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HomeMy WebLinkAbout2020-06-02; City Council; ; Fiscal Year 2020-21 Preliminary Operating Budget and Capital Improvement ProgramCA Review CKM    Meeting Date: June 2, 2020  To: Mayor and City Council    From: Scott Chadwick, City Manager     Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services  laura.rocha@carlsbadca.gov, 760‐602‐2415  Roxanne Muhlmeister, Finance Manager  roxanne.muhlmeister@carlsbadca.gov, 760‐602‐2417    Subject: Fiscal Year 2020‐21 Preliminary Operating Budget and Capital  Improvement Program     Recommended Action  Accept report and set a public hearing of June 23, 2020, for adoption of the Fiscal Year 2020‐21  Operating Budget and Capital Improvement Program and adoption of the changes to the  Master Fee Schedule.  Executive Summary   The presentation of the Preliminary Fiscal Year 2020‐21 Operating Budget and Capital  Improvement Program is an opportunity for the City Council and the community to review the  proposed budget for the upcoming fiscal year.   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 future spending. The 15‐year program  outlines the expenditure plan for future capital projects and the corresponding revenues to pay  for those expenditures.    At a public hearing on June 23, 2020, the City Council will be asked to approve operating budget  expenses of $292.5 million and capital improvement program funding of $27.7 million for fiscal  year 2020‐21.    Discussion    Overview  The annual 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.   City Council goal‐setting has historically been an opportunity to clarify city policy priorities and  inform how resources are allocated in the city budget. Since the fall 2019 goal‐setting process  was postponed because of a City Council vacancy, staff held a workshop on Jan. 21, 2020, with  the City Council to discuss priorities. Staff checked in again with the City Council at the meeting  on April 14, 2020, and the City Council approved the following three priorities as areas of focus  for the upcoming fiscal year: economic revitalization, housing and homelessness, and mobility.  June 2, 2020 Item #8 Page 1 of 300   Maintaining good fiscal health remains a significant priority. Meeting this objective preserves  the city’s ability to continue providing important programs and services to the community. The  following budget principles and fiscal recovery priorities help guide the city’s evolution through  uncertain times, supporting economic recovery through changes to our policies and programs  where applicable, focusing on resiliency over the long term by using temporary solutions to  bridge revenue losses expected in the short term and seeking new ways to conduct work  through efficiencies and new platforms or service models.  The Preliminary Operating Budget for fiscal year 2020‐21 totals $292.5 million citywide, which  represents an increase of $500,000, or 0.2 percent, as compared to the FY 2019‐20 adopted  budget. Operating revenues are estimated at $287.4 million, which is a decrease of $1.4 million,  over the current year’s adopted budget.  The recommended Preliminary General Fund Operating Budget is $163.6 million, with  estimated revenues of $164.8 million. The chart below shows the adopted FY 2019‐20 General  Fund budget as well as the forecast for FY 2019‐20 and FY 2020‐21 as of Jan. 2020 and the  updated forecast as of May 2020. The differences between the two forecasts shows the effect  of the COVID‐19 pandemic and the resulting stay‐at‐home orders on the city’s finances.        General Fund estimated revenues  General Fund revenues provide a representative picture of the local economy. These revenues  are of particular interest as they pay for basic city services, such as police, fire, library & cultural  arts, street and park maintenance, and recreation programs. The table on the following page  provides a summarized outlook for the major General Fund revenues.      Adopted Budget Projected Budgeted Projected Budgeted 2019‐20 2019‐20 2020‐21 2019‐20 2020‐21 Total Revenues 170.6$     175.4$       180.8$       164.2$       164.8$        Expenditure Base for Personnel,  Services & Programs 154.2       152.5         157.4         146.2         154.7          Revenues Over Base Expenditures 16.4         22.9           23.4           18.0           10.1            City Council Contingency, Capital  Outlay & Transfers 13.0         14.8           14.2           13.6           8.9              Total Expenditures 167.2       167.3         171.6         159.8         163.6          Revenues Over Total Expenditures 3.4$         8.1$           9.2$           4.4$           1.2$            Forecast as of May 2020Forecast as of Jan. 2020 General Fund Forecast Fiscal Year 2020‐21 (in millions) June 2, 2020 Item #8 Page 2 of 300       Until the COVID‐19 pandemic, General Fund revenues were on pace to have their best year  ever. However, the impacts of the COVID‐19 have drastically impacted the revenue from sales  tax, transient occupancy tax and income from property and investments, as well as from other  sources. The stay‐at‐home orders imposed by California Governor Gavin Newsom essentially  shut down a majority of Carlsbad’s retail establishments, dine‐in restaurants and hotels.  Although these public health restrictions are slowly being lessened, a sense of normalcy is not  expected until there is a vaccine for the virus, which may not occur for six to eighteen months.  Even through this pandemic, property tax revenues are expected to weather the storm without  much of a hit, although the city does expect a small increase in delinquencies.  Just under 80% of General Fund revenues are derived from three sources: property tax, sales  tax, and transient occupancy tax, or TOT. Sales tax receipts and TOT revenues tend to be much  more sensitive to changes in economic conditions, unlike property tax revenues. Property taxes  remain relatively stable because of the mitigating effect of Proposition 13, which limits annual  growth in assessed values.    Property tax  Property tax, the largest source of General Fund revenues, is expected to grow by 2.5% in FY  2020‐ 21, as assessed values are expected to grow modestly. However, due to the recession  that has been created from the COVID‐19 crisis, the city is projecting that delinquent property  taxes will increase by 2%.  Sales tax  Sales tax revenues generally move in step with economic conditions and have heavily impacted  by the stay‐at‐home orders and the recession created by the COVID‐19 pandemic. Until FY  2019‐20, sales tax revenues had improved markedly, peaking in FY 2018‐19 at $40.8 million.  However, on March 19, 2020, the governor issued a stay‐at‐home order for the state of  California, shutting down retail establishments, dine‐in restaurants and non‐essential  businesses. Then, on March 31, 2020, the governor issued an executive order granting a three‐ month extension for small businesses to file their quarterly sales tax returns. This will delay  sales tax revenues for the city by up to one calendar year. Because of effects of the stay‐at‐ home order, the ensuing projected recession and the tax relief given to small businesses, it’s  June 2, 2020 Item #8 Page 3 of 300   projected that sales tax revenues for FY 2019‐20 will decrease by 9% over the revenue received  in FY 2018‐19.  The city is projecting that the stay‐at‐home order will be partially lifted some time during the  month of June 2020, but the national economy will still be in a recession. Without the public  health order impacting sales tax revenues, and with small businesses beginning to pay their  deferred sales taxes to the state, sales tax revenue for fiscal year 2020‐21 is expected to  decrease by 2.2% to $36.3 million. This is still below the sales tax peak of $40.8 million in fiscal  year 2018‐19. Some of the decrease in sales tax revenues will be partially offset by an increase  in internet sales revenue generated from Assembly Bill 147 or the Wayfair law, which went into  effect in October 2019.1  Transient occupancy tax  The third highest General Fund revenue source is TOT, the hotel tax. TOT is forecasted to  decrease by 30% in FY 2020‐21 when compared to FY 2018‐19 actuals. This downward trend  began in FY 2019‐20, due to the impacts of COVID‐19 on Carlsbad’s tourism industry. Many  hotels have had to shut down during this time; however, it is anticipated that hotels will slowly  begin to recover in fiscal year 2020‐21. The recessionary impacts on tourism are expected to  last at least for the next 18 months. The assumptions used in budgeting TOT for fiscal year  2020‐21 include:   Occupancy rates between 45%‐50% for the summer of 2020   Occupancy rates between 50%‐60% from fall 2020 to spring of 2021   Occupancy rates between 60%‐70% during spring break 2021   Average daily rates to initially decrease by 30%   Average daily rates improving to a 20% decrease by the end of fiscal year 2020‐21  General Fund budgeted expenditures  The General Fund contains most of the discretionary revenues that fund basic core city services.  The table below provides a summary of General Fund expenditures by type.                                                               1AB 147 imposed the obligation to pay sales taxes on businesses outside California that deliver more than  $500,000 in sales for delivery in the state. It followed the 2018 U.S. Supreme Court decision in South Dakota v.  Wayfair, Inc., in which the court upheld the South Dakota law requiring out‐of‐state sellers without physical  presences in the state to collect sales tax on all sales in the state depending on how much business they do in the  state.  June 2, 2020 Item #8 Page 4 of 300   Position changes   No new full or part‐time positions are proposed for the next fiscal year because of the current  environment caused by the COVID‐19 pandemic. The current city workforce consists of 747.75  permanent full‐ and three‐quarter time employees and 186.69 hourly, full‐time equivalent  positions.  Transfers to other funds and City Council contingency  The FY 2020‐21 Preliminary Operating Budget also includes the following General Fund  transfers to other funds:    $5.5 million, split between the Infrastructure Replacement Fund ($1 million) and  General Capital Construction Fund ($4.5 million) for major new construction,  maintenance and/or replacement of city infrastructure and facilities. This represents 3%  of the General Fund revenues, which is a decrease from the 6% transfer that was  approved for FY 2019‐20. This percentage was reduced to minimize the impact to  personnel and maintenance and operations expenditure reductions in the General Fund  in response to the economic environment caused by the COVID‐19 pandemic. This  transfer percentage will be evaluated again during the next budget cycle.   $309,000 to the Stormwater Program for reimbursement for the General Fund portion  of stormwater expenses.   $700,000 to the Median Maintenance and Street Tree Maintenance Special Revenue  Funds to cover cash shortfalls, because 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.    $500,000 to the Golf Course Enterprise Fund is budgeted and will be transferred if  additional cash is needed to cover current operating expenses of the golf course over  the next fiscal year. The golf course plans to phase in a compliant COVID‐19 response  operational plan in golf and food and beverage to allow revenues to reestablish.  Finally, the City Council contingency is budgeted at $1.5 million for FY 2020‐21, which is equal  to the FY 2019‐20 amount. This money is available to the City Council to cover the costs of  unanticipated emergencies or unforeseen program needs throughout the year.   Other funds   Enterprise fund revenues, including those from water, wastewater services and solid waste  management and the city’s golf course, are projected at $79.1 million, a $433,000, or 0.6  percent, increase over projected FY 2019‐20 revenues. The budgeted expenditures are  estimated at $83.5 million for FY 2020‐21, which is an increase of $907,000, or 1.1 percent, over  the FY 2019‐20 adopted budget. The Potable Water and Recycled Water Funds continue to  cover the cost of operating and maintaining critical infrastructure systems and provides for the  safe delivery of drinking water, conservation outreach and treated irrigation water. The  Wastewater Fund provides reliable wastewater collection services.     Revenues from special revenue funds are expected to total $13.7 million in FY 2020‐21, a  decrease of $1.9 million or 12% percent from FY 2019‐20 estimates. The types of programs  supported within special revenue funds are those funded by specific revenue streams such as  June 2, 2020 Item #8 Page 5 of 300   federal grants (rental assistance and community development block grants), special fees and  assessments (affordable housing and maintenance assessment districts) and donations (library,  cultural arts, recreation and senior donations).  The most noteworthy changes in the special revenue funds occurred in the Affordable Housing  Fee Fund, which shows a decrease of $585,000 and the Agriculture Mitigation Fee Fund, which  shows a decrease of $240,000. Affordable housing fees and agriculture mitigation fees are  related to development and can fluctuate significantly from year‐to‐year. Revenues from grants  and donations also are expected to reduce slightly. These donations are generally one‐time  revenues and tend to fluctuate from year‐to‐year.  Expenditures for special revenue funds, at $14.6 million, show a minor decrease of less than  one percent, or $104,000, when compared to FY 2019‐20. Spending in most programs is to  remain at similar or slightly lower levels over the prior year.  Expenditure increases of $100,000, or 30%, are planned in the Library Gifts & Bequest Fund for  books, materials and supplies to help supplement budget reductions in the Library & Cultural  Arts Department’s operating budget in the General Fund as a result of the COVID‐19 pandemic.   Similar expenditure increases are planned in the Police Asset Forfeiture Fund to pay for needed  police equipment. The budget in this fund has increased $316,000 or 236% when compared to  the prior fiscal year. A higher than normal revenue amount was received during FY 2019‐20,  which enables the increase in spending for the next fiscal year.  More information on all of the city’s projected revenues and operating budget  recommendations can be found in the attached exhibits.  Capital Improvement Program  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.  Projects in the Capital Improvement Program, or 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.      June 2, 2020 Item #8 Page 6 of 300   The CIP is organized into the following classifications:    Planning: Studies, plans, reports or assessments that inform the development of future  capital improvement projects. Examples include feasibility studies, master plans and  asset condition assessments   Maintenance and operations: Assets identified in technical master plans or using other  asset management tools that require defined, multi‐year programs for maintenance and  operation. Examples include repair, refurbishment or rehabilitation, modifications,  improvements, monitoring, replacement and upgrades   Capital projects: Results in the creation of a fixed asset, or revitalization of a fixed asset  with total project costs of $200,000 or more (the City Council is the contract awarding  authority); projects are non‐recurring and have a useful life of at least five years    Regulatory and policy‐driven projects: legally required or mandated, complies with the  Growth Management Plan and/or the Climate Action Plan, defined projects to  implement policies, plans and goals adopted by the City Council   Community enhancements: new facilities, expansions, parks and trails, traffic signals  and coastal improvements    Project accounting: Tracking of capital improvements financing, including loans to other  funds, repayments and transfers, reconciliation and reimbursements  Estimated budget information is shown for a 15‐year period to provide the most  comprehensive information about known future projects. All future construction costs are  estimates and are reviewed and further refined each year.   As the city continues to grow and develop, there is a corresponding increase in the demand for  development‐related services and new facilities. To ensure that the necessary infrastructure  and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad  adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless  an adequate level of facilities is available to meet new demands resulting from the city’s  growth, development cannot proceed.  This plan is the foundation for making decisions about  the timing and prioritization of the capital projects under consideration.   Prudent financial planning has ensured ongoing funding to modernize, repair and replace  existing infrastructure projects through numerous asset management programs, which ensure  adequate inspection, maintenance, and replacement of buildings and parks, water, sewer and  drainage systems, bridges and roadways systems.  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. Public health and safety, environmental  impacts, governing and policy documents, as well as regulatory requirements are considered.   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.   June 2, 2020 Item #8 Page 7 of 300   As the CIP is implemented throughout the year, staff continually re‐evaluate the scope, costs  and schedules of projects 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  descriptions, locations, summaries of needs, justifications including any legislative or policy  citations, cost estimates and project scores.    Changes for FY 2020‐21  In anticipation of revenue decreases in some capital funding sources, staff recommended  funding adjustments in FY 2020‐21 that focused on matching existing resources with realistic  and achievable project schedules. New project requests were minimized, and the city remains  committed to continue 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. During this year’s evaluation, staff identified 16 projects that they recommend  be removed from the CIP. Projects were recommended for removal when the project needs  were either found to be addressed more effectively as part of other existing projects, or were  no longer needed based on current conditions. Previously allocated funding for cancelled  projects is returned to the original funding source. A list of projects recommended for removal   are detailed in Exhibit 6.    The FY 2020‐21 CIP outlines about $28 million in new appropriations to provide additional  funding for the continuation of existing projects as well as funding for new projects. The  attached budget exhibit provides a detailed list of every project in the 15‐year CIP, as well as  the estimated budget for each year. The following chart details appropriations by project type:      June 2, 2020 Item #8 Page 8 of 300     CIP revenues   Projected revenues during the fiscal year 2020‐21 are estimated at $34.5 million.  Revenues are  generated from six major funding sources:   1. Fees generated by development in Carlsbad   2. Special district fees and taxes, such as community facilities districts and bridge and  thoroughfare benefit districts  3. Water and wastewater replacement funds  4. Infrastructure replacement funds other than those for wastewater and water  5. General capital construction funds  6. Other sources, including grants, sales taxes and contributions from other agencies   While evaluating the availability of funding, every effort was made to fund projects using the  most restrictive funding source first. In addition to evaluating the availability of capital  construction funds, operating fund impacts were also considered.    General fees, charges for services and development impact fees  Each year city staff evaluate and propose changes to fees and charges for services. Staff  conduct an annual review to ensure that the fees being charged do not exceed direct and  indirect costs of providing the service. A comprehensive cost of service study is prepared every  three to five years to update the calculation of the cost and confirm that fees and charges for  service do not exceed the updated cost.     This comprehensive cost of service study on most general city fees and all development service  fees is currently underway. Staff presented the preliminary findings of the Cost of Service Study  to the City Council on December 10, 2019; and received direction on some additional  information the City Council wanted in the study before final fee recommendations could be  made to the City Council. The Cost of Service Study was created with data from the FY 2018‐19  adopted budget. To have the most updated financial information from the FY 2020‐21 adopted  budget, and to make allowances for the economic uncertainty created by COVID‐19, staff will  update the Cost of Service Study and return to the City Council with staff recommendations at a  later date.     In the interim, staff has reviewed the fee schedule and is recommending the changes as shown  in Exhibit 4, and further discussed below. These changes are to fees not included in the current  fee study, such as ambulance fees, trash service fees and all development impact fees.  General city fees  These are fees or rentals charged for the use of city services and property.  Depending on the  fee, these fees 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,  which reflects the cost of inflation. The one‐year change in the West Urban CPI is 2.9 percent  and the change in the San Diego CPI is 2.3 percent. Ambulance fees are included in general city  fees and are adjusted annually by the change in the Ambulance Inflation Factor, published by  the Center for Medicare and Medicaid Services. All other general city fees will be brought to the  City Council for its approval later this year once the cost of service study has been completed.   June 2, 2020 Item #8 Page 9 of 300   Development‐related service fees  These are fees charged to recover the cost of staff time and materials spent on development‐ related activities. The street light energizing fees are being increased based on the cost for  energizing each street light. Changes to all development‐related service fees will also be  brought to the City Council later this year once the Cost of Service Study has been completed.  Development impact fees  These fees are used to pay for infrastructure projects needed as a result of increased  development throughout the city. 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. Details on these increases can be found in Exhibit 4.              June 2, 2020 Item #8 Page 10 of 300   Other fee changes for FY 2020‐21  In addition to the annual inflationary increases, the following fee changes are proposed for FY  2020‐21, for state compliance. These fees are not currently in the Master Fee Schedule, except  for the returned check fee, which is currently $25 for all returned checks.          Waste management fees  Trash collection rates are listed on the city’s Master Fee Schedule but these fees are set by the  contracted service provider. The city currently has a contract for these services with Waste  Management. These fees are increased annually according to the contract and go into effect  July 1, 2020. Details on these increases can be found in Exhibit 5.    Fee to be removed  The per‐unit fee for affordable housing credits in the Northwest Quadrant is no longer in use by  the city, so staff recommends this fee be removed from the fee schedule. (The fee was  $142,000 per unit. Fees for all units have been paid.)  Fiscal Analysis  This is the Preliminary Operating and Capital Improvement Program Budget for Fiscal Year 2020‐ 21 and any changes made by staff or the City Council will be reflected in the final documents at  the Operating Budget and Capital Improvement Program adoption on June 23, 2020.      Next Steps  On June 23, 2020, the City Council will hold the public hearing to consider adoption for the FY  2020‐21 Operating Budget and Capital Improvement Program and the revised Master Fee  June 2, 2020 Item #8 Page 11 of 300   Schedule. Any changes made by staff or the City Council will be reflected in the final documents  at the Operating Budget and Capital Improvement Program adoption on June 23, 2020.  Environmental Evaluation (CEQA)  Pursuant to Public Resources Code Section 21065, this presentation on the Preliminary  Operating Budget and Capital Improvement Program does not constitute a “project” within the  meaning of the California Environmental Quality Act in that it has no potential to cause either a  direct physical change in the environment, or a reasonably foreseeable indirect physical change  in the environment, and therefore does not require environmental review.   Public Notification  This item was noticed in accordance with the Ralph M. Brown Act and was available for public  viewing and review at least 72 hours prior to the scheduled meeting date.  Exhibits  1. Fiscal Year 2020‐21 Preliminary Operating Budget & Capital Improvement Program  2. Fiscal Year 2020‐21 General Fund Critical Supplemental Requests  3. Fiscal Year 2020‐21 Non‐General Fund Critical Supplemental Requests  4. Fiscal Year 2020‐21 Proposed Master Fee Schedule Changes  5. Fiscal Year 2020‐21 Waste Management Rate Changes  6. Fiscal Year 2020‐21 Removed CIP Projects  7. Correspondence        June 2, 2020 Item #8 Page 12 of 300 2020 -21FISCAL YEAR Preliminary Operating Budget & Capital Improvement Program -. . {city of Carlsbad Exhibit 1 June 2, 2020 Item #8 Page 13 of 300 FISCAL YEAR 2020-21 BUDGET PRELIMINARY Operating Budget & Capital Improvement Program CITY COUNCIL Matt Hall Mayor Keith Blackburn Mayor Pro Tern Cori Schumacher District 1 Priya Bhat-Patel District 3 {city of Carlsbad June 2, 2020 Item #8 Page 14 of 300 Budget preparation team Finance team Erika Benitez, Senior Management Analyst Bridget Desmarais, Management Analyst Ryan Green, Assistant Finance Director Roxanne Muhlmeister, Finance Manager Leadership team Scott Chadwick, City Manager Celia Brewer, City Attorney Geoff Patnoe, Assistant City Manager Gary Barberio, Deputy City Manager, Community Services Paz Gomez, Deputy City Manager, Public Works Laura Rocha, Deputy City Manager, Administrative Services Kevin Branca, Director, Finance Mike Calderwood, Chief, Fire Department Maria Callander, Director, Information Technology Tom Frank, Director, Public Works Transportation Sheila Cobian, Clerk Services Manager, Office of the City Clerk Morgen Fry, Executive Assistant, Office of the City Manager Neil Gallucci, Chief, Police Department David Graham, Director, Innovation & Economic Development Jason Haber, Director, Legislative Affairs, Office of the City Manager Kyle Lancaster, Director, Parks & Recreation John Maashoff, Manager, Public Works Facilities & Fleet Jeff Murphy, Director, Community Development Heather Pizzuto, Director, Library & Cultural Arts Vicki Quiram, Director, Public Works Utilities Kristina Ray, Director, Communication & Engagement Baq Taj, Engineering Manager, Public Works Construction Management & Inspections Judy Von Kalinowski, Director, Human Resources James Wood, Jr., Manager, Public Works Environmental Management Department budget preparers & reviewers Cindy Anderson, Police Department Sue Armstrong, Communication & Engagement Conrad Avila, Finance Pat Downie, City Clerk Services Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts Fred Gaines Jr, Transportation Ed Garbo, Risk Management Shawn Gaskari, Facilities & Fleet Brent Gerber, Information Technology Ligeia Heagy, Utilities Chad Kantner, Parks & Recreation Esther Lan, Finance Tom Mallory, Communications & Engagement Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources Megan Powers, Environmental Management Jason Rosado, City Treasurer’s Office Terie Rowley, Risk Management Laureen Ryan, Community Development Richard Schultz, Library & Cultural Arts Joe Stewart, Innovation & Economic Dev. Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Services June 2, 2020 Item #8 Page 15 of 300 TABLE OF CONTENTS OPERATING BUDGET Overview ......................................................................................................................................B-1 Revenue .......................................................................................................................................B-2 Expenditures ................................................................................................................................B-13 Personnel Allocations………………………………………………………………………………………………………………B-20 Organization Chart .......................................................................................................................B-21 Schedule of Projected Fund Balances ..........................................................................................B-22 Schedule of Revenue Estimates ...................................................................................................B-24 Schedule of Budget Expenditures ................................................................................................B-30 PUBLIC SAFETY Summary ......................................................................................................................................C-1 Organization Chart .......................................................................................................................C-2 Fire Department ...........................................................................................................................C-3 Police Department .......................................................................................................................C-6 PUBLIC WORKS Summary ......................................................................................................................................D-1 Organization Chart .......................................................................................................................D-2 Public Works Administration ........................................................................................................D-3 Construction Management & Inspection .....................................................................................D-5 Environmental Management .......................................................................................................D-7 Facilities & Fleet ...........................................................................................................................D-17 Transportation .............................................................................................................................D-22 Utilities .........................................................................................................................................D-28 COMMUNITY SERVICES Summary ......................................................................................................................................E-1 Organization Chart .......................................................................................................................E-2 Community Services Administration ............................................................................................E-3 City Clerk Services ........................................................................................................................E-5 Community Development ............................................................................................................E-7 Library & Cultural Arts ..................................................................................................................E-25 Parks & Recreation .......................................................................................................................E-42 ADMINISTRATIVE SERVI CES Summary ......................................................................................................................................F-1 Organization Chart .......................................................................................................................F-2 Finance .........................................................................................................................................F-3 Office of Innovation & Economic Development ...........................................................................F-5 Human Resources ........................................................................................................................F-8 Information Technology ...............................................................................................................F-15 Miscellaneous Non-Departmental ...............................................................................................F-17 June 2, 2020 Item #8 Page 16 of 300 POLICY & LEADERSHIP Summary ......................................................................................................................................G-1 Organization Chart .......................................................................................................................G-2 Office of the City Council ..............................................................................................................G-3 Office of the City Treasurer ..........................................................................................................G-4 Office of the City Manager ...........................................................................................................G-6 Office of the City Attorney ...........................................................................................................G-8 Communication & Engagement ...................................................................................................G-10 CAPITAL IMPROVEMENT PROGRAM Overview ......................................................................................................................................H-1 Investing in our Quality of Life .....................................................................................................H-2 Project Evaluation ........................................................................................................................H-2 Fiscal Year 2020-21 Appropriations .............................................................................................H-3 New Capital Improvement Projects .............................................................................................H-5 Revenues ......................................................................................................................................H-6 Future Growth and Development ................................................................................................H-7 Future Projects .............................................................................................................................H-8 Calculation of Future Fees ............................................................................................................H-8 Unfunded Projects .......................................................................................................................H-9 Projected Fund Balances for Fiscal Year 2019-20 ........................................................................H-10 Projected Fund Balances for Fiscal Year 2020-21 ........................................................................H-11 Revenue Projections Schedule .....................................................................................................H-12 Budget Expenditure Schedule ......................................................................................................H-13 Detail Schedule of Capital Projects by Category ..........................................................................H-15 Capital Improvement Program Summary by Fund .......................................................................H-31 Glossary of Capital Project Funding Sources ................................................................................H-42 APPENDICES Planned Major Capital Outlay Items Fiscal Year 2020-21 ............................................................I-1 Out of State Travel Budget Fiscal Year 2020-21 ...........................................................................I-2 Glossary ........................................................................................................................................I-3 Acronyms .....................................................................................................................................I-5 June 2, 2020 Item #8 Page 17 of 300 OPERATING BUDGET OVERVIEW This section includes a summary of the revenues and expenditures included in the fiscal year 2020-21 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. 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 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. June 2, 2020 Item #8 Page 18 of 300 OPERATING BUDGET REVENUE SUMMARY The Operating Budget for fiscal year 2020-21 totals $292.5 million, with revenues for the year estimated at $287.4 million. General Fund revenues are estimated at $164.8 million and General Fund budgeted operating expenditures are $163.6 million. Revenue estimates for the Operating Budget indicate that the city will receive a total of $287.4 million in fiscal year 2020-21, a change of about $1.4 million under the estimated fiscal year 2019-20 revenues. General Fund revenues are expected to increase by $500,000, compared to the prior year. Special Revenue funds are projected to fall by 12.3%, or $1.9 million, due to expected decreases in affordable housing revenues and donations. Enterprise Fund revenues are projected to increase slightly by 0.6% or $400,000 in the upcoming fiscal year. 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 2019-20, as well as those budgeted for fiscal year 2020-21. Estimated Budgeted $% 2019-20 2020-21 Change Change General Fund 164.3$ 164.8$ 0.5$ 0.3% Special Revenue 15.6 13.7 (1.9) -12.3% Enterprise 78.7 79.1 0.4 0.6% Internal Service 25.1 25.8 0.7 2.7% Successor Agency Housing Trust 5.1 4.0 (1.2) -22.6% Total 288.8$ 287.4$ (1.4)$ -0.5% REVENUE SUMMARY BY FUND TYPE (in Millions) Fund June 2, 2020 Item #8 Page 19 of 300 General Fund General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services, such as Police, Fire, Library and Cultural Arts, Street and Park Maintenance, and Recreation programs. The table below provides a summarized outlook for the General Fund revenues. Up until COVID-19, General Fund revenues were on pace to have their best year ever. However, the impacts of the COVID-19 have drastically impacted sales tax, transient occupancy tax, income from property and investments, and other revenues. The shelter-in-place orders imposed by California Governor Newsom essentially shut down a majority of Carlsbad’s retail establishments, dine-in restaurants, and hotels. Although the shelter-in-place orders are slowly being lessened, a sense of normalcy is not expected until there is a vaccine for the virus, which may not occur for six to eighteen months. Even through this pandemic, property tax revenues are expected to whether the storm without much a hit, although the city does expect a small increase in delinquencies. Just under 80% of General Fund revenues are derived from three sources – property tax, sales tax, and transient occupancy tax (TOT). Sales tax receipts and TOT revenues tend to be much more sensitive to changes in economic conditions, unlike property tax revenues, which remain relatively stable because of the mitigating effect of Proposition 13, which limits annual growth in assessed values. Property tax, the largest source of General Fund revenues, is expected to grow by 2.5% in fiscal year 2020- 21, as assessed values are expected to grow modestly. However, due to the recession that has been created from the COVID-19 crisis, the city is projecting that delinquent ad valorem property taxes will increase by 2%. The median price of a single family residence (SFR), based on resale data from Zillow, is up by 5.7% year over year in February 2020. All zip codes, or quadrants, in Carlsbad have seen increases for the year. In addition, according to Zillow estimates, home prices are projected to fall by 1.2% within the next year due to the anticipated recession. GENERAL FUND REVENUES (In Millions) Estimated Budgeted $ % 2019-20 2020-21 Change Change Property Tax $ 72.4 $ 74.2 $ 1.8 2.5% Sales Tax 37.2 36.3 {0.8} -2.2% Transient Occupancy Tax 17.9 18.5 0.5 2.9% Franchise Taxes 5.8 5.5 (0.3) -5.2% Business License Ta x 5.1 5.0 {0.1) -1.6% Development Revenues 3.0 2.6 (0.5) -15.5% All Other Revenue 22.8 22.7 {0.1) -0.4% Total $ 164.3 $ 164.8 $ 0.5 0.3% June 2, 2020 Item #8 Page 20 of 300 Until the unemployment rate stabilizes to pre-COVID-19 levels and small businesses begin to recover, housing and commercial property prices are not anticipated to increase significantly on an annual basis. However, low interest rates on mortgages will help to stabilize housing prices during this time period. Increased fixed rate mortgage interest rates caused ripples across the housing market in 2019, causing home sales volumes to fall back and prices followed by year’s end. Further, residential construction has yet to gain any momentum in San Diego, falling back considerably in 2019. Thus far, multi-family construction has experienced a quicker recovery than single-family residential construction. In addition, the Federal Reserve is expected to keep the discount rate flat, at a historically low rate, for the remainder of calendar year 2020, which could help the housing market as a stabilization in interest rates could lower the pressure on mortgage rates. It would be expected that this, coupled with the a higher unemployment rate, would create a slightly lower or even a flattening in home prices in the upcoming fiscal year. Changes in property taxes revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from January 2020. Thus, the taxes to be received for fiscal year 2020-21 are based on assessed values as of January 1, 2020. Proposition 13, adopted in 1978, limits the annual increase in assessed values for property. Under this proposition, assessed values (and the related property tax) can grow by no more than two percent per year. The value upon which the tax is based is only increased to the full market value upon the sale of a property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity. In past decades, the city has seen robust growth in property tax revenue due to new development, high turnover of existing homes, and double-digit growth in housing prices. However, as the city approaches buildout, development has slowed. Despite historically low interest rates, slower development combined with a rising unemployment rate and tax reform, has caused a slowing in property tax growth in the city. 29 29 31 33 35 35 35 41 37 36 48 51 50 54 57 62 65 68 72 74 $ MillionsFiscal Year Property and Sales Tax Revenues Property Sales Tax ...... June 2, 2020 Item #8 Page 21 of 300 Sales Tax revenues generally move in step with economic conditions and have heavily impacted by the shelter-in-place and subsequent recession created by the COVID-19 pandemic. Up until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at $40.8 million. However, on March 19, 2020, Governor Gavin Newsom issued a shelter-in-place for the State of California, shutting down retail establishments, dine-in restaurants, and non-essential businesses. Then, on March 31, 2020, Governor Newsom issued an executive order granting a three month extension for small businesses to file their quarterly sales tax returns. This will delay sales tax revenues for the city by up to one calendar year. Through the shelter-in-place order, the ensuing projected recession, and the small business sales tax relief, it is projected that sales tax revenues for fiscal year 2019-20 will decrease by 9% over fiscal year 2018-19 actuals. The city is projecting that the shelter-in-place order will be partially lifted some time during the month of June 2020, but the national economy will then be in a recession. Without the shelter-in-place impacting sales tax revenues, and with small businesses beginning to pay their deferred sales tax to the state, sales tax revenue for fiscal year 2020-21 is expected to decrease by 2% to $36.3 million. This is still below the sales tax peak of $40.8 million in fiscal year 2018-19. Some of the decrease in sales tax revenues will be partially offset by an increase in internet sales revenue generated from the Wayfair or AB147 law that went into effect in October 2019. As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, both of which account for over three-quarters of taxable sales in Carlsbad. New auto sales are highly elastic 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, revenues hit a high of $8.5 million for the four quarters ended December 31, 2019. General retail sales, although down slightly in the fourth quarter, remain strong. Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of local public safety services, is included in sales tax revenues. Transportation, 31.9% Construction, 2.6% General Retail, 28.0% Miscellaneous, 0.6% Restaurants, 19.2% Business to Business, 17.7% Sales Tax by Category Fourth Quarter 2019 June 2, 2020 Item #8 Page 22 of 300 The third highest General Fund revenue source is Transient Occupancy Tax (TOT, or hotel tax). TOT is forecasted to decrease by 30% in fiscal year 2020-21 when compared to fiscal year 2018-19 actuals. This downward trend began in fiscal year 2019-20, due to the impacts of COVID-19 on Carlsbad’s tourism industry. Many hotels have had to shut down during this time however, it is anticipated that hotels will slowly begin to recover in fiscal year 2020-21. The recessionary impacts on tourism are expected to at least last for the next 18 months. The assumptions used in budgeting TOT for fiscal year 2020-21 include: • Occupancy of 45%-50% projected for the summer of 2020 • Occupancy rates between 50%-60% until spring of 2021 • Occupancy rates between 60%-70% during spring break 2021 • Average daily rates to initially decrease by 30% • Average daily rates improving to a 20% decrease by the end of fiscal year 2020-21 The city is still expecting to see the opening of the Home2 Suites and the Springhill Suites during fiscal year 2020-21. As seen in the above graph, TOT had increased by over 104% since fiscal year 2011-12 through fiscal year 2018-19 as new hotels, such as the two hotels at the Legoland California Resort, Cape Rey Carlsbad Beach Resort, and the Westin Hotel have opened in the past years. According to a report from Tourism Economics, San Diego tourism will see modest growth in visitation of around two percent once the economy rebounds, for the next few years, as an increase in available rooms will impact occupancy rates in the city. However, average daily room rates will remain relatively stable in the coming years, according to the report. Carlsbad currently has approximately 4,764 hotel rooms, 668 timeshares, and over 265 registered vacation rentals. 0 5 10 15 20 25 30 2012 2013 2014 2015 2016 2017 2018 2019 2020e 2021e$ MillionsFiscal Year Transient Occupancy Taxes June 2, 2020 Item #8 Page 23 of 300 Franchise Tax revenue has stabilized over the past years and is projected at $5.5 million in fiscal year 2020-21. 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 experienced minor revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise revenue is expected to decrease by 5% from $1.5 million to $1.4 million over the next fiscal year due to decreases in the number of paid subscription services. This trend will most likely continue in future years as more subscribers cut cable services and move to online streaming services. San Diego Gas & Electric (SDG&E) pays franchise taxes for the use of the public land over which they transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands, which would not otherwise be included in the calculations for franchise taxes, due to deregulation of the power industry. The majority of the “in-lieu” taxes received is attributable to Cabrillo Power, the operator of the Encina power plant, and is based on the gas used in the generation of electricity. This revenue source is expected to drop slightly in fiscal year 2020-21 due to decreases in electric sales and lower gas prices in fiscal year 2020-21, and then flatten out over the next several years. 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. Through a modest increase in miscellaneous interdepartmental charges due to small cost increases, total interdepartmental charges are expected to increase by 1.2%. Business license taxes are closely tied to the health of the local economy, and are projected to remain flat at $5 million in fiscal year 2020-21 when compared to current year estimates. This is still below the pre-COVID-19 level of $5.3 million in fiscal year 2018-19 however, the recession created by the pandemic will still have an impact on the city’s business community for the next couple of years. There are currently about 9,930 licensed businesses in Carlsbad, with 2,491 of them home-based. Income from investments and property includes interest earnings, as well as rental income from city-owned land and facilities. The city is expected to earn about $2.5 million in interest on its General Fund investments for fiscal year 2020-21, and another $2.4 million in rental and lease income. The yield on the city’s portfolio is expected to decrease to around 1.7% and cash balances are also expected to decrease as delayed and reduced sales tax payments, lower transient occupancy tax income, and a reduction in other revenue sources due to the COVID-19 crisis lower the average projected cash balance in the General Fund for the year. 0 1 2 3 4 5 6 7 2012 2015 2018 2021e $ Millions Franchise Taxes Other SDG&E ■ ■ June 2, 2020 Item #8 Page 24 of 300 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. During fiscal year 2009-10, development- related revenues began to turn around from historic lows experienced in fiscal year 2008-09. Since then, development- related revenues have fluctuated in line with increases and decreases in residential, commercial and industrial development. In fiscal year 2020-21, the city expects a 15.5% decrease in development related revenues, to approximately $2.6 million, following higher than anticipated development activity occurring in fiscal year 2019-20. The projected decrease in development- related revenues is tied to the volume and type of development projected to be permitted, multi- family versus single-family, and the drop in the revenues derived from the early stages of development (plan checks, engineering plan checks, and building fees). Ambulance fee revenues are estimated to grow by 7.2% or $191,000 when compared to current year estimates due to a small increase in ambulance rates combined with a heightened focus on collection efforts. Although California Senate Bill 523 was fully implemented during fiscal year 2019- 20, requiring the city to remit to the state a portion of their ambulance fee revenues as part of a quality assurance program related to Medi-Cal transports, the city is seeing additional Medi-Cal reimbursement rates due to the senate bill. 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 $1.2 million in transfer taxes for fiscal year 2020-21, which is a two percent increase from fiscal year 2019-20 estimates. The housing market continues to remain relatively strong as interest rates are at historic lows and are not predicted to increase in the near future. Housing prices are continuing to slowly increase in Carlsbad and inventories remain solid. All other revenues include recreation fees, intergovernmental revenues, other licenses and fees, fines and forfeitures, transfers in, and other charges and fees. The estimate for fiscal year 2020-21 totals $6.2 million, a $500,000 decrease from the previous year, primarily due to one-time grant and other revenues received in fiscal year 2019-20, a reduction in forecasted recreation fees due to COVID-19, and lower miscellaneous licenses and fees due to a slowdown in development activity. June 2, 2020 Item #8 Page 25 of 300 Overall, as reflected in the above bar chart, General Fund revenues are expected to be up 0.3% from fiscal year 2019-20 estimates, as the city begins to recover from the recession caused by the COVID- 19 pandemic. Although sales tax, franchise revenues, income from property and investments, and development-related revenues will still see decreases, the city expects to see some rebounding in TOT, property tax and business license taxes compared to fiscal year 2019-20 estimates. These increases are forecasted to continue into fiscal year 2021-22 as the economy slowly recovers from the recession caused by the pandemic. Although the city experienced revenue growth between 9% and 17% in the late 1990s, it was not sustainable. Much of those increases were due to the opening of new hotels, restaurants, retail centers, and new home development. As new development slows, it will be increasingly more difficult to produce double-digit growth in revenues. A recovering economy is certainly driving General Fund revenues higher, but this growth comes from a lower revenue base that was created in fiscal year 2019-20 due to the impacts of the COVID-19 crisis. The city’s revenues are not projected to fully recover to pre-COVID-19 levels until fiscal year 2021-22, and then revenue growth should stabilize at around 2% to 3% in the following years. -0.9%6.7%3.3% 11.9%3.1% - 20 40 60 80 100 120 140 160 180 200 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020e FY 2021e Fiscal Year General Fund Revenues$ Millions -6.5 0.3%4.7%9.2% 3.9% June 2, 2020 Item #8 Page 26 of 300 Other Funds Revenues from Special Revenue funds are expected to total $13.7 million in fiscal year 2020-21, a decrease of $1.9 million or 12% from fiscal year 2018-19 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) The most noteworthy changes in the Special Revenue funds occurred in the Affordable Housing Fee Fund, a decrease of $585,000 and the Agriculture Mitigation Fee Fund, which shows a decrease of $240,000. Affordable housing fees and Agriculture Mitigation fees are related to development and can fluctuate significantly from year-to-year. Revenues from grants and donations also are expected to reduce slightly. These donations are generally one-time revenues and tend to fluctuate from year- to year. The Successor Agency Housing Trust Fund revenues are budgeted at $3.9 million, a 22.6% decrease over fiscal year 2019-20 estimates. 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. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency. Special Revenue Funds FY 2020-21 Budgeted Revenues $13.7 million Donations and Grants, $0.6M,4% Maintenance Districts, $3.2M,24% CDBG $0.7M,5% Affordable Housing $1.lM,8% All Others, $0.3M, 2% --Rental Assistance $7.8M,57% June 2, 2020 Item #8 Page 27 of 300 Enterprise fund revenues for fiscal year 2020-21 are projected at $79.1 million, an increase of 0.6% or $433,000 over the current year estimates. The revenue breakdown by activity is shown in the graph below. Enterprise funds are similar to a business, in that rates are charged to support the operations that supply the service. Carlsbad Enterprise funds include water and recycled water delivery, wastewater services, solid waste management, and operation of a municipal golf course. In addition to paying for the wholesale and fixed water costs, the fiscal year 2020-21 Operating Budget includes funding for replacement of Carlsbad’s water infrastructure, a critical valve replacement project, and maintaining sufficient operating reserves. The Water Enterprise Fund revenue for fiscal year 2020-21 is estimated to remain flat at $45.6 million when compared to current year revenue estimates. Recycled Water revenues at $8.2 million are expected to decrease slightly by 2% or $200,000. These decreased estimates are a combination of customer demand hardening and weather expectations. Estimated revenues for Wastewater are $14.3 million, a 2.6% decrease over the current year estimate. This decreased estimate is largely driven by demand hardening and weather expectations for wastewater’s volumetric customers. Estimated revenues from operations of the Golf Course are expected to increase by 11.5% next year to $7.0 million when compared to current year estimates of $6.2 million. However, when compared to fiscal year 2018-19 actuals of $8.2 million, estimated revenues for next fiscal year are down by 15% or $1.2 million. This loss of revenue is due to the COVID-19 pandemic and resulting stay-at-home orders that occurred March through May of 2020. Enterprise Funds FY 2020-21 Budgeted Revenues $79.1 million Golf Course Operations $6.9M,9% Solid Waste Management $4.1M,5% Wastewater Operations _ $14.3M,18% Recycled Water $8.2M, 10% Water Operations $45.6M,58% June 2, 2020 Item #8 Page 28 of 300 Solid Waste Management revenues increase by 6.7% to $4.1 million when compared to current year estimates, a difference of $257,000. Internal Service funds show estimated revenues of $25.8 million for fiscal year 2020-21, a 2.7% or $672,000 increase over fiscal year 2019-20 projections. Internal Service funds account for services provided within the city itself, from one department to another, on a cost reimbursement basis. These include programs such as the self-insurance funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for these services; therefore, the rates charged are based on the cost to provide the service. The goal of an Internal Service fund is to match budgeted expenses with charges to the departments. A recent actuarial review of the Workers’ Compensation fund determined that the city should continue to set aside cash reserves in anticipation of future workers’ compensation claims. In order to achieve this, charges to city departments need to increase by 10% each year over the next several years. Charges for the upcoming fiscal year were planned to be $3.8 million, an increase of 10% over the current fiscal year, however, the city is closing out the Self-Insured Benefit fund which has a current cash balance of $1.9 million. The Self-Insured Benefit fund was used for many years to collect department expenses to pay dental claim fees for all employees since the city was self-insured for dental benefits. In 2018, the city moved from being self-insured to paying a set monthly insurance premium, the cost of which is shared between the city and the employees. These insurance payments are now made through the city’s payroll trust funds consistent with other employee benefits. To close out the fund, the remaining cash balance is being transferred to the Workers’ Compensation fund to be used as a one- time offset to departmental workers’ compensation chargebacks for fiscal year 2020-21. There are increases in Vehicle Maintenance and Replacement charges of 18% and 19%, respectively. Vehicle maintenance and 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 life are now being replaced with hybrid 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. Information Technology (IT) charges to departments have decreased by 5% or $733,000 when compared to fiscal year 2019-20 estimates. Estimated expenses are coming in lower than expected for fiscal year 2019-20 which reduces the amount needed to collect from departments in the following fiscal year. The division continues to modernize and strengthen IT infrastructure with an aim to leverage technology to increase proficiencies citywide. June 2, 2020 Item #8 Page 29 of 300 OPERATING BUDGET EXPENDITURE SUMMARY The city’s Operating Budget for fiscal year 2020-21 totals $292.5 million, which represents an increase of about $500,000, or 0.2%, as compared to the adopted fiscal year 2019-20 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 basic core city services. However, this should not diminish the importance of the other operating funds, as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the budgeted expenditures by fund and program. General Fund The total Operating Budget for the General Fund for fiscal year 2020-21 is $163.6 million, which is $3.6 million, or 2.1% less than the previous year’s Adopted Budget of $167.1 million. These changes are discussed in more detail on the following pages. Budget Budget $% 2019-20 2020-21 Change Change Personnel 101.4$ 105.0$ 3.7$ 3.6% Maintenance & Operations 53.8 51.2 (2.6) -4.8% Capital Outlay 0.6 0.4 (0.2) -30.4% Transfers 11.5 7.0 (4.5) -38.9% Total 167.1$ 163.6$ (3.6)$ -2.1% (In Millions) GENERAL FUND SUMMARY By Expenditure Type Budget Budget $% 2019-20 2020-21 Change Change General Fund 167.1$ 163.6$ (3.5)$ -2.1% Special Revenue 14.7 14.6 (0.1) -0.7% Enterprise 82.6 83.5 0.9 1.1% Internal Service 26.1 28.9 2.8 10.8% Successor Agency Housing Trust 1.5 1.9 0.4 25.0% Total 292.0$ 292.5$ 0.5$ 0.2% BUDGET EXPENDITURE SUMMARY By Fund Type (In Millions) June 2, 2020 Item #8 Page 30 of 300 Personnel Personnel costs make up approximately 64% of the General Fund budget. The total personnel budget for fiscal year 2020-21 is $105 million, which is $3.7 million, or 3.6% greater than the previous year’s total personnel budget of $101.4 million. The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full and part-time staff costs and are expected to increase in fiscal year 2020-21 by $4.9 million, or 7.1%. The increase is due contracted and anticipated wage increases for current employees scheduled in fiscal year 2020-21. Due to the current environment as a result of the COVID- 19 pandemic, no new full or part-time positions are proposed for the next fiscal year. This increase is partially offset by a reduction of 13.28 FTE part-time seasonal positions, mainly from the Parks & Recreation department due to reductions made in response to the COVID-19 pandemic. 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 less risky assets, even though these tactics will increase near-term pension costs. While pension costs are increasing, there is some downward pressure on costs, as new employees receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability. 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. 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. Budget Budget $% 2019-20 2020-21 Change Change Salaries and Wages 68.8$ 73.7$ 4.9$ 7.1% Retirement Benefits 19.1 18.9 (0.2) -0.9% Health Insurance 8.8 9.0 0.2 2.1% Other Personnel 4.7 3.5 (1.2) -25.9% Total 101.4$ 105.0$ 3.7$ 3.6% Personnel Costs (In Millions) GENERAL FUND June 2, 2020 Item #8 Page 31 of 300 Health Insurance and Other Personnel Costs Health insurance costs are increasing by $200,000 or 2.1% over the prior year. This increase is due to the normal increase in health insurance for current employees. Other personnel costs include workers’ compensation expenses and other miscellaneous costs, such as Medicare, unemployment and disability. Maintenance and Operations Maintenance and operations costs represent about 31% 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 $51.2 million, an decrease of about $2.6 million, or 4.8%, for fiscal year 2020-21 when compared to fiscal year 2019-20. In response to projected reduced revenues due to the COVID-19 pandemic and the resulting stay-at- home orders, departments were asked to re-evaluate their budget requests for fiscal year 2020-21 and decrease discretionary spending wherever possible. General funded departments were able to reduce their maintenance and operations budget requests by 8% overall. Many of these reductions were in non-mandated employee training and in state conference travel budgets which were reduced by 49% and out of state travel for training and conferences was reduced by 83%. Other discretionary spending, such as equipment, office supplies and professional and outside services were reduced when possible with a focus on those that would have the smallest impact on city services to the community. Capital Outlay Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $400,000 are budgeted in the General Fund for fiscal year 2020-21. This purchase is for the replacement of 11 EKG monitors in the fire department. The complete list of proposed major capital purchases for all funds (over $10,000) is shown on a schedule in the appendices section. 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. There were no operating increases included in the upcoming budget related to new capital projects. Advances Advances and repayments of prior advances are amounts anticipated to be transferred from the General Fund to other city funds and are expected to be repaid to the General Fund in future years. No General Fund advances are included in this year’s Operating Budget. It is anticipated that the Successor Agency Trust Fund will repay $2,460,000 in the upcoming fiscal year towards the outstanding loan between the city and the former Redevelopment Agency. This advance is expected to be fully repaid around the year 2023. June 2, 2020 Item #8 Page 32 of 300 Note: The spike in fiscal year 2016-17 reflects a one-time payment to pay off the golf course construction bonds and a transfer to the General Capital Construction Fund for replacement of Fire Station No. 2. As reflected in the graph above, the city’s General Fund expenditures were reduced with the budget in fiscal year 2011-12, and expenditure increases were minimal through fiscal year 2012-13. Fiscal year 2013-14 expenditures reflected a 10.8% increase due to labor costs and one-time expense for the Poinsettia Fires. The following year, fiscal year 2014-15, expenditures remained relatively flat. The fiscal year 2015-16 budget reflected an 8.1% increase in expenditures due primarily to increased personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs ($10.5 million for a transfer to the Capital Improvement Program for Fire Station No. 2 replacement, and $14.8 million to pay of the golf course construction bonds). The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs reflected in fiscal year 2016-17 for the defeasance of the golf course bonds of $14.8 million and the transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire Station No. 2. These cost reductions were partially offset by an additional one-time payment to CalPERS to address the city’s unfunded pension liability, the addition of nine staff members, additional legal and expert costs associated with the county airport expansion and the Safety Training Center lawsuit, higher personnel costs due to normal salary and benefit increases, higher mutual aid costs, and the filling of prior year vacancies. 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 estimates included the approved addition of 34 new full-time employees. Budgeted expenditures for fiscal year 2020-21. Budgeted expenditures for fiscal year 2020-21 show a decrease in response to the COVID-19 pandemic and the need to reduce discretionary spending as much as possible during this unprecedented time. $112.6 $111.2 $123.3 $125.1 $135.3 $174.2 $151.3 $172.4 $167.1 $163.6 $- $50 $100 $150 $200 in millionsHistory of General Fund Expenditures June 2, 2020 Item #8 Page 33 of 300 Program Expenditures Another way of looking at the General Fund budget is by program. The chart below compares the total fiscal year 2020-21 budget to those amounts adopted in the previous year. A detailed description of each department, its services, budget summary and department accomplishments and priorities can be found in the department program summary pages. Transfers 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:  $5.5 million, split between the Infrastructure Replacement Fund ($1 million) and General Capital Construction Fund ($4.5 million) for major new construction, maintenance and/or replacement of city infrastructure and facilities. This represents 3% of the General Fund revenues, which is a decrease from the 6% transfer that was approved for fiscal year 2019-20. This percentage was reduced in order to minimize the impact to personnel and maintenance and operations expenditure reductions in the General Fund in response to the economic environment as a result of the COVID-19 pandemic. This transfer percentage will be evaluated again during the next budget cycle. A detailed description of each department’s budget can be found in the department program summaries. Budget Budget $% 2019-20 2020-21 Change Change Policy & Leadership Group 7.8$ 6.7$ (1.1)$ -14.7% Administrative Services - Finance 6.1 6.0 (0.1) -1.8% Administrative Services - Human Resources 5.0 5.0 - -0.7% Administrative Services - Innovation & Economic Dev.0.9 1.1 0.2 20.0% Community Services - Administration - 0.6 0.6 0.0% Community Services - City Clerk Services 1.3 1.3 - -5.5% Community Services - Community & Economic Dev.11.2 10.8 (0.4) -3.4% Community Services - Library & Cultural Arts 13.7 13.3 (0.4) -3.3% Community Services - Parks & Recreation 18.9 18.0 (0.9) -4.8% Public Safety - Fire 25.7 27.2 1.5 5.6% Public Safety - Police 42.0 44.6 2.6 6.1% Public Works - Administration 2.1 1.8 (0.3) -13.6% Public Works - Construction Mgmt. & Inspections 3.5 2.9 (0.6) -16.3% Public Works - Environmental Management 0.8 0.8 - 4.8% Public Works - Facilities 5.8 5.9 0.1 1.9% Public Works - Transportation 7.6 7.4 (0.2) -2.6% Non-Departmental 14.7 10.4 (4.3) -29.4% Total 167.1$ 163.6$ (3.5)$ -2.1% GENERAL FUND EXPENDITURES By Department (In Millions) June 2, 2020 Item #8 Page 34 of 300  $309,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm Water expenses.  $700,000 to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls, as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners.  $500,000 to the Golf Course Enterprise Fund is budgeted for fiscal year 2020-21 and will be transferred if additional cash is needed to cover current operating expenses of the golf course over the next fiscal year. The golf course plans to execute a compliant COVID-19 response phased operational plan in golf and food and beverage to allow revenues to reestablish. General Fund Summary The Operating Budget for fiscal year 2020-21 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $1.2 million. This projected surplus will be added to city reserves to be used in accordance with the city’s adopted reserve policy. Fiscal Year 2020-21 General Fund Surplus General Fund fiscal year 2020-21 Revenue Estimates $164.8 million General Fund fiscal year 2020-21 Adopted Expenditures $163.6 million Projected Surplus for fiscal year 2020-21 $1.2 million General Fund Reserves Projected unassigned balance at June 30, 2020 $88.9 million Plus: advance repayment from Successor Agency $2.4 million Plus: projected fiscal Year 2020-21 surplus $1.2 million Equals: projected unassigned balance at June 20, 2021 $92.5 million Carlsbad has historically benefitted from a strong and diverse economic base, and has maintained financial policies to protect the city from the fluctuations of the business cycle, increasing costs and unfunded mandates. The COIVD-19 pandemic has caused a sudden and significant impact to local, national and global economies. Fortunately, the city was in excellent financial shape prior to the pandemic and the proposed budget is a piece in the process to financial recovery. Throughout this unprecedented time, the city will continue to monitor and pivot if necessary to changes in the fiscal environment, evaluate opportunities to strengthen financial policies, identify opportunities to improve business practices and provide the greatest service level to the community. June 2, 2020 Item #8 Page 35 of 300 Changes in Other Funds Special Revenue funds, at $14.6 million, show a minor decrease in expenditures of less than one percent, or $104,000, when compared to fiscal year 2019-20. Spending in most programs is to remain at similar or slightly lower levels over the prior year. Expenditure increases of $100,000, or 30%, are planned in the Library Gifts & Bequest Funds for books, materials and supplies to help supplement budget reductions in the Library & Cultural Arts operating budget in the General Fund as a result of the COVID-19 pandemic. Similar increases are planned in the Police Asset Forfeiture Fund to pay for needed police equipment. The budget in this fund has increased $316,000 or 236% when compared to the prior fiscal year. A higher than normal revenue amount was received during fiscal year 2019-20 which enables the increase in spending for the next fiscal year. Enterprise funds total $83.5 million, an increase of $907,000, or 1.1%, over the fiscal year 2019-20 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation outreach and treated irrigation water. The Wastewater fund provides reliable wastewater collection services. The Internal Service funds total $28.9 million, with an overall increase of $2.8 million, or 10.8% percent, over fiscal year 2019-20. Half of this increase is attributable to the $1.9 million budgeted transfer from the Self-Insurance Benefit Fund to the Worker’s Compensation fund. More detail on this transfer can be found in the Health and Other Personnel Costs section earlier in this document. The other half of the increase is in the Information Technology fund. The city continues to modernize, upgrade and invest in needed equipment, systems and applications. The budget for the Successor Agency Housing Trust Fund is slightly higher for fiscal year 2020-21 at $1.9 million when compared to the prior year’s adopted budget of $1.5 million. The Recognized Obligation Payments Schedule (ROPS) 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 is scheduled for September 2023 and the city loan is expected to be paid off by the end of fiscal year 2022-23. These obligations are to be paid from semi-annual property tax increment revenue received by the Successor Agency. June 2, 2020 Item #8 Page 36 of 300 PERSONNEL ALLOCATION S Adopted Adopted Adopted Prelim Budget Budget Budget Budget Department(*)2017-18 2018-19 2019-20 2020-21 City Attorney 7.00 7.00 8.00 8.00 City Clerk Services 6.00 7.00 7.00 7.00 City Council 1.00 2.00 2.00 2.00 City Manager 8.00 9.00 12.00 7.00 City Treasurer 0.75 0.75 1.00 1.00 Communication & Engagement 5.00 7.00 7.00 7.00 Finance 32.00 32.00 31.00 31.00 Human Resources 11.00 11.00 17.00 17.00 Information Technology 27.00 32.00 35.00 37.00 Innovation & Economic Development 3.00 3.00 2.00 4.00 Community Services - Administration 0.00 0.00 0.00 3.00 Community Development 58.75 59.75 63.75 61.75 Library & Cultural Arts 51.50 50.50 52.50 52.50 Parks & Recreation 57.00 55.00 55.00 55.00 Fire 90.00 92.00 97.75 97.75 Police 170.00 170.00 184.00 184.00 Public Works 165.00 166.75 172.75 172.75 Total Full-Time Personnel 693.00 704.75 747.75 747.75 Hourly Full-Time Equivalent Personnel 179.09 185.87 199.97 186.69 Total 872.09 890.62 947.72 934.44 *Notes: In FY 2018-19, Police IT was consolidated with city IT, resulting in the transfer of 5 FTE. FY 2019-20 includes a mid-year increase of 2 FTE in Police as approved by City Council. FY 2019-20 reorganizations include Finance, Human Resources, Community Development and Police. This table excludes paid interns, due to transitional nature of intern employment. In FY 2020-21 5 FTEs were moved from City Manager to Comm. Serv. Admin. (3 FTE), and Innovation & Economic Development (2 FTE). June 2, 2020 Item #8 Page 37 of 300 Police Department Neil Ga ltucct Mays, 2020 City Council Assistant City Manager Geoff Patnoe , .. City Attorney Celia Brewer (city of Carlsbad Fire Department Michael Calderwood June 2, 2020Item #8 Page 38 of 300 SCHEDULE OF PROJECTED FUND BALANCES Projected Beginning Advances Ending Fund Balance Projected Projected & Fund Fund Balance Fund July 1, 2019 Revenues Expenditures Transfers June 30, 2020 General Fund $82,479,945 * $164,252,000 $159,801,000 1,976,000 88,906,945 Special Revenue Funds Affordable Housing 21,538,307 1,716,000 675,000 22,579,307 Agricultural Mitigation Fee 759,504 243,552 0 1,003,056 Buena Vista Channel Maintenance District 1,394,469 115,000 137,500 1,371,969 Citizen's Option for Public Safety 255,535 240,700 245,000 251,235 Community Activity Grants 1,085,116 21,000 0 1,106,116 Community Development Block Grant 5,645 821,700 827,345 0 Cultural Arts Donations 264,664 51,000 59,350 256,314 Flower Fields Grant Program 933,514 9,758 943,272 0 Habitat Mitigation Fee 0 1,500 1,104,114 1,104,114 1,500 Library and Arts Endowments 261,200 5,000 4,000 262,200 Library Gifts and Bequests 1,375,752 324,000 317,600 1,382,152 Lighting and Landscaping District No. 2 3,816,835 685,000 350,000 4,151,835 Local Cable Infrastructure 842,903 323,000 180,000 985,903 Median Maintenance District 243,627 906,500 890,000 260,127 Parking In Lieu Fee 1,062,401 155,880 48,000 1,170,281 Police Asset Forfeiture 181,385 246,500 125,000 302,885 Public Safety Grants 0 350,000 350,000 0 Recreation Donations 297,123 30,800 53,250 274,673 Rental Assistance 285,726 7,550,000 7,670,000 165,726 Senior Donations 334,086 22,000 36,000 320,086 Street Lighting Maintenance District 2,422,850 955,000 770,000 2,607,850 Street Tree Maintenance District 147,499 865,000 630,000 382,499 Total Special Revenue Funds 37,508,141 15,638,890 15,415,431 1,104,114 38,835,714 Enterprise Funds Water Operations 28,064,543 45,571,000 44,000,000 29,635,543 Recycled Water Operations 8,572,441 8,348,600 9,000,000 7,921,041 Wastewater Operations 8,882,298 14,700,000 13,600,000 9,982,298 Solid Waste Management 14,652,576 3,869,000 4,212,000 14,309,576 Golf Course 1,961,770 6,205,000 7,379,000 787,770 Total Enterprise Funds 62,133,628 78,693,600 78,191,000 0 62,636,228 Internal Service Funds Workers' Compensation 3,301,487 3,815,000 3,030,000 4,086,487 Risk Management 2,779,467 2,299,000 2,065,000 3,013,467 Self-Insured Benefits 1,900,266 19,897 0 1,920,163 Vehicle Maintenance 1,071,317 2,994,500 2,610,000 1,455,817 Vehicle Replacement 18,067,636 2,751,000 4,410,000 16,408,636 Information Technology 6,217,903 13,232,500 12,125,000 7,325,403 Total Internal Service Funds 33,338,076 25,111,897 24,240,000 0 34,209,973 Successor Agency Housing Trust Fund 1,305,531 5,110,000 1,825,000 (3,050,000) 1,540,531 Total Operating Funds $216,765,321 $288,806,387 $279,472,431 30,114 226,129,391 * For the General Fund only, this represents unassigned fund balance. June 2, 2020 Item #8 Page 39 of 300 SCHEDULE OF PROJECTED FUND BALANCES Projected Beginning Advances Ending Fund Balance Estimated Adopted & Fund Fund Balance Fund June 30, 2020 Revenues Budget Transfers June 30, 2021 General Fund $88,906,945 * $164,787,962 $163,621,037 2,460,000 92,533,870 Special Revenue Funds Affordable Housing 22,579,307 1,131,000 880,698 22,829,609 Agricultural Mitigation Fee 1,003,056 7,000 0 1,010,056 Buena Vista Channel Maintenance District 1,371,969 114,000 195,245 1,290,724 Citizen's Option for Public Safety 251,235 177,000 253,937 174,298 Community Activity Grants 1,106,116 10,000 30,000 1,086,116 Community Development Block Grant 0 656,200 655,643 557 Cultural Arts Donations 256,314 52,700 122,385 186,629 Flower Fields Grant Program 0 0 0 0 Habitat Mitigation Fee 1,500 15,000 0 16,500 Library and Arts Endowments 262,200 3,000 6,000 259,200 Library Gifts and Bequests 1,382,152 258,700 426,910 1,213,942 Lighting and Landscaping District No. 2 4,151,835 681,300 354,681 4,478,454 Local Cable Infrastructure 985,903 295,000 351,000 929,903 Median Maintenance District 260,127 962,000 1,221,612 515 Parking In Lieu Fee 1,170,281 12,000 50,000 1,132,281 Police Asset Forfeiture 302,885 47,000 316,000 33,885 Public Safety Grants 0 0 0 0 Recreation Donations 274,673 50,000 98,700 225,973 Rental Assistance 165,726 7,751,000 7,723,066 193,660 Senior Donations 320,086 21,000 104,500 236,586 Street Lighting Maintenance District 2,607,850 910,000 967,581 2,550,269 Street Tree Maintenance District 382,499 570,000 877,810 74,689 Total Special Revenue Funds 38,835,714 13,723,900 14,635,768 37,923,846 Enterprise Funds Water Operations 29,635,543 45,584,600 46,126,865 29,093,278 Recycled Water Operations 7,921,041 8,179,400 10,583,658 5,516,783 Wastewater Operations 9,982,298 14,317,000 15,195,355 9,103,943 Solid Waste Management 14,309,576 4,126,300 4,982,951 13,452,925 Golf Course 787,770 6,919,000 6,571,000 1,135,770 Total Enterprise Funds 62,636,228 79,126,300 83,459,829 58,302,699 Internal Service Funds Workers' Compensation 4,086,487 4,066,093 3,664,554 4,488,026 Risk Management 3,013,467 2,393,460 2,684,739 2,722,188 Self-Insured Benefits 1,920,163 0 1,920,163 0 Vehicle Maintenance 1,455,817 3,552,550 3,296,304 1,712,063 Vehicle Replacement 16,408,636 3,272,445 3,779,298 15,901,783 Information Technology 7,325,403 12,499,451 13,567,910 6,256,944 Total Internal Service Funds $34,209,973 $25,783,999 $28,912,968 31,081,004 Successor Agency Housing Trust Fund $1,540,531 $3,955,000 $1,933,523 (2,460,000) 1,102,008 Total Operating Funds $226,129,391 $287,377,161 $292,563,125 0 220,943,427 * For the General Fund only, this represents unassigned fund balance. June 2, 2020 Item #8 Page 40 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 General Fund Taxes Property Tax $68,496,492 $72,425,000 $74,218,000 2.5% $1,793,000 Sales Tax 40,794,779 37,154,000 36,329,000 -2.2% (825,000) Transient Occupancy Tax 26,320,645 17,948,000 18,463,000 2.9%515,000 Franchise Tax 6,099,805 5,815,000 5,512,000 -5.2% (303,000) Business License Tax 5,321,780 5,071,000 4,990,000 -1.6%(81,000) Transfer Tax 1,714,782 1,180,000 1,204,000 2.0%24,000 Total Taxes 148,748,283 139,593,000 140,716,000 0.8%1,123,000 Intergovernmental Homeowners Exemption 345,211 350,000 350,000 0.0%- Other Intergovernmental 1,592,991 786,000 574,000 -27.0% (212,000) Total Intergovernmental 1,938,202 1,136,000 924,000 -18.7% (212,000) Licenses and Permits Building Permits 1,696,927 1,250,000 795,000 -36.4% (455,000) Other Licenses and Permits 971,121 1,245,000 1,019,000 -18.2% (226,000) Total Licenses And Permits 2,668,048 2,495,000 1,814,000 -27.3% (681,000) Charges for Services Planning Fees 730,167 318,000 367,000 15.4%49,000 Building Department Fees 1,161,368 890,000 850,000 -4.5%(40,000) Engineering Fees 583,903 590,000 565,000 -4.2%(25,000) Ambulance Fees 2,500,590 2,639,000 2,830,000 7.2%191,000 Recreation Fees 2,897,546 2,137,000 2,195,000 2.7%58,000 Other Charges or Fees 1,262,965 485,000 608,000 25.4%123,000 Total Charges For Services 9,136,539 7,059,000 7,415,000 5.0%356,000 Fines and Forfeitures 539,537 480,000 515,000 7.3%35,000 Income from Investments and Property 9,602,281 7,131,000 7,482,000 4.9%351,000 Interdepartmental Charges 4,581,303 4,898,000 4,955,962 1.2%57,962 Other Revenue Sources 1,774,163 1,460,000 966,000 -33.8% (494,000) Total General Fund $178,988,356 $164,252,000 $164,787,962 0.3%$535,962 * Interest is calculated on an amortized cost basis. June 2, 2020 Item #8 Page 41 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 Special Revenue Funds Affordable Housing Affordable Housing Fees $732,010 $450,000 $46,000 -89.8% ($404,000) Property Tax 492,876 760,000 615,000 -19.1% (145,000) Interest Income 1,179,139 426,000 440,000 3.3%14,000 Other Revenue 133,481 80,000 30,000 -62.5%(50,000) Total Affordable Housing 2,537,506 1,716,000 1,131,000 -34.1% (585,000) Agricultural Mitigation Fee Agricultural Mitigation Fees - 227,552 - -100.0% (227,552) Interest Income 31,798 16,000 7,000 -56.3%(9,000) Total Agriculutural Mitigation Fee 31,798 243,552 7,000 -97.1% (236,552) Buena Vista Channel Maintenance Assessment Fees 91,388 90,000 100,000 11.1%10,000 Interest Income 53,652 25,000 14,000 -44.0%(11,000) Total Buena Vista Channel Maintenance 145,040 115,000 114,000 -0.9%(1,000) Citizen's Option for Public Safety State Funding (AB3229)255,040 235,200 175,000 -25.6%(60,200) Interest Income 10,105 5,500 2,000 -63.6%(3,500) Total Citizen'S Option For Public Safety 265,145 240,700 177,000 -26.5%(63,700) Community Activity Grants Interest Income 40,769 21,000 10,000 -52.4%(11,000) Total Community Activity Grants 40,769 21,000 10,000 -52.4%(11,000) Community Development Block Grant Federal Grant 625,448 604,000 655,000 8.4%51,000 Interest Income 9,926 1,500 1,200 -20.0%(300) Other Revenue 190,740 216,200 - -100.0% (216,200) Total Community Dev. Block Grant 826,114 821,700 656,200 -20.1% (165,500) Cultural Arts Donations Donations 41,901 45,000 46,500 3.3%1,500 Interest Income 9,771 6,000 3,200 -46.7%(2,800) Other Revenue 5,870 - 3,000 0.0%3,000 Total Cultural Arts Donations 57,542 51,000 52,700 3.3%1,700 Flower Fields Grant Program Interest Income 36,447 9,758 - -100.0%(9,758) Total Flower Fields Grant Program 36,447 9,758 0 -100.0%(9,758) Habitat Mitigation Fee Mitigation Fees 17,202 - 15,000 0.0%15,000 Interest Income 1,874 1,500 - -100.0%(1,500) Total Habitat Mitigation Fee 19,076 1,500 15,000 900.0%13,500 June 2, 2020 Item #8 Page 42 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 Special Revenue Funds - Continued Library And Arts Endowment Fund Interest Income 9,851 5,000 3,000 -40.0%(2,000) Total Library And Arts Endowment Fund 9,851 5,000 3,000 -40.0%(2,000) Library Gifts/Bequests Gifts and Bequests 1,154,287 299,000 245,200 -18.0%(53,800) Interest Income 36,320 25,000 13,500 -46.0%(11,500) Other Revenue - - - 0.0%- Total Library Gifts/Bequests 1,190,607 324,000 258,700 -20.2%(65,300) Lighting And Landscaping District No. #2 Assessment Fees 609,793 610,000 638,000 4.6%28,000 Interest Income 131,429 75,000 43,300 -42.3%(31,700) Other Revenue - - - 0.0%- Total Lighting And Landscaping Dist. No. #2 741,222 685,000 681,300 -0.5%(3,700) Local Cable Infrastructure Fund Cable Fees 424,979 307,000 285,000 -7.2%(22,000) Interest Income 26,130 16,000 10,000 -37.5%(6,000) Total Local Cable Infrastructure Fund 451,109 323,000 295,000 -8.7%(28,000) Median Maintenance Assessment Fees 354,872 355,000 362,000 2.0%7,000 Other 506,003 551,500 600,000 8.8%48,500 Total Median Maintenance 860,875 906,500 962,000 6.1%55,500 Parking In Lieu Parking In Lieu Fees 22,480 134,880 - -100.0% (134,880) Interest Income 41,997 21,000 12,000 -42.9%(9,000) Total Parking In Lieu 64,477 155,880 12,000 -92.3% (143,880) June 2, 2020 Item #8 Page 43 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 Special Revenue Funds - Continued Police Asset Forfeiture Asset Forfeitures 41,771 240,000 45,000 -81.3% (195,000) Interest Income 6,647 6,500 2,000 -69.2%(4,500) Total Police Asset Forfeiture 48,418 246,500 47,000 -80.9% (199,500) Public Safety Grants Federal Grant 553,229 350,000 - -100.0% (350,000) Total Police Grants 553,229 350,000 0 -100.0% (350,000) Recreation Donations Donations 59,402 25,000 47,000 88.0%22,000 Interest Income 11,018 5,800 3,000 -48.3%(2,800) Total Recreation Donations 70,420 30,800 50,000 62.3%19,200 Rental Assistance Federal Grant 7,494,252 7,400,000 7,680,000 3.8%280,000 Other Revenue 262,334 150,000 71,000 -52.7%(79,000) Total Rental Assistance 7,756,586 7,550,000 7,751,000 2.7%201,000 Senior Donations Donations 128,796 6,000 6,000 0.0%- Interest Income 12,184 7,000 6,000 -14.3%(1,000) Other Revenue 9,129 9,000 9,000 0.0%- Total Senior Donations 150,109 22,000 21,000 -4.6%(1,000) Street Lighting Assessment Fees 738,247 735,000 742,000 1.0%7,000 Other Revenue 159,401 170,000 145,000 -14.7%(25,000) Interest Income 91,997 50,000 23,000 -54.0%(27,000) Total Street Lighting 989,645 955,000 910,000 -4.7%(45,000) Street Tree Maintenance Assessment Fees 467,495 465,000 470,000 1.1%5,000 Other Revenue 276,209 400,000 100,000 -75.0% (300,000) Total Street Tree Maintenance 743,704 865,000 570,000 -34.1% (295,000) Total Special Revenue Funds $17,589,689 $15,638,890 $13,723,900 -12.3% ($1,914,990) June 2, 2020 Item #8 Page 44 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 Enterprise Funds Water Operations Water Sales $26,824,255 $28,165,000 $28,127,000 -0.1% ($38,000) Ready-to-Serve charge 12,098,600 12,053,000 11,986,000 -0.6%(67,000) Water Rebates 259,491 - - 0.0%- Property Tax 3,981,688 3,590,000 3,805,000 6.0%215,000 New Account Charges 133,525 132,000 134,000 1.5%2,000 Back-Flow Program Fees 163,073 166,000 162,000 -2.4%(4,000) Penalty Fees 303,953 303,000 303,000 0.0%- Interest Income 1,165,139 633,500 550,000 -13.2%(83,500) Engineering Overhead 37,143 38,000 64,000 68.4%26,000 Service Connection Fees 68,403 66,000 85,000 28.8%19,000 Other Revenue 305,497 424,500 368,600 -13.2%(55,900) Total Water Operations 45,340,767 45,571,000 45,584,600 0.0%13,600 Recycled Water Operations Water Sales 5,653,189 6,945,000 6,561,000 -5.5% (384,000) Ready-to-Serve charge 1,157,960 1,183,600 1,150,000 -2.8%(33,600) Recycled Water Credits 690,490 - - 0.0%- Interest Income 145,917 118,000 80,000 -32.2%(38,000) Other Revenue 555,265 102,000 388,400 280.8%286,400 Total Recycled Water Operations 8,202,821 8,348,600 8,179,400 -2.0% (169,200) Wastewater Operations Service Charges 13,977,282 14,292,000 14,012,000 -2.0% (280,000) Misc. Sewer 27,048 22,000 27,000 22.7%5,000 Engineering Overhead 29,703 31,000 50,000 61.3%19,000 Penalty Fees 94,452 92,000 92,000 0.0%- Interest Income 475,977 207,000 75,000 -63.8% (132,000) Other Revenue 63,394 56,000 61,000 8.9%5,000 Total Wastewater Operations 14,667,856 14,700,000 14,317,000 -2.6% (383,000) Solid Waste Management Recycling Fees (AB939)378,933 330,000 340,000 3.0%10,000 Penalty Fees 58,457 60,000 60,000 0.0%- Trash Surcharge 3,000,274 3,075,000 3,000,000 -2.4%(75,000) Interest Income 550,004 272,000 273,300 0.5%1,300 Other Revenue 353,604 132,000 453,000 243.2%321,000 Total Solid Waste Management 4,341,272 3,869,000 4,126,300 6.7%257,300 Golf Course Operations Charges for Services 7,978,896 6,105,000 6,332,000 3.7%227,000 Interest Income 46,358 29,000 5,000 -82.8%(24,000) Other Revenue 182,560 71,000 582,000 719.7%511,000 Total Golf Course Operations 8,207,814 6,205,000 6,919,000 11.5%714,000 Total Enterprise Funds $80,760,530 $78,693,600 $79,126,300 0.6%$432,700 June 2, 2020 Item #8 Page 45 of 300 SCHEDULE OF REVENUE ESTIMATES 2019-20 2020-21 Change as % Difference 2018-19 Estimated Estimated of 19-20 2019-20 to Revenue Source Actuals Revenue Revenue Estimated 2020-21 Internal Service Funds Workers' Compensation Interdepartmental Charges $3,004,370 $3,455,000 $1,880,930 -45.6% ($1,574,070) Interest Income 451,433 250,000 250,000 0.0%- Other Revenue 1,773,924 110,000 1,935,163 1659.2% 1,825,163 Total Workers' Compensation 5,229,727 3,815,000 4,066,093 6.6%251,093 Risk Management Interdepartmental Charges 2,091,149 2,195,000 2,309,460 5.2%114,460 Interest Income 153,651 86,000 70,000 -18.6%(16,000) Other Revenue 50,967 18,000 14,000 -22.2%(4,000) Total Risk Management 2,295,767 2,299,000 2,393,460 4.1%94,460 Self-Insured Benefits Interdepartmental Charges 298,133 - - 0.0%- Other Revenue 75,048 19,897 - -100.0%(19,897) Total Self-Insured Benefits 373,181 19,897 0 -100.0%(19,897) Vehicle Maintenance Interdepartmental Charges 2,770,789 2,950,000 3,500,050 18.7%550,050 Interest Income 29,134 9,500 7,500 -21.1%(2,000) Other Revenue 64,552 35,000 45,000 28.6%10,000 Total Vehicle Maintenance 2,864,475 2,994,500 3,552,550 18.6%558,050 Vehicle Replacement Interdepartmental Charges 2,272,471 2,366,000 2,872,445 21.4%506,445 Interest Income 679,775 355,000 350,000 -1.4%(5,000) Other Revenue 25,662 30,000 50,000 66.7%20,000 Total Vehicle Replacement 2,977,908 2,751,000 3,272,445 19.0%521,445 Information Technology Interdepartmental Charges 11,352,800 13,048,100 12,379,451 -5.1% (668,649) Interest Income 271,211 137,000 120,000 -12.4%(17,000) Other Revenue 32,643 47,400 - -100.0%(47,400) Total Information Technology 11,656,654 13,232,500 12,499,451 -5.5% (733,049) Total Internal Service Funds $25,397,712 $25,111,897 $25,783,999 2.7%$672,102 Trust Funds Sucssessor Agency Housing Fund Property Tax Increment 3,637,680 5,095,000 3,940,000 -22.7% (1,155,000) Interest Income 87,709 15,000 15,000 0.0%- Total Successor Agency Housing Fund 3,725,389 5,110,000 3,955,000 -22.6% (1,155,000) Total Trust Funds $3,725,389 $5,110,000 $3,955,000 -22.6% ($1,155,000) Total Operating Funds $306,461,676 $288,806,387 $287,377,161 -0.5% ($1,429,226) June 2, 2020 Item #8 Page 46 of 300 SCHEDULE OF BUDGET EXPENDITURES % Incr / (Decr) 2019-20 19-20 Budget 2017-18 2018-19 Estimated 2019-20 2020-21 to Department Actuals Actuals Expenditures Budget Budget 20-21 Budget General Fund Policy And Leadership Group City Council $414,273 $453,386 $456,000 $608,117 $586,317 -3.6% City Attorney 1,645,117 1,751,649 1,885,000 1,930,232 1,987,318 3.0% City Manager 2,345,020 2,329,708 2,476,500 3,350,555 2,153,294 -35.7% City Treasurer 236,335 212,225 205,000 249,496 244,090 -2.2% Community Outreach And Engagement 1,511,292 1,602,350 1,603,500 1,675,553 1,692,761 1.0% Total Policy And Leadership Group 6,152,037 6,349,318 6,626,000 7,813,953 6,663,780 -14.7% Administrative Services Finance 4,075,310 5,195,794 5,745,000 6,099,607 5,989,716 -1.8% Human Resources 3,174,602 3,561,005 4,130,000 5,043,384 5,010,104 -0.7% Innovation and Economic Development 697,403 673,700 977,000 943,462 1,131,877 20.0% Total Administrative Services 7,947,315 9,430,499 10,852,000 12,086,453 12,131,697 0.4% Community Services Community Services Administration - - - - 581,849 - City Clerk Services 886,743 1,013,027 1,100,600 1,336,532 1,263,159 -5.5% Community Development 9,881,459 10,692,924 10,280,000 11,155,303 10,781,168 -3.4% Library And Cultural Arts 11,990,021 12,969,709 12,817,000 13,743,851 13,291,868 -3.3% Parks And Recreation 16,028,770 17,165,407 16,745,500 18,890,152 17,993,237 -4.7% Total Community Services 38,786,993 41,841,067 40,943,100 45,125,838 43,911,281 -2.7% Public Safety Fire 22,736,339 24,017,515 26,600,000 25,724,746 27,173,120 5.6% Police 35,310,020 39,009,548 43,085,000 42,017,261 44,593,457 6.1% Total Public Safety 58,046,359 63,027,063 69,685,000 67,742,007 71,766,577 5.9% Public Works Public Works Administration 1,569,375 1,626,845 1,696,000 2,067,458 1,786,198 -13.6% Construction Management & Inspections 2,706,324 2,575,598 3,150,000 3,459,299 2,893,903 -16.3% Environmental Management 585,802 669,711 882,000 772,217 808,946 4.8% Facilities 4,848,898 5,058,965 5,385,000 5,754,883 5,862,683 1.9% Transportation 6,174,496 6,877,759 6,715,000 7,607,635 7,410,972 -2.6% Total Public Works 15,884,895 16,808,878 17,828,000 19,661,492 18,762,702 -4.6% Miscellaneous Non-Departmental Expenditures Community Contributions 13,666 11,213 10,000 0 0 - Dues & Subscriptions 50,848 51,688 71,500 55,000 75,000 36.4% Legal Services 717,087 793,095 800,000 750,000 750,000 0.0% Professional Services 143,077 39,830 40,000 40,000 42,000 5.0% Other Miscellaneous Expenditures 163,807 738,439 650,000 0 0 - Personnel Related 140,607 149,563 152,400 175,000 284,000 62.3% Property Tax & Other Administration 639,319 660,633 670,000 725,000 725,000 0.0% Total Expenditures 1,868,411 2,444,461 2,393,900 1,745,000 1,876,000 7.5% June 2, 2020 Item #8 Page 47 of 300 SCHEDULE OF BUDGET EXPENDITURES % Incr / (Decr) 2019-20 19-20 Budget 2017-18 2018-19 Estimated 2019-20 2020-21 to Department Actuals Actuals Expenditures Budget Budget 20-21 Budget General Fund - Continued Transfers Transfer to Infrastructure Replacement Fund 9,970,000 10,681,000 5,111,500 5,111,500 1,000,000 -80.4% Transfer to General Capital Construction Fund 0 0 5,111,500 5,111,500 4,500,000 -12.0% Transfer to Golf Course Operations Fund 0 0 0 0 500,000 - Transfer To LLD#1 (Medians & Trees)850,000 775,000 950,000 950,000 700,000 -26.3% Transfer To Storm Water Program 218,511 219,274 300,000 300,000 309,000 3.0% Other Miscellaneous Transfers 1,858,216 1,500,000 0 0 0 - Total Transfers 12,896,727 13,175,274 11,473,000 11,473,000 7,009,000 -38.9% Total Miscellaneous Non-Departmental 14,765,138 15,619,735 13,866,900 13,218,000 8,885,000 -32.8% Subtotal General Fund 141,582,737 153,076,560 159,801,000 165,647,743 162,121,037 -2.1% Contingencies - - - 1,500,000 1,500,000 0.0% Total General Fund 141,582,737 153,076,560 159,801,000 167,147,743 163,621,037 -2.1% Special Revenue Funds Affordable Housing $393,438 $704,106 $675,000 $1,128,778 $880,698 -22.0% Agricultural Mitigation Fee 275,834 149,893 0 0 0 - Buena Vista Channel Maintenance 102,839 135,419 137,500 194,882 195,245 0.2% Citizen's Option For Public Safety 322,045 236,881 245,000 268,428 253,937 -5.4% Community Activity Grants 0 0 0 10,000 30,000 200.0% Community Development Block Grant 132,519 509,402 827,345 632,895 655,643 3.6% Cultural Arts Donations 49,182 29,920 59,350 70,200 122,385 74.3% Flower Fields Grant Program 0 50,000 943,272 50,000 0 -100.0% Habitat Mitigation Fee 4,356 3,637 1,104,114 0 0 - Library And Arts Endowment Fund 5,955 1,493 4,000 4,000 6,000 50.0% Library Gifts/Bequests 132,290 301,371 317,600 327,277 426,910 30.4% Lighting And Landscaping District No. 2 253,297 253,519 350,000 354,378 354,681 0.1% Local Cable Infrastructure Fund 166,285 270,649 180,000 373,000 351,000 -5.9% Median Maintenance 981,749 960,502 890,000 1,206,305 1,221,612 1.3% Parking In Lieu 43,262 46,102 48,000 50,000 50,000 0.0% Police Asset Forfeiture 92,205 25,600 125,000 94,000 316,000 236.2% Police Grants 113,278 566,987 350,000 0 0 - Recreation Donations 89,871 47,518 53,250 112,000 98,700 -11.9% Rental Assistance 7,216,263 7,479,464 7,670,000 7,755,564 7,723,066 -0.4% Senior Donations 52,004 105,492 36,000 205,500 104,500 -49.1% Street Lighting 566,517 754,086 770,000 1,038,120 967,581 -6.8% Street Tree Maintenance 665,323 658,389 630,000 864,537 877,810 1.5% Total Special Revenue Funds 11,658,512 13,290,430 15,415,431 14,739,864 14,635,768 -0.7% June 2, 2020 Item #8 Page 48 of 300 SCHEDULE OF BUDGET EXPENDITURES % Incr / (Decr) 2019-20 19-20 Budget 2017-18 2018-19 Estimated 2019-20 2020-21 to Department Actuals Actuals Expenditures Budget Budget 20-21 Budget Enterprise Funds Water Operations $44,087,903 $42,715,366 $44,000,000 $45,213,561 $46,126,865 2.0% Recycled Water Operations 8,732,260 9,342,838 9,000,000 10,127,818 10,583,658 4.5% Wastewater Operations 13,224,657 18,534,329 13,600,000 14,163,213 15,195,355 7.3% Solid Waste Management 3,318,047 3,955,189 4,212,000 4,820,871 4,982,951 3.4% Golf Course Operations 7,322,249 7,794,389 7,379,000 8,227,596 6,571,000 -20.1% Total Enterprise Funds 76,685,116 82,342,111 78,191,000 82,553,059 83,459,829 1.1% Internal Service Funds Workers' Compensation $4,291,779 $5,411,518 $3,030,000 $3,651,419 $3,664,554 0.4% Risk Management 2,041,118 2,181,589 2,065,000 2,519,958 2,684,739 6.5% Self-Insured Benefits 746,570 382,552 - 86,000 1,920,163 2132.7% Vehicle Maintenance 2,605,205 2,844,293 2,610,000 3,171,081 3,296,304 3.9% Vehicle Replacement 3,201,201 2,067,034 4,410,000 4,107,783 3,779,298 -8.0% Information Technology 8,769,808 12,433,677 12,125,000 12,549,759 13,567,910 8.1% Total Internal Service Funds 21,655,681 25,320,663 24,240,000 26,086,000 28,912,968 10.8% Trust Funds Successor Agency Housing Fund 1,816,779 1,769,568 1,825,000 1,546,792 1,933,523 25.0% Total Trust Funds 1,816,779 1,769,568 1,825,000 1,546,792 1,933,523 25.0% Total Operating Funds 253,398,825 275,799,332 279,472,431 292,073,458 292,563,125 0.2% General Fund 163,621,037 Non GF 128,942,088$292,563,125 June 2, 2020 Item #8 Page 49 of 300 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, fire prevention, response and recovery, emergency medical services, and emergency preparedness and operations. 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 760-931-2141 michael.calderwood@carlsbadca.gov Neil Gallucci Chief of Police 760 931-2100 police@carlsbadca.gov June 2, 2020 Item #8 Page 50 of 300 afet PUBLIC SAFETY SERVICES Public Safety June 2, 2020 Item #8 Page 51 of 300 PUBLIC SAFETY | FIRE DEPARTMENT Account: 0012210-0012260 Fund: General ABOUT The Fire Department is an all-hazard first responder agency safeguarding lives, property, and the environment through 24-hour fire, rescue, marine safety, and emergency medical services. The department is separated into three bureaus: Emergency Operations, Emergency Preparedness, and Fire Prevention. Each bureau is committed to serving the Carlsbad community through prevention, preparation, response, and recovery. SERVICES •Respond to structure and wildland fires •Deliver emergency medical services •Perform high-risk technical search and rescues •Deploy to natural or man-made disasters •Coordinate response support operations for natural or man-made disasters •Provide Special Weapons and Tactics (SWAT) medics to Carlsbad Police and other law enforcement agencies •Maintain coastal year-round lifeguard services from Oak Avenue to northern city limit •Coordinate Carlsbad Community Emergency Response Team volunteer program •Lead Carlsbad Emergency Management Administrative Team 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $12,385,583 $12,588,773 $13,471,287 $14,192,450 Retirement Benefits 3,833,797 3,774,944 4,454,145 4,171,640 Health Insurance 1,261,201 1,294,516 1,541,811 1,699,188 Other Personnel Expenses 838,595 889,583 1,098,837 799,339 Personnel Services Subtotal 18,319,176 18,547,816 20,566,080 20,862,617 Operating Expenses Professional & Contract Services 1,221,736 1,484,350 1,665,755 1,659,080 Supplies & Materials 656,014 1,011,163 782,831 791,531 Repair & Maintenance 86,456 73,609 85,800 79,600 Interdepartmental Charges 2,125,121 2,363,903 2,176,692 3,169,984 Other Operating Expenses 253,944 294,330 312,308 225,308 Capital Outlay 73,892 242,344 135,280 385,000 Operating Expenses Subtotal 4,417,163 5,469,699 5,158,666 6,310,503 TOTAL EXPENDITURES $22,736,339 $24,017,515 $25,724,746 $27,173,120 Full Time Positions 90.00 92.00 97.75 97.75 Hourly/FTE Positions 2.00 5.50 5.50 5.50 June 2, 2020 Item #8 Page 52 of 300 • Manage Emergency Operations Center facility, staffing, equipment and supplies to ensure incident response readiness • Disseminate public emergency notifications • Conduct large-scale emergency evacuations • Administer citywide preparedness training and exercises and update preparedness plans • Oversee Hazard Reduction Program with identification and abatement of brush fire hazards • Review code compliance on construction plan submittals • Perform construction inspections for new buildings and remodeling projects. • Conduct code compliance inspections for schools, care facilities, hotels, motels, apartment complexes, and hazardous materials handling facilities • Investigate suspicious or large loss fires for cause and origin • Organize Fire Explorer Program for high school and college age students • Promote public safety outreach and education programs across all bureaus • Engage community using Carlsbad Fire Department Instagram page RECENT ACCOMPLISHMENTS • Established year-round lifeguard service along coastline from Oak Avenue to northern city limit • Ratified Carlsbad Firefighters’ Association MOU including lifeguard wages and conditions • Updated Exposure and Infection Control Plan • Launched new web-based records management system to document incidents in the field • Enrolled in ground emergency medical transportation reimbursement program • Drafted North Zone Urban Search and Rescue Governance Agreement and Operating Plan • Hosted wireless emergency alerts for public safety personnel and first responders • Represented City of Carlsbad at national-level natural disaster conferences • Updated Continuity of Operations Plan • Conducted extended EOC operations in support of COVID-19 mitigation and response • Facilitated policy group coordination of COVID-19 mitigation and response • Achieved full compliance with new state mandated fire inspection program • Completed local amendment adoption process of the 2019 California Fire Code • Conducted Standard of Cover update and ambulance operations assessment • Developed and implemented new employee safety and wellness pilot programs • Launched social media program to increase community engagement and communication GOALS | OBJECTIVES | PRIORITIES • Present Standard of Cover and ambulance operations assessment recommendations • Adopt a best practice-based response time policy by type of risk • Replace all EKG monitors used on standard suppression apparatus • Complete upgrade of regional portable radios no longer supported with parts and repairs • Partner with the Police Department for Lagoon Safety Program at Agua Hedionda Lagoon • Revise Lifeguard Policy and Procedural Manual • Pursue United Lifesaving Association Lifeguard Program Accreditation • Establish Regional Urban Search and Rescue Task Force to address both local and countywide vulnerabilities • Automate survey for emergency medical services to collect data and conduct analysis • Develop Emergency Operations Plan Hazard-specific Appendixes and Objectives June 2, 2020 Item #8 Page 53 of 300 •Support COVID-19 recovery operations •Digitize all historical fire prevention plans and records •Procure fire prevention software to manage state mandated inspection program •Develop an internal arson investigation program •Implement results from the Cost of Service Study •Facilitate community-driven strategic plan to help prepare for department accreditation •Revise Administrative Directive and Policy Manual •Expand wellness programs offering physical, medical, emotional and biometric resources •Research online permit and payment process for city permits and documents •Enhance situational awareness with fire station digital dashboards •Leverage technology platforms to assist with data collection, analysis, and communication •Build department Intranet page •Redevelop department performance measures for internal assessment June 2, 2020 Item #8 Page 54 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: SUMMARY 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $18,086,325 $18,794,827 $20,786,831 $23,684,866 Retirement Benefits 6,197,678 6,292,156 7,212,014 7,027,746 Health Insurance 2,044,517 2,064,894 2,542,616 2,652,679 Other Personnel Expenses 1,345,541 1,493,533 1,877,306 1,505,739 Personnel Services Subtotal 27,674,061 28,645,410 32,418,767 34,871,030 Operating Expenses Professional & Contract Services 1,401,166 2,091,636 1,682,213 2,365,997 Supplies & Materials 548,559 1,449,527 481,492 541,333 Repair & Maintenance 521,999 167,402 218,744 239,059 Interdepartmental Charges 3,820,578 5,595,529 6,714,251 6,687,982 Other Operating Expenses 815,848 597,059 493,163 457,993 Capital Outlay 1,055,337 1,292,453 371,059 0 Operating Expenses Subtotal 8,163,487 11,193,606 9,960,922 10,292,364 TOTAL EXPENDITURES $35,837,548 $39,839,016 $42,379,689 $45,163,394 General Fund $35,310,020 $39,009,548 $42,017,261 $44,593,457 Special Revenue Fund 527,528 829,468 362,428 569,937 TOTAL FUNDING $35,837,548 $39,839,016 $42,379,689 $45,163,394 Full Time Positions 170.00 170.00 184.00 184.00 Hourly/FTE Positions 2.00 2.00 2.00 2.00 I I I June 2, 2020 Item #8 Page 55 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: ADMINISTRATION Account: 0012110 0012122 Fund: General ABOUT The Administration Division includes Command Staff personnel, administrative specialists, and station volunteers who develop and administer functions and programs that support the city’s and the Police Department’s statement of values in a manner responsive to the city and its citizen and establish policies and long-range plans to meet department goals and city needs. SERVICES • Develop and manage programs that reduce crime, encourage citizen participation, and improve community safety • Assist staff with individual and group development • Provide support to divisions to assist with meeting goals • Develop and manage programs that reduce crime, encourage citizen participation and improve community safety RECENT ACCOMPLISHMENTS • “Report card” grade of A- by Campaign Zero, the only city in California to receive an A 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $481,424 $566,748 $724,970 $548,832 Retirement Benefits 149,609 180,698 210,771 202,369 Health Insurance 51,653 52,288 89,207 55,987 Other Personnel Expenses 39,699 45,856 58,691 39,329 Personnel Services Subtotal 722,385 845,590 1,083,639 846,517 Operating Expenses Professional & Contract Services 745,423 1,066,872 990,741 1,005,741 Supplies & Materials 76,860 66,152 42,800 42,800 Repair & Maintenance 127 143 9,540 9,540 Interdepartmental Charges 45,761 3,293,977 3,980,034 3,803,103 Other Operating Expenses 277,447 288,879 279,050 277,050 Capital Outlay 5,708 566,481 0 0 Operating Expenses Subtotal 1,151,326 5,282,504 5,302,165 5,138,234 TOTAL EXPENDITURES $1,873,711 $6,128,094 $6,385,804 $5,984,751 Full Time Positions 5.00 5.00 6.00 5.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 56 of 300 GOALS | OBJECTIVES | PRIORITIES •Respond to increasing demands with population growth and new dwellings in the city •Enhancing information technology to improve service levels and increase efficiency •Collaboration - with other departments, cities, agencies, and community groups •Innovation - using technology to provide the most efficient and effective service •Engagement - using social media to engage the community •Redesign website to improve data collection •Work with the city’s GIS team to enhance insight on police strategies June 2, 2020 Item #8 Page 57 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: FIELD OPERATIONS Account: 0012115-2121 0012123-2125 Fund: General ABOUT The field operations division includes Patrol, Traffic, Canines, Lagoon Patrol and Police Rangers. The Police Department compares its average response time to different priority level calls to the national average. The national average response time for Priority 1 calls is less than six minutes. The average response time for Priority 1 calls in Carlsbad is 5.5 minutes. The FBI Index is used to measure crime in Carlsbad. The FBI Index includes homicide, rape, robbery, aggravated assault, burglary, larceny/theft, and motor vehicle theft. In 2019, Carlsbad’s violent crime rate was 1.94 per 1,000 population and the property crime rate was 17.82 per 1,000 population. The county average for violent crime is 3.37 and for property crime is 16.00. SERVICES •Respond to calls for emergency and non-emergency services •Provide emergency services, preventative patrol, traffic enforcement, and special enforcement in the community •Take reports including crime, arrest, collisions, incident, citation, and field interview 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $9,880,522 $10,265,590 $11,025,512 $13,117,430 Retirement Benefits 3,711,453 3,669,292 4,293,373 4,092,542 Health Insurance 1,089,236 1,115,760 1,334,434 1,426,334 Other Personnel Expenses 728,458 814,781 1,020,666 815,795 Personnel Services Subtotal 15,409,669 15,865,423 17,673,985 19,452,101 Operating Expenses Professional & Contract Services 286,150 562,647 355,938 441,562 Supplies & Materials 110,498 463,771 89,699 136,715 Repair & Maintenance 19,145 27,886 8,600 21,500 Interdepartmental Charges 1,596,707 1,727,007 2,077,465 2,181,479 Other Operating Expenses 113,106 131,217 104,100 98,600 Capital Outlay 981,036 175,460 259,562 0 Operating Expenses Subtotal 3,106,642 3,087,988 2,895,364 2,879,856 TOTAL EXPENDITURES $18,516,311 $18,953,411 $20,569,349 $22,331,957 Full Time Positions 96.00 95.00 97.00 99.50 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 58 of 300 • Enforce laws and ordinances, preserve the peace, and provide for the protection of life and property through proactive programs of enforcement and prevention Police Activity CY2015 CY2016 CY2017 CY2018 CY2019 Police Activities / Calls for Service 92,061 84,858 90,760 99,562 112,323 Number of Cases 9,253 8,884 8,643 8,705 8,774 9-1-1 Calls 29,765 27,410 29,144 32,509 33,061 Total Phone Calls 151,406 145,944 149,715 156,488 157,587 RECENT ACCOMPLISHMENTS • Response time for Priority 1 calls reduced from 5.72 to 5.50 • Recovered 92 vehicles using Automated License Plate Readers (LPR) • Responded to over 4,500 calls for service related to homeless concerns • Police Department assisted in distributing 75,000 surgical face masks to the community in response to COVID-19 County Health Orders GOALS | OBJECTIVES | PRIORITIES • Utilize new and existing resources to address complaints and quality of life issues • Address traffic complaints and partner with outside agencies for the city’s special events to increase security and awareness • Continue to work on department’s technology foundation to be more effective and efficient, acquire more timely and accurate data, and to support a data-driven approach to policing SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Reduction of budget for non-essential training and conferences • Utilizing grants and federal funds to maintain certain essential services • Reviewed the use of overtime and decreased hours in several areas that were fully staffed • Elimination of some outsourced services • Two additional Community Services Officer II’s were approved by the City Council and added to the budget mid-year June 2, 2020 Item #8 Page 59 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: SUPPORT OPERATIONS Account: 0012126-2138 0012142-2145 Fund: General ABOUT The support operations division includes the Crime Suppression Team (CST), the Homeless Outreach Team (HOT), SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services, Communications, and Records. SERVICES • Provide public safety communication including answering 9-1-1 and other calls and dispatching appropriate emergency personnel • Provide 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 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $6,529,749 $7,397,833 $8,430,189 $9,122,559 Retirement Benefits 1,994,990 2,226,183 2,496,828 2,508,891 Health Insurance 783,422 852,256 1,066,912 1,076,865 Other Personnel Expenses 487,128 580,590 734,837 594,225 Personnel Services Subtotal 9,795,289 11,056,862 12,728,766 13,302,540 Operating Expenses Professional & Contract Services 182,062 341,137 192,634 690,794 Supplies & Materials 96,019 311,428 87,175 117,900 Repair & Maintenance 99,135 97,563 149,879 157,294 Interdepartmental Charges 467,215 553,978 635,592 667,340 Other Operating Expenses 72,763 125,518 65,470 46,300 Capital Outlay 31,192 15,964 111,497 0 Operating Expenses Subtotal 948,386 1,445,588 1,242,247 1,679,628 TOTAL EXPENDITURES $10,743,675 $12,502,450 $13,971,013 $14,982,168 Full Time Positions 58.00 65.00 77.00 73.50 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 60 of 300 CY2015 CY2016 CY2017 CY2018 CY2019 Violent Crime Clearance Rate 70% 55% 48% 46% 58% Property Crime Clearance Rate 29% 15% 10% 11% 12% RECENT ACCOMPLISHMENTS • Lead investigating agency in a national child sexual assault series • Solved two homicide cases with suspects in custody within hours of the crime • Violent crime case closures increase from 46% to 58% • The Homeless Outreach Team (HOT) and Social Workers served 355 unduplicated homeless individuals and made over 1,240 contacts. o Bridged 71 homeless individuals into shelters and 49 into permanent housing o Connected 70 homeless individuals to medical or mental health care services o Placed 29 homeless veterans into veteran programs o Assisted 27 homeless individuals into substance treatment programs • Between July to December 2019, HOT removed 129 encampments GOALS | OBJECTIVES | PRIORITIES • Continue training and professional development for succession planning • Focus on homeless response through assistance and local resources • Continue partnership with faith-based organizations and local non-profit organizations SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The Maintenance & Operations budget for the Homeless Response Program has been transferred from the Housing Trust Fund to the Police department in fiscal year 2020-21 • The Homeless Response Program accepted $250,000 in funds from the State of California to assist with homeless prevention and intervention services • $400,000 was budgeted from the Housing Trust Fund to create a flexible housing subsidy program for individuals and families who are homeless or at-risk of homelessness I I I I I I June 2, 2020 Item #8 Page 61 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: PROFESSIONAL SERVICES Account: 0012140 Fund: General ABOUT The Professional Services Division provides support to the Police Department in the form of training, internal affairs, professional standards, and personnel recruitment and hiring. SERVICES • Coordinate all department training • Recruit new employees • Organize testing programs and conduct Police Officer Standards and Training (POST) and mandated pre-employment investigations • Establish, maintain and enforce department professional standards • Investigate citizen complaints • Provide information to the media to inform the public regarding crime activity in the city • Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $556,445 $445,218 $491,025 $761,390 Retirement Benefits 173,682 179,860 174,627 187,405 Health Insurance 64,995 37,586 39,448 82,746 Other Personnel Expenses 40,357 50,208 52,379 48,154 Personnel Services Subtotal 835,479 712,872 757,479 1,079,695 Operating Expenses Professional & Contract Services 57,294 120,637 121,900 76,900 Supplies & Materials 87,000 507,345 153,818 73,918 Repair & Maintenance 0 0 5,725 5,725 Interdepartmental Charges 12,690 20,567 17,630 32,300 Other Operating Expenses 22,297 28,011 34,543 26,043 Capital Outlay 0 3,683 0 0 Operating Expenses Subtotal 179,281 680,243 333,616 214,886 TOTAL EXPENDITURES $1,014,760 $1,393,115 $1,091,095 $1,294,581 Full Time Positions 5.00 4.00 3.00 5.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 62 of 300 RECENT ACCOMPLISHMENTS • Combined the new training management program, Managing Employee Training Records (METR) with a Field Training Software • Proactive response to COVID-19 to enhance health and safety of employees and community: o Required all employees to conduct self-check of COVID-19 symptoms before start of shift; implemented plan to have employees tested if anyone tested positive o Decontamination station outside of station o Twice a week deep-cleaning service of all common areas and patrol vehicles June 2, 2020 Item #8 Page 63 of 300 POLICE DEPARTMENT | INFORMATION TECHNOLOGY Account: 0012147 Fund: General ABOUT Provide information technology support to the Police Department. This activity and budget was transferred and incorporated into the city’s Information Technology Department beginning in fiscal year 2018-19. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $400,617 $0 $0 $0 Retirement Benefits 133,189 0 0 0 Health Insurance 44,612 0 0 0 Other Personnel Expenses 41,056 0 0 0 Personnel Services Subtotal 619,474 0 0 0 Operating Expenses Professional & Contract Services 130,237 0 0 0 Supplies & Materials 31,537 13 0 0 Repair & Maintenance 323,237 16,210 0 0 Interdepartmental Charges 1,695,665 0 0 0 Other Operating Expenses 330,235 12,434 0 0 Capital Outlay 31,178 3,821 0 0 Operating Expenses Subtotal 2,542,089 32,478 0 0 TOTAL EXPENDITURES $3,161,563 $32,478 $0 $0 Full Time Positions 5.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 64 of 300 PUBLIC SAFETY | POLICE DEPARTMENT: POLICE GRANTS AND ASSET FORFEITURE Account: 121-122 123 124 Fund: Special Revenue-Asset Forfeiture Special Revenue-COPS Fund Special Revenue-Public Safety Grants ABOUT Police grants include federal and state asset forfeiture, the Citizens Option for Public Safety (COPS), the Justice Assistance Grant (JAG), and the Urban Areas Security Initiatives (UASI) Program. SERVICES • Grants are used to purchase equipment, supplement staffing costs, and assist with training RECENT ACCOMPLISHMENTS • The COPS grant is used to fund 1.0 sworn officer position • Purchases include brush gear, bicycle safety gear, and cameras GOALS | OBJECTIVES | PRIORITIES • Continue to seek grant funding for necessary equipment • Monitor for additional grants related to COVID-19 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $237,568 $119,438 $115,135 $134,655 Retirement Benefits 34,755 36,123 36,415 36,539 Health Insurance 10,599 7,004 12,615 10,747 Other Personnel Expenses 8,843 2,098 10,733 8,236 Personnel Services Subtotal 291,765 164,663 174,898 190,177 Operating Expenses Professional & Contract Services 0 343 21,000 151,000 Supplies & Materials 146,645 100,818 108,000 170,000 Repair & Maintenance 80,355 25,600 45,000 45,000 Interdepartmental Charges 2,540 0 3,530 3,760 Other Operating Expenses 0 11,000 10,000 10,000 Capital Outlay 6,223 527,044 0 0 Operating Expenses Subtotal 235,763 664,805 187,530 379,760 TOTAL EXPENDITURES $527,528 $829,468 $362,428 $569,937 Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 65 of 300 SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • $47,395 Coronavirus Emergency Supplemental Fund (CESF) used to purchase cleaning supplies, personal protective equipment for officers, decontamination station, and cleaning services in response to COVID-19 • Asset forfeiture to be used to fund certain critical programs and services June 2, 2020 Item #8 Page 66 of 300 June 2, 2020 Item #8 Page 67 of 300 PUBLIC WORKS Public Works is responsible for planning, providing and maintaining the infrastructure that supports a high quality of life in Carlsbad. From buildings and vehicles, to roads and habitat, to 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 15-year plan that encompasses road and traffic improvements; storm drain systems; major facilities maintenance, repairs and renovation; water and wastewater infrastructure; construction of civic buildings and other infrastructure projects. Public Works plays a key role in promoting environmental sustainability, enhancing transportation options and protecting public health and safety. Paz Gomez Deputy City Manager, Public Works 760-602-2751 paz.gomez@carlsbadca.gov June 2, 2020 Item #8 Page 68 of 300 PUBLIC WORKS BRANCH Administration Environmental Management Public Works Construction Management & Inspection Facilities & Fleet Transportation Utilities June 2, 2020 Item #8 Page 69 of 300 PUBLIC WORKS | ADMINISTRATION Account: 0018310 Fund: General ABOUT Public Works Administration provides leadership and strategic vision for the entire Public Works Branch, which comprises four departments, Transportation, Utilities, Fleet & Facilities and Construction Management & Inspection and provides administrative support services with a focus on strategic alignment to the Community Vision and City Council goals. SERVICES Functional areas include branch management, department support, budget oversight, Capital Improvement Program oversight, business systems and technology support, outreach and community engagement, contract administration and records management. RECENT ACCOMPLISHMENTS • Realigned the Public Works Branch into full asset-managing departments including restructuring the former General Services Department into the Fleet & Facilities Department, transferring Streets & Storm Drain Maintenance into the Transportation Department and changing the Construction Management & Inspection Division into a stand- alone department within the branch 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $794,465 $756,799 $816,856 $900,061 Retirement Benefits 245,894 270,303 199,685 204,459 Health Insurance 134,758 95,929 102,381 107,431 Other Personnel Expenses 41,060 47,042 40,916 27,042 Personnel Services Subtotal 1,216,177 1,170,073 1,159,838 1,238,993 Operating Expenses Professional & Contract Services 53,303 66,240 494,680 243,078 Supplies & Materials 41,407 48,330 44,829 42,139 Repair & Maintenance 23,990 54,831 60,787 61,087 Interdepartmental Charges 216,046 229,557 233,992 177,901 Other Operating Expenses 18,124 52,531 73,332 23,000 Capital Outlay 328 5,283 0 0 Operating Expenses Subtotal 353,198 456,772 907,620 547,205 TOTAL EXPENDITURES $1,569,375 $1,626,845 $2,067,458 $1,786,198 Full Time Positions 10.90 7.65 7.60 7.85 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 70 of 300 • Development and implementation of a project submittal app and dashboard for the Capital Improvement Program integrated with GIS and the IFAS accounting system • Upgraded three major business systems to improve work order and inspections tracking and reporting across Public Works, including EnerGov, Hansen and Asset Works • Upgraded fuel pump hardware at Fleet Operations Facility to modernize tracking of city fleet data, such as fuel consumption and maintenance needs • Implementation of DocuSign electronic signatures for Public Works administrative documents • Updated and streamlined Public Works contract templates to improve consistency, enforceability and efficiency • Award of the city’s first job order contracts to allow more efficient and cost-effective procurement of recurring repair and construction activities • Implementation of electronic bidding procedures to eliminate the need for in-person bid openings • Managed communications and outreach activities in support of several major capital improvement projects, including the State Street Drainage Improvement Project, La Costa pavement overlay, slurry seal program and Palomar Airport Road widening • Facilitate communications and outreach for transportation initiatives such as the Sustainable Mobility Plan and the residential traffic calming program GOALS | OBJECTIVES | PRIORITIES • Engage in the planning, design and implementation of a CIP project management system • Transition to new software provider for @Your Service app, a customer-facing application in which the public and city departments can submit requests for public works services • Improve effectiveness and access to online analytics for divisions to better manage workload, assets and costs using Tableau server in partnership with the Office of Innovation and Economic Development • Develop and implement a new system to track treatment control best management practices inspections in compliance with storm water regulations • Develop and operationalize formal contractor evaluation procedures • Continue to update the city’s Engineering Manual and other relevant standards • Continue implementing a strategy to digitize all Public Works records per the city’s records retention schedule • Continue to develop and implement communications and outreach plans to support design and construction of capital improvement projects • Continue to focus on employee coaching, development and training for staff at all levels throughout the department • Develop consultant and contractor evaluation processes June 2, 2020 Item #8 Page 71 of 300 PUBLIC WORKS | CONSTRUCTION MANAGEMENT & INSPECTION Account: 00185XX Fund: General ABOUT Construction Management & Inspection ensures safe construction of Capital Improvement Program and private development projects in compliance with legal, regulatory and contractual requirements. In January 2020, this department changed from being a division in the Transportation Department to its own stand-alone department within the Public Works Branch. SERVICES This department manages construction of CIP projects and public works contracts for all city asset managing departments, inspection and oversight of private development grading, storm water and improvements and inspection and oversight of all activity in the public right of way. RECENT ACCOMPLISHMENTS • Transitioned smoothly from being a division in the Transportation Department to becoming a stand-alone department within the Public Works Branch in January 2020 • Implemented COVID-19 safety measures to allow all inspectors and project managers to operate remotely or semi-remotely while still providing a full range of essential construction management and inspection services 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,387,180 $1,455,678 $1,731,931 $1,530,892 Retirement Benefits 401,960 406,788 393,678 382,482 Health Insurance 226,852 198,362 264,409 233,217 Other Personnel Expenses 68,945 73,459 81,856 47,507 Personnel Services Subtotal 2,084,937 2,134,287 2,471,874 2,194,098 Operating Expenses Professional & Contract Services 220,889 48,518 492,609 323,519 Supplies & Materials 24,156 22,219 46,592 51,732 Repair & Maintenance 6,404 3,447 6,314 6,314 Interdepartmental Charges 301,607 319,284 396,655 303,980 Other Operating Expenses 30,763 45,301 45,255 14,260 Capital Outlay 37,568 2,542 0 0 Operating Expenses Subtotal 621,387 441,311 987,425 699,805 TOTAL EXPENDITURES $2,706,324 $2,575,598 $3,459,299 $2,893,903 Full Time Positions 15.40 15.40 17.70 15.20 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 72 of 300 • Provided construction management services on several high-profile capital improvement projects, including the State Street Drainage Improvement, Maerkle Reservoir Cover Replacement, City Hall Exterior Improvements, La Costa Avenue pavement overlay, Agua Hedionda Lift Station and recycled water pipelines installations throughout the city • Coordinated inspection services with City of Vista for the Buena Sewer Improvements Project • Provided construction inspection services for private developments such as Poinsettia 61 and ensure safe work in the right of way for 5G infrastructure installations throughout the city • Continued refinement of EnerGov permit tracking system modules to improve cross- departmental coordination and efficiency • Maintained storm water compliance through training, education, outreach and enforcement actions resulting in zero construction related notices of violations from the Regional Water Quality Control Board to date • Completion of the California Stormwater Quality Association certification requirements for the Construction General Permit Trainer of Record by a senior construction inspector. Currently, there are fewer than 130 people in California who have completed this highly sought-after certification. The trainer of record will train city staff on storm water certification requirements GOALS | OBJECTIVES | PRIORITIES • Continue to provide construction management services for high-profile parks, transportation, water, sewer and storm drain infrastructure projects • Complete Buena Vista Channel maintenance and clean-up project • Widen El Camino Real Bridge at Cannon Road over Agua Hedionda Creek • Continued focus on treatment control best management practices related efforts, including a partnership with the city’s IT and GIS staff to develop and implement a comprehensive inspection tracking and data management system following treatment control best management practices • Partner with the City Attorney’s Office, contract administration and engineering staff to comprehensively update the city’s standard public works contract and engineering standards to align with latest edition of the Standard Specifications for Public Works Construction • Complete an update of storm water inspections and compliance procedures • Develop and implement a certified in-house Qualified Storm Water Pollution Prevention Plan Developer and Practitioner Program for eligible city staff • Leverage project management tools and processes to improve efficiency and effectiveness within the department • Implement process improvements to support innovation efforts • Develop a contractor evaluation process to improve accountability SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The Construction Management & Inspection Division was transferred from the Transportation Department to its own stand-alone department beginning in fiscal year 2020- 21 June 2, 2020 Item #8 Page 73 of 300 PUBLIC WORKS | ENVIRONMENTAL MANAGEMENT Account: 0015110 0015130 Fund: General ABOUT The General Fund portion of the Environmental Management Department budget includes the Climate Action Plan Division, Habitat Management Plan Division and coordination of the municipal component of the National Pollutant Discharge Elimination System Municipal Storm Water Permit. These programs support the community vision areas of open space and the natural environment, sustainability and access to recreation and active, healthy lifestyles. The Climate Action Plan, or CAP, was approved by the City Council in September 2015 with approval of the General Plan update. It contains various measures that are intended to reduce greenhouse gas emissions within Carlsbad in accordance with California emissions reductions targets. Each of these measures has specific actions that the city needs to complete, such as adopting ordinances, preparing plans and conducting public outreach and stakeholder involvement. The final Habitat Management Plan was adopted in November 2004. By providing a regulatory structure that addresses environmental impacts and guidelines pertaining to long-term habitat management, the plan will protect the city’s natural resources while allowing compatible economic growth through establishment of a citywide preserve system. The municipal component of the stormwater permit requires the city to inventory municipal facilities, implement best management 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $283,702 $244,533 $276,028 $316,820 Retirement Benefits 81,453 72,185 66,632 69,813 Health Insurance 38,791 32,642 37,263 35,491 Other Personnel Expenses 7,069 9,130 9,501 9,580 Personnel Services Subtotal 411,015 358,490 389,424 431,704 Operating Expenses Professional & Contract Services 146,327 264,365 326,250 306,950 Supplies & Materials 1,386 4,756 6,300 5,617 Repair & Maintenance 12 20 0 50 Interdepartmental Charges 22,264 33,134 41,671 58,222 Other Operating Expenses 4,798 8,946 8,572 6,403 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 174,787 311,221 382,793 377,242 TOTAL EXPENDITURES $585,802 $669,711 $772,217 $808,946 Full Time Positions 2.55 2.55 2.55 2.65 Hourly/FTE Positions 0.50 0.50 0.50 0.50 June 2, 2020 Item #8 Page 74 of 300 practices, conduct inspections of municipal facilities, provide outreach and training to city staff and report on these activities in an annual report submitted to the San Diego Regional Water Quality Control Board. SERVICES Habitat Management Plan • Provide leadership and citywide coordination to ensure compliance with Habitat Management Plan regulations • Coordinate with the Planning Division on private development projects • Coordinate with various city departments on CIP projects • Serve as liaison between city staff and regulatory agencies • Oversee preserve managers to ensure Habitat Management Plan-compliant biological management, monitoring and reporting • Protect threatened and endangered species, such as the coastal California gnatcatcher, least Bell’s vireo and vernal pool species, by providing targeted monitoring and management • Evaluate and enhance wildlife movement throughout the habitat plan’s preserve system and coordinate with partners to enhance regional wildlife movement • Implement educational outreach and volunteer program to engage the community and promote an understanding of habitat conservation and land stewardship • Lead the city’s Ward’s weed eradication, surveillance and habitat restoration program • Participate regionally in SANDAG’s Environmental Mitigation Program Working Group and San Diego Management and Monitoring Program Municipal Storm Water Permit • Support municipal compliance activities related to the municipal facilities including: o Inventory o Contract administration for inspections o Training o Stormwater pollution prevention plans Sustainability Initiatives • Assist the city in implementing the Sustainability Guiding Principles as resources allow, such as working with the Chamber of Commerce and Cleantech San Diego • Coordinate and participate in climate adaptation projects, such as the Batiquitos Lagoon Resiliency Plan and Safety and Service Center Microgrid Feasibility Study, to support sustainability of natural and community resources Climate Action Plan • Coordinate and oversee implementation of the CAP through an interdepartmental matrix team • Collect CAP implementation monitoring data and prepare an annual report • Coordinate preparation of a community-wide greenhouse gas inventory and forecast on a biannual basis • Perform outreach and education related to CAP activities and respond to public inquiries • Oversee and coordinate implementation of the Home Energy Score Assessment program and Carlsbad Green Business Network • Participate in regional groups such as SANDAG Regional Energy Working Group, San Diego Regional Climate Collaborative, Climate Science Alliance and the North Coast Energy Action Collaborative June 2, 2020 Item #8 Page 75 of 300 • Research and monitor upcoming regulations and activities related to energy initiatives • Monitor regional climate change preparedness activities • Coordinate and provide training opportunities RECENT ACCOMPLISHMENTS • Developed and initiated the city’s Ward’s weed eradication program • Prepared one of the city’s first climate smart conservation plans and began long-term management of the Poinsettia Station Vernal Pool Preserve • Received Habitat Management Plan coverage for six vernal pool species, approved by wildlife agencies • Completed five-year post-fire habitat recovery monitoring in the Poinsettia Fire burn area • Conducted required storm water inspections at municipal facilities • Completed Storm Water Pollution Prevention Plan updates at several municipal facilities • Trained municipal staff from various departments and divisions related to the Municipal Storm Water Permit • Facilitated data collection from city departments to complete the Jurisdictional Runoff Management Plan Annual Report • Coordinated with California Department of Fish and Wildlife, Batiquitos Lagoon Foundation and Climate Science Alliance – South Coast to complete the Batiquitos Lagoon Resiliency Plan Climate Scenario Planning Report • Partnered with Scripps Institute of Oceanography’s Center for Climate Change Impacts and Adaptation to receive a State Coastal Conservancy Climate Ready Grant • Gave presentations on city’s CAP implementation at various public meetings, including Local Government Sustainable Energy Coalition’s statewide forum, San Diego Green Building Council’s panel discussion and Bay Area Regional Energy Network’s regional forum • Created and launched Carlsbad Green Business Network • Created Home Energy Score Assessment Program • Continued coordinating the CAP Interdepartmental Implementation Team and provided assistance for their respective CAP implementation responsibilities • Participated in and contributed to local meetings, collaborations, conferences and symposia regarding best practices for energy efficiency, renewable energy, climate mitigation and climate resiliency, including the SANDAG Energy Working Group, SANDAG Regional Energy Action Collaboratives, Climate Collaborative and Climate Science Alliance • Completed CAP Annual Report and presented report to City Council • Amended CAP to include updated greenhouse gas emissions inventory, targets and forecast and Community Choice Energy as a new reduction measure • Partnered with Carlsbad Chamber of Commerce Green Business Committee to plan and organize panel discussions at the Green Business Expo and encourage sustainability initiatives in local businesses June 2, 2020 Item #8 Page 76 of 300 GOALS | OBJECTIVES | PRIORITIES • Coordinate with local and regional stakeholders to monitor, manage and conduct outreach for the shot hole borer beetle and Ward’s weed, the highest priority threats to the Habitat Management Plan’s preserve system • Expand volunteer program to protect high priority species and habitats in unmanaged preserve areas and conduct biological monitoring • Continue implementing wildlife movement program to evaluate and enhance wildlife movement • Perform habitat enhancement or restoration in high priority, high-risk areas of the preserve • Participate in regional collaborations, such as the San Diego Management and Monitoring Program, Climate Science Alliance and SANDAG’s Environmental Mitigation Program • Maximize opportunities for grant funding, stay informed of best management practices and foster effective conservation • Pursue other partnering opportunities and grants to meet Habitat Management Plan goals and priorities • Maintain collaborative relationships with counterparts at U.S. Fish and Wildlife Service, California Department of Fish and Wildlife and California Coastal Commission to ensure solutions-oriented habitat plan implementation • Work with city staff to ensure that projects are implemented in a manner consistent with the habitat plan • Improve implementation of municipal storm water activities citywide with assistance from Municipal Storm Water Permit contractor • Work with municipal facility inspection contractor to complete all required inspections • Undergo a comprehensive CAP update, with the General Plan Housing Element update • Assist the Planning Division with incorporation of climate adaptation strategies in the General Plan Safety Element update • Work with city staff and Scripps Institute of Oceanography to implement the State Coastal Conservancy grant-funded South Carlsbad Boulevard Climate Adaptation Project • Prepare CAP Annual Report and present findings to City Council • Continue to administer CAP Interdepartmental Implementation Team and provide assistance in their respective CAP implementation responsibilities • Evaluate the feasibility for grid-connected and off-grid fleet, employee and public electric vehicle charging stations at city facilities • Continue to participate in and contribute to local, regional and statewide meetings, collaborations, conferences and symposia regarding best practices for energy efficiency, renewable energy, climate mitigation and climate resiliency • Continue to partner with industry organizations in CAP implementation, including the Carlsbad Chamber of Commerce, Cleantech San Diego and the San Diego Green Building Council • Increase participation in San Diego Regional Climate Collaborative by serving as Board member • Continue to research grant funding opportunities June 2, 2020 Item #8 Page 77 of 300 PUBLIC WORKS | ENVIRONMENTAL MANAGEMENT: SUSTAINABLE MATERIALS Account: 520XXXX Fund: Enterprise ABOUT This budget includes oversight and coordination of the city’s Sustainable Materials Management Division. Consistent with the General Plan, the Environmental Management Department coordinates the citywide waste reduction and recycling program to maintain compliance with the following state regulations related to diversion and disposal of solid waste: Assembly Bill 939 Integrated Waste Management Act of 1989 AB 341 Mandatory Commercial Recycling AB 2176 Large Venue and Large Events Recycling AB 1826 Mandatory Commercial Organics Recycling AB 1594 Green Material Used as Alternative Daily Cover Senate Bill 1383 Short-Lived Climate Pollutants: Organic Waste Methane SB 1016 Solid Waste Per Capita Disposal Measurement Act The Sustainable Materials Management Division staff oversee the Coast Waste Management contract for recycling and trash services, the Palomar Transfer Station agreement for disposal services, composting service contract, various waste reduction and diversion outreach and education contracts and household hazardous waste service contracts. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $131,141 $157,809 $259,351 $267,013 Retirement Benefits 39,554 42,696 52,557 65,346 Health Insurance 26,148 20,708 54,217 37,228 Other Personnel Expenses 4,886 6,277 8,904 8,553 Personnel Services Subtotal 201,729 227,490 375,029 378,140 Operating Expenses Professional & Contract Services 314,643 548,861 716,047 834,447 Supplies & Materials 90,614 60,266 31,807 34,472 Repair & Maintenance 0 0 1,870 0 Interdepartmental Charges 124,285 108,575 115,217 136,411 Other Operating Expenses 22,919 18,533 6,574 3,433 Capital Outlay 0 32,050 0 0 Operating Expenses Subtotal 552,461 768,285 871,515 1,008,763 TOTAL EXPENDITURES $754,190 $995,775 $1,246,544 $1,386,903 Full Time Positions 1.80 1.80 2.80 2.80 Hourly/FTE Positions 0.50 0.50 0.50 0.50 June 2, 2020 Item #8 Page 78 of 300 SERVICES • Work toward compliance with AB 939, AB 341, AB 2176, AB 1826, SB 1383 and SB 1016 • Represent the city at meetings with the State of California regulatory agency, CalRecycle, businesses, residents, regional partners and other stakeholders • Oversee contract management for residential and commercial recycling and trash services, green waste composting, residential composting and household hazardous waste program • Work with city facilities, custodial, library and parks staff to improve the city’s municipal waste reduction, recycling and waste diversion programs • Prepare state and county grant applications with Council approval, appropriate funds, implement grant activities, track expenses and submit reports • Coordinate outreach and education targeted to increase recycling for residents, businesses, municipal employees and the public • Coordinate the annual Earth Month events that promote waste diversion and recycling among residents including Household Hazardous Waste and Earth Day Celebration • Conduct annual rate analysis to determine cost-effective practices and adhere to contract requirements • Prepare and submit required annual recycling, composting and disposal reports to CalRecycle as required by SB 1016 • Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee • Research innovative environmental stewardship best practices to recycle more • Actively promote innovative methods to engage businesses and residents to decrease waste and increase recycling RECENT ACCOMPLISHMENTS • Developed a three-phase Sustainable Materials Management Plan for the city that was approved by City Council • Updated the solid waste municipal ordinance to align with new waste reduction and recycling mandates • Coordinated fourth annual Earth Month activity events that encouraged sustainable practices such as waste reduction, recycling, compost and ocean clean up. • Negotiated and amended the contract for organic waste disposal to have all city’s green waste composted at a certified commercial compost facility, as required by AB 1594 • Worked collaboratively with the Carlsbad Unified School District to assess and improve waste diversion and recycling practices at all elementary schools • Developed effective contract management monitoring measures with new contractors, ensuring accountability and best value for contracted services • Held the 13th annual grant-funded Household Hazardous Waste event to encourage residents to properly dispose of hazardous waste • Participated in food recovery and organics recycling conferences to learn about best practices for successful program implementation • Increased outreach and education by developing a multi-family guide, commercial organic and recycling brochures and other outreach materials including social media • Coordinated with Palomar Transfer Station and Waste Management to improve construction and demolition recycling at Palomar Transfer Station • Maintained positive working relationships with state regulators, contractors and regional stakeholders June 2, 2020 Item #8 Page 79 of 300 • Submitted all required annual reports and responded to CalRecycle’s compliance questions related to existing programs activities and statistics • Reviewed special event applications for compliance with recycling and trash best practices GOALS | OBJECTIVES | PRIORITIES • Review, prioritize and implement improvements needed based on feedback from CalRecycle in the mandatory commercial recycling, construction and demolition recycling programs. • Develop Sustainable Materials Management Implementation Plan to engage all city departments to reduce waste and divert more • Negotiate new contracts for solid waste collection, disposal and recycling processing. • Increase waste diversion in the commercial sector by implementing outreach to targeted high trash generating businesses with low diversion rates • Coordinate outreach efforts to businesses to prevent and reduce food waste based on waste audits and on-site assistance • Continue outreach and education to residents to increase recycling rates encouraging composting to divert food waste • Work with the Building Department, Palomar Transfer Station and Waste Management to increase outreach to construction companies to improve diversion levels of construction and demolition material • Continue tracking disposal rate (pounds per person per day) to verify accuracy and determine whether adjustments are needed • Increase awareness and participation in household hazardous waste recycling program • Research organic recycling opportunities to provide solutions for city’s businesses and residents • Coordinate Earth Month activities and events including participation from various city departments June 2, 2020 Item #8 Page 80 of 300 PUBLIC WORKS | ENVIRONMENTAL MANAGEMENT: WATERSHED PROTECTION Account: 5125110 Fund: Enterprise ABOUT This budget includes leadership and stewardship of the city’s resources, specifically protecting our creeks, lagoons and ocean. The Environmental Management Department coordinates the citywide Watershed Protection Division and helps the city maintain compliance with the National Pollutant Discharge Elimination System Municipal Storm Water Permit issued by the San Diego Regional Water Quality Control Board. SERVICES • Watershed Principal and Participation: Watershed Protection Division personnel participate in watershed activities with neighboring cities in the Carlsbad Watershed and act as the Principal Co-permittee. As the principal co-permittee for the watershed, the city serves as a liaison with the Regional Water Control Board, ensures the submittal of annual reports and participates in the San Diego County Copermittees Regional Program Planning Committee. • City Representation: The Watershed Protection Division personnel represent the city at meetings with the Environmental Protection Agency, Regional Water Quality Control Board, San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and other related stakeholders. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $366,023 $406,309 $467,287 $550,304 Retirement Benefits 107,049 117,475 108,189 121,134 Health Insurance 50,768 73,406 86,102 93,689 Other Personnel Expenses 14,822 18,544 19,854 17,956 Personnel Services Subtotal 538,662 615,734 681,432 783,083 Operating Expenses Professional & Contract Services 274,124 274,649 540,092 509,514 Supplies & Materials 7,424 4,337 30,866 20,041 Repair & Maintenance 460 263 1,112 530 Interdepartmental Charges 279,389 320,727 342,483 358,758 Other Operating Expenses 12,465 14,229 16,127 8,820 Capital Outlay 328 5,085 0 0 Operating Expenses Subtotal 574,190 619,290 930,680 897,663 TOTAL EXPENDITURES $1,112,852 $1,235,024 $1,612,112 $1,680,746 Full Time Positions 5.15 5.25 5.70 6.50 Hourly/FTE Positions 0.50 0.50 0.50 0.50 June 2, 2020 Item #8 Page 81 of 300 • Water Quality Monitoring: The Watershed Protection Division staff implement a monitoring program to evaluate Municipal Separate Storm Sewer, or MS4, discharges. Required monitoring programs include receiving water monitoring, MS4 outfall discharge monitoring, sediment quality monitoring and various special studies. • Education and outreach and public participation: Watershed Protection Division staff implement a public outreach and educational program to promote and encourage behavior changes that reduce the discharge of pollutants into the MS4 and protect water quality in our receiving waters. Outreach to municipal staff is conducted to inform and educate employees and city contractors on the requirements for municipal facilities and operations. • Business program: Businesses are assessed to ensure the use of proper best management practices and pollution prevention activities, to prevent discharges into the MS4 and protect receiving waters. Follow-up visits, targeted education or enforcement may be required. • Illicit discharge detection and elimination: The Municipal Storm Water Permit requires this program to detect and eliminate illicit discharges into the MS4. This program includes the response to and investigation of, potential illicit discharges in the city, field screening at major outfalls and management of a public hotline. • Annual city report writing: Program personnel are responsible for compiling the annual Jurisdictional Runoff Management Program report. In addition, program personnel coordinate preparation of the new program documents at the beginning of each Municipal Storm Water Permit cycle. • Inter-departmental support: Watershed Protection Division continues to work inter- departmentally on storm water and other environmentally-related activities, including with the Carlsbad Fire Department during emergency response, Parks & Recreation, Community Development’s Land Development Engineering Division, Construction Management & Inspection, Transportation, Fleet & Facilities and Utilities Departments. • Total Maximum Daily Load, or TMDL, regulation management: The program assesses specified impaired water bodies for the availability and accuracy of water quality data • Statewide trash amendments: Watershed Protection Division staff act as the lead division for planning and implementation of the statewide trash amendments. This program is expected to be implemented by multiple divisions over time. Watershed Protection’s role will be limited to planning, coordinating, inspections, public outreach, monitoring and reporting, while other divisions may need to update engineering standards, construct capital projects and provide maintenance and operations related to the regulation. The implementation plan was completed in November 2018 and will direct program implementation. It is anticipated that the trash amendment requirements will be incorporated into the next Municipal Storm Water Permit RECENT ACCOMPLISHMENTS • Worked inter-departmentally to implement the Municipal Storm Water Permit • Managed the contract for a Watershed Coordinator to assist the watershed agencies with implementing the Water Quality Improvement Plan and report to optimize the watershed’s compliance with the Municipal Storm Water Permit • Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and the Jurisdictional Urban Runoff Management Plan Annual Reports to the Regional Water Quality Control Board June 2, 2020 Item #8 Page 82 of 300 • Worked inter-departmentally with staff and consultants to complete the internal Track 2 Trash Amendments plan. Executing the implementation plan will require substantial future resources to achieve compliance • Continued San Marcos Hydrologic Area participation in the Beaches and Creeks Bacteria TMDL • Revised and updated divisional procedure plans to better define and monitor program performance and costs. • Worked inter-departmentally to update the Jurisdictional Runoff Management Program to direct the implementation of strategies developed in the Water Quality Improvement Plan • Participated in Creek to Bay Cleanup, Coastal Cleanup Day, Earth Day pop-up event and other outreach and education activities within the City of Carlsbad and regionally • Started a Litter Removal Pilot study to assess the litter accumulation rates in various areas to help inform future enhancements to the litter removal programs GOALS | OBJECTIVES | PRIORITIES • Continue to support the City of Carlsbad’s quality of life by responsibly managing environmental resources • Continue serving as the principal co-permittee for the Carlsbad Watershed Management Area • Implement 100% of required Water Quality Improvement Plan strategies and meet the interim and final numeric goals in the plan • Prepare and submit Water Quality Improvement Plan Annual Report to the Regional Board as required • Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan. Prepare and submit Jurisdictional Runoff Management Program to Regional Board as required • Plan for implementation of the revised Municipal Storm Water Permit, which will include new requirements to control trash. This is expected in spring of 2021 • Conduct 100% of existing development inspections required by the Municipal Storm Water Permit. Prepare and submit 100% of plans, studies or other documents as required by the Municipal Storm Water Permit or other regulatory order • Conduct 100% of water quality monitoring required by the Municipal Storm Water Permit • Continue to improve business processes within the EnerGov system and create streamlined reporting tools to allow more efficient access to data June 2, 2020 Item #8 Page 83 of 300 PUBLIC WORKS | FACILITIES & FLEET: FACILITIES Account: 0015310 0015320 3155110 Fund: General 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. This division oversees design and construction management of new city facilities and operates the Safety Training Center for public safety organizations across the region. SERVICES • Maintenance of the city-owned facilities, including building exteriors, interiors, cleaning and custodial services and set-up of offices and meeting rooms • Building improvements, renovations, repairs and relocations • Operations and leasing of the Safety Training Center for public safety personnel training 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,459,813 $1,476,900 $1,782,995 $1,957,261 Retirement Benefits 321,974 350,449 356,169 379,577 Health Insurance 217,114 212,338 292,723 327,501 Other Personnel Expenses 76,621 73,822 85,933 63,014 Personnel Services Subtotal 2,075,522 2,113,509 2,517,820 2,727,353 Operating Expenses Professional & Contract Services 740,751 1,017,489 911,952 887,115 Supplies & Materials 759,854 580,957 738,267 692,340 Repair & Maintenance 550,411 617,759 844,563 841,467 Interdepartmental Charges 265,836 286,423 336,429 391,341 Other Operating Expenses 344,142 358,207 409,352 373,067 Capital Outlay 155,644 130,723 46,500 0 Operating Expenses Subtotal 2,816,638 2,991,558 3,287,063 3,185,330 TOTAL EXPENDITURES $4,892,160 $5,105,067 $5,804,883 $5,912,683 General Fund $4,848,898 $5,058,965 $5,754,883 $5,862,683 Special Revenue Fund 43,262 46,102 50,000 50,000 Total Funding $4,892,160 $5,105,067 $5,804,883 $5,912,683 Full Time Positions 17.80 19.85 20.45 21.65 Hourly/FTE Positions 6.50 9.00 8.50 8.50 I I June 2, 2020 Item #8 Page 84 of 300 RECENT ACCOMPLISHMENTS Facilities • Significantly increased cleaning and disinfecting protocols in city facilities due to the COVID- 19 pandemic • Completed 2,233 work orders • Remodeled the City Hall lobby, six offices and multiple cubicle reconfigurations at the Faraday Center and an office conversion at Fire Station 5 • Flooring restoration at Calavera Hills Community Center, Stagecoach Community Center, Harding Community Center and Heritage Hall • Emergency flood, mold and asbestos remediation at the Senior Center, Carlsbad Municipal Water District, Las Palmas building, Scout House and Fire Station 2 • Completed flooring and painting renovations at the Holiday, Scout and Kruger Houses • Completed electrical panel upgrades at Fire Station 5 and Harding Community Center • Installed a roof and a roll-up door to enhance usability and security at Fire Station 5 • Refurbished the roof and skylights at the Faraday Administration Center to current federal safety standards • Completed the preliminary design and Conditional Use Permit for the Fire Station 2 replacement project • Completed Phase I of a citywide upgrade of streetlights with LED fixtures Safety Training Center • Recovered $1,112,241 settlement in ongoing construction defect litigation • Provided facilities and support for 135 Carlsbad Fire Department training days and 149 Carlsbad Police Department training days • Supported 149 training days for 26 outside agency leases • Negotiated seven new lease agreements with outside law enforcement agencies • Completed LED lighting retrofit for both training classrooms • Completed final draft of a citywide Injury and Illness Prevention Plan • Procured a new firearms training simulator for law enforcement training • Supported nonprofit veteran’s organization, Active Valor, by hosting a special event for U.S. Military Gold Star Families • Hosted the 2019 Police and Fire Biathlon • Completed fall protection upgrades to rappelling tower, roof access ladders and the residential training prop to increase employee safety during training • Replaced fire suppression and standpipe training props in the commercial training tower • Completed campus security camera and alarm upgrades GOALS | OBJECTIVES | PRIORITIES Facilities • Begin conversion of the city facility and parking lot light pole and fixture replacement project • Continue implementation of accessibility upgrades at public city facilities • Continue interior cubicle and office reconfigurations at Faraday Administration Center • Continue development of a Facility Asset Management System • Develop a road map for “smart building” conversion • Complete Capital Improvement Program projects: o New Village Arts roof and siding o Carlsbad City Library on Dove Lane fire alarm system replacement June 2, 2020 Item #8 Page 85 of 300 o Calavera Hills Community Park exterior improvement o Obtain a conditional use permit for the Orion Center Project and solicit for design-build services o Award design-build contact for Fire Station 2 replacement project o Renovate the Dove Library parking lot to relocate accessible parking stalls o Complete design work and obtain building permit for the Safety Center renovation Safety Training Center • Upgrade stormwater best management practices at several locations inside the campus • Upgrade rappelling tower to support technical rescue and rope operator courses • LED lighting improvements for both indoor firearms ranges SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Adjusted budget and personnel to complete transition of Facilities from the General Services Department to the Facilities & Fleet Department June 2, 2020 Item #8 Page 86 of 300 PUBLIC WORKS | FACILITIES & FLEET: FLEET MAINTENANCE & REPLACEMENT Account: 6205460 6215461 Fund: Vehicle Maintenance Fund ABOUT The Fleet Maintenance Program funds labor, parts, services, fuel and oil necessary to maintain the city’s fleet of vehicles and equipment. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and formal and informal bidding processes. Fleet assets enable client departments to achieve their operational mission in a safe, efficient manner. The Fleet Vehicle Replacement Program is funded through a replacement charge for each vehicle or piece of equipment in service, based on the actual costs of vehicle procurement divided by the expected life of the vehicle. Additional revenue is collected from the sale of retired city fleet assets at auction. SERVICES • Provide safe and appropriately maintained vehicles for use by city staff; inspect vehicles per requirements of the biannual inspection of terminals and smog programs • Perform timely repairs to city vehicles and maintain 24/7 road call services for emergency vehicles • Comply with relevant regulations 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $544,560 $571,260 $779,297 $833,217 Retirement Benefits 157,056 162,015 165,094 187,684 Health Insurance 88,096 100,159 130,061 164,997 Other Personnel Expenses 33,475 30,721 34,281 27,133 Personnel Services Subtotal 823,187 864,155 1,108,733 1,213,031 Operating Expenses Professional & Contract Services 31,321 44,969 39,343 39,343 Supplies & Materials 1,282,828 1,414,315 1,486,033 1,486,033 Repair & Maintenance 327,124 376,150 382,394 384,094 Interdepartmental Charges 121,850 118,801 124,728 164,750 Other Operating Expenses 18,895 25,903 29,850 9,053 Capital Outlay 3,201,201 2,067,034 4,107,783 3,779,298 Operating Expenses Subtotal 4,983,219 4,047,172 6,170,131 5,862,571 TOTAL EXPENDITURES $5,806,406 $4,911,327 $7,278,864 $7,075,602 Full Time Positions 8.50 8.50 9.70 10.25 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 87 of 300 • Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for emergencies and monitoring fuel tanks in accordance with state and county regulations • Maintain records related to fleet asset inventory and work order history through management of the AssetWorks fleet maintenance database • Evaluate the city fleet on an annual basis to identify units eligible for replacement in accordance with Administrative Order No. 3 and calculate estimated acquisition costs • Manage the Fleet Replacement Committee, made up of city staff from various departments, to make recommendations for unit replacement, retention or disposal • Establish the replacement charge for each vehicle or piece of equipment in service and charge back departments monthly • Advise on development of specifications for purchase of replacement units that satisfy client department performance requirements while optimizing life cycle return on investment in alignment with the Climate Action Plan • In partnership with the Finance Department, purchase replacement units through the public bidding process or through cooperative purchasing programs • Arrange for public auction of replaced units, or sale to interested public agencies or special districts RECENT ACCOMPLISHMENTS • Completed 439 periodic maintenance work orders and 888 repair work orders during the period of July 2019 through March 2020 • Hired public works superintendent for fleet program management and support • Activated 60 new vehicles and equipment, including 16 plug-in hybrid electric vehicles and one all-electric vehicle, representing 36% of all new light duty vehicle replacements or additions to the fleet GOALS | OBJECTIVES | PRIORITIES • Assess, review and update Administrative Order No. 3, on city vehicles, in coordination with other departments, for inclusion of responsible city agents and conformance to the city’s Climate Action Plan • Annually assess vehicles for conversion to alternative fuel options in support of the CAP goal to increase the proportion of fleet low- and zero-emissions vehicle miles traveled to 25% of all city-related vehicle miles traveled by 2035 • Procure and install vehicle telematics systems to review vehicle use and analyze of candidacy for alternative fuel conversion • Develop a fleet assets master plan for more efficient management of fleet resources • Assess and improve fleet database and data management systems and techniques SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The budget and personnel were adjusted to complete the transition of the Fleet Program from the General Services Department to the Facilities & Fleet Department June 2, 2020 Item #8 Page 88 of 300 PUBLIC WORKS | TRANSPORTATION Account: 0016310 0018410 00186xx 00187xx 1626357 163 164 5216310 Fund: General General General General Special Revenue- Streetlight Maintenance Special Revenue-Buena Vista Channel Special Revenue-LLD #2 Enterprise-Storm Drain Maintenance ABOUT The Transportation Department cares for road infrastructure and projects, keeps people and traffic moving, maintains streets and storm drains, maintains street lighting and provides incident response for city and private property. It is responsible for enhancing mobility and safety citywide through ongoing transportation planning, streets and traffic engineering, drainage engineering, streets maintenance, street lighting, storm drain maintenance and signal operations activities. The department also provides maintenance and posting of street signs, street legends, striping, graffiti and trash removal, street sweeping and pothole and sidewalk repairs. Other services include the 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $2,651,570 $3,049,533 $3,686,958 $3,765,289 Retirement Benefits 838,729 929,744 906,051 896,483 Health Insurance 457,700 509,880 662,636 671,807 Other Personnel Expenses 162,572 183,167 202,647 121,608 Personnel Services Subtotal 4,110,571 4,672,324 5,458,292 5,455,187 Operating Expenses Professional & Contract Services 1,025,889 1,295,410 1,126,998 1,030,514 Supplies & Materials 246,047 313,188 528,350 498,192 Repair & Maintenance 1,035,499 1,314,331 1,524,824 1,467,574 Interdepartmental Charges 1,562,690 1,593,901 1,799,058 1,737,239 Other Operating Expenses 563,728 541,537 719,708 655,075 Capital Outlay 3,730 14,482 0 0 Operating Expenses Subtotal 4,437,583 5,072,849 5,698,938 5,388,594 TOTAL EXPENDITURES $8,548,154 $9,745,173 $11,157,230 $10,843,781 General Fund $6,174,496 $6,877,759 $7,607,635 $7,410,972 Enterprise Fund 1,451,005 1,724,390 1,962,215 1,915,302 Special Revenue Fund 922,653 1,143,024 1,587,380 1,517,507 TOTAL FUNDING $8,548,154 $9,745,173 $11,157,230 $10,843,781 Full Time Positions 42.45 44.00 44.15 43.90 Hourly/FTE Positions 1.50 1.50 1.50 1.50 I I June 2, 2020 Item #8 Page 89 of 300 maintenance of decorative lighting and oversight of the Buena Vista Creek Channel Maintenance Assessment District and Lighting and Landscape District No. 2. SERVICES • Traffic and Mobility: Planning, engineering and signals operations and serve as liaison with the Traffic and Mobility Commission • Streets and Storm Drain Maintenance: Roadside maintenance of more than 900 lane miles, including street signs, street legends, striping, graffiti and trash removal, street sweeping, pothole and sidewalk repairs and inspection and maintenance of the storm drain system • streetlamps and decorative lighting maintenance and repair • Transportation and storm drain engineering: Develop plans, specifications and estimates and provide project or design management of projects involving streets and storm drains • Asset management of transportation, drainage and other city infrastructure • Buena Vista Creek Channel Maintenance Assessment District: Ensure adequate funds are collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way bridge • Lighting and Landscape District No. 2: The maintenance and assessment district funds the costs of streetlights, street trees and medians within the district boundaries covering newer developments in the city RECENT ACCOMPLISHMENTS Traffic and Mobility • Began the final phase of the Adaptive Traffic Signal project. Implemented and documented results for the first adaptive corridor, including adaptive signal operations at freeway interchanges • Led and reassessed development of the Sustainable Mobility Plan and the Transportation Demand Management, or TDM, program. o Implemented the TDM framework plans, worked with local businesses to increase awareness of the program, incorporated SANDAG iCommute and TDM best practices and identified proven strategies for encouraging employees to reduce driving alone, both pre- and during COVID-19 • Revised the Carlsbad Municipal Code to reflect a change in the Traffic and Mobility Commission’s name (from the Traffic Safety Commission) and responsibilities; developed communications plan and prepared the first annual Work Plan • Managed the Carlsbad Connector on-demand shuttle service program and crafted the option for the second year of service • Completed conceptual designs and feasibility analysis for ADA-compliant ramps for the beach access points at Pine Avenue and Tamarack State Beach • Received Caltrans grant funding to prepare a Local Roadway Safety Plan for a citywide study of traffic collisions to address traffic safety needs of all roadway users in Carlsbad • Completed design for traffic calming projects for three streets and hosted 12 neighborhood meeting, completing nine traffic calming measures by end of the fiscal year • Implemented a road diet reducing vehicle lanes and providing new buffered bicycle lanes on La Costa Avenue as part of the pavement overlay project • Completed design for three rectangular rapid flashing beacons and construction at eight locations. Installed permanent speed feedback installations at 11 locations June 2, 2020 Item #8 Page 90 of 300 • Completed traffic analysis of the Poinsettia Lane extension project • Implemented the new multimodal level of service or MMLOS methodology • Finished first phase of Intelligent Traffic Control project, linking all schools’ flashing beacons • Began the Traffic Signal Master Plan, completed the draft Evaluation & Monitoring Manual • Developed conceptual designs for fiber optic communications network • Managed the signal maintenance contract including resolution of service requests and 746 pavement or sidewalk markings for the Dig Alert System • Prepared the fiscal year 2017-18 annual Growth Management Plan monitoring report and presented eight deficient street facilities for consideration by City Council • Presented the College Boulevard extension project to City Council • Prepared the fiscal year 2018-19 annual Growth Management Plan monitoring report and presented the MMLOS methodology for the first time along with four additional deficient street facilities for consideration by the City Council Streets and Storm Drain Maintenance • Successfully integrated with the Transportation Department in January 2020 • Quickly mobilized crews and closed Carlsbad Boulevard from La Costa Avenue to Pine Avenue, Ponto Road and Ponto Drive from Ponto Road to its southern terminus per the emergency declaration tied to the COVID-19 pandemic • Replaced 167 signs that were knocked down in vehicle incidents • Inspected 100% of high-priority storm drain inlets, removing over 11 tons of sediment and debris • Completed 1,800 lane miles of street sweeping monthly, removing over 1,200 tons of debris • Completed 464 streetlight and electrical maintenance service requests • Completed 114 storm drain maintenance requests and 43 storm drain emergency responses • Replaced about 7,000 square feet of sidewalk and 15,000 square feet of asphalt within the city’s right of way • Completed installation of the first phase of the citywide streetlight LED fixtures replacement program, covering major streets and intersections Transportation Engineering and Drainage Engineering – Projects Constructed • 2019 Slurry Seal Project • La Costa Avenue Overlay Project • Concrete Replacement Program – fiscal year 2019 improvements • Bridge Preventive Maintenance Program • ADA Improvement Program in Village area • Storm Drain Rehabilitation and Replacement Program – Romeria Corrugated Metal Pipe Replacement • 2019 Kelly Channel Emergency Repair • State Street Drainage Improvements Project • Calavera Dam Vegetation Maintenance and Emergency Spillway Improvements • Farol Court Drainage Improvements Long Term Vegetation Maintenance and Monitoring • Agua Hedionda Creek Vegetation Maintenance between Cannon and El Camino Real Bridges • City Hall Exterior Refurbishment and Drainage Improvements • Survey Carlsbad Boulevard emergency revetment June 2, 2020 Item #8 Page 91 of 300 Transportation Engineering and Drainage Engineering – Design and Initiatives Completed • Cold-in-Place Recycling and Pavement Overlay Project • Poinsettia Lane Traffic Signals at Cassia Road and Oriole Court • El Camino Real Bridge over Agua Hedionda Creek Phase 1 • El Camino Real and College Boulevard Intersection Improvements • City Hall Exterior Safety and Accessibility Improvements • Bridge Preventive Maintenance Program • Barrio Lighting Phase 1 • Agua Hedionda Creek Vegetation Maintenance Project between El Camino Real and Cannon Bridges resource agency permits obtained through 2024 • Palomar Airport Road Widening at Paseo Del Norte • Storm Drain System and Repair Program – Cured-in-place pipe lining of 19 corrugated metal piping Asset Management and Capital Improvement Program Administration – Activities Completed • Transitioned the annual update to the city’s Capital Improvement Program to the Public Works Administration Division • Managed preparation and update of the annual Capital Improvement Program for transportation and drainage engineering projects • Pavement Management Program records updates • Prepared and processed annual reports to transportation agencies such as SANDAG, Caltrans and the California Transportation Commission to secure funding for CIP projects • Created, edited and added asset inventory data associated with Transportation, Drainage, Facilities and Parks & Recreation assets • Produced a variety of atlas books, mapping products and data analysis for use by design, maintenance and operations staff • Conducted closed-circuit television Inspection of two miles of the city’s storm drain pipeline Buena Vista Creek Channel Maintenance • Obtained permit amendment and extensions through the California Department of Fish and Wildlife and the California Coastal Commission • Coordinated with the City of Oceanside’s Community and Economic Development Department and a private developer about the proposed Inns at Buena Vista Creek • Worked with the Carlsbad Police Department Homeless Outreach Team • Maintained vegetation around three drainage outfalls • Submitted monitoring reports to fulfill agency permit conditions • Completed the fifth year of five-year maintenance cycle, cycle to reset November 2020 • Service agreement executed for the next five years of channel maintenance and environmental monitoring GOALS | OBJECTIVES | PRIORITIES Traffic and Mobility • Finalize the Sustainable Mobility Plan in parallel with the CIP budget evaluation process. • Continue to develop TDM mobility option awareness to inspire change • Incorporate data-driven metrics to create both qualitative and quantitative updates • Work zone road management to include TDM solution messaging • Prepare traffic studies associated with developments and identify proposed improvements • Update Engineering Standards in accordance with the General Plan’s Mobility Element June 2, 2020 Item #8 Page 92 of 300 • Continue implementation of traffic calming improvements on residential streets under the Carlsbad Residential Traffic Management Program • Implement the new Growth Management monitoring program for transportation facilities in conjunction with the General Plan Mobility Element • Continue to implement the Traffic Signal Master Plan • Continue implementation and development of the Adaptive Traffic Signal Program and Intelligent Traffic Signal Program Streets and Storm Drain Maintenance • Continue to implement Transportation Department best practices • Develop plans and specifications, bid and complete installation of Phase 2 of the citywide streetlight replacement program • Develop plans and specifications for citywide regulatory and warning sign replacement • Safely maintain all levels of service during the COVID-19 pandemic and recovery period Transportation and Drainage Engineering • Complete various ongoing transportation engineering and drainage system CIP projects • Adopt update to the Drainage Master Plan and corresponding sections of city ordinances • Continue conducting special and technical studies and investigations on public infrastructure • Continue preparing and processing a variety of engineering and environmental reports to local, regional, state and federal agencies, including SANDAG, Caltrans and the California Transportation Commission to secure funding for CIP projects • Continue managing the implementation of the financing districts and assist developers with the formation of additional financing districts and reimbursement agreements • Update the city’s engineering standards Asset Management • Continue work that supports the formation of financing districts as needed to facilitate the construction of public infrastructure throughout the city • Continue creating, updating and refining the inventory of the city’s infrastructure assets and implementation of the data reviewer tool in concert with the creation of the inventory • Continue to maintain the city’s Pavement Management Program and update the pavement trench cut moratorium web app • Continue preparing and mapping products and analyses of public works asset inventory data • Continue facilitating the use of asset inventory data with business systems and GIS staff • Review existing CIP inventory and analyze consistency with General Plan update, Climate Action Plan, Traffic and Mobility Commission and City Council goals • Continue storm drain closed circuit television inspections and initiate maintenance measures in response to identified deficiencies June 2, 2020 Item #8 Page 93 of 300 Buena Vista Creek Channel Maintenance • Continue compliance with California Environmental Quality Act and environmental permitting • Continue environmental monitoring and reporting as required by agency permits • Continue coordination with the Carlsbad Police Department Homeless Outreach Team • Continue coordination with the Community and Economic Development Department of the City of Oceanside and private developer regarding the proposed Inns at Buena Vista Creek • Clear vegetation from three drainage outfalls entering the channel from Oceanside • Continue plant and trash removal for flood capacity purposes June 2, 2020 Item #8 Page 94 of 300 PUBLIC WORKS | UTILITIES: POTABLE WATER OPERATIONS Account: 5016310 Fund: Enterprise ABOUT To ensure that drinking water is available on demand and customers can rely on receiving safe, high quality water that meets all regulatory health standards, the Carlsbad Municipal Water District staff provide ongoing maintenance and repair of the following: Nine storage reservoirs and/or tanks, 455 miles of pipeline, 17 pressure zones, 77 pressure regulating stations, three pumping stations, 14,369 valves, 4,397 fire hydrants and 29,293 potable meters. Staff also provides education and outreach related to water conservation. In fiscal year 2020-21, CMWD will continue to operate and maintain its critical infrastructure systems, while increasing the use of technology to improve and manage the system more efficiently and effectively, thereby extending the useful life of the assets. Optimized asset management reduces the need for infrastructure replacement and reactive response. SERVICES • Operation and maintenance of infrastructure, including reservoirs, pressure regulating stations, pump stations, pipelines, valves, meters and other elements • Delivery of drinking water • Water quality and cross-contamination (between drinking water and recycled water) testing • Regulatory reporting • Water conservation education and outreach 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $2,277,223 $2,269,516 $2,551,421 $2,536,130 Retirement Benefits 1,325,525 998,851 598,737 586,725 Health Insurance 582,255 602,867 449,801 419,940 Other Personnel Expenses 121,517 118,918 125,896 80,675 Personnel Services Subtotal 4,306,520 3,990,152 3,725,855 3,623,470 Operating Expenses Professional & Contract Services 7,236,298 7,162,939 7,970,600 8,659,800 Supplies & Materials 24,875,512 23,564,467 25,797,700 26,133,700 Repair & Maintenance 340,265 242,174 358,450 538,050 Interdepartmental Charges 2,196,626 2,453,099 2,655,773 2,744,695 Other Operating Expenses 5,082,938 5,222,567 4,340,183 4,407,150 Capital Outlay 49,744 79,968 365,000 20,000 Operating Expenses Subtotal 39,781,383 38,725,214 41,487,706 42,503,395 TOTAL EXPENDITURES $44,087,903 $42,715,366 $45,213,561 $46,126,865 Full Time Positions 29.60 29.80 30.30 29.50 Hourly/FTE Positions 0.50 0.50 0.50 0.45 June 2, 2020 Item #8 Page 95 of 300 RECENT ACCOMPLISHMENTS • Added advanced metering infrastructure technology to existing meters. Staff can now quickly alert customers to high water usage and potential leaks • Completion of the Potable Water Master Plan • Completion of the Supervisory Control and Data Acquisition or SCADA Master Plan. SCADA is a system of hardware and software that monitors infrastructure, gathers real-time data and allows operators to make changes as-needed remotely • Completion of the Asset Management Plan • Completion of the utility billing system upgrade • Completion of the installation of the Maerkle Reservoir cover replacement project • Established program compliance with California Senate Bill 998, Water Shut-off Protection Act GOALS | OBJECTIVES | PRIORITIES • Meet all federal and state water quality objectives • Meet or exceed the American Water Works Association benchmark for pipeline breaks (1.4 to 12.6 breaks per 100 miles of pipeline, CMWD’s break rate is 1.74 for fiscal year 2018-19) • Meet or exceed the AWWA benchmark for pipeline leaks (1.5 to 11 leaks per 100 miles of pipeline, CMWD’s leak rate is 8.93 for fiscal year 2018-19) • Continue to meet or exceed operational requirements and benchmarks • Complete the design phase of a critical valve replacement project that includes replacement of valves throughout the district • Complete design and agreements for Flow Control Facility No. 5, which will provide CMWD with a direct connection to the Poseidon Water LLC desalinated water pipeline • Begin implementation of the new SCADA Master Plan June 2, 2020 Item #8 Page 96 of 300 PUBLIC WORKS | UTILITIES: RECYCLED WATER OPERATIONS Account: 5026310 Fund: Enterprise ABOUT The Carlsbad Municipal Water District or CMWD provides ongoing treatment, maintenance and repair of the recycled water system’s Carlsbad Water Recycling Facility treatment plant, three storage tanks, four pump stations, three pressure reducing stations, five pressure zones, 93 miles of pipelines, 815 valves and 950 meters. CMWD’s Cross-Connection Control and Backflow Program ensures a safe supply of drinking water by prevention of cross-contamination from the recycled system into the potable system, in accordance with federal and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water District. The Carlsbad Water Recycling Facility treatment plant is next to the Encina Wastewater Authority Treatment Plant. CMWD takes wastewater from that plant and treats it to California Title 22 recycled water quality standards and then delivers that water to customers for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water and provides customers with a reliable local supply of recycled water. Recycled water is not subject to state water conservation requirements. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $908,012 $849,549 $1,053,002 $1,164,750 Retirement Benefits 501,237 447,110 257,352 266,750 Health Insurance 133,445 126,154 196,340 189,792 Other Personnel Expenses 44,926 47,768 51,846 37,022 Personnel Services Subtotal 1,587,620 1,470,581 1,558,540 1,658,314 Operating Expenses Professional & Contract Services 1,159,795 2,183,790 1,991,087 1,958,200 Supplies & Materials 1,940,254 1,462,839 2,361,500 2,376,300 Repair & Maintenance 12,328 20,923 78,643 103,243 Interdepartmental Charges 365,226 520,537 596,566 682,619 Other Operating Expenses 3,659,778 3,656,891 3,491,482 3,789,982 Capital Outlay 7,259 27,277 50,000 15,000 Operating Expenses Subtotal 7,144,640 7,872,257 8,569,278 8,925,344 TOTAL EXPENDITURES $8,732,260 $9,342,838 $10,127,818 $10,583,658 Full Time Positions 12.40 11.95 12.20 13.00 Hourly/FTE Positions 0.00 0.00 0.00 0.05 June 2, 2020 Item #8 Page 97 of 300 In fiscal year 2020-21, CMWD will continue to use technology to improve and manage the system more efficiently and effectively. The recycled water system is relatively new, built just 30 years ago. CMWD has an opportunity to begin implementing Supervisory Control and Data Acquisition, or SCADA and asset management techniques on a relatively young system, thereby maximizing the lifespan of these assets and reducing replacement costs over the long term. SERVICES • Operation of infrastructure, including the Carlsbad Water Recycling Facility plant, reservoirs, pressure regulating stations, pump stations, pipelines, valves, meters and other elements • Treatment of wastewater to meet State of California Title 22 recycled water requirements • Maintenance of infrastructure • Delivery of recycled water • Water quality testing • Backflow testing • Recycled water conversion program RECENT ACCOMPLISHMENTS • Added Advanced metering infrastructure technology to existing meters allowing staff to quickly alert customers to high water usage and potential leaks • Completion of the Recycled Water Master Plan • Completion of the SCADA Master Plan • Completion of the Asset Management Plan • Completion of design of a 1.5 million-gallon storage tank • Completion of installation of recycled water services project, which will provide an opportunity to connect more customers to the system GOALS | OBJECTIVES | PRIORITIES • Complete construction of a 1.5 million-gallon storage tank • Meet all federal and state water quality objectives • Meet or exceed the American Water Works Association or AWWA benchmark for pipeline breaks (1.4 to 12.6 breaks per 100 miles of pipeline, CMWD’s break rate is 2.15 for fiscal year 2018-19) • Meet or exceed the AWWA benchmark for pipeline leaks (1.5 to 11 leaks per 100 miles of pipeline, CMWD’s leaks rate is 1.07 for fiscal year 2018-19) • Continue to meet or exceed operational requirements and benchmarks June 2, 2020 Item #8 Page 98 of 300 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 around the City of Carlsbad service area. The Wastewater Division provides reliable wastewater collection services and delivers the wastewater to the Encina Wastewater Authority treatment plant. The Carlsbad wastewater system is valued at $535 million dollars. After treatment at that plant, the wastewater is treated again to state Title 22 recycled water standards at the Carlsbad Municipal Water District’s Water Recycling Facility and then delivered as recycled water to customers for irrigation and certain industrial uses. The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater lift stations and wet wells and about 303 miles of mainlines and associated access holes. In the coming fiscal year, the city will continue to operate and maintain its critical infrastructure systems, while increasing the use of technology to improve and manage the system more efficiently and effectively, thereby extending the useful life of the assets. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,402,048 $1,425,837 $1,653,476 $1,685,993 Retirement Benefits 736,023 606,651 390,208 391,077 Health Insurance 226,671 248,829 316,128 291,717 Other Personnel Expenses 69,993 74,777 82,573 53,553 Personnel Services Subtotal 2,434,735 2,356,094 2,442,385 2,422,340 Operating Expenses Professional & Contract Services 3,733,660 7,328,965 5,608,481 5,336,700 Supplies & Materials 277,685 313,417 266,577 318,100 Repair & Maintenance 19,439 51,532 232,750 261,500 Interdepartmental Charges 1,321,072 1,244,941 1,352,520 1,427,715 Other Operating Expenses 5,200,400 7,215,666 4,260,500 5,409,000 Capital Outlay 237,666 23,714 0 20,000 Operating Expenses Subtotal 10,789,922 16,178,235 11,720,828 12,773,015 TOTAL EXPENDITURES $13,224,657 $18,534,329 $14,163,213 $15,195,355 Full Time Positions 18.45 20.00 19.60 19.45 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 99 of 300 SERVICES • Operation of infrastructure such as lift stations, wet wells, pipelines, manholes and other elements • Closed circuit camera review of pipelines to determine pipeline integrity • Maintenance of infrastructure • Collection of wastewater • Delivery of wastewater to the EWA treatment plant • Prevention of wastewater spills • Fats, Oils and Grease program • Public outreach regarding the “Dos and Don’ts” of what can go into a pipeline RECENT ACCOMPLISHMENTS • Construction of the $45 million Agua Hedionda Pump Station that will replace the 1964 pump station at that location. Construction has been completed and the new pump station is in the commissioning process to ensure it functions as designed • Construction of the $5.5 million Foxes Landing Lift Station Replacement project, which has been substantially completed and is in the commissioning process • Completion of the Wastewater Master Plan and the Asset Management Plan • Completion of the Supervisory Control and Data Acquisition or SCADA Master Plan GOALS | OBJECTIVES | PRIORITIES • Meet or exceed the American Water Works Association benchmark rate for wastewater system reliability (0.6 to 3.7 overflows per 100 miles of pipeline, the city’s overflow rate is approximately 1.0 for fiscal year 2018) • Continue to meet or exceed operational requirements and benchmarks • Complete the generator replacement project at two lift stations where the existing generators have met their useful lifespan and new generators are needed to ensure system reliability • Complete closed-circuit TV inspections of several large diameter interceptor sewers, to determine the existing integrity of these pipelines that convey wastewater from collector pipelines to the Encina Wastewater Authority treatment facility • Begin implementation of the new SCADA Master Plan June 2, 2020 Item #8 Page 100 of 300 June 2, 2020 Item #8 Page 101 of 300 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: • City Clerk Services • Community Development • Library & Cultural Arts • Parks & Recreation These city service areas ensure the city’s planning and building policies are carried out, foster lifelong learning, support strong neighborhoods, administer affordable housing and homeless response programs, attend to the community’s health and wellness and promote transparency in government. Gary Barberio Deputy City Manager, Community Services 760-434-2822 gary.barberio@carlsbadca.gov June 2, 2020 Item #8 Page 102 of 300 COMMUN ITY SERVICES BRANCH Community Services June 2, 2020 Item #8 Page 103 of 300 COMMUNITY SERVICES | ADMINISTRATION Account: 0012410 Fund: General ABOUT The Community Services Branch provides programs, services and events that promote and support Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the Community Services branch. SERVICES Functional areas include department management, budget oversight, outreach and community engagement 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 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, that transparency in government is promoted and that the city’s real estate assets are managed. RECENT ACCOMPLISHMENTS • Recruited and hired three new department directors • Conducted a special election • Completed the Village and Barrio Master Plan • Extended operating hours at the Library Learning Center 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $0 $0 $0 $396,798 Retirement Benefits 0 0 0 49,174 Health Insurance 0 0 0 47,034 Other Personnel Expenses 0 0 0 10,831 Personnel Services Subtotal 0 0 0 503,837 Operating Expenses Professional & Contract Services 0 0 0 26,500 Supplies & Materials 0 0 0 9,600 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 0 0 0 30,912 Other Operating Expenses 0 0 0 11,000 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 0 0 0 78,012 TOTAL EXPENDITURES $0 $0 $0 $581,849 Full Time Positions 0.00 0.00 0.00 3.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 104 of 300 • Opened the Chapters Café at the Carlsbad City Library on Dove Lane • Completed major parks projects at Aviara and Poinsettia Community Parks • Opened the Village H trail to the public • Acquired 14 acres as permanent open space • Leased the Hawthorne property GOALS | OBJECTIVES | PRIORITIES • Conduct the November 2020 election • Manage the 2020 Census • Complete the Local Coastal Program update • Complete the Housing Element update • Complete Calavera Hills Community Park Gateway improvements • Finish dog park at Poinsettia Community Park • Advance Agua Hedionda trail improvements design • Reopen Library & Cultural Arts and Parks & Recreation facilities and programs • Manage Community Services Branch through the COVID-19 pandemic SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The Community Services Administration division was established by transferring the personnel and maintenance and operations expenses from the City Manager’s office June 2, 2020 Item #8 Page 105 of 300 COMMUNITY SERVICES | CITY CLERK SERVICES Account: 0010210 0011610 Fund: General ABOUT City Clerk Services 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 • City Council Agenda preparation • Minutes preparation • Legal noticing and publishing • Maintain Fair Political Practices Commission filings • Maintain Carlsbad Municipal Code • Maintain, preserve and provide access to all legislative documents • Election administration • Codification of the Carlsbad Municipal Code • Notarize documents • Provide proofs of life certifications • Assist City Attorney’s Office with citywide ethics training • Ensure public records are archived, preserved and accessible to the public • Respond to Public Records Act Requests 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $418,992 $458,564 $582,240 $620,594 Retirement Benefits 103,135 119,040 121,221 135,664 Health Insurance 64,919 74,685 121,843 110,015 Other Personnel Expenses 16,991 20,830 24,150 16,375 Personnel Services Subtotal 604,037 673,119 849,454 882,648 Operating Expenses Professional & Contract Services 53,678 39,907 103,200 75,500 Supplies & Materials 69,960 89,381 126,562 97,330 Repair & Maintenance 1,103 966 5,221 5,221 Interdepartmental Charges 123,688 129,043 144,319 120,660 Other Operating Expenses 32,197 80,611 107,776 81,800 Capital Outlay 2,080 0 0 0 Operating Expenses Subtotal 282,706 339,908 487,078 380,511 TOTAL EXPENDITURES $886,743 $1,013,027 $1,336,532 $1,263,159 Full Time Positions 6.00 7.00 7.00 7.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 June 2, 2020 Item #8 Page 106 of 300 • Process subpoenas, summons and claims • Develop and implement records management and document management programs • Process recorded documents and bond releases • Provide document research assistance to staff and the public • Provide training and 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 • Implemented a new Public Records Act Request portal that allows members of the public to search for information requested by others • Began comprehensive update of Carlsbad Municipal Code • Updated all board, commission and committee agenda material templates • conducted board, commission and committee member training • Created a Staff Report Preparation Manual for preparing clear, concise staff reports • Performed back-file conversion digitizing over 500 boxes of records held in off-site storage • Added over 18,500 records to the city’s document management system to allow for online searching for residents and staff • Assisted in researching and recommending Laserfiche as a replacement program for the city’s document management system • Collaborated with Information Technology in the planning and designing of the Laserfiche environment • Created mapping documentation for the migration of data from HP Records Manager to Laserfiche • Classified 10,000+ legacy documents to specific categories in preparation for data migration GOALS | OBJECTIVES | PRIORITIES • Implement a new council inquiry platform to allow City Council members to efficiently obtain information for constituents • Automate the staff report routing process • Evaluate feasibility of offering passport application acceptance services • Continue to systematically update the Carlsbad Municipal Code • provide greater transparency on the city website by providing access to more public records • Provide Citywide Public Records Act training and training on proper maintenance of records • Implement and train city staff regarding Records Retention Schedule • Assist with implementation and training of Laserfiche application citywide • Continue to assist and collaborate with Information Technology department in planning and designing Laserfiche environment and the process of mapping and the migration of data from HP Records Management to Laserfiche • Continue to collaborate with various departments on digitizing their documents • Increase avaialble space at the Faraday Administration Center by creating process to quality check digitized Planning and Engineering records against physical mylars in to enable retirement of physical documents • Continue to conduct departmental records audits June 2, 2020 Item #8 Page 107 of 300 COMMUNI TY SERVICES | COMMUNITY DEVELOPMENT: SUMMARY COMMUNITY DEVELOPMENT • Administration • Land Development Engineering • Planning • Building & Code Enforcement • Housing Services 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $5,074,750 $5,470,349 $6,167,974 $6,147,835 Retirement Benefits 1,434,454 1,501,035 1,402,684 1,399,250 Health Insurance 766,624 764,460 936,038 933,124 Other Personnel Expenses 196,291 227,183 261,468 189,800 Personnel Services Subtotal 7,472,119 7,963,027 8,768,164 8,670,009 Operating Expenses Professional & Contract Services 2,024,967 2,578,649 2,492,480 2,223,044 Supplies & Materials 258,615 174,616 344,312 168,945 Repair & Maintenance 8,918 5,482 6,046 2,923 Interdepartmental Charges 1,126,973 1,291,543 1,342,030 1,285,832 Other Operating Expenses 8,812,266 9,341,702 9,326,300 9,653,345 Capital Outlay 16,790 3,975 0 0 Operating Expenses Subtotal 12,248,529 13,395,967 13,511,168 13,334,089 TOTAL EXPENDITURES $19,720,648 $21,358,994 $22,279,332 $22,004,098 General Fund $9,881,459 $10,692,924 $11,155,303 $10,781,168 Special Revenue Fund 8,022,410 8,896,502 9,577,237 9,289,407 Trust Fund 1,816,779 1,769,568 1,546,792 1,933,523 TOTAL FUNDING $19,720,648 $21,358,994 $22,279,332 $22,004,098 Full Time Positions 58.75 59.75 63.75 61.75 Hourly/FTE Positions 4.34 4.34 12.00 12.00 June 2, 2020 Item #8 Page 108 of 300 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: ADMINISTRATION Account: 0013010 Fund: General ABOUT The Community Development Administration assists divisions within the department in accomplishing goals by liaising with City Hall, removing roadblocks, coordinating between divisions, managing budgets, resource allocation and training budgets and other support efforts. Community Development Administration supports the Building and Code Enforcement, Engineering, Planning and Housing Services divisions and coordinates with other departments. SERVICES • Continue to modernize and streamline operations, including process improvements • Devotes staff resources to improving the customer usability of major IT strategic projects, specifically enterprise content management, Laserfiche, I-Pay, Carlsbad Connect App and EnerGov • Provide resources on interdepartmental initiatives such as the Climate Action Plan. Focus on providing positive engagement to make the compliance understandable and less onerous for new businesses and homeowners improving and/or developing property 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $653,419 $796,432 $851,870 $897,591 Retirement Benefits 156,849 186,636 199,198 199,743 Health Insurance 80,518 106,080 114,482 127,924 Other Personnel Expenses 19,306 25,174 26,987 26,258 Personnel Services Subtotal 910,092 1,114,322 1,192,537 1,251,516 Operating Expenses Professional & Contract Services 287,202 394,944 125,000 55,000 Supplies & Materials 88,050 61,423 72,816 41,000 Repair & Maintenance 460 263 0 150 Interdepartmental Charges 82,179 132,999 143,903 211,600 Other Operating Expenses 26,959 22,179 19,500 5,700 Capital Outlay 1,114 1,401 0 0 Operating Expenses Subtotal 485,964 613,209 361,219 313,450 TOTAL EXPENDITURES $1,396,056 $1,727,531 $1,553,756 $1,564,966 Full Time Positions 5.00 7.00 7.00 6.45 Hourly/FTE Positions 0.50 0.50 3.00 2.50 June 2, 2020 Item #8 Page 109 of 300 RECENT ACCOMPLISHMENTS • Supported testing user acceptance to update the enterprise software system, EnerGov • Reconfigured EnerGov incorporating updates from the city’s Development Fee Schedule • Supported a pilot program for electronic, or paperless, review and inspection of minor building permits • Continued efforts to enhance staff engagement and customer service opportunities GOALS | OBJECTIVES | PRIORITIES • Support IT with an initial phase of online permitting which will offer applicants the ability to apply, pay fees and receive permits online for select, minor permits • Develop a process guide for homeowners and applicants covering simple and complex permits • Digitize building plan prints and project files to make them available in digital form making documents readily available for staff and the public • Support IT with offering minor permits via an online customer self-service portal, a module of EnerGov • Continue to digitize historical documents for ease of customers and internal users • Continue staff training and development to support staff engagement • Develop standardized case management reports for Planning and Engineering services to assist management staff to better track, manage and prioritize permit workload SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Two full-time employees were transferred to Information Technology: 1.0 FTE business systems specialist and 1.0 FTE special projects manager • Economic Development has been transferred from Community Development to Administrative Services and combined with the Innovation Division from the City Manager’s department to create the new Office of Innovation and Economic Development June 2, 2020 Item #8 Page 110 of 300 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING Account: 0013110 0013120 Fund: General ABOUT The Land Development Engineering Division ensures that all construction for new development projects and work in the public right-of-way complies with adopted codes and engineering standards. Land Development Engineering is responsible for subdivision and other land development engineering activities, including encroachments within the city rights of way, project conditioning, plan check, issuing permits for construction, flood plain administration, transportation and traffic review for developments and maintenance of maps and records of improvements. SERVICES • Subdivision map review and processing • Discretionary review and project conditioning • Grading, public improvement and right-of-way plan checking and permitting • Flood plain administration and residential assistance • Traffic review and analysis for development projects • Transportation Demand Management for development projects • Maintain the engineering section of the public counter • Customer service and public information • Maintenance of engineering standards 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $865,904 $972,210 $1,067,182 $1,156,703 Retirement Benefits 257,124 287,486 260,297 267,265 Health Insurance 163,830 161,337 193,823 188,728 Other Personnel Expenses 35,367 40,181 43,791 35,225 Personnel Services Subtotal 1,322,225 1,461,214 1,565,093 1,647,921 Operating Expenses Professional & Contract Services 354,708 335,746 306,192 456,700 Supplies & Materials 4,543 10,606 3,154 4,504 Repair & Maintenance 1,483 805 623 623 Interdepartmental Charges 171,193 161,702 172,129 146,911 Other Operating Expenses 42,451 32,236 37,167 8,700 Capital Outlay 0 2,574 0 0 Operating Expenses Subtotal 574,378 543,669 519,265 617,438 TOTAL EXPENDITURES $1,896,603 $2,004,883 $2,084,358 $2,265,359 Full Time Positions 10.75 10.75 11.75 11.00 Hourly/FTE Positions 0.50 0.50 0.50 1.00 June 2, 2020 Item #8 Page 111 of 300 RECENT ACCOMPLISHMENTS • Developed a policy for evaluating vehicle miles traveled in accordance with the California Environmental Quality Act • Issued 1,400 engineering permits • Reviewed 1,030 building permit applications • Reviewed and conditioned 200 discretionary permits GOALS | OBJECTIVES | PRIORITIES • DeveIop new policies for implementation of new state water quality regulations • Develop a policy for state required capture of trash for new developments • Continue to refine procedures and adopt new technology to enhance the customer experience • Update GIS systems, update records management and refine procedures for the administration of the flood plain June 2, 2020 Item #8 Page 112 of 300 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: PLANNING Account: 00132XX 170 171 172 Fund: General Special Revenue-Flower Fields Grant Special Revenue-Ag.Mitigation Fees Special Revenue-Habitat Management Fees ABOUT The Planning Division guides the physical development of the city in a manner that preserves the quality of life for residents, by ensuring that all new planning programs and development projects comply with the General Plan, Local Coastal Program, Zoning Ordinance and the performance standards of the Growth Management Plan. SERVICES • Technical support to the Planning Commission and City Council • Prepare and update plans for the long-range development of the city such as the General Plan, Local Coastal Plan, Growth Management Plan as well as master and specific plans • Prepare and update ordinances and policies regulating development • Complete special studies • Ensure the consistency of all development proposals with the city’s General Plan, Local Coastal Program, zoning, subdivision and environmental ordinances 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,727,127 $1,794,738 $1,881,571 $1,911,326 Retirement Benefits 499,489 517,840 453,204 449,935 Health Insurance 218,039 207,834 229,084 276,962 Other Personnel Expenses 67,429 73,678 74,391 58,970 Personnel Services Subtotal 2,512,084 2,594,090 2,638,250 2,697,193 Operating Expenses Professional & Contract Services 501,640 526,714 376,133 167,133 Supplies & Materials 48,838 40,350 141,900 36,149 Repair & Maintenance 942 546 3,373 0 Interdepartmental Charges 292,926 279,074 301,017 265,545 Other Operating Expenses 304,629 228,394 104,208 10,400 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 1,148,975 1,075,078 926,631 479,227 TOTAL EXPENDITURES $3,661,059 $3,669,168 $3,564,881 $3,176,420 General Fund $3,380,869 $3,465,638 $3,514,881 $3,176,420 Special Revenue 280,190 203,530 50,000 0 TOTAL FUNDING 3,661,059$ 3,669,168$ 3,564,881$ 3,176,420$ Full Time Positions 20.00 20.00 20.00 20.00 Hourly/FTE Positions 0.00 0.00 0.50 1.00 June 2, 2020 Item #8 Page 113 of 300 • Environmental review of all private and public projects for compliance with the California Environmental Quality Act and the city’s Environmental Protection Procedures • Process city permits for capital improvement projects • Provide planning and zoning information • Plan check grading plans, subdivision maps and building permits for compliance with city requirements and conditions of approval • Plan check landscape plans for conformance with the Landscape Manual • Represent the city with other agencies RECENT ACCOMPLISHMENTS • Completed City Council and Coastal Commission hearings on the suggested modifications for the Village and Barrio Master Plan Update, resulting in final approval of the plan • Finalized the draft Local Coastal Program Land Use Plan, completed public outreach and review and revised the plan in response to public comments • Applied for and obtained a planning grant of $310,000 from the Department of Housing and Community Development to 1) examine the rezoning of available parcels; 2) create objective design standards for multi-family housing projects; 3) develop applicable Municipal Code regulations; and 4) produce forms, internal procedures, marketing brochures and other outreach tools for projects eligible for streamlined ministerial review • Updated the inclusionary housing and density bonus zoning ordinances to reflect changes in state law adopted by the legislature in 2017, 2018 and 2019 • Created a work plan, citizen advisory committee charter, request for proposals, selected a consultant, held meetings with the Housing Element Advisory Committee and started the Housing Element Update • Processed development permits requiring approval by either the city planner, Planning Commission or City Council GOALS | OBJECTIVES | PRIORITIES • Complete the draft Housing Element and Environmental Impact Report Addendum • Develop a Case Prioritization and Process Guide to help set a clear purpose and reasonable expectations for the public, establishing standard processing procedures and policies for all discretionary permit cases, including case prioritization and targeted timeline standards • Revise permit review of city capital improvement projects to reduce processing time, while still maintaining high quality design and environmental standards • Revise City Council Policy 64 – Wireless Communication Facilities to comply with federal law • Prepare amendments to address the Village and Barrio Master Plan Amendments Package June 2, 2020 Item #8 Page 114 of 300 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: BUILDING & CODE ENFORCEMENT Account: 0013610 0012530 Fund: General ABOUT The Building & Code Enforcement Division serves to protect those who live and work in Carlsbad by enforcing building and safety standards contained in the State of California Building Codes and various municipal codes and policies. Building division staff are the main point of contact for an applicant during the building plan check process and during construction. Once a project has been approved and a permit is issued, a building inspector is the applicants' educated advocate evaluating the contractor’s work. Code enforcement staff partner with Carlsbad residents to promote and maintain a safe and desirable living and working environment, to improve the quality of Carlsbad’s neighborhoods through education, enforcement and abatement and to respond to community concerns. The team’s objective is not to be punitive, but to ensure awareness and compliance with established codes and regulations, to protect public health and safety and maintain the quality of life in Carlsbad. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,143,968 $1,135,268 $1,146,962 $1,353,633 Retirement Benefits 307,545 305,437 260,287 279,208 Health Insurance 205,264 205,490 205,426 235,800 Other Personnel Expenses 43,958 51,169 56,406 42,986 Personnel Services Subtotal 1,700,735 1,697,364 1,669,081 1,911,627 Operating Expenses Professional & Contract Services 552,724 532,601 549,727 504,727 Supplies & Materials 10,341 15,676 19,726 29,527 Repair & Maintenance 2,554 1,664 250 350 Interdepartmental Charges 235,763 236,590 258,755 239,807 Other Operating Expenses 27,688 48,748 32,150 10,250 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 829,070 835,279 860,608 784,661 TOTAL EXPENDITURES $2,529,805 $2,532,643 $2,529,689 $2,696,288 Full Time Positions 10.00 10.00 10.00 15.00 Hourly/FTE Positions 1.00 1.00 1.00 4.50 June 2, 2020 Item #8 Page 115 of 300 SERVICES • Plan check, fee assessment, permit issuance and inspection for compliance with adopted state and local codes including recycling, storm water, energy generation and conservation • Available as a resource to the city’s residents and business partners for questions and to provide historical documents related to construction • Provide information related to ongoing construction projects • Receive and process requests for construction plans for existing buildings • Maintain records during construction and prepare files for electronic conversion • Responsible for enforcement of zoning, building codes, general property maintenance and miscellaneous Municipal Codes. Code enforcement is a responsibility shared by many city departments and entails the cooperation of residents and businesses RECENT ACCOMPLISHMENTS • Plan checked and issued over 3,400 building permits valued at over $181,937,648 • Established a Climate Action Plan committee to coordinate program implementation efforts • Provided relevant training, education and career development opportunities for staff • Continued migration of metadata of historical files into HP Records Management for future public access • Filled several key positions and transferred the Code Enforcement Division from the Housing Services Division to the Building Division to better align services and responsibilities • Code Enforcement is on track to close over one thousand cases in fiscal year 2019-20. GOALS | OBJECTIVES | PRIORITIES • Implement a city sponsored program to provide home energy audits for residents applying for certain types of building permits • Coordinate the Climate Action Plan with amended Green Building and Energy Code requirements in an effort to achieve a lower carbon footprint throughout Carlsbad • Maintain a high level of service with a focus on creating more efficient processes • Draft a pilot program for online project submittal and electronic plan review for non- structural residential remodels, decks, solar installations, patio covers and HVAC systems • Establish a video building inspection program for minor inspections such as drywall, water heater, patio covers and gas line extensions • Obtain 100% International Code Council certification for all building inspectors • Continue to modernize and expand code enforcement efforts to continuously seek improvements and innovation in the delivery of services, sustain an extraordinary built community and comply with new state regulations • Develop a code enforcement team through comprehensive education and certification following industry standards set by the California Association of Code Enforcement Officers • Develop a Case Prioritization and Process Guide to establish a clear purpose and set reasonable expectations for the public and establish standard processing procedures and policies for all code enforcement cases, including case prioritization and targeted timeline standards June 2, 2020 Item #8 Page 116 of 300 COMMUNITY SERVICES | HOUSING SERVICES Account: 0012510 0012520 1502810 Fund: General General Special Revenue – Community Grants ABOUT Housing Services provides various programs, activities and services that assist in the effort to sustain an extraordinary Carlsbad community. These include the disbursement of community grants, delivery of community education programs and support to the Housing Commission. SERVICES Community Funding Program • Provide financial assistance to community organizations, teams and special events that benefit the residents of Carlsbad in compliance with city council policies • Through the Agricultural Conversion Mitigation Fee program, fund projects that improve agricultural lands for continued agricultural production, protect and enhance the coastal and lagoon environment, improve lagoon nature centers and restore beaches for public use 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $220,889 $290,028 $573,033 $338,373 Retirement Benefits 41,989 46,839 82,004 84,319 Health Insurance 26,267 21,554 113,582 52,427 Other Personnel Expenses 7,381 10,205 19,823 10,893 Personnel Services Subtotal 296,526 368,626 788,442 486,012 Operating Expenses Professional & Contract Services 239,632 416,048 482,217 439,217 Supplies & Materials 52,567 20,555 28,501 13,600 Repair & Maintenance 2,839 1,699 0 0 Interdepartmental Charges 60,086 144,530 154,532 131,779 Other Operating Expenses 10,800 10,771 28,927 37,527 Capital Outlay 15,676 0 0 0 Operating Expenses Subtotal 381,600 593,603 694,177 622,123 TOTAL EXPENDITURES $678,126 $962,229 $1,482,619 $1,108,135 General Fund $678,126 $962,229 $1,472,619 $1,078,135 Special Revenue 0 0 10,000 30,000 TOTAL FUNDING 678,126$ 962,229$ 1,482,619$ 1,108,135$ Full Time Positions 5.45 4.30 8.78 3.78 Hourly/FTE Positions 1.84 1.84 5.50 2.00 I June 2, 2020 Item #8 Page 117 of 300 Community Education Programs • Carlsbad Student Leader Academy (high school students) • CityStuff (third grade students) Housing Commission • Provide technical and administrative support to the Carlsbad Housing Commission RECENT ACCOMPLISHMENTS • Issued three Winning Teams Grants to local Carlsbad schools helping to offset travel expenses to national championship competition • In partnership with the YouSchool and Servant Leadership Institute, the city commenced the Carlsbad Student Leader Academy in spring 2020 with 20 high school students participating. The second half of the spring session was suspended due to the COVID-19 emergency. To date, this program has provided leadership training to 100+ Carlsbad high school aged residents • In partnership with 14 local elementary schools and 32 community volunteers, the city began the CityStuff program in spring 2020 and engaged 1,127 third grade students in 54 classrooms. The program was suspended due to the COVID-19 emergency GOALS | OBJECTIVES | PRIORITIES • Implement the Community Activity Grant and Winning Teams Grant programs and process applications for assistance that are consistent with the city council policies • Continue to support the Agricultural Conversion Mitigation Fee program • Provide education focused on civic proficiency and leadership to Carlsbad youth • Provide technical and administrative support to the Carlsbad Housing Commission SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • During fiscal year 2019-20, two full-time employees were transferred out of Housing Services: 1.0 full-time homeless resource program manager was transferred to the Police Department • 1.0 full-time volunteer program manager was transferred to Human Resources • Starting in fiscal year 2020-21, the Code Enforcement Division (5.0 full-time FTE and 3.5 part-time FTE) was transferred within Community Development to the Building Division to create the newly combined Building and Code Enforcement division June 2, 2020 Item #8 Page 118 of 300 COMMUNITY SERVICES | HOUSING SERVICES: AFFORDABLE HOUSING TRUST FUND Account: 133, 134 Fund: Special Revenue 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 and low income and homeless services support and financial assistance for residential developments that provide housing opportunities to low income households. SERVICES Affordable Housing Programs • Research and develop new opportunities for affordable housing for low income households through alternative product types and/or programs • Ensure regulatory agreement compliance for all existing affordable housing developments for low income households • Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education programs • Administer the Minor Home Repair Program 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $77,782 $91,355 $176,462 $110,572 Retirement Benefits 55,080 44,175 39,587 26,402 Health Insurance 11,765 7,335 17,797 6,986 Other Personnel Expenses 6,333 7,828 10,705 3,269 Personnel Services Subtotal 150,960 150,693 244,551 147,229 Operating Expenses Professional & Contract Services 26,536 316,372 561,711 489,267 Supplies & Materials 39,753 12,579 56,400 19,000 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 124,346 140,765 148,276 127,942 Other Operating Expenses 51,843 83,697 117,840 97,260 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 242,478 553,413 884,227 733,469 TOTAL EXPENDITURES $393,438 $704,106 $1,128,778 $880,698 Full Time Positions 2.60 1.60 1.30 0.60 Hourly/FTE Positions 0.50 0.50 1.00 1.00 June 2, 2020 Item #8 Page 119 of 300 Low Income and Homeless Services Support • Provide funding to the Carlsbad Services Center, which provides temporary day labor employment services, employment training and readiness, access to benefits, basic needs, rental assistance and case management • Provide funding to the regional winter shelter and year-round Bridge-to-Housing network programs Affordable Housing Financial Assistance • Negotiate and prepare financial assistance and loan documents for the construction of single-family and multi-family low income affordable housing developments Inclusionary Housing • Continue to implement the Inclusionary Housing Ordinance by providing information to developers, the public and city staff on the requirements of the ordinance • Negotiate and prepare affordable housing agreements and density bonus agreements • Monitor the development and operation of low income affordable housing developments • Assist with the development of low income affordable housing developments from concept to construction RECENT ACCOMPLISHMENTS • Partnered with municipalities throughout San Diego County to successfully support furthering fair housing choices for all residents • Construction and sales were completed on 15 of 25 new ownership homes in Bressi Ranch (Kensington), as well as at least two of 15 affordable accessory dwelling units at Poinsettia 61 (Treviso) • Issued a Minor Home Repair grant to one household • The City Council authorized a $8.3 million financial assistance package for construction of Windsor Pointe, a 50 affordable apartment unit community with permanent supportive services to homeless and lower income veteran families and people experiencing homelessness with mental health service needs GOALS | OBJECTIVES | PRIORITIES • Complete processing the financial assistance package to Windsor Pointe and facilitate initiation of project construction • Continue to work with residential developers with inclusionary housing requirements to produce additional homes affordable to lower-income households • Research and develop other programs and/or development opportunities to increase the supply of affordable housing for low income households • Preserve and improve the quality of the city’s existing housing stock • Continue to support the Carlsbad Service Center, regional winter shelter and Bridge-to- Housing network programs SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The maintenance and operations portion of the Homeless Response Program was budgeted with Housing Trust Funds since its inception in May 2018. The budget has been moved to the Police Department’s budget in the General Fund beginning in fiscal year 2020-21. • $400,000 was budgeted to create a flexible housing subsidy program for individuals and families who are homeless or at-risk of homelessness June 2, 2020 Item #8 Page 120 of 300 COMMUNITY SERVICES | HOUSING SERVICES: RENTAL ASSISTANCE Account: 190 Fund: Special Revenue ABOUT The federally funded Section 8 rental assistance program provides monthly rental subsidies to very low-income households in Carlsbad and processes new participants into the program as additional funds are available from the federal government. SERVICES Section 8 Tenant Based Rental Assistance • Provide federal funding to subsidize rents for eligible low-income households • Assist low-income households in the community with access to rental housing that is decent, safe and sanitary • Ensure the program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan and the Public Housing Agency Plan • Achieve and maintain a lease rate that effectively and fully utilizes funding allocation Family Self-Sufficiency • Enable unemployed, under-employed or under-educated low-income families achieve economic independence from welfare • Assist families to identify barriers to becoming self-sufficient • Provide guidance to families for establishing a five-year goal and plan • Coordinate needed support services and act as an advocate on behalf of the client 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $298,537 $312,439 $310,903 $300,769 Retirement Benefits 82,666 81,236 79,710 73,464 Health Insurance 45,909 43,266 44,022 38,636 Other Personnel Expenses 12,616 14,692 22,513 9,689 Personnel Services Subtotal 439,728 451,633 457,148 422,558 Operating Expenses Professional & Contract Services 34,831 33,832 33,500 34,000 Supplies & Materials 6,120 5,741 10,515 10,665 Repair & Maintenance 640 505 300 300 Interdepartmental Charges 133,853 150,866 116,801 115,743 Other Operating Expenses 6,601,091 6,836,887 7,137,300 7,139,800 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 6,776,535 7,027,831 7,298,416 7,300,508 TOTAL EXPENDITURES $7,216,263 $7,479,464 $7,755,564 $7,723,066 Full Time Positions 3.50 4.60 4.00 4.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 121 of 300 RECENT ACCOMPLISHMENTS • Provided monthly rental assistance to approximately 550 very-low and extremely low- income households • Received “High Performer” ranking under the Section Eight Management Assessment Program for the ninth consecutive year, due to outstanding program performance GOALS | OBJECTIVES | PRIORITIES • Fully implement the Section 8 program management software to improve operational efficiency and reduce the need for paper file storage and increase the ability for electronic file storage • Complete intake and lease up for rental assistance vouchers for 15 non-elderly, disabled participants June 2, 2020 Item #8 Page 122 of 300 COMMUNITY SERVICES | HOUSING SERVICES: COMMUNITY DEVELOPMENT BLOCK GRANT Account: 391 Fund: Special Revenue ABOUT The Community Development Block Grant or CDBG program represents federal funds provided to the city to develop viable urban communities through the provision of decent housing, a suitable living environment and by expanding economic opportunities for lower income persons. This program in the City of Carlsbad is focused on providing specific benefit to low income residents, with serving the city’s homeless population and providing affordable housing as the two highest priorities. SERVICES • Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process for identifying activities to be included in the Annual Action Plan for the CDBG Program • Prepare a five-year consolidated plan for submittal to U.S. Department of Housing and Urban Development • Ensure that documentation is maintained to meet guidelines established by HUD for continued CDBG funding • Monitor activities of grant sub-recipients to ensure that HUD and city requirements are met • Prepare the Consolidated Annual Performance and Evaluation Report for review and acceptance by the City Council and HUD 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $34,856 $30,127 $81,913 $48,864 Retirement Benefits 13,752 12,043 14,639 11,718 Health Insurance 5,926 3,503 11,042 3,503 Other Personnel Expenses 1,591 1,584 3,602 1,558 Personnel Services Subtotal 56,125 47,257 111,196 65,643 Operating Expenses Professional & Contract Services 18,735 21,711 20,000 39,000 Supplies & Materials 0 0 300 3,500 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 390 750 950 500 Other Operating Expenses 57,269 439,684 500,449 547,000 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 76,394 462,145 521,699 590,000 TOTAL EXPENDITURES $132,519 $509,402 $632,895 $655,643 Full Time Positions 0.60 0.65 0.57 0.57 Hourly/FTE Positions 0.00 0.00 0.50 0.00 June 2, 2020 Item #8 Page 123 of 300 RECENT ACCOMPLISHMENTS • Provided funding assistance to six non-profit, non-city organizations to provide services to low income households with a focus on affordable housing, supportive services to low income and special needs populations and assisted in the prevention and reduction of homeless residents in Carlsbad • CDBG funds were expended to purchase resales of affordable ownership units to be resold to low and/or very low-income buyers. Two homes were purchased in fiscal year 2019 • Successful submission and HUD approval of the Annual CDBG Action Plan for fiscal year 2019-20 GOALS | OBJECTIVES | PRIORITIES • Successful completion and submission of the fiscal year 2020-21 Consolidated Annual Plan Evaluation Report • Project identification and related expenditure plan for CDBG funds to provide for additional affordable housing opportunities for low income households, with specific focus on those experiencing homelessness • Identification of additional programs that can be funded through the CDBG program to assist the homeless residents of Carlsbad June 2, 2020 Item #8 Page 124 of 300 COMMUNITY SERVICES | HOUSING SERVICES: SUCCESSOR AGENCY Account: 801 Fund: Trust Fund 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 • Activities associated with the dissolution of the redevelopment agency • Ensure payment of all debt obligations as approved by the Oversight Board RECENT ACCOMPLISHMENTS • Processed Recognized Obligations Payment Schedule for fiscal year 2020-21 for approval by the countywide Oversight Board • Received loan repayment from the successor agency and funding for payment on redevelopment bond GOALS | OBJECTIVES | PRIORITIES • Continue to take actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $52,268 $47,752 $78,078 $30,004 Retirement Benefits 19,960 19,343 13,758 7,196 Health Insurance 9,106 8,061 6,780 2,158 Other Personnel Expenses 2,310 2,672 3,250 952 Personnel Services Subtotal 83,644 77,828 101,866 40,310 Operating Expenses Professional & Contract Services 8,959 681 38,000 38,000 Supplies & Materials 8,403 7,686 11,000 11,000 Repair & Maintenance 0 0 1,500 1,500 Interdepartmental Charges 26,237 44,267 45,667 46,005 Other Operating Expenses 1,689,536 1,639,106 1,348,759 1,796,708 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 1,733,135 1,691,740 1,444,926 1,893,213 TOTAL EXPENDITURES $1,816,779 $1,769,568 $1,546,792 $1,933,523 Full Time Positions 0.85 0.85 0.35 0.35 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 125 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: SUMMARY LIBRARY & CULTURAL ARTS • Administration • Circulation Services • Reference, Genealogy & Carlsbad History Services • Children’s Services • Collections & Technical Services • Bilingual, Literacy & Lifelong Learning Services • Community Relations • Cultural Arts 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $5,507,562 $5,637,609 $6,087,974 $6,296,303 Retirement Benefits 1,129,298 1,192,438 1,097,641 1,107,392 Health Insurance 528,849 558,617 662,330 641,553 Other Personnel Expenses 267,211 285,752 284,611 176,604 Personnel Services Subtotal 7,432,920 7,674,416 8,132,556 8,221,852 Operating Expenses Professional & Contract Services 459,594 670,957 748,961 685,010 Supplies & Materials 1,209,765 1,506,185 1,440,701 1,454,292 Repair & Maintenance 41,251 44,187 51,525 49,075 Interdepartmental Charges 2,481,776 2,683,080 3,139,071 2,857,734 Other Operating Expenses 542,987 552,684 632,514 579,200 Capital Outlay 9,155 170,984 0 0 Operating Expenses Subtotal 4,744,528 5,628,077 6,012,772 5,625,311 TOTAL EXPENDITURES $12,177,448 $13,302,493 $14,145,328 $13,847,163 General Fund $11,990,021 $12,969,709 $13,743,851 $13,291,868 Special Revenue Fund 187,427 332,784 401,477 555,295 TOTAL FUNDING $12,177,448 $13,302,493 $14,145,328 $13,847,163 Full Time Positions 51.50 50.50 52.50 52.50 Hourly/FTE Positions 59.83 59.83 61.66 61.66 I I I I June 2, 2020 Item #8 Page 126 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: ADMINISTRATION Account: 0014010 Fund: General 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, state and federal government agencies; and provides liaison services, resource assistance and technical guidance to Library Board of Trustees, Arts Commission, Historic Preservation Commission, the Friends of the 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, monitor and respond to industry trends • Manage all personnel and volunteer recruitment activities; develop and maintain policies. and procedures; provide centralized training services for all staffing and volunteer services • Develop and monitor budgets, contract and grant administration and purchasing and accounting processes • Develop and plan technology solutions to effectively deliver library and cultural arts services • Participate in and promote public education pertaining to the general history of Carlsbad, historic areas and sites 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,157,094 $1,203,324 $1,249,359 $1,283,986 Retirement Benefits 309,339 336,757 287,914 283,433 Health Insurance 152,762 158,599 165,801 124,564 Other Personnel Expenses 45,162 50,474 49,113 36,536 Personnel Services Subtotal 1,664,357 1,749,154 1,752,187 1,728,519 Operating Expenses Professional & Contract Services 96,522 133,433 94,320 25,700 Supplies & Materials 122,074 120,090 130,167 131,012 Repair & Maintenance 39,744 42,042 41,955 45,855 Interdepartmental Charges 511,854 479,852 549,183 693,003 Other Operating Expenses 531,269 537,048 625,704 578,600 Capital Outlay 0 124,932 0 0 Operating Expenses Subtotal 1,301,463 1,437,397 1,441,329 1,474,170 TOTAL EXPENDITURES $2,965,820 $3,186,551 $3,193,516 $3,202,689 Full Time Positions 13.00 12.00 12.00 12.00 Hourly/FTE Positions 3.83 3.83 3.82 3.82 June 2, 2020 Item #8 Page 127 of 300 RECENT ACCOMPLISHMENTS • Completed the second year of a three-year effort with The Centre for Organization Effectiveness to advance talent development and succession planning, focusing on transferring knowledge to new staff, including a new Library & Cultural Arts Director • Made additional investments in the training and development of the part-time workforce, which is vital to continue high-quality service delivery and to foster a strong future workforce • Initiated a Technology Vision & Strategic Staffing effort to recommend processes and staffing necessary to meet the technology needs of the community • Upgraded the self-check kiosks and operating system to offer new features and comply with industry standards for secure processing of credit card transactions • Developed the framework for integrating the library’s patron account system with the city’s system for accepting payments to improve accuracy and efficiency • Upgraded rental venue and meeting room AV systems to provide consistent, state-of-the-art features • Supported three boards and commissions in the development of work plans for presentation to the City Council GOALS | OBJECTIVES | PRIORITIES • Complete work on talent development and succession planning including transition to new leadership; institutionalize ongoing talent management practices • Carefully manage department resources in a shifting economic environment • Provide expertise and input into the procurement process to select a future integrated library system that meets the cutting-edge expectations of a modern public library June 2, 2020 Item #8 Page 128 of 300 COMMUNITY SERVICES| LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES Account: 0014015 Fund: General ABOUT Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of all library print and audio-visual materials. SERVICES • Issue new and replacement library cards to borrowers and Internet users • Circulate print and audio-visual materials, answer collection related questions • Track reserved and overdue items; sort, organize and shelve all library materials • Collect fines and fees; reconcile daily transactions and oversee collection agency accounts • Coordinate Carlsbad’s participation in county-wide delivery and return of Serra Cooperative member library materials • Collect retired flags from deposit boxes; deliver to the Fire Department for proper disposal • Conduct an annual inventory of the collection • Maintain accuracy of user records through reports 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $827,213 $869,886 $898,079 $936,680 Retirement Benefits 106,476 108,809 105,568 104,014 Health Insurance 33,525 40,944 46,392 58,219 Other Personnel Expenses 52,528 54,765 51,154 26,123 Personnel Services Subtotal 1,019,742 1,074,404 1,101,193 1,125,036 Operating Expenses Professional & Contract Services 0 0 0 0 Supplies & Materials 6,982 20,908 14,120 12,500 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 164,760 173,810 205,505 113,375 Other Operating Expenses 0 0 0 0 Capital Outlay 0 5,908 0 0 Operating Expenses Subtotal 171,742 200,626 219,625 125,875 TOTAL EXPENDITURES $1,191,484 $1,275,030 $1,320,818 $1,250,911 Full Time Positions 4.50 4.50 4.50 4.50 Hourly/FTE Positions 21.08 20.68 20.68 20.68 June 2, 2020 Item #8 Page 129 of 300 RECENT ACCOMPLISHMENTS • Expanded collection of staff training videos to simplify onboarding of new circulation staff. Worked with training coordinator to explore new training methods and platforms • Expanded selection of sewing classes to include individual projects. Donated over 100 quilts made in class to the Trauma Intervention Project • Participated in launch of simplified self-check kiosk application GOALS | OBJECTIVES | PRIORITIES • Explore digital library card applications, mobile checkout devices and other efficiencies to improve the customer experience • Partner with San Diego County foster care to donate quilts made in sewing classes to foster children • Complete change in placement of service desks and staffing models to better address patron usage patterns June 2, 2020 Item #8 Page 130 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: REFERENCE, GENEALOGY & CARLSBAD HISTORY SERVICES Account: 0014016 Fund: General ABOUT Reference Services staff assists the public with information needs; locates library materials for patrons; provides instruction on resource use; performs research for the public, local business and government; and provides readers’ advisory assistance. The Genealogy & Carlsbad History staff provides reference and instructional assistance to patrons researching their ancestry and preserves Carlsbad history materials for public research. The division works closely with the North San Diego County Genealogical Society, a partner organization of the Dove Library, to provide educational genealogy programs for the community and with the City of Carlsbad’s Historic Preservation Commission to support their work. Both areas support patrons’ increasing use of technology through digital literacy training and access to emerging technologies. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,325,750 $1,284,739 $1,429,476 $1,475,555 Retirement Benefits 242,348 248,526 241,978 243,601 Health Insurance 81,185 87,605 111,176 107,905 Other Personnel Expenses 64,762 67,294 68,365 40,181 Personnel Services Subtotal 1,714,045 1,688,164 1,850,995 1,867,242 Operating Expenses Professional & Contract Services 5,992 207 4,000 1,700 Supplies & Materials 10,590 8,806 16,749 16,699 Repair & Maintenance 1,147 1,770 3,870 1,920 Interdepartmental Charges 783,702 877,169 1,014,351 932,387 Other Operating Expenses 304 837 3,700 0 Capital Outlay 6,376 0 0 0 Operating Expenses Subtotal 808,111 888,789 1,042,670 952,706 TOTAL EXPENDITURES $2,522,156 $2,576,953 $2,893,665 $2,819,948 Full Time Positions 11.00 11.00 11.00 11.00 Hourly/FTE Positions 15.30 15.35 15.35 15.35 June 2, 2020 Item #8 Page 131 of 300 SERVICES • Respond to in-person, telephone, email and text reference questions, provide instruction, classes and tours, assist the public with access to digital resources and administer services to homebound patrons • Support a collaborative learning environment in which community members can express their creativity through digital photography and editing, 3D printing and design, coding and electronics, digital crafting and media conversion • Contribute to the management and selection of books, digital resources, audiovisual materials, magazines, newspapers and other library materials • Introduce new technology and electronic resources, facilitate instructional programs, assist users in the library’s computer labs and lead book clubs • Plan and execute community outreach activities such as visits to schools, senior centers, farmers’ markets and other community groups • Manage the selection and organization of print and digital genealogy and Carlsbad history resources, preserve archival collections and provide instruction and assistance to patrons of all ages researching genealogy or local history • Coordinate with the North San Diego County Genealogical Society to schedule and provide free educational genealogy programs • Support the work of the City of Carlsbad’s Historic Preservation Commission through research, digitization and programming RECENT ACCOMPLISHMENTS • Acquired, tested and developed curriculum for creative digital and technology-related programs and services to northern Carlsbad, including digital crafting, virtual reality and the ability to convert photos, slides and negatives to digital formats • Implemented live online chat feature, LibChat, which allows patrons to ask questions of research librarians from their computer • Evaluated existing programs and services to respond to community needs; added computers in study rooms to aid tutoring services and patrons, leveraged LibCAL for teen programming and tailored Books To Go outreach programs to schools • Awarded grant from Institute of Museum and Library Services to participate in Embedded Evaluation in Public Libraries, a team-based training project to build evaluation knowledge and skills, embed evaluation in the library and develop professional networks • Upgraded Exploration HUB equipment with new iMacs and Adobe Creative Suite, GameMaker Studio 2 and Adobe Premiere Elements. Improved space by reconfiguring design to enhance creativity, social interaction and team projects. • Created research files and digitized resources to support the work of the City of Carlsbad’s Historic Preservation Commission GOALS | OBJECTIVES | PRIORITIES • Expand creative digital and technology-related programs and services in northern Carlsbad, including virtual reality headsets, digital crafting and a mobile recording studio • Develop comprehensive Reference training and onboarding procedures in video and wiki online platforms to develop and enhance staff efficacies • Increase access to digitized archival materials located in the Carlsbad History Collection through the selection and population of an improved digital asset management system June 2, 2020 Item #8 Page 132 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES Account: 0014035 Fund: General ABOUT The Children’s Services Division supports the educational, literacy, informational, cultural and recreational needs of young patrons from babies through middle school-aged children. Youth-related reference and readers’ advisory services are also offered to parents, caregivers and teachers. SERVICES • Develop and present educational programs for children year-round, including weekly early literacy and educational programs, as well as special reading programs such as the annual Summer Reading Adventure • Promote literacy and the enjoyment of reading by connecting children with books through personal interactions, programs and development of an age-appropriate collection • Support digital literacy for children by providing computers with early literacy programs, internet access and educational games as well as remote access to digital databases for homework assistance • Answer reference questions and assist in using the collection and internet computers for research and homework • Manage the Homework Zone program, which offers children in grades 1-12 personalized homework assistance provided by volunteers • Provide library instruction and tours for children and youth-related groups 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $638,259 $638,805 $680,082 $697,071 Retirement Benefits 140,130 146,113 128,219 127,899 Health Insurance 105,162 97,165 109,147 100,503 Other Personnel Expenses 32,152 33,788 33,815 19,890 Personnel Services Subtotal 915,703 915,871 951,263 945,363 Operating Expenses Professional & Contract Services 0 0 0 0 Supplies & Materials 3,073 11,844 6,595 5,795 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 317,259 351,627 423,754 353,548 Other Operating Expenses 0 0 110 0 Capital Outlay 0 26,201 0 0 Operating Expenses Subtotal 320,332 389,672 430,459 359,343 TOTAL EXPENDITURES $1,236,035 $1,305,543 $1,381,722 $1,304,706 Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 5.55 5.55 5.55 5.55 June 2, 2020 Item #8 Page 133 of 300 • Build community connections through story times, book talks and instructional sessions at local schools and special events throughout the city • Provide leadership opportunities and community service hours for teens RECENT ACCOMPLISHMENTS • Strengthened early literacy efforts by initiating “Baby’s First Visit to the Library” promotion in conjunction with Library Card Sign-up Month • Established a thematic, systemwide STEAM program for youth in kindergarten through sixth grade • Developed department-wide story time curriculum standards to ensure the quality of early literacy programs and ease of training for new staff • Enhanced outreach efforts by adding the presentation of story times and book talks to local schools and representing the department at the TGIF Concerts in the Parks series • Represented the city in the presentation of CityStuff curriculum to third-grade classrooms plus conducted library tours for the participants GOALS | OBJECTIVES | PRIORITIES • Explore new opportunities for virtual programming and the potential for hybrid models with existing programs and events • Strengthen early literacy efforts by launching “1,000 Books Before Kindergarten” program • Design and implement a unified, thematic approach to STEAM exploration and discovery for children from pre-K to grade 6 and their families in the newly configured Leichtag Family Foundation Discovery Room • Provide children from pre-K to grade 6 with opportunities for developing digital literacy and 21st century thinking skills through STEAM programming systemwide • Utilize donated funds to design and implement improvements to the Cole Children’s picture book area to provide a more attractive and interactive experience for young children and their families June 2, 2020 Item #8 Page 134 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES Account: 0014040 1454010 1454011 Fund: General Special Revenue-Gifts/Benefits Special Revenue-Friends of the Library ABOUT Collections & Technical Services coordinates the selection of materials and manages collection development for all library facilities. Staff oversee selection, ordering, invoicing and acquisition of library materials for the public, in both physical and electronic formats. Staff also catalog and prepare library materials for public use, evaluate new content formats, devise new cataloging and processing procedures as new formats are added and evaluate usage patterns for electronic formats. SERVICES • Manage the selection of library materials in accordance with collection development policies and industry practices to continue to meet the educational, life-long learning and entertainment needs of the community • Source and purchase library materials, in physical and electronic format • Track the ordering and invoicing of materials, working with department and city staff to ensure timely payment to vendors 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $547,275 $536,015 $566,605 $590,667 Retirement Benefits 135,246 140,045 128,187 125,371 Health Insurance 73,597 76,874 85,168 90,138 Other Personnel Expenses 26,074 27,439 28,515 17,308 Personnel Services Subtotal 782,192 780,373 808,475 823,484 Operating Expenses Professional & Contract Services 12,371 86,839 34,000 29,750 Supplies & Materials 991,038 1,218,800 1,160,115 1,153,389 Repair & Maintenance 0 0 200 0 Interdepartmental Charges 128,317 136,204 166,166 180,240 Other Operating Expenses 456 419 250 0 Capital Outlay 0 4,625 0 0 Operating Expenses Subtotal 1,132,182 1,446,887 1,360,731 1,363,379 TOTAL EXPENDITURES $1,914,374 $2,227,260 $2,169,206 $2,186,863 General Fund $1,861,763 $2,079,500 $2,039,791 $1,960,663 Special Revenue Fund 52,611 147,760 129,415 226,200 TOTAL FUNDING $1,914,374 $2,227,260 $2,169,206 $2,186,863 Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 2.93 2.88 2.88 2.88 I I I I June 2, 2020 Item #8 Page 135 of 300 • Create and maintain database records and label materials to allow patrons to discover and locate items of interest • Manage and reorganize physical shelving and location of materials as required to assist patrons in finding materials of interest • Perform Inter-Library Loans to provide patron access to materials outside the Carlsbad collection • Coordinate the removal of out-of-date or damaged materials to maintain a current and desirable collection • Use vendor reporting portals to track and assess patron use of electronic content RECENT ACCOMPLISHMENTS • Identified and added to the collection new eResources and expanded the existing eBooks collection in response to increased patron demand for online access to popular digital content • Implemented innovative approaches to eBook circulation to provide better access to the top demand titles • Documented procedures and conducted staff cross-training to build skills and ensure continuity of services during staff absences and for succession planning, working to organize documentation for easy access • Leveraged less frequently used features of cataloging software applications, including Integrated Library System software and vendor data processing to increase cataloging efficiency and streamline labor-intensive processes • Modified labeling, shelving locations and database indexing to improve access and increase findability • Developed a new green approach to providing book group multiple copy materials that saves money for the library and is less wasteful for the environment GOALS | OBJECTIVES | PRIORITIES • Participate in market and product analysis of discovery layer software with an eye towards providing next generation catalog findability and patron access to the library collections, both physical and electronic • Provide expertise and input into the procurement process to select a future integrated library system that meets the cutting-edge expectations of a modern public library June 2, 2020 Item #8 Page 136 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: BILINGUAL, LITERACY & LIFELONG LEARNING SERVICES Account: 001405X Fund: General ABOUT The Library Learning Center offers general library programs and services in addition to childhood, family and adult literacy programs, collections and activities. Two unique aspects of the Learning Center are Bilingual Services and Literacy Services. Bilingual Services provides specialized library services and programs to Spanish-speaking patrons and community members wanting to explore the language. Literacy Services provides one-to-one tutoring along with additional learning services for adult learners who want to improve their reading, writing and computer skills to meet life goals. SERVICES • Provide access to English-Spanish, bilingual and literacy materials for all ages • Offer reading and writing help by trained volunteer tutors for English-speaking adults • Provide English as a second language classes in partnership with MiraCosta College • Provide children’s activities in English, Spanish and bilingual English-Spanish • Facilitate the Homework Zone program, which offers homework assistance to school-age students by volunteers • Offer intensive reading help to elementary school-age children • Manage an accredited Career Online High School diploma program and support students • Provide teen programs, concerts and family events 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $378,193 $363,504 $449,976 $456,495 Retirement Benefits 64,106 66,491 66,933 75,604 Health Insurance 10,862 12,708 33,092 52,716 Other Personnel Expenses 20,432 21,425 22,139 12,919 Personnel Services Subtotal 473,593 464,128 572,140 597,734 Operating Expenses Professional & Contract Services 1,804 1,744 2,015 1,575 Supplies & Materials 45,483 44,435 8,755 6,155 Repair & Maintenance 75 90 300 300 Interdepartmental Charges 409,733 456,462 534,771 407,358 Other Operating Expenses 10,448 7,507 600 600 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 467,543 510,238 546,441 415,988 TOTAL EXPENDITURES $941,136 $974,366 $1,118,581 $1,013,722 Full Time Positions 3.00 3.00 4.00 4.00 Hourly/FTE Positions 5.66 5.66 5.67 6.07 June 2, 2020 Item #8 Page 137 of 300 • Offer Spanish-language book clubs • Provide learning assistance in reading, writing and comprehension to students in partnership with Carlsbad High School RECENT ACCOMPLISHMENTS • Onboarded a new principal librarian, two library assistants and a new volunteer coordinator • Added one full-time library assistant in the Learning Center to support increased offerings to the community, including added Saturday hours • Raised awareness of Library Learning Center services through outreach programs • Addressed challenges with access to library, bilingual English-Spanish and literacy services and community interest by offering Saturday hours of service at the Library Learning Center GOALS | OBJECTIVES | PRIORITIES • Explore new opportunities for virtual programming and the potential for hybrid models with existing programs and events • Develop a new digital literacy and technology tutoring program that will serve Literacy Services learners • Launch family literacy programming supported with new California Library Literacy Services grant funding • Expand English as a Second Language class offerings in partnership with MiraCosta College to include additional conversation skills classes • Seek external partner to provide tax preparation assistance June 2, 2020 Item #8 Page 138 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: COMMUNITY RELATIONS Account: 0014060 1454013 1454014 Fund: General Special Revenue-Gartner Donation Special Revenue-Benson Donation ABOUT The Community Relations Division coordinates the development, delivery and assessment of programs for the community, performs outreach to promote departmental services and identify community needs, advances partnerships and provides a wide range of event management services and related activities in support of programs staged in the Ruby G. Schulman Auditorium, George and Patricia Gowland Meeting Room and other library venues. In addition, the Community Relations Division assists with internal communications and external publicity for the department through print and electronic publications, social media, digital signage and website and intranet management. SERVICES • Coordinate with the city’s Communications Office on marketing and publicity for library and cultural arts programs and services. Activity includes website communications, e- newsletters, social media initiatives and video productions. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $187,533 $268,291 $274,266 $287,956 Retirement Benefits 37,333 51,485 43,920 44,213 Health Insurance 25,462 45,104 38,692 40,687 Other Personnel Expenses 8,737 11,119 11,379 7,622 Personnel Services Subtotal 259,065 375,999 368,257 380,478 Operating Expenses Professional & Contract Services 70,499 132,228 76,744 62,800 Supplies & Materials 5,818 60,666 95,550 116,547 Repair & Maintenance 285 285 4,200 1,000 Interdepartmental Charges 107,692 116,627 141,005 104,840 Other Operating Expenses 0 0 0 0 Capital Outlay 2,779 7,917 0 0 Operating Expenses Subtotal 187,073 317,723 317,499 285,187 TOTAL EXPENDITURES $446,138 $693,722 $685,756 $665,665 General Fund $366,459 $540,111 $487,894 $464,955 Special Revenue Fund 79,679 153,611 197,862 200,710 TOTAL FUNDING $446,138 $693,722 $685,756 $665,665 Full Time Positions 2.00 2.00 2.00 2.00 Hourly/FTE Positions 1.95 2.35 3.33 3.33 I I I I June 2, 2020 Item #8 Page 139 of 300 • Plan, execute and evaluate programs for adults including special events, author lectures, play readings, film series, poetry reading and writing workshops and concert series • Manage the public rental use of three facilities including reservations, billing, room set up and technical support • Provide technical and event support for library and cultural arts programs RECENT ACCOMPLISHMENTS • Executed audio-visual upgrade in the Cole Library Community Room to improve community program experiences • Executed audio-visual upgrade at the Library Learning Center to improve learning experiences • Developed and implemented community outreach training for staff to increase effectiveness in assessing community needs and delivering messages on Library & Cultural Arts services • Used staff vacancies as opportunity to reassign work within division for maximum efficiency GOALS | OBJECTIVES | PRIORITIES • Develop a request for bids to pursue a replacement of the integrated audio system in the Schulman Auditorium, when funding becomes available • Explore new opportunities for virtual programming and delivery platforms June 2, 2020 Item #8 Page 140 of 300 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: CULTURAL ARTS Account: 001406X 148 175 Fund: General Special Revenue-Special Events Special Revenue-Schulman Endowment ABOUT The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts education activities, temporary and permanent public art and other cultural offerings to make connections among artists, cultural organizations, community groups, businesses, visitors and residents that sustain and promote a thriving, diverse and creative city. SERVICES • Present visual arts exhibitions, performing arts and film programming at the Ruby G. Schulman Auditorium, the William D. Cannon Art Gallery and other Carlsbad locations • Create, document and maintain the city’s permanent and temporary public art collection • Administer the Community Arts Grant program with the Carlsbad Arts Commission and community arts stakeholders 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $446,245 $473,045 $540,131 $567,893 Retirement Benefits 94,320 94,212 94,922 103,257 Health Insurance 46,294 39,618 72,862 66,821 Other Personnel Expenses 17,364 19,448 20,131 16,025 Personnel Services Subtotal 604,223 626,323 728,046 753,996 Operating Expenses Professional & Contract Services 272,406 316,506 537,882 563,485 Supplies & Materials 24,707 20,636 8,650 12,195 Repair & Maintenance 0 0 1,000 0 Interdepartmental Charges 58,459 91,329 104,336 72,983 Other Operating Expenses 510 6,873 2,150 0 Capital Outlay 0 1,401 0 0 Operating Expenses Subtotal 356,082 436,745 654,018 648,663 TOTAL EXPENDITURES $960,305 $1,063,068 $1,382,064 $1,402,659 General Fund $905,168 $1,031,655 $1,307,864 $1,274,274 Special Revenue Fund 55,137 31,413 74,200 128,385 TOTAL FUNDING $960,305 $1,063,068 $1,382,064 $1,402,659 Full Time Positions 4.00 4.00 5.00 5.00 Hourly/FTE Positions 3.53 3.53 4.38 4.38 I I I I June 2, 2020 Item #8 Page 141 of 300 • Offer educational programs for youth and adults, including Three-Part Art, Family Open Studios and summer workshop intensives, as well as partnering with Parks & Recreation Department at Leo Carrillo Ranch Historic Park • Produce nine TGIF Concerts in the Parks with pre-shows showcasing local talent • Work closely with Carlsbad Friends of the Arts to build their leadership and fundraising capacity • Create a diversified array of experiences in the visual and performing arts that foster interaction with artists, while also promoting a more profound connection for residents as both participants and audience members RECENT ACCOMPLISHMENTS • Hired the city’s first full-time public art coordinator in February, to implement temporary and permanent projects and maintain the existing public art inventory • Completed a Venue Feasibility Study and Market Survey documenting community need and interest in a performing and visual arts venue, as detailed in the Arts & Culture Master Plan • Completed research and identified top strategy for mobile delivery of arts programming; utilized the TGIF stage and Family Open Studios with community partnerships at Art in the Village and Carlsbad Village Street Fair • Hosted three guest artist residencies, offering community members an opportunity to observe and interact with artists onsite • Installed new temporary public art including a mural in the Cole Library and the Carlsbad Beach Chair in The Village • Continued performing arts series, Starring Artists (season 3) and Front Row Fridays (season 2) featuring music, theater and dance, reflecting interests of an expanding audience • Collaborated with local arts organizations to highlight local talent at TGIF Concerts in the Parks during a pre-show at each concert GOALS | OBJECTIVES | PRIORITIES • Continue to address priority initiatives from the Arts & Culture Master Plan • Complete design, develop curriculum and explore grant resources for a mobile arts vehicle, to further extend arts experiences throughout Carlsbad, for future procurement when funding is available • Create opportunities for residents to serve on arts committees alongside Arts Commissioners to increase community feedback on arts topics • Implement the pilot STEAM initiative with Carlsbad’s three Title 1 elementary schools with a future goal of replication to other Carlsbad schools • Continue guest artist residencies in visual, performing and arts education to reach an inter- generational audience through classes, performances, workshops and collaboration with community partners • Explore new opportunities for virtual programming and the potential for a hybrid model with existing programs and events • Add new public art installations to respond to community interest including additional beach chairs such as the one located in the Village • Continue public art maintenance and restoration process • Implement a web-based grants management application to improve the grants process and provide greater efficiency in managing grant funding June 2, 2020 Item #8 Page 142 of 300 COMMUNITY SERVICES | PARKS & RECREATION: SUMMARY PARKS & RECREATION • Administration • Recreation • Parks and Trail Maintenance • Street Tree Maintenance • Median Maintenance • The Crossings Golf Course 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $5,891,709 $6,075,224 $6,837,929 $6,891,761 Retirement Benefits 1,180,398 1,223,591 1,159,449 1,145,476 Health Insurance 521,009 499,377 677,173 629,667 Other Personnel Expenses 454,186 516,470 526,557 318,744 Personnel Services Subtotal 8,047,302 8,314,662 9,201,108 8,985,648 Operating Expenses Professional & Contract Services 5,316,991 5,583,800 6,854,909 6,691,136 Supplies & Materials 1,116,680 1,426,487 1,547,541 1,167,121 Repair & Maintenance 22,303 49,796 75,184 77,664 Interdepartmental Charges 1,354,347 1,502,012 1,638,952 1,541,470 Other Operating Expenses 8,735,534 9,021,384 9,389,646 8,231,820 Capital Outlay 546,809 833,556 798,750 172,000 Operating Expenses Subtotal 17,092,664 18,417,035 20,304,982 17,881,211 TOTAL EXPENDITURES $25,139,966 $26,731,697 $29,506,090 $26,866,859 General Fund $16,028,770 $17,165,407 $18,890,152 $17,993,237 Enterprise Fund 7,322,249 7,794,389 8,227,596 6,571,000 Special Revenue Fund 1,788,947 1,771,901 2,388,342 2,302,622 TOTAL FUNDING $25,139,966 $26,731,697 $29,506,090 $26,866,859 Full Time Positions 57.00 55.00 55.00 55.00 Hourly/FTE Positions 89.83 89.61 89.61 77.83 I I I I June 2, 2020 Item #8 Page 143 of 300 COMMUNITY SERVICES | PARKS & RECREATION: ADMINISTRATION Account: 001451X 0014545 0014635 140 149 Fund: General General General Special Revenue-Scholarships Special Revenue-Donations ABOUT The Parks & Recreation Department is nationally accredited by the Commission for the Accreditation of Park and Recreation Agencies for excellence in operation and service. 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 and performance • Develop and monitor operating budget and annual Capital Improvement Program budget • Process and issue city special event permits • Enhance open space and trail system by land acquisition, construction and maintenance • Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,184,613 $1,160,250 $1,305,248 $1,295,644 Retirement Benefits 304,914 304,755 292,823 289,753 Health Insurance 112,900 109,844 160,825 111,361 Other Personnel Expenses 53,341 58,395 74,732 47,350 Personnel Services Subtotal 1,655,768 1,633,244 1,833,628 1,744,108 Operating Expenses Professional & Contract Services 375,350 164,780 376,100 309,100 Supplies & Materials 68,776 216,980 82,400 86,143 Repair & Maintenance 20,113 44,879 71,784 74,114 Interdepartmental Charges 160,984 165,455 207,210 207,489 Other Operating Expenses 85,589 96,745 142,850 99,500 Capital Outlay 1,995 168,254 0 0 Operating Expenses Subtotal 712,807 857,093 880,344 776,346 TOTAL EXPENDITURES $2,368,575 $2,490,337 $2,713,972 $2,520,454 General Fund $2,278,704 $2,442,819 $2,601,972 $2,421,754 Special Revenue Fund 89,871 47,518 112,000 98,700 Total Funding $2,368,575 $2,490,337 $2,713,972 $2,520,454 Full Time Positions 11.30 11.45 12.45 11.45 Hourly/FTE Positions 1.78 6.15 1.13 1.36 June 2, 2020 Item #8 Page 144 of 300 • Monitor recreation programs with participant surveys and community outreach • Administer recreation program scholarships to low-income Carlsbad residents • Design, produce and distribute Community Services Guide publications • Update and implement master and strategic planning efforts • Development, monitor and support the department’s Information Technology • Provide liaison services with Parks & Recreation, Senior and Beach Preservation commissions RECENT ACCOMPLISHMENTS • Maintained national accreditation from the Commission for the Accreditation of Park and Recreation Agencies • Attained one additional staff certification through the Certified Park and Recreation Professional Program • Completed Aviara Community Park Phase II Improvements Project and Poinsettia Community Park Phase III Improvements Project • Monitored construction of Buena Vista Reservoir Site Park Development Project • Monitored permitting of Poinsettia Community Park Phase IV Improvements Project • Completed and received City Council adoption of Trails Master Plan and Community Forest Management Plan Update • Conducted public outreach program for master planning of Veterans Memorial Park • Conducted public outreach program for Parks & Recreation Department Master Plan Update • Completed outdoor wayfinding and interpretive signs at Leo Carrillo Ranch Historic Park • Supported three boards and commissions in the development of annual work plans for presentation to the City Council • Presented session on intergenerational programs at California Parks and Recreation Society’s annual conference • Participated in North County Community Intergenerational Council GOALS | OBJECTIVES | PRIORITIES • Complete process to update Parks & Recreation Department Master Plan • Assist with construction administration of Calavera Hills Community Park Gateway Project • Monitor and direct plan and specification refinement phases of Poinsettia Community Park Phase IV Improvements Project and subsequently assist with construction administration • Monitor and direct plan and specification refinement phases of Buena Vista Reservoir Site Park Project and assist with construction administration • Monitor and direct plan and specification refinement phases of Hosp Grove Park Refurbishments Project • Administer design services contract for the design/development construction drawings for the South Shore Aqua Hedionda Lagoon (Hub Park) Trail • Commence interpretive exhibit planning for newly restored stable bunkhouse at Leo Carrillo Ranch Historic Park and proceed with installation based on findings and community input • Progress with conceptual design phase for master planning of Veterans Memorial Park • In partnership with Public Works, continue to improve the city’s municipal waste reduction, recycling and waste diversion programs • Complete implementation of a mobile application to enhance citywide trails use • Support the three commissions in accomplishing the goals and tasks within each work plan, including coordination of a Beach Preservation Commission North Beach Clean-up Event June 2, 2020 Item #8 Page 145 of 300 COMMUNITY SERVICES | PARKS & RECREATION: RECREATION Account: 0014520-44 0014546-73 143 Fund: General General Special Revenue-Senior Program Donations ABOUT The Parks & Recreation Department offers a wide range of programs and services, including youth and adult sports, instructional classes, camps, aquatics, preschool, teens and special events. The department operates 336 acres of developed community 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 programs and facilities • Collect and account for revenue to ensure efficient and cost-effective programming • Supervise operations and programs at community centers, parks and other city facilities • Process applications and issue permits for use of facilities • Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations • Issue Agua Hedionda Lagoon use permits and distribute information regarding regulations 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $3,001,222 $3,196,137 $3,566,859 $3,651,412 Retirement Benefits 415,049 441,588 426,861 423,392 Health Insurance 168,099 141,666 198,903 203,977 Other Personnel Expenses 269,703 321,829 314,696 187,305 Personnel Services Subtotal 3,854,073 4,101,220 4,507,319 4,466,086 Operating Expenses Professional & Contract Services 881,885 907,830 1,174,915 1,123,895 Supplies & Materials 757,000 758,271 915,466 709,803 Repair & Maintenance 1,892 4,417 2,900 3,050 Interdepartmental Charges 730,882 873,821 995,004 983,071 Other Operating Expenses 401,985 425,921 452,890 426,920 Capital Outlay 155,358 131,013 0 0 Operating Expenses Subtotal 2,929,002 3,101,273 3,541,175 3,246,739 TOTAL EXPENDITURES $6,783,075 $7,202,493 $8,048,494 $7,712,825 General Fund $6,731,071 $7,097,001 $7,842,994 $7,608,325 Special Revenue Fund 52,004 105,492 205,500 104,500 Total Funding $6,783,075 $7,202,493 $8,048,494 $7,712,825 Full Time Positions 20.25 19.25 18.25 19.25 Hourly/FTE Positions 78.32 74.68 79.70 71.84 I June 2, 2020 Item #8 Page 146 of 300 • Conduct cultural and historic park educational and interpretive programming • Instill values of good sportsmanship and respect in all recreation activities through T.R.U.S. T. (Teaching Respect, Unity and Sportsmanship through Teamwork) Program • Coordinate youth and adult competitive swim instruction and coaching • Schedule use of pools for school and club swim, water polo and diving teams • Educate the public and staff on first aid, CPR, AED and water rescue skills • Serve as a certification site for aquatics training programs through the American Red Cross • Provide parent participation preschool and toddler programs • Provide teen programs incorporating fun and healthy activities in a supervised environment • Arrange classes, seminars, professional services and other learning opportunities for seniors • Arrange intergenerational programs that increase cooperation and interaction • Provide senior transportation services between community locations • Provide congregate and home meals to seniors at little or no cost • Manage volunteers which support the Senior Center, Leo Carrillo Ranch and special events • Create and offer a variety of special events for the community RECENT ACCOMPLISHMENTS • Implemented innovative educational class programming at the newly restored stable within Leo Carrillo Ranch Historic Park • Implemented and improved California History & Art 4th grade program fundraising event • Expanded intergenerational programs offering new classes between teens and seniors • Implemented new youth basketball spring league expanding program by 250 kids • Implemented and expanded afterschool programs and camps • Hosted USA Swimming Speedo Sectional Championship at Alga Norte Community Park • Provided leadership opportunities and community service hours for teen students participating with seniors in recreational activities • Provided Public Works Department aid in planning Monroe Street Pool Replacement Project and implementing energy assessment audit at Alga Norte Aquatic Center • Renovated the Senior Center fitness room and deployed new exercise equipment with built- in smart technology • Partnered with the Chief Innovation Officer to support the Age-Friendly Communities Project • Redesigned and updated Leo Carrillo Ranch visitor guide and botanical brochure • Received California Preservation Foundation Preservation Design Award for Leo Carrillo Ranch Historic Park stable restoration and corral project GOALS | OBJECTIVES | PRIORITIES • Expand adult 50+ opportunities and collaborations beyond the Senior Center • Continue participation in North County Community Intergenerational Council • Partner with the Chief Innovation Officer on the Age-Friendly Communities Project • Partner with Public Works to implement the Alga Norte Aquatic Center Energy Audit • Support Public Works Department in planning Monroe Street Pool Replacement Project • Design and install new interpretive exhibits in the stable bunkroom, Leo and Deedie’s Bedroom and outdoor audio tour at Leo Carrillo Ranch Historic Park SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Reduction in part-time employees in response to COVID-19 June 2, 2020 Item #8 Page 147 of 300 COMMUNITY SERVICES | PARKS & RECREATION: PARKS AND TRAIL MAINTENANCE Account: 00146XX Fund: General ABOUT The Parks & Recreation Department maintains approximately 336 acres of developed community parks and special use areas, 51 miles of trails and 744 acres of habitat preserves, urban forests and undeveloped lands. 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 • Inspect and maintain tennis and basketball courts, soccer, softball and baseball and multi- purpose fields and tot lots • Repair park structures, athletic field lighting, play equipment and other park fixtures • Prune all trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high- maintenance trees • Maintain existing citywide trails and coordinate development of new trails • Manage trail volunteer program • Oversee management and maintenance of preserves, urban forests and undeveloped lands • Coordinate coastal activities with the California Department of Parks and Recreation, California Coastal Commission and lagoon foundations 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,359,590 $1,338,424 $1,552,723 $1,518,927 Retirement Benefits 372,952 380,340 342,366 337,554 Health Insurance 200,390 206,355 252,202 256,115 Other Personnel Expenses 107,661 110,701 109,831 66,104 Personnel Services Subtotal 2,040,593 2,035,820 2,257,122 2,178,700 Operating Expenses Professional & Contract Services 2,984,819 3,467,616 3,904,404 3,813,391 Supplies & Materials 266,068 436,957 490,725 312,225 Repair & Maintenance 298 500 500 500 Interdepartmental Charges 472,027 465,867 511,135 426,242 Other Operating Expenses 1,251,966 1,216,285 1,281,300 1,232,100 Capital Outlay 3,224 2,542 0 0 Operating Expenses Subtotal 4,978,402 5,589,767 6,188,064 5,784,458 TOTAL EXPENDITURES $7,018,995 $7,625,587 $8,445,186 $7,963,158 Full Time Positions 21.00 19.35 19.45 19.85 Hourly/FTE Positions 7.98 7.25 7.25 3.10 June 2, 2020 Item #8 Page 148 of 300 RECENT ACCOMPLISHMENTS • Assumed ongoing maintenance of Aviara Community Park Phase II Improvements, Poinsettia Community Park Phase III Improvements and Calavera Hills Village H property • Assumed service of trash receptacles and portable restrooms along selective segments of the seawall from State of California Parks & Recreation Department • Commenced implementation of City Council-adopted Trails Master Plan • Began implementation of City Council-adopted Community Forest Management Plan Update • Planned, bid and administered contracts for replacement of two synthetic turf fields at Stagecoach Community Park and rubberized surfacing at Hidden Canyon and Aviara Community Parks • Constructed three new pitcher warm-up areas at Calavera Hills Community Park athletic fields • Resurfaced nine tennis courts at Carlsbad High School Tennis Courts • Installed Americans with Disabilities Act compliant accessible curb ramps at Poinsettia, Calavera Hills and Stagecoach Community Parks GOALS | OBJECTIVES | PRIORITIES • Assume maintenance of the Poinsettia Community Park Phase IV Improvements upon completion of construction • Assume maintenance responsibilities at Calavera Hills Community Park Gateway upon completion of construction • Provide staff and materials for a Beach Preservation Commission North Beach Clean-up Event • Resurface 10 tennis courts at Poinsettia Community Park • Assume maintenance responsibilities at Buena Vista Reservoir Site Park upon completion of construction • Plan, bid and administer contract for retrofit to LED fixtures on pathway lights and parking lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks • Replant parks and trails trees within vacancies created by prior removals and plant new parks and trails trees, in accordance with the Community Forest Management Plan SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Reduction in part-time employees in response to COVID-19 June 2, 2020 Item #8 Page 149 of 300 COMMUNITY SERVICES | PARKS & RECREATION: STREET TREE MAINTENANCE Account: 160 Fund: 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. SERVICES • Inspect and prune city street trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Respond to approximately 600 street tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect canopy maintenance block pruning program • Replant street trees within vacancies created by prior removals and plant new street trees within public rights of way, in accordance with the Community Forest Management Plan • Assume maintenance responsibility of new street trees within approved developments 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $178,685 $183,185 $211,439 $216,653 Retirement Benefits 47,048 49,386 49,418 48,104 Health Insurance 19,852 20,742 32,613 29,113 Other Personnel Expenses 12,923 13,392 14,317 9,343 Personnel Services Subtotal 258,508 266,705 307,787 303,213 Operating Expenses Professional & Contract Services 348,287 347,999 514,250 530,090 Supplies & Materials 10,246 5,267 27,550 27,550 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 41,959 29,819 6,550 8,957 Other Operating Expenses 6,323 8,599 8,400 8,000 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 406,815 391,684 556,750 574,597 TOTAL EXPENDITURES $665,323 $658,389 $864,537 $877,810 Full Time Positions 2.45 2.70 2.65 2.45 Hourly/FTE Positions 0.88 0.75 0.75 0.75 June 2, 2020 Item #8 Page 150 of 300 COMMUNITY SERVICES | PARKS & RECREATION: MEDIAN MAINTENANCE Account: 161 Fund: Special Revenue ABOUT The median maintenance assessment district provides landscape and irrigation maintenance for approximately 68 acres of median planters and nine acres of developed parkways, including the Downtown Carlsbad Village area. SERVICES • Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways, including litter control, weed abatement, pruning, shrub and tree refurbishment and irrigation repairs • Inspect and prune median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Replant median trees within vacancies created by prior removals and plant new median trees within public roadways, in accordance with the Community Forest Management Plan • Perform plan checks, conduct inspections and assume maintenance responsibility for new median planters and developed parkways constructed from city capital improvement projects and private development 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $167,599 $197,228 $201,660 $209,125 Retirement Benefits 40,435 47,522 47,981 46,673 Health Insurance 19,768 20,770 32,630 29,101 Other Personnel Expenses 10,558 12,153 12,981 8,642 Personnel Services Subtotal 238,360 277,673 295,252 293,541 Operating Expenses Professional & Contract Services 459,395 423,326 608,000 629,660 Supplies & Materials 14,590 9,012 31,400 31,400 Repair & Maintenance 0 0 0 0 Interdepartmental Charges (51,505) (32,950) (80,947) (84,289) Other Operating Expenses 320,909 283,441 352,600 351,300 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 743,389 682,829 911,053 928,071 TOTAL EXPENDITURES $981,749 $960,502 $1,206,305 $1,221,612 Full Time Positions 2.00 2.25 2.20 2.00 Hourly/FTE Positions 0.87 0.78 0.78 0.78 June 2, 2020 Item #8 Page 151 of 300 COMMUNITY SERVICES | PARKS & RECREATION: THE CROSSINGS GOLF COURSE Account: 572 Fund: Enterprise ABOUT The Crossings at Carlsbad 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, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean views and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority. SERVICES • Administer management and operations agreement with JC Management, Inc. • Maintain and renovate turf, landscaping, drainage and irrigation systems • Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons • Oversee food and beverage services at the Players’ Lounge and Canyons Restaurant • Manage sales and marketing for golf and non-golf activities, special events, banquets, weddings and other gatherings • Train and oversee marshals, greeters and assistants servicing the course and clubhouse RECENT ACCOMPLISHMENTS • Repaired and replaced mainline irrigation at various locations • Completed irrigation coverage analysis and implemented adjustments to improve course • Continued water conservation and turf replacement plan for areas out of play along Palomar Airport Road • Tilled, replenished sand and improved drainage in selective bunkers near the greens • Bid, award and administered construction contract for the replacement of the liner in the two lakes on the course • Improved drainage of the driving range turf areas • Replaced clubhouse entry concrete to enhance aesthetics and customer accessibility 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Operating Expenses Professional & Contract Services 267,255 272,249 277,240 285,000 Supplies & Materials 0 0 0 0 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 0 0 0 0 Other Operating Expenses 6,668,762 6,990,393 7,151,606 6,114,000 Capital Outlay 386,232 531,747 798,750 172,000 Operating Expenses Subtotal 7,322,249 7,794,389 8,227,596 6,571,000 TOTAL EXPENDITURES $7,322,249 $7,794,389 $8,227,596 $6,571,000I June 2, 2020 Item #8 Page 152 of 300 GOALS | OBJECTIVES | PRIORITIES • Execute COVID-19 response compliant phased operational plans in golf and in food and beverage to allow revenues to reestablish and ultimately grow • Execute a Capital Improvement Plan with projects that have a return on investment or are needed for maintenance effectiveness and/or safety considerations • Enhance wedding offerings by converting the existing women’s locker room into a bridal preparation suite to increase venue appeal • Install a new monument sign at The Crossing Drive and Palomar Airport Road for greater visibility of the course and restaurant • Install golf ball capture netting along the driving range and golf course maintenance facility for safety considerations June 2, 2020 Item #8 Page 153 of 300 ADMINISTRATIVE SERVICES The Administrative Services Branch serves as a key provider of both internal and external services to the city. The branch focuses on the delivery of financial, human resources, innovation and information technology related services to city staff and the public as well as promoting a strong local economy. By supporting the city organization in maintaining efficient and effective operations, the departments within the Administrative Services Branch play a key role in ensuring prudent use of taxpayer resources as well as attracting and retaining a talented and engaged city workforce, and ensuring the economic vitality of the city. Laura Rocha Deputy City Manager, Administrative Services 760-602-2430 laura.rocha@carlsbadca.gov June 2, 2020 Item #8 Page 154 of 300 se ADMINISTRATIVE SERVICES BRANCH Administrative Services Human Resources June 2, 2020 Item #8 Page 155 of 300 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 • Long-range financial planning and budget management • General accounting and reporting • Debt management • Internal audit • Purchasing • Payroll and human capital management system administration • Receiving, messenger and mail services 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $2,524,951 $2,355,362 $2,695,654 $2,858,592 Retirement Benefits 695,765 685,955 645,891 657,559 Health Insurance 368,949 340,102 448,573 420,038 Other Personnel Expenses 99,402 100,019 106,321 78,860 Personnel Services Subtotal 3,689,067 3,481,438 3,896,439 4,015,049 Operating Expenses Professional & Contract Services 748,094 743,228 950,645 905,365 Supplies & Materials 270,329 288,100 386,140 368,110 Repair & Maintenance 9,865 15,938 11,800 19,100 Interdepartmental Charges (851,869) 417,086 477,415 419,642 Other Operating Expenses 203,264 248,603 377,168 262,450 Capital Outlay 6,560 1,401 0 0 Operating Expenses Subtotal 386,243 1,714,356 2,203,168 1,974,667 TOTAL EXPENDITURES $4,075,310 $5,195,794 $6,099,607 $5,989,716 Full Time Positions 30.00 30.00 31.00 31.00 Hourly/FTE Positions 1.00 2.00 3.50 4.00 June 2, 2020 Item #8 Page 156 of 300 RECENT ACCOMPLISHMENTS • Closely monitored the economy and provided updates to the City Council on the city’s Ten- Year Financial Forecast to ensure the General Fund remained in balance throughout the year • Worked with Housing and Neighborhood Services on unlicensed short-term vacation rentals • Completed the upgrade of the city’s timekeeping system (SumTotal) • Upgraded the city’s utility billing system allowing for greater flexibility to meet changing demands and increased citizen visibility to utility data • Continued a cost of service study that utilizes a new approach to costing city services • Maintained a balanced budget without using city reserves • Began implementing an upgrade to the city’s cashiering system to a PC-compliant platform • Adopted a cash funds policy providing a uniform, citywide framework for the establishment, use and safekeeping of cash funds • Implemented California Senate Bill 998 regarding discontinuance of residential water service • Held a public financing forum for the City Council, staff and public • Updated and/or developed several council policies on pension funding strategy, General Fund surplus policy, General Fund Reserve guidelines and internal audit framework • Improved the city’s budgeting process and expanded the public to provide input • Continued to utilize the Finance internship program GOALS | OBJECTIVES | PRIORITIES • Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the General Fund remains in balance • Continue to audit internal operations, as well as external vendors and customers • Complete an administrative order on the use of outside legal counsel and expert advisors • Continue a business process redesign of the city’s current financial information system, IFAS • Begin upgrade of city’s financial information system to latest platform, Finance Enterprise • Perform a close-out analysis for Bridge & Thoroughfare District No. 3 (Cannon Road West) • Continue working with the Information Technology Department to develop a strategic plan for a future enterprise resource planning system • Continue implementation of the new accounts payable electronic funds transfer program • Continue working with Construction Management & Inspection on the refunding of outstanding developer deposits • Complete the upgrade of the city’s cashiering system to a PC-compliant platform • Research a new transient occupancy tax tracking system • Implement a new false alarm system • Complete the Master Fee Schedule update • Adopt a local debt policy in accordance with State Assembly Bill 1029 • Implement Governmental Accounting Standards Board Statement 84, on fiduciary funds and begin implementation of GASB 87, on leases • Expand the use of electronic bidding citywide to increase efficiencies in the procurement process for staff and service providers • Implement the use of electronic signature software for department and organizational documents to streamline routing for approvals and reducing paper waste SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • One 0.50 part-time employee was transferred from Information Technology to Finance June 2, 2020 Item #8 Page 157 of 300 ADMINISTRATIVE SERVICES | OFFICE OF INNOVATION & ECONOMIC DEVELOPMENT Account: 0011033 0011035 Fund: General ABOUT The Office of Innovation and Economic Development, or OIED, works to support a vibrant and diverse economy by bringing a culture of innovation and collaboration among city departments and regular engagement with the business community. Through innovative programming and business support services, OIED supports economic growth, promotes the vitality of Carlsbad Village, attracts new businesses in targeted industries, partners with regional economic developers and solidifies the city’s position as a key employment hub. SERVICES • Conduct business expansion, attraction and retention efforts • Serve all industry sectors through innovative efforts in talent-attraction, traded economies and fostering business clusters that provide for an inclusive economy • Develop and maintain robust business-support programs, implement promotional and marketing materials, provide economic and demographic information and act as the city’s liaison to the business community to remove barriers to economic growth and vitality • Provide centralized support for all city data efforts including, new application evaluation, data systems consultation, data analytics and data visualization 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $279,590 $311,941 $325,554 $645,240 Retirement Benefits 83,483 88,947 66,891 111,987 Health Insurance 21,865 28,474 29,592 56,671 Other Personnel Expenses 8,983 9,847 10,073 16,525 Personnel Services Subtotal 393,921 439,209 432,110 830,423 Operating Expenses Professional & Contract Services 184,445 142,984 409,000 193,975 Supplies & Materials 42,885 40,528 30,905 32,534 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 35,674 36,435 41,147 53,845 Other Operating Expenses 40,478 14,544 30,300 21,100 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 303,482 234,491 511,352 301,454 TOTAL EXPENDITURES $697,403 $673,700 $943,462 $1,131,877 Full Time Positions 3.00 3.00 2.00 4.00 Hourly/FTE Positions 0.00 0.00 0.50 1.00 June 2, 2020 Item #8 Page 158 of 300 • Citywide and departmental continuous improvement support including design-thinking, strategic planning facilitation, innovation sessions, process re-engineering consultation and training • Offer training in design-thinking, strategic planning, innovation, data management, data analytics and data visualization RECENT ACCOMPLISHMENTS • Managed the city’s response to address the challenges of the business community during the COVID-19 crisis, including partnering in joint communications to Carlsbad business with the Carlsbad Chamber and Carlsbad Village Association, responding to business inquiries addressed to the city and developing the Economic Recovery and Revitalization Initiative in coordination with the City Council • Spurred the creation of innovative data visualization tools as a part of the COVID-19 response including mapping open restaurants, city-to-city COVID-19 case trendline, Emergency Operations Center dashboards, a situational awareness heatmap for first responders and automated city facility occupancy estimates • Developed a data inventory and began the cross-departmental development of a citywide data policy for the collection, management and governance of city data • Led and executed the launch of Carlsbad Connector, a pilot program of first mile/last mile transportation services from the Poinsettia Train Station to the business parks • Conducted development work on the Carlsbad Life in Action website to improve design with a message that speaks to talent with a launch planned in summer 2020 • Managed the Life in Action talent attraction campaign, showcasing careers and innovation in the city’s major industry clusters and providing recruitment tools for Carlsbad businesses • Directly assisted a Carlsbad company on a California Competes Tax Credit application, resulting $6.5 million in state income tax credits with anticipated creation of 45 new jobs • Worked with North County cities to implement the Innovate78 workplan including continued programming through Startup78, Innovators Dinners and increased branding and marketing • Helped plan and execute North County Manufacturing & Engineering Day with San Diego North Economic Development Council, where 12 Carlsbad companies exhibited to over 1,300 local high school students • Maintained communication materials for business and citizen awareness including e-newsletters, original content and economic indicator and industry cluster infographics • Supported key technology and networking groups such as San Diego Tech Talks and San Diego Tech Hub through promotion, engagement and program development (“Be the Boss”) • Facilitated the development of workplans for the Traffic and Mobility Commission, Senior Commission and Parks and Recreation Commission GOALS | OBJECTIVES | PRIORITIES • Continue to lead the city’s business and economic response to the COVID19 crisis, including implementation of economic revitalization measures at the direction of the City Council • Support emergency disaster recovery, revitalization and resilience with innovative approaches to systems and data • Continue to grow the talent attraction presence online with a strengthening of economic development-focused social media and driving visitors to the new Life in Action website June 2, 2020 Item #8 Page 159 of 300 • Continue to provide excellent data and information to existing Carlsbad businesses and those looking to relocate to Carlsbad through direct communication • Continue to implement the 78 Corridor economic development plan for North County promoting regional prosperity and economic growth and administer the contract on behalf of the five cities • Build upon the development of a citywide data inventory with the development of a citywide data policy that addresses the collection, management and governance of city data • Support the evaluation of new technology and systems for all departments particularly those that relate to data and smart cities • Foster a culture of innovation through continued in-house facilitations, training, as well as internal and external engagement SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The Office of Innovation and Economic Development was established by transferring the personnel (2.0 full time and 0.5 part-time FTE) and program budget for Innovation from the City Manager’s office and the Economic Development personnel (2.0 full-time) and program budget from Community Development June 2, 2020 Item #8 Page 160 of 300 ADMINISTRATIVE SERVICES | HUMAN RESOURCES Account: 00115XX Fund: General ABOUT The Human Resources Department provides services for the employees of the city so they, in turn, can provide the highest level of service to the public. The responsibilities of the department serve to support the creation of a high-performance work culture that can carry out the vision for the organization as defined by the City Council and the City Manager. The primary objectives are achieving compliance with federal and state mandates, making process improvements to increase efficiency and effectiveness and helping the city remain resilient while delivering exceptional service. SERVICES • Recruitment and onboarding • Employment compliance • Workforce planning • Employee engagement, training and development • Employee relations • Labor relations • Classification and compensation • Employee benefits • Managing employee leaves of absence 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,075,450 $1,180,144 $1,335,245 $1,592,924 Retirement Benefits 268,242 285,678 290,321 360,396 Health Insurance 118,648 108,454 176,305 166,202 Other Personnel Expenses 35,582 39,956 43,243 42,110 Personnel Services Subtotal 1,497,922 1,614,232 1,845,114 2,161,632 Operating Expenses Professional & Contract Services 1,103,813 1,282,206 2,157,700 1,925,280 Supplies & Materials 86,129 108,032 98,000 113,870 Repair & Maintenance 0 625 0 0 Interdepartmental Charges 169,561 198,380 231,790 238,072 Other Operating Expenses 303,077 357,530 710,780 571,250 Capital Outlay 14,100 0 0 0 Operating Expenses Subtotal 1,676,680 1,946,773 3,198,270 2,848,472 TOTAL EXPENDITURES $3,174,602 $3,561,005 $5,043,384 $5,010,104 Full Time Positions 10.00 10.00 14.00 14.00 Hourly/FTE Positions 0.70 0.70 2.20 2.20 I June 2, 2020 Item #8 Page 161 of 300 RECENT ACCOMPLISHMENTS • Provided all state and federally mandated training to all employees so that the city is compliant with state and federal law • Trained and supported the organization during year three of the employee engagement effort by maintaining existing efforts and introducing additional courses • Filled over 400 vacant full time and part time positions • Negotiated labor contracts with: Carlsbad Police Officers’ Association, Carlsbad Police Management Association and Carlsbad Firefighters’ Association • Worked with fire management and the firefighters’ association to create the infrastructure for a permanent beach lifeguard division within the Carlsbad Fire Department • Implemented paid family leave benefits and updated disability benefits • Coordinated 1,300+ volunteers who provided over 64,000 volunteer hours • Implemented new policies and practices related to the COVID-19 public health emergency designed to protect employees while continuing to provide essential services • Redesigned processes including: recruitment testing, interviewing and employee onboarding, training using technology to adapt to social distancing requirements during the COVID-19 public health emergency Recruitment (Full and Part-Time) FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Number of applicants processed 8551 8037 9544 9455 9131 Number of new hires 299 260 292 309 339 Number of promotions (full-time only) 41 31 58 53 70 GOALS | OBJECTIVES | PRIORITIES • Provide all state and federally mandated training to all employees so that the city is compliant with state and federal law, including biennial Sexual Harassment Prevention • Design an internal supervisor’s academy • Design, program and meet and confer on a new performance management process • Establish a new Human Resources template and resource library • Develop policies including equal employment opportunity, substance abuse and lactation accommodation • Increase collaboration with multiple agencies for fire promotional assessments • Continue to enhance first day onboarding experience • Deploy Learning Management System software city-wide to increase our ability to track training compliance; track goals, success metrics and development plans; provide data analytics on the education, skills and training of the workforce and increase training efficiency • Successfully negotiate labor contract with the Carlsbad City Employee’s Association • Initiate conversion of storage of hard copy personnel and benefit files to an on-line database • Increase process efficiency for tracking and analyzing volunteer and mediation activities SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • During fiscal year 2019-20, one full-time volunteer program manager and the associated program budget was transferred out of Housing Services to Human Resources I I I I I I June 2, 2020 Item #8 Page 162 of 300 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: WORKERS’ COMPENSATION Account: 6111520 Fund: Internal Service ABOUT This internal service fund is used to pay for all city expenses associated with work-related injuries and illnesses. SERVICES • Working with injured employees and their physicians to ensure timely medical treatment • Coordinating employees’ return to work, including light duty assignments • Working directly with injured employees to settle their outstanding claims without litigation • Striving to reduce the number of lost days of work due to work-related injuries and illnesses RECENT ACCOMPLISHMENTS Workers’ Comp Claims FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Total open claims 135.0 200.0 196.0 232.0 236.0 Average days lost per claim 18.1 10.6 34.2 23.8 5.2 Number of litigated claims 12.0 9.0 9.0 1.0 2.0 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $85,696 $101,677 $101,365 $107,285 Retirement Benefits 25,670 28,140 25,414 25,546 Health Insurance 7,323 7,449 12,672 10,801 Other Personnel Expenses 3,138 3,664 3,602 2,952 Personnel Services Subtotal 121,827 140,930 143,053 146,584 Operating Expenses Professional & Contract Services 398,597 439,935 537,000 537,000 Supplies & Materials 0 0 0 0 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 590 600 490 970 Other Operating Expenses 3,770,765 4,830,053 2,970,876 2,980,000 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 4,169,952 5,270,588 3,508,366 3,517,970 TOTAL EXPENDITURES $4,291,779 $5,411,518 $3,651,419 $3,664,554 Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 I I I I I I June 2, 2020 Item #8 Page 163 of 300 GOALS | OBJECTIVES | PRIORITIES • Continue to improve systems to monitor lost days of work • Share workers’ compensation data with management to effect change, especially in key departments • Make recommendations to reduce the number of days an employee is out of the workplace due to a work-related cause • Ensure employees receive timely treatment to reach maximum medical improvement June 2, 2020 Item #8 Page 164 of 300 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: RISK MANAGEMENT Account: 6121930 Fund: Internal Service ABOUT Risk Management administers funding of the self-insured and insured portions of the city’s liability insurance program which helps protect the city’s financial interests. Risk Management works closely with the city attorney’s office and outside legal counsel to monitor, control and resolve litigated claims. Risk Management also works to recover monetary losses to city property caused by the negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act (ADA) Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA. SERVICES • Handle all liability claims received by the city • Litigation management • Loss prevention • Purchase of insurance products • Subrogation • Insurance review for contracts • Safety program oversight 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $189,299 $190,251 $197,193 $203,117 Retirement Benefits 53,979 56,399 50,460 49,987 Health Insurance 17,113 18,370 20,086 21,590 Other Personnel Expenses 6,789 7,183 7,136 5,697 Personnel Services Subtotal 267,180 272,203 274,875 280,391 Operating Expenses Professional & Contract Services 1,697,633 1,124,861 1,648,288 1,813,288 Supplies & Materials 6,927 8,443 10,692 10,692 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 19,689 19,750 24,313 10,649 Other Operating Expenses 49,689 756,332 561,790 569,719 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 1,773,938 1,909,386 2,245,083 2,404,348 TOTAL EXPENDITURES $2,041,118 $2,181,589 $2,519,958 $2,684,739 Full Time Positions 2.00 2.00 2.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 165 of 300 RECENT ACCOMPLISHMENTS • Completed comprehensive re-write of the city’s Injury and Illness Prevention Program • Moved the city to another excess liability pool which resulted in expanded coverage at a lower cost • Took the lead in initiating a lawsuit against the developer of the safety training center for construction defects, which resulted in a $2.0 plus million settlement to the city. Litigation is continuing GOALS | OBJECTIVES | PRIORITIES • Continued enhancement of the city’s safety program to ensure better safety training of employees and fewer accidents • Continue aggressive follow-up on subrogation efforts to increase city loss recoveries • Assist with implementation of new learning management software which will greatly assist with managing the ongoing safety training program SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Increase in budgeted insurance premiums to cover anticipated higher liability and property insurance premiums for the coming year June 2, 2020 Item #8 Page 166 of 300 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: SELF-INSURED BENEFITS Account: 613 Fund: Internal Service ABOUT The Self-Insured Benefits Fund was used to pay dental insurance administration fees and claim expenses for all employees as well as a portion of retiree post-employment health benefits. As of July 2018, the city moved from being self-insured for dental to paying a set monthly insurance premium the cost of which is shared between the city and the employees. Dental insurance premium payments are now made through the city’s payroll trust funds consistent with health insurance premiums and other employee benefits. To close out the fund, the remaining cash balance of $1.9 million is budgeted in fiscal year 2020-21 to be transferred to the city’s Worker’s Compensation Fund. This one-time transfer was used to reduce the amount in Worker’s Compensation chargebacks that were budgeted to be paid by each department of the city for fiscal year 2020-21. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $0 $0 $0 $0 Retirement Benefits 0 0 0 0 Health Insurance 0 91,529 0 0 Other Personnel Expenses 0 0 0 0 Personnel Services Subtotal 0 91,529 0 0 Operating Expenses Professional & Contract Services 136,657 21,077 86,000 0 Supplies & Materials 0 0 0 0 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 0 0 0 0 Other Operating Expenses 609,913 269,946 0 1,920,163 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 746,570 291,023 86,000 1,920,163 TOTAL EXPENDITURES $746,570 $382,552 $86,000 $1,920,163 Full Time Positions 0.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 June 2, 2020 Item #8 Page 167 of 300 ADMINISTRATIVE SERVICES | INFORMATION TECHNOLOGY Account: 640, 641 Fund: Internal Service ABOUT The Information Technology Department supports the technology needs of all city departments. There are seven divisions within Information Technology each with specific responsibilities to help the other city departments meet their goals. SERVICES • Administration: Oversight of the department’s use of resources and formation of priorities • Operations: Implementation and support of technology infrastructure • Applications: Implementation and support of enterprise software applications and systems • GIS: Implementation and support of citywide geographic information system • Project Management: Ensures all technology implementations and system upgrades are performed in a standardized methodology • Client Services: Service Desk, PC support and strategic initiatives for support • Public Safety: Technology implementation and support specifically designed for the unique requirements of the Police and Fire departments • IT Security: Oversight of IT security policies and practices as well as threat investigation 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $2,733,771 $3,094,376 $3,999,881 $4,151,703 Retirement Benefits 678,294 939,690 916,476 953,176 Health Insurance 273,517 338,039 529,233 544,799 Other Personnel Expenses 91,149 120,562 143,917 113,354 Personnel Services Subtotal 3,776,731 4,492,667 5,589,507 5,763,032 Operating Expenses Professional & Contract Services 1,415,096 1,515,879 1,532,002 1,548,600 Supplies & Materials 205,074 272,898 101,700 209,830 Repair & Maintenance 1,463,906 2,645,674 2,995,560 3,192,416 Interdepartmental Charges 20,262 26,611 21,934 26,077 Other Operating Expenses 831,106 1,510,858 1,827,200 1,694,296 Capital Outlay 1,057,633 1,969,090 481,856 1,133,659 Operating Expenses Subtotal 4,993,077 7,941,010 6,960,252 7,804,878 TOTAL EXPENDITURES $8,769,808 $12,433,677 $12,549,759 $13,567,910 Full Time Positions 27.00 32.00 35.00 37.00 Hourly/FTE Positions 1.50 1.50 3.00 1.00 June 2, 2020 Item #8 Page 168 of 300 RECENT ACCOMPLISHMENTS • Replacements: Backup system replacement, network LAN switch, 911 phone system and call recorder, crime scene investigation technology • Upgrades: Remote access capabilities, EnerGov Permitting and Land Development System, Info Public Sector asset management and work order system, SumTotal timekeeping system, NorthStar Utility Billing System including implementing a new and improved customer portal and integrated voice response payment portal - IPayment Centralized Cashiering • New Implementations: Change management module in ServiceNow, audio and visual hardware in meeting rooms, Web-based GIS Portal, GovQA correspondence module for council inquiries and outbound integrated voice response system • Approval of digital information network project • Completed over 5,300 service desk tickets • Deployed Microsoft Teams and Zoom: Virtual meeting applications support remote work efforts • Created new GIS-based Capital Improvement Program project submittal applications • Deployed numerous GIS web applications for the city’s COVID-19 response GOALS | OBJECTIVES | PRIORITIES • Replacements: Staff identifies management solutions • Upgrades: Council Chambers audio visual hardware and software, city’s internet website, internal financial system, Public Works work order software, EnerGov permitting and land development system and migration to new online customer portal, enterprise GIS System, interview room equipment, migration to ArcGIS Pro desktop GIS software • Implementations: Carlsbad Digital Information Network, Carlsbad Connects application, unified communications platform that includes voice, video and digital capabilities, learning management system, project portfolio management system, staff report management system, new false alarm billing system, Laserfiche enterprise content management system, performance metrics and dashboards • Continue to modernize and strengthen IT infrastructure • Develop and implement a plan to upgrade, replace or sunset software applications • Build capacity for data-driven government • Complete consolidation of Active Directory environments • Consolidate IT operations management tools • Develop and implement computer training course catalog • Redesign ServiceNow service portal • Begin procurement of a new computer-aided dispatch and mobile system • Install closed-circuit video cameras at various city locations • Deploy applications for various departments in support the city’s data science efforts SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Two full-time positions were transferred from Community Development (one business systems specialist and one special projects manager) • One 0.50 part-time FTE employee was transferred to the Finance department • 1.5 in part-time FTEs were reduced due to the COVID-19 pandemic June 2, 2020 Item #8 Page 169 of 300 ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL Account: 0019xxxx Fund: General ABOUT The Miscellaneous Non-Departmental accounts for all General Fund transfers to other funds, City Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel, property tax administration fees, citywide dues and subscriptions and Innovation Fund expenditures. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Miscellaneous Non-Departmental Expenditures Legal Services $717,087 $793,095 $750,000 $750,000 Community Contributions 13,666 11,213 0 0 Other Personnel 140,607 149,563 175,000 284,000 Professional Services 143,077 39,830 40,000 42,000 Property Tax and Other Administration 639,319 660,633 725,000 725,000 Dues and Subscriptions 50,848 51,688 55,000 75,000 Innovation Fund 163,807 738,439 0 0 Miscellaneous Non-Departmental Subtotal 1,868,411 2,444,461 1,745,000 1,876,000 General Fund Transfers Transfer to Infrastructure Replacement Fund 9,970,000 10,681,000 5,111,500 1,000,000 Transfer to General Capital Construction Fund 0 0 5,111,500 4,500,000 Transfer to Golf Course Operations Fund 0 0 0 500,000 Transfer to LLD #1 (Medians & Trees)850,000 775,000 950,000 700,000 Transfer to Storm Water Program 218,511 219,274 300,000 309,000 Miscellaneous Transfers Out 1,858,216 1,500,000 0 0 General Fund Transfers Subtotal 12,896,727 13,175,274 11,473,000 7,009,000 City Council Contingencies Contingencies (Adopted budget)0 0 1,500,000 1,500,000 TOTAL EXPENDITURES $14,765,138 $15,619,735 $14,718,000 $10,385,000 June 2, 2020 Item #8 Page 170 of 300 June 2, 2020 Item #8 Page 171 of 300 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 • Office of the City Treasurer (elected) • Office of the City Manager • Office of the City Attorney • Office of 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. Scott Chadwick City Manager 760-434-2820 manager@carlsbadca.gov June 2, 2020 Item #8 Page 172 of 300 POLICY & LEADERSHIP BRANCH Voters City Treasurer City Council City Clerk City Attorney June 2, 2020 Item #8 Page 173 of 300 POLICY AND LEADERSHIP | OFFICE OF THE CITY COUNCIL Account: 0011010 Fund: General ABOUT As the legislative body of the city, 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, NCTD and the San Diego County Water Authority. GOALS | OBJECTIVES | PRIORITIES Due to a City Council vacancy and the COVID-19 public health emergency, the City Council did not hold its traditional goal setting meeting in fiscal year 2019-20. Instead, the City Council directed staff to gather input from the public on their greatest areas of interest and concern. Based on that feedback and the COVID-19 emergency, the City Council identified three main areas of focus for fiscal year 2020-21: • Affordable housing and homelessness • Business revitalization • Mobility 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $229,823 $232,248 $273,604 $277,960 Retirement Benefits 35,955 36,522 52,859 59,609 Health Insurance 77,212 71,804 121,127 98,843 Other Personnel Expenses 4,739 5,143 7,605 6,940 Personnel Services Subtotal 347,729 345,717 455,195 443,352 Operating Expenses Professional & Contract Services 7,622 31,050 46,000 46,000 Supplies & Materials 16,528 22,640 25,903 23,416 Repair & Maintenance 0 20 0 0 Interdepartmental Charges 27,501 28,585 34,996 25,039 Other Operating Expenses 14,319 21,431 46,023 48,510 Capital Outlay 574 3,943 0 0 Operating Expenses Subtotal 66,544 107,669 152,922 142,965 TOTAL EXPENDITURES $414,273 $453,386 $608,117 $586,317 Full Time Positions 1.00 2.00 2.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 I I June 2, 2020 Item #8 Page 174 of 300 POLICY AND LEADERSHIP | OFFICE OF THE CITY TREASURER Account: 0011010 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 • Cash and investment management • Reporting and oversight RECENT ACCOMPLISHMENTS • Worked with the City Council to address investment strategies as they pertain to mortgage- backed securities and the California Asset Management Program • Reformed the quarterly Investment Review Committee program to provide greater oversight • Assisted with the reform of the cash handling policy • Assisted with planning and implementation of upgrades to the new utility billing software and cashiering system and the planning of upgrades to the permit system • Actively participated in the city’s semi-annual Citizens Academy 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $79,600 $97,241 $101,792 $88,610 Retirement Benefits 19,978 21,136 24,897 22,573 Health Insurance 6,538 13,793 24,587 26,339 Other Personnel Expenses 3,006 3,544 3,725 2,390 Personnel Services Subtotal 109,122 135,714 155,001 139,912 Operating Expenses Professional & Contract Services 107,145 55,151 62,800 71,100 Supplies & Materials 1,800 2,094 2,395 2,590 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 18,122 19,120 23,450 29,088 Other Operating Expenses 146 146 5,850 1,400 Capital Outlay 0 0 0 0 Operating Expenses Subtotal 127,213 76,511 94,495 104,178 TOTAL EXPENDITURES $236,335 $212,225 $249,496 $244,090 Full Time Positions 0.75 0.75 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 I I June 2, 2020 Item #8 Page 175 of 300 GOALS | OBJECTIVES | PRIORITIES • Anticipate 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 • Work with the Finance Department to upgrade of the city’s safe and armor pickup system • Work with the Finance Department on the upgrade of the city’s financial information system • Further develop the City Treasurer page of the city’s website, informing the community of the mission of the City Treasurer, the city’s Investment Policy and investment activities. Use the website as a forum to receive and respond community comments and questions. • Continue to participate in the city’s Citizens Academy June 2, 2020 Item #8 Page 176 of 300 POLICY AND LEADERSHIP | OFFICE OF THE CITY MANAGER Account: 0011010 Fund: General ABOUT The City Manager’s Office is dedicated to continuous improvement 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, policy development management, legislative affairs and general management of public communication and engagement. RECENT ACCOMPLISHMENTS In the past year, the City Manager’s office has worked with departments on the following accomplishments: • Established a new function within the City Manager’s Office focused on legislative relations and affairs. This has dramatically increased the city’s awareness and engagement in legislative issues affecting Carlsbad • Implemented a digital constituent correspondence system that has streamlined the process for providing timely responses to all inquiries 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,343,335 $1,354,934 $1,731,995 $1,080,470 Retirement Benefits 354,359 389,327 419,317 355,799 Health Insurance 128,938 147,142 216,752 138,311 Other Personnel Expenses 35,265 36,993 47,943 26,550 Personnel Services Subtotal 1,861,897 1,928,396 2,416,007 1,601,130 Operating Expenses Professional & Contract Services 298,157 205,775 703,965 378,865 Supplies & Materials 57,384 47,616 50,632 50,445 Repair & Maintenance 0 0 0 0 Interdepartmental Charges 98,821 113,697 135,202 98,479 Other Operating Expenses 26,681 25,450 44,749 24,375 Capital Outlay 2,080 8,774 0 0 Operating Expenses Subtotal 483,123 401,312 934,548 552,164 TOTAL EXPENDITURES $2,345,020 $2,329,708 $3,350,555 $2,153,294 Full Time Positions 8.00 9.00 12.00 7.00 Hourly/FTE Positions 0.00 0.00 0.50 0.00 I I June 2, 2020 Item #8 Page 177 of 300 • Led the reengineering of City Council staff report preparation, which has improved the efficiency and quality of more than 200 reports during the first year of implementation • Directed enhanced community engagement for city issues and projects, providing input from diverse stakeholders to the City Council to support decision making • Continued to evaluate and update policies and procedures with the goal of ensuring they are relevant, modernized, efficient and optimized to inform organizational activity • Led the continued development of a cross-departmental infrastructure prioritization process for the Capital Improvement Program that will lead to more efficient evaluation and deployment of projects • Led the city’s response to the COVID-19 public health emergency, including full activation of the city’s Emergency Operations Center and directing the day to day provision of emergency services • Reduced and restructured the city budget in response to COVID-19 related economic impacts GOALS | OBJECTIVES | PRIORITIES In addition to overall administrative leadership and policy development, to continually deliver results for the public, this fiscal year the City Manager’s office is focusing on five priorities: • Effectively manage the response, reopening and recovery related to the COVID-19 public health emergency • Ensure the most efficient and effective provision of city services while adapting to changing financial conditions • Adapt community engagement and transparency efforts to foster authentic civic engagement with residents, organizations and businesses through alternative methods due to public health restrictions • Increase intergovernmental collaboration and legislative advocacy with local, state and federal governments to further the City Council adopted legislative platform and support as- needed special projects SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • The Office of Innovation and the Community Services Administration departments were established by transferring the personnel and the maintenance and operations expenses from the City Manager’s office. In total, 5.5 FTEs were transferred, 2.5 to the Office of Innovation and 3.0 to Community Services Administration June 2, 2020 Item #8 Page 178 of 300 POLICY AND LEADERSHIP | OFFICE OF THE CITY ATTORNEY Account: 0011210 Fund: General ABOUT The Office of the City Attorney consists of the city attorney, two assistant city attorneys, two deputy city attorneys and support staff. The city attorney is appointed by the Mayor and City Council. SERVICES • Advise the City Council, committees, boards and commissions • Prepare and review ordinances and resolutions • Provide legal opinions on questions from the City Council, City Manager or other city officers • Attend City Council meetings as well as meetings of other boards and commissions as deemed necessary • Negotiate and prepare all contracts • Represent the city in court proceedings and report to the City Council on litigation • Enforce city laws and regulations • Prepare contracts, forms and instruments for approval or execution • Appear on behalf of the city before regulatory and legislative agencies 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $1,085,857 $1,102,174 $1,236,331 $1,302,493 Retirement Benefits 293,599 332,628 324,132 336,023 Health Insurance 83,445 91,565 129,806 151,239 Other Personnel Expenses 28,811 32,067 35,165 32,617 Personnel Services Subtotal 1,491,712 1,558,434 1,725,434 1,822,372 Operating Expenses Professional & Contract Services 2,969 4,322 6,098 3,445 Supplies & Materials 38,140 57,966 54,791 46,894 Repair & Maintenance 0 1 200 0 Interdepartmental Charges 89,773 114,498 122,472 97,350 Other Operating Expenses 20,443 16,428 21,237 17,257 Capital Outlay 2,080 0 0 0 Operating Expenses Subtotal 153,405 193,215 204,798 164,946 TOTAL EXPENDITURES $1,645,117 $1,751,649 $1,930,232 $1,987,318 Full Time Positions 7.00 7.00 8.00 8.00 Hourly/FTE Positions 0.50 0.50 0.00 0.00 I I June 2, 2020 Item #8 Page 179 of 300 RECENT ACCOMPLISHMENTS • Provided ethics training sessions to elected and appointed officials and city staff • Engaged with community activists and other special interest groups in the city to develop a comprehensive rewrite of the Carlsbad Municipal Code sections regarding expressive activity • Negotiated a cooperative settlement agreement with the County of San Diego regarding the McClellan-Palomar Airport Carlsbad • Received defense verdicts in several lawsuits at both the trial and appellate court level • Prosecuted 21 misdemeanor cases • Resolved complex code enforcement cases to benefit the community and residents • Worked with the City Council subcommittee on a detailed review of the Municipal Code • Reviewed and advised on numerous contracts, public records requests and council inquiries GOALS | OBJECTIVES | PRIORITIES • To provide quality and timely legal advice to all elected and appointed city officials and all major service areas, assisting them in making sound legal decisions to carry out the goals of the City Council • Complete comprehensive update of Municipal Code, City Council policies and administrative orders • Support City Manager in strategic operations related to ongoing and significant capital projects June 2, 2020 Item #8 Page 180 of 300 POLICY AND LEADERSHIP | COMMUNICATION & ENGAGEMENT Account: 0011012 1381010 Fund: General Local Cable Infrastructure Fund ABOUT The goal of the city’s communication and engagement program is to ensure mutually beneficial, two- way communication with internal and external audiences about city issues and services, leading to a more responsive and transparent government. This program is carried out by communicating about issues of interest to the community; developing meaningful public involvement programs for city issues that engage the community in city decision making; increasing government transparency and service by providing timely, accurate and easy to understand information about city programs and services; promoting participation in library, cultural arts, parks and recreation programs and services; helping city staff be aware of and understand city issues; providing ongoing communication skills training for city staff; and providing communication support during activation of the city’s Emergency Operations Center. 2017-18 Actual 2018-19 Actual 2019-20 Budget 2020-21 Budget Personnel Services Salaries & Wages $573,065 $555,168 $744,107 $864,646 Retirement Benefits 137,142 131,675 137,642 158,022 Health Insurance 71,179 55,556 116,896 122,921 Other Personnel Expenses 20,774 21,853 27,744 22,360 Personnel Services Subtotal 802,160 764,252 1,026,389 1,167,949 Operating Expenses Professional & Contract Services 412,317 644,444 458,147 404,206 Supplies & Materials 265,651 257,868 245,050 164,585 Repair & Maintenance 990 0 0 0 Interdepartmental Charges 129,364 125,026 144,604 134,952 Other Operating Expenses 29,279 21,886 49,363 29,069 Capital Outlay 37,816 59,523 125,000 143,000 Operating Expenses Subtotal 875,417 1,108,747 1,022,164 875,812 TOTAL EXPENDITURES $1,677,577 $1,872,999 $2,048,553 $2,043,761 General Fund $1,511,292 $1,602,350 $1,675,553 $1,692,761 Special Revenue Fund 166,285 270,649 373,000 351,000 Total Funding $1,677,577 $1,872,999 $2,048,553 $2,043,761 Full Time Positions 5.00 7.00 7.00 7.00 Hourly/FTE Positions 3.39 3.39 3.50 3.50 I I I I June 2, 2020 Item #8 Page 181 of 300 SERVICES • Informational materials: Develop fact sheets, fliers, newsletters, Q&A documents, videos and other communication pieces that further understanding of city issues, news, services and events • Online communication: Manage the city’s website, social media, email communication and other digital communication channels • Cable channel: Enable the community to watch City Council meetings and find out about city issues, news, services and events on a 24/7 channel stream • Community outreach and involvement: Develop programs that enhance public involvement in city government decision making • Media relations: Provide accurate, timely information to the media • Training: Provide communication skills training to city staff • Internal communication: Provide easy access, through a variety of channels, to information of interest to and affecting city employees • Emergency communication: Maintain a trained team of city staff and updated action plan to ensure the community has access to important information during an emergency RECENT ACCOMPLISHMENTS • Designed and supported public involvement processes on issues including trenching railroad tracks, local coastal plan, Veterans Park, budget planning and Parks & Recreation Master Plan • Launched a new function within the department to write City Council staff reports and presentations, and responses to resident inquiries and other similar documents in an easy to understand, accessible format. Wrote or edited 130 inquiries and 75 staff reports. • Continued to build the city’s Facebook following to a new high of 52,000 fans • Increased Instagram followers by 39% to a new total of 11,200 • Increased Twitter followers by 12% to a new total of 17,000 • Maintained an email database of 64,585 and distributed a total of 448 targeted emails regarding city issues, programs and events • Produced and distributed more than 250 news releases, columns and articles about city services, issues and programs • Supported the city’s response to the COVID-19 emergency, including daily community updates, signage, employee communication and other outreach GOALS| OBJECTIVES | PRIORITIES • Continue to increase the city’s capacity to involve community members in city decision making • Continue the transition to new digital communication channels to reduce printing and paper usage and make access to city information convenient for those who prefer these channels • Support the city’s ongoing COVID-19 response and changes in city services and programs resulting from the emergency June 2, 2020 Item #8 Page 182 of 300 June 2, 2020 Item #8 Page 183 of 300 CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad Capital Improvement Program (CIP) 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 15-year 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. Once the Council adopts the proposed annual CIP budget, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. 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. 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. The CIP is organized by the following project classifications: Planning Study Plan Assessment Maintenance & Operations Technical master plans Repair Refurbishment/ Rehabilitation Modifications Improvements Maintenance Program Monitoring Replacement Upgrade Capital Projects Regulatory & Policy- Driven: Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by City Council Community Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements Project Accounting CFD #1 Admin Open Space Acquisition Loans Repayment/ Transfer June 2, 2020 Item #8 Page 184 of 300 INVESTING IN OUR QUALITY OF LIFE As the city continues to grow and develop, there is a corresponding increase in the demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The plan was established to manage development within the city by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the city’s growth, development cannot proceed. Recently, certain actions, such as imposing a moratorium, have been 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 Carlsbad’s Capital Improvement Program 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 Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the fiscal year 2020-21 CIP, compliance with the Growth Management Plan is continued. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs, which ensure adequate inspection, maintenance, and replacement of buildings and parks, water, sewer and drainage systems, bridges, and roadways systems. PROJECT EVALUATION Development of the CIP is a team effort involving all operational departments, the city manager’s office, 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. 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 June 2, 2020 Item #8 Page 185 of 300 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 considers 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. In anticipation of revenue decreases in some capital funding sources, staff recommended funding adjustments in fiscal year 2020-21 that focused on matching existing resources with realistic and achievable project schedules. New project requests were minimized, and the city remains committed to continue work on projects that are already underway. F ISCAL YEAR 2020 -21 APPROPRIATIONS In the fiscal year 2020-21 CIP, there are approximately 233 continuing and new projects planned over the next 15 years. The fiscal year 2020-21 CIP outlines approximately $27.7 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for one new project. Projected revenues during the same fiscal year are estimated at $34.5 million. Planning 6% Capital Projects 59% Maintenance & Operations 31% Project Accounting 4% FY 2020-21 Appropriations $27.7 million June 2, 2020 Item #8 Page 186 of 300 FISCAL YEAR 2020 -21 APPROPRIATIONS Civic Buildings and Facility Maintenance $4.3 million This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs include repair, maintenance, and replacement of civic buildings. Parks $755,000 Projects include improvements and enhancements to existing parks, such as playground resurfacing, picnic areas and other needs identified by the community and in recently updated parks master plans. Drainage $500,000 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 $10.4 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 $4.8 million Future water and recycled water projects include construction of new pipe lines, replacement of existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been producing and delivering recycled water for over 30 years. Streets and Circulation System $7.0 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. Carlsbad 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. L - III T • ,Hr , r , r June 2, 2020 Item #8 Page 187 of 300 NEW CIP PROJECTS V illage H South Off Leash Dog Area and Trail Segment 5B Managing Department: Parks & Recreation Classification: Capital Project Funding Source: Public Facility Fees Budget FY21 $ 375,000 FY22 $ 872,800 TOTAL $1,247,800 About This Project The City of Carlsbad took ownership of a 61-acre piece of property, bisected at the corner of Carlsbad Village Drive and Victoria Avenue, as part of a lawsuit settlement involving the Quarry Creek housing project. The project anticipates approximately one acre of fenced, off-leash dog area, a parking lot and a pre-fabricated restroom. The project also includes the design and construction of the balance of Trail Segment 5B (Carlsbad Village Drive to Tamarack Avenue), as reflected in the Carlsbad Trails Master Plan. Project Need City Council directed city staff to “initiate public outreach to engage residents in the development of a plan to integrate an off-leash dog run as part of the Village H property.” Taking into account community input, staff and Preserve Calavera created a conceptual plan to allow an off-leash dog area while protecting sensitive habitat preserves and providing for wildlife movement. June 2, 2020 Item #8 Page 188 of 300 REVENUES Over the next 15 years, revenues for Capital Projects are estimated at $708.2 million and are segregated into six major funding sources: (1) fees generated by development in Carlsbad, (2) special district fees and taxes (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 (5) other sources, including grants, sales taxes, and contributions from other agencies. Approximately 18% of all capital revenue is received as a result of development (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/industrial square feet. These revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges, Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD). Water and wastewater replacement revenues generated by user fees equal approximately 32% 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 26%, 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 24% 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. Capital Improvement Program Projected Revenues FY 2020-21 to FY 2034-35 $708.2 million Other Agencies, 23.3% General Capital Construction ...._ Transfers, 13.2% I nfrastru ctu re Replacement Transfers, 12.7% .....,_ Developer Fees, ' 13.2% Financing Districts, 5.2% Utility Replacement Transfers, 32.4% June 2, 2020 Item #8 Page 189 of 300 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 2019-20 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 2,800 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 2020-21 is projected at 167 units, and, over the next five years, should average 210 units per year. The amount of non-residential development is projected at about 556,000 square feet over the next five years. 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. Fiscal Year Residential Units Non-Residential Square Feet 2020-21 167 204,134 2021-22 127 149,011 2022-23 319 29,657 2023-24 61 112,332 2024-25 381 61,186 2025-31 1,082 1,706,327 2031-build out 690 2,402,960 Totals 2,827 4,665,607 June 2, 2020 Item #8 Page 190 of 300 FUTURE PROJECTS The CIP for fiscal year 2020-21 to fiscal year 2034-35 outlines approximately 233 projects at a cost of $627.6 million. 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. 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 80% and 20%, respectively, and reflects the anticipated mix of residential development for each Local Facilities Management Zone. In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was computed for each type of development use. An attached multi-family residential dwelling unit is assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square feet of development, respectively, although the actual volume of trips generated by commercial and industrial buildings can vary widely depending on the ultimate land use. Transportation 19% Water 27% Future Project Costs by Type FY 2020-21 to FY 2034-35 $627.6 million Other (loans) 2% ---~ Civic Projects 15% Parks 7% Drainage 3% Wastewater 27% June 2, 2020 Item #8 Page 191 of 300 Community Facilities District (CFD) No. 1 is a citywide district established to finance various civic facilities required under the city’s Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development and restoration. Bridge and Thoroughfare Fee Districts (BTD) are formed by property owners to finance specific road construction projects located within the district boundaries. Poinsettia Lane – Aviara Parkway (BTD No. 2) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. UNFUNDED PROJECTS There are six projects identified in the Capital Improvement Program for which there is no identifiable funding source and, in some cases, where only partial funding has been identified. The city will investigate obtaining possible external funding, such as federal and state grants, loans, or other financing sources. Once funding is identified for these projects, the project costs will have to be reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two projects are partially funded by the Traffic Impact Fee (TIF) Program. The program was planned to generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining 80% unfunded. Business Park Recreational Facility (Partial Funding)6,600,000$ Cannon Lake Park (6.7 Acres)2,243,000 Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600 Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600 Carlsbad Blvd. Realignment - Segments 3-5 26,100,000 College Boulevard Extension 30,000,000 TOTAL UNFUNDED PROJECTS 85,958,200$ June 2, 2020 Item #8 Page 192 of 300 PROJECTED FUND BALANCES FOR FISCAL YEAR 20 19-2 0 July 1, 2019 Projected June 30, 2020 Unreserved Projected Projected Debt Service Projected Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 12,147,090 2,331,495 - - 14,478,585 BTD#3 - Cannon Road West 503,448 7,982 - - 511,430 Community Development Block Grant - - - - - CFD #1 - Citywide 87,334,515 3,596,787 1,193,377 182,658 89,555,267 Gas Tax 13,344,910 2,284,930 3,001,992 610,000 12,017,848 Gas Tax (Road Maint. & Rehab Acct.)1,337,299 1,724,259 1,639,351 - 1,422,207 General Capital Const.42,666,245 5,111,500 4,769,387 - 43,008,358 Grants - Federal - 1,440,000 8,143 - 1,431,857 Infrastructure Replacement 118,964,129 7,195,384 6,630,249 - 119,529,264 Other 1,859,723 31,493 - - 1,891,216 Park Fee Zones 5,13,16, 17, 18 4,427,448 127,595 - - 4,555,043 Park-In-Lieu NE 3,835,412 468,015 - - 4,303,427 Park-In-Lieu NW 1,502,376 95,551 925 - 1,597,002 Park-In-Lieu SE 1,428,906 411,788 4,850 - 1,835,844 Park-In-Lieu SW 551,165 248,854 386,658 - 413,361 Planned Local Drainage Area A 1,012,787 128,865 140,102 - 1,001,550 Planned Local Drainage Area B 2,483,850 129,224 1,042,185 - 1,570,889 Planned Local Drainage Area C 1,598,249 38,156 98,923 - 1,537,482 Planned Local Drainage Area D 780,830 34,430 184,636 - 630,624 Public Facilities Fee 27,060,099 2,199,842 1,391,816 - 27,868,125 Sewer Connection 8,862,588 4,579,674 2,823,552 - 10,618,710 Sewer Replacement 26,060,652 13,961,082 5,539,804 - 34,481,930 TDA - - - - - Traffic Impact Fee 22,594,162 3,008,280 1,191,233 - 24,411,209 Transnet/Local 25,361,161 5,437,581 6,320,961 - 24,477,781 Transnet/STP - - - - - Water - Potable 33,719,528 1,614,105 153,259 - 35,180,374 Water - Recycled (4,138,167) 24,033,033 11,928,792 - 7,966,074 Water Replacement - Potable 55,115,949 7,109,794 11,533,731 - 50,692,012 Water Replacement - Recycled 16,654,808 1,440,899 188,034 - 17,907,673 Total 507,069,162 88,790,599 60,171,960 792,658 534,895,143 June 2, 2020 Item #8 Page 193 of 300 PROJECTED FUND BALANCES FOR FISCAL YEAR 2020 -21 July 1, 2020 June 30, 2020 July 01, 2020 2020-21 June 30, 2021 Projected Estimated Continuing New Total CIP Projected Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 14,478,585 - 13,769,150 - 13,769,150 709,435 BTD#3 - Cannon Road West 511,430 - 105,021 (105,021) - 511,430 Community Development Block Grant - - - - - - CFD #1 - Citywide 89,555,267 4,379,265 29,825,834 134,000 29,959,834 63,974,698 Gas Tax 12,017,848 2,321,630 11,550,512 1,548,656 13,099,168 1,240,310 Gas Tax (Road Maint. & Rehab Acct.)1,422,207 1,958,885 971,972 2,176,000 3,147,972 233,120 General Capital Const.43,008,358 4,500,000 40,751,129 (2,869,079) 37,882,050 9,626,308 Grants - Federal 1,431,857 - 1,431,857 - 1,431,857 - Infrastructure Replacement 119,529,264 1,000,000 26,548,134 6,137,803 32,685,937 87,843,327 Other 1,891,216 - 1,294,591 - 1,294,591 596,625 Park Fee Zones 5,13,16, 17, 18 4,555,043 70,281 - - - 4,625,324 Park-In-Lieu NE 4,303,427 - 200,000 - 200,000 4,103,427 Park-In-Lieu NW 1,597,002 361,321 792 - 792 1,957,531 Park-In-Lieu SE 1,835,844 326,756 - - - 2,162,600 Park-In-Lieu SW 413,361 255,278 222,573 - 222,573 446,066 Planned Local Drainage Area A 1,001,550 - 22,496 - 22,496 979,054 Planned Local Drainage Area B 1,570,889 226,596 2,401,013 (661,332) 1,739,681 57,804 Planned Local Drainage Area C 1,537,482 632 184,115 (163,016) 21,099 1,517,015 Planned Local Drainage Area D 630,624 91,841 22,511 - 22,511 699,954 Public Facilities Fee 27,868,125 962,903 2,105,322 1,151,581 3,256,903 25,574,125 Sewer Connection 10,618,710 349,946 3,899,731 246,000 4,145,731 6,822,925 Sewer Replacement 34,481,930 4,181,955 25,076,926 11,033,874 36,110,800 2,553,085 TDA - - - - - - Traffic Impact Fee 24,411,209 948,884 21,073,781 (2,727,000) 18,346,781 7,013,312 Transnet/Local 24,477,781 4,209,000 17,723,960 6,629,000 24,352,960 4,333,821 Transnet/STP - - - - - - Water - Potable 35,180,374 1,286,397 3,981,923 250,000 4,231,923 32,234,848 Water - Recycled 7,966,074 245,743 6,251,418 870,000 7,121,418 1,090,399 Water Replacement - Potable 50,692,012 6,845,091 44,948,602 1,965,300 46,913,902 10,623,201 Water Replacement - Recycled 17,907,673 - 4,526,401 1,712,900 6,239,301 11,668,372 Total 534,895,143 34,522,404 258,889,764 27,329,666 286,219,430 283,198,117 June 2, 2020 Item #8 Page 194 of 300 REVENUE PROJECTIONS SCHEDULE 2016-17 2017-18 2018-19 2019-20 2020-21 Actual Actual Actual Projected Estimated Fund Revenue Revenue Revenue Revenue Revenue BTD#2 - Poinsettia Lane/Aviara Pkwy 59,251 305,677 751,810 2,331,495 - BTD#3 - Cannon Road West 79,875 4,293 18,996 7,982 - Community Development Block Grant 308,112 16,335 - - - CFD #1 - Citywide 3,065,439 2,795,212 6,095,889 3,596,787 4,379,265 Gas Tax 2,194,398 2,749,382 3,299,173 2,284,930 2,321,630 Gas Tax (Road Maint. & Rehab Acct.)- 661,528 2,132,844 1,724,259 1,958,885 General Capital Const.10,521,222 - 1,077,525 5,111,500 4,500,000 Grants - Federal 19,890 40,371 956,847 1,440,000 - Infrastructure Replacement 9,765,585 10,358,061 15,073,019 7,195,384 1,000,000 Other 11,763 19,704 109,630 31,493 - Park Fee Zones 5,13,16, 17, 18 420,515 501,489 244,229 127,595 70,281 Park-In-Lieu NE 998,551 69,308 1,441,530 468,015 - Park-In-Lieu NW 253,193 771,528 1,086,531 95,551 361,321 Park-In-Lieu SE 18,033 16,622 372,419 411,788 326,756 Park-In-Lieu SW 52,856 61,225 190,127 248,854 255,278 Planned Local Drainage Area A 49,255 77,773 155,094 128,865 - Planned Local Drainage Area B 362,617 75,817 136,887 129,224 226,596 Planned Local Drainage Area C 4,339 5,489 82,796 38,156 632 Planned Local Drainage Area D 27,296 22,847 124,198 34,430 91,841 Public Facilities Fee 6,501,517 4,947,110 3,673,762 2,199,842 962,903 Sewer Connection 1,377,814 842,150 874,464 4,579,674 349,946 Sewer Replacement 4,932,632 4,872,244 7,662,061 13,961,082 4,181,955 TDA 59,887 23,682 - - - Traffic Impact Fee 3,041,034 3,059,920 2,586,291 3,008,280 948,884 Transnet/Local 4,172,670 4,269,152 3,779,436 5,437,581 4,209,000 Transnet/STP (198) - - - - Water - Potable 1,932,938 1,786,623 2,064,521 1,614,105 1,286,397 Water - Recycled 3,987,107 1,231,038 2,144,721 24,033,033 245,743 Water Replacement - Potable 5,073,257 5,002,438 6,970,260 7,109,794 6,845,091 Water Replacement - Recycled 1,015,575 1,348,906 2,046,796 1,440,899 - Total 60,306,423 45,935,924 65,151,856 88,790,599 34,522,404 Note: Revenues include loans, advances and transfers. June 2, 2020 Item #8 Page 195 of 300 BUDGET EXPENDITURE SCHEDULE 2017-18 2018-19 2019-20 2020-21 2020-21 2020-21 Actual Actual Estimated Continuing New Total CIP FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy 13,995 - - 13,769,150 - 13,769,150 BTD#3 - Cannon Road West 193,137 - - 105,021 (105,021) - Community Development Block Grant 16,335 - - - - - CFD #1 - Citywide 384,470 665,531 1,376,035 29,825,834 134,000 29,959,834 Gas Tax 2,862,646 2,609,525 3,611,992 11,340,512 1,548,656 12,889,168 Gas Tax (Road Maint. & Rehab Acct.)10,711 1,441,968 1,639,351 971,972 2,176,000 3,147,972 General Capital Const.3,122,730 3,355,394 4,769,387 40,701,129 (2,819,079) 37,882,050 Grants - Federal 975,193 - 8,143 1,431,857 - 1,431,857 Infrastructure Replacement 3,346,454 1,963,003 6,630,249 26,185,187 6,500,000 32,685,187 Other - - - 1,294,591 - 1,294,591 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 200,000 - 200,000 Park-In-Lieu NW 992,883 (1,716) 925 792 - 792 Park-In-Lieu SE 887,896 432,960 4,850 - - - Park-In-Lieu SW 9,191 2,458,313 386,658 222,573 - 222,573 Planned Local Drainage Area A - 3,352 140,102 22,496 - 22,496 Planned Local Drainage Area B 286,812 1,114,394 1,042,185 2,401,013 (661,332) 1,739,681 Planned Local Drainage Area C - 2,168 98,923 184,115 (163,016) 21,099 Planned Local Drainage Area D - 2,451 184,636 22,511 - 22,511 Public Facilities Fee 8,820,647 4,996,962 1,391,816 2,105,322 1,151,581 3,256,903 Sewer Connection 9,281,833 1,293,191 2,823,552 3,899,731 246,000 4,145,731 Sewer Replacement 6,993,624 5,934,908 5,539,804 23,568,701 11,033,874 34,602,575 TDA 5,783 - - - - - Traffic Impact Fee 624,181 324,564 1,191,233 21,073,781 (2,727,000) 18,346,781 Transnet/Local 5,254,026 1,561,510 6,320,961 17,723,960 6,629,000 24,352,960 Transnet/STP - - - - - - Water - Potable 43,344 6,700 153,259 3,981,923 250,000 4,231,923 Water - Recycled 3,727,004 825,659 11,928,792 6,251,418 870,000 7,121,418 Water Replacement - Potable 4,046,139 7,089,068 11,533,731 44,527,182 1,965,300 46,492,482 Water Replacement - Recycled 186,353 215,047 188,034 4,526,401 1,712,900 6,239,301 Total 52,085,387 36,294,952 60,964,618 256,337,172 27,741,863 284,079,035 Note: Expenditures include loans, advances and transfers. June 2, 2020 Item #8 Page 196 of 300 June 2, 2020 Item #8 Page 197 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source Abandon Potable Services (New Recycled Services) Multiple Districts High 52051 WATER REPL 1,742,000 ADA Beach Access-Pine To Tamarack District 1 Medium 60651 GCC 375,000 Adaptive Traffic Signal Program Multiple Districts High 63261 TRANSNET- LOC 2,641,938 63264 TRANSNET- LOC 1,000,000 Advance Street Name Signs Multiple Districts High 60861 GAS TAX 40,000 Avenida Encinas Pedestrian Access Improvements District 2 Critical 60911 GAS TAX 75,000 Avenida Encinas Widening - South of Palomar Airport Road District 3 High 60041 TIF 5,177,000 Aviara Community Park - Phase 2 District 2 High 46041 PIL-SW 3,120,500 46042 PIL-SW 38,200 46043 PFF 700,000 Aviara Parkway And Plum Tree Waterline District 2 Low 19021 WATER REPL - Barrio Street Lighting District 1 High 40131 GCC 760,000 Beach Access Repair/Upgrades - Pine Avenue To Tamarack District 1 Critical 38961 IRF 1,612,750 38962 GCC 4,199,000 Buena Interceptor Sewer Access Road Improvements District 3 High 55371 SEWER REPL 1,150,000 Buena Interceptor Sewer Improvements Multiple Districts Critical 55011 SEWER REPL 1,588,499 55012 SEWER CONN 550,000 Buena Interceptor Sewer Realignment - East Segment District 2 High 55441 SEWER REPL 507,000 Business Park Recreational Facility (Partial Funding) District 2 Low 19041 ZONE 5 - Calavera Hills Community Center Referbishment District 2 Medium 47461 IRF 45,000 Calavera Hills Community Park Gateway Improvements District 2 Medium 46011 GCC 1,046,850 46012 GCC 10,500 1,742,000------- 2,875,000-----2,500,000- 2,641,938------- 1,000,000------- 40,000------- 75,000------- 5,177,000-----5,177,000-5,177,000 3,120,500------- 38,200------- 700,000------- 1,100,500----1,000,500100,000- 999,999-----239,999- 1,612,750------- 6,199,000------2,000,000 1,150,000------- 3,758,499------2,170,000 550,000------- 1,987,000-----1,480,000- 4,760,0004,760,000------ 685,000-----540,000100,000 1,146,850-----100,000- Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-15June 2, 2020 Item #8 Page 198 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source Calavera Hills Community Park Gateway Improvements District 2 Medium 46011 GCC 1,046,850 46012 GCC 10,500 Cannon Park Restroom District 2 Medium 47261 GCC 690,000 Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements District 1 Critical 60581 GAS TAX 1,576,000 60583 TRANSNET- LOC 1,054,000 Carlsbad Blvd Realignment Multiple Districts Medium 60311 TRANSNET- LOC 3,250,000 Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) District 2 Low 19081 TIF - Carlsbad Boulevard Waterline Replacement At Terramar District 2 Critical 50481 WATER REPL 2,430,000 Carlsbad Boulevard Widening Mountain View Drive to Northerly City Limits District 1 Low 19101 TIF - 19102 TIF - Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp. District 1 High 19121 TRANSNET- LOC - Carlsbad Village Drive Widening - Pontiac Drive To Victoria Avenue Multiple Districts Low 19131 TIF - Chestnut Avenue Complete Street Improvements-Valley To Pio Pico District 1 Medium 19161 TRANSNET- LOC - Christiansen Way Improvements District 1 Medium 19171 TRANSNET- LOC - City Hall Complex Multiple Districts Critical 40081 CFD#1 1,028,105 College Boulevard - Cannon Road To Badger Lane (375 Zone) District 2 Medium 50131 WATER CONN 1,060,000 College Boulevard - Cannon Road To Badger Lane (490 Zone) District 2 Medium 50121 WATER CONN 1,090,000 College Boulevard Reach A and Cannon Road Reach 4A District 2 High 36362 OTHER 1,713,002 36363 PLDB - Crestview Drive Transmission Main District 2 Low 50331 WATER REPL 240,000 Desalinated Water Flow Control Facility No. 5 District 2 High 50381 WATER CONN 1,904,300 DMP Facility AAA (Jefferson Street) District 1 Low 19231 PLDA - DMP Facility AAAA (Madison Street) District 1 Medium 19241 PLDA - 11,500-----1,000- 690,000-----634,354-634,354 1,576,000------- 1,054,000------- 3,250,000------- 932,000932,000------ 5,080,000----150,0002,500,000- 984,000984,000------ 1,274,0001,274,000------ 1,320,000-----1,320,000- 3,102,0003,102,000------ 1,080,000-----1,080,000- 310,000-----310,000- 51,028,105-50,000,000----- 1,095,000----35,000-- 1,460,000----370,000-- 1,713,002------- 512,196512,196------ 240,000------- 10,104,300-----7,950,000250,000 289,534289,534------ Capital Projects CITY OF CARLSBADH-16June 2, 2020 Item #8 Page 199 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding SourceDMP Facility AAA (Jefferson Street) District 1 Low 19231 PLDA - DMP Facility AAAA (Madison Street) District 1 Medium 19241 PLDA - DMP Facility AC (Highland Drive Drainage Project) District 1 Medium 66091 PLDA - DMP Facility AFA (Hidden Valley Drainage Restoration and Enhanceme.. District 2 Low 19251 PLDA - DMP Facility AFB (Calavera Hills Drainage Restoration and Enhanceme.. District 2 Low 19261 PLDA - DMP Facility BB 1 And 2 (Washington Street) District 1 Low 19271 PLDB - DMP Facility BCB (Magnolia Avenue) District 1 Medium 19281 PLDB - DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B") District 2 Low 19291 PLDB - DMP Facility BFB-U (El Camino Real) District 2 High 66221 PLDB 138,220 DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B") District 2 Low 19301 PLDB - DMP Facility BL-U (College Boulevard) District 2 Low 19311 PLDB - DMP Facility BM (Cantarini/College Boulevard Box Culvert) District 2 Low 19321 PLDB - DMP Facility BQ (Sunny Creek) District 2 Low 19331 PLDB - DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) District 2 Low 19341 PLDB - DMP Facility C1 - Carlsbad Boulevard Encinas Creek Bridge Plda "C") District 3 High 39192 PLDC 2,539,565 DMP Facility C2 (Paseo Del Norte) District 3 Low 19351 PLDC - DMP Facility CA (Avenida Encinas) District 3 Low 19361 PLDC - DMP Facility DBA (Poinsettia Village) District 4 Low 19371 PLDD - DMP Facility DBB (Avenida Encinas) District 4 Low 19381 PLDD - DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment) District 4 Low 19391 PLDD - DMP Facility DH (Altive Place Canyon Restoration) District 3 Low 19401 PLDD - DMP Facility DQB (La Costa Town Center) District 4 Medium 19411 PLDD - DMP Facility DZ (Poinsettia Lane) District 3 High 19421 PLDD - 416,500416,500------ 921,408921,408------ 91,60891,608------ 163,164163,164------ 1,086,0651,086,065------ 468,096468,096------ 904,329904,329------ 891,220------753,000 1,816,101-1,816,101----- 384,509384,509------ 204,077204,077------ 131,355131,355------ 180,773180,773------ 2,376,549-------163,016 727,730727,730------ 529,402529,402------ 167,215167,215------ 429,108429,108------ 256,423256,423------ 232,812232,812------ 745,842745,842------ Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-17June 2, 2020 Item #8 Page 200 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source DMPFacilityDQB(LaCostaTown Center)District 4 Medium 19411 PLDD - DMP Facility DZ (Poinsettia Lane) District 3 High 19421 PLDD - Drainage Master Plan Update Multiple Districts High 66231 PLDA 166,512 66232 PLDB 558,000 66233 PLDC 121,890 66234 PLDD 209,598 El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk District 2 Critical 60561 IRF 210,000 El Camino Real And Cannon Road Intersection Improvements District 2 Critical 60421 TIF 2,615,000 El Camino Real And Carlsbad Village Drive Dual Left Turns District 1 Low 19431 TIF - El Camino Real And College Blvd Intersection Improvements District 2 Critical 60711 GAS TAX 895,000 60712 GCC 131,000 El Camino Real Left Turn Lane To Westbound Tamarack Avenue District 2 Low 60501 TIF 286,000 El Camino Real Medians Multiple Districts High 36431 PFF 909,500 36432 GAS TAX 1,984,530 El Camino Real Right Turn Lane To East Bound Alga Road District 3 Low 19441 TIF - El Camino Real Widening - Arenal Road To La Costa Avenue District 4 High 60511 TIF 3,200,000 El Camino Real Widening - Cassia Rd To Camino Vida Roble District 3 Critical 60721 TRANSNET- LOC 1,380,000 60722 FED GRNT 1,440,000 El Camino Real Widening - Lisa Street To Crestview Drive District 2 Low 60851 GCC 108,953 El Camino Real Widening - Sunny Creek To Jackspar District 2 High 60941 TRANSNET- LOC - Faraday & El Camino Real Sewer Replacement - Orion To PAR District 2 High 55391 SEWER CONN 140,000 Fire Station No. 2 Replacement District 4 High 40601 GCC 13,000,000 Fire Station No. 4 Expansion District 3 High 47401 IRF 810,000 642,063642,063------ 166,512------- 558,000------- 121,890------- 209,598------- 210,000------- 3,315,000------700,000 1,132,000-1,132,000----- 895,000------- 131,000------- 0-------286,000 695,781-------213,719 1,404,530-------580,000 438,000-438,000----- 5,000,000-----1,800,000- 1,555,000------175,000 1,440,000------- 0-------108,953 4,000,000------4,000,000 436,000----250,00046,000- 13,000,000------- Capital Projects CITY OF CARLSBADH-18June 2, 2020 Item #8 Page 201 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding SourceFire Station No. 2 Replacement District 4 High 40601 GCC 13,000,000 Fire Station No. 4 Expansion District 3 High 47401 IRF 810,000 Foxes Landing Lift Station Wetwell And Pump Replacement District 1 Critical 55261 SEWER REPL 5,492,000 Hydroelectric Generator at Desal Flow Control Facility No. 5 District 2 Medium 50591 WATER CONN 200,000 Intelligent Traffic Control Devices Multiple Districts Low 66341 GAS TAX 200,000 Intersection Control - Camino De Los Coches And La Costa Avenue District 4 Critical 63251 GAS TAX 250,000 Kelly Drive And Park Drive Road Diet And Multiuse Trail District 2 Critical 60751 TRANSNET- LOC 4,175,000 60753 GAS TAX 130,000 La Costa Avenue Traffic Improvements District 4 Medium 60761 GAS TAX 863,000 Laguna Drive Storm Drain District 1 Medium 66281 GAS TAX 370,000 Lake Calavera Outlet Improvements District 2 High 50541 GCC 1,220,000 Lake Calavera Trails Master Plan/Construction (Prop C) District 2 High 38661 GCC 1,063,250 Las Palmas Trunk Sewer District 2 Critical 55401 SEWER CONN 556,000 Left Turn Lane Extensions Multiple Districts High 60771 GAS TAX 200,000 Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction District 2 Medium 46021 PFF 1,631,500 46022 PIL-SE 1,334,100 46023 PFF 29,655 Limited Access Pipeline Relocation Program Multiple Districts Critical 50351 WATER REPL 1,940,000 Maerkle Reservoir Floating Cover Replacement District 2 Critical 50361 WATER REPL 13,055,000 Maerkle Reservoir Transmission Main District 2 Critical 50011 WATER REPL 6,330,000 Marca Place Drainage Improvements District 4 Medium 66141 GAS TAX 65,000 Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP) District 2 Low 19531 TIF - Melrose Drive Right Turn Lane To West BoundPalomarAirportRoad District 2 High 60341 TIF 561,000 5,335,000------4,525,000 5,492,000------- 2,275,000-----2,075,000- 200,000------- 250,000------- 4,175,000------- 130,000------- 863,000-----841,700-841,700 2,950,000----1,494,0001,000,00086,000 1,260,000-----40,000- 1,128,250------65,000 3,186,000-----2,630,000- 200,000------- 1,631,500------- 1,334,100------- 29,655------- 4,940,000----1,000,0002,000,000- 13,055,000------- 14,631,000---8,301,000--- 65,000------- 1,237,0001,237,000------ Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-19June 2, 2020 Item #8 Page 202 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source MelroseDriveAndAlgaRoadDualLeft Turn Lanes (RTCIP)District 2 Low 19531 TIF - Melrose Drive Right Turn Lane To West Bound Palomar Airport Road District 2 High 60341 TIF 561,000 Miscellaneous Pipeline Replacement - Recycled District 2 High 19541 RECL REPL - Normally Closed Valve (Install Motorized Valve) District 2 High 50501 WATER REPL 485,000 North Batiquitos Access Road Improvement District 4 High 55471 SEWER REPL 250,000 North Batiquitos Lift Station Forcemain Rehabilitation District 4 Medium 55361 SEWER REPL 550,000 Ocean Street Restroom Facility District 1 High 47291 GCC 775,000 Orion Center District 2 High 35721 CFD#1 33,995,266 35722 WATER REPL 6,650,399 35723 SEWER REPL 3,995,000 35724 CFD#1 541,000 35725 RECL REPL 2,660,000 Palomar Airport Road And College Blvd Improvements District 2 High 60281 TIF 495,500 Palomar Airport Road/El Fuerte Street Right Turn Lane District 2 Low 19581 TIF - Palomar Airport Road/Paseo Del Norte Left Turn Lane Extension Multiple Districts Medium 60431 Gas Tax 32,193 60432 TRANSNET- LOC 250,277 Palomar Airport Road/Paseo Del Norte Right Turn Lane Multiple Districts Medium 60441 Gas Tax 101,891 60442 TRANSNET- LOC 925,639 Palomar Airport Waterline Realignment District 2 High 50551 WATER REPL 525,000 Pine Avenue Park - Phase II (Community Building) District 1 High 46031 PIL-NW 2,197,000 46032 PFF 10,016,040 46033 PFF 123,300 Poinsettia Community Park - Phase 3 District 3 High 46051 PFF 5,231,475 711,000------150,000 6,010,0002,910,0002,150,000350,000350,000250,000-- 485,000------- 250,000------- 550,000------- 775,000------- 34,705,846-----710,580- 6,789,409-----139,010- 4,078,500-----83,500- 552,310-----11,310- 2,715,600-----55,600- 995,500------500,000 1,198,000-1,198,000----- 47,193------15,000 250,277------- 116,891------15,000 925,639------- 1,000,000------475,000 2,197,000------- 10,016,040------- 123,300------- Capital Projects CITY OF CARLSBADH-20June 2, 2020 Item #8 Page 203 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source PineAvenuePark-PhaseII (Community Building)District 1 High 46033 PFF 123,300 Poinsettia Community Park - Phase 3 District 3 High 46051 PFF 5,231,475 46052 PFF 43,225 Poinsettia Community Park - Phase 4 - Dog Park District 3 Medium 46081 PFF 1,080,500 46082 PFF 11,340 Poinsettia Lane - Reach E Cassia Road To Skimmer Court District 3 High 39221 BTD#2 14,081,200 Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb District 2 High 19591 BTD#2 - Poinsettia Lane Lift Station Overflow District 3 High 55291 SEWER REPL 1,106,243 Poinsettia Lane Widening - Paseo Del Norte To Batiquitos Drive (RTCIP) District 3 Null 19601 TIF - Pressure Reducing Station Program Multiple Districts Critical 50201 WATER REPL 3,462,000 Recycled Water Line - CWRF To Agua Hedionda Lagoon Multiple Districts Critical 50271 WATER REPL 1,632,594 50272 RECL WATER 3,417,406 Recycled Water Phase 3 - CWRF Expansion District 3 High 52091 WATER REPL 3,517,276 52092 RECL WATER 6,844,124 Recycled Water Phase 3 - Pipelines Multiple Districts Critical 52081 WATER REPL 2,497,529 52082 RECL WATER 21,256,331 Recycled Water Phase 3 - Reservoir District 3 High 52101 WATER REPL 690,000 52102 RECL WATER 2,250,000 Robertson Ranch Park Development (Partial Funding) District 2 Medium 38011 PIL-NE 200,000 38012 PFF - Santa Fe II Inlet Pipeline Null High 50571 WATER REPL 495,000 SCADA Improvements Multiple Districts Critical 55421 SEWER REPL 1,207,500 55422 WATER REPL 1,305,000 5,231,475------- 43,225------- 2,061,000------980,500 21,140------9,800 14,081,200------- 1,168,8331,168,833------ 1,106,243------- 1,039,0001,039,000------ 11,862,0003,000,0003,000,000600,000600,000600,000600,000- 1,632,594------- 3,417,406------- 3,517,276------- 6,844,124------- 2,497,529------- 21,256,331------- 980,000------290,000 3,120,000------870,000 2,735,000----2,450,00085,000- 12,592,000----12,592,000-- 2,865,000----2,370,000-- 10,058,100--610,5002,412,5003,209,2001,858,100760,300 Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-21June 2, 2020 Item #8 Page 204 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source SCADA Improvements Multiple Districts Critical 55421 SEWER REPL 1,207,500 55422 WATER REPL 1,305,000 55423 RECL REPL 357,500 Sewer Line Capacity Improvements Multiple Districts High 55481 SEWER REPL 100,000 Sidewalk/Street Construction Program Multiple Districts High 60021 TIF 3,200,000 Simsbury Sewer Extension District 2 Medium 55331 SEWER REPL 671,000 South Shore Agua Hedionda Lagoon Trail District 2 High 40851 GCC 674,500 State Street and Grand Avenue Road Improvements District 1 Medium 60821 TRANSNET- LOC - Terramar Area Coastal Improvements District 2 High 60541 TIF 6,000,001 60542 GCC 999,999 60543 TRANSNET- LOC 1,000,000 60544 SEWER REPL 500,000 60545 PFF - Traffic Control Improvements - Poinsettia Lane & Cassia Road Multiple Districts High 63292 GAS TAX 411,000 Traffic Control Improvements - Poinsettia Lane & Oriole Court District 3 High 63302 GAS TAX 411,000 Traffic Improvement Program Multiple Districts Critical 60701 GAS TAX 1,400,000 Traffic Signal - Faraday Avenue And Camino Hills Drive District 2 Medium 63311 GAS TAX 210,000 Traffic Signal - La Costa Avenue And Levante Street District 4 Low 39381 GAS TAX 250,000 Traffic Signal - Maverick Way & Camino De Los Coches District 4 Critical 63322 GAS TAX 140,000 Traffic Signal - Poinsettia Lane And Brigantine Road Multiple Districts Low 19711 GAS TAX - Traffic Signal - Tamarack Avenue And Valley Street District 1 Medium 19721 GAS TAX - Trail Connectivity To Tamarack State Beach (Prop C) District 1 Medium 40631 GCC 3,276,000 Tri-Agency Water Transmission PipelineReplacement District 2 High 50081 WATER REPL 6,455,000 10,155,600--610,5002,412,5003,209,2001,858,100760,300 2,394,000--398,000337,600631,500381,500287,900 1,070,000-----870,000100,000 4,400,000---300,000300,000300,000300,000 671,000------- 719,500------45,000 325,000-----325,000- 6,650,001------650,000 999,999------- 1,000,000------- 1,000,000------500,000 2,450,000-----2,450,000- 411,000------- 411,000------- 2,300,000----300,000300,000300,000 210,000-----210,000-210,000 250,000------- 140,000------- 210,000---210,000--- 290,000------290,000 3,276,000-----3,123,844-3,123,844 Capital Projects CITY OF CARLSBADH-22June 2, 2020 Item #8 Page 205 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source TrailConnectivityToTamarackState Beach (Prop C)District 1 Medium 40631 GCC 3,276,000 Tri-Agency Water Transmission Pipeline Replacement District 2 High 50081 WATER REPL 6,455,000 Valley and Magnolia Complete Streets District 1 High 60191 TIF 3,286,206 60192 WATER REPL 71,000 60193 OTHER - Valley Street Road Diet And Traffic Calming District 1 Medium 19741 TRANSNET- LOC - Veteran's Memorial Park (All Quadrants) Multiple Districts Critical 46091 CFD#1 478,200 Village and Barrio Traffic Circles District 1 High 40151 GCC 315,000 40152 TRANSNET- LOC 1,025,000 40153 SEWER REPL 160,000 40154 GAS TAX - Village Decorative Lighting District 1 Medium 40161 GCC 703,853 Village H South Off Leash Dog Area and Trail Segment 5B District 2 Low Not Assigned PFF - Village Intelligent Parking Implementation District 1 Low 60891 GCC 300,000 Villas Sewer Lift Station Replacement District 2 Critical 55501 SEWER REPL 130,000 Vista Carlsbad Interceptor - Agua Hedionda LS & Forcemain (VC12-VC13) District 2 Critical 34921 SEWER CONN 30,863,405 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements District 1 Critical 55351 SEWER CONN 1,125,000 Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) Multiple Districts Critical 38861 SEWER CONN 9,625,200 Vista Carlsbad Interceptor - Reach VC3 District 1 Critical 39501 SEWER CONN 597,000 Vista Carlsbad Interceptor - Reach VC14 To VC15 Multiple Districts High 39491 SEWER CONN 21,107,163 Water Valve Repair/Replacement Program Multiple Districts Critical 50191 WATER REPL 5,990,000 6,455,000------- 3,536,206------250,000 71,000------- 0------- 1,645,000-----1,645,000- 23,922,200-23,420,000----24,000 415,000------100,000 1,025,000------- 560,000------400,000 2,175,000------2,175,000 1,103,853-----400,000- 1,247,800----872,800-375,000 300,000----300,000--300,000 850,000-----720,000- 30,913,405------50,000 4,346,000-3,150,000----71,000 9,625,200------- 2,689,000---2,092,000--- 21,107,163------- 20,540,0005,650,0005,110,000960,000960,000940,000930,000- Capital Projects2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-23June 2, 2020 Item #8 Page 206 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source ADA Improvement Program Multiple Districts Critical 60491 TRANSNET -LOC 1,670,000 60492 IRF - Agua Hedionda Creek Maintenance District 2 High 33381 PLDB 4,098,069 33382 IRF - Agua Hedionda Lift Station Biological Monitoring And Maintenance District 2 Medium 55451 SEWER REPL 150,000 Alga Norte Park Modifications District 3 Medium 47331 GCC 314,000 Assessment District 97-1 Concrete Improvements District 3 High 60841 GCC 420,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing Multiple Districts High 47451 IRF 600,000 Bridge Preventitive Maintenance Program Multiple Districts Critical 60661 IRF 1,227,511 Buena Vista Creek Channel Clearing At El Camino Real Multiple Districts High 66191 GCC 675,000 Camino Hills And Jackspar Drive Slope Stabilization District 2 Critical 60301 GCC 859,400 Cannon Road and Bobcat Blvd District 2 High 60901 GAS TAX 155,000 Carlsbad Blvd Emergency Repair District 3 Critical 60631 GAS TAX 841,000 Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue District 1 Low 19071 GAS TAX - Carlsbad Blvd Pedestrian Lighting - Tamarack To State Street District 1 High 60681 TRANSNET -LOC 1,325,000 Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) (RTCIP) District 2 Low 19091 TIF - Cathodic Protection Program Multiple Districts Critical 50071 WATER REPL 1,426,700 City Facility Accessibility Upgrades Multiple Districts Medium 47271 GCC 500,000 City Facility Safety And Parking Lot Lighting Assessment Multiple Districts High 60741 IRF 410,000 City Hall Complex Refurbishment District 1 Medium 47181 IRF 1,059,000 City Hall Exterior Refurbishment District 1 Critical 47251 GCC 2,250,000 Citywide Drainage Improvement Program Multiple Districts High 66082 GAS TAX 6,090,594 2,060,000---65,000130,00065,000130,000 0------- 3,548,753-------549,316 330,000--60,00060,00060,00075,00075,000 225,000------75,000 974,000-----660,000- 420,000------- 600,000------- 2,457,511----230,000500,000500,000 1,250,000------575,000 859,400-----700,000-700,000 155,000------- 841,000------- 2,763,0002,763,000------ 1,325,000------- 3,681,0003,681,000------ 2,716,700280,000260,000190,000190,000190,000180,000- 500,000------- 1,410,000------1,000,000 1,059,000------- 2,250,000------- Maintenance and Operations CITY OF CARLSBADH-24June 2, 2020 Item #8 Page 207 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding SourceCity Hall Exterior Refurbishment District 1 Critical 47251 GCC 2,250,000 Citywide Drainage Improvement Program Multiple Districts High 66082 GAS TAX 6,090,594 66083 IRF 1,634,000 Citywide Street Lighting Program Multiple Districts Medium 60921 GAS TAX 150,000 Citywide Thermoplastic Pavement Markings Multiple Districts Critical 60931 GAS TAX 50,000 Cole Library Expansion District 1 Low 19211 CFD#1 - 19212 PFF - 19213 GCC - College Boulevard Wetland Habitat Creation District 2 Medium 66211 PLDB 955,000 66212 GCC - Concrete Repair/Replacement Program Multiple Districts High 60132 GAS TAX 2,933,000 60133 GAS TAX 107,000 Curb Inlet Filter Retrofit Program Multiple Districts Medium 66261 IRF 230,000 DMP Facility BFA (Country Store) District 2 High 66271 PLDB 963,673 Dove Library Lighting Improvements District 3 Low 40811 GCC 225,000 Dove Library Parking Lot Renovation District 3 Medium 47441 GCC 50,000 Emergency Operations Center Reconfiguration District 2 Medium 47191 GCC 1,658,000 47192 IRF 200,000 Faraday Center Refurbishment District 2 Medium 47201 IRF 3,154,380 Farol Court Storm Drain Outfall at Agua Hedionda Creek District 2 Medium 66181 IRF 696,700 Fire Flow System Improvements Multiple Districts High 50431 WATER REPL 1,710,000 Fire Station No. 1, 4, and 5 Drainage Improvements Multiple Districts Medium 66161 GCC 350,000 Fire Station No. 5 New Roof And Storage Building District 2 Medium 47361 GCC 225,000 6,090,594------- 4,844,000----595,0001,865,000750,000 150,000------- 50,000------- 5,988,0005,988,000------ 11,936,00011,936,000------ 1,000,0001,000,000------ 89,984-------865,016 410,000------410,000 6,433,0001,250,0001,250,000250,000250,000250,000250,000- 107,000------- 230,000------- 963,673------- 225,000------- 475,000------425,000 1,658,000------- 200,000------- 3,154,380------- 696,700------- 2,174,000---264,000100,000100,000- 480,000------130,000 Maintenance and Operations2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-25June 2, 2020 Item #8 Page 208 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source FireStationNo.1,4,and5Drainage Improvements Multiple Districts Medium 66161 GCC 350,000 Fire Station No. 5 New Roof And Storage Building District 2 Medium 47361 GCC 225,000 Fleet Fuel Island Upgrade District 2 High 47471 IRF 150,000 Fleet Maintenance Refurbishment District 2 High 47141 IRF 1,374,000 47142 GCC 896,100 Guardrail Replacement And Improvement Program Multiple Districts Medium 60871 GAS TAX 250,000 Harding Center Refurbishment District 1 Low 47081 IRF 115,000 Headwall Replacement Program Multiple Districts Medium 66241 IRF 510,000 Holiday Park Facilities Maintenance District 1 Medium 47091 IRF 80,000 Hosp Grove Park Improvements District 1 Medium 47281 IRF 1,682,000 Kelly Drive Channel Repair District 2 High 66061 IRF 1,341,000 La Costa Slope Repair West of Romeria District 4 Low 60241 GAS TAX 255,749 Lake Calavera Reservoir Maintenance District 2 High 50492 GCC 721,001 Lake Calavera Storm Drain Improvements District 2 Medium 66251 GCC 451,500 Leo Carrillo Ranch Roof Repairs District 2 High 47481 IRF 250,000 Library Fire Alarm Panel Upgrades Multiple Districts Low 47411 IRF 180,000 Maerkle Facility Improvements District 2 Critical 50091 WATER REPL 2,235,200 Miscellaneous City Building Improvements Multiple Districts Medium 47231 IRF 1,565,000 Miscellaneous Pipeline Replacements Multiple Districts Critical 39041 WATER REPL 7,838,366 Monroe Street Pool Replacement District 1 High 47241 IRF 6,187,000 47242 GCC 62,000 New Village Arts Building Roof And Exterior Refurbishment District 1 Medium 47391 IRF 253,626 Park Drive Street and Drainage Improvement District 1 High 66111 GCC 717,439 225,000------- 150,000------- 2,074,000-----700,000- 896,100------- 250,000-----100,000-100,000 295,000-----130,00050,000 510,000------- 80,000------- 1,877,000-----195,000- 1,341,000-----300,000-300,000 255,749------- 639,501----58,50050,000-190,000 5,569-------445,931 1,550,000-----1,200,000100,000 180,000------- 2,235,200------- 3,665,000750,000750,000150,000150,000150,000150,000- 59,028,36621,080,00019,890,0003,000,0002,800,0002,690,0001,730,000- 6,723,000-----536,000- 67,360-----5,360- 253,626------- Maintenance and Operations CITY OF CARLSBADH-26June 2, 2020 Item #8 Page 209 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source NewVillageArtsBuildingRoofAnd Exterior Refurbishment District 1 Medium 47391 IRF 253,626 Park Drive Street and Drainage Improvement District 1 High 66111 GCC 717,439 66112 GAS TAX 1,865,000 Parking Lot Maintenance Program Multiple Districts High 60521 IRF 1,530,000 Pavement Management Program Multiple Districts High 60011 TRANSNET -LOC 20,946,374 60012 GAS TAX 8,138,130 60013 TRANSNET -LOC 9,222,476 60016 RMRA 3,960,000 Public Beach Access Improvements (Ocean Street) District 1 High 60571 GCC 3,610,336 60572 IRF 726,683 Rancho Santa Fe Trail Slope Improvements District 4 High 60881 GCC 350,000 Recycled Water Condition Assessment Program Multiple Districts Critical 52111 RECL REPL 650,000 Recycled Water Valve & Appurtenance Replacement Program Multiple Districts Critical 52121 RECL REPL 260,000 Reservoir Repair And Maintenance Program Multiple Districts Critical 50241 WATER REPL 5,850,000 Retroreflectivity Sign Replacement Program Multiple Districts Medium 60371 GAS TAX 1,000,000 Roadway Slope Stabilization Multiple Districts Medium 60811 GAS TAX 614,000 Romeria Drainage Improvements District 4 High 66041 GCC 410,000 66042 GAS TAX 348,000 Safety Center Renovation District 2 High 47151 IRF 5,953,050 47152 GCC 2,013,500 Safety Training Center Settlement District 2 Low 47431 GCC 1,077,525 Senior Center Refurbishment District 1 Medium 47381 IRF 1,248,000 Sewer Lift Station Repairs And Upgrades Multiple Districts Critical 38401 SEWER REPL 2,935,380 717,439------- 1,865,000------- 1,530,000-----500,000-500,000 40,446,3747,500,0007,500,0001,500,0001,500,0001,500,000-- 8,138,130------- 28,446,4765,500,0005,500,0001,100,0001,100,0001,100,0002,600,0002,324,000 32,736,0009,500,0009,500,0001,900,0001,900,0001,900,0001,900,0002,176,000 3,610,336------- 726,683------- 350,000------- 1,440,000310,000280,00050,00050,00050,00050,000- 2,060,000700,000630,000120,000120,000120,000110,000- 14,490,0003,610,0003,070,000-1,960,000--- 1,660,000-----660,000- 614,000-----200,000-200,000 410,000------- 347,356-------644 12,603,050-----6,650,000- 2,013,500------- 1,077,525------- 1,248,000------- Maintenance and Operations2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-27June 2, 2020 Item #8 Page 210 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding SourceSenior Center Refurbishment District 1 Medium 47381 IRF 1,248,000 Sewer Lift Station Repairs And Upgrades Multiple Districts Critical 38401 SEWER REPL 2,935,380 Sewer Line Condition Assessment Multiple Districts Critical 55131 SEWER REPL 1,458,000 Sewer Line Refurbishments And Replacement Multiple Districts High 55031 SEWER REPL 7,376,475 Sewer Monitoring Program (Capacity) Multiple Districts Critical 55041 SEWER CONN 517,000 Stagecoach Park Synthetic Turf Replacement District 4 High 47421 IRF 2,200,000 Storm Drain Condition Assessment Multiple Districts High 66201 IRF 600,000 Storm Drain System Rehab And Repair Program Multiple Districts High 66071 IRF 4,591,360 Street Lighting Replacement Program Multiple Districts High 60621 GCC 319,269 60622 TRANSNET -LOC 3,325,000 The Crossings Golf Course Lake Liner Replacement District 2 High 40841 GCC 835,500 Traffic Monitoring Program Multiple Districts High 60031 TIF 1,430,900 Traffic Signal Operations Modifications Multiple Districts Medium 63271 GAS TAX 180,000 Vallecitos Interceptor Sewer Cleaning and CCTV Multiple Districts High 55491 SEWER REPL 250,000 Vista Carlsbad Interceptor - Rehabilitation (VC1 & VC2) District 2 Critical 55511 SEWER REPL 20,000 Water Infrastructure Condition Assessment Program Multiple Districts Critical 50511 WATER REPL 990,000 Water Loss Monitoring Program Multiple Districts High 50521 WATER REPL 300,000 Wayfinding Sign Replacement Program Multiple Districts Medium 60611 GAS TAX 150,000 5,185,380750,000750,000150,000150,000150,000150,000150,000 4,968,0001,370,0001,240,000225,000225,000225,000225,000- 42,176,47514,050,00013,350,0001,850,0001,850,0001,850,0001,850,000- 950,000110,000110,00022,00022,00022,00022,000125,000 2,200,000------- 1,200,000---200,000200,000200,000- 5,391,360---200,000200,000200,000200,000 319,269------- 3,325,000------- 835,500------- 2,198,900-288,00096,00096,00096,00096,00096,000 180,000------- 250,000------- 1,936,000-----1,795,000121,000 7,750,0002,480,0002,250,000420,000410,000410,000400,000390,000 1,700,000500,000500,000100,000100,000100,00050,00050,000 150,000------- Maintenance and Operations CITY OF CARLSBADH-28June 2, 2020 Item #8 Page 211 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source Chestnut Complete Street I-5 To Railroad Project Study District 1 Medium 60691 TRANSNET -LOC - Maerkle Reservoir Solar Project District 2 Low 47221 GCC 250,000 Ocean Street Reconfiguration Concepts Study District 1 Medium 60781 GCC 95,000 Odor And Corrosion Prevention Assessment Multiple Districts Medium 55201 SEWER REPL 320,000 Railroad Double Tracking Multiple Districts Critical 60591 GCC 2,250,000 Rancho Carlsbad Groundwater Supply District 2 Low 19621 WATER CONN - 19622 WATER REPL - Roadway Improvements - Coastal Area Analysis & Implementation Multiple Districts Medium 60791 GCC 200,000 San Luis Rey Mission Basin Groundwater Supply Multiple Districts Low 50441 WATER CONN 77,500 50442 WATER REPL 77,500 Sewer Modeling Multiple Districts Low 55461 SEWER CONN 300,000 Traffic Impact Fee Update Multiple Districts High 60401 TIF 200,000 Traffic Signal Master Plan Multiple Districts High 63331 GCC 150,000 Utility Undergrounding Program Study Multiple Districts Medium 60831 GCC 100,000 Village Public Gathering Spaces Study District 1 Medium 40611 GCC 345,000 Water Modeling Multiple Districts Low 50581 WATER CONN 300,000 Water, Recycled And Sewer Master Plan Multiple Districts Critical 55431 SEWER REPL 422,680 55432 WATER REPL 543,560 55433 RECL REPL 411,760 85,000-----85,000- 250,000----249,170--249,170 95,000-----95,000-95,000 320,000------- 173,173-------2,076,827 1,750,0001,425,000325,000----- 1,750,0001,425,000325,000----- 200,000------- 8,577,5002,500,0006,000,000----- 8,577,5002,500,0006,000,000----- 650,000125,000125,00025,00025,00025,00025,000- 200,000------- 150,000------- 100,000----100,000--100,000 345,000-----345,000-345,000 675,000125,000125,00025,00025,00025,00050,000- 422,680------- 543,560------- 411,760------- Planning2020-21 OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAMH-29June 2, 2020 Item #8 Page 212 of 300 Project Name District Score Funding ID Funding Source Prior Appropriation Year 1 (2020-21) Year 2 (2021-22) Year 3 (2022-23) Year 4 (2023-24) Year 5 (2024-25) Year 6-10 (2026-30) Year 11-15 (2031-35) Total Funding Source Aviara Reimbursement Agreement District 2 Low 36491 PIL-SW 238,000 Btd#3 Reconciliation And Closeout District 2 Low 60671 BTD#3 125,000 Carlsbad Water Recycling Facility (Encina Capital Projects) District 3 Critical 52031 WATER REPL 709,390 52032 RECL REPL 631,710 CFD#1 Administration Multiple Districts Low 19151 CFD#1 - Encina Capital Projects Multiple Districts High 58011 SEWER REPL 35,243,727 Gas Tax Transfer to General Fund (Transportation Operating Budget) Multiple Districts Null Not Assigned GAS TAX - Loan Repayment - Park-in-Lieu SW to Public Facility Fee Fund Null Null Not Assigned PIL-NE - Loan Repayment - Sewer Connection to Sewer Repl Null Null Not Assigned SEWER CONN - Open Space And Trail Acquisition (Prop C) Multiple Districts High 40831 GCC 2,215,000 Poinsettia Lane - Cassia Road To Skimmer Court (Reimb. Agreement) District 3 Medium 50451 WATER CONN 600,000 Quarry Creek Sewer Extension (SBA "A" - Reimb. Agreement) District 2 Low 19611 OTHER - Traffic Impact Fee Funds to CFD #1 Null Null Not Assigned TIF - 238,000------- 19,979-------105,021 709,390------- 6,941,7101,300,0001,200,000125,000320,000315,0001,450,0001,600,000 550,000--110,000110,000110,000110,000110,000 139,503,16536,720,30534,753,1467,547,8956,880,0636,217,3605,383,0956,757,574 3,600,000-600,000600,000600,000600,000600,000600,000 1,100,0001,100,000------ 4,700,0004,700,000------ 4,015,000------1,800,000 600,000------- 567,000-----567,000- 1,944,0001,404,00090,00090,00090,00090,00090,00090,000 Project Accounting CITY OF CARLSBADH-30June 2, 2020 Item #8 Page 213 of 300 CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15 Years 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 709,435 709,435 709,435 709,435 709,435 1,728,019 REVENUES Developer Fees - - - - 1,018,584 2,248,440 Total Revenues N/A - - - - 1,018,584 2,248,440 CAPITAL PROJECTSPoinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,200 - - - - - - Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833 Total Project Expenditures 14,081,200 - - - - - 1,168,833 ENDING FUND BALANCE N/A 709,435 709,435 709,435 709,435 1,728,019 2,807,626 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 406,409 511,430 571,094 571,094 571,094 571,094 REVENUES Developer Fees - 59,664 - - - 3,453,172 Total Revenues N/A - 59,664 - - - 3,453,172 CAPITAL PROJECTS BTD#3 Reconciliation and Closeout 125,000 (105,021) - - - - - Total Project Expenditures 125,000 (105,021) - - - - - ENDING FUND BALANCE N/A 511,430 571,094 571,094 571,094 571,094 4,024,266 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A - - - - - - REVENUES Grant Revenues - - - - - - Total Revenues N/A - - - - - - CAPITAL PROJECTS - - - - - - - - - - - - - - Total Project Expenditures - - - - - - - ENDING FUND BALANCE N/A - - - - - - PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 59,729,433 63,974,698 67,064,008 70,307,363 73,435,435 76,780,116 REVENUES Developer Special Taxes 4,379,265 3,921,201 3,353,355 3,238,072 3,454,682 11,820,908 Total Revenues N/A 4,379,265 3,921,201 3,353,355 3,238,072 3,454,682 11,820,908 CAPITAL PROJECTS CFD#1 Administration - 110,000 110,000 110,000 110,000 110,000 - City Hall Complex 1,028,105 - - - - - 50,000,000 Cole Library Expansion - - - - - - 5,988,000 Loan - CFD #1 to Traffic Impact Fee Fund 1,973,000 - - - - - - Orion Center 33,995,266 - 710,580 - - - - Orion Center - Public Art 541,000 - 11,310 - - - - Veteran's Memorial Park (All Quadrants)478,200 24,000 - - - - 23,420,000 Total Project Expenditures 38,015,571 134,000 831,890 110,000 110,000 110,000 79,408,000 ENDING FUND BALANCE N/A 63,974,698 67,064,008 70,307,363 73,435,435 76,780,116 9,193,025 COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1) BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE BTD NO. 3 CANNON ROAD WEST COMMUNITY DEVELOPMENT BLOCK GRANT June 2, 2020 Item #8 Page 214 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 677,336 1,450,310 231,277 571,141 2,536,779 4,754,776 REVENUES Gas Tax and Prop 42 Funds 2,321,630 2,942,667 2,983,864 3,025,638 3,067,997 33,144,375 Total Revenues N/A 2,321,630 2,942,667 2,983,864 3,025,638 3,067,997 33,144,375 CAPITAL PROJECTS Advance Street Name Signs 40,000 - - - - - - Avenida Encinas Pedestrian Access Improvements 75,000 - - - - - - Cannon Road At Bobcat Blvd. Rehabilitation 155,000 - - - - - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,000 - - - - - - Carlsbad Blvd Emergency Repair 841,000 - - - - - - Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000 Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 50,000 - - - - - - Concrete Repair/Replacement Program 2,933,000 - 250,000 250,000 250,000 250,000 2,500,000 El Camino Real And College Blvd Intersection Improvements 895,000 - - - - - - El Camino Real Medians 1,984,530 (580,000) - - - - - Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 600,000 Guardrail Replacement And Improvement Program 250,000 (100,000) 100,000 - - - - Intelligent Traffic Control Devices 200,000 - - - - - - Intersection Control - Camino De Los Coches And La Costa Avenue 250,000 - - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - - La Costa Avenue Traffic Improvements 863,000 (841,700) 841,700 - - - - La Costa Slope Repair West of Romania 255,749 - - - - - - Laguna Drive Storm Drain 370,000 86,000 1,000,000 1,494,000 - - - Left Turn Lane Extensions 200,000 - - - - - - Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Road/Paseo Del Norte Left Turn Lane 32,193 15,000 - - - - - Palomar Airport Road/Paseo Del Norte Right Turn Lane 101,891 15,000 - - - - - Park Drive Drainage And Street Improvements 1,865,000 - - - - - - Pavement Management Program 8,138,130 - - - - - - Retroreflectivity Sign Replacement Program 1,000,000 - 660,000 - - - - Roadway Slope Stabilization 614,000 (200,000) 200,000 - - - - Romeria Drainage Improvements 348,000 (644) - - - - - Traffic Control Improvements - Poinsettia Lane & Cassia Road 411,000 - - - - - - Traffic Control Improvements - Poinsettia Lane & Oriole Court 411,000 - - - - - - Traffic Improvement Program 1,400,000 300,000 300,000 300,000 - - - Traffic Signal - Faraday Avenue And Camino Hills Drive 210,000 (210,000) 210,000 - - - - Traffic Signal - La Costa Avenue And Levante Street 250,000 - - - - - - Traffic Signal - Maverick Way & Camino De Los Coches 140,000 - - - - - - Traffic Signal - Poinsettia Lane And Brigantine Road - - - - 210,000 - - Traffic Signal - Tamarack Avenue And Valley Street - 290,000 - - - - - Traffic Signal Operations Modifications 180,000 - - - - - - Village And Barrio Traffic Circles - 2,175,000 - - - - - Wayfinding Sign Replacement Program 150,000 - - - - - - Total Project Expenditures 32,625,087 1,548,656 4,161,700 2,644,000 1,060,000 850,000 5,863,000 ENDING FUND BALANCE N/A 1,450,310 231,277 571,141 2,536,779 4,754,776 32,036,151 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 450,235 233,120 614,133 1,061,295 1,599,996 2,228,929 REVENUES Gas Tax (RMRA) Revenues 1,958,885 2,281,013 2,347,162 2,438,701 2,528,933 29,861,119 Total Revenues N/A 1,958,885 2,281,013 2,347,162 2,438,701 2,528,933 29,861,119 CAPITAL PROJECTS Concrete Repair/Replacement Program 107,000 - - - - - - Pavement Management Program 3,960,000 2,176,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000 Total Project Expenditures 4,067,000 2,176,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000 ENDING FUND BALANCE N/A 233,120 614,133 1,061,295 1,599,996 2,228,929 13,090,048 GAS TAX FUND GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT) June 2, 2020 Item #8 Page 215 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 2,307,229 9,626,308 6,470,751 11,596,081 17,471,081 23,537,081 REVENUES Transfer from General Fund 4,500,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000 Total Revenues N/A 4,500,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000 CAPITAL PROJECTS ADA Beach Access-Pine To Tamarack 375,000 - 2,500,000 - - - - Agua Hedionda South Shore Trail (HUB Trail)674,500 45,000 - - - - - Alga Norte Park Modifications 314,000 - 660,000 - - - - Assessment District 97-1 Concrete Improvements 420,000 - - - - - - Barrio Street Lighting 760,000 - 239,999 - - - - Beach Access Repair/Upgrades - Pine Avenue To Tamarack 4,199,000 2,000,000 - - - - - Buena Vista Creek Channel Clearing At El Camino Real 675,000 575,000 - - - - - Calavera Park Gateway Improvements 1,046,850 - 100,000 - - - - Calavera Park Gateway Improvements - Public Art 10,500 - 1,000 - - - - Camino Hills And Jackspar Drive Slope Stabilization 859,400 (700,000) 700,000 - - - - Cannon Park Restroom 690,000 (634,354) 634,354 - - - - City Facility Accessibility Upgrades 500,000 - - - - - - City Hall Exterior Refurbishment 2,250,000 - - - - - - Cole Library Expansion (Brownley Donation)- - - - - - 1,000,000 College Boulevard Wetland Habitat Creation - 410,000 - - - - - Crossings Golf Course Lake Liner Replacement 835,500 - - - - - - Dove Library Lighting Improvements 225,000 - - - - - - Dove Library Parking Lot Revision 50,000 425,000 - - - - - El Camino Real And College Blvd Intersection Improvements 131,000 - - - - - - El Camino Real Widening - Lisa Street To Crestview Drive 108,953 (108,953) - - - - - Emergency Operations Center Reconfiguration 1,658,000 - - - - - - Fire Station No. 1, 4 and 5 Drainage Improvements 350,000 130,000 - - - - - Fire Station No. 2 Replacement 13,000,000 - - - - - - Fire Station No. 5 New Roof And Storage Building 225,000 - - - - - - Fleet Maintenance Refurbishment 896,100 - - - - - - Lake Calavera Outlet Improvements 1,220,000 - 40,000 - - - - Lake Calavera Reservoir Maintenance 721,001 (190,000) 50,000 58,500 - - - Lake Calavera Storm Drain Improvements 451,500 (445,931) - - - - - Lake Calavera Trails Master Plan/Construction (Prop C)1,063,249 65,000 - - - - - Maerkle Reservoir Solar Project 250,000 (249,170) - 249,170 - - - Monroe Street Pool Replacement - Public Art 62,000 - 5,360 - - - - Ocean Street Reconfiguration Concepts Study 95,000 (95,000) 95,000 - - - - Ocean Street Restroom Facility 775,000 - - - - - - Open Space And Trail Acquisition (Prop C)2,215,000 1,800,000 - - - - - Park Drive Drainage And Street Improvements 717,439 - - - - - - Public Beach Access Improvements (Ocean Street)3,610,336 - - - - - - Railroad Double Tracking 2,250,000 (2,076,827) - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis & Implementation 200,000 - - - - - - Romeria Drainage Improvements 410,000 - - - - - - Safety Center Renovation 2,013,500 - - - - - - Safety Training Center Refurbishments 1,077,525 - - - - - - Street Lighting Replacement Program 319,269 - - - - - - Terramar Area Coastal Improvements (Park)999,999 - - - - - - Traffic Signal Master Plan 150,000 - - - - - - Trail Connectivity To Tamarack State Beach (Prop C)3,276,000 (3,123,844) 3,123,844 - - - - Utility Undergrounding Program Study 100,000 (100,000) - 100,000 - - - Village And Barrio Traffic Circles 315,000 100,000 - - - - - Village Decorative Lighting 703,853 - 400,000 - - - - Village Intelligent Parking Implementation 300,000 (300,000) - 300,000 - - - Village Public Gathering Spaces Study 345,000 (345,000) 345,000 - - - - Total Project Expenditures 54,244,474 (2,819,079) 8,894,557 707,670 - - 1,000,000 N/A 9,626,308 6,470,751 11,596,081 17,471,081 23,537,081 87,919,081 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A - - - - - - REVENUES Grant Revenue - - - - - - Total Revenues N/A - - - - - - CAPITAL PROJECTS El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,440,000 - - - - - - Total Project Expenditures 1,440,000 - - - - - - ENDING FUND BALANCE N/A - - - - - - GENERAL CAPITAL CONSTRUCTION (GCC) GRANTS - FEDERAL June 2, 2020 Item #8 Page 216 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 93,344,077 87,844,077 79,842,077 84,240,077 89,505,077 95,361,077 REVENUES Transfer from General Fund 1,000,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000 Total Revenues N/A 1,000,000 5,739,000 5,833,000 5,875,000 6,066,000 65,382,000 CAPITAL PROJECTS Agua Hedionda Creek Maintenance - 75,000 75,000 60,000 60,000 60,000 - Agua Hedionda Creek Storm Drain Outfall (Farol Court)696,700 - - - - - - Aviara & Hidden Canyon Park Playground Safety Resurfacing 600,000 - - - - - - Beach Access Repair/Upgrades - Pine Avenue To Tamarack 1,612,750 - - - - - - Bridge Preventitive Maintenance Program 1,227,511 500,000 500,000 230,000 - - - Calavera Hills Community Center Refurbishment 45,000 100,000 540,000 - - - - City Facility Safety And Parking Lot Lighting Assessment 410,000 1,000,000 - - - - - City Hall Complex Refurbishment 1,059,000 - - - - - - Citywide Drainage Improvement Program 1,634,000 750,000 1,865,000 595,000 - - - Curb Inlet Filter Retrofit 230,000 - - - - - - El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk 210,000 - - - - - - Emergency Operations Center Reconfiguration 200,000 - - - - - - Faraday Center Refurbishment 3,154,380 - - - - - - Fire Station No. 4 Expansion 810,000 4,525,000 - - - - - Fleet Maintenance Refurbishment 1,374,000 - 700,000 - - - - Fleet Service Center Fuel Island Upgrade 150,000 - - - - - - Harding Center Refurbishment 115,000 50,000 130,000 - - - - Hosp Grove Park Improvements 1,682,000 - 195,000 - - - - Kelly Drive Channel Repair 1,341,000 (300,000) 300,000 - - - - La Costa Avenue Drainage Improvements - - - - - - - Leo Carrillo Ranch Roof Refurbishment 250,000 100,000 1,200,000 - - - - Library Fire Alarm Panel Upgrades 180,000 - - - - - - Miscellaneous City Building Improvements 1,565,000 - 150,000 150,000 150,000 150,000 1,500,000 Monroe Street Pool Replacement 6,187,000 - 536,000 - - - - New Village Arts Building Roof And Exterior Refurbishment 253,626 - - - - - - Parking Lot Maintenance Program 1,530,000 (500,000) 500,000 - - - - Public Beach Access Improvements (Ocean Street)726,683 - - - - - - Safety Center Renovation 5,953,050 - 6,650,000 - - - - Senior Center Refurbishment 1,248,000 - - - - - - Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - - Storm Drain Condition Assessment 600,000 - 200,000 200,000 200,000 - - Storm Drain Headwall Replacement Program 510,000 - - - - - - Storm Drain System Rehab And Repair Program 4,591,360 200,000 200,000 200,000 200,000 - - 42,346,060 6,500,000 13,741,000 1,435,000 610,000 210,000 1,500,000 ENDING FUND BALANCE N/A 87,844,077 79,842,077 84,240,077 89,505,077 95,361,077 159,243,077 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 596,625 596,625 596,625 596,625 596,625 596,625 REVENUES Other Financing Sources - 567,000 - - - - Total Revenues N/A - 567,000 - - - - CAPITAL PROJECTS College Blvd Reach A And Cannon Road Reach 4A 1,713,002 - - - - - - Quarry Creek Sewer Extension (SBA "A" - Reimb. Agreement)- - 567,000 - - - - Total Project Expenditures 1,713,002 - 567,000 - - - - ENDING FUND BALANCE N/A 596,625 596,625 596,625 596,625 596,625 596,625 INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R) OTHER June 2, 2020 Item #8 Page 217 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 4,103,427 4,103,427 4,018,427 1,588,849 1,588,849 1,588,849 REVENUES Developer Fees - - 20,422 - - 3,543,259 Total Revenues N/A - - 20,422 - - 3,543,259 CAPITAL PROJECTS Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000 Robertson Ranch Park Development 200,000 - 85,000 2,450,000 - - - Total Project Expenditures 200,000 - 85,000 2,450,000 - - 4,550,000 ENDING FUND BALANCE N/A 4,103,427 4,018,427 1,588,849 1,588,849 1,588,849 582,108 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 1,596,210 1,957,531 2,312,034 3,975,472 4,329,975 6,927,393 REVENUES Developer Fees 361,321 354,503 1,663,438 354,503 2,597,418 5,460,713 Total Revenues N/A 361,321 354,503 1,663,438 354,503 2,597,418 5,460,713 CAPITAL PROJECTS Pine Avenue Park - Phase 2 (Community Center And Garden)2,197,000 - - - - - - Total Project Expenditures 2,197,000 - - - - - - ENDING FUND BALANCE N/A 1,957,531 2,312,034 3,975,472 4,329,975 6,927,393 12,388,107 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 1,835,844 2,162,600 2,417,878 2,780,373 2,826,323 2,826,323 REVENUES Developer Fees 326,756 255,278 362,495 45,950 - 5,106 Total Revenues N/A 326,756 255,278 362,495 45,950 - 5,106 CAPITAL PROJECTS Leo Carrillo Park - Phase 3 1,334,100 - - - - - - Total Project Expenditures 1,334,100 - - - - - - ENDING FUND BALANCE N/A 2,162,600 2,417,878 2,780,373 2,826,323 2,826,323 2,831,428 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 190,788 446,066 573,705 573,705 573,705 573,705 REVENUES Developer Fees/Loans 255,278 127,639 - - - 362,495 Total Revenues N/A 255,278 127,639 - - - 362,495 CAPITAL PROJECTS Aviara Community Park - Phase 2 3,120,500 - - - - - - Aviara Community Park - Phase 2 - Public Art 38,200 - - - - - - Aviara Reimbursement Agreement 238,000 - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 3,396,700 - - - - - 1,100,000 N/A 446,066 573,705 573,705 573,705 573,705 (163,800) PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PARK-IN-LIEU NE June 2, 2020 Item #8 Page 218 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 4,555,043 4,625,324 4,683,054 4,693,042 4,723,031 4,743,031 REVENUES Developer Fees 70,281 57,730 9,988 29,988 20,000 958,642 Total Revenues N/A 70,281 57,730 9,988 29,988 20,000 958,642 CAPITAL PROJECTS Business Park Recreational Facility (Partial Funding)- - - - - - 4,760,000 Total Project Expenditures - - - - - - 4,760,000 ENDING FUND BALANCE N/A 4,625,324 4,683,054 4,693,042 4,723,031 4,743,031 941,673 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 979,054 979,054 979,054 986,894 986,894 994,133 REVENUES Developer Fees - - 7,840 - 7,239 39,328 Total Revenues N/A - - 7,840 - 7,239 39,328 CAPITAL PROJECTS DMP Facility AAA (Jefferson Street)- - - - - - 289,534 DMP Facility AAAA (Madison Street)- - - - - - 416,500 DMP Facility AC (Highland Drive)- - - - - - 921,408 DMP Facility AFA (Hidden Valley Drainage Restoration)- - - - - - 91,608 DMP Facility AFB (Calavera Hills Drainage Restoration)- - - - - - 163,164 Drainage Master Plan Update 166,512 - - - - - - Total Project Expenditures 166,512 - - - - - 1,882,214 ENDING FUND BALANCE N/A 979,054 979,054 986,894 986,894 994,133 (848,753) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A (830,124) 57,804 218,996 265,373 311,750 358,127 REVENUES Developer Fees 226,596 161,192 46,377 46,377 46,377 2,489,951 Total Revenues N/A 226,596 161,192 46,377 46,377 46,377 2,489,951 CAPITAL PROJECTS College Boulevard/Cannon Road Drainage - - - - - - 512,196 DMP Facility B & BN (Agua Hedionda And Calavera Creek Plda "B")4,098,069 (549,316) - - - - - DMP Facility BB 1 And 2 (Washington Street)- - - - - - 1,086,065 DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096 DMP Facility BFA (Country Store)963,673 - - - - - - DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B")- - - - - - 904,329 DMP Facility BFB-U (El Camino Real)138,220 753,000 - - - - - DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B")- - - - - - 1,816,101 DMP Facility BL-U (College Boulevard)- - - - - - 384,509 DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077 DMP Facility BQ (Sunny Creek)- - - - - - 131,355 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773 DMP Wetland Creation 955,000 (865,016) - - - - - Drainage Master Plan Update 558,000 - - - - - - Total Project Expenditures 6,712,962 (661,332) - - - - 5,687,501 ENDING FUND BALANCE N/A 57,804 218,996 265,373 311,750 358,127 (2,839,423) PLANNED LOCAL DRAINAGE AREA A FEES (PLD A) PLANNED LOCAL DRAINAGE AREA B FEES (PLD B) PARK FEE ZONES 5,13,16,17,18 June 2, 2020 Item #8 Page 219 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 1,353,367 1,517,015 1,549,269 1,695,424 1,752,832 1,964,147 REVENUES Developer Fees 632 32,254 146,155 57,408 211,316 1,574,877 Total Revenues N/A 632 32,254 146,155 57,408 211,316 1,574,877 CAPITAL PROJECTS DMP Facility C1 - Carlsbad Boulevard Encinas Creek Bridge Plda "C")2,539,565 (163,016) - - - - - DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730 DMP Facility CA (Avenida Encinas)- - - - - - 529,402 Drainage Master Plan Update 121,890 - - - - - - Total Project Expenditures 2,661,455 (163,016) - - - - 1,257,132 ENDING FUND BALANCE N/A 1,517,015 1,549,269 1,695,424 1,752,832 1,964,147 2,281,893 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 608,113 699,954 745,625 788,859 841,553 888,766 REVENUES Developer Fees 91,841 45,670 43,234 52,693 47,213 1,347,455 Total Revenues N/A 91,841 45,670 43,234 52,693 47,213 1,347,455 CAPITAL PROJECTS DMP Facility DBA (Poinsettia Village)- - - - - - 167,215 DMP Facility DBB (Avenida Encinas)- - - - - - 429,108 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423 DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812 DMP Facility DQB (La Costa Town Center)- - - - - - 745,842 DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063 Drainage Master Plan Update 209,598 - - - - - - Total Project Expenditures 209,598 - - - - - 2,473,463 ENDING FUND BALANCE N/A 699,954 745,625 788,859 841,553 888,766 (237,243) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 25,762,803 25,574,125 23,868,950 11,851,573 12,287,846 13,960,294 REVENUES Developer Fees 962,903 744,825 1,447,123 436,273 1,672,448 16,948,913 Total Revenues N/A 962,903 744,825 1,447,123 436,273 1,672,448 16,948,913 CAPITAL PROJECTS Aviara Community Park - Phase 3 700,000 - - - - - - Cole Library Expansion - - - - - - 11,936,000 El Camino Real Medians 909,500 (213,719) - - - - - Leo Carrillo Park - Phase 3 1,631,500 - - - - - - Leo Carrillo Park - Phase 3 - Public Art 29,655 - - - - - - Loan - Public Facility Fee Fund to Park-in-Lieu NE for Park Site Acquisition 4,550,000 - - - - - - Loan - Public Facility Fee Fund To Park-in-Lieu SW 1,100,000 - - - - - - Pine Avenue Park - Phase 2 (Community Center And Garden)10,016,040 - - - - - - Pine Avenue Park - Phase 2 (Community Center And Garden) - Public Art 123,300 - - - - - - Poinsettia Community Park - Phase 3 5,231,475 - - - - - - Poinsettia Community Park - Phase 3 - Public Art 43,225 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 1,080,500 980,500 - - - - - Poinsettia Community Park - Phase 4 - Dog Park - Public Art 11,340 9,800 - - - - - Robertson Ranch Park Development - - - 12,592,000 - - - Terramar Area Coastal Improvements - - 2,450,000 - - - - Village H South Off Leash Dog Area and Trail Segment 5B - 375,000 - 872,500 - - - Total Project Expenditures 25,426,535 1,151,581 2,450,000 13,464,500 - - 11,936,000 ENDING FUND BALANCE N/A 25,574,125 23,868,950 11,851,573 12,287,846 13,960,294 18,973,207 PUBLIC FACILITY FEE FUND (PFF) PLANNED LOCAL DRAINAGE AREA D FEES (PLD D) PLANNED LOCAL DRAINAGE AREA C FEES (PLD C) June 2, 2020 Item #8 Page 220 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 6,718,979 6,822,925 4,261,317 4,254,724 3,595,583 3,976,219 REVENUES Developer Fees and Miscellaneous 271,296 161,391 290,407 120,059 427,636 3,584,899 Other Agency Contributions (City of Vista)78,650 - - 1,359,800 - 2,047,500 Total Revenues N/A 349,946 161,391 290,407 1,479,859 427,636 5,632,399 CAPITAL PROJECTS Buena Interceptor Sewer Improvements 500,000 - - - - - - Faraday & El Camino Real Sewer Replacement - Orion To PAR 140,000 - 46,000 250,000 - - - Las Palmas Trunk Sewer 556,000 - 2,630,000 - - - - Loan Repay - Sewer Conn To Sewer Repl - - - - - - 4,700,000 Sewer Modeling 300,000 - 25,000 25,000 25,000 25,000 250,000 Sewer Monitoring Program (Capacity)517,000 125,000 22,000 22,000 22,000 22,000 220,000 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 1,125,000 71,000 - - - - 3,150,000 Vista Carlsbad Interceptor - Agua Hedionda LS & Forcemain (VC12-VC13)30,863,408 50,000 - - - - - Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,625,200 - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,107,163 - - - - - - Vista Carlsbad Interceptor - Reach VC3 597,000 - - - 2,092,000 - - Total Project Expenditures 65,330,771 246,000 2,723,000 297,000 2,139,000 47,000 8,320,000 ENDING FUND BALANCE N/A 6,822,925 4,261,317 4,254,724 3,595,583 3,976,219 1,288,618 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 10,913,229 4,061,310 (6,186,737) (13,588,466) (20,775,984) (23,343,804) REVENUES Transfer from Sewer Operating Fund 4,181,955 4,166,648 4,249,831 4,330,045 7,815,575 94,152,292 Total Revenues N/A 4,181,955 4,166,648 4,249,831 4,330,045 7,815,575 94,152,292 CAPITAL PROJECTS Agua Hedionda Lift Station Biological Monitoring And Maintenance 150,000 75,000 - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - - Buena Interceptor Sewer Improvements 1,588,499 2,170,000 - - - - - Buena Interceptor Sewer Realignment - East Segment 507,000 - 1,480,000 - - - - Encina Capital Projects 35,243,727 6,757,574 5,383,095 6,217,360 6,880,063 7,547,895 71,473,451 Foxes Landing Lift Station Wetwell And Pump Replacement 5,492,000 - - - - - - Loan - Sewer Repl To Sewer Conn 4,700,000 - - - - - - North Batiquitos Interceptor Sewer Access Road Improvements 250,000 - - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 550,000 - - - - - - Odor And Corrosion Prevention Assessment 320,000 - - - - - - Orion Center 3,995,000 - 83,500 - - - - Poinsettia Lane Lift Station Overflow 1,106,243 - - - - - - SCADA Improvements 1,207,500 760,300 1,858,100 3,209,200 2,412,500 610,500 - Sewer Lift Station Repairs And Upgrades 2,935,384 150,000 150,000 150,000 150,000 150,000 1,500,000 Sewer Line Capacity Improvements 100,000 100,000 870,000 - - - - Sewer Line Condition Assessment 1,458,000 - 225,000 225,000 225,000 225,000 2,610,000 Sewer Line Refurbishments And Replacement 7,376,475 - 1,850,000 1,850,000 1,850,000 1,850,000 27,400,000 Simsbury Sewer Extension 671,000 - - - - - - Terramar Area Coastal Improvements 500,000 500,000 - - - - - Vallecitos Interceptor Sewer Cleaning And CCTV 250,000 - - - - - - Village And Barrio Traffic Circles 160,000 400,000 - - - - - Villas Sewer Lift Station Replacement 130,000 - 720,000 - - - - Vista Carlsbad Intercepter - Rehabilitation (VC1 & VC2)20,000 121,000 1,795,000 - - - - Water, Recycled, And Sewer Master Plan 422,680 - - - - - - Total Project Expenditures 70,283,508 11,033,874 14,414,695 11,651,560 11,517,563 10,383,395 102,983,451 ENDING FUND BALANCE N/A 4,061,310 (6,186,737) (13,588,466) (20,775,984) (23,343,804) (32,174,963) SEWER CONNECTION FEE FUND SEWER REPLACEMENT FUND June 2, 2020 Item #8 Page 221 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 3,337,428 7,013,312 275,325 863,904 816,929 1,992,674 REVENUES Developer Fees 948,884 725,013 1,074,579 439,025 1,361,744 14,767,900 Total Revenues N/A 948,884 725,013 1,074,579 439,025 1,361,744 14,767,900 CAPITAL PROJECTS Avenida Encinas Widening - South Of Palomar Airport Road 5,177,000 (5,177,000) 5,177,000 - - - - Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2)- - - - - - 932,000 Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) (RTCIP)- - - - - - 3,681,000 Carlsbad Blvd Widening Mountain View To Northerly City Limits - - - - - - 984,000 Carlsbad Blvd Widening Mountain View To Northerly City Limits (RTCIP)- - - - - - 1,274,000 Carlsbad Village Drive Widening - Pontiac Drive To Victoria Avenue - - - - - - 3,102,000 El Camino Real And Cannon Road Intersection Improvements 2,615,000 700,000 - - - - - El Camino Real And Carlsbad Village Drive Dual Left Turns - - - - - - 1,132,000 El Camino Real Left Turn Lane To Westbound Tamarack Avenue 286,000 (286,000) - - - - - El Camino Real Right Turn Lane To East Bound Alga Road - - - - - - 438,000 El Camino Real Widening - Arenal Road To La Costa Avenue 2,412,500 - 1,350,000 - - - - El Camino Real Widening - Arenal Road To La Costa Avenue (RTCIP)787,500 - 450,000 - - - - Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP)- - - - - - 1,237,000 Melrose Drive Right Turn Lane To West Bound Palomar Airport Road 561,000 150,000 - - - - - Palomar Airport Road And College Blvd Improvements 495,500 500,000 - - - - - Palomar Airport Road/El Fuerte Street Right Turn Lane - - - - - - 1,198,000 Poinsettia Lane Widening - Paseo Del Norte To Batiquitos Drive (RTCIP)- - - - - - 1,039,000 Sidewalk/Street Construction Program 3,200,000 300,000 300,000 300,000 300,000 - - Terramar Area Coastal Improvements 6,000,001 650,000 - - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 1,494,000 Traffic Impact Fee Update 200,000 - - - - - - Valley and Magnolia Complete Streets 2,226,206 250,000 - - - - - Valley and Magnolia Complete Streets (SDG&E Funds)1,060,000 - - - - - - Traffic Monitoring Program 1,430,900 96,000 96,000 96,000 96,000 96,000 288,000 Total Project Expenditures 26,451,607 (2,727,000) 7,463,000 486,000 486,000 186,000 16,799,000 ENDING FUND BALANCE N/A 7,013,312 275,325 863,904 816,929 1,992,674 (38,426) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 6,753,821 4,333,821 1,589,901 3,691,503 6,002,077 8,530,082 REVENUES Transportation Taxes 4,209,000 4,686,080 4,831,602 4,975,574 5,128,005 51,957,420 Total Revenues N/A 4,209,000 4,686,080 4,831,602 4,975,574 5,128,005 51,957,420 CAPITAL PROJECTS ADA Improvement Program 1,670,000 130,000 65,000 130,000 65,000 - - Adaptive Traffic Signal Program 2,641,938 - - - - - - Adaptive Traffic Signal Program (Non-Jurisdictional Fees)1,000,000 - - - - - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - - Carlsbad Blvd Pedestrian Lighting - Tamarack To State Street 1,325,000 - - - - - - Carlsbad Blvd Realignment 3,250,000 - - - - - - Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp.- - 1,320,000 - - - - Chestnut Avenue Complete Street Improvements-Valley To Pio Pico - - 1,080,000 - - - - Chestnut Complete Street I-5 To Railroad Project Study - - 85,000 - - - - Christiansen Avenue Improvements - - 310,000 - - - - El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,380,000 175,000 - - - - - El Camino Real Widening - Sunny Creek To Jackspar - 4,000,000 - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 4,175,000 - - - - - - Palomar Airport Road/Paseo Del Norte Left Turn Lane 250,277 - - - - - - Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,639 - - - - - - Pavement Management Program 20,946,374 - - 1,500,000 1,500,000 1,500,000 15,000,000 Pavement Management Program (Non-Juris Fees)9,222,476 2,324,000 2,600,000 1,100,000 1,100,000 1,100,000 11,000,000 State Street Improvements At Nw Corner Of Grand - - 325,000 - - - - Street Lighting Replacement Program 3,325,000 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - - Valley Street Road Diet And Traffic Calming - - 1,645,000 - - - - Village And Barrio Traffic Circles 1,025,000 - - - - - - Total Project Expenditures 53,190,704 6,629,000 7,430,000 2,730,000 2,665,000 2,600,000 26,000,000 ENDING FUND BALANCE N/A 4,333,821 1,589,901 3,691,503 6,002,077 8,530,082 34,487,502 TRAFFIC IMPACT FEES (TIF) TRANSNET - LOCAL June 2, 2020 Item #8 Page 222 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A - - - - - - REVENUES TRANSNET REVENUE - - - - - - TOTAL REVENUES N/A - - - - - - CAPITAL PROJECTS - - - - - - - TOTAL PROJECT EXPENDITURES - - - - - - - ENDING FUND BALANCE N/A - - - - - - PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 31,198,451 32,234,848 23,077,720 23,906,195 24,586,891 26,035,241 REVENUES Developer Fees 1,286,397 917,872 1,258,475 705,696 1,473,350 13,719,038 Total Revenues N/A 1,286,397 917,872 1,258,475 705,696 1,473,350 13,719,038 CAPITAL PROJECTS College Boulevard - Cannon Road To Badger Lane (490 Zone)1,090,000 - - 370,000 - - - College Boulevard - Cannon Road To Badger Lane (375 Zone)1,060,000 - - 35,000 - - - Desalinated Water Flow Control Facility No. 5 1,904,300 250,000 7,950,000 - - - - Hydroelectric Generator at Desal Flow Control Facility No. 5 200,000 - 2,075,000 - - - - Poinsettia Lane - Cassia Road To Skimmer Court (Reimb. Agreement)600,000 - - - - - - Rancho Carlsbad Groundwater Supply - - - - - - 1,750,000 San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000 Water Modeling 300,000 - 50,000 25,000 25,000 25,000 250,000 Total Project Expenditures 5,231,800 250,000 10,075,000 430,000 25,000 25,000 10,500,000 ENDING FUND BALANCE N/A 32,234,848 23,077,720 23,906,195 24,586,891 26,035,241 29,254,279 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 1,714,656 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399 REVENUES Recycled Water Revenue 245,743 - - - - - Total Revenues N/A 245,743 - - - - - CAPITAL PROJECTSRecycled Water Line - CWRF To Agua Hedionda Lagoon 3,417,406 - - - - - - Recycled Water Phase 3 - Pipelines 21,256,331 - - - - - - Recycled Water Phase 3 - CWRF Expansion 6,844,124 - - - - - - Recycled Water Phase 3 - Reservoir 2,250,000 870,000 - - - - - Total Project Expenditures 33,767,861 870,000 - - - - - ENDING FUND BALANCE N/A 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399 1,090,399 WATER CONNECTION - POTABLE WATER CONNECTION - RECYCLED TRANSPORTATION DEVELOPMENT ACT (TDA) June 2, 2020 Item #8 Page 223 of 300 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 6,164,830 11,044,621 7,639,140 2,063,683 (8,757,779) (7,488,899) REVENUES Transfer from Water Operating Fund 6,845,091 7,181,630 7,184,242 7,176,038 7,149,380 74,863,161 Total Revenues N/A 6,845,091 7,181,630 7,184,242 7,176,038 7,149,380 74,863,161 CAPITAL PROJECTS Abandon Potable Services (New Recycled Services)1,742,000 - - - - - - Aviara Parkway And Plum Tree Waterline - - 100,000 1,000,500 - - - Carlsbad Boulevard Waterline Replacement At Terramar 2,430,000 - 2,500,000 150,000 - - - Carlsbad Water Recycling Facility (Encina Capital Projects)709,390 - - - - - - Cathodic Protection Program 1,426,700 - 180,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 240,000 - - - - - - El Fuerte And Corintia Street Pressure Reducing Station - - - - - - - Fire Flow System Improvements 1,710,000 - 100,000 100,000 264,000 - - Limited Access Pipeline Relocation Program 1,940,000 - 2,000,000 1,000,000 - - - Maerkle Facility Improvements 2,235,200 - - - - - - Maerkle Reservoir Floating Cover Replacement 13,055,000 - - - - - - Maerkle Reservoir Transmission Main 6,330,000 - - - 8,301,000 - - Miscellaneous Pipeline Replacements 7,838,366 - 1,730,000 2,690,000 2,800,000 3,000,000 40,970,000 Orion Center 6,650,399 - 139,010 - - - - Palomar Airport Waterline Realignment 525,000 475,000 - - - - - Pressure Reducing Station Program 3,462,000 - 600,000 600,000 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply - - - - - - 1,750,000 Recycled Water Line - CWRF To Agua Hedionda Lagoon 1,632,594 - - - - - - Recycled Water Phase 3 - CWRF Expansion 3,517,276 - - - - - - Recycled Water Phase 3 - Pipelines 2,497,529 - - - - - - Recycled Water Phase 3 - Reservoir 690,000 290,000 - - - - - Reservoir Repair And Maintenance Program 5,850,000 - - - 1,960,000 - 6,680,000 San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000 Santa Fe II Inlet Pipeline 495,000 - - 2,370,000 - - - SCADA Improvements 1,305,000 760,300 1,858,100 3,209,200 2,412,500 610,500 - Tri-Agency Water Transmission Pipeline Replacement 6,455,000 - - - - - - Valley and Magnolia Complete Streets 71,000 - - - - - - Water Infrastructure Assessment Program 990,000 390,000 400,000 410,000 410,000 420,000 4,730,000 Water Loss Monitoring 300,000 50,000 50,000 100,000 100,000 100,000 1,000,000 Water Motorized Valve Install 485,000 - - - - - - Water Valve Repair/Replacement Program 5,990,000 - 930,000 940,000 960,000 960,000 10,760,000 Water, Recycled, And Sewer Master Plan 543,560 - - - - - - Total Project Expenditures 81,193,514 1,965,300 10,587,110 12,759,700 17,997,500 5,880,500 80,930,000 ENDING FUND BALANCE N/A 11,044,621 7,639,140 2,063,683 (8,757,779) (7,488,899) (13,555,738) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2020-21 2021-22 2022-23 2023-24 2024-25 2026-2035 BEGINNING FUND BALANCE (1)N/A 13,381,272 11,668,372 9,621,272 8,254,772 7,077,172 6,034,172 REVENUES Transfer from Recycled Water Operating Fund - - - - - - Total Revenues N/A - - - - - - CAPITAL PROJECTS Carlsbad Water Recycling Facility (Encina Capital Projects)631,710 1,600,000 1,450,000 315,000 320,000 125,000 2,500,000 CWRF Irrigation And Landscape 175,000 (175,000) - - - - - Miscellaneous Pipeline Replacements - - - 250,000 350,000 350,000 5,060,000 Orion Center 2,660,000 - 55,600 - - - - Recycled Water Infrastructure Assessment Program 650,000 - 50,000 50,000 50,000 50,000 590,000 Recycled Water Valve & Appurtenance Replacement Program 260,000 - 110,000 120,000 120,000 120,000 1,330,000 SCADA Improvements 357,500 287,900 381,500 631,500 337,600 398,000 - Water, Recycled, And Sewer Master Plan 411,760 - - - - - - Total Project Expenditures 5,145,970 1,712,900 2,047,100 1,366,500 1,177,600 1,043,000 9,480,000 ENDING FUND BALANCE N/A 11,668,372 9,621,272 8,254,772 7,077,172 6,034,172 (3,445,828) WATER REPLACEMENT - POTABLE WATER REPLACEMENT - RECYCLED June 2, 2020 Item #8 Page 224 of 300 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 (FED GRNT) – Federal Grants such as Highway Bridge Program funding. 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 (GCC) – 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. Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area. Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for expansion of sewer lines and facilities. Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the city's existing sewer system. 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. June 2, 2020 Item #8 Page 225 of 300 TransNet (TRNSNT-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 (WATER CONN) – Development fees include Major Facility Fees used to fund expansion of water lines and ancillary water facilities. Water Replacement (WATER REPL) – 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 (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion includes grant and loan funds. Water Recycled Replacement (RECL REPL) – 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. June 2, 2020 Item #8 Page 226 of 300 June 2, 2020 Item #8 Page 227 of 300 PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2020-21 Department Item Description Quantity One-Time Cost Communications / Local Cable Infrastructure Council Chambers Audiovisual Upgrades 143,000 Communications/Local Cable Infrastructure Subtotal $143,000 Golf Course Facility Equipment 15,000 Facility Improvements 157,000 Golf Course Subtotal $172,000 Fire EKG Monitors 11 385,000 Fire Subtotal $385,000 Fleet Replacement Fire: MICU Ambulance 1 310,804 Fire: Small SUV 1 51,000 Fire: Intermediate SUV 1 87,487 Fire: Ladder Truck 1 1,525,000 Parks & Recreation: Boom Truck 1 165,482 Parks & Recreation: Stump Cut 1 70,000 Parks & Recreation: Chipper 1 47,000 Police: Mini Van 1 67,000 Police: Pickup Truck 1 50,000 Police: SUV 7 490,000 Public Works: Paint Truck 1 419,000 Public Works: Large Trailer 1 26,000 Public Works: Vacuum Trailer 1 62,226 Public Works: Dump Truck 1 165,569 Public Works: Utility Pickup Truck 1 62,000 Public Works Utilities: Jetter Trailer 1 69,530 Public Works Utilities: Skip Loader 1 82,200 Public Works Utilities: Compact Hybrid Sedan 1 29,000 Fleet Replacement Subtotal 24 $3,779,298 Public Works Vehicle Outfitting: Water Operations 1 20,000 Vehicle Outfitting: Recycled Water Operations 1 15,000 Vehicle Outfitting: Wastewater Operations 1 20,000 Public Works Subtotal $55,000 Information Technology Replacement Firewalls 2 23,946 Citywide Infrastructure Replacements 4 72,695 Routers 1 16,883 Servers 7 71,418 Switches 9 173,165 Information Technology Subtotal $358,107 Grand Total Major Capital Outlay $4,892,405 *Major Capital Outlay only includes items of $10,000 or greater. (Greater than $10,000) June 2, 2020 Item #8 Page 228 of 300 OUT OF STATE TRAVEL BUDGET FISCAL YEAR 2020-21 Travel Description Employees Destination 2020-21 Budget General Fund City Council Legislative Meetings 2 Washington, D.C.3,000 Transforming Local Government Conference 2 TBD 3,000 National League of Cities 2 TBD 3,800 City Council Total $9,800 Police ICAC (reimbursed from ICAC)2 TBD 3,600 CATO Conference 4 TBD 2,800 TacOps West Conference 4 TBD 1,800 California Homicide Investigators Association Conference 4 TBD 2,500 As-Needed Out of State Travel for Recruitment Purposes 1 Varies 20,000 IACP Conference 2 New Orleans, LA 3,500 IACP LEIT Conference 2 TBD 3,500 Benchmark Cities Conference 4 TBD 6,000 Police Total $43,700 Fire Fire Department Instructors Conference 3 Indianapolis, IN 8,500 International Code Council - Building & Fire Code Hearings 1 Rochester, NY 2,500 Seagrave - Final Inspection for Ladder Truck 4 Clintonville, WI 4,500 Seagrave - Final Inspection for Engine 4 Clintonville, WI 4,500 Lifeline - Final Inspection for Ambulance 2 Sumner, IA 3,000 Fire Total $23,000 General Fund Subtotal $76,500 Non General Fund Subtotal $0 Grand Total Out Of State Travel $76,500 June 2, 2020 Item #8 Page 229 of 300 GLOSSARY Appropriation – A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation – A dollar value placed on real estate or other property by the County of San Diego as a basis for levying property taxes. Balanced Budget – A budget in which planned expenditures do not exceed planned funds available. Beginning/Ending Fund Balance – Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year expenses. Bond – A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Budget – An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds that can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital Improvement Program – A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the city between the present to buildout. Capital Outlay – Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more than one year, such as automobiles and office furniture, which appear in the Operating budget. Cost Allocation – A method used to charge General Fund overhead costs to other funds, such as Enterprise funds and Internal Service funds. Debt Service – The payment of principal and interest on borrowed funds such as bonds. Department – An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. Encumbrance – A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund – A fund type established to account for the total costs of selected governmental facilities and services that are operated similar to private enterprises. These programs are entirely self-supported. Expenditure – The actual spending of funds set aside by appropriation for identified goods and services. Fee – A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year – 12-month period designated as the budget year. Carlsbad's fiscal year is July 1 to June 30. Full-time Equivalent (FTE) – The hours worked by one employee on a full-time basis, used to convert the hours worked by several part-time employees into the hours worked by full-time employees. Two employees each working 1,000 hours equals 1.0 full-time equivalent employee. Fund – A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance – The amount of financial resources available for use. General Fund – The primary fund used by the city for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Library, and the City Manager's Office. Grant – Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility. Growth Management Plan – A comprehensive approach to land-use planning ensuring controlled and managed growth within the city, while providing designated public facilities. June 2, 2020 Item #8 Page 230 of 300 Growth Management Standards – Acceptable service levels that have been established for 11 public facility categories. Interfund Transfers – Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund – A fund that provides services to all city departments, and bills the various other funds for services rendered. Examples are Fleet Maintenance, Information Systems, and Workers’ Compensation. Maintenance and Operations – A general category used for classifying expenditures for materials, supplies, and services that are normally used within the fiscal year. Operating Budget – The annual appropriation of funds for ongoing program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operating Costs – Estimated expenses that can be expected to occur following the construction of a Capital Improvement Project. Personnel – Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues – Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds – A fund that collects revenues that are restricted by the City, State, or federal government as the method by which they may be spent. June 2, 2020 Item #8 Page 231 of 300 ADA – Americans with Disabilities Act ADC – Actuarial Determined Contributions AED – Automated External Defibrillator APWA – American Public Works Association ARC – Annual Required Contribution (CalPERS) AWWA – American Water Works Association BIT – Biannual Inspection of Terminals BMP – Barrio Master Plan BTD – Bridge and Thoroughfare Benefit District CAFR – Comprehensive Annual Financial Report CalJac – California Firefighters' Joint Apprenticeship Committee CalPERS – California Public Employees Retirement System CalTrans – California Department of Transportation CAP – Climate Action Plan CAPER – Consolidated Annual Performance and Evaluation Report CCEA – Carlsbad City Employees' Association CDBG – Community Development Block Grant CED – Community and Economic Development CEMAT – Carlsbad Emergency Management Administration Team CERT – Community Emergency Response Team CEQA – California Environmental Quality Act CFA – Carlsbad Firefighters' Association CFA – Community Facilities District CFD – Community Facilities District CIP – Capital Improvement Program CM&I – Construction Management and Inspection CMWD – Carlsbad Municipal Water District COPS – Citizens' Option for Public Safety Grant CPMA – Carlsbad Police Management Association CPOA – Carlsbad Police Officers' Association CPR – Cardiopulmonary Resuscitation CSMFO – California Society of Municipal Finance Officers CST – Crime Suppression Team CTBID – Carlsbad Tourism Business Improvement District CWEA – California Water Environment Association CWRF – Carlsbad Water Reclamation Facility DOJ – Department of Justice DOT – Department of Transportation ECM – Enterprise Content Management EFT – Electronic Funds Transfer EIR – Environmental Impact Report EMS – Emergency Medical Services EOC – Emergency Operations Center ACRONYMS June 2, 2020 Item #8 Page 232 of 300 ERP – Enterprise Resource Planning ESL – English as a Second Language EWA – Encina Wastewater Authority FEMA – Federal Emergency Management Agency FPPC – Fair Political Practices Commission FTE – Full-Time Equivalent FY – Fiscal Year GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GCC – General Capital Construction GDP – Gross Domestic Product GFOA – Government Finance Officers Association GHG – Greenhouse Gas Emissions GIS – Geographic Information System GPS – Global Positioning System HA – Hydrologic Area HMP – Habitat Management Plan HOT – Homeless Outreach Team HPRM – HP Records Manager HR – Human Resources HUD – Department of Housing and Urban Development IDDE – Illicit Discharge Direction and Elimination IFAS – Integrated Financial Accounting System IRF – Infrastructure Replacement Fund ISF – Internal Service Fund IT – Information Technology ITE – Institute of Transpiration Engineers JAG – Juvenile Assistance Grant JPA – Joint Powers Authority JURMP – Jurisdictional Urban Runoff Management Plan LAC – Local Assistance Center LCP – Local Coastal Program LMS – Learning Management System M&O – Maintenance and Operations MFF – Major Facility Fee MPA – Masters in Public Administration MS4 – Municipal Separate Storm Sewer NAISCO – National Association of Chief Information Officers NFPA – National Fire Protection Association PERS – Public Employees Retirement System PFF – Public Facilities Fees PHA – Public Housing Agency PIL – Park-In-Lieu Fees June 2, 2020 Item #8 Page 233 of 300 PLD – Planned Local Drainage POST – Police Officer Standards and Training PW – Public Works RFP – Request for Proposal ROPS – Recognized Obligation Payment Schedule ROW – Right of Way SANDAG – San Diego Association of Governments SCADA – Supervisory Control and Data Acquisition System SDG&E – San Diego Gas and Electric SEMAP – Section Eight Management Assessment Program SFR – Single Family Residence STEAM – Science, Technology, Engineering, the Arts, and Mathematics Program SW – Storm Water SWAT – Special Weapons Attack Team SWPPP – Storm Water Pollution Prevention Plan SWQMP – Storm Water Quality Management Program TCBMP – Treatment Control Best Management Practices TCMP – Traffic Control Management Plan TDM – Transportation Demand Management TIF – Traffic Impact Fee TMDL – Total Maximum Daily Load TOT – Transient Occupancy Tax, or hotel tax UASI – Urban Areas Security Initiatives Program UDC – Unified Disaster Council (of San Diego) WQIP – Water Quality Improvement Plan June 2, 2020 Item #8 Page 234 of 300 June 2, 2020 Item #8 Page 235 of 300 DEPARTMENT DESCRIPTION REQUEST TYPE ONE TIME COST ANNUAL ONGOING COST APPROVED (Y/N) NET ONE TIME COST NET ANNUAL ONGOING COST City Clerk Services Temporary Personnel Funding for Muni Code & Policy Updates Other 31,000 Y 31,000 - Various Internship Program (funds approx. 7 department interns) New Program 132,207 Y 132,207 - Parks & Recreation Community Forest Mgmt. Plan (CC approved in 9/19 $345K) New Program - 177,500 N - - Parks & Recreation Park Maint. Services Buena Vista Reservoir Park (3 mos.) New Program - 24,500 N - - Parks & Recreation Parks Maint. Services - Poinsettia Dog Park (3 mos.) New Program - 49,500 N - - Parks & Recreation Park Maint. Services Calavera Hills Gateway (5 mos.) New Program - 12,000 N - - Fire EKG Monitor Replacement Capital Outlay 400,000 - Y 400,000 - Fire Portable Radio Replacement Capital Outlay 145,000 - N - - Fire DuoDote Medication Supply Other 18,000 - N - - Fire Radios for New Truck Tiller Capital Outlay 10,000 - N - - Fire Radios for Truck 105 and Engine 106 Capital Outlay 10,000 - N - - Fire Personal Protective Equipment Other - 45,000 N - - Fire Comprehensive Wellness Program New Program - 80,000 N - - Fire Esri Consulting Other 30,000 - N - - Fire Lexipol Fire Policy and Training Solution Other - 12,000 N - - Police Parking LPR Equipment New Program 27,020 10,320 N - - Police Overtime for special events Change in Service Level - 75,000 N - - Police Regional Computer Forensics Lab Annual Fee Other - 45,000 N - - Police De-Escalation Training New Mandate 78,000 - N - - Police Lexipol Knowledge Management System Other - 21,000 N - - Environmental Management Required Habitat Restoration & Maintenance New Program - 40,000 N - - 881,227$ 591,820$ 563,207$ -$ GENERAL FUND CRITICAL SUPPLEMENTAL BUDGET REQUESTS CITY OF CARLSBAD FY 2020-21 Exhibit 2June 2, 2020 Item #8 Page 236 of 300 DEPARTMENT FUND DESCRIPTION REQUEST TYPE ONE TIME COST ANNUAL ONGOING COST ONE TIME OFFSET ANNUAL ONGOING OFFSET APPROVED (Y/N) NET ONE TIME COST NET ANNUAL ONGOING COST Police 133 Flexible Housing Subsidy Pool New Program - 400,000 - - Y - 400,000 Communications 138 Council Chamber Videoboard/Controller System Capital Outlay 143,000 Y 143,000 - Water 501 Pipeline Maintenance Service Level Change 120,000 - - - Y 120,000 - Water 501 Administrative - County Fee Other - 45,000 - - Y - 45,000 Water 501 Professional Services Change in Service Level 170,000 - - - Y 170,000 - Water 501 Meters/Fittings - Replacement Change in Service Level 38,000 - - - Y 38,000 - Water 501 Capital Outlay - Vehicles Capital Outlay 20,000 - - - Y 20,000 - Water 501 Vehicle Maintenance on Vactor Other 30,000 - - - Y 30,000 - Utilities 5* Utility Billing Payment Service Fees Change in Service Level - 100,000 - - Y - 100,000 Recycled Water 502 Heat and light increases Other - 120,000 - - Y - 120,000 Recycled Water 502 Safety Equipment Change in Service Level - 15,000 - - Y - 15,000 Recycled Water 502 Professional Services Change in Service Level 50,000 - - Y 50,000 - Recycled Water 502 Capital Outlay - Vehicle Outfitting Capital Outlay 15,000 - - - Y 15,000 - Recycled Water 502 Vehicle Maintenance on Vactor Other 10,000 - - - Y 10,000 - Wastewater 511 Parts-Equipment for pump stations Change in Service Level - 30,000 - - Y - 30,000 Wastewater 511 Miscellaneous Outside Services Change in Service Level - 85,000 - - Y - 85,000 Wastewater 511 Pipeline/Manhole Maintenance New Program 25,000 - - Y 25,000 - Wastewater 511 Miscellaneous Professional Services Change in Service Level 280,000 15,000 - - Y 280,000 15,000 Wastewater 511 FOG Inspection Services Change in Service Level 24,000 15,000 - - Y 24,000 15,000 Wastewater 511 Capital Outlay - Vehicle outfitting Capital Outlay 20,000 - - - Y 20,000 - Environmental Management 520 Mandated Outreach & Education Campaign New Mandate - 90,000 - - Y - 90,000 IT 640 Consolidated Citywide Verizon Mobile Accounts Other - 447,800 - (270,000) Y - 177,800 IT 640 Mobile Application Maintenance New Program - 35,000 - - Y - 35,000 IT 640 AD Migration Change in Service Level 50,000 - - - Y 50,000 - IT 640 MDM Migration Change in Service Level 50,000 - - - Y 50,000 - IT 640 Fire & PD - Cordico Health & Wellness App New Program - 40,000 - - Y - 40,000 IT 640 SpidrTech New Program - 31,000 - - Y - 31,000 IT 640 ACE Video Conversion New Program - 8,500 - - Y - 8,500 IT 640 AXON CAD Integration Change in Service Level - 27,000 - - Y - 27,000 IT 640 AXON Interview Rooms Change in Service Level 28,630 5,500 - - Y 28,630 5,500 IT 640 Increased IT Security Measures New Program - 110,000 - - Y - 110,000 IT 640 Citywide Technology Training Change in Service Level - 50,000 - - Y - 50,000 IT 640 Replication Services for RMS and EPCR Change in Service Level - 18,000 - - Y - 18,000 IT 640 Netapp Storage Upgrade Change in Service Level 50,000 10,000 - - Y 50,000 10,000 Totals 1,123,630$ 1,697,800$ -$ (270,000)$ 1,123,630$ 1,427,800$ REVENUE OFFSETCOSTS CITY OF CARLSBAD FY 2020-21 NON-GENERAL FUND CRITICAL SUPPLEMENTAL BUDGET REQUESTS Exhibit 3June 2, 2020 Item #8 Page 237 of 300 General City Fees Ambulance Fees Current Fee Proposed Fee Change Amount Change Reason Assessment/Non-Transport with medication given. No charge for assessment if no medication given and non-transport.$211 $212 $1 Advanced Life Support 1 - Resident and Non-Resident - plus Level I or Level II supplies and medications $1,211 $1,222 $11 Advanced Life Support 2 - Non-Resident - plus Level II supplies and medications $1,421 $1,434 $13 Advanced Life Support 2 - Resident - plus Level II supplies and medications $1,316 $1,328 $12 Basic Life Support - Resident and Non-Resident $988 $997 $9 Mileage Charge - per mile $24 $24 $0 Oxygen Charge $79 $80 $1 City Clerk Fees Proposed Fee Candidate Filling Fee $25 Notice of Intention to Circulate Petition Filing Fee $200 Miscellaneous City Fees Proposed Fee Returned Check Fee, Per check - First Returned Check $25 Returned Check Fee, Per check - Each Additional Returned Check $35 Ambulance Inflation Factor, 0.90% fee amount set by State fee amount set by State Change Reason Change Reason Exhibit 4 June 2, 2020 Item #8 Page 238 of 300 Development Impact Fees Category Fee Description Current Fee Proposed Fee Change Amount Change Reason Affordable Housing Credit Per Unit: Cassia Heights (Southeast and Southwest quadrants)$60,011 $65,385 $5,374 catchup increase, last update was FY 2017-18, West Urban CPI (1/2020) Affordable Housing Credit Per Unit: Northwest Quadrants $142,000 Affordable Housing Credit Per Unit: Tavarua Senior Affordable Apartments (Northwest quadrant)$84,000 $93,810 $9,810 catchup increase, last update was FY 2016-17, West Urban CPI (1/2020) Affordable Housing Credit Per Unit: Villa Loma (Southeast and Southwest quadrants)$48,000 $48,000 $0 no change Bridge & Thoroughfare District #2 - Zone 20 $2,005 $2,028 $23 Los Angeles ENR (1/2020), 1.10% Bridge & Thoroughfare District #2 - Zone 21 $1,620 $1,637 $17 Los Angeles ENR (1/2020), 1.10% Bridge & Thoroughfare District #2 - Zone 5 $387 $391 $4 Los Angeles ENR (1/2020), 1.10% Bridge & Thoroughfare District #3 - Fee per ADT $226 $231 $5 ENR CCI One Year 20 City Average (12/2019) 2.60% Type D - Coastal Sage Scrub $34,365 $35,155 $790 Type E - Non-Native Grassland $17,183 $17,579 $396 Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland $3,437 $3,516 $79 PLDA - High Runoff - Drainage Area A $29,562 $29,887 $325 PLDA - High Runoff - Drainage Area B $11,048 $11,170 $122 PLDA - High Runoff - Drainage Area C $10,727 $10,845 $118 PLDA - High Runoff - Drainage Area D $10,171 $10,283 $112 PLDA - Low Runoff - Drainage Area A $6,822 $6,897 $75 PLDA - Low Runoff - Drainage Area B $2,550 $2,578 $28 PLDA - Low Runoff - Drainage Area C $2,475 $2,502 $27 PLDA - Low Runoff - Drainage Area D $2,347 $2,373 $26 PLDA - Medium Runoff - Drainage Area A $13,566 $13,715 $149 PLDA - Medium Runoff - Drainage Area B $4,915 $4,969 $54 PLDA - Medium Runoff - Drainage Area C $3,502 $3,540 $38 PLDA - Medium Runoff - Drainage Area D $3,839 $3,882 $43 Sewer Benefit Area Fee - Area A $1,205 $1,224 $19 Sewer Benefit Area Fee - Area B $1,372 $1,394 $22 Sewer Benefit Area Fee - Area C $2,528 $2,568 $40 Sewer Benefit Area Fee - Area D $2,533 $2,573 $40 Sewer Benefit Area Fee - Area E $3,735 $3,795 $60 Sewer Benefit Area Fee - Area F $3,755 $3,815 $60 Sewer Benefit Area Fee - Area G $757 $769 $12 Sewer Benefit Area Fee - Area H $1,102 $1,119 $17 Sewer Benefit Area Fee - Area J $2,078 $2,112 $34 Sewer Benefit Area Fee - Area K $1,643 $1,669 $26 Sewer Benefit Area Fee - Area L $1,643 $1,669 $26 Sewer Benefit Area Fee - Area M $81 $82 $1 Sewer Connection (General Capacity all areas plus Sewer Benefit Area Fees)$982 $998 $16 Planned Local Drainage Area Los Angeles ENR (1/2020), 1.10% Sewer Benefit Areas ENR CCI One Year (4/2020) 20 City Average, 2.60% Affordable Housing Removing, all units have been paid Bridge and Thoroughfare Habitat Mitigation San Diego CPI (1/2020), 2.30% June 2, 2020 Item #8 Page 239 of 300 Development Impact Fees Category Fee Description Current Fee Proposed Fee Change Amount Change Reason 40 WATTS $66 $68 $2 45 WATTS $71 $73 $2 70 WATTS $94 $98 $4 85 WATTS $108 $112 $4 100 WATTS $122 $127 $5 150 WATTS $168 $176 $8 200 WATTS $215 $225 $10 250 WATTS $262 $274 $12 1” Meter Size, Inches - Displacement $9,866 $10,024 $158 1-1/2” Meter Size, Inches - Displacement $18,636 $18,934 $298 1-1/2” Meter Size, Inches - Turbo (All Irrigation Meters)$21,878 $22,228 $350 2” Meter Size, Inches - Displacement $28,065 $28,514 $449 2” Meter Size, Inches - Turbo (All Irrigation Meters)$35,079 $35,641 $562 3/4” Meter Size, Inches - Displacement $6,251 $6,351 $100 3” Meter Size, Inches - Displacement $47,481 $48,241 $760 3” Meter Size, Inches - Turbo (All Irrigation Meters)$73,859 $75,041 $1,182 4” Meter Size, Inches - Displacement $73,859 $75,041 $1,182 4” Meter Size, Inches - Turbo (All Irrigation Meters)$211,027 $214,403 $3,376 5/8” Meter Size, Inches - Displacement $4,385 $4,455 $70 6” Meter Size, Inches - Displacement $137,166 $139,361 $2,195 6” Meter Size, Inches - Turbo (All Irrigation Meters)$422,046 $428,799 $6,753 8” Meter Size, Inches - Displacement $162,121 $164,715 $2,594 8” Meter Size, Inches - Turbo (All Irrigation Meters)$591,066 $600,523 $9,457 ENR CCI One Year (4/2020) 20 City Average, 2.60% Street Light Energizing Annual Adjustment based on SDG&E rates. 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. Potable and Recycled Water Connection June 2, 2020 Item #8 Page 240 of 300 Other Fee Changes Category Fee Description Current Fee Proposed Fee Change Amount Apartment (Inside of CFD 1) per ADT $324 $331 $7 Apartment (Outside of CFD 1) per ADT $382 $390 $8 Commercial/Industrial Cost Per Trip (Inside CFD)$129 $131 $2 Commercial/Industrial Cost Per Trip (Outside of CFD)$153 $156 $3 Condominium (Inside of CFD 1) per ADT $324 $331 $7 Condominium (Outside of CFD 1) per ADT $382 $390 $8 Single Family (Inside of CFD 1) per ADT $324 $331 $7 Single Family (Outside of CFD 1) per ADT $382 $390 $8 Traffic Impact Fees *CMC 18.42.020 determines definitions and Average Daily Trips (ADT). Residential generation rates are: Single Family (calculated at 10 ADT), Condominiums (calculated at 8 ADT), Apartments (calculated at 6 ADT). CMC 18.42.050 - Traffic Impact Fees will be adjusted annually as part of the Capital Improvement Program budget process, by two percent or the annual percentage change in the Caltrans Construction Cost Index (12 month index, whichever is higher). FEES SUBJECT TO SECTION 66000 OF THE CALIFORNIA GOVERNMENT CODE. June 2, 2020 Item #8 Page 241 of 300 City of Carlsbad Fiscal Year 2020-21 Proposed Recycling and Trash Rates Residential Services*19-20 20-21 Residential - per month (64 or 96 gallon cart)$23.50 $23.88 Residential - per month (35 gallon trash)$21.42 $21.77 Residential - per month (backyard service)$29.58 $30.09 Extra trash cart beyond first cart $2.56 $2.61 Two additional Green Waste and/or Recycling carts will be free of charge, each additional cart will be charged $2.56 $2.61 Commercial Services* Commercial Cart (1-96 gal trash, 1-96 gal recycling) One pick-up per week (1-96 gal cart - trash, 1-96 gal cart - recycling) $49.16 $49.99 Two pick-ups per week (1-96 gal cart - trash, 1-96 gal cart - recycling)$86.90 $88.38 Three pick-ups per week (1-96 gal cart - trash, 1-96 gal cart - recycling)$124.60 $126.70 One pick-up per week (1-96 gal cart - trash) $23.44 $23.84 Two pick-ups per week (1-96 gal cart - trash)$46.89 $47.70 Three pick-ups per week (1-96 gal cart - trash)$70.33 $71.54 Extra pick-up per week (1-96 gal cart - trash)$11.04 $11.24 Commercial Yard Bins 2-yard bin - one pick-up per week $83.91 $85.30 2-yard bin - two pick-ups per week $147.67 $150.09 2-yard bin - three pick-ups per week $211.46 $214.91 2-yard bin - four pick-ups per week $275.14 $279.62 2-yard bin - five pick-ups per week $338.96 $344.47 2-yard bin - six pick-ups per week $402.74 $409.27 2-yard bin - extra pick-up $40.36 $41.06 3-yard bin - one pick-up per week $113.99 $115.86 3-yard bin - two pick-ups per week $207.84 $211.23 3-yard bin - three pick-ups per week $301.67 $306.56 3-yard bin - four pick-ups per week $395.51 $401.91 3-yard bin - five pick-ups per week $489.34 $497.26 3-yard bin - six pick-ups per week $583.20 $592.63 3-yard bin - extra pick-up $54.16 $55.09 4-yard bin - one pick-up per week $152.01 $154.51 4-yard bin - two pick-ups per week $283.87 $288.51 4-yard bin - three pick-ups per week $415.78 $422.55 4-yard bin - four pick-ups per week $547.64 $556.54 4-yard bin - five pick-ups per week $679.51 $690.56 4-yard bin - six pick-ups per week $811.39 $824.56 4-yard bin - extra pick-up $64.80 $65.90 5-yard bin - one pick-up per week $190.05 $193.17 5-yard bin - two pick-ups per week $359.98 $365.86 5-yard bin - three pick-ups per week $529.88 $538.52 5-yard bin - four pick-ups per week $699.79 $711.19 5-yard bin - five pick-ups per week $869.71 $883.88 5-yard bin - six pick-ups per week $1,039.64 $1,056.56 5-yard bin - extra pick-up $75.41 $76.70 Commercial Split Bins, includes 2 locks One pick-up per week $92.05 $93.61 Two pick-ups per week $168.01 $170.84 Three pick-ups per week $243.95 $248.06 Four pick-ups per week $319.89 $325.27 Five pick-ups per week $395.83 $402.48 Six pick-ups per week $471.78 $479.71 Commercial Recycling Exhibit 5 June 2, 2020 Item #8 Page 242 of 300 City of Carlsbad Fiscal Year 2020-21 Proposed Recycling and Trash Rates 96 gal cart - one pick-up per week $21.57 $21.97 96 gal cart - two pick-ups per week $43.14 $43.93 96 gal cart - three pick-ups per week $64.71 $65.90 96 gal cart - extra pick-up $10.22 $10.41 3-yard bin - one pick-up per week $82.62 $84.10 3-yard bin - two pick-ups per week $139.77 $142.28 3-yard bin - three pick-ups per week $196.92 $200.46 3-yard bin - four pick-ups per week $254.07 $258.63 3-yard bin - five pick-ups per week $303.26 $308.71 3-yard bin - six pick-ups per week $363.70 $370.24 3-yard bin - seven pick-ups per week $424.32 $431.95 3-yard bin - extra pick-up $37.93 $38.61 4-yard bin - one pick-up per week $83.97 $85.48 4-yard bin - two pick-ups per week $142.05 $144.61 4-yard bin - three pick-ups per week $200.12 $203.73 4-yard bin - four pick-ups per week $258.19 $262.84 4-yard bin - five pick-ups per week $308.17 $313.73 4-yard bin - six pick-ups per week $369.59 $376.26 4-yard bin - seven pick-ups per week $431.19 $438.97 4-yard bin - extra pick-up $38.57 $39.27 Commercial Yard Waste 96 gal cart - one pick-up per week $24.27 $24.67 96 gal cart - extra pick up $10.72 $10.91 3-yard bin - one pick-up per week $131.41 $133.57 3-yard bin - two pick-ups per week $235.88 $239.72 Commercial Compactor 3-yard bin - one pick-up per week $159.76 $162.30 3-yard bin - two pick-ups per week $299.22 $303.94 3-yard bin - three pick-ups per week $438.65 $445.54 3-yard bin - four pick-ups per week $578.07 $587.14 3-yard bin - five pick-ups per week $717.51 $728.76 3-yard bin - six picks-up per week $856.97 $870.39 3-yard bin - extra pick-up $64.98 $66.06 Commercial - Special Haul Bin Rate - includes delivery fee 3-yard bin - one pick-up per week $139.35 $142.15 3-yard bin - two pick-ups per week $217.78 $222.10 3-yard bin - three pick-ups per week $296.20 $302.03 3-yard bin - four pick-ups per week $374.63 $381.97 3-yard bin - five pick-ups per week $453.07 $461.91 3-yard bin - six pick-ups per week $531.50 $541.86 3-yard bin - extra pick-up $45.50 $46.43 Commercial Construction and Demolition Recycling Special Haul Bin (no Storm Water Fees) 1 week or less $98.41 $100.46 3-yard temporary C&D Recycling Bin $116.62 $118.93 4-yard temporary C&D Recycling Bin $126.75 $129.23 Commercial - Roll off Service Service Fee - Roll off service $233.92 $238.88 Service Fee /Contaminated Load $233.92 $233.92 Disposal Fee per Ton (pass through)$47.52 $48.21 Roll off - Demurrage Per Day Charge $4.98 $5.08 Delivery $60.20 $61.48 Delivery Demo (includes signage) $63.43 $63.43 Relocation Charge onsite $47.03 $48.03 Relocation Charge offsite $67.10 $68.52 Wash Out Receiver Boxes $53.81 $54.95 June 2, 2020 Item #8 Page 243 of 300 City of Carlsbad Fiscal Year 2020-21 Proposed Recycling and Trash Rates Dead Run charge $80.65 $82.35 Standby charge per minute after 5 minutes $2.13 $2.18 Other Fees and Charges* Bin Exchange $63.68 $64.82 Bin Lock Set Up Fee $39.80 $40.52 Locking Fee $15.13 $15.40 Overloaded Bins $54.83 $56.00 Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request.$109.61 $111.93 Bin that needs to be moved: 5 to 30 feet $5.57 $5.67 31 to 50 feet $7.57 $7.70 Additional 25 feet increments $7.57 $7.70 Special haul bin delivery $43.90 $44.83 Certified burial at Miramar plus special handling fee charged by Miramar $343.60 $350.88 Commercial Return to Service Fee - The return to service fee for two or more calls in a one- month period by a bin $70.62 $72.11 Copy Fee - The charge for copies requested by customers $1.50 $1.53 Delivery of extra cart $12.60 $12.87 Late Fee - Minimum fee on any delinquent account - $3 minimum charge $3.78 $3.86 Bulky Item - Exceeding 5 per pick up - First item $44.71 $45.66 Bulky Item - Exceeding 5 per pick up - each additional item $11.46 $11.71 Commercial Bin Customers shall be charged for bulky item pick-ups Per Bulky Item - first item $44.71 $45.66 Per Bulky Item - each additional item $11.46 $11.71 Bulky Item requiring 2 people to handle $64.20 $65.56 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.$57.01 $58.22 Scout service per bin per service $51.58 $52.49 Residential Return to Service Fee - The return to service fee for two or more calls in a one- month period by a residential customer $35.91 $36.67 Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment.$21.54 $22.00 *Storm Water fee included Single and Multi-Family Residents - 3 bulky item pick ups per calendar year with 5 items maximum per pick up June 2, 2020 Item #8 Page 244 of 300 Project Name Reason District Score Funding Source Chinquapin Lift Station Force Main Outfall Realignment No current need based on existing and build-out conditions per the 2019 Sewer Master Plan Update. District 1 Low SEWER REPL El Fuerte And Corintia Street Pressure Reducing Station Project will be incorporated into the Pressure Reducing Station Program, CIP No. 5020.District 3 Low WATER REPL San Dieguito Water Intertie And Pipeline Extension Project deemed infeasible and of limited benefit.District 4 Low WATER REPL Santa Fe II Reservoir Site Electrical Improvements Utility Department operations staff completed a small project within the last year which made this project obsolete. District 2 Medium WATER REPL Terramar Sewer Replacement - El Arbol and Los Robles Further field investigation revealed root intrusion through the private sewer laterals was the cause; therefore it was determined more appropriate to address via existing sewer lateral replacement grant program. District 2 High SEWER REPL Traffic Signal - Alga Road And Cazadero Drive Upon re-evaluation of this location, traffic signal warrants are no longer met.District 3 Low GAS TAX Traffic Signal - Armada Drive And Fleet Street South Upon re-evaluation of this location, traffic signal warrants are no longer met.District 2 Low GAS TAX Traffic Signal - Armada Drive And Grand Pacific Resorts Upon re-evaluation of this location, traffic signal warrants are no longer met.District 2 Low GAS TAX Traffic Signal - Camino Vida Roble And Yarrow Drive Upon re-evaluation of this location, traffic signal warrants are no longer met.Multiple Districts Low GAS TAX Traffic Signal - El Fuerte Street And Rancho Pancho Upon re-evaluation of this location, traffic signal warrants are no longer met.Multiple Districts Low GAS TAX Traffic Signal - Faraday Avenue And Palmer Way Upon re-evaluation of this location, traffic signal warrants are no longer met.District 2 Medium GAS TAX Traffic Signal - Monroe Street And Hosp Way Upon re-evaluation of this location, traffic signal warrants are no longer met.District 1 Low GAS TAX Safety Training Center Water Recirculating System Study Project is not critical to facility operations and not needed at this time.District 2 Low GCC CWRF Irrigation and Landscape Project is not critical to facility operations and not needed at this time.District 3 Low RECL REPL La Costa Avenue Drainage Improvements Project will be incorporated into Storm Drain System Rehabilitation and Repair Program, CIP No. 6607 and Citywide Drainage Improvement Program, CIP No. 6608 District 4 High IRF CITY OF CARLSBAD FY 2020-21 CANCELLED CIP PROJECTS Exhibit 6June 2, 2020 Item #8 Page 245 of 300 Exhibit 7 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Attachments: Tammy: Lance Schulte < meyers-schulte@sbcglobal.net> Thursday, May 28, 2020 11 :10 AM Tammy Cloud-McMinn Scott Chadwick FW: Public input to Carlsbad City Council-Planning-Parks-mobility Commissions and CA Coastal Commission on City Budget -DLCPA-PMU processes -So Carlsbad Blvd. Realignment Carlsbad Budget-Draft LCP Amendment-Parks Master Plan -Public Comments -So Carlsbad Blvd Realignment.pdf; Carlsbad_Blvd_Realingment-1 .pdf I hope this will be forwarded into the upcoming City Council Budget meeting(s). Sorry, I used an old template that in closing forgot to include the Budget process. Can you confirm, or do I need to resend to someone else or under a different Subject line? Thanks, Lance From: Lance Schulte [mailto:meyers-schulte@sbcglobal.net] Sent: Thursday, May 28, 2020 10:29 AM To: 'Council Internet Email'; 'Scott Chadwick'; 'Gary Barberio'; 'Don Neu'; 'jennifer.jesser@carlsbadca.gov'; 'Kyle.Lancaster@carlsbadca.gov'; 'Nathan.Schmidt@carlsbadca.gov'; clerk@carlsbadca.gov; 'Erin Prahler'; 'Cort Hitchens'; 'Gabriel Buhr'; 'Fred Sandquist'; 'Laura Walsh'; 'People for Ponto'; Lisa Urbach (lisa.urbach@parks.ca.gov) Subject: Public input to Carlsbad City Council-Planning-Parks-mobility Commissions and CA Coastal Commission on City Budget -DLCPA-PMU processes -So Carlsbad Blvd. Realignment Dear Carlsbad City Council, and Planning, Parks and Traffic & Mobility Commissions; and CA Coastal Commission: People for Ponto submits this email, and the two (2) attachments as public comments on the City Budget, Draft Local Coastal Program Amendment, Parks Master Plan Update, and Livable Streets improvement processes. We request this email and attachment be provided to the Carlsbad City Council, and Planning, Parks and Mobility Commissions; and CA Coastai Commission as public input on the City Staff proposed 1) Draft Local Coastal Program Amendment, 2) Parks Master Plan Update, and 3) Mobility improvement processes. Thank you. Email confirmation of receipt and delivery of this email/attachment is requested. Thank you. Sincerely, Lance Schulte Peopl_e for Ponto CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 June 2, 2020 Item #8 Page 246 of 300 It is requested that both the DLCPA Land Use Policies and Maps be amended to be consistent and clear as to "what" and "where" the Realignment is and what proposed DLCPA policies apply to those areas, and what Land Uses are being proposed to be assigned to those areas in the Land Use Plan(s). 3. As part of this clear disclosure by the City and public discussion, it also seems logical to roughly update the 20-year old 'preliminary study' of realignment costs to have a general understanding if South Carlsbad Boulevard Realignment is even environmentally/fiscally viable. Current costs could exceed $75 million. Ca rlsbad Citizens and taxpayers need to know if the 'Realignment Promenade/Linear Park' is a viable project t he City will be implementing and when. Or is the 'Realignment Promenade/Linear Park' more a 'Trojan horse' -outside an apparently attractive celebration, while truthfully hidden inside is disappointment resulting in ruin. The City's 20-year old 2001 Realignment Study seems to point to this concern/possibility. 4. The DLCPA should add a clear and accountable Public Coastal Access, Livable Streets and Connectivity Policy (Section 4.8, at p. 4-41) that requires the City to fully fund and construct as soon as possible a sidewalk/pedestrian path/'Promenade' along South Carlsbad Boulevard to "Complete" and make "Livable" this street. The missing safe pedestrian Coastal Access along South Carlsbad Boulevard represents over½ of Carlsbad's coastline. The City's CIP #60311 Budget already has $3.2 million, which based on City costs for sidewalk construction, is sufficient to complete most of this needed sidewalk/pedestrian path/'Promenade'. The sidewalk/pedestrian path/'Promenade' can be quickly, simply and cost effectively accomplished with an existing budget for that purpose, and within the existing right-of-way configuration. The · few short sections along bridges can be cost effectively addressed with vehicle/bike lane restriping and maybe a 'jersey barrier' similar to what was done at Agua Hedionda. Again, the missing sidewalk/pedestrian path/'Promenade' can be substantially completed using existing budgeted CIP funds for that purpose. Special design and landscape qualities could be budgeted and incorporated to enhance to a 'Promenade' level, or be similar to North Carlsbad Boulevard's . 'Promenade' design. A community~based design process could define consensus on that. As supporting data that should be factored in the above 4 requests, the Mayor stated in 2020 that the South Carlsbad Boulevard Realignment would presently cost about $75 million. This figure appears it maybe a rational estimate, but should be verified. Would South Carlsbad Boulevard Realignment be the most expensive City project ever? The $75 million Realignment cost is $5 million more than the City's Golf Course land acquisition and construction costs. The City Golf Course is 402.8 acres, and is understood to be the most expensive to acquire/build municipal golf course in the USA, and most expensive to-date Carlsbad City project. Sadly in comparison, South Carlsbad Boulevard Realignment does Not acquire or add any new land. Realignment simply realigns up to 54.5 acres of existing City owned landscaped right-of-way, to then repurpose only 4 -10.8 acres for possible Park use under the 4 Land Use Alternatives as documented in the City's 2001 Realignment Study. The $75 million Realignment cost would thus cost $7 -19 million to simply re purpose each acre of existing City right-of-way land for Park use. This cost per acre appears Page 2 of 3 June 2, 2020 Item #8 Page 248 of 300 fiscally imprudent given much better alternatives. In comparison the Mayor stated the alternative 11 acre Ponto Coastal Park that is required to be studied under Carlsbad's Local Coastal Program would only cost $20-22 million. The $20-22 million figure also appears a rational estimate given vacant land costs in the area is roughly $1.5 - 2 million per acre . So it is actually 7 to 9.5 times more cost effective to simply purchase vacant land that actually adds New land and is also required to studied/considered for Park use. Again, the Relocation proposal's $7 -19 million cost per acre is NOT to buy any new land, but simply rearrange existing land the City already owns and is already landscaped and open as part of the roadway median. It seems logical to fully and publicly vet the proposed South Carlsbad Boulevard Realignment Land Use Policies/Map/Costs. The Realignment concept seems fiscally imprudent and a significant squandering of taxpayer resources. These public comments are not against a much needed Coastal Park for South Carlsbad as there is none and this is vitally needed to provide a Coastal Park for½ of Carlsbad's citizens and for the thousands of Visitors staying at the thousands of South Carlsbad Resort and hotel rooms. As the Mayor stated this is the most cost effective solution providing MORE NEW parkland at a fraction of the cost ofthe Realignment. Over 2,500 emails from citizens and visitors have asked the City Council to provide this much needed Pontb Coastal Park. These public comments are also not against a much needed sidewalk/pedestrian pathway (including a wider than normal pathway) to provide safe (Complete-Livable Streets) pedestrian Coastal Access along South CARLSBAD Boulevard -in fact just the opposite. The public comment #4 specifically asks for a clear, accountable, funded DLCPA Policy that achieves rapid implementation of a sidewalk/pedestrian path/Promenade within the existing South Carlsbad Boulevard right-of-way configuration. This requested LCP Policy would address the critically needed Coastal Access, public safety, and mobility needs along South Carlsbad Boulevard, that has been delayed way too long. Citizens and visitors should not have to wait over 20-years for this much needed Coastal Access and public safety facility for over½ of Carlsbad's coastline. Thank you for your consideration, Lance Schulte Attachment: City of Carlsbad's CARLSBAD BOULEVARD REALIGNMENT STUDY PHASE II: PRELIMINARY FINANCIAL ANALYSIS, dated October 4, 2001 Carlsbad Golf Course information: https://www.sandiegouniontribune.com/news/po1itics/sdut-city-to- pay-off-golf-course-bond-debt-2016jul07-story.html Page 3 of 3 June 2, 2020 Item #8 Page 249 of 300 J J J J J J J 7 ,_,-1 J J ' I __) 7 _j 7 _J J J 7 ) 7 __J .· . ERA- Economics Research Associates CARLSBAD BOULEVARD REALIGNMENT STUDY PHASE II: PRELIMINARY FINANCIAL ANALYSIS Submitted to: TheCity of Carlsbad Prepared by: Economics Research Associates URS Corporation Wallace, Roberts & Todd October 4, 2001 ERA Project No. 14158 964 5th Avenue Suite 214 San Diego, CA 92101 ERA is affiliated with Drivers Jonas 619.544 .1402 FAX 619.544.1404 www.era sf.com/erasf LOs Angeles San Francisco San Diego Chicaao Dallas Washinaton DC London June 2, 2020 Item #8 Page 250 of 300 J ] J 3 J J ] ] ] J J J J ] ] J ] J l ■=i;t4i Economics Rese arch Associates T ABLE OF CONTENTS I. Introduction .................................................................................................................................... 1 II. Development Scenarios .................. : ............................................................................................... 2 III. Land and Fiscal Value Estimates ................................................................................................... 7 IV. Other Potential Sources for Funding Realignment Costs ............................................................. 11 Appendix ............. · ................................................ _. ..................................................................................... 15 June 2, 2020 Item #8 Page 251 of 300 J J J ] ] J J ] J J J J J J J J J 7 _J l ■#i;tA Economics Research Associates LIST OF TABLES Table Page Table 1: Development Program Scenarios -Alternative 1 ........................................................................ 3 Table 2: Development Program Scenarios -Alternative 2 ............................................................................... 4 Table 3: Development Program Scenarios-Alternative 3 .................. : ........................................................... .5 Table 4: Development Program Scenarios -Alternative 4 ..................... : ........................ : ................................ 6 Table 5: Preliminary Revenue/Cost Comparison ........................................................... : ........ :.: ....................... 8 June 2, 2020 Item #8 Page 252 of 300 J J ] ] ] J ] ] ] J J J J J ] J J J l GENERAL LIMITING CONDITIONS Every reasonable effort has been made to ensure that the data contained in this study reflect the most accurate and timely information possible, and they are believed to be reliable. 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June 2, 2020 Item #8 Page 253 of 300 J J J J J J J J J J J J J J J ] J J l •=1#141 Economics Research Associates II. DEVELOPMENT SCENARIOS URS Corporation and the City of Carlsbad have identified four alternative land use scenarios for a realigned Carlsbad Boulevard. The proposed realignment creates 4~6 new surplus land areas resulting 5-7 potential parcels (see the Carlsbad Boulevard Realignment Study-Phase I and Phase II for more details regarding these alignments and surplus land areas). The consultant team prepared hypothetical development programs for each alternative. These hypothetical development programs are not recommendations; rather, they were devised to test the potential financial impact of the following alternative approaches towards reuse of the surplus land that is created with the road realignment. They were also designed to serve as a starting point for discussion of preferred uses and to allow the decision-makers to select and combine the elements from each alternative that they find most desirable. Finally, these scenarios serve as starting points for discussions with State Parks, which is critical for the pivotalManzano parceL • Alternative 1 tests the financial impacts of a parks and open space scheme. It assumes that no major commercial development occurs and that the surplus parcels are used for parking, community facilities, parks, open space, and camping (concessionaire), as shown in Table 1. • Alternative 2 tests the financial impacts of a predominately parks and open space scheme, with limited commercial development. It assumes that a time-share and executive meeting hotel is built on a small portion of Surplus Area 1, and that the rest of Surplus Area 1 and all of the other parcels are used for parking, community facilities, parks, or open space, as shown in Table 2. • -Alternative 3, as shown in Table 3, tests the financial impacts of a significant commercial development scheme. It assumes significant commercial development on almost half of Surplus Areas 1 (specialty retail, restaurants, and office) and 3 (hotel), and all of Surplus Areas 2 (time-share), 6A (time-share), and 6B (office), as shown in Table 3. More than half of Surplus Area' I is used as park space and more than half of Surplus Area 3 remains open space. Parcels 4 and 5 provide parking and open space. • Alternative 4 tests the financial impacts of a significant commercial development scheme for a majority of Surplus Area 1 (specialty retail, restaurants, time-share, and executive meeting hotel), with a neighborhood park on the remaining portion of Surplus Area 1, as shown in Table 4. Parcels 2, 3, and 6A remain open space, and 4, 5, and 6B contain public parking and open space. PFlOJECT No. 14158 DEVELOPMENT SCENARIOS 2 June 2, 2020 Item #8 Page 255 of 300 L__J L_J L__J L_J L_J L_J L_J L_J L __ _J L_J L_J L_J L__J L_J Table 1: DEVELOPMENT PROGRAM SCENARIOS -Alternative 1 -Parks and Open Space Surplus Area: Units 1 2 3 4 5 6A Acreage 20.8 5.1 10.1 13.7 2.3 o:5 Developable Commercial Campground 2.8 P.ublic parking 1.0 0.6 1.5 0.9 Community facility 0.8 0.1 0.1 Active parks 4.0 Open space 15.0 4.4 10.1 9.3 1.4 0.5 Commercial Uses Commercial-Retail s.f Commercial-Restaurants s.f. Office s.f. Time Share Rooms Full Service Hotel Rooms Executive Meeting Hotel Rooms Campground Primitive sites Sites 45 RV sites Sites 50 Common facilities 3,000 Public Parking Free Spaces 140 50 200 135 Community Facility Visitor Center s.f. 2,500 3,000 Restrooms Number 1 Active Park Fa.cililies Active Parks acres 4.0 Open Space Facilities Open Space acres 15.0 4.4 10.1 9.3 1.4 0.5 Source: URS; Wallace, Roberts & Todd; and Economics Research Associates June 2, 2020 Item #8 Page 256 of 300 L__J L_J L_J L__j L__J L__J L__J L.._J L__J L__J L___J L___J L__J L_J Table 2: DEVELOPMENT PROGRAM SCENARIOS · Alternative 2 Surplus Area:, Units 1 2 3 4 5 GA Acreage 20.8 5.1 10.1 13.7. 2.3 0.5 0evelopable Commercial 5,0 Campground Public parking 2,6 6.9 3.2 1.2 0.1 Community facility 0.1 0.4 Active parks 1.6 1.6 0.5 Open space 15.8 0.9 1.6 10.4 0.2 0.4 Commercial Uses Commercial-Retail s,f Commercial-Restaurants s.f. Office s.f. Time Share Rooms 100 Full Service Hotel Rooms Executive Meeting Hotel Rooms 150 Campground Primitive sites Sites RV sites Sites Common facilities Public Parking Free Spaces 150 870 520 176 10 Community Facility Visitor Center s.f. 19,600 Restrooms Number 1 3 2 1 Active Park i=acilities Active Parks acres 1.6 1.6 0.5 Open Space Facilities Open Space acres 15,8 0.9 1.6 10.4 0.2 0.4 Source: URS; Wallace, Roberts & Todd; and Ecoriomics Research Associates June 2, 2020 Item #8 Page 257 of 300 CJ CJ CJ CJ D CJ CJ CJ CJ CJ CJ Table 3: DEVELOPMENT PROGRAM SCENARIOS -Alternative 3 Surplus Area: Units 1 2 3 4 5 Acreage* 20,8 5.1 10.1 Developable Commercial 10.0 5.1 4.3 Campground Public parking Community facility Active parks 10.8 Open space 5.8 Commercial Uses Commercial-Retail s.f 40,000 Commercial-Restaurants s.f. 40,000 Office s.f. 80,000 Time Share Rooms 150 Full Service Hotel Rooms 300 Executive Meeting Hotel Rooms Campground Primitive sites Sites RV sites Sites Common facilities Public Parking Free Spaces Comm!Jnity Facility Visitor Center s.f. Restrooms Number Active Park Facilities Active Parks acres 10.8 Open Space Facilities Open Space acres 5.8 *Acreages may not equal total due to rounding Source: URS; Wallace, Roberts & Todd; and Economics Research Associates June 2, 2020 Item #8 Page 258 of 300 L_J (__] L___J L_J L_J L_J LJ L__J Table 4: DEVELOPMENT PROGRAM SCENARIOS • Alternative 4 Acreage* Developable Commercial Campground Public parking Community facility Active parks Open space Commercial Uses Commercial-Retail Commercial-Restaurants Office Time Share Full Service Hotel Executive Meeting Hotel Campground Primitive sites RV sites Common facilities Public Parking Free Community Facility Visitor Center Restrooms Active Park Facilities. Active Parks Open Space Facilities Open Space Surplus Area: Units 1 s.f s.f. s.f. Rooms Rooms · Rooms Sites Sites Spaces s.f. Number acres acres 20.8 15.0 5.8 45,000 45,000 150 150 5.8 *Acreages may not equal total due to rounding Source: URS; Wallace, Roberts & Todd; and Economics Research Associates L.J L_J L_J L_J L__J L__J 2 3 4 5 June 2, 2020 Item #8 Page 259 of 300 ] ] J ] ] J J J J J J J ] J J J J J n •=l;f4i Economics Research Associates Ill. LAND AND FISCAL VALUE ESTIMATES ERA estimated the approximate residual land value and the capitalized value of the estimated fiscal revenue associated with each of the alternative alignments and development scenarios. The estimates are very · preliminary since they are based on hypothetical development programs without architectural designs, rent assumptions based on 1999 research (updated to 2001 values), preliminary site capacity , and site planning analysis, and gross development cost estimates for buildings and site development. . The detailed analyses for each alternative are presented in Appendix A. These estimates, which are not appraisals, will need to be revised as development programs become more specific, and they do not form the basis for a financial offering, bond, or prospectus without additional planning, engineering, cost estimating, and due diligence. The residual land value estimates translate into the potential revenue generated from commercial land sales, or the capitalized values of leases, of surplus land areas created by the road realignment. These estimates are preliminary approximations of what a developer might be willing to pay for the land in order to obtain a reasonable rate of return on total capital ( debt and equtty capital). In order to be conservative, no real appreciation was assumed; in other words, rents only rise with inflation. Some developers may speculate that rents will rise faster than inflation, which would result in higher values than estimated in this report. The fiscal revenue translates into the capitalized value of the potential fiscal resources to the City and Redevelopment Agency that could help finance some of the Carlsbad Boulevard realignment costs. The total revenue from commercial land sales (or leases) and the capitalized value of fiscal revenue was compared to URS Corporation's preliminary estimate of road realignment costs ($18.8 million), a:q.d Wallace, Roberts, and Todd's preliminary estimates of possible public parking, parks, open space, and community facility costs ($8.5-12.1 million). While road realignment costs are required to produce the surplus parcels, costs to develop the open space are flexible. The estimates provided assume maximum improvements to the open space. As shown in Table 5, Alternative 1, the least commercial scenario, generates very limited revenue, only $1.1 million in commercial land value, and over $0.2 million in the capitalized value of fiscal revenue, for a total of almost $1.3 million. Other sources would have to fund over _$17 .5 million in road construction costs, and $9 .0 million in public facility, parks, and open space costs, or the amount of improvements would have to be reduced. PROJECT No. 14158 LAND AND FISCAL VALUE ESTIMATES 7 June 2, 2020 Item #8 Page 260 of 300 C=:J CJ c=J C::J CJ C=:J CJ c=i CJ C=:J CJ CJ CJ CJ Table 5: PRELIMINARY REVENUE/COST COMPARISON (Year 2001 Dollars) Alternatives · 1 2 Revenues From Commercial Land Sales $ 1,131,000 $ 9,219,000 $ Capitalized Value of Fiscal Revenues to City & RDA $ 217,000 $ 10,849,000 $ Total Potential Revenues $ 1,348,000 $ 20,068,000 $ Less: Road Construction Costs $ 18,800,000 $ 18,800,000 $ Net Revenues <Deficit> After Road Construction Costs $ (17,452,000) $ 1,268,000 $ Less: Public Parking, Parks, Open Space, and Facilities $ 8,999,580 $ 12,062,589 $ Net Revenues <Deficit> After Public Costs $ (26,451,580) $ (10,794,589) $ Source: Economics Research Associates; URS; Wallace, Roberts & Todd June 2, 2020 Item #8 Page 261 of 300 J J J J J J J J J J J J J J J J J J n 1:11:f+j Economics Research Associates· Alternative 2 generates over $9.2 million in commercial land value, and $10.8 million in fiscal revenue, for a total of $20.1 million. This amount is enough to cover the $18.8 million in road realignment costs, but not enough to cover the estimated $12.1 million in potential public facility, parks, and open space costs. Other sources would have to fund approximately $10.8 million in public facility, parks, and open space costs, or the amount or type of improvements would have to be reduced. Alternative 3, the most commercial scenario, generates an estimated $28.2 million in revenues from commercial land value, and $24. 7 million in capitalized fiscal revenue, for a total of $52:9 million. This amount is substantially more than enough to cover the $ 18.8 million in road realignment costs, and $8.5 million in public facility, parks,and open space costs. Alternative 4 generates an estimated $19.5 million in commercial land value, and $16.4 million in capitalized fiscal revenue, for a total of $35.9 million, which is more than enough to cover the $18.8 million in road realignment costs, and $9.4 million in public facility, parks, and open space costs. QUALi FICA TIO NS While it appears that alternatives 3 and 4 generate enough revenue to cover development costs, the findings at this preliminary planning stage of analysis are qualified, as follows: • The cost estimates are based on gross cost factors and need to be refined as project design becomes more specific. • The cost estimates do not include any extraordinary off-site costs, such as for environmental or traffic mitigation. • Some of the parcels identified for potential development, particularly those west of the alignment, may be vulnerable to long term erosion problems; therefore, their stability needs to be verified. PRO.JECT No. "14"15B LAND AND FISCAL VALUE EST/MA TES 9 June 2, 2020 Item #8 Page 262 of 300 J J J J J J J J J J J J J J J J J 0 n Economics Research Associates • A significant share of value and fiscal revenue in scenarios 2, 3, and 4 is attributable to hotels, which in 1999 demonstrated only average performance, especially among moderately priced hotels. Also, a new hotel has been developed since 1999. While the parcels identified for potential hotel development are competitive because of the views they offer, hotel development and financing are relatively risky. • WRT has determined that the hypothetical development programs can fit on the parcels, and URS -Corporation has initially determined that the circulation system can accommodate the development. However, there could be difficult site planning issues with some ofthe parcels that would limit their development potential to less than what is assumed in this analysis. • The development cost estimates for the commercial development scenarios, for the most part, do not assume structured parking. If structured parking is required, development costs· could be greater which would diminish residual land values unless higher rents are achievable. • Most of the value is generated on Surplus Area 1, which is owned by the State of California. The City or Redevelopment Agency would not realize the value of Surplus Area 1 unless the State trades the parc'el to the City or Agency for other considerations. Therefore, the City or Agency may not be able to apply proceeds from the value of Surplus Area I to road realignment and public facility costs. Nevertheless, under Alternative 3, the capitalized value of the fiscal revenue alone might be sufficient to cover road construction costs and a portion of public facility . costs. The capitalized value of fiscal revenue under Alternative 4 comes close to covering road construction costs, but is not sufficient to cover other public facility costs. • Competitive market conditions could change which would affect the market potential of the development programs assumed in the scenarios analyzed in this report. The estimated values are based on the hypothetical development programs for each parcel. If development programs change, the values will change. PROJECT No. 7 4 7 SB LAND AND FISCAL VALUE ESTIMATES 70 June 2, 2020 Item #8 Page 263 of 300 D D D D 0 0 D 0 0 D D 0 0 0 0 D 0 D n •=ltM Economics Resea rch Asso_ciates IV. OTHER POTENTIAL SOURCES FOR FUNDING REALIGNMENT COSTS The U.S. Department of Transportation (DOT) and State of California Transportation Department (CalTrans) are the traditional sources of funds for capital improvements to highways. For example, the Federal government offers approximately 70 different transportation-funding programs. The majority of these funds are made available for disbursement to regional entities such as SAND AG, while a small portion is . made available directly to municipalities. FUNDS AVAILABLE DIRECTLY TO MUNICIPALITIES The CalTrans Local Assistance Program (LAP) is responsible for helping municipalities located in CalTrans District 11 identify which Federal and State funding programs for which they are eligible and guiding them through the application process. Each . program is specifically tailored for a given need, and has very strict eligibility requirements. One such specialized program funds "Intelligent Transportation Systems". Funds are available to projects that integrate new technology ( computer-related) with the road/highway project to. improve traffic flow. Because this program is new, eligibility requirements are not yet well defined. There is no program specifically for road or highway realignment. Moreover, it is estimated that for every I 0 applicants to each of the programs above, only the most urgent project is funded, leaving 90 percent of the applications unsuccessful. Given the level of competition for funds, if the City of Carlsbad finds that portions of the road may fall into one or more of the eligible categories, the application should present as compelling a case as possible. In any case, once a specific construction plan has been determined, a representative from the City of Carlsbad should. meet with a representative from the Local Assistance Program to discuss the program in detail and determine whether or not portions of the project are eligible for Federal or State aid. Finally, another option is direct funding from special state legislative action. REGIONAL FUNDS The San Diego Association of Governments (SANDAG) administers the apportionment of funds from the larger, more general State and Federal transportation funding programs. The most likely source of funding for a project such as the realignment of Carlsbad Boulevard is the Regional Arterial Projects section of the Surface Transportation Projects. PROJECT 1'1/o. 141 SB OTHER POTENTIAL SOURCES FOR FUNDING REALIGNMENT COSTS ., 1 June 2, 2020 Item #8 Page 264 of 300 J 0 0 n u 0 0 D 0 0 LJ D D LJ u D D D D n ••.M Economics Research Associates APPENDIX LIST OF TABLES Table l.A. l Carlsbad Boulevard Realignment ...:. Alternative 1, Land Use Scenario A; Proforma Cash Flow - Preliminary Residual Land Value Table l .A.2 Carlsbad Boulevard Realignment -Alternative 1, Land Use Scenario A; Fiscal Revenues Table l.A.3, 4, 5 Carlsbad Boulevard Realignment -Alternative 1, Parcel 4, Land Use Scenario A; RV Operating Statement Table 2:A.1 Carlsbad Boulevard Realignment -Alternative 2, Land Use Scenario A; Proforma Cash Flow -. Preliminary Residual Land Value Table 2.A.2 Carlsbad Boulevard Realignment -Alternative 2, Parcel l, Land Use Scenario A; Fiscal Revenues Table 2.A.3, 4, 5 Carlsbad Boulevard Realignment -Alternative 2, Parcel 1, Land Use Scenario A; Executive Meeting Hotel Operating Statement · · Table 2.A.6 Carlsbad Boulevard Realignment -'--Alternative 2, Parcel 1, Land Use Scenario A; Time Share Table 3.A.1 Carlsbad Boulevard Realignment -Alternative 3, Land Use Scenario A; Proforma Cash Flow - Preliminary Residual Land Value · Table 3.A.2 Carlsbad Boulevard Realignment-Alternative 3, Land Use Scenario A; Fiscal Revenues Table 3.A.3, 4 Carlsbad Boulevard Realignment -Alternative 3, Parcel 1, Land Use Scenario A; Retail/Commercial Operating Statement Table 3.A.5, 6 Carlsbad Boulevard Realignment -Alternative 3, Parcel 1, Land Use Scenario A; Office Operating Statement Table 3.A.7 Carlsbad Boulevard Realignment-Alternative 3, Parcel 2, Land Use Scenario A; Time Share Table 3.A.8, 9, 10 Carlsbad Boulevard Realignment - Alternative 3, Parcel 3, Land Use Scenario A; Full Service Hotel PRO.IECT No. -141 SB APPENDIX 1S June 2, 2020 Item #8 Page 268 of 300 0 0 0 0 D 0 0 0 0 0 0 D 0 D D 0 0 n •#i;f-1 Economics Research Associates Table 3.A:11 Carlsbad Boulevard Realignment-Alternative 3, Parcel 6A, Land Use Scenario A; Time Share Table 3.A.12, 13 Carlsbad Boulevard ·Realignment -Alternative 3, Parcel 6B, Land Use Scenario A; Office Operating Statement Table 4.A. l Carlsbad Boulevard Realignment -Alternative 3, Parcel 6B, Land Use Scenario A; Proforma Cash Flow -Preliminary Residual Land Value Table 4.A.2 Carlsbad Boulevard Realignment -Alternative 4, Parcel 1, Land Use Scenario A; Fiscal Revenues Table 4.A.3, 4, 5 Carlsbad Boulevard Realignment -Alternative 4, Parcel 1, Land Use Scenario A; Executive Meeting Hotel Operating Statement Table 4.A.6, 7 Carlsbad Boulevard Realignment -Alternative 4, Parcel 1, Land Use Scenario A; Retail/Commercial Operating Statement Table 4.A.8 Carlsbad Boulevard Realignment -Alternative 4, Parcel 1, Land Use Scenario A; Time Share PROJECT No·. 1415B APPENDIX 16 June 2, 2020 Item #8 Page 269 of 300 CJ CJ C__J [__J C~ LJ Table I .A.I CARLSBAD.BOULEVARD REALIGNMENT-Alternative I, Land Use Scenario A PROFORMA CASH FLOW -PRELIMINARY RESIDUAL LAND VALUE (BEFORE TAXES & FINANCING) 2003 2004 Yr. 2001 fiatl YeaL2 Inflation Factor 3% Value 1.06 1.09 SOURCES AND USES OF FUNDS Net Sources ofFunds By !,and Use RV -Concessionaire (0.79) Sub-total $ $ (0.79) $ Net Cash Flow After Developer Costs Is Is {0.8)1 s ~ct ~ceseot Yalue After DeYCJoper: Costs c:::J 2005 2006 Yeau . fu.rA 1.13 1.16 (0.82) 0.37 (0.82) $ 0.37 $ {0.8)1 s 0.4, $ Net Present Value@ 14.0% $1.20 million, Yr. 2003 dollars Source: Economics Research Associates L_J L_J L__J 2007 2008 2009 2010 2011 2012 Yw:_5_ Yl:aJ:.6 fiat.1 Tuu:J! fia.c..2 Y.tatlO. ): 1.19 1.23 1.27 1.30 1.34 1.38 0.38 0.42 0.43 0.44 0.46 0.47 0.38 $ 0.42 $ 0.43 $ 0.44 $ 0.46 $ 0.47 $ 0.4, S o.4 Is o.4 Is 0.4, $ o.s j s o.s Is June 2, 2020 Item #8 Page 270 of 300 CJ CJ CJ CJ CJ CJ LJ CJ CJ CJ Table 1.A.2 CARLSBAD BOULEVARD REALIGNMENT-Alternative I, Land Use Scenario A FISCAL REVENUES 2003 2004 2005 2006 2007 2008 2009 20IO 2011 21 fiatl Ytar..l fia.1:..3. filu:A Yea.c..S YllLfi fiar.1 Y.w:..li fur..2 Yea: Inflation Factor 3% 1.06 1.09 l.13 1.16 1.19 1.23 1.27 1.30 1.34 PROPERTY TAXES Expressed In Millions of VS Dollars Land..llin RV $ $ $ $ $ 0.03 $ 0.o3 $ 0.03 $ 0.04 $ 0.04 $ 0 City's Share 4. 75% of Property Taxes $ $ $ $ $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0 RDA 's Non-housing Share 60.00% of Property Taxes $ $ $ $ $ 0.02 $ 0.02 $ 0.02 $ 0.02 $ 0.02 $ 0 Expressed In Millions of VS Dollars TRANSIENT OCCUPANCY TAXES Full Service Hotel $ $ $ $ $ $ $ $ $ $ Transient Occupancy Tax @ 10.00% of Room Revenue $ $ $ $ $ .$ $ $ $ $ Gross Fiscal Operating Income From TOT & Tl s s $ s s 0.02 s 0.02 s 0.02 s 0.02 $ 0.02 s 0 SALES TAX REVENUE Food & Beverage & 50% of Other Hotel Revenues $ $ $ $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0 Total Sales Tax Revenue $ $ ·$ s 0,00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0 TOTAL FISCAL REVENUE Property Tax Revenue $ $ $ $ $ o.oz $ 0.02 $ 0.02 $ 0,02 $ 0.02 $ 0 Transient Occupancy Tax Revenue $ $ $ $ $ s s $ $ $ Sales Tax Revenue $ $ $ $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0 Total Fiscal Revenue $ $ $ $ 0.00 $ 0.02 $ 0.QJ $ 0.03 $ 0.03 $ 0.03 $ 0 Soucc:es oC Eunds FISCAL REVENUE $ $ $ $ 0.00 $ 0.02 $ 0.03 $ 0._03 $ 0.oJ $ 0.03 $ 0 Reversion@ 7% s $ $ $ $ $ $ $ $ $ Total Sources of Funds s $ $ $ 0.00 $ 0.Q2 $ 0.03 $ 0.o3 $ 0.03 $ 0.03 $ 0 NET CASH FLOW Is Is Is Is o.oo Is 0.02 Is o.o3 Is o.03 Is O.oJ Is o.o3 Is 0 Net Present Vaine@ 10% S0.23 million Yr. 2003 dollars Source: Economics Research Associates June 2, 2020 Item #8 Page 271 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ Table I.A.3 CA_RLSBAD BOULEVARD REALIGNMENT-Alternati\'e I, Parcel 4, !..and Use Scenario A RV Concessionaire Operating Statement 2003 2004 2005 2006 2007 2008 2009 201/1 2011 201 Yr. 2001 Value l:'w:..1 YearJ. YcllLl Yen.A fi.a.r..5 YllI:Ji Tol.t.1 fut:.B. Yw:..2 filu:. Assumptions Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 L Real Escalation 0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 I.( Numhrr of R \' S11ates 50 0 0 0 50 50 50 50 50 50 Total Potential Number of nights 18,250 18,250 18,250 18,250 18,250 18,250 18.2'. Average Annual Occupan~y Rate 0.0% 0.0% 0.0% 55.0% 60.0% 65.0% 65.0% 65.0% 65.0% 65.( Avg. Daily RV Rate /I $ 40 42 44 45 46 48 49 51 52 54 Numhc1· or P.-imiti\'c Spaces 45 0 0 0 50 50 50 50 50 50 Total Potential Number of nights 18,250 18,250 18.250 18,250 18,250 18.250 18,2'. Average Annual Occupancy Rate 0.0% 0.0% 0.0% 50.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.{ Avg. Daily RV Rate /I $ 20 21 22 23 23 24 25 25 26 27 Open:tting Revenues Expressed in Millions of US Dollars Space Rental·Revenues $ $ $ $ 0.68 $ 0.76 $ 0.83 $ 0.86 s 0.88 $ 0.91 s O.' As % of Room Revenues Food & Beverage 20% 0.14 0.15 0.17 0.17 0.18 0.18 0. Other Revenues 30% 0.20 0.23 0.25 0.26 0.26 0.27 o.: Subtotal (Non-Room Revenues) 50% $-$ $ $ 0.34 $ 0.38 $ 0.42 $ 0.43 $ 0.44 $ 0.45 $ o., Gross Reveriues $ s _$ $ 1.02 $ 1.14 $ 1.25 $ 1.28 $ 1.32 $ 1.36 s 1., llepactmental Cost5 & Expenses As % of Departmental Revenues Spaces 25% 0.17 0.19 0.21 0.21 0.22 0.23 o.: Food & Beverage 75% O.IO 0.1 I 0.12 0.13 0.13 0.14 o.: Other Departments 50% 0.10 0.1 I 0.12 0.13 0.13 0.14 o.: Total Departmental Expenses(% of Gross Revenues) 37% $ $ $ $ 0.37 $ 0.42 s 0.46 $ 0.47 $ 0.48 $ 0.50 $ o.: Gross Operating Revenues 63% $ $ $ $ 0.64 $ 0.72 s 0.79 $ 0.81 s 0.84 $ 0.86 $ 0.1 Notes: /I Rate, af\er discounts, per occupied room. Source: Economics Research Associates June 2, 2020 Item #8 Page 272 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ Table 1.A.4 CARLSBAD BOULEVARD REALIGNMENT-Alternative I, Parcel 4, Land Use Scenario A RV Operating Statement 2001 2002 2003 2004 2005 2006 2007 2008 2009 20 Yr. 2001 Value Ytar.J. YeAL.2 Yilt..1 1'.lli:A fiac..S fill.r.1i YnLi fu.tJI Yea.r..2 Yeat Expressed in Millions or US Dollars Gross Operating R"evcnues 0.79 0.81 0.84 0.86 0. Uodistcibutcd Operating Expenses As % of Revenue Administrative & General 5.0% $ $ $ $ 0.05 $ 0.06 $ 0.06 $ 0.06 $ 0.D7 $ 0.07 $ 0. Management Fee 2.0% 0.02 0.02 0.02 0.03 0.03 O.D3 0. Sales & Marketing 5.0% 0:05 0.06 0.06 0.06 0.D7 0.07 0. Energy Costs 6.0% 0.06 0.07 0.Q7 0.08 0.08 0.08 0. Repairs & Maintenance 4.0% 0.04 0.05 0.05 0.05. 0.05 0.05 0. Total 22.0% $ $ s $ 0.22 $ .0.25 $ 0.27 $ 0.28 $ 0.29 $ 0.30 $ 0. Gross Operating Profit 41.3% $ $ $ $ 0.42 $ 0.47 $ 0.51 $ 0.53 $ 0.55 $ 0.56 $ 0. Ei1td Expenses & Capital Costs Property Taxes (based on 1% of prior year capitalized value) fommla O.o3 O.oJ 0.03 0.04 0.04 0. Incentive Fee 2.0% 0.02 0.02 0.02 0.03 0.QJ 0.03 0. Insurance 1.0% 0.01 0.01 0.01 0.01 o·.01 0.01 0. Capital Reserve 2.0% 0.02 0.02 0,02 0.03 0.QJ 0.03 0. Total 5.0% 0.05 0.09 0.10 0.10 $ 0.10 $ 0.10 $ 0. NET OPERA TING INCOME (ex. depr., interest & tax) 0.37 0.38 0,42 0.43 0.44 0.46 o. Source: Economics Research Associates June 2, 2020 Item #8 Page 273 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ c_J Table I.A.5 CARLSBAD BOULEVARD REALIGNMENT-Alternative l, Parcel 4, Land Use Scenario A (BEFORE TAXES & FINANCING) RV Operating Statement 2001 2002 2003 2004 2005 2006 2007 Yr. 2001 Value fucJ. Yw:.2 YllL1 Y=:.A l:'.ur..5 Tou..Ji Yeiu:.1 Sources of Funds Expressed in Millions of US Dollars Net Operating Income 0.37 ci.38 0.42 0.43 Reversion@ 11.0% Less Cost of Sales @ 3.0% Net Sales Proceeds Total Sources of Funds 0.37 0.38 0.42 0.43 Development Costs Inflation Assumptions 1.06 1.09 1.13 1.16 1.19 1.23 1.27 Number of Spaces 95 48 48 Development Costs -Annual % 0% 50% 50% 0% 0% 0% 0.0% Development_ Costs per space /I $ 15,263 0.79 0.82 Total Development Costs $ $ 0.79 $ 0.82 $ $ $ $ NET CASH FLOW (before financing & taxes) 0.79 0.82 0.37 0.38 0.42 0.43 Cumulative Cash Flow 0.79 1.61 1.24 0.86 0.44 0.01 Net Present Value@ 14.0% Sl.20 million 2003 dollars Notes: /I New development costs include direct costs, off-site & on-site costs, indirect costs, and developer profit. /2 Included in development cost per space Source: Economics Research A·ssociates LJ L_J 2008 2009 20: Ytlu:..8 1'tatl Toll: $ 0.44 $ 0.46 $ 0.• $ $ $ $ 0.44 $ 0.46 $ 0.• 1.30 1.34 L 0.0% 0.0% 0.( $ $ $ 0.44 0.46 o., 0.44 0.90 I~ June 2, 2020 Item #8 Page 274 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ Table 2.A.I CARLSBAD BOULEVARD REALIGNMENT-Alternative 2, Land Use Scenario A PROFORMA CASH FLOW -PRELIMINARY RESIDUAL LAND VALVE (BEFORE TAXES & FINANCING) 2003 2004 2005 Yr.2001 1'.l:atl YfllL2 fiar.J Inflation Factor 3% Value 1.06 1.09 1.13 SOURCES A.ND USES OF FUNDS Net Sources of Funds By Land Use Executive Mtg. Hotel Net Cash Flow (11.06) (11.40) Time Share (11.54} Sub-total $ -$ (11.06) $ (22.93) $ Net Cash Flow After Developer Costs Is Is (11.1}! s (22.9)1 s ~ft ea::sent ~alne Arter lltitlop1:c Costs Net Present Value@ 14.0% S9.78 million US dollars Source: Economics Research Associates 2006 2007 Tou:A filll:.S 1.16 1.19 2.82 _ 2.84 9.24 (2.72} 12.06 $ 0.12 $ 12.1 Is 0.1 Is CJ CJ CJ 2008 2009 2010 2011 2012 Ytar.1i l'ell.1 Ye.u:..li Year.! Yf.a.t..1Jl 1.23 1.27 1.30 1.34 1.38 2.93 3.02 3.11 3.21 3.31 9.81 10.10 10.40 1.07 12.74 $ 13.12 $ 13.52 $ 4.28 $ 3.31 $ 12.11 s 13.1 Is n.s Is 43 Is 33 Is June 2, 2020 Item #8 Page 275 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ Table 2.A.2 CARLSBAD BOULEVARD REALIGNMENT -Allernative 2, Parcel I, Land Use Scenario A FISCAL REVENUES 2003 2004 2005 2006 2007 2008-2009 2010 2011 2012 Yutl Yw:.l fiat..3. Year.A 1'llLS Yelu:..6. Ytar-1 fuLll Yw-_2_ Yll.r.ll Innation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 PROPERTY TAXES Expressed In Millions of US Dollars Larul....l.lill Executive Mtg. Hotel $ $ $ $ $ 0.28 $ 0.29 $ 0.29 $ 0.30 $ 0.30 $ 0.31 Time Share $ $ $ $ $ 0.11 $ 0.22 $ 0.34 $ 0.46 $ 0.59 $ 0.62 Total Property Tax Increment $ $ $ $ $ 0.39 $ 0.51 $ 0.63 $ 0.76 $ 0.90 $ 0.93 City's Share 4. 75% of Property Taxes $ $ $ $ $ 0.02 $ 0.02 $ 0.03 $ 0.04 $ 0.04 $ 0.04 RDA 's Non-housing Share 60.00% of Property Ta.,ces $ $ $ $ $ 0.23 $ 0.30 $ 0.38 $ 0.46 $ 0.54 $ 0.56 Expressed In Millions of US Dollars TRANSIENT OCCUPANCY TAXES Executive Mtg. _Hotel $ $ $ $ 5.57 $ 6.18 $ 6.36 $ 6.55 $ 6.75 $ 6.95 $ 7.16 Transient Occupancy Tax@ 10.00% of Room Revenue $ $ $ $ 0.56 $ 0.62 $ 0.64 $ 0.66 $ 0.68 $ 0.70 $ 0.72 Gross Fiscal Operating Income From TOT & TI s s s s 0.56 s 0.87 s 0.96 s 1.06 s 1.17 s 1.28 s 1.32 .SALES TAX REVENUE Food & Bev~rage & 50% of Other Hotel Revenues $ $ $ $ O.Q3 $ 0.03 $ 0.03 $ O.D3 s · 0.04 $ 0.04 $ 0.04 Total Sales Tax Revenue $ $ . $ $ 0.03 $ 0.03 $ 0.03 $ 0.03 $ 0.04 $ 0.04 $ 0.04 TOT AL FISCAL REVENUE Property Tax Revenue $ $ $ $ $ 0.25 $ 0.33 $ 0.41 $ 0.49 $ 0.58 $ 0.60 Transient Occupancy Tax. Revenue $ $ $ $ 0.56 $ 0.62 $ 0.64 $ 0.66 $ 0.68 $ 0.70 $ 0.72 Sales Tax Revenue $ $ $ $ 0.03 $ 0.03 $ 0.03 $ 0.03 $ 0.04 $ 0.04 $ 0.04 Total Fiscal Revenue $ $ $ $ 0.59 $ 0.90 $ 1.00 $ I.IO $ 1.20 $ 1.31 $ 1.35 s~:u1cccs oC Eunds FISCAL OPERA TING INCOME $ $ $ $ 0.59 $ 0.90 $ 1.00 $ 1.10 $ 1.20 $ 1.31 $ 1.35 Reversion@ 7% $ $ $ $ $ $' $ $ $ $ Total Sources of Funds $ $ $ $ 0.59 $ 0.90 $ 1.00 $ I.IO $ 1.20 $ 1.31 $ 1.35 NET CASH FLOW Is Is Is Is o.s9 Is o.9o Is 1.00 Is uo Is 1.20 I s I.JI I s I.JS Net Present Value@ 10% Sil.SI million 2003 dollars Source: Economics Research Associates June 2, 2020 Item #8 Page 276 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ c_J CJ Table 2.A.3 CARLSBAD BOULEVARD REALIGNMENT-Alternative 2, Parcel 1, Land Use Scenario A ExccutiH Meeting Hotel Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 2011 20: Yr. 200 I Value l:'.w:..l Yn.r..2 Yw:..J l'.nU Yuti .Ye.ar..Ji Yea.r.1 l'.eaLll fia.r.2 l'.nr. Assumptions Inflation.Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 l.30 1.34 I.: Real Escalation 0% 1.00 1.00 -1.00 1.00 1.00 1.00 1.00 1.00 1.00 u IJotl'I -Exec. C:onL Ctr. Numhcr or Romn~ 150 0 0 0 150 150-150 150 150 150 1: Total Potential Number of Room nights 54,750 54,750 54,750 54,750 54,750 54,750 54,7: Average Annual Occupancy Rate 0.0% 0.0% 0.0% 65.0% 70.0% 70.0% 70.0% 70.0% 70.0% 70.1 Avg. Daily Rm. Rate Hole! 2 /1 $ 135 143 148 152 157 161 166 171 176 181 II Operating Revenves Expressed in Miilions of US Dollars Room Revenues s $ s s 5.57 $ 6.18 s 6.36 $ 6.55 $ 6.75 $ 6.95 $ 7 .. As % of Room Revenues Food & Beverage 45% 2.51 2.78 2.86 2.95 3.04 3.13 3.: Other Revenues 15% 0.84 0.93 0.95 0.98 1.01 1.04 I.( Subtotal (Non-Room Revenues} 60% s $ $ $ 3.34 $ 3.71 s 3.82 $ 3.93 $ 4.05 $ 4.17 $ 4.: Gross Revenues $ $ $ $ 8.91 s 9.88 s 10.18 s 10.49 $ 10.80 $ 11.13 $ 11., Depactmental Costs & E1p1:oscs As % of Departmental Revenues Rqoms 25% 1.39 1.54 1.59 1.64 1.69 1.74 1.: Food & Beverage 75% 1.88 2.09 2.15 2.21 2.28 2.35 i., -Other Dcpartmenis 50% 0.42 0.46 0.48 0.49 0.51 0.52 O.'. Total Departmental Expenses(% of Gross Revenues) 41% $ s $ s 3.69 $ 4.09 $ 4.22 $ 4.34 $ 4.47 s 4.61 $ 4.: Gross Operating Revenues 59% $ $ $ $ 5.22 $ 5.79 $ 5.97 $ 6.14 $ 6.33 $ 6.52 $ 6.: Notes: /! Rate, af\er discounts, per occupied room. Source: Econoffiics Research Associates June 2, 2020 Item #8 Page 277 of 300 CJ CJ CJ CJ CJ Table 2.A.4 CARLSBAD BOULEVARD REALIGNMENT· Alternative 2, Parcel I, Land Use Scenario A Executive Meeting Hotel Operating Statement Gross Operating Revenues 1 Jndistdhuted Operating Expenses Administrative & General Management Fee Sales & Marketing Energy Costs Repairs & Maintenance Total Gross Operating Profit Fixed Expenses & Capital Costs Property Taxes Incentive Fee Insurance Capital Reserve Total NET OPERA TING INCOME (ex. depr., interest & tax) Source: Economics Research Associates 2003 Yr. 2001 Value Yw:..l As % of Revenue 5.0% $ 2.0% 5.0% 6.0% 4.0% 22.0% $ 36.6% $ formula 2.0% 1.0% 2.0% 5.0% $ $ $ CJ CJ CJ CJ C::J CJ 2004 2005 2006 2007 2008 2009 2010 2011 201 Yeiu:.1. .fiaLl Yw:...4 l:'.e.ar...5 Tou:.6 Yeai:.1 Yw:..8 l:'.u.r...2 fiac. Expressed in Millions of US Dollars 5.97 6.14 6.33 6.52 6.; $ $ 0.45 $ 0.49 s 0.51 $ 0.52 s 0.54 $ 0.56 $ o.~ 0.18 0.20 0.20 0.21 0.22 0.22 o.; 0.45 0.49 0.51 0.52 0.54 0.56 o.~ 0.53 0.59 0.61 0.63 0.65 0.67 0.( 0.36 0.40 0.41 0.42 0.43 0.45 0.' $ $ 1.96 $ 2.17 $ 2.24 $ 2.31 $ 2.38 $ 2.45 $ 2.~ $ $ 3.26 $ 3.62 $ 3.73 3.84 $ 3.95 $ 4.07 $ 4.1 0.28 0.29 0.29 0.30 0.30 o.: 0.18 0.20 0.20 0.21 0.22 0.22 o.: 0.09 0.10 0.10 0.10 0.11 0.11 O.! 0.18 0.20 0.20 0.21 0.22 0.22 o.; 0.45 0.78 0.,80 0.82 $ 0.84 $ 0.86 $ 0.1 2.82 2.84 2.93 3.02 3.11 3.21 3.: June 2, 2020 Item #8 Page 278 of 300 C_J LJ L_J L.J LJ LJ CJ CJ CJ CJ CJ CJ Table 2.A.6 CARLSBAD BOULEVARD REALIGNMENT -Alternative 2, Parcel I, Land Use Scenario A Time Share 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 201. Yr. 2001 Value fiaLl fiaI:.l Yw:..3. Yeu:..4 Year..5 .filu:..6: Year.1 Yeiu:.& Year..'! fur..lJI l'.eacJ Assumptions Inflation Factor_ 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 1.4 Real Escalation 0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 Time Share {Numt~er of Hoo ms) 100 0 0 0 50 50 JOO JOO 100 JOO 100 JO Total Number of Intervals Available 2,550 2,550 5,100 5,100 5,100 5,100 5,100 5,10 Total Number of Intervals Sold Per Year 1,000 1,000 1,000 1,000 1,000 100 Cumulative Intervals Sold 1,000 2,000 3,000 4,000 5,000 5,100 5,100 5,10 Interval Sales Price $ 18,500 s 19,627 $20.215 $20,822 $21,447 $22,090 $22,753 $23,435 $24,138 $24.862 S25.608 $26.37 Sales Revenues Expressed in Millions of US Dollan Expresse, Annual Sales Volume $ s $ $ 21_.45 $ 22.09 $ 22.75 S 23.44 $ 24.14 s 2.49 s $ Cumulative Sales Volume 21.45 43.54 66.29 89.72 I 13.86 116.35 116.35 116.3 Cost of Sales Per Room Product Cost (excluding land cost) /I $ 205,000 11.54 12.24 Gross Profit Before Land Costs s s $(11.54) $ 21.45 9.85 S 22.75 S 23.44 $ 24.14 $ 2.49 s s Cumulative Profit Before Land Costs (11.54) 9.91 19.76 42.51 65.95 90.09 92.57 92.57 92.5 Costs & E.xpenses/2 As % of Annual Gross Sales Commissions 22.0% $ $ $ $ 4.72 $ 4.86 s 5.01 s 5.16 s 5.31 $ 0.55 $ $ Marketing 22.0% 4.72 4.86 5.01 5.16 5.31 0.55 Sales Overhead 5.0% 1.07 1.10 1.14 1.17 1.21 0.12 Administration 7.0% 1.50 1.55 1.59 J.64 1.69 0.17 Acct./LegaVCounsulting 0.5% 0.11 0.11 0.11 0.12 0.12 0.01 Depreciation 0.3% 0.06 O.Q7 0.07 O.Q7 0.07 0.01 Other 0.1% 0.02 0.02 0.02 0.02 0.02 0.00 Total Cost & Expenses(% of Annual Gross Sales) 56.9% s s $ $ 12.20 s 12.57 $ 12.95 $ 13.33 $ 13.73 $ l.41 s s Net De:u:lopment emfit (I ass) $ $ $ (1 1.54) $ 9.24 S (2.72) $ 9.81 s JO.JO $ 10.40 . $ 1.07 $ $ Cumulative Cash Flow $ $ $(! 1.54) s (229) s (5.01) s 4.80 $ 14.90 S 25.30 S 26.37 $ 26.37 S 26.3 Net Present Value@ 15.0% $8.09 million 2003 dollars Notes: /1 Development costs include allocated share of onsite/offsite costs. /2 Selling and marking expenses only. Operating expenses are covered I 00% by annual fees. Source: RC! Consulting, Inc.; and Economics Research Associates June 2, 2020 Item #8 Page 280 of 300 CJ CJ CJ CJ CJ Tablc3.A.I CARLSBAD BOU LEV ARD REALIGNMENT -Alternath·e 3, Land Use Scenario A PROFORMA CASH FLOW -PRELIMINARY RESIDUAL LAND VALVE (BEFORE TAXES & FINANCING) 2003 2004 2005 Yr.2001 Yelu:.1 Ym.l Yeau Inflation Factor 3% Value 1.06 1.09 1.13 SOURCES AND USES OF FUNDS Net Sources of Funds By Laud Use Commercial Retail Cash Flow (2.95) (3.04) Office I (9.90) Time Share (17.30) Full Service Hotel (20.49) (21.10) Time Share 6A (6.92) Office6B jl.71) Sub-total $ $ (23.44) $ (59.99) $ Net Cash Flow Arter Developer Costs Is Is (23.4)1 $ !60.0)1 $ !Set eccsent ~alue A[tec lleyeJopec Casts Net Present Value@ 14.0% $29.87 million 2003 dollars 2006 Yu.u. 1.16 1.74 1.59 9.24 5.55 6.93 0.30 25.36 $ 25.41 s CJ CJ CJ 2007 2008 2009 2010 2011 2012 fill..S. fillLfi filu:.1 fiac.8 YellL2. TolLl!l ) 1.19 1.23 1.27 1.30 1.34 1.38 2.13 2.20 2.26 2.33 2.40 2.47 1.84 2.00 2.06 2.13 2.19 2.25 9.52 (9.10) IO.IO 10.40 10.72 11.04 5.60 5.77 5.95 6.14 6.33 6.52 7.43 0.36 0.38 0.39 0,40 0.41 0.42 26.89 $ 1.25 $ 20.77 $ 21.39 $ 22.04 $ 22.71 $ 26.91 s 1.21 $ 20.s Is 2t.4 Is 22.0 Is 22.1 I$ June 2, 2020 Item #8 Page 281 of 300 CJ CJ CJ CJ CJ L.J c__J L_J Table 3.A.2 CARLSBAD BOULEY ARD REALIGNMENT -Alternative 3, Land Use Scenario A FISCAL REVENUES 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Yw:..l fiu.u ~ fil.r..4 Y.w:..S Yw:Ji fuc-1 Tou:...I! had fur..11 Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 PROPERTY TAXES Expressed In MIilions of US Dollars Lllnd.llsJ:s Commercial Retail $ $ $ $ $ 0.20 $ 0.21 $ 0.22 $ 0.22 $ 0.22 $ 0.23 Office I $ $ $ $ $ 0.18 $ 0.19 $ 0.20 .$ 0.20 $ 0.21 $ 0.21 TimeShare2 $ $ $ $ $ 0.11 $ 0.22 $ 0.34 $ 0.46 $ 0.59 $ 0.73 Full-Service Hotel $ $ $ $ $ 0.55 $ 0.57 $ 0.58 $ 0.59 s 0.60 $ 0.61 Time Share 6A $ $ $ $ $ 0.09 $ 0.09 $ 0.09 $ 0.09 $ 0.09 $ 0.10 Office 6B $ s $ $ $ 0.04 $ 0.04 $ 0.04 $ 0.04 $ 0.04 $ 0.04 Total Property Tax l!lcrement $ $ $ $ $ 1.17 $ 1.32 $ 1.46 $ 1.60 $ 1.76 $ 1.92 City's Share 4.75% of Property Taxes $ s $ $ $ 0.06 s 0.06 $ 0.07 $ 0.08 $ 0.08 $ 0.09 RDA's Non-housing Share 60.00% of Property Taxes $ $ $ $ s 0.70 $ 0.79 $ 0.87 $ 0.96 $. 1.05 $ 1.15 Expressed In Millions or US Dollars TRANSIENT OCCUPANCY TAXES Full Service Hotel $ $ $ $ 10.31 $ 11.44 . $ 11.78 s 12.14 $ 12.50 $ 12.88 $ 13.26 Transient Occupancy Tu @ 10.00% or Room Revenue $ $ $ $ 1.03 $ 1.14 $ 1.18 $ 1.21 $ -1.25 $ 1.29 $ 1.33 Gross Fiscal Operating Income From TOT & Tl s s s s 1.03 s 1.90· s 2.03 s 2.16 s 2,29 s 2.42 s 2.57 SALES TAX REVENUE Retail Commercial s s $ $ 0.23 $ 0.28 s 0.29 $ 0.30 $ 0.31 $ 0.32 $ 0.33 Food & Beverage & 50% of Other Hotel Revenues s $ $ $ 0,07 s 0.08 $ 0.08 $ 0.08 $ 0.09 $ 0.09 $ 0.09 Total Sales Tax Revenue $ $ $ $ 0.30 $ o.36 ·s 0.37 $ 0.39 $ 0.40 $ 0.41 $ 0.42 TOT AL FISCAL REVENUE Property Tax Revenue $ $ $ $ $ 0.76 $ 0.85 $ 0.94 $ 1.04 $ 1.14 $ 1.24 Transient Occupancy Tax Revenue $ $ $ $ 1.03 $ 1.14 $ 1.18 $ 1.21 $ 1.25 $ 1.29 $ 1.33 Sales Tax Revenue $ $ s $ 0.30 $ 0.36 s 0.37 $ 0.39 $ 0.40 $ 0.41 s 0.42 Total Fiscal Revenue $ $ $ $ 1.34 $ 2.26 $ 2.40 $ 2.54 $ 2.69 $ 2.83 $ 2.99 Soun:cs a[ Euods FISCAL REVENUE $ $ $ $ 1.34 $ 2.26 s 2.40 $ 2.54 $ 2.69 $ 2.83 $ 2.99 Reversioft@ 7% $ $ $ $ $ $ $ $ $ s Total Sources of Funds $ $ $ $ 1.34 $ 2.26 $ 2.40 $ 2.54 $ 2.69 $ 2.83 $ 2.99 NET CASH FLOW Is Is Is Is 1.341 s 2.26 Is 2.40 Is 2.54 Is 2.69 Is 2.83 Is 2.99 Net Present Value@ 10% $26.25 million 2003 dollars Source: Economics Research Associates June 2, 2020 Item #8 Page 282 of 300 CJ CJ [_J CJ CJ CJ c=i Table 3.A.4 CARLSBAD BOULEVARD REALIGNMENT-Alternative 3, Parcel I, Land Use Scenario A Retail/Commercial: Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 2011 21 .Year..1 Ye.ru:..l Year...3. ~ Yw:..S Tuu:..6 1'..elu:..1 ~ YilL2 Yea S1um:es !IC EJiods Expressed in Millions of US Dollars Net Operating Income $ $ $ $ 1.74 $ 2.13 $ 2.20 $ 2.26 $ 2.33 $ 2.40 $ 2 Reversion@ 10.0% Less Cost of Sales@ 4.0% Net Sale Proceeds $ $ $ $ $ $ $ $ $ $ Total Sources of Funds $ $ $ $ 1.74 $ 2.13 $ 2.20 $ 2.26 $ 2.33 $ 2.40 $ 2 Denlopmeot Costs Gross Leasable Area (s.f.) 80,000 40,000 40,000 Inflation Assumptions I 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 Commercial Retail 0.0% 50.0% '50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Restaurants 0.0% 50.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% O.Oo/o New Development Costs/2 $ 135.00 per sf $ $ 2.95 $ 3.04 $ $ $ $ $ $ $ Total Development Costs 2.95 3.04 NET CASH FLOW (before financing & taxes) 2.95 1;74 2.13 2.20 2.26 2.33 2.40 2 CUM!.)LATIVE CASH FLOW 2.95 4.25) 2.JJ 0.08 2.35 4.68 7.08 9 Residual Land Value= Net Present Value@ 14.0% S8.28 million 2003 dollars Notes: /I New development costs, include direct costs, indirect costs, and developer profit. Source: Economics Research Associates June 2, 2020 Item #8 Page 284 of 300 CJ CJ c::J CJ c:=J Table 3.A.5 CARLSBAD BOULEVARD REALIGNMENT -Alternati\'e 3, Parcel I, Land Use Scenario A Office Operating Statement Inflation Factor Rental Escalation Office Total C l.A Average Annual Occupancy Rate Occupied Space AverageNNN RentPers.f.. Per Year Gross Revenues New Yr. 2001 Value 3% 0% 80,000 80,000 $ 22.80 %of Rev. 2003 2004 l'.eatl YoaI:.l 1.06 1.09 1.00 1.00 0% 0% $ 24.19 $ 24.91 s s c:J CJ 2005 2006 2007 2008 2009 2010 2011 2012 2013 Ynr..l fiac.j Yu.t..S Ynui fiar..1 fi.a.tJI Ye.a.r..9. Year..1ll ~ 1.13 1.1 6 1.19 1.23 1.27 1.30 1.34 1.38 I.• 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 I.I 80,000 80.000 80,000 80.000 80,000 80.000 80,000 80.01 80,000 80,000 80,000 · 80,000 80,000 80,000 80,000 80,0I 0% 80% 90% 95% 95% 95% 95% 95% 9: 64,000 72,000 76,000 76.000 76,000 76,000 76,000 76,01 $ 25.66 $ 26.43 $ 27.22 $ 28.04 $ 28.88 $ 29.75 $ 30.64 $ 31.56 ~ 32.: Expressed In Millions or US Dollars Ex1 $ S 1.69 S 1.96 $ 2.13 S 2.20 S 2.26 $ 2.33 S 2.40 S 2.• Opcnting Expenses Administrative & General Sales & Marketing 4.0% 0.07 0.08 0.09 0.09 0.09 0.09 · 0.10 o.: Total NET OPERA TING INCOME (ex. depr" Interest & tax) Notes: 2.0% ___________ __:0::.:.0:.::3c_ __ o"' . .::.04.:_ _ _:0:;.:.0:.;4 ___ o:;.;.04;c.:._ __ .::.0:.::.0.::.5 __ .:.0::.:.0:;.;5:...__--"o.:.::0.::.5 __ _::::0.( 6.0% ·s s 0.10 s 0.12 s o.n s 0.13 s 0.14 s 0.14 s 0.14 s o.- s $ s $ 1.59 $ 1.84 S 2.00 S 2.06 S 2.13 s· 2.19 S 2.2S $ 2~ /I Triple-net rent where tenant pays for pro-rata share of common area charges. insurance, property taxes, and utilities in addition to base rent. No rent for tenant improvements; tenants pay for improvements. Source: Economics Research Associates · June 2, 2020 Item #8 Page 285 of 300 CJ c:J CJ CJ c::::J CJ CJ c::::J Table 3.A.6 CARLSBAD BOULEVARD REALIGNMENT-Allernative 3, Parcel I, Land Use Scenario A (BEFORE TAXES & FINANCING) Office Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Yr. 2001 Value fiaL.l l'eaL2 Yw:..J. ~ Yw:..5 ~ Yell.1:.1 Y<.a.i:..B fi.a..c..2 Yc.ar..10. i'.ea.c..l Sources of Funds Expressed In Millions of US Dollars Ex1 Net Operating Income s $ s s 1.59 s 1.84 s 2.00 s 2.06 $ 2.13 $ 2.19 s 2.25 s 2.: Reversion@ 10.0% less Cost of Sales@ 3.0% Net Sale Proceeds $ s s s s s s s $ s Total Sources of Funds $ $ s s 1.59 $ 1.84 s 2.00 $ 2.06 $ 2.13 2.19 s 2.25 2.c Development Costs Inflation Assumptions 1.06 1.09 I.ff 1.16 1.19 1.23 1.27 1.30 1.34 1.38 1., Gross Leasable Area New 80,000 BO.ODO 80,000 80,000 80,000 80,000 80,000 80.000 80,0( Development Costs Annual % New 0% 0% 100% 0% New Development Costs S 110.00 persf $ $ $ 9.90 $ $ $ $ $ $ $ Total Development Costs $ $ $ 9.90 $ $ $ s $ $ ·$ $ NET CASH FLOW (before financing & taxes) 9.90 1.59 1.84 2.00 2.06 2.13 2.19 2.25 L CUMULATIVE CASH FLOW 9.90 8.31 6.4 4.47 2.41 0.28 1.91 4.16 6.• Residual Land Value= Net Present Value@ 14.0% $4.79 million 2003 dollars Notes: II New development include direct costs, indirect costs. and deve1oper profit. Source: Economics Research Associates June 2, 2020 Item #8 Page 286 of 300 CJ CJ CJ CJ Table 3.A.7 CARLSBAD BOU LEV ARD REALIGNMENT-Alternative 3, Parcel 2, Land Use Scenario A Time Share 2003 2004 Yr. 2001 Value futl Yw:.2 Assumptions Inflation Factor 3% 1.06 1.09 Real Escalation 0% 1.00 1.00 Number of Rooms 150 0 0 Total Number of Intervals Available Total Number of Intervals Sold Per Year Cumulative Intervals Sold Interval Sales Price $ 18,500 $ 19,627 $20.215 Sales Revenues Annual Sales Volume $ $ Cumulative Sales Volume Cost oCSales Per Room Product Cost (excluding land cost) /1 $ 205,000 Gross Profit Before Land Costs $ $ Cumulative Profit Before Land Costs Costs & Expeuses/2 As% of Annual Gross Sales Commissions 22.0% $ $ Marketing 22.0% Sales Overhead 5.0% Administration 7.0% Acct./Legal/Counsulting 0.5% Depreciation 0.3% Other 0.1% Total Cost & Expenses(% of Annual Gross Sales) S6.9% $ s !Set DeYelopmeot f[ofit (I oss) $ $ Cumulative Cash Flow $ $ CJ 2005 2006 2007 2008 Yc.aL1 Y.w:A fill..S Yw:..!i 1.13 1.16 1.19 1.23 1.00 1.00 1.00 1.00 0 75 75 75 3,825 3,825 3,825 1,000 1,000 1,000 1,000 2,000 3,000 $20,822 $21.447 $22,090 $22,753 Expressed In Millions of US Dollars $ $ 21.45 $ 22.09 $ 22.75 21.45 43.54 66.29 17.30 18.91 $ (17.30) $ 21.45 $ 22.09 $ 3.84 (17.30) 4.14 26.23 30.08 $ $ 4.72 $ 4.86 $ 5.01 4.72 4.86 5.01 1.07 1.10 1.14 1.50 1.55 1.59 0.11 0.11 0.ll 0.06 0.07 0.07 0.02 0.02 0.02 $ $ 12.20 $ 12.57 $ 12.95 $(17.30) $ 9.24 $ 9.52 $ (9.10) $(17.30) $ (8.06) $ 1.46 $ (7.64) Net Present Value@ 15.0% S7.68 million 2003 dollars Notes: /I Development costs include allocated share of onsite/offsite costs. /2 Selling and marking expenses only. Operating expenses are covered I 00% by annual fees. Source: RCI Consulting, Inc.; and Economics Research Associates CJ CJ CJ 2009 2010 2011 2012 201 fiac.1 Year..11 l'.£.ar...2 Toa.till ~ 1.27 1.30 1.34 1.38 I.' 1.00 1.00 1.00 1.00 I.( 150 150 150 150 I'. 7,650 7,650 7,650 7,650 7,6'. 1,000 1.000 1.000 1,000 4,000 5,000 6,000 7,000 6'. $23,435 $24,138 $24,862 $25,608 $26.3'. Expresse $ 23.44 $ 24.14 $ 24.86 S 25.61 $ 89.72 113.86 138.73 164.33 164.: S 23.44 $ 24.14 $ 24.86 S 25.61 $ 53.51 77.65 102.51 128.12 128.1 $ 5.16 s 5.31 $ 5.47 $ 5.63 $ 5.16 5.31 5.47 5.63 1.17 1.21 1.24 1.28 l.64 1.69 1.74 1.79 0.12 0.12 0.12 0.13 0.07 0.07 0.07 0.08 0.02 0,02 0.02 0.03 $ 13.33 $ 13.73 $ 14.15 $ 14.57 $ $ 10.10 $ 10.40 $ 10.72 $ 11.04 $ $ 2.46 $ 12.86 $ 23.58 $ 34.61 $ 34.( June 2, 2020 Item #8 Page 287 of 300 CJ CJ CJ CJ CJ Table 3.A.8 CARLSBAD BOULEVARD REALIGNMENT-Alternative 3, Parcel 3, Land Use Scenario A Full Service Hotel 2003 Yr. 2001 Value ~ Assumptions Inflation Factor 3% 1.06 Real Escalation 0% 1.00 llPU 1.5 (llotcl 2-Exec. Conf. Ctr.) Numht•r of Rooms 300 0 Total Potential Number of Room nights Average Annual Occupancy Rate 0.0% Avg.Daily Rm. Rate Hotel 2/1 $ 125 133 Operating Revenues Room Revenues $ As % of Room Revenues Food & Beverage 55% Other Revenues 30% Subtotal (Non-Room Revenues) 85% $ Gross Revenues s llepadmental Casts & E1p:tosu As% of Departmental Revenues Rooms 25% Food & Beverage 75% Other Departments 50% Total Departmental Expenses(% of Gross Revenues) 44% $ Gross Operati~g Revenues 56% $ Notes: / I Rate. after discounts,_ per occupied room. Source: Economics Research Associates 2004 Yw:..2. 1.09 1.00 0 0.0% 137 $ $ $ $ $ CJ 2005 2006 2007 2008 Yca.c.l Yuu .fiaLS Yw:.Ji 1.13 1.16 1.19 1.23 1.00 1.00 1.00 · 1.00 0 300 300 300 109,500 109.500 109,500 0.0% 65.0% 70.0% 70.0% 141 145 149 154 Expressed in Millions of US Dollars s s 10.31 s 11.44 $ 11.78 5.67 6.29 6.48 3.09 3.43 3.54 $ $ 8.77 s 9.72 $ 10.02 $. s 19.08 s 21.16 S 21:80 2.58 2.86 2.95 4.25 4.72 4.86 1.55 1.72 1.77 s s 8.38 s 9.30 $ 9.57 $ $ 10.70 $ 11.87 $ 12.23 CJ 2009 2010 2011 21 fiar..1 Yw:JI .Yca.t..2. Yea 1.27 1.30 1.34 1.00 · 1.00 1.00 300 300 300 109,500 109.500 109,500 109,: 70.0% 70.Q¾ 70.0% 70 158 163 168 s 12.14 $ 12.50 s 12.88 s 13 6.68 6.88 7.08 7 3.64 3.75 3.86 3 $ 10.32 s 10.63 $ 10.94 $ II s 22.45 $ 23.13 $ 23.82 $ 24 3.03 3.13 3.22 3 5.01 5.16 5.31 1.82 1.88 1.93 I $ 9.86 $ 10.16 s 10.46 $ IC s 12.59 $ 12.97 $ 13.36 s 13 June 2, 2020 Item #8 Page 288 of 300 CJ D CJ D D D D D D D D D D D Table 3.A.9 CARLSBAD BOULEVARD REALIGNMENT-Alternati\'e 3, Parcel 3, Land Use Scenario A Full Service Hotel 2003 2004 2005 2006 2007 2008 2009 2010 2011 Yr. 2001 Value fur..l. Yea.ct fiw:..1 Ye.au .Yllu Yur.1i fu.r.1 Yw:..11 Yea.c..2 Expressed in Millions of US Dollars Gross Operating Revenues 12.23 12.59 12.97 13.36 llodisttibnted Qperatiog Expenses As% of Revenue Administrative & General 5.0% s s $ $ 0.95 s 1.06 $ 1.09 $ 1.12 $ 1.16 $ 1.19 $ Management Fee 2.0% 0.38 0.42 0.44 0.45 0.46 0.48 Sales & Marketing 5.0% 0.95 1.06 1.09 1.12 1.16 1.19 Energy Costs 6.0% 1.14 1.27 1.31 1.35 1.39 1.43 Repairs & Mainten3nce 4.0% 0.76 0.85 0.87 0.90 0.93 0.95 Total 22.0% $ ·$ $ $ 4.20 $ 4.66 s 4.80 $ 4.94 s 5.09 s 5.24 $ Gross Operating Profit 34.1% $ $ $ $ 6.50 s 7.21 $ 7.43 $ 7.65 s 7.88 s 8.12 $ Ein:d Expeosrs & Capital Costs Property Taxes (based on 1% of prior ye_ar capitalized value) formula 0.55 0.57 0.58 0-59 0.60 Incentive Fee 2.0% 0.38 0.42 0.44 0.45 0.46 0.48 Insurance l.0% 0.19 0.21 0.22 0.22 0.23 0.24 Capital Reserve 2.0% 0.38 0.42 0.44 0.45 0.46 0.48 Total 5.0% 0.95 1.61 1.66 1.70 $ 1.75 $ 1.79 $ NET OPERATING INCOME (ex. depr., interest & tax) 5.55 5.60 5.77 5.95 6.14 6.33 Source: Economics Research Associates June 2, 2020 Item #8 Page 289 of 300 L_J L__J L__J l__J L.._J L__J L_J Table 3.A. I 0 CARLSBAD BOULEVARD REALIGNMENT-Alternative 3, Parcel 3, Land Use Scenario A (BEFORE TAXES & FINANCING). Full Service Hotel 2003 Yr. 2001 Value fiJu:.l Sources of Funds Net Operating Income Reversion@ 10.0% Less Cost of Sales @ 3.0% Net Sales Proceeds Total Sources of Funds Development Costs Inflation Assumptions 1.06 Number of Rooms 300 Development Costs -Annual % 0% Development Costs per room -Hotel /1 $ 125,000 Total Development Costs $ NET CASH FLOW (before financing & taxes) Cumulative Cash Flow Net Present Value@ 14.0% $3.94 Notes: l_J .L_J L_J 2004 2005 2006 2007 2008 Ytln:.l Yllr..J Yll.c.A TuL.S YllLfi Expressed in Millions of US Dollars 5.55 5.60 5.77 5.55 5.60 5.77 1.09 1.13 1.16 1.19 1.23 150 150 50% 50% 0% 0% 0% 20.49 21.10 $ 20.49 $ 21.10 $ $ s 20.49 21.10 5.55 5.60 5.77 20.49 41.59 36.04 30.44 24.67 million 2003 dollars /1 New development costs include direct costs, ·off-site & on-site costs. indirect costs, an·d developer profit. /2 Included in development cost per room Source: Economics Research Associates L....J 2009 2010 · 2011 201 Yc.a..t.1 ~ Yw:.2 Yw:. 5.95 $ 6.14 $ 6.33 $ 6.'. $ $ $ 5.95 $ 6.14 $ 6.33 $ 6.'. 1.27 1.30 1.34 1.: 0.0% 0.0% 0.0% 0.( $ $ $ $ 5.95 6.14 6.33 6.! 18.72 12.58 6.25 o.: June 2, 2020 Item #8 Page 290 of 300 CJ CJ C:=J L_J L...J CJ CJ L._] CJ Table 3.A.11 CARLSBAD BOULEY ARD REALIGNMENT -Alternative 3, Parcel 6A, Land Use Scenario A Time Share 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 201: Yr. 2001 Value Yeatl fuL2. ~ Year.A Ynr..S .Yu..r...6 l'.ilr..1 .Yue..& l'.llc...2. .Yuill 1'.ll.c.1 AHumptions Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 1.4: Real Escalation 0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 i.oo 1.00 1.0( Time Share Rooms 30 0 0 0 30 30 30 30 30 30 30 3( Total Number of Intervals Available 1.530 1,530 1,530 1,530 1,530 1,530 1,530 1,53( Total Number oflntervals Sold Per Year 750 780 Cumulative Intervals Sold 750 1.530 1.530 1,530 1,530 1,530 1,530 1,53( Interval Sales Price $ 18,500 s 19,627 $20,215 $20,822 $21,447 $22,090 $22,753 $23,435 $24,138 $24:862 $25,608 $26.37'. Sales Revenues Expressed in Millions of US Dollars Expressed Annual Sales Volume $ $ $ $ 16.08 $ 17.23 s s $ $ $ $ Cumulative Sales Volume 16.08 33.32 33.32 33.32 33.32 33.32 33.32 33.3; Cost or Sales Per Room Product Cost (excluding land cost) /I s 205,000 6.92 Gross Profit Before Land Costs s s $ (6.92) s 16.08 s 17.23 s s $ s $ s Cumulative Profit Before Land Costs (6.92) 9.16 26.39 26.39 26.39 26.39 26.39 26.39 26.31 Costs & Expenses/2 As %·of Annual Gross Sales Commissions 22.0% $ s $ $ 3.54 $ 3.79 .$ s $ $ $ $ Marketing 22.0% 3.54 3.79 Sales Overhead 5.0% 0.80 0.86 Administration 7.0% 1.13 1.21 Acct./Legal/Counsulting 0.5% 0.08 0.09 Depreciation 0.3% 0.05 0.05 Other 0.1% 0.02 0.02 Total Cost.& Expenses(% of Annual Gross Sales) 56.9% $ s $ $ 9,15 $ 9.80 s $ $ $ $ $ Net lle:velopmeot frofit (11oss) 43% $ $ 1$ (6.92) $ 6.93 s 7.43 $ $ $ $ $ $ Cumulative Cash Flow s $ s (6.92) $ 0.01 $ 7.44 s 7.44 s 7.44 $ 7.44 $ 7.44 s 7.44 s 7.44 Net Present Value@ 15.0% $3.10 million 2003 dollars Notes: /I Development costs include allocated share of onsite/offsite costs. /2 Selling and marking expenses only. Operating expenses are covered 100% by annual fees. Source: RCI Consulting, Inc.; and Economics Research Associates June 2, 2020 Item #8 Page 291 of 300 CJ CJ CJ CJ CJ c::J TabkJ.A.12 CARLSBAD BOU LEV ARD REALIGNMENT -Alte.-natin 3, Parcel 6B, Land Us~ Scenario A Office Operating Statement 2003 2004 Yr. 2001 Value Yw:..1 Yur..2 Inflation Factor 3% 1.06 1.09 Rental Escalation 0% 1.00 1.00 (>ffin· New 15,000 Tornl C;(.,\ 15,000 Average Annual Occupancy Rate 0% 0% Occupied Space A veragc NNN Rent Per s.f.. Per Year 22.80 S 24.19 S 24.91 Gross Revenues Qprrntine: Expenses %of Rev. Administrative & General 4.0% Sales & Marketing 2.0% Total 6.0% NET OPERATING INCOME (ex. depr., Interest & tu:) No1es: LJ CJ 2005 2006 2007 2008 2009 :k'.uJ:.J l'.tau l'<ar..S l'.urJi fu.r.1 J.ll 1.16 1.19 1.23 J."7 1.00 1.00 1.00 1.00 1.00 15,000 15,000 15.000 15.000 15,000 15,000 15,000 15,000 0% 80% 95¾ 9.5% 95% 12,000 14.250 14,250_) 14,250 S 25.66 S 26.43 27.22 s 2R.04 $ 28.RB Expressed In Millions or US Doll•n s s 0.32 s 0.39 $ 0.40 0.41 0.01 0.02 -0.Dl 0.02 0.01 0.01 0.01 0.01 0.02 0.02 0.02 s 0.02 s $ 0.30 $ 0.36 $ 0.38 $ ·0.39 CJ L_J L_J L_J 2010 2011 2012 2013 2014 2015 Y,arJI fiu..2. l:'.aLl..l! fu.t..1.l l'tuJ.l Yu.ill 1.30 1.34 138 1.43 1.47 1.51 1.00 1.00 1.00 1.00 1.00 1.00 15,000 15,000 15.000 15.000 15 000 15 000 15,000 1·5,000 15,000 15.000 15,000 15,000 95% 95% 9.5% 95¾ 95% 95% 14,250 14.250 14,250 14,250 14,250 i4.250 s 29.75 $ 30.64 31.56 32.51 JJAR s 34.49 Expressed In MIiiions or US I $ 0.42 s 0.44 s 0.45 s 0.46 s 0.48 s 0.49 0.02 0.02 0.02 0.02 0.02 0.02 0.01 O.ot 0.01 0.01 O.ot 0.01 s O.ol s 0.03 0.03 0.03 0.03 0.03 $ 0.40 s 0.41 s 0.42 $ 0.44 0.45 s 0.46 /I Triple-net rent where tenant pays for pro-rata share of common area chargC:S, insunmce, property tax~, and utililies in addition to base rent. No rent for tenant improvements; tenants pay for improvements. Source: Economics Research Associates Tahlc 3.A.IJ CARLSBAD BOUJ.F.VARD REALIGNMENT -Alternali\le 3, Parcel 68, Land Use Scenario A (BF.FORF. TAXES & FINANCING) Offi<"e-Operatin~ Statement S011rcrs or funds Net Operating Jncome Reversion@ Less Cost of Sales@ Net Sale Proceeds Tol_al Sour_c:es of funds PcYflopmcnt Costs Inflation Assui;nptions Gross Leasable Area Development Costs Annual% New Development Costs To1al Dcvclopmcnl Costs NET CASH FLOW (before financing & laxes.} CUMULATIVE CASH FLOW Residual L■nd Value= Nel Present Value@ Notes: /I Yr. 200 I Value 10.0% 3.0% New 15,000 New S 101.44 persf 14.0% New devclopmenl costs include direct costs, indirect costs. and developer profit Source: Economics Research Associa1es 2003 Yw:..1 1.06 0% SI.DI 2004 2005 2006 2007 2008 Y,AJ'...2 :k'.uJ:.J l'.tau l'<ar..S l'.uL6 Expressed in MIiiions or US Dollars s s 0.30 s 0.36 $ 0.38 s s. s 0.30 s 036 0.38 1.09 1.13 1.16 · 1.19 1.23 15.000 15,000 15,000 0% 100% 0% s 1.71 s 1.71 1.71 0,30 0.36 0.38 1.71 1.41 I.OS 0.67 million 2003 dollars 2009 2010 2011 2012 2013 2014 2015 YaL1 l'.ULll fiu..2. Ycal:..l.11 Yu.c..11 fuLlZ Yu.ill Expressed In Millions of US 1 0.39 s 0.40 s 0.41 0.42 0.44 s 0.45 s 0.46 s s s s 0.39 0.40 s 0.41 $ 0.42 s 0.44 0.45 0.46 1.27 I.JO 1.34 1.38 1.43 1.47 1.51 15,000 15.000 15,000 15,000 15.000 15.000 15,000 s $ $ 0.39 0.40 0.41 0.42 0,44 0.45 0.46 : 0.29 0.11 0.52 0.94 1.38 1.83 2.29 June 2, 2020 Item #8 Page 292 of 300 CJ CJ CJ CJ CJ CJ CJ Table 4.A.1 CARLSBAD BOULEVARD REALIGNMENT -Alternative 4, Parcel I, Land Use Scenario A PROFOAAlA CASH FLOW -PRELIMINARY RESIDUAL LAND VALUE (BEFORE TAXES & FINANCING) 200"3 2004 2005 Yr. 2001 Yl:BLl Ytat.l Yw:...l Inflation Factor 3% Value 1.06 1.09 1.13 SOURCES AND USES OF FUNDS Net Sources of Funds By Land Use Executive Mtg. Hotel Net Cash Flow (11.06) (11.40) Commercial Retail Cash Flow (3.32) (3.42) Time Share (17.30) Sub-total $ $ (14.38) $ (32.12) $ !'<et Cash Flow After Developer Costs Is Is (14.4)1 s 132.111 s !Set frescnt Yalue After D~eh;uu:.r Casts Net Present Value@ 14.0% $20.65 million 2003 dollars 2006 2007 filll:.A fiaJ:..5 1.16 1.19 2.82 2.84 1.96 2.40. 9.24 9.52 14.02 $ 14.76 $ 14.o Is 14.81 $ CJ CJ CJ CJ 2008 2009 2010 2011 2012 hllr..fi Yl:ll.t.l YilrJ!. Year..2 Ytat.111 y 1.23 1.27 1.30 1.34 1.38 2.93 3.02 3.12 3.21 3.31 2.47 2.55 2.62 2.70 2.78 (9.10) IO.IO 10.40 10.72 11.04 (3.70) $ 15.67 $ 16.14 $ 16.63 $ 17.13 $ !3•711 s 1s.1 Is 16.1 I s 16.61 s 11.1 Is June 2, 2020 Item #8 Page 293 of 300 CJ CJ CJ CJ CJ CJ LJ CJ c_:J [_J L_J L_J Table4.A.2 CARLSBAD BOULEVARD REALIGNMENT· Alternative 4, Parcel I, Land Use Scenario A FISCAL REVENUES 2003 2004 2005 2006 2007 2008 2009 2010 2011 . 2012 Yi:atl Ycll.l fiar...1 fiau Yll.c..S fiatii YnL1 fia.c..l! ~ Yw:JJI Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 PROPERTY TAXES Expressed In Millions of US Dollars LandJ.oo. Executive Mtg. Hotel $ $ $ $ $ 0.28 $ 0.28 $ 0.29 $ 0.30 $ 0.30 $ 0.31 Commercial Retail $ $ . $ $ $ 0.23 $ 0.24 $ 0.24 $ 0.25 $ 025 $ 0.26 Time Share $ $ $ $ $ 0.11 $ 0.22 $ 0.34 $ 0.46 $ 0.59 $ 0.73 Total Property Tax Increment $ $ $ $ $ 0.62 $ 0.74 $ 0.87 $ I.OD $ 1.15 $ 1.29 City's-Share 4. 75% of Property Taxes $ $ $ $ $ 0.03 $ 0.04 $ 0.04 $ 0.05 $ 0.05 $ 0.06 RDA 's Non-housing Share 60.00% of Property Taxes $ $ $ $ $ 0.37 $ 0.44 $ 0.52 $ 0.60 $ 0.69 $ 0.78 Expressed In Millions of US Dollars TRANSIENT OCCUPANCY TAXES Executive Mtg. Hotel $ $ $ $ 5.57 $ 6.18· $ 6.36 $ 6.55 $ 6.75 $ 6.95 $ 7.16 Transient Occupancy Tax @ 10.00% of Room Revenue $ $ $ $ 0.56 $ 0.62 $ 0.64 $ 0.66 $ 0.68 $ 0.70 $ 0.72 Gross Fiscal Operating Income From TOT & TI s $ $ $ 0.56 s 1.02 s 1.12 s 1.22 s 1.33 s 1.44 s 1.55 SALES TAX REVENUE Retail Commercial $ $ $ $ 0.26 $ 0.32 s 0.33 $ 0.34 $ 0.35 $ 0.36 $ 0.37 Food & Beverage & 50% of Other Hotel Revenues $ $ s $ 0.03 $ 0.03 $ -0.03 $ 0.03 $ 0.04 ·s 0.04 $ 0.04 Total Sales Tax Revenue $ $ $ $ 0.29 $ 0.35 $ 0.36 $ 0.37 $ 0.38 $ 0.40 $ 0.41 TOTAL FISCAL REVENUE Property Tax Revenue $ $ $ $ $ 0.40 $ ().48 $ 0.56 $ 0.65 $ 0.74 $ 0.84 Transient Occupancy Tax Revenue $ $ $ $ 0.56 $ 0.62 $ 0.64 $ 0.66 $ 0.68 $ 0.70 $ 0.72 Sales Tax Revenue $ s $ $ 0.29 $ 0.35 $ 0.36 $ 0.37 $ 0.38 $ 0.40 $ 0.41 Total Fiscal Revenue Available for Fiscal Operating Costs $ $ $ $ 0.85 $ 1.37 $ 1.48 $ 1.59 $ 1.71 $ 1.83 $ 1.96 Sauttcs o[ Euods FISCAL OPERA TING INCOME $ $ $ . $. 0.85 $ 1.37 $ 1.48 $ 1.59 $ 1.71 $ 1.83 $ 1.96 Reversion@ 7% $ $ $ $ $ $ $ $ $ $ Total Sources of Funds $ $ $ $ 0.85 $ 1.37 $ 1.48 $ 1.59 $ 1.71 $ 1.83 $ 1.96 NET CASH FLOW Is Is Is Is 0.85 rs 1.371 s usls 1.59 Is 1.11 Is . J.831 s 1.96 Net Present Value@ 10% 517.43 million 2003 dollars Source: Economics Research Associates June 2, 2020 Item #8 Page 294 of 300 CJ CJ CJ CJ CJ CJ CJ CJ CJ Table 4.A.3 CARLSBAD BOULEVARD REALIGNMENT -Alternath·e 4, Parcel I, Land Use Scenario A Executi\'e Meeting Hotel Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 2011 20 Yr. 2001 Value Tou:..1 l'.n.r..2 l'.l:llr..3. l'.c.u:.J fur..5. Ynti YeaL1 Y.w:.ll Ye.ar..2 ~ Assumptions Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 I. Real Escalation 0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 I. flot<:I Roonls 150 0 0 0 150 150 150 150 150 150 Total Potential Number of Room nights 54,750 54,750 54,750 54,750 54,750 54,750 54.7 Average Annual Occupancy Rate 0.0% 0.0% 0.0% 65.0% 70.0% 70.0% 70.0% 70.0% 70.0% 70. Avg. Daily Rm. Rate Hotel 2 /1 $ 135 143 148 152 157 161 . 166 171 176 181 I Operating Revenues Expressed in Millions of US Dollars Room Revenues $ s $ s 5.57 s 6.18 s 6.36 $ 6.55 $ 6.75 s 6.95 $ 7. As % of Room Revenues Food & Beverage 45% 2.51 2.78 2.86 2.95 3.04 3.13 3. Other Revenues 15% 0.84 0.93 0:95 0.98 1.01 1:04 I. Subtotal (Non-Room Revenues) 60% $ $ $ $ 3.34 $ 3.71 $ 3.82 $ 3.93 $ 4.05 ·s 4.17 $ 4. Gross Revenues $ $ s $ 8.91 $ 9.88 $ 10.18 $ 10.49 $ 10.80 $ 11.13 $ II. Departmental Casts & E1penses As % of Departmental Revenues Rooms 25% 1.39 1.54 1.59 1.64 I.69 1.74 I. Food & Beverage 75% 1.88 2.09 2.15 2.21 2.28 2.35 2. Other Departments 50% 0.42 0.46 0.48 0.49 0.51 0.52 0. Total Departmental Expenses(% of Gross Revenues) 41% s $ $ $ 3.69 $ 4.09 $ 4.22 $ 4.34 s 4.47 4.61 $ 4. Gross Opcreting Revenues 59% $ $ s s 5.22 s 5.79 $ 5.97 $ 6.14 $ 6.33 $ 6.52 $ 6. Notes: /I Rate, after discounts, per occupied room. Source: Economics Research Associates June 2, 2020 Item #8 Page 295 of 300 c=J CJ CJ CJ CJ CJ c:J CJ CJ [_J L_J Table 4.A.4 CARLSBAD BOULEY ARD RF.ALIGN MF.NT -Alternati\'e 4, Parcel I, Land Use Scenario A Execulh·e Meeting Hotel Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 20]] 20 Yr. 2001 Value Yw:...l Yllr.l filll:...l futl Yw:...5 Ycacii Yea£..1 fill.r..8 fuc..2 Yw: Expressed In Millions of US Dollars Gross Operating Revenues 5.97 6.14 6.33 6.52 6. Uodistributed Opecating Expenses As ¾ of Revenue Administrative & General 5.0% $ $ $ $ 0.45 $ 0.49 $ 0.51 $ 0.52 $ 0.54 $ 0,56 $ 0 .. Management Fee 2.0% 0.18 0.20 0.20 0.21 0.22 0.22 o.: Sales & Marketing 5.0% 0.45 0.49 0.51 0.52 0.54 0.56 0 .. Energy Costs 6.0% 0.53 0.59 0.61 0.63 0.6S 0.67 0. Repairs & Maintenance 4.0% 0.36 0.40 0.41 0.42 0.43 0.45 o .. Total 22.0% $ $ $ $ 1.96 . $ 2.17 $ 2.24 2.31 $ 2.38 $ 2.45 $ 2 .. Gross Operating Profit 36.6% $ $ $ $ 3.26 $ 3.62 $ 3.73 $ 3.84 $ 3.95 $ 4.07 $ 4. Fixed Expenses & Capital Costs Property Taxes fom1ula 0.28 0.28 0.29 0.30 0.30 0. Incentive Fee 2.0% 0.18 0.20 0.20 0.21 0.22 . 0.22 o. Insurance 1.0% 0.09 O.IO 0.10 0.10 0.11 0.1 I 0. Capital Reserve 2.0% 0.18 0.20 0.20 0.21 0.22 0.22 0 .. Total 5.0% 0.45 0.78 0.79 0.81 $ 0.84 $ 0.86 $ o. NET OPERA TING INCOME (ex. depr., interest & tax) 2.82 2.84 2.93 3.02 3.12 3.21 3~ Source: Economics Research AssoCiates June 2, 2020 Item #8 Page 296 of 300 CJ r==J CJ CJ CJ c:J CJ CJ CJ CJ CJ CJ Table 4.A.6 CARLSBAD BOULEVARD REALIGNMENT -Alternative 4, Parcel 1, Land Use Scenario A 'Retail/Commercial: Operating Statement 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Tou:...1 Y.ea.r..l Yeit.c..3. 1'.tar-4 Yelu:..S Yta.t.1i Year..1 YtaL& ~ fuL1.ll Inflation Factor 3% 1.06 1.09 1.13 1.16 1.19 1.23 1.27 1.30 1.34 1.38 Rental Escalation 0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Cumulative Gross Leasable Area Commercial Retail 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Re~taurants 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Total 90,000 90,000 90,000 90,000 90,000 90,000 90,000 90,000 Occupancy Rate Commercial Retail 0% 0% 0% 80% 95% 95% 95% 95% 95% 95% Rl'staurants 0% 0% 0% 80% 95% 95% 95% 95% 95% 95% Av_erage NNN Base Rent Per s.f. Per Yr/I US$ ( 'ommcrcial Retail $ 20.00 21.22 21.85 22.51 23.19 23.88 24.60 25.34 26.10 26.88 27.68 Restaurants $ 30.00 31.83 32.78 33.77 34.78 35.82 36.90 38.00 39.14 40.32 41:53 Average Gross Sales Per Square Foot Per Year US$ Co111111r1·cial Retail $ 250,00 265 273 281 290 299 307 317 326 336 346 Restaurants $ 375.00 398 410 422 435 · 448 461 475 489 504 519 Expressed in_ Millions of US Dollars Operating Revenues Base Rent Revenue $ $ $ $ 2.09 $ 2.55 $ 2.63 $ 2.71 $ 2.79 $ 2.87 $ 2.96 Gross Revenues $ $ $ $ 2.09 $ 2.55 $ 2.63 $ 2.71 $ 2.79 $ 2.87 $ 2.96 Operating Expenses ¾ofRev. Administrative & General 4.0% $ $ $ $ 0.08 $ 0.10 $ 0.11 $ 0.11 $ 0.11 $ 0.11 $ 0.12 Sales & Marketi!)g 2.0% 0.04 0.05 0.05 0.05 0.06 0.06 0.06 Total 6.0% $ $ $ $ 0.13 $ 0.15 $ 0.16 $ 0.16 $ 0.17 $ 0.17 $ 0.18 NET OPERATING INCOME (ex. depr., interest & tax) $ $ $ $ 1.96 $ 2.40 s 2.47 $ 2.55 $ 2.62 $ 2.70 $ 2.78 Notes: /I Triple-net rent where tenant pays for pro-rata share of common area charges, insurance, property taxes, and utilities in addition to base rent No rent for tenant improveme1 Source: Economics Research Associates June 2, 2020 Item #8 Page 298 of 300 CJ CJ CJ CJ C::::J CJ [_J [__J L__J l__J Table 4.A.7 CARLSBAD BOULEVARD REALIGNMENT -Alternative 4, Parcel I, Land Use Scenario A Retail/Commercial: Operating Statement' 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 .Yw:..1 ~ 1nLl Yuu Yw:..5 fia.r.Ji Yell.1:..1 fia.r...8 Yeai:.2 filu..l(j S11ucces 11! Eu lids Expressed in Millions of US Dollars Net Operating Income $ $ $ $ 1.96 $ 2.40 $ 2.47 $ 2.55 $ 2.62 $ 2.70 $ 2.78 Reversion@ 10.0% Less 9ost of Sales@ 4.0% Net Sale Proceeds $ $ $ $ $ $ $ $ $ $ Total Sources of Funds $ $ $ $ 1.96 $ 2.40 $ 2.47 $ 2.55 $ 2.62 $ 2.70 $ 2.78 lleielopmeot Costs Gross Leasable Area (s.f.) 90,000 45,000 45,000 Inflation Assumptions I 1.06 1.09 1.13 1.16 1.19 1.23 1.27 l.30 1.34 l.38 Commercial Retail 0.0% 50.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% O.Oo/. Rcslauranls 0.0% 50.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0o/, New Development Costs/2 $ 135.00 per sf $ $ 3.32 $ 3.42 $ $ $ $ $ $ $ Total Development Costs 3.32 3.42 NET CASH FLOW (before financing & taxes) 3.32 3.42 1.96 2.40 2.47 2.55 2.62 2.70 2.78 CUMULATIVE CASH FLOW {3.32 6.74) 4.78) 2.38 0.09 2.64 5.26 7.96 10.74 Residual Land Value= Net Present Value@ 14.0% $9.32 million 2003 dollars Notes: /I New development costs, include direct costs, indirect costs, and developer profit. Source: Economics Research Associates June 2, 2020 Item #8 Page 299 of 300 L_J L_J L_J L_J L__J L_J Table 4.A.8 CARLSBAD BOULEVARD REALIGNMENT-Alternatin 4, Parcel I, Land Use Scenario A Time Share 2003 2004 Yr. 2001 Value Yw:..l fillLl Assumptions Inflation Factor 3% 1.06 1.09 Real Escalation 0% 1.00 1.00 Time Shaf'c (;\'umber of Rooms) 150 0 0 Total Number of Intervals Available Total Number oflntervals Sold Per Year Cumulative Intervals Sold Interval Sales Price $ 18,500 s 19,627 $20.215 Sales Revenues Annual Sales Volume $ $ Cumulative Sales Volume ,Cost of Sales Per Room Product Cos! (excluding land cos.I) II $ 205,000 Gross Profit Before Land Costs $ $ Cumulative Profit Before Land Costs Costs & Etpeoses/2 As% of Annual Gross Sales Commissions 22.0% s $ Marketing 22.0% Sales Overhead 5.0% Administration 7.0% AcctJLegal/Counsulting 0.5% Depreciation 0.3% Other 0.1% Total Cost & Expenses(% of Annual Gross Sales) 56.9% $ $ Iiet Devdapmeol fcafil (Lflsli} 43% $ s Cumulative Cash Flow s $ L_J L_J L_J 2005 2006 2007 2008 fur..1 Yw:A .fia£..S Yellcii 1.13 1.16 1.19 1.23 1.00 1.00 1.00 1.00 0 75 75 75 3,R25 3,825 3,825 1,000 1,000 1,000 1,000 2,000 3,000 $20,822 $21,447 $22,090 $22,753 Expressed in Millions of US Dollars $ $ 21.45 $ 22.09 S 22.75 21.45 43.54 66.29 17.30 18.91 $(17.30) S 21.45 $ 22.09 $ 3.84 (17.30) 4.14 26.23 30.08 $ $ 4.72 s 4.86 $ 5.01 4.72 4.86 5.01 1.07 1.10 1.14 1.50 1.55 1.59 0.11 0.11 0.11 0.06 0.07 0.07 0.02 0.02 0.02 $ s 12.20 $ 12.57 $ 12.95 $ (1 7.30) $ 9.24 $ 9.52 $ (9.10) $(17.30) $ (8.06) $ 1.46 $ (7.64) Net Present Value @ 15.0% $9.27 million 2003. dollars Notes: /I Development costs include allocated share of onsite/offsite costs. /2 Selling and marking expenses only. Operating expenses are covered l 00% by annual fees. Source: RCI Consulting, Inc.; and Economics Research Associates L_J L_J L__J 2009 2010 2011 2012 201: Yw:.1 YcacJI Yw:.2 i'caill Xw:J 1.27 1.30 1.34 1.38 1.4: 1.00 1.00 1.00 1.00 1.01 150 150 150 150 15( 7,650 7,650 1,650 7,650 1.651 1,000 l.000 1,000 1,000 651 4,000 5,000 6,000 7,000 7,651 $23,435 $24,138 $24,862 $25.608 $26,37" Expressed $ 23.44 $ 24.14 $ 24.86 $ 25.61 $ 17.1• 89.72 113.86 138.73 164.33 18 1.41 $ 23.44 $ 24.14 $ 24.86 $ 25.61 $ 17.1• 53.51 77.65 102.51 128.12 145.21 $ 5.16 $ 5.31 $ 5.47 $ 5.63 s 3.7' 5.16 5.31 5.47 5.63 3.T 1.17 1.21 1.24 1.28 0.81 1.64 1.69 1.74 1.79 1.21 0.12 0.12 0.12 0.13 0.0' O.o? 0.07 O.Q7 0.08 0.0: o.oz 0.02 0.02 0.03 o.o: s 13.33 $ 13.73 $ 14.15 $ 14.57 $ 9.71 $ l0.10 $ 10.40 $ 10.72 $ I 1.04 $ -7y s 2.46 $ 12.86 $ 23.58 $ 34.61 $ 42.0i June 2, 2020 Item #8 Page 300 of 300 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Attachments: . no Cooley <sebbiesixpack@att.net> Thursday, May 28, 2020 2:53 PM Council lntern~t Email; City Clerk; Scott Chadwick; Gary Barberio; Don Neu; Jennifer Jesser; Kyle Lancaster; Erin.Prahler@coastal.ca.gov; cort.hitchens@coastal.ca.gov; gbuhr@coastal.ca.gov sandquist2@earthlink.net; lauraw@surfridersd.org; info@peopleforponto.com; lisa.urbach@parks.ca.gov; jr66outback@gmail.com; dashill4551@gmail.com; Doug Gibson . Please read into the record at the City Council meeting(s) on the Budget, and include as public comment on the Draft Local Coastal Program Amendment and Parks Master Plan Update Carlsbad FY 2019-20 Budget Public Input Report -Summary analysis for Public Comments on Budget-DLCPA-PMU.pdf Please read into the record at the City Council meeting: All Receive -Agenda Item # Js For the Information of the: . q ly' COUNCIL Date ~ CA VCC: ,,.,.- CM _vp;CM _ i..f:TCM (3) ~ Dear Carlsbad City Council: This budget should address both short-term Covid-19 impacts, and near/longer-term investments needed for Economic Recovery and Revitalization. The quality of our Carlsbad coastline, Coastal Parks, and open spaces are continually rated by Carlsbad citizens and businesses as the critical foundation of our quality of life, economic strength, and tourism industry. Ponto Coastal Park is a critically needed investment, and the last opportunity for the City to make an investment for Carlsbad's long-term sustainability. South Car.lsbad Citizens, visitors, and the Visitor Industry have no Southern Coastal Park. Ponto is the only place to provide that needed investment for residents and visitors, and to advance Economic Recovery and Revitalize South Carlsbad's significant Visitor Industry. Coastal Recreation is the major attraction for visitors. With these understandings, we submit th is testimony and attachment. The attachment highlights significant numbers of citizens asking for a Ponto Coastal Park as documented in the FY 2019-20 Budget Public Input Report; and notes concerns about Report dilution of specific citizen input provided at both the March 4, 2019 and 2020 Workshops. The need for a Ponto Park was the most frequent specific place need/desire citizens mentioned in the Public Input process. The attached documents 85 specific, verbatim citizen comments on Ponto area park needs and over 90% of these citizens request that Council budget to address this need. These 85 Verbatim Citizen comments specifically · address how they would like their (Park) tax dollars budgeted. Additionally, 2,500 similar public input email/petitions submitted as public comments on Carlsbad's Draft Local Coastal Program Amendment and Park Master Plan Update processes spoke to the need for a Ponto Coastal Park. 1 As you know, the 11-acre Ponto Planning Area F site is for sale. This site is similar in size/shape as Holiday Park, providing a Coastal site for similar multipurpose community functions. Carlsbad's Local Costal Program (and thus General Plan and Zoning Code) requires the City to first consider and document the need for a "Public Park" before any land use can be. planned for the Planning Area F site. The City's Park Master Plan already documents the need for a Ponto "Public Park", showing the area as "unserved" by City Parks and an area of Park "inequity" correlating well with Citizen input. The City also received offers of potential donations and cost-saving collaborations from Carlsbad Citizens and non-profits to advance the much needed Ponto Coastal Park. The City disappointingly has not replied to these extraordinary opportunities. Therefore, it is requested the City budget for a Ponto Coastal Park and contact the Planning Area F landowner regarding site purchase. Consistent with Budget Public Input Report page 3, please provide this testimony and attachment to the Planning and Parks Commissions; and Coastal Commission as public input on the City Staff's proposed 1) City Budget, 2) Draft Local Coastal Program Amendment, and 3) Parks Master Plan Update. Thank you, Michael Sebahar Co-founder People for Ponto CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Friday, May 29, 2020 8:46 AM City Clerk FW: Develop Ponto Right -Support Letter This is related to the budget on the agenda for June 2. From: info@peopleforponto.com <info@peopleforponto.com> Sent: Thursday, May 28, 2020 4:15 PM All Receive -Agenda Item # f!_ For the Information of the: , CITY., COUNCIL Date ~CA ./cc _.-- CM ~ACM ~M {3)...,.;..--- To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. Lancaster@ca rlsbadca .gov>; I isa.urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local · Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad . 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would ~elp resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Scott DeFilippis sdiycdiycdi@aol.com Date submitted: 5/28/2020 6:12:56 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Friday, May 29, 2020 8:46 AM City Clerk FW: 2020-2021 FY Budget Hearing 2 June 2020 From: Harry Peacock <hrpeacock41@gmail.com> Sent: Thursday, May 28, 2020 5:33 PM To: Council Internet Email <CityCouncil@carlsbadca.gov> All Receive -Agenda Item # 2? For the Information of the: CITY COUNCIL Date ~ CA C---Cc _..-- CM ,.,,..-ACM _:__ --f>CM {3) .--- Cc: Chas Wick <chaswick@reagan.com>; Jodi Marie Jones <jodimariejones@hotmail.com>; Lance Schulte <Meyers- Schulte@sbcglobal.net>; Mike Sebahar <sebbiesixpack@att.net>; Scott Chadwick <scott.chadwick@carlsbadca.gov> Subject: 2020-2021 FY Budget Hearing 2 June 2020 In your upcoming budget hearing on June 2nd you will be getting transmitted testimony from People for Ponto urging the members of the Council to take formal action when adopting the 2020-2021 budget to set aside funds for the acquisition of the current Ponto Planning Area F site to finally fulfill the City's obligation under the Growth Management Plan to provide three acres of park property per 1,000 city residents. The City acknowledges that a shortfall of 6.5 acres remains to be addressed to fulfill this obligation to the Ponto area and its surrounding neighborhoods to the north and east. This budget should address both short-term Covid-19 impacts, and both the near and longer-term investments needed for Economic Recovery and Revitalization. The quality of the Carlsbad coastline, existing Northern Coastal Parks and open spaces are continually rated by Carlsbad's citizens and businesses as the critical foundation of our quality of life and economic vitality which relies heavily on the hospitality industry. A Coastal Park at Ponto is a critically needed investment. As. such it represents the last opportunity for the City to make an investment for Carlsbad's long-term sustainability. South Carlsbad citizens, visitors, and the hospitality Industry have no Southern Coastal Park.· Ponto is the only remaining place to provide the needed investment for both residents and visitors and at the same time advance economic recovery and revitalization of South Carlsbad's significant hospitality industry. A you know and the Carlsbad Visitors Bureau has noted over and over coastal recreation is the #1 attraction for visitors even more popular than Lego Land As you know by now a significant number of citizens have submitted testimony to th_is desire at both the FY 2019-20 Budget Public Input Report (notwithstanding the dilution of specific citizen input provided at both the March 4, 2019 and 2020 Workshops). Citizen input on the need for a Ponto Park was the #1 specific place need and desire citizens mentioned in the Public Input process. More than 85 specific citizen comments on Ponto area park needs and over 90% of citizen's polled requested that Council budget to address this need. These comments specifically addressed how they would like their (Park) tax dollars budgeted. Additionally, some 2,500 similar public input emails and petitions have been submitted as public comments on 1 Carlsbad's current Draft Local Coastal Program Amendment and Parks Master Plan Update speaking to the need for a Ponto Coastal Park. I have been told that the members of the Council know that the 11-acre Ponto Planning Area F site is for sale. This site is similar in size and shape to Holiday Park. The site would provide a perfect opportunity for a Coastal site for similar multipurpose community functions. Carlsbad's Local Costal Program (and thus General Plan and Zoning Code) require the City to first consider and document the need for a "Public Park" before any land use can be planned for the Planning Area F site. The Park Master Plan already documents the need for a Ponto "Public Park", showing the area as "unserved" by City Parks and an area of Park "inequity" correlating well with Citizen input. The City has also informally received offers of potential donations, or cost-saving collaborations from Carlsbad citizens and non-profits to advance the much-needed Ponto Coastal Park. I have been told that, to date, the City disappointingly has not replied to these special opportunities. I have also noted that a recent report on the City's investments of funds shows the City has deposits · and investments in excess of $750,000,000. To me that means that money is not the issue, its what the priority for spending funds is to address the needs and desires of the citizens of the City and the promises made by the City in the past which it now recognizes it has failed to live up to. Therefore, it is my hope that the City will reserve $11,000,000 for a Ponto Coastal Park in the upcoming year's budget and initiate contact with the current owner of Planning Area F site regarding its purchase. Respectfully, Harrv Peacock CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Friday, May 29, 2020 10:25 AM City Clerk FW: Please read following email into the record at the June City Council Budget meeting(s) -DLCPA and Parks Master Plan Update Publ.ic Input -FW: 2020~1 FY . All Receive -Agenda Item ff ~ Budget Hearing 2 June 2020 . F h I f t· f th art en orma 10n o e: . i C~~ COUNCIL Da~CA ~c ..,,- CM_ACM _-0-C-M (3) ~ From: Lance Schulte <meyers-schulte@sbcglobal.net> Sent: Friday, May 29, 2020 9:58 AM To: Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Erin Prahler <Erin.Prahler@coastal.ca.gov>; Cort Hitchens <cort.hitchens@coastal.ca.gov>; Gabriel Buhr <gbuhr@coastal.ca.gov>; Don Neu <Don.Neu@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov> Cc: Lisa Urbach <lisa.urbach@parks.ta.gov>; Laura Walsh <lauraw@surfridersd.org>; Fred Sandquist <sandquist2@earthlink.net>; Jeff Regan <jr66outback@gmail.com>; David Hill <dashill4551@gmail.com> Subject: Please read following email into the record at the June City Council Budget meeting(s) -DLCPA c;1nd Parks Master Plan Update Public Input -FW: 2020-2021 FY Budget Hearing 2 June 2020 Please read following email into the record at the June City Council Budget meeting(s): Dear City Council and CA Coastal Commission: We request this and the following email to also be included as Public Input for the City's/CCC's Draft Local Coastal Program Amendment and Parks Master Plan Update processes. An email confirmation of those inclusions is requested. Thank you. There is a glaring City and regional need for Coastal Park in South Carlsbad as has been well documented and expressed by a significant number of citizens and visitors. The Carlsbad City Council has the ability to address this need with a Ponto Coastal Park, as the site is required by the City's Local Coastal Program to be studied for a "Public Park", the site is for sale, and the City has the policy/regulatory justification and financial capacity/flexibility to make this much needed investment in Coastal Recreation and our important Visitor Serving Industry in South Carlsbad. Ponto Coastal Park is sound long-term investment in the fiscal sustainability and quality of life in Carlsbad . We love Carlsbad and our Coast. As has been communicated to the City on many occasion, but receiving no City response, citizens are working to generate donations/collaborations to help the City or State of California advance a Ponto Coastal Park. Citizens have also repeatedly asked for a true and honest Community-based (not developer based) Coastal planning process for Ponto. The City Staff finally after 3-years on 1/28/20 acknowledged that the City made multiple "Ponto planning mistakes" dating back over 10-years. These multiple mistakes were first documented in the 2010 CA Coastal Commission's denial of the (developer focused) Ponto Beachfront Village Vision Plan . These City "Ponto planning mistakes" denied citizens to fully understand issues so as to participate in the prior Ponto planning processes. I request the City Council: • Acknowledge the multiple decade long City "Ponto planning mistakes" and those multiple City mistakes flawed prior City planning at Ponto. 1 • Acknowledge the clear documented and significant citizen expressed need for Ponto Coastal Park in the Budget, DLCPA and PMPU processes. • Correct those City 11mistakes" by providing a Ponto Coastal Park as part of this budget process • Direct staff to provide a true community-based Coastal planning process for Ponto that will correct the past City mistakes and help design Ponto Coastal Park. Please know I love Carlsbad and our coast, and am fiscally prudent. Ponto Coastal Park is a valuable and cost effective investment for future generations of Carlsbad citizens and visitors. Sincerely, Lance Schulte 34-year Carlsbad citizen From: Harry Peacock [mailto:hrpeacock41@gmail.com] . Sent: Thursday, May 28, 2020 5:33 PM To: CityCouncil@carlsbadca.gov Cc: Chas Wick; Jodi Marie Jones; Lance Schulte; Mike Sebahar; Scott Chadwick Subject: 2020-2021 FY Budget Hearing 2 June 2020 In your upcoming budget hearing on June 2nd you will be getting transmitted testimony from People for Ponto urging the members of the Council to take formal action when adopting the 2020-2021 budget to set aside funds for the acquisition of the current Ponto Planning Area F site to finally fulfill the City's obligation under the Growth Management Plan to provide three acres of park property per 1,000 city residents. The City acknowledges that a shortfall of 6.5 acres remains to be addressed to fulfill this obligation to the Ponto area and its surrounding neighborhoods to the north and east. This budget should address both short-term Covid-19 impacts, and both the near and longer-term investments needed for Economic Recovery and Revitalization. The quality of the Carlsbad coastline, existing Northern Coastal Parks and open spaces are continually rated by Carlsbad's citizens and businesses as the critical foundation of our quality of life and economic vitality which relies heavily on the hospitality industry. A Coastal Park at Ponto is a critically needed investment. As such it represents the last opportunity for the City to make an investment for Carlsbad's long-term sustainability. South Carlsbad citizens, visitors, and the hospitality Industry have no Southern Coastal Park. Ponto is the only remaining place to provide the needed investment for both residents and visitors and at the same time advance economic recovery and revitalization of South Carlsbad's significant hospitality industry. A you know and the Carlsbad Visitors Bureau has noted over and over coastal recreation is the #1 attraction for visitors even more popular than Lego Land As you know by now a significant number of citizens have submitted testimony to this desire at both the FY 2019-20 Budget Public Input Report (notwithstanding the dilution of specific citizen input provided at both the March 4, 2019 and 2020 Workshops). Citizen input on the need for a Ponto Park was the #1 specific place need and desire citizens mentioned in the Public Input process. More than 85 specific citizen comments on Ponto area park needs and over 90% of citizen's polled requested that Council budget to address this need. These comments specifically addressed how they would like their (Park) tax dollars budgeted. Additionally, some 2,500 similar public input emails and petitions have been submitted as public comments on 2 Carlsbad's current Draft Local Coastal Program Amendment and Parks Master Plan Update speaking to the need for a Ponto Coastal Park. I have been told that the members of the Council know that the 11-acre Ponto Planning Area F site is for sale. This site is similar in size and shape to Holiday Park. The site would provide a perfect opportunity for a Coastal site for similar multipurpose community functions. Carlsbad's Local Costal Program (and thus General Plan and Zoning Code) require the City to first consider and document the need for a "Public Park" before any land use can be planned for the Planning Area F site. The Park Master Plan already documents the need for a Ponto "Public Park", showing the area as "unserved" by City Parks and an area of Park "inequity" correlating well with Citizen input. The City has also informally received offers of potential donations, or cost-saving collaborations from Carlsbad citizens and non-profits to advance the much-needed Ponto Coastal Park. I have been told that, to date, the City disappointingly has not replied to these special opportunities. I have also noted that a recent report on the City's investments of funds shows the City has deposits and investments in excess of $750,000,000. To me that means that money is not the issue, its what the priority for spending funds is to address the needs and desires of the citizens of the City and the promises made by the City in the past which it now recognizes it has failed to live up to. Therefore, it is my hope that the City will reserve $11,000,000 for a Ponto Coastal Park in the upcoming year's budget and initiate contact with the current owner of Planning Area F site regarding its purchase. Respectfully, Harry Peacock CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 3 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear City Council, tom hall <tomhall2016@gmail.com > Saturday, May 30; 2020 6:23 PM City Clerk info@peopleforponto.com Ponto Park Please read this at your budget meeting. All Receive -Agenda Item n&_ For the Information of the: ,Clff-COUNCIL Date ~CA ......-d: ;...,--- CM .....-A-CM ....--otM (3) _:::-- My name is Tom Hall, and I have been a current resident of Carlsbad since 2008. I have lived in the Encinitas/Carlsbad area for over 20 years. I'm an executive for a major life insurance company, and work with thousands of insurance agents around the country. I attend church locally, volunteer locally and have spent many years celebrating life with my family down at Ponto Beach. You can often find me three times a week running the stairs just below the new Encinitas Beach Hotel project, or possibly watching a sunset with my wife. And at least once a week I will park on Ponto Road and head north up on 101 for a nice jog. We are blessed to live in a beautiful area. And it is so important that we keep it beautiful, and unique, and special. Adding more shopping centers, housing, restaurants or other development is not a good solution for our community. In my humble opinion, it will only create more traffic and slowly erode the unique beauty of this area. That is why I am asking you to please consider funding for a new park. Parks and trails provide our citizens opportunities to enjoy nature, the beach, fitness and spending time with family and friends. I urge you to highly . consider establishing a park in the Ponto area that is currently be considered for development. Let's do the right thing. Respectfully, Tom Hall CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Mary Kent <mmkent@gmail.com > Sunday, May 31, 2020 3:08 PM City Clerk info@peopleforponto.com Subject: Please read at June 2nd City Council meeting. Agenda item: budqet o> All Receive -A'genda Item#~ Dear Mayor and City Council For the Information of the: , Cl~ COUNCIL Date ~ CA .....-C-c ~ CM __:::::-ACM -OCM (3) _:- I am Mary Kent, my husband and I have lived in Carlsbad since 2001. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors I alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Mary Kent CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn All Receive -Agenda Item # Ji From: tracy@sabin.com For the Information of the: Sent: To: Cc: Sunday, May 31, 2020 3:26 PM CITY COUNCIL City Clerk Date 1..e.tl._ CA ~C ::::- info@peopleforponto.com CM .--ACM _-BEM (3) _ Subject: Comments for the June 2 Carlsbad City Council budget presentation Dear Mayor and City Council We have lived in Carlsbad for over 20 years. We love this City and want it to remain a wonderful place to live and visit. There is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. We want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and we request the City contact the landowner to explore purchasing the site for a needed park. Please put our comments in the official public record for all things Planning Area F, including the official public record for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Bridqet & Tracy Sabin I CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content! lis safe.I · 1 Tammy Cloud -McMinn All BeceiYe -Agenda item# 8: For the Information of the: From: Sent: To: White, Geoffrey <geoff.white@grpfinancial.com> · ,orr COUNCIL Sunday, May 31 , 2020 3:45 PM Date ~ CA ......--CC _,,,,-- City Clerk CM ._.ACM ~CM (3) .;=:::- Cc: info@peopleforponto.com; White, Geoffrey; jody white Subject: Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council We are Geoff and Jody White and I have lived in Carlsbad for 20 years. I love this City and want to ensure it remains a wonderful place to live and visit. We constantly talk with all of our friends and neighbors about what is being considered by the city and we all don't get it. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Geoff and Jody CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Kathy Meyers-Schulte < kmeyers-schulte@sbcglobal.net > · v Sunday, May 31, 2020 3:50 PM All Receive -Agenda Item # _D_ City Clerk For the Information of the: Please build a park at Ponto and Coast Highway ~/;)..,COUN~ __-Date · · CA_-_ 1...1... __ • CM ~M .......OCM (3) -- Dear Mayor and City Council I am Kathy Meyers and I have lived in Carlsbad over 30 yrs. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrc!nce to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure · and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad . I ask you to Develop Ponto Right -I ask YOl! to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Kathy Meyers !CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content! lis safe.I 1 Dear Mayor and City Council, May 31, 2020 All Receive -Agenda Item # g For the Information of the: CITY COUNCIL Date lf;~ CA _V'CC -- CM ~CM --UCM (3) -- I am Patti Travis and I have lived in Carlsbad since 1999. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Patti Travis Tammy Cloud-McMinn From: Sent: To: Cc: Subject: bear Mayor and City Council Valerie Cowan <dvcowan54@gmail.com> Sunday, May 31, 2020 4:09 PM City Clerk info@peopleforponto.com --Ail Receive -Agenda Item ff E For the Information of the: .Cl'fY_COUNCIL Date ~ CA ..-C-c ~ CM --Ji.CM --t)CM (3) _:::::- Please read at the June 2 City Council Meeting Agenda Item: Budget We are Val and Dennis Cowan and we have lived in Carlsbad for 21 years. We love this City and want to ensure it remains a wonderful place to live and visit. We were both born and raised in San Diego in 1954 so we have seen a lot of changes over the years. There are very few coastal open space any more. It is time to step up and do the right thing. , We are aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. We want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and we requesUhe City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. We ask you to Develop Ponto Right -We ask you to build Ponto Park. We request that our comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal ,Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Valerie and Dennis Cowan dvcowan54@gmail.com CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Dear Mayor and City Council C Jain <cjainrun@hotmail.com> Sunday, May 31, 2020 4:33 PM City Clerk All Receive -Agenda Item # _g_ For the Information of the: , CIJ'!. COUNCIL .,,,,,,- Date~ CA --CC_ CM ~CM ___::::15cM (3) _,,,- Please read at the June 2nd City Council Meeting Agenda Item: Budget My name is Catherine Jain. I have lived in South Carlsbad for 20 years. In the Ponto area, you have the exceedingly rare opportunity to thoughtfully plan a large piece of undeveloped coastal Southern California property in a way that benefits all residents. Open space must be a part of that plan. Please allocate funds to purchase Planning Area Fin order to develop a public park. With this plan, you will eliminate the 6.6.-acre park deficit in the southwest quadrant of the city, but this plan represents so much more than that. A beautiful coastal park at the south entrance to the city sets a specific tone. We are not just about residential development and we are not just about attracting large employers, although those two goals are clearly important. We are also about quality of life. We are about balance. We are about equal-opportunity access to our beautiful coastline. We are about community. But without places to gather, there can be no community. Hindsight being 20/20, what will you think when this project is complete? Will you think, "I'm so happy we filled that property with more houses", or will you think, "I'm so happy we created that beautiful park." Embrace this opportunity. Make Ponto an exceptional place for our community to gather. Build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update;. and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Catherine Jain CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Donna G <donnagreenbergrealtor@gmail.com> Sunday, May 31, 2020 5:06 PM City Clerk Subject: Please read at the June 2nd City Council Meeting Agenda Item: BurlgE=t meetina c:> All Receive -A"~naa item-ff .£2. Dear Mayor and City Council For the Information of the: , CIT!_ COUNCIL _... Date~CA ......-cc_ CM ~CM _-DCM (3)-::::: I am Donna Greenberg and I have lived in Carlsbad a little over 1 year. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Pian Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Donna Greenberg REALTOR®, SRES, DDC, ABR "Your Real Estate Professional" 858.229.0963 Cell Coastal Premier Properties Cal DRE# 01917967 CPP Cal DRE# 01861547 www.DonnalnDelMar.com This email message is intended only for the person or entity to whom it is addressed and may contain confidential and/or privileged material. If you are not the intended recipient, please contact the sender. If you are the intended recipient, but do not wish to receive communications through this medium, please so advise the sender immediately. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Michelle Wilhelm Turner <mwilhelmturner@gmail.com> Sunday, May 31, 2020 5:51 PM City Clerk info@peopleforponto.com Comments for June 2, 2020 City Council Meeting Agenda lte,Rjj R~c~J ~ Agenda Item# f::f. For the Information of the: CITY COUNCIL Please read at the June 2nd City Council Meeting Agenda Item: Budget Date (e/,4. CA ~C ~ CM ~M ~CM (3) --- Dear Mayor and City Council - I am Michelle Turner and I have lived in Carlsbad for 15 years. I love this City and want to ensure it · remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Michelle Turner Carlsbad CA 92011 I CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content! lis safe.I · · · 1 Tammy Cloud-McMinn From: Sent: To: Subject: Amy Schaefer <amy.schaefer@ymail.com> Sunday, May 31, 2020 6:44 PM City Clerk Ponto Dear Mayor and City Council,· All Receive -Agenda Item# 8 For the Information of the: CITY COUNCIL Date fa/a.., CA V-C-c ~ CM ~M _-rrtM (3) / · I am Amy Schaefer and I have lived in Carlsbad for 14 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Amy Schaefer Carlsbad, CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear Mayor and City Council: Bill Bradford <billbradford@roadrunner.com> Sunday, May 31, 2020 9:02 PM City Clerk People for Ponto Ail Receive -Agenda Item # :f; For the Information of the: , Cir!. COUNCIL Date t;£J__r:b CA V"'cc ~ CM v1\CM _kDCM (3) ...::::- Please read my letter at the June 2nd City Council Meeting Agenda Item: Budget My name is William Bradford (formerly Curley) and I was born in Carlsbad in August 1946 where my parents built their home following World War II. I later graduated Mira Costa College and San Diego State College, then worked in my career all over the U.S. Twenty years ago I retired bac.k here in Carlsbad. I love this City and want to ensure it remains a wonderful place to live and visit. I implore you to create a beautiful public park at the southern entrance to our lovely City in the Ponto area. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike .. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank You, William Bradford, CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Todd Schaefer <toddkschaefer@gmail.com> Sunday, May 31, 2020 10:15 PM City Clerk info@peopleforponto.com ell Bereixe -Meoda l!ern ff 8 For the Information of the: COUNCIL . Dat CA VCC:;,,--' CM _ _-O-CM{3) ~ Subject: Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council, I have lived in Carlsbad since 2006. I love Carlsbad and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not used for residential development. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coasta l Program Amendment, and Parks Master Plan Update; and the CA Coastal Comm ission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Todd Schaefer Carlsbad, CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Regarding budget agenda item. Council Internet Email Monday, June 1, 2020 7:49 AM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Saturday, May 30, 2020 5:33 PM All Receive -Agenda Item # g For the Information of the: CIJ'!'.COUNCIL Date G? / d--, CA ---CC _:-::- CM /4cM _-IJCM (3) ___:::-- To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa .urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. · Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and .in the Draft Local · Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what. little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. This last bit of land should be used for a park/recreation to encourage and promote healthy living, while also allowing 1 users to enjoy the incredible coastal scenery. Thank you Britt Vocke Bvocke76@gmail.com Date submitted: 5/30/2020 7:32:43 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn Ail Recel◊e -Agenda item# :::!f From: Sent: To: Subject: Andrea Gattorna <agattorna@hotmail.com> For the Information of the: Monday, June 1, 2020 9:15 AM l ~TYCOUNCIL ,,,,.-- Cit Clerk Date {pf 2 CA ~-- y CM ~--0CM(3) ✓ Please read at the June 2nd City Council Meeting Agenda ltEm'i.13uager--. Dear Mayor and City Council My name is Andrea Gattorna and I have lived in Carlsbad since June 2012. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential . development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Andrea Gattorna CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: All Receive -Agenda Item # fi Leandro Festino < lfestino@gmail.com > For the Information of the: Monday, June 1, 2020 9:50 AM Cl(g_OUNCIL ,_..... City Clerk Date CA _5C _ People for Ponto CM l../1(CM 1...---1'.JCM (3) ............-- Subject: Please read at 6/2 City Council Meeting agenda item: Budget Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council My name is Leandro Festino and I have lived in Carlsbad since 2016. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space. We need a park walking distance in SW Carlsbad and the options are very limited today. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Leandro F estino CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content · is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear Mayor and City Council, Jane Naskiewicz <fabsdhomes@gmail.com> Monday, June 1, 2020 10:26 AM City Clerk info ponto Please read at Tuesday June 2nd city council meeting All Receive -Agenda Item # 2 For the Information of the: CITY COUNCIL Date {p/,,2 CA VLC ~ CM ~M '-ocM (3) _.- My riame is Jane Naskiewicz and I have lived in Carlsbad for 16 years. I'm also a 2014 graduate of the Carlsbad Citizen's Academy, a local Realtor, and I love this City! That said ... l am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. And If you're interested, I have a lot of ideas about how to make it benefit multiple generations, and generate income for the city to help maintain it. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Jane Naskiewicz 1 All Receivi:: -Agenda Item # ff> For the Information of the: .crry _COUNCIL Date ~ CA ./cc~ CM ~CM __:::::-T)CM (3) ~ Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council My name is George Tye and I have lived in Carlsbad 22 years. I 'm told there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I respectfully urge you to budget money in the capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I understand that Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park This land is the southern entrance to Carlsbad along Hwy 101 and one of the last remaining pieces of coastal open space. A park would be a wonderful enhancement to our city, particularly to those of us in the southwest quadrant. Along with the new 5-star hotel currently being built on the border of Carlsbad and Leucadia, a new park would give our city a cache that would rival Laguna. I ask you to Develop Ponto Right -I ask you to build Ponto Park I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, George Tye Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Monday, June 1, 2020 10:36 AM City Clerk FW: Develop Ponto Right -Support Letter Regarding budget item for tomorrow's council meeting From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 10:33 AM All Receive -Agenda Item# __8 For the Information of the: · CITY COUNCIL Date (.a/J... CA ~c ~ CM V""'J\CM ~M (3) -- To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; . Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.go_v>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real}. 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. We need a comprehensive plan that engage the community wellness and considers an aquatic facility. 1 Thank you shannon delaney shannon@pchsports.com Date submitted: 6/1/2020 12:32:12 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Sent from Mail for Windows 10 Dear Mayor and City Council Nelson Ross <ncaesar2@outlook.com > Monday, June 1, 2020 10:41 AM City Clerk All Receive -Agenda Item# g' For the Information of the: . PT/~OUNCIL Date .iR.J...a..CA .......-ec _::--- CM _~M _-0-CM (3):::::: I am Nelson Ross and I have lived in Carlsbad since 1977 I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Nelson Ross CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Dear Mayor and City Council: ann gallagher <zorknzeek@yahoo.com> Monday, June 1, 2020 10:52 AM City Clerk People for Ponto All Receive -Agenda Item # g For the Information of the: CITY COUNCIL Date .1t2./il...., CA --CC _,- CM ...---:(CM_ --DCM (3) .._,,,,,.,,- We are Annie & Rich Gallagher and have lived in Carlsbad for 20 years as original homeowners. We love where we live as it is a wonderful community of neighbors and merchants. Many from out of town visit Carlsbad as a destination spot for their yearly vacation spot. The Carlsbad Camp Ground is directly across the street from San Pacifico where we live. Until recently, Rich has worked at nearby SeaPointe/Hilton Grand Vacations and directs local visitors to nearby attractions. I am aware there is a current 6.6 acre park deficit in the Coastal Southwest portion of Carlsbad. I want the City of Carlsbad to budget in their improvement program to purchase Planning Area F and build a park in Planning Area F, which is currently for sale. We are requesting the City explore purchasing the site for a needed park which was part of the , original promised plan and and is now known to be a planning mistake violated by both City and State Local Coastal Programs. · This land is the entrance to Southern Carlsbad and one of the last remaining spaces. It is a treasure and should be developed into a space for all to enjoy. I ask you to DEVELOP PONTO RIGHT -build Ponto Park. We are requesting our comments be put on record in the official public records for Carlsbad's City Budget and Parks Master Plan Update and the California Coastal Commission/Carlsbad's draft /Local Coastal Program Amendment. Respectfully, Annie & Rich Gallagher CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Council Internet Email Sent: Monday, June 1, 2020 12:12 PM City Clerk All Receive -Agenda Item # . To: For the Information ofthe: Subject: FW: Develop Ponto Right -Support Letter CITY COUNCIL ..,,..,-- Date 7 ;}.._ CA v""cc _ CM ....X:::::-ACM _ CM (3) ,/" From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 11:41 AM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike. Pacheco@ca rlsbadca .gov>; gbuhr@coastaI.ca.gov; cort.hitchens@coastal.ca .gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west ofEI Camino Real). 4. There are no Coastal Parks in all of South Carlsbad . 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Jason Lewis jasonmlewis@hotmail.com Date submitted: 6/1/2020 1:40:28 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Monday, June 1, 2020 12:12 PM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 11:50 AM All Receive -Agenda Item # 8 · For the Information of the: CITY COUNCIL Date LP CA v cc ✓ CM ...,......-ACM ~CM (3) ✓ To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. Lancaster@ca rlsbadca .gov>; lisa. u rbach@parks.ca .gov; Kathleen@ca rlsbad .org; Mike Pacheco <Mike. Pacheco@ca rlsbadca .gov>; gbuh r@coasta I .ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that ' 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Christina Farrow tina@aisleplanner.com Date submitted: 6/1/2020 1:49:50 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email All Receive -Agenda Item # Sent: Monday, June 1, 2020 12:12 PM City Clerk For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter . Cir-!., COUNCIL Date ~ CA ✓CC V CM_ CM /DCM (3) ✓ From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 12:09 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin .Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. · There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to. preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Andrew Mencinsky And rewsurf7@gmaii.com Date submitted: 6/1/2020 2:08:39 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Dear Mayor and City Council risa sybrandy <rlsybrandy@yahoo.com> Monday, June 1, 2020 12:24 PM City Clerk Park in coastal southwest quadrant of Carlsbad My name is Risa Sybrandy and I have lived in Carlsbad for 20 years. All Receive -Agenda Item n8 For the Information of the: C?:~,COUNCIL Datel..P CA _,.--cc _,- CM "'ACM .......---DCM (3) -- I am copying in some text that has been prepared to request that the city resolve the park deficit in Coastal Southwest Carlsbad. I feel very passionately about this, and disappointed in Carlsbad government for not addressing this issue. It seems like the plan is being disregarded. I'm typically happy with our local government, but this issue causes me a lot of concern, and makes me concerned about our leadership. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. · This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Genter of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Risa Sybrandy Carlsbad CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: betsy cleek <vancleek@sbcglobal.net> Monday, June 1, 2020 12:33 PM City Clerk info@peopleforponto.com All Receive -Agenda Item# ~ For the Information of the: CITY COUNCIL Date( o /J. CA L CC ,,,,..,- CM ......--ACM _.-,DCM (3) .,.,.- Subject: Preliminary budget presentation to City Council June 2, 2020 P,lease read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council I am Betsy Cleek and I have lived in Carlsbad 19 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Betsy Cleek CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 1:05 PM City Cler~ All Receive -Agenda Item # f? Sent: For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter (~/COUNCIL Date d--.CA ~ CC .,,.- From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 12:30 PM CM_· CM v DCM(3)~ To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@ca rlsbadca.gov>; Gary Barberio · <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport · Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open~space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am inf9rmed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future g~nerations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Ga ry Cannon outrigger_canu@yahoo.com Date submitted: 6/1/2020 2:28:57 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please rep ly directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Monday, June 1, 2020 1 :05 PM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 12:47 PM All Receive -Agenda Item # _a:> For the Information of the: , CIJY_;,,COUNCIL Dat ~CA .....---CC /"' CM . ACM ~DCM (3) ~ To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. Thank you 1 Gina Rittschof Ginarittschof@gmail.com Date submitted: 6/1/2020 2:47:26 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. · If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 1:06 PM City Clerk All Receive -Agenda Item # 8 For the Information of the: Sent: To: Cl1Y COUNCIL Subject: FW: Develop Ponto Right -Support Letter Date lR/ ~CA .J!!':::tc ~ CM ~CM ~CM (3) / From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 12:56 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our Visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Kira Crage kiracrage@hotmaii.com Date submitted: 6/1/2020 2:55 :42 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Monday, June 1, 2020 1:06 PM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 1:01 PM All Receive -Agenda Item # g_ For the Information of the: Clf't: COUNCIL Date lPI J...cA /cc ~ CM ✓ACM_ CM(3)~ To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. La ncaster@carlsbadca.gov>; lisa. urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part ofthe Draft Local . Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. Thank you Marilyn Adams Maggiesandiego(ci)gmail.com 1 Date submitted: 6/1/2020 2:59:46 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails cl ick here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 1 :06 PM City Clerk Sent: All Receive -Agenda Item # For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter CITY COUNCIL . .,,.- Date le/;J..CA ~c-.,..,,,-- CM_ CM_'-""'O'tM(3}_ From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 1:04 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa .urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad . 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. We need to protect our precious local resources! City of Carlsbad has done a great job with its library and other 1 recreational facilities! Creating the Coastal Park at Ponto will make Carlsbad top of the class! Thank you Annika Nelson annikanelsl@gmail.com Date submitted: 6/1/2020 3:04:07 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop rece iving these emails click here . . . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Cc: Subject:· Don Burton <djb83@netzero.net> Monday, June 1, 2020 1:09 PM City Clerk info@peopleforponto.com Public Comment for June 2nd Council Meeting Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council All Receive -Agenda Item # _S For the Information of the: CIJY_ COUNCIL .,,,,-- Date 1r2.lib CA .......--cc - CM V"ACM / DCM (3) ~ I am Donald Burton and I have lived in Carlsbad since 2005. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right - I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Donald Burton CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Don Burton <tigertutor@juno.com> Monday, June 1, 2020 1 :13 PM City Clerk Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council All Receive -Agenda Item# g For the Information of the: CIT.Y COUNCIL .,-- Date ~ CA v CC -:.,...---- CM ___iL'"ACM _:::::::-ocM (3) _ I am Atsuko Suzuki and I have lived in Carlsbad for 15 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park . . This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Atsuko Suzuki CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: John N <john_nylander@outlook.com> Monday, June 1, 2020 1:25 PM City Clerk Subject: Please read at the June 2nd City Council Meeting Agenda Item: Budget Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council All Receive -Agenda Item #8.,_ For the Information of the: CIT.Y COUNCIL Oate&f_;i._ CA /cc ~ CM ~CM ~DCM (3)_:::: I am John Nylander and I have lived in Carlsbad for 34 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right - I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, John Nylander Carlsbad CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear Mayor and City Council Monsita Faley <monsitab@yahoo.com> Monday, June 1, 2020 1:29 PM City Clerk Peopleforponto Info Develop Ponto Right! All Receive -Agenda Item # _8 For the Information of the: _ r;.l'f'{ COU N_9!-: _,--- Date~ CA_ cc_ CM ✓ACM ~DCM (3) _::::::- I am Monsita Faley and I have lived in Carlsbad the last 22 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. · Thank you, Monsita Faley CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear Mayor and City Council Andy Sybrandy <asybrandy@pacificgyre.com> Monday, June 1, 2020 1 :31 PM City Clerk info@peopleforponto.com · Please read at the June 2nd City Council Meeting Agef}\Jr~i~~~l.J~~da Item# g For the Information of the: CITY COUNCIL Oat ~CA ....--Cc .,,.- CM ~CM ..........--ocM (3) ~ My name is Andy Sybrandy and I have lived in Carlsbad for 20 years. In particular, I live on the southern end of Carlsbad an am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; arid the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Andy Sybrandy CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Paula Presenkowski <paulapres@gmail.com> Monday, June 1, 2020 1 :32 PM City Clerk Subject: Please read at the June 2nd City Council Meeting Agenda Item: Budget Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council All Receive -Agenda Item # § For the Information of the: CITY COUNCIL Date/ ,..7 2 -CA ,,,..,,, cc ..- CM_~_ AcM ---ocM(3}::::::- I am Paula Presenkowski and I have lived in Carlsbad for 27 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30:.. acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to.explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop .Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. · Thank you, Paula Presenkowski CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content . is safe. 1 Tammy Cloud-McMinn From: Sent: Tp: Cc: Andy Sybrandy <asybrandy@pacificgyre.com> Monday, June 1, 2020 1 :55 PM City Clerk info@peopleforponto.com All R I I 00enda Item #8 CCC t For the Information of the: CITY COUNCIL Data' /J /;.. CA _LCC .,,...,-- CM .:..: ·CM -!:}CM {3) .:::;::-- Subject: Re: Please read at the June 2nd City Council Meeting Agenda Item: Budget Please read at the June 2nd City Council Meeting-Agenda Item: Budget Dear Mayor and City Council My name is Andy Sybrandy and I have lived in Carlsbad for 20 years. In particular, I live on the southern end of Carlsbad an am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve ' residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Andy Sybrandy CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: natalie shapiro <bloomingtrillium@yahoo.com> Monday, June 1, 2020 2:10 PM City Clerk Please read into record City Council meeting June 2 Please read this comment into the record. For Agenda Item #8 All Receive -Agenda Item t8._ For the Information of the: CITY COUNCIL Dat~/,2, CA ...--CC "_.. CM .....--ACM_, .... -CJtM (3) --- I am in support of a park at Ponto and ask that either funding of the development of a park or a study on the development of a park be included in the 2020-2021 City of Carlsbad budget. This area is one of the last undeveloped coast pieces of land and should remain undeveloped. Thank you, Natalie Shapiro (City of Carlsbad resident for 8 years) CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Dear Mayor and City Council FARHAD SHARIFI <fhsharifi@gmail.com> Monday, June 1, 2020 2:12 PM City Clerk BUDGET -PARK FEEDBACK All Receive -Agenda Item# .B For the Information of the: , Cl~ COUNCIL Date~ CA V--cc ·~ CM_vJs:CM --0CM(3)~ My name is Farhad Sharifi and I have lived in Carlsbad the last 8 years and San Diego area for 37 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's d_raft Local Coastal Program Amendment. Thank you for your consideration, Farhad Sharifi Carlsbad CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Dear Mayor & City Council: Linda Sinclair <lindajsinclair@gmail.com> Monday, June 1, 2020 2:37 PM City Clerk info@peopleforponto.com Ail ReEelVe -Agehda Item # B For the Information of the: Cl1Y COUNCIL Date fR.L2._ CA ___::'tc .,,,.--- CM __::1,£M _'--f>CM (3) ~ Please read at the June 2nd City Council Meeting -Agenda Item #8 (Fiscal Year '20-'21 Preliminary Operating Budget) My name is Linda Sinclair. I have been a homeowner in and resident of Carlsbad since March 2001 . I am aware there is a 6.6 acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30 acre open space deficit in Zone 9. I request the City of Carlsbad budget money in its capital improvement program to purchase Planning Area F and build a public park at Ponto. Planning Area F is currently for sale. I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space. It should be developed into a public park for ail to enjoy. I ask you to develop Ponto right by building Ponto Park. Please put my comments on record in the official public records for ail things related to: Planning Area F, including the official public records for Carlsbad's City Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and, the California Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Linda Sinclair Carlsbad, CA 92009 District 2 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 3:13 PM City Clerk Sent: To: Subject: FW: Develop Ponto Right -Support Letter All Receive -Agenda Item # _.S For the Information of the: From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 1:22 PM , CJ"l! COUNCIL Dat~ CA ~cc ....-- CM ~CM •·•···1 )CM (3) _,...- To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa .urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coasta l Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part ofthe Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Pa lomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and ma king my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Ca rlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve res idents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation . 1 Thank you Crystal Waterman Waterman_crystal@hotmail.com San Marcos Date submitted: 6/1/2020 3:22:10 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 3:13 PM City Clerk All Receive -Agenda Item# g For the Information of the: Sent: To: Subject: FW: Develop Ponto Right -Support Letter , cryY...,.COUNCIL Date !:,e/_d_ CA .....--Cc ~ CM /ACM ...--15CM (3) ~ From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 1:30 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle. Lancaster@ca rlsbadca .gov>; lisa. urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca;gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Prograr,n Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based .Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future ge.nerations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. We need to protect and keep our coastal OPEN SPACE. We have enough houses in Carlsbad already. 1 Thank you Julie Garrido julieagarrido@gmail.com Date submitted: 6/1/2020 3:26:21 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Monday, June 1, 2020 3:14 PM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 1:55 PM All Receive -Agenda Item # .B For the Information of the: , c1n.,coUNCIL Date ~ CA ..,......--CC .,,,,.- CM ......--ACM ......---DCM (3) ✓ --- To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad .org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. Please keep it prestige. Do not over build 1 Thank you Mike Zines Ccsmikez@aol.com Date submitted: 6/1/2020 3:51:00 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop rece iving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 3:14 PM City Clerk Sent: All Receive -Agenda Item # _g_ For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter , Clrf.,COUNCIL Date ~CA .....-cc .,,.,,,.- CM ~M ----OCM (3) _ From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 2:00 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle.La ncaster@ca rlsbadca .gov>; lisa. urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Robin Missai lidis Rmiss2002@yahoo.com Date submitted: 6/1/2020 3:58:17 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Sent: Monday, June 1, 2020 3:14 PM • City Clerk All Receive -Agenda Item# For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter CITY COUNCIL Date ~ CA _Lee .,,.- CM_ CM _,.--DCM {3) ✓ From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 2:05 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad .org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: .1 am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Jesse Lora jesse.lora@gmail.com Date submitted: 6/1/2020 4:02:14 PM *This email was sent on behalf of the person named in this email using peopleforponto.cbm Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 3:14 PM City Clerk Sent: All Receive -Agenda Item# 3 For the Information of the: To: Subject: FW: Develop Ponto Right -Support Letter , CIJY_COUNCIL Date .!::fl..,L_CA .,,.--CC .,,-- From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 2:08 PM CM_ CM _._CM (3) __::::" To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Pl~nning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has 'a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Murphy REINSCHREIBER 092853@gmail.com Date submitted: 6/1/2020 4:07:55 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Monday, June 1, 2020 3:42 PM City Clerk Sent: All Receive -Agenda Item# 8.. To: Subject: FW: Develop Ponto Right -Support Letter For the Information of the: cr!t. COUNCIL From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 3:20 PM Date CA ~c .,,- CM _/4cM --UCM (3) ~ . To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6:6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard defic;:it that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you christina collins cinco5@cox.net Date submitted: 6/1/2020 5:20:09 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Sent: To: Cc: Julee Vecchio <thevecchios@gmail.com> Monday, June 01, 2020 4:21 PM City Clerk info@peopleforponto.com All Receive• Agenda Item # i?l For the! Information of the: t;ITY CC).ijNCIL .__.... Date~· 1CA~-c ! < elJI C :__ Subject: Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council I am Julee Vecchio and I have lived in Carlsbad for 21 years. I love this City and want to ensure it remains a wonderful place to live and vfsit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and f request the City contact the landowner to explore Pl.lrchasing the site for a needed park. This land Is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto R;gt,t-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official pubHc records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Progratn Atnendment Thank you, The Vecchio Family CAUTION: Do not open attachments or click on Unks unless you recognize the sender and know the content is safe. 1 Sheila Cobian From: Sent: To: Frances Walters <fatt3@aol.com> Monday, June 01, 2020 5:10 PM City Clerk Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council I am Frances Walters and I have lived right next to the border of Carlsbad for 14 years. I love this City (and Leucadia) and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open- space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad {rfght near where I live) and one of the last remaining pieces of coastal open space. It is a treasure and should be developed Into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and tt,e CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Frances Walters CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content 1s safe 1 Sheila Cobian From: Sent: To: Subject: City Clerk, Carlsbad, CA Lorraine Dix <graydix@sbcglobal.net> Monday, June 01, 2020 9:12 PM City Clerk Subject: Ponto meeting 2pm,June 2 Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council I am Lorraine Dix and I have lived in Carlsbad for sixteen years, in the Rosalena homes about a mile inland from the Ponto area. My husband and I moved here from Palm Springs, to be in this lovely part of South Carlsbad, with a view of South Carlsbad Beach. The coastal trail passes directly past my home. The matter of development of Ponto property has always been current, with the hope that it could be a wonderfu1 place for a park at the southern entrance to Carlsbad proper. There is no city park in our area. It would also provide needed par.king for that beach. It would be a terrible shame to miss this one chance to have a city Beach Park. CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Sheila Cobian From: Sent: To: Cc: Chas Wick <chaswick@reagan.com> Monday, June 01, 2020 9:51 PM Council Internet Email; City Clerk; Scott Chadwick; erin.prahler@coastal.ca.gov; cort.hitchens@coastal.ca.gov Gary Barberio; Don Neu; gbuhr@coastal.ca.gov Subject: Fwd: Please read into the record at the City Council meeting(s) on t he Budget, and include as public comment on the Draft Local Coastal Program Amendment and Parks Master Plan Update Attachments: Carlsbad FY 2019-20 Budget Public Input Report -Summary analysis for P .... pdf Dear City Council: The City conducted extensive Public Input sessions in 2019-20 on the Budget. The Public input sessions/effoti was to basically discuss and gather what citizens wanted to see funded in the Budget, and provide that Public Input to the City Council so as to help the Cmmcil direct City Staff on the Budget. • Why was the Budget Public Input RepOli not referenced, disclosed, summarized or mentioned in the June 2 Budget Agenda Item? • Why was the Budget Public Input process even done if is not being used to proyjde input into the budget process on June 2? The Budget Public Input Report summarizes (and appears to selectively over generalize) citizen input. Mi.ke·s 5/28/20 email below. and most impmtantly the file Attachment to that email titled "Carlsbad FY 20 I 9-20 Budget Public Input Report -Summary Comments for Budget-DLCPA- PMPU.pdf (l0Olkb)" documents some of the missing or over generalized citizen input in that Report. That Attaclunent is again now included. • Why was the reference to the Attachment stripped from Mike's 5/28/20 email? • Was the 5/28/20 email Attachment provided to the City Council as part of the Staff Report on the Budget? • ls that Attachment as public input for the June 2nd meeting available in the public record, and if so where? There was SLgnificant Verbatim citizen need and desire for a Ponto Coastal Park that both the Budget Public Input Rep01t and Attachment clearly document. This significant c itizen input appears missing in the June 2 Staff Repmi and City Counci l deliberations on the Budget. We recognize the near-tenn challenges we a11 face with Covid-19, and we shall together work through the challenges, We may be at a time like d u1ing the Great Depression. In the Depression vast investments in our National Parks not only immediately helped our society and economy. those jnvesttnents paid dividends over and over again for decades and generations afterward. We as Carlsbad and at Ponto are in a similar situation today. Carlsbad can start making invesunents in the much needed and requested Ponto Coastal Park. That investment. like the National Parks investments during the 1930's will pay Carlsbad dividends for decades and generations to come. It is the smart and 1ight thing to do. 1 l hope you listen to the wishes and wisdom your ci tizens have given you in their Budget Public Input. You asked for their Input so please use it. Sincerely, Chas Wick From: no Cooley [mailto:sebbiesixpack@att.net] Sent: Thursday, May 28, 2020 2:53 PM To: CityCouncil@carlsbadca.gov; clerk@carlsbadca.gov; Scott.Chadwick@carlsbadca.gov; Gary.Barberio@carlsbadca.gov; Don.Neu@carlsbadca.gov; jennifer.jesser@carlsbadca.gov; Kyle.Lancaster@carlsbadca.gov; Erin.Prahler@coastal.ca.gov; cort.hitchens@coastal.ca.gov; gbuhr@coastal.ca.gov Cc: sandquist2@earthlink.net; lauraw@surfridersd.org; info@peopleforponto.com; lisa.urbach@parks.ca.gov; jr66outback@gmail.com; dashitl4551@gmail.com; Doug Gibson Subject: Please read into the record at the City Council meeting(s) on the Budget, and include as public comment on the Draft Local Coastal Program Amendment and Parks Master Plan Update Dear Carlsbad City Council: This budget should address both short-term Covld-19 impacts, and near/longer-term investments needed for Economic Recovery and Revitalization. The quality of our Carlsbad coastline, Coastal Parks, and open spaces are continually rated by Carlsbad citizens and businesses as the critical foundation of our quality of llfe, economic strength, and tourism industry. Ponto Coastal Park is a critically needed investment, and the last opportunity for the City to mal<e an investment for Carlsbad's long-term sustainability. South Carlsbad Citizens, visitors, and the Visitor Industry have no Southern Coastal Park. Ponto is the only place to provide that needed investment for residents and visitors, and to advance Economic Recovery and Revitalize South Carlsbad's significant Visitor Industry. Coastal Recreatioh is the major attraction for visitors. With these understandings, we submit thls testimony and attachment. The attachment highlights significant numbers of citizens asking for a Ponto Coastal Park as documented in the FY 2019-20 Budget Public Input Report; and notes concerns about Report dilution of specific citizen input provided at both the March 4, 2019 and 2020 Workshops. The need for a Ponto Park was the most frequent specific place need/desire citizens mentioned in the Public Input process. The attached documents 85 specific, verbatim citizen comments on Ponto area park needs and over 90% of these citizens request that Council budget to address this need. These 85 Verbatim Citizen comments specifically address how they would like their (Park) tax dollars budgeted. Additionally, 2,500 similar public input email/petitions submitted as public comments on Carlsbad's Draft Local Coastal Program Amendment and Park Master Plan Update processes spoke to the need for a Ponto Coastal Park. As you know, the 11-acre Ponto Planning Area F site is for sale. This site is similar in size/shape as Holiday Park, providing a Coastal site for similar multipurpose community functions. Carlsbad's Local Costa! Program (and thus General Plan and Zoning Code) requires the City to first consider and document the need for a "Public Park" before any land use oan be planned for the Planning Area F site. The City's Park Master Plan already documents the need for a Ponto "Public Park", showing the area as "unserved" by City Parks and an area of Park "inequity" correlating well with Citizen Input. The City also received offers of potential donations and cost-saving collaborations from Carlsbad Citizens and non-profits to advance the much needed Ponto Coastal Park. The City disappointingly has not replied to these extraordinary opportunities. 2 Therefore, it is requested the City budget for a Ponto Coastal Park and contact the Planning Area F landowner regarding site purchase. Consistent with Budget Public Input Report page 3, please provide this testimony and attachment to the Planning and Parks Commissions; and Coastal Commission as public input on the City Staff's proposed 1) City Budget, 2) Draft Local Coastal Program Amendment, and 3) Parks Master Plan Update. Thank you, Michael Sebahar Co"founder People for Ponto CAUTION.< Do not open attachments or click on links unless you recogn;ze the sender and know the coment 1s safe. 3 Submitted: May 28, 2020 Dear Carlsbad City Council, Carlsbad Planning and Parks Commissions, and Coastal Commission: The City Budget should address both short-term Covid-19 impacts, and near/longer-term investments needed for Economic Recovery and Revitalization. The quality of our Carlsbad coastline, Coastal Parks and open spaces are continually rated by Carlsbad citizens and businesses as the critical foundation of our quality of life, economic strength, and tourism industry. Ponto Coastal Park is a critically needed investment, and the last opportunity for the City to make an investment for Carlsbad's long-term sustainability. South Carlsbad Citizens, visitors, and the Visitor Industry have no Southern Coastal Park. Ponto is the only place to provide that needed investment for residents and visitors, and advance Economic Recovery and Revitalization of South Carlsbad's significant Visitor Industry. Coastal Recreation is the major attraction for visitors. With these understandings we submit the following testimony and data from the City's FY 2019-20 Budget Public Input Report that highlights the documented significant number of citizens asking for a Ponto Coastal Park. We also note concerns about the Report's dilution of specific citizen input provided at both the March 4, 2019 and 2020 Citizen Workshops. Citizen input on the need for a Ponto Coastal Park was the most numerous specific place need/desire citizens mentioned in the City's: • Budget Public Input process, • Draft Local Coastal Program Amendment process, and • Parks Master Plan Update process. The Budget Public Input process documented 85 specific, verbatim citizen comments on Ponto area park needs and over 90% of citizen requests that Council budget to address this need. These 85 Verbatim Citizen comments (listed at the end of this testimony and data) specifically address how they would like their (Park) tax dollars budgeted. Additionally, 2,500 similar public input email/petitions were submitted as public comments on Carlsbad's Draft Local Coastal Program Amendment and Park Master Plan Update processes spoke to the need for a Ponto Coastal Park. As you know, the 11-acre Ponto Planning Area F site is for sale. This site is similar in size/shape as Holiday Park, providing a Coastal site for similar multipurpose community functions. Carlsbad's Local Costa I Program (and thus General Plan and Zoning Code) requires the City to first consider and document the need for a "Public Park" before any land use can be planned for the Planning Area F site. The City's Park Master Plan already documents the need for a Ponto "Public Park", showing the area as "unserved" by City Parks and an area of Park "inequity" co rrelating well with Citizen input. The City also received offers of potential donations, or cost-saving collaborations from Carlsbad Citizens and non-profits to advance the much needed Ponto Coastal Park. The City disappointingly has not replied to these special opportunities. Page 1 of 11 Therefore, it is requested the City budget for a Ponto Coastal Park and contact the Planning Area F landowner regarding site purchase. Consistent with Budget Public Input Report page 3 it is requested that this this testimony and data be provided to the Planning and Parks Commissions; and Coastal Commission as public input on the City Staff's proposed 1) City Budget, 2) Draft Local Coastal Program Amendment, and 3) Parks Master Plan Update. Thank you. People for Ponto The following data is from the Carlsbad FY 2019-20 Budget Public Input Report: https://www.carlsbadca.gov/civicax/filebank/blobdload.aspx?Btob1D=38546 In reading the data different text treatment is used to differentiate between actual page number and text in the Report, Important Report text, and public comments and analysis of Report text. Following is a legend to those text treatments: ► (p.X) is the Report page number where the information is found, and normal text is the actual Report text. ► Text in Bold Face is particularly important Report text. ► Arrow bullets and Text in Bold Italic Text are analysis and comments on the Report's information. Introduction (p. 3): • Members of the public have a right to be involved in decisions affecting their lives. • It is the city1s responsibility to seek out and facilitate the involvement of those interested in or affected by a dedsion. The city errs on the side of reaching out to people who might not be interested, rather than potentially missing people who are. • City staff provide balanced and factual information to the public and do not engage in advocacy. • Public dialogue strives for a focus on values over interests and positions. • Public involvement planning is coordinated across all city departments to ensure consistency and avoid process fatigue. On (p. 5) specific Verbatim Public Input was generalized by Ctty Staff as follows: Main Themes: The following themes were a high priority overall: • Neighborhood quality of life • Access to nature, trails and open space • Environmental sustainability • Traffic and mobility Most Important Services: City services ih the following areas were identified as the most important: • Neighborhood quality of life • Parks and recreation • Law enforcement • Fire and paramedic service Page 2 of 11 • Environmental sustainability Specific Areas for Budget Enhancement: When asked which services they would like to see enhanced in next year1s budget, the top five responses were: • Neighborhood quality of life • Parks and recreation • Environmental sustainability • Mobility/transportation • Arts and culture ► The lack of a Coastal Park at Ponto impacts all South Carlsbad neighborhoods' quality of life. Carlsbad's Park Master Plan documents that Ponto and Coastal South Carlsbad are "not served" by parks and Ponto and Coastal South Carlsbad is an area of park "inequity" ► The City and CA Coastal Commission are required to consider and document the need for a "Public Park" before any planning to allow any land use on Ponto Planning Area F. For over 10-years the City failed to disclose and follow this requirement -making multiple "Ponto planning mistakes". The City will now have to correct its multiple «Ponto planning mistakes" as part of the Draft Local Coastal Program Amendment ► The lack of a Park at Ponto also impacts both Environmental Sustainability and Mobility/Transportation: o Prevents parks within walking distance, forces driving (and the need for more parking in our Park) to access parks. o Forces South Carlsbad Neighborhoods to drive long distances to North Carlsbad and/or Encinitas to access a Coastal Park o Congests North Carlsbad and/or Encinitas Coastal Parks with South Carlsbad Coastal Park demands o Congests North Carlsbad and/or Encinitas roadways and parking facilities with South Carlsbad Coastal Park demands. o Importantly, it would forever negatively impact the economic sustainability of Carlsbad's Visitor industry. There are thousands of inland South Carlsbad resort/hotel rooms that have no access to a Coastal Park. This will ultimately undermine the attractiveness and competitiveness of South Carlsbad's Visitor industry and the tax revenue the City receives from that industry. Word Maps (pp 6-8) Staff provided 3 'word maps' saying the show the words mentioned at the March 4th 2020 workshop attend by 38 citizens. ► There is citizen concern about the accuracy of these word maps and what is conveyed on pages 6-8 of the Report. ► Several of those 38 citizens, provided specific written (individual index cards) and verbal (round table flip chart notes) Pubic Input several stating the need for a "Ponto Coastal Park", another mentioned a "liner Park", and several mentioned the "Senior Center", all these written/verbal comments were not accurately documented or reported on pages 6-8. It appears the City Staff interrupted and translated/transformed the actual citizen comments (as documented in the index cards and flip chart notes) when creating the word maps. There is a concern that specific citizen input provided at the actual workshop was not accurately Page 3 of 11 reported in the Public Input Repot to the City Council. As citizens we are concerned that our input is accurately reported and conveyed to the City Council. ► Surprisingly no word map was provided in the Report for the much larger (1,330 to 1,710 person) March 5-22, 2019 Public Input process. Following is the actual word map the city showed participants at the March 4, 2019 Public Input Workshop. The image of the word map was taken with a participant's cell phone. It summarized the magnitude of citizen needs/desires expressed at this larger Budget workshop. The word map graphic above from the March 4, 2019 Workshop although not summarized by Staff in the Report is clearly documented in the Verbatim Comments (Public Input) that was included in pages 24-91 of the Report and accounted for below. Verbatim Comments (pp 24-91): Number of times a specific Place Name was mentioned: • Ponto, Zone 9, and Southwest Carlsbad: 85 times (see below for list of Verbatim Public Input) • Village: 23 times, this is 27% as much as Ponto area • Carlsbad Senior Center: 7 times, this is 8% as much as Ponto area • Agua Hedionda lagoon: 3 times, this is 4% as much as Ponto area • New Village Arts: 3 times, this is 4% as much as Ponto area • Barrio: 2 times, this is 2% as much as Ponto area • Calaveras: 2 times, this is 2% as much as Ponto area • Alga Norte Park: 2 times, this is 2% as much as Ponto area Page 4 of 11 • Poinsettia Park: 2 times, this is 2% as much as Ponto area • Veterans Park: 2 times, this is 2% as much as Ponto area • Rancho Carrillo: 1 time, this is 1% as much as Ponto area -e Hub Park: 1 time, this is 1% as much as Ponto area • Crossings Golf Course: 1 time, this is 1% as much as Ponto area • Robertson Ranch: 1 time, this is 1% as much as Ponto area • Palomar Airport: 1 time, this is 1% as much as Ponto area ► As the Budget Public Input Report suggests, reading of each of the Verbatim Comments of actual public input should be done. The place names area specific list above does not include broad places such as "beaches" the names of specific roads, and other names that appeared vague. It is clear in reading through and counting the place name references that the Ponto area expressed as Ponto, Zone 9 (i.e. Local Facilities Management Plan Zone 9), and the coastal park references to Southwest Carlsbad and South Carlsbad was by far the greatest area of public input. This makes perfect sense in that for half of the City Ponto is the last significant vacant Coastal land available to address two of Carlsbad Citizens' most important budget concerns 'Neighborhood quality of life' and 'Parks and recreation' that relate to core community values around Carlsbad's "Beach", "small beach town character", and "valued open space". Following is the listing of the Verbatim Public Input {Appendix A in Public Input Report, pp 24- 91) that specifically referenced Ponto or a clear reference to Ponto such as Zone 9-0r Coastal Park needs in Southwest Carlsbad. There are many more comments such as "The purchase of remaining open space for preservation of the last remaining coastal areas." that logically and clearly refers to the Ponto situation. However these many additional comments were excluded from the list below since they did not specifically mention Ponto, Zone 9, or SW Carlsbad place names. Of the 85 citizen comments below specifically referencing Ponto, 77 or 90.6% were asking the City to budget for a Ponto Coastal Park. Only 8, or 9.4% of those citizen comments were not asking for a Ponto Costa/ Park. We are not sure if the 8 commenters knew about the City's now acknowledged "Ponto planning mistakes" dating back over the past 10-years, as the City only first briefly acknowledged this recently on (/28/20. We have found once citizens are truly aware of the facts and prior "Ponto planning mistakes" there is almost uniform desire for a Ponto Coastal Park. There is citizen concern that these ,rPonto planning mistakes" are not being fully, openly and accurately being disclosed to Citizens during the various Public Input processes, thus tainting those Public Input processes. Verbatim Ponto City Budget Public Input from pages 24-91 of FY 2019-20 Budget Public Input Report: 1. My biggest disappointment is the lack of park facilities in my section of the city, near South Ponto Beach. Lots of open land but no park within at least 2 miles. This should be a city priority 2. It used to be the beach but now Ponto & South Carlsbad are more like rocky shores. I'd like to see the rocks cleared up and more sand added to these beaches 3. COMMENT TRAFFIC IS BEING SPAMMED HERE TO PUSH THIS PONTO PARk PLOY (PPP) Develop Ponto and have the hotel maintin our beach! It's all rocks currently! 4. Ponto Beach. We do NOT need a commercial development or hotel there. That needs to be a park and/or open space for future generations. Page 5 of11 5. Ponto beach. 6. Don't ruin South Ponto Beach with condos and/or hotel, need to restore the sand on the beach. 7. Like most residents and visitors I treasure the beach. I feel the highest priority should be open space and parks that serve the beach region. Particularly important is the open space still available in the Ponto region. There is ample space here for an extraordinary area of open space and even a park. There is not one of either of these in the southwest quadrant near the beach. Children cannot walk safely to a park from that area. Open space and a park in the Ponto area would serve all residents, visitors, and the business community. 8. Beaches, parks, safe neighborhoods, OPEN SPACE! Need Beach parks like Del Mar Powerhouse/Sea Grove Park & Encinitas Community Park. Ponto Beach needs some attention. 9. I love the beach and the parks and fields and open space and hiking trails in Carlsbad. I wish we had more!! We have had 3 kids in sports in Carlsbad. Currently, field/park space is very limited and often over committed. Currently, there aren't enough fields to meet the need of the community. Adding more parks and fields would create a better community in the following ways.... The sports played on these fields help keep our kids fit and healthy; It keeps kids busy and out of trouble; It fosters friendships and community; it teaches team work and fosters dedication and teaches a willingness to help others succeed; it brings in community$$ from other teams who come to play on Carlsbad fields; It's a wonderful way to showcase our city to others who will want to return thus helping grow tourism. Additional Parks would offer the same benefits. We do not need more high density building. And, Please do NOT ruin Ponto with more building!!!!!!! 10. We love the beach and the small-town feel Carlsbad has. We love the scattered open spaces and trails. Carlsbad is a great place to live and spend time outdoors, like the Ponto area. Let's keep it that way by not developing every last square foot into a condo compJex, hotel or shopping mall, if that's what you want please move to Oceanside. 11. Let us protect the valuable open space that is left and not develop every square inch. Especially at the beach, let us save the land across the coast highway from Ponto Beach and make a beautiful park, not more condos and hotels. Carlsbad is in great financial shape and does not need to go after every development and tax dollar it can get. Some things are more important, like quality of life, than a fat wallet. I know that this will fall upon deaf ears amongst the two older members of the City Council, but maybe some rearranging of priorities is in order. 12. Would love to see the last areas of open land to stay that way. I have lived here for 25 years and have seen a tremendous amount of development eating away at the open beauty of the area. We have enough shopping centers and homes. Please leave the area at Ponto open and do not approve the Ponto development. 13. Keep Ponto Beach development free! 14. Preserving Open Space and Building Ponto Park in the South West Quadrant! 15. I second Tisha Klingensmith's comment and all the others regarding Ponto Beach development. 16. Preserving open space and maintaining high quality Parks and Rec with park location emphasis on geographical location. It's time to build a park in the SW quadrant near the beach for locals and visitors alike. Veterans Park is not a solution for each quadrant's deficiency, particularly in the south. 17. We need more parks, especially in southwest Carlsbad! 18. I agree, we need more parks and open space. I live in Zone 9 and don't have apark anywhere within walking distance. 19. We need to continue to preserve open space and NOT develop Ponto into an awful condo complex. We would love a park! Page 6 of 11 20. We heed a park in the Ponto area and not a development. tt is the last open space next to the beach left 21. I agree with the need to preserve open space throughout Carlsbad and NOT develop Pohto into awful condo complex. 22. We need to preserve our open space --it's what keeps the city feeling like a small town. We need more parks -esp one at Ponto in the SW quad! 23. Preserve the open space and build a park in SW quadrant at Ponto. We do not need or want any more huge developments, especially right by the beach in one of the last remaining open spaces. Once it's built, you can't un-build it. Build Ponto Park in SW quadrant. Do the right thing. Especially for our children and grandchildren. They won't thank us for building outrageously tall high density condos, hotels and unnecessary shops right by our gorgeous beaches. The only people this benefits are some wealthy developers, not the people of Carlsbad. Think long term, not short temi. We have a beautiful city and community-preserve it now or Lt's gone forever! 24. We really need a park in the southwest quad by the beach. This could be an amazing asset (on SO many levels) for the community and visitors alike. The revenue stream would return the city investment in spades! 25. Parks. Needed in Ponto area our children in this area don't have a close park. And the house lots in our area are small. 26. I agree that we should be very mindful that the citizens of Carlsbad voted out the retail space plan at the power plant site a few years ago. The new Ponto project should not replace that. Citizens should be part of the decision to build out that area 27. We need to presetve our open space and we need a park at Ponto! 28. We need a park in the Southwest quadrant of our community. Safety in the community Is what we like best in this area 29. Carlsbad's small town feel, friendly atmosphere and location has made it our ideal place to live for the past 20 years, We live across from South Ponto Beach and DESPERATELY need a park for our area residents. It would be sad to see the area overbuilt with high density projects and not retain some of the open space at this southern entrance to our "Village by the Sea". PLEASE help preserve some of its appeal before it is too late. 30. I love the quaintness of the Village, the open land areas, trails, small businesses and the arts. A huge NO to PONTO. Please stop the excessive building and development of the open areas of our beautiful and unique city. We have lived here for over 30 years and are sad to see so much over development. Keep our special village a village, and please don't turn it into another ordinary city. 31. Favorite is small town feel and the beach --the beach provides us with all the open space we need. The city has enough open space with all the lagoons, etc. --we don't need any more parks --especially at PONTO --1 am thrilled to see and drive by every day the new resort at La Costa which is in Encinitas and that is what we need here at the South end of Carlsbad --more residential --NO more open space 32 . What I love about Carlsbad is that it has a small village feel but it also has the beach and some restaurants and then little town. I really would like more to walk to around the Ponto area. Specifically I think it should be. more of a beat centered area with places to grab ice cream or grab some food or a coffee and walk to the beach. 33. I love that our village that is not a strip of 101. The quaint cottages helped Carlsbad have a downtown feel. It has several streets with unique interest. I love the Trees on Grand! The landscape of the trees setting the height of the town. Unfortunately the taller buildings are killing that. Vertical dwellings are taking over ... think of the reason you travel to Europe. It's not Page 7 of 11 for Developers Generica. We also want the NRG power plant space into a Park ... and ... I would LOVE for the city to finish the rail trail to Ponto. Imagine taking a trail to Ponto? It would be a dream! 34. Our San Pacifico Community and the surrounding neighborhoods need a local park. So far Carlsbad has no real performing arts venue of any size to meet the needs of a city of more than 100,000. This should be a serious consideration when the new civic center is being designed. 35. We need more coastal parks and open space. Especially in zone 9 36. protect more open space, including Ponto 37. We need Veterans Park completed and Ponto park developed. Everyone in Carlsbad is engaged and we have been talking about the park deficits for a while now. Veterans park is over-due!! f 38. Our libraries are the best in the region! But I have to put them 4th to our Neighborhood quality of life, which is being impacted by huge developments destroying our property values, our piece of mind and privacy. We do need to insure that our envirohtnent is cared for, since all of these housing projects are going in. I do love our parks but we need to insure that the SW quadrant has their share of parks {think-Ponto). 39. Zone 9 (in southwest Carlsbad) does not have a park within walking distance! I hope the City can remedy this. 40. Ponto needs a park not a hotel or more condos. Please stop building on every last piece of land 41. See previous comment concerning the lack of a local, beach oriented park in the South Ponto area. Ditto a performing arts venue. 42. PLS get the Ponto Proyect development going ..... , that area of Carlsbad needs it asap 43. I support Ponto Development. Pl s get it going .. . 44. Ponto has 2 miles of unobstructed beach access and a lagoon that already act as a ''park within walking distance". The Ponto project was approved long ago and is part of the citizen approved master plan. Please get it done. 45. Strengthen and protect the financial stability of the City. Businesses pay a significant amount of taxes, property, sales and income and those employed spend and live here. Encourage affordable housing opportunities for everyone, think outside the box and find some unique solutions. Complete build out in areas available, Ponto Beach is a great opportunity and the project is well thought out, get it built. And please don't become a 'Nanny City' and waste t ime to pass frivolous laws restricting straws, plastic bags, soda consumption, etc. 46. Development of open space and parking space in the Ponto region 47. Specifically, I want the city to remedy the lack of equal access to parks and trails evident in the southwest quadrant of the city. I support a park project at Ponto: in the long run, the south coastal gateway to Carlsbad needs a welcoming park with beach access and supporting facilities. Though less extensive than Village beach areas, good design would merge a Ponto park with access to beach and access to the 'memorial area on the bluff at city border with the ecology of the Batiquitos Lagoon adjacent to make a marvelous creek to beach environment accessible for all and ever. 48. There are two miles of unobstructed beach plus the lagoon within "walking distance" of the neighborhoods near Ponto. The project was approved long ago and is part of the Master Plan approved by the citizens of Carlsbad. Zoning changes and project vote downs are often just another way to steal private property. 49. Local park deficits continue to be a problem. Let's please support Ponto Park development. We as a city are losing an unobstructed landmark in our community. Please share some of that with local residents. And, did I mention parking?? 50. The extreme southwestern (Ponto) area of Carlsbad does not have a park within walking distance -this is my top priority to fix. Page 8 of 11 51. We have wonderful neighborhood parks, but not in Ponto and it's on the beach; Veteran's Park is more of a hiker/nature lover's place to enjoy nature. 52. We need a park at Ponto -to serve not only residents, but visitors and tourists. 53. A park is much needed in SW Quadrant of the city 54. Ponto Park. So much has been done for businesses, tourism, etc. This is the last bit of Carlsbad coast line left. And the residents could use more park space in the south part of the City. I don't want to see this area developed. Carlsbad has become overdeveloped. 55. I want to see a park for the Ponto road area. I feel that that area should not be used for condo - residential development. It is so important to showcase that wonderful piece of property, which is so rare to find all up the coast of calif. and would be a welcomed park for all as you drive north into Carlsbad. ALSO I am very concerned that the Palomar Airport and the larger airplanes the new plan will bring and ask that the city stay involved to support our concerns, thank you for help I appreciate all off the councils work. 56. Ponto area open space and park development 57. Take control of our coastline, bring fire rings to Ponto beach, every family should have the experience of gathering around a roaring fire on evening. 58. Cancel the Ponto development tragedy. Build a free park and keep the free beach parking there. 59. Buy the land for opeh space on Ponto Drive and build a park in Zone 9 that has no park even though developers paid into the pa rk fees for 20 + years. 60. support Ponto development 61. Now that we have removed the jetty and allowed Warm Waters to wash away, and now we are planning to build on Ponto, where will locals access the beach? If 50% of responders stated the beach is the best part of Carlsbad living, why are continually squandering this gift? I know the council would live to sell Agua Hedionda to a developer too. When will there be decisions made to maintain our quality of life? Furthermore, I selected transportation because my commute time has DOUBLED in the past 5 years. The 55mph speed limit on El Camino is a joke. It takes me 2 light cycles just to cross each intersection now due to this unmitigated growth with no regard for how people will get around. I'm continually dismayed by this city. 62. Preserve the open space at Ponto. Keep traffic under control. 63. Preserve open space in zone 9 64. Money for persevering open space in zone 9 and building parks in the SW quadrant! 65. More parks and open space in Southwest Carlsbad! 66. Why another proposed hotel at Ponto? There are an abundance of hotels & stores already available ---even more than necessary. Preserving nature & some green space is more important than more concrete & businesses with "lease available" signs everywhere! 67. Prop to aid Ponto to keep it natural, as park area & natural habitat. 68. Put budget money towards Parks and Recreation, specifically Preserving Open Space in Zone 9 and Building #PontoPark in the SW Quadrant (p 84) 69. Please put budget money towards Parks and Recreation, specifically Preserving Open Space in Zone 9 and Building #PontoPark in the SW Quadrant (p 85) 70. need a park in the southwest Carlsbad post development 71. Parks in southwest Carlsbad! 72 . Zone 9's lack of park and open space is sad. The SW quadrant needs: more places to take kids to play, seniors to walk and get outside, and for the community to gather. A park at Ponto would be an ideal place for that and would make for a beautiful and welcoming entry into Carlsbad for locals and tourists. 73. We need a park site near Ponto Beach on the property now slated for a 5 star hotel which has not been built despite attempts by several developers over the last ten plus years. Page 9 of 11 74. Please spend more on Parks and Recreation. We need to Preserve Open Space in Zone 9 and Build Ponto Park in the SW Quadrant. We do not need more homes congesting the already packed Coast Hwy. Adding sand to Ponto Beach would be nice too -too rocky! 75. I'm asking the City to put budget money towards Parks and Recreation, specifically Preserving Open Space in Zone 9 and Building #PontoPark in the SW Quadrant -this will enhance the quality of life in Carlsbad, contribute to the highest and best use, meet the requirement to have a park in this area, and make the area so desirable that it will allow raising of local tax rates {I don't believe I'm saying this). Best Regards, David Johnson 76. Put some park and playgrounds in SW Carlsbad. There are none near Ponto, yet there are open spaces, near Avenida Encinas and 101. Nothing to walk to. Thank you 77. We could really use a park in southwest Carlsbad especially the San Pacifico area. Thank you 78. Work toward filling the deficit in parks and open space in the Southwest part of Carlsbad, especially Ponto. 79. Would truly love the Ponto Beach Park! As a resident of South Carlsbad we need this!!! 80. There are no Parks in South Carlsbad. We are neglected here yet I pay very high taxes. 81. Build a Park at Ponto! Keep the open space! 82. I would like to see the city buy the Ponto property and develop it into a park. 83. Build a park at ponto 84. Appropriate development of open space and park space in the Ponto region. We are currently at huge deficit of both of these in the Ponto region 85. We are very quickly running out of open space. This is probably one of the most beautiful areas in the country, we need to preserve that beauty and maintain some open space. The open land near South Ponto beach must be preserved. There are no parks in the area, developing that area would not only add to the pollution but it would sacrifice one of the most beautiful parts of Carlsbad. Towns and Cities across the country are prioritizing open space that is so important, it is time we did that in Carlsbad. We need open space near Ponto Beach. A few of the many Citizens asking the City Council to budget for a much needed Ponto Coastal Park Page 10 of 11 ii,✓ ;, ... ,-,_, Presentation Of The Fiscal Year 2019-20 Preliminary Operating Budget And Capital Improvement Pr6gra Presentation Of The Fiscal Year 2019-20 Prelirni11 Operating Budget And Capital lmproveme rog'i r · .. Page 11 of 11 Sheila Cobian · From: Sent: To: Ct: Subject: drdianeb@aol.com Tuesday, June 02, 2020 4:06 AM City Clerk; Council Internet Email info@peopleforponto.com Agenda Item #8 Please read at the June 2nd City Council Meeting -Agenda Item #8 (Fiscal Year '20-'21 Preliminary Operating Budget) Dear Mayor & City Council: I am Diane Bedrosian and I have lived in Carlsbad for 28 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. 1 want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all ages to enjoy. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things related to: Planning Area F, including the official public records for Carlsbad's City Budget1 draft Local Coastal Program Amendment, and Parks Master Plan Update; and, the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Diane Bedrosian Carlsbad District 2 Resident CAUTION: Do not open attachments or click on links unless you recognize the sender and /mow the content ,s safe 1 Sheila Cobian From: Sent: To: Subject: Dear Mayor and City Council, harrisrad@aol.com Tuesday, June 02, 2020 6:56 AM City Clerk Please read at the June 2nd City Council Meeting Agenda Item: Budget I am Kristin Peters, I have lived in Carlsbad since 1977. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there Is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase P!anning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy; not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Bud.get, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Kristin Peters CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Sheila Cobian From: Sent: To: Cc: Subject: Stacy King <stacy.king.us@gmail.com> Tuesday, June 02, 2020 7:39 AM City Clerk; Cori Schumacher; Priya Bhat-Patel People for Ponto Ponto Park Comments for CIP Budget I would like for our comments to be read aloud. My name is Stacy King and I and my husband have a home in Carlsbad. We have lived in Carlsbad for 19 years and have been here long enough to know that there is a 6.6-acre park deficit in the southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9, of 25 zones in total, due to poor planning from years prior that was never updated or improved. The City has hidden behind its poor planning for years. We think it's extremely important to finally budget money for a Capital Improvement Program (CIP) toward the purchase of the Ponto property and to build a park to serve residents and visitors of Carlsbad alike. This property is currently for sale and my husband and I believe the City should contact the owner to explore purchasing the site for a park on the coastal property, otherwise know as Planning Area F. This area is pristine and one of the few remaining spaces of open coastal land. If it's developed for residential use then the land for public use, enjoyment, recreation, and learning will be gone forever. We believe the property should reflect the spirit of Carlsbad and remain a treasured open area. We think it's extremely important to build Ponto right and that means starting the process right now, not 1 O years from now or never. We request that our comments be put on record in the official public record for Planning Area F, including the official public records for Carlsbad's City Budget, its draft Local Coastal Program Amendment, its Parks Master Plan Update; and for the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Stacy and Chris King CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. l Mayor and City Council Members City of Carlsbad 1200 Carlsbad Village Drive Carlsbad, CA 92008 June 1, 2020 Subject: Comments on City of Carlsbad FY 2020-21 Preliminary Operating Budget and Capital Improvement Program (CIP), City Council Special Meeting Agenda Item 8, Scheduled for Tuesday, June 2, 2020 at 3 p.m. -Virtual Meeting Due to Covid-19 Pandemic PLEASE READ INTO THE RECORD Dear Carlsbad Mayor and City Council: The Batiquitos Lagoon Foundation (BLF) is pleased to offer our comments! On April 5, 2019, the BLF submitted a letter to you entitled South Carlsbad Ponto Beach Area F Opportunity for Partnerships to Benefit the City of Carlsbad and North San Diego County, a copy attached. To date, we have not received any reaction or reply from the city. As you consider your FY 2020- 21 budget, including your CIP, we strongly ask that you consider the opportunities that Planning area F provides as one of the last undeveloped property in South Carlsbad and the Ponto Beach community. This area represents a gateway between the Cities of Carlsbad and Encinitas and an opportunity to increase the significant tourist-serving regional must-visit gem that we all can be proud of. South Carlsbad is also an area that lacks a city park as area residents have addressed to you for many years. Now is the time to acknowledge this strategic opportunity and demonstrate that the City has a vision for the future. We support the local community's interests for the area and ask that you seriously address this strategic opportunity during your budgetary deliberations. On another matter, The Corona Virus Pandemic has challenged the City in terms of public health directives and associated restrictions. The issue of enforcement, educating the public, and changing behavior has certainly stressed our fire, lifeguard, police, and park ranger resources! We understand that Carlsbad Police are authorized to hire up to 5 park rangers yet have hired only 2 to 3. The BLF strongly recommends that the City operating budget be adjusted to hire at least the 5 authorized positions, with consideration for adding a few more. With more area to patrol, we feel that this increase is fully justified to ensure public safety in this era of Covid-19 which can be expected to last for some time. Users of our lagoon trails have been continuing to report non-compliance with public health directives for social Page :Z distancing and the wearing of masks. We suspect that with the focus on coastal beaches and public parks, our trail system is not currently being patrolled as much. We ask for your help. Thank you 1n advance for your consideration. Please fe.el free to contact me at (760) 710-9644 (Mobile phone) or email: sandguist2@earthlink.net, BLF Board Member; David Hill, (619) 540- 1778 (Mobile phone) or email: dashill4551@gmail.com, BLF Board Member, Jeff Regan, (760) 415-7132 or email: jr66outback@gmail.com, or BLF Board Member, Lance Schulte, (760) 805- 3525 or email: meyers-schulte@sbcglobal.net if you have any questions or require any further information. We look forward to hearing from you! Sincerely, 11~27 Fred C. Sandquist President and Board Member Mayor and City Council Members City of Carlsbad 1200 Carlsbad Village Drive Carlsbad, CA 92008 April 5, 2019 Subject: South Carlsbad Ponto Beach Area F Opportunity for Partnerships to Benefit the City of Carlsbad and North San Diego County Dear Carlsbad Mayor and City Council: The Batiquitos Lagoon Foundation (BLF) proposes in principle establishing a partnership with the City of Carlsbad for acquisition of property and creating aesthetically-pleasing development of a West Batiquitos Lagoon area associated with implementation of Carlsbad's Local Coastal Program requirements for Planning Area F, and Coastal Priority Use and City Park planning. This significant area is one of the last remaining areas near the beach within the City for development. This area also serves as the gateway between the cities of Encinitas and Carlsbad along Pacific Coast Highway (PCH) 101. With a boutique hotel under construction along the highway at the border between the two cities, another 5-star hotel planned in the area (i.e., by Kam Sang), existing hotels along the coast nearby, and proximity to South Carlsbad State Beach and campground (one of the most popular in the state), this area has the potential for becoming a local hot spot and tourist-serving place to visit for residents throughout t he county: The BLF had a representative nominated to and served on the City of Carlsbad's Open-space Citizens Advisory Committee, Envision Carlsbad (EC3) project committee, the Ponto Beachfront Village Development Plan Committee, and the General Plan Update effort. This experience has provided us with significant insight into and appreciation of the challenges associated with development in the coastal zone, especially close to the beach. As part of each meeting, citizens of Carlsbad had the opportunity to voice their issues, concerns, and comment on committee discussions and decisions. Many committee meetings afforded two opportunities for the public to address the committees -a bonus. This process provided the necessary transparency and presented the committees with valuable information. The BLF strongly endorses using this process if our proposed partnership effort is accepted. The BLF also was recently invited to join, and has accepted a seat on, California State Assembly Member Tasha Boerner Horvath's 76th District Advisory Council on the Environment, Water and Sustainability. The opportunity triggering our partnership request was the recent withdrawal of plans to develop the Shopoff project and their filing of a Quitclaim Deed that formally severed project funding. The approximately 10-acre property, San Diego County APN 216-140-43, is now available and back on the market. According to the San Diego County Assessor's office, the Page 4 2018 assessed value of the property is $14,258,433. Due to the latest unsuccessful attempt to develop the site, the purchase price is expected t,o be lower. The BLF proposes working in partnership with the City of Carlsbad to purchase this and other properties, explore sources offunding, develop purchase and development strategies, and develop an appropriate plan of action and milestones. We see many significant opportunities associated with this partnership to develop a true Gateway to Carlsbad from the south. Other properties in the area should also be considered. The BLF's vision of potential benefits associated with this opportunity are defined in the following graphic and described in the associated table. South Carlsbad Property of Interest., APN 216-140-43-00 (Former ShopOff Project Site) Potential Opportunities and Associated Benefits Opportunity Benefit It is a large site and represents the City's last A public park would provide a meaningful opportunity to provide a meaningful coastal coastal public park for South Carlsbad and public park in South Carlsbad for future address a four to six-mile gap in parks along generations. The BLF prefers a passive the coast. There is a critical need for a nature-focused park that includes trails and is coastal park for South Carlsbad in the West landscaped with indigenous trees and plants. Batiquitos Lagoon Area . The BLF believes Park benches could be placed for people to developing a coastal area park would be sit and enjoy the outdoors. Park design must highly consistent with Carlsbad's General include public input and consider open space, Plan, vision, and Local Coastal Program, and habitat value, and proximity to Batiquitos would help alleviate deficiencies in coastal Lagoon and its flora and fauna. park and open space. Public and local community Involvement in the process would create a win-win for everyone and foster a sense of ownership and sustainable partnerships. Provide significant public trail linkage and Provides for a more enjoyable public access to South Carlsbad State Beach and recreational experience for the local campground, with a safe public crossing of community and many visitors. The additional Pacific Coast Highway 101. public trail segments, by linking up with others, would improve the value and usability of the other trails. It also would give pedestrians a safe path to the coast. Provide a sustainable World Class center for This would provide a key public outreach hub environmental science education. The BLF for all visitors. Educational topics would would welcome the opportunity to plan, include: marine science; the environment; help, design, and manage the center. The our Native American heritage; local wildlife BLF would provide volunteer staffing, host (birds, mammals, marine life); astronomy; school programs and other educational local geology; water quality issues; the programs like those being held at our watershed; climate change and sea level rise Gabbiano Lane Nature Center, and much impacts; and invasive plants and restoration more. issues. The center would offer internships and community service opportunities, project opportunities for Boy and Girl Scout Eagle Scouts and others and provide summer day and overnight camping events. The proposed center would also provide a facility for special events. Area surfing history and activities cou ld also be provided. Much needed and in-demand public restrooms would be available. Pae.e 6 Provide the opportunity to construct a key The public experience when using the trails. rail-trait link with the expanded Poinsettia would be enhanced significantly. The nearby Carlsbad Coaster station to the north of the Coaster station would provide easy regional site. Existing space is available for such a trail access from Oceanside and beyond, and from along the western side of the railroad right-San Diego stops to the south. This would also of-way. The rail-trail could also continue reduce the need for visitors to drive to the south under the existing Avenida Encinas area, reducihg traffic and harmful carbon bridge. The bridge would provide safe emissions. Existing bus service to the Coaster railroad track crossing for trail users. Trail station and the site would further reduce car linkage to existing public trails along the east traffic. side of the railroad tracks would also be available. The BLF would support the construction of an A restaurant, a11d a coffee and sandwich shop aesthetically tasteful community-blending would provide a significant incentive for the high-end two-story restaurant with a deck community and many tourists to visit overlooking the beach area. The site could Carlsbad. Users of South Carlsbad State also support a similarly well-designed shop Beach would be expected to also take offering coffee, pastries, beverage, and advantage of such a facility. Visitors would sandwiches on the lower level. also be able to take their coffee, beverages, and sandwiches to picnic in the area. Evening educational programs and movies . could also be conducted and shown (e.g., environmental education, travel, wildlife, astronomy). Provide for tourist-serving and visitor Such collaborations and partnerships would industry collaborations and partnerships establish a sustainable stakeholder cadre of elsewhere in the BLER lagoon area, including supporters for area vision. Area businesses east of 1-5 (e.g., Park Hyatt Aviara Resort and would receive economic benefits from Spa, Four Seasons Residence Club, Omni La increased visitors to the area as it becomes a Costa Resort and Spa, t_he Carlsbad Chamber local and regional hot spot! of Commerce business community). In summary, the BLF believes we have a once-in-a-generation opportunity for West Batiquitos Lagoon and South Carlsbad. We would appreciate your thoughts on our proposal and welcome the opportunity to make a formal presentation to you and the City Council if deemed appropriate. A City Council workshop might offer an opportunity to discuss this in a more informal session to develop a strategy for moving forward. Please feel free to contact me at (760) 710-9644 (Mobile phone) or email at sandguist2@earthlink.net, or BLF Vice President, Deborah Mossa at {760) 331-9142 or email deborahmossa@gmail.com if you have any questions or require any further information. We look forward to hearing from you! . Sincerely, J/f1* Fred C. Sandquist President and Board Member Copy to: City of Carlsbad: Scott Chadwick, City Manager Debbie Fountain, Director, Community and Economic Development Chris Hazeltine, Parks and Recreation Director Kyle Lancaster, Parks and Recreation Don Neu, Director, Planning Planning Commission Parks and Recreation Commission State of California: Tasha Boerner Horvath, District 76 Assembly Woman Katie Saad, District Director for District 76 Assembly Woman Horvath Tim Dillingham, CDFW South Coast Lands Manager Gabriel Penaflor CDFW, Batiquitos Lagoon Ecological Reserve Manager Megan Cooper, Coastal Conservancy, South Coast Regional Manager Deborah Ruddock, Coastal Conservancy Program Manager Sam Schuchat, Coastal Conservancy Executive Officer Andrew Willis, Coastal Commission, Southern California Enforcement Supervisor Gabe Buhr, Coastal Commission, Local Coastal Program Manager John P. Donnelly, Wildlife Conservation Board, Executive Director Cort Hitchens, Coastal Commission, Coastal Program Analyst Erin Prahler, Coastal Commission, Coastal Program Analyst County of San Diego: Jim Desmond, District 5 Supervisor San Diego Association of Governments (SAN DAG): Hon. Catherine Blakespear, Vice Chair, Board of Directors Keith Greer, Principal Regional Planner Hasan lkhrata, Executive Director Kim Smith, Senior Environmental Planner Hon. Steve Vaus, Chair, Board of Directors Federal Government: Carolyn Lieberman, United States Fish and Wildlife Service, Carlsbad Field Office 8atiquitos Lagoon Foundation Board Pag.E 7 Sheila Cobian From: Sent: To: Cc: Subject: Dear Mayor and City Council Andy Palmer <andrewfpalmer@gmail.com> Tuesday, June 02, 2020 8:19 AM City Clerk info@peopleforponto.com Please read at the June 2nd City Council Meeting Agenda Item: Budget I am Andy Palmer and l have lived in Carlsbad for 3 years. I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Andy Palmer vi:11 ISUi:lU vr\ ;:;/LV I I CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Sheila Cobian From: Sent; To: Subject: Kelly Hendrickson <khendric25@yahoo.com> Tuesday, June 02, 2020 8:47 AM City Clerk Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council I am Kelly Hendrickson and I have lived in Carlsbad (San Pacifico). I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record iri the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Kelly Hendrickson Carlsbad, CA 92011 CA UT/ON: Do not open attachments or click on links unless you recognize the sender and know the content ,s safe 1 Peter Lel'-i Attorney at Law Tel: 858.525.3256 June 2, 2010 RE: Ponto Park Dear Mayor & City Council: Carlsbad, CA 92011 peter.lewi@masterpiecesd.com Please accept rhis letter in lieu of live testimony and read it into the Public Record at today's City Council meeting. My wife and I have lived in the San Pacifico Community in Carlsbad since 1999 and have thoroughly enjoyed the Carlsbad lifestyle and the many fine-amenities available to resiclents and visitors alike. There is, however, one glaring missing amenity which is the long overdue 6.6-acre park defidt in the Coastal Southwest Quadrant of Carlsbad and a 30-~cre open space deficit in Zone 9. I strongly urge the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area f and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. 1bis land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space. It is a treasure that should be developed into a space for all to enjoy. Please include my comments on record in the official public records for all things relating to Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission,s consideration ofCarlsbad>s draft Local Coastal Program Am~ndment. Your consideration of my request along with the many residents who have weighed in as being in favor of developing a Ponto Park will be appreciated. Sincerely, Peter Lewi Carlsbad, CA 92011 Sheila Cobian From: Sent: To: Subject: All Receive -Agenda Item # ~ For the Information of the: Date Ruth Utti <ruth@tennisutti.com> CM ""b,,,__ Monday, June 01, 2020 10:20 PM City Clerk from Ruth Utti RE: City Council Meeting 6/2/2020 Agenda Item: BUDGET Dear Mayor and City Council I am Ruth Utti and I have lived for 40 years in North Leucadia (Encinitas) just blocks from the proposed Ponto Park. I love this beach area and want to ensure it remains a wonderful place to live and visit. I am aware there is currently a 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to purchase the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space. It is a treasure and should be developed into a space for all to enjoy. It should not be zoned for residential development. Traffic on Highway 101 at La Costa Avenue will already be impacted by guests, vendors and visitors to. the multistory hotel which is in the final stages of construction. I ask you to Develop Ponto Right -I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Ruth Utti Encinitas, CA 92024 CAUTION.· Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Sheila Cobian From: Council lntemet Email Sent: Tuesday, June 02, 2020 9:02 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 4:35 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. La ncaste r@carlsbadca.gov>; I isa. urbach@pa rks. ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in .coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coasta·I Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently· ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you SIAN WELCH sianwelch@me.com Date submitted: 6/1/2020 6:32:27 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheifa Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:02 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.corn <info@peopleforponto.com> Sent: Monday, June 1, 2020 4:41 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin,Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal. Park would help resolves. 7. And most importantly, I am informed that the City is currentry ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Steve Ferguson Steveferguson992@gmail,com :ncintas, ca 92024 Date submitted: 6/1/2020 6:40:40 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content 1s safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:02 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 5:51 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. La ncaster@ca rlsbadca .gov>; Ii sa.urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, {south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has 'a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. I think it's very important for a community park at Ponto. We need to preserve the open space for the beauty as well as the community getting together. Thank you Mario DeAngelis mdeangelis25@gmail.com Carlsbad 92009. Date submitted: 6/1/2020 7:51:05 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:02 AM City Clerk To: Subject FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 7:18 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; 1<yle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca .gov; Kath lee n@carlsbad.org; Mike Pacheco <Mike .Pacheco@ca rlsbadca .gov>; gbu h r@coasta I .ca .gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area F at Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my positron known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto, I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. Native habitat should be restored as well Thank you Susan Wynn Sewynn@sbcglobal.net Cardiff, CA 92007 Date submitted: 6/1/2020 9:17:11 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION~ Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:02 AM City Clerk To: Subject fW: Develop Ponto Right -Support letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 7:28 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsba dca .gov>; Kyle la ncaster <Kyle. La ncaste r@carlsbadca.gov>; I isa. urbach@pa rl<s. ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coasta'I Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. f want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Dan VanDyck Dvandyckl@gmail.com Cardiff ca 92007 Date submitted: 6/1/2020 9:27:58 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving t hese emails click here . CAUTION: Do not open attachments or click on linl<s L1nless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:03 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Monday, June 1, 2020 7:30 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, 1 am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Angel Eastvold aeastvold@gmail.com Encinitas, CA 92024 Date submitted: 6/1/2020 9:28:34 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or cf/ck on links unless you recognize the sender and know the content is safe. 2. Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:07 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 7:08 AM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca,gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary. Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that L Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. S. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am recjuesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Sharon Shahnazarian Sharonsh10@gmail.com San Diego,CA Date submitted: 6/2/2020 9:06:16 AM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here. CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:07 AM City Clerk To: Subject: FW: Develop Ponto Right -Support letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 7:51 AM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft local Coastal Program Amendment. 2. There is no public park at Ponto even t hough City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stret ch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently Ignoring these issues and in the Draft local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor indust ry. I am not in favor offuture residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. Thank you Kathleen Grubbs Katymgrubbs@icloud.com San Diego, CA 92111 Date submitted: 6/2/2020 9:48:10 AM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of t he email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here. CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Sheila Cobian From: Council Internet Email Sent: Tuesday, June 02, 2020 9:07 AM City Clerk To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 8:15 AM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle. La ncaster@ca rlsbadca .gov>; lisa. u rbach@pa rks.ca .gov; Kathlee n@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadcq.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of pa rkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Thank you Sean Joy 1 seanjoy@hotmail.com Cardiff Date submitted: 6/2/2020 10:15:10 AM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe 2 Tammy Cloud-McMinn From: Sent: To: Subject: Mayor and City Council T. Owen Rassman <owen@rassman.com> Tuesday, June 2, 2020 10:46 AM All Receive -Agenda Item # • For the Information of the: ir i.OUNCIL Date CA .....-CC .,,,.-- CM ~CM -6CM (3 City Clerk; Matthew Hall; Council Internet Email; erin.prahler@coastal.ca.gov; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca .gov; People for Ponto Please read into public comment at June 2nd City Council meeting regarding agenda item 8 budget I have lived in Southern CA for 30 years and in Carlsbad for the last 3. This is an amazing city but I know it can be so much more, we have an obligation to our children & all those that come to enjoy the coast line to make it more. The land at Ponto {Planning area F) is a prime location to do something amazing with, something that matters and inspires joy. I am aware that the land is for sale and DO NOT wish to see a developer turn it into a condo complex when it could be the jewel of our City. I know the State of CA says we have to have a certain number of new houses, but they don't say they have to be crammed into one of the last remaining pieces of open coastal land. Build housing complexes closer to where offices and businesses are, build them inland and Project Ponto! I know CV19 has wreaked havoc on current revenues but also know the City is well prepared and that decisions being made today will have long lasting effects so we must think beyond the current state. I ask you to Develop Ponto Right-I ask you to put money in the upcoming budget to buy the land at planning areas F to build Ponto Park. I request that my comments be put on record in the official public records for ALL things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you T. Owen Rassman Carlsbad CA CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Bonnie Shaw <bonnie@clearpointagency.com> All Receive_ Agenda Item# _i? Tuesday, June 2, 2020 11 :14 AM For the Information of the: City Clerk CITY COUNCIL Letter for agenda item #8 at Carlsbad City Council Mewoo {.g/ ol_ CA ~cc ..,.......--::.,...----- CM __,. ,.1~CM ~CM {3) - Dear Carlsbad Mayor and City Council Members: As the City of Carlsbad considers the FY21 budget today, I urge the City to put budget towards parks and open spaces in South Carlsbad, particularly the Ponto Beach area. The open lot at the corner of 101 and Avenida Encinas is the last open space in the Ponto Beach area. It is an important gateway to Carlsbad and provides an opportunity to create a community space/park for visitors and tourists alike. A high-density condo project does not make sense in the space or the neighborhood there. I'm hopeful that the city will work to create community space that will benefit citizens, visitors and keep our beach area an attractive area we can all be proud of. Our beach areas are precious and worth the investment. Thank you for your consideration. Thank you for your service to Carlsbad! Sincerely, Bonnie Shaw 20-year Carlsbad resident !CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content! lis safe.I 1 Tammy Cloud-McMinn. From: Sent: To: Cc: Subject: Dear Mayor and City Council jodi marie jones <jodimariejones@hotmail.com> Tuesday, June 2, 2020 12:11 PM City Clerk Matthew Hall; Council Internet Email; 'Gabriel Buhr'; 'Erin Prahler'; Hitchens, Cort@Coastal; info ponto Please read into public comment at June 2nd City Council budget meeting, item 8 for Ponto Park / 353 words I've volunteered with People for Ponto for a few years and am amazed at the dedication, experience and the wealth of knowledge the team has . I, myself, still get confused at the difference between the Master Plan, the General Plan, the LCP, ect, ect .... But what I am not at all confused about is how special Ponto (Planning area F) is and what a rare opportunity The City has to develop it into an epic property for all to enjoy. Actions the City should take to Develop Ponto Right are so obvious. The fact that the community wants Ponto Park is so obvious and has been detailed in nearly 3,000 letters sent to the City and Coastal Commission. And yet, People for Ponto Supporters go unheard, unanswered and unsatisfied. In last year's Citizen budget survey, Open Space" is mentioned 313 times, "Parks" 237 times, and "Ponto" is mentioned 87 times. "Ponto" and "Ponto Park" were also top of mind at the budget workshops as shown in the below photo and yet the City has done nothing. In the Carlsbad residents survey, Parks and Open Space are top priorities for Districts 2, 3 & 4 and yet the Draft LCP proposes to change zoning to allow for building on one of the last pieces of coastal open space at Ponto. Carlsbad's own Community vision sets the priorities of: • Small town feel, beach community character and connectedness, • Open space and the natural environment, • Access to recreation and active, healthy lifestyles, • Neighborhood revitalization, community design and livability It's obvious Carlsbad Citizens and visitors of have spoken -now it's time for The Council to act. I ask you to Develop Ponto Right-I ask you budget money to buy the land available at Planning Area F and build Ponto Park. 1 I request that my comments be put on record in the official public records for ALL things Planning Area F, including the official public records for Carlsbad's City's Budget, Draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's Draft Local Coastal Program Amendment. Thank you Jodi M. Jones From the March 4th Budget Workshop 2 Tammy Cloud-McMinn From: Sent: To: Subject: Barbara Kesten <bkesten01@gmail.com > Tuesday, June 2, 2020 12:44 PM City Clerk; info@peopleforponto.com I wish to have my comment read into the record at City Council meeting for Agenda Item 8 I request that Carlsbad budgets for purchasing Planning Area F (the land at Ponto) for the purposes of a park for the use of residents, who desperately need open Coastal park space to enjoy. There are significant current deficiencies in Open Space and Park land in the South West Quadrant. Preserving this space NOW , as a public park , and coastal park will preserve space for future generations and our precious tourist and visitor industry. There are no Coastal Parks in all South Carlsbad, so 64,000 residents are without a coastal park. It's a 6 mile stretch of coastline without a park . I'm not in favor of future residential development at Ponto, and wish to preserve this last small amount of vacant land for Coastal recreation. Thank you for keeping Carlsbad green, for now, and our future generations. Barbara Kesten CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Mike Guerreiro <chief9toe@hotmail.com > Tuesday, June 2, 2020 12:45 PM City Clerk People for Ponto Carlsbad City Budget Please read at the June 2nd City Council Meeting Agenda Item: Budget Dear Mayor and City Council My name in Mike Guerreiro and I have lived in Carlsbad for 15 years. I have two school age children and I want to ensure Carlsbad remains a wonderful place to live and call home. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30- acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Mike Guerreiro and Family Carlsbad, CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Council Internet Email Tuesday, June 2, 2020 2:17 PM City Clerk FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 2:01 PM All Receive -Agenda Item # _B , . -- For the Information of the: _Crf~ COUNCIL ,,,,- Date ~ CA _:::-cc -_,/"' CM ~CM ~CM (3) _ To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick . <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 atre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F·and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. C'mon Council -this is a no-brainer! ! Let's get it going!!!!! 1 Thank you Robin Hansen mermamal@mac.com Date submitted: 6/2/2020 4:00:36 PM *This email was sent on behalf of the ·person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receivingthese emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 From:Council Internet Email To:City Clerk Subject:FW: Develop Ponto Right - Support Letter Date:Tuesday, June 2, 2020 3:06:09 PM From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 3:02 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right - Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area F at Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. Thank you Janelle Wilson Janellewilson@yahoo.com , Encinitas, CA 92024 Date submitted: 6/2/2020 5:00:40 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. Sheila Cobian From: Sent: To: Subject: Dear City Clerk Diane Nygaard <dnygaard3@gmail.com> Tuesday, June 02, 2020 9:32 AM · City Clerk Comments# 8-City Budget June 2 Please read the following comments into the record for #8 tonight. Thank You Diane Nygaard Honorable Mayor and City Council Diane Nygaard on Behalf of Preserve Calavera Now, more than ever, we appreciate our parks, open· ?pace and trails. And now, more than ever it is important they are safe for everyone. ' As recent trail use increases, violations have increased too. As more trails are added each year more eyes are needed on the grounc;l. The Rangers have proven their worth in public education, and enforcement when needed. to help achieve that safety. The Open Space Management Plan adopted over 10 years ago Justified the need for 5 Rangers-not just the 2 you have today .. At coalition meetings with Chief Galucci and his staff last year he supported increasing the number of Rangers. This is a cost effective way to enhance the trail experience for everyone and to allow our at risk populations to begin to get back out there, Rangers support public safety at parks beaches, open space and trails so their work benefits the entire community. · Please fund additional.Rangers iri this budget. !CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content! j;s safe.I · 1 Tammy Cloud-McMinn From: Council Internet Email Tuesday, June 2, 2020 3:38 PM City Clerk Sent: To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 3:32 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@ca rlsbadca .gov>; Kyle Lancaster <Kyle. La ncaster@ca rlsbadca .gov>; lisa.urbach@parks.ca .gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Lola Briles Swank lswank@cox.net Date submitted: 6/2/2020 5:32:04 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Council Internet Email Tuesday, June 2, 2020 4:04 PM City Clerk Sent: To: Subject: FW: Develop Ponto Right -Support Letter From: info@peopleforponto.com <info@peopleforponto.com> Sent: Tuesday, June 2, 2020 3:42 PM To: Matthew Hall <Matt.Hall@carlsbadca.gov>; Council Internet Email <CityCouncil@carlsbadca.gov>; Scott Chadwick <scott.chadwick@carlsbadca.gov>; Kyle Lancaster <Kyle.Lancaster@carlsbadca.gov>; lisa.urbach@parks.ca.gov; Kathleen@carlsbad.org; Mike Pacheco <Mike.Pacheco@carlsbadca.gov>; gbuhr@coastal.ca.gov; cort.hitchens@coastal.ca.gov; Erin.Prahler@coastal.ca.gov; Don Neu <Don.Neu@carlsbadca.gov>; Gary Barberio <Gary.Barberio@carlsbadca.gov>; info@peopleforponto.com Subject: Develop Ponto Right -Support Letter Dear Mayor Hall, Carlsbad City Council, and California Coastal Commission: I am informed that 1. Carlsbad must consider on Planning Area Fat Ponto the need for a public park at Ponto as part of the Draft Local Coastal Program Amendment. 2. There is no public park at Ponto even though City Park Standards requires a minimum of 6.5 acres of parkland for Ponto. 3. There is a current 6.6 acre park deficit in Coastal Southwest quadrant of Carlsbad, (south of Palomar Airport Road and west of El Camino Real). 4. There are no Coastal Parks in all of South Carlsbad. 64,000 South Carlsbad citizens have no Coastal Park. 5. Ponto is at the center of a larger 6-mile stretch of coastline in that has no Coastal Parks. 6. Ponto has a city documented 30 acre open-space standard deficit that a Coastal Park would help resolves. 7. And most importantly, I am informed that the City is currently ignoring these issues and in the Draft Local Coastal Program Amendment is proposing to eliminate the last opportunity to create a much needed Coastal Park at Ponto Accordingly, I am requesting and making my position known that: I want the Draft Local Coastal Program Amendment to provide for a Coastal Park at Ponto. I want the City to provide a true Citizen-based Park Planning process for Ponto. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. I want to preserve what little Coastal Open Space Carlsbad has remaining for future generations and our visitor industry. I am not in favor of future residential development at Ponto, but think this last small amount of vacant Coastal land should be reserved for Coastal Recreation. 1 Thank you Rhonda Spence rspence1001@gmail.com t Carlsbad, CA 92008 Date submitted: 6/2/2020 5:41:13 PM *This email was sent on behalf of the person named in this email using peopleforponto.com Please reply directly to the sender of the email as detailed within the email above. If you'd like to unsubscribe and stop receiving these emails click here . a CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 2 Tammy Cloud-McMinn From: Sent: To: Subject: jason bishop <jasonbishopdds@yahoo.com> Tuesday, June 2, 2020 4:39 PM City Clerk Planning Area F Dear Mayor and City Council I am Jason Bishop and I live in Carlsbad (San Pacifico). I love this City and want to ensure it remains a wonderful place to live and visit. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area F is currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Jason Bishop Carlsbad, CA 92011 CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Cc: Subject: Greetings Patricia Amador <amadorap@gmail.com> Tuesday, June 2, 2020 4:44 PM City Clerk Council Internet Email; mayor@carlsbadca.gov The Park at Ponto On behalf of my family and myself, I would like to request that the Park at Ponto item on the City Council Agenda be carefully considered and approved by a vote. As you are aware, the residents in the South quadrant of Carlsbad are without a neighborhood park that would serve the children and adults in the area. No parent or caretaker should have to drive their children several miles to enjoy park activities when there is park land available in their neighborhood. Please consider your vote in approval for the Park land at Ponto. Thank you. Patricia Amador CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 Tammy Cloud-McMinn From: Sent: To: Subject: Kate E Kessler <Kate.E.Kessler@kp.org> Wednesday, June 3, 2020 7:22 PM City Clerk People for Ponto Dear Mayor and City Council All Receive -Agenda Item # _ For the Information of the: cnYCOUNCIL Date it-/ ~ CA V--CC_.:::. CM ~CM _--OCM (3) __::::::: My name is Kate Ferrante and I have lived in Carlsbad for the past year and my husband the last 20 years. I love this City, it's where my three step-sons ages 14, 12, & 11 were born, and I want to ensure it remains a wonderful place to live and visit. My 18 and 15 year old children are newer to this community but have grown to love it and are an active part of the Carlsbad community. I am aware there is a current 6.6-acre park deficit in the Coastal Southwest quadrant of Carlsbad and a 30-acre open-space deficit in Zone 9. I want the City of Carlsbad to budget money in their capital improvement program to purchase Planning Area F and build a park at Ponto to serve residents and visitors alike. Planning Area Fis currently for sale and I request the City contact the landowner to explore purchasing the site for a needed park. This land is the entrance to Southern Carlsbad and one of the last remaining pieces of coastal open space, it is a treasure and should be developed into a space for all to enjoy, not squandered on residential development that would do best located closer to employment at the Center of Carlsbad. I ask you to Develop Ponto Right-I ask you to build Ponto Park. I request that my comments be put on record in the official public records for all things Planning Area F, including the official public records for Carlsbad's City's Budget, draft Local Coastal Program Amendment, and Parks Master Plan Update; and the CA Coastal Commission's consideration of Carlsbad's draft Local Coastal Program Amendment. Thank you, Kate Ferrante Carlsbad. CA 92011 Sent from my iPhone NOTICE TO RECIPIENT: If you are not the intended recipient of this e-mail, you are prohibited from sharing, copying, or otherwise using or disclosing its contents. If you have received this e-mail in error, please notify the sender immediately by reply e-mail and permanently delete this e-mail and any attachments without reading, forwarding or saving them. Thank you. CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe. 1 PRELIMINARY FISCAL 2020-21 YEAR BUDGET Operating Budget & Capital Improvement Program {city of Carlsbad Today’s Presentation •Overview •City Council priorities •Economic and fiscal issues •Department summaries •Capital Improvement Program Budget Overview Scott Chadwick City Manager Fiscal Year 2020-21 COVID-19 Impact Mitigation COVID-19 Before and After Projected revenues Revenues exceeding forecast Revenue decrease due to COVID-19 COVID-19 Before and After Projected revenues Revenues exceeding forecast Revenue decrease due to COVID-19 COVID-19 Before and After Projected revenues Revenues exceeding forecast Revenue decrease due to COVID-19 Overall Summary •COVID-19 economic impacts –Immediate revenue declines –Long term uncertainty •FY 19-20 revenues had exceeded forecast –Helps offset immediate COVID-19 budget impacts –Gives the city time for long term strategic approach Fiscal Year 2020-21 COVID-19 Impact Mitigation 2019-20 Budget Process •First steps in transforming city budget •No automatic escalator (CPI increase) •All increases supported by data •No automatic carry forward of unspent funds •Increased transparency of contingency fund uses •New and updated budget policies 2020-21 Budget Process •Benefit from new process and policies •Better able to identify true annual costs of providing services •Focus on maintaining core services at existing levels •Travel, training other non-essential spending cut •Special projects reduced or eliminated •Goal is no significant impact to the public Typical Budget Year City of CarlsbadTotal revenue Recession Budget Year City of CarlsbadTotal revenue Recession Budget Year Other CitiesTotal revenue Public Input & Priorities •Resident survey conducted in 2019 •City Council provided priorities in January 2020​ •Public budget workshop and online survey in Feb 2020​ •Priorities were redefined in April of 2020, based on COVID-19 emergency •Housing & homelessness​ •Economic revitalization​ •Mobility​ Council Priority: Housing & Homelessness •While most other General Fund program budgets were reduced for FY 21, the Homeless Response budget remained intact •A flexible housing subsidy program with $400,000 from the Housing Trust Fund will be created to help individuals and families who are homeless or at-risk Council Priority: Economic Revitalization •Economic recovery and revitalization initiative ($5 million) •Business Expansion, Attraction & Retention (BEAR) •Business support, marketing, info sharing and regional collaboration •Talent attraction/retention and inclusive economic growth Council Priority: Mobility •Finalize and implement Sustainable Mobility Plan •Mobility investment of $7 million, or 25% of FY21 CIP budget –Improve Traffic Flow (7 projects) –Complete Streets & Access Improvements (6 projects) –Enhance Safety (3 projects) Current Issues Health order enforcement New Legislation Homeless needsCybersecurity Facility adaptations Community Engagement Business disruptions Changing workforce Mail in election Tourism New service delivery models Small businesses PPE High unemployment Digital engagement New needs for seniors Teleworking New laws, requirements Housing laws City events Economic & Fiscal Issues Laura Rocha Deputy City Manager Administrative Services Post COVID-19 Economy This is not the Great Recession •Past patterns can’t necessarily predict the path ahead •Businesses made billions of dollars then suddenly lost their ability to earn a profit •Crash caused the “permanent” loss of millions of jobs connected with the bubble U.S. Economy at a Glance Real GDP: Percent change from preceding quarter -6 m m ~ m m m ~ m m m ~ m m m ~ m 2016 2017 2018 2019 2020 U.S. Bureau of Economic Analysis Seasonally adjusted at annual rates Real Disposable Personal Income and 2.0 Rea l Consumer Spending .--. © ~ 0.0 _______ __J_L.a. _________ _ >, .r: ....., C ~ -2.0 .._, © g> -4.0 rn .r: 0 i: -6.0 Q) 0 L Q) o.. -8.0 Dec. Jan. Feb. Mar. ■ Real Disposable Personal Income ■ Real Consumer Spending Source: Bureau of Economic Analysis Post COVID-19 Economy California Unemployment California Labor Market Indicators Unemployment Rate Trend Metrics Marcti, 2020 April, 2020 Chang.e J% --~ Unemployment Rate 5.5% 15.5% 10% t ~-- Laoor Force 9)68,000 18,568)00 -599,800 J Employment 8,115JOO 15,68i,900 -2,43i,900 J Unemployment l,05i,ioo 2,885,)00 l,83J,100 t Ice=--=== Nonfann Jobs 7,394,000 15,049,]00 -2,344,700 J 19,6 979 19ai 1985 1988 1991 1994 1997 iooo 2am ioo6 2009 2012 20 5 201s 20n Oata Source: EDD Labor Mar~et Information Division No e: Data is seasonally adjusted. March 2020 data is rev~ed and April 2020 data is preliminaij. Local Unemployment 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 -January -Labor Force San Diego Carlsbad MSA (San Diego County) February -Employment March -Unemployment Source: EDD Labor M arket Division Data not seasonally adjusted, May 22, 2020 April -unemp. Rate 16.0% 14.0% 12.0% 10.0% 8.0% 6 .0% 4.0% 2.0% 0 .0% Unemployment By Zip Code -Carlsbad SANDAG examined the geographic impact of unemployment in the region to gain an understanding of where the nearly 300,000 jobs lost due to COVID-19 are in our region –zip code updated as of May 9, 2020 92010 –31.34% 92011 –27.61% 92008 –27.13% 92009 –26.41% https://sandag.maps.arcgis.com/apps/opsdashboard/index. html#/6552522a65904b0ba79ca8d7760fd406 Post COVID-19 Economy Economists are looking at five important questions 1.How long until the public health mandates are lifted? 2.How deep is the current shock to the economy? 3.What is government doing in the meantime to soften the blow? 4.How fragile/healthy was the economy when the pandemic first hit? 5.Will there be permanent significant changes in consumer behavior? Long-Term Financial Forecasting City has prepared a ten year forecast for many years •Staff has developed a comprehensive financial model to project General Fund revenues and expenditures •City hires consultants to assist with technical forecasting and trend analysis –Sales tax, TOT, economists, CalPERS, growth projections •Forecast is formally updated on an annual basis during budget process (Jan. –May) •Forecast is informally adjusted throughout the year 28 Forecasting with Uncertainties Budget principles and fiscal recovery priorities help guide our work and evolve through uncertain times: •Support economic recovery through changes to our policies and programs, where applicable •Focus on resiliency over the long term while making service reductions and changes, ensuring that any services eliminated can be restored in future years •Seek new ways to conduct our work through efficiencies and a learning environment Forecasting with Uncertainties •Apply a broad-based approach to reductions, balancing impacts to the community •Use temporary solutions to bridge revenue losses expected in the short term •Tax revenue receipts remain unknown, TOT and Sales tax •Continue to work closely with our sales tax consultants, hoteliers, and business community Graphs –Before & After COVID-19 $176M $175M $181M $187M $190M $195M $0M $50M $100M $150M $200M $250M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Forecast as of Jan. 2020 $176M $164M $165M $175M $184M $187M $0M $50M $100M $150M $200M $250M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Forecast as of May 2020 •Base expenditures •Transfers and other -Revenue Property Tax Assumptions •Property tax growth for FY 2020-21 is 5%, based on assessed value as of Jan. 1, 2020 •Ad valorem property taxes increase by just over 2.2% annually, net of a projected increase in delinquencies •Including aircraft, unitary and former redevelopment property taxes, total property taxes increase by 2.5% Property Tax Forecast $60M $65M $70M $75M $80M $85M $90M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Original budget Forecast as of Jan. 2020 Forecast as of May 2020 Sales Tax Assumptions •Developed with the city’s sales tax consultant, Avenu Insights & Analytics: –Recovery is highly dependent upon vaccine and treatment options –Some form of stay-at-home order stays in effect through July 2020 –Unemployment rate in California at 20% or higher Sales Tax Assumptions FY 19-20 FY 20-21 General Retail -10.3%-13.4% Food Products -2.0%-3.1% Transportation -8.9%-9.6% Construction -17.2%-16.3% Business to Business -16.9%-15.3% Miscellaneous -14.4%-11.2% County Pool 24.9%10.3% Sales Tax Forecast 36 $30M $32M $34M $36M $38M $40M $42M $44M $46M $48M $50M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Original budget Forecast as of Jan. 2020 Forecast as of May 2020 Hotel Tax Assumptions •Shelter-in-place through June 2020 (zero revenue projected during that period) •Occupancy of 45% -50% projected for the summer of 2020 •Occupancy rates between 50% -60% until the spring of 2021 when occupancies range from 60% -70% during spring break •Average daily rates to initially decrease by 30% •Average daily rates increasing to 20% by the end of fy 2021 •Includes the opening of the Home2 Hotel and Springhill Suites Hotel Tax Forecast 38 $M $5M $10M $15M $20M $25M $30M $35M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Original budget Forecast as of Jan. 2020 Forecast as of May 2020 Top 3 General Fund Revenue Sources 39 $M $20M $40M $60M $80M $100M $120M $140M $160M fy 2018-19 (actual) fy 2019-20 (Jan. forecast) fy 2019-20 (May forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) Property tax Sales tax Hotel tax Other General Fund Revenue Impacts Investment yield is projected to go from 1.7% in fy 2020-21 , growing by 0.2% per year, and capping at 2.5%. Interest Income Business license revenues are forecasted to decrease by $251,000 in fy2019-20, then by an additional $81,000 in fy 2020-21, followed by the beginning of a small recovery of $110,000 in fy 2021-22. Business License Revenues Development related revenues are projected to slowdown during the next couple of years, and then pick up after the projected recession. Development Related Revenues Recreation revenues are projected to decrease in fy 2019-20 by over 26%, and then slightly recover in fy 2020-21 due to recreation programs resuming later in the year. Recreation Revenues ':.ii Iii.' .. .. ~"11111 ..... ~ .. , ~ ,, ~ ..... '<1111 ... ' .. .. .'Ill ..... ~ .. , ... ,, ~ ..... Total General Fund Revenues 41 $155M $160M $165M $170M $175M $180M $185M $190M $195M $200M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Original budget Forecast as of Jan. 2020 Forecast as of May 2020 Budget Balancing Considerations •The need for ongoing service reductions driven by a significantly weakened economic environment, even after stay-at-home restrictions are lifted; •City Council and community priorities with the understanding that service reductions can have disproportionate impacts within our community; •The fact that we are powered by people and minimizing staff limits the impact to both the organization and the community; and •The uncertainty of the medium to long-term impacts of COVID-19 and the corresponding need to preserve core service delivery. Major Assumptions for Expenditure Forecast Personnel •Personnel expense forecasted using MOUs in place (3% annual increases thereafter), no headcount additions •Actuaries project CalPERS retirement costs and healthcare cost increases •Workers compensation assumption –15% annually through fy 2023-24 43 Major Assumptions for Expenditure Forecast Operating Costs •Operating costs assumption -2.5% per year (CPI) on base budget •No new service programs •Cost curtailment measures related to COVID-19 are in place •Revenue transfers to IRF & GCC –3% each 44 Revenues & Expenditures Roxanne Muhlmeister Finance Manager FY 2020-21 Operating Revenues by Fund Type $287.4 million General Fund, $164.8 M, 57% Special Revenue & Trust, $17.7 M, 6% Enterprise, $79.1 M, 28% Internal Service, $25.8 M, 9% FY 2020-21 Operating Budget Expenditures $292.5 million General Fund, $163.6 M, 56% Special Revenue & Trust, $16.5 M, 6% Enterprise, $83.5 M, 28% Internal Service, $28.9 M, 10% Overview of All Funds ($ in Millions) Budgeted FY 2020-21 Fund Est. Beginning Fund Balance Revenues Expenditures Net Est. Ending Fund Balance General Fund $88.9 $164.8 $(163.6)$1.2 $90.1 Special Revenue & Trust 40.3 17.7 (16.5)1.2 41.5 Enterprise 62.6 79.1 (83.5)(4.4)58.2 Internal Service 34.2 25.8 (28.9)(3.1)31.1 Total All Operating Funds $226.0 $287.4 $(292.5)$(5.1)$220.9 FY 2020-21 General Fund Revenues $164.8 million Property Tax, $74.2 M, 45% Sales Tax, $36.3 M, 22% Transient Occupancy Tax , $18.5 M, 11% Franchise Tax, $5.5 M, 3% Business License Tax, $5.0 M, 3% Development Revenues, $2.6 M, 2% All Other Revenues, $22.7 M, 14% FY 2020-21 General Fund Expenditures $163.6 million Public Safety , $71.8 M, 44% Community Services, $43.9 M, 27% Public Works, $18.8 M, 12% Policy & Leadership, $6.7 M, 4% Administrative Services, $12.1 M, 7% Non-Departmental, $10.4 M, 6% Total General Fund Expenditures 51 $150M $155M $160M $165M $170M $175M $180M $185M $190M $195M $200M fy 2018-19 (actual) fy 2019-20 (forecast) fy 2020-21 (forecast) fy 2021-22 (forecast) fy 2022-23 (forecast) fy 2023-24 (forecast) Original budget Forecast as of January 2020 Forecast as of May 2020 General Fund Forecast Fiscal Year 2020-21 (in millions) Adopted Forecast as of Jan. 2020 Forecast as of May 2020 Budget Projected Budgeted Projected Budgeted 2019-20 2019-20 2020-21 2019-20 2020-21 Total Revenues $ 170.6 $ 175.4 $ 180.8 $ 164.2 $ 164.8 Expenditure Base for Personnel, Services & Programs 154.2 152.5 157.4 146.2 154.7 Revenues Over Base Expenditures 16.4 22.9 23.4 18.0 10.1 City Council Contingency, Capital Outlay & Transfers to Other Funds 13.0 14.8 14.2 13.6 8.9 Total Expenditures 167.2 167.3 171.6 159.8 163.6 Revenues Over Total Expenditures $ 3.4 $ 8.1 $ 9.2 $ 4.4 $ 1.2 $300.4M $92.1M Misc. CalPERS -All Plans- Total Accrued Liability $392.5M 76.5% Funded Assets Unfunded Liability $219.7M $88.0M Safety CalPERS -All Plans – Total Accrued Liability $307.7M 71.4% Funded Assets Unfunded Liability CalPERS Liability at June 30, 2018* *CalPERS most recently available data, does not reflect the $20M prepayment made in FY 2019-20 2017: Misc. was 74.3% funded, Safety was 72.4% funded Fiscal Year 19-20 Completed fiscal policy updates 18-19 Paid $20 million to reduce unfunded liability (both plans) 17-18 Paid $11 million to reduce unfunded liability (misc. plan) 16-17 Paid $9 million to reduce unfunded liability (both plans) 15-16 Established $10 million Pension Stabilization Fund 11-12 Established 2nd Benefit Tier at 2% @ 60 Carlsbad’s Pension Actions Carlsbad’s CalPERS Benefit Tiers 545 34 36 318 81 349 0 100 200 300 400 500 600 Tier 1 Tier 2 Tier 3Number of EmployeesMay 2014 May 2020 FY 2020-21 General Fund Recap Revenues $ 164.8 million Expenditures 163.6 million Projected surplus $ 1.2 million Projected General Fund Reserves Projected unassigned balance at 6/30/20 $88.9 million 53% Advance repayments (Successor Agency) 2.4 million Plus: Projected FY 2020-21 surplus 1.2 million Equals 6/30/21 estimated balance $92.5 million 56% Fee Updates •Increases proposed in development impact fees, solid waste fees, traffic impact fees, and ambulance fees based on the associated index and municipal code. •All other fees in the fee study will be brought forward for City Council approval when the cost of service study is updated with the FY 2020-21 approved budget. Budget Summaries •Police •Fire •Public Works •Community Services •Administrative Services •Policy & Leadership Overview •Core services •Budget considerations •Key Changes •Budget Summary Operating Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $101,361,540 $105,037,914 $3,676,374 3.6% M&O 34,173,329 31,100,381 (3,072,948)-9.0% Interdept 18,657,874 18,973,742 315,868 1.7% Transfers 11,473,000 7,009,000 (4,464,000)-38.9% Council Contingency 1,500,000 1,500,000 0 0.0% Total $167,165,743 $163,621,037 ($3,544,706)-2.1% Full-Time Personnel 608.28 606.18 -2.10 -0.3% Operating Budget Summary-Other Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $18,597,935 $18,741,266 $143,331 0.8% M&O 100,559,524 102,242,033 1,682,509 1.7% Interdept 5,750,256 6,038,626 288,370 5.0% Transfers 0 1,920,163 1,920,163 n/a Total $124,907,715 $128,942,088 $4,034,373 3.2% Full-Time Personnel 139.47 141.57 2.10 1.5% Police Department Neil Gallucci Chief of Police Core Services •Patrol •Investigations •Crime prevention •Traffic enforcement •SWAT •Homeless outreach •Vice and narcotics •School resource officers •Family services Service 110,000 ~ 100,000 ~ 90,000 80,000 9,300 70,000 9,200 60,000 9,100 50,000 9,000 40,000 8,900 30,000 8,800 20,000 8,700 10,000 8,600 8,500 8,400 2017 2018 2019 Budget Considerations •Enhanced security and safety •Homeless resources •New legislative and regulatory mandates •Traffic and parking complaints •Commitment to an excellent level of service Budget Increases •Salary and overtime increase for CPOA employees as part of new contract •Homeless Outreach Program Manager added mid-year FY2019-20 •Increase in costs of various contracts and services (crossing guards, CAL-ID, online crime reporting, radio communication services) Key Changes •Reduction of all non-mandatory/non-essential trainings and conferences •Elimination of certain outsourced services •Elimination of recruiting expenses •Utilizing grants and federal funds for essential equipment and services •Flexible housing subsidy pool for homeless individuals Police Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $32,243,869 $34,680,853 $2,436,984 7.6% M&O 3,062,671 3,228,382 165,711 5.4% Interdept 6,710,721 6,684,222 (26,499)-0.4% Total $42,017,261 $44,593,457 $2,576,196 6.1% Full-Time Personnel 183.00 183.00 0.00 0.0% Police Budget Summary-Special Revenue Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $174,898 $190,177 $15,279 8.7% M&O 184,000 376,000 192,000 104.3% Interdept 3,530 3,760 230 6.5% Total $362,428 $569,937 $207,509 57.3% Full-Time Personnel 1.00 1.00 0.00 0.0% Fire Department Michael Calderwood Fire Chief Core Services UNIT RESPONSES 20,970 INCIDENTS 13,331 BUILDING INSPECTIONS 2,796 EOC ACTIVATION HOURS 980 BEACH RESCUES 136 •Fire suppression •Emergency medical •Fire prevention •Citywide emergency preparedness •North beach lifeguard program Budget Considerations •EKG Monitor Replacement Program •COVID-19 Recovery Operations •Standard of Coverage Recommendations •Best Practices Based Response Time Policy Key Changes •Reduce training and conference travel •Modify Lagoon Safety Program •Limit Comprehensive Wellness Programs •Re-evaluate: –Strategic Plan and Accreditation –Technology platforms for data analytics –Supply and equipment purchases Fire Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $20,566,080 $20,862,617 $296,537 1.4% M&O 2,981,974 3,140,519 158,545 5.3% Interdept 2,176,692 3,169,984 993,292 45.6% Total $25,724,746 $27,173,120 $1,448,374 5.6% Full-Time Personnel 97.75 97.75 0.00 0.0% Public Works Paz Gomez, PE, CEM, GBEDeputy City Manager Construction Management & Inspection Babaq Taj, Engineering Manager Environmental ManagementJames Wood, Environmental Manager Facilities & FleetJohn Maashoff, Public Works Manager TransportationTom Frank, Director UtilitiesVicki Quiram, Director Budget Considerations •Transportation and mobility improvements •Electronic / digital processes •Legislative and regulatory mandates •Asset management and data analytics •Environmental quality and sustainability •Water quality and utilities resiliency Core Services Public Works Administration •Leadership •Business systems •Budget oversight •Capital Improvement Program administration •Contracts administration •Records management Key Changes e ap,ta roJect as oar can e used by city staff to review the status of projects. Adjust the filters or current map extent to refine the results t'roject lype Traffic System ~ • Project Phase All Proiects ' • Project Change All Proiects · Traffic Signal -La • Costa Avenue And Levante Street Traffic System Traffic Signal - • Poinsettia Lane And Brigantine Road Traffic System Traffic Signal Master • Plan Traffic System Traffic Signal -Camino e Vida Roble And Yarrow Drive Traffic System Your document has been completed .. !I: la M City @your Service 'City of Carl bad Total Projects I • -22 ~ 1 of 22 t> Traffic Signal -La C ~ HowDo l ■-• -Service Direct Proj 39 ■- CTf:] Traffic Map Keyword .,_ ______ .I Stage ~A.11 ______ _. Bid Type ._A_11 ______ ....1 Posted Category 05/05/2020 238990,541618 Ma 05/11/2020 238990,541490 R 05/06/2020 237990,541330 En 04/30/2020 237310, 488490, 488999, 92{ 20 05/06/2020 238990,541330,541690 Ca 02/27/2020 238990 Ca 04/06/2020 238990, 541490 So 03/11/2020 237110.238990 Po1 02/24/2020 221119, 238990,336322 03/12/2020 237110,238990 03/19/2020 238990, 453920 02/17/2020 541820 1'},1-r. I I 722310, 722320, 722330 ty of Carlst;ad PLANETBiDS ~------~;;;.,;,;,,;_ .; __ .,,_ .... - (City of Carlsbad) Final striping of State Street is now complete. Drainage Improvement Project work ends at 11 a.m. today to allow for modified State Street Farmers' Market. More info httRs:/.f.taRit.us/. zRB4c Core Services Construction Management & Inspection •Construction management of Capital Improvement Program projects •Inspection of private development grading, storm water and improvements •Oversight of construction activity in the public right-of-way Key Changes •Transitioned from division to department at no cost •Update storm water inspections and compliance procedures to further improve effectiveness •Leverage staff expertise to save money on training –Launch in-house professional storm water certification program for eligible city staff •Develop a contractor evaluation process to improve accountability Core Services Environmental Management •Climate Action Plan administration •Habitat management •Sustainable materials management - Recycling •Watershed protection Key Changes •Sustainable materials management outreach and education campaign •State mandates require outreach and education to commercial and residential communities on recycling and organics waste •Compliance with state regulations •Consistent with Community Vision core value of being a leader in Sustainability Core Services Transportation •Mobility planning •Traffic engineering and operations •Transportation and drainage engineering •Streets and storm drain maintenance Key Changes •New Director •Transitioned to full asset managing department at no cost •Prioritize activities to support compliance with COVID-19 public health orders •Finalize and implement Sustainable Mobility Plan •Implement updated Growth Management monitoring program (circulation element) •Evaluate traffic and mobility programs using data Core Services Facilities and Fleet •Facilities maintenance •Design and construction management of facilities projects •Safety Training Center operations and maintenance •Fleet management and maintenance Key Changes •Transitioned to full asset managing department at no cost •Prioritize activities to support compliance with COVID-19 public health orders •Defer purchases of new vehicles and re-evaluate need for replacements •Adjust fuel cost estimates based on projected economic impacts •Develop a roadmap for “smart building” conversion Core Services Utilities •Deliver high-quality drinking water to 88,000 customers •Collect wastewater and safely deliver it to the Encina Wastewater Treatment Plant to 75,000 customers •Provide advanced treatment at the Carlsbad Water Recycling Facility and deliver recycled water for irrigation and other uses to over 920 customers Key Changes •Risk and Resiliency Assessment, Part 2 –Part 1 in progress •Continued regulation/compliance monitoring and guidance •Large diameter pipe cleaning and pipeline maintenance •Asset Management Program roadmap Public Works Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $11,028,328 $11,076,403 $48,075 0.4% M&O 6,100,854 5,284,980 (815,874)-13.4% Interdept 2,532,310 2,401,319 (130,991)-5.2% Total $19,661,492 $18,762,702 ($898,790)-1.4% Full-Time Personnel 83.35 82.15 -1.20 -1.4% Public Works Budget Summary-Other Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $10,860,894 $11,049,310 $188,416 1.7% M&O 66,918,121 68,700,316 1,782,195 2.7% Interdept 5,462,692 5,782,312 319,620 5.9% Total $83,241,707 $85,531,938 $2,290,231 2.8% Full-Time Personnel 89.40 90.60 1.20 1.3% Community Services Gary BarberioDeputy City Manager Community DevelopmentJeff Murphy, Director Parks & RecreationKyle Lancaster, Director Library & Cultural ArtsHeather Pizzuto, Director City Clerk & Records Services Sheila Cobian, ManagerReal EstateCurtis Jackson, Manager Budget Considerations •Neighborhood quality of life, parks and recreation, arts and culture top public input priorities •Legislative and regulatory compliance •Virtual services & programming •Customer service •Connecting the community Budget Considerations •Process streamlining •Business recovery •LCP and Housing Element updates •Additional CDBG funds •Increase in public inquiries and records requests •Managing real estate assets Core Services Community Development •Planning •Land Development Engineering •Building & Code Enforcement •Development Services •Housing Services Key Changes •Offer virtual building permit inspections •Automatic 1-yr time extensions on building permits •Virtual/online Planning Commission and HEAC meetings •Offer development plan drop off/pickup services •Reduced M&O budget by 12 percent •Reevaluate timing on code enforcement officer & building inspector hires •Economic Development repositioned •New Director Core Services Parks & Recreation •Promote community health and wellness •Strengthen community connectivity •Oversee community and aquatic centers, athletics, events, enrichment, pre-school and accreditation •Plan/process Capital Improvement Program Projects •Manage open space, habitat, parks, trails, trees, facilities landscapes, medians, north beach accesses Key Changes •Virtual recreation programs in lieu of in-person programs •Reevaluate timing of Parks Superintendent hire •Reduce part time staff by 11.78 FTEs •Limit Community Center hours on all city holidays and at 8 p.m. Monday –Friday •Defer selected parks maintenance and enhancement efforts •Phase Community Forest Management Plan implementation •Phase completion of Capital Improvement Program projects •New Director Core Services Library & Cultural Arts •Provide educational, informational and cultural arts services •Contribute to quality of life by supporting lifelong learning, the pursuit of knowledge and offering community gathering places •Emphasize the arts by promoting a variety of visual, performing and educational programming Key Changes •Cancel, suspend or modify summer programs, such as TGIF •Suspend new Arts & Culture Master Plan initiatives •Reduce M&O budget •Increase virtual programming and e-resources (e-books, audio books and streaming services) •Increase use of donations and endowments to fund virtually delivered services and materials purchases •New Director Core Services City Clerk and Records •Administer local elections •Prepare City Council agendas, minutes •Respond to public record requests, City Council inquiries, subpoenas, summons •Update and Maintain Carlsbad Municipal Code •Provide Clerk Services to Clean Energy Alliance JPA •Process recorded docs, bond releases and agreements •Administer City’s Records Management program •Maintain Fair Political Practices Commission filings Key changes •Expanded electronic approval of documents •Reduced printing/handling of paper documents •Reduced M&O budget by 25 percent Core Services Real Estate •Manage city’s real estate assets –Public benefit –Future city facility needs –Return on investment Community Services Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $25,396,574 $25,952,222 $555,648 2.2% M&O 13,720,189 12,337,309 (1,382,880)-10.1% Interdept 6,027,075 5,621,750 (405,325)-6.7% Total $45,143,838 $43,911,281 ($1,232,557)-2.7% Full-Time Personnel 167.18 169.28 2.10 1.3% Community Services Budget Summary-Other Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $1,554,708 $1,311,772 ($242,936)-15.6% M&O 20,331,439 19,125,217 (1,206,222)-5.9% Interdept 237,297 214,858 (22,439)-9.5% Total $22,123,444 $20,651,847 ($1,471,597)-6.7% Full-Time Personnel 11.07 9.97 -1.10 -9.9% Administrative Services Laura Rocha Deputy City Manager Human Resources Judy Von Kalinowski, Director Finance Kevin Branca, Director Information Technology Maria Callander, Director Innovation & Economic Development David Graham, Director Budget Considerations •Financial accounting and reporting •Internal controls and customer service •New regulations, requirements for training, safety, compliance •Effective human resource management and compliance •Employee engagement Budget Considerations •Workforce development •Industry research and cluster support •Small business support and revitalization programming •Business community outreach & communication •Local and regional collaboration •Effective data management and visualization •Business process improvement Core Services Human Resources •Compliance •Employee and labor relations •Training and employee engagement •Recruitment and retention •Performance and analytics •Classification and compensation •Benefits and workers’ compensation •Risk management •Volunteer and internship management Key Changes •Continue to enhance delivery of all Human Resources services (virtually, online or in person) •Increase the city’s visibility on social media platforms to continue to attract highly skilled job applicants •Streamline recruitment practices to incorporate a paperless efficient process •Conduct 100% of biennial sexual harassment prevention training online Key Changes •Negotiate new agreement with Carlsbad City Employees’ Association (current agreement expires Dec. 2020) •Design new Carlsbad supervisor’s academy •Implement revised city-wide injury and illness prevention program •Implement new learning management system and design in-house functionality to support employee development Core Services Finance, Treasurer and Internal Audit •Budget management •General accounting •Purchasing and receiving •Water billing and customer service •Debt management •Cash management •Internal auditing Key Changes •Promote new online and paperless features of the city’s upgraded utility billing system •Require vendors to allow electronic payments •Reduce vendor payment schedule to biweekly •Implement efficiencies during upgrade of financial system •Removed out of state travel and reduced conferences to remote conferences Core Services Information Technology •IT infrastructure, applications and security •Desktop and mobile support for staff •Public computer labs at community centers and library •Public safety technology •Geographic Information Systems (GIS) Key Changes Reductions •Eliminated contract staffing for Service Desk •Removed all training, conferences and travel •Reduced part time staffing from 3.0 to 1.0 FTE •Reduced costs for network services due to future move to new Digital Information Network. Key Changes •Cybersecurity tools and technology •Carlsbad Connected Mobile App •Storage for public safety video •Ongoing costs for public safety technology •Onsite data replication for data analysis and dashboards •Increase in use of mobile devices to access city systems Key Changes Innovation fund •Remote public meeting technology and support •Outdoor wireless study •Continued AV upgrades •ERP procurement postponed •Business process redesign Core Services Innovation & Economic Development •Business Expansion, Attraction & Retention (BEAR) •Business support, marketing, info sharing and regional collaboration •Economic recovery and revitalization initiative management •Talent attraction/retention and inclusive economic growth •Centralized support for city data collection, management and visualization •Citywide continuous improvement support •Citywide design thinking, strategic planning and innovation facilitation Key Changes •Consolidated Economic Development with Innovation •Econ. Development reduced spending across the board •Training & Training related travel •Eliminated all conference travel •Misc. Outside Services •Use of social media versus printing flyers,etc. •Dues & Subscriptions •Misc. Professional Services Admin. Services Budget Summary-General Fund Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $6,328,664 $7,147,016 $818,352 12.9% M&O 5,233,483 4,488,124 (745,349)-14.2% Interdept 773,802 740,647 (33,155)-4.3% Total $12,335,949 $12,375,787 $39,868 0.3% Full-Time Personnel 48.00 50.00 2.00 4.2% Admin. Services Budget Summary-ISF Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $6,007,435 $6,190,007 $182,572 3.0% M&O 12,752,964 13,689,500 936,536 7.3% Interdept 46,737 37,696 (9,041)-19.3% Total $18,807,136 $19,917,203 $1,110,067 5.9% Full-Time Personnel 38.00 40.00 2.00 5.3% Policy & Leadership City Council City Manager’s Office Scott Chadwick, City Manager Geoff Patnoe, Assistant City Manager Jason Haber, Intergovernmental Affairs Director City Attorney’s Office Celia Brewer, City Attorney Community Outreach & Engagement Kristina Ray, Director Budget Considerations •Maintain active legislative/regulatory tracking and engagement •Support the legal needs of the organization in a rapidly evolving environment •Maintain high level of community engagement, transparency and accessibility of information •Reduced budget request by 17.8% –Cancelled attendance at conferences –Eliminated non-legislative travel –Reduced scopes of work and budgets for professional services contracts •Transferred out five full-time positions and related M&O budgets from the City Manager budget to support: –Community Services (3 FTE) –Office of Economic Development & Innovation (2 FTE) Key Changes Policy & Leadership Budget Summary-All Funds Adopted Budget 2020 Proposed Budget 2021 Change % Personnel $5,623,025 $5,034,803 ($588,222)-10.5% M&O 1,877,158 1,380,067 (497,091)-26.5% Interdept 437,274 355,820 (81,454)-18.6% Total $7,500,183 $6,414,870 ($1,085,313)-14.5% Full-Time Personnel 29.00 24.00 -5.00 -17.2% FY 2020-21 Capital Improvement Program Paz Gomez, PE, CEM, GBE Deputy City Manager Public Works Capital Improvement Program (CIP) •Long-range planning for high-quality facilities and infrastructure •Inclusive, transparent process including public input •Funding for the future set aside today •Consistent with General Plan, Growth Management Plan and Climate Action Plan Defining the CIP The Capital Improvement Program includes any construction, rehabilitation or replacements of major infrastructure such as streets, libraries, parks, fire stations and administration facilities, water, sewer and drainage facilities and other facilities located on or in the ground. Asset Management Approach Lifecycle management of an infrastructure asset to provide the required level of service in the most cost-effective manner Planning Study Plan Assessment Maintenance & Operations Technical master plans Repair Refurbishment/ Rehabilitation Modifications Improvements Maintenance Program Monitoring Replacement Upgrade Capital Projects Regulatory & Policy-Driven: Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by City Council Community Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements Project Accounting CFD #1 Admin Open Space Acquisition Loans Repayment/ Transfer Strategy for Moving Forward •Anticipate revenue decreases in some capital funds and recommend funding adjustments •Minimize new project requests to ensure deliverability on existing projects •Continue projects that are already underway •Match funding recommendation to project timing FY 2020-21 Projects Evaluation •Focus on realistic outcomes –Current project status –Scheduling and sequencing requirements –Project constraints –Staff capacity •Critical and High priority project scores •Confirm available balances are adequate to match project timing •Re-evaluate project needs against current conditions FY 2020-21 CIP Overview 233 active projects in 15-year CIP plan Planning 6% Capital Projects 59% Maintenance & Operations 31% Project Accounting 4% FY 2020-21 Funding Request •One proposed new project –$375,000 for South Village H Off-Leash Dog Park and Trail Segment 5B •Reduced projected expenditures by 40% –Last year’s FY 2020-21 expenditure projection was $46.6 million –Revised to $27.7 million in requested appropriations –45 projects with funding requests Requesting funding 20% No change 80% New project 0.4% Council Direction: New Project Village H South Off-Leash Dog Area and Trail Segment 5B Managing Department: Parks & Recreation Classification: Capital Project Funding Source: Public Facility Fees Requested Budget: FY 2020-21 $ 375,000 FY 2021-22 $ 872,800 TOTAL $1,247,800 Village H South , Carlsbad Village Drive and Victoria Lane M . Cancelled Projects •15 projects recommended for cancellation –Asset Managing Departments re-evaluated current project needs –Addressed through other existing project scopes –No longer needed due to current conditions Cancelled Projects Addressed in other ways •El Fuerte And Corintia Street Pressure Reducing Station •Terramar Sewer Replacement -El Arboland Los Robles •La Costa Avenue Drainage Improvements No longer meet warrants •Traffic Signal -Alga Road And Cazadero Drive •Traffic Signal -Armada Drive And Fleet Street South •Traffic Signal -Armada Drive And Grand Pacific Resorts •Traffic Signal -Camino Vida Roble And Yarrow Drive •Traffic Signal -El Fuerte Street And Rancho Pancho •Traffic Signal -Faraday Avenue And Palmer Way •Traffic Signal -Monroe Street And Hosp Way No longer needed •CWRF Irrigation and Landscape •Chinquapin Lift Station Force Main Outfall Realignment •San Dieguito Water Intertie And Pipeline Extension •Santa Fe II Reservoir Site Electrical Improvements •Safety Training Center Water Recirculating System Study Council Priority: Mobility FY 2020-21 CIP Investment in Mobility Projects Mobility 25% Sewer 37% Water and Recycled Water 17% Facilities 16% Parks 3%Drainage 2% FY 2020-21 CIP Mobility Investment Improve Traffic Flow •El Camino Real and Cannon Road Intersection Improvements •El Camino Real Widening -Cassia Rd to Camino Vida Roble •El Camino Real Widening -Sunny Creek Rd to Jackspar Dr •Melrose Drive Right-Turn Lane to Westbound Palomar Airport Rd. •Palomar Airport Road and College Blvd Improvements •Palomar Airport Road/Paseo Del Norte Left-Turn Lane Extension •Palomar Airport Road/Paseo Del Norte Right-Turn Lane FY 2020-21 CIP Mobility Investment Complete Streets and Access Improvements •ADA Improvement Program •Pavement Management Program (ECR between Cannon Rd and Faraday Ave, between Alga Pkwy and La Costa Ave; Batiquitos Drive) •South Shore Agua Hedionda Lagoon Trail •Terramar Area Coastal Improvements •Valley St and Magnolia Ave Complete Streets •Village and Barrio Traffic Circles FY 2020-21 CIP Mobility Investment Enhance Safety •Sidewalk/Street Construction Program •Traffic Monitoring Program •Pedestrian Hybrid Traffic Signal -Tamarack Avenue and Valley Street Council Direction: College Boulevard •College Boulevard Extension (Project No. 3636) –Available balance = $1.3 million –Reviewing other possible funding sources for preliminary engineering assessment Public Dashboard ! Capita l Project Dashboard - The Capital Project Dashboard can be used by city staff to review the status of projects. Adjust the filters or current map extent to refine the results Project lype Traffic System 7 Project Phase All Projects • .., Project Change All Projects V Project M anager All Projects .? M anaging Dep artment rl All Projects ■ Facilities ■ Parks and Recreation ■ Transportation Traffic Signal -La 7 • Costa Avenue And Levante Street Traffic System Traffic Signal - • Poinsettia Lane And Brigantine Road Traffic System Traffic Signal Master e Plan Traffic System Traffic Signal -Camino • Vida Roble And Yarrow Drive Traffic System Village Intelligent Parking • Implementation Traffic System Traffic Signal -Alga • Road And Cazadero Drive Oceans\de blVD ,,:. ...... Gt! •-·-·- 0 • • ~ l!ll!l Bill :: l La M I 4•• +I . - Total Projects I • -22 ~ 1 of 22 ~ Traffic Signal -La Costa Avenue And Levante Street Project# 3938 Available Balance $250,000.00 Score Low Total Project Cost $250,000.00 e .. e e"" .. • e I e • I .. e • • e Next Steps •Public Hearing-Budget Adoption, June 23 at 3pm •Final budget will be published July/Aug •Apply for Budget Awards –Government Finance Officers Association (GFOA) –California Society of Municipal Finance Officers (CSMFO) –Received both for the city’s FY 2019-20 budget PRELIMINARY FISCAL 2020-21 YEAR BUDGET Operating Budget & Capital Improvement Program {city of Carlsbad