1]612.53$
284 2-yard bin - extra pick-up [1]730.02$
285 3-yard bin - one pick-up per week [1]67.80$
286 3-yard bin - two pick-ups per week [1]190.28$
287 3-yard bin - three pick-ups per week [1]355.33$
17May 20, 2025 Item #11 Page 287 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
288 3-yard bin - four pick-ups per week [1]520.45$
289 3-yard bin - five pick-ups per week [1]685.50$
290 3-yard bin - six pick-ups per week [1]850.57$
291 3-yard bin - extra pick-up [1]1,015.65$
292 4-yard bin - one pick-up per week [1]81.11$
293 4-yard bin - two pick-ups per week [1]237.90$
294 4-yard bin - three pick-ups per week [1]450.61$
295 4-yard bin - four pick-ups per week [1]663.27$
296 4-yard bin - five pick-ups per week [1]850.57$
297 4-yard bin - six pick-ups per week [1]1,088.66$
298 4-yard bin - extra pick-up [1]1,301.37$
299 5-yard bin - one pick-up per week [1]94.40$
300 5-yard bin - two pick-ups per week [1]260.16$
301 5-yard bin - three pick-ups per week [1]504.13$
302 5-yard bin - four pick-ups per week [1]730.02$
303 5-yard bin - five pick-ups per week [1]1,015.65$
304 5-yard bin - six pick-ups per week [1]1,301.37$
305 5-yard bin - extra pick-up [1]1,667.45$
306 6-yard bin - one pick-up per week [1]118.01$
307 6-yard bin - two pick-ups per week [1]115.23$
308 6-yard bin - three pick-ups per week [1]210.30$
309 6-yard bin - four pick-ups per week [1]305.36$
310 6-yard bin - five pick-ups per week [1]400.42$
311 6-yard bin - six pick-ups per week [1]495.47$
312 6-yard bin - extra pick-up [1]590.55$
Commercial Split Bins (includes 2 locks )[1]
313 One pick-up per week [1]200.01$
314 Two pick-ups per week [1]374.55$
315 Three pick-ups per week [1]549.08$
316 Four pick-ups per week [1]723.60$
317 Five pick-ups per week [1]898.14$
318 Six pick-ups per week [1]1,072.71$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1]81.34$
320 3-yard bin - two pick-ups per week [1]330.30$
321 3-yard bin - three pick-ups per week [1]632.84$
322 3-yard bin - four pick-ups per week [1]935.83$
323 3-yard bin - five pick-ups per week [1]1,238.77$
324 3-yard bin - six picks-up per week [1]1,541.81$
325 3-yard bin - extra pick-up [1]1,844.90$
326 4-yard bin - one pick-up per week [1]134.33$
327 4-yard bin - two pick-ups per week [1]516.31$
328 4-yard bin - three pick-ups per week [1]1,017.67$
329 4-yard bin - four pick-ups per week [1]1,519.94$
330 4-yard bin - five pick-ups per week [1]2,022.72$
18May 20, 2025 Item #11 Page 288 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
331 4-yard bin - six picks-up per week [1]2,525.73$
332 4-yard bin - extra pick-up [1]3,028.85$
333 6-yard bin - one pick-up per week [1]209.96$
334 6-yard bin - two pick-ups per week [1]21.45$
335 6-yard bin - three pick-ups per week [1]42.91$
336 6-yard bin - four pick-ups per week [1]64.37$
337 6-yard bin - five pick-ups per week [1]83.11$
338 6-yard bin - six picks-up per week [1]101.94$
339 6-yard bin - extra pick-up [1]120.76$
Commercial Recycling
340 32 gal cart - one pick-up per week [1]23.48$
341 32 gal cart - two pick-ups per week [1]46.96$
342 32 gal cart - three pick-ups per week [1]70.42$
343 32 gal cart - four pick-ups per week [1]90.95$
344 32 gal cart - five pick-ups per week [1]111.55$
345 32 gal cart - six pick-ups per week [1]132.14$
346 64 or 96 gal cart - one pick-up per week [1]11.06$
347 64 or 96 gal cart - two pick-ups per week [1]61.86$
348 64 or 96 gal cart - three pick-ups per week [1]105.06$
349 64 or 96 gal cart - four pick-ups per week [1]148.44$
350 64 or 96 gal cart - five pick-ups per week [1]191.67$
351 64 or 96 gal cart - six pick-ups per week [1]235.12$
352 64 or 96 gal cart - extra pick-up [1]278.51$
353 1-yard bin - one pick-up per week [1]29.75$
354 1-yard bin - two pick-ups per week [1]84.03$
355 1-yard bin - three pick-ups per week [1]147.87$
356 1-yard bin - four pick-ups per week [1]211.75$
357 1-yard bin - five pick-ups per week [1]275.52$
358 1-yard bin - six pick-ups per week [1]339.43$
359 1-yard bin - extra pick-up [1]403.31$
360 2-yard bin - one pick-up per week [1]40.41$
361 2-yard bin - two pick-ups per week [1]114.15$
362 2-yard bin - three pick-ups per week [1]208.13$
363 2-yard bin - four pick-ups per week [1]302.10$
364 2-yard bin - five pick-ups per week [1]403.31$
365 2-yard bin - six pick-ups per week [1]490.02$
366 2-yard bin - extra pick-up [1]584.01$
367 3-yard bin - one pick-up per week [1]680.54$
368 3-yard bin - two pick-ups per week [1]54.23$
369 3-yard bin - three pick-ups per week [1]152.22$
370 3-yard bin - four pick-ups per week [1]284.27$
371 3-yard bin - five pick-ups per week [1]416.36$
372 3-yard bin - six pick-ups per week [1]548.40$
373 3-yard bin - seven pick-ups per week [1]680.46$
374 3-yard bin - extra pick-up [1]812.52$
19May 20, 2025 Item #11 Page 289 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
375 4-yard bin - one pick-up per week [1]944.71$
376 4-yard bin - two pick-ups per week [1]64.89$
377 4-yard bin - three pick-ups per week [1]190.31$
378 4-yard bin - four pick-ups per week [1]360.49$
379 4-yard bin - five pick-ups per week [1]530.62$
380 4-yard bin - six pick-ups per week [1]680.46$
381 4-yard bin - seven pick-ups per week [1]870.92$
382 4-yard bin - extra pick-up [1]1,041.10$
383 5-yard bin - one pick-up per week [1]75.52$
384 5-yard bin - two pick-ups per week [1]208.13$
385 5-yard bin - three pick-ups per week [1]403.31$
386 5-yard bin - four pick-ups per week [1]584.01$
387 5-yard bin - five pick-ups per week [1]812.52$
388 5-yard bin - six pick-ups per week [1]1,041.10$
389 5-yard bin - extra pick-up [1]1,333.96$
390 6-yard bin - one pick-up per week [1]94.42$
391 6-yard bin - two pick-ups per week [1]160.01$
392 6-yard bin - three pick-ups per week [1]299.64$
393 6-yard bin - four pick-ups per week [1]439.27$
394 6-yard bin - five pick-ups per week [1]578.88$
395 6-yard bin - six pick-ups per week [1]718.52$
396 6-yard bin - extra pick-up [1]858.17$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1]65.07$
398 3-yard bin - two pick-ups per week [1]264.24$
399 3-yard bin - three pick-ups per week [1]506.27$
400 3-yard bin - four pick-ups per week [1]748.66$
401 3-yard bin - five pick-ups per week [1]991.01$
402 3-yard bin - six picks-up per week [1]1,233.46$
403 3-yard bin - extra pick-up [1]1,475.92$
404 4-yard bin - one pick-up per week [1]107.46$
405 4-yard bin - two pick-ups per week [1]413.05$
406 4-yard bin - three pick-ups per week [1]814.14$
407 4-yard bin - four pick-ups per week [1]1,215.94$
408 4-yard bin - five pick-ups per week [1]1,618.18$
409 4-yard bin - six picks-up per week [1]2,020.59$
410 4-yard bin - extra pick-up [1]2,423.09$
411 6-yard bin - one pick-up per week [1]167.97$
412 6-yard bin - two pick-ups per week [1]21.45$
413 6-yard bin - three pick-ups per week [1]42.91$
414 6-yard bin - four pick-ups per week [1]64.37$
415 6-yard bin - five pick-ups per week [1]83.11$
416 6-yard bin - six picks-up per week [1]101.94$
417 6-yard bin - extra pick-up [1]120.76$
20May 20, 2025 Item #11 Page 290 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1]23.48$
419 32 gal cart - two pick-ups per week [1]46.96$
420 32 gal cart - three pick-ups per week [1]70.42$
421 32 gal cart - four pick-ups per week [1]90.95$
422 32 gal cart - five pick-ups per week [1]111.55$
423 32 gal cart - six pick-ups per week [1]132.14$
424 64 or 96 gal cart - one pick-up per week [1]11.06$
425 64 or 96 gal cart - two pick-ups per week [1]61.86$
426 64 or 96 gal cart - three pick-ups per week [1]105.06$
427 64 or 96 gal cart - four pick-ups per week [1]148.44$
428 64 or 96 gal cart - five pick-ups per week [1]191.67$
429 64 or 96 gal cart - six pick-ups per week [1]235.12$
430 64 or 96 gal cart - extra pick-up [1]278.51$
431 1-yard bin - one pick-up per week [1]29.75$
432 1-yard bin - two pick-ups per week [1]72.94$
433 1-yard bin - three pick-ups per week [1]126.47$
434 1-yard bin - four pick-ups per week [1]180.10$
435 1-yard bin - five pick-ups per week [1]233.59$
436 1-yard bin - six pick-ups per week [1]287.28$
437 1-yard bin - extra pick-up [1]340.90$
438 1.5-yard bin - one pick-up per week [1]35.08$
439 1.5-yard bin - two pick-ups per week [1]84.03$
440 1.5-yard bin - three pick-ups per week [1]147.87$
441 1.5-yard bin - four pick-ups per week [1]211.75$
442 1.5-yard bin - five pick-ups per week [1]275.52$
443 1.5-yard bin - six pick-ups per week [1]339.43$
444 1.5-yard bin - extra pick-up [1]403.31$
445 2-yard bin - one pick-up per week [1]40.41$
446 2-yard bin - two pick-ups per week [1]114.15$
447 2-yard bin - three pick-ups per week [1]208.13$
448 2-yard bin - four pick-ups per week [1]302.10$
449 2-yard bin - five pick-ups per week [1]403.31$
450 2-yard bin - six pick-ups per week [1]490.02$
451 2-yard bin - extra pick-up [1]584.01$
452 3-yard bin - one pick-up per week [1]54.23$
453 3-yard bin - two pick-ups per week [1]152.22$
454 3-yard bin - three pick-ups per week [1]284.27$
455 3-yard bin - four pick-ups per week [1]416.36$
456 3-yard bin - five pick-ups per week [1]548.40$
457 3-yard bin - six pick-ups per week [1]680.46$
458 3-yard bin - extra pick-up [1]812.52$
459 4-yard bin - one pick-up per week [1]64.89$
460 4-yard bin - two pick-ups per week [1]160.01$
21May 20, 2025 Item #11 Page 291 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
461 4-yard bin - three pick-ups per week [1]299.64$
462 4-yard bin - four pick-ups per week [1]439.27$
463 4-yard bin - five pick-ups per week [1]578.88$
464 4-yard bin - six pick-ups per week [1]718.52$
465 4-yard bin - extra pick-up [1]858.17$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1]65.07$
467 3-yard bin - two pick-ups per week [1]264.24$
468 3-yard bin - three pick-ups per week [1]506.27$
469 3-yard bin - four pick-ups per week [1]748.66$
470 3-yard bin - five pick-ups per week [1]991.01$
471 3-yard bin - six picks-up per week [1]1,233.46$
472 3-yard bin - extra pick-up [1]1,475.92$
473 4-yard bin - one pick-up per week [1]107.46$
474 4-yard bin - two pick-ups per week [1]413.05$
475 4-yard bin - three pick-ups per week [1]814.14$
476 4-yard bin - four pick-ups per week [1]1,215.94$
477 4-yard bin - five pick-ups per week [1]1,618.18$
478 4-yard bin - six picks-up per week [1]2,020.59$
479 4-yard bin - extra pick-up [1]2,423.09$
480 6-yard bin - one pick-up per week [1]167.97$
481 6-yard bin - two pick-ups per week [1]174.43$
482 6-yard bin - three pick-ups per week [1]272.60$
483 6-yard bin - four pick-ups per week [1]370.77$
484 6-yard bin - five pick-ups per week [1]468.94$
485 6-yard bin - six picks-up per week [1]567.13$
486 6-yard bin - extra pick-up [1]665.30$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1]56.95$
488 3-yard bin - two pick-ups per week [1]123.19$
489 3-yard bin - three pick-ups per week [1]143.63$
490 3-yard bin - four pick-ups per week [1]145.98$
491 3-yard bin - five pick-ups per week [1]158.66$
492 3-yard bin - six pick-ups per week [1]163.89$
493 3-yard bin - extra pick-up [1]79.72$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1]49.82$
495 2-yard temporary C&D Recycling Bin [1]18.94$
496 3-yard temporary C&D Recycling Bin [1]68.64$
497 4-yard temporary C&D Recycling Bin [1]137.20$
498 6-yard temporary C&D Recycling Bin [1]9.47$
22May 20, 2025 Item #11 Page 292 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1]54.95$
500 Bin Lock Set Up Fee [1]430.10$
501 Locking Fee [1]88.40$
502 Overloaded Bins [1]1.88$
503 Bin paint charge fee - allowed 1 per year. After first paint within
one year, there will be a charge per paint request.[1]15.39$
504 Bin Relocation (first 25 feet free)4.74$
505 Special haul bin delivery [1]55.97$
506 Certified burial at Miramar plus special handling fee charged by
Miramar [1]14.34$
507 Commercial Return to Service Fee - The return to service fee for two
or more calls in a one-month period by a bin [1]55.97$
508 Copy Fee - The charge for copies requested by customers [1]14.34$
509 Delivery of extra cart [1]80.37$
510 Late Fee - There will be a minimum fee on any delinquent account -
$3 minimum charge [1]71.36$
511 Bulky Item - Exceeding 5 per pick up - First item [1]64.56$
512 Bulky Item - Exceeding 5 per pick up - each addl item [1]44.95$
513 Per Bulky Item - first item [1]26.96$
514 Per Bulky Item - each additional item [1]292.81$
515 Bulky Item requiring 2 people to handle [1]57.73$
516
Contamination Fee - to recover costs for separating solid waste
placed in a recycling or green waste container or for arranging a
special, unscheduled collection due to contamination.
[1]37.29$
517 Scout service per bin per service [1]82.37$
518 Residential Return to Service Fee - The return to service fee for two
or more calls in a one-month period by a residential customer [1]77.55$
519 Restart Fee - The fee for restarting commercial service when a
permanent account has been terminated for non-payment.[1]292.81$
Roll off Service
520 Service Fee - Roll off service [1]6.24$
521 Disposal Fee per Ton (pass through)[1]75.36$
522 Recycling Processing Fee per Ton (pass through)[1]79.66$
523 Organics Processing Fee per Ton (pass through)[1]58.87$
524 C&D Processing Fee per Ton (pass through)[1]83.99$
525 Contaminated Load (per occurrence)[1]67.36$
526 Roll off - Demurrage Per Day Charge [1]100.96$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up
Commercial Bulky Item Pick-Ups
23May 20, 2025 Item #11 Page 293 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
527 Delivery [1]2.67$
528 Delivery Demo (includes signage) [1]62.00$
529 Relocation Charge onsite [1]255.00$
530 Relocation Charge offsite [1]9.00$
531 Wash Out Receiver Boxes [1]3.00$
532 Dead Run charge [1]34.00$
533 Standby charge after 5 minutes [1]44.00$
[Notes]
[1]
Set per contract by Republic Services. These rates are effective July 1, 2024 and will be
replaced by new rates that are currently under negotiation. Finalized rates will be
updated as soon as adopted by the City Council.
24May 20, 2025 Item #11 Page 294 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Account and Service Fees
Water Account Fees
534 Discontinuation of Service - Non-Payment (Shut-off)each [2]74.00$
535 Service Reconnection (Non-Payment) - Same Day/Non-Business
hours (After Hours Turn-On)each [2],[3]282.00$
536 Continuity of Service each [2]9.00$
537 Electronic Notice (in lieu of door hanger)each [2]3.00$
538 Door Hanger Notice each [2]47.00$
539 New Account Set Up (Admin)each [2]45.00$
540 Service Reconnection for Non-Payment (Next Day) Business Hours
(Next Scheduled Day Turn-On)each [2],[3]112.00$
541 New Account Service Connection - (Same Day) Business Hours
(Same Day Turn-On)each [2]152.00$
Water Services Fees
542 Utility Standards and Specifications each [1] Actual Cost
543 Potable Water Meter - Construction Meter Deposit deposit [1]1,000.00$
544 Potable Water Meter - Construction Meter Installation each [2]333.00$
545 Potable Water Meter - Construction Meter Relocation each [2]167.00$
546 Potable Backflow Preventer Annual Testing - 1st Notice each, per
month [1]3.00$
547 Potable Backflow Preventer Annual Testing - 2nd Notice per month [1]24.00$
548 Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]57.00$
549 Potable Water Shutdown Fee each [1]975.00$
Recycled Water Fees
550 Cross-Connection Inspection - County Department of Environmental
Health (CDEH)each [2] Actual Cost
551 Cross-Connection Reinspection each [2] Actual Cost
552 Recycled Water Meter - Construction Meter Deposit deposit [1]1,000.00$
553 Recycled Water Meter - Construction Meter Installation each [2]333.00$
554 Recycled Water Meter - Construction Meter Relocation each [2]167.00$
555 E28 Recycled Water Shutdown - Actual Cost each [2]975.00$
Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee each [1]170.00$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6]544.00$
Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modelling - Consultant Cost (All Water Systems) per project [1],[4] Actual Cost
Processing Fees - Wastewater
559 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]429.00$
560 All others per project [2],[5]859.00$
Processing Fees - Potable Water
561 System Pressure Check each [2]367.00$
562 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]732.00$
563 All others per project [2],[5]1,220.00$
Processing Fees - Recycled Water
25May 20, 2025 Item #11 Page 295 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
564 System Pressure Check each [2]340.00$
565 1-4 units residential and commercial > 9,400 s.f.per project [2],[5]566.00$
566 All others per project [2],[5]1,129.00$
Utilities Department Fees
567
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]183.00$
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3] Set per CA Health and Safety Code 1169149(a)(1)
[4] Total fee will reflect actual consultant billings
[5] Staff cost is in addition to actual consultant billings
[6]Actual cost is calculated based on cost per gallon to treat the added discharge, plus
the city processing fee.
26May 20, 2025 Item #11 Page 296 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Meter Installation Fees
Potable Water (meter size, inches)
568 5/8" Ultrasonic per [1]478.00$
569 Fire Protection – 5/8" Ultrasonic per [1]478.00$
570 3/4” Ultrasonic per [1]474.00$
571 1” Ultrasonic per [1]606.00$
572 1-1/2” Ultrasonic per [1]737.00$
573 1-1/2” Turbo per [1]894.00$
574 2” Ultrasonic per [1]1,047.00$
575 2” Turbo per [1]1,102.00$
576 3" Ultrasonic per [1] Actual Cost
577 4" Ultrasonic per [1] Actual Cost
578 6” Ultrasonic per [1] Actual Cost
579 8” Ultrasonic per [1] Actual Cost
580 10” Ultrasonic per [1] Actual Cost
581 12” Ultrasonic per [1] Actual Cost
Recycled Water (meter size, inches)
582 5/8" Ultrasonic per [1]478.00$
583 Fire Protection – 5/8" Ultrasonic per [1]478.00$
584 3/4” Ultrasonic per [1]474.00$
585 1” Ultrasonic per [1]606.00$
586 1-1/2” Turbo per [1]894.00$
587 2” Turbo per [1]1,102.00$
588 3" Ultrasonic per [1] Actual Cost
589 4" Ultrasonic per [1] Actual Cost
590 6” Ultrasonic per [1] Actual Cost
591 8” Ultrasonic per [1] Actual Cost
592 10” Ultrasonic per [1] Actual Cost
593 12” Ultrasonic per [1] Actual Cost
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family
residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA
System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter
necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the
Potable & Recycled Water Connection Fees and SDCWA Fee.
27May 20, 2025 Item #11 Page 297 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility Potable and Recycled Water Connection Fees (meter size, inches)
Ultrasonic
594 5/8” each [1]5,842.00$
595 3/4”each [1]8,328.00$
596 1”each [1]13,144.00$
597 1-1/2”each [1]24,829.00$
598 2”each [1]37,391.00$
599 3”each [1]63,259.00$
600 4”each [1]98,403.00$
601 6”each [1] 182,748.00$
602 8”each [1] 215,994.00$
Turbo (All Irrigation Meters)
603 1-1/2”each [1]29,148.00$
604 2”each [1]46,736.00$
605 3”each [1]98,403.00$
606 4”each [1] 281,152.00$
607 6”each [1] 562,292.00$
608 8”each [1] 787,480.00$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
28May 20, 2025 Item #11 Page 298 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
San Diego County Water Authority (SDCWA) Fees
SDCWA System Capacity Charge (meter size, inches)
609 Fire Protection per [1]
Based on size of
meter
610 5/8" Displacement per [1]6,364.00$
611 3/4” Displacement per [1]6,364.00$
612 1” Displacement per [1]10,182.00$
613 1-1/2” Displacement per [1]19,092.00$
614 1-1/2” Turbo per [1]19,092.00$
615 2” Displacement per [1]33,093.00$
616 2” Turbo per [1]33,093.00$
617 3” per [1]61,094.00$
618 4” per [1] 104,370.00$
619 6”per [1] 190,920.00$
620 8”per [1] 330,928.00$
621 10”per [1] 496,392.00$
622 12”per [1] 840,048.00$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1]
Based on size of
meter
624 5/8" Displacement per [1]178.00$
625 3/4” Displacement per [1]178.00$
626 1” Displacement per [1]285.00$
627 1-1/2” Displacement per [1]534.00$
628 1-1/2” Turbo per [1]534.00$
629 2” Displacement per [1]926.00$
630 2” Turbo per [1]926.00$
631 3” per [1]1,709.00$
632 4” per [1]2,919.00$
633 6”per [1]5,340.00$
634 8”per [1]9,256.00$
635 10”per [1]13,884.00$
636 12”per [1]23,496.00$
[Notes]
[1]
The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family
residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA
System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter
necessary to meet the water use requirements, not the actual meter size of 1”.
These fees are set by San Diego County Water Authority, effective January 1, 2025, and are in addition to the Meter Installation Fees and
Potable and Reclaimed Connection Fees.
29May 20, 2025 Item #11 Page 299 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Section 2
Development Related
Service Fees
May 20, 2025 Item #11 Page 300 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Planning Department Fees
638 Amendments and Revisions to Approved Projects flat [1]
50% of Current
Application Fee
639 Appeals to Planning Commision/City Council [2]952.00$
Building Plan Review
640 Minor Projects, per permit each [3]110.00$
641 Major Projects, per permit each [4]332.00$
642 City Planner Determination each [1]1,072.00$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision/Multifamily Project per permit [2]6,860.00$
644 5 or more units or lot subdivision/Multifamily Project per permit [2]12,362.00$
645 Emergency flat [2]2,408.00$
646 Exemption flat [2]355.00$
647 Minor Permit flat [2]3,206.00$
648 Non-Residential + 10 cents per sq. ft.flat [2]3,376.00$
649 Single Family Home flat [2]4,493.00$
650 Single Family Home w/bluff per permit [2]6,860.00$
Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2]2,932.00$
652 Minor flat [2]3,056.00$
653 Regular flat [2]11,438.00$
654 Daycare Permit (7 - 14 Children)flat [2]306.00$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION base fee (flat) [2]3,056.00$
656 Initial Study - MITIGATED NEG DEC base fee (flat) [2]6,172.00$
657 Initial Study – checklist for streamlining or within the scope
determinations base fee (flat) [2]2,568.00$
658 Initial Study – addendum for MNDs or NDs (city processing fee
plus actual cost)base fee (flat) [2]3,532.00$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2]4,753.00$
660 >20 hours of project planner per hour [2]133.00$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project
engineer base fee (flat) [2]20,681.00$
662 >120 project planner hours and >20 project engineer hours per hour [2]307.00$
31May 20, 2025 Item #11 Page 301 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
FULL EIR
663 First 180 hours of project planner and 40 hours of project
engineer base fee (flat) [2]31,887.00$
664 >180 project planner hours and >40 project engineer hours per hour [2]307.00$
Fish & Game Fee
665 Environmental Impact Report (EIR)flat [5]4,101.25$
666 Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5]1,427.25$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5]2,966.75$
668 Extensions to projects in process flat [1] 25% of current fee
669 General Plan Amendment deposit [2]16,574.00$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [2]9,190.00$
671 >60 hours of project planner per hour [2]133.00$
672 Amendment to Plan Document - Minor flat [2]5,256.00$
673 Permit - Major -first 40 hours of project planner base fee (flat) [2]6,700.00$
674 >40 hours or project planner per hour [2]133.00$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2]791.00$
676 >20 hours of project planner per hour [2]133.00$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2]702.00$
678 Hillside Development Permit - Major - first 40 hours of project
planner base fee (flat) [2]7,106.00$
679 Hillside Development Permit - Minor - first 20 hours of project
planner base fee (flat) [2]1,815.00$
Historic Preservation Permit
680 Local Register Application each [2]2,011.00$
681 Mills Act Application each [2]4,312.00$
682 Concurrent Local Register and Mills Act Applications each [2]4,939.00$
683 Third Party Technical Report Review - Contractor Cost each [2] Actual Cost
684 Mills Act Inspections each [2]No Fee
685 Inspection - Additional Planning per hour [2]133.00$
686 Inspection - Overtime per hour per hour [2]152.00$
Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2]398.00$
688 Contractor Cost per project [1] Actual Cost
689 Local Coastal Plan - Amendment flat [2]13,099.00$
690 Local Facilities Management Fees - as established by Council deposit [1] Actual Cost
691 Local Facilities Management Plan/Amendment - Fee + deposit in
minimum increments of $5,000 deposit [1]10,000.00$
32May 20, 2025 Item #11 Page 302 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Master Plan
692 Master Plan - Pre-Filing Submittal flat [1]9,704.00$
693 First 200 hours of project planner and 100 hours of project
engineer base fee (flat) [2]45,395.00$
694 >200 project planner hours and >100 project engineer hours per hour [2]390.00$
Major Amendment
695 First 100 hours of project planner and 40 hours of project
engineer base fee (flat) [2]21,606.00$
696 >100 project planner hours and >40 project engineer hours per hour [2]364.00$
Minor Amendment
697 First 30 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,101.00$
698 >30 project planner hours and >7 project engineer hours per hour [2]364.00$
699 Non-Conforming Construction Permit flat [2]992.00$
700 Notice Fee (+ postage)flat [1] Actual Cost
701 Plan Consistency Determination [2]1,032.00$
702 Planned Development (residential/non-residential) - 5 or more
lots/units - Major Subdivision per project [2]16,849.00$
703 Planned Development (residential/non-residential) - 4 or fewer
lots/units per project [2]8,144.00$
704 Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
705 Planning Commission Determination-other flat [2]2,855.00$
706 Postage (All)flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2]16,501.00$
708 Preliminary Plan Review - Major (Other)flat [2]1,032.00$
709 Preliminary Plan Review - Minor (SFD)flat [2]290.00$
710 Re-Recording or Cancellation of an Instrument on Real Property (city
processing fee, plus actual cost)each [1]233.00$
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project
engineer base fee (flat) [2]5,627.00$
712 Satellite Antenna Permit flat [2]612.00$
Sign Program
714 Sign Permit (including non-commercial)flat [2]74.00$
715 Sign Program flat [2]1,539.00$
716 Modified Minor Sign Program flat [2]1,020.00$
717 Modified Regular Sign Program flat [2]2,749.00$
33May 20, 2025 Item #11 Page 303 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Site Development Plan
718 Minor - Village Area Request for a Parking Option flat [2]653.00$
719 Minor - Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]5,700.00$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2]20,444.00$
721 Special Use Permit - Other flat [2]6,490.00$
722 Special Use Permit - Floodplain flat [2]6,094.00$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]42,164.00$
724 >200 project planner hours and >60 project engineer hours per hour [2]364.00$
Amendment - Major
725 First 180 hours of project planner and 30 hours of project
engineer base fee (flat) [2]32,522.00$
726 >180 project planner hours and >30 project engineer hours per hour [2]364.00$
Amendment - Minor
727 First 20 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,012.00$
728 >20 project planner hours and >7 project engineer hours per hour [2]364.00$
729 Street Name Change flat [2]2,410.00$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]7,025.00$
731 Tentative Tract Map - 5 - 49 units/lots flat [2]14,412.00$
732 Tentative Tract Map - 50 + units/lots flat [2]20,507.00$
733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
734 Processing Fee per project [2]818.00$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2]5,270.00$
737 Variance - Minor flat [2]1,096.00$
Village Area
738 Village Area Review - Administrative flat [2]600.00$
739 Village Area Review - Major - Plus Noticing Costs flat [2]4,244.00$
740 Village Area Review - Minor - Plus Noticing Costs flat [2]2,315.00$
741 Village Area - Parking In Lieu Fee each [1]11,240.00$
34May 20, 2025 Item #11 Page 304 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
742 Wireless Communication Third Party Review flat [1] Actual Cost
743 Zone Change flat [2]12,888.00$
744 Zone Code Compliance Letter flat [2]168.00$
745 Research Fee per hour [2]168.00$
746
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]120.00$
TOTAL
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]Set by Department of Fish and Wildlife. Fish & Game fees are additional to the EIA/EIR fees. Includes $50.00 County Clerk processing fee.
Updated with new fees effective Jan. 1, 2025.
35May 20, 2025 Item #11 Page 305 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Engineering Department Fees
747 Adjustment Plat per project [2]1,878.00$
Building Plan Review
748 Minor Projects, per permit each [3]209.00$
749 Major Projects, per permit each [4]653.00$
Certificate
750 Certificate of Compliance each [2]1,524.00$
751 Certificate of Compliance In Lieu of Parcel Map each [2]4,202.00$
752 Certificate of Correction each [2]1,184.00$
Construction Change Review - Major
753 Base Fee per project [2]999.00$
754 Plus fee per sheet per sheet [2]387.00$
Construction Change Review - Minor
755 Base Fee per project [2]710.00$
756 Plus fee per sheet per sheet [2]321.00$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [1] Actual Cost
758 Easement Document Processing and Recording per project [2]1,674.00$
759 Encroachment Agreement Processing per project [2]523.00$
760 Grading Permit Investigation Fee (Consistent with city payroll
records + overhead)deposit [1] Actual Cost
Grading Plan Check Fees (cubic yard)
761 0 - 100 CY flat [2]2,072.00$
762 101 CY flat [2]2,765.00$
763 each additional 100 CY up to 1,000 each [2]174.00$
764 1,001 CY flat [2]4,830.00$
765 each additional 1,000 CY up to 10,000 each [2]240.00$
766 10,001 flat [2]7,089.00$
767 each additional 10,000 CY up to 100,000 each [2]341.00$
768 100,001 flat [2]10,150.00$
769 each additional 10,000 CY up to 200,000 each [2]391.00$
770 200,001 flat [2]14,781.00$
771 each additional 100,000 CY up to 400,000 each [2]846.00$
772 400,001 flat [2]16,490.00$
773 each additional 100,000 CY up to 1,000,000 each [2]588.00$
774 1,000,001 flat [2]20,070.00$
775 each additional 100,00 CY each [2]1,932.00$
36May 20, 2025 Item #11 Page 306 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Grading Permit Fees (cubic yard)
776 0 - 100 CY flat [2],[4],
[5]2,739.00$
777 101 CY flat [2],[4],
[5]2,745.00$
778 each additional 100 CY up to 1,000 each [2],[4],
[5]213.00$
779 1,001 CY flat [2],[4],
[5]4,716.00$
780 each additional 1,000 CY up to 10,000 each [2],[4],
[5]214.00$
781 10,001 flat [2],[4],
[5]6,696.00$
782 each additional 10,000 CY up to 100,000 each [2],[4],
[5]336.00$
783 100,001 flat [2],[4],
[5]9,827.00$
784 each additional 10,000 CY up to 200,000 each [2],[4],
[5]194.00$
785 200,001 flat [2],[4],
[5]11,965.00$
786 each additional 100,000 CY up to 400,000 each [2],[4],
[5]214.00$
787 400,001 flat [2],[4],
[5]18,050.00$
788 each additional 100,000 CY up to 1,000,000 each [2],[4],
[5]1,834.00$
789 1,000,001 flat [2],[4],
[5]29,585.00$
790 each additional 100,00 CY each [2],[4],
[5]2,834.00$
Improvement Plan Review Fee
791 $0 - $20,000 flat [2]3,544.00$
792 $20,001 flat [2]4,969.00$
793 each additional $10,000 up to $50,000 each [2]436.00$
794 $50,001 flat [2]6,424.00$
795 each additional $10,000 up to $100,000 each [2]472.00$
796 $100,001 flat [2]8,894.00$
797 each additional $10,000 up to $250,000 each [2]436.00$
798 $250,001 flat [2]18,245.00$
799 each additional $10,000 up to $500,000 each [2]219.00$
800 $500,001 flat [2]24,132.00$
801 each additional $10,000 up to $1,000,000 each [2]119.00$
802 $1,000,001 flat [2]30,486.00$
803 each additional $10,000 each [2]284.00$
37May 20, 2025 Item #11 Page 307 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Improvement Inspection
804 $0 - $20,000 flat [2]1,774.00$
805 $20,001 flat [2]3,102.00$
806 each additional $10,000 up to $50,000 each [2]484.00$
807 $50,001 flat [2]5,136.00$
808 each additional $10,000 up to $100,000 each [2]257.00$
809 $100,001 flat [2]6,479.00$
810 each additional $10,000 up to $250,000 each [2]200.00$
811 $250,001 flat [2]9,628.00$
812 each additional $10,000 up to $500,000 each [2]210.00$
813 $500,001 flat [2]14,782.00$
814 each additional $10,000 up to $1,000,000 each [2]136.00$
815 $1,000,001 flat [2]22,666.00$
816 each additional $10,000 each [2]211.00$
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per project [2]11,698.00$
818 additional acre per acre [2]128.00$
819 Parcel Map - Minor Subdivision per project [2]5,541.00$
820 Neighborhood Improvement Agreements each [2]229.00$
821 Oversize Load Permit - 1 trip each [6]16.00$
822 Oversize Load Permit - Annual/Per Year each [6]90.00$
823 Quitclaim of Easement each [2]999.00$
824 Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost
Retaining Wall Plan Check Fees
Retaining Wall Plan Check Valuation
825 $0 - $50,000 flat [2]531.00$
826 $50,001 - $250,000 flat [2]2,465.00$
827 $250,000+flat [2]4,341.00$
828 Reversion to Acreage deposit [2]4,130.00$
Right-of-Way Permit
829 Minor - Non-Construction each [2]250.00$
830 Minor - Construction each [2]584.00$
Telecommunications (WCF/Broadband)
831 City Processing Fee - single telecommunications application each [1]352.00$
832 City Processing Fee - batched applications (for each 10
telecommunications nodes)each [1]1,058.00$
833 City Processing Fee - concurrent microtrenching (up to 50
linear feet)each [1]131.00$
Utility
834 City Processing Fee each [2]411.00$
835 Inspector's Time hourly [2]155.00$
836 Utility (by contract)each [2]1,183.00$
38May 20, 2025 Item #11 Page 308 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Use - Initial Permit
837 Curb Cafe each [2]598.00$
838 Outdoor Display each [2]250.00$
839 Sidewalk Café each [2]598.00$
Use - Annual Renewal
840 Curb Cafe each [2]250.00$
841 Outdoor Display each [2]250.00$
842 Sidewalk Café each [2]250.00$
843 Village Area - Curb Café (max of two parking spaces)per space/
per year [2]1,200.00$
844 Secured Agreement Processing - Extension each [2]415.00$
845 Secured Agreement Processing - Replacement, plus improvement
plan revision fees if required each [2]731.00$
846
Segregation of Assessments - 1- 4 lots (Consistent with city payroll
records + overhead, consultant cost and recording fee. Also see
Streets and Highways Code Section 8760-8769 )
deposit [1] Actual Cost
847
Segregation of Assessments - 5 lots or more - fee + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760-
8769)
deposit [1] Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2]87.00$
849 Tier 2 per site [2]411.00$
850 Tier 3 one acre or
less [2]939.00$
851 Tier 3 - Supplemental Fee per acre [2]151.00$
Inspection Fee
852 Tier 1 per site [2]309.00$
853 Tier 2 per site [2]5,600.00$
854 Tier 3 one acre or
less [2]6,644.00$
855 Tier 3 - Supplemental Fee per acre [2]1,378.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2]1,449.00$
857 Plan Review - For each subsequent acre or portion thereof over
one half acre per acre [2]118.00$
858 Plan Review - Trash Capture Only each [2]1,690.00$
859 Inspection Fee - Base Fee each [2]900.00$
860 Inspection Fee - For each subsequent acre or portion thereof
over one half acre per acre [2]632.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,875.00$
862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2]2,100.00$
Third Party Review
863 Processing Fee per project [2]365.00$
39May 20, 2025 Item #11 Page 309 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
864 Consultant Cost per project [1] Actual Cost
865
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]234.00$
[Notes]
[1] Set per City policy
[2] Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Minor: residential new/remodel, commercial/industrial tenant improvement
[4] Major: Commercial/Industrial new
[5]
[6]
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an
additional fee of 25% of the current plan check fee.
Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer
approval per CMC 15.16.062.
40May 20, 2025 Item #11 Page 310 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1]
Commercial/Industrial Uses - Structural (All newly constructed or
added space for non-residential occupancies classified as CBC Group
A, B, E, F, H, I, M, or other commercial occupancies not specifically
addressed elsewhere in this Fee Schedule)
866 0 - 500 sq. ft.flat [2]1,265.00$
867 additional sq. ft. up to 4,999 each [2]0.40$
868 5,000 sq. ft.flat [2]3,048.00$
869 additional sq. ft. up to 9,999 each [2]0.53$
870 10,000 sq. ft.flat [2]5,709.00$
871 additional sq. ft. up to 49,999 each [2]0.05$
872 50,000 sq. ft.flat [2]7,817.00$
873 additional sq. ft. up to 99,999 each [2]0.12$
874 100,000 sq. ft.flat [2]13,882.00$
875 additional sq. ft.each [2]0.14$
Commercial Residential and Multifamily Residential Uses - (All
newly constructed or added space for residential occupancies
classified as CBC Group R (except R-3), or other residential
occupancies not specifically addressed elsewhere in this Fee
Schedule)
876 0 - 500 sq. ft.flat [2]1,199.00$
877 additional sq. ft. up to 4,999 each [2]0.67$
878 5,000 sq. ft.flat [2]4,184.00$
879 additional sq. ft. up to 9,999 each [2]0.66$
880 10,000 sq. ft.flat [2]7,461.00$
881 additional sq. ft. up to 49,999 each [2]0.06$
882 50,000 sq. ft.flat [2]9,893.00$
883 additional sq. ft. up to 99,999 each [2]0.17$
884 100,000 sq. ft.flat [2]18,294.00$
885 additional sq. ft.each [2]0.18$
Low and Moderate Hazard Storage - (All newly constructed or
added space for storage occupancies classified as CBC Group S, or
other storage occupancies not specifically addressed elsewhere in
this Fee Schedule)
886 0 - 500 sq. ft.flat [2]1,137.00$
887 additional sq. ft. up to 4,999 each [2]0.40$
888 5,000 sq. ft.flat [2]2,932.00$
889 additional sq. ft. up to 9,999 each [2]0.26$
890 10,000 sq. ft.flat [2]4,251.00$
891 additional sq. ft. up to 49,999 each [2]0.03$
892 50,000 sq. ft.flat [2]5,477.00$
893 additional sq. ft. up to 99,999 each [2]0.01$
894 100,000 sq. ft.flat [2]5,986.00$
895 additional sq. ft.each [2]0.06$
41May 20, 2025 Item #11 Page 311 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Attached Accessory and Utility Uses - (All newly constructed, added
or structurally remodeled space for utility and accessory
occupancies classified as CBC Group U, or other utility and accessory
occupancies not specifically addressed elsewhere in this Fee
Schedule
896 0 - 200 sq. ft.flat [2]599.00$
897 additional sq. ft. up to 399 each [2]2.00$
898 400 sq. ft.flat [2]928.00$
899 additional sq. ft. up to 599 each [2]0.75$
900 600 sq. ft.flat [2]1,078.00$
901 additional sq. ft. up to 999 each [2]0.37$
902 1,000 sq. ft.flat [2]1,227.00$
903 additional sq. ft. up to 2,999 each [2]0.18$
904 3,000 sq. ft.flat [2]1,587.00$
905 additional sq. ft.each [2]0.53$
Detached Accessory and Utility Uses - (All newly constructed,
added, or structurally remodeled space for utility and accessory
occupancies/uses not specifically addressed elsewhere in this Fee
Schedule)
906 0 - 200 sq. ft.flat [2]599.00$
907 additional sq. ft. up to 399 each [2]2.00$
908 400 sq. ft.flat [2]928.00$
909 additional sq. ft. up to 599 each [2]0.75$
910 600 sq. ft.flat [2]1,078.00$
911 additional sq. ft. up to 999 each [2]0.37$
912 1,000 sq. ft.flat [2]1,227.00$
913 additional sq. ft. up to 2,999 each [2]0.18$
914 3,000 sq. ft.flat [2]1,587.00$
915 additional sq. ft.each [2]0.53$
Shell Buildings for all Commercial/Industrial Uses - (The enclosure
for all newly constructed or added space for non-residential
occupancies classified as CBC Group A, B, E, F, H, I, M, or other
commercial occupancies not specifically addressed elsewhere in this
Fee Schedule where the interior is not completed or occupiable)
916 0 - 500 sq. ft.flat [2]988.00$
917 additional sq. ft. up to 4,999 each [2]0.26$
918 5,000 sq. ft.flat [2]2,156.00$
919 additional sq. ft. up to 9,999 each [2]0.31$
920 10,000 sq. ft.flat [2]3,712.00$
921 additional sq. ft. up to 49,999 each [2]0.02$
922 50,000 sq. ft.flat [2]4,908.00$
923 additional sq. ft. up to 99,999 each [2]0.01$
924 100,000 sq. ft.flat [2]5,508.00$
925 additional sq. ft.each [2]0.05$
42May 20, 2025 Item #11 Page 312 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial/Industrial Tenant Improvement - Structural -
(Structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
926 0 - 500 sq. ft.flat [2]868.00$
927 additional sq. ft. up to 4,999 each [2]0.24$
928 5,000 sq. ft.flat [2]1,976.00$
929 additional sq. ft. up to 9,999 each [2]0.11$
930 10,000 sq. ft.flat [2]2,514.00$
931 additional sq. ft. up to 49,999 each [2]0.06$
932 50,000 sq. ft.flat [2]5,089.00$
933 additional sq. ft. up to 99,999 each [2]0.05$
934 100,000 sq. ft.flat [2]7,752.00$
935 additional sq. ft.each [2]0.07$
Commercial/Industrial Tenant Improvement - Non-structural - (Non-
structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial
occupancies not specifically addressed elsewhere in this Fee
Schedule where the structure is not altered)
936 0 - 500 sq. ft.flat [2]784.00$
937 additional sq. ft. up to 4,999 each [2]0.23$
938 5,000 sq. ft.flat [2]1,855.00$
939 additional sq. ft. up to 9,999 each [2]0.08$
940 10,000 sq. ft.flat [2]2,274.00$
941 additional sq. ft. up to 49,999 each [2]0.05$
942 50,000 sq. ft.flat [2]4,519.00$
943 additional sq. ft. up to 99,999 each [2]0.04$
944 100,000 sq. ft.flat [2]6,794.00$
945 additional sq. ft.each [2]0.06$
Commercial Residential and Multifamily Residential Remodels -
Structural - (Structurally remodeled space for residential
occupancies classified as CBC Group R (except R-3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
946 0 - 500 sq. ft.flat [2]928.00$
947 additional sq. ft. up to 4,999 each [2]0.51$
948 5,000 sq. ft.flat [2]3,503.00$
949 additional sq. ft. up to 9,999 each [2]0.41$
950 10,000 sq. ft.flat [2]5,546.00$
951 additional sq. ft. up to 49,999 each [2]0.08$
952 50,000 sq. ft.flat [2]8,757.00$
953 additional sq. ft. up to 99,999 each [2]0.11$
954 100,000 sq. ft.flat [2]14,077.00$
955 additional sq. ft.each [2]0.14$
43May 20, 2025 Item #11 Page 313 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Residential and Multifamily Residential Remodels -
Non Structural - (Non-Structurally remodeled space for residential
occupancies classified as CBC Group R (except R-3), or other
residential occupancies not specifically addressed elsewhere in this
Fee Schedule)
956 0 - 500 sq. ft.flat [2]1,006.00$
957 additional sq. ft. up to 4,999 each [2]0.33$
958 5,000 sq. ft.flat [2]2,466.00$
959 additional sq. ft. up to 9,999 each [2]0.50$
960 10,000 sq. ft.flat [2]4,931.00$
961 additional sq. ft. up to 49,999 each [2]0.07$
962 50,000 sq. ft.flat [2]7,850.00$
963 additional sq. ft. up to 99,999 each [2]0.11$
964 100,000 sq. ft.flat [2]13,040.00$
965 additional sq. ft.each [2]0.13$
Single Family Dwellings and Duplexes - (All newly constructed or
added space for residential occupancies classified as CBC Group R-3,
including custom builds and model homes for tract master plans, or
other similar residential occupancies not specifically addressed
elsewhere in this Fee Schedule)
966 0 - 1,000 sq. ft.flat [2]1,407.00$
967 additional sq. ft. up to 2,499 each [2]0.50$
968 2,500 sq. ft.flat [2]2,156.00$
969 additional sq. ft. up to 3,999 each [2]0.32$
970 4,000 sq. ft.flat [2]2,634.00$
971 additional sq. ft. up to 5,999 each [2]0.30$
972 6,000 sq. ft.flat [2]3,233.00$
973 additional sq. ft. up to 7,999 each [2]0.33$
974 8,000 sq. ft.flat [2]3,890.00$
975 additional sq. ft.each [2]0.49$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes
976 0 - 1,000 sq. ft.flat [2]1,175.00$
977 additional sq. ft. up to 2,499 each [2]0.30$
978 2,500 sq. ft.flat [2]1,617.00$
979 additional sq. ft. up to 3,999 each [2]0.16$
980 4,000 sq. ft.flat [2]1,855.00$
981 additional sq. ft. up to 5,999 each [2]0.24$
982 6,000 sq. ft.flat [2]2,335.00$
983 additional sq. ft. up to 7,999 each [2]0.21$
984 8,000 sq. ft.flat [2]2,754.00$
985 additional sq. ft.each [2]0.35$
44May 20, 2025 Item #11 Page 314 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Duplicate Floor Plan Review - Attached or Detached Accessory and
Utility Uses
986 0 - 200 sq. ft.flat [2]569.00$
987 additional sq. ft. up to 399 each [2]0.90$
988 400 sq. ft.flat [2]749.00$
989 additional sq. ft. up to 599 each [2]0.30$
990 600 sq. ft.flat [2]807.00$
991 additional sq. ft. up to 999 each [2]0.53$
992 1,000 sq. ft.flat [2]1,018.00$
993 additional sq. ft. up to 2,999 each [2]0.17$
994 3,000 sq. ft.flat [2]1,347.00$
995 additional sq. ft.each [2]0.44$
Site Improvements - This includes substantial development of
private parking lots which are processed separate of the structure
and include any combination of the following: Underground utilities,
parking lot lighting, accessible path of travel analysis, grading,
drainage and compliance with the City's parking and driveway
standards.
996 0 - 500 sq. ft.flat [2]478.00$
997 additional sq. ft. up to 4,999 each [2]0.15$
998 5,000 sq. ft.flat [2]1,166.00$
999 additional sq. ft. up to 9,999 each [2]0.07$
1000 10,000 sq. ft.flat [2]1,556.00$
1001 additional sq. ft. up to 49,999 each [2]0.01$
1002 50,000 sq. ft.flat [2]1,796.00$
1003 additional sq. ft. up to 99,999 each [2]0.01$
1004 100,000 sq. ft.flat [2]2,274.00$
1005 additional sq. ft.each [2]0.02$
[Notes]
[1]
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
45May 20, 2025 Item #11 Page 315 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
Minor/Miscellaneous Residential & Commercial Improvements [3]
1006 Above Ground Storage Tank per permit [2] $ 275.00
Cell Site
1007 Radio over 30 ft. high each [2] $ 765.00
1008 Dish, 10 ft. dia. w/decoder each [2] $ 506.00
1009 Equipment Enclosure each [2] $ 1,156.00
1010 Awning or Canopy per permit [2] $ 289.00
1011 Bollards up to 4pcs per permit [2] $ 362.00
1012 Certificate of Occupancy per permit [2] $ 21.00
Decks / Balcony
1013 Repair each [2] $ 119.00
1014 New/Replace each [2] $ 325.00
Demolition of Building
1015 Commercial each [2] $ 370.00
1016 Residential each [2] $ 650.00
1017 Fence or Freestanding Wall up to 100'each [2] $ 650.00
1018 Fire Damage Repair - Residential - Minor per permit [2] $ 257.00
1019 Fireplace Repair/Replace per permit [2] $ 488.00
Foundation Repair
1020 Commercial each [2] $ 542.00
1021 Residential each [2] $ 542.00
1022 Greenhouse per permit [2] $ 542.00
Manufactured House / Building
1023 Commercial per permit [2] $ 345.00
1024 Residential per permit [2] $ 204.00
1025
Mobile Home (Within a park, per current edition of Title 25,
published by California Division of Housing and Community
Development.)
per permit [2],[7] $ 462.00
1026 Partition/ Wall - Interior/Non-Structural <100'per permit [2] $ 190.00
Patio
1027 Frame with Cover each [2] $ 119.00
1028 Frame with Cover & Walls each [2] $ 650.00
1029 Screen or Plastic Walls each [2] $ 488.00
1030 Plastering Outside per permit [2] $ 135.00
Remodel - Residential
1031 Kitchen/Bath each [2] $ 414.00
1032 Other - up to 500 sq. ft.each [2] $ 569.00
1033 Other - above 500 sq. ft.per 100 sq. ft. [2] $ 0.40
Repairs - Miscellaneous
1034 Commercial each [2] $ 433.00
1035 Residential each [2] $ 102.00
46May 20, 2025 Item #11 Page 316 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Retaining Wall
1036 Non-Engineered - City Standard per permit [2]$ 158.00
Reroofing
1037 Commercial per permit [2]$ 314.00
1038 Residential per permit [2]$ 87.00
Roof Structure Repair / Reinforcement
1039 Commercial each [2]$ 299.00
1040 Residential each [2]$ 299.00
1041 Saunas (Steam)per permit [2]$ 325.00
Sign
1042 Wall - Illuminated per permit [2]$ 164.00
1043 Wall - Non-Illuminated per permit [2]$ 164.00
1044 Pole per permit [2]$ 362.00
1045 Monument per permit [2]$ 164.00
Skylight
1046 Commercial each [2]$ 362.00
1047 Residential each [2]$ 362.00
1048 Solar - SolarApp+ Residential per permit [1]$ 183.00
1049 Solar - Residential (Up to 15 kW)per permit [2],[4] $ 307.00
1050 Per kW above 15kW per kW [2],[4] $ 15.00
1051 Add Residential Battery Back-up per permit [2],[4] $ 210.00
1052 Add Residential Panel Upgrade per permit [2],[4] $ 245.00
1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 315.00
1054 Solar - Commercial (Up to 50 kW)per permit [2],[4] $ 629.00
1055 Per kW between 50kW - 250kW per kW [2],[4] $ 7.00
1056 Per kW above 250kW per kW [2],[4] $ 5.00
1057 Spray Booth Install / Clean Room per permit [2]$ 293.00
Stairs
1058 New/Replace First Story each [2]$ 447.00
1059 Additional Story each [2]$ 366.00
1060 Repair each [2]$ 447.00
Siding
1061 Stucco each [2]$ 149.00
1062 Stone/Brick Veneer each [2]$ 204.00
Storage Racks
1063 <8 ft, first 100 lf per permit [2]$ 469.00
1064 each add'l. 100 lf each [2]$ 87.00
1065 >8 ft, first 100 lf per permit [2]$ 506.00
47May 20, 2025 Item #11 Page 317 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1066 >8 ft, ea. Add'l 100 lf each [2] $ 231.00
Swimming Pool
1067 Commercial per permit [2] $ 320.00
1068 Residential per permit [2] $ 270.00
1069 Temporary Seating or Bleachers Install per permit [2] $ 204.00
1070 Trash Enclosure Install per permit [2] $ 283.00
Windows / Door
1071 Commercial each [2] $ 325.00
1072 Residential each [2] $ 122.00
Other Inspections (Per Hour)
1073 Inspections outside of normal business hours (minimum charge: two
hours)per hour [2] $ 156.00
1074 Re-inspection fees per hour [2] $ 156.00
1075 Inspections for which no fee is specifically indicated (minimum
charge: one half-hour)per hour [2] $ 156.00
1076 Special third party, multiple or recurring inspections (city processing
fee per permit plus actual cost)flat [2] $ 541.00
1077 Additional plan review required by changes, additions or revisions to
approved plans (minimum charge: one half-hour)per hour [2] $ 146.00
Other Building Fees
1078 Appeal of Building Official Decision per permit [1] $ 1,527.00
1079 Building Permit Revision, Fee + Third Party Hourly Charge per hour [2] Actual Cost
1080 Building Plan Check Fee (8% discount on repetitive plan checks) each [2],[5] Actual Cost
1081 Green Building Standards Plan Check and Inspection each [2] Actual Cost
1082 Green Building State Standards Fee (SB1473)each [1]
$1.00 per every
$25,000 in building
valuation or fraction
thereof (minimum
fee $1.00)
1083 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Residential each [1]
Pass through from
State: $13.00 per
$100,000 valuation
(minimum $0.50
fee)
48May 20, 2025 Item #11 Page 318 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1084 Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard
Mapping Fee - Commercial each [1]
Pass through from
State: $28.00 per
$100,000 valuation
(minimum $0.50
fee)
1085 Penalty for Commencing Work Before Permit Issuance each [6]
Double the permit
fee
1086
Fees for services not listed will be determined on a case-by-case
basis. It will be based on the fully burdened hourly rate and the time
of service provided.
per hour [2]$ 144.00
[Notes]
[1] Set per City policy
[2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3]
[4] Limited to maximum amounts set by AB 1414.
[5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal
[6] CMC 18.20.010 and CMC 18.04.010
[7]Limited to maximum amounts consistent with Sections 1017, 1020.1 and 1020.7 of
Title 25 of the California Code of Regulations.
Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council.
CBC 109.3 Building permit valuations.
49May 20, 2025 Item #11 Page 319 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
1087 Simple Single or Combination Permits
(see list of simple items)per permit [1]$ 233.00
1088 Water Heater Only per permit [1]$ 136.00
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1]$ 583.00
1090 FAU greater than 100,000 Btu/h per permit [1]$ 749.00
1091 Floor furnace (including vent)per permit [1]$ 416.00
1092 Suspended, wall, or floor-mounted heaters per permit [1]$ 333.00
1093 Appliance vents not included in an appliance permit per permit [1]$ 666.00
1094 Boiler up to 100,000 Btu/h per permit [1]$ 791.00
1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]$ 333.00
1096 Compressor up to 3 HP per permit [1]$ 375.00
1097 Compressor up to 3 HP to 15 HP per permit [1]$ 391.00
1098 Other Complex Mechanical per permit [1]$ 500.00
Complex Electrical Permits
1099 Commercial Appliance per permit [1]$ 333.00
1100 Power Apparatus per permit [1]$ 333.00
1101 Motor not over 1 HP each [1]$ 333.00
1102 Motor over 1 HP and not over 10 HP each [1]$ 333.00
1103 Motor over 10 HP and not over 50 HP each [1]$ 333.00
1104 Motor over 50 HP and not over 100 HP each [1]$ 375.00
1105 Motor over 100 HP each [1]$ 416.00
1106 Generator not over 1 KW each [1]$ 333.00
1107 Generator over 1 KW and not over 10 KW each [1]$ 375.00
1108 Generator over 10 KW and not over 50 KW each [1]$ 500.00
1109 Generator over 50 KW and not over 100 KW each [1]$ 500.00
1110 Generator over 100 KW each [1]$ 583.00
1111 Transformer not over 1 KVA each [1]$ 416.00
1112 Transformer over 1 KVA and not over 10 KVA each [1]$ 416.00
1113 Transformer over 10 KVA and not over 50 KVA each [1]$ 458.00
1114 Transformer over 50 KVA and not over 100 KVA each [1]$ 500.00
1115 Transformer over 100 KVA each [1]$ 500.00
1116 Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [1]$ 500.00
1117 Services over 600 volts or over 1000 amperes in rating each [1]$ 666.00
1118 Other Complex Electrical each [1]$ 500.00
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1]$ 708.00
1120 Onsite Sewer 6" & Over per permit [1]$ 458.00
1121 Onsite Water 6" & Over per permit [1]$ 458.00
1122 Onsite Storm Drain 6" & Over per permit [1]$ 458.00
Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit
50May 20, 2025 Item #11 Page 320 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1123 Utilities (private - main) city processing fee per permit [1] $ 924.00
1124 Utilities (private - main) plans examiner fee per permit [1] Actual Cost
1125 Other Complex Plumbing per permit [1] $ 500.00
[Notes]
[1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
51May 20, 2025 Item #11 Page 321 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name
Simple Mechanical Items:
Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating,
cooling, absorption, or evaporative cooling system.
HVAC change out - existing dwelling
Air-handling unit under 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:
Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating
Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 200 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Portable generators less than 10,000 W
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:
Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Residential remodel/repairs
Other simple plumbing
Simple Single or Combination Permits List
52May 20, 2025 Item #11 Page 322 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Section 3
Development Impact Fees
May 20, 2025 Item #11 Page 323 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
54May 20, 2025 Item #11 Page 324 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
55May 20, 2025 Item #11 Page 325 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
56May 20, 2025 Item #11 Page 326 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
57May 20, 2025 Item #11 Page 327 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,902.00
1127 PLDA B, Low Runoff per acre $ 3,328.00
1128 PLDA C, Low Runoff per acre $ 3,229.00
1129 PLDA D, Low Runoff per acre $ 3,062.00
1130 PLDA A, Medium Runoff per acre $ 17,702.00
1131 PLDA B, Medium Runoff per acre $ 6,414.00
1132 PLDA C, Medium Runoff per acre $ 4,568.00
1133 PLDA D, Medium Runoff per acre $ 5,009.00
1134 PLDA A, High Runoff per acre $ 38,574.00
1135 PLDA B, High Runoff per acre $ 14,417.00
1136 PLDA C, High Runoff per acre $ 13,997.00
1137 PLDA D, High Runoff per acre $ 13,272.00
Low Runoff Potential Medium Runoff Potential High Runoff Potential
CF ♦
GC ♦
L ♦
O ♦
OS ♦
P ♦
PI ♦
PI/O ♦
R ♦
R1.5 ♦
R4 ♦
R8 ♦
R15 ♦
R15/L ♦
R15/O ♦
R15/VC ♦
R23 ♦
R30 ♦
OK-TC ♦
VC ♦
VC/OS ♦
V ♦
PLDA FEE CATEGORYGeneral Plan Land
Use Designation
58May 20, 2025 Item #11 Page 328 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
59May 20, 2025 Item #11 Page 329 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
60May 20, 2025 Item #11 Page 330 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants)per unit [1]$ 80,291.00
1139 Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1]$ 118,828.00
Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee per unit [1]$ 2,925.00
1141 Affordable Housing In-Lieu Fee (per single-family market rate unit
on single-family lot)per unit [2]$ 10,231.00
1142 Affordable Housing In-Lieu Fee (residential development projects
proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]$ 18.00
Agricultural Mitigation Fees
Agricultural Mitigation Fee per net
converted acre [1]10,000.00$
Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub per acre [1]$ 40,129.00
1144 Type E - Non-Native Grassland per acre [1]$ 20,066.00
1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]$ 4,013.00
Public Facilities and Community Facilities District Fees
1146 Public Facilities Fee - inside CFD per project [1]
1.82% of building
permit valuation
1147 Public Facilities Fee - outside CFD per project [1]
3.5% of building
permit valuation
1148 Community Facilities District #1 Fees [1] Please see current
information packet
Traffic Impact Fees
1149 Apartment (Inside of CFD 1)per ADT [1]$ 535.00
1150 Apartment (Outside of CFD 1)per ADT [1]$ 629.00
1151 Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]$ 212.00
1152 Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]$ 251.00
1153 Condominium (Inside of CFD 1)per ADT [1]$ 535.00
1154 Condominium (Outside of CFD 1)per ADT [1]$ 629.00
1155 Single Family (Inside of CFD 1)per ADT [1]$ 535.00
1156 Single Family (Outside of CFD 1)per ADT [1]$ 629.00
[Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022.
61May 20, 2025 Item #11 Page 331 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
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Exhibit 9
May 20, 2025 Item #11 Page 332 of 332
Docusign Envelope ID: 5140685E-4CFD-46C4-A48F-ACEA0E7423B5
Morgen Fry
From:
Sent:
To:
Subject:
Follow Up Flag:
Flag Status:
Brown, Renny (SANPA) <renny.brown@hyatt.com>
Sunday, May 18, 2025 3:09 PM
City Clerk
Agenda Item #11
Follow up
Flagged
All Receive -Agenda Item # lL
For the Information of the:
CIT.Y COUNCIL
Date~CA v CC ✓
Gt 1 : 60 SQQ I c:z5CD4(3 )) ./
Greetings City council. I am reaching out on behalf of our resort and golf course, both of which border some of the trails
in and around Carlsbad, namely the Batiquitos Lagoon trail system. Our resort and golf course would certainly be in
favor of adding support in the form of staff and rangers to provide greater and more thorough oversight of all the
beautiful trails throughout our great City. Too many times we see damage done bye-bikers to the trails and vandalism
in the form of poisoning of trees and other plant life.
We very much appreciate your consideration for additional resources and support and I thank you for your time.
Best regards,
RENNY BROWN
Director of Golf
Park Hyatt Aviara Resort, Golf Club & Spa
7447 Batiquitos Drive Carlsbad, CA 92011 USA
D: +1 760 603 6914
E: renny.brown@hyatt.com
parkhyattaviara.com
CONNECT WITH US lnstagram I Facebook I TripAdviso r
2025 U S. News & World Report -Gold Badge Rec ipient
2025 U S. News & World Report -#2 Resort in California, #5 Hotel in Ca lifornia, #17 Best USA Resort
2024 AAA Five Diamond Awa rd
2024 Forbes Travel Gu ide Four-Star Award
CAUTION: Do not open attachments or click on links unless ou recognize the sender and know the content i
safe.
1
Morgen Fry
From:
Sent:
To:
Subject:
Follow Up Flag:
Flag Status:
Diane Nygaard <dnygaard3@gmail.com>
Friday, May 16, 2025 6:52 PM
Wanda; Jerry Rea; Tim Campbell; Don Stapp; Jess Paez; Paige DeCino; Ed and Tricia
Cerda; Gary Nessim; John Rodenhausen; City Clerk
Help Get More Funding for Trails
Follow up
Flagged
Hi Current and Former Trail Captains for Whom I have an Email Address
The upcoming budget hearing is our chance to advocate for more funding for trails.
We have a number of immediate concerns that have been chronic issues for many years::
-On-going trail erosion, creation of illegal trails and damage that takes forever to get addressed
-poor/unsafe maintenance of many of the trails that are managed by HOAs-but show as city trails on the website
-numerous trails that the Trails Master Plan(TMP) from 2017 said would be built by 2020-and still are just a piped ream
-finalizing the agreement with SDG &E and NRG for trails on the S Shore of Agua Hedionda-but no actual GIP project to make
that happen
We are asking for three things to be included in the budget in order to address these issues:
1. Increase the number of Rangers from 2 to the 4 that were identified as needed to protect natural lands 20 years ago when
the HMP was adopted.
It took years to get the first two Rangers. Then their patrol area was expanded to include parks and beaches. There are half as
many Rangers as are needed and double the area to cover. It is no wonder that conditions are not improving!
2. Bring all trails, including those managed by HOAs, up to the standards identified in the Trails Master Plan in 2017.
A plan is just a thick pile of paper if it is not actually implemented. We found existing trails that are not shown on city maps,,
that are covered with illegal bike jumps. or have damage from e-bikes that were not a concern when the TMP was adopted.
3. Establish a Capital Improvement Project (GIP) to begin to plan the trails on the S. Shore of Agua Hedionda Lagoon that have
been promised for 40 years!
It took years to finalize the agreement with SDG & E and NRG over relocation of the Operations Center by the old
power plant. Let's not take more years to actually get those trails in place. Start the planning now so that construction can
begin as soon as the agreement allows.
You all have first hand experience with Carlsbad trails. Please tell your personal story and ask the council to allocate funds to
address these issues.
Here's how you can help make this happen:
Your Voice Matters -Attend These Key Meetings:
1
• City Council Meeting-Tuesday, May 20th, 5:00 PM: The preliminary budget, including potential funding for the Agua
Hedionda Lagoon trails, will be discussed. Let's make our support known!
o Location: Carlsbad Council Chamber, 1200 Carlsbad Village Dr., Carlsbad, CA 92008
• Community Budget Workshop -Thursday, May 22nd, 5:30 PM -7:30 PM: A chance for a detailed budget review and
to respond to discussions from the May 20th meeting.
o Location: City of Carlsbad Faraday Center, 1635 Faraday Ave., Carlsbad, CA 92008
• City Council Meeting-Tuesday, June 17th, 5:00 PM: The crucial vote on the adoption of the final budget will take
place.
o Location: Carlsbad Council Chamber, 1200 Carlsbad Village Dr., Carlsbad, CA 92008
Can't attend-send an email to city Clerk Clerk clerk@carlsbadca.gov. Reference Item# 11 2025/26 Preliminary Budget.
• Reconnect and Mobilize: Reach out to fellow trail and open space enthusiasts and encourage them to attend these
vital meetings.
Hope to see you there!
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i
safe.
2
Morgen Fry
From:
Sent:
To:
john.rodenhausen@gmail.com
Tuesday, May 20, 2025 1 :56 PM
City Clerk
All Receive -Agenda Item # 1L_
For the Information of the:
_JE'P ~OUNCJL
Date~ CA ✓ cc ✓
CM J ACM ✓ DCM (3)7
Subject: RE: Help Get More Funding for TrailsDon Stapp <donstapp@roadrunner.com>Wanda
<stileswanda@yahoo.com >
Yes, sorry for the delay in my response.
Regards,
John E. Rodenhausen
Co-Captain Hosp Way Trails
3006 Wintergreen Drive, Carlsbad, CA 92008
John.rodenhausen@gmail.com
760-390-7232 Global Cell
From: City Clerk <Clerk@carlsbadca.gov>
Sent: Tuesday, May 20, 2025 1:34 PM
To: john.rodenhausen@gmail.com
Subject: RE: Help Get More Funding for TrailsDon Stapp <donstapp@roadrunner.com>Wanda
<stileswanda@yahoo.com>
Hi John,
Did you intend for this email to be included as a part of the record for correspondence to the City Council regarding Item
#11 Fiscal Year 2025-26 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program, and Fiscal Year 2025-26 Master Fee Schedule
for tonight's Council Meeting?
Thank you,
Morgen
Thank you,
{city of
Carlsbad
Morgen Fry
Assistant City Clerk
City Manager's Office
1200 Carlsbad Village Drive
Carlsbad, CA 92008
P: 442-339-2808 I morgen.fry@carlsbadca.gm[ I www.carlsbadca.gQY
1
Connect \vit/J uf;
Facebook I Twitter I You Tube I Flickr I Pinterest I Enews I Consider the environment before printing this e-mail
Confidentiality Notice: Please note that email correspondence with the City of Carlsbad, along with any attachments, may be
subject to the California Public Records Act, and therefore may be subject to disclosure unless otherwise exempt.
From: john.rodenhausen@gmail.com <john.rodenhausen@gmail.com>
Sent: Saturday, May 17, 2025 7:47 AM
To: 'Diane Nygaard' <dnygaard3@gmail.com>
Cc: 'Jerry Rea' <gideonrea@yahoo.com>; 'Tim Campbell' <tcspriggs7@gmail.com>; 'Jess Paez' <jess.paez@ngc.com>;
'Gary Nessim' <garynessim@att.net>; 'Paige DeCino' <pdecino@hotmail.com>; City Clerk <clerk@carlsbadca.gov>; 'Ed
and Tricia Cerda' <edxfire@hotmail.com>
Subject: RE: Help Get More Funding for TrailsDon Stapp <donstapp@roadrunner.com>Wanda
<stileswanda@yahoo.com>
Great set of details and items for improvements that will make our City better, which would be excellent money
invested for a great cause.
I will be there on the 20th to add support.
Regards,
John E. Rodenhausen
Co-Captain Hosp Way Trails
3006 Wintergreen Drive, Carlsbad, CA 92008
John.rodenhausen@gmail.com
760-390-7232 Global Cell
From: Diane Nygaard <dnygaard3@gmail.com>
Sent: Friday, May 16, 2025 6:52 PM
To: Wanda <stileswanda@yahoo.com>; Jerry Rea <gideonrea@yahoo.com>; Tim Campbell <tcspriggs7@gmail.com>;
Don Stapp <donstapp@roadrunner.com>; Jess Paez <jess.paez@ngc.com>; Paige DeCino <pdecino@hotmail.com>; Ed
and Tricia Cerda <edxfire@hotmail.com>; Gary Nessim <garynessim@att.net>; John Rodenhausen
<john.rodenhausen@gmail.com>; City Clerk Carlsbad <clerk@carlsbadca.gov>
Subject: Help Get More Funding for Trails
Hi Current and Former Trail Captains for Whom I have an Email Address
The upcoming budget hearing is our chance to advocate for more funding for trails.
We have a number of immediate concerns that have been chronic issues for many years: :
2
-On-going trail erosion, creation of illegal trails and damage that takes forever to get addressed
-poor/unsafe maintenance of many of the trails that are managed by HOAs-but show as city trails on the website
-numerous trails that the Trails Master Plan(TMP) from 2017 said would be built by 2020-and still are just a piped ream
-finalizing the agreement with SDG &E and NRG for trails on the S Shore of Agua Hedionda-but no actual CIP project to make
that happen
We are asking for three things to be included in the budget in order to address these issues:
1. Increase the number of Rangers from 2 to the 4 that were identified as needed to protect natural lands 20 years ago when
the HMP was adopted.
It took years to get the first two Rangers. Then their patrol area was expanded to include parks and beaches. There are half as
many Rangers as are needed and double the area to cover. It is no wonder that conditions are not improving!
2. Bring all trails, including those managed by HOAs, up to the standards identified in the Trails Master Plan in 2017.
A plan is just a thick pile of paper if it is not actually implemented. We found existing trails that are not shown on city maps,,
that are covered with illegal bike jumps. or have damage from e-bikes that were not a concern when the TMP was adopted.
3. Establish a Capital Improvement Project (CIP) to begin to plan the trails on the S. Shore of Agua Hedionda Lagoon that have
been promised for 40 years!
It took years to finalize the agreement with SDG & E and NRG over relocation of the Operations Center by the old
power plant. Let's not take more years to actually get those trails in place. Start the planning now so that construction can
begin as soon as the agreement allows.
You all have first hand experience with Carlsbad trails. Please tell your personal story and ask the council to allocate funds to
address these issues.
Here's how you can help make this happen:
Your Voice Matters -Attend These Key Meetings:
• City Council Meeting-Tuesday, May 20th, 5:00 PM: The preliminary budget, including potential funding for the Agua
Hedionda Lagoon trails, will be discussed. Let's make our support known!
o Location: Carlsbad Council Chamber, 1200 Carlsbad Village Dr., Carlsbad, CA 92008
• Community Budget Workshop -Thursday, May 22nd, 5:30 PM -7:30 PM: A chance for a detailed budget review and
to respond to discussions from the May 20th meeting.
o Location: City of Carlsbad Faraday Center, 1635 Faraday Ave., Carlsbad, CA 92008
• City Council Meeting-Tuesday, June 17th, 5:00 PM: The crucial vote on the adoption of the final budget will take
place.
o Location: Carlsbad Council Chamber, 1200 Carlsbad Village Dr., Carlsbad, CA 92008
Can't attend-send an email to city Clerk Clerk clerk@carlsbadca.ggy. Reference Item# 11 2025/26 Preliminary Budget.
• Reconnect and Mobilize: Reach out to fellow trail and open space enthusiasts and encourage them to attend these
vital meetings.
Hope to see you there!
3
Ana Alarcon
From:
Sent:
To:
Subject:
Mary Real <anewday4me2020@gmail.com>
Tuesday, May 20, 2025 10:33 AM
City Clerk; Council Internet Email; geoff.padnoe@carlsbadca.gov; Sheila Cobian; Kyle
Lancaster; Mary Real
Item 11, 5-20-25 C-bad City Council meeting
Hello concerned residents of North county: once again seniors are being short changed when it comes to
the money being spent at the Carlsbad Senior Center. Please contact your friends and family and
associates to ask the City Council members to spend more money before it goes to the general fund on
games (which seemed to disappear as they are not labeled as property of the Carlsbad Senior Center
and are not locked up). Carlsbad Senior Center is collecting 50% of the fees and what are the seniors
getting for this money? Respectfully Mary Lucid
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i
safe.
1
Morgen Fry
From:
Sent:
To:
Subject:
May 19, 2025
Momophd Momofphd <momofphd@gmail.com>
Tuesday, May 20, 2025 11 :08 AM
City Clerk; Keith Blackburn
HUB-include in public records
To be included in public records
Council,
After three decades of anticipation, the development of the HUB Park trail system along the south
shore of the beautiful Agua Hedionda Lagoon is within reach! With the recent resolution between SDG&E
and the City of Carlsbad, the path forward is clear,
I absolutely support the building of the Ranger team and anticipate being shovel ready as soon as the
settlement criteria is met, which is expected to take up to three years.
Let's Fl NALLY get the HUB trails built!
Ten years ago, Carlsbad came together in an unprecedented manner and worked tirelessly to stop
the destruction of Agua Hedionda Lagoon by yet another ruthless developer, Rick Caruso. The will of
the people persevered and we were victorious.
It's too bad that we haven't been able to save more of our city, but there seems to be no way to
accomplish this without a strong and caring city council. .. mare's the pity. We should be working in
harmony for the good of Carlsbad and our community.
It's about time!
Rosanne Bentley
Carlsbad resident since 1985
CAUTION: Do not open attachments or click on links unless ou recognize the sender and know the content i
1
Ana Alarcon
From:
Sent:
To:
Subject:
Mary Real <anewday4me2020@gmail.com>
Tuesday, May 20, 2025 11 :34 AM
City Clerk; Council Internet Email; geoff.padnoe@carlsbadca.gov; Sheila Cobian; Kyle
Lancaster; Mary Real
Item 11, 5-20-25 City Council meeting
To all concerned residents of North county: please ask your friends neighbors relatives and associates to
contact the city of Carlsbad Council members and the City Manager regarding the lack of standardized
training for staff at the Carlsbad Senior Center. Should poorly trained staff be allowed to make decisions
without proper training or without sitting down and discussing it with the person and a staffers and
someone from the mediation team or a volunteer? Where are the standards? Should have seen your
citizen be banned from the senior center for almost a year because the staff is nervous? Mean spirited?
Poorly trained? What city council members need an upgrade in their education about seniors or are they
so naive as to believe every word that comes out of the mouth of staff? Respectfully Mary Lucid
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content i
1
2
TODAY’S PRESENTATION
•Budget priorities
•Citywide revenues and expenditures
•Budgets by service area
•Fee update
•Digital and capital infrastructure
PRELIMINARY FY25-26 BUDGET
3
RECOMMENDED ACTIONS
1.Accept the report
2.Set public hearing for June 17, 2025
PRELIMINARY FY25-26 BUDGET
4
KEY DATES
June 17
Public hearing to adopt budget
and master fee schedule
July 1
New fiscal year begins
Preliminary budget
Capital Improvement Program
Strategic Digital Investment Program
Master fee schedule
May 20
Community budget workshopMay 22
PRELIMINARY FY25-26 BUDGET
No
rollovers No annual
increases
New and
updated
policies
WHAT GOT US HERE
Delayed
projected
deficit
Consistent
priorities
PRELIMINARY FY25-26 BUDGET
6
FIVE YEAR STRATEGIC PLAN
Community Character
Quality of Life & Safety
Sustainability & Natural Environment
Economic Vitality
Organizational Excellence & Fiscal Health
7
2025-26 PROPOSED BUDGET
Continued effect of new budget policies and practices over past 5 years
•Maintaining balanced 5-year forecast
•Growing city reserves
•Maintained “AAA” credit rating
•One of the strongest pension positions in the region
PRELIMINARY FY25-26 BUDGET
8
2025-26 PROPOSED BUDGET
Continued effect of new budget policies and practices over past 5 years
•Money set aside for future needs
•Continued focus on core needs and infrastructure maintenance
•Modest General Fund increase remains lower than inflation rate
•Service levels remain high
PRELIMINARY FY25-26 BUDGET
9
INVESTING IN CITY PRIORITIES
PRELIMINARY FY25-26 BUDGET
$90,000 for Sunday Library hours
$113k for expanded support at newly upgraded Schulman Auditorium
$2.6 million front-line aerial ladder truck
$403,000 to reclassify 6 EMTs to paramedic firefighters as part of a
multi-year effort
$397,000 for 3 full-time support positions for Finance, HR & Risk
Management and Fleet Maintenance
$439,822 in Climate Action Plan initiatives, supporting city’s
sustainability goals, approved by the City Council in the CAP Update
10
PROJECTED GENERAL FUND RESERVES
100%
50%
0%
Policy 40%,
$97M
Projected,
$147M61%
55%
June 30, 2025June 30, 2026
GENERAL FUND RESERVES
11
40
%
T
A
R
G
E
T
$10.5 M Asset Replacement Reserve
$18.9 M Section 115 Pension Trust
$9.6 M Economic Uncertainty Reserve
$147 M, 61%
Total Reserve
40% = $97 M
PENSION PERCENT FUNDED*
12*Cities issuing Pension Obligation Bonds (Chula Vista, National City, Poway and El Cajon)
to increase their funded status not included
Carlsbad
Oceanside
Coronado
Vista
Encinitas
Lemon Grove
Del Mar
San Marcos
Solana Beach
Escondido
Santee
La Mesa
13
CALPERS PREPAYMENT OPTION
PRELIMINARY FY25-26 BUDGET
Option 2
Monthly Payments
$18.7 million
Option 1
Prepay in July
$18.1 million
Inflation Low
consumer
confidence
Stormwater
funding gap
CHALLENGES AHEAD
Pension
funding
Infrastructure
maintenance
costs
PRELIMINARY FY25-26 BUDGET
PRELIMINARY FY25-26 BUDGET
CITYWIDE REVENUES
Fund
Estimated Budgeted $ %
2024-25 2025-26 Change Change
General Fund $ 240.7 $ 243.3 $ 2.7 1.1%
Special Revenue 35.1 25.0 (10.1)-28.8%
Enterprise 106.5 124.7 18.1 17.0%
Internal Service 53.9 48.0 (5.9)-10.8%
Total $ 436.2 $ 441.1 $ 4.9 1.1%
PRELIMINARY FY25-26 BUDGET
CITYWIDE EXPENSES
Fund
Budget Budget $ %
2024-25 2025-26 Change Change
General Fund $ 238.5 $ 242.8 $ 4.4 1.8%
Special Revenue 21.3 24.8 3.5 16.4%
Enterprise 118.5 147.0 28.4 24.1%
Internal Service 40.7 44.5 3.8 9.3%
Total $ 419.0 $ 459.1 $ 40.1 9.6%
PRELIMINARY FY25-26 BUDGET
GENERAL FUND REVENUES
Estimated Budgeted $%
2024-25 2025-26 Change Change
Property Tax $ 96.9 $ 100.1 $ 3.2 3.3%
Sales Tax 59.4 57.8 (1.5)-2.6%
Transient Occupancy Tax 34.8 35.8 1.0 3.0%
Franchise Taxes 7.1 7.2 0.1 1.3%
Business License Tax 6.6 6.8 0.2 2.9%
Development Revenues 4.6 4.8 0.2 4.2%
All Other Revenue 31.3 30.8 (0.5)-1.7%
Total $ 240.7 $ 243.3 $ 2.7 1.1%
GENERAL FUND EXPENDITURES
By Expenditure Type
(In Millions)
Budget Budget $%
2024-25 2025-26 Change Change
Personnel, gross $ 136.7 $ 148.1 $ 11.4 8.3%
Vacancy Savings (2.0) (2.0) 0.0 0.0%
Personnel 134.7 146.1 11.4 8.5%
Maintenance & Operations 65.7 70.3 4.6 7.0%
Capital Outlay 0.5 2.7 2.2 417%
Transfers 37.5 23.7 (13.8)-36.9%
Subtotal $ 238.4 $ 242.8 $ 4.4 1.8%
By Expenditure Type
(In Millions)
Budget Budget $%
2024-25 2025-26 Change Change
Salaries and Wages $ 89.8 95.9 6.1 6.7%
Salaries and Wages, gross 91.8 97.9 6.1 6.6%
Vacancy Savings (2.0)(2.0)-0.0%
Retirement Benefits 25.3 29.1 3.8 14.9%
Health Insurance 11.0 12.1 1.1 10.1%
Other Personnel 8.6 9.0 0.4 5.0%
Subtotal $ 134.7 $ 146.1 $ 11.4 8.5%
GENERAL FUND EXPENDITURES
20
21
LOCAL SCHOOL AND STATE PARK SUPPORT
PRELIMINARY FY25-26 BUDGET
Crossing guard services - $520,252
School Resource Officers - $167,322
Tamarack Picnic Facilities & Tamarack/Frazee Coastal Bluffs - $176,000
Tamarack State Beach bathroom pumping - $20,000
Ocean Street Sculpture Park - $38,500
Upper/Lower Seawall Walkways - $170,500
$1.1
million
annually
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
FY24-25 FY25-26 FY26-27 FY27-28 FY28-29
22
GE
N
E
R
A
L
F
U
N
D
F
O
R
E
C
A
S
T
$0.6 M
$17.0 M
$14.1 M
$11.4 M
$6.4 M
FY 24-25 PRELIMINARY FY25-26 BUDGET
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
FY25-26 FY26-27 FY27-28 FY28-29 FY29-30
23
GE
N
E
R
A
L
F
U
N
D
F
O
R
E
C
A
S
T
$0.5 M
$8.6 M
$5.7 M
$2.3 M
$0.5 M
FY 25-26 PRELIMINARY FY25-26 BUDGET
ENTERPRISE FUNDS
•Water, sewer, solid waste, golf course
•Different revenue sources (fees)
•Less volatility
•Ability to use fund balances
24
ENTERPRISE FUND OVERVIEW
$124.7 million $147.0 million
Revenue Expenditures
$55.5 million
fund balance
25
PRELIMINARY FY25-26 BUDGET
26
Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 46,498,066 $ 51,501,476 $ 5,003,410 11%
M&O $ 3,712,438 $ 3,355,965 $ (356,473)-10%
Interdept $ 10,374,176 $ 10,073,769 $ (300,407)-3%
TOTAL $ 60,584,680 $ 64,931,210 $ 4,346,530 7%
Full-Time Personnel 187.00 193.00 6.0 3%
Part-Time Personnel 2.18 2.18 0.0 0%
General Fund $ 60,193,850 $ 64,341,880 $ 4,148,030 7%
Special Revenue Fund $ 390,830 $ 589,330 $ 198,500 51%
TOTAL $ 60,584,680 $ 64,931,210 $ 4,346,530 7%
27
28
Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 32,174,894 $ 34,724,226 $2,549,332 8%
M&O $ 3,938,813 $ 6,803,018 $ 2,864,205 73%
Interdept $ 5,849,873 $ 5,972,861 $ 122,988 2%
TOTAL $ 41,963,580 $ 47,500,105 $ 5,536,525 13%
Full-Time Personnel 124.00 124.00 0.00 0%
Part-Time Personnel 10.50 10.50 0.00 0%
29
30
Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 27,598,081 $ 29,439,797 $ 1,841,716 7%
M&O $101,374,168 $ 132,314,447 $ 30,940,279 31%
Interdept $12,950,736 $ 14,697,600 $ 1,746,864 13%
TOTAL $ 141,922,985 $ 176,451,844 $ 34,528,859 24%
Full-Time Personnel 180.75 181.00 0.25 0%
Part-Time Personnel 13.90 13.40 -0.50 -4%
General Fund $ 23,745,092 $ 26,248,315 $ 2,503,223 11%
Special Revenue Fund $ 1,796,310 $ 1,869,890 $ 73,580 4%
Enterprise Fund $ 107,770,148 $ 136,372,693 $28,602,545 27%
Internal Service Fund $ 8,611,435 $ 11,960,946 $ 3,349,511 39%
TOTAL $ 141,922,985 $ 176,451,844 $ 34,528,859 24%
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Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 30,662,096 $ 32,333,652 $ 1,671,556 5%
M&O $ 41,595,393 $ 46,597,397 $ 5,002,004 12%
Interdept $ 8,940,062 $ 9,329,830 $ 389,768 4%
TOTAL $ 81,197,551 $ 88,260,879 $ 7,063,328 9%
Full-Time Personnel 178.00 178.00 0.00 0%
Part-Time Personnel 132.51 134.86 2.35 2%
General Fund $ 52,105,299 $ 55,852,736 $ 3,747,437 7%
Special Revenue Fund $ 18,320,252 $ 21,819,143 $ 3,498,891 19%
Trust Fund $ 10,000 $ -$ (10,000)-100%
Enterprise Fund $ 10,762,000 $ 10,589,000 $ (173,000)-2%
TOTAL $ 81,197,551 $ 88,260,879 $ 7,063,328 9%
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35
Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 16,340,210 $ 17,903,097 $ 1,562,887 10%
M&O $ 26,595,386 $ 26,670,144 $ 164,758 1%
Interdept $ 1,611,770 $ 1,568,953 $ (42,817)-3%
TOTAL $ 44,547,366 $ 46,232,194 $ 1,684,828 4%
Full-Time Personnel 96.00 98.00 2.00 2%
Part-Time Personnel 5.70 5.90 0.20 4%
General Fund $ 12,456,244 $ 13,662,060 $ 1,205,816 10%
Internal Service Fund $ 32,091,122 $ 32,570,134 $ 479,012 1%
TOTAL $ 44,547,366 $ 46,232,194 $ 1,684,828 4%
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Adopted 2025 Preliminary 2026 Change ($)Change (%)
Personnel $ 6,550,776 $ 7,011,608 $ 460,842 7%
M&O $ 1,446,372 $ 1,338,001 $ (108,371)-7%
Interdept $ 957,376 $ 975,189 $ 17,813 2%
TOTAL $ 8,954,514 $ 9,324,798 $ 370,284 4%
Full-Time Personnel 31.00 31.00 0.0 0%
Part-Time Personnel 2.00 2.00 0.0 0%
General Fund $ 8,447,652 $ 9,033,842 $ 586,190 7%
Special Revenue Fund $ 506,862 $ 290,956 $ (215,906)-43%
TOTAL $ 8,954,514 $ 9,324,798 $ 370,284 4%
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FEE UPDATES
•Fee increases based on index
•Fee study updates
•Cost recovery policy
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Fee categories Index name Index date Source FY 23-24 FY 24-25 FY 25-26
Most general city and
development related
service fees
West Region
Urban CPI January 2025 Bureau of Labor Statistics 6.30%3.30%2.40%
Habitat mitigation fees,1
Safety Training Center
facility rental fees
San Diego Area CPI January 2025 Bureau of Labor Statistics 6.40%3.80%3.80%
All development impact
fees
Los Angeles ENR
CCI January 2025 Engineering News Record 7.60%9.40%1.90%
Traffic impact fees2 Caltrans CCI January 2025 California Department of
Transportation 31.63%2.00%15.70%
Ambulance fees Ambulance
Inflation Factor October 2024 Center for Medicare and
Medicaid Services 8.70%3 2.60%2.40%
1 Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index.
2. Increase is by the greater of Caltrans CCI or 2%; the Caltrans CCI is 15.70%.
3. Ambulance fees were not actually adjusted by this amount in FY 2023-24 due to the implementation of the updated ambulance fee study.
PRELIMINARY FY25-26 BUDGET
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5-YEAR PLAN
40 Projects
$37.9 million
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Projects FY 2025-26 FY 2027-30 Total
Early Literacy Interactive Technology 78,000$ -$ 78,000$
Records Management Archive Solution 120,000 - 120,000
Records Management Module 40,000 - 40,000
Website Redesign 50,000 - 50,000
3D Concepts & Walkthrough 32,600 - 32,600
Peace Officer Standardized Training Solution - 20,000 20,000
Police Dispatch Training Solution - 60,000 60,000
Staff Managed Print - 800,000 800,000
Technology Assisted Call Handling - 20,000 20,000
Total New Projects 320,600$ 900,000$ 1,220,600$
New Projects - TICF 320,600$ 100,000$ 420,600$
New Projects - IT Replacement Fund - 800,000 800,000
Total New Projects 320,600$ 900,000$ 1,220,600$
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Prior Years FY 2025-26 FY 2027-30 Total
1,209,044$ 1,423,643$ 4,950,000$ 7,582,687$
825,000 100,000 400,000 1,325,000
- - 200,000 200,000
5,400,000 3,000,000 1,600,000 10,000,000
650,000 100,000 400,000 1,150,000
6,025,584 250,000 - 6,275,584
30,000 - 140,000 170,000
75,000 225,000 - 300,000
200,000 - 1,839,000 2,039,000
75,000 25,000 25,000 125,000
- - 20,000 20,000
- - 750,000 750,000
- - 200,000 200,000
14,489,628$ 5,123,643$ 10,524,000$ 30,137,271$
Major Incident/Special Event Management System
Projects
Annual Hardware and Infrastructure Replacement
Audio Visual Upgrades
Digital Information Network
Discovery Management Assessment
Facility Monitoring and Analytics
Facility Security Master Plan
Guest Facility Usage Analytics
Police In-car Video Replacement
Police Records Management Migration
Command Central A/V Infrastucture
Core Systems Modernization
Cyber Security Program Development
Total - Additional Funding Requested
45
$4.7 M
$24.8 M
$9.7 M
$19.8 M
Starting balance
5 years funding
and interest Planned spending Remaining in FY29
TICF BALANCE PROJECTION
PRELIMINARY FY25-26 BUDGET
Project District Savings
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 1,2,3,4 $ (210,536)
Intelligent Traffic Control Devices 1,2,3,4 $ (27,729)
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)1,2,3,4 $ (15,146)
Carlsbad Boulevard Lane Reduction and Edge Striping 2,3 $ (19,585)
Buena Vista Reservoir Park Reimbursement 1 $ (42,173)
City Hall Complex Refurbishment 1 $ (73,883)
Foxes Landing Lift Station Wetwell and Pump Replacement 1 $ (1,477,919)
Pine Avenue Park - Phase II (Community Building)1 $ -
Public Beach Access Improvements (Ocean Street)1 $ -
Traffic Signal - Tamarack Avenue and Valley Street 1 $ (138,294)
El Camino Real and Cannon Road Intersection Improvements 2 $ (207,437)
The Crossings Golf Course Lake Liner Replacement 2 $ (200,000)
Villas Sewer Lift Station Replacement 2 $ (229,504)
Carlsbad Water Recycling Facility Irrigation and Landscape 3 $ (27,192)
Carlsbad Water Recycling Facility Roof Replacement 3 $ (49,441)
Dove Library Lighting Improvements 3 $ (124,467)
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 3 $ (25,659)
Fire Station 2 Replacement 4 $ (176,518)
North Batiquitos Lift Station Forcemain Rehabilitation 4 $ (51,731)
Romeria Drainage Improvements 4 $ (28,041)
TOTAL FUNDING TO BE RETURNED $3,125,255
COMPLETED PROJECTS
FY26 CONSTRUCTION PLANNED PRIORITY PROJECTS
Project Name District
ADA Parking Space Modifications 1,2,3,4
Roadway Slope Stabilization 1,2,3,4
Traffic Signal Cabinet Upgrades 1,2,3,4
Trash Amendment Compliance Program 1,2,3,4
Veteran's Memorial Park (All Quadrants)1,2,3,4
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 2,3
Pickleball Courts 2,4
Barrio Street Lighting 1
Carlsbad Village Drive Reconfiguration 1
Kelly Drive and Park Drive Complete Street Improvements 1
Park Drive Street and Drainage Improvement 1
Village and Barrio Traffic Circles 1
Village Lighting - State Street, Madison, Roosevelt, and Washington 1
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 2
El Camino Real Widening - Sunny Creek to Jackspar 2
Fleet Maintenance Refurbishment 2
Orion Center 2
Safety Training Center Emergency Backup Generator 2
El Camino Real Widening - Arenal Road to La Costa Avenue 4
Traffic Signal - Maverick Way and Camino De Los Coches 4
SUMMER 2026
FALL 2025
15-YEAR CIP PROJECT LOCATIONS*
*Excludes 66 citywide projects
Projects in multiple districts are represented
in both/all
FIVE-YEAR SUMMARY OF COSTS
Fiscal year 25-26 26-27 27-28 28-29 29-30
Est. 5-
year total
Requested Appropriation $47.0 $80.6 $76.5 $90.9 $39.7 $334.8
Estimated Construction Costs $85.5 $23.6 $10.8 $7.5 $4.7 $132.1
Total $132.5 $104.2 $87.3 $98.4 $44.4 $466.8
(In Millions)
Facilities
$1.8 million Parks & Rec
$4.8 million
Utilities
$20.3 million
Transportation
$20.2 million
FY 25-26 REQUESTS BY DEPARTMENT
-$10,000,000
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
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$46.7 M
-$0.3 M $2.4 M $2.4 M -$4.1 M
FY 25-26 REQUESTS BY CATEGORY
Project Description FY26
Appropriation District
Avenida Encinas and Cannon
Road Sewer Replacement
Replace 700 linear feet of existing 10-inch gravity sewer on Cannon
Road with a 15-inch gravity main
Future FY27 2
Cannon Lift Station
Redundant Force Main
Construct 5,280 linear feet of 14-inch force main to provide a
redundant outfall for the Cannon Lift Station
$200,000 2
Citywide Facilities
Nonfunction Turf Removal
and Replacement
Evaluate existing city facilities to identify and convert areas of non-
contributing ornamental grass to more water-wise planting areas. Part
of this CIP will seek water conservation grants and rebates from
applicable authorities
$350,000 1,2,3,4
El Fuerte Lift Station
Redundant Force Main
Construct 3,400 linear feet of 10-inch force main to provide a
redundant outfall for the El Fuerte Lift Station
Future FY28 2
Jefferson Street Sewer
Replacement
Reimbursement funds for required public sewer improvements
resulting from Jefferson Street development projects
$300,000 1
Poinsettia Lift Station
Redundant Force Main
Construct 3,000 linear feet of 15-inch force main to provide a
redundant outfall for the Poinsettia Lift Station
Future FY28 2
Safety Training Center
Emergency Backup Generator
Install an emergency backup generator to allow for continuity of
operations during grid power outages. In FY26, Phase 1 will install a
docking station so a rental generator could be deployed if needed. In
the future, Phase 2 will install a permanent fixed generator
Forecasted
construction,
$250,000
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Project Description FY26 Appropriation District
ADA Parking Space
Modifications
Modify existing parking spaces to comply with ADA requirements
and the California Vehicle Code as it relates to crosswalks.
Forecasted
construction,
$300,000
1,2,3,4
Citywide Community Parks’
Playgrounds Replacements
and Upgrades
Evaluate existing infrastructure and programming needs of
community parks’ playgrounds nearing the end of their useful
lives.
$50,000 1,2,3,4
Citywide Facility Arc Flash
and Thermal Imaging
Safety Program
Conduct National Fire Protection Association (NFPA) 70E required
arc flash studies together with related electrical safety
inspections. Develop constraints and
opportunities list of city buildings in support of the Climate Action
Plan (CAP) Measures E-1 and E-3.2.
$100,000 1,2,3,4
D-Site Recycled Water
Pump Rehabilitation
Replace and rehabilitate pumps to increase hydraulic efficiency for
the station and the recycled water system
$300,000 3
Home Plan Lift Station
Improvements
Upgrade the lift station to accommodate increase in pump flow
capacity. Lift station upgrades are needed to accommodate
anticipated development expansion in the Village and Barrio
Master Plan area in accordance with current city standards.
$400,000 1
Library Learning Center
Renovation
Remodel and renovate portions of the first floor of the Library
Learning Center.
$100,000 1
Northwest Quadrant Older
Parks Rehabilitation and
Improvement
Evaluate existing infrastructure and programming of Magee Park,
Maxton Brown Park, and Holiday Park to identify needed
improvements that will allow these
downtown parks to better serve the public.
$350,000 1
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Project District Savings
Abandon Potable Services (New Recycled Services)Citywide $ (335,043)
Desalinated Water Flow Control Facility No. 5 2 $ (424,157)
Green Paint Maintenance Citywide $ (250,000)
Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 2 $ -
TOTAL FUNDING TO BE RETURNED $1,009,200
RECOMMENDED FOR REMOVAL
56
RECOMMENDED ACTIONS
1.Accept the report
2.Set public hearing for June 17, 2025
PRELIMINARY FY25-26 BUDGET
57
•Fire mitigation efforts
•Reclassifying 6 EMTs to
paramedic firefighters to
increase workforce versatility
and skillset
•Procure new aerial-ladder
truck to expand operational
capacity and ensure citywide
coverage
BUDGET TAKEAWAYS
•General Fund reserve increasing
to 61%
•Construction of Veterans
Memorial Park
•Climate Action Plan initiatives
•29 electric/hybrid vehicle
conversions
•Sunday Library hours
PRELIMINARY FY25-26 BUDGET