HomeMy WebLinkAbout2026-05-19; City Council; 04; Fiscal Year 2026-27 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Cost of Service Study, Proposed FisCA Review CKM
Meeting Date: May 19, 2026
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 2026-27 Preliminary Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program,
Cost of Service Study, Proposed Fiscal Year 2026-27 Master Fee Schedule
and Updates to City Council Policy No. 95 – Cost Recovery Policy for Fees
and Charges for Services
Districts: All
Recommended Actions
1) Receive the report; and
2) Adopt a resolution setting a public hearing for June 16, 2026, for adoption of the Fiscal Year
2026-27 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 2026-27 and changes
to the Master Fee Schedule; and determining the Fiscal Year 2026-27 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 16, 2026, for adoption of the Fiscal Year 2026-27 Operating and Capital
Improvement Program budgets and changes to the Master Fee Schedule; and
4) Adopt a Carlsbad Public Financing Authority Board of Directors resolution setting a public
hearing for June 16, 2026, for adoption of the Fiscal Year 2026-27 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
16, 2026, for adoption of the Fiscal Year 2026-27 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 16, 2026, for adoption of the Fiscal Year 2026-27
Operating Budget of the Successor Agency.
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Executive Summary
The presentation of the preliminary Fiscal Year 2026-27 Operating Budget is an opportunity for
the City Council, the Boards of Directors of the Carlsbad Municipal Water District and other
subsidiary city entities, 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 city’s critical core services with prudent investment in
public safety, infrastructure replacement and stormwater protection.
Healthy revenues, increased efficiencies, cost reductions and new budget policies and practices
over the past several years have worked together to close the future funding gap. However,
there is still much uncertainty surrounding geopolitical tensions 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 which has impacted the outlook for the city’s
economically sensitive revenue sources.
Given those conditions, the proposed budget for fiscal year 2026-27 continues to focus on
setting 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 city’s General Fund is its primary operating fund and covers the costs of essential services
like police, fire, parks and recreation, general government operations and other basic city
functions. In the prior year, the General Fund budget increased 1.8%, far lower than the 3.8%
regional inflation level at the time of adoption. In fiscal year 2026-27, the General Fund budget
is proposed to increase 2.8%, which for the second consecutive year is below the current level
of inflation at 3.7% across the state. In addition, the General Fund reserve remains strong —
this proposed budget maintains the 61% level, well above the 40% minimum set by City Council
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policy. Staff propose using excess reserves to fund long-term capital infrastructure needs,
thereby bringing the General Fund reserve level to 58%, as discussed later in this staff report.
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. This
follows more than $5 million in ongoing budget reduction savings recognized across fiscal years
2022-23 to 2024-25. These increases will:
• Fund the reopening of Monroe Street Pool and additional aquatic staff in support of the
city’s goal to enhance community character and programs that promote wellness
• Retain the personnel and operating costs approved previously by the City Council for a
Community-Oriented Policing and Problem Solving team to foster strong relationships
between community members and members of the Police Department
• Continue to expand service capacity in the Fire Department as part of a multi-year effort
in support of the city’s quality of life and safety
• Fund the development and update of the 2028-2032 Strategic Plan
Budget summary
Projected General Fund reserve as of June 30, 2026, before any proposed
use of excess reserves $152.2 million
Projected General Fund reserve % as of June 30, 2026 (goal is 40%), before
any proposed use of excess reserves 61%
Less: Use of FY 2025-26 reserves for Infrastructure Replacement Fund -$8,000,000
Plus: Net reduction in Asset Replacement Reserve $400,000
Projected General Fund reserve as of June 30, 2026, including proposed
use of excess reserves $144.6 million
Projected General Fund reserve % as of June 30, 2026 (goal is 40%),
including proposed use of excess reserves 58%
Projected General Fund revenues $249.6 million
Proposed General Fund Operating Budget $249.1 million
Projected General Fund reserve as of June 30, 2027 $145.1 million
Projected General Fund reserve % as of June 30, 2027 58%
Key budget highlights
Current rate of inflation 3.7%
% change from FY 2025-26 adopted General Fund Operating Budget 2.8%
Proposed changes in total full-time equivalent staffing 1.00*
Estimated pension funding ratio (goal is 80%) 79%
*This proposed change in total full-time equivalent staffing represents the difference between
the final 2025-26 budget and the preliminary 2026-27 budget. The City Council approved a net
increase of six full-time positions mid-year after 2025-26 budget adoption, as discussed later in
the staff report.
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Staff are recommending the City Council adopt resolutions setting a public hearing for June 16,
2026, to consider adoption of the Fiscal Year 2026-27 budgets, with the City Council acting as
well in its roles as the Carlsbad Municipal Water District Board of Directors, Carlsbad 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.
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 5-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
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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 policies are:
• 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
• 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 and contractual obligations
• 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 $3.2 million within the General
Fund for these supplemental budget requests, which includes $2.4 million in ongoing annual
costs. Exhibit 7 details each of the city’s supplemental budget requests for fiscal year 2026-27.
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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 58% of the General Fund Operating Budget.
The recommended preliminary General Fund Operating Budget totals $249.1 million, with
estimated revenues of $249.6 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
The table below shows the adopted fiscal year 2025-26 General Fund budget as well as the
proposed fiscal year 2026-27 budget.
General Fund summary for fiscal year 2026-27
(in millions)
FY 2025-26
adopted
budget
FY 2026-27
proposed
budget
Total revenues $243.3 $249.6
Total expenditures -$242.4 -$249.1
Planned use of Asset Replacement Reserve $0.2
Revenues over total expenditures $0.9 $0.7
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. In fiscal year
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2026-27, the Asset Replacement Reserve schedule anticipates the use of $235,000 to fund the
Fire Department’s replacement of portable radios.
As of fiscal year 2026-27, and for the next 10 fiscal years, a total of $7.2 million is projected to
be needed to fund asset replacement costs in the General Fund (Exhibit 10).
Personnel
The proposed budget for the next fiscal year includes 812 permanent full-time employees, an
increase of 1.00 compared to the final budget amount for fiscal year 2025-26. Additionally,
there is a proposed increase in part-time employees equivalent to 4.59 full-time employees, for
a net personnel increase of 5.59 full-time-equivalent employees.
The following positions are proposed to be added in fiscal year 2026-27:
• One Maintenance Worker to support operations for the expanded Monroe Street Pool
upon reopening
• A combined 4.59 hourly full-time equivalent positions, including:
o 0.97 to support the Communication & Engagement Department
o 3.40 to support operations for the expanded Monroe Street Pool upon
reopening, including lifeguards and aquatics instructors
o 0.40 to support the Fleet & Facilities Department’s custodial services at the
Safety Training Center
o A net reduction of 0.18 as part of the Police Department’s management of its
GUIDE program, a prevention and intervention counseling program for
elementary and middle schools students in the Carlsbad Unified School District.
The budget also includes ongoing funding for six Police Department positions approved by the
City Council in March 2026.
Enterprise funds
The budget projects enterprise fund revenues, including those from water, wastewater
services, solid waste management and The Crossings at Carlsbad Municipal Golf Course, the
city’s golf course, at $127.2 million, a $3.6 million or 2.9% increase over projected fiscal year
2025-26 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 $129.7 million for fiscal year
2026-27, which is a decrease of $17.2 million or 11.7% below the fiscal year 2025-26 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.
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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 in fiscal year
2024-25 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.
The Fiscal Year 2026-27 Capital Improvement Program outlines $56.9 million in new
appropriations to provide additional funding for continuing existing projects, as well as funding
for new projects.
Capital Improvement Program appropriations by project type for FY 2026-27
Civic buildings and
facility maintenance,
$9.8M
Parks, $11.1M
Drainage, $5.5MSewer, $8M
Water and
Recycled Water,
$7.6M
Transportation, $15M
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The five-year Capital Improvement Program includes six new proposed projects, with a total
funding request in fiscal year 2026-27 of $1.65 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. Three
projects are proposed to be removed from the Capital Improvement Program in fiscal year
2026-27 because of changed conditions that caused the projects to no longer be
recommended.
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 by 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 year
2026-27 are $95.7 million. Projected capital fund balances, revenue and expenditure
summaries are provided beginning on page I-12 of Exhibit 6.
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 2021-22 to 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 2026-27 program outlines 35 continuing and new projects planned over the next
five years at an estimated total cost of $42.1 million. Included in the $42.1 million is about
$17.9 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 $17.9 million
also contains $6.6 million of estimated new appropriations for fiscal year 2026-27 for these
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projects. The tables below present estimated total project costs by Connected Carlsbad primary
goal area for the five fiscal years of 2027-31 and fiscal year 2026-27:
Strategic Digital Transformation Investment Program projects for fiscal years 2027-31
appropriations by Connected Carlsbad goal area
(in millions)
Percent Cost
Pursue communitywide digital transformation 55% $23.3
Build capacity for data-driven decision making 3% $1.1
Foster a vibrant civic engagement culture 3% $1.4
Enhance accessibility and transparency 3% $1.2
Promote security and sustainability through connectivity 36% $15.1
Total 100% $42.1
Strategic Digital Transformation Investment Program projects for fiscal year 2026-27
appropriations by Connected Carlsbad goal area
Percent Cost
Pursue communitywide digital transformation 66% $4,350,000
Foster a vibrant civic engagement culture 1% $100,000
Enhance accessibility and transparency 2% $100,000
Promote security and sustainability through connectivity 31% $2,009,311
Total 100% $6,559,311
The details of the five-year appropriation requests can be found on pages H-24 and H-25 in
Exhibit 6.
Each project identified in the digital transformation program contributes 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 $6.6 million in appropriations that staff are requesting
for the digital transformation program for fiscal year 2026-27:
• 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-26.
Fees, charges for services, cost of service study 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.
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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
the city’s Cost Recovery Policy on March 14, 2023, as City Council Policy No. 95. On June 18,
2024, the City Council approved amendments to the policy 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 in 2024, staff reported plans to undertake a new comprehensive cost of
service study 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 years 2024-25 and
2025-26. The full report generated by that study can be found in Exhibit 9.
Cost of Service Study Results and Implementation
The City Clerk, Finance, Library & Cultural Arts, Fire, Police, Utilities and Community
Development Departments participated in the study. Some examples of the types of fees
studied and discussed in the report include:
• Appeals fees
• Short-term vacation rental permits
• Library card replacement
• Fire alarm system permitting and inspections
• Fingerprint processing
• Water service disconnection and reconnection
• Plan reviews and plan checks
• Grading permits
• Mechanical, plumbing and electrical permits
A full list of fee types included in the study can be found in Exhibit 9, as well as a full description
of the methodology used in the analysis. The report includes details on the three phases of
analysis that were conducted by the relevant departments throughout the study: the cost of
service analysis, fee establishment and cost recovery evaluation.
The cost of service analysis compiled the full cost of providing services for the included service
areas, including both direct and indirect costs.
• Direct personnel costs include the salary and benefits costs for personnel specifically
involved in providing a particular service activity to the public.
• Direct non-personnel costs include contractor costs, third party charges and materials
and other expenses directly used in providing an applicable service.
• Indirect personnel costs include personnel expenses that support the provision of
applicable services to the public, including supervision, department administrative
support and technical support activities.
• Indirect non-personnel costs include operational expenses that support a department’s
overall functions.
• Overhead costs refer to agency-wide support services, such as Finance, Human
Resources and other similar functions.
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Coupled with time estimates provided by department staff, this data is used to calculate a fully
burdened hourly rate, which includes base wages and the costs of benefits and other
associated expenses. For a given activity for which the city charges a fee, the fully burdened
hourly rate is multiplied by the total time required for the task to produce the total cost of
service.
Once the full scope of the department’s relevant service areas was identified, fees were added,
removed, restructured and clarified as necessary and applicable. A full discussion of the
changes resulting from the study is available in the individual department summaries in Exhibit
9. Notable changes include:
• 35 new fees were added to the Master Fee Schedule throughout the course of the
study and 36 fees were removed.
• The Engineering fee schedule was reorganized to create a more user-friendly fee
structure; changes included removal of obsolete fees, renaming and restructuring of
existing fee categories such as right-of-way permits, clarification of fee applicability for
certain fee categories and other updates.
• Relocation of some fees to other department schedules where appropriate.
• Certain planning fees were restructured to better reflect actual differences in
reasonable costs of service between different business processes.
• Reordering and simplification of certain fees in the building fee schedule.
Cost recovery evaluation was the final step of the study. In accordance with City Council Policy
No. 95, certain fee types are recommended to recover their costs at either a low (0%-30%), mid
(31%-80%) or high (81%-100%) level. Departments had discretion within each applicable policy
range to recommend adjustments to current cost recovery levels based on existing fee levels,
market comparisons and the need to balance public and private benefits of certain activities.
Cost recovery must also be balanced with the desire to encourage compliance with certain
required permits, inspections and other services.
The study found that current cost recovery among the applicable city service areas is 45%, up
slightly from the 43% rate calculated by the city’s previous cost of service study in 2021. This
cost recovery level corresponds to a $6.7 million annual cost recovery deficit across the service
areas included in the study. In other words, the city is recovering $6.7 million less than it
actually costs to provide these services.
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Current cost recovery levels by department/division
Department / Division
Estimated
annual current
fee revenue
Estimated annual
full cost recovery
fee revenue
Annual cost
recovery
surplus/(deficit)
Current total
cost
recovery %
City Clerk Department*
Finance Department $2,080 $1,943 $137 107%**
Library & Cultural Arts
Department $44,399 $610,126 -$565,727 7%
Fire Department $805,801 $1,527,887 -$722,086 53%
Police Department $133,331 $263,981 -$130,650 51%
Utilities Department $60,160 $122,175 -$62,015 49%
Planning Division $1,200,083 $2,935,998 -$1,735,915 41%
Land Development
Engineering Division $1,451,285 $4,059,780 -$2,608,496 36%
Building Division $1,780,994 $2,696,473 -$915,479 66%
Total $5,478,133 $12,218,363 -$6,740,231 45%
*While a cost of service analysis at the individual fee level for City Clerk Fees was completed,
annualized outcomes are not available due to limited data regarding activity levels.
**Business processes have changed to reduce the reasonable costs of some services; where
current cost recovery exceeds 100%, fees are being reduced accordingly.
Using City Council Policy No. 95 as a framework, each department identified recommended
areas in which to increase cost recovery to more appropriate levels and areas in which to
maintain lower cost recovery levels. Methodologies differed between departments based on
their unique business processes, considerations of public and private benefit, dollar value
changes in proposed fees and how current cost recovery levels fell within the ranges outlined in
City Council Policy No. 95.
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Changes in average cost recovery levels by department/division, fiscal year 2026-27
Department /
Division
Current
average cost
recovery level,
per department
fee
Updated average
cost recovery
level, per
department fee
Median fee
change ($)
Median
fee change
(%)
Estimated
additional
annual cost
recovery ($)
City Clerk
Department 69% 89% $40 29% -
Finance Department 87% 78% -$1 -4% -$80
Library & Cultural
Arts Department 10% 10% $0 N/A $0
Fire Department 52% 58% $45 14% $62,827
Police Department 55% 54% $1 3% $10,301
Utilities Division 49% 72% $96 33% $27,412
Planning Division 47% 56% $706 19% $227,225
Land Development
Engineering Division 52% 54% $282 20% $526,184
Building Division 70% 78% $49 8% $184,708
Fiscal year 2026-27 estimated total additional cost recovery $1,038,577
Fiscal year 2026-27 cost recovery deficit, adjusted for additional costs
recovered -$5,701,654
Fiscal year 2026-27 citywide cost recovery rate, adjusted for additional costs
recovered 53%
At the estimated volume levels included in the cost of service study, an additional $1,038,577 in
costs could be recovered in fiscal year 2026-27, increasing citywide cost recovery to 53%.
However, it is important to note that volume levels fluctuate from year to year and could be
influenced by future fee changes. Staff have included a portion of this increase in the
preliminary Fiscal Year 2026-27 Operating Budget and will continually assess the impacts of
these changes to cost recovery levels.
To alleviate potential upfront impacts of cost recovery increases and to allow staff to assess
changes over time, certain areas where fees remain below cost recovery thresholds outlined in
the Cost Recovery Policy will be phasing in additional increases over the next three to five
years. These include 79% of planning fees, 63% of engineering fees and 28% of building fees.
Proposed changes to the Cost Recovery Policy to facilitate this gradual increase in cost recovery
are outlined in the Cost Recovery Policy update section below.
While not the most important consideration in setting fees and cost recovery levels,
comparisons to fees in other jurisdictions were utilized in cases where direct comparisons were
available to inform the recommended fee setting in the proposed Master Fee Schedule.
Appendix B of Exhibit 9 includes comprehensive comparisons with neighboring jurisdictions.
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Comparing the proposed fees for fiscal year 2026-27 with current levels, fees for the Fire, City
Clerk, Finance, Library & Cultural Arts, Utilities and Police Departments, as well as the Building
Division, will retain the same position against the market as they currently have in terms of
average rank among applicable peer jurisdictions. Planning Division and Land Development
Engineering Division fees will increase slightly relative to the market. However, comparisons
should never be the sole or primary criteria in setting city fees because there are many factors
that affect how and why other cities have set their fees at their levels. Business processes, costs
and other factors also differ widely between agencies. Staff will continue to use comparisons as
one of several tools to assess cost recovery adjustments in the future.
Cost Recovery Policy update
To align the results of the cost of service study with the guidelines of City Council Policy No. 95,
staff are recommending further minor changes to the policy to provide longer and, in some
cases, more flexible timelines to increase fees to their cost recovery targets. The proposed
revisions are as follows:
• Revise the “Procedures” section of the policy statement to allow fees to increase to
their cost recovery targets over a period of five years, instead of the previous three
years; and
• Revise the “Procedures” section of the policy statement to allow staff to recommend
and City Council to consider phase-in time periods of greater than five years in
certain exceptional circumstances where it may be warranted.
These revisions will maintain the city’s cost recovery targets while ensuring that other
considerations can be properly taken into account as the results of the cost of service study are
implemented. Staff will include a resolution to update the policy with these changes for City
Council consideration with the final budget adoption in June 2026.
Other fees and charges for services
Fees that are part of the proposed Master Fee Schedule in Exhibit 8 but were not part of the
cost of service study 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
inflation. The West Urban Consumer Price Index has increased by 2.7% since last
year while the San Diego Consumer Price Index has increased by 2.6%.
• 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
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Construction Cost Index increased by 1.85%, so traffic impact fees are proposed
to increase by 2%.
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 2.0%. 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
* Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area
Consumer Price Index.
** Increase is by the greater of Caltrans Construction Cost Index or 2%. The Caltrans
Construction Cost Index is 1.85%.
The proposed Master Fee Schedule includes new fees being proposed by staff to align with
current costs and business processes that were not part of the cost of service study. These fees
were calculated based on the time and fully burdened hourly rates of staff dedicated to the
applicable tasks and set according to the Cost Recovery Policy.
Fee categories Index
name
Index
date Source FY
2024-25
FY
2025-26
FY
2026-27
Most general city
and development
related service fees
West
Region
Urban CPI
January
2026
Bureau of
Labor Statistics 3.30% 2.40% 2.70%
Habitat mitigation
fees,* Safety
Training Center
facility rental fees
San Diego
Area CPI
January
2026
Bureau of
Labor Statistics 3.80% 3.80% 2.60%
All development
impact fees
Los
Angeles
ENR CCI
January
2026
Engineering
News Record 9.40% 1.90% 0.40%
Traffic impact
fees**
Caltrans
CCI
January
2026
California
Department of
Transportation
2.00% 15.70% 2.00%
Ambulance fees
Ambulance
Inflation
Factor
October
2025
Center for
Medicare and
Medicaid
Services
2.60% 2.40% 2.00%
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Certificate of registration application and appeals fees
In keeping with state law and the Carlsbad Municipal Code,1 the city requires a
certificate of registration to perform massage services in the City of Carlsbad. As part of
proposed update to Chapter 5.16 of the Carlsbad Municipal Code that will be coming
before City Council for consideration in June 2026, the Police Department is proposing
both an application and appeals fee for certificates of registration to recover reasonable
costs related to processing these applications.
Firearm storage fee
State law authorizes law enforcement agencies to charge reasonable fees to recover the
costs of processing and storing firearms that come into the possession of the Police
Department.2 The proposed firearm storage fee is intended to offset these costs, which
include cataloging and tracking each weapon, ensuring safe and compliant storage,
conducting necessary background checks before release and dedicating staff time to
administrative handling. As the volume of stored firearms has increased, these activities
have placed a growing demand on departmental resources, and implementing the
firearm storage fee would help recover these costs.
Police response for loud disturbances
Section 3.36.040 of the Carlsbad Municipal Code authorizes the city to collect a fee to
recover the costs of second and subsequent responses to loud disturbances. These costs
include the staff time of employees involved in the response, any damage to city
equipment or property and for any medical treatment required for city employees as a
result of each response. Police deliver a “Notice of Violation: First Response” as part of
their initial response to a loud disturbance that warns the recipient that future
responses may incur fees. Staff is proposing formally adding this fee to the Master Fee
Schedule to enable the Police Department to recover costs for these responses. The fee
that will be collected will be equal to the actual cost of each applicable response.
Secondhand dealer licensing fees
A secondhand dealer license is required by the California Department of Justice for
secondhand dealers, such as antique sellers hosting roadshows. The Department of
Justice currently charges a $300 licensing fee that the Police Department collects and
remits to the state. These licenses are administrative in nature and must be granted
upon receipt of a complete application and proof that the applicant has no prior
convictions for offenses involving stolen property. Staff are proposing a fee for both new
applications and for renewals to account for the staff time required to process these
applications. Additionally, the department will continue collecting the state licensing fee
and remit it to the state.
Vehicle repossession receipt fee
Upon repossession of a vehicle by the Police Department, the California Vehicle Code
requires staff to file a report of repossession. Under state law, the debtor is required to
1 See California Business and Professions Code Section 4600, et. seq. and other authorities cited
in Chapter 5.16 of the Carlsbad Municipal Code.
2 California Penal Code Section 12021.3(j)(1), California Penal Code Section 33880, California
Family Code Section 6389.
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pay a fee of $15 to the city in order to account for this reporting before they can get the
vehicle back. The city has been collecting this fee in keeping with state law but staff are
proposing to add it to the Master Fee Schedule to align with current practices.
Affordable housing administrative fees
The Housing & Homeless Services Department currently conducts several affordable
housing-related administrative services, none of which have associated cost recovery.
Staff are proposing the following structure and fees to begin recovering costs for some
of these services, particularly as the volume of affordable housing construction in the
city increases.
• Affordable housing agreement – ownership: Developers who provide affordable
for-sale units must enter into an agreement that restricts the sale price and
buyer eligibility of those units. Staff are proposing a one-time, project-level fee
to cover the city’s cost of preparing and processing these agreements and
related documents needed to implement the affordable housing requirements.
Developers must pay this fee before the project’s final map can be approved. All
fees collected for this purpose shall be deposited into the housing trust fund and
shall cover reasonable costs of administration.
o Per unit (per unit fee added to project cost above): Staff is also proposing
a one-time fee be charged for each affordable unit to cover the cost of
preparing escrow and compliance documents, ensuring each home sale
meets affordability requirements and program rules.
• Affordable housing ownership unit-real estate agent: Affordable ownership units
are subject to strict requirements related to pricing, marketing, financing and
buyer income eligibility. Sales must be handled by a city-approved real estate
agent experienced with the program to ensure these rules are followed. The
proposed agent’s fee would be paid through the escrow process.
• Affordable housing agreement – rental: Developers who include affordable
rental units must also enter into an agreement that restricts rent levels and
tenant eligibility. Staff are proposing a one-time, project-level fee to cover the
city’s cost of preparing and administering these agreements. This fee would be
required prior to final map approval. All fees collected for this purpose shall be
deposited into the housing trust fund and shall cover reasonable costs of
administration.
• Affordable rental unit compliance and annual monitoring: Affordable rental units
require ongoing oversight to ensure compliance with rent limits and tenant
eligibility requirements. Staff are proposing an annual fee be charged per unit to
fund this monitoring and administrative work. The first year’s fee would be due
before a certificate of occupancy is issued and fees will be paid annually after
that.
Expedited plan review fee for fire department development applications, plan reviews
and inspections
The Fire Department collects fees to recover costs to conduct fire and life safety
inspections, review development applications, process permits and perform other tasks
to ensure compliance with applicable laws and regulations. The city uses an outside
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contractor to perform certain plan checking services. When an expedited review is
required, the contractor charges a fee to expedite these services. Staff are proposing to
add this fee to the Master Fee Schedule; the fees will be passed on to the contractor.
Also, there are three new fees for additional waste services provided by Republic Services.
These fees, along with all fee changes set by the city’s contract with Republic Services, will take
effect on July 1, 2026. These fees are:
• Extra pick-up for trash bags: This service will allow residents to place extra trash bags
next to their cart on service day for the driver to collect. Each fee will allow for up to six
bags to be collected.
• Pull out rate for carts: This fee will apply when service requires drivers to retrieve carts
from a non-curb location at multi-family and commercial properties.
• Pull out rate for front load bins: This fee will apply when service requires drivers to
manually pull-out and retrieve front load bins from their location for servicing.
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, the second
updates went into effect on July 1, 2025, and the final updates will take effect on July 1, 2026.
The remaining changes to the proposed Master Fee Schedule will take effect on Sept. 1, 2026.
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 2026-27. 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 $673,537,530. Information necessary to calculate
the limit for fiscal year 2026-27 is still being finalized by the County of San Diego and will be
incorporated into the budget for final adoption on June 16, 2026.
Options
The City Council/Boards/Commission may accept the report of the proposed fiscal year 2026-27
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 16, 2026, to consider adoption of the fiscal year 2026-27 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 2026-27 Operating Budget, Strategic Digital Transformation Investment Program,
and Capital Improvement Program budgets and Master Fee Schedule prior to the public hearing
date of June 16, 2026. Any changes will be reflected in the final proposed budget documents
presented at the public hearing.
Fiscal Analysis
This is the preliminary Operating, Strategic Digital Transformation Investment Program and
Capital Improvement Program Budget for fiscal year 2026-27 and any changes made by staff or
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the City Council/Boards/Commission will be reflected in the final documents at the adoption
meeting on June 16, 2026.
Next Steps
Staff will conduct a budget workshop to answer questions and receive community input on the
proposed budget on May 21, 2026, 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 16, 2026. Any changes directed by
the City Council/Boards/Commission will be reflected in the final documents at the June 16
meeting.
Environmental Evaluation
The proposed action is not a “project” as defined by California Environmental Quality Act, or
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 the CEQA Guidelines.
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 2026-27 Preliminary Operating Budget, Strategic Digital Transformation
Investment Program Budget and Capital Improvement Program Budget
7. Fiscal Year 2026-27 supplemental budget requests
8. Fiscal Year 2026-27 proposed Master Fee Schedule
9. Final Cost of Service Study Report
10. Asset Replacement Planning Schedule
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Exhibit 1 RESOLUTION NO. 2026-097 .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 16, 2026, FOR
ADOPTION OF THE FISCAL YEAR 2026-27 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 2026-27 AND CHANGES TO THE MASTER FEE
SCHEDULE; AND DETERMINING THE FISCAL YEAR 2026-27 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 2026-27 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. That the proposed action is not a “project” as defined by California Environmental
Quality Act, or 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 the CEQA Guidelines.
3.That a public hearing is set for June 16, 2026, 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:
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a.The adoption of the fiscal year 2026-27 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 2026-27;
d.The adoption of changes to the Master Fee Schedule; and
e.The determination that the fiscal year 2026-27 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 19th day of May, 2026, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
May 19, 2026 Item #4 Page 22 of 437
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Exhibit 2
RESOLUTION NO. 1805 .
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 16, 2026, FOR ADOPTION OF THE
FISCAL YEAR 2026-27 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 2026-27 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. That the proposed action is not a “project” as defined by California Environmental
Quality Act, or 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 the CEQA Guidelines.
3.That a public hearing is set for June 16, 2026, 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 2026-27 Operating and Capital Improvement Program
budgets; and
b.The adoption of changes to the Master Fee Schedule.
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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 19th day of May, 2026, by the following
vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, President
______________________________________
SHERRY FREISINGER, Secretary
(SEAL)
May 19, 2026 Item #4 Page 24 of 437
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Exhibit 3 RESOLUTION NO. 103 .
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD PUBLIC
FINANCING AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A
PUBLIC HEARING FOR JUNE 16, 2026, FOR ADOPTION OF THE FISCAL YEAR
2026-27 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS
FOR THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE
WHEREAS, the Board of Directors of the Carlsbad 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 2026-27; 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 Carlsbad Public Financing
Authority of the City of Carlsbad, California, as follows:
1.That the above recitations are true and correct.
2. That the proposed action is not a “project” as defined by California Environmental
Quality Act, or 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 the CEQA Guidelines.
3.That a public hearing is set for June 16, 2026, 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 2026-27 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.
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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 19th day of May, 2026, 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)
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Exhibit 4 RESOLUTION NO. 581 .
A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE
CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 16,
2026, FOR ADOPTION OF THE FISCAL YEAR 2026-27 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
2026-27; 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. That the proposed action is not a “project” as defined by California Environmental
Quality Act, or 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 the CEQA Guidelines.
3.That a public hearing is set for June 16, 2026, 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 2026-27 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 19, 2026 Item #4 Page 27 of 437
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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 19th day of May, 2026, 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)
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Exhibit 5
RESOLUTION NO. 2026-098
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 16, 2026,
FOR ADOPTION OF THE FISCAL YEAR 2026-27 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 2026-27; 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. That the proposed action is not a “project” as defined by California Environmental
Quality Act, or 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 the CEQA Guidelines.
3.That a public hearing is set for June 16, 2026, 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 2026-27 Operating Budget.
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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 19th day of May, 2026, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
______________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
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BUDGET
FY 2026-27
Operating Budget
Capital Improvement Program
Strategic Digital Transformation Investment Program
C
I
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Y
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PRELIMINARY
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
Jeff Murphy, 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
Faviola Medina, Director, Constituent & Clerk Services
Mandy Mills, Director, Housing & Homeless Services
Laura Rocha, Interim Director, Human Resources
Tess Sangster, Director, Economic Development
Suzanne Smithson, Director, Library & Cultural Arts
Mike Strong, Director, Community Development
Amy Ventetuolo, Director, Communication & Engagement
James Wood, Jr., Director, Environmental Sustainability
Department budget preparers & advisors
Rosario Aranda, Environmental Sustainability Conrad Avila, Finance
Deborah Baird, Fire Department Jessica Dorsey, Human Resources
Pat Downie, Office of the City Clerk Fiona Everett, Library & Cultural Arts
Brent Gerber, Information Technology Lindsey Hansen, Communication & Engagement
Emily Hasegawa, Construction Mgmt. & Inspection Chad Kantner, Parks & Recreation
Sarah Lemons, Communication & Engagement John Maashoff, Fleet & Facilities
Lovelynne Magalued, Transportation Rachel Maltz, Economic Development
Jennie Marinov, Fire Department Kayla Mauro, Finance
Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance
Bradley Northup, Fleet & Facilities Robin Nuschy, Office of the City Attorney
Ana Palomo-Zerfas, Utilities Debbie Porter, Human Resources
Megan Powers, Public Works Administration Haley Quincey, Housing & Homeless Services
Kim Riboni, Finance Laureen Ryan, Community Development
Katie Schroeder, Office of the City Treasurer Amanda Simpson, Police Department
Flora Waite, Office of the City Attorney Marsha Weeks, Parks & Recreation
Tom Zetz, Fleet & Facilities
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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-12
Projects to foster a vibrant civic engagement culture .................................................................H-12
Projects to enhance accessibility and transparency ....................................................................H-13
Projects to promote security and sustainability through connectivity ........................................H-14
Minor projects ..............................................................................................................................H-19
Future projects .............................................................................................................................H-19
Detail five-year schedule of projects by Connected Carlsbad goal ..............................................H-21
Detail five-year schedule of projects by fund ..............................................................................H-22
Project funding sources ................................................................................................................H-23
Projected fund balances ...............................................................................................................H-23
Revenue projections schedule .....................................................................................................H-24
Budget expenditure schedule ......................................................................................................H-24
Project estimated operational requirements ...............................................................................H-25
Fiscal year 2026-27 roadmap .......................................................................................................H-26
Five-year roadmap .......................................................................................................................H-27
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1
Investing in our quality of life .......................................................................................................I-1
Project evaluation ........................................................................................................................I-2
Fiscal year 2026-27 appropriations ..............................................................................................I-3
New capital improvement projects ..............................................................................................I-6
Capital Improvement Program revenues .....................................................................................I-7
Future growth and development .................................................................................................I-8
Future projects .............................................................................................................................I-9
Calculation of future fees .............................................................................................................I-10
Unfunded projects .......................................................................................................................I-10
Projected fund balances for fiscal year 2025-26 ..........................................................................I-11
Projected fund balances for fiscal year 2026-27 ..........................................................................I-12
Revenue projections schedule .....................................................................................................I-13
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Budget expenditure schedule ......................................................................................................I-14
Project estimated operational requirements ...............................................................................I-15
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-40
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B-1
OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2026-27
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 2026-27 totals $449.2 million, with revenues for the year
estimated at $451.3 million. General Fund revenues are estimated at $249.6 million and General
Fund budgeted expenditures are $249.1 million, which includes an additional $5.0 million in one-time
transfers to the Solid Waste Management Enterprise Fund for Stormwater Protection programming.
Excluding the one-time uses of General Fund surplus, the General Fund budgeted operating
expenditures are $244.1 million.
Revenue estimates for the Operating Budget indicate the city will receive a total of $451.3 million in
fiscal year 2026-27, a change of 0.2% or $1.1 million below the estimated fiscal year 2025-26
revenues. General Fund revenues are expected to increase by $6.3 million or 2.6% compared to the
prior year’s adopted revenues, and the same when compared to fiscal year 2025-26 estimates.
Special Revenue funds are projected to decrease by 26.8% or $9.7 million over fiscal year 2025-26
estimates driven primarily by one-time Encampment Resolution funding received in fiscal year 2025-
26, in addition to smaller decreases in CDBG, Tyler Court, Affordable Housing Trust Fund, and the
COPS Fund. Enterprise Fund revenues are projected to increase by 2.9% or $3.6 million in the
upcoming fiscal year. Internal Service Fund revenues are decreasing over the prior year’s adopted
budget by $1.3 million, or 2.6%. This is primarily driven by a reduction in chargebacks for Vehicle
Replacement and Information Technology in an effort to maintain their respective reserve levels in-
line with industry standards. 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 2025-26, as well as those budgeted for fiscal year 2026-27.
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.
Estimated Budgeted $%
2025-26 2026-27 Change Change
General Fund 243.3$ 249.6$ 6.3$ 2.6%
Special Revenue 36.4 26.6 (9.7) -26.8%
Enterprise 123.6 127.2 3.6 2.9%
Internal Service 49.0 47.8 (1.3) -2.6%
Total 452.3$ 451.3$ (1.1)$ -0.2%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
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B-3
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, the city began seeing consumer demand decline in
response to the sustained inflationary levels and diminishing levels of personal savings. This trend
continued throughout fiscal year 2024-25 and 2025-26, despite the Federal Reserve’s reduction of
interest rate benchmark targets from a high of 5.50% in July 2023 down to 3.50% as of December
2025. Consumer confidence was impacted by federal administration policy changes, notably the
implementation of tariffs on foreign goods. While confidence rebounded at the beginning of fiscal
year 2025-26, it declined again in response to geopolitical challenges and rising oil prices. Nationally,
GDP increased by 2.0% in the first quarter of 2026, largely due to investment, exports, consumer
spending, and government spending which were offset by a reduction in imports.
Rising oil prices, geopolitical tensions and inflation continue to pose risks, even as labor market
resilience supports some optimism in consumer sentiment on a macro level. Overall, the U.S.
consumer confidence in April 2026 reflects a complex mix of cautious optimism and underlying
economic concerns, with short-term improvements tempered by persistent inflation and geopolitical
uncertainty.
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 $4.6 million, or
4.6%, over the previous year’s estimates. Despite the extended rise and reduction in interest rates from
the Federal Reserve, Carlsbad’s residential real estate market has seen modest retraction year-over-
year, decreasing by 3.9% to a $1.37 million median price as of March 2026. Future growth for both
residential and commercial properties is expected to remain relatively flat given the sustained interest
rate levels although strong and continued demand for relatively limited supply may stabilize any
adverse factors. 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.
Estimated Budgeted $%
2025-26 2026-27 Change Change
Property Tax 100.1$ 104.7$ 4.6$ 4.6%
Sales Tax 54.4 55.0 0.6 1.2%
Transient Occupancy Tax 35.6 35.9 0.4 1.0%
Franchise Taxes 7.4 7.5 0.1 1.9%
Business License Tax 7.1 7.0 (0.1) -1.0%
Development Revenues 4.7 4.8 0.2 3.6%
All Other Revenue 34.1 34.6 0.5 1.4%
Total 243.3$ 249.6$ 6.3$ 2.6%
GENERAL FUND REVENUES
(In Millions)
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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.
Aircraft taxes, a component of the city’s property tax revenue category, is expected to increase in
future periods. Although assessed valuations are highly volatile from year-to-year given the transient
nature of where aircrafts are housed, should the Palomar Airport expand operations, the city would
expect additional revenue generation. In recent years, aircraft taxes have ranged between $2-3
million annually. The fiscal year 2026-27 budget assumes a $300,000, or 10.1% increase of fiscal year
2025-26 estimates.
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 2026-27 are based on assessed values as of January 1, 2026.
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. 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 federal administration policy and geopolitical
conflict, particularly around the cost of oil. Over the last year, consumer demand and confidence has
been diminishing despite brief period surges, which indicate heightened economic elasticity. The
Federal Reserve has reduced interest rate benchmark targets from 5.50% in July 2023 to 3.50% as of
December 2025; however, geopolitical tensions and the rise in oil prices have kept consumers
cautious.
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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 was 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. Fiscal year 2025-26 experienced continued
decreases in demand at the local level, likely due to sustained inflationary levels, uncertainty among
geopolitical conflict and the rise in oil prices. Staff have proposed a conservative estimate of $55.0
million in budgeted revenue for fiscal year 2026-27 which represents an increase of $0.6 million, or
1.2%, over fiscal year 2025-26 estimates.
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 2026-27 are estimated at $16.2 million, representing a
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$0.3 million or 1.9% increase, indicating conservative growth following a period stifled by
unprecedented inflationary levels. Minor volatility is expected across multiple industry groups
including business and industry, building and construction and general consumer goods; however,
fuel and service stations are projected to experience growth in excess of 10% with the recent surge in
oil prices.
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. Fiscal year 2023-24 and 2024-25 experienced
conservative to moderate growth as occupancy rates and average daily room rates held steady
throughout the sustained inflationary period. Fiscal year 2025-26 estimates are in-line with continued
conservative projections and fiscal year 2026-27 will follow similar trends accounting for a $0.4
million, or 1.0% increase over current year estimates.
Franchise Tax revenue has experienced volatility in recent years and is projected at $7.5 million in
fiscal year 2026-27. 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
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structures. Cable TV franchise revenue is expected to slightly decrease from $1.1 million in fiscal year
2025-26 to $1.05 million in fiscal year 2026-27. 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 2025-26 solid waste franchise tax
revenue is projected to end the year with $2.53 million and fiscal year 2026-27 is projected to slightly
increase to $2.61 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 over revenue 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. Fiscal year 2025-26 estimates indicate an
approximate 10% increase over the previous year; however, due to past volatility, fiscal year 2026-27
is projected to remain relatively flat over these current year estimates.
Business license taxes are closely tied to the health of the local economy and are projected to
increase to $7.0 million in fiscal year 2026-27. This represents growth of $0.2 million or 3% when
compared to last year’s adopted revenues and relatively flat compared to fiscal year 2025-26
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 10,037 licensed businesses in the City of Carlsbad, with 6,677 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.
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 2.0% increase in development related revenues to approximately $4.8 million. 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.
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B-8
The All other revenue category comprises all other sources of revenue in the General Fund other
than those mentioned above and are projected to increase by $0.5 million in fiscal year 2026-27
representing a 1.4% change from fiscal year 2025-26 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 3.4% 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 $8.4 million in interest on its
General Fund investments, including the city’s Section 115 Pension Trust for fiscal year 2025-26 and
another $3.0 million in rental and lease income. The yield on the city’s portfolio is forecasted to
average 3.50% and cash balances are expected to decline citywide as construction for Veteran’s
Memorial Park progresses.
Ambulance fee revenues are estimated to decrease $0.2 million over last year’s estimates, from
$7.0 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.
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 2026-27 which is
relatively flat compared to fiscal year 2025-26 estimates. The residential real estate market has held
relatively strong following its decrease in median home value from a high of $1.54 million as of 2024
to $1.37 million as of March 2026. The reduction in interest rates from 2023 to 2025 helped stabilize
levels of affordability and relatively low levels of supply may help mitigate any adverse effects of
macro-economic factors.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments as well as local school districts. With the exception of the city receiving its two
annual American Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6
million and a one-time FEMA reimbursement funding for COVID-19 related expenditures in fiscal year
2024-25, this revenue source remains relatively stable and is expected to remain flat at $1 million
over the previous fiscal year.
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The Other revenue sources category includes miscellaneous reimbursed expenses, sponsorships,
donations, loss recovery and other charges and fees. The estimate for fiscal year 2025-26 totals $1.6
million and is expected at $0.5 million in fiscal year 2026-27, with year-over-year decreases due to a
large one-time insurance reimbursement received in the previous year.
Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $6.3
million or 2.6% from fiscal year 2025-26 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 spurred by geopolitical tensions. Despite uncertainty around inflation and the price of oil,
as well as 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.
Other Funds
Revenues from Special Revenue funds are expected to total $26.6 million, a decrease of $9.7
million or 26.8% from fiscal year 2025-26 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 2025-26 budget estimates, the most noteworthy changes in the Special
Revenue funds occurred in the Encampment Resolution Fund, whereby the city is expected to receive
$5.5 million of one-time state grant revenue in fiscal year 2025-26 that it will not receive again in
fiscal year 2026-27.
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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 2026-27 are projected at $127.2 million representing an
increase of 2.9% or $3.6 million over fiscal year 2025-26 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
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 2026-27 is estimated at $62.8 million
representing an increase of $8.4 million or 15.4% when compared to fiscal year 2025-26 revenue
estimates. This is driven by increases in water rates. Projected revenues for Recycled Water of
$11.3 million are expected to decrease by $3.5 million or 23.4% from fiscal year 2025-26 estimates.
This is due to loan proceeds that the fund received in the previous year.
Forecasted revenues for Wastewater are $32.8 million representing a 9.6% or $2.9 million increase
over fiscal year 2025-26 estimates. This increased estimate is largely driven by rate increases of 14%
in fiscal year 2026-27 to support rising treatment costs and aging infrastructure costs.
Rental Assistance
$16.4.0M, 62%
Continuum of Care
$1.7M, 6%
Affordable Housing
$0.8M, 3%
CDBG
$0.6M, 2%
Maintenance Districts $4.3M, 16%
Donations and Grants$1.0M, 4%
Permanent Local Housing
Allocation
$0.2M, 1%
Tyler Court Apartments$0.9M, 3%All others
$0.7M, 3%
Special Revenue Funds
FY 2026-27 Budgeted Revenues $26.6 Million
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Estimated revenues from operations of the Golf Course are $11.9 million, a decrease of $0.9 million
or 6.9% when compared to fiscal year 2025-26 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 $8.4 million, which is $3.3 million or 27.9%
lower than fiscal year 2025-26 estimates. The decrease is driven by a change in the level of one-time
transfers in from the General Fund $2.0 million transfer in from the General Fund to support
continued operations of the city’s Stormwater Protection program. The fiscal year 2026-27 budget
includes a one-time transfer of $5.0 million from the General Fund for this effort.
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
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 $47.8 million for fiscal year 2026-
27 representing a decrease of 2.6% or $1.3 million over fiscal year 2025-26 projections. This decrease
is driven by a reduction in chargebacks, particularly for Vehicle Replacement and Information
Technology. Workers’ Compensation is increasing by $0.4 million or 4.8% based on the level of
anticipated claims and settlements across departments for the upcoming year. Risk Management
is also increasing by $0.4 million based on annual estimated claims and settlements occurring across
the city’s funds and departments.
Water Operations
$62.8M, 49%
Recycled Water
$11.3M, 9%
Wastewater Operations
$32.8M, 26%
Solid Waste Management
$8.4M, 7%
Golf Course Operations
$11.9M, 9%
Enterprise Funds
FY 2026-27 Budgeted Revenues $127.2 million
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Vehicle Maintenance and Replacement charges are budgeted at $5.1 million and $6.6 million,
respectively. Vehicle Maintenance revenues are up compared to fiscal year 2025-26 estimates
primarily due to increasing fuel costs as well as an overall increase in the size of the city’s fleet.
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. However, in fiscal year 2026-27, the amount charged to departments is
decreasing by 38.3% in an effort to strategically align the Vehicle Replacement reserve with industry
standards. During periods of low reserve levels, additional charges may be warranted to ensure
sufficient funding exists in the future and during periods of high reserve levels, fewer charges may be
needed to mitigate unnecessary excess.
Information Technology charges to departments have increased by 2.3% or $0.5 million when
compared to fiscal year 2025-26 estimates. The main reason for this increase is due to contractual
increases to existing service contracts which were offset by a reduction in chargebacks to strategically
align its reserve balance.
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 2026-27 totals $449.2 million, which represents a decrease
of approximately $9.3 million or 2% as compared to the adopted fiscal year 2025-26 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 2026-27 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 continued to stress the
importance of “holding the line” to departments when evaluating budgetary needs while also
ensuring service levels provided to the community are prioritized. The fiscal year 2026-27 operating
budget reflects critical increases including:
- Operating costs for the Monroe Street Pool as it’s set to reopen in September 2026
- Six (6) EMT to Paramedic Firefighter reclassifications as part of a multi-year effort
- General election expenses
- 2028-2032 Strategic Plan facilitation
- Traffic signal and all way stop analysis
- Storm drain maintenance and street sweeping
- Six (6) Police Department positions for COPPS team (approved on Mar. 24, 2026)
The total Operating Budget for the General Fund for fiscal year 2026-27 is $249.1 million, which is
$6.7 million or 2.8% more than the previous year’s adopted budget of $242.4 million. These changes
are discussed in more detail on the following pages.
Budget Budget $%
2025-26 2026-27 Change Change
General Fund 242.4$ 249.1$ 6.7$ 2.8%
Special Revenue 24.7 26.5 1.7 7.0%
Enterprise 146.9 129.7 (17.2) -11.7%
Internal Service 44.5 43.9 (0.6) -1.3%
Successor Agency Housing Trust - - - 0.0%
Total 458.6$ 449.2$ (9.3)$ -2.0%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
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Personnel costs make up 64% of the General Fund budget. The total personnel budget for fiscal
year 2026-27 is $158.2 million, which is $12.6 million or 8.7% greater than the previous year’s total
personnel budget of $145.6 million. This is driven by 11.58 additional full-time equivalent positions
since prior year budget adoption, an increase in CalPERS’ unfunded liability payment, and negotiated
compensation increases. In fiscal year 2026-27, 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 2026-27 by $8.3
million or 8.6%. The increase is primarily due to negotiated salary increases as well as the addition of
11.58 full-time equivalent positions since prior year budget adoption—six of which were approved by
the City Council mid-year, and 5.58 of which are proposed with the fiscal year 2026-27 budget. The
full-time staffing changes are listed on the following page.
Budget Budget $%
2025-26 2026-27 Change Change
Personnel 145.6$ 158.2$ 12.6 8.7%
Personnel, gross 147.6 160.2 12.6 8.6%
Vacancy Savings (2.0) (2.0) - 0.0%
Maintenance & Operations 70.4 69.3 (1.1) -1.6%
Capital Outlay 2.7 0.4 (2.3) -84.1%
Transfers 23.7 21.2 (2.5) -10.7%
Subtotal 242.4$ 249.1$ 6.7$ 2.8%
(In Millions)
GENERAL FUND SUMMARY
By Expenditure Type
Budget Budget $%
2025-26 2026-27 Change Change
Salaries and Wages 95.9$ 104.2 8.3 8.6%
Salaries and Wages, gross 97.9 106.2 8.3 8.5%
Vacancy Savings (2.0) (2.0) - 0.0%
Retirement Benefits 28.6 31.4 2.8 9.9%
Health Insurance 12.1 12.9 0.8 6.5%
Other Personnel 9.0 9.7 0.7 8.3%
Total 145.6$ 158.2$ 12.6$ 8.7%
Personnel Costs
(In Millions)
GENERAL FUND
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Full-time equivalent staffing adjustments
General Fund (5.58):
• Full time
o (1) Monroe Pool Maintenance Worker – Parks & Recreation
• Part time
o (-.18) Reduction in hours for restructuring of the GUIDE program – Police
o (0.4) Custodian at Safety Training Center – Fleet & Facilities
o (2.65) Part-time lifeguards at Monroe Pool – Parks & Recreation
o (0.74) Part-time aquatics instructors at Monroe Pool – Parks & Recreation
o (0.73) Communications Coordinator – Communication & Engagement
o (0.24) Additional Administrative Analyst hours – Communication & Engagement
Non-General Fund:
No adjustment in fiscal year 2026-27.
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. Since then, the city has contributed an additional $7.5
million in fiscal year 2024-25 and $7.5 million in fiscal year 2025-26, bringing total contributions in the
trust to date to $25 million. 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.
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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Fiscal year 2026-27 reflects $31.4 million in retirement benefits costs, which represents an increase of
$2.8 million or 9.9% compared to the previous year. Most of this increase is due to the CalPERS
unfunded liability payment increasing by $1.6 million or 11% compared to the prior year. Increases in
CalPERS’ required contributions are the result of their poor investment performance in fiscal year
2021-22 (-6.1%) and fiscal year 2022-23 (5.8%). Since that time, CalPERS has earned 9.3% and 11.6%
in fiscal year 2023-24 and 2024-25, respectively, which will mitigate future increases over the next
five years.
General Fund Health Insurance costs in the General Fund are increasing from $12.1 million to
$12.9 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 $0.7 million or 8.3%.
Maintenance and Operations costs represent 28% 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 $69.3 million, which represents a decrease of $1.1
million or 1.6% for fiscal year 2026-27 when compared to fiscal year 2025-26. 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. Much of the
increase from fiscal year 2022-23 to 2023-24 was related to large increases in transfers out to fund
long-term capital needs. While the increase in the fiscal year 2025-26 maintenance and operating
budget was largely attributable to inflationary increases, Climate Action Plan initiatives, and fire
mitigation efforts. In fiscal year 2026-27, the largest contributor to the overall decrease is the
decrease in internal service department chargebacks. As mentioned in the Revenue section of the
Overview, fleet and information technology chargebacks to external departments were lower than
previous years in an effort to maintain the fund balance reserve levels at industry standards.
Capital Outlay includes budgeted equipment purchases over $10,000. Capital outlay purchases of
$0.4 million are budgeted in the General Fund for fiscal year 2026-27. This represents a decrease of
$2.3 million and is primarily due to the Fire Department’s request to purchase a second front-line
aerial ladder truck in the prior year with no similar purchase occurring this year.
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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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.
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.
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Fiscal year 2025-26 expenditures include the addition of six (6) positions for the Police Department,
four (4) full-time equivalent positions for various administrative functions, a $2.6 million one-time
capital outlay as well as additional increases for retirement costs as a result of CalPERS’ negative
investment performance in fiscal year 2021-22. The fiscal year 2026-27 expenditure budget includes
the addition of six (6) positions in the Police Department which were approved in March 2026,
additional operating costs for the reopening of Monroe Street Pool, reclassification of six (6) EMT
positions to Paramedic Firefighters, 2026 general election expenditures, as well as various
operational increases due to inflation.
Another way of looking at the General Fund budget is by
Program Expenditures. The chart below compares the
total fiscal year 2026-27 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.
Budget Budget $%
2025-26 2026-27 Change Change
Administrative Services - Administration 0.9$ 0.9$ - 4.9%
Administrative Services - Finance 6.2 6.6 0.4 6.5%
Administrative Services - Human Resources 5.6 5.5 (0.1) -1.5%
Administrative Services - Economic Development 1.0 1.0 - 1.2%
Community Services - Administration 0.6 0.7 0.1 5.3%
Community Services - Community Development 12.0 12.0 - 0.6%
Community Services - Housing & Homeless Services 3.3 3.7 0.4 12.2%
Community Services - Library & Cultural Arts 15.7 16.4 0.7 4.7%
Community Services - Parks & Recreation 24.2 25.1 0.9 3.7%
Policy & Leadership Group 9.0 9.9 0.9 10.0%
Public Safety - Fire 47.3 48.9 1.6 3.3%
Public Safety - Police 64.1 68.5 4.4 6.8%
Public Works - Administration 1.5 1.5 - 0.2%
Public Works - Construction Mgmt. & Inspection 3.3 3.4 0.1 3.9%
Public Works - Environmental Sustainability 1.7 1.5 (0.2) -11.3%
Public Works - Facilities 7.6 7.9 0.3 4.1%
Public Works - Transportation 12.2 12.5 0.3 2.5%
Non-Departmental 26.3 23.1 (3.2) -12.3%
Total 242.4$ 249.1$ 6.7 2.8%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
A detailed description of each
department’s budget can be
found in the department
program summaries.
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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:
• $15.0 million split evenly between the Infrastructure Replacement Fund, General Capital
Construction Fund and Technology Investment Capital Fund. This will fund major new
construction, maintenance and replacement of city infrastructure and facilities, 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.
• $5.0 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 may be needed on an annual basis.
• $1.2 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 2026-27 provides a balanced General Fund budget for the coming
fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by
$0.6 million.
Fiscal Year 2026-27 General Fund Operating Budget
General Fund fiscal year 2026-27 revenue estimates $249.6 million
General Fund fiscal year 2026-27 preliminary expenditures $249.1 million
Initial projected operating surplus for fiscal year 2026-27 $ 0.5 million
Use of Asset Replacement Reserve for one-time costs $ 0.2 million
Effective operating fund surplus for fiscal year 2026-27 $ 0.7 million
General Fund Reserves
Projected unassigned balance at June 30, 2026 $144.4 million
Plus: effective fiscal year 2026-27 surplus $0.7 million
Equals: projected unassigned balance at June 30, 2027 $145.1 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
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
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equipment needs without impacting the General Fund Reserve or annual budget surplus year after
year. As of fiscal year 2026-27, and for the next 10 fiscal years, a total of $7.2 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 $26.5 million representing an increase in expenditures of
7.0% or $1.7 million when compared to fiscal year 2025-26. Other than a $1.2 million increase in
rental assistance programming, and small increases across several other funds such as the Opioid
Settlement Fund, Median Maintenance, and Citizens’ Option for Public Safety grant fund, spending in
most Special Revenue Fund programs is expected to remain relatively consistent.
Enterprise funds total $129.7 million, which represents a decrease of $17.2 million or 11.7% over the
fiscal year 2025-26 adopted budget. The majority of this decrease is due to a one-time budgeted
transfer from the Recycled Water Operating Fund to the Recycled Water Connection Fund of $16.4
million that occurred in fiscal year 2025-26 and not required in the fiscal year 2026-27 budget. 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. Additionally, transfers from the Potable Water and Wastewater funds are
decreasing. These large decreases are offset by increases in core operational costs for the city’s
Utilities funds. 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 $43.9 million, which represents an overall decrease of $0.6 million
or 1.3% over fiscal year 2025-26. 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 decrease and driven by a lower number of more costly vehicles scheduled
for purchase in the upcoming year; this is cyclical and based on fleet replacement schedules.
Information Technology is $.08 million or 4.2% higher than the previous year, which is largely due to
contractual service increases.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2026-27 is remaining at
zero budget for fiscal year 2026-27. 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 2026-
27, 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 21.4%, largely due to increasing
operations costs, primarily water purchases. The Recycled Water Operations Fund and Wastewater
Operations Fund are expected to decrease by 98.5% and 17.7%, respectively, by $1.1 million each. This
is due to operating costs outpacing revenues in the upcoming fiscal year. All three funds have positive
fund balances as of fiscal year end 2026-27, and it is anticipated the Utilities Department will complete
a rate study in the subsequent year to address any ongoing funding challenges.
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PERSONNEL ALLOCATIONS
Adopted Adopted Adopted Final* Preliminary
Budget Budget Budget Budget Budget
Department 2023-24 2024-25 2025-26 2025-26 2026-27
City Attorney 8.00 8.00 8.00 8.00 8.00
City Clerk Services 7.00 6.00 7.00 7.00 7.00
City Council 2.00 1.00 1.00 1.00 1.00
City Manager 7.00 6.00 6.00 6.00 6.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
Communication & Engagement 9.00 9.00 8.00 8.00 8.00
Administrative Services - Administration 3.00 3.00 3.00 3.00 3.00
Economic Development 9.00 2.00 2.00 2.00 2.00
Finance 26.00 26.00 27.00 27.00 27.00
Human Resources 18.00 17.00 18.00 18.00 18.00
Information Technology 43.00 48.00 48.00 48.00 48.00
Community Services - Administration 2.00 2.00 2.00 2.00 2.00
Community Development 52.00 51.00 51.00 51.00 51.00
Housing & Homeless Services 16.00 16.00 16.00 16.00 16.00
Library & Cultural Arts 53.00 51.00 51.00 51.00 51.00
Parks & Recreation 59.00 58.00 58.00 58.00 59.00
Fire 124.00 124.00 124.00 124.00 124.00
Police 187.00 187.00 193.00 199.00 199.00
Public Works - Administration 6.00 6.00 5.70 5.70 5.50
Construction Management & Inspection 15.00 15.00 15.00 15.00 15.00
Environmental Sustainability 17.50 16.50 17.00 17.00 17.00
Fleet & Facilities 35.95 35.95 37.20 37.20 37.20
Transportation 43.80 43.80 43.80 43.80 43.80
Utilities 63.50 63.50 62.30 62.30 62.50
Total Full-Time Personnel 807.75 796.75 805.00 811.00 812.00
Hourly Full-Time Equivalent Personnel 167.84 166.79 168.84 168.84 173.42
Total 975.59 963.54 973.84 979.84 985.42
*The ending budget for 2025-26 takes into account full-time personnel changes approved mid-year for the addition of (6.0) FTE
in the Police Department.
May 19, 2026 Item #4 Page 59 of 437
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SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Estimated Fund Balance July 1, 2025
Fund July 1, 2025 Revenues Expenditures June 30, 2026 Fund Balance
General Fund 148,107,692$ *243,290,260$ 242,086,488$ 152,211,464$ *2.8%
Special Revenue Funds
Affordable Housing 16,185,641 1,410,214 1,779,519 15,816,336 -2.3%
Agricultural Mitigation Fee 961,008 32,294 25,864 967,438 0.7%
Buena Vista Channel Maintenance District 1,650,936 162,211 259,068 1,554,079 -5.9%
Citizens' Option for Public Safety 669,378 971,477 428,146 1,212,709 81.2%
Community Development Block Grant 584,752 2,257,707 1,701,327 1,141,132 95.2%
Continuum of Care (325,092) 1,589,233 843,799 420,342 -229.3%
Cultural Arts Donations 281,406 48,035 97,675 231,766 -17.6%
Encampment Resolution Fund 5,495,782 5,666,335 981,388 10,180,729 85.3%
Habitat Mitigation Fee - - - - 0.0%
Library and Arts Endowments 287,703 9,759 - 297,462 3.4%
Library Gifts and Bequests 2,425,871 433,911 336,595 2,523,187 4.0%
Lighting and Landscaping District 2 6,680,026 1,004,201 408,501 7,275,726 8.9%
Local Cable Infrastructure 283,528 224,635 293,000 215,163 -24.1%
Median Maintenance District 338,035 1,362,868 1,452,402 248,501 -26.5%
Opioid Settlement Fund 982,315 164,659 113,606 1,033,368 5.2%
Parking In Lieu Fee 1,113,493 36,068 59,823 1,089,738 -2.1%
Permanent Local Housing Allocation 18,637 474,657 488,440 4,854 -74.0%
Police Asset Forfeiture 348,717 77,762 64,608 361,871 3.8%
Public Safety Grants - 405,158 303,246 101,912 0.0%
Recreation Donations 371,229 33,202 25,306 379,125 2.1%
Rental Assistance 463,594 15,974,416 15,938,397 499,613 7.8%
Senior Donations 329,456 224,582 16,683 537,355 63.1%
Street Lighting Maintenance District 2,611,113 1,082,694 1,206,227 2,487,580 -4.7%
Street Tree Maintenance District 780,935 997,927 1,026,772 752,090 -3.7%
Tyler Court Apartments 299,562 1,724,293 724,488 1,299,367 333.8%
Total Special Revenue Funds 42,838,025 36,368,298 28,574,880 50,631,443 18.2%
Enterprise Funds
Water Operations 20,794,853 54,390,290 66,728,534 8,456,609 -59.3%
Recycled Water Operations 11,333,321 14,781,188 24,975,236 1,139,273 -90.0%
Wastewater Operations 12,541,249 29,919,208 35,953,084 6,507,373 -48.1%
Solid Waste Management 8,432,574 11,712,682 6,269,886 13,875,370 64.5%
Golf Course 9,036,691 12,801,945 10,487,819 11,350,817 25.6%
Total Enterprise Funds 62,138,688 123,605,313 144,414,559 41,329,442 -33.5%
Internal Service Funds
Workers' Compensation 270,209 8,600,819 7,263,356 1,607,672 495.0%
Risk Management 314,834 5,805,401 5,521,965 598,270 -90.0%
Vehicle Maintenance 737,200 4,360,003 4,590,046 507,157 -31.2%
Vehicle Replacement 26,998,887 9,852,891 5,100,000 31,751,778 17.6%
Information Technology 11,518,351 20,423,040 20,397,138 11,544,253 0.2%
Total Internal Service Funds 39,839,481 49,042,154 42,872,505 46,009,130 15.5%
Successor Agency Housing Trust Fund 238,044 8,078 - 246,122 3.4%
Total Operating Funds 293,161,930$ 452,314,103$ 457,948,432$ 290,427,601$ -0.9%
* For the General Fund only, this represents unassigned fund balance. The General Fund projected ending fund balance as of June 30, 2026 includes an
increase of $2.9 million because of a reduction in the Asset Replacement Reserve in the General Fund that occurred on March 24, 2026. The Asset
Replacement Reserve decreased from $10.5 million to $7.6 million because the Police Department determined it did not need its original full allocation
for radio replacements.
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SCHEDULE OF PROJECTED FUND BALANCE
Projected Projected
Beginning Ending Change as % of
Fund Balance Estimated Adopted Fund Balance June 30, 2026
Fund June 30, 2026 Revenues Budget June 30, 2027 Fund Balance
General Fund 144,611,464$ *249,593,108$ 249,096,157$ 145,108,415$ *0.3%
Special Revenue Funds
Affordable Housing 15,816,336 790,093 587,022 16,019,407 1.3%
Agricultural Mitigation Fee 967,438 31,687 - 999,125 3.3%
Buena Vista Channel Maintenance District 1,554,079 154,699 112,282 1,596,496 2.7%
Citizens' Option for Public Safety 1,212,709 324,403 625,322 911,790 -24.8%
Community Development Block Grant 1,141,132 569,758 475,561 1,235,329 8.3%
Continuum of Care 420,342 1,679,846 1,679,846 420,342 0.0%
Cultural Arts Donations 231,766 46,770 159,500 119,036 -48.6%
Encampment Resolution Fund 10,180,729 147,015 8,241 10,319,503 1.4%
Habitat Mitigation Fee - - - - 0.0%
Library and Arts Endowments 297,462 9,596 6,000 301,058 1.2%
Library Gifts and Bequests 2,523,187 368,001 547,699 2,343,489 -7.1%
Lighting and Landscaping District 2 7,275,726 1,009,402 416,500 7,868,628 8.2%
Local Cable Infrastructure 215,163 224,907 284,586 155,484 -27.7%
Median Maintenance District 248,501 1,526,946 1,564,413 211,034 -15.1%
Opioid Settlement Fund 1,033,368 293,472 254,430 1,072,410 3.8%
Parking In Lieu Fee 729,738 **35,224 63,500 701,462 -3.9%
Permanent Local Housing Allocation 4,854 211,366 206,500 9,720 100.3%
Police Asset Forfeiture 361,871 12,576 175,000 199,447 -44.9%
Public Safety Grants 101,912 215,750 77,250 240,412 -135.9%
Recreation Donations 379,125 32,030 81,200 329,955 -13.0%
Rental Assistance 499,613 16,366,513 15,931,592 934,534 87.1%
Senior Donations 537,355 33,366 33,500 537,221 0.0%
Street Lighting Maintenance District 2,487,580 1,090,012 1,318,602 2,258,990 -9.2%
Street Tree Maintenance District 752,090 557,981 1,065,127 244,944 -67.4%
Tyler Court Apartments 1,299,367 906,769 810,353 1,395,783 7.4%
Total Special Revenue Funds 50,271,443 26,638,182 26,484,026 50,425,599 0.3%
Enterprise Funds
Water Operations 8,456,609 62,754,668 64,563,333 6,647,944 -21.4%
Recycled Water Operations 1,139,273 11,317,795 12,439,690 17,378 -98.5%
Wastewater Operations 6,507,373 32,796,816 33,945,724 5,358,465 -17.7%
Solid Waste Management 13,875,370 8,442,602 7,236,564 15,081,408 8.7%
Golf Course 11,350,817 11,915,000 11,540,000 11,725,817 3.3%
Total Enterprise Funds 41,329,442 127,226,881 129,725,311 38,831,012 -6.1%
Internal Service Funds
Workers' Compensation 1,607,672 9,015,015 7,782,924 2,839,763 76.6%
Risk Management 598,270 6,218,127 5,498,085 1,318,312 120.4%
Vehicle Maintenance 507,157 5,081,680 4,839,570 749,267 47.7%
Vehicle Replacement 31,751,778 6,578,848 5,111,501 33,219,125 4.6%
Information Technology 11,544,253 20,897,692 20,699,364 11,742,581 1.7%
Total Internal Service Funds 46,009,130 47,791,362 43,931,444 49,869,048 8.4%
Successor Agency Housing Trust Fund 246,122 7,955 - 254,077 3.2%
Total Operating Funds 282,467,601$ 451,257,488$ 449,236,938$ 284,488,151$ 0.7%
* For the General Fund only, this represents unassigned fund balance. The General Fund projected beginning fund balance as of June 30, 2026 includes
an adjustment to the asset replacement reserve, reducing the previous year's $7.6 million allocation to $7.2 million. An adjustment was also made for a
one-time use of General Fund reserves in the form of an $8 million transfer to the Infrastructure Replacement Fund.
**$360,000 of this fund balance instead appears in the Capital Improvement Program Budget for capital costs applicable to this fund's use.
May 19, 2026 Item #4 Page 61 of 437
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SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
General Fund
Taxes
Property Tax 96,897,959$ 100,142,982$ 104,719,039$ 4.6% 4,576,057$
Sales Tax 55,867,938 54,386,009 55,021,692 1.2%635,683
Transient Occupancy Tax 35,509,738 35,553,625 35,922,721 1.0%369,096
Franchise Tax 6,836,876 7,409,253 7,549,953 1.9%140,700
Business License Tax 6,230,578 7,071,422 7,000,181 -1.0%(71,241)
Transfer Tax 1,581,880 1,724,744 1,733,368 0.5%8,624
Total Taxes 202,924,969 206,288,035 211,946,954 2.7% 5,658,919
Intergovernmental
Homeowners Exemption 319,005 300,000 306,000 2.0%6,000
Other Intergovernmental 1,968,934 1,021,980 987,826 -3.3%(34,154)
Total Intergovernmental 2,287,939 1,321,980 1,293,826 -2.1%(28,154)
Licenses and Permits
Building Permits 2,052,227 1,650,000 2,000,000 21.2%350,000
Other Licenses and Permits 1,393,067 1,302,697 1,410,697 8.3%108,000
Total Licenses And Permits 3,445,294 2,952,697 3,410,697 15.5%458,000
Charges for Services
Planning Fees 800,169 890,200 952,000 6.9%61,800
Building Department Fees 749,719 1,170,000 890,000 -23.9% (280,000)
Engineering Fees 1,028,200 943,000 980,000 3.9%37,000
Ambulance Fees 7,019,499 7,055,000 6,800,000 -3.6% (255,000)
Recreation Fees 3,297,511 3,338,864 3,451,914 3.4%113,050
Other Charges or Fees 2,153,017 1,650,128 1,890,400 14.6%240,272
Total Charges For Services 15,048,115 15,047,192 14,964,314 -0.6%(82,878)
Fines and Forfeitures 394,978 426,035 393,000 -7.8%(33,035)
Income from Investments and Property 15,260,783 10,281,939 11,549,886 12.3% 1,267,947
Interdepartmental Charges 5,462,411 5,347,999 5,531,217 3.4%183,218
Other Revenue Sources 556,008 1,624,383 503,214 -69.0% (1,121,169)
Total General Fund 245,380,497$ 243,290,260$ 249,593,108$ 2.6% 6,302,848$
Interest is calculated on an amortized cost basis.
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SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
Special Revenue Funds
Affordable Housing
Affordable Housing Fees 264,268$ 366,964$ 120,000$ -67.3% (246,964)$
Property Tax - - - 0.0%-
Interest Income 998,458 1,027,925 665,093 -35.3% (362,832)
Other Revenue 94,953 15,325 5,000 -67.4%(10,325)
Total Affordable Housing 1,357,679 1,410,214 790,093 -44.0% (620,121)
Agricultural Mitigation Fee
Agricultural Mitigation Fees - - - 0.0%-
Interest Income 57,145 32,294 31,687 -1.9%(607)
Total Agriculutural Mitigation Fee 57,145 32,294 31,687 -1.9%(607)
Buena Vista Channel Maintenance
Assessment Fees 119,567 106,027 100,000 -5.7%(6,027)
Interest Income 89,505 56,184 54,699 -2.6%(1,485)
Total Buena Vista Channel Maintenance 209,072 162,211 154,699 -4.6%(7,512)
Citizens' Option for Public Safety
State Funding (AB3229)260,392 948,242 300,000 -68.4% (648,242)
Interest Income 35,632 23,235 24,403 5.0%1,168
Total Citizens' Option For Public Safety 296,024 971,477 324,403 -66.6% (647,074)
Community Development Block Grant
Federal Grant 551,332 1,500,000 534,758 -64.4% (965,242)
Interest Income 87,096 15,828 5,000 -68.4%(10,828)
Other Revenue 510,371 741,879 30,000 -96.0% (711,879)
Total Community Dev. Block Grant 1,148,799 2,257,707 569,758 -74.8% (1,687,949)
Continuum of Care
Federal Grant 861,739 1,589,233 1,679,846 5.7%90,613
Total Cultural Arts Donations 861,739 1,589,233 1,679,846 5.7%90,613
Cultural Arts Donations
Donations 55,390 38,550 38,550 0.0%-
Interest Income 17,145 9,485 8,220 -13.3%(1,265)
Total Cultural Arts Donations 72,535 48,035 46,770 -2.6%(1,265)
May 19, 2026 Item #4 Page 63 of 437
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SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
Special Revenue Funds - Continued
Encamptment Resolution Fund
State Grant 3,954,460 5,492,180 - -100.0% (5,492,180)
Interest Income 92,136 174,155 147,015 -15.6%(27,140)
Total Community Dev. Block Grant 4,046,596 5,666,335 147,015 -97.4% (5,519,320)
Habitat Mitigation Fee
Mitigation Fees - - - 0.0%-
Interest Income 346 - - 0.0%-
Total Habitat Mitigation Fee 346 - - 0.0%-
Library And Arts Endowment Fund
Interest Income 15,676 9,759 9,596 -1.7%(163)
Total Library And Arts Endowment Fund 15,676 9,759 9,596 -1.7%(163)
Library Gifts/Bequests
Gifts and Bequests 713,960 353,552 291,741 -17.5%(61,811)
Interest Income 115,240 80,359 76,260 -5.1%(4,099)
Total Library Gifts/Bequests 829,275 433,911 368,001 -15.2%(65,910)
Lighting And Landscaping District 2
Assessment Fees 765,283 775,700 775,900 0.0%200
Interest Income 339,118 228,501 233,502 2.2%5,001
Total Lighting And Landscaping Dist. 2 1,104,401 1,004,201 1,009,402 0.5%5,201
Local Cable Infrastructure Fund
Cable Fees 242,147 220,000 220,000 0.0%-
Interest Income 16,963 4,635 4,907 5.9%272
Total Local Cable Infrastructure Fund 259,110 224,635 224,907 0.1%272
Median Maintenance
Assessment Fees 371,794 350,000 350,000 0.0%-
Other 1,033,408 1,012,868 1,176,946 16.2%164,078
Total Median Maintenance 1,405,202 1,362,868 1,526,946 12.0%164,078
Opioid Settlement Fund
Settlements 69,641 123,688 254,430 105.7%130,742
Other Revenue 37,036 40,971 39,042 -4.7%(1,929)
Total Opioid Settlement 106,677 164,659 293,472 78.2%128,813
Parking In Lieu
Parking In Lieu Fees - - - 0.0%-
Interest Income 63,365 36,068 35,224 -2.3%(844)
Total Parking In Lieu 63,365 36,068 35,224 -2.3%(844)
Permanent Local Housing Allocation
State Grant 317,783 466,244 210,000 -55.0% (256,244)
Interest Income 16,169 8,413 1,366 -83.8%(7,047)
Total Police Grants 333,952 474,657 211,366 -55.5% (263,291)
Police Asset Forfeiture
Asset Forfeitures 19,693 64,837 - -100.0%(64,837)
Interest Income 20,392 12,925 12,576 -2.7%(349)
Total Police Asset Forfeiture 40,085 77,762 12,576 -83.8%(65,186)
May 19, 2026 Item #4 Page 64 of 437
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SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
Special Revenue Funds - Continued
Public Safety Grants
Federal Grant 334,523 245,158 138,500 -43.5% (106,658)
State Grant 6,603 160,000 77,250 -51.7%(82,750)
Total Police Grants 341,126 405,158 215,750 -46.8% (189,408)
Recreation Donations
Donations 52,075 20,700 19,300 -6.8%(1,400)
Interest Income 18,818 12,502 12,730 1.8%228
Total Recreation Donations 70,893 33,202 32,030 -3.5%(1,172)
Rental Assistance
Federal Grant 14,794,213 15,764,531 16,154,535 2.5%390,004
Other Revenue 10,786 209,885 211,978 1.0%2,093
Total Rental Assistance 14,804,999 15,974,416 16,366,513 2.5%392,097
Senior Donations
Donations 1,405 187,000 1,000 -99.5% (186,000)
Other Revenue 21,275 22,000 15,000 -31.8%(7,000)
Interest Income 17,782 15,582 17,366 11.5%1,784
Total Senior Donations 40,462 224,582 33,366 -85.1% (191,216)
Street Lighting
Assessment Fees 743,727 740,000 740,000 0.0%-
Other Revenue 205,811 259,400 259,400 0.0%-
Interest Income 163,165 83,294 90,612 8.8%7,318
Total Street Lighting 1,112,703 1,082,694 1,090,012 0.7%7,318
Street Tree Maintenance
Assessment Fees 472,522 470,000 470,000 0.0%-
Other Revenue 533,750 527,927 87,981 -83.3% (439,946)
Total Street Tree Maintenance 1,006,272 997,927 557,981 -44.1% (439,946)
Tyler Court Apartments
Rental Income 746,299 818,088 794,893 -2.8%(23,195)
Other Revenue 6,814 906,205 111,876 -87.7% (794,329)
Total Tyler Court Apartments 753,113 1,724,293 906,769 -47.4% (817,524)
Total Special Revenue Funds 30,337,246$ 36,368,298$ 26,638,182$ -26.8% (9,730,116)$
May 19, 2026 Item #4 Page 65 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-29
SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
Enterprise Funds
Water Operations
Water Sales 28,612,227$ 31,354,418$ 37,258,021$ 18.8% 5,903,603$
Ready-to-Serve charge 14,087,067 16,578,803 19,126,929 15.4% 2,548,126
Property Tax 4,528,062 4,412,291 4,454,165 1.0%41,874
New Account Charges 107,856 110,000 110,000 0.0%-
Back-Flow Program Fees 184,438 170,000 178,500 5.0%8,500
Penalty Fees 453,881 468,467 456,000 -2.7%(12,467)
Interest Income 1,646,260 668,000 610,863 -8.6%(57,137)
Engineering Overhead 97,669 43,043 100,000 132.3%56,957
Service Connection Fees 43,214 34,998 35,000 0.0%2
Other Revenue 725,698 550,270 425,190 -22.7% (125,080)
Total Water Operations 50,486,372 54,390,290 62,754,668 15.4% 8,364,378
Recycled Water Operations
Water Sales 7,345,800 8,548,100 8,632,333 1.0%84,233
Ready-to-Serve charge 1,449,078 1,549,702 1,585,412 2.3%35,710
Property Tax 1,065,715 848,325 925,927 9.2%77,602
Recycled Water Credits - - - 0.0%-
Interest Income (335,048) (172,565) - -100.0%172,565
Other Revenue 2,221,704 4,007,626 174,123 -95.7% (3,833,503)
Total Recycled Water Operations 11,747,249 14,781,188 11,317,795 -23.4% (3,463,393)
Wastewater Operations
Service Charges 26,191,425 29,352,406 32,287,647 10.0% 2,935,241
Misc. Sewer 11,396 3,259 3,585 10.0%326
Engineering Overhead (43,750) 113,000 113,000 0.0%-
Penalty Fees 168,088 160,000 160,000 0.0%-
Interest Income 698,400 222,296 162,512 -26.9%(59,784)
Other Revenue 270,059 68,247 70,072 2.7%1,825
Total Wastewater Operations 27,295,618 29,919,208 32,796,816 9.6% 2,877,608
Solid Waste Management
Recycling Fees (AB939)905,542 949,244 940,000 -1.0%(9,244)
Penalty Fees - - - 0.0%-
Trash Surcharge 1,471,505 1,500,000 1,500,000 0.0%-
Interest Income 488,510 375,591 402,602 7.2%27,011
Other Revenue 1,100,955 8,887,847 5,600,000 -37.0% (3,287,847)
Total Solid Waste Management 3,966,512 11,712,682 8,442,602 -27.9% (3,270,080)
Golf Course Operations
Charges for Services 11,720,977 12,319,948 11,428,000 -7.2% (891,948)
Interest Income 522,543 390,067 395,000 1.3%4,933
Other Revenue 107,103 91,930 92,000 0.1%70
Total Golf Course Operations 12,350,623 12,801,945 11,915,000 -6.9% (886,945)
Total Enterprise Funds 105,846,374$ 123,605,313$ 127,226,881$ 2.9% 3,621,568$
May 19, 2026 Item #4 Page 66 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-30
SCHEDULE OF REVENUE ESTIMATES
2025-26 2026-27 Change as %Difference
2024-25 Estimated Estimated of 2025-26 2025-26 to
Revenue Source Actuals Revenue Revenue Estimated 2026-27
Internal Service Funds
Workers' Compensation
Interdepartmental Charges 6,883,620$ 7,226,070$ 7,766,400$ 7.5%540,330$
Interest Income 1,607,726 1,239,458 1,248,615 0.7%9,157
Other Revenue 7,428,099 135,291 - -100.0% (135,291)
Total Workers' Compensation 15,919,445 8,600,819 9,015,015 4.8%414,196
Risk Management
Interdepartmental Charges 7,746,820 5,440,030 5,774,880 6.2%334,850
Interest Income 421,132 318,539 398,247 25.0%79,708
Other Revenue 67,215 46,832 45,000 -3.9%(1,832)
Total Risk Management 8,235,167 5,805,401 6,218,127 7.1%412,726
Vehicle Maintenance
Interdepartmental Charges 3,866,928 4,312,969 5,023,130 16.5%710,161
Interest Income 43,234 27,034 23,550 -12.9%(3,484)
Other Revenue 25,292 20,000 35,000 75.0%15,000
Total Vehicle Maintenance 3,935,454 4,360,003 5,081,680 16.6%721,677
Vehicle Replacement
Interdepartmental Charges 5,947,531 8,777,154 5,416,503 -38.3% (3,360,651)
Interest Income 1,400,969 976,102 1,012,345 3.7%36,243
Other Revenue 1,109,139 99,635 150,000 50.6%50,365
Total Vehicle Replacement 8,457,639 9,852,891 6,578,848 -33.2% (3,274,043)
Information Technology
Interdepartmental Charges 19,149,027 20,038,997 20,514,125 2.4%475,128
Interest Income 585,752 384,043 383,567 -0.1%(476)
Other Revenue 1,631,852 - - 0.0%-
Total Information Technology 21,366,631 20,423,040 20,897,692 2.3%474,652
Total Internal Service Funds 57,914,336$ 49,042,154$ 47,791,362$ -2.6% (1,250,792)$
Trust Funds
Successor Agency Housing Fund
Property Tax Increment - - - 0.0%-
Interest Income 125,470 8,078 7,955 -1.5%(123)
Total Successor Agency Housing Fund 125,470 8,078 7,955 -1.5%(123)
Total Trust Funds 125,470$ 8,078$ 7,955$ -1.5%(123)$
Total Operating Funds 439,603,923$ 452,314,103$ 451,257,488$ -0.2% (1,056,615)$
May 19, 2026 Item #4 Page 67 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-31
S CHEDULE OF BUDGET EXPENDITURES
2025-26 Change as %
2023-24 2024-25 Estimated 2025-26 2026-27 of 2025-26
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund
Policy And Leadership Group
City Council 520,658$ 565,679$ 640,000$ 641,472$ 659,910$ 2.9%
City Attorney 2,092,350 2,156,141 2,377,000 2,366,301 2,584,183 9.2%
City Clerk 1,112,722 1,261,756 1,450,000 1,493,122 1,830,702 22.6%
City Manager 2,133,835 2,098,691 2,150,000 2,070,890 2,306,771 11.4%
City Treasurer 206,487 246,596 228,600 320,948 383,892 19.6%
Communication & Engagement 1,983,038 1,927,770 1,937,000 2,119,816 2,144,557 1.2%
Total Policy And Leadership Group 8,049,090 8,256,633 8,782,600 9,012,549 9,910,015 10.0%
Administrative Services
Administration 670,554 707,777 902,600 889,826 933,301 5%
Finance 5,420,719 5,736,831 6,181,004 6,181,006 6,583,671 6.5%
Human Resources 4,354,491 4,639,596 5,295,000 5,600,534 5,515,758 -1.5%
Economic Development 2,576,673 956,351 963,570 963,571 974,614 1.1%
Total Administrative Services 13,022,437 12,040,555 13,342,174 13,634,937 14,007,344 2.7%
Community Services
Community Services Administration 594,430 608,643 720,073 647,219 681,402 5.3%
Community Development 13,100,730 13,699,391 12,047,450 11,975,702 12,044,998 0.6%
Housing & Homeless Services - - 3,596,400 3,317,186 3,723,022 12%
Library & Cultural Arts 13,139,996 14,153,116 15,444,208 15,662,271 16,398,558 4.7%
Parks & Recreation 21,252,800 22,076,084 22,830,253 24,241,322 25,132,348 3.7%
Total Community Services 48,087,956 50,537,234 54,638,384 55,843,700 57,980,328 3.8%
Public Safety
Fire 39,481,750 41,841,218 46,240,148 47,290,269 48,864,845 3.3%
Police 56,634,858 58,395,466 64,403,833 64,138,292 68,523,708 6.8%
Total Public Safety 96,116,608 100,236,684 110,643,981 111,428,561 117,388,553 5.3%
Public Works
Public Works Administration 1,557,313 1,523,469 1,454,000 1,488,222 1,490,677 0.2%
Construction Management & Inspection 2,863,158 2,854,032 3,160,000 3,250,987 3,378,271 3.9%
Environmental Sustainability 1,250,959 1,293,622 1,631,736 1,704,367 1,511,940 -11.3%
Fleet & Facilities 7,532,550 7,158,113 6,791,195 7,584,723 7,894,636 4.1%
Transportation 9,463,214 10,311,161 10,391,466 12,173,662 12,478,307 2.5%
Total Public Works 22,667,194 23,140,397 23,428,397 26,201,961 26,753,831 2.1%
Miscellaneous Non-Departmental Expenditures
Community Contributions & Village trenching - - - - - -
COVID-related 24,163 55,487 2,200 - - -
Dues & Subscriptions 82,099 85,813 89,246 90,000 94,000 4.4%
Legal Services 194,716 666,137 350,000 1,000,000 800,000 -20.0%
Other Miscellaneous Expenditures 57,690 111,605 115,000 150,000 150,000 0.0%
Personnel Related 117,265 120,462 130,000 2,000,000 1,500,000 -25.0%
Professional Services 37,458 37,756 38,889 39,000 41,000 5.1%
Property Tax & Other Administration 734,435 787,459 826,498 800,000 800,000 0.0%
Vacancy savings - - - (2,000,000) (2,000,000) 0.0%
Total Miscellaneous Non-Departmental Expenditures 1,247,826 1,864,719 1,551,833 2,079,000 1,385,000 -33.4%
May 19, 2026 Item #4 Page 68 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-32
SCHEDULE OF BUDGET EXPENDITURES
2025-26 Change as %
2023-24 2024-25 Estimated 2025-26 2026-27 of 2025-26
Department Actuals Actuals Expenditures Budget Budget Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 11,600,000$ 18,579,226$ 8,882,966$ 8,882,966$ 4,990,362$ -43.8%
Transfer to Infrastructure Replacement Fund 4,200,000 4,779,226 8,882,966 8,882,966 4,990,362 -43.8%
Transfer to Technology Investment Capital Fund 4,200,000 4,779,226 2,433,187 2,433,187 4,990,362 105.1%
Transfer To LLD#1 (Medians & Trees)1,570,000 1,500,000 1,500,000 1,500,000 1,200,000 -20.0%
Transfer To Storm Water Program 340,000 350,000 8,000,000 2,000,000 5,000,000 150.0%
Transfer to Fleet Maintenance - - - - - -
Transfer to Fleet Replacement - 560,000 - - - -
Transfer to Risk Management 10,200,000 - - - - -
Transfer to Workers' Compensation Fund 1,300,000 7,000,000 - - - -
Other Miscellaneous Transfers - - - - - -
Total Transfers 33,410,000 37,547,678 29,699,119 23,699,119 21,171,086 -10.7%
Total Miscellaneous Non-Departmental 34,657,826 39,412,397 31,250,952 25,778,119 22,556,086 -12.5%
Subtotal General Fund 222,601,111 233,623,900 242,086,488 241,899,827 248,596,157 2.8%
City Council Contingency Account - - - 500,000 500,000 0.0%
Total General Fund 222,601,111$ 233,623,900$ 242,086,488$ 242,399,827$ 249,096,157$ 2.8%
Special Revenue Funds
Affordable Housing 992,739$ 399,012$ 1,779,519$ 589,379$ 587,022$ -0.4%
Agricultural Mitigation Fee 220,324 99,485 25,864 - - -
Buena Vista Channel Maintenance 136,015 95,363 259,068 112,282 112,282 0.0%
Citizens' Option For Public Safety 246,368 299,751 428,146 493,147 625,322 26.8%
Community Development Block Grant 583,498 1,017,186 1,701,327 475,561 475,561 0.0%
Continuum of Care 461,076 861,738 843,799 1,588,973 1,679,846 5.7%
Cultural Arts Donations 101,482 78,062 97,675 114,790 159,500 38.9%
Encampment Resolution Fund 1,240,345 4,050,553 981,388 10,514 8,241 -21.6%
Habitat Mitigation Fee 29,750 36,659 - - - -
Library And Arts Endowment Fund - - - 6,000 6,000 0.0%
Library Gifts/Bequests 234,574 271,411 336,595 618,340 547,699 -11.4%
Lighting And Landscaping District 2 297,439 337,866 408,501 401,500 416,500 3.7%
Local Cable Infrastructure Fund 509,569 470,094 293,000 290,956 284,586 -2.2%
Median Maintenance 1,322,678 1,407,489 1,452,402 1,415,287 1,564,413 10.5%
Opioid Settlement Fund 23,407 69,640 113,606 103,606 254,430 145.6%
Parking In Lieu 55,631 57,120 59,823 61,000 63,500 4.1%
Permanent Local Housing Allocation 366,481 359,921 488,440 450,297 206,500 -54.1%
Police Asset Forfeiture 54,783 49,000 64,608 95,000 175,000 84.2%
Public Safety Grants 280,076 381,034 303,246 77,250 77,250 0.0%
Recreation Donations 53,805 25,869 25,306 81,200 81,200 0.0%
Rental Assistance 12,954,684 14,905,252 15,938,397 14,774,585 15,931,592 7.8%
Senior Donations 19,626 13,402 16,683 33,500 33,500 0.0%
Street Lighting 1,114,254 1,238,623 1,206,227 1,294,158 1,318,602 1.9%
Street Tree Maintenance 770,326 652,575 1,026,772 1,003,604 1,065,127 6.1%
Tyler Court Apartments 793,769 578,215 724,488 652,310 810,353 24.2%
Total Special Revenue Funds 22,862,699$ 27,755,320$ 28,574,880$ 24,743,239$ 26,484,026$ 7.0%
May 19, 2026 Item #4 Page 69 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-33
SCHEDULE OF BUDGET EXPENDITURES
2025-26 Change as %
2023-24 2024-25 Estimated 2025-26 2026-27 of 2025-26
Department Actuals Actuals Expenditures Budget Budget Budget
Enterprise Funds
Water Operations 52,000,186$ 56,527,712$ 66,728,534$ 65,904,714$ 64,563,333$ -2.0%
Recycled Water Operations 8,185,070 7,505,491 24,975,236 28,569,976 12,439,690 -56.5%
Wastewater Operations 22,229,318 32,878,568 35,953,084 35,100,317 33,945,724 -3.3%
Solid Waste Management 5,808,358 5,646,653 6,269,886 6,754,090 7,236,564 7.1%
Golf Course Operations 10,187,428 10,141,011 10,487,819 10,589,000 11,540,000 9.0%
Total Enterprise Funds 98,410,360$ 112,699,435$ 144,414,559$ 146,918,097$ 129,725,311$ -11.7%
Internal Service Funds
Workers' Compensation 8,713,066$ 16,045,887$ 7,263,356$ 7,224,915$ 7,782,924$ 7.7%
Risk Management 13,264,103 8,295,393 5,521,965 5,442,354 5,498,085 1.0%
Vehicle Maintenance 4,160,112 4,013,581 4,590,046 4,617,390 4,839,570 4.8%
Vehicle Replacement 2,433,464 5,041,086 5,100,000 7,338,365 5,111,501 -30.3%
Information Technology 16,486,447 17,927,393 20,397,138 19,869,050 20,699,364 4.2%
Total Internal Service Funds 45,057,192$ 51,323,340$ 42,872,505$ 44,492,074$ 43,931,444$ -1.3%
Trust Funds
Successor Agency Housing Fund 8,833$ -$ -$ -$ -$ -
Total Trust Funds 8,833$ -$ -$ -$ -$ -
Total Operating Funds 388,940,195$ 425,401,995$ 457,948,432$ 458,553,237$ 449,236,938$ -2.0%
May 19, 2026 Item #4 Page 70 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
B-34
May 19, 2026 Item #4 Page 71 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-1
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 19, 2026 Item #4 Page 72 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-2
May 19, 2026 Item #4 Page 73 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-3
PUBLIC SAFETY |
FIRE DEPARTMENT: SUMMARY
FIRE
• Fire Administration
• Emergency Operations
• Community Risk Reduction
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 19,855,855$ 20,950,190$ 22,081,449$ 24,424,976$
Retirement Benefits 5,667,347 6,540,824 7,524,684 8,513,975
Health Insurance 2,188,423 2,412,210 2,692,346 2,889,385
Other Personnel Expenses 1,873,252 2,123,488 2,293,161 2,418,140
Personnel Services Subtotal 29,584,877 32,026,712 34,591,640 38,246,476
Operating Expenses
Professional & Contract Services 2,335,844 2,262,939 2,548,354 3,072,354
Supplies & Materials 1,001,554 1,093,445 1,209,726 1,282,901
Repair & Maintenance 75,251 77,480 78,450 88,450
Interdepartmental Charges 4,391,535 5,761,214 5,972,861 5,555,201
Other Operating Expenses 315,862 390,617 366,488 366,713
Capital Outlay 1,776,827 271,750 2,600,000 330,000
Operating Expenses Subtotal 9,896,873 9,857,445 12,775,879 10,695,619
TOTAL EXPENDITURES 39,481,750$ 41,884,157$ 47,367,519$ 48,942,095$
General Fund 39,481,750 41,841,218 47,290,269 48,864,845
Special Revenue Fund - 42,939 77,250 77,250
TOTAL FUNDING 39,481,750$ 41,884,157$ 47,367,519$ 48,942,095$
Full Time Positions 124.00 124.00 124.00 124.00
Hourly/FTE Positions 10.50 10.50 10.50 10.50
May 19, 2026 Item #4 Page 74 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-4
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $651,416 $657,733 $654,205 $720,254
Retirement Benefits 181,633 216,367 227,962 251,591
Health Insurance 63,468 59,765 63,602 63,180
Other Personnel Expenses 73,855 83,716 89,464 94,002
Personnel Services Subtotal 970,372 1,017,581 1,035,233 1,129,027
Operating Expenses
Professional & Contract Services 1,920,299.00 1,837,159 1,899,250 2,429,250
Supplies & Materials 64,759 74,002 73,799 63,799
Repair & Maintenance 205 143 350 350
Interdepartmental Charges 3,456,144 4,541,967 4,371,180 3,946,093
Other Operating Expenses 11,451 501 1,000 1,000
Capital Outlay 26,538.00 - - -
Operating Expenses Subtotal 5,479,396 6,453,772 6,345,579 6,440,492
TOTAL EXPENDITURES $6,449,768 $7,471,353 $7,380,812 $7,569,519
Full Time Positions 5.00 5.00 5.00 5.00
Hourly/FTE Positions 0.50 0.50 0.00 0.00
May 19, 2026 Item #4 Page 75 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-5
PUBLIC SAFETY |
FIRE DEPARTMENT: EMERGENCY OPERATIONS
Account: 0012220-29
0012250
0012252 1242118
Fund:
General
Special Revenue-Cal OES Grant
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
• Deliver emergency medical and community health services
• Deploy mutual aid assistance across the state
• Organize response and support operations for natural or man-made disasters
• Investigate and mitigate hazardous materials
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $17,791,266 $18,762,627 $19,848,565 $22,142,724
Retirement Benefits 5,028,353 5,768,567 6,666,394 7,654,791
Health Insurance 1,946,853 2,150,236 2,413,165 2,611,468
Other Personnel Expenses 1,643,241 1,861,434 2,003,952 2,118,290
Personnel Services Subtotal 26,409,713 28,542,864 30,932,076 34,527,273
Operating Expenses
Professional & Contract Services 206,728 170,099 265,924 259,924
Supplies & Materials 898,038 982,762 1,086,277 1,169,452
Repair & Maintenance 74,941 77,198 77,950 87,950
Interdepartmental Charges 492,353 793,582 975,867 982,051
Other Operating Expenses 283,119 369,280 335,988 336,213
Capital Outlay 1,725,495 271,750 2,600,000 330,000
Operating Expenses Subtotal 3,680,674 2,664,671 5,342,006 3,165,590
TOTAL EXPENDITURES $30,090,387 $31,207,535 $36,274,082 $37,692,863
General Fund 30,090,387 31,164,596 36,196,832 37,615,613
Special Revenue Fund - 42,939 77,250 77,250
TOTAL FUNDING 30,090,387$ 31,207,535$ 36,274,082$ 37,692,863$
Full Time Positions 108.00 108.00 108.00 108.00
Hourly/FTE Positions 9.50 9.50 9.50 9.50
May 19, 2026 Item #4 Page 76 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
C-6
RECENT ACCOMPLISHMENTS
• Converted six single-role EMT positions to dual-role firefighters as part of a multi-year
strategy to strengthen fire suppression capacity while maintaining EMS response readiness
• Initiated purchase of a second front-line aerial ladder truck to expand citywide coverage and
support modern firefighting and rescue operations
• Deployed a temporary front-line ambulance to mitigate regional reductions in EMS transport
resources, ensuring uninterrupted emergency response for Carlsbad residents
• Placed a new Urban Search and Rescue apparatus into service, enhancing specialized
technical rescue capabilities locally and throughout the region
• Designed and implemented reimbursement processes as the lead agency for the California
Office of Emergency Services Regional Task Force 13 program
• Expanded annual firefighter wellness testing to include advanced cancer screenings for
suppression personnel over age 40, reinforcing long-term health and safety initiatives
• Commissioned the department’s first dedicated Self-Contained Breathing Apparatus
extractor, improving advanced cleaning and decontamination of personal protective
equipment to reduce exposure to harmful contaminants
GOALS
• Identify potential sites and research funding options for a permanent Fire Station 7
• Monitor and evaluate response times and incident outcomes by incident or hazard type to
maintain situational awareness, identify performance trends, improve operational efficiency,
optimize resource allocation and strengthen overall community safety
• Continue implementation of the multi-year staffing plan to convert single-role EMT positions
into dual-role firefighters trained in both emergency medical services and fire suppression
• Construct a new fire ventilation training prop at the Safety Training Center before
demolishing existing prop at planned Orion Center site for continuity of training capabilities
• Enhance specialized technical rescue capabilities to support statewide deployments through
California Office of Emergency Services Regional Task Force 13
• Replace outdated 800 MHz portable radios with interoperable communication equipment to
ensure seamless coordination among partner agencies during emergency operations
• Purchase video laryngoscopes for all frontline apparatus and implement procedural training
to strengthen life-saving critical airway management effectiveness
• Maintain benchmark performance standards, achieving the 90th percentile fire turnout time
and sustaining high EMS patient satisfaction ratings
Performance Measure
CY 2025
Actual
CY 2026
Estimated
CY 2027
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 implemented a multi-year staffing plan to
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. Phase 2 includes the reclassification of six additional EMT positions in FY 2026-27.
May 19, 2026 Item #4 Page 77 of 437
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C-7
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $1,413,173 $1,529,830 $1,578,679 $1,561,998
Retirement Benefits 457,361 555,890 630,328 607,593
Health Insurance 178,102 202,209 215,579 214,737
Other Personnel Expenses 156,156 178,338 199,745 205,848
Personnel Services Subtotal 2,204,792 2,466,267 2,624,331 2,590,176
Operating Expenses
Professional & Contract Services 208,817 255,681 383,180 383,180
Supplies & Materials 38,757 36,681 49,650 49,650
Repair & Maintenance 105 139 150 150.00
Interdepartmental Charges 443,038 425,665 625,814 627,057
Other Operating Expenses 21,292 20,836 29,500 29,500
Capital Outlay 24,794.00 0 - -
Operating Expenses Subtotal 736,803 739,002 1,088,294 1,089,537
TOTAL EXPENDITURES $2,941,595 $3,205,269 $3,712,625 $3,679,713
Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 0.50 0.50 1.00 1.00
May 19, 2026 Item #4 Page 78 of 437
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• Coordinate multi-department citywide emergency operations
• Support large-scale emergency response operations through the Emergency Operations Center
RECENT ACCOMPLISHMENTS
• Developed a comprehensive long-term fire mitigation plan integrating risk assessment, fuel
management, emergency response, community education, infrastructure improvements,
implementation, monitoring and public engagement
• Installed an ALERT California camera in Carlsbad to support early wildfire detection and
provide real-time situational awareness
• Adopted Fire and Wildland-Urban Interface Codes to strengthen regulations that safeguard
life and property from hazardous conditions and enhance community wildfire resilience
• Adopted updated Fire Hazard Severity Zone maps to improve wildfire preparedness and
guide targeted mitigation efforts
• Conducted training sessions to familiarize city employees with new technology, equipment
and procedures following the Emergency Operations Center remodel
• Facilitated a comprehensive emergency operations shelter exercise with partner agencies to
reinforce large-scale emergency response coordination
• Developed an interactive digital story map serving as the Fire Department’s Annual Report,
highlighting key achievements, operational data and community impact
• Completed the transition to FirstDue, a cloud-based platform enhancing fire inspection,
prevention, records management efficiency and data accuracy
• Purchased and outfitted a dedicated Fire Marshal vehicle
GOALS
• Create defensible space and fuel modification guidelines for new construction in designated
fire hazard severity zones to reduce wildfire risk and protect life and property
• Update the city’s Landscape Manual to ensure consistency with fire codes and state
defensible space requirements
• Implement fire mitigation plan recommendations to proactively reduce wildfire risk citywide
• Adopt mid-rise building safety guidelines to ensure adequate fire department access and
robust fire protection and detection systems
• Develop a Zone Zero implementation plan based on anticipated statewide regulations to
guide vegetation management and building setbacks
• Maintain benchmark performance standards, achieving compliance with Senate Bill 1205-
mandated inspections and completing fire plan reviews within 10 days of submittal
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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
96% 95% 95% 90% Quality of
Life & Safety
May 19, 2026 Item #4 Page 79 of 437
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C-9
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
POLICE
• Administration, Police Grants & Asset Forfeiture
• Field Operations
• Support Operations
• Administrative Support Operations
• Professional Standards & Services
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 26,413,335$ 27,647,736$ 31,607,753$ 34,540,437$
Retirement Benefits 8,325,900 9,185,155 11,145,980 12,185,984
Health Insurance 2,653,462 2,937,937 3,483,483 3,846,480
Other Personnel Expenses 4,093,111 4,704,124 5,059,489 5,514,434
Personnel Services Subtotal 41,485,808 44,474,952 51,296,705 56,087,335
Operating Expenses
Professional & Contract Services 1,794,527 1,850,948 1,802,510 1,910,583
Supplies & Materials 1,206,031 723,188 607,875 726,725
Repair & Maintenance 306,874 253,370 232,254 235,826
Interdepartmental Charges 8,649,190 10,312,137 10,073,769 9,577,220
Other Operating Expenses 607,596 619,610 713,326 686,341
Capital Outlay 3,166,059 848,107 - 100,000
Operating Expenses Subtotal 15,730,277 14,607,360 13,429,734 13,236,695
TOTAL EXPENDITURES 57,216,085$ 59,082,312$ 64,726,439$ 69,324,030$
General Fund 56,634,858 58,395,466 64,138,292 68,523,708
Special Revenue Fund 581,227 686,846 588,147 800,322
TOTAL FUNDING 57,216,085$ 59,082,312$ 64,726,439$ 69,324,030$
Full Time Positions 187.00 187.00 193.00 199.00
Hourly/FTE Positions 2.18 2.18 2.18 2.00
May 19, 2026 Item #4 Page 80 of 437
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C-10
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,247,066$ 1,287,542$ 1,277,316$ 1,547,035$
Retirement Benefits 341,424 390,742 437,147 520,645
Health Insurance 126,505 149,894 159,069 182,233
Other Personnel Expenses 172,992 198,890 222,136 251,179
Personnel Services Subtotal 1,887,987 2,027,068 2,095,668 2,501,092
Operating Expenses
Professional & Contract Services 983,178 975,030 919,796 1,009,796
Supplies & Materials 131,847 115,040 152,300 267,500
Repair & Maintenance 270 297 300 300
Interdepartmental Charges 4,806,249 5,616,510 4,776,179 5,075,640
Other Operating Expenses 346,386 294,526 400,782 328,641
Capital Outlay 30,445 165,644 - 100,000
Operating Expenses Subtotal 6,298,375 7,167,047 6,249,357 6,781,877
TOTAL EXPENDITURES 8,186,362$ 9,194,115$ 8,345,025$ 9,282,969$
General Fund 7,605,135 8,507,269 7,756,878 8,482,647
Special Revenue Fund 581,227 686,846 588,147 800,322
TOTAL FUNDING 8,186,362$ 9,194,115$ 8,345,025$ 9,282,969$
Full Time Positions 8.00 8.00 8.50 9.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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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
• Used multiple grants to supplement staffing costs, acquire police equipment and coordinate
DUI/DL checkpoint and other traffic enforcement operations
• Awarded the Paul Coverdell Forensic Science Improvement Grant to support accreditation of
the Police Department’s crime laboratory
• Formalized new supervisor mentoring and training program
• Utilized the existing Drone program to augment patrol and provide a feasibility study for a
potential Drone as a First Responder Program in the future
GOALS
• Monitor crime rates and crime trends within the city to deploy resources to strategically
address issues
• Utilize grant funding to explore the use of more innovative technology to provide the most
efficient and effective services
• Collaborate 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
• Address quality of life issues in the city with a Community Oriented Policing and Problem-
Solving model and staffing plan
May 19, 2026 Item #4 Page 82 of 437
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C-12
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
• Employ 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 12,016,677$ 13,264,824$ 15,373,119$ 16,612,438$
Retirement Benefits 4,004,658 4,512,551 5,745,819 6,256,699
Health Insurance 1,171,226 1,317,773 1,627,050 1,795,007
Other Personnel Expenses 1,728,134 2,105,548 2,433,485 2,593,140
Personnel Services Subtotal 18,920,695 21,200,696 25,179,473 27,257,284
Operating Expenses
Professional & Contract Services 86,127 105,144 101,000 101,500
Supplies & Materials 248,882 339,293 234,600 219,500
Repair & Maintenance 45,216 22,296 11,500 11,200
Interdepartmental Charges 2,802,264 3,484,429 3,964,794 3,390,316
Other Operating Expenses 129,070 150,439 144,150 145,200
Capital Outlay 2,959,860 218,630 - -
Operating Expenses Subtotal 6,271,419 4,320,231 4,456,044 3,867,716
TOTAL EXPENDITURES 25,192,114$ 25,520,927$ 29,635,517$ 31,125,000$
Full Time Positions 81.00 84.00 92.50 93.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 19, 2026 Item #4 Page 83 of 437
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Police Activity CY 2021 CY 2022 CY 2023 CY 2024 CY 2025
Dispatched Calls 66,568 62,022 64,081 60,916 57,124
Officer Initiated Calls 40,589 41,172 50,708 47,830 50,432
Total Calls for Service 107,157 103,194 114,789 108,746 107,556
Number of Cases 8,704 8,348 8,389 7,900 7,273
911 calls 36,154 34,550 35,926 31,648 30,613
RECENT ACCOMPLISHMENTS
• Received an approval rating of 4.47 out of 5, based on 8,338 people surveyed when asked
how they would rate the officer with whom they interacted
• Onboarded and trained 22 sworn police officers, which equates to 38% of officers in the
Patrol Division
• Worked collaboratively with local organizations and businesses; the Parks and Recreation,
Fire, and Transportation departments; and the City Attorney’s Office to create a safe
environment with zero incidents of significant crime or property damage for thousands of
citizens executing their first amendment rights
• Re-entered 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
• Trained all staff with new requirements stemming from legislative changes such as
Proposition 36 and Senate Bill 43
GOALS
• Collaborate with the Information Technology Department to implement the new Motorola
Computer Aided Dispatch system and a new Report Management System, both of which will
replace current systems which are now at end of life
• Continue the collaboration with the Crime Analysis Division to refine the Crime Analysis
Reponses model with the Crime Analysis Proactivity initiative
• Continue to progress toward the national average response time of 6:00 minutes for Priority
1 calls for service with added personnel and the integration of new technology
Performance Measures
CY 2023
Actual
CY 2024
Actual
CY 2025
Actual Benchmark
Related Strategic
Plan Goal
Priority 1 calls for service
response time 6:17 6:45 6:13 6:00 Quality of
Life & Safety
Priority 2 calls for service
response time 14:00 17:45 19:16 N/A Quality of
Life & Safety
Priority 3 calls for service
response time 32:56 45:31 41:58 N/A Quality of
Life & Safety
Priority 4 calls for service
response time 29:24 38:47 40:04 N/A Quality of
Life & Safety
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
One lieutenant, one sergeant and four police officers were added mid-year 2025-26, as approved by
City Council, to address quality of life issues, address community needs and concerns and focus on
community events.
May 19, 2026 Item #4 Page 84 of 437
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 9,791,282$ 9,409,748$ 10,899,145$ 11,994,406$
Retirement Benefits 3,241,436 3,388,030 3,948,283 4,279,463
Health Insurance 985,970 1,090,238 1,260,442 1,378,312
Other Personnel Expenses 1,503,144 1,601,669 1,614,331 1,811,004
Personnel Services Subtotal 15,521,832 15,489,685 17,722,201 19,463,185
Operating Expenses
Professional & Contract Services 600,667 623,496 673,214 689,287
Supplies & Materials 75,297 75,995 89,025 100,375
Repair & Maintenance 53,204 63,970 45,495 47,757
Interdepartmental Charges 910,228 1,049,223 1,181,287 968,018
Other Operating Expenses 90,390 101,874 124,189 163,500
Capital Outlay 175,754 91,068 - -
Operating Expenses Subtotal 1,905,540 2,005,626 2,113,210 1,968,937
TOTAL EXPENDITURES 17,427,372$ 17,495,311$ 19,835,411$ 21,432,122$
Full Time Positions 66.00 63.00 61.00 65.00
Hourly/FTE Positions 1.18 1.18 1.18 1.00
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Crime Clearance Rates CY 2023 CY 2024 CY 2025
Crimes against persons 57.2% 73.23% 73.00%
Crimes against property 16.4% 17.38% 19.10%
Crimes against society 94.66% 94.51% 96.40%
RECENT ACCOMPLISHMENTS
• Conducted four in-person e-bike safety education classes at the start of the school year
• Executed a coordinated summer enforcement strategy between the Traffic Division and
Patrol to address residential neighborhood concerns, school-adjacent safety issues, and e-
bike and e-motorcycle related traffic and quality-of-life complaints during peak activity
months
• Presented at the Office of Traffic Safety Law Enforcement Forum on e-bike safety,
highlighting the City of Carlsbad’s data-driven and regulatory innovations implemented
under the Safer Streets Together initiative
• Amended Title 10, Chapter 10.56 of the Carlsbad Municipal Code, including updating e-bike
age restrictions, to improve regulatory clarity and public safety outcomes
• Launched and implemented a pilot Drones as a First Responder Program
• Collaborated with Code Enforcement to enhance enforcement efforts targeting illegal
massage businesses, resulting in the closure of three locations
Executed multiple contracts with cellular data extraction vendors and developed a strategic
roadmap outlining the needs of the digital forensics laboratory
GOALS
• Develop a sustainable staffing and succession planning strategy to ensure continuity,
readiness and adequate qualification levels within the Traffic Division amid evolving
enforcement demands
• Evaluate and procure counter-drone capabilities to enhance security for special events, with
secondary applicability to critical incidents and other public safety emergencies
• Begin the process of Crime Lab Accreditation to ensure the laboratory’s work meets the
highest standards to be scientifically sound, legally defensible and professionally managed
• Analyze investigations case load to support a possible reconfiguration of the division
• Implement a Use of Force review board and make recommendations for training needs or
deficiencies
May 19, 2026 Item #4 Page 86 of 437
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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 4.65 out of 5 based on people surveyed when asked how they
would rate dispatch services
• Created and implemented a comprehensive training program for incoming Records
Specialists
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,569,234$ 2,775,951$ 3,217,355$ 3,331,828$
Retirement Benefits 532,869 624,820 720,485 748,484
Health Insurance 290,291 319,004 375,737 394,874
Other Personnel Expenses 580,127 670,585 680,956 716,921
Personnel Services Subtotal 3,972,521 4,390,360 4,994,533 5,192,107
Operating Expenses
Professional & Contract Services 11,551 28,481 4,500 6,000
Supplies & Materials 29,241 36,320 28,600 28,500
Repair & Maintenance 208,168 166,780 174,939 176,549
Interdepartmental Charges 103,600 130,830 117,728 117,228
Other Operating Expenses 19,174 26,817 17,205 20,000
Capital Outlay - - - -
Operating Expenses Subtotal 371,734 389,228 342,972 348,277
TOTAL EXPENDITURES 4,344,255$ 4,779,588$ 5,337,505$ 5,540,384$
Full Time Positions 28.00 28.00 27.00 27.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Relaunched the Crime Prevention Program, focused on proactive education, community
engagement, and partnership building, which empowers residents with tools and
information to help prevent crime and strengthen neighborhood safety
• Introduced the Crime Analysis Proactivity report, providing Watch Commanders with
quarterly crime trend projections to help anticipate emerging threats, allocated resources
effectively, and proactively address crime
• Established dedicated crime analysis support within the Investigations Division to assist
detectives with intelligence development and complex case analysis
GOALS
• Advance the implementation of the new Computer Aided Dispatch system by completing
development, conducting comprehensive training and successfully transitioning operations
• Acquire and implement the new Records Management System to improve data accuracy,
accessibility and efficiency
• 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
• Maintain 911 call answer times above the national standards with a focus on consistent
delivery
Performance Measures
CY 2024
Actual
CY 2025
Actual
CY 2026
Projected Benchmark
Related Strategic
Plan Goal
Percentage of 911 calls
answered within first 10
seconds
93.25% 91.89% 93% N/A Quality of
Life & Safety
Percentage of 911 calls
answered within first 15
seconds
97.01% 96.33% 97%
90%
(national
standard)
Quality of
Life & Safety
Percentage of 911 calls
answered within first 20 seconds 98.22% 97.71% 98%
95%
(national standard)
Quality of
Life & Safety
May 19, 2026 Item #4 Page 88 of 437
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C-18
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 789,076$ 909,671$ 840,818$ 1,054,730$
Retirement Benefits 205,513 269,012 294,246 380,693
Health Insurance 79,470 61,028 61,185 96,054
Other Personnel Expenses 108,714 127,432 108,581 142,190
Personnel Services Subtotal 1,182,773 1,367,143 1,304,830 1,673,667
Operating Expenses
Professional & Contract Services 113,004 118,797 104,000 104,000
Supplies & Materials 720,764 156,540 103,350 110,850
Repair & Maintenance 16 27 20 20
Interdepartmental Charges 26,849 31,145 33,781 26,018
Other Operating Expenses 22,576 45,954 27,000 29,000
Capital Outlay - 372,765 - -
Operating Expenses Subtotal 883,209 725,228 268,151 269,888
TOTAL EXPENDITURES 2,065,982$ 2,092,371$ 1,572,981$ 1,943,555$
Full Time Positions 4.00 4.00 4.00 5.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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RECENT ACCOMPLISHMENTS
• Hired 27 personnel in the Police Department including sworn, non-sworn and professional
staff to fill vacancies, including the Internet Crimes Against Children Detective and Digital
Forensics Specialist
• Created a uniform proposal sheet for personnel to suggest new equipment and uniform
items that improve functionality, safety or professional appearance
• Revised the Uniform Manual to clarify expectations for department uniforms and ensure
consistent standards among uniformed personnel
• Updated the internal affairs manual and developed a supervisor guidebook as a quick
reference to help new supervisors properly complete required actions
• Updated the audit collection process ensuring audits were not missed or incomplete
GOALS
• Maintain adequate levels of staffing in all areas of the department to continue to maintain
an exceptional standard of service
• Contract with an external recruiting firm to obtain high-quality candidates
Create a guidebook for the Professional Standards & Services Division
• 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
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May 19, 2026 Item #4 Page 91 of 437
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D-1
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 19, 2026 Item #4 Page 93 of 437
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PUBLIC WORKS |
ADMINISTRATION
Account: 0018310 Fund: General
ABOUT
Public Works Administration provides leadership, administrative oversight 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 support, operating and Capital Improvement Program budget oversight,
contract administration, and records management
RECENT ACCOMPLISHMENTS
• Successfully completed the implementation of Phases III and IV of the enterprise asset
management system, including the Transportation Department’s pavement management
program and the Environmental Sustainability Department’s habitat management division
• Executed 76 master agreements across 20 disciplines to provide professional services
supporting the delivery of departmental and CIP projects
• Established a formal framework for contractor performance evaluations, standardizing the
collection of performance metrics to ensure high-quality service and contract compliance
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $824,821 $865,019 $821,309 $848,696
Retirement Benefits 169,633 197,353 191,327 197,071
Health Insurance 75,418 94,152 84,423 82,107
Other Personnel Expenses 25,662 52,663 40,144 26,035
Personnel Services Subtotal 1,095,534 1,209,187 1,137,203 1,153,909
Operating Expenses
Professional & Contract Services 112,497 61,299 67,500 67,750
Supplies & Materials 11,237 15,898 15,130 14,880
Repair & Maintenance 409 37,931 51,947 51,947
Interdepartmental Charges 324,900 173,647 197,401 183,150
Other Operating Expenses 12,736 25,507 19,041 19,041
Capital Outlay - - - -
Operating Expenses Subtotal 461,779 314,282 351,019 336,768
TOTAL EXPENDITURES $1,557,313 $1,523,469 $1,488,222 $1,490,677
Full Time Positions 6.00 6.00 5.70 5.50
Hourly/FTE Positions 1.60 1.50 1.50 1.50
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• Developed a Title VI Implementation Plan to ensure compliance with Caltrans and Federal
Highway Administration regulations, securing the city’s eligibility for federal grant funding
• Earned five project awards from the San Diego and Imperial Counties Chapter of the
American Public Works Association for the following departments and projects: the Utilities
Department for the South Agua Hedionda Interceptor Reach T1D Capacity Improvements
Project; CMWD for the Palomar Airport Water Line Realignment Project; and the
Transportation Department for the Buena Vista Creek Channel Emergency Repairs Project,
the East-West Corridors Multimodal Resurfacing and Restriping Enhancements Project, and
the Carlsbad Boulevard Pedestrian Improvement Project
• Received a team award from the San Diego and Imperial Counties Chapter of the American
Public Works Association for Outstanding Operations & Maintenance Personnel for
implementation of the city’s new enterprise asset management system, specifically
recognizing the CMWD Administration, Asset Management and Water and Wastewater
Division staff
• Attained one Award of Merit from the San Diego and Imperial Counties Chapter of the
American Public Works Association for a Contract Administrator for 20 years of service in
bidding transportation and utilities projects
• Secured four project awards from the San Diego Section of the American Society of Civil
Engineers for: 1) Outstanding Bikeways & Trails Project for the Avenida Encinas Coastal Rail
Trail Segment 2 Project, 2) Outstanding Geotechnical Project for the Trieste Drive Emergency
Slope Repairs Project, 3) Outstanding Water/Wastewater Treatment Project for the Palomar
Airport Water Line Realignment Project, and 4) Outstanding Transportation Project for the
Carlsbad Boulevard Pedestrian Improvement Project
• Ranked by the NAFA Fleet Management Association as #10 of the 2025 100 Best Public
Fleets and by Government Fleet in association with the American Public Works Association
as the #1 Top Small Fleet (for fleets with 499 vehicles or less)
• Won second place overall and received other individual awards for Streets Maintenance
Division staff in the San Diego Chapter of the Maintenance Superintendents Association
Roadeo competition in which construction equipment skills are demonstrated
• Earned an Individual Owner Honoree Award from the San Diego Chapter of the Construction
Management Association of America for the Construction Management & Inspection
Department Engineering Manager
GOALS
• Initiate formal American Public Works Association accreditation, conducting an analysis of
current operations to align branch practices with national Best Management Practices
• Scale the pilot contractor performance evaluation program to additional departments
• 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
• Implement new CIP budget development software
• Support an update of the city’s procurement policy and related administrative orders
• Develop a standard operating procedure for emergency infrastructure repair projects
• Maintain focus on employee coaching and training for staff throughout the branch
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PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 0018510 &
0018560
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 such as parks, utilities (water, wastewater, and recycled water),
transportation and drainage
• Inspect and oversee private development grading, which includes monitoring contractor
compliance with city standards and approved site design
• Inspect and oversee stormwater compliance, including monitoring contractor
implementation of site-specific plans and methods to prevent storm water pollution during
construction for National Pollutant Discharge Elimination System (NPDES) requirements
• Manage the Green Infrastructure Program, formerly the Treatment Control Best
Management Practices Program, including annual notifications to property owners about
required maintenance for water quality devices installed in development projects to prevent
pollutants such as trash, pesticides and sediment from making their way into waterways
• Oversee all construction activity in the public right-of-way
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,479,849$ 1,604,049$ 1,686,335$ 1,813,351$
Retirement Benefits 345,984 402,518 437,209 468,251
Health Insurance 169,570 206,603 263,003 315,809
Other Personnel Expenses 49,394 57,047 68,080 75,720
Personnel Services Subtotal 2,044,797 2,270,217 2,454,627 2,673,131
Operating Expenses
Professional & Contract Services 111,906 82,210 258,048 258,048
Supplies & Materials 9,931 13,707 13,823 13,532
Repair & Maintenance 886 501 314 605
Interdepartmental Charges 683,092 475,805 506,175 414,955
Other Operating Expenses 12,546 11,592 18,000 18,000
Capital Outlay - - - -
Operating Expenses Subtotal 818,361 583,815 796,360 705,140
TOTAL EXPENDITURES 2,863,158$ 2,854,032$ 3,250,987$ 3,378,271$
Full Time Positions 15.00 15.00 15.00 15.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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RECENT ACCOMPLISHMENTS
• Received 2025 Project of the Year from the San Diego and Imperial Counties Chapter of the
American Public Works Association for South Hedionda Interceptor Reach T1D Capacity
Improvements and three 2025 Honor Awards for the Buena Vista Creek Emergency Repairs,
East-West Corridors Multimodal Resurfacing and Restriping Enhancements, and Palomar
Airport Waterline Realignment
• Earned an Individual Owner Honoree Award from the San Diego Chapter of the Construction
Management Association of America for the Construction Management & Inspection
Department Engineering Manager
• Conducted construction management and inspection services on significant CIP projects and
citywide emergency responses, including the Recycled Water Phase 3 D-4 Reservoir, Kelly
Drive Channel Emergency Repair, Valve Replacement Phase III, Carlsbad Boulevard Beach
Access Repairs, Park Drive Street and Drainage Improvements, Stagecoach Park Community
Garden, Ponto Water Main Replacement, Miscellaneous Lift Station Improvements, Carlsbad
Boulevard Water and Sewer Improvements at Terramar, and El Camino Real Widening from
Sunny Creek Road to Jackspar Drive
• Provided construction inspection services for private development projects such as Marja
Acres, Ionis Lots 21 & 22, FPC Residential, Hope Apartments at 955 Grand, Ocean View Point,
La Costa Town Square Parcel 3, Romeria Point Apartments, Toyota Carlsbad Showroom and
Aviara Apartments West
• Continued to inspect work in the right-of-way for 5G communications infrastructure
• Maintained stormwater compliance through training, education, outreach and enforcement
actions, resulting in zero construction-related notices of violation from the San Diego
Regional Water Quality Control Board to date
GOALS
• Implement a pilot contractor performance evaluation process to improve accountability
• 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 an 80% 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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Percentage of property
owners that respond to
the annual Green
Infrastructure
maintenance verification
91% 85% 85% 80%
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, the latter of which is
also responsible for the coordination of the municipal component of the National Pollutant Discharge
Elimination System Municipal Stormwater Permit. The department also coordinates and provides
administrative and technical support to the newly established Environmental Sustainability
Commission. 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.
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,601,492$ 1,678,451$ 1,875,428$ 2,027,953$
Retirement Benefits 369,975 415,612 480,220 523,558
Health Insurance 230,439 250,111 275,623 296,821
Other Personnel Expenses 279,962 180,413 64,282 70,357
Personnel Services Subtotal 2,481,868 2,524,587 2,695,553 2,918,689
Operating Expenses
Professional & Contract Services 1,210,323 1,160,114 1,567,247 1,317,247
Supplies & Materials 111,848 67,590 64,410 62,610
Repair & Maintenance 599 377 400 450
Interdepartmental Charges 1,202,311 1,065,008 1,050,380 973,176
Other Operating Expenses 31,605 27,768 28,520 30,270
Capital Outlay 22,000 - - -
Operating Expenses Subtotal 2,578,686 2,320,857 2,710,957 2,383,753
TOTAL EXPENDITURES 5,060,554$ 4,845,444$ 5,406,510$ 5,302,442$
General Fund 1,250,959 1,293,622 1,704,367 1,511,940
Enterprise Fund 3,809,595 3,551,822 3,702,143 3,790,502
TOTAL FUNDING 5,060,554$ 4,845,444$ 5,406,510$ 5,302,442$
Full Time Positions 17.50 16.50 17.00 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
• Update the public-facing CAP dashboard that provides information and data regarding energy,
transportation carbon sequestration and waste diversion to coincide with the CAP annual report
• Prepare an update of the CAP every five years as directed by the City Council
• Coordinate the preparation of a community-wide greenhouse gas emissions inventory with
future projections as appropriate
• 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 development and city CIP projects
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 304,095$ 383,772$ 501,633$ 539,438$
Retirement Benefits 74,917 93,159 127,424 138,017
Health Insurance 38,630 43,312 54,661 56,778
Other Personnel Expenses 10,629 10,948 16,021 17,334
Personnel Services Subtotal 428,271 531,191 699,739 751,567
Operating Expenses
Professional & Contract Services 424,622 371,489 603,112 353,112
Supplies & Materials 6,301 1,592 10,620 10,620
Repair & Maintenance 38 43 50 50
Interdepartmental Charges 148,637 125,647 120,509 103,460
Other Operating Expenses 1,651 3,737 8,100 8,100
Capital Outlay - - - -
Operating Expenses Subtotal 581,249 502,508 742,391 475,342
TOTAL EXPENDITURES 1,009,520$ 1,033,699$ 1,442,130$ 1,226,909$
Full Time Positions 2.70 2.90 3.40 3.40
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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• Oversee preserve management to ensure Habitat Management Plan compliant land
management, biological monitoring and reporting across the citywide preserve system
• Collaborate with the U.S. Fish and Wildlife Service, California Department of Fish and
Wildlife, California Coastal Commission and other resource agencies to ensure solutions-
oriented Habitat Management Plan implementation
• Represent the city in regional conservation organizations, including San Diego Management
and Monitoring Program and SANDAG Regional Habitat Conservation Taskforce
• Facilitate regional and local conservation-related scientific research, biological monitoring
and rare species habitat enhancement
• Coordinate preserve inspection program, Ward’s weed control program, and adaptive
management program
• Provide technical support to the Environmental Sustainability Commission
RECENT ACCOMPLISHMENTS
• Established the city’s first ever Environmental Sustainability Commission by transitioning the
former Beach Preservation Commission to an expanded role beyond beach nourishment and
shoreline preservation, including natural resources and open space, climate adaptation and
other environmental sustainability topics
• Implemented brush management in nine unmanaged preserves to reduce the risk of fire
hazards in habitat adjacent to residences
• Converted all municipal accounts to the 100% renewable energy rate with Clean Energy
Alliance, completing implementation of a CAP action
• Served as Treasurer for the California Green Business Network Board of Directors
• Partnered on a successful grant application with several other local agencies for a greenhouse gas
inventory update, prepared at no cost via SANDAG’s Smart Growth Incentive Program funding
• 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
• Continue implementation of the CAP with a focus on the 2030 monitoring benchmarks
• Protect the city’s native habitat and species diversity through implementation of the Habitat
Management Program
• Ensure compliance with state and federal endangered species acts by meeting all regulatory
requirements of the Habitat Management Program including target preserve acres and
report out to the resource agencies and the public annually
• Continue the inspection program to assess the habitat preserves’ conditions and advance
the adaptive management program to address environmental changes
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
New Carlsbad Green
Business Program
certifications
15 12 10 N/A
Sustainability &
the Natural
Environment
Acreage goal added to
Habitat Management
Plan area
96% 96% 96% N/A
Sustainability &
the Natural
Environment
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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,
recycling services and organics 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 693,998$ 664,439$ 709,278$ 791,295$
Retirement Benefits 160,741 164,396 182,624 205,758
Health Insurance 82,926 85,066 90,938 104,880
Other Personnel Expenses 24,857 20,901 25,249 28,324
Personnel Services Subtotal 962,522 934,802 1,008,089 1,130,257
Operating Expenses
Professional & Contract Services 471,919 427,251 400,120 400,120
Supplies & Materials 100,058 63,302 43,950 42,900
Repair & Maintenance 285 242 250 300
Interdepartmental Charges 497,769 501,249 497,300 441,435
Other Operating Expenses 20,774 18,138 12,800 13,800
Capital Outlay 22,000 - - -
Operating Expenses Subtotal 1,112,805 1,010,182 954,420 898,555
TOTAL EXPENDITURES 2,075,327$ 1,944,984$ 1,962,509$ 2,028,812$
General Fund 241,439 259,923 262,237 285,031
Enterprise Fund 1,833,888 1,685,061 1,700,272 1,743,781
TOTAL FUNDING 2,075,327$ 1,944,984$ 1,962,509$ 2,028,812$
Full Time Positions 8.65 7.30 7.35 7.35
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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• Manage grant applications and activities, including local, state and national grant programs,
with the City Council’s approval
• Coordinate outreach and education targeted at increasing recycling and other diversion
programs for residents, businesses, municipal employees and the public
• Plan and 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 evaluate cost-effective practices for the franchise agreement
for trash and recycling services
• Submit annual source reduction, recycling, composting and disposal reports to CalRecycle
• Engage the community to decrease waste and increase recycling and composting 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 and mulch giveaways, shredding and recycling events, an
e-waste collection event, and Earth Month celebrations to promote sustainable practices
• Continued to work in all school districts assisting with education programs, staff training and
support for meal sorting and recycling initiatives
• Expanded edible food recovery efforts by supporting food recovery organizations and local
businesses, advancing food waste reduction and community food access
• Implemented outreach, training, and contamination reduction strategies for large-scale
community events, including TGIF Concerts in the Park and the Carlsbad Village Street Faire
• Demonstrated contamination monitoring and reduction strategies to CalRecycle during
route reviews, which resulted in the city being highlighted as a model program
• Received the Pavitra Crimmel Reuse Award from the California Resource Recovery
Association for the city’s innovative Fix-It Clinics Program
• Revised city departments’ Municipal Sustainability Action Plans to improve recycling
practices, increase awareness and enhance tracking of waste diversion efforts
GOALS
• Monitor waste diversion and recycling programs at the Palomar Transfer Station to ensure
performance, compliance and alignment with the city’s diversion goals
• Increase waste diversion in the commercial sector by focusing on technical assistance
• Continue tracking per capita disposal rate to verify accuracy and monitor improvement
• Advance sustainable materials management practices across city departments by supporting
implementation of departmental Action Plans, standardizing waste systems and expanding
technical assistance to municipal staff and sustainability ambassadors
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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)
35,739
tons
36,955
tons
38,005
tons N/A
Sustainability &
the Natural Environment
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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 11 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 603,399$ 630,240$ 664,517$ 697,220$
Retirement Benefits 134,317 158,057 170,172 179,783
Health Insurance 108,883 121,733 130,024 135,163
Other Personnel Expenses 244,476 148,564 23,012 24,699
Personnel Services Subtotal 1,091,075 1,058,594 987,725 1,036,865
Operating Expenses
Professional & Contract Services 313,782 361,374 564,015 564,015
Supplies & Materials 5,489 2,696 9,840 9,090
Repair & Maintenance 276 92 100 100
Interdepartmental Charges 555,905 438,112 432,571 428,281
Other Operating Expenses 9,180 5,893 7,620 8,370
Capital Outlay - - - -
Operating Expenses Subtotal 884,632 808,167 1,014,146 1,009,856
TOTAL EXPENDITURES 1,975,707$ 1,866,761$ 2,001,871$ 2,046,721$
Full Time Positions 6.15 6.30 6.25 6.25
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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• 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
• Act as a staff liaison and provide administrative and technical support to the Buena Vista
Lagoon Joint Powers Committee, in partnership with the City of Oceanside
RECENT ACCOMPLISHMENTS
• Updated and implemented 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
• Implement new statewide cost reporting standards for municipal storm water programs
• Respond to at least 90% of illicit discharge emergencies within 45 minutes and detect and
eliminate 100% of illicit discharges
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Percentage of emergency
response times under 45
minutes for illicit discharges
100% 90% 90% 90%
Sustainability &
the Natural
Environment
Illicit discharges detected
and eliminated 100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 19, 2026 Item #4 Page 104 of 437
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D-14
PUBLIC WORKS |
FLEET & FACILITIES: SUMMARY
FLEET & FACILITIES
• Facilities
• Fleet Maintenance & Replacement
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 3,184,239$ 3,254,589$ 3,606,485$ 3,877,404$
Retirement Benefits 655,964 750,564 847,927 910,802
Health Insurance 583,292 613,998 686,602 706,828
Other Personnel Expenses 285,948 222,404 150,195 167,232
Personnel Services Subtotal 4,709,443 4,841,555 5,291,209 5,662,266
Operating Expenses
Professional & Contract Services 1,303,867 1,095,433 987,921 1,042,692
Supplies & Materials 2,325,377 2,294,756 2,497,571 2,546,430
Repair & Maintenance 1,293,213 1,350,337 1,535,042 1,617,918
Interdepartmental Charges 1,450,591 945,608 1,258,914 1,254,364
Other Operating Expenses 653,085 908,057 687,456 674,036
Capital Outlay 2,446,181 4,834,154 7,343,365 5,111,501
Operating Expenses Subtotal 9,472,314 11,428,345 14,310,269 12,246,941
TOTAL EXPENDITURES 14,181,757$ 16,269,900$ 19,601,478$ 17,909,207$
General Fund 7,532,550$ 7,158,113$ 7,584,723$ 7,894,636$
Internal Service Fund 6,593,576$ 9,054,667$ 11,955,755$ 9,951,071$
Special Revenue Fund 55,631$ 57,120$ 61,000$ 63,500$
TOTAL FUNDING 14,181,757$ 16,269,900$ 19,601,478$ 17,909,207$
Full Time Positions 35.95 35.95 37.20 37.20
Hourly/FTE Positions 8.40 8.40 8.40 8.80
May 19, 2026 Item #4 Page 105 of 437
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D-15
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 construction, improvements, renovations, repairs and relocation services for city-
owned buildings
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,233,604$ 2,297,579$ 2,508,077$ 2,682,156$
Retirement Benefits 458,217 521,890 574,521 614,309
Health Insurance 386,212 397,598 428,477 444,820
Other Personnel Expenses 83,832 80,976 104,326 115,804
Personnel Services Subtotal 3,161,865 3,298,043 3,615,401 3,857,089
Operating Expenses
Professional & Contract Services 1,266,250 1,051,287 939,537 994,308
Supplies & Materials 577,071 534,579 599,920 580,359
Repair & Maintenance 898,671 1,029,910 1,071,467 1,122,843
Interdepartmental Charges 1,037,153 629,948 752,486 760,125
Other Operating Expenses 611,989 671,466 661,912 643,412
Capital Outlay 35,182 - 5,000 -
Operating Expenses Subtotal 4,426,316 3,917,190 4,030,322 4,101,047
TOTAL EXPENDITURES 7,588,181$ 7,215,233$ 7,645,723$ 7,958,136$
General Fund 7,532,550$ 7,158,113$ 7,584,723$ 7,894,636$
Special Revenue Fund 55,631 57,120 61,000 63,500
Total Funding 7,588,181$ 7,215,233$ 7,645,723$ 7,958,136$
Full Time Positions 25.85 25.85 26.00 26.00
Hourly/FTE Positions 7.40 7.40 7.40 7.80
May 19, 2026 Item #4 Page 106 of 437
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D-16
RECENT ACCOMPLISHMENTS
• Received certification as a Green Business through the California Green Business Network
for Stagecoach Community Center and the Carlsbad Library Learning Center
• Completed a facility monitoring pilot program that provides real time building asset
conditions including temperature, humidity, water intrusion, emergency generator status
and other critical elements of city facilities
• Continued to develop the facility asset management program and completed populating
approximately 40% of the documented assets into OpenGov
• Completed 1,556 facilities service requests submitted via the city’s work order management
system and an additional 261 preventative maintenance tasks
• Completed replacing the roof system of the Alga Norte Community Park ballfield snack bar
using a roofing tile that is manufactured with post-industrial recycled products
• Completed the Fleet Fuel Island Upgrade project and the Police & Fire Headquarters Central
Plant Repair Project
• Completed construction of the Harding Community Center Refurbishment Project heating,
ventilation and air conditioning system refurbishment at the auditorium
• Completed installation of an uninterrupted power supply system at the Emergency
Operations Center
• Completed the Safety Training Center Irrigation System Project and added water meters to
three fire hydrants, expanding training opportunities for the Fire Department
• Supported 37 training days for 17 outside agency leases at the Safety Training Center
generating $31,000 in revenue through February 2026
• Recycled 1,731 pounds of brass shell casings, 4,586 pounds of lead and copper from indoor
shooting range activities and 4,940 pounds of scrap metal, generating over $4,100 in
revenue as well as promoting environmental sustainability
GOALS
• Complete implementation of the facility asset monitoring program to allow for real-time
monitoring of building systems at select city facilities
• Explore opportunities for projects to promote sustainable energy use and production
• Continue to develop the facility asset management program by populating 100% of our
documented assets into OpenGov
• Complete construction of the State Street Parking Lot Electric Vehicle Charging project
• Commence construction of the Fleet Maintenance Refurbishment project
• Complete the design work for the Orion Center project and obtain building permit ready
plans, specifications and contract documents
• Complete construction of the Monroe Street Pool Replacement Project
• Conduct a study to determine opportunities for future solar projects at six city facilities
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Total number of city-
owned EV charging
parking stalls 60 64 91 Annual
increases
Sustainability &
the Natural
Environment
Building maintenance
($/square foot) $4.40 $4.67 $4.81 N/A
Organizational
Excellence & Fiscal
Health
May 19, 2026 Item #4 Page 107 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-17
PUBLIC WORKS |
FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 507 vehicles and equipment necessary to achieve the city’s mission of
delivering quality and efficient services safely, affordably and in compliance with all regulations.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges to
departments based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge to departments for
each vehicle or equipment in service. This program funds asset replacement and vehicle outfitting.
Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and
bidding processes. Revenue is collected from the sale of retired city fleet assets at auction and used
to offset future costs within respective departments.
SERVICES
• Provide safe, appropriately managed and maintained vehicles for use by city staff, inspect
vehicles per requirements of the biennial inspection of terminals and smog programs and
maintain 24/7 road call services for emergency vehicles
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 950,635$ 957,010$ 1,098,408$ 1,195,248$
Retirement Benefits 197,747 228,674 273,406 296,493
Health Insurance 197,080 216,400 258,125 262,008
Other Personnel Expenses 202,116 141,428 45,869 51,428
Personnel Services Subtotal 1,547,578 1,543,512 1,675,808 1,805,177
Operating Expenses
Professional & Contract Services 37,617 44,146 48,384 48,384
Supplies & Materials 1,748,306 1,760,177 1,897,651 1,966,071
Repair & Maintenance 394,542 320,427 463,575 495,075
Interdepartmental Charges 413,438 315,660 506,428 494,239
Other Operating Expenses 41,096 236,591 25,544 30,624
Capital Outlay 2,410,999 4,834,154 7,338,365 5,111,501
Operating Expenses Subtotal 5,045,998 7,511,155 10,279,947 8,145,894
TOTAL EXPENDITURES 6,593,576$ 9,054,667$ 11,955,755$ 9,951,071$
Full Time Positions 10.10 10.10 11.20 11.20
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 19, 2026 Item #4 Page 108 of 437
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D-18
• 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 as the #10 NAFA 100 Best Fleets, and #1 Leading Fleet in Government
Fleet Magazine and the American Public Works Association in 2025
• Increased inventory of low-emission vehicles from 106 vehicles last year to 126 vehicles
• Activated 46 new vehicles and equipment and received $303,348 in revenue from auction
sales
• Installed 10 additional Level 3 EV Charging stations at Fleet Operations Center, completing
the 2nd phase of a three-phase project with SDGE Power Your Drive Program
GOALS
• Transition all passenger fleet vehicle purchases to electric vehicles, except for public safety
vehicle purchases—which will be electric where feasible—in compliance with the updated
Climate Action Plan and the Strategic Plan
• Assess and improve fleet data management techniques and analytical processes for
enhanced city reporting capabilities
• Increase low- and zero-emission vehicle miles traveled, or VMT, to 40% of total annual fleet
VMT or 1,000,000 miles
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Number of non-public
safety fleet vehicles that
are electric or hybrid
61 75 88
Consistent
annual
increases
Sustainability &
the Natural
Environment
Fleet vehicles ready for
active service 98.6% 98.4% 98.0% 98%
Organizational
Excellence &
Fiscal Health
City-related vehicle
miles traveled by
low/zero emission
vehicles
26% 25% 30% 25% by
2035
Sustainability &
the Natural
Environment
May 19, 2026 Item #4 Page 109 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-19
PUBLIC WORKS |
TRANSPORTATION: SUMMARY
TRANSPORTATION
• Storm Drain Maintenance & Engineering
• Traffic, Mobility, Transportation Engineering & Streets Maintenance
• Buena Vista Channel, Lighting & Landscaping Districts
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 4,062,496$ 4,185,046$ 4,682,779$ 4,966,142$
Retirement Benefits 944,700 1,077,122 1,221,174 1,297,072
Health Insurance 648,302 692,050 802,300 814,714
Other Personnel Expenses 137,740 194,800 265,545 302,973
Personnel Services Subtotal 5,793,238 6,149,018 6,971,798 7,380,901
Operating Expenses
Professional & Contract Services 1,551,740 1,362,613 1,841,219 2,057,019
Supplies & Materials 415,525 434,665 550,689 531,689
Repair & Maintenance 1,288,696 1,349,545 2,122,211 2,263,611
Interdepartmental Charges 2,943,607 3,788,876 4,527,111 4,497,622
Other Operating Expenses 734,193 894,287 920,521 940,911
Capital Outlay 282,686 98,840 100,000 100,000
Operating Expenses Subtotal 7,216,447 7,928,826 10,061,751 10,390,852
TOTAL EXPENDITURES 13,009,685$ 14,077,844$ 17,033,549$ 17,771,753$
General Fund 9,463,214 10,311,161 12,173,662 12,478,307
Enterprise Fund 1,998,763 2,094,831 3,051,947 3,446,062
Special Revenue Fund 1,547,708 1,671,852 1,807,940 1,847,384
TOTAL FUNDING 13,009,685$ 14,077,844$ 17,033,549$ 17,771,753$
Full Time Positions 43.80 43.80 43.80 43.80
Hourly/FTE Positions 1.50 1.50 1.00 1.00
May 19, 2026 Item #4 Page 110 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-20
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
• 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 and the Gabbiano outfall and cleared a large box
culvert under La Costa Avenue
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $623,142 $683,963 $771,270 $1,100,226
Retirement Benefits 147,640 161,828 195,476 283,437
Health Insurance 103,650 120,692 136,605 166,929
Other Personnel Expenses 22,413 30,578 44,525 61,570
Personnel Services Subtotal 896,845 997,061 1,147,876 1,612,162
Operating Expenses
Professional & Contract Services 444,657 355,755 571,107 812,407
Supplies & Materials 23,053 21,161 32,950 32,250
Repair & Maintenance 568,372 645,236 1,250,200 1,376,400
Interdepartmental Charges 446,194 533,683 556,771 704,833
Other Operating Expenses 68,520 57,722 98,700 81,900
Capital Outlay - - - -
Operating Expenses Subtotal 1,550,796 1,613,557 2,509,728 3,007,790
TOTAL EXPENDITURES $2,447,641 $2,610,618 $3,657,604 $4,619,952
General Fund 448,878 515,787 605,657 1,173,890
Enterprise Fund 1,998,763 2,094,831 3,051,947 3,446,062
TOTAL FUNDING 2,447,641$ 2,610,618$ 3,657,604$ 4,619,952$
Full Time Positions 7.35 6.60 7.50 8.35
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 19, 2026 Item #4 Page 111 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-21
• Completed construction of the Kelly Channel embankment emergency repair project
• Responded to and quickly repaired a storm-related local emergency of an 18” storm
drainpipe that resulted in sinkholes along the coastal bluffs on Carlsbad Boulevard near
Solamar Drive on state-owned property in early 2026
• Carried out annual testing of street-sweeping debris to ensure compliance with regulatory
requirements
• Continued design on the Magnolia Avenue Drainage Improvements Project, 2025 Surface
Drainage Improvements Project, Merwin Drive Storm Drain Improvements Project and
Drainage Master Plan BFB-Upper Project
GOALS
• Complete the Drainage Master Plan Update
• Complete design of the Magnolia Avenue Drainage Improvement Project, 2025 Surface
Drainage Improvements Project, Merwin Drive Storm Drain Improvements Project and
Drainage Master Plan BFB-Upper Project
• Complete all annual inspections and clearing of programmed storm drains and channels
• Collaborate with state agencies to address state-owned property within the lagoons to
improve drainage
• 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
A significant change includes an increase of $225,000 for quarterly channel maintenance. This will
help cover expenses associated with maintaining channels on a quarterly basis, including vegetation
removal and clearance efforts to reduce flooding risks.
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Curb miles 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 19, 2026 Item #4 Page 112 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-22
PUBLIC WORKS |
TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION
ENGINEERING & STREETS MAINTENANCE
Account: 0018410 00186XX
00187XX
Fund: General
ABOUT
The Traffic, Mobility, Transportation Engineering & Streets Maintenance divisions maintain and
improve road infrastructure. 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 a parking analysis and initiated design to increase on-street parking along
Chestnut Avenue at Madison Street
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $3,262,366 $3,316,970 $3,725,379 $3,667,101
Retirement Benefits 757,370 868,484 975,948 960,202
Health Insurance 525,527 549,147 644,312 625,536
Other Personnel Expenses 109,328 155,646 209,719 228,396
Personnel Services Subtotal 4,654,591 4,890,247 5,555,358 5,481,235
Operating Expenses
Professional & Contract Services 962,201 899,609 1,138,554 1,113,054
Supplies & Materials 365,706 391,612 455,107 436,807
Repair & Maintenance 489,499 468,842 649,300 663,300
Interdepartmental Charges 2,079,907 2,757,749 3,415,283 3,222,818
Other Operating Expenses 198,636 288,475 254,403 287,203
Capital Outlay 263,796 98,840 100,000 100,000
Operating Expenses Subtotal 4,359,745 4,905,127 6,012,647 5,823,182
TOTAL EXPENDITURES $9,014,336 $9,795,374 $11,568,005 $11,304,417
Full Time Positions 34.50 35.25 34.35 33.50
Hourly/FTE Positions 1.00 1.00 0.50 0.50
May 19, 2026 Item #4 Page 113 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-23
• Developed a preliminary layout for converting parallel parking to diagonal parking with lane
reduction on westbound Grand Avenue between the Tyler Street alley and Jefferson Street
that would result in up to 14 additional parking spaces with establishment of an all-way stop
at Grand Avenue and Madison Street
• Added a total of 44 parking spaces in the Village and Barrio as part of an effort to convert red
curb that is no longer needed
• Completed all-way stop analyses for 28 locations to address residents’ requests
• Implemented all-way stops at two intersections: Laguna Drive and State Street, and Grand
Avenue and Madison Street
• Finalized the Carlsbad Traffic Management Program 2026 update and initiated the second
phase of the program on key streets
• Replaced 423 streetlights and fixed 450 street sign knockdowns
• Replaced 36,060 square feet of asphalt in the city right-of-way and approximately 5,600
square feet of concrete sidewalks Responded to 211 potholes year-to-date, as of February
2026
• Completed over 3,414 utility mark-outs, 1,317 striping work orders and addressed 6,408
graffiti locations
• Initiated revised design work on numerous high-priority projects including the Carlsbad
Boulevard and Tamarack Avenue Intersection Improvements Project, Terramar Area Coastal
Improvements Project and Kelly and Park Drives Complete Streets Project
GOALS
• Develop the scope for School Traffic Safety Improvements and identify additional schools for
a Safe Routes to School Plan for fiscal year 2026-27
• Continue progress on the Clean Mobility Charging Master Plan to identify new potential
electric vehicle charging sites citywide
• Complete design of the Carlsbad Boulevard and Tamarack Avenue Intersection
Improvements Project, Terramar Area Coastal Improvements Project, Kelly and Park Drives
Complete Streets Project, Village Lighting Project Phase I, 2025 Resurfacing Project, ADA
Beach Access Pine Avenue to Tamarack Avenue Project, El Camino Real Widening from
Arenal Road to La Costa Avenue Project, Valley Street and Magnolia Avenue Complete
Streets Project, Bridge Preventative Maintenance Projects, Parking Lot Maintenance Projects
and State Street Trash Capture Best Management Practices (TCBMP) Project
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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 19, 2026 Item #4 Page 114 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages $176,988 $184,113 $186,130 $198,815
Retirement Benefits 39,690 46,810 49,750 53,433
Health Insurance 19,125 22,211 21,383 22,249
Other Personnel Expenses 5,999 8,576 11,301 13,007
Personnel Services Subtotal 241,802 261,710 268,564 287,504
Operating Expenses
Professional & Contract Services 144,882 107,249 131,558 131,558
Supplies & Materials 26,766 21,892 62,632 62,632
Repair & Maintenance 230,825 235,467 222,711 223,911
Interdepartmental Charges 417,506 497,444 555,057 569,971
Other Operating Expenses 467,037 548,090 567,418 571,808
Capital Outlay 18,890.00 - - -
Operating Expenses Subtotal 1,305,906 1,410,142 1,539,376 1,559,880
TOTAL EXPENDITURES $1,547,708 $1,671,852 $1,807,940 $1,847,384
Full Time Positions 1.95 1.95 1.95 1.95
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 19, 2026 Item #4 Page 115 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-25
RECENT ACCOMPLISHMENTS
• Developed a phased, in-house streetlight pole replacement program
• Obtained a new Coastal Development Permit from the California Coastal Commission to
support ongoing storm drain channel maintenance in coastal areas within the district
• Obtained a new Lake and Streambed Alteration Agreement from the California Department
of Fish & Wildlife to support ongoing, compliant storm drain channel maintenance
• Completed annual channel maintenance, vegetation clearing and trash removal to reduce
localized flooding risk during storm events
GOALS
• Complete all annual inspections and manage high-priority channel cleanings
• Complete channel maintenance and prepare the annual report detailing vegetation cutting
and debris removal for the Buena Vista Creek Channel Maintenance District
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Citywide Streetlight
Replacement Program
Audit and
bid of
Phase 2
complete
Phase 2
program
completed
Initiate
Phase 3
and Phase
4 planning
100% Quality of
Life & Safety
Percentage of Buena
Vista Creek Channel
cleaned and reported for
permitting (equivalent to
20% of district annually)
100% 100% 100% 100%
Sustainability &
the Natural
Environment
May 19, 2026 Item #4 Page 116 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
D-26
PUBLIC WORKS |
UTILITIES: SUMMARY
UTILITIES
• Potable Water Operations
• Recycled Water Operations
• Wastewater Operations
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 6,671,142$ 6,636,946$ 7,422,758$ 7,937,754$
Retirement Benefits 1,451,448 1,675,043 1,870,007 2,021,711
Health Insurance 1,058,575 1,106,204 1,077,061 1,354,063
Other Personnel Expenses 1,658,722 1,239,426 423,490 459,509
Personnel Services Subtotal 10,839,887 10,657,619 10,793,316 11,773,037
Operating Expenses
Professional & Contract Services 15,536,215 17,666,330 20,656,105 23,438,741
Supplies & Materials 32,810,422 34,836,746 43,237,390 47,043,240
Repair & Maintenance 183,805 247,726 466,643 489,872
Interdepartmental Charges 6,862,313 6,526,903 7,157,619 6,551,741
Other Operating Expenses 16,084,958 26,935,177 47,256,784 21,650,366
Capital Outlay 96,974 41,270 7,150 1,750
Operating Expenses Subtotal 71,574,687 86,254,152 118,781,691 99,175,710
TOTAL EXPENDITURES 82,414,574$ 96,911,771$ 129,575,007$ 110,948,747$
Full Time Positions 63.50 63.50 62.30 62.50
Hourly/FTE Positions 0.50 0.00 0.50 0.50
May 19, 2026 Item #4 Page 117 of 437
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PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure safe, high-quality drinking water to Carlsbad Municipal Water District customers, the district
provides ongoing operation and maintenance to the following: nine storage reservoirs, 457 miles of
pipeline, 17 pressure zones, 74 pressure regulating stations, three pumping stations, approximately
14,300 valves, 4,500 fire hydrants and 30,265 potable meters. The district purchases potable water
from its wholesale water provider, the San Diego County Water Authority, including 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,980,700$ 3,215,944$ 3,620,599$ 3,715,633$
Retirement Benefits 692,247 799,171 907,195 948,683
Health Insurance 610,494 641,800 546,349 796,233
Other Personnel Expenses 1,085,892 778,144 207,786 221,310
Personnel Services Subtotal 5,369,333 5,435,059 5,281,929 5,681,859
Operating Expenses
Professional & Contract Services 7,787,093 9,056,018 11,031,480 12,236,017
Supplies & Materials 29,682,010 32,751,718 38,697,334 42,271,093
Repair & Maintenance 160,487 224,316 346,400 372,400
Interdepartmental Charges 3,766,152 3,554,643 3,902,097 3,669,401
Other Operating Expenses 5,166,700 5,466,975 6,641,874 332,563
Capital Outlay 68,411 38,983 3,600 -
Operating Expenses Subtotal 46,630,853 51,092,653 60,622,785 58,881,474
TOTAL EXPENDITURES 52,000,186$ 56,527,712$ 65,904,714$ 64,563,333$
Full Time Positions 31.05 31.15 30.90 30.60
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Protected the potable water supply by testing approximately 285 city backflow devices and
conducting 160 cross-connection tests
• Completed a construction project to replace broken or malfunctioning valves at 26
operationally critical locations to control flow and minimize disruption of service during
shutdowns
• Completed construction of motorized valve installations at the Maerkle Reservoir site and
power and telemetry connection to the SCADA system at El Fuerte Street at Rancho Pancho
• Completed construction of a replacement of a potable water distribution main beneath the
North County Transit District rail corridor, north of Avenida Encinas in the Ponto area
• Completed construction of the Carlsbad Boulevard Water and Sewer Improvements at
Terramar Project
• Conducted condition assessments on equipment in three potable water pump stations
• Completed an update of the 2020 Risk and Resilience Assessment as required by the
Environmental Protection Agency
• Submitted CMWD Cross-Connection Control Plan, a comprehensive contamination
prevention plan of drinking water from non-potable sources
• Updated the 2020 Urban Water Management Plan per state regulations
GOALS
• Implement new regulations for water use efficiency standards issued by the Department of
Water Resources and the State Water Resources Control Board
• Design and bid for Ellery tank rehabilitation
• Complete design for PRS station upgrade and begin construction improvements at one site
• Update the Urban Water Management Plan
• Update the 2019 Utilities Asset Management Master Plan with potable water infrastructure
rehabilitation and replacement needs and budget
• Update Water Master Plan and Asset Management Master Plan and begin environmental
impact reports for each of these, master plans
• 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 $4.2
million to account for San Diego County Water Authority anticipated rate increases.
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Pipeline breaks per 100
miles of pipe 0 <3.4 <3.4 3.4-19.4 Quality of
Life & Safety
Percentage of annual
drinking water quality
standards met
100% 100% 100% 100% Quality of
Life & Safety
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PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the
Encina Wastewater Authority treatment plant. The district delivers recycled water in compliance with
State of California Title 22 quality standards for irrigation and industrial uses. The district’s cross-
connection control and backflow program ensures a safe supply of drinking water, preventing cross-
contamination of recycled and potable systems, in accordance with federal and state regulations.
Recycled water is not subject to state water conservation requirements. The district established a
recycled water asset management plan to reduce operating costs associated with utility assets while
continuing to deliver high levels of service at acceptable levels of risk. Operation and maintenance of
the district’s recycle water system includes four storage tanks with pump stations, and pressure
regulating stations, six pressure zones, and approximately 97 miles of pipelines, over 1,050 valves and
1,017 meters. The district also purchases and delivers recycled water from the Vallecitos Water
District’s Meadowlark Water Reclamation Facility.
SERVICES
• Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility,
reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,373,512$ 1,251,049$ 1,369,482$ 1,455,088$
Retirement Benefits 264,779 313,954 340,535 362,864
Health Insurance 156,230 162,648 187,006 187,233
Other Personnel Expenses 55,197 63,819 76,310 79,050
Personnel Services Subtotal 1,849,718 1,791,470 1,973,333 2,084,235
Operating Expenses
Professional & Contract Services 1,890,789 2,150,930 2,500,028 2,841,492
Supplies & Materials 2,836,421 1,796,356 4,170,606 4,374,506
Repair & Maintenance 14,015 6,161 26,743 26,743
Interdepartmental Charges 1,168,003 994,484 974,350 864,835
Other Operating Expenses 410,890 766,090 18,923,166 2,246,129
Capital Outlay 15,234 - 1,750 1,750
Operating Expenses Subtotal 6,335,352 5,714,021 26,596,643 10,355,455
TOTAL EXPENDITURES 8,185,070$ 7,505,491$ 28,569,976$ 12,439,690$
Full Time Positions 10.85 11.45 10.90 10.45
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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• Wastewater must be treated to Title 22 disinfected tertiary effluent standards to deliver 1.3
billion gallons of recycled water for irrigation and industrial purposes
• 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 needed
RECENT ACCOMPLISHMENTS
• Produced and delivered 100% of recycled water for CMWD customers as the Vallecitos
Water District’s Meadowlark Water Reclamation Facility was under construction for fiscal
year 2026
• 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 the electrical panel design for the recycled water portion of the Supervisory
Control and Data Acquisition system replacement project
• Submitted CMWD Cross-Connection Control Plan, a comprehensive contamination
prevention plan of drinking water from non-potable sources, in accordance with the state’s
Cross-Connection Control Policy Handbook
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
• Maintain recycled water costs at or below 75% of potable water irrigation cost to encourage
the use of recycled water
• Begin a business case analysis to expand the existing CWRF or keep purchasing recycled
water from the Vallecitos Water District
• Negotiate a new agreement for purchase of recycled water from the Vallecitos Water
District
SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The budget includes an increase of approximately $434,000 to support the cost increase in
production of recycled water at CWRF and anticipated increase under the new draft agreement
between the district and the Vallecitos Water District to purchase recycled water.
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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 percentage of potable
water cost
73% 73% 75% < 75%
Organizational
Excellence &
Fiscal Health
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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 Department’s 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 275 miles of gravity main lines, six miles of pressurized main
lines and approximately 6,200 sewer manholes. 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 lift stations, wet wells, gravity sewer mains, force mains, maintenance
access holes and other infrastructure elements
• Collect wastewater and convey it to the Encina Wastewater Authority treatment plant
• Comply with all state and federal wastewater discharge regulations
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,316,930$ 2,169,953$ 2,432,677$ 2,767,033$
Retirement Benefits 494,422 561,918 622,277 710,164
Health Insurance 291,851 301,756 343,706 370,597
Other Personnel Expenses 517,633 397,463 139,394 159,149
Personnel Services Subtotal 3,620,836 3,431,090 3,538,054 4,006,943
Operating Expenses
Professional & Contract Services 5,858,333 6,459,382 7,124,597 8,361,232
Supplies & Materials 291,991 288,672 369,450 397,641
Repair & Maintenance 9,303 17,249 93,500 90,729
Interdepartmental Charges 1,928,158 1,977,776 2,281,172 2,017,505
Other Operating Expenses 10,507,368 20,702,112 21,691,744 19,071,674
Capital Outlay 13,329 2,287 1,800 -
Operating Expenses Subtotal 18,608,482 29,447,478 31,562,263 29,938,781
TOTAL EXPENDITURES 22,229,318$ 32,878,568$ 35,100,317$ 33,945,724$
Full Time Positions 21.60 20.90 20.50 21.45
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Participate in the activities and budgets of the Encina Wastewater Authority as part of the
Encina Joint Powers Authority
• Administer the city’s Fats, Oils and Grease program to reduce pipeline clogs and subsequent
wastewater spills
RECENT ACCOMPLISHMENTS
• Zero spills from or caused by the public collections system in fiscal year 2025-26
• Updated the Sewer System Management Plan in compliance with the State Water Resources
Control Board
• Completed the Supervisory Control and Data Acquisition, or SCADA, system replacement
software design for wastewater
• Completed construction of the Carlsbad Water and Sewer Improvements at Terramar
Project
• Performed condition assessments on over 50,000 linear feet of large diameter sewer
interceptor mains
• Started construction for replacement of electrical control panels at wastewater lift stations
• Replaced the emergency generator at the Poinsettia Lift Station
• Completed the design and awarded a contract to upsize 2,600 linear feet of sewer main
along Poinsettia Lane and rehabilitate 21 manholes in the Bressi Ranch area
GOALS
• Update the 2019 Utilities Asset Management Master Plan with wastewater infrastructure
rehabilitation and replacement needs and budget
• Complete the design of the Chinquapin Lift Station improvements
• Initiate design of electrical improvements at the Batiquitos Lift Station
• Complete the upsizing of 2,600 linear feet of sewer main along Poinsettia Lane and
rehabilitate 21 manholes in the Bressi Ranch area and around the Poinsettia Lift Station
• Complete design and award contract for installation of cured-in-place pipe to line sewer
mains
SIGNIFICANT CHANGES TO THIS YEAR’S BUDGET
The budget includes an increase of approximately $500,000 to support the anticipated increase from
Encina Water Authority for the treatment of the city’s wastewater.
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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
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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.
Jeff Murphy
Deputy City Manager, Community Services
442-339-2783
jeff.murphy@carlsbadca.gov
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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 a loan agreement and lease amendment with New Village
Arts, the city’s tenant in the Bauer Lumber building on State Street
• Obtained City Council approval for a long-term lease with MiraCosta College, the city’s tenant
in the Las Palmas building
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 402,842$ 412,830$ 424,377$ 444,628$
Retirement Benefits 87,850 101,147 112,011 118,077
Health Insurance 39,619 43,568 46,292 54,536
Other Personnel Expenses 10,338 9,710 11,927 12,680
Personnel Services Subtotal 540,649 567,255 594,607 629,921
Operating Expenses
Professional & Contract Services 1,348 3,344 9,000 9,000
Supplies & Materials - 433 2,200 950
Repair & Maintenance - - - -
Interdepartmental Charges 52,433 36,578 39,662 38,531
Other Operating Expenses - 1,033 1,750 3,000
Capital Outlay - - - -
Operating Expenses Subtotal 53,781 41,388 52,612 51,481
TOTAL EXPENDITURES 594,430$ 608,643$ 647,219$ 681,402$
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Finalized the Housing Element Rezone Program and adopted the California Coastal
Commission’s revisions
• Received City Council approval of the 2026 Building Code, with local amendments
• Introduced new software, Green Halo, to track construction waste management for building
permits
• Completed the CAPRA self-assessment to confirm the Parks & Recreation Department meets
national standards for excellence in parks and recreation
• Obtained City Council approval of the plans and specifications to bid and award the
construction contract for the Veterans Memorial Park project
• Assisted in the construction monitoring and administration for the Monroe Street Pool
Renovation/Expansion Project
• Served 25,316 meals through the Carlsbad Senior Center nutrition program
GOALS
• Revise City Council Policy 64, regulated wireless communication facilities
• Expand Citizens Access Portal to allow for online submittal and review of more complex
permit types
• Complete the comprehensive update to the city’s Engineering Standards
• Secure CAPRA accreditation, which confirms the Parks & Recreation Department meets
nationally recognized standards for excellence, through a thorough review and hearing
• Obtain City Council approval on the Robertson Ranch Park final master plan and seek
direction to commence the construction documentation phase of the project
• Assist in the construction monitoring and administration for the Monroe Street Pool project
• Reopen the renovated and expanded Monroe Street Pool to resume daily operations and
added recreation programs and instructional classes
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COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
• Administration
• Land Development Engineering
• Planning
• Building
• Code Enforcement
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 5,272,977$ 5,527,445$ 6,014,157$ 6,421,199$
Retirement Benefits 1,195,521 1,379,305 1,499,979 1,621,801
Health Insurance 754,090 794,180 929,962 1,011,662
Other Personnel Expenses 182,861 167,941 197,382 213,775
Personnel Services Subtotal 7,405,449 7,868,871 8,641,480 9,268,437
Operating Expenses
Professional & Contract Services 1,481,915 1,543,268 1,398,683 1,027,620
Supplies & Materials 70,684 61,846 78,551 72,614
Repair & Maintenance 1,060 1,520 370 870
Interdepartmental Charges 1,549,984 1,693,726 1,780,068 1,598,907
Other Operating Expenses 79,746 96,419 76,550 76,550
Capital Outlay - - - -
Operating Expenses Subtotal 3,183,389 3,396,779 3,334,222 2,776,561
TOTAL EXPENDITURES 10,588,838$ 11,265,650$ 11,975,702$ 12,044,998$
General Fund 10,559,088$ 11,228,991$ 11,975,702$ 12,044,998$
Special Revenue Fund 29,750$ 36,659$ -$ -$
TOTAL FUNDING 10,588,838$ 11,265,650$ 11,975,702$ 12,044,998$
Full Time Positions 52.00 51.00 51.00 51.00
Hourly/FTE Positions 7.00 7.00 7.70 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
RECENT ACCOMPLISHMENTS
• Introduced new software, Green Halo, to track construction waste management for building
permits
• Expanded the Customer Self Service Portal for online permits to include additional permit
types
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 975,574$ 980,987$ 1,060,709$ 1,129,010$
Retirement Benefits 223,000 241,469 261,998 288,737
Health Insurance 143,040 138,053 145,764 151,575
Other Personnel Expenses 30,682 27,115 32,517 35,166
Personnel Services Subtotal 1,372,296 1,387,624 1,500,988 1,604,488
Operating Expenses
Professional & Contract Services 9,627 7,640 80,000 35,000
Supplies & Materials 22,986 17,107 32,537 24,400
Repair & Maintenance 747 92 20 20
Interdepartmental Charges 244,918 291,062 361,345 335,322
Other Operating Expenses 27,024 8,036 14,750 14,750
Capital Outlay - - - -
Operating Expenses Subtotal 305,302 323,937 488,652 409,492
TOTAL EXPENDITURES 1,677,598$ 1,711,561$ 1,989,640$ 2,013,980$
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 0.50 0.50 1.20 1.20
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• Developed enhancements to city’s Enterprise Permitting Software EnerGov to help simplify
and streamline permit intake: update to ‘permit issued email’ on building permits to include
information on requesting inspections and processing revisions, developed one click to email
applicants when fees are due, transitioned Entertainment Licenses and Zone Code
Compliance Letters to be processed and paid electronically, updated ICC Factors for building
valuations, implemented auto email notifications alerting applicants when permits are
expiring and how to renew online (ROW Use), and enhanced self-service appointment system
messaging to include instructions on how to apply for permits online
• Updated existing electronic bulletins on the city’s website reflecting new state laws impacting
land use topics
• Updated the Community Development Department webpages for building and code
enforcement with updated content, organization, forms and resources
• Improved GIS map content regarding Coastal Zone jurisdiction information
GOALS
• Monitor Green Halo implementation
• Expand Citizens Access Portal to allow for online submittal and review of more complex
permit types
• Continue updating webpage content
• Collaborate with the IT Department as the city prepares for transition to electronic plan
review
• 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 temporary and permanent water meter permits in the Customer Self Service
Portal
• Successfully transitioned all Land Development Engineering permit intake, review and
approval processes to a fully digital platform, eliminating paper submittals and improving
efficiency, accessibility and record management
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,066,477$ 1,139,226$ 1,249,988$ 1,345,689$
Retirement Benefits 253,788 289,802 315,466 342,536
Health Insurance 169,157 185,141 227,445 209,473
Other Personnel Expenses 37,829 34,471 40,655 44,276
Personnel Services Subtotal 1,527,251 1,648,640 1,833,554 1,941,974
Operating Expenses
Professional & Contract Services 189,721 276,314 315,183 283,683
Supplies & Materials 2,807 3,532 3,200 3,200
Repair & Maintenance - 54 - -
Interdepartmental Charges 308,214 282,321 264,118 273,509
Other Operating Expenses 5,458 7,943 14,360 14,360
Capital Outlay - - - -
Operating Expenses Subtotal 506,200 570,164 596,861 574,752
TOTAL EXPENDITURES 2,033,451$ 2,218,804$ 2,430,415$ 2,516,726$
Full Time Positions 11.00 10.00 10.00 10.00
Hourly/FTE Positions 1.50 1.50 1.50 1.50
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• Updated and simplified all submittal checklists for digital intake of submittals
• Issued 1,142 engineering permits and performed 2,645 reviews for ministerial and
discretionary permits, consistent with level of activity in recent years
GOALS
• Complete the comprehensive update to the city’s Engineering Standards
• 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 2025
Actual FY 2026
Estimated FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Percentage of discretionary
permit plan check reviews
completed within 21 days of submittal
8281% 89% 80% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
8684% 91% 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
• Assure 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
• Provide technical support to the Planning Commission and the City Council
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,840,242$ 1,946,452$ 2,136,977$ 2,256,990$
Retirement Benefits 431,070 496,519 547,412 582,233
Health Insurance 228,469 264,513 321,585 374,046
Other Personnel Expenses 63,749 59,061 71,377 76,750
Personnel Services Subtotal 2,563,530 2,766,545 3,077,351 3,290,019
Operating Expenses
Professional & Contract Services 473,023 422,421 504,000 209,437
Supplies & Materials 31,562 25,896 27,650 27,650
Repair & Maintenance - 98 - -
Interdepartmental Charges 424,368 509,548 554,992 480,438
Other Operating Expenses 35,214 51,844 25,007 25,007
Capital Outlay - - - -
Operating Expenses Subtotal 964,167 1,009,807 1,111,649 742,532
TOTAL EXPENDITURES 3,527,697$ 3,776,352$ 4,189,000$ 4,032,551$
General Fund 3,497,947$ 3,739,693$ 4,189,000$ 4,032,551$
Special Revenue 29,750 36,659 - -
TOTAL FUNDING 3,527,697$ 3,776,352$ 4,189,000$ 4,032,551$
Full Time Positions 19.00 19.00 19.00 19.00
Hourly/FTE Positions 2.00 2.00 1.50 1.50
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RECENT ACCOMPLISHMENTS
• Issued building permits for housing projects and ADUs resulting in a total of approximately
540 new housing units that contribute to the implementation of the city’s Housing Element
• Received California Coastal Commission certification of Coastal Commission-requested
modifications to the city’s 2021 Housing Element rezone program and objective design
standards
• Updated existing zoning regulations related to Accessory Dwelling Units to maintain
consistency between the Carlsbad Municipal Code and state housing law
• Received City Council approval of the Annual Housing Element & General Plan Progress
Report
• Implement the plan for Carlsbad Tomorrow: Growth Management Citizens Committee
recommendations on the city’s Growth Management Plan
• Worked with the California Coastal Commission on the resubmittal of the City Council-
approved Local Coastal Program Update
• 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
• Present options to update City Council Policy 64 related to the location and screening of
telecommunication facilities
• Continue implementing the recommendations from Carlsbad Tomorrow
• Conduct the next bi-annual Zone Code Cleanup to ensure accuracy, clarity and consistency of
language and standards in the Carlsbad Municipal Code
• Continue working with the California Coastal Commission on approval of the city’s
comprehensive update to its Local Coastal Program
• Continue working with the California Coastal Commission on approval of regulations and
permit review procedures for new or expanded airport land uses
• Implement processing changes to streamline permit reviews to consistently meet key
performance targets
• 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 2025
Actual FY 2026
Actual FY 2027
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
RECENT ACCOMPLISHMENTS
• Issued 3,732 building permits valued at over $226 million in fiscal year 2025
• Conducted 16,768 building inspections in fiscal year 2025
• Expanded the Customer Self Service Portal to include more permit submission types
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 738,627$ 847,026$ 917,420$ 991,903$
Retirement Benefits 166,633 209,628 226,419 246,917
Health Insurance 114,795 119,199 139,087 182,122
Other Personnel Expenses 27,618 26,847 31,295 34,187
Personnel Services Subtotal 1,047,673 1,202,700 1,314,221 1,455,129
Operating Expenses
Professional & Contract Services 770,958 800,456 449,000 449,000
Supplies & Materials 2,818 7,267 3,414 3,414
Repair & Maintenance 116 577 250 250
Interdepartmental Charges 361,143 375,690 352,407 311,211
Other Operating Expenses 7,320 19,104 12,583 12,583
Capital Outlay - - - -
Operating Expenses Subtotal 1,142,355 1,203,094 817,654 776,458
TOTAL EXPENDITURES 2,190,028$ 2,405,794$ 2,131,875$ 2,231,587$
Full Time Positions 9.00 9.00 9.00 9.00
Hourly/FTE Positions 1.00 1.00 1.50 1.50
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• Earned one certification 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
• Updated the city’s building code to comply with the 2026 California Building Code revisions
GOALS
• 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 2025
Actual FY 2026
Estimated FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Percentage of building
permit plan check reviews
completed within 14 days
of submittal
92% 92% 90% ≥80%
Organizational
Excellence & Fiscal
Health
Percentage of building
inspections completed
within 24 hours of request
94% 95% 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 for issues including graffiti, illegal signs and active unpermitted
construction
• Assist individuals on how to secure required permits and comply with applicable codes
• Collaborate with partner enforcement agencies on overlapping enforcement cases
• Ensure that residents are aware of and follow rules on short-term vacation rentals
• Conduct annual inspections for the California Department of Housing and Community
Development Mobile Home Park Maintenance Program
• Assist the Police Department in enforcement warrants
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 652,057$ 613,754$ 649,063$ 697,607$
Retirement Benefits 121,030 141,887 148,684 161,378
Health Insurance 98,629 87,274 96,081 94,446
Other Personnel Expenses 22,983 20,447 21,538 23,396
Personnel Services Subtotal 894,699 863,362 915,366 976,827
Operating Expenses
Professional & Contract Services 38,586 36,437 50,500 50,500
Supplies & Materials 10,511 8,044 11,750 13,950
Repair & Maintenance 197 699 100 600
Interdepartmental Charges 211,341 235,105 247,206 198,427
Other Operating Expenses 4,730 9,492 9,850 9,850
Capital Outlay - - - -
Operating Expenses Subtotal 265,365 289,777 319,406 273,327
TOTAL EXPENDITURES 1,160,064$ 1,153,139$ 1,234,772$ 1,250,154$
Full Time Positions 6.00 6.00 6.00 6.00
Hourly/FTE Positions 2.00 2.00 2.00 2.00
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RECENT ACCOMPLISHMENTS
• Completed first full year of issuing short-term vacation rental permits (385 total permits
issued)
• Brought approximately 405 expired business licenses successfully into compliance
• Removed roughly 3,964 illegal signs from the public right-of-way
• Completed PC832 Post Certification for two code enforcement officers
• 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 all code enforcement officer maintain CACEO Code Enforcement Officer Certifications
during fiscal year reporting period
• Continue to develop and expand the department’s enforcement tracking system to improve
operations management
• Create new reports with IT to report new data for short-term vacation rental activities
• 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 2025
Actual FY 2026
Estimated FY 2027
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
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,477,441$ 1,487,226$ 1,834,535$ 2,094,902$
Retirement Benefits 343,576 393,194 460,575 504,010
Health Insurance 208,671 231,620 276,878 255,532
Other Personnel Expenses 52,113 44,816 61,769 67,247
Personnel Services Subtotal 2,081,801 2,156,856 2,633,757 2,921,691
Operating Expenses
Professional & Contract Services 1,505,703 5,188,941 1,734,369 1,727,526
Supplies & Materials 277,924 268,702 300,458 237,336
Repair & Maintenance 27 1,134 200 200
Interdepartmental Charges 453,034 488,154 493,959 444,251
Other Operating Expenses 15,667,266 16,626,343 16,687,992 17,876,239
Capital Outlay 177,636 11,632 8,070 214,894
Operating Expenses Subtotal 18,081,590 22,584,906 19,225,048 20,500,446
TOTAL EXPENDITURES 20,163,391$ 24,741,762$ 21,858,805$ 23,422,137$
General Fund 2,541,642$ 2,470,400$ 3,317,186$ 3,723,022$
Special Revenue Fund 17,612,916$ 22,271,362$ 18,541,619$ 19,699,115$
Trust Fund 8,833$ -$ -$ -$
TOTAL FUNDING 20,163,391$ 24,741,762$ 21,858,805$ 23,422,137$
Full Time Positions 16.00 16.00 16.00 16.00
Hourly/FTE Positions 1.53 1.53 1.60 1.60
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOUSING SERVICES
Account: 0012510 0012520
1502810
1713210
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
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 557,648$ 478,056$ 706,082$ 760,705$
Retirement Benefits 117,862 143,200 182,812 198,761
Health Insurance 84,639 93,113 144,957 118,522
Other Personnel Expenses 17,639 15,060 23,690 25,641
Personnel Services Subtotal 777,788 729,429 1,057,541 1,103,629
Operating Expenses
Professional & Contract Services 254,066 224,951 271,000 271,200
Supplies & Materials 14,200 10,673 12,400 12,700
Repair & Maintenance - - - -
Interdepartmental Charges 93,521 169,690 153,698 270,442
Other Operating Expenses 240,444 114,464 22,950 95,398
Capital Outlay - - - -
Operating Expenses Subtotal 602,231 519,778 460,048 649,740
TOTAL EXPENDITURES 1,380,019$ 1,249,207$ 1,517,589$ 1,753,369$
General Fund 1,159,695$ 1,149,722$ 1,517,589$ 1,753,369$
Special Revenue 220,324 99,485 - -
TOTAL FUNDING 1,380,019$ 1,249,207$ 1,517,589$ 1,753,369$
Full Time Positions 4.17 5.90 5.90 5.90
Hourly/FTE Positions 0.75 0.75 0.50 0.50
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• Provide low income and homeless services support through the Carlsbad Service Center
• Administer the Minor Home Repair Program, 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 32 high school student participants
• Partnered with 15 local elementary schools to host 46 CityStuff field trips, engaging 1,080
third grade students
• Facilitated affordable housing projects including 129 new affordable dwelling units in fiscal
year 2025
GOALS
• Distribute Agricultural Conversion Mitigation Fee funding grants to projects that improve
agricultural land 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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Community Grants
dispersed $7,656 $8,059 $9,000 N/A Community
Character
Number of 3rd grade
students educated on
civic leadership
1,080 1,032 1,045 N/A Community
Character
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: HOMELESS SERVICES
Account: 0012540 1362610 Fund: General Special Revenue - PLHA ABOUT
The Homeless Services Division is responsible for leading all strategies, initiatives and actions related to
the city’s goal of addressing the complex needs of individuals experiencing or at risk of experiencing
homelessness in a compassionate and effective manner and reducing the impacts of homelessness on
the community. The division prioritizes measurable outcomes, fiscal accountability and regional
collaboration to maximize the impact of limited public resources. This division uses evidence-based
practices, data, community input and feedback from people with lived experience to implement
outcome-focused solutions to prevent and reduce homelessness. The strategies and initiatives surround
three main areas of focus: shelter and housing, outreach and access to services and public safety.
SERVICES
• Manage and implement the city’s Homelessness Action Plan
• Provide resources and referrals for individuals and families at risk of or experiencing
homelessness
• Maintain a By-Name List and facilitate care conferencing for households experiencing
homelessness in Carlsbad to support coordinated, housing-focused interventions
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 409,804$ 409,835$ 574,753$ 619,313$
Retirement Benefits 99,450 113,074 144,216 157,175
Health Insurance 60,636 58,062 73,362 76,404
Other Personnel Expenses 13,146 11,681 18,587 20,090
Personnel Services Subtotal 583,036 592,652 810,918 872,982
Operating Expenses
Professional & Contract Services 832,353 4,429,629 899,325 899,438
Supplies & Materials 9,227 10,852 17,500 15,137
Repair & Maintenance - - - -
Interdepartmental Charges 46,449 71,700 78,118 108,837
Other Operating Expenses 1,517,708 626,319 454,547 288,000
Capital Outlay - - - -
Operating Expenses Subtotal 2,405,737 5,138,500 1,449,490 1,311,412
TOTAL EXPENDITURES 2,988,773$ 5,731,152$ 2,260,408$ 2,184,394$
General Fund 1,381,947$ 1,320,678$ 1,799,597$ 1,969,653$
Special Revenue 1,606,826 4,410,474 460,811 214,741
TOTAL FUNDING 2,988,773$ 5,731,152$ 2,260,408$ 2,184,394$
Full Time Positions 4.10 4.00 4.20 4.20
Hourly/FTE Positions 0.00 0.00 0.50 0.50
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• Coordinate the collaboration of all community partners and contractors working on
homelessness within the city
• Oversee contracts for homelessness prevention outreach, substance abuse education and
referral, street medicine, employment and benefits services, emergency shelter, rapid re-
housing, permanent supportive housing, social workers and encampment abatement services
• Collaborate with the Police Department’s Homeless Outreach Team, neighboring jurisdictions
and county resources on homelessness issues to ensure a coordinated response
• Administer and monitor federal and state grant funds, including HUD Continuum of Care,
California Encampment Resolution Funding, National Opioid Settlement and Permanent Local
Housing Allocation, ensuring compliance and performance reporting
• Oversee the limited-term motel voucher program providing short-term emergency lodging for
individuals and families facing temporary homelessness
RECENT ACCOMPLISHMENTS
• Transitioned 148 individuals experiencing homelessness into permanent housing, a 66%
increase from the prior fiscal year
• Prevented 122 at-risk individuals from entering homelessness, more than double the amount
compared to the same period a year earlier
• Exceeded interim and permanent housing placement outcome requirements halfway through
the contract period for a $2.4 million state grant focused on reducing unsheltered
homelessness in Carlsbad Village
• Completed the first two implementation zones of an $11.4 million state grant in partnership
with the City of Oceanside, reducing encampments along the SR-78 corridor and connecting
individuals to permanent housing
• Implemented a $3 million state grant to help support people living in vehicles with pathways
to shelter and housing
• Launched a collaborative effort to improve coordination and resource alignment across
community partners per the City Council approved Homelessness Action Plan
GOALS
• Assist in expanding shelter capacity of the La Posada de Guadalupe shelter
• Increase permanent housing placements through data-driven, housing-focused interventions
• Strengthen prevention strategies to reduce the number of people experiencing homelessness
• Improve system effectiveness by reducing the amount of time and frequency people
experience homelessness
• Strengthen regional coordination to maximize community impact
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Unduplicated homeless
persons served 643 600 600 N/A Quality of
Life & Safety
Shelter placements 224 200 200 N/A Quality of
Life & Safety
Persons housed 148 120 100 N/A Quality of
Life & Safety
Encampments cleared 56 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 the Tyler Court Senior Apartments, a 75-unit senior apartment
complex. This complex provides 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 87,524$ 82,627$ 111,025$ 122,194$
Retirement Benefits 21,563 22,692 25,925 30,382
Health Insurance 15,553 17,168 18,686 19,446
Other Personnel Expenses 3,354 2,628 3,640 4,021
Personnel Services Subtotal 127,994 125,115 159,276 176,043
Operating Expenses
Professional & Contract Services 343,248 405,190 464,086 454,498
Supplies & Materials 246,726 235,907 261,493 199,984
Repair & Maintenance - - - -
Interdepartmental Charges 58,423 23,386 23,136 24,012
Other Operating Expenses 832,481 175,997 325,628 327,944
Capital Outlay 177,636 11,632 8,070 214,894
Operating Expenses Subtotal 1,658,514 852,112 1,082,413 1,221,332
TOTAL EXPENDITURES 1,786,508$ 977,227$ 1,241,689$ 1,397,375$
Full Time Positions 1.20 1.10 0.90 0.90
Hourly/FTE Positions 0.06 0.06 0.10 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
• Administered the Affordable Housing Resale Program, including the acquisition of four units
and the resale of nine units, sold to qualified low-income buyers between July 2024 and June
2025
• Re-sold six units to qualified low-income buyers in fiscal year 2025, with an additional three
sales pending closing
• 117 affordable rental units funded with Housing Trust Fund funds came online in fiscal year
2025
• Conducted a Request for Proposals for property management services for Tyler Court Senior
Apartments complex
• Provided CDBG funding for needed capital repairs at Tyler Court
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 422,465$ 516,708$ 442,675$ 592,690$
Retirement Benefits 104,701 114,228 107,622 117,692
Health Insurance 47,843 63,277 39,873 41,160
Other Personnel Expenses 17,974 15,447 15,852 17,495
Personnel Services Subtotal 592,983 709,660 606,022 769,037
Operating Expenses
Professional & Contract Services 76,036 129,171 99,958 102,390
Supplies & Materials 7,771 11,270 9,065 9,515
Repair & Maintenance 27 1,134 200 200
Interdepartmental Charges 254,641 223,378 239,007 40,960
Other Operating Expenses 13,067,800 15,709,563 15,884,867 17,164,897
Capital Outlay - - - -
Operating Expenses Subtotal 13,406,275 16,074,516 16,233,097 17,317,962
TOTAL EXPENDITURES 13,999,258$ 16,784,176$ 16,839,119$ 18,086,999$
Full Time Positions 6.53 5.00 5.00 5.00
Hourly/FTE Positions 0.73 0.73 0.50 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. Department of Housing and Urban Development
• 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 an average of 632 very low and extremely low-
income households
• 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 two public service organizations and one fair housing provider, resulting in supportive
services being provided to approximately 661 Carlsbad residents
• Created the fiscal year 2025-26 Annual Action Plan for the Community Development Block
Grant program to allocate $562,903
GOALS
• Implement cost saving measures to manage program within funds authorized
• Seek additional funding to serve more clients as opportunities arise
• Update the calendar year 2027 Public Housing Agency Annual Plan
• Reach high performance status for the Section 8 Management Assessment Program in
calendar year 2026
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Households receiving
Rental Assistance 632 632 632 N/A Quality of
Life & Safety
Dollar value of CDBG
funds awarded to
community organizations
$84,435 $80,214 $76,203 N/A Quality of
Life & Safety
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
The fiscal year 2026-27 budget includes a $1.3 million increase in the federally funded rental
assistance program, consistent with need and anticipated revenue.
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COMMUNITY SERVICES |
HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY
Account: 801, 811 Fund: Trust Fund – Successor Agency
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Maintain records of the redevelopment agency per retention policy
• Ensure payment of all debt obligations as approved by the oversight board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2025-26 for approval by
the countywide oversight board
GOALS
• Maintain obligations of the former redevelopment agency
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages -$ -$ -$ -$
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services - - - -
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 8,833 - - -
Capital Outlay - - - -
Operating Expenses Subtotal 8,833 - - -
TOTAL EXPENDITURES 8,833$ -$ -$ -$
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 6,016,089$ 6,286,457$ 7,106,570$ 7,577,603$
Retirement Benefits 1,028,126 1,185,376 1,311,437 1,413,844
Health Insurance 565,796 628,175 736,819 765,329
Other Personnel Expenses 211,777 229,873 247,568 264,988
Personnel Services Subtotal 7,821,788 8,329,881 9,402,394 10,021,764
Operating Expenses
Professional & Contract Services 548,321 475,299 943,337 917,991
Supplies & Materials 1,339,367 1,175,917 1,268,439 1,280,058
Repair & Maintenance 20,673 25,034 8,800 8,800
Interdepartmental Charges 3,136,377 3,783,172 4,061,985 4,166,698
Other Operating Expenses 609,526 638,256 716,446 716,446
Capital Outlay - 75,030 - -
Operating Expenses Subtotal 5,654,264 6,172,708 6,999,007 7,089,993
TOTAL EXPENDITURES 13,476,052$ 14,502,589$ 16,401,401$ 17,111,757$
General Fund 13,139,996$ 14,153,116$ 15,662,271$ 16,398,558$
Special Revenue Fund 336,056$ 349,473$ 739,130$ 713,199$
TOTAL FUNDING 13,476,052$ 14,502,589$ 16,401,401$ 17,111,757$
Full Time Positions 53.00 51.00 51.00 51.00
Hourly/FTE Positions 53.42 53.77 55.85 55.84
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,250,594$ 1,161,255$ 1,314,524$ 1,398,042$
Retirement Benefits 249,906 267,758 320,800 347,014
Health Insurance 121,788 127,277 147,769 131,592
Other Personnel Expenses 36,818 36,369 48,587 51,938
Personnel Services Subtotal 1,659,106 1,592,659 1,831,680 1,928,586
Operating Expenses
Professional & Contract Services 46,707 46,256 63,500 33,500
Supplies & Materials 194,895 157,277 266,310 271,660
Repair & Maintenance 20,713 11,686 4,455 4,455
Interdepartmental Charges 806,542 567,579 828,732 695,653
Other Operating Expenses 602,124 623,055 716,446 716,446
Capital Outlay - 75,030 - -
Operating Expenses Subtotal 1,670,981 1,480,883 1,879,443 1,721,714
TOTAL EXPENDITURES 3,330,087$ 3,073,542$ 3,711,123$ 3,650,300$
General Fund 3,220,571 2,895,885 3,462,123 3,425,950
Special Revenue Fund 109,516 177,657 249,000 224,350
TOTAL FUNDING 3,330,087$ 3,073,542$ 3,711,123$ 3,650,300$
Full Time Positions 10.00 9.00 10.00 10.00
Hourly/FTE Positions 2.92 2.92 2.48 2.33
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• Utilize data to develop meaningful performance metrics that show impact in the community
and adjust services based on community needs
• 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 replacement of printers and copiers for patron use with user-focused features to
enhance the patron experience
• Identified and contracted with a vendor to replace RFID hardware and software technology,
which includes automated book handling and self-check machines
• Expanded centralized data collection on how patrons utilize programs and services, in order
to make informed planning decisions regarding community needs
• Integrated department’s new guiding principles into daily workflows and services and
incorporated them into employee feedback
GOALS
• Complete installation of a $600,000 RFID hardware and software upgrade, which includes
automated book handling and self-check machines, in partnership with the Information
Technology Department
• Create data dashboards for timely information sharing about Library & Cultural Arts
programs, services and impacts
• Formalize relationships with Friends of the Library and Carlsbad Library & Arts Foundation via
Memorandums of Understanding
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Number of contracts
executed 118 120 118 N/A
Organizational
Excellence &
Fiscal Health
Volunteer hours 7,614 7,850 7,700 N/A Community
Character
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COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: PUBLIC SERVICES
Account: 001402X Fund: General – Dove 001403X General – Cole 001405X General – Learning Center & Grants
1454016 Special Revenue – Sutton Donation
ABOUT
Public Services include all the library disciplines that program for and serve library patrons, including
circulation, adult and teen, children’s and bilingual services. At Dove Library, this also includes the
Exploration HUB. At Cole Library, this includes Genealogy and Carlsbad History. At the Library Learning
Center, it includes adult and family literacy.
SERVICES
• Assist community members of all ages with information and literacy needs, provide
instruction on resource use, perform research for the public, local business and government,
provide educational, literacy, informational, cultural and recreational programs and advise
readers to find books of interest
• Manage patron accounts and issuance of library cards, circulate and inventory print,
electronic and audiovisual materials, answer collection-related questions, track reserved and
overdue items and sort, organize and shelve all library materials
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 3,290,145$ 3,499,135$ 3,905,949$ 4,120,441$
Retirement Benefits 509,667 574,818 621,481 655,322
Health Insurance 272,425 286,372 306,770 373,659
Other Personnel Expenses 125,002 134,709 130,076 138,037
Personnel Services Subtotal 4,197,239 4,495,034 4,964,276 5,287,459
Operating Expenses
Professional & Contract Services 3,314 23,145 5,575 5,575
Supplies & Materials 118,712 98,977 39,475 44,475
Repair & Maintenance 1,386 935 1,345 1,345
Interdepartmental Charges 1,912,705 2,666,131 2,557,585 2,872,308
Other Operating Expenses 5,449 5,378 - -
Capital Outlay - - - -
Operating Expenses Subtotal 2,041,566 2,794,566 2,603,980 2,923,703
TOTAL EXPENDITURES 6,238,805$ 7,289,600$ 7,568,256$ 8,211,162$
General Fund 6,238,805 7,284,547 7,535,256 8,173,162
Special Revenue Fund - 5,053 33,000 38,000
TOTAL FUNDING 6,238,805$ 7,289,600$ 7,568,256$ 8,211,162$
Full Time Positions 28.00 26.00 26.00 26.00
Hourly/FTE Positions 41.08 40.97 41.41 41.56
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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
• Initiated a reimagined reading intervention program which pairs students who are reading
below grade level with trained volunteers for one-on-one support
• Installed Percussion Play instruments in the Sculpture Garden, across the street from the Cole
Library, designed to increase play among patrons, increase use of the garden, promote early
literacy skills and create additional program space
• Hosted a seven-week series of financial literacy classes for adult literacy learners and their
families to improve general understanding of money management, investing, retirement and
estate planning
• Provided a weekly all-ages Chess Meet-Up at the Library Learning Center, averaging 15
participants per session, fostering intergenerational learning and play and leading to the
development of a circulating chess set collection
GOALS
• Continue to expand oral history holdings to include video interviews of community members
reflecting on their memories of Carlsbad
• Expand homebound services book delivery program, utilizing community donations
Identify a design firm, execute an agreement and complete a design to reimagine the first
floor of the Library Learning Center to better serve patrons and the surrounding community
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Library program
participation 50,122 52,628 53,680 N/A Community
Character
New library accounts 15,647 17,211 18,933
10%
increase
annually
Community
Character
Patron computer
sessions: mobile and in-
house
202,483 212,607 223,237 5%
Annually
Community
Character
Library visits 563,323 573,023 575,250 N/A Community
Character
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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 Donation
1454015 Special Revenue – Falkenstein Donation
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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 666,855$ 804,501$ 825,191$ 883,540$
Retirement Benefits 130,459 197,658 192,532 207,657
Health Insurance 97,413 122,207 133,118 127,945
Other Personnel Expenses 21,215 29,057 33,287 35,709
Personnel Services Subtotal 915,942 1,153,423 1,184,128 1,254,851
Operating Expenses
Professional & Contract Services 2,743 6,286 95,200 35,200
Supplies & Materials 971,284 857,296 907,723 897,723
Repair & Maintenance (1,426) 12,360 - -
Interdepartmental Charges 194,436 223,645 284,814 255,897
Other Operating Expenses - 277 - -
Capital Outlay - - - -
Operating Expenses Subtotal 1,167,037 1,099,864 1,287,737 1,188,820
TOTAL EXPENDITURES 2,082,979$ 2,253,287$ 2,471,865$ 2,443,671$
General Fund 2,011,316 2,187,442 2,260,700 2,304,092
Special Revenue Fund 71,663 65,845 211,165 139,579
TOTAL FUNDING 2,082,979$ 2,253,287$ 2,471,865$ 2,443,671$
Full Time Positions 7.00 9.00 8.00 8.00
Hourly/FTE Positions 3.08 3.19 2.79 2.79
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RECENT ACCOMPLISHMENTS
• Satisfied the requirements of California Assembly Bill 1825, the California Freedom to Read
Act, updating and making publicly accessible a collection development policy
• Increased the number of “Library of Things” items offered to patrons by adding ukuleles,
chess sets and Launchpad literacy tablets
• Established a partnership with Housing & Homeless Services and Carlsbad Unified School
District to provide library card registration for third grade students through the Explore More
and CityStuff programs in compliance with California Senate Bill 321
• Established a partnership with Economic Development to provide office hours with the Small
Business Liaison at the Dove Library on a regular basis, providing increased access to business
development resources for local entrepreneurs
GOALS
• Conduct preliminary research and preparation to replace the current Integrated Library
System, which manages a library's core operations, including cataloging, circulation,
acquisitions and patron records
• Work with the Information Technology Department to identify possible products to meet
staff and community needs, ensuring they are both technologically innovative and cost
effective
• Redirect collection budget allocations away from formats that are losing relevancy and
toward the most popular collection formats
• Identify new partnerships with city departments, local agencies and organizations that
support and supplement library and cultural arts programs and services
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Number of items added
to the collection (physical
and digital)
36,832 32,000 32,000 N/A Community
Character
Number of items checked
out (physical and digital) 1,330,566 1,463,623 1,609,985
10%
increase
annually
Community
Character
School visits (number of
library tours and visits to
schools)
151 125 125 N/A 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 808,495$ 821,566$ 1,060,906$ 1,175,580$
Retirement Benefits 138,094 145,142 176,624 203,851
Health Insurance 74,170 92,319 149,162 132,133
Other Personnel Expenses 28,742 29,738 35,618 39,304
Personnel Services Subtotal 1,049,501 1,088,765 1,422,310 1,550,868
Operating Expenses
Professional & Contract Services 495,557 399,612 779,062 843,716
Supplies & Materials 54,476 62,367 54,931 66,200
Repair & Maintenance - 53 3,000 3,000
Interdepartmental Charges 222,694 325,817 390,854 342,840
Other Operating Expenses 1,953 9,546 - -
Capital Outlay - - - -
Operating Expenses Subtotal 774,680 797,395 1,227,847 1,255,756
TOTAL EXPENDITURES 1,824,181$ 1,886,160$ 2,650,157$ 2,806,624$
General Fund 1,669,304 1,785,242 2,404,192 2,495,354
Special Revenue Fund 154,877 100,918 245,965 311,270
TOTAL FUNDING 1,824,181$ 1,886,160$ 2,650,157$ 2,806,624$
Full Time Positions 8.00 7.00 7.00 7.00
Hourly/FTE Positions 6.35 6.70 9.17 0.00
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• 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
• 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
• Secured three sponsorships and restored pop-up art and preconcert activities for the 2025
TGIF concert series
• Awarded $117,128 in community arts grants to 26 arts organizations and schools
• Finalized the design and fabrication plan for public art at Veterans Memorial Park in
partnership with the selected artist team
• Offered three weeks of Club Pelican summer arts camp in partnership with the Batiquitos
Lagoon Foundation
GOALS
• Complete community engagement and bring forward design plans to City Council for public
art at Chestnut I-5 Underpass and Barrio Traffic Circle projects
• Develop updated Guest Artist Residency and mobile art programs, 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, as directed by the Arts & Culture Master Plan
• Host a juried exhibition in the Cannon Art Gallery to feature regional artists
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Community Arts Grants
applicants 26 28 30 N/A Community
Character
TGIF Concerts in the
Parks attendance 22,276 24,277 26,400 Safe capacity Community
Character
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Included in the fiscal year 2026-27 budget is a 10% increase in Community Arts Grants funding.
Pursuant to the City Council approved Arts & Culture Master Plan, this fund amount should be
increased by 10% every three years. The last update occurred in fiscal year 2022-23, and this increase
aligns with the recommended schedule.
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 7,188,603$ 6,985,585$ 8,094,119$ 8,964,765$
Retirement Benefits 1,220,371 1,339,766 1,511,846 1,660,458
Health Insurance 718,403 747,559 934,627 1,005,602
Other Personnel Expenses 381,983 419,456 431,983 484,062
Personnel Services Subtotal 9,509,360 9,492,366 10,972,575 12,114,887
Operating Expenses
Professional & Contract Services 8,529,309 8,263,707 9,491,330 9,400,244
Supplies & Materials 1,000,984 1,010,752 1,075,287 1,104,592
Repair & Maintenance 478 2,403 1,609 1,529
Interdepartmental Charges 2,430,044 2,952,854 2,954,156 2,723,989
Other Operating Expenses 11,181,455 11,786,470 12,080,956 12,856,347
Capital Outlay 955,033 807,878 788,000 1,215,000
Operating Expenses Subtotal 24,097,303 24,824,064 26,391,338 27,301,701
TOTAL EXPENDITURES 33,606,663$ 34,316,430$ 37,363,913$ 39,416,588$
General Fund 21,252,800$ 22,076,084$ 24,241,322$ 25,132,348$
Enterprise Fund 10,187,428$ 10,141,011$ 10,589,000$ 11,540,000$
Special Revenue Fund 2,166,435$ 2,099,335$ 2,533,591$ 2,744,240$
TOTAL FUNDING 33,606,663$ 34,316,430$ 37,363,913$ 39,416,588$
Full Time Positions 59.00 58.00 58.00 59.00
Hourly/FTE Positions 70.32 70.21 69.72 73.11
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,333,389$ 1,432,509$ 1,582,454$ 1,669,618$
Retirement Benefits 285,881 342,767 388,470 412,740
Health Insurance 127,023 159,744 197,952 180,420
Other Personnel Expenses 47,992 55,713 88,492 94,883
Personnel Services Subtotal 1,794,285 1,990,733 2,257,368 2,357,661
Operating Expenses
Professional & Contract Services 276,314 51,497 195,100 195,100
Supplies & Materials 33,554 48,386 48,840 48,840
Repair & Maintenance 22 115 200 200
Interdepartmental Charges 301,534 402,024 437,396 415,070
Other Operating Expenses 98,017 90,981 119,169 119,169
Capital Outlay - - - -
Operating Expenses Subtotal 709,441 593,003 800,705 778,379
TOTAL EXPENDITURES 2,503,726$ 2,583,736$ 3,058,073$ 3,136,040$
General Fund 2,449,921$ 2,557,867$ 2,976,873$ 3,054,840$
Special Revenue Fund 53,805 25,869 81,200 81,200
Total Funding 2,503,726$ 2,583,736$ 3,058,073$ 3,136,040$
Full Time Positions 10.45 11.45 11.80 11.45
Hourly/FTE Positions 0.98 0.98 1.47 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
• Completed the CAPRA self-assessment to confirm the Parks & Recreation Department meets
national standards for excellence in parks and recreation
• Checked plans and specifications of new private development projects that include trail
construction, street trees and rights of way improvements
• Assisted in construction monitoring and administration for the Monroe Street Pool
Renovation/Replacement project and the Beach Access Repairs project
• Obtained City Council approval of the plans and specifications to bid and award the
construction contract for the Veterans Memorial Park project
• Oversaw completion of preliminary design of Robertson Ranch Park and advanced through
the permitting and entitlement phases of the project
• Completed construction document preparation and permitting and obtained City Council
approval of plans and specifications to bid the Pickleball Courts Construction project (four
outdoor courts each at Calavera Hills Community Park and Stagecoach Community Park)
• Resumed the design of the Hosp Grove Improvements project
• Completed the design, bidding, contracting and construction of the Poinsettia Community
Park Athletic Field Synthetic Turf Replacement project, which included the development of a
new standard for the type of non-infilled synthetic turf to be used within the city’s inventory
• Assisted with development, testing and implementation of Cartegraph EAM program
GOALS
• Implement applicable parks, maintenance, programs, events and facilities strategies identified
in the Parks & Recreation Department Master Plan
• Secure CAPRA accreditation, which confirms the Parks & Recreation Department meets
nationally recognized standards for excellence, through a thorough review and hearing
• Present the Robertson Ranch Park final master plan before City Council for consideration
• Assist in the construction monitoring and administration for the Monroe Street Pool project,
the Beach Access Repairs project, the Pickleball Courts project and the Veterans Memorial
Park project
• Prepare the next Preserve Management Plan following the 2022–2026 cycle and establish the
framework for the upcoming planning period.
• Complete the design, bidding, contracting and construction of the Aviara Community Park
and the Alga Norte Community Park Athletic Fields Synthetic Turf Replacement project
• Initiate the design of the Leo Carrillo Ranch Historic Park Phase III-B project
• Complete the design of the Hosp Grove Park Improvements project
• Complete design and commence implementing Non-Functional Turf Replacement project
• Begin scoping of the Community Park Playgrounds Replacement project
• Commence the scoping of the Business Park Recreational Facility (Zone 5 Park) project
• Support two commissions in accomplishing the goals and tasks within each 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 effective use of athletic facilities for resident nonprofit sports
organizations
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 3,946,152$ 3,731,718$ 4,388,584$ 4,944,484$
Retirement Benefits 492,351 521,190 606,028 671,150
Health Insurance 289,256 288,109 406,758 439,666
Other Personnel Expenses 240,138 263,641 195,980 223,272
Personnel Services Subtotal 4,967,897 4,804,658 5,597,350 6,278,572
Operating Expenses
Professional & Contract Services 1,239,826 1,296,109 1,323,825 1,416,285
Supplies & Materials 662,596 627,065 727,913 742,162
Repair & Maintenance 297 1,637 1,029 829
Interdepartmental Charges 1,402,959 1,749,853 1,530,505 1,476,209
Other Operating Expenses 572,730 766,540 611,454 731,151
Capital Outlay - 14,182 - -
Operating Expenses Subtotal 3,878,408 4,455,386 4,194,726 4,366,636
TOTAL EXPENDITURES 8,846,305$ 9,260,044$ 9,792,076$ 10,645,208$
General Fund 8,826,679$ 9,246,642$ 9,758,576$ 10,611,708$
Special Revenue Fund 19,626 13,402 33,500 33,500
Total Funding 8,846,305$ 9,260,044$ 9,792,076$ 10,645,208$
Full Time Positions 24.30 23.25 23.50 24.50
Hourly/FTE Positions 64.71 64.60 63.86 67.25
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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
• Administer 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 construction monitoring and administration for the Monroe Street Pool
Renovation/Expansion Project
• Provided 884 historic and botanical public walking tours at Leo Carrillo Ranch Historic Park
• Served 25,316 meals through the Carlsbad Senior Center nutrition program
• Recertified 50 lifeguards and certified 30 lifeguard candidates to maintain surveillance and
first responder services at pools
• Partnered with the Carlsbad Chamber of Commerce to host the annual Older & Bolder Expo,
featuring over 45 vendors serving over 350 seniors and caregivers
• Welcomed approximately 35 local fourth-grade classes for the California History & Art
Program at Leo Carrillo Ranch Historic Park
• Awarded $35,989 in opportunity grants to support community participation in recreation
programs and memberships
• Updated study of benchmarked cities’ fees and implemented resulting fee adjustments for
indoor and outdoor rental spaces and gymnasiums
• Processed 28,402 total registrations in recreation program offerings
GOALS
• Continue to support initiatives of the City of Carlsbad Age-Friendly Action Plan
• Continue to foster programs that promote health and wellness and essential childhood
development, including intergenerational social events for seniors and teens
• Continue to augment staff with volunteers to build community and enhance fiscal
stewardship
• Continue to implement the Parks & Recreation Department Master Plan actions related to
services, programs, events and fees
• Reopen the renovated and expanded Monroe Street Pool to resume daily operations and add
recreation programs and instructional classes
• Review updated study benchmarked cities’ fees and consider resulting fee adjustments for
select community special events
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Hours of volunteer
services used 16,541 13,870 14,000 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 volunteer 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,493,642$ 1,423,326$ 1,613,874$ 1,754,816$
Retirement Benefits 350,445 368,940 395,016 431,070
Health Insurance 259,777 261,270 282,342 292,456
Other Personnel Expenses 73,537 77,545 114,669 125,716
Personnel Services Subtotal 2,177,401 2,131,081 2,405,901 2,604,058
Operating Expenses
Professional & Contract Services 5,493,295 5,471,465 6,304,045 6,077,869
Supplies & Materials 281,122 300,950 265,922 271,978
Repair & Maintenance 138 640 380 500
Interdepartmental Charges 661,875 765,311 996,292 832,368
Other Operating Expenses 1,359,136 1,592,475 1,533,333 1,679,027
Capital Outlay 3,233 9,653 - -
Operating Expenses Subtotal 7,798,799 8,140,494 9,099,972 8,861,742
TOTAL EXPENDITURES 9,976,200$ 10,271,575$ 11,505,873$ 11,465,800$
Full Time Positions 19.40 18.45 17.85 17.60
Hourly/FTE Positions 3.10 3.10 2.86 2.95
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RECENT ACCOMPLISHMENTS
• Refined, supported and administered tree pruning block and supplemental pruning program
• Performed sports lighting maintenance at several community parks
• Repaired trail segments and installed erosion control measures at Lake Calavera
• Participated in administration of the janitorial services agreement for parks restrooms
• Executed a North Beach clean-up event with the Beach Preservation Commission
• Improved operational effectiveness of irrigation systems through various upgrades
• Resurfaced tennis courts at Carlsbad High School as part of the joint use agreement
• Completed turf renovations at Poinsettia Dog Park
• Transitioned to Cartegraph EAM inspection, reporting, work order and tracking software for
contracted parks maintenance services
• Assumed ongoing maintenance of Stagecoach Community Garden
• Resurfaced tennis courts and basketball courts at La Costa Canyon Park
• Completed restroom floor renovation at Holiday Park and at Poinsettia Community Park
• Completed restroom painting at Chase Field, Hidden Canyon Park, Holiday Park, La Costa
Canyon Park, Laguna Riviera Park, Skate Park, Pine Avenue and Poinsettia Community Parks
• Added over 500 total trees to the city’s inventory, including trees within parks and facilities
landscapes, in accordance with the Community Forest Management Plan
• Completed enhanced fire mitigation project in the city’s urban forest areas
• Completed infield renovation on ballfields at Alga Norte, Aviara and Stagecoach Community
Parks, Chase Fields and Aviara Oaks, La Costa Meadows and La Costa Heights Schools
• Facilitated seven trails volunteer events at Lake Calavera Preserve, Carlsbad Oaks North
Business Park, Hosp Grove West, La Costa Glen, Hidden Canyon Park and The Crossings
• Commenced renovation of the John L. Simons Gazebo at Magee Park
GOALS
• Refine, support and administer tree maintenance block and supplemental pruning program
• Repair priority trail segments and install erosion control measures at Lake Calavera Preserve
and across the citywide trail system Participate in administration of the janitorial services
agreement for parks restrooms
• Replace existing playground equipment and playground safety surfaces at Laguna Riviera
Park, La Costa Canyon Park, Cadencia Park and at Stagecoach Community Park
• Replace tennis court, pickleball and basketball court lighting at Poinsettia Community Park
• Resurface pickleball courts at Poinsettia Community Park
• Complete the design, bidding, contracting and construction of the Aviara Community Park
and the Alga Norte Community Park Athletic Fields Synthetic Turf Replacement project
• Apply clear coats on playground surfacing at select parks to enhance UV protection
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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 trails
10% 9% 10%
10%
annual
increase
Sustainability &
the Natural
Environment
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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
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 415,420$ 398,032$ 509,207$ 595,847$
Retirement Benefits 91,694 106,869 122,332 145,498
Health Insurance 42,347 38,436 47,575 93,060
Other Personnel Expenses 20,316 22,557 32,842 40,191
Personnel Services Subtotal 569,777 565,894 711,956 874,596
Operating Expenses
Professional & Contract Services 1,183,188 1,097,183 1,313,360 1,344,990
Supplies & Materials 23,712 34,351 32,612 41,612
Repair & Maintenance 21 11 - -
Interdepartmental Charges 63,676 35,666 (10,037) 342
Other Operating Expenses 252,630 326,959 371,000 368,000
Capital Outlay - - - -
Operating Expenses Subtotal 1,523,227 1,494,170 1,706,935 1,754,944
TOTAL EXPENDITURES 2,093,004$ 2,060,064$ 2,418,891$ 2,629,540$
Full Time Positions 4.85 4.85 4.85 5.45
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• 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
• Refined, supported and administered tree maintenance block pruning and supplemental
pruning program
• Transitioned to Cartegraph EAM inspection, reporting, work order and tracking software for
contracted street trees and median maintenance services
• Completed first phase of replacement of trees, shrubs and ground covers in vacancies within
rights of way and medians planters
• Completed irrigation controller upgrades in high priority areas
• Added over 500 total trees to the city’s inventory, including those within street rights-of-way
and medians, in accordance with the Community Forest Management Plan
• Completed a tree canopy cover assessment and included the results in the reporting for the
Climate Action Plan
GOALS
• Refine, support and administer tree maintenance block pruning and supplemental pruning
program
• Complete next phase of replacement of trees, shrubs and ground covers in vacancies within
rights of way and medians planters
• Complete irrigation controller upgrades in next highest priority areas
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
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
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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, maintenance 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages - - - -
Retirement Benefits - - - -
Health Insurance - - - -
Other Personnel Expenses - - - -
Personnel Services Subtotal - - - -
Operating Expenses
Professional & Contract Services 336,686$ 347,453$ 355,000$ 366,000$
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges - - - -
Other Operating Expenses 8,898,942 9,009,515 9,446,000 9,959,000
Capital Outlay 951,800 784,043 788,000 1,215,000
Operating Expenses Subtotal 10,187,428 10,141,011 10,589,000 11,540,000
TOTAL EXPENDITURES 10,187,428$ 10,141,011$ 10,589,000$ 11,540,000$
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 property
• Replaced HVAC units for operations in the maintenance building and kitchen areas
• Selected and replaced tabletops in Canyons Restaurant
• Completed parking lot underplanting project along with other landscape features
• Completed bathroom renovations for snack bar and on-course restrooms
• Executed bunker renovations for Holes 2 & 3 on the golf course
• Maintained number of rounds played while also applying a nominal average rate increase
• Executed greens collars renovation project for hole numbers 10 & 14
• Completed tee box leveling and re-sodding for hole numbers 1, 9 and 10
• Upgraded Sunset Patio umbrellas for quality improvement and added guest enjoyment
• Completed hole number 18 tree planting
• Upgraded parking lot paving with crack fill, asphalt slurry-seal and up to date striping
• Finalized design for snack bar trellis addition
• Enhanced three driving range target greens for a higher quality experience
• Added autonomous ball-picker for driving range operation
GOALS
• Continue renovation for tee box leveling and upgrade of greens collars where needed for
better course playability
• Install additional trees on the golf course
• Construct wind wall to extend from west patio to south side of Fireside Patio
• Continue bunker renovation for needed areas on the golf course
• Secure permit approvals for facility’s monument signage
• Expand clubhouse landscape enhancements and continue new plantings for removed trees
• Add additional seating to the Sunset Patio that includes high top tables and chairs
• Proceed with second phase of driving range target greens enhancement project
• Purchase new trash, recycling and organics receptacles for golf course to ensure continued
SB1383 compliance
• Secure permits and complete construction of snack bar trellis cover addition
• Add satellite bar stations with updated back bars and portable bars for F&B operation
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Percentage of golf rounds
that met pacing goal 90% 90% 94% At least
90%
Community
Character
Percentage increase in
banquets and receptions
hosted annually
8% 15% 3% 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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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 416,267$ 446,815$ 547,187$ 578,965$
Retirement Benefits 100,946 121,624 144,930 154,281
Health Insurance 40,985 51,191 66,339 69,032
Other Personnel Expenses 10,650 11,223 15,944 17,074
Personnel Services Subtotal 568,848 630,853 774,400 819,352
Operating Expenses
Professional & Contract Services 29,800 27,300 39,300 40,500
Supplies & Materials 5,969 5,646 7,350 7,350
Repair & Maintenance - - 50 50
Interdepartmental Charges 62,794 40,512 62,876 60,199
Other Operating Expenses 3,143 3,466 5,850 5,850
Capital Outlay - - - -
Operating Expenses Subtotal 101,706 76,924 115,426 113,949
TOTAL EXPENDITURES 670,554$ 707,777$ 889,826$ 933,301$
Full Time Positions 3.00 3.00 3.00 3.00
Hourly/FTE Positions 0.70 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Recommended a strategic, balanced budget, that meets City Council-approved reserve level
• Prepared a risk assessment and an Internal Audit Plan for fiscal year 2025-26
• Conducted audits of liability claims handling, procurement, police property and evidence
storage, and transient occupancy taxes
• Launched a new open data portal, enhancing information sharing efficiency within the
organization and with the public, thereby increasing transparency
GOALS
• Enhance strategic direction and leadership across the branch to ensure all departments
operate in alignment with the City Council’s strategic plan
• Ensure responsible, transparent, and forward-looking financial management that supports a
well-managed, evidence-based government
• Ensure compliance, accessibility, and efficiency in records and contract administration
• Work with staff and city attorney’s office on revisions to the city’s TOT ordinance to clarify
compliance requirements
• Continue to provide oversight and support of the Core Systems Modernization project
• Enhance transparency, accountability and integrity in operational areas using innovation and
technology to streamline procedures and processes
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Number of value-
added internal audit
engagements
0 6 5 N/A
Organizational
Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
ECONOMIC DEVELOPMENT
Account: 0011035 Fund: General
ABOUT
The Economic Development Department 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 workforce and key industries
• Provide economic data and analysis to help inform decision-making
RECENT ACCOMPLISHMENTS
• Implemented a total of 55 Economic Development Strategic Plan actions
• Developed Small Business Liaison Office Hours to provide direct connection to businesses
through our Library & Carlsbad Village Association
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,309,082$ 361,350$ 344,090$ 404,663$
Retirement Benefits 287,470 79,524$ 86,470 98,580
Health Insurance 134,110 35,711$ 36,405 37,898
Other Personnel Expenses 32,590 8,259$ 10,327 11,937
Personnel Services Subtotal 1,763,252 484,844 477,292 553,078
Operating Expenses
Professional & Contract Services 357,919 269,601 298,000 242,500
Supplies & Materials 57,597 75,580 67,260 66,864
Repair & Maintenance 104,700 - - -
Interdepartmental Charges 261,937 100,683 95,519 86,672
Other Operating Expenses 31,268 25,643 25,500 25,500
Capital Outlay - - - -
Operating Expenses Subtotal 813,421 471,507 486,279 421,536
TOTAL EXPENDITURES 2,576,673$ 956,351$ 963,571$ 974,614$
Full Time Positions 9.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Launched a monthly small business workshop series in partnership with the Carlsbad
Chamber of Commerce to provide topical information on city processes or industry
engagement
• Connected with over 200 small businesses through the Small Business Liaison program
• Organized and hosted San Diego Startup Week for fourth consecutive year, establishing
Carlsbad as a great place for entrepreneurs
• Expanded the Carlsbad Talent Hub, a talent recruiting tool for Carlsbad businesses and
residents
• Grew monthly industry engagement events to include 60-80 participants at each event
• Implemented a quarterly refresh schedule to ensure the City’s Economic Dashboard remains
current for key indicators
GOALS
• Continue the implementation of the Economic Development Strategic Plan, progressing on
at least 61 cumulative actions in pursuit of Economic Vitality, an increase from 55 actions in
fiscal year 2025-26
• Enhance support services for city businesses, supporting at least 150 business expansion
attraction and retention, or BEAR, projects, consistent with last year’s output
• Establish and expand industry advisory groups to engage a broad cross-section of Carlsbad’s
business sectors, gaining insight into current conditions and emerging challenges across the
local economy
• Advance workforce development initiatives for employers to connect residents, local school
districts, and higher education institutions with career opportunities through coordinated
talent pipeline development
• Develop a site selector tool for small businesses to easily identify potential properties for
expansion or establishing a new business
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Number of companies
reached through BEAR
activities
50 200 150 50 Economic Vitality
Number of Economic
Development Strategic
Plan Actions in Progress
40 55 61 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,480,743$ 2,604,848$ 2,861,527$ 3,136,229$
Retirement Benefits 544,307 632,770 715,388 786,509
Health Insurance 390,660 416,903 473,144 505,783
Other Personnel Expenses 69,403 80,532 99,249 106,692
Personnel Services Subtotal 3,485,113 3,735,053 4,149,308 4,535,213
Operating Expenses
Professional & Contract Services 999,847 1,051,818 994,575 998,660
Supplies & Materials 244,225 216,642 264,321 259,205
Repair & Maintenance 68,818 21,473 23,600 26,600
Interdepartmental Charges 587,661 671,685 692,207 711,667
Other Operating Expenses 23,872 40,160 54,395 52,326
Capital Outlay 11,183 - 2,600 -
Operating Expenses Subtotal 1,935,606 2,001,778 2,031,698 2,048,458
TOTAL EXPENDITURES 5,420,719$ 5,736,831$ 6,181,006$ 6,583,671$
Full Time Positions 26.00 26.00 27.00 27.00
Hourly/FTE Positions 3.00 3.00 3.00 3.00
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RECENT ACCOMPLISHMENTS
• Completed fiscal year 2024-256 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 2025-26 and submitted a balanced
budget to the City Council for fiscal year 2026-27
• Completed comprehensive master fee schedule updates to ensure fees charged to the public
are in line with city policy and inflation levels
• Finalized 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
• 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
• 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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
General Fund Reserve
Ratio 59% 61% 58% At least
40%
Organizational
Excellence &
Fiscal Health
Credit Rating AAA AAA AAA AAA
Organizational
Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: SUMMARY
HUMAN RESOURCES
• Human Resources
• Risk Management
• Workers’ Compensation
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 2,339,143$ 2,252,688$ 2,547,667$ 2,813,566$
Retirement Benefits 495,365 529,664 624,493 676,013
Health Insurance 211,721 211,646 259,477 271,207
Other Personnel Expenses 136,572 111,661 79,596 87,655
Personnel Services Subtotal 3,182,801 3,105,659 3,511,233 3,848,441
Operating Expenses
Professional & Contract Services 7,652,871 5,526,562 6,510,000 6,372,894
Supplies & Materials 62,769 46,332 76,155 76,155
Repair & Maintenance - 24,107 - -
Interdepartmental Charges 428,749 673,391 605,015 568,877
Other Operating Expenses 15,004,470 19,604,825 7,562,400 7,930,400
Capital Outlay - - 3,000 -
Operating Expenses Subtotal 23,148,859 25,875,217 14,756,570 14,948,326
TOTAL EXPENDITURES 26,331,660$ 28,980,876$ 18,267,803$ 18,796,767$
General Fund 4,354,491$ 4,639,596$ 5,600,534$ 5,515,758$
Internal Service Fund 21,977,169$ 24,341,280$ 12,667,269$ 13,281,009$
TOTAL FUNDING 26,331,660$ 28,980,876$ 18,267,803$ 18,796,767$
Full Time Positions 18.00 17.00 18.00 18.00
Hourly/FTE Positions 2.20 2.20 2.40 2.40
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department supports all city employees so they can deliver the highest level of
service to the community. The department fosters a high‑performance work culture aligned with the
vision established by the City Council. Our primary objectives are to ensure compliance with federal
and state requirements to minimize risk and liability and to implement process improvements that
help the city remain resilient while providing exceptional public service.
SERVICES
• Lead recruitment, onboarding and retention, including the internship and Department of
Defense SkillBridge programs
• Conduct background checks and workforce forecasting
• Maintain job classifications, perform job analyses, conduct market studies and review
internal equity, to maintain a competitive compensation strategy and position control
• Conduct workplace investigations and conflict resolution
• Provide employees with wellness initiatives and return-to-work support
• Administer the city’s memorandums of understanding and support labor negotiations
• Oversee employee engagement programs and efforts to maintain an optimal workforce
• Oversee leadership development and mandatory training compliance
• Develop inclusion, equity and diversity initiatives
• Administer employee benefits, leave programs and workplace accommodations
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,881,487$ 1,870,467$ 2,074,700$ 2,221,174$
Retirement Benefits 392,844 414,840 497,715 524,623
Health Insurance 152,267 159,261 207,959 223,152
Other Personnel Expenses 48,529 50,264 63,711 68,558
Personnel Services Subtotal 2,475,127 2,494,832 2,844,085 3,037,507
Operating Expenses
Professional & Contract Services 959,767 1,125,185 1,632,000 1,398,000
Supplies & Materials 60,597 43,202 71,155 71,155
Repair & Maintenance - 24,107 - -
Interdepartmental Charges 379,315 574,167 504,594 460,396
Other Operating Expenses 479,685 378,103 545,700 548,700
Capital Outlay - - 3,000 -
Operating Expenses Subtotal 1,879,364 2,144,764 2,756,449 2,478,251
TOTAL EXPENDITURES 4,354,491$ 4,639,596$ 5,600,534$ 5,515,758$
Full Time Positions 14.00 13.00 14.00 14.00
Hourly/FTE Positions 2.20 2.20 2.40 2.40
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• Ensure compliance with federal, state and local mandates, and violence prevention
• Manage 600 - 1,000 city volunteers contributing approximately 55,000 hours annually
RECENT ACCOMPLISHMENTS
• Provided over 350 in-person and virtual self-paced development courses
• Filled over 60% of vacant full-time positions by internal promotions in calendar year 2025
• Created or updated approximately 20 employment-related policies to maintain compliance
• Advertised job openings on over 600 nationwide websites to achieve a high level of inclusivity
• Added Firefighter classification back into Fire Department roles while phasing out EMT
position, allowing for a career path directly to Paramedic Firefighter and to fill vacancies faster
• Processed over 9,000 job applications to fill over 300 vacant positions in calendar year 2025
• 12 employees graduated from the Master of Public Administration program through our
partnership with National University
• Converted paper/pencil recruitment testing to online processes and added in practical
testing processes with input from hiring departments
• Consistently maintained vacancy rates under 10% to ensure effective public service delivery
• Ensured compliance with new legislative requirements, including AB 339 & 2561 and SB 294
• Strengthened employee relations by proactively addressing workplace concerns, conducting
fair and thorough investigations and partnering with leadership to implement effective
resolutions that reduced recurring issues and enhanced team morale
• Advised and coached managers on performance management, conflict resolution and
progressive discipline, fostering a culture of accountability, consistency and positive
employee experience across departments
• Coordinated participation in the Supervisor and Management Academy through The Centre
for Organization Effectiveness, supporting leadership development and equipping managers
with practical skills to promote engagement and high-performing teams
• Negotiated a three-year agreement with CFA and implemented contract enhancements,
including cost-of-living adjustments
• Negotiated a three-year agreement with CCEA and implemented contract changes, including
COLAs, equity adjustments and stand-by pay modifications
GOALS
• Maximize recruitment outreach and continue to offer a comprehensive and competitive
employee benefit program to attract and retain top talent in a competitive environment
• Collaborate with North Zone fire agencies for effective use of shared resources during fire
department promotional testing processes
• Maintain vacancy rate of less than 7% for police/fire positions to keep the community safe
• Continue to conduct compensation studies to ensure equity, competitiveness and retention
Performance Measure
FY 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Voluntary turnover rate 7% 7% 7% 10% or less
Organizational
Excellence &
Fiscal Health
Legally mandated
employee training
compliance rate
100% 100% 100% 100%
Organizational
Excellence &
Fiscal Health
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ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding for the city’s self‑insured and insured liability programs,
helping protect the city’s financial interests. The division works closely with the City Attorney’s Office
and outside legal counsel to monitor, manage and resolve litigated claims. Risk Management also
pursues recovery of monetary losses resulting from third‑party negligence that damages city
property.
The risk manager serves as the city’s Americans with Disabilities Act Coordinator and supports
ongoing efforts to maintain compliance with Title II of the ADA. In addition, Risk Management
oversees the city’s safety compliance program.
SERVICES
• Manage all liability claims filed against the city
• Coordinate with the City Attorney’s Office on risk‑related litigation
• Oversee loss recovery and employee loss prevention efforts
• Manage the citywide Safety Program, including injury prevention and Cal/OSHA compliance
• Oversee subrogation for third‑party damage to city property
• Ensure compliance with insurance requirements for all independent contractors
• Review and advise on city‑purchased insurance policies
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 301,039$ 233,625$ 275,002$ 376,431$
Retirement Benefits 66,408 71,630 73,714 93,188
Health Insurance 35,936 36,666 28,292 23,859
Other Personnel Expenses 55,127 38,886 9,398 12,015
Personnel Services Subtotal 458,510 380,807 386,406 505,493
Operating Expenses
Professional & Contract Services 5,889,128 3,624,362 3,849,000 3,791,894
Supplies & Materials 2,172 3,130 5,000 5,000
Repair & Maintenance - - - -
Interdepartmental Charges 32,619 70,122 72,248 65,998
Other Operating Expenses 6,881,674 4,216,972 1,129,700 1,129,700
Capital Outlay - - - -
Operating Expenses Subtotal 12,805,593 7,914,586 5,055,948 4,992,592
TOTAL EXPENDITURES 13,264,103$ 8,295,393$ 5,442,354$ 5,498,085$
Full Time Positions 2.50 2.50 2.50 2.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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RECENT ACCOMPLISHMENTS
• Conducted 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
• Implemented claims tracking application (GovQA) to increase efficiency
• Worked with departments to conduct Safety Surveys to enhance safety compliance
• Obtained city property loss recoveries resulting in an average annual cost recovery of
$100,000
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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
New claims that are
closed 81% 80% 80% At least
80%
Organizational
Excellence &
Fiscal Health
Recovered damages to
city property 69% 75% 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 97% of claims without litigation
• Enhanced the workers’ compensation claims auditing process and trend analysis to identify
patterns and implement additional safety measures to prevent claims
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 156,617$ 148,596$ 197,965$ 215,961$
Retirement Benefits 36,113 43,194 53,064 58,202
Health Insurance 23,518 15,719 23,226 24,196
Other Personnel Expenses 32,916 22,511 6,487 7,082
Personnel Services Subtotal 249,164 230,020 280,742 305,441
Operating Expenses
Professional & Contract Services 803,976 777,015 1,029,000 1,183,000
Supplies & Materials - - - -
Repair & Maintenance - - - -
Interdepartmental Charges 16,815 29,102 28,173 42,483
Other Operating Expenses 7,643,111 15,009,750 5,887,000 6,252,000
Capital Outlay - - - -
Operating Expenses Subtotal 8,463,902 15,815,867 6,944,173 7,477,483
TOTAL EXPENDITURES 8,713,066$ 16,045,887$ 7,224,915$ 7,782,924$
Full Time Positions 1.50 1.50 1.50 1.50
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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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 costs 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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Average lost days of work
per claim 50 85 85 < 100
Organizational
Excellence &
Fiscal Health
Litigated claims as
percentage of open
claims
3% 5% 5% < 20%
Organizational
Excellence &
Fiscal Health
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
Increased budget to cover anticipated higher costs for Third Party Administrator and medical-related
expenses for the coming year.
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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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 4,981,393$ 6,122,789$ 6,279,469$ 6,811,471$
Retirement Benefits 1,157,644 1,512,937 1,646,783 1,782,612
Health Insurance 595,925 716,282 782,802 851,050
Other Personnel Expenses 784,261 580,019 220,872 244,123
Personnel Services Subtotal 7,519,223 8,932,027 8,929,926 9,689,256
Operating Expenses
Professional & Contract Services 722,749 1,063,335 1,262,234 509,700
Supplies & Materials 188,329 169,115 127,497 172,601
Repair & Maintenance 5,223,871 5,176,213 6,442,978 8,015,010
Interdepartmental Charges 73,864 125,499 113,336 105,983
Other Operating Expenses 1,531,915 1,572,179 1,599,477 1,518,503
Capital Outlay 1,226,496 889,025 1,393,602 688,311
Operating Expenses Subtotal 8,967,224 8,995,366 10,939,124 11,010,108
TOTAL EXPENDITURES 16,486,447$ 17,927,393$ 19,869,050$ 20,699,364$
Full Time Positions 43.00 48.00 48.00 48.00
Hourly/FTE Positions 0.50 0.50 0.50 0.50
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RECENT ACCOMPLISHMENTS
• Completed the outdoor wireless expansion at Alga Norte Community Park
• Deployed a fully redundant network infrastructure across core and mission critical city
facilities to strengthen resilience and uptime
• Upgraded entire city to latest geospatial map development software
• Launched multiple public digital products including climate action plan dashboard and fire
standards of cover digital publication.
• Installed new fiber connectivity and network equipment upgrades at Alga Norte Community
Park, Dove Library, the Schulman Auditorium, and Rancho Santa Fe Road to improve
performance and operational reliability
• Migrated to Microsoft G5 licensing, enabling advanced security features
• Installed satellite internet at the Emergency Operations Center to ensure reliable
connectivity during outages and emergency events
• Upgraded the city's firewall infrastructure and the Police Department’s VPN solution
• Completed projects identified in the Strategic Digital Transformation Investment Program
including Citywide Fleet GPS deployment, Construction Waste Management, Enterprise
Asset Management, Risk Management, Fire Station Alerting Equipment replacement and
Record Management Enhancements
• Completed multiple audio-visual projects include the Schulman Auditorium, Council
Chamber and the Emergency Operations Center
• 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 209 mobile devices and 383
computers, ensuring staff have the tools needed to provide excellent service to the public
GOALS
• Move the city’s virtual server infrastructure to a modern platform that prepares the
environment for future cloud adoption and hybrid IT capabilities
• Implement a 10-gigabit wireless bridge to provide high-speed redundancy for the city’s fiber
network
• Upgrade the SCADA network and deploy a secure cellular Private APN to strengthen
reliability and security for critical control systems
• Upgrade approximately 80 wireless access points to newer standards
• Complete implementation of Core System Modernization project to enhance and modernize
internal systems
• Complete Strategic Digital Transformation Investment Program projects such as Facility
Monitoring, PCI Compliance and Library RFID equipment replacement
• Complete implementation of upgraded Computer Aided dispatch system to enhance the
delivery of public safety services
• Begin implementation of a modernized Police Case Records Management system
• 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 2024
Actual
CY 2025
Actual Benchmark
Related Strategic Plan
Goal
Percentage of ticket incidents considered critical .0005% 0.10% < 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 $5.22 million from the
General Fund Reserve and directed staff to request that the San Diego Association of Governments,
or SANDAG, submit a fiscal year 2023 Railroad Crossing Elimination Grant Program application for the
project as the lead agency. On June 25, 2024, the City Council adopted a resolution authorizing the
City Manager to execute a memorandum of understanding between the City of Carlsbad, SANDAG
and the North County Transit District regarding the pursuit of grant funding for the project.
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Miscellaneous Non-Departmental Expenditures
Community Contributions & Railroad Trenching -$ -$ -$ -$
COVID-19 Related 24,163 55,487 - -
Dues and Subscriptions 82,099 85,813 90,000 94,000
Legal Services 194,716 666,137 1,000,000 800,000
Opioid Settlement Funds - - 103,688 254,430
Other Miscellaneous Expenditures 57,690 111,605 150,000 150,000
Personnel Related 117,265 120,462 2,000,000 1,500,000
Professional Services 37,458 37,756 39,000 41,000
Property Tax and Other Administration 734,435 787,459 800,000 800,000
Vacancy Savings - - (2,000,000) (2,000,000)
Miscellaneous Non-Departmental Subtotal 1,247,826 1,864,719 2,182,688 1,639,430
General Fund Transfers
Transfer to General Capital Construction Fund 11,600,000 18,579,226 8,882,966 4,990,362
Transfer to Infrastructure Replacement Fund 4,200,000 4,779,226 8,882,966 4,990,362
Transfer to Strategic Digital Transformation Investment Program 4,200,000 4,779,226 2,433,187 4,990,362
Transfer to LLD #1 (Medians & Trees)1,570,000 1,500,000 1,500,000 1,200,000
Transfer to Storm Water Program 340,000 350,000 2,000,000 5,000,000
Transfer to Fleet Replacement - 560,000 - -
Transfer to Risk Management 10,200,000 - - -
Transfer to Workers' Compensation Fund 1,300,000 7,000,000 - -
General Fund Transfers Subtotal 33,410,000 37,547,678 23,699,119 21,171,086
City Council Contingencies
Contingencies - - 500,000 500,000
TOTAL EXPENDITURES 34,657,826$ 39,412,397$ 26,381,807$ 23,310,516$
General Fund 34,657,826$ 39,412,397$ 26,278,119$ 23,056,086$
Special Revenue - - 103,688 254,430
TOTAL FUNDING 34,657,826$ 39,412,397$ 26,381,807$ 23,310,516$
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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.
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, and final vacation and sick pay to employees when they terminate
employment with the city. The city began budgeting for vacancy savings, or anticipated personnel
savings over the course of the fiscal year, in fiscal year 2022-23. Continuing to account for $2 million
in vacancy savings 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 years 2023-24, 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 budgeted for and made 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
to help ensure that funding levels align with projected future project expenses. In fiscal year 2026-27,
the city budgeted for equal contributions across all three capital funds.
The City Council authorized a $560,000 one-time transfer to the city’s Fleet Replacement Fund in
fiscal year 2024-25 to support 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 2023-24 the City Council approved total transfers of
$10.2 million to the Risk Management Fund and $1.3 million to the Workers’ Compensation Fund,
and in fiscal year 2024-25, another $7 million to the Workers’ Compensation Fund. These transfers
were required for several reasons, as spending in both funds exceeded estimates due to several
factors, including the volume of claims opened and settled, an increase in personnel, growing costs
for legal defense and experts, and to increase to 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.
The city has also prioritized additional transfers to the Storm Water Program, beyond reimbursement
of the General Fund portion of Storm Water expenses, budgeting transfers of $2 million in fiscal year
2025-26 and $5 million in fiscal year 2026-27. On an ongoing basis, future Storm Water expenses are
expected to far outpace future revenues. These one-time transfers support the fund’s ongoing
operations.
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 2023-24
through 2025-26 of $8,000, $7,666, and $27,446, respectively. The City Council distributed budget for
items like community spirit grants, winning teams grants, and other directives.
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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: 0010110 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
• Approved the final engineering and design of the traffic calming measures that include
sewer and water improvements of the Village and Barrio Traffic Circles project
• Adopted an ordinance that adopts the county e-bike safety pilot program, including an
under-12 age restriction with education-based enforcement, gives police a limited, safety-
focused seizure option for e-bikes operated by minors engaging in high-risk conduct that
creates an immediate or substantial threat to public safety and codifies that parents are
responsible for knowingly allowing their children to commit violations
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 265,997$ 272,161$ 280,288$ 282,871$
Retirement Benefits 39,298 37,863 39,294 38,577
Health Insurance 61,873 87,645 116,429 100,530
Other Personnel Expenses 6,268 5,782 3,674 3,687
Personnel Services Subtotal 373,436 403,451 439,685 425,665
Operating Expenses
Professional & Contract Services 8,273 1,165 26,400 26,400
Supplies & Materials 7,823 7,637 23,822 23,822
Repair & Maintenance - - - -
Interdepartmental Charges 102,968 119,137 97,987 130,445
Other Operating Expenses 28,158 34,289 53,578 53,578
Capital Outlay - - - -
Operating Expenses Subtotal 147,222 162,228 201,787 234,245
TOTAL EXPENDITURES 520,658$ 565,679$ 641,472$ 659,910$
Full Time Positions 2.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Approved and completed additional street improvements to enhance safety and reduce
traffic congestion near Kelly Elementary School that included creating a new pick-up/drop-
off queue lane to improve access to the school and reduce traffic back-ups and restriping the
existing median on Kelly Drive in front of Kelly Elementary School to discourage left turns
from the parking lot
• Conversion of red curb to grey curb resulting in 44 additional parking spaces in the Village
and Barrio with 22 located within the Barrio
• Awarded construction contract for more than 100 new lights to be installed in the Barrio
• Awarded a construction contract for the construction of the 93.7-acre Veterans Memorial
Park project
• Approved the formation of the Ad-Hoc City Council Veterans Memorial Park Veterans
Recognition Subcommittee to solicit input from veterans, non-profit veteran organizations
and residents on concepts to honor and recognize veterans at the future Veterans Memorial
Park
• Approved installation of wildfire monitoring cameras on city-owned properties, with the first
installation site selected being at the Carlsbad Municipal Water District’s La Costa High
Reservoir property in the La Costa Ridge neighborhood
• Awarded a construction contract for the Poinsettia Community Park Synthetic Turf
Replacement project
• Adopted three ordinances that amended the Carlsbad Municipal Code to authorize the
establishment of seven all-way stop controls
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 2025 by 2.57% over prior year
• Increased cash income earned by the investment portfolio in fiscal year 2025 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 122,501$ 119,140$ 134,250$ 143,913$
Retirement Benefits 26,152 28,426 31,311 33,906
Health Insurance 5,086 18,423 30,986 32,119
Other Personnel Expenses 3,154 3,343 3,902 4,264
Personnel Services Subtotal 156,893 169,332 200,449 214,202
Operating Expenses
Professional & Contract Services 18,194 23,357 55,870 106,025
Supplies & Materials 1,056 791 380 425
Repair & Maintenance - - - -
Interdepartmental Charges 29,569 48,667 54,049 53,240
Other Operating Expenses 775 4,449 10,200 10,000
Capital Outlay - - - -
Operating Expenses Subtotal 49,594 77,264 120,499 169,690
TOTAL EXPENDITURES 206,487$ 246,596$ 320,948$ 383,892$
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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Average Yield of
investment portfolio 2.88% 3.710% 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
• Ensured timely follow up of all City Council and constituent services requests
• Managed a robust local, state and federal intergovernmental affairs program
• Collaborated extensively with neighboring cities and regional organizations to better share
best practices for improved cooperation and efficiencies in government
• Tracked approximately 900 separate pieces of legislation and issued statements of support
or opposition on 25 pieces of legislation to help ensure Carlsbad’s interests are represented
in state and federal actions
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,234,648$ 1,167,173$ 1,104,196$ 1,211,397$
Retirement Benefits 291,961 334,726 318,053 349,007
Health Insurance 120,347 117,625 123,858 150,833
Other Personnel Expenses 29,316 28,372 31,735 34,860
Personnel Services Subtotal 1,676,272 1,647,896 1,577,842 1,746,097
Operating Expenses
Professional & Contract Services 281,692 232,101 249,350 324,350
Supplies & Materials 33,672 35,750 46,161 46,161
Repair & Maintenance - - - -
Interdepartmental Charges 125,466 148,499 146,602 139,228
Other Operating Expenses 16,733 34,445 50,935 50,935
Capital Outlay - - - -
Operating Expenses Subtotal 457,563 450,795 493,048 560,674
TOTAL EXPENDITURES 2,133,835$ 2,098,691$ 2,070,890$ 2,306,771$
Full Time Positions 7.00 6.00 6.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
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• Submitted fiscal year 2026 community project requests to the city’s congressional delegation
that resulted in Rep. Mike Levin including $1,000,000 for the City’s Carlsbad Village Railroad
Double Track Trench project
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
• Provide objective legal counsel to the City Council, city staff, and city boards, commissions
and subcommittees
• Attend City Council meetings, Planning Commission meetings, City Council subcommittee
meetings and, as needed, meetings of city 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
• Obtain gun violence restraining orders for the Police Department and workplace violence
restraining orders for the Human Resources Department, as needed
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,414,951$ 1,389,535$ 1,506,153$ 1,683,207$
Retirement Benefits 344,765 378,311 418,581 462,081
Health Insurance 119,586 119,016 145,317 135,365
Other Personnel Expenses 33,566 34,543 43,714 48,706
Personnel Services Subtotal 1,912,868 1,921,405 2,113,765 2,329,359
Operating Expenses
Professional & Contract Services 2,923 3,470 3,500 3,500
Supplies & Materials 19,205 35,641 25,057 35,957
Repair & Maintenance - - - -
Interdepartmental Charges 141,008 181,959 205,979 197,367
Other Operating Expenses 14,719 13,666 18,000 18,000
Capital Outlay 1,627 - - -
Operating Expenses Subtotal 179,482 234,736 252,536 254,824
TOTAL EXPENDITURES 2,092,350$ 2,156,141$ 2,366,301$ 2,584,183$
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
• Assisted the City Treasurer with a comprehensive review of the city’s Investment Policy
• Assisted with multiple Carlsbad Municipal Code amendments, including ordinances relating
to procurement efficiency, e-bicycle safety, accessory dwelling unit and junior accessory
dwelling unit development, Housing Element sites rezoning, updates to the California
Building and Fire Codes and the addition of the California Wildland-Urban Interface Code
• Performed a comprehensive review of and assisted with an ordinance updating Title 2 of the
Carlsbad Municipal Water District Code to ensure compliance with applicable laws and
regulations and current practices
• Assisted with negotiating and updating the Memoranda of Understanding with the Carlsbad
Firefighters’ Association and the Carlsbad City Employees’ Association
• Assisted with updating the Unrepresented Employees’ Compensation and Benefits Plan
• Assisted with local emergency declarations and emergency procurements related to a
sinkhole at Carlsbad Village Drive and El Camino Real, storm drain infrastructure in the
coastal bluffs near Carlsbad Boulevard and Solamar Drive, and the Kelly Drive Channel
• Assisted with multiple community development projects, including The Roosevelt Site
Development Plan, Inns of America Conversion and Baron’s Market Sign Standards
Modification projects
• Assisted with multiple public works improvement projects, including the Veterans Memorial
Park and Faraday Avenue Improvements, Village & Barrio Traffic Circles and Barrio Traffic
Calming, Barrio Street Lighting, Harding Community Center Refurbishment, El Camino Real
Widening and Poinsettia Park Synthetic Turf Replacement projects
• Assisted with multiple Information Technology projects, including the Police Case Records
Management System, Microsoft Enterprise and ESRI Enterprise projects
• Presented information to the City Council regarding state laws prohibiting local involvement
in federal immigration enforcement activities
• 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
• 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
GOALS
• Uphold and model the highest standards of integrity and public service values
• Provide objective and timely legal counsel 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 programs
and projects
• Continue efforts to update the Carlsbad Municipal Code, the Carlsbad Municipal Water
District Code, City Council policies, City Manager Administrative Orders and department
policies to ensure compliance with applicable laws and regulations
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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
• Process subpoenas, summons and claims
• Develop and implement records management and document management programs
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 605,808$ 551,876$ 764,378$ 836,578$
Retirement Benefits 138,597 140,175 185,906 206,995
Health Insurance 98,010 95,460 145,201 127,622
Other Personnel Expenses 17,473 17,112 24,821 28,504
Personnel Services Subtotal 859,888 804,623 1,120,306 1,199,699
Operating Expenses
Professional & Contract Services 25,366 32,420 71,112 69,712
Supplies & Materials 34,344 45,187 48,175 48,175
Repair & Maintenance - - - -
Interdepartmental Charges 182,459 198,134 201,184 194,371
Other Operating Expenses 10,665 181,392 52,345 318,745
Capital Outlay - - - -
Operating Expenses Subtotal 252,834 457,133 372,816 631,003
TOTAL EXPENDITURES 1,112,722$ 1,261,756$ 1,493,122$ 1,830,702$
Full Time Positions 7.00 6.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
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• 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 959 Public Records Requests in 2025
• Processed 223 City Council inquiries
• Processed 614 financial disclosure documents
• Added 10,007 records to the city’s public facing document repository
• Began implementation of SB 707 Brown Act requirements
• Implemented the digital records destruction approval process
• Completed upload of legacy paper building permits to Laserfiche
GOALS
• Obtain a digital posting board to push out all agendas electronically throughout the city for
greater accessibility in conformance with the Brown Act
• Implement the agenda management workflow in Laserfiche
• Automate the conforming process as a workflow in Laserfiche
• Continue implementing SB707 requirements for open meetings and public participation
• Conduct the 2026 General Municipal Election
• Evaluate feasibility of offering passport application acceptance services
• Conduct citywide training on the Brown Act, Public Records Requests and staff report
preparation
• Implement SB827 Fiscal and Financial Management training
• Continue to systematically update the Carlsbad Municipal Code and City Council Policies
• Provide greater access to public records on the city website
• Update the Records Retention Schedule and Records Management Program
• Train city staff on use of the Records Retention Schedule
• Update the Conflict of Interest Code
• 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
2023-24
Actual
2024-25
Actual
2025-26
Budget
2026-27
Budget
Personnel Services
Salaries & Wages 1,051,415$ 1,003,369$ 1,057,300$ 1,203,919$
Retirement Benefits 228,510 250,355 264,555 287,206
Health Insurance 159,932 168,996 181,855 167,026
Other Personnel Expenses 28,259 27,275 34,558 37,907
Personnel Services Subtotal 1,468,116 1,449,995 1,538,268 1,696,058
Operating Expenses
Professional & Contract Services 520,795 319,201 413,600 318,600
Supplies & Materials 80,177 78,105 80,774 70,474
Repair & Maintenance - 80,577 84,606 88,836
Interdepartmental Charges 208,342 260,980 269,388 236,339
Other Operating Expenses 215,177 209,006 24,136 18,836
Capital Outlay - - - -
Operating Expenses Subtotal 1,024,491 947,869 872,504 733,085
TOTAL EXPENDITURES 2,492,607$ 2,397,864$ 2,410,772$ 2,429,143$
General Fund 1,983,038$ 1,927,770$ 2,119,816$ 2,144,557$
Special Revenue Fund 509,569 470,094 290,956 284,586
Total Funding 2,492,607$ 2,397,864$ 2,410,772$ 2,429,143$
Full Time Positions 9.00 9.00 8.00 8.00
Hourly/FTE Positions 1.50 1.00 1.00 1.96
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RECENT ACCOMPLISHMENTS
• Effectively reached and engaged community members on key city issues including the
annual budget, new e-bike safety laws, Veterans Memorial Park and Chestnut I-5 Underpass
public art projects, traffic calming options for Celinda Drive and Barrio traffic calming,
infrastructure construction and lighting improvements
• Communicated real-time updates on a variety of platforms and outlets to the community
during two local emergencies in January 2026 and a tsunami advisory in July 2025
• Communicated to residents about 20 construction projects, including the Monroe Street
Pool renovation project, new beach stairs and sidewalk widening project, El Camino Real
widening project and the Terramar sidewalk and street improvements project
• Created and distributed over 35 editions of the city’s e-newsletter, garnering over 321,000
views
• Produced and distributed over 300 news releases, articles and stories about city services and
programs
• Strengthened the city’s digital reach across six social media platforms, with more than 5.1M+
views of city content across all channels
• Recognized with 4 regional awards for excellence in community engagement programs,
community relations, video production and publications
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 2025
Actual
FY 2026
Estimated
FY 2027
Projected Benchmark
Related Strategic
Plan Goal
Engagement
opportunities meeting
participation goals
9 8 6 ≥ 3/year All
City news updates 9 6 6 ≥ 3/week All
Communication initiated
(all channels) 11 12 10 ≥ 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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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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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 2026-27 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 2026-27 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 2026-27 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
• Live 911
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.
• Data Governance and Operations Analytics
• Payment Card Industry (PCI) Compliance
• RFID Replacement
• Virtual Reality (VR) Training
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Fiscal Year 2025-26 Continuing Projects – No Changes
• Early Literacy Interactive Technology
• Facility Monitoring and Analytics
• Police Records Management System
• Website Redesign
Completed, Removed or Delayed Projects
The following projects were completed, removed or delayed during fiscal year 2025-26. 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
• Construction Waste Management Tracking
• Enterprise Asset Management System
• Professional Technical Services for Data Project Delivery
• Risk Management Solution Assessment
• Senior Center Resource Access Enhancement
• Station Alerting Equipment Replacement
• Utility Billing Portal
• 3D Concepts & Walkthrough
• Facility Monitoring and Analytics Pilot
• Records Management Module
• Records Management Archive Solution
Removed
• Police Records Management Migration
• Discovery Management Assessment
• Guest Facility Usage Analytics
Delayed
There are no projects previously approved being delayed.
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ESTIMATED TOTAL APPROPRIATIONS BY
GOAL
Going into fiscal year 2026-27, there are 35 continuing and new projects planned over the next five
years at an estimated total cost of $42.1 million. Included in the $42.1 million is approximately $17.9
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 $17.9 million
is approximately $6.6 million of estimated new appropriations for fiscal year 2026-27 for these same
projects.
Build Capacity for
Data-driven
Decision Making, $1,073,000 -3%
Enhance
Accessibility and
Transparency, $1,261,000 -3%
Foster a Vibrant
Civic Engagement
Culture,
$1,425,000 -3%
Promote Security and
Sustainability through
Connectivity, $15,089,293 -36%Pursue Communitywide
Digital Transformation,
$23,262,584 -55%
Estimated Total Projects Costs by Goal
FY 2026-27 to FY 2030-31
$42.1 million
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Fiscal year 2026-27 estimated total appropriations by project goal
Pursue Communitywide Digital Transformation
$23.3 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.1 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
$1.4 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
$1.2 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
$15.1 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an
enhancement to the 911 emergency system.
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PROJECTS
PURSUE COMMUNITYWIDE DIGITAL
TRANSFORMATION
Core System Modernization & Phase II
Project Benefits
Without systems that can talk to each other, the city wastes time and resources manually compiling
and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are
needed to ensure the highest and best use of taxpayer resources. Having fewer systems that
consolidate the city’s core business functions will enable streamlined business processes and provide
more timely access to data and information. It will also enhance operations and reduce the
inefficiencies of employees having to learn and operate multiple systems.
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems including the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer-aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency associated with operating many different systems with different
vendors.
Project Funding Source:
Technology Investment 12,500,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 525,000$
Replacement None
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 8,400,000$ 3,600,000$ 500,000$ -$ -$ 12,500,000$
Est FY29-30
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 2025, 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 are expected to go live midyear during fiscal year 2026-27. City staff
are currently requesting funding of $3.6 million in fiscal year 2026-27 for acquisition, initial
implementation and extended implementation. Phase II for the project will request an estimated $0.5
million in funding for the continued enhancement of the new system as part of the fiscal year 2027-
28 SDTIP.
Staff estimate that operational costs will increase by $525,000 in the first year of implementation and
$100,000 annually for four years after implementation, but there will be no equipment replacement
costs associated with the project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
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Digital Information Network
Project Benefits
The city’s upgraded digital information network provides faster, more secure connections that
support a wide range of essential services. It powers critical operations such as public safety systems,
email, internet access, traffic management systems, and internal city communications. It also enables
reliable Wi-Fi and internet service at public facilities, helping to improve access for both staff and the
community. Overall, this investment supports more efficient city operations and better service
delivery to residents.
About This Project
The city operates on a leased fiber network that provides modern, high‑speed connectivity for staff,
facilities and essential services. As we continue building toward a more resilient, reliable and
cost‑effective city‑managed network, our efforts are focused on strengthening service continuity,
improving long‑term performance and enhancing the city’s overall cybersecurity posture.
Current efforts are centered on improving the communications that support the city’s traffic signal
network, enhancing safety, coordination and responsiveness along city streets. Additional efforts are
also underway to boost the reliability of the city’s utility SCADA systems, helping ensure continuous
monitoring and consistent delivery of essential services. Additional work includes extending and
upgrading connectivity between city facilities and expanding outdoor wireless access at parks across
the community.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 6,525,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 75,000$
Replacement 100,000$
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 6,275,584$ 250,000$ -$ -$ -$ 6,525,584$
Est FY29-30
Budget
-$
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Intersection Traffic Detection Upgrades
Project Benefits
Ensure the ongoing reliability and sustainability of the city’s traffic management network.
About This Project
The current traffic detection equipment at intersections along Rancho Santa Fe is outdated, resulting
in inefficiencies in traffic flow and increased maintenance costs. The existing detection system was
discontinued in 2022, and spare components are no longer available. This project will replace and
upgrade the traffic detection equipment at 11 intersections along Rancho Santa Fe Road in fiscal year
2026-27 and then the following years at Palomar Airport Road and El Camino Real.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Funding Source:
Technology Investment 1,500,000$
Managing Department:
Transportation
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 500,000$ 500,000$ 500,000$ -$ 1,500,000$
Est FY29-30
Budget
-$
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BUILD CAPACITY FOR DATA-DRIVEN DECISION
MAKING
There are no projects being funded for this category in fiscal year 2026-27.
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 1,425,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement Not known
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 925,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,425,000$
Est FY29-30
Budget
100,000$
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ENHANCE ACCESSIBILITY AND TRANSPARENCY
Online Services ADA Compliance
Project Benefits
Ensuring that members of the Carlsbad community who rely on screen readers, captions, or keyboard
navigation have access to content on the city’s digital platforms.
About This Project
In April 2024, the Department of Justice finalized a rule clarifying how Title II of the Americans with
Disabilities Act applies to services provided by state and local governments. Effective April 2027,
these new regulations impose mandatory accessibility requirements for websites, mobile
applications, and other digital content provided by the city to ensure that they are accessible to
individuals with disabilities. City staff are currently working with a third-party accessibility consultant
to conduct accessibility audits of the city’s websites and to develop and facilitate accessibility training
for city staff. The next phase of the project will include working with the accessibility consultant to
conduct validation testing of the accessibility of third-party services and content.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Funding Source:
Technology Investment 100,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 30,000
Replacement NA
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 100,000$ -$ -$ -$ 100,000$
Est FY29-30
Budget
-$
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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 6,478,913$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational None
Replacement None
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement 1,390,602$ 688,311$ 1,200,000$ 1,200,000$ 1,200,000$ 6,478,913$
Est FY29-30
Budget
800,000$
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Automated License Plate Reader Replacement
Project Benefits
License plate readers capture images of license plates then use software to compare them against a
law enforcement database that is used to identify stolen vehicles, stolen license plates, missing
persons and vehicles associated with people who have been involved in criminal or terrorist activities.
They may also be used to gather information related to homeland security, human trafficking and
stolen property.
About This Project
There are currently license plate readers installed at 128 fixed locations and 24 mobile cameras
installed on police vehicles that were installed in 2022 and are nearing end of life and end of
warranty. This project will involve issuance of a Request for Proposal (RFP) to select, acquire and
implement a new solution along with new cameras to replace the existing end-of-life equipment.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Funding Source:
Technology Investment 1,000,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 120,000
Replacement NA
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 500,000$ 500,000$ -$ -$ 1,000,000$
Est FY29-30
Budget
-$
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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
Project Funding Source:
Technology Investment 1,250,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational Not known
Replacement Not known
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 750,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,250,000$ 100,000$
Est FY29-30
Budget
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effective use of the Framework. Understanding the business context, the resources that
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
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Facility Security Master Plan
Project Benefits
The modernization of the public safety video monitoring environment provides substantial
organizational, operational, and public‑safety benefits. By standardizing camera hardware, placement
practices, and lifecycle management, the project replaces the inconsistent and fragmented
approaches previously used across departments. This unified framework ensures higher and more
reliable video quality, supported by a system that offers improved performance, scalable storage, and
long‑term maintainability. This was a key improvement initiative that was an output from the Facility
Security Master Plan.
About This Project
The Facility Security Master Plan was originally meant to provide a citywide, strategic, approach to
the deployment of various physical security improvements around the city. During final drafting of
the plan, it was decided to separate non-technical elements of the plan to be addressed by other
projects and programs. Thus, leaving the deployment of cameras citywide as part of this project.
Going forward, this project modernizes and standardizes public safety video monitoring
infrastructure. It will involve a multi‑phase installation of new and replacement cameras across
prioritized locations. When complete, this system will provide a unified, modern platform that
supports both operational security and future initiatives in Public Safety.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Funding Source:
Technology Investment 2,039,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 100,000
Replacement NA
Prior Year Req FY26-27 Est FY27-28 Est FY28-29 Est FY30-31 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 200,000$ 721,000$ 311,000$ 438,000$ -$ 2,039,000$
Budget
Est FY29-30
369,000$
May 19, 2026 Item #4 Page 221 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-19
MINOR PROJECTS
There are no minor projects being funded in fiscal year 2026-27.
FUTURE PROJECTS
Estimated fiscal year 2026-27 through 2030-31 appropriations by goal
The City of Carlsbad’s SDTIP for fiscal year 2026-27 to fiscal year 2030-31 outlines 35 projects at an
estimated total cost of $42.1 million. Of the $42.1 million, $17.9 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.
Build Capacity for Data-
driven Decision Making, $50,000 -0%
Enhance Accessibility
and Transparency, $160,000 -1%
Foster a Vibrant
Civic Engagement
Culture, $500,000 -3%
Promote Security and
Sustainability through
Connectivity, $9,277,311 -52%
Pursue Communitywide Digital Transformation,
$7,925,000 -44%
Estimated Future Projects Costs by Goal
FY 2026-27 to FY 2030-31
$17.9 million
May 19, 2026 Item #4 Page 222 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-20
Estimated Fiscal Year 2026-27 Appropriations by Goal
The fiscal year 2026-27 SDTIP outlines $6.6 million in new appropriations for fiscal year 2026-27 to
provide additional funding for the continuation of existing projects as well as funding for new projects.
Estimated fiscal year 2027-28 through 2030-31 pending current or new
projects with future funding requests
The projects listed in the table below represent projects that have been presented to the SDTIP
Committee but do not require funding or have been delayed for the fiscal year 2026-27 budget year.
These projects will be reevaluated for the fiscal year 2027-28 budget year and, if approved for
funding in fiscal year 2027-28, will then have a project page included as part of the SDTIP in the
appropriate subsequent fiscal year. These projects have been included in the estimated five-year
tables and funding projections.
Connected Requested Estimated Estimated Estimated Estimated EstimatedCarlsbadFundingPriorYear 1 Year 2 Year 3 Year 4 Year 5 Total
Goal Source Appropriation 2026-27 2027-28 2028-29 2029-30 2030-31 Funding
Core Systems Modernization Phase II PCDT TICF - - 500,000 - - - 500,000
Integrated Library Solution PCDT TICF - - 1,000,000 - - - 1,000,000 Phone System Migration PCDT TICF - - 200,000 - - - 200,000
Staff Citywide Printer Replacement PCDT ITRF - - - - 800,000 - 800,000
Website Migration PCDT TICF - - 75,000 - - - 75,000
Aerial Topographic Imagery BCDDM TICF - - 50,000 - - - 50,000
Interactive Application Navigator EAT TICF - - 60,000 - - - 60,000 After Hours Dispatch Solution PSSC TICF - - 100,000 - - - 100,000
Drone as a First Responder PSSC TICF - - 200,000 - - - 200,000
Police In-car Video PSSC TICF - - 350,000 - - - 350,000
Real Time Crime Center Infrastructure PSSC TICF - - 200,000 - - - 200,000
-$ -$ 2,735,000$ -$ 800,000$ -$ 3,535,000$
Connected Carlsbad Goal AbbreviationsBuild Capacity for Data-driven Decision Making = BCDDM
Enhance Accessibility and Transparency = EAT
Foster a Vibrant Civic Engagement Culture = FVCECPromote Security and Sustainability through Connectivity = PSSC
Pursue Communitywide Digital Transformation = PCDT
Funding Source Abbreviations
Information Technology Replacement Fund = ITRFTechnology Investment Capital Fund = TICF
Utilities Enterprise Funds (Operating or Capital) = UEFFunding Source Not Identified = Pending
Project Name
Foster a Vibrant Civic
Engagement Culture, $100,000 -1%
Enhance Accessibility
and Transparency,
$100,000 -2%
Promote Security and
Sustainability through
Connectivity, $2,009,311 -31%Pursue Communitywide
Digital Transformation,
$4,350,000 -66%
Requested
FY 2026-27 Appropriations by Goal
$6.6 million
May 19, 2026 Item #4 Page 223 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-21
FIVE-YEAR SCHEDULE OF PROJECTS BY
CONNECTED CARLSBAD GOAL
Requested Estimated Estimated Estimated Estimated Estimated
Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Source Appropriation 2026-27 2027-28 2028-29 2029-30 2030-31 Funding
Core Systems Modernization TICF 8,400,000$ 3,600,000$ -$ -$ -$ -$ 12,000,000$
Core Systems Modernization Phase II TICF - - 500,000 - - - 500,000
Digital Information Network TICF 6,275,584 250,000 - - - - 6,525,584
Integrated Library Solution TICF - - 1,000,000 - - - 1,000,000 Intersection Traffic Detection Upgrades TICF - 500,000 500,000 500,000 - - 1,500,000
Payment Card Industry (PCI) Compliance TICF 62,000 - - - - - 62,000
Phone System Migration TICF - - 200,000 - - - 200,000
RFID Replacement TICF 600,000 - - - - - 600,000
Staff Citywide Printer Replacement ITRF - - - - 800,000 - 800,000
Website Migration TICF - - 75,000 - - - 75,000 15,337,584 4,350,000 2,275,000 500,000 800,000 - 23,262,584
Aerial Topographic Imagery TICF - - 50,000 - - - 50,000
Business Process Automation TICF 300,000 - - - - - 300,000
Data Governance and Operational Analytics TICF 423,000 - - - - - 423,000 Facility Monitoring and Analytics TICF 300,000 - - - - - 300,000
1,023,000 - 50,000 - - - 1,073,000
Audio Visual Upgrades TICF 925,000 100,000 100,000 100,000 100,000 100,000 1,425,000
925,000 100,000 100,000 100,000 100,000 100,000 1,425,000
Civic Engagement with Open Data TICF 198,000 - - - - - 198,000
Early Literacy Interactive Technology TICF 78,000 - - - - - 78,000
Interactive Application Navigator TICF - - 60,000 - - - 60,000
Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - - - - - 645,000
Online Services ADA Compliance TICF - 100,000 - - - - 100,000
Record Digitization TICF 100,000 - - - - - 100,000
Website Redesign TICF 50,000 - - - - - 50,000
Expansion of Yardi TICF 30,000 - - - - - 30,000
1,101,000 100,000 60,000 - - - 1,261,000
After Hours Dispatch Solution TICF - - 100,000 - - - 100,000
Annual Hardware and Infrastructure Replacement ITRF 1,390,602 688,311 1,200,000 1,200,000 800,000 1,200,000 6,478,913
Automated License Plate Reader Replacement TICF - 500,000 500,000 - - - 1,000,000
Computer Aided Dispatch (CAD)TICF 1,580,000 - - - - 1,580,000 Cyber Security Program Development TICF 750,000 100,000 100,000 100,000 100,000 100,000 1,250,000
Drone as a First Responder TICF - - 200,000 - - - 200,000
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 In-car Video TICF - - 350,000 - - - 350,000
Police Records Management System TICF 1,750,000 - - - - - 1,750,000 Real Time Crime Center Infrastructure TICF - - 200,000 - - - 200,000
Virtual Reality (VR) Training TICF 75,000 - - - - - 75,000
5,811,982 2,009,311 2,961,000 1,738,000 1,269,000 1,300,000 15,089,293
24,198,566$ 6,559,311$ 5,446,000$ 2,338,000$ 2,169,000$ 1,400,000$ 42,110,877$
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
May 19, 2026 Item #4 Page 224 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-22
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND
Connected Requested Estimated Estimated Estimated Estimated EstimatedCarlsbadPriorYear 1 Year 2 Year 3 Year 4 Year 5 Total
Project Name Goal Appropriation 2026-27 2027-28 2028-29 2029-30 2030-31 Funding
Technology Investment Capital Fund
Aerial Topographic Imagery BCDDM -$ -$ 50,000$ -$ -$ -$ 50,000$
After Hours Dispatch Solution PSSC - - 100,000 - - - 100,000 Audio Visual Upgrades FVCEC 925,000 100,000 100,000 100,000 100,000 100,000 1,425,000
Automated License Plate Reader Replacement PSSC - 500,000 500,000 - - - 1,000,000
Business Process Automation BCDDM 300,000 - - - - - 300,000
Civic Engagement with Open Data EAT 198,000 - - - - - 198,000
Computer Aided Dispatch (CAD)PSSC 1,580,000 - - - - - 1,580,000
Core Systems Modernization PCDT 8,400,000 3,600,000 - - - - 12,000,000
Core Systems Modernization Phase II PCDT - - 500,000 - - - 500,000 Cyber Security Program Development PSSC 750,000 100,000 100,000 100,000 100,000 100,000 1,250,000
Data Governance and Operational Analytics BCDDM 423,000 - - - - - 423,000
Digital Information Network PCDT 6,275,584 250,000 - - - - 6,525,584
Drone as a First Responder PSSC - - 200,000 - - - 200,000
Early Literacy Interactive Technology EAT 78,000 - - - - - 78,000
Expansion of Yardi EAT 30,000 - - - - - 30,000
Facility Monitoring and Analytics BCDDM 300,000 - - - - - 300,000 Facility Security Master Plan PSSC 200,000 721,000 311,000 438,000 369,000 - 2,039,000
Integrated Library Solution PCDT - - 1,000,000 - - - 1,000,000
Interactive Application Navigator EAT - - 60,000 - - - 60,000
Intersection Traffic Detection Upgrades PCDT - 500,000 500,000 500,000 - - 1,500,000
Live 911 PSSC 66,380 - - - - - 66,380
Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000
Online Services ADA Compliance EAT - 100,000 - - - - 100,000
Payment Card Industry (PCI) Compliance PCDT 62,000 - - - - - 62,000
Phone System Migration PCDT - - 200,000 - - - 200,000
Police In-car Video PSSC - - 350,000 - - - 350,000
Police Records Management System PSSC 1,750,000 - - - - - 1,750,000
Real Time Crime Center Infrastructure PSSC - - 200,000 - - - 200,000
Record Digitization EAT 100,000 - - - - - 100,000
RFID Replacement PCDT 600,000 - - - - - 600,000
Virtual Reality (VR) Training PSSC 75,000 - - - - - 75,000
Website Migration PCDT - - 75,000 - - - 75,000
Website Redesign EAT 50,000 - - - - - 50,000
Technology Investment Capital Fund Total 22,807,964 5,871,000 4,246,000 1,138,000 569,000 200,000 34,831,964
Information Technology Replacement FundAnnual Hardware and Infrastructure Replacement PSSC 1,390,602 688,311 1,200,000 1,200,000 800,000 1,200,000 6,478,913
Staff Citywide Printer Replacement PCDT - - - - 800,000 - 800,000
Information Technology Replacement Fund Total 1,390,602 688,311 1,200,000 1,200,000 1,600,000 1,200,000 7,278,913
24,198,566$ 6,559,311$ 5,446,000$ 2,338,000$ 2,169,000$ 1,400,000$ 42,110,877$
Connected Carlsbad Goal Abbreviations
Build Capacity for Data-driven Decision Making = BCDDMEnhance 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 19, 2026 Item #4 Page 225 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-23
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 2026-27 Operating Budget
and for the Capital Funds please see the CIP Section of the Fiscal Year 2026-27 Operating Budget.
There are currently no projects for this funding source.
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.
There are no projects in this category in fiscal year 2026-27.
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
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
3,201,869$ 2,621,231$ 3,708,455$ 8,061,275$ 13,142,726$
Transfers In 4,990,362 5,027,224 5,178,700 5,332,089 5,483,566
Interest Revenue 300,000 306,000 312,120 318,362 324,730
Project Appropriations 5,871,000 4,246,000 1,138,000 569,000 200,000
2,621,231$ 3,708,455$ 8,061,275$ 13,142,726$ 18,751,022$
3,201,869$
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2025-26 2026-27 2027-28 2028-29 2029-30 2030-31
3,710,333$ 3,690,879$ 3,220,879$ 2,750,879$ 1,880,879$
Replacement Cost Revenue 488,857 550,000 550,000 550,000 550,000
Interest Revenue 180,000 180,000 180,000 180,000 180,000
Replacement Appropriations 688,311 1,200,000 1,200,000 1,600,000 1,200,000
3,690,879$ 3,220,879$ 2,750,879$ 1,880,879$ 1,410,879$
3,710,333$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
Beginning Available Balance
Ending Available Balance
Balance Available for Future Projects
May 19, 2026 Item #4 Page 226 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-24
REVENUE PROJECTIONS SCHEDULE
BUDGET EXPENDITURE SCHEDULE
2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Actual Projected Estimated
Revenue Revenue Revenue Revenue Revenue
Technology Investment Capital 4,127,866$ 4,526,422$ 5,275,838$ 2,996,187$ 5,290,362$
Information Technology Department Replacement 1,576,979 1,659,663 1,906,580 1,762,301 668,857
Total 5,704,845$ 6,186,085$ 7,182,418$ 4,758,488$ 5,959,219$
Fund
2023-24 2024-25 2025-26 2026-27 2026-27 2026-27
Actual Actual Estimated Continuing New Total
Expense Expense Expense Appropriations Appropriations Appropriations
Technology Investment Capital 1,349,059$ 4,392,345$ 6,100,000$ 7,320,754$ 5,871,000$ 13,191,754$
Information Technology Department Replacement 1,225,243 1,066,315 950,000 1,306,310 688,311 1,994,621
Total 2,574,302$ 5,458,660$ 7,050,000$ 8,627,064$ 6,559,311$ 15,186,375$
Fund
May 19, 2026 Item #4 Page 227 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-25
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.
Total Year 1 Year 2 Year 3 Year 4 Year 5
Funding 2026-27 2027-28 2028-29 2029-30 2030-31 Totals
Aerial Topographic Imagery 50,000$ -$ -$ 5,000$ -$ -$ 5,000$
After Hours Dispatch Solution 100,000 - - 15,000 - - 15,000
Automated License Plate Reader Replacement 1,000,000 - - - - - -
Business Process Automation 300,000 - - - - - -
Civic Engagement with Open Data 198,000 - 25,000 - - - 25,000
Core Systems Modernization 12,000,000 525,000 100,000 100,000 100,000 - 825,000
Core Systems Modernization Phase II 500,000 - - - - 100,000 100,000
Cyber Security Program Development 1,250,000 - - - - - -
Data Governance and Operational Analytics 423,000 - 50,000 - - - 50,000
Digital Information Network 6,525,584 32,000 50,000 - - - 82,000
Drone as a First Responder 200,000 - - 30,000 - - 30,000
Early Literacy Interactive Technology 78,000 4,800 - - - - 4,800
Facility Monitoring and Analytics 300,000 - - - - - -
Facility Security Master Plan 2,039,000 - 150,000 150,000 150,000 150,000 600,000
Integrated Library Solution 1,000,000 - - - - - -
Interactive Application Navigator 60,000 - - 7,000 - - 7,000
Intersection Traffic Detection Upgrades 1,500,000 - - - - - -
Live 911 66,380 - 60,000 - - - 60,000
Online Permitting/Electronic Reviews (E-Reviews)645,000 - - - - - -
Online Services ADA Compliance 100,000 - 20,000 - - - 20,000
Payment Card Industry (PCI) Compliance 62,000 - - - - - -
Phone System Migration 200,000 - - - - - -
Police In-car Video 350,000 - - 100,000 - - 100,000
Police Records Management System 1,750,000 - 160,000 - - - 160,000
Real Time Crime Center Infrastructure 200,000 - - 30,000 - - 30,000
RFID Replacement 600,000 8,000 - - - - 8,000
Virtual Reality (VR) Training 75,000 - 5,000 - - - 5,000
31,571,964$ 569,800$ 620,000$ 437,000$ 250,000$ 250,000$ 2,126,800$
May 19, 2026 Item #4 Page 228 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-26
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May 19, 2026 Item #4 Page 229 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-27
FIVE-YEAR ROADMAP
St
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May 19, 2026 Item #4 Page 230 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
H-28
FIVE-YEAR ROADMAP (continued)
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May 19, 2026 Item #4 Page 231 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-1
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 at award of the construction contract. 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.
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.
May 19, 2026 Item #4 Page 232 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-2
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 2026-27 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.
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.
May 19, 2026 Item #4 Page 233 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-3
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 2026-27 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.
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.
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 19, 2026 Item #4 Page 234 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-4
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 award of the construction contract 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 2026-27 CIP, there are approximately 195 continuing and new projects planned over
the next 5 years. The fiscal year 2026-27 CIP outlines $56.9 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 6 new projects.
Projected revenues during the same fiscal year are estimated at $95.7 million.
-10 0 10 20 30 40
Millions
FY 2026-27 Appropriations by Budget Category
Strategic Plan
Critical Need
Maintenance
May 19, 2026 Item #4 Page 235 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-5
Fiscal year 2026-27 appropriations by project type
Civic Buildings and Facility Maintenance
$9.8 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
$11.1 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
$5.5 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
$8.0 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
$7.6 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
$15.0 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 19, 2026 Item #4 Page 236 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-6
NEW CAPITAL IMPROVEMENT PROJECTS
Project Description FY27
Appropriation District
Batiquitos Lift
Station
Improvements
The project includes upgrades to the lift
station to replace aging electrical,
mechanical and structural facilities and to
accommodate future pump flow capacity.
$400,000 4
Chinquapin Lift
Station Force Main
Improvements
The lift station currently has one force main
and requires an additional outfall to fulfill
the operational redundancy requirements of
the engineering standards.
Future FY
2027-28 1
Chinquapin Sewer
Improvements
The project will redirect sewer flow from
Chinquapin Sewer Lift Station to the Vista-
Carlsbad Sewer Interceptor to mitigate
downstream impacts.
$50,000 1
Dove Library
Central Plant
Refurbishment
The project will refurbish the Central Plant at
the Dove Library. $200,000 3
Leo Carrillo Ranch
Stair Replacement
The project will replace the existing three
staircases at Leo Carillo Ranch Historic Park. $500,000 2
Water System
Improvements
The project will upsize various water pipeline
segments to provide capacity in accordance
with CMWD's design standards and Water
Master Plan.
$500,000 Citywide
May 19, 2026 Item #4 Page 237 of 437
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CAPITAL IMPROVEMENT PROGRAM
REVENUES
Over the next 15 years, revenues for capital projects are estimated at $998.5 million 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 26% 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 25% 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 17%, 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 23% 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,
8.8%
General Capital
Construction
transfers, 8.9%
Infrastructure
Replacement
transfers, 8.5%
Other agencies,
23.1%Developer fees,
25.7%
Utility Replacement
transfers, 25.1%
Capital Improvement Program
Projected Revenues FY 2026-27 to FY 2040-41
$998.5 million
May 19, 2026 Item #4 Page 238 of 437
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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 2026-27 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 7,974 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
2026-27 is projected at 1,093 units, and, over the next five years, should average 478 units per year.
The amount of non-residential development is projected at about 896,000 square feet over the next
five years.
Fiscal Year Residential Units
Non-Residential Square
Feet
2026-27 1,093 263,133
2027-28 514 19,605
2028-29 136 497,100
2029-30 412 67,139
2031-31 236 49,146
2031-36 2,528 624,927
2037-build out 3,055 1,201,621
Totals 7,974 2,722,671
May 19, 2026 Item #4 Page 239 of 437
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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 for the fiscal year
2031-32 to fiscal year 2040-41 period are estimated at approximately $858 million.
Civic
16%
Drainage
11%
Parks
8%
Recycled Water
2%
Sewer
14%
Transportation
36%
Water
13%
Future Project Costs by Type
FY 2031-32 to FY 2040-41
$858 million
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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 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 $70,000,000
Fire Station 1 Replacement $28,000,000
Fire Station 7 $28,000,000
Orion Complex Energy Storage $11,000,000
South Carlsbad Boulevard Realignment (Partial Funding/TIF) $5,500,000
May 19, 2026 Item #4 Page 241 of 437
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PROJECTED FUND BALANCES FOR
FISCAL YEAR 2025-26
July 1, 2025 Projected June 30, 2026
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,507,580$ 45,759$ -$ - 1,553,339$
BTD#3 - Cannon Road West 565,533 18,702 -$ - 584,235
CFD #1 - Citywide 110,631,001 4,576,447 7,346,795 135,606$ 107,725,048
Gas Tax 17,611,817 3,881,361 2,648,348 - 18,844,830
Gas Tax (Road Maint. & Rehab Acct.)4,968,511 3,269,943 754,450 - 7,484,004
General Capital Const.58,608,804 10,902,117 18,292,747 - 51,218,174
Grants - Federal 6,203 - 3,777,560 - (3,771,357)
Grants - State (156,793) 156,793 - - -
Infrastructure Replacement 108,346,759 12,515,869 20,408,071 - 100,454,557
Other 2,188,828 73,672 - - 2,262,500
Park Fee Zones 5,13,16, 17, 18 5,362,784 259,934 - - 5,622,718
Parking in Lieu - - - - -
Park-In-Lieu NE 4,699,717 154,173 152,094 - 4,701,796
Park-In-Lieu NW 2,682,931 739,001 1,121,512 - 2,300,420
Park-In-Lieu SE 1,758,969 69,044 10,082 - 1,817,931
Park-In-Lieu SW 1,753,326 57,982 - - 1,811,308
Planned Local Drainage Area A 1,252,554 74,923 17,009 - 1,310,468
Planned Local Drainage Area B 1,609,958 261,706 1,329 - 1,870,335
Planned Local Drainage Area C 1,740,035 81,662 35,833 - 1,785,864
Planned Local Drainage Area D 813,099 29,815 11,610 - 831,304
Public Facilities Fee 37,697,102 2,676,467 397,037 - 39,976,531
Sewer Connection 7,716,348 391,700 323,590 - 7,784,458
Sewer Replacement 33,752,371 22,182,294 11,294,428 - 44,640,237
Traffic Impact Fee 16,871,790 1,815,740 1,964,346 - 16,723,184
Transnet/Local 33,978,574 6,030,943 9,136,661 - 30,872,856
Water - Potable 40,440,895 1,917,094 356,243 - 42,001,746
Water - Recycled (17,190,861) 18,415,133 79,706 - 1,144,566
Water Replacement - Potable 60,308,590 8,405,915 17,684,363 - 51,030,142
Water Replacement - Recycled 16,098,676 515,106 1,647,896 2,150,000 12,815,886
Total 555,625,102$ 99,519,295$ 97,461,710$ 2,285,606$ 555,397,080$
May 19, 2026 Item #4 Page 242 of 437
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PROJECTED FUND BALANCES FOR
FISCAL YEAR 2026-27
July 1, 2026 June 30, 2026 July 01, 2026 2026-27 June 30, 2027
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 1,553,339$ - - - - 1,553,339$
BTD#3 - Cannon Road West 584,235 - - - - 584,235
CFD #1 - Citywide 107,725,048 6,156,090$ 43,795,649$ 110,000$ 43,905,649$ 69,975,489
Gas Tax 18,844,830 3,419,140 10,231,540 5,219,986 15,451,526 6,812,444
Gas Tax (Road Maint. & Rehab Acct.)7,484,004 3,265,115 6,759,633 3,392,000 10,151,633 597,486
General Capital Const.51,218,174 4,990,519 17,095,420 (725,674) 16,369,746 39,838,946
Grants - Federal (3,771,357) 9,860,908 6,089,551 - 6,089,551 -
Grants - State - 5,534,510 5,534,510 - 5,534,510 -
Infrastructure Replacement 100,454,557 500,000 42,935,780 21,963,082 64,898,862 36,055,695
Other 2,262,500 - - - - 2,262,500
Park Fee Zones 5,13,16, 17, 18 5,622,718 98,276 1,500,000 - 1,500,000 4,220,993
Parking in Lieu 360,000 - - 360,000 360,000 -
Park-In-Lieu NE 4,701,796 - 1,465,893 - 1,465,893 3,235,903
Park-In-Lieu NW 2,300,420 7,770,952 654,000 2,775,000 3,429,000 6,642,372
Park-In-Lieu SE 1,817,931 4,031,384 363,925 1,040,000 1,403,925 4,445,390
Park-In-Lieu SW 1,811,308 - 219,100 - 219,100 1,592,208
Planned Local Drainage Area A 1,310,468 - 14,314 - 14,314 1,296,154
Planned Local Drainage Area B 1,870,335 352,378 15,166 - 15,166 2,207,547
Planned Local Drainage Area C 1,785,864 603,087 63,648 - 63,648 2,325,303
Planned Local Drainage Area D 831,304 296,937 929 - 929 1,127,312
Public Facilities Fee 39,976,531 8,013,762 4,171,531 936,785 5,108,316 42,881,977
Sewer Connection 7,784,458 1,691,175 7,353,071 (2,204,684) 5,148,387 4,327,246
Sewer Replacement 44,640,237 18,767,240 37,374,383 9,202,999 46,577,382 16,830,095
Traffic Impact Fee 16,723,184 8,637,813 11,874,909 (2,510,000) 9,364,909 15,996,087
Transnet/Local 30,872,856 5,949,524 21,625,274 8,767,000 30,392,274 6,430,106
Water - Potable 42,001,746 4,311,487 3,790,128 2,010,606 5,800,734 40,512,499
Water - Recycled 1,144,566 - 2,543,402 (1,706,835) 836,567 307,999
Water Replacement - Potable 51,030,142 1,424,490 31,078,003 6,704,424 37,782,427 14,672,206
Water Replacement - Recycled 12,815,886 - 4,948,571 1,594,499 6,543,070 6,272,816
Total 555,757,080$ 95,674,786$ 261,498,331$ 56,929,188$ 318,427,519$ 333,004,347$
May 19, 2026 Item #4 Page 243 of 437
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REVENUE PROJECTIONS SCHEDULE
2023-24 2024-25 2025-26 2026-27
Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 66,345$ 81,912$ 45,759$ -
BTD#3 - Cannon Road West 24,888$ 30,727 18,702 -
CFD #1 - Citywide 7,302,884$ 9,367,046 4,576,447 6,156,090$
Gas Tax 3,811,249$ 4,194,626 3,881,361 3,419,140
Gas Tax (Road Maint. & Rehab Acct.)3,172,894$ 3,285,130 3,269,943 3,265,115
General Capital Const.13,423,012$ 21,359,030 10,902,117 4,990,519
Grants - Federal 56,219$ 1,133 - 9,860,908
Grants - State 452,295$ 1,736,530 156,793 5,534,510
Infrastructure Replacement 10,015,495$ 11,329,989 12,515,869 500,000
Other 91,384$ 142,082 73,672 -
Park Fee Zones 5,13,16, 17, 18 296,607$ 322,595 259,934 98,276
Parking in Lieu -$ - - -
Park-In-Lieu NE 228,050$ 339,043 154,173 -
Park-In-Lieu NW 1,132,209$ 839,348 739,001 7,770,952
Park-In-Lieu SE 83,719$ 567,937 69,044 4,031,384
Park-In-Lieu SW 1,278,208$ 477,892 57,982 -
Planned Local Drainage Area A 69,555$ 187,851 74,923 -
Planned Local Drainage Area B 143,663$ 94,701 261,706 352,378
Planned Local Drainage Area C 79,010$ 95,915 81,662 603,087
Planned Local Drainage Area D 57,989$ 84,096 29,815 296,937
Public Facilities Fee 3,687,412$ 5,229,666 2,676,467 8,013,762
Sewer Connection 745,457$ 746,450 391,700 1,691,175
Sewer Replacement 10,879,747$ 21,464,356 22,182,294 18,767,240
Traffic Impact Fee 2,273,017$ 1,873,029 1,815,740 8,637,813
Transnet/Local 4,457,603$ 8,399,842 6,030,943 5,949,524
Water - Potable 2,100,666$ 2,634,455 1,917,094 4,311,487
Water - Recycled 3,363,806$ 34,085 18,415,133 -
Water Replacement - Potable 8,073,118$ 8,619,165 8,405,915 1,424,490
Water Replacement - Recycled 887,980$ 1,001,233 515,106 -
Total 78,254,481$ 104,539,865$ 99,519,295$ 95,674,786$
Note: Revenues include transfers and fair market value adjustments.
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BUDGET EXPENDITURE SCHEDULE
2023-24 2024-25 2025-26 2026-27 2026-27 2026-27
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 57,041$ -$ -$ 0$ - 0$
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 962,730 1,145,673 7,482,401 43,795,649 110,000$ 43,905,649
Gas Tax 1,984,349 3,241,088 2,648,348 10,231,540 5,219,986 15,451,526
Gas Tax (Road Maint. & Rehab Acct.)5,045,379 421,040 754,450 6,759,633 3,392,000 10,151,633
General Capital Const.10,306,345 6,086,353 18,292,747 17,095,420 (725,674) 16,369,746
Grants - Federal 49,535 38,297 3,777,560 6,089,551 - 6,089,551
Grants - State 117,611 562,933 - 5,534,510 - 5,534,510
Infrastructure Replacement 7,293,771 13,976,516 20,408,071 42,935,780 21,963,082 64,898,862
Other - - - - - -
Park Fee Zones 5,13,16, 17, 18 - - - 1,500,000 - 1,500,000
Parking - - - - 360,000 360,000
Park-In-Lieu NE 34,379 249,811 152,094 1,465,893 - 1,465,893
Park-In-Lieu NW 130,121 699,005 1,121,512 654,000 2,775,000 3,429,000
Park-In-Lieu SE 25,429 553,213 10,082 363,925 1,040,000 1,403,925
Park-In-Lieu SW - - - 219,100 - 219,100
Planned Local Drainage Area A 26,547 26,298 17,009 14,314 - 14,314
Planned Local Drainage Area B 252,941 12,310 1,329 15,166 - 15,166
Planned Local Drainage Area C 5,979 17,574 35,833 63,648 - 63,648
Planned Local Drainage Area D 7,130 27,608 11,610 929 - 929
Public Facilities Fee 1,304,479 418,732 397,037 4,171,531 936,785 5,108,316
Sewer Connection 3,031,587 34,510 323,590 7,353,071 (2,204,684) 5,148,387
Sewer Replacement 6,529,066 7,659,400 11,294,428 37,374,383 9,202,999 46,577,382
Traffic Impact Fee 1,903,324 875,860 1,964,346 11,874,909 (2,510,000) 9,364,909
Transnet/Local 3,256,939 9,041,136 9,136,661 21,625,274 8,767,000 30,392,274
Water - Potable 134,627 17,076 356,243 3,790,128 2,010,606 5,800,734
Water - Recycled 224,112 3,107,066 79,706 2,543,402 (1,706,835) 836,567
Water Replacement - Potable 2,223,068 9,103,168 17,684,363 31,078,003 6,704,424 37,782,427
Water Replacement - Recycled 400,567 2,664,453 3,797,896 4,948,571 1,594,499 6,543,070
Total 45,307,054$ 59,979,120$ 99,747,316$ 261,498,331$ 56,929,188$ 318,427,519$
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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 may make a request for additional
operating budget.
Project Department Operating
fiscal year
Estimated annual
cost
Avenida Encinas Coastal Rail Trail –
Segment 3 Transportation 2027-28 $16,000
Barrio Street Lighting Transportation 2026-27 $44,000
Barrio Traffic Calming Transportation 2026-27 $5,000
ECR Widening – Arenal to La Costa Transportation 2028-29 $1,800
ECR Widening – Poinsettia to
Camino Vida Roble Transportation 2026-27 $1,800
Orion Center Facilities 2028-29 $800,000
Trash Amendment Compliance
Program – State Street Transportation 2028-29 $5,000
Trash Amendment Compliance
Program – Agua Hedionda Transportation 2029-30 $5,000
Veterans Memorial Park Parks &
Recreation 2027-28 $890,000
Village Decorative Lighting – State
Street, Madison, Roosevelt, and
Washington
Transportation 2027-28 $22,000
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May 19, 2026 Item #4 Page 247 of 437
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FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
6065 1 ADA Beach Access - Pine to Tamarack $1,143,800 -♦ $10,000,000 --- $10,000,000
6004 2,3 Avenida Encinas Coastal Rail Trail and
Pedestrian Improvements $5,347,653 ♦ $6,220,000 ---- $6,220,000
4013 1 Barrio Street Lighting $5,684,300 ($1,169,171)---- ($1,169,171)
4015 1 Barrio Traffic Calming $4,759,000 -----$0
3896 1 Beach Access Repair and Upgrades -
Pine Avenue to Tamarack $13,511,750 -----$0
4617 2 Business Park Recreational Facility
(Zone 5 Park)$1,500,000 -----$0
6325 4 Camino De Los Coches and La Costa
Avenue Intersection Control $350,000 -----$0
6058 1 Carlsbad Boulevard and Tamarack
Avenue Intersection Improvement $2,825,000 ♦ $2,600,000 ---- $2,600,000
6113 2 Carlsbad Boulevard Realignment -
Manzano Drive to Island Way $2,000,000 -----$0
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 $250,000 ---- $250,000
6051 4 El Camino Real Widening - Arenal
Road to La Costa Avenue $8,700,000 ♦ $7,000,000 ---- $7,000,000
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 $5,608,000 -----$0
6076 4 La Costa Avenue Traffic Improvements $12,458 -----$0
4724 1 Monroe Street Pool Replacement $20,164,977 ♦ $4,000 ----$4,000
3572 2 Orion Center $10,043,839 ☑ ($2)♦ $24,921,000 ♦ $24,921,000 -- $49,841,998
4612 2,4 Pickleball Courts $355,000 ♦ $3,300,000 ---- $3,300,000
4612 2,4 Pickleball Courts -☑ $5,455 ----$5,455
3801 2 Robertson Ranch Park Development $2,107,000 -----$0
6031 2,3,4 South Carlsbad Coastline $1,689,776 -----$0
6082 1 State Street and Grand Avenue Road
Improvements ---♦ $325,000 -- $325,000
4090 1 State Street Parking Lot Electric
Vehicle Charging Stations $637,000 -----$0
6104 Citywide Sustainable Mobility Plan
Implementation Program $710,566 -----$0
6054 2 Terramar Area Coastal Improvements $12,100,000 ☑ ($4,598,151)---- ($4,598,151)
6070 Citywide Traffic Improvement Program $6,576,000 ☑ $200,000 ☑ $200,000 ☑ $200,000 ☑ $200,000 ☑ $200,000 $2,000,000
6070 Citywide Traffic Improvement Program $6,576,000 ♦ $200,000 ♦ $200,000 ♦ $200,000 ♦ $200,000 ♦ $200,000 $2,000,000
6332 4 Traffic Signal - Maverick Way and
Camino De Los Coches $490,000 ♦ $249,000 ---- $249,000
6626 Citywide Trash Amendment Compliance
Program $630,000 ☑ $1,350,000 ♦ $500,000 ☑ $2,075,000 ♦ $440,000 ☑ $517,000 $4,882,000
6103 1 Tyler Street Sidewalk Improvement
Project $970,000 -----$0
6083 Citywide Utility Undergrounding Program Study ------$0
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
I-17May 19, 2026 Item #4 Page 248 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
STRATEGIC PLAN PROJECTS
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
6019 1 Valley and Magnolia Complete Streets $5,058,205 -♦ $4,717,000 --- $4,717,000
201974 1 Valley Street Traffic Calming ----☑ $300,000 - $300,000
4609 Citywide Veteran's Memorial Park (All
Quadrants)$57,168,154 -----$0
6089 1 Village Intelligent Parking
Implementation ----☑ $63,000 ♦ $255,000 $318,000
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 ----☑ $1,050,000 - $1,050,000
6109 1 Village Lighting - Pedestrian
Lampposts Oak Avenue ----☑ $600,000 - $600,000
6110 1 Village Lighting - Pedestrian Lighting
at Village Outskirts ----☑ $950,000 - $950,000
4016 1 Village Lighting - State Street,
Madison, Roosevelt, and Washington $1,103,853 ♦ $1,110,000 ---- $1,110,000
6106 1 Village Lighting - Train Station Area ----☑ $500,000 - $500,000
Total 21,771,131$ 40,538,000$ 27,971,000$ 4,303,000$ 16,672,000$
I-18 May 19, 2026 Item #4 Page 249 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
6118 Citywide ADA Parking Space Modifications -☑ $300,000 ---- $300,000
6084 3 Assessment District 97-1 Maintenance $420,000 -----$0
6119 1 Barrio Parking Improvements Project $285,700 ☑ 90,000 ☑ 50,000 --- $140,000
6119 1 Barrio Parking Improvements Project $285,700 ♦ $250,000 ♦ $150,000 --- $400,000
4726 2 Cannon Park Restroom $45,765 -----$0
6111 1 Carlsbad Village Drive Reconfiguration $350,000 -♦ $1,500,000 --- $1,500,000
201913 Citywide
Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue ---☑ $700,000 -♦ $2,500,000 $3,200,000
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 ☐ $800,000 ---- $800,000
4765 Citywide
Citywide Community Parks’
Playgrounds Replacements / Upgrades $50,000 ☑ $1,375,000 ♦ $3,250,000 ♦ $2,250,000 -- $6,875,000
4766 Citywide
Citywide Facilities Nonfunctional Turf
Removal and Replacement $350,000 ♦ $995,000 ---- $995,000
3636 2 College Boulevard Extension $959,414 --☐ $200,000 ☑ $540,000 - $740,000
201944 4
El Camino Real Right Turn Lane to
East Bound Alga Road --☑ $438,000 --- $438,000
6628 1 Laguna Drive Storm Drain $256,000 ☑ $1,000,000 ---- $1,000,000
4616 3 Leo Carrillo Ranch Park Phase 3B $350,000 ☐ $540,000 ☑ $1,484,000 --- $2,024,000
4767 1
Northwest Quadrant Older Parks
Rehabilitation and Improvement $350,000 ☑$950,000 ♦$750,000 ♦ 1,750,000 ♦ 800,000 - $4,250,000
4767 1
Northwest Quadrant Older Parks
Rehabilitation and Improvement $350,000 -☐ 950,000 ☑ 750,000 ♦ 1,750,000 ♦ 800,000 $4,250,000
6078 1
Ocean Street Reconfiguration
Concepts Study ----🔎 $400,000 - $400,000
4773 2 Orion Complex Energy Storage -🔎 $250,000 ---- $250,000
6115 3
Paseo Del Norte Pedestrian and Bike
Improvements $600,000 ☑ $700,000 ---- $700,000
4770 2
Police and Fire Headquarters Central
Plant Repair Project $609,330 -----$0
6081 Citywide Roadway Slope Stabilization $1,280,000 -----$0
4768 2
Safety Training Center Emergency
Backup Generator -♦ $1,000,000 ---- $1,000,000
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 $318,000 -----$0
6637 Citywide Traffic Signal Cabinet Upgrades $180,000 -----$0
4610 2
Village H South Off Leash Dog Area
and Trail Segment 5B $682,500 --♦ $1,400,000 -- $1,400,000
999999 Total $8,250,000 $8,572,000 $7,300,000 $3,490,000 $3,300,000
CRITICAL NEED PROJECTS
🔎 Scoping ☐ Preliminary Design ☑ Final Design ♦ Construction (forecasted amounts; not appropriated in the budget process) New projects in italics
I-19May 19, 2026 Item #4 Page 250 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
5545 2 Agua Hedionda Lift Station Biological
Monitoring and Maintenance $225,000 -----$0
5582 2 Avenida Encinas and Cannon Road
Sewer Replacement - $140,000 $1,500,000 ---$1,640,000
5570 4 Batiquitos Lift Station Improvements - $400,000 $500,000 $9,000,000 --$9,900,000
5537 3 Buena Interceptor Sewer Access Road
Improvements $100,000 - $432,000 ---$432,000
5501 2,3 Buena Interceptor Sewer
Improvements $1,758,686 -- $650,000 --$650,000
5544 2 Buena Interceptor Sewer
Realignment - East Segment $1,907,000 -- $400,000 $5,625,000 -$6,025,000
5215 2 C Tank Access Road and Electrical
Improvements $300,000 $23,000 $1,300,000 ---$1,323,000
5559 2 Cannon Lift Station Redundant Force
Main $200,000 - $750,000 $5,500,000 --$6,250,000
5552 2 Cannon Road Lift Station
Improvements $1,490,000 $35,000 ----$35,000
5048 2 Carlsbad Boulevard Waterline
Replacement at Terramar $6,480,100 -----$0
5063 2 Carlsbad Municipal Water District
Building and Site Improvements $800,000 $300,000 $4,500,000 ---$4,800,000
5203 3 Carlsbad Water Recycling Facility
(Encina Capital Projects)$6,175,654 -- $414,000 $434,000 $449,000 $1,297,000
5217 3 Carlsbad Water Recycling Facility
Improvements $350,000 $70,000 $3,307,000 ---$3,377,000
5007 Citywide Cathodic Protection Program $2,566,700 $200,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,200,000
2706 1 Chinquapin Lift Station Force Main
Improvements -- $200,000 $300,000 $2,500,000 -$3,000,000
5554 1 Chinquapin Lift Station Improvements $1,670,000 $200,000 ----$200,000
5580 1 Chinquapin Sewer Improvements - $50,000 $960,000 ---$1,010,000
5013 2 College Boulevard - Cannon Road To
Badger Lane (375 Zone)$278,383 - $1,802,000 ---$1,802,000
5012 2 College Boulevard - Cannon Road To Badger
Lane (490 Zone)$312,600 - $1,802,000 ---$1,802,000
5033 1 Crestview Drive Transmission Main $185,000 $25,000 - $740,000 --$765,000
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 ------$0
201926 2 DMP Facility AFB (Calavera Hills
Drainage Restoration and ------$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 ------$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
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
ENTERPRISE PROJECTS
New projects in italics
I-20 May 19, 2026 Item #4 Page 251 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
ENTERPRISE PROJECTS
New projects in italics
6623 Citywide Drainage Master Plan Update $1,281,000 -----$0
5218 3 D-Site Recycled Water Pump
Rehabilitation $300,000 -----$0
5553 2 El Fuerte Lift Station Improvements $425,000 - $212,000 $764,000 --$976,000
2605 2 El Fuerte Lift Station Redundant Force
Main --- $1,060,000 $4,240,000 -$5,300,000
5801 Citywide Encina Capital Projects (EWPCF)$75,193,401 $4,454,000 $10,125,000 $6,933,000 $5,425,000 $6,836,000 $33,773,000
5539 2 Faraday and El Camino Real Sewer
Replacement - Orion to Palomar $3,434,400 ($3,237,000) $983,000 $3,399,000 --$1,145,000
5557 1 Harding Street Sewer and Utility
Improvements $1,200,000 $1,500,000 ----$1,500,000
5560 1 Home Plant Lift Station Improvements $400,000 - $300,000 $5,000,000 --$5,300,000
5059 2 Hydroelectric Generation at Water
Facilities $500,000 -----$0
5558 1 Jefferson Street Sewer Replacement $1,500,000 $740,000 ----$740,000
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 $7,751,000 $465,000 - $620,000 - $3,230,000 $4,315,000
5009 2 Maerkle Facility Improvements $4,091,200 -----$0
5001 2 Maerkle Reservoir Transmission Main $195,000 $600,000 -- $7,300,000 -$7,900,000
5547 4 North Batiquitos Access Road
Improvement $352,000 $26,000 ----$26,000
5520 Citywide Odor and Corrosion Prevention
Program $358,000 $300,000 ----$300,000
5581 2 Poinsettia Lift Station Redundant
Force Main - $325,000 - $980,000 - $4,020,000 $5,325,000
5556 2 Poinsettia Lift Station Rehabilitation $788,000 $15,000 -- $16,000,000 -$16,015,000
5020 Citywide Pressure Reducing Station Program $7,031,040 $1,200,000 $6,320,000 $500,000 $500,000 $500,000 $9,020,000
5211 Citywide Recycled Water Condition
Assessment Program $850,000 $53,000 $53,000 $53,000 $53,000 $53,000 $265,000
5216 2 Recycled Water System Rehabilitation
and Replacement $1,050,000 $371,000 $371,000 $371,000 $371,000 $371,000 $1,855,000
5212 Citywide Recycled Water Valve and
Appurtenance Replacement Program $380,000 $132,500 $133,000 $133,000 $133,000 $133,000 $664,500
5024 Citywide Reservoir Maintenance and Repair
Program $8,635,000 $4,565,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $8,565,000
5057 N/A Santa Fe II Inlet Pipeline $529,650 $32,000 -- $378,000 -$410,000
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 $1,708,000 $100,000 $105,000 $158,000 $158,000 $158,000 $679,000
3840 Citywide Sewer Lift Station Repairs and
Upgrades $5,175,380 $186,000 $186,000 $186,000 $186,000 $186,000 $930,000
5548 3 Sewer Line Capacity Improvements $5,690,045 $500,000 $6,000,000 $500,000 $6,000,000 $500,000 $13,500,000
5546 Citywide Sewer Modeling $200,000 -----$0
5504 Citywide Sewer Monitoring Program (Capacity)$686,000 -----$0
5503 Citywide Sewer System Rehabilitation and
Replacement $14,426,475 $2,279,000 $2,279,000 $2,279,000 $2,279,000 $2,279,000 $11,395,000
5008 2 Tri-Agency Water Transmission
Pipeline Replacement $2,608,970 - $553,000 - $4,596,000 -$5,149,000
5549 2,3 Vallecitos Interceptor Sewer Cleaning
and CCTV $890,000 -----$0
5535 1 Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements $997,800 $80,000 $326,000 $4,218,000 --$4,624,000
3949 Citywide Vista Carlsbad Interceptor - Reach
VC14 To VC15 $21,362,390 -----$0
3950 1 Vista Carlsbad Interceptor - Reach VC3 $111,000 $80,000 $220,000 $984,000 $1,397,000 -$2,681,000
5551 2 Vista Carlsbad Interceptor -
Rehabilitation (VC1 and VC2)$311,000 $140,000 ----$140,000
5555 2,3 Vista/Carlsbad Interceptor - Point
Repair Reaches (VC13 & VC14)$3,000,000 -----$0
5051 Citywide Water Infrastructure Condition
Assessment Program $3,440,000 - $450,000 $450,000 $450,000 $450,000 $1,800,000
I-21May 19, 2026 Item #4 Page 252 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
ENTERPRISE PROJECTS
New projects in italics
5058 Citywide Water Modeling $375,000 -----$0
5064 Citywide Water System Improvements - $500,000 $6,000,000 $500,000 $6,000,000 -$13,000,000
3904 Citywide Water System Rehabilitation and
Replacement $22,258,366 $950,000 $3,680,000 $3,680,000 $3,680,000 $3,680,000 $15,670,000
5019 Citywide Water Valve Repair/Replacement
Program $11,367,000 $1,085,000 $1,085,000 $1,085,000 $1,085,000 $1,085,000 $5,425,000
Total $18,884,500 $58,734,000 $54,357,000 $72,290,000 $25,930,000
I-22 May 19, 2026 Item #4 Page 253 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
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 --- $170,000 $1,150,000 - $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 - $8,536,000 $70,000 $80,000 $80,000 $8,766,000
4771 3
Dove Library Central Plant
Refurbishment - $200,000 $1,400,000 --- $1,600,000
4760 1 Downtown Tile Replacement $250,000 -----$0
6099 2 Faraday Avenue Improvements $1,575,000 -----$0
4720 2 Faraday Center Refurbishment $3,154,380 -----$0
4759 2 Fire Station 5 Renovation $2,450,000 $5,000,000 ---- $5,000,000
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 $817,000 $40,000 $168,000 --- $208,000
4728 1 Hosp Grove Park Improvements $1,682,000 $2,625,000 ---- $2,625,000
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
4772 2 Leo Carrillo Ranch Stair Replacement - $500,000 ---- $500,000
4764 1 Library Learning Center Renovation $100,000 $1,660,000 $400,000 --- $2,060,000
4758 1 Magee Park Building Restoration $250,000 $550,000 ---- $550,000
6614 4 Marca Place Drainage Improvements $65,000 -----$0
4613 Citywide Parks Maintenance Program $3,954,056 $1,115,000 $2,073,000 $1,779,000 $3,638,000 $669,000 $9,274,000
4757 2
Police and Fire HQ Parking Lot and
Exterior Improvements $440,000 $980,000 ---- $980,000
6088 4
Rancho Santa Fe Trail Slope
Improvements $350,000 -----$0
6079 Citywide
Roadway Improvements - Coastal
Area Analysis and Implementation $247,005 $360,000 ---- $360,000
4738 1
Senior Center Repairs and Roof
Replacement $3,158,000 -----$0
4754 1 Senior Center Security Fencing $300,000 -----$0
4761 2
Synthetic Turf Replacement - Alga
Norte $75,000 $3,285,000 ---- $3,285,000
4762 2 Synthetic Turf Replacement - Aviara $68,500 $2,280,000 ---- $2,280,000
4763 1 Synthetic Turf Replacement - Pine $2,320,000 -----$0
4614 3
Synthetic Turf Replacement -
Poinsettia $2,200,000 -----$0
6003 Citywide Traffic Monitoring Program $2,225,415 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000
Annual Allocation
6049 Citywide ADA Improvement Program $4,445,000 $1,058,000 $175,000 $618,000 $215,000 $645,000 $2,711,000
6066 Citywide
Bridge Preventative Maintenance
Program $5,020,844 $600,000 $1,418,000 $623,000 $1,535,000 $773,000 $4,949,000
6619 1
Buena Vista Creek Channel
Maintenance at El Camino Real $1,768,000 - $4,600,000 $830,000 -- $5,430,000
6608 1
Citywide Drainage Improvement
Program $18,372,094 $3,220,000 $700,000 $3,938,000 $830,000 $4,245,000 $12,933,000
MAINTENANCE PROJECTS
New projects in italics
I-23May 19, 2026 Item #4 Page 254 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
MAINTENANCE PROJECTS
New projects in italics
4769 Citywide
Citywide Facility Arc Flash and
Thermal Imaging Safety Program $100,000 $60,000 $60,000 $60,000 $60,000 - $240,000
6092 Citywide Citywide Street Lighting Program $150,000 -----$0
6093 Citywide
Citywide Thermoplastic Pavement
Markings $350,000 - $150,000 $150,000 $150,000 $150,000 $600,000
6013 Citywide
Concrete Repair/Replacement
Program $6,810,000 $915,000 $961,000 $1,013,000 $1,061,000 $1,061,000 $5,011,000
6624 1 Headwall Improvement Program $1,155,000 $415,000 $485,000 $555,000 $625,000 $635,000 $2,715,000
5049 2 Lake Calavera Reservoir Maintenance $755,001 $38,000 $50,000 $50,000 $190,000 $35,000 $363,000
4723 Citywide
Miscellaneous City Building
Improvements $2,315,000 $351,000 $150,000 $150,000 $150,000 $150,000 $951,000
6052 Citywide Parking Lot Maintenance Program $2,430,000 $1,600,000 $175,000 $850,000 $175,000 $1,175,000 $3,975,000
6001 Citywide Pavement Management Program $77,894,889 $14,388,000 $11,493,000 $12,512,000 $13,222,000 $14,255,000 $65,870,000
6037 Citywide
Retroreflectivity Sign Replacement
Program $1,220,000 - $120,000 $120,000 $120,000 $120,000 $480,000
6002 Citywide Sidewalk/Street Construction Program $4,788,000 $150,000 $3,250,000 $200,000 $900,000 $235,000 $4,735,000
6620 Citywide Storm Drain Condition Assessment $1,440,000 - $350,000 $400,000 $455,000 $500,000 $1,705,000
6607 Citywide
Storm Drain System Rehab and Repair
Program $10,512,360 $800,000 $5,000,000 $610,000 $4,735,000 $755,000 $11,900,000
6062 Citywide Street Lighting Replacement Program $3,644,269 -----$0
Total $42,290,000 $41,814,000 $26,298,000 $29,391,000 $25,583,000
I-24 May 19, 2026 Item #4 Page 255 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
6090 2 Cannon Road / Sage Creek Road
Rehab $155,000 -----$0
4747 2 Fleet Fuel Island Upgrade $5,662,262 -----$0
5050 3 Normally Closed Valve (Install
Motorized Valve)$1,966,000 ($300,000)----($300,000)
6611 1 Park Drive Street and Drainage
Improvement $5,082,439 $200,000 ----$200,000
5045 3 Poinsettia Ln - Cassia Rd to Skimmer
Ct (Reimbursement Agreement)$600,000 ($207,394)----($207,394)
4715 2 Police and Fire Headquarters
Renovation $27,733,879 -----$0
4611 4 Stagecoach Community Park
Community Gardens $645,000 -----$0
4091 2 Temporary Fire Station 7 $2,022,000 -----$0
6107 2 Trieste Slope Repair Project $3,770,600 -----$0
Total ($307,394)$0 $0 $0 $0
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
4756 2 Alga Norte Settlement Agreement $1,983,192 -----$0
3649 2 Aviara Reimbursement Agreement $238,000 -----$0
201915 2,3 CFD#1 Administration - $110,000 $110,000 $110,000 $110,000 $110,000 $550,000
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 $227,000 $1,062,000
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 ------$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 $90,000 $450,000
Total $398,000 $405,000 $412,000 $420,000 $427,000
PROJECT ACCOUNTING
New projects in italics
SUBSTANTIALLY COMPLETE (CLOSEOUT) PROJECTS
I-25May 19, 2026 Item #4 Page 256 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Project
ID District Type Project Name
Prior
Appropriation
Requested
2026-27
Estimated
2027-28
Estimated
2028-29
Estimated
2029-30
Estimated
2030-31
Estimated
5-Year Total
6629 2 ▼ Agua Hedionda Creek Maintenance $973,000 ($588,979)----($588,979)
6004 2,3 ▲ Avenida Encinas Coastal Rail Trail
and Pedestrian Improvements $1,776,000 -----$0
6619 1 ▼ Buena Vista Creek Channel
Maintenance at El Camino Real $1,250,000 ($784,165)----($784,165)
4746 2 ▲ Calavera Hills Community Center
Refurbishment $1,985,000 ($543,085)----($543,085)
4601 2 ▲ Calavera Hills Community Park
Gateway Improvements $1,407,850 ($18,033)----($18,033)
6097 1 ▲ Carlsbad Boulevard Pedestrian
Improvement Project $1,647,488 ($298,231)----($298,231)
5054 2 ▲ Lake Calavera Outlet
Improvements $1,436,001 ($174,154)----($174,154)
4752 2 ▲ Las Palmas Roof Replacement $630,000 ($85,561)----($85,561)
4722 2 ▼ Maerkle Reservoir Solar Feasibility
Study $518,170 ($497,582)----($497,582)
5055 2 ▲ Palomar Airport Waterline
Realignment $2,333,000 ($439,150)----($439,150)
4608 3 ▲ Poinsettia Community Park - Phase
4 - Dog Park $2,838,140 ($18,670)----($18,670)
5061 2 ▼ Rancho Carlsbad Groundwater
Supply ------$0
5208 Citywide ▲ Recycled Water Phase 3 - Pipelines $19,150,221 ($1,358,549)----($1,358,549)
5210 3 ▲ Recycled Water Phase 3 - Reservoir $7,033,000 ($166,130)----($166,130)
5044 Citywide ▼ San Luis Rey Mission Basin
Groundwater Supply ------$0
4753 3 ▲ Schulman Auditorium and Cannon
Art Gallery $2,820,000 ($118,530)----($118,530)
4742 4 ▲ Stagecoach Park Synthetic Turf
Replacement $2,696,000 ($991,763)----($991,763)
6636 2,3,4 ▲ Traffic Signal Right Turn Overlaps $150,000 ($133,783)----($133,783)
3492 2 ▲ Vista Carlsbad Interceptor - Agua
Hedionda LS & Forcemain VC12-VC13 $33,229,776 ($512,684)----($512,684)
Total ($6,729,049)$0 $0 $0 $0
PROGRAM ADJUSTMENTS
▲ Completed, project account closed △ Combined, project scope incorporated into other existing projects ▼ Cancelled, project no longer warranted
I-26 May 19, 2026 Item #4 Page 257 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 2026-27 2027-28 2028-29 2029-30 2030-31
Estimated 5-Year
Total
Requested Appropriation $ 56,929,184 $ 104,075,000 $ 85,492,000 $ 106,704,000 $ 68,157,000 $ 421,357,184
Estimated Future Costs $ 27,624,000 $ 45,988,000 $ 30,846,000 $ 3,190,000 $ 3,755,000 $ 111,403,000
Total: Requested Appropriation
+ Future Costs
$ 84,553,184 $ 150,063,000 $ 116,338,000 $ 109,894,000 $ 71,912,000 $ 532,760,184
REQUESTED APPROPRIATION SUMMARY
Requested Appropriation does not include construction amounts for Strategic Plan and Critical Need projects. It does include full amounts for
Maintenance and Enterprise projects and any program adjustments as shown.
I-27May 19, 2026 Item #4 Page 258 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-28May 19, 2026 Item #4 Page 259 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-29
CAPITAL IMPROVEMENT PROGRAM 15-YEAR FORECAST
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15YEARS2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 63,929,399 69,975,489 47,831,065 25,472,433 27,713,156 48,726,835
REVENUES
Developer Special Taxes 6,156,090 2,886,576 2,672,367 2,350,723 36,623,679 36,901,467
Total Revenues N/A 6,156,090 2,886,576 2,672,367 2,350,723 36,623,679 36,901,467
CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 110,000 - City Hall Complex 1,028,105 - - - - 15,500,000 100,000,000
Orion Center 9,657,729 - 24,921,000 24,921,000 - - -
Veteran's Memorial Park (All Quadrants)49,168,157 - - - - - -
Total Project Expenditures 59,853,991 110,000 25,031,000 25,031,000 110,000 15,610,000 100,000,000
ENDING FUND BALANCE N/A 69,975,489 47,831,065 25,472,433 27,713,156 48,726,835 (14,371,698)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 8,613,290 763,445 (470,599) 616,034 1,669,953 (125,961)
REVENUES
Gas Tax and Prop 42 Funds 3,419,140 3,333,956 3,334,633 3,328,919 3,314,086 33,140,865
Total Revenues N/A 3,419,140 3,333,956 3,334,633 3,328,919 3,314,086 33,140,865
CAPITAL PROJECTS
ADA Parking Space Modifications - 300,000 - - - - - Barrio Street Lighting 150,000 - - - - - -
Barrio Street Calming 159,001 - - - - - -
Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - - - - - Cannon Road / Sage Creek Road Rehab 155,003 - - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,771,001 2,600,000 - - - - -
Carlsbad Boulevard Emergency Repair 841,002 - - - - - - Carlsbad Blvd Pedestrian Improvement Project 1,055,887 (298,232) - - - - -
Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - 700,000 - 2,500,000 -
Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 350,000 - 150,000 150,000 150,000 150,000 1,500,000
Concrete Repair/Replacement Program 3,643,001 520,000 548,000 578,000 605,000 605,000 5,845,000 El Camino Real Widening - Arenal Road to La Costa Avenue 1,450,000 3,000,000 - - - - -
El Camino Real Widening - Sunny Creek to Jackspar 366,051 350,000 - - - - -
Guardrail Replacement And Improvement Program 150,000 - - - - - 200,000
Kelly Drive and Park Drive Complete Street Improvements 272 - - - - - -
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 - - - - - -
Park Drive Drainage And Street Improvements 3,965,003 200,000 - - - - - Paseo Del Norte Pedestrian and Bike Improvements 65,490 700,000 - - - - -
Pavement Management Program 8,125,849 2,132,000 - - - 1,000,000 -
Retroreflectivity Sign Replacement Program 1,220,000 - 120,000 120,000 120,000 120,000 1,200,000 Roadway Slope Stabilization 1,279,998 - - - - - -
Schools Traffic Safety Program 250,000 - - - - - -
Sidewalk/Street Construction Program 2,338,000 150,000 3,250,000 200,000 900,000 235,000 3,670,000 Sustainable Mobility Plan Implementation Program 710,567 - - - - - -
Traffic Improvement Program 2,388,003 400,000 400,000 400,000 400,000 400,000 4,000,000
Traffic Monitoring Program 480,000 100,000 100,000 100,000 100,000 100,000 1,000,000 Traffic Signal - Maverick Way & Camino De Los Coches 490,000 249,000 - - - - -
Traffic Signal Right Turn Overlaps 150,000 (133,783) - - - - -
Total Project Expenditures 38,478,179 11,268,985 4,568,000 2,248,000 2,275,000 5,110,000 19,018,000
ENDING FUND BALANCE N/A 763,445 (470,599) 616,034 1,669,953 (125,961) 13,996,904
(ROAD MAINTENANCE AND REHABILITATION ACCOUNT)PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41BEGINNING FUND BALANCE N/A 724,371 597,486 850,061 1,083,146 1,309,294 1,546,802
REVENUESGas Tax (RMRA) Revenues 3,265,115 3,418,575 3,586,085 3,776,148 3,972,508 49,602,131
Total Revenues N/A 3,265,115 3,418,575 3,586,085 3,776,148 3,972,508 49,602,131
CAPITAL PROJECTS
Concrete Repair/Replacement Program 3,166,999 395,000 413,000 435,000 456,000 456,000 4,410,000
Pavement Management Program 17,686,001 2,997,000 2,753,000 2,918,000 3,094,000 3,279,000 33,771,000 Total Project Expenditures 20,853,000 3,392,000 3,166,000 3,353,000 3,550,000 3,735,000 38,181,000
ENDING FUND BALANCE N/A 597,486 850,061 1,083,146 1,309,294 1,546,802 12,967,933
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
GAS TAX FUND
GAS TAX
May 19, 2026 Item #4 Page 260 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-30
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 34,122,753 32,778,948 26,140,630 31,379,536 32,172,891 37,587,796
REVENUESTransfer from General Fund 4,990,519 5,171,682 5,348,906 5,526,355 5,704,905 62,248,450
Total Revenues N/A 4,990,519 5,171,682 5,348,906 5,526,355 5,704,905 62,248,450
CAPITAL PROJECTS
ADA Beach Access - Pine to Tamarack 1,143,801 - 10,000,000 - - - -
Alga Norte Park Modifications 1,424,000 - - - - - - Alga Norte Settlement Agreement 1,983,192 - - - - - -
Assessment District 97-1 Maintenance 420,001 - - - - - -
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - 3,000,000 - - - - -
Barrio Parking Improvements Project 285,700 340,000 200,000 - - - -
Barrio Street Lighting 474,299 (169,172) - - - - -
Barrio Traffic Calming 414,998 - - - - - -
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 (784,166) - - - - -
Calavera Hills Community Park Gateway Improvements 1,407,853 (18,033) - - - - -
Cannon Park Restroom 45,765 - - - - - -
Carlsbad Village Drive and Grand Ave. Pedestrian & Crossing Improvements - - - - 920,000 - -
Carlsbad Village Drive Reconfiguration 350,000 - 1,500,000 - - - -
Chestnut Underpass Public Art Project 400,000 - - - - - -
City Facility Accessibility Upgrades 500,000 - - - - - -
City Fire Stations Wash Water BMPs 279,999 - - - - - - Citywide Facility Arc Flash and Thermal Imaging Safety Program 100,000 60,000 60,000 60,000 60,000 - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble - - - - - - -
Faraday Avenue Improvements 1,575,000 - - - - - -
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
La Costa Avenue Box Culvert Cleaning 275,000 - - - - - -
Lake Calavera Outlet Improvements 1,436,002 (174,154) - - - - -
Lake Calavera Reservoir Maintenance 755,006 38,000 50,000 50,000 190,000 35,000 500,000
Monroe Street Pool Replacement 10,619,613 - - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - - - 400,000 - -
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 - - - - - -
Pavement Management Program - - - - - - -
Police and Fire Headquarters Renovation 14,511,887 - - - - - - Police and Fire HQ Parking Lot and Exterior Improvements 440,002 980,000 - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Safety Training Center Emergency Backup Generator - 1,000,000 - - - - -
Safety Training Center Settlement 1,156,994 - - - - - -
South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 900,000 - - - - - -
Terramar Area Coastal Improvements 1,000,000 (998,151) - - - - -
Traffic Improvement Program 1,800,001 - - - - - -
Traffic Signal Cabinet Upgrades 180,001 - - - - - -
Trieste Slope Repair Project 3,770,599 - - - - - -
Tyler Street Sidewalk Improvement Project 970,000 - - - - - -
Utility Undergrounding Program Study - - - - - - 100,000
Village Intelligent Parking Implementation - - - - 63,000 255,000 -
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 1,103,854 1,110,000 - - - - -
Village Lighting - Train Station Area - - - - 500,000 - -
Total Project Expenditures 67,072,463 6,334,324 11,810,000 110,000 4,733,000 290,000 12,650,000
N/A 32,778,948 26,140,630 31,379,536 32,172,891 37,587,796 87,186,246
GENERAL CAPITAL CONSTRUCTION (GCC)
May 19, 2026 Item #4 Page 261 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-31
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A (9,860,908) - - - - -
REVENUESGrant Revenue 9,860,908 - - - - -
Total Revenues N/A 9,860,908 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements - - - - - - -
Barrio Street Lighting 2,500,000 - - - - - -
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 2,500,000 - - - - - -
Total Project Expenditures 10,290,000 - - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A (5,534,510) 0 0 0 0 0
REVENUES
Grant Revenue 5,534,510 - - - - -
Total Revenues N/A 5,534,510 - - - - -
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 19, 2026 Item #4 Page 262 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-32
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 65,518,777 40,060,696 13,555,378 612,284 (9,452,361) (16,350,456)
REVENUESTransfer from General Fund 500,000 5,171,682 5,348,906 5,526,355 5,704,905 62,248,450
Total Revenues N/A 500,000 5,171,682 5,348,906 5,526,355 5,704,905 62,248,450
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 973,003 (588,979) - - - - -
Alga Norte Park Modifications 1,487,464 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,612,751 - - - - - -
Bridge Preventative Maintenance Program 5,020,844 600,000 1,418,000 623,000 1,535,000 773,000 14,164,000
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 (543,085) - - - - -
City Facility Safety and Parking Lot Lighting Assessment 1,910,001 650,000 - - - - -
Citywide Community Parks' Playgrounds Replacements/Upgrades 50,000 1,375,000 3,250,000 2,250,000 - - -
Citywide Drainage Improvement Program 12,281,502 3,220,000 700,000 3,938,000 830,000 4,245,000 45,290,000
Citywide Facilities Nonfunctional Turf Removal and Replacement 350,000 995,000 - - - - -
Coordinated Traffic Signal Program 800,000 - - - - - -
DMP Facility BFB-U (El Camino Real)1,000,003 - 8,536,000 70,000 80,000 80,000 800,000
Dove Library Central Plant Refurbishment - 200,000 1,400,000 - - - -
Downtown Tile Replacement 250,000 - - - - - -
Faraday Center Refurbishment 3,154,381 - - - - - -
Fire Station 5 Renovation 2,450,001 5,000,000 - - - - -
Fleet Fuel Island Upgrade 5,262,264 - - - - - -
Fleet Maintenance Refurbishment 2,574,004 3,000,000 - - - - -
Flower Fields Overlook Sidewalk Replacement 250,000 - - - - - -
Harding Center Refurbishment 817,001 40,000 168,000 - - - -
Headwall Replacement Program 1,155,002 415,000 485,000 555,000 625,000 635,000 8,250,000
Hosp Grove Park Improvements 1,562,000 - - - - - - Hosp Grove Park Improvements 120,000 - - - - - -
Kelly Drive Channel Repair 3,641,006 - - 1,500,000 - - -
Las Palmas Roof Replacement 630,000 (85,561) - - - - - Library Learning Center Renovation 100,000 1,660,000 400,000 - - - -
Magee Park Building Restoration 250,000 550,000 - - - - -
Miscellaneous City Building Improvements 2,315,000 351,000 150,000 150,000 150,000 150,000 1,500,000
Monroe Street Pool Replacement 6,848,143 - - - - - -
Parking Lot Maintenance Program 2,430,000 1,600,000 175,000 850,000 175,000 1,175,000 4,347,000
Parks Maintenance Program 3,954,056 1,115,000 2,073,000 1,779,000 3,638,000 669,000 11,192,000
Pavement Management Program 2,000,000 (200,000) 2,472,000 2,662,000 2,928,000 3,104,000 35,519,000
Police and Fire Headquarters Central Plant Repair Project 609,330 - - - - - -
Police and Fire Headquarters Renovation 13,221,990 - - - - - -
Schulman Auditorium and Cannon Art Gallery 2,820,001 (118,531) - - - - -
Senior Center Repairs and Roof Replacement 3,158,001 - - - - - -
Senior Center Security Fencing 300,000 - - - - - -
Stagecoach Park Synthetic Turf Replacement 2,696,001 (991,763) - - - - -
Storm Drain Condition Assessment 1,440,001 - 350,000 400,000 455,000 500,000 5,375,000
Storm Drain System Rehab and Repair Program 10,512,362 800,000 5,000,000 610,000 4,735,000 755,000 23,200,000
Synthetic Turf Replacement - Alga Norte 75,000 3,285,000 - - - - -
Synthetic Turf Replacement - Aviara 68,500 2,280,000 - - - - -
Synthetic Turf Replacement - Pine 2,320,000 - - - - - -
Synthetic Turf Replacement - Poinsettia 2,199,999 - - - - - -
Trash Amendment Compliance Program 630,001 1,350,000 500,000 2,075,000 440,000 517,000 - Total Project Expenditures 114,052,614 25,958,081 31,677,000 18,292,000 15,591,000 12,603,000 149,637,000
ENDING FUND BALANCE N/A 40,060,696 13,555,378 612,284 (9,452,361) (16,350,456) (103,739,006)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41BEGINNING FUND BALANCE N/A 2,262,500 2,262,500 2,262,500 2,262,500 2,262,500 2,262,500
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Boulevard Extension 429,863 - - - - - -
Total Project Expenditures 429,863 - - - - - -
ENDING FUND BALANCE N/A 2,262,500 2,262,500 2,262,500 2,262,500 2,262,500 2,262,500
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
OTHER
May 19, 2026 Item #4 Page 263 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-33
PARKING IN LIEU
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 360,000 - - - - -
REVENUESOther Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
Roadway Improvements - Coastal Area Analysis and Implementation 47,005 360,000 - - - - -
Total Project Expenditures 47,005 360,000 - - - - -
ENDING FUND BALANCE N/A - - - - - -
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE (1)N/A 3,235,903 3,235,903 6,802,543 6,802,543 7,288,903 7,775,263
REVENUES
Developer Fees - 3,566,640 - 486,360 486,360 10,916,080
Total Revenues N/A - 3,566,640 - 486,360 486,360 10,916,080
CAPITAL PROJECTSLoan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 2,107,001 - - - - - -
Total Project Expenditures 2,107,001 - - - - - 4,550,000
ENDING FUND BALANCE N/A 3,235,903 6,802,543 6,802,543 7,288,903 7,775,263 14,141,343
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41BEGINNING FUND BALANCE N/A 1,646,420 6,642,372 7,097,412 7,752,452 7,407,492 8,012,532
REVENUESDeveloper Fees 7,770,952 1,405,040 1,405,040 1,405,040 1,405,040 38,800,720
Total Revenues N/A 7,770,952 1,405,040 1,405,040 1,405,040 1,405,040 38,800,720
CAPITAL PROJECTS
City Facility Safety and Parking Lot Lighting Assessment 200,000 150,000 - - - - -
Hosp Grove Park Improvements - 2,625,000 - - - - - Monroe Street Pool Replacement 2,697,225 - - - - - -
Northwest Quadrant Older Parks Rehabilitation and Improvement 350,000 - 950,000 750,000 1,750,000 800,000 -
Total Project Expenditures 3,247,225 2,775,000 950,000 750,000 1,750,000 800,000 -
ENDING FUND BALANCE N/A 6,642,372 7,097,412 7,752,452 7,407,492 8,012,532 46,813,252
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 1,454,006 4,445,390 3,545,022 3,609,870 3,609,870 3,609,870
REVENUES
Developer Fees 4,031,384 583,632 64,848 - - 1,264,536
Total Revenues N/A 4,031,384 583,632 64,848 - - 1,264,536
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3B 350,000 540,000 1,484,000 - - - -
Leo Carrillo Ranch Stair Replacement - 500,000 - - - - - Stagecoach Community Park Community Gardens 645,000 - - - - - -
Total Project Expenditures 995,000 1,040,000 1,484,000 - - - -
ENDING FUND BALANCE N/A 4,445,390 3,545,022 3,609,870 3,609,870 3,609,870 4,874,406
PARK-IN-LIEU NE
PARK-IN-LIEU NW
PARK-IN-LIEU SE
May 19, 2026 Item #4 Page 264 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-34
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 1,592,208 1,592,208 1,592,208 1,592,208 3,505,224 3,505,224
REVENUESDeveloper Fees/Loans - - - 1,913,016 - 1,264,536
Total Revenues N/A - - - 1,913,016 - 1,264,536
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 1,592,208 1,592,208 1,592,208 3,505,224 3,505,224 3,669,760
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 4,122,718 4,220,993 4,220,993 4,220,993 4,220,993 4,220,993
REVENUES
Developer Fees 98,276 - - - - 522,842
Total Revenues N/A 98,276 - - - - 522,842
CAPITAL PROJECTS
Business Park Recreational Facility (Zone 5 Park)1,500,000 - - - - - 16,500,000
Total Project Expenditures 1,500,000 - - - - - 16,500,000
ENDING FUND BALANCE N/A 4,220,993 4,220,993 4,220,993 4,220,993 4,220,993 (11,756,165)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41BEGINNING FUND BALANCE N/A 1,296,154 1,296,154 1,296,154 1,296,154 1,296,154 1,296,154
REVENUES
Developer Fees - - - - - 60,878
Total Revenues N/A - - - - - 60,878
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 1,296,154 1,296,154 1,296,154 1,296,154 1,296,154 (527,968)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 1,855,169 2,207,547 2,701,810 2,900,995 3,162,035 3,407,648
REVENUES
Developer Fees 352,378 494,263 199,185 261,040 245,613 4,393,164 Total Revenues N/A 352,378 494,263 199,185 261,040 245,613 4,393,164
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 583,000 - - - - - -
Total Project Expenditures 4,281,735 - - - - - 5,181,000
ENDING FUND BALANCE N/A 2,207,547 2,701,810 2,900,995 3,162,035 3,407,648 2,619,812
PARK-IN-LIEU SW
PARK FEE ZONES 5,13,16,17,18
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
May 19, 2026 Item #4 Page 265 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-35
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 1,722,216 2,325,303 2,331,400 2,339,386 2,483,660 2,483,660
REVENUESDeveloper Fees 603,087 6,097 7,986 144,274 - 1,842,420
Total Revenues N/A 603,087 6,097 7,986 144,274 - 1,842,420
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)- - - - - - 728,000
DMP Facility CA (Avenida Encinas)- - - - - - 530,000 Drainage Master Plan Update 246,888 - - - - - -
Total Project Expenditures 246,888 - - - - - 1,258,000
ENDING FUND BALANCE N/A 2,325,303 2,331,400 2,339,386 2,483,660 2,483,660 3,068,080
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 830,375 1,127,312 1,169,731 1,712,809 1,767,668 1,815,585
REVENUES
Developer Fees 296,937 42,419 543,079 54,859 47,917 1,440,659
Total Revenues N/A 296,937 42,419 543,079 54,859 47,917 1,440,659
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
Drainage Master Plan Update 234,600 - - - - - -
Total Project Expenditures 234,600 - - - - - 1,088,000
ENDING FUND BALANCE N/A 1,127,312 1,169,731 1,712,809 1,767,668 1,815,585 2,168,245
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 35,805,001 39,581,977 41,385,588 40,524,362 42,736,112 44,541,343
REVENUES
Developer Fees 8,013,762 3,553,610 2,288,774 3,011,750 1,805,231 48,505,062 Total Revenues N/A 8,013,762 3,553,610 2,288,774 3,011,750 1,805,231 48,505,062
CAPITAL PROJECTSKelly Drive and Park Drive Complete Street Improvements 932,728 - - - - - -
Northwest Quadrant Older Parks Rehabilitation and Improvement - 950,000 750,000 1,750,000 800,000 - -
Pickleball Courts 355,000 3,305,455 - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,138 (18,670) - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - - - - - - -
Robertson Ranch Park Development - - - - - - 32,500,000 South Carlsbad Coastline - - - - - - -
State Street Parking Lot Electric Vehicle Charging Stations 637,002 - - - - - -
Temporary Fire Station 7 1,121,999 - - - - - -
Terramar Area Coastal Improvements 2,450,000 - - - - - -
Valley and Magnolia Complete Streets 251,000 - 1,000,000 - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - 1,400,000 - - -
Total Project Expenditures 9,268,366 4,236,785 1,750,000 3,150,000 800,000 - 32,500,000
ENDING FUND BALANCE N/A 39,581,977 41,385,588 40,524,362 42,736,112 44,541,343 60,546,405
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PUBLIC FACILITY FEE FUND (PFF)
May 19, 2026 Item #4 Page 266 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-36
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 431,387 4,327,247 (65,155) (17,513,457) (22,894,310) (26,792,162)
REVENUESDeveloper Fees and Miscellaneous 1,691,175 790,498 523,549 579,147 339,398 7,695,936
Other Agency Contributions (City of Vista)- 191,100 2,308,150 - 9,750 -
Total Revenues N/A 1,691,175 981,598 2,831,699 579,147 349,148 7,695,936
CAPITAL PROJECTS
Avenida Encinas and Cannon Road Sewer Replacement - 140,000 1,500,000 - - - - Buena Interceptor Sewer Improvements 550,001 - - - - - -
Cannon Lift Station Redundant Force Main 200,000 - 750,000 5,500,000 - - -
Chinquapin Sewer Improvements - 50,000 960,000 - - - -
El Fuerte Lift Station Improvements 425,000 - 212,000 764,000 - - -
El Fuerte Lift Station Redundant Force Main - - - 1,060,000 4,240,000 - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 3,434,401 (3,237,000) 983,000 3,399,000 - - - Harding Street Sewer Improvements 1,200,000 500,000 - - - - -
Home Plant Lift Station Improvements 400,000 - 300,000 5,000,000 - - -
Jefferson Street Sewer Replacement 300,000 148,000 - - - - - Las Palmas Trunk Sewer 301,000 - 300,000 1,500,000 1,500,000 - -
Loan Repay - Sewer Conn to Sewer Repl - 198,000 205,000 212,000 220,000 227,000 2,438,000
Poinsettia Lift Station Redundant Force Main - 325,000 - 980,000 - 4,020,000 - 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)33,125,776 (408,685) - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 320,901 80,000 98,000 1,266,000 - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 111,000 - 66,000 599,000 - - -
Total Project Expenditures 62,616,470 (2,204,685) 5,374,000 20,280,000 5,960,000 4,247,000 2,702,000
ENDING FUND BALANCE N/A 4,327,247 (65,155) (17,513,457) (22,894,310) (26,792,162) (21,798,225)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 7,265,855 16,830,095 14,161,564 17,862,641 6,027,267 15,052,217
REVENUES
Transfer from Sewer Operating Fund 18,767,240 18,890,469 27,444,077 27,734,626 18,983,950 66,554,352
Total Revenues N/A 18,767,240 18,890,469 27,444,077 27,734,626 18,983,950 66,554,352
CAPITAL PROJECTSAgua Hedionda Lift Station Biological Monitoring and Maintenance 225,000 - - - - - -
Barrio Traffic Calming 660,002 - - - - - -
Batiquitos Lift Station Improvements - 400,000 500,000 9,000,000 - - -
Buena Interceptor Sewer Access Road Improvements 100,000 - 432,000 - - - -
Buena Interceptor Sewer Improvements 1,208,691 - - 650,000 - - -
Buena Interceptor Sewer Realignment - East Segment 1,907,000 - - 400,000 5,625,000 - -
Cannon Road Lift Station Improvements 1,489,999 35,000 - - - - -
Carlsbad Municipal Water District Building and Site Improvements 240,000 - 1,350,000 - - - - Chinquapin Lift Station Force Main Improvements - - 200,000 300,000 2,500,000 - -
Chinquapin Lift Station Improvements 1,670,000 200,000 - - - - -
Encina Capital Projects (EWPCF)75,193,398 4,454,000 10,125,000 6,933,000 5,425,000 6,836,000 77,799,000 Home Plant Lift Station Improvements - - - - - - -
Jefferson Street Sewer Replacement 1,200,000 592,000 - - - - -
North Batiquitos Access Road Improvement 352,000 26,000 - - - - - Odor and Corrosion Prevention Assessment 358,000 300,000 - - - - -
Orion Center 95,015 (1) - - - - -
Poinsettia Lift Station Rehabilitation 788,000 15,000 - - 16,000,000 - - SCADA Improvements 4,684,899 - - - - - -
Sewer Condition Assessment 1,707,999 100,000 105,000 158,000 158,000 158,000 1,500,000
Sewer Lift Station Repairs and Upgrades 5,175,386 186,000 186,000 186,000 186,000 186,000 1,856,000 Sewer Line Capacity Improvements 5,690,046 500,000 6,000,000 500,000 6,000,000 500,000 12,000,000
Sewer System Rehabilitation and Replacement 14,426,479 2,279,000 2,279,000 2,279,000 2,279,000 2,279,000 27,400,000
Terramar Area Coastal Improvements - - - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 890,001 - - - - - 1,000,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)104,000 (104,000) - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 676,901 - 228,000 2,952,000 - - - Vista Carlsbad Interceptor - Reach VC3 - 80,000 154,000 385,000 1,397,000 - -
Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)311,000 140,000 - - - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)3,000,000 - - - - - -
Total Project Expenditures 122,153,816 9,202,999 21,559,000 23,743,000 39,570,000 9,959,000 121,555,000
ENDING FUND BALANCE N/A 16,830,095 14,161,564 17,862,641 6,027,267 15,052,217 (39,948,431)
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
May 19, 2026 Item #4 Page 267 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-37
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 4,848,275 8,776,087 10,897,463 14,033,711 16,320,822 17,604,796
REVENUESDeveloper Fees 8,637,813 2,649,376 3,226,248 2,377,110 1,373,975 35,755,647
Total Revenues N/A 8,637,813 2,649,376 3,226,248 2,377,110 1,373,975 35,755,647
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,347,653 3,220,000 - - - - -
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - -
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 4,000,000 - - - - - Sidewalk/Street Construction Program 2,450,000 - - - - - 2,000,000
Terramar Area Coastal Improvements 6,650,004 (2,600,000) - - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 - Traffic Impact Fee Update 318,001 - - - - - -
Traffic Monitoring Program 1,745,415 - - - - - -
Valley and Magnolia Complete Streets 3,536,207 - - - - - -
Total Project Expenditures 27,297,281 4,710,000 528,000 90,000 90,000 90,000 5,681,000
ENDING FUND BALANCE N/A 8,776,087 10,897,463 14,033,711 16,320,822 17,604,796 47,679,443
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15YEARS2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 9,247,582 6,430,106 3,093,020 607,652 (1,461,663) (2,404,584)
REVENUES
Transportation Taxes 5,949,524 6,105,914 6,259,632 6,415,685 6,574,079 66,243,628
Total Revenues N/A 5,949,524 6,105,914 6,259,632 6,415,685 6,574,079 66,243,628
CAPITAL PROJECTS
ADA Improvement Program 4,445,002 1,058,000 175,000 618,000 215,000 645,000 4,950,000 Barrio Street Lighting 2,560,000 (1,000,000) - - - - -
Barrio Traffic Calming 1,024,999 - - - - - -
Carlsbad Boulevard and Tamarack Avenue Intersection Improvement 1,054,001 - - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way 2,000,000 - - - - - 932,000
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - 170,000 230,000 - -
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 - - -
College Boulevard Extension 529,549 - - 200,000 540,000 - - Coordinated Traffic Signal Program 2,583,980 - - - - - -
Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,000 250,000 - - - - -
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 30,886,565 8,452,000 5,200,000 5,800,000 6,000,000 5,600,000 80,000,000
Pavement Management Program 19,196,476 1,007,000 1,068,000 1,132,000 1,200,000 1,272,000 13,881,000
South Carlsbad Coastline 1,689,777 - - - - - - State Street and Grand Avenue Road Improvements - - - 325,000 - - -
Street Lighting Replacement Program 3,325,001 - - - - - -
Terramar Area Coastal Improvements 2,000,000 (1,000,000) - - - - - Valley and Magnolia Complete Streets 1,199,999 - 3,000,000 - - - -
Valley Street Traffic Calming - - - - 300,000 - -
Total Project Expenditures 86,935,351 8,767,000 9,443,000 8,745,000 8,485,000 7,517,000 99,763,000
ENDING FUND BALANCE N/A 6,430,106 3,093,020 607,652 (1,461,663) (2,404,584) (35,923,956)
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
May 19, 2026 Item #4 Page 268 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-38
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 38,211,618 40,512,499 32,188,051 33,184,291 26,699,011 27,601,398
REVENUESDeveloper Fees 4,311,487 2,099,552 2,816,240 1,839,721 1,632,387 20,263,790
Total Revenues N/A 4,311,487 2,099,552 2,816,240 1,839,721 1,632,387 20,263,790
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383 - 1,802,000 - - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,802,000 - - - - Crestview Drive Transmission Main 185,000 25,000 - 740,000 - - -
Harding Street Sewer and Utility Improvements - 500,000 - - - - -
Hydroelectric Generation at Water Facilities 500,000 - - - - - - Limited Access Pipeline Relocation Program 1,622,000 93,000 - 80,000 - 230,000 -
Maerkle Reservoir Transmission Main - 150,000 - - 1,825,000 - -
Palomar Airport Waterline Realignment - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)600,000 (207,394) - - - - -
Pressure Reducing Station Program 599,999 - 320,000 - - - -
Rancho Carlsbad Groundwater Supply - - - - - - - San Luis Rey Mission Basin Groundwater Supply - - - - - - -
SCADA Improvements 80,000 - - - - - -
Water Modeling 375,000 - - - - - - Water System Improvements - 500,000 6,000,000 500,000 6,000,000 - -
Water System Rehabilitation and Replacement 200,000 950,000 500,000 500,000 500,000 500,000 5,000,000
Total Project Expenditures 4,752,984 2,010,606 10,424,000 1,820,000 8,325,000 730,000 5,000,000
ENDING FUND BALANCE N/A 40,512,499 32,188,051 33,184,291 26,699,011 27,601,398 42,865,188
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A (1,398,836) 307,999 7,999 7,999 7,999 7,999
REVENUESRecycled Water Loans and Grants - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
C Tank Access Road and Electrical Improvements 50,000 - 300,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)- - - - - - - Carlsbad Water Recycling Facility Improvements 350,000 (280,000) - - - - -
Recycled Water Phase 3 - Pipelines 17,002,444 (1,351,835) - - - - -
Recycled Water Phase 3 - Reservoir 6,852,996 (75,000) - - - - - Total Project Expenditures 24,255,440 (1,706,835) 300,000 - - - -
ENDING FUND BALANCE N/A 307,999 7,999 7,999 7,999 7,999 7,999
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
May 19, 2026 Item #4 Page 269 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-39
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 19,952,139 14,672,206 170,098 (5,989,109) (16,929,883) (20,438,024)
REVENUESTransfer from Water Operating Fund 1,424,490 832,892 695,792 5,823,226 5,806,859 57,316,551
Total Revenues N/A 1,424,490 832,892 695,792 5,823,226 5,806,859 57,316,551
CAPITAL PROJECTS
Carlsbad Boulevard Waterline Replacement at Terramar 6,480,105 - - - - - -
Carlsbad Municipal Water District Building and Site Improvements 400,000 300,000 2,250,000 - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - -
Cathodic Protection Program 2,366,702 100,000 600,000 600,000 600,000 600,000 5,000,000
Crestview Drive Transmission Main - - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - - - - - - -
Harding Street Sewer and Utility Improvements - 500,000 - - - - -
Limited Access Pipeline Relocation Program 6,129,000 372,000 - 540,000 - 3,000,000 - Maerkle Facility Improvements 4,091,200 - - - - - -
Maerkle Reservoir Solar Project 518,170 (497,582) - - - - -
Maerkle Reservoir Transmission Main 195,001 450,000 - - 5,475,000 - - Normally Closed Valve (Install Motorized Valve)1,966,002 (300,000) - - - - -
Orion Center 184,654 - - - - - -
Palomar Airport Waterline Realignment 2,332,999 (439,150) - - - - - Pressure Reducing Station Program 6,431,037 1,200,000 6,000,000 500,000 500,000 500,000 5,000,000
Rancho Carlsbad Groundwater Supply - - - - - - -
Recycled Water Phase 3 - Pipelines 2,147,778 (6,714) - - - - - Recycled Water Phase 3 - Reservoir 180,003 (91,130) - - - - -
Reservoir Repair and Maintenance Program 8,185,001 4,000,000 500,000 500,000 500,000 500,000 20,000,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - -
Santa Fe II Inlet Pipeline 529,650 32,000 - - 378,000 - 2,182,000
Santa Fe II Reservoir Site Electrical Improvements 333,581 - - - - - - SCADA Improvements 10,077,599 - - - - - -
Tri-Agency Water Transmission Pipeline Replacement 2,608,973 - 553,000 - 4,596,000 - 5,937,000
Valley and Magnolia Complete Streets 71,001 - 717,000 - - - - Water Infrastructure Condition Assessment Program 3,440,000 - 450,000 450,000 450,000 450,000 4,730,000
Water System Rehabilitation and Replacement 22,058,372 - 3,180,000 3,180,000 3,180,000 3,180,000 43,428,000
Water Valve Repair/Replacement Program 11,366,999 1,085,000 1,085,000 1,085,000 1,085,000 1,085,000 11,075,000 Total Project Expenditures 92,693,770 6,704,424 15,335,000 6,855,000 16,764,000 9,315,000 97,352,000
ENDING FUND BALANCE N/A 14,672,206 170,098 (5,989,109) (16,929,883) (20,438,024) (60,473,473)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2026-27 2027-28 2028-29 2029-30 2030-2031 2032-41
BEGINNING FUND BALANCE N/A 7,867,315 6,272,816 (391,184) (2,262,184) (4,153,184) (6,059,184)
REVENUES
Transfer from Recycled Water Operating Fund - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements 250,000 23,000 1,000,000 - - - - Carlsbad Municipal Water District Building and Site Improvements 159,999 - 900,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)5,575,711 - - 414,000 434,000 449,000 6,934,000
Carlsbad Water Recycling Facility Improvements - 350,000 3,307,000 - - - - Cathodic Protection Program 200,000 100,000 400,000 400,000 400,000 400,000 1,000,000
D-Site Recycled Water Pump Rehabilitation 300,000 - - - - - -
Orion Center 7,013 (1) - - - - - Recycled Water Condition Assessment Program 850,001 53,000 53,000 53,000 53,000 53,000 590,000
Recycled Water System Rehabilitation and Replacement 1,050,000 371,000 371,000 371,000 371,000 371,000 5,060,000
Recycled Water Valve and Appurtenance Replacement Program 380,000 132,500 133,000 133,000 133,000 133,000 1,363,000 Transfer to Recycled Connection Capital Fund - - - - - - -
Reservoir Maintenance and Repair Program 450,000 565,000 500,000 500,000 500,000 500,000 10,000,000
SCADA Improvements 2,394,399 - - - - - -
Total Project Expenditures 11,617,123 1,594,499 6,664,000 1,871,000 1,891,000 1,906,000 24,947,000
ENDING FUND BALANCE N/A 6,272,816 (391,184) (2,262,184) (4,153,184) (6,059,184) (31,006,184)
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
May 19, 2026 Item #4 Page 270 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-40
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.
Parking In-Lieu – Park in-Lieu fees are collected from new developments in Carlsbad Village that do
not provide adequate parking facilities for use in construction of future parking facilities and
improvements.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
May 19, 2026 Item #4 Page 271 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-41
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 19, 2026 Item #4 Page 272 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
I-42
May 19, 2026 Item #4 Page 273 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Exhibit 7
May 19, 2026 Item #4 Page 274 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 275 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Proposed
Master Fee Schedule
FY 2026-27
All Fees Within, except Trash Collection Rates and Park Land In-
Lieu Fees, Effective Sept. 1, 2026
Trash Collection Rates and Park Land In-Lieu Fees
Effective July 1, 2026
Exhibit 8
May 19, 2026 Item #4 Page 276 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Proposed Master Fee Schedule FY 2026-27
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, Street Light Energizing, and Affordable Housing Administration ................................ 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) ......................................................44
Building (Minor/Miscellaneous Residential & Commercial Improvements) .................................52
Building (Plumbing, Mechanical, and Electrical) ............................................................................56
Building (Simple Single or Combination Permits List) ....................................................................58
Section 3 – Development Impact Fees
Bridge and Thoroughfare District 2 Map .......................................................................................60
Local Facilities Management Zones Map .......................................................................................61
Park Land In-Lieu Fees, Park Districts Map ....................................................................................62
Planned Local Drainage Fee Areas and Map ..................................................................................63
Sewer Benefit Area and Connection Fees Map .............................................................................65
Affordable Housing, Agricultural and Habitat Mitigation, and Traffic ...........................................67
May 19, 2026 Item #4 Page 277 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Section 1
General City Service Fees,
Deposits, Rates, Penalties and
Fines
May 19, 2026 Item #4 Page 278 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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 [3],[5] $ 1
3 Business License - master list of active business licenses each [2]$ 40
4 Business License - monthly list of new licenses each [2]$ 7
5 Cable Channel Administration Fee per hour [1]$ 115
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]Actual Cost
8 Hearing Disposition Services for Parking Citations - Personal Hearings each [1]Actual Cost
9 Hearing Disposition Services for Parking Citations - Written Review each [1]Actual Cost
10 City Publications each [1]Copy Charge
11 Community Facilities District Annexation - City Labor (Plus actual
consultant costs)each [2]$ 1,559
713 Short-Term Vacation Rental Permit Application Fee per
application [2]231$
12 Sign Collection and Pickup Fee (plus $5 fee per sign)each [2]$ 25
Credit Card Fee for Transient Occupancy Tax Payments per
transaction [6] 2% of each
transaction
Returned Check Fee
13 First Returned Check each [4]$ 25
14 Each Additional Check each [4]$ 35
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.
hourly [2]$ 156
[Notes]
[1] Set per City policy
[2] Set per 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI.
[3] Set per CA Government Code 4467
[4] Set per CA Civil Code 1719
[5] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees.
[6] Set by Resolution No. 2021-168, adopted by City Council on July 13, 2021.
4May 19, 2026 Item #4 Page 279 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]
Based on Grading
Cost Estimate
16 Grading Cash Deposit deposit [1],[2]
Up to 10% of total
grading security
Development/Subdivision Improvements
17 Faithful Performance Security deposit [1],[2]
Based on
Improvement Cost
Estimate
18 Labor and Materials Security deposit [1],[2]
50% of Faithful
Performance
Security
19 Monumentation Security deposit [1],[2]
Based on Total Cost
of Monumentation
Right of Way Security deposit [1],[2]
Based on Cost
Estimate
Right of Way Cash Deposit deposit [1],[2]
Established by City
Engineer
[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 19, 2026 Item #4 Page 280 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]166$
21 Special Event Application - Major - 3 or more intersections
(fee + services rendered) each [1],[2]498$
22 Special Event Application - Third party Vendor Fee per day [1],[2]112$
23 Special Event City Services - Staff Time per hour [1] Actual Cost
Safety Training Center Facility Fees
24 One Shooting Range full day [1]1,539$
25 One Shooting Range 1/2 day [1]770$
26 Two Shooting Ranges full day [1]1,728$
27 Two Shooting Ranges 1/2 day [1]904$
28 Classroom full day [1]705$
29 Classroom 1/2 day [1]403$
30 Confined Space Prop full day [1]752$
31 Confined Space Prop 1/2 day [1]376$
32 Grinder full day [1]539$
33 Grinder 1/2 day [1]314$
34 Grinder/Commercial Prop full day [1]808$
35 Grinder/Commercial Prop 1/2 day [1]403$
36 Grinder/Residential Prop full day [1]808$
37 Grinder/Residential Prop 1/2 day [1]403$
38 PriSim (Training Simulator)full day [1]566$
39 PriSim (Training Simulator)1/2 day [1]283$
42 Streetscape full day [1]190$
43 Streetscape 1/2 day [1]139$
44 Shooting Range - Hourly hourly [1]154$
[Notes]
[1]Set per City policy
[2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require 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 19, 2026 Item #4 Page 281 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]493$
46 Advanced Life Support 1 - plus Level I or Level II supplies and
medications per [1]2,787$
47 Advanced Life Support 2 - plus Level II supplies and medications per [1]2,787$
48 Basic Life Support per [1]2,787$
49 Mileage Charge mile [1]44$
50 Oxygen Charge per [1]130$
Street Light Energizing Fees
51 40 watts each [2]102$
52 45 watts each [2]111$
53 70 watts each [2]157$
54 85 watts each [2]186$
55 100 watts each [2]214$
56 120 watts each [2]251$
57 150 watts each [2]306$
58 200 watts each [2]400$
59 250 watts each [2]493$
Affordable Housing Administrative Fees
51 Affordable Housing Agreement - Ownership (Fee per project)per project [1]748$
52 Additional fee per unit per unit [1]278$
53 Affordable Housing Agreement Ownership Unit - Real Estate Agent each [1] Actual Cost
54 Affordable Housing Agreement - Rental (Fee per project)per project [1]954$
55 Affordable Rental Unit - Compliance and Annual Monitoring (per
unit)per unit [1]157$
[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 19, 2026 Item #4 Page 282 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
City Clerk Fees
60 Appeals to City Council each [2],[8] $ 154
61 Candidate Filing Fee each [3] $ 25
62 Notice of Intention to Circulate Initiative Petition each [4] $ 200
Subpoena Fees
63 Deposition Subpoena per day [5] $ 275
64 Records Subpoena - research per hour [6] $ 15
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
70 FPPC Campaign Statements per page [7] $ 0.10
71 FPPC 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] $ 195
[Notes]
[1] Set per City policy
[2]Set per 2026 - 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 19, 2026 Item #4 Page 283 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Library Fees
73 Account Collection Fee per item [1]10.00$
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 - beyond repair 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 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
9May 19, 2026 Item #4 Page 284 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]1,300$
83 Each Additional System each [2]360$
84 Per Additional Inspection each [2]172$
85 ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,506$
86 Each Additional System each [2]360$
87 Per Additional Inspection each [2]172$
88 Fire Pump (First Pump)each [2]1,197$
89 Each Additional Pump each [2]412$
90 NFPA 13 System < 100 Heads each [2]941$
91 Per Additional Inspection each [2]172$
92 Per Additional Plan Type each [2]205$
93 NFPA 13 System > 100 Heads (Includes One Riser)each [2]1,300$
94 Each Additional Riser each [2]360$
95 Per Additional Inspection each [2]172$
96 Per Additional Plan Type each [2]205$
97 NFPA 13R System 3-16 units (Per Building)each [2]1,300$
98 Per Additional Inspection (Per Building)each [2]205$
99 Per Additional Plan Type each [2]205$
100
NFPA 13D Single Family System (Plan Review Per Initial or Single
Plan Type)each [2]374$
101 Per Additional Plan Type each [2]189$
102 NFPA 13D Single Family System (Inspection Per Building)each [2]189$
103 Underground Piping with up to 4 Hydrants/Risers each [2]1,146$
Per Additional Inspection hourly [2]172$
104 Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,558$
Per Additional Inspection hourly [2]172$
Tenant Improvement Sprinkler System
105 NFPA 13 or 13R System 6 Heads or Less each [2]173$
106 NFPA 13 or 13R System 7 - 100 heads each [2]837$
107 Per Additional Inspection each [2]205$
108 Per Additional Plan Type each [2]189$
109 NFPA 13 or 13R System > 100 Heads each [2]991$
110 Per Additional Inspection each [2]205$
111 Per Additional Plan Type each [2]189$
Other Extinguishing Systems
112 Gas Systems (Med Gas, Industrial Gas, LPG)each [2]631$
113 Hood & Duct Extinguishing System each [2]631$
114 Each Additional System each [2]309$
115 Pre-Action System with Alarm each [2]837$
116 Refrigeration Systems < 500 lbs.each [2]1,095$
117 Refrigeration Systems > 500 lbs.each [2]1,866$
10May 19, 2026 Item #4 Page 285 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
118 Special Equipment (Ovens, Dust, Battery)each [2]631$
119 Special Extinguishing System each [2]888$
120 Spray Booths each [2]631$
Additional Inspection for any Extinguishing System hourly [2]172$
Alarm Systems
121 New Alarm System each [2]1,917$
122 Per Additional Inspection each [2]205$
123 Per Additional Plan Type each [2]205$
124 Sprinkler Monitoring each [2]580$
125 Per Additional Inspection each [2]189$
126 Per Additional Plan Type each [2]189$
127 Tenant Improvement Fire Alarm System each [2]941$
128 Per Additional Inspection each [2]189$
129 Per Additional Plan Type each [2]189$
Development Applications, Plan Review and Inspection
Building Construction Plan (Architectural Review)
130 A-1 Occupancies - New each [2]1,801$
131 A-1 Occupancies - Tenant Improvements each [2]1,376$
132 A-2 & A-3 Occupancies - New each [2]1,234$
133 A-2 & A-3 Occupancies - Tenant Improvements each [2]952$
134 A-4 & A-5 Occupancies - New each [2]1,801$
135 A-4 & A-5 Occupancies - Tenant Improvements each [2]1,376$
136 E Occupancies - New each [2]1,801$
137 E Occupancies - Tenant Improvements each [2]1,376$
138 E Occupancies (Daycare Only) each [2]720$
139 F Occupancies - New each [2]1,234$
140 F Occupancies - Tenant Improvements each [2]952$
141 H Occupancies (Not Including Chem Class) - New each [2]1,234$
142
H Occupancies (Not Including Chem Class) - Tenant
Improvements each [2]952$
143 I Occupancies - New each [2]1,234$
144 I Occupancies - Tenant Improvements each [2]952$
145 L Occupancies - New each [2]720$
146 L Occupancies - Tenant Improvements each [2]566$
147 R-1 & R-2 Occupancies <50 Units New flat [2]1,801$
148 R-1 & R-2 Occupancies ≥50 Units New flat [2]2,226$
149 R-3 Townhomes New each [2]1,234$
150 R Occupancies All - Tenant Improvements each [2]952$
151 S Occupancies < 50,000 sq. ft. New flat [2]720$
152 S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]566$
153 S Occupancies ≥ 50,000 sq. ft. New flat [2]1,338$
154 S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]1,029$
11May 19, 2026 Item #4 Page 286 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Plan Review and Inspection
Hazardous Materials Storage
155 Chem Class <10 Chemicals flat [2]734$
156 Chem Class 10- 25 Chemicals flat [2]1,146$
157 Chem Class 26 - 100 Chemicals flat [2]1,661$
158 Chem Class >100 Chemicals flat [2]2,175$
159 Fire Department Access & Fire Lanes flat [2]438$
Resubmittal Review flat [2]189$
160 High Piled Storage flat [2]1,146$
161 High Rise Structure Greater Than 55 feet flat [2]515$
162 Per Additional Floor flat [2]412$
Storage Tanks
163 Aboveground Storage Tanks (First Tank)each [2]1,003$
164 Underground Storage Tanks (First Tank)each [2]909$
165 Each Additional Tank each [2]142$
Vegetation Fuel Modification
166 Custom Home flat [2]674$
167 Tract <75 Homes flat [2]1,352$
168 Tract ≥75 Homes flat [2]1,970$
169 Smoke Control - Rationale Analysis & Plan Review flat [2]2,072$
Expedited Plan Review (pass through from consultant)flat [1] Actual Cost
Other Fire Fees
Aerial Fireworks Display
170 Major each [2]1,793$ 171 Minor each [2]1,037$ Plan Review
172 Processing Fee each [2]86$ 173 Per Hour - Overtime hourly [2]204$ 174 Per Hour - Regular Office Hours hourly [2]189$
Hourly Services for: Alternate Methods and Materials Review,
Time and Materials Review, Project Meetings, etc.
175 First Hour each [2]241$ 176 Each Additional Hour hourly [2]205$ 177 Plan Resubmittal (3rd and Subsequent Submittal, Per Hour)hourly [2]205$ 178 Failed Inspection (Per inspection)each [2]292$ Tent Permit (Not associated with special events)
179 Single Tent each [2]274$ 180 2-5 Tents flat [2]519$ 181 6 or More Tents flat [2]720$
After Hours Overtime inspection flat [2]308$ 182 Weed Abatement Administrative Fee each [2]377$
Defensible Space Inspection flat [2]236$ 183 Fire Nuisance Alarm - 1st Response in 12 Month Period each [1]-$ 184 Fire Nuisance Alarm - 2nd Response in 12 Month Period each [1]111$ 185 Fire Nuisance Alarm - 3rd Response in 12 Month Period each [1]221$ 186 Fire Nuisance Alarm - Each Additional Response Thereafter each [1]433$ 187 Fire Nuisance Alarm - Each Billing each [1]14$
12May 19, 2026 Item #4 Page 287 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
188 Special Events Application Processing flat [2],[6]189$
189
Special Events - Fire & Life Safety/Operations Support Prior
To/During Event each [2],[6] Actual Cost
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]204$
191
Hospitals, Nursing Homes, Mental Hospitals, Detoxification and
Surgery Centers each [2],[4]393$
192 Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, Etc.)each [2],[4]204$
193
Pre-Inspection Residential Care Facility (i.e. Single Family
Residences)each [2],[4]204$
194 High Rise Facility > 75 ft. (Per Floor of Building)each [2],[4]204$
State Mandated School Inspection - Public or Private School
195 Pre-School each [2],[4]471$
196 Elementary/Middle School each [2],[4]755$
197 High School each [2],[4]1,132$
Non-Compliance Fee each [2],[4]566$
State Mandated Hotel and Motel Inspection
198 1-5 Buildings Per Property flat [2],[4]660$
199 6-10 Buildings Per Property flat [2],[4]1,133$
200 11 or More Buildings Per Property flat [2],[4]1,415$
Non-Compliance Fee each [2],[4]566$
State Mandated Apartment Inspection
201 3-10 Units Per Building flat [2],[4]236$
202 11-40 Units Per Building flat [2],[4]283$
203 Greater than 40 Units Per Building flat [2],[4]377$
Non-Compliance Fee each [2],[4]472$
Fire Code Permits - Initial Permit
204 Tier 1 each [2],[5]204$
205 Tier 2 each [2],[5]393$
206 Tier 3 each [2],[5]582$
Fire Code Permits - Annual Renewal Permit
207 Tier 1 each [2],[5]110$
208 Tier 2 each [2],[5]204$
209 Tier 3 each [2],[5]299$
Assembly
210 < 300 people flat [2]204$
211 > 300 people flat [2]393$
All Other Occupancies Annual Inspections
212 Tier 1 - 5,000 sq. ft. or Less flat [2]157$
213 Tier 2 - 5,001 to 20,000 sq. ft.flat [2]252$
214 Tier 3 - 20,001 and Greater flat [2]393$
13May 19, 2026 Item #4 Page 288 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
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]205$
[Notes]
[1] Set per City policy
[2]Set per 2026 - 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.
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
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.
14May 19, 2026 Item #4 Page 289 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Police Fees
216 Audio/Photos on USB each [2] $ 46
217 Burglary Alarm Registration Fee each [2] $ 31
Certificate of Registration - Application Fee each [1] $ 142
Certificate of Registration - Appeals Fee each [1] $ 706
218 False Alarm Response - Second Occurrence each [2] $ 41
219 False Alarm Response - Additional Occurrence each [2] $ 60
220 Excess False Alarm Panic Response each [3] $ 100
221 Excess False Alarm Panic Response - Robbery / Burglary each [3] $ 100
224 Entertainment License each [2] $ 324
225 Fingerprinting processing Fee each [2],[5] $ 29
226 Fix-It Ticket - moving violation each [2],[6] $ 23
227 Fix-It Ticket - parking/registration violation each [2],[6] $ 15
228 Handicap Placard Violation Waiver Processing Fee each [2],[7] $ 31
229 Photograph Copy - Subpoena or Records requests that require
retrieval in QueTel evidence program.each [2] $ 24
Police Response for Loud Disturbances - Second Response and each
Subsequent Response each [8] Actual Cost
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] $ 24
Secondhand Dealer Licensing
State Licensing Fee – set by California Department of Justice each [1] Actual Cost
City Processing Fee – New Applications each [1] $ 167
City Processing Fee – Application Renewals each [1] $ 112
234 Storage/Impounded Vehicle Administrative Charge each [2] $ 167
Vehicle Repossesion Receipt each [9] $ 15
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] $ 92
[Notes]
[1] Set per City policy
[2]Set per 2026 - 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
[8] Set per City of Carlsbad Municipal Code 3.36.040
[9] Set per CA Government Code 41612
15May 19, 2026 Item #4 Page 290 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Administrative Citation Penalties
236 1st Violation of a City Ordinance each [2]100$
237 2nd Violation of a City Ordinance each [2]200$
238 3rd Violation of a City Ordinance each [2]500$
239 Subsequent violation of same ordinance within one year each [2]500$
Vehicle, Traffic, and Parking Civil Penalties
240 CA Vehicle Code Parking Violation, if not specified by separate fee
amount (rounded)each [3]48$
241 CA VC 22500(i) Bus Zone each [3]263$
242 CA VC 22500(l) Curb Cut/Disabled Access each [3]343$
243 CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading
Area each [3]343$
244 CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343$
245 CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63$
246 CA Vehicle Code Violation for Equipment, if not specified by
separate fee amount (rounded)each [3]38$
247 CA VC 4000(a) Expired Registration each [3]63$
248 CA VC 26100C Tinted Covers on Headlights each [3]48$
249 CA VC 28071 Passenger Car Bumpers Required each [3]88$
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$
[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 19, 2026 Item #4 Page 291 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]36.33$
252 3-Cart Low Generator (35 gallon cart)[1]33.11$
253 Back Yard Service Fee (added to curbside rate)[1]45.72$
254 Additional Solid Waste Cart [1]3.96$
255 Additional Recycled Materials Cart (4+)[1]3.96$
256 Additional Organics Cart (4+)[1]3.96$
Extra Pick-up for Trash bags (Up to 6 bags per rate)[1]17.71$
Commercial Services
Commercial Solid Waste - 64 or 96 Gallon Cart
257 One pick-up per week [1]36.24$
258 Two pick-ups per week [1]72.48$
259 Three pick-ups per week [1]108.72$
260 Four pick-ups per week [1]140.39$
261 Five pick-ups per week [1]172.20$
262 Six pick-ups per week [1]203.97$
263 Extra pick-up, 96 Gallon Cart (per occurance)[1]17.07$
Commercial 96 Gallon Cart - Recycling and Organics Included
264 One pick-up per week [1]75.99$
265 Two pick-ups per week [1]134.33$
266 Three pick-ups per week [1]192.60$
267 Four pick-up per week [1]248.72$
268 Five pick-ups per week [1]305.08$
269 Six pick-ups per week [1]361.39$
270 Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]16.56$
Commercial Solid Waste Yard Bins
271 1-yard bin - one pick-up per week [1]95.48$
272 1-yard bin - two pick-ups per week [1]162.18$
273 1-yard bin - three pick-ups per week [1]229.13$
274 1-yard bin - four pick-ups per week [1]295.87$
275 1-yard bin - five pick-ups per week [1]362.93$
276 1-yard bin - six pick-ups per week [1]429.91$
277 1-yard bin - extra pick-up (per occurance)[1]45.93$
278 2-yard bin - one pick-up per week [1]129.71$
279 2-yard bin - two pick-ups per week [1]228.27$
280 2-yard bin - three pick-ups per week [1]326.87$
281 2-yard bin - four pick-ups per week [1]425.31$
282 2-yard bin - five pick-ups per week [1]523.95$
283 2-yard bin - six pick-ups per week [1]622.54$
284 2-yard bin - extra pick-up (per occurance)[1]62.38$
285 3-yard bin - one pick-up per week [1]176.19$
286 3-yard bin - two pick-ups per week [1]321.27$
17May 19, 2026 Item #4 Page 292 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
287 3-yard bin - three pick-ups per week [1]466.31$
288 3-yard bin - four pick-ups per week [1]622.54$
289 3-yard bin - five pick-ups per week [1]756.41$
290 3-yard bin - six pick-ups per week [1]901.50$
291 3-yard bin - extra pick-up (per occurance)[1]83.72$
292 4-yard bin - one pick-up per week [1]234.98$
293 4-yard bin - two pick-ups per week [1]438.80$
294 4-yard bin - three pick-ups per week [1]642.70$
295 4-yard bin - four pick-ups per week [1]846.53$
296 4-yard bin - five pick-ups per week [1]1,050.36$
297 4-yard bin - six pick-ups per week [1]1,254.22$
298 4-yard bin - extra pick-up (per occurance)[1]100.16$
299 5-yard bin - one pick-up per week [1]293.78$
300 5-yard bin - two pick-ups per week [1]556.46$
301 5-yard bin - three pick-ups per week [1]819.07$
302 5-yard bin - four pick-ups per week [1]1,050.36$
303 5-yard bin - five pick-ups per week [1]1,344.38$
304 5-yard bin - six pick-ups per week [1]1,607.05$
305 5-yard bin - extra pick-up (per occurance)[1]116.57$
306 6-yard bin - one pick-up per week [1]321.27$
307 6-yard bin - two pick-ups per week [1]622.54$
308 6-yard bin - three pick-ups per week [1]901.50$
309 6-yard bin - four pick-ups per week [1]1,254.22$
310 6-yard bin - five pick-ups per week [1]1,607.05$
311 6-yard bin - six pick-ups per week [1]2,059.12$
312 6-yard bin - extra pick-up (per occurance)[1]145.72$
Commercial Split Bins (includes 2 locks )[1]
313 One pick-up per week [1]142.29$
314 Two pick-ups per week [1]259.70$
315 Three pick-ups per week [1]377.08$
316 Four pick-ups per week [1]494.47$
317 Five pick-ups per week [1]611.85$
318 Six pick-ups per week [1]729.26$
Commercial Bin Compactor - Solid Waste
319 3-yard bin - one pick-up per week [1]246.99$
320 3-yard bin - two pick-ups per week [1]462.52$
321 3-yard bin - three pick-ups per week [1]678.06$
322 3-yard bin - four pick-ups per week [1]893.57$
323 3-yard bin - five pick-ups per week [1]1,109.10$
324 3-yard bin - six picks-up per week [1]1,324.68$
325 3-yard bin - extra pick-up (per occurance)[1]100.45$
326 4-yard bin - one pick-up per week [1]407.88$
327 4-yard bin - two pick-ups per week [1]781.48$
328 4-yard bin - three pick-ups per week [1]1,155.66$
329 4-yard bin - four pick-ups per week [1]1,529.75$
18May 19, 2026 Item #4 Page 293 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
330 4-yard bin - five pick-ups per week [1]1,903.97$
331 4-yard bin - six picks-up per week [1]2,278.26$
332 4-yard bin - extra pick-up [1]165.88$
333 6-yard bin - one pick-up per week [1]637.58$
334 6-yard bin - two pick-ups per week [1]1,256.70$
335 6-yard bin - three pick-ups per week [1]1,876.96$
336 6-yard bin - four pick-ups per week [1]2,497.84$
337 6-yard bin - five pick-ups per week [1]3,119.00$
338 6-yard bin - six picks-up per week [1]3,740.30$
339 6-yard bin - extra pick-up (per occurance)[1]259.27$
Commercial Recycling
340 32 gal cart - one pick-up per week [1]26.48$
341 32 gal cart - two pick-ups per week [1]52.99$
342 32 gal cart - three pick-ups per week [1]79.49$
343 32 gal cart - four pick-ups per week [1]102.63$
344 32 gal cart - five pick-ups per week [1]125.89$
345 32 gal cart - six pick-ups per week [1]149.13$
346 64 or 96 gal cart - one pick-up per week [1]28.99$
347 64 or 96 gal cart - two pick-ups per week [1]57.98$
348 64 or 96 gal cart - three pick-ups per week [1]86.96$
349 64 or 96 gal cart - four pick-ups per week [1]112.31$
350 64 or 96 gal cart - five pick-ups per week [1]137.76$
351 64 or 96 gal cart - six pick-ups per week [1]163.17$
352 64 or 96 gal cart - extra pick-up (per occurance)[1]13.66$
353 1-yard bin - one pick-up per week [1]76.38$
354 1-yard bin - two pick-ups per week [1]129.74$
355 1-yard bin - three pick-ups per week [1]183.30$
356 1-yard bin - four pick-ups per week [1]236.68$
357 1-yard bin - five pick-ups per week [1]290.35$
358 1-yard bin - six pick-ups per week [1]343.93$
359 1-yard bin - extra pick-up (per occurance)[1]36.73$
360 2-yard bin - one pick-up per week [1]103.77$
361 2-yard bin - two pick-ups per week [1]182.60$
362 2-yard bin - three pick-ups per week [1]261.49$
363 2-yard bin - four pick-ups per week [1]340.24$
364 2-yard bin - five pick-ups per week [1]419.16$
365 2-yard bin - six pick-ups per week [1]498.04$
366 2-yard bin - extra pick-up (per occurance)[1]49.90$
367 3-yard bin - one pick-up per week [1]140.96$
368 3-yard bin - two pick-ups per week [1]257.03$
369 3-yard bin - three pick-ups per week [1]373.06$
370 3-yard bin - four pick-ups per week [1]498.04$
371 3-yard bin - five pick-ups per week [1]605.13$
372 3-yard bin - six pick-ups per week [1]721.20$
373 3-yard bin - seven pick-ups per week [1]840.39$
19May 19, 2026 Item #4 Page 294 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
374 3-yard bin - extra pick-up (per occurance)[1]66.97$
375 4-yard bin - one pick-up per week [1]187.96$
376 4-yard bin - two pick-ups per week [1]351.03$
377 4-yard bin - three pick-ups per week [1]514.16$
378 4-yard bin - four pick-ups per week [1]677.21$
379 4-yard bin - five pick-ups per week [1]840.29$
380 4-yard bin - six pick-ups per week [1]1,003.37$
381 4-yard bin - seven pick-ups per week [1]1,166.62$
382 4-yard bin - extra pick-up (per occurance)[1]80.13$
383 5-yard bin - one pick-up per week [1]235.02$
384 5-yard bin - two pick-ups per week [1]445.16$
385 5-yard bin - three pick-ups per week [1]655.26$
386 5-yard bin - four pick-ups per week [1]840.29$
387 5-yard bin - five pick-ups per week [1]1,075.50$
388 5-yard bin - six pick-ups per week [1]1,285.65$
389 5-yard bin - extra pick-up (per occurance)[1]93.26$
390 6-yard bin - one pick-up per week [1]257.03$
391 6-yard bin - two pick-ups per week [1]498.04$
392 6-yard bin - three pick-ups per week [1]721.20$
393 6-yard bin - four pick-ups per week [1]1,003.37$
394 6-yard bin - five pick-ups per week [1]1,285.65$
395 6-yard bin - six pick-ups per week [1]1,647.30$
396 6-yard bin - extra pick-up (per occurance)[1]116.59$
Commercial Bin Compactor - Recycling
397 3-yard bin - one pick-up per week [1]197.60$
398 3-yard bin - two pick-ups per week [1]370.03$
399 3-yard bin - three pick-ups per week [1]542.44$
400 3-yard bin - four pick-ups per week [1]714.85$
401 3-yard bin - five pick-ups per week [1]887.28$
402 3-yard bin - six picks-up per week [1]1,059.74$
403 3-yard bin - extra pick-up (per occurance)[1]80.36$
404 4-yard bin - one pick-up per week [1]326.30$
405 4-yard bin - two pick-ups per week [1]625.19$
406 4-yard bin - three pick-ups per week [1]924.52$
407 4-yard bin - four pick-ups per week [1]1,223.79$
408 4-yard bin - five pick-ups per week [1]1,523.18$
409 4-yard bin - six picks-up per week [1]1,822.61$
410 4-yard bin - extra pick-up (per occurance)[1]132.69$
411 6-yard bin - one pick-up per week [1]510.07$
412 6-yard bin - two pick-ups per week [1]1,005.37$
413 6-yard bin - three pick-ups per week [1]1,501.55$
414 6-yard bin - four pick-ups per week [1]1,998.27$
415 6-yard bin - five pick-ups per week [1]2,495.21$
416 6-yard bin - six picks-up per week [1]2,992.25$
417 6-yard bin - extra pick-up (per occurance)[1]207.42$
20May 19, 2026 Item #4 Page 295 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Commercial Organics Recycling
418 32 gal cart - one pick-up per week [1]26.48$
419 32 gal cart - two pick-ups per week [1]52.99$
420 32 gal cart - three pick-ups per week [1]79.49$
421 32 gal cart - four pick-ups per week [1]102.63$
422 32 gal cart - five pick-ups per week [1]125.89$
423 32 gal cart - six pick-ups per week [1]149.13$
424 64 or 96 gal cart - one pick-up per week [1]28.99$
425 64 or 96 gal cart - two pick-ups per week [1]57.98$
426 64 or 96 gal cart - three pick-ups per week [1]86.96$
427 64 or 96 gal cart - four pick-ups per week [1]112.31$
428 64 or 96 gal cart - five pick-ups per week [1]137.76$
429 64 or 96 gal cart - six pick-ups per week [1]163.17$
430 64 or 96 gal cart - extra pick-up (per occurance)[1]13.66$
431 1-yard bin - one pick-up per week [1]76.38$
432 1-yard bin - two pick-ups per week [1]129.74$
433 1-yard bin - three pick-ups per week [1]183.30$
434 1-yard bin - four pick-ups per week [1]236.68$
435 1-yard bin - five pick-ups per week [1]290.35$
436 1-yard bin - six pick-ups per week [1]343.93$
437 1-yard bin - extra pick-up (per occurance)[1]36.73$
438 1.5-yard bin - one pick-up per week [1]90.08$
439 1.5-yard bin - two pick-ups per week [1]156.18$
440 1.5-yard bin - three pick-ups per week [1]222.40$
441 1.5-yard bin - four pick-ups per week [1]288.46$
442 1.5-yard bin - five pick-ups per week [1]354.76$
443 1.5-yard bin - six pick-ups per week [1]420.98$
444 1.5-yard bin - extra pick-up (per occurance)[1]43.32$
445 2-yard bin - one pick-up per week [1]103.77$
446 2-yard bin - two pick-ups per week [1]182.60$
447 2-yard bin - three pick-ups per week [1]261.49$
448 2-yard bin - four pick-ups per week [1]340.24$
449 2-yard bin - five pick-ups per week [1]419.16$
450 2-yard bin - six pick-ups per week [1]498.04$
451 2-yard bin - extra pick-up (per occurance)[1]49.90$
452 3-yard bin - one pick-up per week [1]140.96$
453 3-yard bin - two pick-ups per week [1]257.03$
454 3-yard bin - three pick-ups per week [1]373.06$
455 3-yard bin - four pick-ups per week [1]498.04$
456 3-yard bin - five pick-ups per week [1]605.13$
457 3-yard bin - six pick-ups per week [1]721.20$
458 3-yard bin - extra pick-up (per occurance)[1]66.97$
459 4-yard bin - one pick-up per week [1]187.96$
460 4-yard bin - two pick-ups per week [1]351.03$
21May 19, 2026 Item #4 Page 296 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
461 4-yard bin - three pick-ups per week [1]514.16$
462 4-yard bin - four pick-ups per week [1]677.21$
463 4-yard bin - five pick-ups per week [1]840.29$
464 4-yard bin - six pick-ups per week [1]1,003.37$
465 4-yard bin - extra pick-up (per occurance)[1]80.13$
Commercial Bin Compactor - Organics Recycling
466 3-yard bin - one pick-up per week [1]197.60$
467 3-yard bin - two pick-ups per week [1]370.03$
468 3-yard bin - three pick-ups per week [1]542.44$
469 3-yard bin - four pick-ups per week [1]714.85$
470 3-yard bin - five pick-ups per week [1]887.28$
471 3-yard bin - six picks-up per week [1]1,059.74$
472 3-yard bin - extra pick-up (per occurance)[1]80.36$
473 4-yard bin - one pick-up per week [1]326.30$
474 4-yard bin - two pick-ups per week [1]625.19$
475 4-yard bin - three pick-ups per week [1]924.52$
476 4-yard bin - four pick-ups per week [1]1,223.79$
477 4-yard bin - five pick-ups per week [1]1,523.18$
478 4-yard bin - six picks-up per week [1]1,822.61$
479 4-yard bin - extra pick-up (per occurance)[1]132.69$
480 6-yard bin - one pick-up per week [1]510.07$
481 6-yard bin - two pick-ups per week [1]1,005.37$
482 6-yard bin - three pick-ups per week [1]1,501.55$
483 6-yard bin - four pick-ups per week [1]1,998.27$
484 6-yard bin - five pick-ups per week [1]2,495.21$
485 6-yard bin - six picks-up per week [1]2,992.25$
486 6-yard bin - extra pick-up (per occurance)[1]207.42$
Special Haul Bin Rate
487 3-yard bin - one pick-up per week [1]215.40$
488 3-yard bin - two pick-ups per week [1]336.63$
489 3-yard bin - three pick-ups per week [1]457.86$
490 3-yard bin - four pick-ups per week [1]579.09$
491 3-yard bin - five pick-ups per week [1]700.34$
492 3-yard bin - six pick-ups per week [1]821.57$
493 3-yard bin - extra pick-up [1]70.33$
Construction and Demolition Recycling
494 Special Haul Bin (no Storm Water Fees) 1 week or less [1]152.12$
495 2-yard temporary C&D Recycling Bin [1]177.37$
496 3-yard temporary C&D Recycling Bin [1]180.27$
497 4-yard temporary C&D Recycling Bin [1]195.92$
498 6-yard temporary C&D Recycling Bin [1]202.40$
22May 19, 2026 Item #4 Page 297 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Fees and Charges
499 Bin Exchange [1]98.45$
500 Bin Lock Set Up Fee [1]61.52$
501 Locking Fee [1]23.39$
502 Overloaded Bins [1]84.76$
503 Bin paint charge fee - allowed 1 per year. After first paint within one
year, there will be a charge per paint request.[1]169.44$
504 Bin Relocation (first 25 feet free)11.69$
505 Special haul bin delivery [1]67.85$
506 Certified burial at Miramar (includes special handling fee charged by
Miramar)[1]531.13$
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]109.16$
508 Copy Fee - The charge for copies requested by customers [1]2.32$
509 Delivery of extra cart [1]19.01$
510 Late Fee - There will be a minimum fee on any delinquent account -
$3 minimum charge [1]5.85$
Pull out rate for carts (For MFD / Commercial)[1]45.72$
Pull out rate for front load bins (more than 25 ft)[1]79.73$
511 Bulky Item - Exceeding 5 per pick up - First item [1]69.11$
512 Bulky Item - Exceeding 5 per pick up - each addl item [1]17.71$
513 Per Bulky Item - first item [1]69.11$
514 Per Bulky Item - each additional item [1]17.71$
515 Bulky Item requiring 2 people to handle [1]99.25$
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]88.12$
517 Scout service per bin per service [1]79.73$
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]55.51$
519 Restart Fee - The fee for restarting commercial service when a
permanent account has been terminated for non-payment.[1]33.30$
Roll off Service
520 Service Fee - Roll off service [1]361.59$
521 Disposal Fee per Ton (pass through)[1]63.15$
522 Recycling Processing Fee per Ton (pass through)[1]41.70$
523 Organics Processing Fee per Ton (pass through)[1]90.57$
524 C&D Processing Fee per Ton (pass through)[1]85.23$
525 Contaminated Load (per occurrence)[1]361.59$
526 Roll off - Demurrage Per Day Charge [1]7.70$
Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up
Commercial Bulky Item Pick-Ups
23May 19, 2026 Item #4 Page 298 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
527 Delivery [1]93.05$
528 Delivery Demo (includes signage) [1]98.38$
529 Relocation Charge onsite [1]72.71$
530 Relocation Charge offsite [1]103.71$
531 Wash Out Receiver Boxes [1]83.17$
532 Dead Run charge [1]124.67$
533 Standby charge per minute, after 5 minutes [1]3.30$
[Notes]
[1] Set per contract by Republic Services. These rates are effective July 1, 2026.
24May 19, 2026 Item #4 Page 299 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]92$
540 Service Reconnection for Non-Payment (Next Day) Business Hours
(Next Scheduled Day Turn-On)each [2],[3]115$
535 Service Reconnection (Non-Payment) - Same Day / Non-Business
hours (After Hours Turn-On)each [2],[3]290$
538 Door Hanger Notice for Nonpayment each [2]53$
537 Electronic Notice (in lieu of door hanger)each [2]3$
541 New Account Service Connection - (Same Day) Business Hours (Same
Day Turn-On)each [2]194$
539 New Account Set Up (Admin)each [2]48$
536 Continuity of Service each [2]12$
Water Services Fees
542 Utility Standards and Specifications each [1],[2] Actual Cost
543 Potable Water Meter - Construction Meter Deposit deposit [1],[2]1,300$
544 Potable Water Meter - Construction Meter Installation each [2]544$
545 Potable Water Meter - Construction Meter Relocation each [2]272$
546 Annual Potable Backflow Preventer Certification - 1st Notice each, per
month [1],[2]3$
547 Annual Potable Backflow Preventer Certification - 2nd Notice per month [1],[2]25$
548 Annual Potable Backflow Preventer Certification - 3rd Notice per month [1],[2]59$
549 Potable Water Shutdown (8 hours)each [1],[2]2,722$
Potable Water Shutdown (in excess of 8 hours)
0 - 2 hours each [1],[2]544$
Over 2 hours each [1],[2]1,633$
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],[2]1,300$
553 Recycled Water Meter - Construction Meter Installation each [2]544$
554 Recycled Water Meter - Construction Meter Relocation each [2]272$
555 Recycled Water Shutdown (8 hours)each [2]2,722$
Recycled Water Shutdown (in excess of 8 hours)
0 - 2 hours each [1],[2]544$
Over 2 hours each [1],[2]1,633$
Wastewater Fees
556 Fats, Oils, and Grease (FOG) Fee [2]175$
557 Temporary Discharge to Sewer (city processing fee, plus actual cost) per permit [6]545$
25May 19, 2026 Item #4 Page 300 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Third Party Hydraulic Modelling Fees
558 Third Party Hydraulic Modeling - 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]816$
560 All others per project [2],[5]1,089$
Processing Fees - Potable Water
561 System Pressure Check each [2]544$
562 1-4 units residential and commercial < 9,400 s.f.per project [2],[5]816$
563 All others per project [2],[5]1,089$
Processing Fees - Recycled Water
564 System Pressure Check each [2]544$
565 1-4 units residential and commercial < 9,400 s.f.per project [2],[5]816$
566 All others per project [2],[5]1,089$
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]279$
[Notes]
[1] Set per City policy
[2]Set per 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
[3] Set per CA Health and Safety Code 116914(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.
[7] Additional Penalties may apply
26May 19, 2026 Item #4 Page 301 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]480$
569 Fire Protection – 5/8" Ultrasonic per [1]480$
570 3/4” Ultrasonic per [1]476$
571 1” Ultrasonic per [1]608$
572 1-1/2” Ultrasonic per [1]740$
573 1-1/2” Turbo per [1]898$
574 2” Ultrasonic per [1]1,051$
575 2” Turbo per [1]1,106$
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]480$
583 Fire Protection – 5/8" Ultrasonic per [1]480$
584 3/4” Ultrasonic per [1]476$
585 1” Ultrasonic per [1]608$
586 1-1/2” Turbo per [1]898$
587 2” Turbo per [1]1,106$
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 19, 2026 Item #4 Page 302 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]5,865$
595 3/4”each [1]8,361$
596 1”each [1]13,197$
597 1-1/2”each [1]24,928$
598 2”each [1]37,541$
599 3”each [1]63,512$
600 4”each [1]98,797$
601 6”each [1]183,479$
602 8”each [1]216,858$
Turbo (All Irrigation Meters)
603 1-1/2”each [1]29,265$
604 2”each [1]46,923$
605 3”each [1]98,797$
606 4”each [1]282,277$
607 6”each [1]564,541$
608 8”each [1]790,630$
[Notes]
[1] Set per City policy
These fees are in addition to the Meter Installation Fees and SDCWA Fees.
28May 19, 2026 Item #4 Page 303 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]6,501$
611 3/4” Displacement per [1]6,501$
612 1” Displacement per [1]10,402$
613 1-1/2” Displacement per [1]19,503$
614 1-1/2” Turbo per [1]19,503$
615 2” Displacement per [1]33,805$
616 2” Turbo per [1]33,805$
617 3” per [1]62,410$
618 4” per [1]106,616$
619 6”per [1]195,030$
620 8”per [1]338,052$
621 10”per [1]507,078$
622 12”per [1]858,132$
Water Treatment Capacity Charge (meter size, inches)
623 Fire Protection per [1]
Based on size of
meter
624 5/8" Displacement per [1]182$
625 3/4” Displacement per [1]182$
626 1” Displacement per [1]291$
627 1-1/2” Displacement per [1]546$
628 1-1/2” Turbo per [1]546$
629 2” Displacement per [1]946$
630 2” Turbo per [1]946$
631 3” per [1]1,747$
632 4” per [1]2,985$
633 6”per [1]5,460$
634 8”per [1]9,464$
635 10”per [1]14,196$
636 12”per [1]24,024$
[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, 2026, and are in addition to the Meter Installation Fees and
Potable and Reclaimed Connection Fees.
29May 19, 2026 Item #4 Page 304 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Section 2
Development Related
Service Fees
May 19, 2026 Item #4 Page 305 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]1,440$
Building Plan Review
640 Minor Projects, per permit each [3]122$
641 Major Projects, per permit each [4]363$
642 City Planner Determination each [1]1,305$
Coastal Development Permit (CDP)
643 2 - 4 unit or lot subdivision / multifamily project per permit [2]8,304$
644 5 or more units or lot subdivision / multifamily project per permit [2]14,996$
645 Emergency flat [2]3,035$
646 Exemption flat [2]401$
647 Minor Permit flat [2]3,974$
648 Non-Residential flat [2]4,162$
649 Single Family Home flat [2]5,639$
650 Single Family Home w/bluff per permit [2]8,757$
Conditional Use Permit (CUP)
651 Within Biological Habitat Preserve flat [2]3,594$
652 Minor flat [2]3,817$
653 Regular flat [2]12,416$
654 Daycare Permit (7 - 14 Children)flat [2]581$
Environmental Impact Assessment (EIA)
655 Initial Study - NEGATIVE DECLARATION flat [2]3,406$
656 Initial Study - MITIGATED NEG DEC flat [2]8,066$
657 Initial Study - checklist for streamlining or within the scope
determinations (15152 - 15168 and 15183)flat [2]2,870$
658 Initial Study - addendum for MNDs or NDs flat [2]3,714$
Environmental Impact Report (EIR)
Addendum
659 First 20 hours of project planner base fee (flat) [2]5,393$
660 >20 hours of project planner per hour [2]137$
Focused/Supplemental (requiring a public hearing)
661 First 120 hours of project planner and 20 hours of project
engineer base fee (flat) [2]22,081$
662 >120 project planner hours and >20 project engineer hours per hour [2]315$
31May 19, 2026 Item #4 Page 306 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]34,053$
664 >180 project planner hours and >40 project engineer hours per hour [2]315$
Fish & Game Fee
665 Environmental Impact Report (EIR)flat [5]4,278$
666 Environmental Document pursuant to a Certified Regulatory
Program (CRP)flat [5]1,487$
667 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5]3,094$
668 Extensions to projects in process flat [1] 25% of current fee
669 General Plan Amendment
Base Fee
First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]20,394$
>200 project planner hours and >60 project engineer hours per hour 374$
Habitat Management Plan (HMP)
670 Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [2]10,160$
671 >60 hours of project planner per hour [2]137$
672 Amendment to Plan Document - Minor flat [2]5,667$
673 Permit - Major -first 40 hours of project planner base fee (flat) [2]7,401$
674 >40 hours or project planner per hour [2]137$
675 Permit - Minor - first 20 hours of project planner base fee (flat) [2]1,523$
676 >20 hours of project planner per hour [2]137$
677 Permit - MINOR W/MINISTERIAL PERMIT flat [2]942$
678 Hillside Development Permit - Major - first 40 hours of project
planner base fee (flat) [2]8,356$
679 Hillside Development Permit - Minor - first 20 hours of project
planner base fee (flat) [2]2,808$
Historic Preservation Permit
680 Local Register Application each
681 Mills Act Application each
682 Concurrent Local Register and Mills Act Applications each
683 Third Party Technical Report Review - Contractor Cost each
684 Mills Act Inspections each
Landscape Plan Check/Inspection Fees
687 City Processing Fee per project [2]490$
688 Contractor Cost per project [1] Actual Cost
32
[2],[7]
[2],[7]
[2],[7]
[2],[7]
[2],[7]No Fee
No Fee
No Fee
No Fee
No Fee
May 19, 2026 Item #4 Page 307 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
689 Local Coastal Plan - Amendment
Base Fee
First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]14,648$
>200 project planner hours and >60 project engineer hours per hour [2]374$
691 Local Facilities Management Plan/Amendment
Amendment to Plan Document - Major - first 60 hours of project
planner base fee (flat) [1]10,432$
>60 hours of project planner per hour 137$
Master Plan
692 Master Plan - New
693 First 200 hours of project planner and 100 hours of project
engineer base fee (flat) [2]46,910$
694 >200 project planner hours and >100 project engineer hours per hour [2]401$
Major Amendment
695 First 100 hours of project planner and 40 hours of project
engineer base fee (flat) [2]22,890$
696 >100 project planner hours and >40 project engineer hours per hour [2]374$
Minor Amendment
697 First 30 hours of project planner and 7 hours of project
engineer base fee (flat) [2]4,763$
698 >30 project planner hours and >7 project engineer hours per hour [2]374$
699 Non-Conforming Construction Permit flat [2]1,306$
700 Notice Fee (+ postage)flat [1] Actual Cost
701 Substantial Conformance Review [2]1,187$
702 Planned Development (residential/non-residential) - 5 or more
lots/units - Major Subdivision per project [2]18,649$
703 Planned Development (residential/non-residential) - 4 or fewer
lots/units per project [2]9,593$
704 Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge
705 Planning Commission Determination-other flat [2]2,812$
706 Postage (All)flat [1]
Current Postage
Rate x Number of
labels
707 Precise Development Plan flat [2]18,535$
708 Preliminary Plan Review - Major (Other)flat [2]1,380$
709 Preliminary Plan Review - Minor (SFD)flat [2]471$
Preliminary Plan Review - SB330 flat [2]242$
710 Re-Recording or Cancellation of an Instrument on Real Property (city
processing fee, plus actual cost)each [1]286$
33May 19, 2026 Item #4 Page 308 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Reversion to Acreage (Consistent with city payroll records charged
against a $3,100 deposit)
711 First 25 hours of project planner and 20 hours of project
engineer base fee (flat) [2]7,801$
712 Satellite Antenna Permit flat [2]714$
Sign Program
714 Sign Permit (including non-commercial)flat [2]100$
715 Sign Program flat [2]2,018$
716 Modified Minor Sign Program flat [2]1,386$
717 Modified Regular Sign Program flat [2]3,312$
Site Development Plan
719 Minor - Residential, less than or equal to 4 units/lots or as
required per CMC/PLAN flat [2]7,569$
720 Major - 5 or more units/lots or as required per CMC/PLAN flat [2]23,164$
721 Special Use Permit - Other flat [2]7,467$
Special Use Permit - Open Space Encroachment flat [2]1,057$
Special Use Permit - Floodplain flat [2]6,749$
Specific Plan
Base Fee
723 First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]44,642$
724 >200 project planner hours and >60 project engineer hours per hour [2]374$
Amendment - Major
725 First 180 hours of project planner and 30 hours of project
engineer base fee (flat) [2]34,644$
726 >180 project planner hours and >30 project engineer hours per hour [2]374$
Amendment - Minor
727 First 20 hours of project planner and 7 hours of project
engineer base fee (flat) [2]5,222$
728 >20 project planner hours and >7 project engineer hours per hour [2]374$
729 Street Name Change flat [2]2,589$
Tentative Maps
730 Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]9,652$
731 Tentative Tract Map - 5 - 49 units/lots flat [2]15,230$
732 Tentative Tract Map - 50 + units/lots flat [2]21,675$
733 Tentative Tract Map Litigation Stay flat [1] 25% of current fee
Third Party Review
734 Processing Fee per project [2]1,222$
735 Consultant Cost per project [1] Actual Cost
736 Variance flat [2]5,980$
34May 19, 2026 Item #4 Page 309 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
737 Variance - Minor flat [2]2,144$
742 Wireless Communication Third Party Review flat [1] Actual Cost
Zone Change
Base Fee
First 200 hours of project planner and 60 hours of project
engineer base fee (flat) [2]15,161$
743 >200 project planner hours and >60 project engineer hours per hour [2]374$
744 Zone Code Compliance Letter flat [2]219$
745 Research Fee per hour [2]202$
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]202$
TOTAL
[Notes]
[1] Set per City policy
[2]Set per 2026 - 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 $50.00 County Clerk processing fee. Updated with new fees effective
Jan. 1, 2026.
[6]
When multiple entitlement and/or permits occur within the same project that require
combined legislative actions, a combination project discount applies. The highest fee
will be charged at 100%, followed by a 50% discount on each concurrent entitlement
and/or permit application
35
[7] Historic Preservation Permit fees are temporarily waived, pursuant to Resolution No. 2025-122, adopted by City Council on June 10, 2025.
May 19, 2026 Item #4 Page 310 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Engineering Department Fees
Appeal Fee each [2]2,061$
747 Adjustment Plat per project [2]2,156$
Building Plan Review
748 Minor Projects, per permit each [3]393$
749 Major Projects, per permit each [4]850$
Certificate
750 Certificate of Compliance each [2]2,036$
751 Certificate of Compliance In Lieu of Parcel Map each [2]4,324$
752 Certificate of Correction each [2]1,388$
Construction Change Review - Major
753 Base Fee per project [2]1,254$
754 Plus fee per sheet per sheet [2]564$
Construction Change Review - Minor
755 Base Fee per project [2]792$
756 Plus fee per sheet per sheet [2]456$
757 Developer Agreements - Deposit $10,000 increments
(Consistent with city payroll records + overhead)deposit [13]2,039$
758 Easement Document Processing and Recording per project [2]2,080$
759 Encroachment Agreement Processing per project [2]972$
760 Grading Permit Investigation Fee (Consistent with city payroll records
+ overhead)
deposit [1]Actual Cost
Grading Plan Check Fees (cubic yard)
761 100 base fee up
to 100 CY
[2], [5],
[6], [8]2,627$
762 101 base fee at
101 CY
[2], [5],
[6], [8]3,471$
763 each add'l
100 CY
[2], [5],
[6], [8]234$
764 1,001 base fee at
1,001 CY
[2], [5],
[6], [8]5,579$
765 each add'l
1,000 CY
[2], [5],
[6], [8]303$
766 10,001 base fee at
10,001 CY
[2], [5],
[6], [8]8,305$
767 each add'l
10,000 CY
[2], [5],
[6], [8]268$
768 100,001 base fee at
100,001 CY
[2], [5],
[6], [8]10,713$
769 each add'l
10,000 CY
[2], [5],
[6], [8]417$
770 200,001 base fee at
200,001 CY
[2], [5],
[6], [8]14,881$
771 each add'l
100,000 CY
[2], [5],
[6], [8]1,214$
772 400,001 base fee at
400,001 CY
[2], [5],
[6], [8]17,308$
36May 19, 2026 Item #4 Page 311 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
773 each add'l
100,000 CY
[2], [5],
[6], [8]844$
774 1,000,001 base fee at
1,000,001 CY
[2], [5],
[6], [8]22,370$
775 each add'l
100,000 CY
[2], [5],
[6], [8]2,237$
Grading Permit Inspection Fees (cubic yard)
776 100 base fee up
to 100 CY
[2], [5],
[6], [8]5,184$
777 101 base fee at
101 CY
[2], [5],
[6], [8]5,189$
778 each add'l
100 CY
[2], [5],
[6], [8]191$
779 1,001 base fee at
1,001 CY
[2], [5],
[6], [8]6,909$
780 each add'l
1,000 CY
[2], [5],
[6], [8]300$
781 10,001 base fee at
10,001 CY
[2], [5],
[6], [8]9,607$
782 each add'l
10,000 CY
[2], [5],
[6], [8]439$
783 100,001 base fee at
100,001 CY
[2], [5],
[6], [8]13,559$
784 each add'l
10,000 CY
[2], [5],
[6], [8]215$
785 200,001 base fee at
200,001 CY
[2], [5],
[6], [8]15,711$
786 each add'l
100,000 CY
[2], [5],
[6], [8]294$
787 400,001 base fee at
400,001 CY
[2], [5],
[6], [8]21,593$
788 each add'l
100,000 CY
[2], [5],
[6], [8]2,126$
789 1,000,001 base fee at
1,000,001 CY
[2], [5],
[6], [8]34,348$
790 each add'l
100,000 CY
[2], [5],
[6], [8]3,435$
Improvement Plan Review Fee
791 $ 20,000 base fee up
to $20,000 [2], [8]3,955$
792 $ 20,001 base fee at
$20,001 [2], [8]5,196$
793 each add'l
$10,000 [2], [8]657$
794 $ 50,001 base fee at
$50,001 [2], [8]7,167$
795 each add'l
$10,000 [2], [8]586$
37May 19, 2026 Item #4 Page 312 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
796 $ 100,001 base fee at
$100,001 [2], [8]10,096$
797 each add'l
$10,000 [2], [8]539$
798 $ 250,001 base fee at
$250,001 [2], [8]18,183$
799 each add'l
$10,000 [2], [8]278$
800 $ 500,001 base fee at
$500,001 [2], [8]25,128$
801 each add'l
$10,000 [2], [8]129$
802 $ 1,000,001 base fee at
$1,000,001 [2], [8]31,554$
803 each add'l
$10,000 [2], [8]316$
Improvement Inspection
804 $ 20,000 base fee up
to $20,000 [2], [8]2,803$
805 $ 20,001 base fee at
$20,001 [2], [8]3,866$
806 each add'l
$10,000 [2], [8]652$
807 $ 50,001 base fee at
$50,001 [2], [8]5,823$
808 each add'l
$10,000 [2], [8]303$
809 $ 100,001 base fee at
$100,001 [2], [8]7,339$
810 each add'l
$10,000 [2], [8]237$
811 $ 250,001 base fee at
$250,001 [2], [8]10,887$
812 each add'l
$10,000 [2], [8]283$
813 $ 500,001 base fee at
$500,001 [2], [8]17,964$
814 each add'l
$10,000 [2], [8]135$
815 $ 1,000,001 base fee at
$1,000,001 [2], [8]24,712$
816 each add'l
$10,000 [2], [8]247$
Private Improvement Plan Review Fee, 12-inch or greater storm drain
system
$ 20,000 base fee up
to $20,000 [2], [8]3,826$
$ 20,001 base fee at
$20,001 [2], [8]4,411$
each add'l
$10,000 [2], [8]524$
38May 19, 2026 Item #4 Page 313 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
$ 50,001 base fee at
$50,001 [2], [8]5,982$
each add'l
$10,000 [2], [8]351$
$ 100,001 base fee at
$100,001 [2], [8]7,736$
each add'l
$10,000 [2], [8]253$
$ 250,001 base fee at
$250,001 [2], [8]11,529$
each add'l
$10,000 [2], [8]185$
$ 500,001 base fee at
$500,001 [2], [8]16,157$
each add'l
$10,000 [2], [8]80$
$ 1,000,001 base fee at
$1,000,001 [2], [8]20,168$
each add'l
$10,000 [2], [8]202$
Private Improvement Inspection Fee, 12-inch or greater storm drain
system
$ 20,000 base fee up
to $20,000 [2], [8]2,349$
$ 20,001 base fee at
$20,001 [2], [8]3,715$
each add'l
$10,000 [2], [8]387$
$ 50,001 base fee at
$50,001 [2], [8]4,876$
each add'l
$10,000 [2], [8]174$
$ 100,001 base fee at
$100,001 [2], [8]5,745$
each add'l
$10,000 [2], [8]190$
$ 250,001 base fee at
$250,001 [2], [8]8,590$
each add'l
$10,000 [2], [8]156$
$ 500,001 base fee at
$500,001 [2], [8]12,501$
each add'l
$10,000 [2], [8]51$
$ 1,000,001 base fee at
$1,000,001 [2], [8]15,040$
each add'l
$10,000 [2], [8]150$
39May 19, 2026 Item #4 Page 314 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Mapping Fees
Final Tract Map - Major Subdivision
817 Base Fee per map [2]12,023.00$
818 Per acre fee (calculated with actual acreage)per acre [2]193.00$
819 Parcel Map - Minor Subdivision per map [2]6,138.00$
820 Neighborhood Improvement Agreements each [2]353.00$
821 Oversize Load Permit - 1 trip per trip [7]16.00$
822 Oversize Load Permit - Annual/Per Year per year [7]92.00$
823 Quitclaim of Easement each [2]1,598.00$
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 up to
$50,000 [2]642.00$
826 $50,001 - $250,000 base fee at
$50,001 [2]2,254.00$
827 $250,000+base fee at
$250,001 [2]3,726.00$
828 Reversion to Acreage deposit [2]5,000.00$
Right-of-Way Permit
Annual Permit Holder - Review and Processing each [2]219.00$
Annual Permit Holder - Field Inspection
Inspections (within 5 days)per site [2]222.00$
Each additional inspection (over 5 days)
per
inspection /
per site
[2]222.00$
Capital Improvement Project (to include traffic control review
time)per project [2], [9]276.00$
Private Improvement Project (to include traffic control review
time)per project [2], [10]276.00$
830 Minor - Construction
Inspection Fee each [2], [12]920.00$
Processing and Review each [2], [12]552.00$
Revision after Approval each [2]276.00$
829 Minor - Non-Construction
Inspection Fee
Traffic Control Only each [2]652.00$
Road Closure each [2]917.00$
Processing and Review
Non Standard Traffic Control Plan each [2]532.00$
Standard Traffic Control Plan each [2]489.00$
Road Closure each [2]842.00$
Revision after Approval each [2]259.00$
40May 19, 2026 Item #4 Page 315 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Utility
Inspection Fee
Access Facilities - No Ground Disturbance/Construction each [2], [14]610.00$
Miscellaneous Construction per project [2], [14]610.00$
New Facility Only (no trenching) (in ground/ above ground) each [2], [14]610.00$
Night & Weekend Work hourly [2], [14]723.00$
Overhead Lines, Add/Remove/Replace per project [2], [14]610.00$
Pole Placement/ Replacement each [2], [14]610.00$
Replacement/ Modification/ Repair of above ground facility
including vaults each [2], [14]610.00$
Sewer Lateral each [2], [14]675.00$
Water Lateral each [2], [14]675.00$
Underground Placement or Repair of Conduit
(trenching/boring)
0 to 150 Linear Feet each [2], [11]1,598.00$
151 to 1000 Linear Feet hourly [2], [11]178.00$
1001 to 10,500 Linear Feet hourly [2], [11]178.00$
Processing and Review
Access Facilities - No Ground
Disturbance/Construction each [2]138.00$
Miscellaneous Construction each [2]276.00$
New Facility Only (no trenching)
(in ground/ above ground)each [2]414.00$
Overhead Lines, Add/Remove/Replace each [2]138.00$
Pole License each [2]621.00$
Pole Placement/ Replacement each [2]207.00$
Replacement/ Modification/ Repair of above ground facility
including vaults each [2]276.00$
Revision after Approval each [2]207.00$
Sewer Lateral each [2]602.00$
Water Lateral each [2]602.00$
Underground Placement or Repair of Conduit
(trenching/boring)
0 to 150 Linear Feet each [2]345.00$
151 to 1000 Linear Feet each [2]828.00$
1001 to 10,500 Linear Feet each [2]1,380.00$
Use - Initial Permit
Inspection Curb and Sidewalk Café each [2]662.00$
Processing and Review
Curb Café each [2]761.00$
Sidewalk Café each [2]715.00$
Outdoor Display each [2]305.00$
Use - Annual Renewal
Curb Café each [2]276.00$
41May 19, 2026 Item #4 Page 316 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Sidewalk Café each [2]276.00$
Outdoor Display each [2]276.00$
Village Area - Curb Café (max of two parking spaces)per space/
per year 1,200.00$
844 Secured Agreement Processing - Extension each [2]528.00$
845 Secured Agreement Processing - Replacement, plus improvement
plan revision fees if required each [2]920.00$
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 + $20 per lot
(Consistent with city payroll records + overhead, consultant cost and
recording fee. Also see Streets and Highways Code Section 8760-
8769)
deposit [1]Actual Cost
Storm Water Pollution Prevention Plan (SWPPP) Fees
Plan Review Fee
848 Tier 1 per site [2]92.00$
849 Tier 2 per site [2]1,104.00$
850 Tier 3- Base Fee per site [2]1,472.00$
851 Tier 3 - per acre fee (calculated with actual acreage)per acre [2]184.00$
Inspection Fee
852 Tier 1 per site [2]3,951.00$
853 Tier 2 per site [2]8,184.00$
854 Tier 3- Base Fee per site [2]9,195.00$
855 Tier 3 - per acre fee (calculated with actual acreage)per acre [2]2,073.00$
Storm Water Quality Management Plan (SWQMP) Fees
856 Plan Review - Base Fee each [2]1,574.00$
857 Plan Review - per acre fee (calculated with actual acreage) per acre [2]132.00$
858 Plan Review - Trash Capture Only each [2]1,748.00$
859 Inspection Fee - Base Fee each [2]1,250.00$
860 Inspection Fee - per acre fee (calculated with actual acreage) per acre [2]969.00$
861 Street Vacation - Street/Public Service Easement Vacation - Regular each [2]5,361.00$
862 Street Vacation - Street/Public Service Easement Vacation - Summary each [2]2,838.00$
Third Party Review
863 Processing Fee per project [2]403.00$
864 Consultant Cost per project [1]Actual Cost
42May 19, 2026 Item #4 Page 317 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
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]229.00$
[Notes]
[1] Set per City policy
[2] Set per 2026 - Cost of Service Study and Fee Schedule Update
[3] Minor: residential new/remodel, commercial/ industrial tenant improvement
[4] Major: Commercial/ industrial new
[5]
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.
[6]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
[7] Maximum limit set by CA Vehicle Code 35795(b)(1)
[8]
Plancheck fees are based on the latest City of Carlsbad Engineering Cost Estimates Unit
prices. Water and sewer facilities owned by separate utility districts are not reviewed
by the city and do not need to be included in project cost estimate.
[9] Processing and traffic control review of City and CMWD projects.
[10]Processing and traffic control review of previously approved private improvement
plans (IMPs).
[11]Includes all underground utilities, wet and dry utilities regardless of construction
method, excluding stand alone sewer and water laterals, and may require securities.
[12]Minor improvements, including but not limited to curb core, sidewalk, curb & gutter,
driveway, minor street paving, and tree removal.
[13]Stand alone developer improvement agreements that are not part of a larger grading
or improvement plan.
[14] Utility Inspection Fee refers to stand alone fees that are applied independently.
43May 19, 2026 Item #4 Page 318 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Building Department Fees
New Construction, Additions, and Major Remodels [1], [3]
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 1,000 base fee up
to 1,000 s.f.[2]1,700$
967 each add'l s.f. [2]0.35$
968 2,500 base fee up
to 2,500 s.f.[2]2,376$
969 each add'l s.f. [2]0.35$
970 4,000 base fee up
to 4,000 s.f.[2]2,870$
971 each add'l s.f. [2]0.33$
972 6,000 base fee up
to 6,000 s.f.[2]3,489$
973 each add'l s.f. [2]0.33$
974 8,000 base fee up
to 8,000 s.f.[2]4,147$
975 each add'l s.f. [2]0.58$
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)
956 500 base fee up
to 500 s.f.[2]1,393$
957 each add'l s.f. [2]0.76$
958 5,000 base fee up
to 5,000 s.f.[2]4,522$
959 each add'l s.f. [2]0.63$
960 10,000 base fee up
to 10,000 s.f.[2]7,751$
961 each add'l s.f. [2]0.06$
962 50,000 base fee up
to 50,000 s.f.[2]10,196$
963 each add'l s.f. [2]0.17$
44May 19, 2026 Item #4 Page 319 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
964 100,000
base fee up
to 100,000
s.f.
[2]18,598$
965 each add'l s.f. [2]0.19$
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)
946 500 base fee up
to 500 s.f.[2]1,147$
947 each add'l s.f. [2]0.54$
948 5,000 base fee up
to 5,000 s.f.[2]3,669$
949 each add'l s.f. [2]0.42$
950 10,000 base fee up
to 10,000 s.f.[2]5,723$
951 each add'l s.f. [2]0.08$
952 50,000 base fee up
to 50,000 s.f.[2]8,908$
953 each add'l s.f. [2]0.11$
954 100,000
base fee up
to 100,000
s.f.
[2]14,212$
955 each add'l s.f. [2]0.14$
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)
946 500 base fee up
to 500 s.f.[2]1,037$
947 each add'l s.f. [2]0.34$
948 5,000 base fee up
to 5,000 s.f.[2]2,523$
949 each add'l s.f. [2]0.50$
950 10,000 base fee up
to 10,000 s.f.[2]5,002$
45May 19, 2026 Item #4 Page 320 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
951 each add'l s.f. [2]0.06$
952 50,000 base fee up
to 50,000 s.f.[2]7,768$
953 each add'l s.f. [2]0.10$
954 100,000
base fee up
to 100,000
s.f.
[2]12,869$
955 each add'l s.f. [2]0.13$
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)
916 500 base fee up
to 500 s.f.[2]1,179$
917 each add'l s.f. [2]0.42$
918 5,000 base fee up
to 5,000 s.f.[2]2,588$
919 each add'l s.f. [2]0.32$
920 10,000 base fee up
to 10,000 s.f.[2]4,153$
921 each add'l s.f. [2]0.03$
922 50,000 base fee up
to 50,000 s.f.[2]5,324$
923 each add'l s.f. [2]0.01$
924 100,000
base fee up
to 100,000
s.f.
[2]5,921$
925 each add'l s.f. [2]0.07$
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)
866 500 base fee up
to 500 s.f.[2]1,430$
867 each add'l s.f. [2]0.45$
46May 19, 2026 Item #4 Page 321 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
868 5,000 base fee up
to 5,000 s.f.[2]3,292$
869 each add'l s.f. [2]0.53$
870 10,000 base fee up
to 10,000 s.f.[2]5,945$
871 each add'l s.f. [2]0.05$
872 50,000 base fee up
to 50,000 s.f.[2]8,021$
873 each add'l s.f. [2]0.12$
874 100,000
base fee up
to 100,000
s.f.
[2]14,075$
875 each add'l s.f. [2]0.14$
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)
926 500 base fee up
to 500 s.f.[2]1,033$
927 each add'l s.f. [2]0.24$
928 5,000 base fee up
to 5,000 s.f.[2]2,248$
929 each add'l s.f. [2]0.12$
930 10,000 base fee up
to 10,000 s.f.[2]2,805$
931 each add'l s.f. [2]0.07$
932 50,000 base fee up
to 50,000 s.f.[2]5,422$
933 each add'l s.f. [2]0.06$
934 100,000
base fee up
to 100,000
s.f.
[2]8,132$
935 each add'l s.f. [2]0.09$
47May 19, 2026 Item #4 Page 322 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
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)
936 500 base fee up
to 500 s.f.[2]940$
937 each add'l s.f. [2]0.24$
938 5,000 base fee up
to 5,000 s.f.[2]2,124$
939 each add'l s.f. [2]0.06$
940 10,000 base fee up
to 10,000 s.f.[2]2,507$
941 each add'l s.f. [2]0.05$
942 50,000 base fee up
to 50,000 s.f.[2]4,732$
943 each add'l s.f. [2]0.04$
944 100,000
base fee up
to 100,000
s.f.
[2]6,987$
945 each add'l s.f. [2]0.07$
Low and Moderate Hazard Storage - (All newly constructed or added
space for storage occupancies classified as CBC Group S, private
garages for commercial / industrial/multifamily uses, or other
storage occupancies not specifically addressed elsewhere in this Fee
886 500 base fee up
to 500 s.f.[2]1,308$
887 each add'l s.f. [2]0.47$
888 5,000 base fee up
to 5,000 s.f.[2]3,325$
889 each add'l s.f. [2]0.25$
890 10,000 base fee up
to 10,000 s.f.[2]4,622$
891 each add'l s.f. [2]0.03$
892 50,000 base fee up
to 50,000 s.f.[2]5,868$
893 each add'l s.f. [2]0.01$
48May 19, 2026 Item #4 Page 323 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
894 100,000
base fee up
to 100,000
s.f.
[2]6,394$
895 each add'l s.f. [2]0.07$
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
896 200 base fee up
to 200 s.f.[2]669$
897 each add'l s.f. [2]1.70$
898 400 base fee up
to 400 s.f.[2]1,048$
899 each add'l s.f. [2]0.49$
900 600 base fee up
to 600 s.f.[2]1,181$
901 each add'l s.f. [2]0.41$
902 1,000 base fee up
to 1,000 s.f.[2]1,335$
903 each add'l s.f. [2]0.20$
904 3,000 base fee up
to 3,000 s.f.[2]1,707$
905 each add'l s.f. [2]0.65$
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)
906 200 base fee up
to 200 s.f.[2]669$
907 each add'l s.f. [2]1.70$
908 400 base fee up
to 400 s.f.[2]1,048$
909 each add'l s.f. [2]0.49$
910 600 base fee up
to 600 s.f.[2]1,181$
911 each add'l s.f. [2]0.41$
912 1,000 base fee up
to 1,000 s.f.[2]1,335$
913 each add'l s.f. [2]0.20$
49May 19, 2026 Item #4 Page 324 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
914 3,000 base fee up
to 3,000 s.f.[2]1,707$
915 each add'l s.f. [2]0.65$
976 1,000 base fee up
to 1,000 s.f.[2]1,415$
977 each add'l s.f. [2]0.23$
978 2,500 base fee up
to 2,500 s.f.[2]1,824$
979 each add'l s.f. [2]0.18$
980 4,000 base fee up
to 4,000 s.f.[2]2,074$
981 each add'l s.f. [2]0.24$
982 6,000 base fee up
to 6,000 s.f.[2]2,553$
983 each add'l s.f. [2]0.24$
984 8,000 base fee up
to 8,000 s.f.[2]2,992$
985 each add'l s.f. [2]0.43$
Duplicate Floor Plan Review - Attached or Detached Accessory and
Utility Uses flat [2]440$
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.
996 500 base fee up
to 500 s.f.[2]647$
997 each add'l s.f. [2]0.08$
998 5,000 base fee up
to 5,000 s.f.[2]1,335$
999 each add'l s.f. [2]0.04$
1000 10,000 base fee up
to 10,000 s.f.[2]1,653$
1001 each add'l s.f. [2]0.01$
Duplicate Floor Plan Review - Single Family Dwellings and Duplexes
50May 19, 2026 Item #4 Page 325 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1002 50,000 base fee up
to 50,000 s.f.[2]1,930$
1003 each add'l s.f. [2]0.01$
1004 100,000
base fee up
to 100,000
s.f.
[2]2,366$
1005 each add'l s.f. [2]0.03$
[Notes]
[1]Valuation based on current valuation multiplier published by the San Diego Chapter of
the International Code Council. CBC 109.3 Building permit valuations.
[2]Set per 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
[3]Plan check fee based on 65% of the current building permit fee and is due upon initial
submittal
51May 19, 2026 Item #4 Page 326 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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]$ 308
Cell Site
1007 Radio over 30 ft. high each [2]$ 704
1008 Dish, 10 ft. dia. w/decoder each [2]$ 572
1009 Equipment Enclosure each [2]$ 616
1010 Awning or Canopy per permit [2]$ 294
1011 Bollards up to 4pcs per permit [2]$ 264
1012 Certificate of Occupancy per permit [2]$ 89
Temporary Certificate of Occupancy per permit [2]$ 206
Decks / Balcony
1013 Repair each [2]$ 131
1014 New/Replace each [2]$ 369
Demolition of Building
1015 Commercial each [2]$ 581
1016 Residential each [2]$ 854
EV Charging Stations
Single-Family Residential per permit [2]$ 162
Commercial / Multi-Family Residential
0-5 EV Charging Stations per permit [2]$ 294
6-10 EV Charging Stations per permit [2]$ 440
Over 11 EV Charging stations per permit [2]$ 792
1017 Fence or Freestanding Wall up to 100'each [2]$ 572
1018 Fire Damage Repair - Residential - Minor per permit [2]$ 366
1019 Fireplace Repair/Replace per permit [2]$ 441
Foundation Repair
1020 Commercial each [2]$ 441
1021 Residential each [2]$ 572
1022 Greenhouse per permit [2]$ 441
Manufactured House / Building
1023 Commercial per permit [2]$ 520
1024 Residential per permit [2]$ 395
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] $ 440
1026 Partition/ Wall - Interior/Non-Structural <100'per permit [2]$ 232
Patio
1027 Frame with Cover each [2]$ 153
1028 Frame with Cover & Walls each [2]$ 590
1029 Screen or Plastic Walls each [2]$ 381
1030 Plastering Outside per permit [2]$ 188
52May 19, 2026 Item #4 Page 327 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Remodel - Residential
1031 Kitchen/Bath each [2]$ 480
1032 Other - up to 500 sq. ft.each [2]$ 659
1033 Other - above 500 sq. ft.per 100 sq. ft. [2] $ 133
Repairs - Miscellaneous
1034 Commercial each [2]$ 364
1035 Residential each [2]$ 153
Retaining Wall
1036 Non-Engineered - City Standard per permit [2]$ 229
Engineered per permit [2]$ 273
Reroofing
1037 Commercial per permit [2]$ 247
1038 Residential per permit [2]$ 109
Roof Structure Repair / Reinforcement
1039 Commercial each [2]$ 345
1040 Residential each [2]$ 256
1041 Saunas (Steam)per permit [2]$ 369
Sign
1042 Wall - Illuminated per permit [2]$ 188
1043 Wall - Non-Illuminated per permit [2]$ 176
1044 Pole per permit [2]$ 348
1045 Monument per permit [2]$ 212
Skylight
1046 Commercial each [2]$ 471
1047 Residential each [2]$ 410
1048 Solar - SolarApp+ Residential per permit [1]$ 199
Add Residential Battery Back-up per permit [2]$ 261
1049 Solar - Residential (Up to 15 kW)per permit [2],[4] $ 312
1050 Per kW above 15kW per kW [2],[4] $ 21
1051 Add Residential Battery Back-up per permit [2],[4] $ 221
1052 Add Residential Panel Upgrade per permit [2],[4] $ 221
1053 Add Reverse Tilt System/ Ground Mount per permit [2],[4] $ 133
1054 Solar - Commercial (Up to 50 kW)per permit [2],[4] $ 660
1055 Per kW between 51kW - 250kW per kW [2],[4] $ 1
Solar Commercial Systems (250kW)per permit [2],[4] $ 792
1056 Per kW above 250kW per kW [2],[4] $ 4
53May 19, 2026 Item #4 Page 328 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
1057 Spray Booth Install / Clean Room per permit [2] $ 332
Stairs
1058 New/Replace First Story each [2] $ 502
1059 Additional Story each [2] $ 453
1060 Repair each [2] $ 396
Siding
1061 Stucco each [2] $ 176
1062 Stone/Brick Veneer each [2] $ 264
Storage Racks
1063 <8 ft, first 100 lf per permit [2] $ 264
1064 each add'l. 100 lf each [2] $ 112
1065 >8 ft, first 100 lf per permit [2] $ 352
1066 >8 ft, ea. Add'l 100 lf each [2] $ 112
Swimming Pool
1067 Commercial per permit [2] $ 574
1068 Residential per permit [2] $ 393
Storm Water Pollution Prevention Plan (SWPPP) Inspection Fee
Demolitions, Remodels, and Alterations per
inspection [2] $ 89
New Construction per
inspection [2] $ 221
All Other Inspections per
inspection [2] $ 15
1069 Temporary Seating or Bleachers Install per permit [2] $ 264
1070 Trash Enclosure Install per permit [2] $ 276
Windows / Door
1071 Commercial each [2] $ 326
1072 Residential each [2] $ 109
Waste Management Plan (C&D) fee per permit [2] $ 45
Other Inspections (Per Hour)
Admin Processing Fee ( revisions and resubmittals)per permit [2] $ 49
1073 Inspections outside of normal business hours (minimum charge: two
hours)per hour [2] $ 196
1074 Re-inspection fees per hour [2] $ 196
1075 Inspections for which no fee is specifically indicated (minimum
charge: one half-hour)per hour [2] $ 196
1076 Special third party, multiple or recurring inspections (city processing
fee per permit plus actual cost)flat [2] $ 586
54May 19, 2026 Item #4 Page 329 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Other Building Fees
1078 Appeal of Building Official Decision per permit [1] $ 1,466
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)
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] $ 196
[Notes]
[1] Set per City policy
[2]Set per FY 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West
Region Urban CPI.
[3]Valuation based on current valuation multiplier published by the San Diego Chapter of
the International Code Council. CBC 109.3 Building permit valuations.
[4] Limited to maximum amounts set by AB1414
[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
55May 19, 2026 Item #4 Page 330 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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] $ 270
1088 Water Heater Only per permit [1] $ 147
Complex Mechanical Permits
1089 FAU less than 100,000 Btu/h per permit [1] $ 616
1090 FAU greater than 100,000 Btu/h per permit [1] $ 792
1091 Floor furnace (including vent)per permit [1] $ 441
1092 Suspended, wall, or floor-mounted heaters per permit [1] $ 352
1093 Appliance vents not included in an appliance permit per permit [1] $ 704
1094 Boiler up to 100,000 Btu/h per permit [1] $ 836
1095 Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1] $ 352
1096 Compressor up to 3 HP per permit [1] $ 396
1097 Compressor up to 3 HP to 15 HP per permit [1] $ 414
1098 Other Complex Mechanical per permit [1] $ 528
Complex Electrical Permits
1099 Commercial Appliance per permit [1] $ 352
1100 Power Apparatus per permit [1] $ 352
1101 Motor not over 1 HP each [1] $ 352
1102 Motor over 1 HP and not over 10 HP each [1] $ 352
1103 Motor over 10 HP and not over 50 HP each [1] $ 352
1104 Motor over 50 HP and not over 100 HP each [1] $ 396
1105 Motor over 100 HP each [1] $ 441
1106 Generator not over 1 KW each [1] $ 352
1107 Generator over 1 KW and not over 10 KW each [1] $ 396
1108 Generator over 10 KW and not over 50 KW each [1] $ 528
1109 Generator over 50 KW and not over 100 KW each [1] $ 528
1110 Generator over 100 KW each [1] $ 616
1111 Transformer not over 1 KVA each [1] $ 441
1112 Transformer over 1 KVA and not over 10 KVA each [1] $ 441
1113 Transformer over 10 KVA and not over 50 KVA each [1] $ 485
1114 Transformer over 50 KVA and not over 100 KVA each [1] $ 528
1115 Transformer over 100 KVA each [1] $ 528
1116 Services of 600 volts or less and over 400 amperes to 1000
amperes in rating each [1] $ 528
1117 Services over 600 volts or over 1000 amperes in rating each [1] $ 704
1118 Other Complex Electrical each [1] $ 528
Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit
56May 19, 2026 Item #4 Page 331 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee/Deposit
Complex Plumbing Permits
1119 Fire Suppression System/Commercial Hood per permit [1] $ 748
1120 Onsite Sewer 6" & Over per permit [1] $ 485
1121 Onsite Water 6" & Over per permit [1] $ 485
1122 Onsite Storm Drain 6" & Over per permit [1] $ 485
1123 Utilities (private - main) city processing fee per permit [1] $ 880
1124 Utilities (private - main) plans examiner fee per permit [1] Actual Cost
1125 Other Complex Plumbing per permit [1] $ 528
Affordable Housing Credit
1138 Cassia Heights (Southeast and Southwest quadrants)per unit [2] $ 82,459
1139 Tavarua Senior Affordable Apartments (Northwest quadrant) per unit [2] $ 122,036
[Notes]
[1]Set per 2026 - Cost of Service Study and Fee Schedule Update. Indexed to West Region
Urban CPI.
[2] Set per City policy.
57May 19, 2026 Item #4 Page 332 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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
58May 19, 2026 Item #4 Page 333 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Section 3
Development Impact Fees
May 19, 2026 Item #4 Page 334 of 437
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60May 19, 2026 Item #4 Page 335 of 437
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61May 19, 2026 Item #4 Page 336 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
62May 19, 2026 Item #4 Page 337 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
63May 19, 2026 Item #4 Page 338 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Fee Name Fee Type
No
t
e
s
Fee Level/Deposit
Planned Local Drainage Area Fees (PLDA)
1126 PLDA A, Low Runoff per acre $ 8,938.00
1127 PLDA B, Low Runoff per acre $ 3,341.00
1128 PLDA C, Low Runoff per acre $ 3,242.00
1129 PLDA D, Low Runoff per acre $ 3,074.00
1130 PLDA A, Medium Runoff per acre $ 17,773.00
1131 PLDA B, Medium Runoff per acre $ 6,440.00
1132 PLDA C, Medium Runoff per acre $ 4,586.00
1133 PLDA D, Medium Runoff per acre $ 5,029.00
1134 PLDA A, High Runoff per acre $ 38,728.00
1135 PLDA B, High Runoff per acre $ 14,475.00
1136 PLDA C, High Runoff per acre $ 14,053.00
1137 PLDA D, High Runoff per acre $ 13,325.00
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
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Fee Name Fee Type
No
t
e
s
Fee/Deposit
Affordable Housing Impact Fee
1140 Affordable Housing Impact Fee per unit [1] $ 2,925
1141 Affordable Housing In-Lieu Fee (per single-family market rate unit on
single-family lot)per unit [2] $ 10,272
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
Agricultural Mitigation Fees
Agricultural Mitigation Fee per net
converted acre [1]10,000$
Habitat Mitigation Fees, Per Acre
1143 Type D - Coastal Sage Scrub per acre [1] $ 40,651
1144 Type E - Non-Native Grassland per acre [1] $ 20,327
1145 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1] $ 4,065
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] $ 546
1150 Apartment (Outside of CFD 1)per ADT [1] $ 642
1151 Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1] $ 216
1152 Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1] $ 256
1153 Condominium (Inside of CFD 1)per ADT [1] $ 546
1154 Condominium (Outside of CFD 1)per ADT [1] $ 642
1155 Single Family (Inside of CFD 1)per ADT [1] $ 546
1156 Single Family (Outside of CFD 1)per ADT [1] $ 642
[Notes]
[1] Set per City policy
[2] Updated via City Council Resolution; effective April 1, 2022.
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nbsgov.com
Report for:
User Fee Study Update for FY 2025
May 13, 2026
Exhibit 9
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TABLE OF CONTENTS
Executive Summary ........................................................................................................ 5
1.1 Findings ................................................................................................................... 5
1.2 Report Format ......................................................................................................... 6
Introduction and Fundamentals ...................................................................................... 7
2.1 Scope of Study ......................................................................................................... 7
2.2 Methods of Analysis ................................................................................................ 9
City Clerk Department .................................................................................................. 15
3.1 Cost-of-Service Analysis ........................................................................................ 15
3.2 Fee Establishment ................................................................................................. 15
3.3 Cost Recovery Evaluation ...................................................................................... 15
Finance Department ..................................................................................................... 16
4.1 Cost-of-Service Analysis ........................................................................................ 16
4.2 Fee Establishment ................................................................................................. 16
4.3 Cost Recovery Evaluation ...................................................................................... 16
Library Division ............................................................................................................. 18
5.1 Cost-of-Service Analysis ........................................................................................ 18
5.2 Fee Establishment ................................................................................................. 18
5.3 Cost Recovery Evaluation ...................................................................................... 19
Fire Department ........................................................................................................... 20
6.1 Cost-of-Service Analysis ........................................................................................ 20
6.2 Fee Establishment ................................................................................................. 21
6.3 Cost Recovery Evaluation ...................................................................................... 21
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Police Department ........................................................................................................ 23
7.1 Cost-of-Service Analysis ........................................................................................ 23
7.2 Fee Establishment ................................................................................................. 23
7.3 Cost Recovery Evaluation ...................................................................................... 23
Utilities Department ..................................................................................................... 25
8.1 Cost-of-Service Analysis ........................................................................................ 25
8.2 Fee Establishment ................................................................................................. 25
8.3 Cost Recovery Evaluation ...................................................................................... 26
Planning Division .......................................................................................................... 27
9.1 Cost-of-Service Analysis ........................................................................................ 27
9.2 Fee Establishment ................................................................................................. 28
9.3 Cost Recovery Evaluation ...................................................................................... 29
Engineering Division ..................................................................................................... 30
10.1 Cost-of-Service Analysis ........................................................................................ 30
10.2 Fee Establishment ................................................................................................. 32
10.3 Cost Recovery Evaluation ...................................................................................... 32
Building Division ........................................................................................................... 34
11.1 Cost of Service Analysis ......................................................................................... 34
11.2 Fee Establishment ................................................................................................. 35
11.3 Cost Recovery Evaluation ...................................................................................... 35
Conclusion .................................................................................................................... 37
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Appendices
Cost of Service Analysis (Fee Tables)
City Clerk Department Appendix A.1
Finance Department Appendix A.2
Library Division Appendix A.3
Fire Department Appendix A.4
Police Department Appendix A.5
Utilities Division Appendix A.6
Planning Division Appendix A.7
Engineering Division Appendix A.8
Building Division Appendix A.9
Comparative Fee Survey
City Clerk Department Appendix B.1
Finance Department Appendix B.1
Library Division Appendix B.1
Fire Department Appendix B.1
Police Department Appendix B.1
Utilities Division Appendix B.1
Planning Division Appendix B.2
Engineering Division Appendix B.3
Building Division Appendix B.4
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Executive Summary
NBS performed a User Fee Study Update for FY 2025 (Study) for the City of Carlsbad. The purpose of this
report is to present the findings and recommendations of the various fee analyses performed as part of
the Study and provide the City with the information needed to update and establish user and regulatory
fees for service. Throughout the process, the Study afforded much effort to ensure that not only are the
fees and charges reasonable and equitable, but that they also meet industry standards and uphold the
statutory requirements of the State of California.
California cities, counties, and special districts may impose user and regulatory fees for services and
activities they provide through provisions set forth in the State Constitution, Article XIII C § 1. Under this
legal framework, a fee may not exceed the reasonable cost of providing the service or performing the
activity. For a fee to qualify as such, it must relate to a service or activity performed at the request of an
individual or entity upon which the fee is imposed, or their actions specifically cause the local government
agency to perform additional activities. In this instance, the service or underlying action causing the local
agency to perform the service is either discretionary and/or is subject to regulation. As a discretionary
service or regulatory activity, the user fees and regulatory fees considered in this Study fall outside of the
definition and statutory requirement to impose general taxes, special taxes, and fees as a result of
property ownership.
The City’s main reason for conducting this Study was twofold: (1) first, to ensure that existing fees do not
exceed the costs of service, and (2) second, to provide an opportunity for the City Council to re-align fee
amounts with localized cost recovery policies.
1.1 Findings
This Study examined user and regulatory fees managed by the following City Departments and Divisions:
City Clerk, Finance, Library, Fire, Police, Utilities, Planning, Engineering, and Building. The following table
provides a summary of the Study’s results:
Table 1. Report Summary
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As shown in Table 1 above, the Study identified an estimated $12.2 million in eligible costs for recovery
from fees for service compared to approximately $5.5 million the City is currently collecting each year
from fees. The City is recovering approximately 45% of the costs associated with providing user and
regulatory fee-related services. Should City Council adopt fees at 100% of the full cost recovery amounts
determined by this Study, an additional $6.7 million in costs could be recovered.
However, Section 2.2.3 later explains, there may be other local policy considerations that support
adopting fees at less than the calculated full cost recovery amount. In cases where business processes
have changed such that the reasonable costs of providing a service have decreased since previous cost of
service studies, fees will be lowered to levels at or below current full cost recovery.
1.2 Report Format
This report documents the analytical methods and data sources used in the Study, presents findings
regarding current levels of cost recovery achieved from user and regulatory fees, discusses recommended
fee amounts, and provides a comparative survey of fees to neighboring agencies for similar services. The
report is organized into the following sections:
Section 2 - Outlines the general framework, approach, and methodology of the Fee Study.
Sections 3 through 11 - Discuss the results of the cost-of-service analysis performed by
department and/or fee program. The analysis includes: (1) fully burdened hourly rate(s); (2)
calculation of the costs of providing service; and (3) the cost recovery performance of each
fee category.
Section 12 - Presents the conclusions of the analysis provided in the preceding sections.
Appendices to this report - Include additional details of the analysis performed and a
comparison of the fees imposed by neighboring agencies for similar services.
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Introduction and Fundamentals
2.1 Scope of Study
The following is a summary of the fees evaluated during the Study:
City Clerk Division:
o Appeals
Finance / General City Fees:
o Community Facilities District Annexation
o Short-Term Vacation Rental
o Sign Collection and Pickup
Library Division:
o Card Replacement
o Interlibrary Loan
o Lost/Damaged Items
Fire Department:
o Sprinkler System – New, Tenant Improvement, Other
o Alarm System – New, Sprinkler Monitoring, Tenant Improvement Fire
o Development Applications, Plan Review, and Inspection
o Annual Inspections and Fire Code Permits
Police Department:
o Audio/Photos on Disk
o Burglary Alarm Registration and Response
o False Alarm Response
o Entertainment License
o Fingerprinting
o Fix-It Ticket
o Handicap Placard Violation Waiver Processing
o Subpoena, Record Requests, and Reports
o Storage/Impounded Vehicle Administrative Charge
Utilities Department:
o Water Account Fees
o Water Service Fees
o Recycled Water Fees
o Wastewater Fees
o Third Party Hydraulic Modeling Fees
Planning Division:
o Appeals
o Building Plan Reviews
o City Planner Determination and Planning Commission Determinations
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o Permits – Coastal Development, Conditional Use, Daycare, Hillside Development,
Historic Preservation, Non-Conforming Construction, Satellite Antenna, and Special
Use
o Environmental Impact Assessment (EIA) and Environmental Impact Report (EIR)
o Habitat Management Plan (HMP)
o Landscape Plan check & Inspection
o Plan Amendments – General Plan Amendment, Local Coastal Plan, and Local Facilities
Management Plan/Amendment
o Master Plan Fees
o Plan Consistency Determination
o Planned Development
o Precise Development Plans
o Preliminary Plan Reviews
o Re-Recording or Cancellation of an Instrument on Real Property
o Reversion to Acreage
o Sign Program
o Site Development Plan
o Specific Plan Fees
o Street Name Change
o Tentative Maps
o Third Party Review-Processing
o Variance
o Zoning fees
o Research Fee
Engineering Division:
o Appeal Fee
o Adjustment Plat
o Building Plan Review
o Certificate- Certificate of Compliance and Certificate of Correction
o Construction Change Review
o Developer Agreements
o Easement Document Processing and Recording
o Encroachment Agreement Processing
o Grading Plan Check and Permit Fees
o Public and Private Improvement Plan Review and Agreements
o Mapping
o Retaining Wall Plan Check Fees
o Reversion to Acreage
o Right-of-Way Permits
o Utility Permits
o Secured Agreements
o Storm Water Pollution Prevention Plan (SWPPP)
o Storm Water Quality Management Plan (SWQMP)
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o Street Vacation/Public Service Easement Vacation
o Third Party Review Processing Fee
Building Division:
o New Construction, Additions and Major Remodel inspections.
o Mechanical, Plumbing and Electrical Permits
o Awnings or Canopy Permits
o Minor Miscellaneous Residential and Commercial Improvements to include but not
limited to: Cell Sites, Certificate of Occupancies, Deck / Balcony Permits, EV Charging
Stations, Patio Permits, Kitchen / Bath Remodels, Re-roofing, Signs, Solar Permits,
Storage Racks, Swimming Pools, Storm Water Pollution Prevention Plan Inspections,
and Other Inspections (per hour)
The fees examined in this report specifically exclude development impact fees, utility rates, and any
special tax assessments which fall under a different set of statutory and procedural requirements from
the body of user and regulatory fees analyzed in this Study. The Study also excludes facility and
equipment rental rates, as well as most fines and penalties imposed by the City for violations of its
requirements or codes.
2.2 Methods of Analysis
Three phases of analysis were completed for each City department, division or section studied:
2.2.1 COST- OF-SERVICE ANALYSIS
This cost-of-service analysis is a quantitative effort that compiles the full cost of providing governmental
services and activities. There are two primary types of costs considered: direct and indirect costs. Direct
costs are those that specifically relate to an activity or service, including the real-time provision of the
service. Indirect costs are those that support the provision of services in general but cannot be directly or
easily assigned to a singular activity or service.
Direct Costs:
Direct personnel costs – Salary, wages and benefits expenses for personnel specifically
involved in the provision of services and activities to the public.
Direct non-personnel costs – Discrete expenses attributable to a specific service or activity
performed, such as contractor costs, third-party charges, and materials used in the service or
activity.
Indirect Costs:
Indirect personnel costs – Personnel expenses supporting the provision of services and
activities. This can include line supervision and departmental management, department
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administrative support, and staff involved in technical support activities related to the direct
services provided to the public. These indirect costs are included in the Department Admin
area of the fully burdened hourly rate tables.
Indirect non-personnel costs – Expenses other than labor involved in the provision of services
and activities. This can include operational expenses that support the department’s overall
functions, such as printing, postage, and similar administrative support costs. In most cases,
these costs are allocated across all services provided by a department, rather than directly
assigned to individual fee/rate categories. These indirect costs are included in the
Department Admin area of the fully burdened hourly rate tables.
Overhead costs – These are expenses, both labor and non-labor, related to agency-wide
support services. Support services include general administrative services such as City
Manager, Finance, Human Resources, etc. The amount of costs attributable to the
departments or divisions included in this Study were sourced from the City’s Cost Allocation
Plan, created by NBS.
All cost components in this Study use annual (or annualized) figures, representing a twelve-month cycle of
expenses incurred by the Department/Division in the provision of all services and activities City-wide.
Nearly all the fees reviewed in this Study require specific actions on the part of City staff to provide the
service or conduct the activity. Since labor is the primary underlying factor in these activities, the Study
expresses the full cost of service as a fully burdened cost per labor hour. NBS calculated a composite, fully
burdened, hourly rate for each department, division, program, or activity applicable to the specific
organization and needs of each area studied. This rate serves as the basis for further quantifying the
average full cost of providing individual services and activities. Determining the fully burdened labor rate
for each department, and the various functional divisions within a department, requires two data sets: (1)
the full costs of service, and (2) the number of staff hours available to perform those services. NBS
derived the hours available based on the complete list of all City employees and/or available service hours
of its contracted professionals (where applicable).
The City supplied NBS with the total number of paid labor hours for each employee involved in the
delivery of services included in this Study. These available hours represent the amount of productive time
available to provide both fee-recoverable and non-fee-recoverable services and activities. Available labor
hours divided into the annual full costs of service equal the composite, fully burdened, labor rate. Some
agencies may also use the resulting rates for purposes other than setting fees, such as calculating the full
cost of general services or structuring a cost recovery agreement with another agency or third party.
NBS also assisted the City in estimating the staff time for the services and activities listed in the City’s fee
schedule. Time tracking records for the fee programs studied as part of this analysis, when available,
proved useful in identifying time spent providing general categories of service (e.g., division
administration, plan review, inspection, public information assistance, etc.). However, the City does not
systematically track the service time of activities for all departments or all individual fee-level services
provided. Therefore, NBS also relied on interviews and questionnaires to develop the necessary data sets
of estimated labor time. In many cases, the City provided estimates of the average amount of time (in
minutes and hours) it took to complete a typical service or activity considered on a per-occurrence basis.
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It should be noted that the development of these time estimates was not a one-step process but required
careful review by both NBS and Department managers to assess the reasonableness of such estimates.
Based on the results of this review, the City reconsidered its time estimates until all parties were
comfortable that the fee models reasonably reflected the average service level provided by the City.
Finally, the fully burdened labor rate(s) calculated in earlier steps were applied at the individual fee level
time estimates, yielding an average total cost of providing each fee for service or activity. The graphic
below provides a visual representation of the steps discussed in this section.
2.2.2 FEE ESTABLISHMENT
The fee establishment process includes a range of considerations, including the following:
Addition to and deletion of fees – The Study provided each department with the opportunity
to propose additions and deletions to their current fee schedules, as well as re-name, re-
organize, and clarify which fees were to be imposed. Many of these fee revisions allowed for
better adherence to current practices, as well as the improvement in the calculation,
application, and collection of the fees owed by an individual. Some additions to the fee
schedule were simply the identification of existing services or activities performed by City
staff for which no fee is currently charged.
Revision to the structure of fees – In most cases, the focus was to re-align the fee amount to
match the costs of service and leave the current structure of fees unchanged. However, in
several cases, fee categories and fee names had to be simplified or re-structured to increase
the likelihood of full cost recovery or to enhance the fairness of how the fee is applied to the
various types of fee payers.
Documentation of the tools used to calculate special cost recovery – The City’s fee schedule
should include the list of fully burdened rates developed by the Study. Documenting these
rates in the fee schedule provides an opportunity for the City Council to approve rates for cost
recovery under a “time and materials” approach. It also provides clear publication of those
rates so that all fee payers can readily reference the basis of any fee amounts. The fee
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schedule should provide language that supports special forms of cost recovery for activities
and services not included in the adopted master fee schedule. In these rare instances,
published rates are used to estimate a flat fee or bill on an hourly basis, which is at the
department director’s discretion.
2.2.3 COST RECOVERY EVALUATION
The NBS fee model compares the existing fee for each service or activity to the average total cost of
service quantified through this analysis. Here are the possible outcomes of the fee analysis:
Cost recovery rate of 0% - This signifies that there is currently no current recovery of costs
from fee revenues (or insufficient information available for evaluation).
Cost recovery rate of 100% - This means that the fee currently recovers the full cost of
service.
Cost recovery rate between 0% and 100% - This indicates partial recovery of the full cost of
service through fees.
Cost recovery rate greater than 100% - This means that the fee exceeds the full cost of
service. User fees and regulatory fees should not exceed the full cost of service.
In all cases, the cost recovery rate achieved by a fee should not be greater than 100%. In most cases,
imposing a fee above this threshold could change the definition of the charge from a cost-of-service
based fee to a tax which has other procedural requirements, such as ballot protest or voter approval.
NBS assisted with modeling the “recommended” or “target” level of cost recovery for each fee,
established at either 100% or any amount less than the calculated full cost of service. Targets and
recommendations reflect discretion on the part of the agency based on a variety of factors, such as
existing City policies and agency-wide or departmental revenue objectives, economic goals, community
values, market conditions, level of demand, and others.
A general method of selecting an appropriate cost recovery target is to consider the public and private
benefits of the service or activity in question, such as:
To what degree does the public benefit from the service at large?
To what degree does the individual or entity requesting, requiring, or causing the service
benefit?
When a service or activity benefits the public at large, there is generally little to no recommended fee
amount (i.e., 0% cost recovery), reinforcing the fact that a service which truly benefits the public is best
funded by general resources of the City, such as revenues from the General Fund (e.g., taxes). Conversely,
when a service or activity wholly benefits an individual or entity, the cost recovery is generally closer to or
equal to 100% of cost recovery from fees collected from the individual or entity.
In some cases, a strict public-versus-private benefit judgment may not be sufficient to finalize a cost
recovery target. Any of the following factors and considerations may influence or supplement the public-
versus-private benefit perception of a service or activity:
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If optimizing revenue potential is an overriding goal, is it feasible to recover the full cost of
service?
Will increasing fees result in non-compliance or public safety problems?
Are there desired behaviors or modifications to behaviors of the service population helped or
hindered through the degree of pricing for the activities?
Does current demand for services support a fee increase without adverse impact to the
community served or current revenue levels? In other words, would fee increases have the
unintended consequence of driving away the population served?
Is there a good policy basis for differentiating between the type of user (e.g., residents vs.
non-residents, residential vs. commercial, non-profit entities, and business entities)?
Are there broader City objectives that merit a less than full cost recovery target from fees,
such as economic development goals and local social values?
NBS provided the cost-of-service calculation based on 100% full cost recovery and the framework for the
City’s use to adjust the amount of cost recovery in accordance with its broader goals as they pertain to
code compliance, cost recovery, economic development, and social values.
2.2.4 COMPARATIVE FEE SURVEY
Appendix B presents the results of the Comparative Fee Survey for the City. Policy makers often request a
comparison of their jurisdictional fees to those of surrounding or similar communities. The purpose of a
comparison is to provide a sense of the local market pricing for services, and to use that information to
gauge the impact of recommendations for fee adjustments.
In this effort, NBS worked with the City to choose five comparative agencies to compare all City
department fees – the cities of Chula Vista, Escondido, Oceanside, San Diego, and Vista. An additional
seven comparative agencies were used for the Planning and Engineering department fees – the cities of
Del Mar, Encinitas, Huntington Beach, Newport Beach, San Clemente, San Marcos, and Solana Beach. It is
important to keep the following in mind when interpreting the general approach to, and use of,
comparative survey data:
Comparative surveys do not provide information about cost recovery policies or procedures
inherent in each comparison agency.
A “market-based” decision to price services below the full cost of service calculation is the
same as deciding to subsidize that service.
Comparative agencies may or may not base their fee amounts on the estimated and
reasonable cost of providing services. NBS did not perform the same level of analysis of the
comparative agencies’ fees.
The results of comparative fee surveys are often non-conclusive for many fee categories.
Comparison agencies typically use varied terminology for the provision of similar services.
NBS made every reasonable attempt to source each comparison agency’s fee schedule from their
respective websites and compile a comparison of fee categories and amounts for the most readily
comparable fee items that match the City’s existing fee structure.
2.2.5 DATA SOURCES
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The following data sources were used to support the cost-of-service analysis and fee establishment
phases of this Study:
The City’s Adopted Budget for Fiscal Year 2024-2025
A complete list of all City personnel, salary/wage rates, regular hours, paid benefits, and paid
leave amounts provided by the Finance Department
Prevailing fee schedules
Annual workload data provided by each department and/or fee program evaluated in the
Study
The City’s adopted budget serves as an important source of information that affects the cost-of-service
results. NBS did not audit or validate the City’s financial documents and budget practices, nor was the
cost information adjusted to reflect different levels of service or any specific, targeted performance
benchmarks. This Study accepts the City’s budget as a legislatively adopted directive describing the most
appropriate and reasonable level of City spending. NBS consultants accept the City Council’s deliberative
process and the City’s budget plan and further assert that through this legislative process, the City has
yielded a reasonable and valid expenditure plan to use in setting cost-based fees.
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City Clerk Department
The Office of the City Clerk acts as the compliance officer for federal, state, and local statutes, including
the Political Reform Act, the Brown Act, and the Public Records Act. The Department 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.
3.1 Cost-of-Service Analysis
NBS developed a composite, fully burdened, hourly rate for the City Clerk Department as shown in Table 2
below:
Table 2. Fully Burdened Hourly Rate
Section 2.2, Methods of Analysis, further describes the types of expenditures and allocated costs
considered in the development of the rate. All subsequent cost of service calculations at the individual fee
level assumes a fully burdened hourly rate of $190.
3.2 Fee Establishment
No changes were made to the City Clerk Division’s Fee schedule. Section 2.2, Methods of Analysis,
provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.
3.3 Cost Recovery Evaluation
Appendix A.1 presents the results of the detailed cost recovery analysis of fees for the City’s City Clerk
Department. In the Appendix, the “Cost of Service per Activity” column establishes the maximum
adoptable fee amount for the corresponding service identified in the “Fee Name” list. There were no
instances of activity during the time period reflected in this analysis, therefore no projected revenue
impact is provided.
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
Cost Element Direct Services
Labor 642,185$
Recurring Non-Labor 183,588
Citywide Overhead 406,051
Department Admin 444,035
DEPARTMENT TOTAL 1,675,859$
Fully Burdened Hourly Rate $ 190
Reference: Direct Hours Only 8,800
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Finance Department
The City's Finance Department works to ensure the City's excellent financial health through long range
financial planning and budget management, general accounting and reporting, assessment district
administration and purchasing. 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.
4.1 Cost-of-Service Analysis
NBS developed a composite, fully burdened, hourly rate for the Finance Department as shown in Table 3
below:
Table 3. Fully Burdened Hourly Rate
Section 2.2, Methods of Analysis, further describes the types of expenditures and allocated costs
considered in the development of the rate. All subsequent cost of service calculations at the individual fee
level assumes a fully burdened hourly rate of $152.
4.2 Fee Establishment
The following is a summary of the overall updates to the Finance Departments fee schedule1:
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Moved the Short-Term Vacation Rental Permit Application Fee from the City’s
Planning fee schedule to the Finance/Administration Fee Schedule.
4.3 Cost Recovery Evaluation
Appendix A.2 presents the results of the detailed cost recovery analysis of fees for the City’s Finance
Department. In the Appendix, the “Cost of Service per Activity” column establishes the maximum
adoptable fee amount for the corresponding service identified in the “Fee Name” list.
1 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
Cost Element Direct Services
Labor 2,612,519$
Recurring Non-Labor 599,355
Citywide Overhead 898,179
Department Admin 1,655,319
DEPARTMENT TOTAL 5,765,372$
Fully Burdened Hourly Rate $ 152
37,986 Reference: Direct Hours Only
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Currently, the Department is recovering approximately 107% of the total cost of providing services from
fees. As Table 4 shows, the City collects approximately $2,080 per year in revenue at the current fee
amounts. At full cost recovery and the same demand level for these services, the City would recover
approximately $1,943.
Table 4. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Library Division
The Carlsbad City Library serves the community with three inviting and unique facilities and provides high-
quality services and programs year-round for all ages. The City Library includes circulation services which
maintain library patrons’ accounts and manage the shelving and circulation of all print and audiovisual
materials.
5.1 Cost-of-Service Analysis
NBS developed composite fully burdened hourly rates for full time versus part time personnel. This was
performed uniquely for the Library Division, in order to conform to the manner in which it typically staffs
services and activities as shown in Table 5 below:
Table 5. Fully Burdened Hourly Rate
Section 2.2, Methods of Analysis, further describes the types of expenditures and allocated costs
considered in the development of the rate. All subsequent cost of service calculations at the individual fee
level assumes a fully burdened hourly rate of $197 for Full-Time employees and $80 for Part-Time
employees which support Library Direct Services.
5.2 Fee Establishment
The following is a summary of the overall updates to the Library Division fee schedule2:
Deletion of fees that are no longer used or needed:
o Hold Request Non-Pickup Fee
o Library borrowing – Audio Visual Equipment
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Lost/Damaged Item – beyond repair was made to detail the purpose of the fee.
2 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
Cost Element
Library Direct
Services - Full
Time
Library Direct
Services - Part
Time
Labor 606,722$ 161,658$
Recurring Non-Labor 171,534 38,470
Citywide Overhead 816,339 183,081
Library Admin 207,466 49,858
DIVISION TOTAL 1,802,061$ 433,066$
Fully Burdened Hourly Rate $ 197 $ 80
Reference: Direct Hours Only 9,152 5,414
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5.3 Cost Recovery Evaluation
Appendix A.3 presents the results of the detailed cost recovery analysis of fees for the City’s Library
Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable
fee amount for the corresponding service identified in the “Fee Name” list.
Currently, the Division is recovering approximately 7% of the total cost of providing services from fees. As
Table 6 shows, the City collects approximately $44,000 per year in revenue at the current fee amounts. At
full cost recovery and the same demand level for these services, the City would recover approximately
$610,000.
Table 6. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Fire Department
The Fire Department provides leadership, strategic planning and organizational support for the entire
department and focuses on educating the community about the benefits of proper safety practices and
identifying and eliminating all types of hazardous conditions, which pose a threat to life, the environment
and property.
6.1 Cost-of-Service Analysis
NBS developed a composite, fully burdened, hourly rate for the Fire Department as shown in Table 7 below:
Table 7. Fully Burdened Hourly Rate
As Table 7 above shows, the total cost of providing services is approximately $2.9 million per year.
However, the results of the cost-of-service analysis identified $1.8 million in cost for recovery from the
City’s fees for service with the remaining $1.1 million recommended for recovery through funding sources
other than fees. All subsequent cost of service calculations at the individual fee level assumes a fully
burdened hourly rate of $334.
Based on interviews with Department staff, the analysis segregated the total cost of services into five
primary services categories: (1) General Public Info; (2) Weed Abatement; (3) Public Education; (4) Arson
Invest / Incident Response; and (5) Direct Plan Check / Field Services. In order to clarify the underlying
costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of the
descriptions for each cost category:
General Public Information – Staff time devoted to responding to phone calls and public
inquiries not specifically associated with an active permit. Typically, some portion of costs for
provision of general public information and assistance are not linked for recovery from fees
for fire prevention services. Fire Prevention staff estimates approximately 75% of their time
spent on this activity is associated with plan check and inspection activities, while the
remaining costs should not be considered in the calculation of fees for services.
Weed Abatement – Groups of tasks and activities devoted to the responsibilities of enforcing
weed abatement activities. These costs do not apply toward recovery from Fire fees.
Public Education – The Fire Prevention group provides various public outreach and public
safety education services. These costs do not apply toward recovery from Fire fees.
Cost Element General
Public Info
Weed
Abatement
Public
Education
Arson Invest.
/ Incident
Response
Direct Plan
Check/ Field
Services
Total
Labor 163,750$ 135,928$ 124,184$ 81,360$ 555,187$ 1,060,408$
Recurring Non-Labor 24,086 52,980 18,266 14,505 84,201 194,038
Citywide Overhead 36,159 26,071 27,422 17,662 122,292 229,607
Division Admin.210,316 201,850 159,498 106,594 715,165 1,393,423
DIVISION TOTAL 434,311$ 416,828$ 329,371$ 220,120$ 1,476,845$ 2,877,476$
Cost Recovery Targeted from Fees 75% 0% 0% 0% 100%63%
Amount Targeted for Consideration in Billings/Fees 325,733 - - - 1,476,845 1,802,579
Amount Requiring Another Funding Source 108,578 416,828 329,371 220,120 - 1,074,898
Fully Burdened Hourly Rate $ 334
5,396 Reference: Direct Hours Only
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Arson Investigation/Incident Response – Fire Prevention staff are occasionally called upon to
provide investigation and response activities for the City. These costs do not apply toward
recovery from Fire fees.
Direct Plan Check/Field Services – Activities associated with an active fire prevention plan
check, inspection, or permit application. 100% of these costs are recoverable in the Fire
Prevention Division’s user and regulatory fee for service.
The fully burdened hourly rate involves significant analytical and policy-related decisions regarding the
inclusion of categorized activity costs. The decision to either include or exclude certain costs toward
recovery in fees for service stems from the basic fee-setting parameters set forth by industry standard fee
calculation methods and the California State Constitution. State statutes require that any new fee that is
levied or any existing fee that is increased should not exceed the estimated amount required to provide
the service for which the charge is levied. Section 2.2, Methods of Analysis, further describes the types of
expenditures and allocated costs considered in the development of the rate.
6.2 Fee Establishment
The following is a summary of the overall updates to the Fire Department fee schedule3:
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Renaming “Reinspection” under Other Fire Fees to “Failed Inspection” was made to
clarify the purpose of the fee.
Addition of new fee categories notated as “New” in the Current Fee / Deposit column of
Appendix A.4.:
o Resubmittal Review Fee
o After Hours Overtime Inspection
o Defensible Space Inspection
o State Mandated Non-Compliance Fees.
6.3 Cost Recovery Evaluation
Appendix A.4 presents the results of the detailed cost recovery analysis of fees for the City’s Fire
Department. In the Appendix, the “Cost of Service per Activity” column establishes the maximum
adoptable fee amount for the corresponding service identified in the “Fee Name” list.
Currently, the Department is recovering approximately 53% of the total cost of providing services from
fees. As Table 8 shows on the next page, the City collects approximately $806,000 per year in revenue at
the current fee amounts. At full cost recovery and the same demand level for these services, the City
would recover approximately $1.5 million.
3 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
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Table 8. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Police Department
The Police Department is a full-service police department that prides itself on its strong partnership with
the community and high service levels. Tech Services & Records Division of the Police Department is
responsible for maintaining department records securely, professionally, and efficiently by managing
public requests for information, processing and maintaining control over all police reports and
documentation and supporting other Divisions within the Police Department.
7.1 Cost-of-Service Analysis
NBS developed a composite fully burdened hourly rate for the Tech Services & Records Division of the Police
Department, summarized in the table below:
Table 9. Fully Burdened Hourly Rate
Section 2.2, Methods of Analysis, further describes the types of expenditures and allocated costs
considered in the development of the rate. All subsequent cost of service calculations at the individual fee
level assumes a fully burdened hourly rate of $148.
7.2 Fee Establishment
The following is a summary of the overall updates to the Police Department fee schedule4:
Deletion of fees that are no longer used or needed:
o Copy Investigation Report
o Dispatch Records Searches
o Rental of Conference Rooms to Safety Personnel fees.
7.3 Cost Recovery Evaluation
Appendix A.5 presents the results of the detailed cost recovery analysis of fees for the City’s Police fee
schedule. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable
fee amount for the corresponding service identified in the “Fee Name” list.
4 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
Cost Element Direct Services
Labor 483,866$
Recurring Non-Labor 47,195
Citywide Overhead 222,191
Division Admin 416,877
DIVISION TOTAL 1,170,128$
Fully Burdened Hourly Rate $ 148
Reference: Direct Hours Only 7,920
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Currently, the Department is recovering approximately 51% of the total cost of providing services from
fees. As Table 10 shows below, the City collects approximately $133,000 per year in revenue at the
current fee amounts. At full cost recovery and the same demand level for these services, the City would
recover approximately $264,000.
Table 10. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Utilities Department
The Potable Water Operations and Recycled Water Operations divisions of the Utilities Department
provide safe and reliable drinking water on demand, which meets all regulatory standards and
requirements. The Utilities Department is responsible for providing wastewater services to approximately
85,000 customers within the City’s service area.
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 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.
8.1 Cost-of-Service Analysis
To establish the estimated total cost of providing these services, NBS first calculated fully burdened
hourly rates for the Water, Recycled Water, and Wastewater divisions of the Utilities Department. A
single composite rate (cost per hour) was calculated for each Division, as follows:
Table 11. Fully Burdened Hourly Rates
Section 2.2, Methods of Analysis, further describes the types of expenditures and allocated costs
considered in the development of the rate. All subsequent cost of service calculations at the individual fee
level assumes a fully burdened hourly rate of $265 for Water Operations fees, an hourly rate of $270 for
Recycled Water Operations fees, and an hourly rate $284 for Wastewater Operations fees.
8.2 Fee Establishment
The following is a summary of the overall changes to the Utilities Department’s fee schedule5:
5 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
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Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Water Account fees
o Door Hanger Notice (Non-Payment)
o Annual Potable Backflow Preventer Annual Testing Notices
o Potable Water Shutdown (8 hours)
o Recycled Water Shutdown (8 hours)
o Annual Inspection for FOG fees
Addition of new fee categories notated as “New” in the Current Fee / Deposit column of
Appendix A.6.:
o Potable Water Shutdown (in excess of 8 hours)
o Recycled Water Shutdown (in excess of 8 hours)
8.3 Cost Recovery Evaluation
Appendix A.6 presents the results of the detailed cost recovery analysis of fees for the City’s Utilities
Department. In the Appendix, the “Cost of Service per Activity” column establishes the maximum
adoptable fee amount for the corresponding service identified in the “Fee Name” list.
Currently, the Department is recovering approximately 49% of the total cost of providing services from
fees. As Table 12 shows, the City collects approximately $60,000 per year in revenue at the current fee
amounts. At full cost recovery and the same demand level for these services, the City would recover
approximately $122,000 per year.
Table 12. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Planning Division
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 comply with those
established regulations. The Planning Division also provides advice and technical support to the City
Council and Planning Commission regarding the compliance of all development proposals with the City's
zoning, subdivision, and environmental ordinances.
9.1 Cost-of-Service Analysis
The following table shows the Planning Division’s estimated full cost of providing services on an annual
basis and the fully burdened cost per hour developed for cost recovery purposes through fees for
services.
Table 13. Fully Burdened Hourly Rate
As Table 13 above shows, the total cost of providing services is approximately $5 million per year.
However, the results of the cost-of-service analysis identified $2.2 million in cost for recovery from the
City’s fees for service with the remaining $2.8 million recommended for recovery through funding sources
other than fees. All subsequent cost of service calculations at the individual fee level assumes a fully
burdened hourly rate of $197.
Based on interviews with Division staff, the analysis segregated the total cost of services into four primary
services categories: (1) Public Counter Duty/General Info; (2) Advance / Long-Range Planning; (3) Non-Fee
Support to Other City Departments; and (4) Current Planning - Direct Services. In order to clarify the
underlying costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of
the descriptions for each cost category:
Public Counter Duty / General Info – Planning Staff responds to phone calls and general
information requests that support the development review process. Costs associated with the
provision of general public information and public counter services are not only a basic and
expected function of governmental services to the public, but also an overall supportive and
beneficial service to active and incoming applications and requests for development approval.
As such, NBS recommends only partial recovery of these costs in fees for service, to the
extent that the City estimates what degree of these services are in support of active or
Cost Element Public Counter
Duty / General Info
Advance / Long
Range Planning
Non-Fee Support
To Other City
Departments
Current Planning -
Direct Services Total
Labor 189,509$ 841,217$ 352,726$ 909,604$ 2,293,057$
Recurring Non-Labor 38,055 168,923 70,830 182,655 460,463
Citywide Overhead 98,674 438,004 183,657 473,612 1,193,947
Planning Division Admin 84,903 376,877 158,026 407,516 1,027,322
DIVISION TOTAL 411,140$ 1,825,021$ 765,240$ 1,973,388$ 4,974,789$
Cost Recovery Targeted from Fees 50%0%0%100%44%
Amount Targeted for Consideration in Billings/Fees 205,570 - - 1,973,388 2,178,958
Amount Requiring Another Funding Source 205,570 1,825,021 765,240 - 2,795,831
Fully Burdened Hourly Rate $ 197
11,088 Reference: Direct Hours Only
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incoming project approval requests. Planning staff estimated that approximately 50% of these
costs support land use application review activities and are therefore targeted for recovery in
fees for services, while the remaining require another funding source other than fees.
Advance / Long Range Planning – Planning staff support the ongoing maintenance and
cyclical update of the City’s General Plan and local zoning ordinances. These costs are not
targeted for recovery in the user and regulatory fees subject to this Study. The City may want
to consider the addition of a General Plan Surcharge fee for recovery of these costs.
Non-Fee Support for Other Departments – Planning staff provides support to other City
Departments. These are not recommended for recovery from Planning fees.
Current Planning – Direct Services – Development review and approval comprise the majority
of the Planning Division’s work efforts. 100% of these costs are eligible for recovery from the
Division’s fees for service.
The fully burdened hourly rate involves significant analytical and policy-related decisions regarding the
inclusion of categorized activity costs. The decision to either include or exclude certain costs toward
recovery in fees for service stems from the basic fee-setting parameters set forth by industry standard fee
calculation methods and the California State Constitution. State statutes require that any new fee that is
levied or any existing fee that is increased should not exceed the estimated amount required to provide
the service for which the charge is levied.
9.2 Fee Establishment
The following is a summary of the overall changes to the Planning Department’s fee schedule6:
Deletion of fees that are no longer used or not needed, such as:
o Agricultural Mitigation Fee
o Inspection – Additional Planning
o Inspection – Overtime per hour
o Local Facilities Management Fees – as established by Council
o Master Plan – Pre-filing Submittal
o Short – Term Vacation Rental Permit Application Fee
o Site Development Plan – Minor Village Area Request for a Parking Option
o Village Area and Village Area- Parking in lieu Fee
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Environmental Impact Assessment – Initial Study addendum for MNDs or NDs
o General Plan Amendment
o Local Coastal Plan – Amendment
o Local Facilities Management Plan/ Amendment
o Zone Change
6 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding,
deleting, and revising fee categories.
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Addition of new fee categories notated as “New” in the Current Fee / Deposit column:
o Local Facilities Management >60 Hours of Project Planner
o Preliminary Plan Review – SB330
o Special Use Permit – Open Space Encroachment.
9.3 Cost Recovery Evaluation
Appendix A.7 presents the results of the detailed cost recovery analysis of fees for the City’s Planning
Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable
fee amount for the corresponding service identified in the “Fee Name” list.
Currently, the Division is recovering approximately 41% of the total cost of providing services from fees.
As Table 14 shows, the City collects approximately $1.2 million per year in revenue at the current fee
amounts. At full cost recovery and the same demand level for these services, the City would recover
approximately $3 million.
Table 14. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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Engineering Division
The Land Development Engineering (LDE) 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.
In addition to its responsibilities to implement the City’s Capital Improvement Program, the Land
Development Engineering and Construction Management & Inspections (CM&I) Division performs field
inspections of engineering permits including grading, improvements, haul route, work in the right-of-way
and traffic control.
10.1 Cost-of-Service Analysis
NBS calculated the total estimated annual cost of the Land Development Engineering and CM&I divisions’
services, segregated between those costs that are eligible and/or targeted for recovery in fees for service,
versus those that require another funding source other than fees. Fee-recoverable costs are also
expressed as a “fully burdened” hourly rate.
For purposes of analysis, NBS developed separate fully burdened hourly rates for the Land Development
Engineering and CM&I divisions separately. Table 15 provides the summary of outcomes for Land
Development Engineering:
Table 15. Fully Burdened Hourly Rate
As Table 15 above shows, the total cost of providing services is approximately $3 million per year.
However, the results of the cost of service analysis identified $2.6 million in cost for recovery from the
City’s fees for service with the remaining $388,500 recommended for recovery through funding sources
other than fees. All subsequent cost of service calculations at the individual fee level assumes a fully
burdened hourly rate of $225.
Based on interviews with Division staff, the analysis segregated the total cost of services into three
primary services categories: (1) Public Counter Duty/General Info; (2) Code Enforcement / Violations; and
(3) Direct Permit Processing/ Review/ Inspections. In order to clarify the underlying costs and assumptions
used to calculate the fully burdened hourly rate, here is a summary of the descriptions for each cost
category.
Cost Element Public Counter
Duty / General Info
Code
Enforcement/
Violations
Direct Permit
Processing/
Review/
Inspections
Total
Labor 283,974$ 60,451$ 999,286$ 1,343,711$
Recurring Non-Labor 53,489 11,387 188,226 253,102
Citywide Overhead 146,370 31,159 515,067 692,596
Engineering Division Admin 150,066 31,946 528,074 710,085
DIVISION TOTAL 633,899$ 134,943$ 2,230,653$ 2,999,494$
Cost Recovery Targeted from Fees 60%0%100%87%
Amount Targeted for Consideration in Billings/Fees 380,340 - 2,230,653 2,610,992
Amount Requiring Another Funding Source 253,560 134,943 - 388,502
Fully Burdened Hourly Rate $ 225
Reference: Direct Hours Only 11,628
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User Fee Study Update for FY 2025 31
Public Counter Duty / General Info – Division staff respond to phone calls and general
information requests at the public counter. Costs associated with the provision of public
information and public counter services are not only a basic and expected function of
governmental services to the public, but also a supportive service to active and incoming
requests for plan review and permitting. As such, NBS recommends only partial recovery of
these costs in fees for service. Engineering Department staff estimated that approximately
60% of these costs support the plan check and permitting process and are therefore targeted
for recovery in fees for services, while the remaining require another funding source other
than fees.
Code Enforcement / Violations – Work activities associated with code enforcement and
violations follow up pertaining to the City’s adopted codes and policies that govern the use
and maintenance of private property. These costs do not apply toward recovery from
Engineering fees.
Direct Permit Processing / Review/Inspections – Work activities associated with active plan
check, permit applications, and inspections. 100% of these costs are recoverable in terms of
fees for service.
Table 16 provides the summary of outcomes for CM&I:
Table 16. Fully Burdened Hourly Rate
As Table 16 above shows, the total cost of providing services is approximately $4 million per year.
However, the results of the cost-of-service analysis identified $2.3 million in cost for recovery from the
City’s fees for service with the remaining $1.7 million recommended for recovery through funding sources
other than fees. All subsequent cost of service calculations at the individual fee level assumes a fully
burdened hourly rate of $177.
Based on interviews with Division staff, the analysis segregated the total cost of services into two primary
services categories: (1) CIP; and (2) Direct Fee for Services. In order to clarify the underlying costs and
assumptions used to calculate the fully burdened hourly rate, here is a summary of the descriptions for
each cost category:
Capital Improvement Projects (CIP) – Engineering staff support the review and
implementation of various City capital improvement projects (CIP). These costs do not apply
toward recovery from Engineering fees.
Cost Element CIP Direct Fee For
Services Total
Labor 767,515$ 962,113$ 1,729,628$
Recurring Non-Labor 189,813 323,654 513,467
Citywide Overhead 363,028 455,071 818,099
CM&I Admin 412,740 544,181 956,921
DIVISION TOTAL 1,733,096$ 2,285,019$ 4,018,115$
Cost Recovery Targeted from Fees 0%100%57%
Amount Targeted for Consideration in Billings/Fees - 2,285,019 2,285,019
Amount Requiring Another Funding Source 1,733,096 - 1,733,096
Fully Burdened Hourly Rate $ 177
Reference: Direct Hours Only 12,897
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User Fee Study Update for FY 2025 32
Direct Fee for Services – Work activities associated with various land development
engineering direct services, such as reviewing and approving grading plans, improvement
plans, subdivision maps, and administration of flood plain. 100% of these costs are
recoverable in terms of fees for service.
10.2 Fee Establishment
The following is a summary of the overall changes to the Engineering Department’s fee schedule:
Deletion of fees that are no longer used or not needed, such as:
o Telecommunications (WCF/Broadband)
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Developer Agreements: Changed from “deposit” to a fixed fee
o Grading Permit Inspection Fees (cubic yard)
o Final Tract Map – Major Subdivision: Per Acre Fee (calculated with actual acreage)
o Private Improvement Plan Review Fee, 12-inch, or greater storm drain system
o Private Improvement Inspection Fee. 12-inch or greater storm drain system
o Right-of-Way Permit
Minor – Non-Construction Processing and Review
o Utility: Changed from Utility (by contract) to “Inspection Fee” by various
subcategories
o Updated fee types for the following fees to clarify when a fee should be charged.
Adjustment Plat
Construction Change Reviews
Easement Document Processing and Recording
Encroachment Agreement Processing
Parcel Map
Oversized Load Permits
Addition of new fee categories, notated as “New” in the Current Fee / Deposit column:
o Appeal Fee
o Right-of-Way Permit:
Annual Permit Holder – Review and Processing
Annual Permit Holder – Field Inspection
Capital Improvement Project (to include traffic control review time)
Private Improvement Project (to include traffic control review time)
Minor – Construction
Minor – Non-Construction Inspection Fee
10.3 Cost Recovery Evaluation
Appendix A.8 presents the results of the detailed cost recovery analysis of fees for the City’s Land
Development Engineering and CM&I Divisions. In the Appendix, the “Cost of Service per Activity” column
establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee
Name” list.
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User Fee Study Update for FY 2025 33
Currently, the Divisions are recovering approximately 36% of the total cost of providing services from
fees. As Table 17 shows, the City collects approximately $1.5 million per year in revenue at the current fee
amounts. At full cost recovery and the same demand level for these services, the City would recover
approximately $4.1 million.
Table 17. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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User Fee Study Update for FY 2025 34
Building Division
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.
11.1 Cost of Service Analysis
The following table shows the Building Division’s estimated full cost of providing services on an annual
basis and the fully burdened cost per hour developed for cost recovery purposes through fees for
services.
Table 18. Fully Burdened Hourly Rate
As Table 18 above shows, the total cost of providing services is approximately $2.4 million per year.
However, the results of the cost-of-service analysis identified $2.4 million in cost for recovery from the
City’s fees for service with the remaining $53,000 recommended for recovery through funding sources
other than fees. All subsequent cost of service calculations at the individual fee level assumes a fully
burdened hourly rate of $191.
Based on interviews with Division staff, the analysis segregated the total cost of services into four primary
services categories: (1) Public Counter Duty/General Info; (2) Building Direct Services – Processing; (3)
Building Direct Services – Plan Check and (4) Building Direct Services – Inspection. In order to clarify the
underlying costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of
the descriptions for each cost category:
Public Counter Duty / General Info – Processing, Plan Check and Inspection Services staff
respond to phone calls and general information requests at the public counter. Costs
associated with the provision of public information and public counter services are not only a
basic and expected function of governmental services to the public, but also a supportive
service to active and incoming requests for plan check and permitting. As such, NBS
recommends only partial recovery of these costs in fees for service. Building Division staff
estimated that approximately 80% of these costs support the plan check and permitting
Cost Element
Public
Counter /
General Info
Building Direct
Services -
Processing
Building Direct
Services - Plan
Check
Building Direct
Services -
Inspection
Total
Labor 112,220$ 313,180$ 51,269$ 510,818$ 987,487$
Recurring Non-Labor 34,588 138,601 15,802 209,025 398,016
Citywide Overhead 64,332 179,536 29,391 292,836 566,096
Building Division Admin 51,785 154,839 23,659 248,372 478,654
DIVISION TOTAL 262,924$ 786,156$ 120,121$ 1,261,052$ 2,430,253$
Cost Recovery Targeted from Fees 80% 100% 100% 100%98%
Amount Targeted for Consideration in Billings/Fees 210,339 786,156 120,121 1,261,052 2,377,668
Amount Requiring Another Funding Source 52,585 - - - 52,585
Fully Burdened Hourly Rate $ 191
Reference: Direct Hours Only 12,465
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User Fee Study Update for FY 2025 35
process and are therefore targeted for recovery in fees for services, while the remaining
require another funding source other than fees.
Building Direct Services – Processing – Work activities associated with the administration and
processing of active building applications processing. 100% of these costs are recoverable in
terms of fees for service.
Building Direct Services – Plan Check – Work activities associated with the management of
third-party contractors for outsourced Plan Review. 100% of these costs are recoverable in
terms of fees for service.
Building Direct Services – Inspection – Work activities associated with active building
inspections. 100% of these costs are recoverable in terms of fees for service.
The fully burdened hourly rate involves significant analytical and policy-related decisions regarding the
inclusion of categorized activity costs. The decision to either include or exclude certain costs toward
recovery in fees for service stems from the basic fee setting parameters set forth by industry standard fee
calculation methods and the California State Constitution. State statutes require that any new fee that is
levied or any existing fee that is increased should not exceed the estimated amount required to provide
the service for which the charge is levied.
11.2 Fee Establishment
The following is a summary of the overall changes to the Building Division’s fee schedule:
Deletion of fees that are no longer used or not needed, such as:
o Additional plan review required by changes, additions, or revisions to approved plans
(minimum charge: one half-hour)
Reorganization of fee categories or clarification of fee names to create a more user-friendly
fee structure:
o Reordered New Construction, Additions, and Major Remodels
o Duplicate Floor Plan Review – Attached or Detached Accessory and Utility Uses
o Solar Residential and Commercial Systems
Addition of new fee categories, notated as “New” in the Current Fee / Deposit column such
as:
o Temporary Certificate of Occupancy
o EV Charging Stations
o Retaining Wall – Engineered
o Storm Water Pollution Prevention Plan (SWPPP) Inspection Fee
o Waste Management Plan (C&D) fee
o Admin Processing Fee (revisions and resubmittals)
11.3 Cost Recovery Evaluation
Appendix A.9 presents the results of the detailed cost recovery analysis of fees for the City’s Building
Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable
fee amount for the corresponding service identified in the “Fee Name” list.
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User Fee Study Update for FY 2025 36
Currently, the Division is recovering approximately 66% of the total cost of providing services from fees.
As Table 19 shows, the City collects approximately $1.8 million per year in revenue at the current fee
amounts. At full cost recovery and the same demand level for these services, the City would recover
approximately $2.7 million.
Table 19. Cost Recovery Outcomes
NBS provided a full cost of service evaluation and the framework for considering fees, while the City
Departments/Divisions determined the appropriate cost recovery levels at or below full cost amounts
based on the City’s Cost Recovery Policy. In cases where business processes have changed such that the
reasonable costs of providing a service have decreased since previous cost of service studies, fees will be
lowered to levels at or below current full cost recovery. Consult the City staff report for the adopted
schedule of fees.
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User Fee Study Update for FY 2025 37
Conclusion
Based on the outcomes of the Cost-of-Service Analysis, Fee Establishment, and Cost Recovery Evaluation
presented in this Study, the proposed Master Fee Schedule has been prepared for implementation and
included in the City’s Staff Report.
As discussed throughout this report, the intent of the proposed fee schedule is to improve the City’s
recovery of costs incurred to provide individual services, as well as adjust fees where the fees charged
exceed the average costs incurred. Predicting the amount to which any adopted fee increases will affect
City revenues is difficult to quantify. For the near-term, the City should not count on increased revenues
to meet any specific expenditure plan. Experience with the revised fee amounts should be gained first
before revenue projections are revised. However, unless there is some significant, long-term change in
activity levels at the City, proposed fee amendments should enhance the City’s cost recovery
performance over time, providing it the ability to stretch other resources further for the benefit of the
public at-large.
The City’s Master Fee Schedule should become a living document, but handled with care:
A fundamental purpose of the fee schedule is to provide clarity and transparency to the public
and to staff regarding fees imposed by the City. Once adopted by the City Council, the fee
schedule is the final word on the amount and method in which fees should be charged and
supersedes all previous fee schedules. If it is discovered that the master document is missing
certain fees, those fees will eventually need to be added to the master fee schedule and
should not exist outside the consolidated, master framework.
The City should consider adjusting these user fees and regulatory fees on an annual basis to
keep pace with cost inflation. For all fees and charges, for example, the City could use a
Consumer Price Index adjustment that is applied to the new fee schedule. Conducting a
comprehensive user fee study is not an annual requirement and only becomes worthwhile
over time as shifts in organization, local practices, legislative values, or legal requirements
result in significant change.
As a final note, it is worth mentioning the path that fees, in general, have taken in the State of California. In
recent years, there has been more public demand for the precise and equitable accounting of the basis for
governmental fees and a greater say in when and how they are charged. It is likely that into the future,
user and regulatory fees will require an even greater level of analysis and supporting data to meet the
public’s growing expectations. An agency’s ability to meet these new pressures will depend on the level of
technology they invest in their current systems. Continuous improvement and refinement of time tracking
abilities will greatly enhance the City’s ability to set fees for service and identify unfunded activities in
years to come.
Disclaimer: In preparing this report and the opinions and recommendations included herein, NBS has relied on a number of principal assumptions and considerations with
regard to financial matters, conditions and events that may occur in the future. This information and assumptions, including the City’s budgets, time estimate data, and
workload information from City staff, were provided by sources we believe to be reliable; however, NBS has not independently verified such information and assumptions.
While we believe NBS’ use of such information and assumptions is reasonable for the purpose of this report, some assumptions will invariably not materialize as stated
herein and may vary significantly due to unanticipated events and circumstances. Therefore, the actual results can be expected to vary from those projected to the extent
that actual future conditions differ from those assumed by us or provided to us by others.
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May 19, 2026 Item #4 Page 381 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 383 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 384 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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5
May 19, 2026 Item #4 Page 387 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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5
May 19, 2026 Item #4 Page 388 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 389 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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To
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Pr
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Tim
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Pla
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In
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To
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l
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y
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Fe
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No
.
Fe
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D
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r
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p
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n
Notes
Es
t
i
m
a
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d
Vo
l
u
m
e
o
f
Ac
t
i
v
i
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l
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C
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P
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v
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Fe
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y
p
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(F
l
a
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/
De
p
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s
i
t
/
Ho
u
r
l
y
)
C
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/
De
p
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Ex
i
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i
n
g
Co
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t
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c
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v
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r
y
%
FB
H
R
C
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y
An
n
u
a
l
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d
A
v
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L
a
b
o
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T
i
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A
c
t
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v
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(
h
o
u
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s
)
ll
l
F
I
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E
&
L
I
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A
F
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N
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1
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l
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w
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O
c
c
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p
a
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c
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s
:
[2
]
,
[4
]
Ca
r
e
F
a
c
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l
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y
f
o
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m
o
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t
h
a
n
6
a
m
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y
&
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$
3,
9
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1
$
Ho
s
p
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,
N
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,
M
e
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D
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m
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,
& e
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.
)
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-
$
-
$
Pr
e
-
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s
p
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R
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-
$
-
$
Hig
h
R
i
s
e
F
a
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l
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>
7
5
f
t
.
(
p
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-
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2
S
t
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M
a
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d
a
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d
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h
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[2
]
,
[4
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Pr
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0
$
8,3
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2
$
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/
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4
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14
,
1
6
0
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,
7
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h
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0
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%
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t
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[2
]
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5
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u
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4
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37
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,
8
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2
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2
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6-
1
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u
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0
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4
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o
r
m
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4
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%
3
3,9
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2
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7,5
1
6
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w
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4
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t
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p
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]
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[4
]
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1
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n
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7
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4
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7
7
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4
,
8
1
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3
,
8
0
3
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11
-
4
0
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n
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50
13
,
2
0
0
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,
0
5
5
$
Gr
e
a
t
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t
h
a
n
4
0
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4
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4
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4
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83
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$
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w
%
-
$
-
$
5
F
i
r
e
C
o
d
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e
r
m
i
t
s
-
I
n
i
t
i
a
l
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t
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]
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]
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r
1
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h
0.0
8
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0
0
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0
0
1.0
8
33
4
$
28
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-
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4
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36
2
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1
19
1
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2
$
Tie
r
2
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r
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c
h
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8
0.
0
0
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0
0
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8
33
4
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28
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0
2
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3
0
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54
4
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53
%
-
$
-
$
6
F
i
r
e
C
o
d
e
P
e
r
m
i
t
s
-
A
n
n
u
a
l
R
e
n
e
w
a
l
P
e
r
m
i
t
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]
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]
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r
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h
0.0
8
0.
0
0
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5
0
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8
33
4
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7
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19
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10
3
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-
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c
h
0.0
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0
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0
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8
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4
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28
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4
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36
2
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1
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-
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r
3
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c
h
0.0
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0.
0
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5
0
1.5
8
33
4
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28
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-
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50
1
$
52
9
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28
0
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53
%
-
$
-
$
7
As
s
e
m
b
l
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< 3
0
0
p
e
o
p
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e
fla
t
0.0
8
0.
0
0
1.
0
0
1.0
8
33
4
$
28
$
-
$
33
4
$
36
2
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19
1
$
53
%
-
$
-
$
> 3
0
0
p
e
o
p
l
e
fla
t
0.0
8
0.
0
0
2.
0
0
2.0
8
33
4
$
28
$
-
$
66
8
$
69
6
$
36
8
$
53
%
-
$
-
$
NB
S
-
L
o
c
a
l
G
o
v
e
r
n
m
e
n
t
S
o
l
u
t
i
o
n
s
We
b
:
w
w
w
.
n
b
s
g
o
v
.
c
o
m
T
o
l
l
-
F
r
e
e
:
8
0
0
.
6
7
6
.
7
5
1
6
Fir
e
C
O
S
,
P
a
g
e
4
o
f
5
May 19, 2026 Item #4 Page 390 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Cit
y
o
f
C
a
r
l
s
b
a
d
AP
P
E
N
D
I
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A
.
4
Fir
e
D
e
p
a
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m
e
n
t
-
U
s
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F
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e
S
t
u
d
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F
i
s
c
a
l
Y
e
a
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2
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2
5
Co
s
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S
e
r
v
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s
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a
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f
o
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R
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l
a
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d
S
e
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v
i
c
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s
a
n
d
A
c
t
i
v
i
t
i
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s
Pr
o
c
e
s
s
i
n
g
Ti
m
e
Pla
n
R
e
v
i
e
w
Tim
e
In
s
p
e
c
t
i
o
n
Ti
m
e
To
t
a
l
Pr
o
c
e
s
s
i
n
g
Tim
e
Pla
n
R
e
v
i
e
w
Ti
m
e
In
s
p
e
c
t
i
o
n
Ti
m
e
To
t
a
l
Cu
r
r
e
n
t
F
e
e
Fu
l
l
C
o
s
t
Re
c
o
v
e
r
y
F
e
e
Fe
e
No
.
Fe
e
D
e
s
c
r
i
p
t
i
o
n
Notes
Es
t
i
m
a
t
e
d
Vo
l
u
m
e
o
f
Ac
t
i
v
i
t
y
Fu
l
l
C
o
s
t
o
f
S
e
r
v
i
c
e
P
e
r
A
c
t
i
v
i
t
y
Fe
e
T
y
p
e
(F
l
a
t
/
De
p
o
s
i
t
/
Ho
u
r
l
y
)
C
u
r
r
e
n
t
Fe
e
/
De
p
o
s
i
t
Ex
i
s
t
i
n
g
Co
s
t
Re
c
o
v
e
r
y
%
FB
H
R
C
o
s
t
R
e
c
o
v
e
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May 19, 2026 Item #4 Page 393 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 394 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Ut
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2
May 19, 2026 Item #4 Page 395 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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of
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No
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p
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(F
l
a
t
/
De
p
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i
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/
Ho
u
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l
y
)
Notes
Fu
l
l
C
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f
Se
r
v
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P
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Ac
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i
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(
h
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S
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L
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e
:
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0
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6
7
6
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2
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Pl
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g
C
O
S
,
P
a
g
e
1
o
f
7
May 19, 2026 Item #4 Page 398 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Cit
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C
a
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7
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p
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(F
l
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p
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Notes
Fu
l
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t
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f
Se
r
v
i
c
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P
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r
Ac
t
i
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To
t
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t
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b
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c
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(
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n
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a
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s
t
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m
a
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d
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v
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t
F
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Fu
l
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v
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F
e
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9
En
v
i
r
o
n
m
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n
t
a
l
I
m
p
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t
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p
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t
(
E
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)
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]
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d
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u
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Fir
s
t
2
0
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o
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p
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(f
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)
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9
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4
1
$
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%
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$
-
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>2
0
h
o
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p
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p
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c
u
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/
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p
p
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(
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2
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pr
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%
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>1
2
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p
r
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1
,
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4
0
67
%
-
$
-
$
>1
8
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p
r
o
j
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c
t
p
l
a
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n
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r
s
a
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>
4
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p
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r
$
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Fis
h
&
G
a
m
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[5
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En
v
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n
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a
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t
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v
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t
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a
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t
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(
N
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r
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n
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a
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l
a
n
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m
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d
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n
t
de
p
o
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i
t
[2
]
[
6
]
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5
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0
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80
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0
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0.0
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3
20
6
.
4
3
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0
0
3
$
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1
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,
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8
6
38
%
-
$
-
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12
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n
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r
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l
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r
$
3
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S
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b
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n
b
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g
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v
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m
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l
l
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r
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e
:
8
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6
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7
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1
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1
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2
6
Pl
a
n
n
i
n
g
C
O
S
,
P
a
g
e
2
o
f
7
May 19, 2026 Item #4 Page 399 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Cit
y
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f
C
a
r
l
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b
a
d
AP
P
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N
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A
.
7
Pl
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3
4
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r
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No
.
Fe
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p
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(F
l
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p
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s
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Notes
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f
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i
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(
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)
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Pl
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C
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,
P
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7
May 19, 2026 Item #4 Page 400 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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p
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(F
l
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s
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/
Ho
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)
Notes
Fu
l
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C
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Se
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v
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P
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t
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0
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pe
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h
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w
20
Ma
s
t
e
r
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l
a
n
[2
]
Ma
s
t
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r
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l
a
n
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g
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m
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[1
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s
t
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%
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0
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6
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1
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1
0
0
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%
-
$
-
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>1
0
0
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r
o
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c
t
p
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4
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pe
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5
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r
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0
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4
5
0
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9
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8
5
8,9
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5
$
$
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,
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%
-
$
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$
>3
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t
p
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a
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a
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g
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r
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u
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s
pe
r
h
o
u
r
$
3
5
5
21
No
n
-
C
o
n
f
o
r
m
i
n
g
C
o
n
s
t
r
u
c
t
i
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r
m
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t
fla
t
[2
]
11
.
0
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4.0
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5
0.0
0
15
.
4
5
3,1
4
6
$
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9
6
9
31
%
4
3,8
7
6
$
12
,
5
8
3
$
22
No
t
i
c
e
F
e
e
(
+
p
o
s
t
a
g
e
)
fla
t
[1
]
A
c
t
u
a
l
C
o
s
t
23
Pl
a
n
C
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n
s
i
s
t
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n
c
y
D
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m
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t
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o
n
[2
]
11
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5
0
0.0
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3.0
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0.0
0
0.0
0
14
.
5
0
2,9
3
4
$
$
1
,
0
0
8
34
%
26
26
,
2
0
8
$
76
,
2
7
2
$
24
Pl
a
n
n
e
d
D
e
v
e
l
o
p
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e
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t
(
r
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s
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t
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a
l
/
n
o
n
-
r
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s
i
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t
i
a
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5
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t
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a
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b
d
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pe
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t
[
2
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12
3
.
5
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0
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6
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1
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4
3
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1
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1
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$
1
6
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4
5
4
53
%
4
65
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8
1
6
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4
,
6
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6
$
25
Pl
a
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d
D
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v
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l
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p
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t
(
r
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s
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r
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a
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/
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t
[
2
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3
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7
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5
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7
3
5
$
26
P
l
a
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C
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m
m
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M
i
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(
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p
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s
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g
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t
[
1
]
C
o
p
y
C
h
a
r
g
e
27
Pl
a
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n
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C
o
m
m
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s
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[2
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21
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0
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7
6
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7
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%
-
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-
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a
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:
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e
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8
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0
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1
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Pl
a
n
n
i
n
g
C
O
S
,
P
a
g
e
4
o
f
7
May 19, 2026 Item #4 Page 401 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Cit
y
o
f
C
a
r
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a
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AP
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.
7
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A
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s
PL
A
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N
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H
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9
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1
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r
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/
De
p
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s
i
t
Ex
i
s
t
i
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g
C
o
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t
Re
c
o
v
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r
y
%
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t
i
m
a
t
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d
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l
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m
e
of
A
c
t
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Co
s
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R
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r
y
A
n
a
l
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s
i
s
An
n
u
a
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E
s
t
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m
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t
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d
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A
n
a
l
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s
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s
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e
No
.
Fe
e
N
a
m
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Fe
e
T
y
p
e
(F
l
a
t
/
De
p
o
s
i
t
/
Ho
u
r
l
y
)
Notes
Fu
l
l
C
o
s
t
o
f
Se
r
v
i
c
e
P
e
r
Ac
t
i
v
i
t
y
Ac
t
i
v
i
t
y
S
e
r
v
i
c
e
C
o
s
t
A
n
a
l
y
s
i
s
To
t
a
l
Es
t
i
m
a
t
e
d
A
v
e
r
a
g
e
L
a
b
o
r
T
i
m
e
P
e
r
A
c
t
i
v
i
t
y
(
h
o
u
r
s
)
An
n
u
a
l
E
s
t
i
m
a
t
e
d
R
e
v
e
n
u
e
s
Cu
r
r
e
n
t
F
e
e
Fu
l
l
C
o
s
t
Re
c
o
v
e
r
y
F
e
e
28
P
o
s
t
a
g
e
(
A
l
l
)
fla
t
[
1
]
C
u
r
r
e
n
t
Po
s
t
a
g
e
R
a
t
e
x N
u
m
b
e
r
o
f
la
b
e
l
s
29
Pr
e
c
i
s
e
D
e
v
e
l
o
p
m
e
n
t
P
l
a
n
fla
t
[2
]
11
5
.
5
0
0.0
0
40
.
0
0
0.0
0
1.4
3
15
6
.
9
3
32
,
1
5
5
$
$
1
6
,
1
1
4
50
%
-
$
-
$
30
Pr
e
l
i
m
i
n
a
r
y
P
l
a
n
R
e
v
i
e
w
-
M
a
j
o
r
(
O
t
h
e
r
)
fla
t
[2
]
18
.
0
0
4.2
5
10
.
5
0
0.6
8
1.4
3
34
.
8
5
6,7
4
9
$
$
1
,
0
0
8
15
%
35
35
,
2
8
0
$
23
6
,
2
2
8
$
31
Pr
e
l
i
m
i
n
a
r
y
P
l
a
n
R
e
v
i
e
w
-
M
i
n
o
r
(
S
F
D
)
fla
t
[2
]
10
.
0
0
0.0
0
6.0
0
0.4
5
1.4
3
17
.
8
8
3,8
7
4
$
$
2
8
3
7%
31
8,7
7
3
$
12
0
,
1
0
2
$
32
Pr
e
l
i
m
i
n
a
r
y
P
l
a
n
R
e
v
i
e
w
-
S
B
3
3
0
fla
t
[2
]
4.0
0
0.0
0
0.0
0
0.0
0
0.0
0
4.
0
0
78
6
$
N
e
w
%
35
-
$
27
,
5
1
2
$
33
Re
-
R
e
c
o
r
d
i
n
g
o
r
C
a
n
c
e
l
l
a
t
i
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n
o
f
a
n
I
n
s
t
r
u
m
e
n
t
o
n
R
e
a
l
P
r
o
p
e
r
t
y
(c
i
t
y
p
r
o
c
e
s
s
i
n
g
f
e
e
p
l
u
s
a
c
t
u
a
l
c
o
s
t
)
ea
c
h
[1
]
1.7
5
0
.
0
0
0
.
0
0
0
.
0
0
0
.
0
0
1.
7
5
34
4
$
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2
2
8
66
%
-
$
-
$
34
Re
v
e
r
s
i
o
n
t
o
A
c
r
e
a
g
e
(
C
o
n
s
i
s
t
e
n
t
w
i
t
h
c
i
t
y
p
a
y
r
o
l
l
r
e
c
o
r
d
s
ch
a
r
g
e
d
a
g
a
i
n
s
t
a
$
3
,
1
0
0
d
e
p
o
s
i
t
)
[2
]
Fir
s
t
2
5
h
o
u
r
s
o
f
p
r
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j
e
c
t
p
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n
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2
0
h
o
u
r
s
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f
p
r
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j
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c
t
en
g
i
n
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e
r
ba
s
e
f
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e
(f
l
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t
)
25
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0
0
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.
0
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0
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0
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0
0
0
.
0
0
45
.
0
0
9,4
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4
$
$
5
,
6
2
7
60
%
-
$
-
$
35
Sa
t
e
l
l
i
t
e
A
n
t
e
n
n
a
P
e
r
m
i
t
fla
t
[2
]
6.0
0
0.0
0
1.0
0
0.4
5
0.0
0
7.
4
5
1,4
8
9
$
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5
9
8
40
%
-
$
-
$
Sh
o
r
t
-
T
e
r
m
V
a
c
a
t
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o
n
R
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n
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l
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t
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p
p
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c
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t
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n
F
e
e
pe
r
ap
p
l
i
c
a
t
i
o
n
[2
]
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0
0.0
0
0.
0
0
-
$
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2
2
0
%
-
$
-
$
36
Sig
n
P
r
o
g
r
a
m
[2
]
Sig
n
P
e
r
m
i
t
(
i
n
c
l
u
d
i
n
g
n
o
n
-
c
o
m
m
e
r
c
i
a
l
)
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t
1.2
5
0.0
0
0.0
0
0.0
0
0.0
0
1.
2
5
24
6
$
$
7
2
29
%
81
5,8
3
2
$
19
,
8
9
7
$
Sig
n
P
r
o
g
r
a
m
fla
t
31
.
0
0
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0
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0
0.4
5
0.0
0
32
.
4
5
6,4
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7
May 19, 2026 Item #4 Page 402 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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42
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May 19, 2026 Item #4 Page 403 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 404 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 406 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 407 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 409 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 410 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 412 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 413 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 415 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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C
o
s
t
A
n
a
l
y
s
i
s
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s
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e
c
o
v
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y
A
n
a
l
y
s
i
s
An
n
u
a
l
E
s
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d
R
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n
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A
n
a
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s
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Fe
e
No
.
Fe
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a
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Fe
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p
e
(
F
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a
t
/
D
e
p
o
s
i
t
/
Ho
u
r
l
y
)
Notes
Fu
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f
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P
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Ac
t
i
v
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FB
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BU
I
L
D
I
N
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PR
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S
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N
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BU
I
L
D
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N
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P
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D
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C
T
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A
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(
h
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May 19, 2026 Item #4 Page 416 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 417 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 418 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 419 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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[3
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1
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Mo
b
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[
7
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6
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r
t
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pe
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Pa
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4
9
8
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,
3
2
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1
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%
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-
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$
18
Pl
a
s
t
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r
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g
O
u
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s
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pe
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p
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[2
]
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6
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1
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$
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3
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%
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$
19
Re
m
o
d
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l
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R
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s
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l
[2
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3
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8
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.
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6
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%
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7
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9
4
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.
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4
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Re
p
a
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r
s
-
M
i
s
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l
a
n
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o
u
s
[2
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h
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1
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1
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1
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4
3
3
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%
6
2,5
7
6
$
3,5
1
8
$
Re
s
i
d
e
n
t
i
a
l
ea
c
h
1.0
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0
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2.
6
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1
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49
6
$
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1
0
2
21
%
13
1,3
0
1
$
6,3
2
3
$
21
Re
t
a
i
n
i
n
g
W
a
l
l
[2
]
No
n
-
E
n
g
i
n
e
e
r
e
d
-
C
i
t
y
S
t
a
n
d
a
r
d
pe
r
p
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r
m
i
t
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5
3.
9
0
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1
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4
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1
5
8
21
%
18
2,3
7
0
$
13
,
2
7
9
$
En
g
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e
r
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d
pe
r
p
e
r
m
i
t
1.5
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0
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5
4.
6
5
19
1
$
88
7
$
N
e
w
%
-
-
$
-
$
22
Re
r
o
o
f
i
n
g
[2
]
Co
m
m
e
r
c
i
a
l
pe
r
p
e
r
m
i
t
1.2
5
0.
0
0
0.8
5
2.
1
0
19
1
$
40
1
$
$
3
1
4
78
%
14
4,2
7
0
$
5,4
4
8
$
Re
s
i
d
e
n
t
i
a
l
pe
r
p
e
r
m
i
t
1.0
0
0.
0
0
0.8
5
1.
8
5
19
1
$
35
3
$
$
8
7
25
%
30
6
26
,
6
2
2
$
10
7
,
9
8
4
$
Fe
e
No
.
Fe
e
N
a
m
e
Fe
e
T
y
p
e
(
F
l
a
t
/
De
p
o
s
i
t
/
H
o
u
r
l
y
)
Notes
Es
t
i
m
a
t
e
d
A
v
e
r
a
g
e
L
a
b
o
r
T
i
m
e
P
e
r
A
c
t
i
v
i
t
y
(
h
o
u
r
s
)
BU
I
L
D
I
N
G
PR
O
C
E
S
S
I
N
G
BU
I
L
D
I
N
G
P
L
A
N
CH
E
C
K
BU
I
L
D
I
N
G
IN
S
P
E
C
T
I
O
N
To
t
a
l
Ac
t
i
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May 19, 2026 Item #4 Page 420 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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s
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3
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1
2
May 19, 2026 Item #4 Page 421 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Cit
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(
F
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Wa
s
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C
&
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(
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)
[2
]
40
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m
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Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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1
2
May 19, 2026 Item #4 Page 423 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
Ci
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1
2
May 19, 2026 Item #4 Page 424 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 426 of 437
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May 19, 2026 Item #4 Page 428 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 429 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 430 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 433 of 437
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May 19, 2026 Item #4 Page 435 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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May 19, 2026 Item #4 Page 436 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298
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Exhibit 10
May 19, 2026 Item #4 Page 437 of 437
Docusign Envelope ID: 6E69E83C-EDC2-4413-86F6-52D198B12298