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Home My WebLink About2022-05-24; Community Development Commission; ; Fiscal Year 2022-23 Preliminary Operating BudgetCA Review CKM Meeting Date: May 24, 2022 To: Mayor/President/Chairperson and City Council/Board/Commissioners From: Scott Chadwick, City Manager/Executive Director Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services laura.rocha@carlsbadca.gov, 442-339-2415 Zach Korach, Finance Director zach.korach@carlsbadca.gov, 442-339-2127 Subject: Fiscal Year 2022-23 Preliminary Operating Budget District: All Recommended Action Accept the report and: 1)Adopt a resolution setting a public hearing for June 14, 2022, for adoption of the Fiscal Year 2022-23 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program Budgets; Carlsbad’s share of the Encina Wastewater Authority Operating and Capital Budgets; the Gann spending limit for Fiscal Year 2022- 23; and changes to the Master Fee Schedule; and determining the Fiscal Year 2022-23 Capital Improvement Plan Budget is consistent with the General Plan and applicable Climate Action Plan measures and actions; and 2)Adopt a Carlsbad Municipal Water District of the Board of Directors resolution setting a public hearing for June 14, 2022, for adoption of the Fiscal Year 2022-23 Operating and Capital Improvement Program Budgets and changes to the Master Fee Schedule; and 3)Adopt a Public Financing Authority Board of Directors resolution setting a public hearing for June 14, 2022, for adoption of the Fiscal Year 2022-23 Operating and Capital Improvement Program Budgets for the Crossings at Carlsbad Municipal Golf Course; and 4)Adopt a Community Development Commission resolution setting a public hearing for June 14, 2022, for adoption of the Fiscal Year 2022-23 Operating Budget of the Carlsbad Housing Authority; and 5)Adopt a City of Carlsbad as the Successor Agency for the Carlsbad Redevelopment Agency resolution setting a public hearing for June 14, 2022, for adoption of the Fiscal Year 2022-23 Operating Budget of the Successor Agency May 24, 2022 Item #8 Page 1 of 245 Executive Summary The presentation of the preliminary fiscal year 2022-23 Operating Budget is an opportunity for the City Council/Board/Commission and the community to review the proposed budget. The budget maintains all core services at their current high levels and makes sizable investments in community priorities while identifying significant areas of savings. For example, at a time when the inflation is more than 8%, city departments reduced their General Fund maintenance and operations costs by an average of nearly 2%. Other highlights include: • This budget resumes the practice (halted because of the COVID-19 pandemic) of setting aside money in advance for upcoming infrastructure maintenance and other known needs. Counting these “transfers,” the proposed General Fund operating budget is 7% higher than this year’s budget. Without counting the transfers, it’s 4% higher than this year’s budget. • The city’s General Fund reserve, which helps protect against emergencies and economic downturns, remains above the City Council target of 40% of the annual operating budget. • A total of 22 new full-time positions and two temporary full-time positions are being requested. Of these, 71% are new police, fire and lifeguard positions. The equivalent of 5.9 full-time positions are being eliminated. On the economic front, the city’s transition from a growing city to one focused on maintaining an excellent quality of life brings new fiscal challenges: • The city’s recovery from the COVID-19 related economic downturn has been strong, however many signs point to ongoing uncertainty and a potential recession. • Based on current projections, the city expects expenses to exceed revenues starting July 1, 2025 unless steps are taken to reduce future spending, increase revenue, or both. • A citizens committee is currently working with city staff to develop a new approach to managing growth that will include recommendations for future levels of service and how to fund those services and maintain high quality infrastructure. • Due to all these factors, city staff is taking a cautious approach to the fiscal year 2022-23 operating budget. The only increases being proposed include those that: o Are required to meeting legal and regulatory needs. o Support one of the five goals in the City Council’s strategic plan. o Pass through the increasing costs of energy, fuel and other commodities. o Maintain core city services at their current high levels. Finally, the proposed budget marks the transition to allocating resources based on a City Council five-year strategic plan, rather than goals that are subject to change from year to year. A five-year plan allows city resources to be used more efficiently while improving the alignment between the annual city budget and the Carlsbad community’s vision for the future. Discussion The annual operating budget is the most significant expression of how City Council policies are translated into daily operations. The City Council sets the overall policy direction for Carlsbad and helps staff prioritize programs, projects and services to support that direction. May 24, 2022 Item #8 Page 2 of 245 In December 2021, the City Council began work on a five-year strategic plan to transform the goal-setting process into a longer-term strategic framework that better aligns policies, day-to- day operations and resources with the community’s most important values, needs and aspirations. Based on community input, the City Council identified five areas of focus for its five-year strategic plan: • Community Character: Maintain Carlsbad’s unique community character • Economic Vitality: Foster a healthy economy • Quality of Life and Safety: Prioritize the safety and well-being of the community • Sustainability & Natural Environment: Protect the environment and natural resources • Organizational Excellence & Fiscal Health: Be a model for effective and efficient local government The proposed budget includes new programs and services that support these areas. It also continues to build on current efforts to ensure the Fire Department is prepared to meet the community’s changing needs; reduce homelessness and its impacts; create a new plan to manage growth while protecting Carlsbad’s future quality of life; and promote greater environmental sustainability, including renaming the Environmental Management Department the Environmental Sustainability Department, in line with the five-year strategic plan. Maintaining good fiscal health remains a significant priority. The proposed operating budget continues a series of budget process reforms and policies begun in 2018 with the goal of increasing transparency in how the city manages its budget and implementing tighter controls over spending. These have included: • Eliminating an automatic annual increase to department budgets based on inflation. Instead, increases are considered based on actual increased costs and only after departments have exhausted alternatives for covering increased costs of doing business. May 24, 2022 Item #8 Page 3 of 245 • Stopping the practice of allowing departments to automatically roll over 10% of unspent money to the following fiscal year. Instead, departments may request to roll over funds for a specific purpose based on a demonstrated need. These carry-forward requests must then be approved by the City Manager or City Council, depending on the amount. • Changed practices around the hiring of part-time temporary staff to ensure full transparency around the actual personnel working for the city at any given time. • Implemented new City Council budget policies, including stricter rules about how the General Fund contingency fund could be used. • A new challenge this year for all departments to reduce their General Fund operations and maintenance budgets, resulting in a nearly 2% decrease during a time when inflation is more than 8%. General Fund reserve The City Council has a policy of maintaining a reserve with the target balance equivalent to 40% of the General Fund operating budget. These are the cash balances made available from the prudent fiscal policy of bringing a balanced budget annually and at times seeing unexpected revenues or expenditures coming in lower than the budget. One of the purposes of this reserve is to protect against cyclical swings in the economy. The city is projected to end the upcoming fiscal year with a reserve balance of 68% of the General Fund operating budget. The recommended preliminary General Fund Operating Budget totals $198.3 million, with estimated revenues of $198.8 million. General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as police, fire, library and cultural arts services, street and park maintenance and recreation. A summarized outlook of the major General Fund revenues can be found in the operating budget overview. The operating budget overview also contains a detailed look at expenditures by type, General Fund transfers to other funds and information about the City Council contingency fund. The chart below shows the adopted fiscal year 2021-22 General Fund budget as well as the proposed fiscal year 2022-23 budget. General Fund summary for fiscal year 2022-23 (in millions) FY 2021-22 Adopted Budget FY 2022-23 Proposed Budget Total revenues $ 178.8 $ 198.8 Expenditure base for personnel, services and programs 175.9 182.7 Revenues over base expenditures 2.9 16.1 City Council contingency, capital outlay and transfers 8.5 15.6 Total expenditures 184.6 198.3 Revenues over total expenditures $ (5.8) $ 0.5 May 24, 2022 Item #8 Page 4 of 245 Personnel The proposed budget for next fiscal year includes 806.75 permanent full- and three-quarter- time employees, an increase of 24.0 compared to the final budget amount for fiscal year 2021- 22. Additionally, there is a proposed decrease of 5.931 part-time employees, for a net personnel increase of 18.07. These proposed personnel changes directly support one or more of the priorities identified in the City Council’s five-year strategic plan. The operating budget overview contains a full breakdown of personnel costs for the General Fund and a comprehensive list of all full-time additions. Lastly, enterprise fund revenues, including those from water, wastewater services and solid waste management and the city’s golf course, are projected at $89.6 million, a $4.7 million or 5.6% increase over projected fiscal year 2021-22 revenues. The budgeted expenditures are estimated at $92.9 million for fiscal year 2022-23, which is an increase of $6.5 million or 7.5% over the fiscal year 2021-22 adopted budget. A more detailed look at the year-over-year variances in the city’s enterprise funds, as well as information about the city’s other special revenue funds, can be found in the operating budget overview. 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. The last comprehensive cost of service study on most general city fees and all development service fees was approved by the City Council on June 8, 2021. At that time, the City Council provided direction to staff to implement the updated fee structures included in the Final Cost of 1 Part-time personnel figures are presented as their hourly, full-time equivalent. May 24, 2022 Item #8 Page 5 of 245 Service Study and Fee Schedule Update Report and to increase existing fees to the low end of the industry trend in cost recovery range, limited to a maximum annual increase of 10% wherever possible. Based on this direction from City Council and the analysis for fiscal year 2022-23, staff is recommending the rates presented in the proposed Master Fee Schedule in the attached Exhibit 4, as further discussed below. General city fees are charged for the use of city services and property. Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index or the San Diego Consumer Price Index published by the Bureau of Labor and Statistics, which reflects the cost of inflation. The one-year change in the West Urban CPI is 7.7% and the change in the San Diego CPI is 8.2%. Development-related service fees are charged to recover the cost of staff time and materials spent on development-related activities and change annually by the increase in the West Urban CPI. Development impact 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. Traffic Impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever amount is greater. Ambulance fees are adjusted annually by the change in the Ambulance Inflation Factor, published by the Center for Medicare and Medicaid Services. Fee categories and changes by fiscal year *Habitat Mitigation fees are adjusted annually at half of the rate of the San Diego Area CPI. Fee Categories Index Name Index Date Source FY 2020-21 FY 2021-22 FY 2022-23 Most General City and Development Related Service Fees West Region Urban CPI January 2022 Bureau of Labor Statistics 2.90% 1.40% 7.70% Habitat Mitigation Fees*, Safety Training Center Facility Rental Fees San Diego Area CPI January 2022 Bureau of Labor Statistics 2.30% 2.40% 8.20% All Development Impact Fees Los Angeles ENR CCI January 2022 Engineering News Record 1.10% 0.00% 7.60% Traffic Impact Fees (increase by greater of Caltrans CCI or 2%; Caltrans CCI is -4.9%) Caltrans CCI January 2022 California Department of Transportation 2.00% 2.00% 2.00% Ambulance Fees Ambulance Inflation Factor October 2021 Center for Medicare and Medicaid Services 0.90% 0.20% 5.10% May 24, 2022 Item #8 Page 6 of 245 In addition to the annual inflationary increases, the following fees include notable changes for fiscal year 2022-23: • Special Events application processing fees. They are charged by the Fire Department for staff time required to review special event descriptions and site plans for adherence to applicable fire codes and regulations. In prior fee schedules, these fees were set at various tiers depending on the size of the event. The Fire Department has conducted a review of the special event application process and determined that the size of the event does not impact the amount of staff time required to process the application. The structure of these fees has been simplified accordingly to include only one fee regardless of event size. • Affordable Housing in-lieu fees. On March 22, 2022, the City Council approved a change to this fee. It was changed from one flat amount per market rate unit to one amount per single-family market rate unit on a single-family lot, and a separate amount per square foot of net building area per unit for residential development projects including between two and six units. These new fees went into effect on April 1, 2022, and are reflected in the proposed Master Fee Schedule. • Library overdue fines. The city is one of only two agencies in San Diego County that still charges late fines. Nationwide, there has been a significant movement away from charging late fines as a way to bring more patrons into libraries and alleviate financial pressure on library customers. There is a growing body of research that shows that late fines discourage students, families and lower income individuals from using the library. This research also shows that when agencies eliminate late fees, circulation tends to increase. The city’s experience with deferring existing late fines and extending due dates so that new fines would not accrue during the pandemic confirmed this. While this temporary change was in place, the city actually received more returned items than were being checked out and had a positive impact on community engagement with and use of the library. This limited experience mirrored that of libraries that have permanently eliminated late fines. Beyond San Diego County, Orange County, Los Angeles County and the City of Los Angeles have also eliminated late fines. Staff propose eliminating the city’s late fines as part of the proposed Master Fee Schedule. This change is estimated to lead to a $69,000 net decline in fee revenue, although this would decrease over time with the growing use of eMaterials. One new fee has been added to the proposed Master Fee Schedule. The Carlsbad Municipal Code incorporates the State of California Building Code by reference in Chapters 18.04.010 and 18.20.010. The State Building Code prohibits construction before obtaining permits on projects that require them and states that violators shall be subject to a fine in addition to the permit fee. Previously the city did not collect these fines, but in order to encourage compliance with Code Enforcement in these cases, staff proposes a fee that is double the price of the applicable permit in cases where construction begins before a permit is issued. Charging this fee will assist Code Enforcement officers in curbing illegal construction. Additionally, this year’s evaluation determined that the below fees are no longer in use and staff recommend removing them from the Master Fee Schedule: • E28 Recycled Water shutdown – deposit May 24, 2022 Item #8 Page 7 of 245 • Sewer Benefit area fees for areas K and M • City Clerk certification fee Certain other fees in the proposed Master Fee Schedule will be increasing by more than 10% in the upcoming fiscal year. Street Light energizing fees reflect changes in electricity prices charged by SDG&E. During last fiscal year’s Master Fee Schedule update these fees increased between 9% and 14%. In this year’s proposed Master Fee Schedule these fees are increasing between 21% and 34%, reflecting the increase in energy prices over the last several months. The Utilities Department conducted its own cost of service study this spring for certain fees not included in the regular citywide cost of service study and found that some meter installation and water service fees needed to increase by an amount greater than 10% to be closer to full cost recovery and better reflect the cost of these services to the enterprise funds. In future years, these fees will change similarly to other city fees, and increases will be limited to no more than 10% as much as is feasible to ensure sound financial management of these enterprise funds. Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2022. Details on these rates can be found in the proposed Master Fee Schedule in the attached Exhibit 4. Options The City Council/Board/Commission may accept the report of the proposed fiscal year 2022-23 Operating Budget and Master Fee Schedule without changes and direct staff to set a public hearing date of June 14, 2022, to consider adoption of the fiscal year 2022-23 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets, and the revised Master Fee Schedule. The City Council/Board/Commission may also direct staff to make changes to the proposed fiscal year 2022-23 Operating Budget and Master Fee Schedule prior to the public hearing date of June 14, 2022. Any changes will be reflected in the final proposed budget documents presented at the public hearing. Fiscal Analysis This is the preliminary Operating Budget for fiscal year 2022-23 and any changes made by staff or the City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 14, 2022. Next Steps On June 7, 2022, the City Council/Board/Commission will receive a report detailing the proposed fiscal year 2022-23 Strategic Digital Transformation Investment Program and Capital Improvement Program budgets. On June 14, 2022, the City Council/Board/Commission will hold the public hearing to consider adoption of the new budgets and the revised Master Fee Schedule. Any changes directed by the May 24, 2022 Item #8 Page 8 of 245 City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 14, 2022. Environmental Evaluation This action does not constitute a “project” within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065. 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 Public notice of this item was posted in keeping with the state's Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date. Exhibits 1. Fiscal Year 2022-23 Preliminary Operating Budget 2. Fiscal Year 2022-23 General Fund Critical Supplemental Requests 3. Fiscal Year 2022-23 Non-General Fund Critical Supplemental Requests 4. Fiscal Year 2022-23 Proposed Master Fee Schedule Changes 5. City Council resolution 6. Carlsbad Municipal Water District Board resolution 7. Carlsbad Public Financing Authority Board resolution 8. Community Development Commission resolution 9. City Council as Successor Agency resolution May 24, 2022 Item #8 Page 9 of 245 Exhibit 1 May 24, 2022 Item #8 Page 10 of 245 CITY OF CARLSBAD Budget preparation team Finance team Brigid Drury, Finance Manager Bridget Desmarais, Management Analyst Jeremy Bates, Senior Management Analyst Zach Korach, Finance Director 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 Mike Calderwood, Chief, Fire Department Maria Callander, Director, Information Technology Sheila Cobian, Director, Legislative and Constituent Services Tom Frank, Director, Public Works Transportation Morgen Fry, Management Analyst, Office of the City Manager David Graham, Chief Innovation Officer, Innovation & Economic Development Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager Zach Korach, Director, Finance Kyle Lancaster, Director, Parks & Recreation John Maashoff, Manager, Public Works Fleet & Facilities Faviola Medina, City Clerk Services Manager, Office of the City Clerk Mandy Mills, Director, Housing & Homeless Services Jeff Murphy, Director, Community Development Vicki Quiram, Director, Public Works Utilities Kristina Ray, Director, Communication & Engagement Suzanne Smithson, Director, Library & Cultural Arts Baq Taj, Engineering Manager, Public Works Construction Management & Inspections Judy Von Kalinowski, Director, Human Resources Mickey Williams, Chief, Police Department James Wood, Jr., Director, Public Works Environmental Management Department budget preparers & reviewers Shoshana Aguilar, Utilities Cindy Anderson, Police Department Sue Armstrong, Communication & Engagement Conrad Avila, Finance Pat Downie, City Clerk’s Office Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts Ed Garbo, Risk Management Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology Kayla Hanner, Finance Chad Kantner, Parks & Recreation Esther Lan, Transportation Tom Mallory, Communications & Engagement Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts Bradley Northup, Fleet & Facilities Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources Megan Powers, Environmental Management Kim Riboni, Finance Jason Rosado, City Treasurer’s Office Laureen Ryan, Community Development Sarah Sanders, Risk Management Richard Schultz, Library & Cultural Arts Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Services May 24, 2022 Item #8 Page 11 of 245 TABLE OF CONTENTS OPERATING BUDGET Overview ......................................................................................................................................B-1 Revenue .......................................................................................................................................B-2 Expenditures ................................................................................................................................B-13 Personnel Allocations………………………………………………………………………………………………………………B-20 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-10 PUBLIC WORKS Summary ......................................................................................................................................D-1 Organization Chart .......................................................................................................................D-2 Public Works Administration ........................................................................................................D-3 Construction Management & Inspection .....................................................................................D-5 Environmental Management .......................................................................................................D-7 Facilities ........................................................................................................................................D-14 Fleet Maintenance & Replacement..............................................................................................D-17 Transportation .............................................................................................................................D-19 Utilities .........................................................................................................................................D-26 COMMUNITY SERVICES Summary ......................................................................................................................................E-1 Organization Chart .......................................................................................................................E-2 Community Services Administration ............................................................................................E-3 Community Development ............................................................................................................E-5 Library & Cultural Arts ..................................................................................................................E-26 Parks & Recreation .......................................................................................................................E-41 ADMINISTRATIVE SERVICES Summary ......................................................................................................................................F-1 Organization Chart .......................................................................................................................F-2 Administrative Services Administration .......................................................................................F-3 Finance .........................................................................................................................................F-5 Human Resources ........................................................................................................................F-7 Information Technology ...............................................................................................................F-14 Innovation & Economic Development .........................................................................................F-16 Miscellaneous Non-Departmental ...............................................................................................F-18 May 24, 2022 Item #8 Page 12 of 245 CITY OF CARLSBAD POLICY & LEADERSHIP Summary ......................................................................................................................................G-1 Organization Chart .......................................................................................................................G-2 Office of the City Council ..............................................................................................................G-3 Office of the City Treasurer ..........................................................................................................G-5 Office of the City Manager ...........................................................................................................G-7 Office of the City Attorney ...........................................................................................................G-9 Office of the City Clerk .................................................................................................................G-11 Communication & Engagement ...................................................................................................G-13 May 24, 2022 Item #8 Page 13 of 245 B-1 OPERATING BUDGET OVERVIEW This section includes a summary of the revenues and expenditures included in the fiscal year 2022-23 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 the city’s approach to planning for and funding digital transformation efforts throughout the city is included in the Strategic Digital Transformation Investment Program section which will be brought to City Council on June 7, 2022 and included in the Final Adopted Budget. 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. May 24, 2022 Item #8 Page 14 of 245 B-2 OPERATING BUDGET REVENUE SUMMARY The Operating Budget for fiscal year 2022-23 totals $342.2 million, with revenues for the year estimated at $339.8 million. General Fund revenues are estimated at $198.8 million and General Fund budgeted expenditures are $198.3 million, which includes $2.7 million in one-time expenditures funded from General Fund revenues to operationalize the City Council’s goals and priorities. Excluding the one-time expenditures, the General Fund budgeted operating expenditures are $195.6 million. Revenue estimates for the Operating Budget indicate the city will receive a total of $339.8 million in fiscal year 2022-23, a change of 0.04% or $0.1 million above the estimated fiscal year 2021-22 revenues. General Fund revenues are expected to increase by $20 million compared to the prior year’s adopted revenues and decrease $6.2 million or 3% compared to fiscal year 2021-22 estimates. Special Revenue funds are projected to decrease by 4.0% or $0.7 million over fiscal year 2021-22 estimates. Enterprise Fund revenues are projected to increase by 5.6% or $4.7 million in the upcoming fiscal year. Internal service funds are increasing consistently with service level additions in other departments. The Successor Agency Housing Trust revenues are expected to decrease by $0.6 million as the loan owed to the General Fund was fully repaid by the end of fiscal year 2020-21. 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 2021-22, as well as those budgeted for fiscal year 2022-23. Estimated Budgeted $% 2021-22 2022-23 Change Change General Fund 204.9$ 198.8$ (6.2)$ -3.0% Special Revenue 18.7 17.9 (0.7) -4.0% Enterprise 84.8 89.6 4.7 5.6% Internal Service 30.5 33.1 2.6 8.4% Successor Agency Housing Trust 1.1 0.4 (0.6) -52.2% Total 340.0$ 339.8$ (0.1)$ 0.0% REVENUE SUMMARY BY FUND TYPE (in Millions) Fund May 24, 2022 Item #8 Page 15 of 245 B-3 General Fund General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street and Park Maintenance and Recreation programs. The table below provides a summarized outlook of the General Fund revenues. The COVID-19 pandemic has created immense uncertainty in the city’s revenues, most notably in sales tax and transient occupancy tax. The fiscal year 2021-22 adopted budget had anticipated continued adverse impacts from the pandemic with moderate recovery; however, current estimations indicate sales tax and transient occupancy tax will reach historically high levels. While sales tax revenues were budget at $43.9 million and transient occupancy tax was budgeted at $18.4 million, actual revenues are estimated at $50.3 million and $28.1 million, respectively. This was mainly due to the staggered lessening of COVID-19 restrictions coupled with pent-up demand and inflationary increases. While recovery from the pandemic was accelerated compared to original estimates, new uncertainty surrounding the economy is rising. Significant inflationary increases and its impacts on disposable income, tourism and the housing market indicate that maintaining a conservative outlook for the city’s revenues in the future is most prudent. Just over 80% of General Fund revenues are derived from three sources – property tax, sales tax, and transient occupancy tax. 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 6% over last year’s adopted budget and 2.3% over the fiscal year 2021-22 estimated amount. While the residential real estate market in Carlsbad has seen significant increases in values, commercial property assessed values are still expected to remain relatively flat. Due to the uncertainty and slowdown of economic activity created from the COVID-19 crisis, commercial property transactions have been limited during the prior year. Proposition 8 allows owners to have their property temporarily revalued if market value is lower than the factored base year value, posing a risk that commercial property values could temporarily decrease. While recovery from the pandemic has commenced, new uncertainties have grown surrounding the economy, specifically inflation and impacts on disposable income and the housing market. Commercial property prices are not anticipated to increase significantly on an annual basis. Estimated Budgeted $% 2021-22 2022-23 Change Change Property Tax 79.7$ 81.5$ 1.8$ 2.3% Sales Tax 50.3 49.1 (1.2) -2.4% Transient Occupancy Tax 28.1 28.8 0.7 2.5% Franchise Taxes 6.3 7.0 0.7 11.4% Business License Tax 6.8 6.2 (0.6) -8.6% Development Revenues 3.7 2.9 (0.9) -23.5% All Other Revenue 30.0 23.3 (6.7) -22.4% Total 204.9$ 198.8$ (6.2)$ -3.0% GENERAL FUND REVENUES (In Millions) May 24, 2022 Item #8 Page 16 of 245 B-4 Assessed values on the residential real estate are expected to grow modestly, capped by California’s Proposition 13. 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 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of a property. The maximum increase of assessed values when properties are not sold is by the change in California’s Consumer Price Index, which was 1.036% in 2021-22 – below the 2% cap for the first time since 2016-17. Residential activity has been driven by low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the ability to work remotely. Increasing rates and diminishing pent-up demand as we exit the pandemic will have an impact compared to past experience. The median price of a single family residence in Carlsbad based on resale data from Zillow is $1.4 million, up by 28.5% year over year in March 2022. Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2022-23 are based on assessed values as of January 1, 2022. Property taxes tend to grow slowly unless there is a significant amount of development-related activity. In past decades the city has seen robust growth in property tax revenue due to new development, high turnover of existing homes, and double-digit growth in housing prices. However, as opportunities for new development and growth lessen, development-related revenues have slowed. In addition to recent interest rate increases, slower development combined with minimal commercial property transactions and tax reform has caused a slowing in property tax growth in the city. $29 $31 $33 $35 $35 $35 $41 $38 $44 $50 $49 $51 $50 $54 $57 $62 $65 $68 $72 $77 $80 $82 $ MillionsFiscal Year Property and Sales Tax Revenues Property Tax Sales Tax May 24, 2022 Item #8 Page 17 of 245 B-5 Sales Tax revenues generally move in step with economic conditions and overall Carlsbad’s economy has been neutral during the pandemic. The restrictions resulting from the COVID-19 pandemic have led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and general retail took a major hit. The city has also benefitted from sales tax revenues on internet sales generated as a result of the Wayfair or AB147 law that went into effect in October 2019. Until fiscal year 2019-20 sales tax revenues had improved markedly, peaking in fiscal year 2018-19 at $40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020- 21, impacts of COVID-19 on sales tax generally correlated with shelter-in-place mandates. As restrictions were lifted, recovery was realized as fiscal year 2020-21 ended with $44 million in sales tax revenues. However, fiscal year 2021-22 experienced the most accelerated recovery—the city is estimated to end the year at a historic high of $50 million in sales tax revenues. Much of this recovery resulted from the easing of restrictions and pent-up demand. As we move forward into fiscal year 2022-23, much uncertainty remains surrounding market and economic conditions like inflation and impacts to disposable income. As a result, a conservative estimate of $49.1 million is budgeted for fiscal year 2022-23 which represents a decrease of $0.9 million, or 2%, over fiscal 2021-22 estimates. 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, which combined account for over half of taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip, auto sales tax revenues hit a high of $12.2 million for the four quarters ended December 31, 2021. With general retail sales tax suffering for the year ended December 31, 2020, the most recent four quarters have shown full recovery increasing nearly 75% and reaching historic levels. Transportation, 30.5% Construction, 2.4% General Retail, 20.4%Miscellaneous, 0.6% Restaurants & Markets, 13.3% Business to Business, 12.7% County Pool, 20.1% Sales Tax by Category Fourth Quarter 2021 May 24, 2022 Item #8 Page 18 of 245 B-6 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. The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic highs of $26 million in fiscal year 2018-19, year-over-year decreases of 27% and 16% were experienced. As of last year, TOT was expected to increase approximately 47%, marking the beginning of an anticipated 3-year recovery. However, this recovery was accelerated with the easing of restrictions and pent-up demand which resulted in TOT revenues reaching new historic highs. In fiscal year 2021-22 TOT is estimated at approximately $28 million. While group business travel has yet to fully return to pre-pandemic levels, uncertainty around rising inflation and diminishing pent up demand drive a more conservative estimate in fiscal year 2022-23. TOT has historically increased as new hotels—such as the two hotels at the Legoland California Resort, Cape Rey Carlsbad Beach Resort and the Westin Hotel—have opened. The city saw the opening of the Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the impact of new openings has been overshadowed by the COVID-19 disease containment and suppression measures. As we move out of the pandemic, TOT revenues are anticipated to increase. According to a report from Tourism Economics, San Diego County tourism will see significant growth in visitation demand of around 36% in calendar year 2022 and another 9% in calendar year 2023. The projected rebound is driven by lifted travel restrictions and the regions attractiveness for leisure travel, offset by weak group and business travel. The following few years are expected to increase steadily as group and business travel become more prevalent and increases in available rooms continue. The City of Carlsbad currently has approximately 4,812 hotel rooms, 668 timeshares, and over 357 registered vacation rentals. Franchise Tax revenue has stabilized in recent years and is projected at $7.0 million in fiscal year 2022-23. 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, $15 $17 $20 $22 $22 $24 $26 $19 $16 $28 $29 0 5 10 15 20 25 30 35 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ MillionsFiscal Year Transient Occupancy Taxes May 24, 2022 Item #8 Page 19 of 245 B-7 cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise fee 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 $1.44 million to $1.36 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. In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San Diego. The city receives 7.5% of revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million storm water fee. The increase in fiscal year 2022-23 is driven by this $0.8 million payment to assist with AB 939. San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands, which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. This revenue source is expected to remain flat over the next several years. Business license taxes are closely tied to the health of the local economy, and are projected to increase to $6.2 million in fiscal year 2022-23. This represents growth of $0.4 million or 7% when compared to last year’s adopted budget. Increases in business license taxes are in line with projected sales tax revenue increase as businesses either pay taxes based on the amount of their gross receipts or based on set fees. There are currently about 9,591 licensed businesses in the City of Carlsbad, 77 more than in the prior year with 6,327 of them located in the city. Development-related revenues are derived from fees for planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities, such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities occur months or years before any actual development. Over the last 10 years development- related revenues have fluctuated in line with increases and decreases in residential, commercial and industrial development. In fiscal year 2022-23 the city expects a 24% decrease in development related revenues to approximately $2.9 million. This follows higher than anticipated development activity occurring in fiscal year 2021-22. 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 a drop in the revenues derived from building fees which occur in the early stages of development. May 24, 2022 Item #8 Page 20 of 245 B-8 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. Miscellaneous interdepartmental charges are expected to increase by 3%. Income from investments and property include interest earnings as well as rental income from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its General Fund investments for fiscal year 2022-23 and another $2.7 million in rental and lease income. The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to remain flat as increases in receipts are projected to be offset by increases in expenditures as the City Council’s goals are operationalized. Ambulance fee revenues are estimated to increase $1.2 million over last year’s adopted budget. This increase is due to the Fire Department’s new ambulance model as approved in the Standards of Cover which will contribute to the increase over the previous fiscal year. 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 $1.6 million in transfer taxes for fiscal year 2022-23 which is a 22% increase from fiscal year 2021-22 adopted budget and relatively consistent with current year estimates. The residential real estate market continues remains strong; however, this will likely be influenced by rising interest rates. Housing prices are continuing to increase in Carlsbad and inventories remain low. Other intergovernmental revenues include miscellaneous receipts received from the state or federal governments as well as local school districts. With the city receiving its two annual American Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6 million, intergovernmental revenues will decrease substantially in fiscal year 2022-23. All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers in and other charges and fees. The estimate for fiscal year 2022-23 totals $5 million and is expected to remain relatively flat over the previous fiscal year. May 24, 2022 Item #8 Page 21 of 245 B-9 Overall and as reflected in the bar chart above, General Fund revenues are expected to be down $6.2 million or 3% from fiscal year 2021-22 estimates. This is largely due to the final American Rescue Plan Act payment of $6.3 million received in fiscal year 2021-22 and the recovery from COVID-19 exceeded original timing expectations. As the city moves out of the pandemic, uncertainty surrounding inflation, diminishing pent up demand and impacts to the housing market contribute to a conservative outlook that will be monitored into the future. In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of new hotels, restaurants, retail centers and new home development. Those levels of planned growth were not sustainable. As new development slows, it will be increasingly more difficult to produce double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten years. A recovering economy is certainly driving General Fund revenues higher, but this growth comes from a lower revenue base due to the impacts of the COVID-19 crisis. The city’s revenues, excluding COVID-19 related subsidies, are not projected to fully recover to pre-COVID-19 levels until fiscal year 2022-23 and then revenue growth is forecasted to stabilize at between 2-4% in the following years. Other Funds Revenues from Special Revenue funds are expected to total $17.9 million, an increase of $4.0 million or 29% from the fiscal year 2021-22 adopted budget. 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) $- $50 $100 $150 $200 $250 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ MillionsFiscal Year General Fund Revenues May 24, 2022 Item #8 Page 22 of 245 B-10 Compared to the fiscal year 2021-22 adopted budget, the most noteworthy changes in the Special Revenue funds occurred in the Rental Assistance Fund where increases of $3.9 million are expected to occur. These revenues are federally funded and tend to fluctuate from year-to year. The Successor Agency Housing Trust Fund revenues are budgeted at $0.5 million which represents a 52% decrease over fiscal year 2021-22 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. All outstanding loans and interest accrued have been paid to the city by the end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency. Enterprise fund revenues for fiscal year 2022-23 are projected at $89.6 million representing an increase of 5.6% or $4.7 million 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 good and/or service. Carlsbad enterprise funds include water and recycled water delivery, wastewater services, solid waste management and the operation of a municipal golf course. The fiscal year 2022-23 operating budget reflects additions for an updated sewer master plan as well as significant increases for Water Authority rate increases for purchases water. Rental Assistance $7.6M, 64% Affordable Housing $0.5M, 3% CDBG $0.5M, 3% Maintenance Districts $3.8M, 22% Donations and Grants $0.5M, 3% All Others $1.0M, 5% Special Revenue Funds FY 2022-23 Budgeted Revenues $17.9 million May 24, 2022 Item #8 Page 23 of 245 B-11 The Water Enterprise Fund revenue for fiscal year 2022-23 is estimated at $47.0 million representing a decrease of $0.7 million or 1.5% when compared to current year revenue estimates. This decrease is driven by one-time SDCWA refunds received in fiscal year 2021-22 that are not expected in fiscal year 2022-23. Projected revenues for Recycled Water of $8.7 million are expected to increase by $0.2 million or 2% as minor customer growth is expected and a 1% increase in rates is forecasted. Forecasted revenues for Wastewater are $19.3 million representing a 24% or $3.8 million increase over the current year estimate. This increased estimate is largely driven by 20% rate increases of 20% in both 2022 and 2023 to support rising treatment costs and aging infrastructure costs. Estimated revenues from operations of the Golf Course of $9.6 million are expected to increase slightly by $0.6 million or 7% when compared to current year estimates. $7.5 million was conservatively budgeted in fiscal year 2021-22; however, outdoor activities such as golf experienced tremendous growth throughout the pandemic. Water Operations $47.0 52% Wastewater Operations $19.3 21% Solid Waste Management $5.0 6% Golf Course Operations $9.6 11% Recycled Water $8.7 10% Enterprise Funds FY 2022-23 Budgeted Revenues $89.6 Million May 24, 2022 Item #8 Page 24 of 245 B-12 Solid Waste Management revenues are projected to increase by 22% to $5.0 million when compared to current year estimates. This increase is mainly driven by a storm water reimbursement from the city’s new waste hauler contract. Internal Service funds project estimated revenues of $33.1 million for fiscal year 2022-23 representing an 8.4% or $2.6 million increase over fiscal year 2021-22 projections. Internal Service funds account for services provided within the city itself, from one department to another and on a cost reimbursement basis. These include programs such as the self-insurance funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for these services and therefore the rates charged are based on the cost 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. To achieve this, charges to city departments need to increase by 10-15% annually over the next several years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal year 2022-23. The fiscal year 2022-23 operating budget includes $5.3 million for Workers’ Compensation and $4.0 million for Risk Management. This represents a $0.4 million and $0.6 million increase over the previous fiscal year estimates, respectively. Vehicle Maintenance and Replacement charges are budgeted at $3.3 million and $4.0 million, respectively. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans at the end of their useful 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. The total number of vehicles that the Replacement charge is collecting on has increased for two additional reasons: the city added vehicles to its fleet, largely in the Fire and Police departments; and vehicles previously deferred for replacement were replaced thereby restarting the collection cycle. Information Technology (IT) charges to departments have increased by 11.0% or $1.6 million when compared to fiscal year 2021-22 estimates. The main reason for this increase is due to a reorganization of personnel within the city. Employees within the Business Systems Associate series (9.49 total FTE) were transferred from various departments citywide to the Information Technology department. Consequently, the Information Technology budget and corresponding charges have increased to account for these new personnel costs. May 24, 2022 Item #8 Page 25 of 245 B-13 OPERATING BUDGET EXPENDITURE SUMMARY The city’s Operating Budget for fiscal year 2022-23 totals $342.23 million, which represents an increase of about $25.1 million or 7.9% as compared to the adopted fiscal year 2021-22 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. The total Operating Budget for the General Fund for fiscal year 2022-23 is $198.3 million which is $13.7 million or 7.4% more than the previous year’s Adopted Budget of $184.6 million. These changes are discussed in more detail on the following pages. Budget Budget $% 2021-22 2022-23 Change Change General Fund 184.6$ 198.3$ 13.7$ 7.4% Special Revenue 15.4 17.3 1.9 12.3% Enterprise 86.4 92.9 6.5 7.5% Internal Service 29.6 32.6 3.0 10.1% Successor Agency Housing Trust 1.1 1.1 - 0.0% Total 317.1$ 342.2$ 25.1$ 7.9% By Fund Type (In Millions) BUDGET EXPENDITURE SUMMARY Budget Budget $% 2021-22 2022-23 Change Change Personnel 116.2$ 124.0 7.8 6.7% Personnel, gross 116.2 126.0 9.8 8.4% Vacancy Savings - (2.0) (2.0) 0.0% Maintenance & Operations 60.3 59.2 (1.1) -1.8% Capital Outlay 0.9 1.5 0.6 71.9% Transfers 7.1 13.6 6.5 90.3% Subtotal 184.5$ 198.3$ 13.8$ 7.5% (In Millions) GENERAL FUND SUMMARY By Expenditure Type May 24, 2022 Item #8 Page 26 of 245 B-14 Personnel costs make up approximately 62.5% of the General Fund budget. The total personnel budget for fiscal year 2022-23 is $124 million which is $7.8 million or 6.7% greater than the previous year’s total personnel budget of $116.2 million. In fiscal year 2022-23, the preliminary budget proposes including a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel savings will be realized by the end of the fiscal year. This mechanism is being proposed for multiple reasons. (1) budgeting for vacancy savings reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings at the mid-year point of the fiscal year; this mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10-year forecast which has historically included a line item for vacancy savings. The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full and part-time staff costs and are expected to increase in fiscal year 2022-23 by $3.5 million or 4.5%. The increase is primarily due to 24.0 new full-time positions and 2.22 full-time equivalent part-time positions proposed for the next fiscal year. The full-time additions include: • General Fund o Twelve Emergency Medical Technicians (Fire) o Strategic Plan Analyst (Innovation & Economic Development), with part-time reduction o Four Senior Lifeguards (Parks & Recreation), with part-time reduction o Parks Planner – 5 year limited term (Parks & Recreation) o Management Analyst (Police) o Senior Engineer – 5 year limited term (Fleet & Facilities) • Non-General Fund o Housing Assistant (Housing & Homeless Services) o Management Analyst (Utilities) o Utility Locator (Utilities) o Client Systems Associate Administrator (Information Technology), with part-time reduction Budget Budget $% 2021-22 2022-23 Change Change Salaries and Wages 79.8$ 83.3 3.5 4.5% Salaries and Wages, gross 79.8 85.3 5.5 6.9% Vacancy Savings - (2.0) (2.0) 0.0% Retirement Benefits 19.8 23.0 3.2 16.0% Health Insurance 10.4 10.7 0.3 3.3% Other Personnel 6.2 7.0 0.8 12.2% Total 116.2$ 124.0$ 7.8$ 6.6% Personnel Costs (In Millions) GENERAL FUND May 24, 2022 Item #8 Page 27 of 245 B-15 The part-time additions include: • Three Emergency Medical Technicians (Fire) • Building Maintenance Worker (Fleet & Facilities) • An Administrative Secretary FTE increase (Administrative Services Administration) In addition, costs have increased due to contracted and anticipated wage and benefit increases for budgeted positions in fiscal year 2022-23. Retirement Benefits Cost CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the plan’s long-term funded status. The pension system continues to pursue tactics in support of its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a long-term rate of return that meets or exceeds 7%. 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, but still poses a significant risk on the city’s cost profile. In support of CalPERS strategies for plan sustainability and as part of the city’s strategic, long-term approach to financial management, the city actively manages its unfunded pension liability. Since fiscal year 2016-17, the City Council has approved additional discretionary contributions of $56.4 million to decrease future costs of the city’s unfunded actuarial liability and strive to achieve a funded status of 80% in accordance with City Council Policy Statement No. 86. 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. General Fund Health Insurance costs in the General Fund are increasing by $0.3 million or 3.3% over the prior year. This increase is largely due to estimating maximum health insurance coverage and associated costs for new and current employees. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively by $0.8 million or 12.2%. Maintenance and Operations costs represent about 29.9% of the total General Fund budget and include the budgets for all program expenses other than personnel, capital outlay and transfers. Overall, total maintenance and operations costs are projected at $59.2 million which represents a decrease of about $1.1 million or 1.8% for fiscal year 2022-23 when compared to fiscal year 2021-22. To ensure the city maintains a balanced budget and continuously analyzes its use of taxpayer dollars, departments were asked to reduce their existing budget for fiscal year 2022-23 and decrease discretionary spending wherever possible. Even with the approval of additional budget items, General funded departments were able to reduce their maintenance and operations budget requests by 1.8% overall. This was accomplished despite the increase in costs for certain mandatory fees and unavoidable costs such as SDG&E rate increases and other rising contracted services costs. 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. May 24, 2022 Item #8 Page 28 of 245 B-16 Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $1.5 million are budgeted in the General Fund for fiscal year 2022-23. The majority is associated with the purchase of a fire engine in the Fire Department and is related to the City Council goal to bring the Fire Department into conformance with Standards of Cover evaluation. 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. 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. Expenditures in the General Fund remained flat until fiscal year 2015-16 budget reflected an 8.2% increase in expenditures due primarily to increased personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program for Fire Station 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 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. $119 $121 $129 $171 $148 $168 $164 $211 $200 $198 $- $50 $100 $150 $200 $250 2014 2015 2016 2017 2018 2019 2020 2021 2022e 2023e$ (in millions)Fiscal Year History of General Fund Expenditures May 24, 2022 Item #8 Page 29 of 245 B-17 Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of 34 new full-time employees, but was largely offset due to the city’s response to the COVID-19 pandemic and the need to reduce discretionary spending as much as possible during the unprecedented time. Fiscal year 2020-21 expenditures reflect an additional one-time $10 million payment to CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by the continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one-time costs associated with the goals, and the addition of 18 new full-time and 6.7 part-time employees which are mostly associated with the goals. The city also made an additional one-time $6.4 million payment to CalPERS to bring down the city’s unfunded pension liability. Program Expenditures Another way of looking at the General Fund budget is by program. The chart below compares the total fiscal year 2022-23 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. A detailed description of each department’s budget can be found in the department program summaries. May 24, 2022 Item #8 Page 30 of 245 B-18 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: $11.9 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($3.96 million each). This will fund major new construction, maintenance and/or replacement of city infrastructure and facilities and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long Term General Fund Capital Funding Policy. $332,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm Water expenses. $1.4 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners. General Fund Summary The Operating Budget for fiscal year 2022-23 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.5 million. This projected surplus will be added to city reserves to be used in accordance with the city’s adopted reserve policy. Budget Budget $% 2021-22 2022-23 Change Change Policy & Leadership Group 8.1$ 8.5$ 0.4$ 4.2% Administrative Services - Administration 0.6 0.6 - 31.5% Administrative Services - Finance 5.6 5.5 (0.1) -2.8% Administrative Services - Human Resources 5.0 5.3 0.3 6.2% Administrative Services - Innovation & Economic Dev.1.3 2.5 1.2 104.5% Community Services - Administration 0.7 0.7 - 3.0% Community Services - Community Development 10.5 10.4 (0.1) -1.1% Community Services - Housing & Homeless Services 5.9 3.1 (2.8) -46.9% Community Services - Library & Cultural Arts 13.8 14.1 0.3 2.2% Community Services - Parks & Recreation 19.2 21.2 2.0 10.5% Public Safety - Fire 33.5 37.8 4.3 12.6% Public Safety - Police 48.8 51.1 2.3 4.8% Public Works - Administration 1.9 1.4 (0.5) -25.8% Public Works - Construction Mgmt. & Inspection 3.0 3.3 0.3 9.1% Public Works - Environmental Management 1.3 1.2 (0.1) -9.6% Public Works - Facilities 6.6 6.8 0.2 3.3% Public Works - Transportation 8.4 9.7 1.3 15.5% Non-Departmental 10.6 15.1 4.5 43.1% Total 184.6$ 198.3$ 13.7$ 7.4% GENERAL FUND EXPENDITURES By Department (In Millions) May 24, 2022 Item #8 Page 31 of 245 B-19 Fiscal Year 2022-23 General Fund Operating Surplus General Fund fiscal year 2022-23 revenue estimates $198.8 million General Fund fiscal year 2022-23 preliminary expenditures $198.3 million Projected operating surplus for fiscal year 2022-23 $ 0.5 million General Fund Reserves Projected unassigned balance at June 30, 2022 $115.7 million Plus: projected fiscal year 2022-23 surplus $ 0.5 million Equals: projected unassigned balance at June 30, 2023 $116.2 million Changes in Other Funds Special Revenue funds, budgeted at $17.3 million show an increase in expenditures of 12.3% or $1.9 million when compared to fiscal year 2021-22. Spending in most programs is expected to remain at similar or slightly higher levels over the prior year. Expenditure increases of $2.5 million or 31.8% are planned in the Rental Assistance Fund largely because of program expansion and corresponding increase in rental assistance payments. This reflects additional revenue received from federally funded programs to assist more lower-income households in Carlsbad. Enterprise funds total $92.9 million which represents an increase of $6.5 million or 7.5% over the fiscal year 2021-22 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 $32.6 million and represents an overall increase of $3.0 million or 10.1% over fiscal year 2021-22. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Maintenance and Replacement and Information Technology expenditure increases correspond with the city’s efforts to continue to modernize, upgrade and invest in needed equipment, systems and applications. More detail regarding the increase in Information Technology due to the reorganization of personnel can be found in the internal service fund piece of the revenue summary section earlier in this document. The budget for the Successor Agency Housing Trust Fund for fiscal year 2022-23 is approximately the same as the prior year’s adopted budget of $1.1 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 will be paid off by the end of fiscal year 2021-22. These obligations are to be paid from semi-annual property tax increment revenue received by the Successor Agency. May 24, 2022 Item #8 Page 32 of 245 B-20 PERSONNEL ALLOCATIONS Adopted Adopted Adopted Final Preliminary Budget Budget Budget Budget Budget Department 2019-20 2020-21 2021-22 2021-22 2022-23 City Attorney 8.00 8.00 8.00 8.00 8.00 City Clerk Services 7.00 7.00 7.00 7.00 7.00 City Council 2.00 2.00 2.00 2.00 2.00 City Manager 12.00 7.00 7.00 7.00 7.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Communication & Engagement 7.00 7.00 7.00 9.00 9.00 Administrative Services - Administration 0.00 0.00 3.00 3.00 3.00 Finance 31.00 31.00 28.00 28.00 26.00 Human Resources*17.00 17.00 17.00 18.00 18.00 Information Technology 35.00 37.00 37.00 37.00 43.00 Innovation & Economic Development 2.00 4.00 4.00 4.00 9.00 Community Services - Administration 0.00 3.00 3.00 3.00 3.00 Community Development 63.75 61.75 53.00 52.00 52.00 Housing & Homeless Services 0.00 0.00 14.00 15.00 16.00 Library & Cultural Arts 52.50 52.50 52.50 53.00 51.00 Parks & Recreation 55.00 55.00 55.00 55.00 59.00 Fire 97.75 97.75 111.00 112.00 123.00 Police 184.00 184.00 186.00 186.00 187.00 Public Works 172.75 172.75 177.75 182.75 182.75 Total Full-Time Personnel 747.75 747.75 773.25 782.75 806.75 Hourly Full-Time Equivalent Personnel 199.97 186.59 193.81 185.65 179.72 Total 947.72 934.34 967.06 968.40 986.47 Notes: Adopted Budget 2019-20 includes reorganizations within Finance, Human Resources, Community Development, and Police; as well as an increase of (2.0) FTE for Police approved by the City Council mid-year. This table excludes paid interns, due to transitional nature of intern employment. *Includes Risk Management and Workers' Compensation Adopted Budget 2020-21 includes reorganization of (5.0) FTE from City Manager to Community Services - Administration and Innovation & Economic Development. Adopted Budget 2021-22 includes reorganization of (1.0) FTE from Human Resources to Fire, (3.0) FTE from Finance to Administrative Services - Administration, (1.0) from Police to Housing & Homeless Services and (9.0) from Community Development to Housing & Homeless Services. Final Budget 2021-22 includes reorganization of (1.0) FTE from Community Development to Housing & Homeless Services and (1.0) FTE from Utilities to Human Resources; addition of (6.0) FTE for Environmental Management and (1.0) for Fire approved by the CIty Council mid-year; and conversion from hourly FTE to add (0.50) to Library & Cultural Arts and (2.0) FTE to Communications & Engagement. Preliminary Budget 2022-23 includes reorganization of (9.0) full-time FTE from various departments to Informations Technology and (4.0) FTE from Information Technology to Innovation & Economic Development. May 24, 2022 Item #8 Page 33 of 245 B-21 May 24, 2022 Item #8 Page 34 of 245 B-22 SCHEDULE OF PROJECTED FUND BALANCE Projected Beginning Ending Fund Balance Estimated Estimated Fund Balance Fund July 1, 2021 Revenues Expenditures June 30, 2022 General Fund 110,998,762$ *204,922,372$ 200,223,160$ 115,697,974$ * Special Revenue Funds Affordable Housing 16,702,385 1,815,000 200,000 18,317,385 Agricultural Mitigation Fee 1,025,623 13,000 - 1,038,623 Buena Vista Channel Maintenance District 1,502,960 115,000 106,500 1,511,460 Citizens' Option for Public Safety 304,670 186,034 266,106 224,598 Community Activity Grants 1,125,132 12,000 15,000 1,122,132 Community Development Block Grant 266,637 1,492,368 1,548,299 210,706 Cultural Arts Donations 338,366 51,826 82,491 307,701 Habitat Mitigation Fee - 65,100 - 65,100 Library and Arts Endowments 270,832 2,800 6,000 267,632 Library Gifts and Bequests 1,654,623 200,816 216,363 1,639,076 Lighting and Landscaping District 2 4,615,763 687,680 398,124 4,905,319 Local Cable Infrastructure 941,429 288,600 467,962 762,067 Median Maintenance District 84,768 1,315,000 1,160,000 239,768 Parking In Lieu Fee 1,200,349 12,000 49,675 1,162,674 Police Asset Forfeiture 259,469 918 20,000 240,387 Public Safety Grants - 196,696 196,696 - Recreation Donations 292,508 28,234 45,782 274,960 Rental Assistance 235,713 9,682,700 9,597,000 321,413 Senior Donations 336,216 14,037 19,000 331,253 Street Lighting Maintenance District 2,862,534 927,000 849,000 2,940,534 Street Tree Maintenance District 159,543 910,000 950,000 119,543 Tyler Court Apartments 330,598 641,000 485,000 486,598 Total Special Revenue Funds 34,510,118 18,657,809 16,678,998 36,488,929 Enterprise Funds Water Operations 30,390,857 47,723,538 51,321,219 26,793,176 Recycled Water Operations 5,652,330 8,537,611 11,403,789 2,786,152 Wastewater Operations 8,184,603 15,526,500 16,057,474 7,653,629 Solid Waste Management 11,991,468 4,084,447 4,017,239 12,058,676 Golf Course 2,119,080 8,957,000 7,306,826 3,769,254 Total Enterprise Funds 58,338,338 84,829,096 90,106,547 53,060,887 Internal Service Funds Workers' Compensation 5,935,084 4,891,730 4,246,463 6,580,351 Risk Management 2,668,730 3,392,080 3,740,520 2,320,290 Vehicle Maintenance 1,026,378 3,356,062 3,510,000 872,440 Vehicle Replacement 19,141,279 3,999,451 4,540,000 18,600,730 Information Technology 8,320,615 14,858,482 13,892,500 9,286,597 Total Internal Service Funds 37,092,086 30,497,805 29,929,483 37,660,408 Successor Agency Housing Trust Fund 1,431,269 1,067,000 1,038,500 1,459,769 Total Operating Funds 242,370,573$ 339,974,082$ 337,976,688$ 244,367,967$ * For the General Fund only, this represents unassigned fund balance. May 24, 2022 Item #8 Page 35 of 245 B-23 SCHEDULE OF PROJECTED FUND BALANCE Projected Beginning Ending Fund Balance Estimated Adopted Fund Balance Fund June 30, 2022 Revenues Budget June 30, 2023 General Fund 115,697,974$ *198,764,175$ 198,306,290$ 116,155,859$ * Special Revenue Funds Affordable Housing 18,317,385 495,000 393,385 18,419,000 Agricultural Mitigation Fee 1,038,623 15,000 - 1,053,623 Buena Vista Channel Maintenance District 1,511,460 116,000 195,245 1,432,215 Citizens' Option for Public Safety 224,598 201,000 265,705 159,893 Community Activity Grants 1,122,132 13,500 30,000 1,105,632 Community Development Block Grant 210,706 527,154 636,728 101,132 Cultural Arts Donations 307,701 25,500 131,750 201,451 Habitat Mitigation Fee 65,100 - - 65,100 Library and Arts Endowments 267,632 - 6,000 261,632 Library Gifts and Bequests 1,639,076 264,900 394,467 1,509,509 Lighting and Landscaping District 2 4,905,319 730,000 338,070 5,297,249 Local Cable Infrastructure 762,067 260,000 395,006 627,061 Median Maintenance District 239,768 1,315,000 1,329,900 224,868 Parking In Lieu Fee 1,162,674 15,000 53,000 1,124,674 Police Asset Forfeiture 240,387 - 125,000 115,387 Public Safety Grants - - - - Recreation Donations 274,960 31,539 81,009 225,490 Rental Assistance 321,413 11,403,180 10,409,089 1,315,504 Senior Donations 331,253 16,000 50,500 296,753 Street Lighting Maintenance District 2,940,534 920,000 1,065,393 2,795,141 Street Tree Maintenance District 119,543 920,000 880,235 159,308 Tyler Court Apartments 486,598 648,637 540,716 594,519 Total Special Revenue Funds 36,488,929 17,917,410 17,321,198 37,085,141 Enterprise Funds Water Operations 26,793,176 46,990,138 49,715,832 24,067,482 Recycled Water Operations 2,786,152 8,730,496 11,206,521 310,127 Wastewater Operations 7,653,629 19,276,500 16,999,568 9,930,561 Solid Waste Management 12,058,676 4,999,230 5,801,402 11,256,504 Golf Course 3,769,254 9,574,000 9,195,000 4,148,254 Total Enterprise Funds 53,060,887 89,570,364 92,918,323 49,712,928 Internal Service Funds Workers' Compensation 6,580,351 5,314,620 4,507,014 7,387,957 Risk Management 2,320,290 3,993,370 3,780,570 2,533,090 Vehicle Maintenance 872,440 3,297,355 3,506,140 663,655 Vehicle Replacement 18,600,730 3,969,367 5,293,745 17,276,352 Information Technology 9,286,597 16,487,619 15,477,967 10,296,249 Total Internal Service Funds 37,660,408 33,062,331 32,565,436 38,157,303 Successor Agency Housing Trust Fund 1,459,769 510,000 1,068,845 900,924 Total Operating Funds 244,367,967$ 339,824,280$ 342,180,092$ 242,012,155$ * For the General Fund only, this represents unassigned fund balance. May 24, 2022 Item #8 Page 36 of 245 B-24 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 General Fund Taxes Property Tax 76,822,535$ 79,710,000$ 81,508,000$ 2.3% 1,798,000$ Sales Tax 43,726,520 50,323,000 49,123,000 -2.4% (1,200,000) Transient Occupancy Tax 15,583,688 28,091,000 28,803,000 2.5%712,000 Franchise Tax 5,773,811 6,245,589 6,958,000 11.4%712,411 Business License Tax 5,704,577 6,827,000 6,242,000 -8.6% (585,000) Transfer Tax 1,786,174 1,697,000 1,570,000 -7.5% (127,000) Total Taxes 149,397,305 172,893,589 174,204,000 0.8%1,310,411 Intergovernmental Homeowners Exemption 346,499 350,000 353,000 0.9%3,000 Other Intergovernmental 9,496,508 7,156,915 617,309 -91.4% (6,539,606) Total Intergovernmental 9,843,007 7,506,915 970,309 -87.1% (6,536,606) Licenses and Permits Building Permits 1,355,056 1,400,000 900,000 -35.7% (500,000) Other Licenses and Permits 1,043,924 1,095,700 963,000 -12.1% (132,700) Total Licenses And Permits 2,398,980 2,495,700 1,863,000 -25.4% (632,700) Charges for Services Planning Fees 365,766 682,500 456,000 -33.2% (226,500) Building Department Fees 808,485 761,000 895,317 17.7%134,317 Engineering Fees 477,352 895,500 608,900 -32.0% (286,600) Ambulance Fees 2,781,450 3,500,000 3,850,000 10.0%350,000 Recreation Fees 1,604,571 2,007,840 2,315,500 15.3%307,660 Other Charges or Fees 1,465,765 1,601,199 1,504,300 -6.1%(96,899) Total Charges For Services 7,503,389 9,448,039 9,630,017 1.9%181,978 Fines and Forfeitures 423,380 216,170 210,750 -2.5%(5,420) Income from Investments and Property 5,639,681 5,600,795 5,481,000 -2.1% (119,795) Interdepartmental Charges 5,146,044 5,290,471 5,236,449 -1.0%(54,022) Other Revenue Sources 1,887,817 1,470,693 1,168,650 -20.5% (302,043) Total General Fund 182,239,603$ 204,922,372$ 198,764,175$ -3.0% (6,158,197)$ * Interest is calculated on an amortized cost basis. May 24, 2022 Item #8 Page 37 of 245 B-25 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds Affordable Housing Affordable Housing Fees 273,120$ 467,000$ 120,000$ -74.3% (347,000)$ Property Tax - - - 0.0%- Interest Income 245,794 448,000 345,000 -23.0% (103,000) Other Revenue 22,727 900,000 30,000 -96.7% (870,000) Total Affordable Housing 541,641 1,815,000 495,000 -72.7% (1,320,000) Agricultural Mitigation Fee Agricultural Mitigation Fees 4,696 - - 0.0%- Interest Income 1,903 13,000 15,000 15.4%2,000 Total Agriculutural Mitigation Fee 6,599 13,000 15,000 15.4%2,000 Buena Vista Channel Maintenance Assessment Fees 138,603 100,000 100,000 0.0%- Interest Income 3,414 15,000 16,000 6.7%1,000 Total Buena Vista Channel Maintenance 142,017 115,000 116,000 0.9%1,000 Citizens' Option for Public Safety State Funding (AB3229)292,465 185,000 200,000 8.1%15,000 Interest Income 1,354 1,034 1,000 -3.3%(34) Total Citizens' Option For Public Safety 293,819 186,034 201,000 8.0%14,966 Community Activity Grants Interest Income 2,036 12,000 13,500 12.5%1,500 Total Community Activity Grants 2,036 12,000 13,500 12.5%1,500 Community Development Block Grant Federal Grant 1,440,502 1,322,368 527,154 -60.1% (795,214) Interest Income 27 - - 0.0%- Other Revenue 166,185 170,000 - -100.0% (170,000) Total Community Dev. Block Grant 1,606,714 1,492,368 527,154 -64.7% (965,214) Cultural Arts Donations Donations 58,342 48,000 25,000 -47.9%(23,000) Interest Income 1,132 3,826 500 -86.9%(3,326) Total Cultural Arts Donations 59,474 51,826 25,500 -50.8%(26,326) Habitat Mitigation Fee Mitigation Fees 16,962 64,500 - -100.0%(64,500) Interest Income (351) 600 - -100.0%(600) Total Habitat Mitigation Fee 16,611 65,100 - -100.0%(65,100) May 24, 2022 Item #8 Page 38 of 245 B-26 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Library And Arts Endowment Fund Interest Income 490 2,800 - -100.0%(2,800) Total Library And Arts Endowment Fund 490 2,800 - -100.0%(2,800) Library Gifts/Bequests Gifts and Bequests 243,427 183,232 250,800 36.9%67,568 Interest Income 3,900 17,584 14,100 -19.8%(3,484) Total Library Gifts/Bequests 250,001 200,816 264,900 31.9%64,084 Lighting And Landscaping District 2 Assessment Fees 663,794 645,500 680,000 5.3%34,500 Interest Income 10,257 42,180 50,000 18.5%7,820 Total Lighting And Landscaping Dist. 2 674,051 687,680 730,000 6.2%42,320 Local Cable Infrastructure Fund Cable Fees 302,404 280,000 260,000 -7.1%(20,000) Interest Income 343 8,600 - -100.0%(8,600) Total Local Cable Infrastructure Fund 302,747 288,600 260,000 -9.9%(28,600) Median Maintenance Assessment Fees 349,925 365,000 365,000 0.0%- Other 700,267 950,000 950,000 0.0%- Total Median Maintenance 1,050,192 1,315,000 1,315,000 0.0%- Parking In Lieu Parking In Lieu Fees 44,960 - - 0.0%- Interest Income 2,477 12,000 15,000 25.0%3,000 Total Parking In Lieu 47,437 12,000 15,000 25.0%3,000 Police Asset Forfeiture Asset Forfeitures 5,751 - - 0.0%- Interest Income (288) 918 - -100.0%(918) Total Police Asset Forfeiture 5,463 918 - -100.0%(918) Public Safety Grants Federal Grant 131,888 196,696 - -100.0% (196,696) Total Police Grants 131,888 196,696 - -100.0% (196,696) Recreation Donations Donations 16,444 23,050 31,000 34.5%7,950 Interest Income 373 5,184 539 -89.6%(4,645) Total Recreation Donations 16,817 28,234 31,539 11.7%3,305 May 24, 2022 Item #8 Page 39 of 245 B-27 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Special Revenue Funds - Continued Rental Assistance Federal Grant 8,745,835 8,984,000 10,072,680 12.1% 1,088,680 Other Revenue 383,582 698,700 1,330,500 90.4%631,800 Total Rental Assistance 9,129,417 9,682,700 11,403,180 17.8%1,720,480 Senior Donations Donations 3,000 2,000 4,000 100.0%2,000 Interest Income 568 2,037 2,000 -1.8%(37) Other Revenue - 10,000 10,000 0.0%- Total Senior Donations 3,568 14,037 16,000 14.0%1,963 Street Lighting Assessment Fees 686,395 740,000 740,000 0.0%- Other Revenue 162,059 157,000 150,000 -4.5%(7,000) Interest Income 4,956 30,000 30,000 0.0%- Total Street Lighting 853,410 927,000 920,000 -0.8%(7,000) Street Tree Maintenance Assessment Fees 471,086 470,000 470,000 0.0%- Other Revenue 354 440,000 450,000 2.3%10,000 Total Street Tree Maintenance 471,440 910,000 920,000 1.1%10,000 Tyler Court Apartments Rental Income 604,339 640,000 646,672 1.0%6,672 Other Revenue 2,127 1,000 1,965 96.5%965 Interest Income 1 - - 0.0%- Total Tyler Court Apartments 606,467 641,000 648,637 1.2%7,637 Total Special Revenue Funds 16,212,299$ 18,657,809$ 17,917,410$ -4.0% (740,399)$ May 24, 2022 Item #8 Page 40 of 245 B-28 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Enterprise Funds Water Operations Water Sales 28,691,928$ 28,500,000$ 29,000,000$ 1.8%500,000$ Ready-to-Serve charge 12,301,894 12,300,000 12,300,000 0.0%- Property Tax 4,469,981 4,418,344 4,418,344 0.0%- New Account Charges 130,028 130,000 130,000 0.0%- Back-Flow Program Fees 167,089 175,000 175,000 0.0%- Penalty Fees 5,815 74,150 161,750 118.1%87,600 Interest Income 48,949 354,500 354,500 0.0%- Engineering Overhead 20,822 40,000 42,000 5.0%2,000 Service Connection Fees 43,351 20,000 20,000 0.0%- Other Revenue 3,260,648 1,711,544 388,544 -77.3% (1,323,000) Total Water Operations 49,140,505 47,723,538 46,990,138 -1.5% (733,400) Recycled Water Operations Water Sales 7,151,961 7,200,000 7,366,000 2.3%166,000 Ready-to-Serve charge 1,209,044 1,300,000 1,339,000 3.0%39,000 Interest Income (91,990) (64,000) (64,000) 0.0%- Other Revenue 276,035 101,611 89,496 -11.9%(12,115) Total Recycled Water Operations 8,545,050 8,537,611 8,730,496 2.3%192,885 Wastewater Operations Service Charges 14,007,136 15,304,000 19,000,000 24.2% 3,696,000 Misc. Sewer 19,614 (19,000) - -100.0%19,000 Engineering Overhead 16,199 19,000 25,000 31.6%6,000 Penalty Fees (11) 43,000 65,000 51.2%22,000 Interest Income (11,915) 95,000 95,000 0.0%- Other Revenue 1,499,601 84,500 91,500 8.3%7,000 Total Wastewater Operations 15,530,624 15,526,500 19,276,500 24.2%3,750,000 Solid Waste Management Recycling Fees (AB939)337,133 360,000 800,000 122.2%440,000 Penalty Fees (7) 19,000 19,000 0.0%- Trash Surcharge 3,049,951 3,000,000 2,100,000 -30.0% (900,000) Interest Income 16,881 140,200 160,100 14.2%19,900 Other Revenue 730,663 565,247 1,920,130 239.7% 1,354,883 Total Solid Waste Management 4,134,621 4,084,447 4,999,230 22.4%914,783 Golf Course Operations Charges for Services 8,105,675 8,830,000 9,466,000 7.2%636,000 Interest Income 10,852 30,000 19,000 -36.7%(11,000) Other Revenue 55,544,802 97,000 89,000 -8.3%(8,000) Total Golf Course Operations 63,661,329 8,957,000 9,574,000 6.9%617,000 Total Enterprise Funds 141,012,129$ 84,829,096$ 89,570,364$ 5.6%4,741,268$ May 24, 2022 Item #8 Page 41 of 245 B-29 SCHEDULE OF REVENUE ESTIMATES 2021-22 2022-23 Change as % Difference 2020-21 Estimated Estimated of 2021-22 2021-22 to Revenue Source Actuals Revenue Revenue Estimated 2022-23 Internal Service Funds Workers' Compensation Interdepartmental Charges 1,880,304$ 4,524,730$ 5,174,620$ 14.4%649,890$ Interest Income 39,441 142,000 140,000 -1.4%(2,000) Other Revenue 2,212,056 225,000 - -100.0% (225,000) Total Workers' Compensation 4,131,801 4,891,730 5,314,620 8.6%422,890 Risk Management Interdepartmental Charges 2,308,836 3,306,080 3,946,370 19.4%640,290 Interest Income 1,928 46,000 47,000 2.2%1,000 Other Revenue 59,053 40,000 - -100.0%(40,000) Total Risk Management 2,369,817 3,392,080 3,993,370 17.7%601,290 Vehicle Maintenance Interdepartmental Charges 3,207,532 3,291,562 3,272,355 -0.6%(19,207) Interest Income 839 6,500 5,000 -23.1%(1,500) Other Revenue 33,250 58,000 20,000 -65.5%(38,000) Total Vehicle Maintenance 3,241,621 3,356,062 3,297,355 -1.8%(58,707) Vehicle Replacement Interdepartmental Charges 2,872,200 3,574,451 3,575,367 0.0%916 Interest Income 49,260 200,000 194,000 -3.0%(6,000) Other Revenue 1,522,556 225,000 200,000 -11.1%(25,000) Total Vehicle Replacement 4,444,016 3,999,451 3,969,367 -0.8%(30,084) Information Technology Interdepartmental Charges 12,530,344 14,752,389 16,408,619 11.2% 1,656,230 Interest Income (28,270) 59,393 79,000 33.0%19,607 Other Revenue 1,243,014 46,700 - -100.0%(46,700) Total Information Technology 13,745,088 14,858,482 16,487,619 11.0%1,629,137 Total Internal Service Funds 27,932,343$ 30,497,805$ 33,062,331$ 8.4%2,564,526$ Trust Funds Sucssessor Agency Housing Fund Property Tax Increment 3,013,484 1,060,000 500,000 -52.8% (560,000) Interest Income 768,871 7,000 10,000 42.9%3,000 Total Successor Agency Housing Fund 3,782,355 1,067,000 510,000 -52.2% (557,000) Total Trust Funds 3,782,355$ 1,067,000$ 510,000$ -52.2% (557,000)$ Total Operating Funds 371,178,729$ 339,974,082$ 339,824,280$ 0.0% (149,802)$ May 24, 2022 Item #8 Page 42 of 245 B-30 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund Policy And Leadership Group City Council 466,528$ 487,977$ 632,975$ 649,975$ 652,220$ 0.3% City Attorney 1,910,060 2,036,466 2,033,136 2,037,136 2,033,508 -0.2% City Clerk 1,126,417 1,207,035 1,436,264 1,300,469 1,394,162 7.2% City Manager 2,574,961 1,939,537 2,042,542 2,112,097 2,156,145 2.1% City Treasurer 215,784 235,400 278,000 250,752 249,945 -0.3% Communication & Engagement 1,651,700 1,493,938 2,031,550 1,771,173 1,979,186 11.7% Total Policy And Leadership Group 7,945,450 7,400,353 8,454,467 8,121,602 8,465,166 4.2% Administrative Services Administration - - 525,745 568,883 747,797 31% Finance 5,617,702 5,810,863 5,950,000 5,632,387 5,472,176 -2.8% Human Resources 4,302,513 4,359,159 4,542,911 4,959,011 5,264,775 6.2% Innovation & Economic Development 1,097,395 1,427,603 1,252,000 1,264,626 2,585,951 104.5% Total Administrative Services 11,017,610 11,597,625 12,270,656 12,424,907 14,070,699 13.2% Community Services Community Services Administration - 654,001 862,511 656,221 675,917 3.0% Community Development 10,328,444 10,715,350 9,893,000 10,502,061 10,384,700 -1.1% Housing & Homeless Services - - 1,488,217 5,901,431 3,134,115 -47% Library & Cultural Arts 13,030,148 12,344,689 14,030,250 13,780,555 14,088,425 2.2% Parks & Recreation 17,584,182 16,786,632 20,629,095 19,159,380 21,167,014 10.5% Total Community Services 40,942,774 40,500,672 46,903,073 49,999,648 49,450,171 -1.1% Public Safety Fire 25,620,353 30,712,871 34,651,000 33,521,412 37,756,943 12.6% Police 44,841,600 47,615,546 48,936,163 48,756,017 51,102,152 4.8% Total Public Safety 70,461,953 78,328,417 83,587,163 82,277,429 88,859,095 8.0% Public Works Public Works Administration 1,768,613 1,808,997 1,800,000 1,941,613 1,440,649 -25.8% Construction Management & Inspection 2,944,509 2,728,545 2,760,000 2,990,665 3,262,768 9.1% Environmental Management 758,852 1,030,453 844,297 1,282,225 1,159,789 -9.5% Fleet & Facilities 5,537,243 5,341,736 5,830,000 6,555,934 6,768,736 3.2% Transportation 7,583,250 7,553,800 9,230,700 8,405,466 9,707,559 15.5% Total Public Works 18,592,467 18,463,531 20,464,997 21,175,903 22,339,501 5.5% Miscellaneous Non-Departmental Expenditures Community Contributions 7,983 2,595 - - - - Dues & Subscriptions 71,519 72,714 75,000 80,000 80,000 0.0% Legal Services 697,114 755,312 500,000 1,200,000 1,000,000 -16.7% Professional Services 39,195 34,194 35,000 42,000 41,658 -0.8% Other Miscellaneous Expenditures 3,860,320 1,055,650 55,000 - 100,000 - Personnel Related 152,582 184,337 200,000 850,000 1,050,000 23.5% COVID-related 910,211 245,579 150,000 - - - Vacancy savings - - - - (2,000,000) - Property Tax & Other Administration 658,895 759,165 750,000 750,000 750,000 0.0% Total Miscellaneous Non-Departmental Expenditures 6,397,819 3,109,546 1,765,000 2,922,000 1,021,658 -65.0% May 24, 2022 Item #8 Page 43 of 245 B-31 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued Transfers Transfer to General Capital Construction Fund 5,111,500$ 4,500,000$ 13,133,056$ 5,353,000$ 3,956,000$ -59.2% Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000$ 5,353,000$ 3,956,000$ 0.0% Transfer from Infrastructure Replacement Fund - - (5,070,000)$ (5,070,000)$ -$ 0.0% Transfer to Strategic Digital Transformation Investment Program - 10,656,000$ -$ 3,956,000$ Transfer To LLD#1 (Medians & Trees)950,000 700,000 1,390,000$ 1,190,000$ 1,400,000$ -14.4% Transfer To Storm Water Program 303,052 281,040 322,000$ 322,000$ 332,000$ 0.0% Other Miscellaneous Transfers 2,090,114 47,031,506 993,748$ -$ -$ -100.0% Total Transfers 13,566,166 57,012,546 26,777,804 7,148,000 13,600,000 90.3% Total Miscellaneous Non-Departmental 19,963,985 60,122,092 28,542,804 10,070,000 14,621,658 45.2% Subtotal General Fund 168,924,239 216,412,690 200,223,160 184,069,489 197,806,290 7.5% Contingencies - - - 500,000 500,000 0.0% Total General Fund 168,924,239$ 216,412,690$ 200,223,160$ 184,569,489$ 198,306,290$ 7.4% Special Revenue Funds Affordable Housing 868,053$ 4,674,625$ 200,000$ 811,197$ 393,385$ -51.5% Agricultural Mitigation Fee - - - - - - Buena Vista Channel Maintenance 71,738 80,982 106,500 195,245 195,245 0.0% Citizens' Option For Public Safety 247,072 263,590 266,106 266,106 265,705 -0.2% Community Activity Grants - - 15,000 30,000 30,000 0.0% Community Development Block Grant 324,153 936,783 1,548,299 638,299 636,728 -0.2% Cultural Arts Donations 29,510 25,447 82,491 131,750 131,750 0.0% Flower Fields Grant Program 943,272 - - - - - Habitat Mitigation Fee 1,115,129 16,961 - - - - Library And Arts Endowment Fund - - 6,000 6,000 6,000 0.0% Library Gifts/Bequests 217,268 144,279 216,363 384,270 394,467 2.7% Lighting And Landscaping District 2 353,503 287,307 398,124 376,001 338,070 -10.1% Local Cable Infrastructure Fund 207,119 336,001 467,962 345,000 395,006 14.5% Median Maintenance 1,077,147 1,036,374 1,160,000 1,369,415 1,329,900 -2.9% Parking In Lieu 47,547 48,244 49,675 50,000 53,000 6.0% Police Asset Forfeiture 122,365 54,225 20,000 170,000 125,000 -26.5% Public Safety Grants 126,353 117,267 196,696 - - - Recreation Donations 28,289 26,165 45,782 82,591 81,009 -1.9% Rental Assistance 7,832,253 9,024,886 9,597,000 7,898,443 10,409,089 31.8% Senior Donations 20,592 5,367 19,000 79,600 50,500 -36.6% Street Lighting 633,162 777,332 849,000 971,246 1,065,393 9.7% Street Tree Maintenance 575,205 750,272 950,000 943,555 880,235 -6.7% Tyler Court Apartments 497,143 474,209 485,000 640,987 540,716 -15.6% Total Special Revenue Funds 15,336,873 19,080,316 16,678,998 15,389,705 17,321,198 12.6% May 24, 2022 Item #8 Page 44 of 245 B-32 SCHEDULE OF BUDGET EXPENDITURES 2021-22 Change as % 2019-20 2020-21 Estimated 2021-22 2022-23 of 2021-22 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds Water Operations 45,018,846$ 47,685,382$ 51,321,219$ 47,821,220$ 49,715,832$ 4.0% Recycled Water Operations 8,103,913 7,603,103 11,403,789 10,103,790 11,206,521 10.9% Wastewater Operations 13,504,660 13,053,207 16,057,474 16,057,473 16,999,568 5.9% Solid Waste Management 4,508,618 5,003,349 4,017,239 5,183,474 5,801,402 11.9% Golf Course Operations 7,033,434 6,718,515 7,306,826 7,231,000 9,195,000 27.2% Total Enterprise Funds 78,169,471 80,063,556 90,106,547 86,396,957 92,918,323 7.5% Internal Service Funds Workers' Compensation 3,714,494 3,408,864 4,246,463 3,933,699 4,507,014 14.6% Risk Management 2,515,711 2,675,135 3,740,520 3,207,702 3,780,570 17.9% Self-Insured Benefits 66,103 1,834,163 - - - - Vehicle Maintenance 2,951,752 3,239,389 3,510,000 3,516,373 3,506,140 -0.3% Vehicle Replacement 2,165,563 2,342,065 4,540,000 4,546,033 5,293,745 16.4% Information Technology 10,153,198 13,917,753 13,892,500 14,369,778 15,477,967 7.7% Total Internal Service Funds 21,566,821 27,417,369 29,929,483 29,573,585 32,565,436 10.1% Trust Funds Successor Agency Housing Fund 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Trust Funds 398,597 239,902 1,038,500 1,067,495 1,068,845 0.1% Total Operating Funds 284,396,001$ 343,213,833$ 337,976,688$ 316,997,231$ 342,180,092$ 7.9% May 24, 2022 Item #8 Page 45 of 245 C-1 PUBLIC SAFETY The City of Carlsbad’s public safety services create and maintain a safe community for all who live, work and play in our city. This important work is carried out by the dedicated men and women of the Police and Fire departments. Highly specialized divisions cover all aspects of modern law enforcement, 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 442-339-2141 FireMail@carlsbadca.gov Mickey Williams Chief of Police 442-339-2100 police@carlsbadca.gov May 24, 2022 Item #8 Page 46 of 245 C-2 May 24, 2022 Item #8 Page 47 of 245 C-3 PUBLIC SAFETY | FIRE DEPARTMENT: SUMMARY FIRE • Fire Administration • Emergency Operations • Community Risk Reduction & Resiliency 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 13,153,994$ 15,933,650$ 16,999,835$ 18,570,048$ Retirement Benefits 4,300,847 5,984,047 4,691,363 5,879,146 Health Insurance 1,429,979 1,675,972 2,219,351 2,296,419 Other Personnel Expenses 1,123,689 846,659 1,634,029 1,789,390 Personnel Services Subtotal 20,008,509 24,440,328 25,544,578 28,535,003 Operating Expenses Professional & Contract Services 1,580,819 1,534,169 1,794,255 1,863,645 Supplies & Materials 961,736 720,270 1,151,247 1,154,382 Repair & Maintenance 64,630 95,569 75,360 91,623 Interdepartmental Charges 2,197,374 3,131,180 3,837,054 4,361,857 Other Operating Expenses 282,528 184,161 240,918 281,933 Capital Outlay 524,757 607,194 878,000 1,468,500 Operating Expenses Subtotal 5,611,844 6,272,543 7,976,834 9,221,940 TOTAL EXPENDITURES 25,620,353$ 30,712,871$ 33,521,412$ 37,756,943$ Full Time Positions 97.75 97.75 111.00 123.00 Hourly/FTE Positions 5.50 5.50 10.00 11.50 May 24, 2022 Item #8 Page 48 of 245 C-4 PUBLIC SAFETY | FIRE DEPARTMENT: ADMINISTRATION Account: 0012200 0012210 0012251 0012253 Fund: General ABOUT The Fire Department enhances the quality of life for all who live, work and play in the city through excellence in emergency and support services. Fire Administration provides leadership, strategic planning and organizational support across all department programs. SERVICES • Administer directives, policies and procedures • Monitor budgets, contracts, procurement and accounting processes • Oversee mutual aid reimbursement • Research and support grant programs and opportunities • Maintain records management • Compile data and analyze business intel • Manage webpage and social media content 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $695,613 $639,039 $651,125 $594,716 Retirement Benefits 181,407 259,731 160,039 119,010 Health Insurance 80,967 81,704 90,006 70,744 Other Personnel Expenses 40,160 44,937 81,234 76,379 Personnel Services Subtotal 998,147 1,025,411 982,404 860,849 Operating Expenses Professional & Contract Services 1,007,505.00 1,112,072 1,284,590 1,372,150 Supplies & Materials 35,817 48,304 83,161 83,486 Repair & Maintenance 700 23 400 475 Interdepartmental Charges 1,787,324 2,653,052 3,132,663 3,615,605 Other Operating Expenses 11,769 12,704 1,900 1,400 Capital Outlay 107,544 79,321.00 - - Operating Expenses Subtotal 2,950,659 3,905,476 4,502,714 5,073,116 TOTAL EXPENDITURES $3,948,806 $4,930,887 $5,485,118 $5,933,965 Full Time Positions 5.00 5.00 5.00 4.00 Hourly/FTE Positions 0.00 1.00 0.50 0.50 May 24, 2022 Item #8 Page 49 of 245 C-5 RECENT ACCOMPLISHMENTS • Completed Standards of Cover Work Plan Objective 1 to support City Council goal • Developed new mission, values and motto statements • Maintained COVID-19 Task Force to address city personnel needs and concerns • Launched online request and payment system for fire incident and medical record reports • Relocated administration personnel to temporary trailers during office renovations • Provided city-issued mobile phones to all full-time fire personnel GOALS • Implement Standards of Cover Work Plan Objective 2 to support City Council goal • Adopt best practice-based response time policy by type of risk • Acquire property for permanent Fire Station 7 • Initiate Fire Station Master Plan • Oversee Ambulance Service Fee Study • Evaluate First Responder Feasibility Study • Revise Memorandum of Understanding for Emergency Medical Services with the County of San Diego May 24, 2022 Item #8 Page 50 of 245 C-6 PUBLIC SAFETY | FIRE DEPARTMENT: EMERGENCY OPERATIONS Account: 0012220 0012229 0012250 0012252 Fund: General ABOUT Emergency Operations is an all-hazard first responder agency safeguarding lives, property and the environment. SERVICES • Extinguish structure and wildland fires • Deploy mutual aid assistance across the state • Organize response and support operations for natural or man-made disasters • Investigate and mitigate hazardous materials • Deliver emergency medical services • Perform high-risk technical search and rescues • Offer SWAT Medic Program to support law enforcement agencies • Provide lifeguard services at North Beach and Agua Hedionda Lagoon • Maintain state-mandated professional licenses, certificates and continuing education credits • Develop and supervise health and wellness programs • Coordinate Fire Explorer Program for high school and college students 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $11,522,735 $13,968,465 $15,013,507 $16,604,025 Retirement Benefits 3,841,669 5,207,222 4,139,927 5,327,255 Health Insurance 1,239,745 1,425,175 1,935,145 2,017,162 Other Personnel Expenses 1,005,506 712,311 1,364,798 1,536,207 Personnel Services Subtotal 17,609,655 21,313,173 22,453,377 25,484,649 Operating Expenses Professional & Contract Services 408,093 200,794 229,985 227,315 Supplies & Materials 847,181 637,130 996,159 999,469 Repair & Maintenance 60,777 92,615 74,960 91,148 Interdepartmental Charges 75,691 184,478 239,790 338,955 Other Operating Expenses 231,617 164,002 227,518 259,033 Capital Outlay 260,876 527,873 878,000 1,468,500 Operating Expenses Subtotal 1,884,235 1,806,892 2,646,412 3,384,420 TOTAL EXPENDITURES $19,493,890 $23,120,065 $25,099,789 $28,869,069 Full Time Positions 82.00 82.00 94.00 107.00 Hourly/FTE Positions 4.00 3.50 8.50 10.50 May 24, 2022 Item #8 Page 51 of 245 C-7 RECENT ACCOMPLISHMENTS • Established Emergency Medical Technician Program, creating an entry-level position for emergency operations • Procured, outfitted and deployed two new ambulances • Hired additional paramedic firefighters and EMTs to deploy two new ambulances • Converted one ambulance to new staffing model consisting of one paramedic firefighter and one EMT instead of two paramedic firefighters consistent with Standard of Cover work plan • Retained aerial ladder truck as reserve apparatus • Ordered second utility terrain vehicle to support open space emergency responses • Accepted donation for second rescue watercraft to support lifeguard emergency responses • Operationalized temporary Fire Station 2 during rebuild of new station • Completed office-to-bedroom conversion at Fire Station 6 • Installed carport to create additional apparatus storage at Fire Station 6 • Remodeled storage room for personal protective equipment at Fire Station 5 • Replaced all fire station mattresses • Recruited and onboarded first community health nurse • Disposed of and purchased new firefighting foam in compliance with health and environmental laws • Created and managed in-house COVID-19 testing program for all city employees • Modified medical priority dispatching to improve resource availability and response times • Coordinated onsite mobile clinic offering specialized medical tests and exams for firefighters • Attained United Lifesaving Association Lifeguard Program Accreditation • Sponsored Assembly Bill 1672 allowing USLA certified open water lifeguards to work at swimming pools • Co-sponsored Assembly Bill 1682 allowing lifeguard water vessels to travel over five mph near swimmers and beaches while performing rescues GOALS • Recruit additional EMTs to convert all ambulances to new staffing model • Operationalize temporary Fire Station 7 • Retrofit fire station plymovent systems with magnetic couplers • Procure, outfit and deploy new engine • Finalize plans and specifications for new urban search and rescue apparatus • Execute quarterly training plan for North Zone Technical Rescue Team • Submit congressional funding proposal for North Zone Technical Rescue Team • Replace Very High Frequency radios required for large incidents • Implement automated narcotic tracking system to comply with recordkeeping requirements • Respond to at least 90% of requests for assistance within 2 minutes • Maintain EMS satisfaction rating above 95% Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Time from request to first unit being en-route (90th percentile) 01:57 01:58 01:59 EMS customer survey overall satisfaction rating 95.5% 94.5% 95% SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added 12 full-time EMT positions and three part-time EMT positions to meet City Council Standards of Cover goal in accordance with approved work plan May 24, 2022 Item #8 Page 52 of 245 C-8 PUBLIC SAFETY | FIRE DEPARTMENT: COMMUNITY RISK REDUCTION & RESILIENCY Account: 0012240-0012243 Fund: General ABOUT Community Risk Reduction & Resiliency mitigates all types of hazardous conditions and ensures incident response readiness. SERVICES • Oversee Hazard Reduction Program with identification and abatement of brush fire hazards • Respond to hazard inquires and complaints • Coordinate outreach and education programs promoting fire safety tips and prevention • Install and test smoke alarms in Carlsbad homes • Investigate cause and origin for suspicious or large loss fires • Review code compliance on construction plan submittals • Complete construction inspections for new buildings and remodeling projects • Conduct code compliance inspections for schools, care facilities, hotels, motels and apartment complexes • Manage Emergency Operations Center resources and operations to maintain hazard environment and threat situational awareness • Disseminate public emergency notifications and conduct large-scale emergency evacuations • Provide mass care and sheltering training and capability • Create and manage emergency planning and training for city staff 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $935,646 $1,326,146 $1,335,203 $1,371,307 Retirement Benefits 277,771 517,094 391,397 432,881 Health Insurance 109,267 169,093 194,200 208,513 Other Personnel Expenses 78,023 89,411 187,997 176,804 Personnel Services Subtotal 1,400,707 2,101,744 2,108,797 2,189,505 Operating Expenses Professional & Contract Services 165,221 221,303 279,680 264,180 Supplies & Materials 78,738 34,836 71,927 71,427 Repair & Maintenance 3,153 2,931 0 - Interdepartmental Charges 334,359 293,650 464,601 407,297 Other Operating Expenses 39,142 7,455 11,500 21,500 Capital Outlay 156,337 0 - - Operating Expenses Subtotal 776,950 560,175 827,708 764,404 TOTAL EXPENDITURES $2,177,657 $2,661,919 $2,936,505 $2,953,909 Full Time Positions 10.75 10.75 12.00 12.00 Hourly/FTE Positions 1.50 1.00 1.00 0.50 May 24, 2022 Item #8 Page 53 of 245 C-9 • Manage emergency planning, training and engagement activities with businesses, community groups and other agencies • Coordinate Carlsbad Community Emergency Response Team volunteer program • Lead Carlsbad Emergency Management Administrative Team • Represent Carlsbad in Unified San Diego County Emergency Services Organization • Co-chair Ready Carlsbad Business Alliance Committee of Carlsbad Chamber of Commerce RECENT ACCOMPLISHMENTS • Reclassed wildland urban interface inspector as full-time position to support expanded year- round hazard reduction program • Created hazard reduction webpage on city website with fire hazard severity zone map in accordance with Assembly Bill 38 • Formed internal Arson Investigation Program • Provided smoke alarm installations within all city mobile home parks • Completed state-mandated annual fire inspections in accordance with Senate Bill 1205 • Implemented new cost recovery fees and billing process for state-mandated fire inspections • Maintained year-round COVID-19 and wildfire situational awareness and support in EOC • Assisted in reopening city facilities and return of volunteers following COVID-19 restrictions • Coordinated marine oil spill incident response for beach inspections and cleanup support • Implemented EOC virtual capability for off-site incident response operations • Obtained certification to issue Wireless Emergency Alert messages in accordance with Senate Bill 833 • Updated Emergency Operations and Continuity of Operations plans GOALS • Develop Wildland Fire Homeowners Association Education Program • Format fuel modification plans—plans requiring landscaped areas adjacent to new buildings be dedicated for permanent vegetation management activities to improve community safety and reduce property loss during wildfire emergencies—for GIS programs used in field operations • Conduct community risk assessments for emergency planning of natural, technological and man-made hazards and threats • Extend smoke alarm installation program to all Carlsbad residents • Adopt 2022 California Fire Code with local amendments • Complete audit of Knox Box Program—a program that provides first responders with safe and immediate to a residential property in the event of an alarm or an emergency—and update city key issuance policy • Coordinate with Information Technology to develop cybersecurity training and exercises • Initiate structural and technology upgrades for EOC • Expand emergency shelter staffing to sustain an additional mass-care shelter • Participate in countywide Multi-Jurisdiction Hazard Mitigation Plan update • Maintain 100% compliance with mandated inspections under Senate Bill 1205 • Work with property owners to reduce the number potential fire hazards on private property and achieve increased compliance with applicable safety requirements Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Compliance with Senate Bill 1205-mandated inspections 100% 100% 100% Parcels notified of potential fire hazards 150 142 150 Noncompliant parcels requiring weed abatement by city 3 3 3 May 24, 2022 Item #8 Page 54 of 245 C-10 PUBLIC SAFETY | POLICE DEPARTMENT: SUMMARY POLICE • Administration • Field Operations • Support Operations • Professional Services • Police Grants & Asset Forfeiture 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 22,752,120$ 23,442,173$ 24,974,039$ 25,724,596$ Retirement Benefits 7,281,652 10,176,003 7,408,450 8,346,822 Health Insurance 2,403,416 2,533,373 2,948,776 2,942,923 Other Personnel Expenses 1,954,328 1,494,433 3,084,193 3,590,703 Personnel Services Subtotal 34,391,516 37,645,982 38,415,458 40,605,044 Operating Expenses Professional & Contract Services 1,882,137 2,209,244 1,824,038 1,816,720 Supplies & Materials 773,126 454,203 479,273 469,405 Repair & Maintenance 223,380 185,356 291,920 260,425 Interdepartmental Charges 6,648,956 6,548,607 7,730,391 7,723,463 Other Operating Expenses 523,438 319,389 447,893 614,600 Capital Outlay 894,837 601,499 3,150 3,200 Operating Expenses Subtotal 10,945,874 10,318,298 10,776,665 10,887,813 TOTAL EXPENDITURES 45,337,390$ 47,964,280$ 49,192,123$ 51,492,857$ General Fund 44,841,600$ 47,615,546$ 48,756,017$ 51,102,152$ Special Revenue Fund 495,790 435,082 436,106 390,705 TOTAL FUNDING 45,337,390$ 48,050,628$ 49,192,123$ 51,492,857$ Full Time Positions 184.00 184.00 186.00 187.00 Hourly/FTE Positions 2.00 2.00 2.00 2.00 May 24, 2022 Item #8 Page 55 of 245 C-11 PUBLIC SAFETY | POLICE DEPARTMENT: ADMINISTRATION Account: 0012110 0012122 Fund: General ABOUT This division includes personnel 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 residents. This division also establishes policies and long-range plans to meet department goals and city needs. SERVICES • Develop and manage programs that reduce crime, encourage resident engagement and improve community safety • Assist staff with individual and team development • Provide support to divisions to assist with meeting goals • Respond to residents’ concerns, City Council inquiries and public records requests RECENT ACCOMPLISHMENTS • Began remodel of the Police & Fire Headquarters • Conducted six Police Citizens Academy sessions and one city Citizens Academy • Developed a teambuilding workshop for supervisors • Implemented a weekly command staff video to effectively relay relevant information within the department 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 821,721$ 787,934$ 784,994$ 882,956$ Retirement Benefits 220,721 364,243 248,162 229,062 Health Insurance 67,641 75,338 83,327 100,384 Other Personnel Expenses 60,964 44,743 100,331 117,598 Personnel Services Subtotal 1,171,047 1,272,258 1,216,814 1,330,000 Operating Expenses Professional & Contract Services 989,252 975,152 1,005,741 949,000 Supplies & Materials 53,123 20,810 42,800 38,250 Repair & Maintenance 10,812 7,829 9,540 9,000 Interdepartmental Charges 3,980,129 3,801,221 3,963,301 4,273,139 Other Operating Expenses 296,796 254,782 269,050 360,550 Capital Outlay 387,738 24,651 - 3,200 Operating Expenses Subtotal 5,717,850 5,084,445 5,290,432 5,633,139 TOTAL EXPENDITURES 6,888,897$ 6,356,703$ 6,507,246$ 6,963,139$ Full Time Positions 6.00 5.00 6.00 7.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 56 of 245 C-12 GOALS • Respond to growing number of calls for service while maintaining current level of service • Use more innovative technology to provide the most efficient and effective service • Reach more community members through the department’s social media platforms SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one Management Analyst position to support the administration division in budget preparations, contract and grant administration, purchasing, records requests and other tasks. May 24, 2022 Item #8 Page 57 of 245 C-13 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 national averages. The national average response time for Priority 1 calls is less than six minutes. The average response time for Priority 1 calls in the city is 5.2 minutes. The FBI Index is used to measure crime in the city. The FBI Index includes homicide, rape, robbery, aggravated assault, burglary, larceny/theft and motor vehicle theft. In 2021, the city’s violent crime rate was 2.18 per 1,000 population and the property crime rate was 17.39 per 1,000 population. The county average is 3.74 for violent crime and 16.14 for property crime. SERVICES • Respond to calls for emergency and non-emergency services • Utilize new and existing resources to address complaints and quality of life issues • Provide emergency services, preventative patrol, traffic enforcement and special enforcement in the community • Take reports at incidents including crimes, arrests, collisions and conduct field interviews • Enforce laws and ordinances, preserve the peace, and provide for the protection of life and property through proactive programs of enforcement and prevention 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 12,465,034$ 12,759,559$ 14,026,507$ 13,676,425$ Retirement Benefits 4,363,257 5,894,379 4,367,113 4,643,888 Health Insurance 1,282,302 1,348,171 1,650,258 1,492,109 Other Personnel Expenses 1,067,474 807,276 1,661,386 1,847,458 Personnel Services Subtotal 19,178,067 20,809,385 21,705,264 21,659,880 Operating Expenses Professional & Contract Services 383,518 399,966 452,713 507,620 Supplies & Materials 285,787 200,037 145,870 167,230 Repair & Maintenance 21,700 17,224 21,500 21,400 Interdepartmental Charges 2,020,193 2,049,500 2,994,818 2,725,205 Other Operating Expenses 120,622 24,550 101,750 135,950 Capital Outlay 492,153 504,118 3,150 - Operating Expenses Subtotal 3,323,973 3,195,395 3,719,801 3,557,405 TOTAL EXPENDITURES 22,502,040$ 24,004,780$ 25,425,065$ 25,217,285$ Full Time Positions 97.00 99.50 102.00 96.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 58 of 245 C-14 Police Activity CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 Police activities/Calls for service 90,760 99,562 112,323 110,448 107,156 Number of cases 8,643 8,705 8,774 8,222 8,704 9-1-1 calls 29,144 32,509 33,061 31,642 36,154 Total phone calls 149,715 156,488 157,587 162,055 162,541 RECENT ACCOMPLISHMENTS • Instituted a program to comply with Assembly Bill 481 regarding use, acquisition and funding of military equipment • Implemented a daily activities log to enhance communication between all divisions within the police department • Adopted new de-escalation policy • Executed a Memorandum of Understanding with the Mobile Crisis Response Team for as- needed cooperation on mental health calls • Received an approval rating of 4.45 out of 5, based on 1,257 crime victims surveyed, when asked if they felt their crime report was handled effectively • Achieved average response times as follows, including maintaining a response time under the national average of six minutes for Priority 1 calls: o Priority 1: 5.2 minutes o Priority 2: 16.8 minutes o Priority 3: 22.1 minutes GOALS • Partner with outside agencies to increase security and awareness and address traffic complaints for the city’s special events • Continue to work on department’s technology foundation to be more effective and efficient, acquire more timely and accurate data, and support a data-driven approach to policing • Implement the new computer-aided dispatch system, including integration with current system, for effective interoperability *Automated license plate reader technology, also known as License Plate Recognition, is used by the Police Department to convert data associated with vehicle license plates for official law enforcement purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons. License Plate Recognition may also be used to gather information related to active warrants, homeland security, electronic surveillance, suspect interdiction and stolen property recovery. The statistics above show the number of suspects apprehended and vehicles recovered using license plate readers. Figures cannot be projected or estimated for upcoming fiscal years. Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Suspects arrested with License Plate Recognition* 91 115 -- Vehicles recovered with License Plate Recognition* 66 117 -- May 24, 2022 Item #8 Page 59 of 245 C-15 PUBLIC SAFETY | POLICE DEPARTMENT: SUPPORT OPERATIONS Account: 0012126-2138 0012142-2145 Fund: General ABOUT The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team, 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 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 8,770,923$ 9,094,750$ 9,421,936$ 10,208,608$ Retirement Benefits 2,484,212 3,649,345 2,596,604 3,196,904 Health Insurance 1,006,231 1,036,172 1,134,731 1,234,234 Other Personnel Expenses 760,993 590,381 1,225,238 1,492,553 Personnel Services Subtotal 13,022,359 14,370,648 14,378,509 16,132,299 Operating Expenses Professional & Contract Services 333,919 701,550 219,584 158,100 Supplies & Materials 188,682 131,782 101,685 106,225 Repair & Maintenance 152,667 123,598 210,155 184,750 Interdepartmental Charges 627,478 661,781 739,416 688,898 Other Operating Expenses 89,170 24,218 41,050 91,100 Capital Outlay 9,538 44,857 - - Operating Expenses Subtotal 1,401,454 1,687,786 1,311,890 1,229,073 TOTAL EXPENDITURES 14,423,813$ 16,058,434$ 15,690,399$ 17,361,372$ Full Time Positions 77.00 73.50 73.00 78.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 24, 2022 Item #8 Page 60 of 245 C-16 CY 2017 CY 2018 CY 2019 CY 2020 CY 2021 Violent crime clearance rate 48% 46% 55% 59% 46% Property crime clearance rate 10% 11% 9% 10% 11% RECENT ACCOMPLISHMENTS • Responded to 6,010 transient-related calls for service last year • Implemented the Hotel Voucher Pilot Program and provide vouchers through the department’s Homeless Outreach Team • Implemented the Homeless Engagement Leading to Progress, or HELP, mobile application • Created a storefront for the Homeless Outreach Team at the Visitor’s Center in the downtown area in response to increasing transient issues • Executed a Memorandum of Understanding with the District Attorney’s Office and North County allied agencies for the North County Family Justice Center program, which will be an integrated service for victims of domestic violence, abuse, sexual assault and related crimes to seek therapy, forensic evidentiary exams, case management and other support • Solved each of the city’s two homicides and one attempted homicide • Received an approval rating of 4.17 out of 5, based on 1,217 crime victims surveyed, when asked about satisfaction of their case being reviewed GOALS • Reduce the homeless unsheltered population in line with City Council goals • Initiate grant-funded program for several detectives to work directly out of the North County Family Justice Center to improve cross-coordination between law enforcement agencies, prosecutors, victim advocacy and criminal justice Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Number of individuals contacted through outreach activities New 3,060 3,060 Percent of contacts that accept services New 38% 38% Number of individuals that are provided housing New 161 161 May 24, 2022 Item #8 Page 61 of 245 C-17 PUBLIC SAFETY | POLICE DEPARTMENT: PROFESSIONAL SERVICES Account: 0012140 Fund: General ABOUT The Professional Services Division supports the Police Department in the form of training, internal affairs, professional standards and personnel recruitment and hiring. SERVICES • Recruit new employees, organize testing programs and conduct mandated pre-employment investigations and Peace Officer Standards and Training • Establish, maintain and enforce department professional standards and coordinate all department training • Investigate resident complaints • Provide information to the media to inform the public regarding crime activity in the city • Help improve the quality of life for city residents through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information RECENT ACCOMPLISHMENTS • Installed new software program Veritone to track data in accordance with the Racial and Identity Profiling Act • Installed new software program DogPro to track canine training and activities 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 503,843$ 630,925$ 605,257$ 826,783$ Retirement Benefits 176,752 217,449 159,444 240,880 Health Insurance 40,062 66,100 67,863 99,534 Other Personnel Expenses 53,656 44,399 80,661 114,163 Personnel Services Subtotal 774,313 958,873 913,225 1,281,360 Operating Expenses Professional & Contract Services 115,827 114,576 86,000 142,000 Supplies & Materials 95,531 76,962 73,918 87,700 Repair & Maintenance 6,701 480 5,725 275 Interdepartmental Charges 17,628 32,349 28,396 32,021 Other Operating Expenses 16,850 12,389 26,043 17,000 Capital Outlay - - - - Operating Expenses Subtotal 252,537 236,756 220,082 278,996 TOTAL EXPENDITURES 1,026,850$ 1,195,629$ 1,133,307$ 1,560,356$ Full Time Positions 3.00 5.00 4.00 5.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 24, 2022 Item #8 Page 62 of 245 C-18 • Instituted a new comprehensive Internal Affairs policy • Received an approval rating of 4.61 out of 5, based on 1,312 crime victims surveyed, when asked if their call was handled in a respectful, attentive, and expeditious manner GOALS • Eliminate personnel vacancies in the police department May 24, 2022 Item #8 Page 63 of 245 C-19 PUBLIC SAFETY | POLICE DEPARTMENT: POLICE GRANTS & 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, the Justice Assistance Grant, and the Urban Areas Security Initiatives Program. SERVICES • Grants are used to purchase police equipment, supplement staffing costs and assist with training RECENT ACCOMPLISHMENTS • Used the Citizens’ Option for Public Safety grant to fund one full-time sworn officer position • Used the Homeland Security Grant to purchase police radios and field equipment • Used the Justice Assistance Grant to purchase electric bicycles for Homeless Outreach Team GOALS • Continue to seek grant funding for necessary equipment 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 190,599$ 169,005$ 135,345$ 129,824$ Retirement Benefits 36,710 50,587 37,127 36,088 Health Insurance 7,180 7,592 12,597 16,662 Other Personnel Expenses 11,241 7,634 16,577 18,931 Personnel Services Subtotal 245,730 234,818 201,646 201,505 Operating Expenses Professional & Contract Services 59,621 18,000 60,000 60,000 Supplies & Materials 150,003 110,960 115,000 70,000 Repair & Maintenance 31,500 36,225 45,000 45,000 Interdepartmental Charges 3,528 3,756 4,460 4,200 Other Operating Expenses - 3,450 10,000 10,000 Capital Outlay 5,408 27,873 - - Operating Expenses Subtotal 250,060 200,264 234,460 189,200 TOTAL EXPENDITURES 495,790$ 435,082$ 436,106$ 390,705$ Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 64 of 245 C-20 May 24, 2022 Item #8 Page 65 of 245 D-1 PUBLIC WORKS Public Works is responsible for planning, providing and maintaining the infrastructure that supports a high quality of life in the City of Carlsbad. From 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 442-339-2751 paz.gomez@carlsbadca.gov May 24, 2022 Item #8 Page 66 of 245 D-2 May 24, 2022 Item #8 Page 67 of 245 D-3 PUBLIC WORKS | ADMINISTRATION Account: 0018310 Fund: General ABOUT Public Works Administration provides leadership and strategic vision for the entire Public Works Branch, which is comprised of the Construction Management & Inspection, Fleet & Facilities, Environmental Sustainability, Transportation and Utilities departments. It provides administrative support services with a focus on strategic alignment to the Community Vision and City Council goals. SERVICES • Provide leadership and management support, operating budget oversight, CIP oversight, contract administration and records management • Support communications and outreach activities for major CIP projects RECENT ACCOMPLISHMENTS • Transitioned internal contract status reports to on-demand dashboards • Expanded functionality of DocuSign to facilitate expedited contract execution • Updated contract templates to facilitate use of anticipated federal funding • Partnered with GIS staff to continually improve and update the internal project submittal app, public dashboard and reporting for the CIP • Facilitated an update of the city’s engineering manual and other relevant engineering standards • Received the American Public Works Association, San Diego and Imperial Counties Chapter Award of Merit for outstanding public service 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $869,253 $907,628 $961,907 $782,418 Retirement Benefits 192,616 294,482 212,352 182,988 Health Insurance 93,826 100,656 111,713 72,660 Other Personnel Expenses 40,863 26,532 35,412 29,465 Personnel Services Subtotal 1,196,558 1,329,298 1,321,384 1,067,531 Operating Expenses Professional & Contract Services 224,989 261,134 243,078 94,078 Supplies & Materials 33,999 19,291 42,139 18,301 Repair & Maintenance 43,340 11,916 61,087 2,100 Interdepartmental Charges 234,074 178,004 250,925 236,729 Other Operating Expenses 35,653 9,354 23,000 21,910 Capital Outlay 0 - - - Operating Expenses Subtotal 572,055 479,699 620,229 373,118 TOTAL EXPENDITURES $1,768,613 $1,808,997 $1,941,613 $1,440,649 Full Time Positions 7.60 7.85 7.85 5.90 Hourly/FTE Positions 1.00 1.00 1.50 1.60 May 24, 2022 Item #8 Page 68 of 245 D-4 GOALS • Complete an update of the city’s procurement policy and administrative order • Digitize the processing of bonds related to contracts • Continue to update and streamline standard contract language and processes • Continue to develop and operationalize formal consultant and contractor performance evaluation processes • Engage in the planning, design and implementation of a citywide portfolio project management system, including CIP project management • Engage in planning, design and implementation of an enterprise asset management system • Continue implementing a strategy to digitize all Public Works records per the city’s records retention schedule • Continue to focus on employee coaching, development and training for staff at all levels throughout the department May 24, 2022 Item #8 Page 69 of 245 D-5 PUBLIC WORKS | CONSTRUCTION MANAGEMENT & INSPECTION Account: 00185XX Fund: General ABOUT Construction Management & Inspection ensures safe construction of CIP and private development projects in compliance with legal, regulatory and contractual requirements. SERVICES • Manage construction of CIP projects and public works contracts for all city asset-managing departments • Inspect and oversee private development grading • Inspect and oversee stormwater and improvements • Oversee all construction activity in the public right of way RECENT ACCOMPLISHMENTS • 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 • Developed and implemented a comprehensive inspection tracking and data management system following treatment control best management practices that has received regional and national industry recognition 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,616,877$ 1,561,351$ 1,540,617$ 1,744,289$ Retirement Benefits 363,304 553,180 354,060 430,099 Health Insurance 206,541 215,154 253,932 266,138 Other Personnel Expenses 76,561 46,267 60,268 68,741 Personnel Services Subtotal 2,263,283 2,375,952 2,208,877 2,509,267 Operating Expenses Professional & Contract Services 236,426 21,836 323,519 321,130 Supplies & Materials 21,498 22,538 51,732 13,027 Repair & Maintenance 1,713 54 6,314 314 Interdepartmental Charges 397,784 303,752 385,963 404,770 Other Operating Expenses 23,186 4,413 14,260 14,260 Capital Outlay 619 - - - Operating Expenses Subtotal 681,226 352,593 781,788 753,501 TOTAL EXPENDITURES 2,944,509$ 2,728,545$ 2,990,665$ 3,262,768$ Full Time Positions 17.70 15.20 15.20 16.20 Hourly/FTE Positions 1.00 1.00 0.50 0.50 May 24, 2022 Item #8 Page 70 of 245 D-6 • Provided construction management and inspection services on several significant CIP projects, including water valve replacements and pipelines, El Camino Real and College Boulevard intersection improvements, El Camino Real and Cannon Road bridge, Calavera Hills Community Park Gateway Improvements, Poinsettia Park dog park, Barrio Lighting Project, and various traffic-calming projects • Provided construction inspection services for private development projects such as Carlsbad Village Lofts, Springhill Suites hotel, and ensured safe work in the right of way for 5G communications infrastructure installation throughout the city • Maintained stormwater compliance through training, education, outreach and enforcement actions resulting in zero construction-related notices of violation from the Regional Water Quality Control Board to date • Developed and implemented a certified in-house Qualified Stormwater Pollution Prevention Plan Developer and Practitioner Program for eligible city staff to achieve cost savings and maintain compliance with state stormwater permit program GOALS • Continue to provide construction management services for parks, transportation, water, sewer and storm drain infrastructure projects • Continue to partner with the City Attorney’s Office on development of a contractor performance evaluation process to improve accountability during e of a public works project • Continue to leverage project management tools and processes to improve efficiency and effectiveness within the department • Continue to partner with property owners to reduce pollution and improve water quality through the city’s Treatment Control Best Management Practices program • Continue a strong commitment to stormwater regulation compliance and preservation of the natural environment by avoiding violations levied by regional regulatory agencies at city construction sites Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Response rate for Treatment Control Best Management Practices Verification of Maintenance 75% 82% 75% Construction stormwater violations on CIP projects 0 0 0 May 24, 2022 Item #8 Page 71 of 245 D-7 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY : SUMMARY ENVIRONMENTAL SUSTAINABILITY • Climate Action Plan & Habitat Management • Sustainable Materials Management • Watershed Protection ABOUT The General Fund portion of the Environmental Sustainability Department budget includes the Climate Action Plan & Habitat Management Division, and coordination of the municipal component of the National Pollutant Discharge Elimination System Municipal Stormwater Permit in the Watershed Protection Division. These divisions integrate components of the Environmental and Sustainability Guiding Principles and support the Carlsbad Community Vision areas of open space and the natural environment, sustainability and access to recreation and active, healthy lifestyles. 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,051,026$ 1,087,903$ 1,146,936$ 1,657,905$ Retirement Benefits 227,608 372,361 262,396 400,937 Health Insurance 147,367 163,946 182,971 324,381 Other Personnel Expenses 78,150 (28,258) 46,921 68,964 Personnel Services Subtotal 1,504,151 1,595,952 1,639,224 2,452,187 Operating Expenses Professional & Contract Services 1,309,916 1,815,862 2,179,279 1,596,311 Supplies & Materials 169,537 55,053 65,661 70,161 Repair & Maintenance 32 18 580 80 Interdepartmental Charges 499,019 554,598 710,499 842,129 Other Operating Expenses 39,804 21,564 21,121 29,021 Capital Outlay - - - 135,000 Operating Expenses Subtotal 2,018,308 2,447,095 2,977,140 2,672,702 TOTAL EXPENDITURES 3,522,459$ 4,043,047$ 4,616,364$ 5,124,889$ General Fund 758,852 1,030,453 1,282,225 1,159,789 Enterprise Fund 2,763,607 3,012,594 3,334,139 3,965,100 TOTAL FUNDING 3,522,459$ 4,043,047$ 4,616,364$ 5,124,889$ Full Time Positions 11.05 11.95 11.95 17.60 Hourly/FTE Positions 1.50 1.50 1.50 1.50 May 24, 2022 Item #8 Page 72 of 245 D-8 PUBLIC WORKS | ENVIRONMENTAL SUS TAINABILITY : CLIMATE ACTION PLAN & HABITAT MANAGEMENT Account: 0015110 0015130 Fund: General SERVICES • Coordinate with multiple city departments to oversee CAP implementation, collect CAP implementation monitoring data and prepare an annual report • Coordinate preparation of a communitywide greenhouse gas inventory and forecast • Coordinate updates to the CAP document, as directed by City Council • 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 groups such as the SANDAG Regional Energy Working Group, Climate Science Alliance and ReCAP Stakeholder Working Group • Monitor GHG emissions data from SANDAG and incorporate into CAP; data is released every two years and the department is currently awaiting 2020 data • Research and monitor upcoming regulations, funding opportunities, and activities related to climate mitigation and adaptation • Monitor regional climate change preparedness activities 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 291,260$ 280,637$ 305,009$ 309,498$ Retirement Benefits 68,038 97,879 68,734 72,550 Health Insurance 31,793 33,130 38,654 36,087 Other Personnel Expenses 10,134 8,461 11,954 12,152 Personnel Services Subtotal 401,225 420,107 424,351 430,287 Operating Expenses Professional & Contract Services 292,711 529,967 751,738 299,750 Supplies & Materials 11,832 20,354 11,807 12,607 Repair & Maintenance 22 9 50 50 Interdepartmental Charges 41,114 59,536 87,011 97,342 Other Operating Expenses 11,948 480 7,268 6,668 Capital Outlay - - - - Operating Expenses Subtotal 357,627 610,346 857,874 416,417 TOTAL EXPENDITURES 758,852$ 1,030,453$ 1,282,225$ 846,704$ Full Time Positions 2.55 2.65 2.65 2.55 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 24, 2022 Item #8 Page 73 of 245 D-9 • Provide leadership and citywide coordination to ensure compliance with Habitat Management Plan regulations • Coordinate with various city departments on regulatory requirements for private development projects and 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 • Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions- oriented Habitat Management Plan implementation • Work with other city staff to ensure that projects are implemented in a manner consistent with the Habitat Management Plan RECENT ACCOMPL ISHMENTS • Began comprehensive update of the CAP • Served as a board member for the San Diego Regional Climate Collaborative • Served on the Technical Advisory Group for the Connecting Wildlands and Communities Project and Environmental Mitigation Program Working Group for SANDAG • Conducted required stormwater inspections at municipal facilities GOALS • Continue implementation of the Carlsbad Green Business Network and Home Energy Score Assessment Program • Increase number of participants in the Green Business Network • Meet annual goal for acres added to Habitat Management Plan area • Continue implementation and monitoring of adopted CAP, and complete a comprehensive CAP update • Implement an inspection program to identify potential threats to native species and habitats • Coordinate with local and regional stakeholders to monitor, manage and conduct outreach for shot hole borer and Ward’s weed, the highest priority threats to the preserve system • Expand volunteer program to protect high priority species and habitats • Continue implementing wildlife movement program Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Green Business Network participants 6 15 30 Acreage goal added to Habitat Management Plan area 96% 96% 96% May 24, 2022 Item #8 Page 74 of 245 D-10 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: SUSTAINABLE MATERIALS MANAGEMENT Account: 0015120 520XXXX Fund: General Enterprise ABOUT This budget includes oversight and coordination of the city’s Sustainable Materials Management Division. Consistent with the General Plan, this division coordinates the implementation of a citywide waste reduction and recycling program to maintain compliance with rigorous state regulations related to diversion and disposal of solid waste. The Sustainable Materials Management Division staff oversee the franchise agreement for waste hauling and recycling services, Palomar Transfer Station agreement for disposal services, composting service contract, various waste reduction and diversion outreach and education contracts, and proper disposal of household hazardous waste. SERVICES • Represent the city at meetings with CalRecycle, businesses, residents and other stakeholders • Work with other staff to improve the city’s waste reduction, diversion and recycling program • Prepare state and county grant applications with the City Council’s approval, appropriate funds, implement grant activities, track expenses and submit reports • Coordinate outreach and education targeted at increasing recycling for residents, businesses, municipal employees and the public 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 228,125$ 259,845$ 277,837$ 825,400$ Retirement Benefits 46,319 92,946 61,719 202,509 Health Insurance 27,028 36,237 40,560 193,662 Other Personnel Expenses 7,919 7,920 11,340 35,238 Personnel Services Subtotal 309,391 396,948 391,456 1,256,809 Operating Expenses Professional & Contract Services 520,799 894,703 834,447 785,547 Supplies & Materials 152,884 29,339 35,013 39,213 Repair & Maintenance - - - - Interdepartmental Charges 115,212 136,392 217,584 322,694 Other Operating Expenses 14,731 15,723 3,833 12,833 Capital Outlay - - - 135,000 Operating Expenses Subtotal 803,626 1,076,157 1,090,877 1,295,287 TOTAL EXPENDITURES 1,113,017$ 1,473,105$ 1,482,333$ 2,552,096$ Full Time Positions 2.80 2.80 2.80 9.65 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 24, 2022 Item #8 Page 75 of 245 D-11 • Coordinate annual Earth Month and Earth Day events promoting recycling, proper disposal of household hazardous waste, composting and beach cleanup • Conduct annual rate analysis to determine cost-effective practices • Prepare and submit required annual recycling, composting, and disposal reports to CalRecycle as required by Senate Bill 1016 • Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee • Engage businesses and residents to decrease waste and increase recycling RECENT ACCOMPLISHMENTS • Completed the Sustainable Materials Management Implementation Plan • Executed the Palomar Transfer Station contract amendment extension • Facilitated the Carlsbad Food Recovery focus group to learn about best practices and barriers to food recovery in the city • 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 posts • Reviewed special event applications for compliance with recycling and trash best practices GOALS • Review, prioritize and implement improvements based on feedback from CalRecycle in the mandatory commercial recycling and construction and demolition recycling programs • Plan, prepare and arrange for a seamless transition to a new franchise hauler for solid waste collection, disposal and recycling processing, which will become effective on July 1, 2022 • Provide outreach and implement a new solid waste collection program for food waste for residential and commercial customers • Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer Station targeting self-haulers • Increase waste diversion in the commercial sector by implementing outreach to targeted high trash-generating businesses with low diversion rates • Work with partners to increase outreach to construction companies to improve diversion of construction and demolition material • Continue tracking per capita disposal rate in pounds per person per day to verify accuracy • Reduce number of businesses without recycling services to zero Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Per capita disposal rate 7.7 lbs. 7.7 lbs. 7.5 lbs. Businesses without recycling services 37 13 0 SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added six new full-time positions and implementation funding for the City Council-approved sustainable materials management plan, funded largely by the city’s new solid waste franchise agreement May 24, 2022 Item #8 Page 76 of 245 D-12 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: WATERSHED PROTECTION Account: 5215110 Fund: Enterprise ABOUT This budget includes leadership and stewardship of the city’s resources, specifically protecting our creeks, lagoons and ocean. The Environmental Sustainability Department’s Watershed Protection Division coordinates the citywide watershed protection program and helps the city maintain compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit issued by the San Diego Regional Water Quality Control Board. SERVICES • Support residents’ quality of life by responsibly managing environmental resources • Participate with neighboring cities in the Carlsbad Watershed as the Principal Co-permittee, serving as a liaison with the Regional Board, ensuring submittal of annual reports and participating in the San Diego County Co-permittees Regional Program Planning Committee • Represent the city at meetings with the Environmental Protection Agency, Regional Board, San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and other stakeholders • Assess businesses to ensure the use of proper best management practices and pollution prevention activities, prevent discharges into the MS4, and protect receiving waters; this may require follow-up visits, targeted education or enforcement 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 531,641$ 547,421$ 564,090$ 523,007$ Retirement Benefits 113,251 181,536 131,943 125,878 Health Insurance 88,546 94,579 103,757 94,632 Other Personnel Expenses 60,097 (44,639) 23,627 21,574 Personnel Services Subtotal 793,535 778,897 823,417 765,091 Operating Expenses Professional & Contract Services 496,406 391,192 593,094 511,014 Supplies & Materials 4,821 5,360 18,841 18,341 Repair & Maintenance 10 9 530 30 Interdepartmental Charges 342,693 358,670 405,904 422,093 Other Operating Expenses 13,125 5,361 10,020 9,520 Capital Outlay - - - - Operating Expenses Subtotal 857,055 760,592 1,028,389 960,998 TOTAL EXPENDITURES 1,650,590$ 1,539,489$ 1,851,806$ 1,726,089$ Full Time Positions 5.70 6.50 6.50 5.40 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 24, 2022 Item #8 Page 77 of 245 D-13 • Conduct illicit discharge detection and elimination into the MS4 as required by the Municipal Stormwater Permit, including responding to and investigating potential illicit discharges in the city, performing field screening at major outfalls, and managing a public hotline • Compile the annual Jurisdictional Runoff Management Program report and prepare new program documents at the beginning of each Municipal Stormwater Permit cycle • Act as the lead division for planning and implementation of the statewide Trash Amendments and incorporate them into the next Municipal Stormwater Permit RECENT ACCOMPLISHMENTS • Worked inter-departmentally to implement the Municipal Stormwater Permit • Managed the contract for a watershed coordinator to assist the watershed agencies with updating and implementing the Water Quality Improvement Plan and report to optimize the watershed’s compliance with the Municipal Stormwater Permit • Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and the Jurisdictional Runoff Management Program Annual Reports to the Regional Board • Worked inter-departmentally to coordinate on National Pollutant Discharge Elimination System MS4 Trash Amendments implementation • Participated virtually in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and education activities within the city and regionally GOALS • Implement a monitoring program to evaluate Municipal Separate Storm Sewer System or MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring, sediment quality monitoring and various special studies • Implement a public outreach program to promote behavior changes that reduce the discharge of pollutants into the MS4 and protect water quality in our receiving waters • Implement all required strategies and numeric goals of the Water Quality Improvement Plan • Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and submit required reports to the San Diego Regional Water Quality Control Board • Plan for implementation of the revised Municipal Stormwater Permit which will include new requirements to control trash • Conduct all annual inspections of existing development and water quality monitoring required by the Municipal Stormwater Permit • Implement additional water quality monitoring of the Agua Hedionda Lagoon in coordination with the City of Vista and the County of San Diego, as required by the San Diego Regional Water Quality Control Board • Respond to at least 90% of illicit discharge emergencies within 45 minutes • Detect and eliminate 100% of illicit discharges Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Emergency response times under 45 minutes for illicit discharges 100% 100% 90% Illicit discharges detected and eliminated 100% 100% 100% May 24, 2022 Item #8 Page 78 of 245 D-14 PUBLIC WORKS | FLEET & FACILITIES: SUMMARY FLEET & FACILITIES • Facilities • Fleet Maintenance & Replacement 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 2,341,840$ 2,496,346$ 2,850,454$ 2,954,275$ Retirement Benefits 494,036 800,794 599,384 644,987 Health Insurance 377,635 447,104 605,990 595,308 Other Personnel Expenses 147,381 24,440 123,948 127,194 Personnel Services Subtotal 3,360,892 3,768,684 4,179,776 4,321,764 Operating Expenses Professional & Contract Services 1,213,791 980,637 926,458 887,571 Supplies & Materials 2,039,396 1,984,228 2,264,266 2,168,528 Repair & Maintenance 988,080 988,227 1,501,669 1,510,660 Interdepartmental Charges 456,089 545,549 845,389 790,453 Other Operating Expenses 386,241 354,678 403,614 645,900 Capital Outlay 3,689,692 1,737,056 4,547,168 5,296,745 Operating Expenses Subtotal 8,773,289 6,590,375 10,488,564 11,299,857 TOTAL EXPENDITURES 12,134,181$ 10,359,059$ 14,668,340$ 15,621,621$ General Fund 5,537,243$ 5,341,736$ 6,555,934$ 6,768,736$ Internal Service Fund 5,117,315$ 5,581,454$ 8,062,406$ 8,799,885$ Special Revenue Fund 47,547$ 48,244$ 50,000$ 53,000$ TOTAL FUNDING 10,702,105$ 10,971,434$ 14,668,340$ 15,621,621$ Full Time Positions 30.15 31.90 35.10 34.95 Hourly/FTE Positions 9.50 9.50 7.75 6.90 May 24, 2022 Item #8 Page 79 of 245 D-15 PUBLIC WORKS | FLEET & FACILITIES: FACILITIES Account: 0015310 0015320 3155110 Fund: General Special Revenue-Parking in Lieu ABOUT The Facilities Division provides safe and comfortable working spaces at city facilities and maintains quality indoor public spaces. Additionally, this division oversees the design and construction work for new city facilities and building renovation projects and operates the Safety Training Center. SERVICES • Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial services, as well as set-up of offices and meeting rooms • Provide building construction, improvements, renovations, repairs and relocations • Operate and lease the Safety Training Center for public safety personnel training 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,675,451$ 1,707,594$ 2,000,062$ 2,108,360$ Retirement Benefits 347,710 534,701 410,206 444,822 Health Insurance 271,227 294,081 416,216 406,963 Other Personnel Expenses 81,643 55,957 88,341 90,811 Personnel Services Subtotal 2,376,031 2,592,333 2,914,825 3,050,956 Operating Expenses Professional & Contract Services 1,159,427 928,046 887,115 848,228 Supplies & Materials 660,540 486,622 689,973 629,735 Repair & Maintenance 606,276 647,211 1,117,575 1,100,566 Interdepartmental Charges 331,450 383,863 600,750 561,904 Other Operating Expenses 356,117 324,331 394,561 627,347 Capital Outlay 94,949 27,574 1,135 3,000 Operating Expenses Subtotal 3,208,759 2,797,647 3,691,109 3,770,780 TOTAL EXPENDITURES 5,584,790$ 5,389,980$ 6,605,934$ 6,821,736$ General Fund 5,537,243$ 5,341,736$ 6,555,934$ 6,768,736$ Special Revenue Fund 47,547 48,244 50,000 53,000 Total Funding 5,584,790$ 5,389,980$ 6,605,934$ 6,821,736$ Full Time Positions 20.45 21.65 24.85 24.85 Hourly/FTE Positions 8.50 8.50 6.75 5.90 May 24, 2022 Item #8 Page 80 of 245 D-16 RECENT ACCOMPLISHMENTS • Completed the Fire Station 6 dorm conversion project • Replaced lighting fixtures to energy efficient LED fixtures at the MiraCosta Las Palmas Facility, State Street parking lots, City of Carlsbad Faraday Center and the Carlsbad Recycled Water Facility • Completed 1,539 work orders as of April 2022, including reconfiguration of Faraday Center to accommodate changing space needs • Began construction of the Police and Fire Headquarters renovation project • Obtained a conditional use permit for Temporary Fire Station 7 • Awarded revised citywide contracted custodial services contracts that leverage technology to ensure contractor performance • Provided facilities and support for 152 Fire Department training days and 104 Police Department training days • Supported 183 training days for 17 outside law enforcement agency leases • Retrofitted 86 fluorescent can light fixtures to energy efficient LED fixtures and added 68 new LED light fixtures to both indoor shooting ranges, increasing lighting on the range for safety • Recycled 3,218 pounds of brass shell casings, 5,315 pounds of lead and copper from indoor shooting range activities, and 4,967 pounds of scrap metal GOALS • Continue the city facility and parking lot light pole and fixture replacement project • Perform a facilities conditions assessment throughout the city and continue development of a Facility Asset Management System • Obtain a conditional use permit for planned new Public Works headquarters • Complete the Fire Station 2 replacement and Carlsbad City Library fire alarm system replacement • Begin construction on the Calavera Hills Community Park roof replacement project • Complete plans and specifications for the Senior Center roof replacement project • Increase the city’s investment in custodial and building maintenance to meet industry standards for high quality facilities • Initiate various refurbishment and repair projects at the Safety Training Center SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one limited-term Senior Engineer position to facilitate delivery capital projects • Added one part-time building maintenance worker position to provide opportunities for entry-level experience Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Custodial cost ($/square foot) $2.66 $2.43 $3.00 Building maintenance ($/square foot) $2.25 $2.25 $2.58 May 24, 2022 Item #8 Page 81 of 245 D-17 PUBLIC WORKS | FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT Account: 6205460 6215461 Fund: Vehicle Maintenance Fund Vehicle Replacement Fund ABOUT The city’s fleet consists of 456 vehicles and equipment necessary to complete the city’s mission of delivering quality and efficient services. The fleet maintenance & replacement programs enable departments to achieve their operational mission in a safe, efficient manner. The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges based on vehicle type and utilization. The fleet vehicle replacement program is funded through a replacement charge for each vehicle or equipment in service, determined by actual costs of vehicle procurement divided by the expected life of the vehicle. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle procurement is achieved through cooperative purchasing agreements and bidding processes. Revenue is collected from the sale of retired city fleet assets at auction. 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 666,389$ 788,752$ 850,392$ 845,915$ Retirement Benefits 146,326 266,093 189,178 200,165 Health Insurance 106,408 153,023 189,774 188,345 Other Personnel Expenses 65,738 (31,517) 35,607 36,383 Personnel Services Subtotal 984,861 1,176,351 1,264,951 1,270,808 Operating Expenses Professional & Contract Services 54,364 52,591 39,343 39,343 Supplies & Materials 1,378,856 1,497,606 1,574,293 1,538,793 Repair & Maintenance 381,804 341,016 384,094 410,094 Interdepartmental Charges 124,639 161,686 244,639 228,549 Other Operating Expenses 30,124 30,347 9,053 18,553 Capital Outlay 3,594,743 1,709,482 4,546,033 5,293,745 Operating Expenses Subtotal 5,564,530 3,792,728 6,797,455 7,529,077 TOTAL EXPENDITURES 6,549,391$ 4,969,079$ 8,062,406$ 8,799,885$ Full Time Positions 9.70 10.25 10.25 10.10 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 24, 2022 Item #8 Page 82 of 245 D-18 SERVICES • Provide safe and appropriately maintained vehicles for use by city staff, inspect vehicles per requirements of the biennial inspection of terminals and smog programs, and maintain 24/7 road call services for emergency vehicles • 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 • 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 CAP • Purchase replacement units through the public bidding process or through cooperative purchasing programs RECENT ACCOMPLISHMENTS • Achieved recognition from Government Fleet magazine and the American Public Works Association as one of the Top 50 Leading Fleets in the nation • Executed an agreement with SDG&E to leverage the Power Your Drive for Fleets Make- Ready Infrastructure Program, which is anticipated to install up to 26 level 3 DC fast chargers at the fleet maintenance facility over the next five years • Activated 42 new vehicles and equipment, including five hybrid compact light duty trucks • Completed an update of Administrative Order No. 3 GOALS • 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 • Implement a pilot GPS/vehicle telematics system in the city’s fleet of police vehicles • Assess and improve fleet database and data management systems and techniques Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Fleet vehicles ready for active service 95% 95.4% 95% Vehicle miles traveled by low/zero emission vehicles 7% 18% 25% May 24, 2022 Item #8 Page 83 of 245 D-19 PUBLIC WORKS | TRANSPORTATION: SUMMARY TRANSPORTATION • Storm Drain Maintenance & Engineering • Traffic, Mobility, Transportation Engineering & Streets Maintenance • Lighting & Landscaping Districts 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 3,342,066$ 3,507,800$ 3,862,555$ 4,066,074$ Retirement Benefits 844,103 1,283,466 912,785 1,037,649 Health Insurance 552,389 582,340 721,562 671,050 Other Personnel Expenses 190,282 111,136 158,902 170,886 Personnel Services Subtotal 4,928,840 5,484,742 5,655,804 5,945,659 Operating Expenses Professional & Contract Services 1,192,636 1,052,886 1,414,487 1,970,070 Supplies & Materials 310,005 315,273 493,520 488,520 Repair & Maintenance 1,523,237 1,545,047 1,461,074 1,573,574 Interdepartmental Charges 1,809,816 1,656,409 2,078,913 2,426,231 Other Operating Expenses 601,699 597,981 693,495 738,515 Capital Outlay 20,431 37,838 - - Operating Expenses Subtotal 5,457,824 5,205,434 6,141,489 7,196,910 TOTAL EXPENDITURES 10,386,664$ 10,690,176$ 11,797,293$ 13,142,569$ General Fund 7,583,250 7,553,800 8,405,466 9,707,559 Enterprise Fund 1,745,011 1,990,755 1,849,335 1,836,302 Special Revenue Fund 1,058,403 1,145,621 1,542,492 1,598,708 TOTAL FUNDING 10,386,664$ 10,690,176$ 11,797,293$ 13,142,569$ Full Time Positions 44.15 43.90 43.70 43.60 Hourly/FTE Positions 1.50 1.50 1.94 1.50 May 24, 2022 Item #8 Page 84 of 245 D-20 PUBLIC WORKS | TRANSPORTATION: STORM DRAIN MAINTENANCE & ENGINEERING Account: 0016310 5216310 Fund: General Enterprise-Storm Drain Maintenance ABOUT The Transportation Storm Drain Maintenance and Engineering divisions are responsible for maintaining and improving the city’s storm drain infrastructure. SERVICES • Address various drainage infrastructure and stormwater maintenance issues citywide • Develop plans, specifications, and estimates, and provide project or design management of projects involving storm drain assets • Optimize maintenance efforts by monitoring and addressing new and ongoing drainage issues • Perform inspection and maintenance of the storm drain system RECENT ACCOMPLISHMENTS • Completed construction of the Segovia Way Drainage Improvements Project • Completed engineering design and advertised for construction bids of the Phase I - Magnolia Avenue Storm Drain Improvements Project • Completed engineering design of the Highland-Hoover Storm Drain Realignment Project • Investigated maintenance responsibilities for the drainage channel near the Omni La Costa Golf Course • Studied Lanakai Lane ponding issue 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $660,516 $678,142 $620,841 $632,248 Retirement Benefits 150,123 242,324 141,276 150,992 Health Insurance 114,475 143,182 133,684 105,010 Other Personnel Expenses 35,712 21,449 25,557 26,398 Personnel Services Subtotal 960,826 1,085,097 921,358 914,648 Operating Expenses Professional & Contract Services 273,790 313,103 310,165 460,165 Supplies & Materials 17,854 24,207 50,321 50,321 Repair & Maintenance 489,089 556,986 495,293 495,293 Interdepartmental Charges 266,865 243,104 373,873 322,228 Other Operating Expenses 92,825 114,006 91,424 91,424 Capital Outlay 5,397 5,688 0 0 Operating Expenses Subtotal 1,145,820 1,257,094 1,321,076 1,419,431 TOTAL EXPENDITURES $2,106,646 $2,342,191 $2,242,434 $2,334,079 Full Time Positions 9.75 8.60 7.10 7.00 Hourly/FTE Positions 0.50 0.50 0.98 0.50 May 24, 2022 Item #8 Page 85 of 245 D-21 • Inspected 34,000 linear feet of storm drain pipeline with CCTV technologies • Inspected 100% of high-priority storm drain inlets, removing an estimated 17 tons of sediment and debris • Completed approximately 1,800 lane miles of street sweeping monthly, removing an estimated 1,100 tons of debris that otherwise would pollute the city’s storm drain system • Completed 72 storm drain maintenance requests and 35 storm drain emergency responses • Completed 307 litter removal requests GOALS • Establish a maintenance and assessment program for the city’s storm drain infrastructure • Complete update of the city’s Drainage Master Plan • Clean 100% of the Agua Hedionda Lagoon and Buena Vista Channels Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Agua Hedionda Lagoon Channel cleaned in fiscal year 100% 100% 100% Buena Vista Channel cleaned and reported for permitting 100% 100% 100% May 24, 2022 Item #8 Page 86 of 245 D-22 PUBLIC WORKS | TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION ENGINEERING & STREETS MAINTENANCE Account: 0018410 00186XX 00187XX Fund: General ABOUT Traffic, Mobility, Transportation Engineering and Streets Maintenance divisions maintain and improve the road infrastructure and keep people moving. They are responsible for enhancing mobility and safety citywide through ongoing transportation planning, streets and traffic engineering, streets maintenance, and signal operations activities. SERVICES • Conduct traffic and mobility planning, oversee engineering and signals operations, and serve as liaison with the Traffic and Mobility Commission • Perform roadside maintenance including street signs, street legends, striping, graffiti and trash removal, pothole and sidewalk repairs • Develop plans, specifications, and estimates, and provide project or design management of projects involving street assets • Provide world-class customer service and high-quality maintenance of public right-of-way assets 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $2,556,495 $2,691,623 $3,103,140 $3,275,276 Retirement Benefits 664,780 990,832 737,703 846,719 Health Insurance 417,216 421,434 569,967 548,203 Other Personnel Expenses 147,916 84,948 127,206 137,663 Personnel Services Subtotal 3,786,407 4,188,837 4,538,016 4,807,861 Operating Expenses Professional & Contract Services 841,857 643,718 892,270 1,296,784 Supplies & Materials 250,825 263,515 367,080 362,080 Repair & Maintenance 959,332 821,915 692,809 805,309 Interdepartmental Charges 1,179,917 1,078,681 1,293,885 1,691,441 Other Operating Expenses 189,770 178,242 228,307 246,307 Capital Outlay 13,507 27,456 0 0 Operating Expenses Subtotal 3,435,208 3,013,527 3,474,351 4,401,921 TOTAL EXPENDITURES $7,221,615 $7,202,364 $8,012,367 $9,209,782 Full Time Positions 32.45 33.15 34.65 34.65 Hourly/FTE Positions 1.00 1.00 0.97 1.00 May 24, 2022 Item #8 Page 87 of 245 D-23 RECENT ACCOMPLISHMENTS • Completed 183 work orders including 33,729 square feet of sidewalk and asphalt • Completed 308 street sign-related work orders and replaced 163 signs that were knocked down • Completed 121 street paint work orders, 39 pressure washing sidewalks, and 223 graffiti requests • Implemented the Transportation Demand Management framework plans and best practices • Initiated update of the city’s multimodal level of service methodology • Prepared the Growth Management Plan annual monitoring report for the circulation section • Completed the El Camino Real and College Boulevard Improvements Project • Completed the ADA Ramps Improvement Project • Completed the engineering design of the 2021 Sidewalk Improvements Project • Completed College Boulevard Speed Feedback Signs Project • Completed design of the Carlsbad Boulevard Pedestrian Improvements Project and processed agreements with Caltrans for the project GOALS • Incorporate citywide pavement condition assessment data into the city’s GIS database • Implement the Enterprise Asset Management program • Update the city’s Engineering Standards in accordance with the General Plan’s Mobility Element • Revise the Carlsbad Residential Traffic Management Program • Continue implementation and development of the Coordinated Traffic Signal Program • Apply new traffic hardware and technology-based monitoring solutions to manage safe traffic flow and safety during high traffic periods and emergency response • Implement the enhanced annual roadway restriping program • Complete Phase 2 of the citywide streetlight LED fixture replacement program along collector and industrial streets • Complete the Growth Management Plan Monitoring Report • Update the Transportation Impact Analysis Guidelines and the multimodal level of service methodology • Address the Traffic Impact Fee guidelines and implement solutions • Update Transportation Demand Management program • Resolve 100% of dead animal removal requests within 24 hours • Resolve 100% of graffiti removal requests within 96 hours Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Dead-animal removal requests resolved within 24 hours 100% 100% 100% Graffiti removal requests resolved within 96 hours 100% 100% 100% May 24, 2022 Item #8 Page 88 of 245 D-24 PUBLIC WORKS | TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING & LANDSCAPING DISTRICTS Account: 162 163 164 Fund: Special Revenue- Street Light Maintenance Special Revenue-Buena Vista Channel Special Revenue-LLD 2 ABOUT The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel Maintenance Assessment District, which is the maintenance assessment district that funds the costs of streetlights, street trees and medians within the district boundaries covering newer developments in the city. The Transportation Department also provides maintenance of decorative lighting and oversight of the Lighting & Landscaping District 2. SERVICES • Ensure adequate funds are collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way bridge • Maintain and repair streetlamps and decorative lighting 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages $125,055 $138,035 $138,574 $158,550 Retirement Benefits 29,200 50,310 33,806 39,938 Health Insurance 20,698 17,724 17,911 17,837 Other Personnel Expenses 6,654 4,739 6,139 6,825 Personnel Services Subtotal 181,607 210,808 196,430 223,150 Operating Expenses Professional & Contract Services 76,989 96,065 212,052 213,121 Supplies & Materials 41,326 27,551 76,119 76,119 Repair & Maintenance 74,816 166,146 272,972 272,972 Interdepartmental Charges 363,034 334,624 411,155 412,562 Other Operating Expenses 319,104 305,733 373,764 400,784 Capital Outlay 1,527 4,694 0 0 Operating Expenses Subtotal 876,796 934,813 1,346,062 1,375,558 TOTAL EXPENDITURES $1,058,403 $1,145,621 $1,542,492 $1,598,708 Full Time Positions 1.95 2.15 1.95 1.95 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 89 of 245 D-25 RECENT ACCOMPLISHMENTS • Completed planning and design of Phase 2 of the citywide streetlight replacement program • Completed 272 streetlight and electrical maintenance service requests • Completed installation of over 130 LED streetlight fixtures in response to burnouts and completed 172 streetlight repairs • Completed plans and specifications for Phase 2 of the citywide light replacement program • Completed annual vegetation clearing and trash removal from the Buena Vista Creek Channel Maintenance District GOALS • Identify and optimize continuing needs for environmental permitting and monitoring • Collaborate and coordinate with the Police Department Homeless Outreach Team on clean- up efforts • Clear vegetation from three drainage outfalls entering the Buena Vista channel from the City of Oceanside • Track and monitor areas for plant and trash removal for flood capacity purposes • Track and monitor service times to ensure timely service for service requests • Bid and complete installation of Phase II of the citywide streetlight replacement program Performance Measure FY 2021 Actuals FY 2022 Estimated FY 2023 Projected Progress on the Citywide Streetlight Replacement Program Phase 1 completed Planning and design of Phase 2 complete; ready to bid Bid, authorize and start Phase 2 May 24, 2022 Item #8 Page 90 of 245 D-26 PUBLIC WORKS | UTILITIES: SUMMARY UTILITIES • Potable Water Operations • Recycled Water Operations • Wastewater Operations 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 5,036,676$ 5,025,225$ 6,132,712$ 6,423,971$ Retirement Benefits 1,184,777 1,786,928 1,351,556 1,517,057 Health Insurance 900,569 910,027 1,041,731 982,043 Other Personnel Expenses 869,027 753,440 271,187 303,472 Personnel Services Subtotal 7,991,049 8,475,620 8,797,186 9,226,543 Operating Expenses Professional & Contract Services 12,243,229 13,077,777 16,094,280 16,567,837 Supplies & Materials 26,320,992 28,380,456 30,850,200 31,665,871 Repair & Maintenance 237,760 437,870 746,143 579,693 Interdepartmental Charges 4,558,343 4,808,776 5,265,754 5,618,106 Other Operating Expenses 15,923,990 12,648,726 12,228,920 14,227,621 Capital Outlay 85,336 512,467 - 36,250 Operating Expenses Subtotal 59,369,650 59,866,072 65,185,297 68,695,378 TOTAL EXPENDITURES 67,360,699$ 68,341,692$ 73,982,483$ 77,921,921$ Full Time Positions 62.10 61.95 63.95 64.50 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 24, 2022 Item #8 Page 91 of 245 D-27 PUBLIC WORKS | UTILITIES: POTABLE WATER OPERATIONS Account: 5016310 Fund: Enterprise ABOUT To ensure drinking water is available on demand and customers can rely on receiving safe, high- quality water, the Carlsbad Municipal Water District provides ongoing maintenance and repair of the following: nine storage reservoirs or tanks, 455 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,369 valves, 4,441 fire hydrants and 30,320 potable meters. CMWD purchases potable water from its wholesale water provider, the San Diego County Water Authority, which includes desalinated water from the Carlsbad Desalination Plant. SERVICES • Operate infrastructure, including reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters, and other apparatus • Deliver safe drinking water and fire flow demand • Meet water-related health, safety and environmental regulations • Comply with state and federal drinking water standards for sampling and reporting • Clean tanks and perform required maintenance on potable reservoirs • Educate the public regarding water conservation and rebate programs, perform leak detection studies and comply with conservation laws • Coordinate with other water agencies and the San Diego County Water Authority on regional water-related projects 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 2,459,473$ 2,456,258$ 2,906,467$ 3,020,543$ Retirement Benefits 569,526 853,829 635,085 707,921 Health Insurance 515,622 532,524 508,263 456,572 Other Personnel Expenses 111,934 932,144 128,488 142,351 Personnel Services Subtotal 3,656,555 4,774,755 4,178,303 4,327,387 Operating Expenses Professional & Contract Services 7,345,483 7,339,768 8,534,600 8,568,654 Supplies & Materials 23,299,719 25,652,887 27,412,700 28,010,084 Repair & Maintenance 185,173 299,762 452,050 361,250 Interdepartmental Charges 2,663,442 2,722,945 2,969,197 3,161,356 Other Operating Expenses 8,581,187 6,479,626 4,274,370 5,267,601 Capital Outlay 20,567 415,639 - 19,500 Operating Expenses Subtotal 42,095,571 42,910,627 43,642,917 45,388,445 TOTAL EXPENDITURES 45,752,126$ 47,685,382$ 47,821,220$ 49,715,832$ Full Time Positions 30.30 29.50 30.55 30.95 Hourly/FTE Positions 0.50 0.45 0.20 0.00 May 24, 2022 Item #8 Page 92 of 245 D-28 RECENT ACCOMPLISHMENTS • Began implementation of the recently completed Potable Water Master Plan • Completed design of the new Supervisory Control and Data Acquisition system • Awarded Utility of the Future recognition from the Water Environment Federation for 2021 • Completed cost of service study updates and received guidance from the CMWD Board on three years of future rates • Performed 2021 Lead and Copper sampling to comply with the new Lead and Copper Rule • Completed the Urban Water Management Plan Update • Replaced potable water pipeline crossings under Interstate 5, which received the 2022 Outstanding Project Award from the American Society of Civil Engineers • Completed tank maintenance and cleaning on one potable reservoir • Completed the Poinsettia 61 pressure regulating station GOALS • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively • Minimize costs while continuing to provide high levels of service at acceptable risk • Work with the state’s Department of Water Resources and the State Water Resources Control Board on implementation of Senate Bill 606 and Assembly Bill 1668, which require the setting of agency water use efficiency standards, performance measures and variances • Create inventory of lead service lines to comply with the new EPA Lead and Copper regulations • Update the Drought Response Plan and the Potable Water Master Plan • Stay within industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Comply with state conservation requirements, including reducing potable water use by at least 25% compared to 10-year average from 1999-2008. • Initiate construction of the Palomar Airport waterline replacement project, water main replacements in the downtown and coastal areas, one new pressure regulating station and replacement of two existing pressure regulating stations SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one Management Analyst position to support financial management of the Utilities department, include maintaining financial models, managing funding sources, cost of service study updates and more • Added one Utility Locator position to reduce costs related to contract agreements for markouts and allow current staff to focus on core job duties related to infrastructure maintenance Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Pipeline breaks per 100 miles of pipe 2.0 <3.4 <3.4 Potable water use reduction compared to baseline average 20% 25% 25% May 24, 2022 Item #8 Page 93 of 245 D-29 PUBLIC WORKS | UTILITIES: RECYCLED WATER OPERATIONS Account: 5026310 Fund: Enterprise ABOUT The Carlsbad Municipal Water District provides ongoing water treatment and maintenance and repair of the recycled water system’s three storage tanks, four pump stations, three pressure reducing stations, five pressure zones, 95 miles of pipelines, 815 valves and 961 meters. CMWD’s Cross- Connection Control and Backflow program ensures a safe supply of drinking water by preventing cross-contamination from the recycled system into the potable system, in accordance with federal and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water Reclamation Facility. CMWD owns the Carlsbad Water Recycling Facility which is located next to the Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to State of California Title 22 recycled water quality standards and then delivers this water to customers for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water, and provides customers with a reliable local supply of water for non- potable purposes. Recycled water is not subject to state water conservation requirements. 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,036,826$ 1,033,183$ 1,279,473$ 1,354,365$ Retirement Benefits 247,059 375,927 290,484 310,948 Health Insurance 135,911 141,496 212,783 189,818 Other Personnel Expenses 48,125 4,712 57,315 63,152 Personnel Services Subtotal 1,467,921 1,555,318 1,840,055 1,918,283 Operating Expenses Professional & Contract Services 1,180,930 1,339,480 2,045,680 2,008,860 Supplies & Materials 2,783,276 2,397,182 3,084,500 3,034,650 Repair & Maintenance 34,144 61,170 68,943 66,743 Interdepartmental Charges 591,195 690,574 837,662 936,905 Other Operating Expenses 2,035,264 1,491,538 2,226,950 3,234,080 Capital Outlay 11,183 67,841 - 7,000 Operating Expenses Subtotal 6,635,992 6,047,785 8,263,735 9,288,238 TOTAL EXPENDITURES 8,103,913$ 7,603,103$ 10,103,790$ 11,206,521$ Full Time Positions 12.20 13.00 13.30 12.75 Hourly/FTE Positions 0.00 0.05 0.10 0.50 May 24, 2022 Item #8 Page 94 of 245 D-30 SERVICES • Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters • Treat wastewater to meet State of California Title 22 recycled water requirements • Meet health, safety and environmental regulations of recycled water • Deliver recycled water • Test water quality, cross connections and backflows • Perform annual backflow tests at 278 sites and 619 recycled use site walk-through inspections • Convert sites from potable water to recycled water as service becomes available RECENT ACCOMPLISHMENTS • Began implementation of the 2019 Recycled Water Master Plan • Completed design of the new Supervisory Control and Data Acquisition system • Conducted pre-build activities for the recently completed design of a 1.5-million-gallon storage tank, and applied approximately $900,000 grant from the U.S. Bureau of Reclamation towards its funding • Connected 25 customers to the new recycled pipeline segment • Completed cost of service study updates and received guidance from the CMWD Board on three years of future rates GOALS • Commence construction of a 1.5-million-gallon storage tank • Complete Segment 5 retrofit conversions and connect customers to the expanded system • Stay within industry benchmark for water main breaks of3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Maintain recycled water cost at or below 75% of potable water cost Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4 Cost of recycled water as percent of potable water cost 71% 71% 73% May 24, 2022 Item #8 Page 95 of 245 D-31 PUBLIC WORKS | UTILITIES: WASTEWATER OPERATIONS Account: 5116310 Fund: Enterprise ABOUT The Utilities Department is responsible for providing wastewater services to approximately 85,000 customers within the city’s service area. The Wastewater Division provides reliable wastewater collection services and delivers wastewater to the Encina Wastewater Authority’s treatment plant. After treatment, the water is further treated 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, reducing the amount that reaches the ocean outfall. The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater lift stations and wet wells and about 265 miles of mainlines and 6,056 access holes. The department implements a robust wastewater asset management program to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk. SERVICES • Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains, force mains, manholes and other elements • Meet health, safety and environmental regulations of wastewater operation • Collect wastewater and convey it to the Encina Wastewater Authority treatment plant 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,540,377$ 1,535,784$ 1,946,772$ 2,049,063$ Retirement Benefits 368,192 557,172 425,987 498,188 Health Insurance 249,036 236,007 320,685 335,653 Other Personnel Expenses 708,968 (183,416) 85,384 97,969 Personnel Services Subtotal 2,866,573 2,145,547 2,778,828 2,980,873 Operating Expenses Professional & Contract Services 3,716,816 4,398,529 5,514,000 5,990,323 Supplies & Materials 237,997 330,387 353,000 621,137 Repair & Maintenance 18,443 76,938 225,150 151,700 Interdepartmental Charges 1,303,706 1,395,257 1,458,895 1,519,845 Other Operating Expenses 5,307,539 4,677,562 5,727,600 5,725,940 Capital Outlay 53,586 28,987 - 9,750 Operating Expenses Subtotal 10,638,087 10,907,660 13,278,645 14,018,695 TOTAL EXPENDITURES 13,504,660$ 13,053,207$ 16,057,473$ 16,999,568$ Full Time Positions 19.60 19.45 20.10 20.80 Hourly/FTE Positions 0.00 0.00 0.20 0.00 May 24, 2022 Item #8 Page 96 of 245 D-32 • Conduct closed-circuit camera review of pipelines to determine pipeline integrity • Coordinate with the Encina Wastewater Authority as part of the Encina Joint Powers Authority • Prevent wastewater spills to protect the environment • Administer city’s Fats, Oils, and Grease program • Conduct public outreach regarding what can go into drains to prevent spills other issues RECENT ACCOMPLISHMENTS • Began implementation of the recently completed Sewer Master Plan • Constructed the $5.5 million Foxes Landing Lift Station Replacement project • Completed design of the new SCADA system • Awarded $4.6 million in low-interest financing with the State Revolving Fund for the wastewater portion of the SCADA project • Completed cost of service study updates and received guidance from the CMWD Board on three years of future rates • Completed closed-circuit camera inspections of several large diameter interceptor sewers that convey wastewater from collector pipelines to the Encina Wastewater Authority treatment facility to assess their integrity • Started construction of the Villas Lift Station Replacement project • Completed analysis of the North Batiquitos Lift Station force main GOALS • Meet or exceed the American Water Works Association benchmark rate for combined utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline • Complete the generator replacement project at two additional lift stations for system reliability where the existing generators have met the end of their useful life • Initiate the design of upgrades at two sewer lift stations • Initiate the design of upgrades at two sewer lift stations • Update the cost of services study and present updated rates to the City Council • Average less than 0.38 spills per 100 miles of pipe • Clean sewer pipe in line with the department’s preventive maintenance schedule Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Rate of spills per 100 miles of pipe 0 <0.38 <0.38 Department goal for amount of sewer pipe cleaned per year 93% 95% 100% May 24, 2022 Item #8 Page 97 of 245 E-1 COMMUNITY SERVICES The Community Services Branch includes programs, services and events that support Carlsbad's excellent quality of life. The branch includes the following key areas of focus: • Community Development • Housing & Homeless Services • Library & Cultural Arts • Parks & Recreation • Real Estate These city service areas ensure the city’s planning and building policies are carried out, foster lifelong learning, support strong neighborhoods, administer affordable housing and homeless response programs, attend to the community’s health and wellness, and promote transparency in government. Gary Barberio Deputy City Manager, Community Services 442-339-2822 gary.barberio@carlsbadca.gov May 24, 2022 Item #8 Page 98 of 245 E-2 May 24, 2022 Item #8 Page 99 of 245 E-3 COMMUNITY SERVICES | ADMINISTRATION Account: 0012410 Fund: General ABOUT The Community Services Branch provides programs and services that promote and support Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the Community Services branch. SERVICES Functional areas include department management, budget oversight, and real estate services. The Community Services branch ensures that the city’s planning, land development engineering, building, and code enforcement policies are carried out, that affordable housing and homelessness programs are administered, that lifelong learning is fostered, that library and cultural arts services are delivered, that the city’s health and wellness are advanced through parks, recreation and senior services, and that the city’s real estate assets are well managed. RECENT ACCOMPLISHMENTS • Developed informational bulletins to help the public understand complex land use issues • Issued over 4,700 building permits valued at over $132 million and completed over 18,000 building inspections • Launched an online scheduling tool that allows residents to schedule appointments remotely and the Customer Self Service portal to allow for online submission of basic permits 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages -$ 446,413$ 394,529$ 421,382$ Retirement Benefits - 93,183 95,454 104,509 Health Insurance - 58,369 66,574 60,862 Other Personnel Expenses - 10,862 14,055 15,275 Personnel Services Subtotal - 608,827 570,612 602,028 Operating Expenses Professional & Contract Services - 13,319 26,500 19,400 Supplies & Materials - 14 9,600 4,850 Repair & Maintenance - - - - Interdepartmental Charges - 30,900 38,509 43,639 Other Operating Expenses - 941 11,000 6,000 Capital Outlay - - - - Operating Expenses Subtotal - 45,174 85,609 73,889 TOTAL EXPENDITURES -$ 654,001$ 656,221$ 675,917$ Full Time Positions 0.00 3.00 3.00 3.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 100 of 245 E-4 • Implemented a new Code Enforcement Case Prioritization and Process Guide and developed specific key performance indicators based on internal audit recommendations • Closed over 1,266 code enforcement cases • Issued over 1,131 engineering permits and completed over 2,059 permit reviews • Obtained approval of Local Coastal Program Update from City Council • Updated City Council Policy No. 64 – Wireless Communication Facilities • Updated Inclusionary Housing City Council Policies and the Inclusionary Housing In-lieu fee • Completed the sale of 11 city-owned dwelling units to lower-income households • Served over 700 individuals at-risk or experiencing homelessness, placed over 40 individuals in shelters and over 40 individuals in permanent housing, completed over 30 encampment clean-ups and provided monthly rental assistance to 550 lower-income households • Provided $5.25 million from the Housing Trust Fund to three affordable housing projects • Upgraded the library’s patron, materials management and materials handling systems • Presented three author visits and four exhibits and guest artists in the Cannon Art Gallery • Opened Buena Vista Reservoir Park and upgraded Calavera Hills Community Park Gateway • Added over 500 trees to the city’s tree inventory • Completed an update and expansion of the city’s Memorial Program • Completed new Lease and Construction & Reimbursement Agreement for New Village Arts • Renewed License Agreements with Verizon at Maerkle and La Costa High Reservoirs • Completed new Lease Agreements for Mira Costa and Callaway Golf GOALS • Continue to identify and implement process improvements that help simplify and streamline development permit intake, routing, and customer service interactions • Implement a building inspection self-certification program allowing individuals to self-certify • Update the city’s building codes to comply with new state building code, by January 2024 and implement an automated solar permitting platform consistent with Senate Bill 379 • Implement code enforcement audit recommendations, including a procedural manual, training program and streamlined online tracking system • Update the city’s grading ordinance • Complete objective design standards citywide and in the Village & Barrio Master Plan • Complete Phase I work with City Council appointed citizen’s committee for Growth Management Program Update • Update the city’s Homeless Response Plan • Provide 25 new rental vouchers for non-elderly, disabled participants • Assess library hours of service and optimize them to meet changing needs of the community • Install public art at the Learning Center, New Village Arts Theatre and Fire Station 2 • Complete design for technology upgrades at Schulman Auditorium and Cannon Art Gallery • Complete the Parks & Recreation Master Plan Update • Receive City Council approval of Veterans Memorial Park Master Plan • Obtain reaccreditation from the Commission for the Accreditation of P&R Agencies • Add 500 new trees to the city’s tree inventory • Complete new Civic Center site selection process • Complete comprehensive update of the city’s Real Estate Strategic Plan • Release RFP for disposition of the Foussat & Mission Property in Oceanside and Golf Course Lots 4 and 5 May 24, 2022 Item #8 Page 101 of 245 E-5 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: SUMMARY COMMUNITY DEVELOPMENT • Administration • Land Development Engineering • Planning • Building • Code Enforcement 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 5,652,228$ 5,777,438$ 5,429,177$ 5,603,577$ Retirement Benefits 1,294,082 1,991,612 1,224,663 1,262,610 Health Insurance 756,976 806,470 869,369 873,634 Other Personnel Expenses 234,021 172,001 221,608 228,825 Personnel Services Subtotal 7,937,307 8,747,521 7,744,817 7,968,646 Operating Expenses Professional & Contract Services 2,531,666 1,927,057 1,526,910 955,683 Supplies & Materials 309,712 278,436 104,287 97,114 Repair & Maintenance 593 65 370 370 Interdepartmental Charges 1,345,826 1,280,325 1,090,627 1,337,437 Other Operating Expenses 9,074,710 9,635,563 35,050 25,450 Capital Outlay 1,107,230 4,213,749 - - Operating Expenses Subtotal 14,369,737 17,335,195 2,757,244 2,416,054 TOTAL EXPENDITURES 22,307,044$ 26,082,716$ 10,502,061$ 10,384,700$ General Fund 10,328,444$ 10,715,350$ 10,502,061$ 10,384,700$ Special Revenue Fund 11,580,003$ 15,127,464$ -$ -$ TOTAL FUNDING 21,908,447$ 25,842,814$ 10,502,061$ 10,384,700$ Full Time Positions 63.75 61.75 53.00 52.00 Hourly/FTE Positions 12.00 12.00 9.00 9.00 May 24, 2022 Item #8 Page 102 of 245 E-6 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: ADMINISTRATION Account: 0013010-0013012 Fund: General ABOUT Community Development Administration provides leadership, financial assistance, and administrative support for the delivery of land development programs and services; plans for the efficient use of resources and facilities; and provides liaison services, resource assistance and technical guidance to the Planning Commission and City Council. Community Development Administration adds value to organizational processes and procedures to ensure best practices are instituted and support the broader goals of the organization. SERVICES • Provide organizational leadership and administrative support • Manage and oversee operating budget • Manage contract administration and records • Support in managing the department’s business systems and technology 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 812,622$ 842,027$ 910,113$ 925,334$ Retirement Benefits 191,405 276,853 202,483 222,690 Health Insurance 117,598 112,639 126,259 140,799 Other Personnel Expenses 27,384 22,528 35,163 35,967 Personnel Services Subtotal 1,149,009 1,254,047 1,274,018 1,324,790 Operating Expenses Professional & Contract Services 122,679 63,921 385,000 35,000 Supplies & Materials 58,876 44,160 31,834 44,387 Repair & Maintenance - - 20 20 Interdepartmental Charges 143,904 211,596 168,149 341,090 Other Operating Expenses 23,616 1,239 4,700 3,700 Capital Outlay - - - - Operating Expenses Subtotal 349,075 320,916 589,703 424,197 TOTAL EXPENDITURES 1,498,084$ 1,574,963$ 1,863,721$ 1,748,987$ Full Time Positions 7.00 6.45 7.00 7.00 Hourly/FTE Positions 3.00 2.50 2.50 1.00 May 24, 2022 Item #8 Page 103 of 245 E-7 RECENT ACCOMPLISHMENTS • Assisted divisions in launching customer service programs such as Customer Self Service Portal and Qless • Developed a series of informational bulletins to help the public understand complex land use issues • Overhauled intranet site with updated content and improved organization/resources GOALS • Continue to modernize and streamline front counter operations • Expand use of the Customer Self Service Portal • Digitize building plan prints and project files to make them available to the public • Engage staff in an electronic review pilot program • Continue to identify and implement process improvements that help simplify and streamline permit intake, routing, and customer service interactions May 24, 2022 Item #8 Page 104 of 245 E-8 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING Account: 0013110 0013120 Fund: General ABOUT The Land Development Engineering Division ensures that all grading and public improvements required for new development projects and work in the public right-of-way comply with adopted codes and engineering standards. SERVICES • Review and process requests to subdivide land • Perform plan checking and permitting for grading, public improvement and right-of-way projects • Provide flood plain administration and residential assistance • Conduct transportation impact review and analysis for development projects • Maintain the engineering section of the public counter • Provide customer service and effective public information 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,122,452$ 1,144,984$ 1,149,631$ 1,222,160$ Retirement Benefits 253,568 389,669 268,090 292,107 Health Insurance 168,182 184,518 205,316 217,650 Other Personnel Expenses 40,244 33,239 46,266 51,404 Personnel Services Subtotal 1,584,446 1,752,410 1,669,303 1,783,321 Operating Expenses Professional & Contract Services 398,335 246,079 375,183 220,183 Supplies & Materials 7,657 3,812 6,644 4,400 Repair & Maintenance - - - - Interdepartmental Charges 173,578 147,116 227,280 228,275 Other Operating Expenses 4,537 3,199 8,700 4,700 Capital Outlay - - - - Operating Expenses Subtotal 584,107 400,206 617,807 457,558 TOTAL EXPENDITURES 2,168,553$ 2,152,616$ 2,287,110$ 2,240,879$ Full Time Positions 11.75 11.00 11.00 11.00 Hourly/FTE Positions 0.50 1.00 1.00 1.50 May 24, 2022 Item #8 Page 105 of 245 E-9 RECENT ACCOMPLISHMENTS • Changed process to allow digital submittals of right-of-way permit applications • Initiated the Customer Self Service portal to process temporary water meter permits • Implemented policies for state-required capture of trash for new developments • Issued 1,131 engineering permits • Performed 2,059 reviews for ministerial and discretionary permits GOALS • Implement measures to reduce the time it takes to conduct discretionary plan check review, with the goal of completing 80% of discretionary plan check reviews within 21 days • Maintain current building permit plan check review completion rate of at least 80% within 14 days • Expand implementation of the Customer Self Service portal to allow processing of additional permit types, such as right-of-way permits • Update the city’s grading ordinance to clarify inconsistencies and memorialize current practices • Test and choose a system for digital large format plan review • Continue to refine procedures and adopt new technology to enhance the customer experience Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Discretionary permit plan check reviews completed within 21 days of submittal 70% 66% 68% Building permit plan check reviews completed within 14 days of submittal 89% 84% 85% May 24, 2022 Item #8 Page 106 of 245 E-10 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: PLANNING Account: 00132XX Fund: General ABOUT The Planning Division is responsible for updating and maintaining the city’s land use regulations (i.e., General Plan, Local Coastal Program, and Zoning Ordinance) pursuant to City Council direction and state mandates as well as ensuring new growth and development complies with those established regulations. SERVICES • Maintain and modify plans, ordinances, and policies for the long-range development and sustainability of the city • Ensure new development adheres to all applicable land use codes, policies, and regulations 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,762,833$ 1,835,246$ 1,965,737$ 2,041,387$ Retirement Benefits 430,218 650,335 457,191 493,486 Health Insurance 208,537 219,870 261,994 268,185 Other Personnel Expenses 68,473 54,340 79,500 86,973 Personnel Services Subtotal 2,470,061 2,759,791 2,764,422 2,890,031 Operating Expenses Professional & Contract Services 511,134 552,889 216,000 201,000 Supplies & Materials 49,774 36,511 36,282 32,650 Repair & Maintenance 20 5 - - Interdepartmental Charges 299,619 260,976 313,059 360,431 Other Operating Expenses 977,793 21,284 11,400 11,400 Capital Outlay 1,104,114 - - - Operating Expenses Subtotal 2,942,454 871,665 576,741 605,481 TOTAL EXPENDITURES 5,412,515$ 3,631,456$ 3,341,163$ 3,495,512$ General Fund 3,354,114$ 3,614,495$ 3,341,163$ 3,495,512$ Special Revenue 2,058,401 16,961 - - TOTAL FUNDING 5,412,515$ 3,631,456$ 3,341,163$ 3,495,512$ Full Time Positions 20.00 20.00 20.00 20.00 Hourly/FTE Positions 0.50 1.00 1.00 1.50 May 24, 2022 Item #8 Page 107 of 245 E-11 • Complete environmental review of all private and public projects for compliance with the California Environmental Quality Act and the city’s Environmental Protection Procedures • Respond to questions and inquiries related to permit processing and development standards • Provide technical support to the Planning Commission and the City Council • Continuously enhance permit review process for efficiencies and implement streamlined permitting processes RECENT ACCOMPLISHMENTS • Entitled 696 residential housing units, of which 116 are dedicated affordable to lower income families • Completed Comprehensive Local Coastal Program Amendment, which was approved by City Council • Finalized new Wireless Communications Facilities Amendments policy, which was approved by City Council • Updated inclusionary housing policy and adjusted in-lieu fee • Conducted public engagement activities and gathered input on Housing Element Update Site Selection, from which the City Council endorsed two maps for further environmental review GOALS • Implement measures to reduce the time it takes to conduct discretionary permit plan check reviews to meet target of 100% of reviews completed within 30 days • Implement measures to reduce the time it takes to conduct building permit plan check reviews to meet target of 80% of reviews completed within 14 days • Complete environmental review and present Housing Element maps for City Council consideration • Complete permit-ready accessory dwelling unit plans • Present Objective Design Standards inside and outside Village & Barrio Master Plan for City Council consideration • Draft master plan amendments to conditionally permit Farmers Markets and Cultural Arts in the Barrio and add a policy encouraging development of vital uses as part of the Village & Barrio Master Plan • Work with the City Council-appointed Growth Management Citizens Committee to develop recommendations to update the current Growth Management Plan • Coordinate with California Coastal Commission staff in their review of the city’s application for a Comprehensive Local Coastal Program Amendment Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Discretionary permit plan check reviews completed within 30 days of submittal 90% 89% 90% Building permit plan check reviews completed within 14 days of submittal 79% 71% 75% May 24, 2022 Item #8 Page 108 of 245 E-12 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: BUILDING Account: 0013610 Fund: General ABOUT The Building Division staff are the main point of contact for individuals wanting to build or modify a structure on their property. Building staff provide guidance and review projects for conformance with state and local building standards. Once a permit has been issued to authorize construction, a building inspector is assigned to help the property owner ensure that the contractor’s work is consistent with approved plans. SERVICES • Perform plan check, fee assessment, permit issuance and inspection for compliance with adopted state and local codes including recycling, stormwater, energy generation and conservation • Respond to questions and inquiries related to permit processing and construction standards • Provide information related to ongoing construction projects and historical building records • Maintain records during construction and prepare files for electronic conversion following final approval 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 719,434$ 760,441$ 853,484$ 925,249$ Retirement Benefits 167,323 267,350 195,472 203,191 Health Insurance 138,278 150,355 189,642 164,413 Other Personnel Expenses 30,662 23,498 36,790 40,944 Personnel Services Subtotal 1,055,697 1,201,644 1,275,388 1,333,797 Operating Expenses Professional & Contract Services 479,657 386,470 483,727 449,000 Supplies & Materials 2,430 3,233 7,077 4,127 Repair & Maintenance 313 23 250 250 Interdepartmental Charges 245,993 214,733 260,022 270,324 Other Operating Expenses 9,374 1,036 4,700 2,700 Capital Outlay - - - - Operating Expenses Subtotal 737,767 605,495 755,776 726,401 TOTAL EXPENDITURES 1,793,464$ 1,807,139$ 2,031,164$ 2,060,198$ Full Time Positions 8.00 10.00 10.00 10.00 Hourly/FTE Positions 0.00 1.00 1.00 1.50 May 24, 2022 Item #8 Page 109 of 245 E-13 RECENT ACCOMPLISHMENTS • Issued over 4,700 building permits valued at over $132 million • Conducted over 18,000 building inspections • Launched an online scheduling tool that allows residents to schedule an appointment from home or work • Launched the Customer Self Service portal for online permit submission of basic permits • Created website content for the city’s Mobile Home Park Program • Achieved 100% State of California Safety Assessment Program Certification for all building inspection staff • Joined the California Building Officials and the International Code Council as a government member GOALS • Reduce transition time between staff processing and consultant plan check review, with goals of completing 80% of building permit plan check reviews within 14 days of submittal and 80% of building inspections within 24 hours of request • Finalize implementation of the inspection self-certification program that will allow qualified individuals to self-certify installation of minor improvements • Update the city’s building code and standards to comply with new state building code by January 2024 • Maintain a high level of service with a focus on creating more efficient processes related to permit and building inspection self-service, online records research and online project plan submittal • Expand the video inspection program to include more types of permits • Implement an automated solar permitting platform consistent with Senate Bill 379 that will allow applicants to apply for and receive an approved residential building permit for solar systems up to 38.4 kW in real time Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Building permit plan check reviews completed within 14 days of submittal 66% 61% 62% Building inspections completed within 24 hours of request 100% 90% 95% May 24, 2022 Item #8 Page 110 of 245 E-14 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: CODE ENFORCEMENT Account: 0012530 Fund: General ABOUT The Code Enforcement Division, working with residents and its partner enforcement agencies, is tasked with enforcing the city’s laws that govern land use and quality of life issues, including public nuisances, safety, and welfare. The purpose of these laws, and their enforcement, is to help maintain safe and healthy living and working conditions for the members of the community. The Division’s approach is not to be punitive, but to first attempt to achieve compliance with established codes and regulations through education before more formal enforcement methods like citations are applied. SERVICES • Enforce zoning, building, general property maintenance, and other municipal codes • Conduct inspections of alleged violations received from resident and business complaints • Assist individuals on how to secure required permits and/or obtain compliance with applicable codes • Collaborate with partner enforcement agencies on overlapping enforcement cases • Ensure that residents are aware and follow rules on short-term vacation rentals 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 370,344$ 487,360$ 550,212$ 489,447$ Retirement Benefits 70,183 131,233 101,427 51,136 Health Insurance 41,740 62,771 86,158 82,587 Other Personnel Expenses 20,546 15,270 23,889 13,537 Personnel Services Subtotal 502,813 696,634 761,686 636,707 Operating Expenses Professional & Contract Services 11,049 17,416 67,000 50,500 Supplies & Materials 3,910 7,048 22,450 11,550 Repair & Maintenance 35 14 100 100 Interdepartmental Charges 17,998 23,641 122,117 137,317 Other Operating Expenses 16,076 4,526 5,550 2,950 Capital Outlay - - - - Operating Expenses Subtotal 49,068 52,645 217,217 202,417 TOTAL EXPENDITURES 551,881$ 749,279$ 978,903$ 839,124$ Full Time Positions 2.00 5.00 5.00 4.00 Hourly/FTE Positions 1.00 3.50 3.50 3.50 May 24, 2022 Item #8 Page 111 of 245 E-15 RECENT ACCOMPLISHMENTS • Became a stand-only division within the Community Development Department • Developed and implemented the Code Enforcement Case Prioritization and Process Guide • Developed specific key performance indicators that will start July 1 • Closed at least 1,266 cases, based on data as of April 2022 • Completed an audit of the division operations that identified specific opportunities that will improve operational processes GOALS • Develop a procedural manual to serve as both a training and operations resource guide for staff in response to an internal audit recommendation • Develop a training program with a dedicated trainer to ensure code enforcement staff are consistently up to date on current responsibilities and expectations in response to an internal audit recommendation • Develop and implement an online tracking system that simplifies the tracking of case processing timelines, as reflected in the Code Enforcement Case Prioritization and Process Guide in response to an internal audit recommendation • Close Category 1 unsafe & hazardous conditions cases within three businesses days of complaint at least 80% of the time • Close Category 2 nuisance & blight-causing conditions cases within 30 businesses days of complaint at least 80% of the time • Close Category 3 miscellaneous violation conditions cases within 50 businesses days of complaint at least 80% of the time Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Percent of Category 1 cases closed within three businesses days of complaint New* New* 80% Percent of Category 2 cases closed within 30 businesses days of complaint New* New* 80% Percent of Category 3 cases closed within 50 businesses days of complaint New* New* 80% *Fiscal year 2021-22 Internal Audit Plan was recently completed for the division. These are the recommended indicators for future years. SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Established the Code Enforcement Division separate from the Building Division within the Community Development Department May 24, 2022 Item #8 Page 112 of 245 E-16 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUMMARY HOUSING & HOMELESS SERVICES • Housing Services • Homeless Services • Affordable Housing Programs • Federally Funded Community Assistance Programs • Successor Agency 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages -$ -$ 1,456,081$ 1,654,810$ Retirement Benefits - - 250,032$ 377,017$ Health Insurance - - 210,286$ 264,423$ Other Personnel Expenses - - 53,556$ 68,761$ Personnel Services Subtotal - - 1,969,955 2,365,011 Operating Expenses Professional & Contract Services - - 5,349,009 1,747,672 Supplies & Materials - - 233,726 261,642 Repair & Maintenance - - 300 300 Interdepartmental Charges - - 394,779 566,690 Other Operating Expenses - - 8,920,286 11,266,663 Capital Outlay - - 119,797 4,900 Operating Expenses Subtotal - - 15,017,897 13,847,867 TOTAL EXPENDITURES -$ -$ 16,987,852$ 16,212,878$ General Fund -$ -$ 5,901,431$ 3,134,115$ Special Revenue Fund - - 10,018,926$ 12,009,918$ Trust Fund - - 1,067,495$ 1,068,845$ TOTAL FUNDING -$ -$ 16,987,852$ 16,212,878$ Full Time Positions 0.00 0.00 14.00 16.00 Hourly/FTE Positions 0.00 0.00 3.00 1.81 May 24, 2022 Item #8 Page 113 of 245 E-17 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: HOUSING SERVICES Account: 0012510 0012520 1502810 171 Fund: General General Special Revenue – Community Grants Special Revenue – Agriculture Mitigation Fee ABOUT The Housing Division provides various programs, activities and services that assist in the effort to sustain an extraordinary Carlsbad community. These include disbursing community grants, delivering community education programs, funding the Carlsbad Service Center and supporting the Carlsbad Housing Commission. SERVICES • Provide financial assistance to community organizations, teams and special events that benefit and enrich residents 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 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 383,349$ 225,817$ 460,663$ 681,860$ Retirement Benefits 45,369 145,286 79,104 149,968 Health Insurance 40,415 28,982 49,242 81,024 Other Personnel Expenses 10,601 8,467 17,716 26,578 Personnel Services Subtotal 479,734 408,552 606,725 939,430 Operating Expenses Professional & Contract Services 310,572 267,595 358,217 339,217 Supplies & Materials 16,079 8,454 13,600 13,600 Repair & Maintenance 110 14 - - Interdepartmental Charges 152,401 131,716 121,576 168,016 Other Operating Expenses 3,452 527 37,527 53,777 Capital Outlay - - - - Operating Expenses Subtotal 482,614 408,306 530,920 574,610 TOTAL EXPENDITURES 962,348$ 816,858$ 1,137,645$ 1,514,040$ General Fund 962,348$ 816,858$ 1,107,645$ 1,484,040$ Special Revenue - - 30,000 30,000 TOTAL FUNDING 962,348$ 816,858$ 1,137,645$ 1,514,040$ Full Time Positions 8.78 3.78 4.50 5.17 Hourly/FTE Positions 5.50 2.00 2.00 0.83 May 24, 2022 Item #8 Page 114 of 245 E-18 • Provide community education programs, including the Carlsbad Student Leader Academy for high school students and CityStuff for third grade students • Provide low income and homeless services support, including funding to the Carlsbad Services Center, which offers temporary day labor employment services, employment training and readiness, access to benefits, basic needs, rental assistance and case management • Administer the Minor Home Repair Program, which provides forgivable home repair loans to low-income households who own and occupy their home as their primary residence • Provide technical and administrative support to the Carlsbad Housing Commission RECENT ACCOMPLISHMENTS • Commenced the Carlsbad Student Leader Academy in spring 2021 with 20 high school student participants • Implemented alternative options to all classrooms participating in the CityStuff program to offer the curriculum online and provide additional virtual assistance for third grade students in 54 classrooms in partnership with 14 local elementary schools in response to COVID-19 • Completed marketing of interest list for Affordable Resale Program for 11 city-owned condos in Bressi Ranch • Facilitated affordable housing projects: 419 dwelling units affordable to moderate, low, very low, and extremely low households are either under construction, approved and pending construction, or are currently moving through the permit approval process GOALS • Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and Winning Teams Grant programs, and process applications for assistance that are consistent with City Council policies • Increase the amount of community grants dispersed to $5,000 • Provide community education to 54 classrooms • 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 • Continue to support the Carlsbad Service Center Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Community Grants dispersed $6,000 $3,500 $5,000 Classrooms educated 54 54 54 May 24, 2022 Item #8 Page 115 of 245 E-19 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: HOMELESS SERVICES Account: 0012540 Fund: General ABOUT The Homeless Services Division is responsible for leading all strategies, programs and initiatives related to the city’s goal of reducing homelessness, including the city’s adopted Homeless Response Plan. This division uses best practices, community input and consumer feedback to implement solutions to prevent and reduce homelessness. SERVICES • Manage and implement the city’s Homeless Response Plan • Provide housing navigation services for persons at-risk of or experiencing homelessness in the city • Oversee the Homeless Outreach and Case Management contract with Interfaith Community Services • Offer short-term emergency boarding for animals of a person experiencing homelessness within the city via contract services • Manage a rapid rehousing contract with Community Resource Center that helps individuals and households at-risk of or experiencing homelessness within the city • Oversee the contract with Urban Corps for citywide abandoned items and litter removal services related to homeless encampments • Engage with community residents and businesses through regular communication efforts • Coordinate with neighboring jurisdictions and county resources on regional issues related to homelessness 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages -$ -$ 499,799$ 463,317$ Retirement Benefits - - 60,528 116,301 Health Insurance - - 86,630 80,283 Other Personnel Expenses - - 14,034 18,757 Personnel Services Subtotal - - 660,991 678,658 Operating Expenses Professional & Contract Services - - 4,098,295 889,500 Supplies & Materials - - 19,250 16,250 Repair & Maintenance - - - - Interdepartmental Charges - - - 62,417 Other Operating Expenses - - 15,250 3,250 Capital Outlay - - - - Operating Expenses Subtotal - - 4,132,795 971,417 TOTAL EXPENDITURES -$ -$ 4,793,786$ 1,650,075$ Full Time Positions 0.00 0.00 3.50 4.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 116 of 245 E-20 RECENT ACCOMPLISHMENTS • Formed a new Housing and Homeless Services Department • Began work on the City Council-approved work plan to reduce the homeless unsheltered population, among those who want help, by 50% within five years • Served 605 individuals at-risk or experiencing homelessness in the city via Interfaith Community Services and the Homeless Outreach Team, providing 3,025 outreach contacts and helping 99 people get bridged to shelter, substance use or mental health treatment • Worked with the Police Department to implement new municipal code tools to provide enforcement in a compassionate manner • Enrolled the city into the Homeless Management Information System as a participating agency through the Regional Task Force on the Homeless • Implemented a new contract with Community Resource Center to implement a rapid rehousing program for households currently experiencing homelessness in the city GOALS • Reduce the homeless unsheltered population, among those who want help, by 50% within five years, with quarterly reports until the city decreases the unsheltered homeless population or five years as directed by the City Council • Update the city’s Homeless Response Plan • Enter into an agreement with Catholic Charities to hire two licensed clinicians to provide staff at the La Posada de Guadalupe Emergency Shelter with training, in order for the facility to operate as a low barrier shelter • Contract for an employment and benefit specialist who will be able to help connect people to disability and social security benefits, general relief, CalWORKS, CalFresh, Veteran benefits, stimulus checks, employment programs, and other aid programs Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Unduplicated homeless persons served 605 700 700 Shelter placements 49 110 120 Persons housed 13 40 40 Encampments cleared 10* 30 30 *CDC guidance limited encampment cleanup for most of 2021 due to COVID-19 May 24, 2022 Item #8 Page 117 of 245 E-21 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS Account: 133 134 806 Fund: Special Revenue – Affordable Housing Trust Special Revenue – Tyler Court Apartments ABOUT The city is a regional leader in the provision of affordable housing. 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. The city also owns Tyler Court Senior Apartments, a 75-unit senior apartment complex. This complex provides for 100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County Area median incomes. The city has an agreement with a third party to manage the day-to-day operations of the apartment complex. The property is intended to remain a senior-only development according to its approved conditional use permit and continues to have income and rent restrictions to be affordable to very low and extremely low-income households. 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 173,859$ 102,028$ 111,395$ 53,332$ Retirement Benefits 40,313 36,004 17,886 11,645 Health Insurance 14,973 8,095 7,600 15,956 Other Personnel Expenses 9,449 3,287 4,553 2,626 Personnel Services Subtotal 238,594 149,414 141,434 83,559 Operating Expenses Professional & Contract Services 599,068 350,465 794,497 377,955 Supplies & Materials 153,034 158,521 186,711 217,627 Repair & Maintenance - - - - Interdepartmental Charges 148,080 127,920 64,236 71,059 Other Operating Expenses 223,304 148,765 145,509 181,001 Capital Outlay 3,116 4,213,749 119,797 2,900 Operating Expenses Subtotal 1,126,602 4,999,420 1,310,750 850,542 TOTAL EXPENDITURES 1,365,196$ 5,148,834$ 1,452,184$ 934,101$ Full Time Positions 1.30 0.60 0.60 0.80 Hourly/FTE Positions 1.00 1.00 1.00 0.06 May 24, 2022 Item #8 Page 118 of 245 E-22 SERVICES • Provide affordable housing funding for low-income households via the Affordable Housing Trust Fund Program • 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 • Assist with the development of low-income affordable housing developments from concept to construction • Oversee the third-party managed Tyler Court Senior Apartments RECENT ACCOMPLISHMENTS • Provided $5.25 million in funding commitments for three affordable housing projects • Worked with Community Development Department to provide amendments to the Inclusionary Housing Program, including an updated fee and streamlined City Council policies GOALS • Administer the Housing Trust Fund in accordance with Council Policy No. 90 • 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 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 low-income senior community by offering affordable housing with income and rent restrictions May 24, 2022 Item #8 Page 119 of 245 E-23 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED COMMUNITY ASSISTANCE PROGRAMS Account: 190 391 Fund: Special Revenue – Section 8 Housing Special Revenue – Community Development Block Grant ABOUT The city receives federal grants that benefit the community and low-income households. The federally funded Section 8 rental assistance program provides monthly rental subsidies to very low- income households and processes new participants into the program as additional funds are available. The Community Development Block Grant program represents federal funds provided to the city to develop viable urban communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for lower-income persons. This program is focused on providing specific benefits to low-income residents, with serving the city’s homeless population and providing affordable housing as the two highest priorities. SERVICES • Provide monthly rental subsidies to very low-income households and process new participants as for the federally funded Section 8 rental assistance program • Assist low-income households with access to safe and sanitary rental housing • Ensure the Section 8 tenant-based rental assistance program is being administered in compliance with federal regulations and guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency Plan 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 284,497$ 362,144$ 384,224$ 456,301$ Retirement Benefits 82,533 89,509 92,514 99,103 Health Insurance 27,107 39,219 66,814 87,160 Other Personnel Expenses 23,347 10,790 17,253 20,800 Personnel Services Subtotal 417,484 501,662 560,805 663,364 Operating Expenses Professional & Contract Services 93,164 37,214 73,000 111,000 Supplies & Materials 10,892 12,084 14,165 14,165 Repair & Maintenance 115 9 300 300 Interdepartmental Charges 118,593 116,631 201,672 257,528 Other Operating Expenses 7,516,158 9,294,069 7,686,800 9,997,460 Capital Outlay - - - 2,000 Operating Expenses Subtotal 7,738,922 9,460,007 7,975,937 10,382,453 TOTAL EXPENDITURES 8,156,406$ 9,961,669$ 8,536,742$ 11,045,817$ Full Time Positions 4.00 4.00 5.40 6.03 Hourly/FTE Positions 0.00 0.00 0.00 0.93 May 24, 2022 Item #8 Page 120 of 245 E-24 • Achieve and maintain a lease rate that fully utilizes Section 8 program funding allocation • Enable unemployed, under-employed, or under-educated low-income families to achieve economic independence from welfare • Administer the CDBG program representing federal funds provided to the city • Prepare and implement a five-year consolidated plan and Annual Action Plan for submittal to U.S. Department of Housing and Urban Development • Provide staff support to the CDBG Funding Advisory Committee and the City Council in the selection process for activities to be included in the CDBG Program • Ensure that documentation is maintained to meet compliance with HUD established guidelines for continued CDBG funding • Monitor activities of grant sub-recipients to ensure proper use of funds • Prepare the Consolidated Annual Performance and Evaluation Report for public review and comment and final submission to HUD • Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education program RECENT ACCOMPLISHMENTS • Provided monthly rental assistance to 550 very low and extremely low-income households • Received and allocated additional funding assistance of $1.2 million in CDBG funding to sub- recipients to be used to prevent, prepare for and respond to COVID-19 • Completed land acquisition and loan for construction of Windsor Pointe, a 50-unit affordable apartment community with permanent supportive services to homeless and lower-income veteran families and people experiencing homelessness with mental health service needs • Provided funding assistance to five non-profit organizations to provide services to low- income households with a focus on affordable housing, supportive services to low-income and special needs populations, and assistance in the prevention of homelessness and reduction of the homeless population GOALS • Continue to operate the Section 8 program effectively, and seek additional funding to serve more clients as opportunities arise • Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants • Successful completion and submission of the fiscal year 2021-22 Consolidated Annual Plan Evaluation Report • Create expenditure plan for CDBG funds to provide additional affordable housing opportunities for low-income households, focusing on those experiencing homelessness • Maintain high level of grant funding for community organizations SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one Housing Assistant position to support expansion of the federally funded Section 8 rental assistance program to provide more housing vouchers to lower-income families Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Clients receiving Rental Assistance 550 568 590 Dollar value of grants awarded to community organizations $565,819 $536,522 $527,154 May 24, 2022 Item #8 Page 121 of 245 E-25 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY Account: 801, 811 Fund: Trust Fund – Successor Agency ABOUT The successor agency is responsible for preparing a recognized obligation payments schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment. This payment schedule is subject to approval by the countywide oversight board. SERVICES • Administer the successor agency, which is responsible for preparing a recognized obligation payment schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment • Participate in activities associated with the dissolution of the redevelopment agency • Ensure payment of all debt obligations as approved by the oversight board RECENT ACCOMPLISHMENTS • Processed Recognized Obligations Payment Schedule for fiscal year 2021-22 for approval by the countywide oversight board • Received loan repayment from the successor agency and funding for payment on redevelopment bond GOALS • Continue to take actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 22,838$ 17,391$ -$ -$ Retirement Benefits 13,170 5,373 - - Health Insurance 146 21 - - Other Personnel Expenses 3,315 582 - - Personnel Services Subtotal 39,469 23,367 - - Operating Expenses Professional & Contract Services 6,008 5,008 25,000 30,000 Supplies & Materials 7,060 4,613 - - Repair & Maintenance - - - - Interdepartmental Charges 45,660 45,996 7,295 7,670 Other Operating Expenses 1,115,400 160,918 1,035,200 1,031,175 Capital Outlay - - - - Operating Expenses Subtotal 1,174,128 216,535 1,067,495 1,068,845 TOTAL EXPENDITURES 1,213,597$ 239,902$ 1,067,495$ 1,068,845$ Full Time Positions 0.35 0.35 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 122 of 245 E-26 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: SUMMARY LIBRARY & CULTURAL ARTS • Administration, Digital Initiatives & Special Projects • Circulation Services • Adult & Teen Services, Genealogy & Carlsbad History Services • Children’s Services • Collections & Technical Services • Outreach, Literacy & Bilingual Services • Cultural Arts 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 5,853,737$ 5,471,768$ 6,385,017$ 6,665,560$ Retirement Benefits 1,065,603 1,509,419 1,066,402 1,140,395 Health Insurance 570,108 597,556 718,917 700,556 Other Personnel Expenses 271,854 152,820 239,379 253,406 Personnel Services Subtotal 7,761,302 7,731,563 8,409,715 8,759,917 Operating Expenses Professional & Contract Services 565,152 398,850 797,429 734,375 Supplies & Materials 1,149,355 1,060,417 1,371,112 1,302,947 Repair & Maintenance 43,662 40,419 10,273 6,800 Interdepartmental Charges 3,144,952 2,852,698 3,195,050 3,362,870 Other Operating Expenses 530,040 416,135 518,996 453,733 Capital Outlay 82,463 14,333 - - Operating Expenses Subtotal 5,515,624 4,782,852 5,892,860 5,860,725 TOTAL EXPENDITURES 13,276,926$ 12,514,415$ 14,302,575$ 14,620,642$ General Fund 13,030,148$ 12,344,689$ 13,780,555$ 14,088,425$ Special Revenue Fund 246,778$ 169,726$ 522,020$ 532,217$ TOTAL FUNDING 13,276,926$ 12,514,415$ 14,302,575$ 14,620,642$ Full Time Positions 52.50 52.50 52.50 51.00 Hourly/FTE Positions 61.66 62.06 63.66 61.95 May 24, 2022 Item #8 Page 123 of 245 E-27 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL INITIATIVES & SPECIAL PROJECTS 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 Carlsbad Library, the Carlsbad Library & Arts Foundation, the Carlsbad Friends of the Arts, and the Serra Cooperative Library System. SERVICES • Conduct strategic planning, set programs and services, and monitor and respond to industry trends and best practices • Utilize data to develop meaningful performance metrics that show impact in the community and adjust services based on community needs • Manage personnel and volunteer recruitment activities, develop and maintain policies and procedures, and provide centralized training services for all staff and volunteers • Develop and monitor budgets, administer contracts and grants, and manage purchasing and accounting processes • Plan, develop and implement technology solutions to effectively deliver services 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,186,404$ 1,033,474$ 1,242,852$ 1,120,970$ Retirement Benefits 273,527 378,464 272,779 282,520 Health Insurance 121,529 129,096 166,532 146,018 Other Personnel Expenses 48,244 29,224 46,208 43,950 Personnel Services Subtotal 1,629,704 1,570,258 1,728,371 1,593,458 Operating Expenses Professional & Contract Services 152,110 70,370 44,550 18,000 Supplies & Materials 108,870 105,168 99,756 83,895 Repair & Maintenance 41,821 38,967 7,053 4,155 Interdepartmental Charges 551,754 689,278 756,339 997,493 Other Operating Expenses 517,854 408,610 518,996 452,630 Capital Outlay 78,354 14,333 - - Operating Expenses Subtotal 1,450,763 1,326,726 1,426,694 1,556,173 TOTAL EXPENDITURES 3,080,467$ 2,896,984$ 3,155,065$ 3,149,631$ Full Time Positions 12.00 12.00 12.00 10.00 Hourly/FTE Positions 3.82 3.82 3.82 3.37 May 24, 2022 Item #8 Page 124 of 245 E-28 • Work with the Library Board of Trustees, the Arts Commission and the Historic Preservation Commission to ensure the department is responsive to community needs as represented by trustees and commissioners • Partner with support organizations including the Carlsbad Library & Arts Foundation, the Friends of the Carlsbad Library and Friends of the Arts to ensure endowments, donations and fundraising on behalf of the organization are put to good use RECENT ACCOMPLISHMENTS • Restructured the department to address changing priorities and expectations from the community • Utilized lessons learned to provide a combination of in-person and virtual programs and services, returning to full services as the COVID-19 pandemic retreats • Migrated from California Research and Education Network to the city’s Digital Information Network, increasing in-house computer and wireless internet speed for patrons and staff • Upgraded the library online catalog, allowing for responsive web design for an improved experience on mobile devices • Upgraded the library’s patron and materials management system and automated materials handling system allowing for improved functionality and support • Integrated the library’s computer management system with the Parks & Recreation public computer labs so Parks & Recreation can utilize analytics and session management tools GOALS • Develop new strategies and goals addressing lessons learned and changing needs from the community following the two-year COVID-19 pandemic • Align programs and services with current best practices • Assess library hours of service and optimize them to meet changing needs of the community • Attract and retain quality staff by institutionalizing ongoing talent management and succession planning practices and by developing a formal training structure and plan for each position in the department • Utilize metrics to determine usage of existing resources and to anticipate future needs • Complete an upgrade of the audio-visual technology in the Exploration HUB • Develop an internal communications plan • Revitalize opportunities for volunteering • Evaluate the future of patron computer, printing and copying services Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Volunteer hours 1,062 3,000 10,000 Patron computer sessions: Mobile 42,671 89,450 105,000 Patron computer sessions: Library-provided 4,280 19,755 25,000 May 24, 2022 Item #8 Page 125 of 245 E-29 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 print and audiovisual materials. SERVICES • Respond to in-person, telephone and email account inquiries • Issue new and replacement library cards to borrowers and internet users • Circulate print and audiovisual materials and answer collection-related questions • Track reserved and overdue items and sort, organize and shelve all library materials • Collect fines and fees, reconcile daily transactions and oversee collection agency accounts • Coordinate the city’s participation in countywide delivery and return of Serra Cooperative member library materials • Collect retired flags from deposit boxes and deliver to the city’s Fire Department for proper disposal • Conduct a regular inventory of the collection • Maintain accuracy of user records through reports RECENT ACCOMPLISHMENTS • Created a library-specific GIS dashboard in collaboration with Business Systems and City GIS • Converted two part-time Circulation Supervisor positions to full-time 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 934,856$ 885,675$ 948,762$ 1,006,963$ Retirement Benefits 109,433 133,425 93,502 99,025 Health Insurance 54,158 53,797 59,454 66,574 Other Personnel Expenses 50,810 24,572 38,161 41,484 Personnel Services Subtotal 1,149,257 1,097,469 1,139,879 1,214,046 Operating Expenses Professional & Contract Services - - - - Supplies & Materials 4,978 7,206 12,500 12,500 Repair & Maintenance - - - - Interdepartmental Charges 205,512 113,364 143,328 185,231 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 210,490 120,570 155,828 197,731 TOTAL EXPENDITURES 1,359,747$ 1,218,039$ 1,295,707$ 1,411,777$ Full Time Positions 4.50 4.50 4.50 5.00 Hourly/FTE Positions 20.68 20.68 20.68 20.68 May 24, 2022 Item #8 Page 126 of 245 E-30 • Improved the quality of database records • Offered library service via a hybrid in-person and curbside circulation model • Restored staffing levels in proportion to services and open hours • Supported Business Systems’ upgrade of the automated materials handling system GOALS • Implement new shelving standards to improve the appearance, accessibility and circulation of the collection • Cross-train other divisions in circulation processes to improve user experience and continuity of service • Improve communication and training around new standards and processes through regular division meetings and trainings • Increase the number of community members with library cards Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Circulation of physical items 313,560 810,759 997,233 New library accounts 5,827 9,672 10,833 May 24, 2022 Item #8 Page 127 of 245 E-31 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: ADULT & TEEN SERVICES, GENEALOGY & CARLSBAD HISTORY SERVICES Account: 0014016 0014025 Fund: General ABOUT Adult & Teen 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 to provide educational genealogy programs for the community, and with the city’s Historic Preservation Commission to support their work. 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; provide library programs for adults and teens • Provide community outreach activities such as visits to schools, senior centers, farmers’ markets and other community groups 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,354,842$ 1,298,620$ 1,496,551$ 1,554,949$ Retirement Benefits 234,870 328,064 231,378 248,689 Health Insurance 99,799 113,439 141,457 117,034 Other Personnel Expenses 64,368 35,963 54,466 57,384 Personnel Services Subtotal 1,753,879 1,776,086 1,923,852 1,978,056 Operating Expenses Professional & Contract Services 135 - 5,249 3,700 Supplies & Materials 10,894 7,376 9,798 5,380 Repair & Maintenance 1,204 1,320 1,920 1,345 Interdepartmental Charges 1,014,348 932,376 1,003,207 1,011,766 Other Operating Expenses 912 - - - Capital Outlay - - - - Operating Expenses Subtotal 1,027,493 941,072 1,020,174 1,022,191 TOTAL EXPENDITURES 2,781,372$ 2,717,158$ 2,944,026$ 3,000,247$ Full Time Positions 11.00 11.00 11.00 11.00 Hourly/FTE Positions 15.35 15.35 15.35 14.87 May 24, 2022 Item #8 Page 128 of 245 E-32 • 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’s Historic Preservation Commission and city staff through research, digitization and programming RECENT ACCOMPLISHMENTS • Added nine new databases for a total of 48 adult and teen eResources • Resumed in-person services including study rooms, computer labs, the Exploration HUB, Books-to-Go, book clubs and outreach programming • Presented three successful in-person author visits with purposeful consideration to diversity, equity and inclusion • Expanded Grow Your Garden program to include a seed library in collaboration with Carlsbad Community Gardens • Delivered thousands of seeds packets and was awarded 500 seeds and 200 bee identification guides through Plant Wildflowers grant • Initiated personal reading recommendation program • Transcribed oral histories in Carlsbad History Collection making the content of the recordings keyword searchable in library’s catalog • Acquired and launched new genealogy database in partnership with the North San Diego County Genealogical Society • Created and launched online form for scheduling personalized genealogy assistance • Resumed in-person genealogy programs, and offered new hybrid in partnership with the North San Diego County Genealogical Society, providing remote access to seven genealogy research databases • Scanned 4,000 photographic prints in the Historic Photo Collection to archival standards • Completed collection management projects in the Genealogy Collection including a complete inventory and analysis, shelf-shift and weed of materials GOALS • Evaluate and adjust staffing to meet the changing needs of the community • Explore and enhance outreach opportunities in collaboration with the new Partnerships & Community Outreach Principal Librarian • Provide public access to digital records such as oral history audio and video recordings with a new digital asset management system • Create promotional materials to showcase the value of Genealogy & Carlsbad History services to the community Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Community members reached through outreach N/A* 1,191 3,200 Carlsbad history research provided to city and community 324 hours 410 hours 510 hours *no outreach during COVID-19 pandemic May 24, 2022 Item #8 Page 129 of 245 E-33 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 • Provide library instruction and tours for children and youth-related groups 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 643,316$ 565,302$ 707,990$ 710,926$ Retirement Benefits 125,364 173,313 127,331 128,812 Health Insurance 93,565 92,324 99,489 129,381 Other Personnel Expenses 31,529 16,692 27,004 27,872 Personnel Services Subtotal 893,774 847,631 961,814 996,991 Operating Expenses Professional & Contract Services - - - - Supplies & Materials 11,645 770 2,900 2,900 Repair & Maintenance - - - - Interdepartmental Charges 423,756 353,532 376,200 339,359 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 435,401 354,302 379,100 342,259 TOTAL EXPENDITURES 1,329,175$ 1,201,933$ 1,340,914$ 1,339,250$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 5.55 5.55 5.55 5.55 May 24, 2022 Item #8 Page 130 of 245 E-34 • 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 volunteer hours for teens RECENT ACCOMPLISHMENTS • Strengthened early literacy efforts by launching 1,000 Books Before Kindergarten program • Initiated a pilot program to circulate age-appropriate Maker Science, Technology, Engineering, Arts and Mathematics Kits, which cover various STEAM concepts and include a book and activities for patrons to complete at home • Initiated personal reading recommendation program specifically for children • Taught children and families how to participate in virtual programs and services • Resumed in-person programming • Adapted and streamlined the Summer Reading Adventure to be more inclusive for readers of all skill levels and backgrounds • Conducted the first Children’s Services Summit to evaluate how Children’s Services provides public service, programming, collection and outreach efforts GOALS • Implement systemwide Children’s Services program standards • Design and implement STEAM exploration and experiences for children and their families in the Leichtag Family Foundation Discovery Room • 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 • Re-establish in-person volunteer opportunities for teens to gain leadership skills and community service hours • Evaluate the Maker STEAM Kit pilot to determine next steps for the program • Increase 1,000 Books Before Kindergarten participation by 30% • Strengthen outreach efforts to increase summer reading participation • Increase usage of Early Literacy Stations by 15% (note: closed during fiscal year 2021-22 until March 2022 due to COVID-19) Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected 1000 Books Before Kindergarten participants N/A 129 175 Summer Reading participants 822 1,063 1,500 Early Literacy Station users 1,827 8,500 9,775 May 24, 2022 Item #8 Page 131 of 245 E-35 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 and maintenance 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, lifelong learning and entertainment needs of the community • Source and purchase library materials, in physical and electronic format 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 571,168$ 574,073$ 599,069$ 627,402$ Retirement Benefits 126,315 203,691 124,605 134,592 Health Insurance 83,845 81,715 84,483 81,757 Other Personnel Expenses 25,755 15,183 23,228 24,645 Personnel Services Subtotal 807,083 874,662 831,385 868,396 Operating Expenses Professional & Contract Services 41,737 24,217 13,325 21,825 Supplies & Materials 895,706 816,803 1,109,389 1,031,564 Repair & Maintenance - - - - Interdepartmental Charges 166,164 180,228 201,943 185,284 Other Operating Expenses 456 117 - - Capital Outlay 4,109 - - - Operating Expenses Subtotal 1,108,172 1,021,365 1,324,657 1,238,673 TOTAL EXPENDITURES 1,915,255$ 1,896,027$ 2,156,042$ 2,107,069$ General Fund 1,812,494$ 1,833,437$ 1,963,006$ 1,933,653$ Special Revenue Fund 102,761 62,590 193,036 173,416 TOTAL FUNDING 1,915,255$ 1,896,027$ 2,156,042$ 2,107,069$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 2.88 2.88 2.88 2.88 May 24, 2022 Item #8 Page 132 of 245 E-36 • Track the ordering and invoicing of materials, working with department and city staff to ensure timely payment to vendors • Keep the catalog and collection organized, current, accurate and accessible • Optimize the location of library materials for the best user experience • Broaden access to material outside the city’s collection via Interlibrary Loan • Maintain, track and assess patron use of electronic and physical content to guide purchasing decisions RECENT ACCOMPLISHMENTS • Initiated review of the library collections and catalog metadata for diversity, equity, and inclusion to reflect best practices in maintaining a timely, relevant, and welcoming collection • Reassessed and enhanced patron access to materials by modifying labeling, shelving locations and database indexing to improve access and • Evaluated, reprocessed, and relocated 40,000 items in the adult nonfiction collection to increase findability • Analyzed needs for a next generation library catalog to provide better user access to the library collections • Provided new eResources platforms including video streaming, eComics and eAudiobooks • Shifted resources and collections planning to support an increase in community use of eBooks and eAudiobooks GOALS • Further enhance library collections and metadata in relation to diversity, equity and inclusion • Revise the library materials selection process to streamline workflow and staff training • Balance the addition of eBooks, audiobooks and physical items as patron preferences change • Implement newly acquired technologies for both the purchasing process and catalog maintenance • Configure new software enhancements that will improve search results to help patrons find the most relevant materials • Perform a scheduled update of the Collection Development Policy to ensure both currency and continuity of high standards in collection management Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected eBooks and audiobooks selected and added to collection 3,796 3,800 4,000 Physical items selected, cataloged, processed and added to collection 23,366 30,000 30,500 May 24, 2022 Item #8 Page 133 of 245 E-37 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: OUTREACH, LITERACY & BILINGUAL SERVICES Account: 001405X, 0014060 145013 145014 145015 145016 Fund: General Special Revenue-Gartner Donation Special Revenue-Benson Donation Special Revenue-Falkenstein Donation Special Revenue-Sutton Donation ABOUT The Library Learning Center offers general library programs and services in addition to providing special collections, outreach services and entertaining activities across all ages and stages of language and literacy learning. Bilingual Services, Literacy Services and Outreach & Strategic Partnership personnel collaborate to provide specialized library services and programs focused on language acquisition, learning and community building in English and Spanish. 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 to meet their life goals • Provide programs, concerts, events and activities for all ages in English, Spanish, and bilingual formats • Facilitate the Homework Zone program, which offers homework assistance to school-age students by volunteers and offer intensive reading help to elementary school-age children 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 612,904$ 596,401$ 734,761$ 627,418$ Retirement Benefits 104,879 151,670 110,639 102,926 Health Insurance 62,200 64,202 81,110 51,961 Other Personnel Expenses 30,028 16,865 27,552 23,608 Personnel Services Subtotal 810,011 829,138 954,062 805,913 Operating Expenses Professional & Contract Services 55,668 35,085 72,575 60,960 Supplies & Materials 90,848 104,707 105,865 134,154 Repair & Maintenance 623 - 1,300 300 Interdepartmental Charges 679,428 511,188 576,223 514,681 Other Operating Expenses 8,979 5,824 - - Capital Outlay - - - - Operating Expenses Subtotal 835,546 656,804 755,963 710,095 TOTAL EXPENDITURES 1,645,557$ 1,485,942$ 1,710,025$ 1,516,008$ Full Time Positions 6.00 6.00 6.00 5.00 Hourly/FTE Positions 9.00 9.40 9.00 6.65 May 24, 2022 Item #8 Page 134 of 245 E-38 • Manage an accredited Career Online High School diploma program and support students • Provide learning assistance in reading, writing and comprehension to students in partnership with Carlsbad High School • Develop partnerships with local stakeholders to promote community connections and improve services systemwide RECENT ACCOMPLISHMENTS • Resumed in-person programs, services and events and continued to offer virtual programs, to be inclusive, equitable and reach the broadest audience possible • Developed new digital literacy/technology capability to serve Literacy Services learners by purchasing and checking out Chromebooks and offering virtual programming GOALS • Re-establish English as a Second Language class offerings in partnership with MiraCosta College and include additional conversation skills classes • Develop more robust digital resources, such as workshops, tools, and online programs for the adult literacy program • Evaluate and adjust staffing levels commensurate with services and open hours to meet the changing needs of the community • Redesign the Learning Center’s public service areas for enhanced safety, ergonomics and customer service • Develop new bilingual early literacy and youth services programming • Develop a department-wide outreach and marketing strategy and increase support and partnership with other city departments • Increase the number of Career Online High School participants Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Career Online High School graduates 3 6 2 Bilingual program offerings 32 85 170 Active and current partners N/A 25 28 May 24, 2022 Item #8 Page 135 of 245 E-39 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 locations • Create, document and maintain the city’s permanent and temporary public art experiences • Administer the Community Arts Grant program with the Carlsbad Arts Commission and community arts stakeholders • Offer educational programs for youth and adults, including Three-Part Art, Pop Up Art and summer workshops 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 550,247$ 518,223$ 655,032$ 1,016,932$ Retirement Benefits 91,215 140,792 106,168 143,831 Health Insurance 55,012 62,983 86,392 107,831 Other Personnel Expenses 21,120 14,321 22,760 34,463 Personnel Services Subtotal 717,594 736,319 870,352 1,303,057 Operating Expenses Professional & Contract Services 315,502 269,178 661,730 629,890 Supplies & Materials 26,414 18,387 30,904 32,554 Repair & Maintenance 14 132 - 1,000 Interdepartmental Charges 103,990 72,732 137,810 129,056 Other Operating Expenses 1,839 1,584 - 1,103 Capital Outlay - - - - Operating Expenses Subtotal 447,759 362,013 830,444 793,603 TOTAL EXPENDITURES 1,165,353$ 1,098,332$ 1,700,796$ 2,096,660$ General Fund 1,135,843$ 1,072,885$ 1,563,046$ 1,958,910$ Special Revenue Fund 29,510 25,447 137,750 137,750 TOTAL FUNDING 1,165,353$ 1,098,332$ 1,700,796$ 2,096,660$ Full Time Positions 5.00 5.00 5.00 6.00 Hourly/FTE Positions 4.38 4.38 6.38 7.95 May 24, 2022 Item #8 Page 136 of 245 E-40 • Implement programs featuring guest artist residencies and STEAM with schools reaching 7,000 students annually • Present performing arts series, including TGIF Concerts in the Parks • Maintain partnership with Carlsbad Friends of the Arts • Seek out artist collaborations throughout Carlsbad and the North County RECENT ACCOMPLISHMENTS • Presented four exhibits in the Cannon Art Gallery, which focused on local artists and national touring exhibits and coordinated community art displays in all three libraries • Offered Cannon Art Gallery and Sculpture Garden tours to all ages • Provided Arts Education at-home arts kits to homes and local schools • Launched new grants management software to improve efficiency and access • Presented 36 hours of Virtually Artful performances including TGIF in Your Backyard, concerts in the Schulman and classical performances from Lincoln Center • Hosted first virtual Public Art Advisory Subcommittee meetings for Fire Station 2 and selected artist and design concept • Initiated partnership with Carlsbad Village Association which paired local artists with local businesses for temporary art installations, designed to spur greater economic development within the creative sector • Completed three additional Carlsbad Beach Chairs with local artists • Restored aging permanent public art • Refreshed and repaired the Sculpture Garden to ensure safety and security, fostering an updated look and improved visitor experience • Hosted four guest artist residencies with workshops and performances throughout the city • Progressively reopened the Schulman Auditorium to live performances, Wednesday Cinema Series, International Film Fridays and rentals to outside groups GOALS • Evaluate progress on Arts & Culture Master Plan Initiatives and determine which to pursue next • Develop curriculum and arts outreach programming to further extend arts experiences • Develop STEAM initiative focused on building curriculum for a school-year program • Collaborate with the business and creative sectors on new temporary art experiences • Install two mural projects at the Library Learning Center and New Village Arts Theatre • Install public art at newly rebuilt Fire Station 2 • Finalize plans for public transportation art at the Village & Barrio Traffic Circle and Chestnut Underpass • Receive a final design for technology renovation upgrades for the Schulman Auditorium and Cannon Art Gallery, and request funding in the following fiscal year to complete the project • Work with Carlsbad Friends of the Arts on building their leadership and fundraising capacity Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Permanent and temporary public art projects completed 2 5 8 Arts & Culture Master Plan Initiatives activated 12 15 20 May 24, 2022 Item #8 Page 137 of 245 E-41 COMMUNITY SERVICES | PARKS & RECREATION: SUMMARY PARKS & RECREATION • Administration • Recreation • Parks & Trail Maintenance • Street Tree Maintenance & Median Maintenance • The Crossings Golf Course 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 6,366,613$ 5,897,102$ 6,942,615$ 7,447,323$ Retirement Benefits 1,091,356 1,572,592 1,141,979 1,273,007 Health Insurance 509,416 559,345 724,769 861,278 Other Personnel Expenses 507,784 293,094 477,446 473,268 Personnel Services Subtotal 8,475,169 8,322,133 9,286,809 10,054,876 Operating Expenses Professional & Contract Services 6,241,274 6,202,333 7,326,523 8,329,905 Supplies & Materials 1,046,876 872,007 1,108,803 1,166,558 Repair & Maintenance 45,433 7,916 4,850 5,020 Interdepartmental Charges 1,609,380 1,574,949 1,956,645 1,992,582 Other Operating Expenses 8,345,686 8,186,933 9,073,911 10,467,217 Capital Outlay 555,031 157,054 108,000 687,500 Operating Expenses Subtotal 17,843,680 17,001,192 19,578,732 22,648,782 TOTAL EXPENDITURES 26,318,849$ 25,323,325$ 28,865,541$ 32,703,658$ General Fund 17,584,182$ 16,786,632$ 19,159,380$ 21,167,014$ Enterprise Fund 7,033,434$ 6,718,515$ 7,231,000$ 9,195,000$ Special Revenue Fund 1,701,233$ 1,818,178$ 2,475,161$ 2,341,644$ TOTAL FUNDING 26,318,849$ 25,323,325$ 28,865,541$ 32,703,658$ Full Time Positions 55.00 55.00 55.00 59.00 Hourly/FTE Positions 89.61 77.83 80.26 71.56 May 24, 2022 Item #8 Page 138 of 245 E-42 COMMUNITY SERVICES | PARKS & RECREATION: ADMINISTRATION Account: 0014510, 0014511 140 149 Fund: General Special Revenue-Scholarships Special Revenue-Donations ABOUT Parks & Recreation Administration provides department leadership, planning and administrative services to help develop and sustain high-quality parks and recreation programs. SERVICES • Evaluate and monitor business processes to improve operations and performance • Develop and monitor operating budget and annual CIP budget • Process and issue city special event permits • Enhance citywide open space and trails system through land acquisition, planning, construction monitoring and maintenance • Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course • Perform parks planning, design, administration and construction monitoring services • Monitor recreation programs with participant surveys and community outreach 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,230,946$ 1,211,204$ 1,296,655$ 1,243,160$ Retirement Benefits 273,297 418,881 283,306 301,822 Health Insurance 97,171 111,366 124,405 141,218 Other Personnel Expenses 71,887 44,584 64,422 57,782 Personnel Services Subtotal 1,673,301 1,786,035 1,768,788 1,743,982 Operating Expenses Professional & Contract Services 167,760 96,004 299,787 251,440 Supplies & Materials 55,207 74,509 84,556 83,877 Repair & Maintenance 43,436 6,430 300 300 Interdepartmental Charges 208,185 206,443 273,978 398,987 Other Operating Expenses 90,749 38,212 109,024 129,583 Capital Outlay 72,031 6,314 - 2,500 Operating Expenses Subtotal 637,368 427,912 767,645 866,687 TOTAL EXPENDITURES 2,310,669$ 2,213,947$ 2,536,433$ 2,610,669$ General Fund 2,282,380$ 2,187,782$ 2,453,842$ 2,529,660$ Special Revenue Fund 28,289 26,165 82,591 81,009 Total Funding 2,310,669$ 2,213,947$ 2,536,433$ 2,610,669$ Full Time Positions 12.45 11.45 11.30 10.30 Hourly/FTE Positions 1.13 1.36 1.34 0.49 May 24, 2022 Item #8 Page 139 of 245 E-43 • Administer recreation program scholarships to low-income residents • Update and implement master and strategic planning efforts • Develop, monitor and support the department’s information technology • Liaise with Parks & Recreation, Senior and Beach Preservation Commissions RECENT ACCOMPLISHMENTS • Attained additional staff certifications via Certified Parks & Recreation Professional Program • Received Planning Commission approval of environmental documents and entitlement permits for the Veterans Memorial Park Master Plan • Checked plans and specifications of new development projects that include trail construction • Resumed community engagement workshops and stakeholder meetings, public survey distribution and collection, agency programs and services benchmarking, and fee comparison studies related to the Parks & Recreation Department Master Plan Update • Conducted Park inventories for the Parks & Recreation Department Master Plan Update • Conducted two virtual Parks & Recreation Department master plan update public meetings • Upgraded the Senior Center and Teen Center computer labs to the Pharos system to create consistency between computer labs and increase efficiencies • Supported the Fleet & Facilities Department in proposing the Monroe Street Pool Renovation and Replacement Project to the Parks & Recreation Commission and City Council • Implemented a mobile application to enhance citywide trails use • Moved Parks & Recreation software system to its own dedicated hosting server and to CivicPlus Platform for additional software security • Integrated CivicRec to city’s single sign-on system • Updated the senior center, Monroe Street Pool and Alga Norte Aquatic Complex door kickers and turnstiles for added security GOALS • Complete process to update the Parks & Recreation Department Master Plan • Obtain City Council approval of the final Veterans Memorial Park Master Plan • Proceed with environmental permitting and entitlements phase for master planning of Veterans Memorial Park • Receive City Council award of a design services agreement and commence the public engagement phase for master planning of the Robertson Ranch Community Park • Enhance the city’s municipal waste reduction, recycling and waste diversion programs Environmental Sustainability • Support three commissions in accomplishing the goals and tasks within each work plan • Continue to provide support to the Monroe Street Pool Renovation project • Pursue further strategies to respond to the lifeguard staffing challenges • Pursue reaccreditation from Commission for Accreditation of Park and Recreation Agencies SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Added one limited-term Parks Planner position to support major upcoming capital improvement projects and ongoing demand for park planning resources • Converted 6.63 part-time lifeguard positions to three full-time positions and added on full- time position to better support operations at aquatics facilities May 24, 2022 Item #8 Page 140 of 245 E-44 COMMUNITY SERVICES | PARKS & RECREATION: RECREATION Account: 0014520-44, 0014546-73 143 Fund: General Special Revenue-Senior Program Donations ABOUT The Parks & Recreation Department offers a wide range of virtual and in-person programming, including youth and adult sports, instructional classes, camps, aquatics, preschool and teen services, and special events. The department operates 339 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 • Plan, conduct and supervise recreation operations and programs both virtually and in-person at community centers, parks and other city facilities • Process applications and issue permits for use of recreational facilities and aquatic centers • Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations • Conduct cultural and historic park educational and interpretive programming 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 3,408,780$ 2,967,030$ 3,714,640$ 4,174,164$ Retirement Benefits 417,981 550,229 429,754 499,474 Health Insurance 159,154 187,990 241,393 360,427 Other Personnel Expenses 310,525 172,287 292,354 296,721 Personnel Services Subtotal 4,296,440 3,877,536 4,678,141 5,330,786 Operating Expenses Professional & Contract Services 873,406 527,056 1,090,095 1,080,852 Supplies & Materials 654,168 565,230 655,350 655,625 Repair & Maintenance 1,669 1,007 4,050 4,220 Interdepartmental Charges 985,690 972,541 1,121,914 1,091,629 Other Operating Expenses 424,284 437,488 476,827 506,528 Capital Outlay 67,074 927 - - Operating Expenses Subtotal 3,006,291 2,504,249 3,348,236 3,338,854 TOTAL EXPENDITURES 7,302,731$ 6,381,785$ 8,026,377$ 8,669,640$ General Fund 7,282,139$ 6,376,418$ 7,946,777$ 8,619,140$ Special Revenue Fund 20,592 5,367 79,600 50,500 Total Funding 7,302,731$ 6,381,785$ 8,026,377$ 8,669,640$ Full Time Positions 18.25 19.25 19.40 24.40 Hourly/FTE Positions 79.70 71.84 74.28 66.44 May 24, 2022 Item #8 Page 141 of 245 E-45 • Serve as a certification site for aquatics training programs through the American Red Cross • Provide programs that promote health and wellness and essential childhood development • Arrange classes, seminars, transportation and professional services for seniors • Arrange intergenerational programs that increase cooperation and interaction • Provide congregate and home meals to seniors at little or no cost • Manage volunteers supporting the Senior Center, Leo Carrillo Ranch, trails and special events RECENT ACCOMPLISHMENTS • Implemented the following strategies in response to the lifeguard staffing shortage: o Expanded lifeguard academy courses o Executed a memorandum of understanding with the Carlsbad Unified School District to allow exclusive use of the pool for Carlsbad High School during the hours which the city is unable to provide lifeguard services and the district has reserved the pool o Received emergency determination from the State of California to allow ocean lifeguards to serve as pool lifeguards o Created new full-time lifeguard positions and adjusted lifeguard pay rates to be competitive with other entities in the region • Hosted USA Swimming Speedo Sectional Championship at Alga Norte Community Park • Offered over 100 different types of programs that promoted health and wellness and essential childhood development • Assisted the Human Resources Department with eight full-time staff recruitments GOALS • Accommodate the demand for the Senior Nutrition Meal Program due to COVID-19 impacts • Offer opportunities for hybrid recreation programs that have both virtual and in-person participants and additional outdoor activities to adapt to the public’s health concerns • Expand adult 50+ opportunities and collaborations beyond the Senior Center • Offer programs that promote health and wellness and essential childhood development • Augment staff with volunteers to build community and enhance fiscal stewardship • Collaborate with the Friends of Carrillo Ranch to plan, design and implement a new interpretive exhibit at Leo Carrillo Ranch • Complete department’s master plan update and begin implementation of its findings related to services, programs and events • Utilize 10,000 hours of volunteer service to support recreation programs • Execute 85% of advertised recreation programs Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Hours of Volunteer Services used 5,790 21,009 10,000 Advertised programs executed 76% 85% 85% May 24, 2022 Item #8 Page 142 of 245 E-46 COMMUNITY SERVICES | PARKS & RECREATION: PARKS & TRAIL MAINTENANCE Account: 00146XX Fund: General ABOUT The Parks & Recreation Department maintains approximately 339 acres of developed community parks and special use areas, 51 miles of trails, and 762 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 tot lots, tennis and basketball courts, soccer, softball, baseball and multi-purpose fields • Repair park structures, athletic field lighting, play equipment and other park fixtures • Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-maintenance trees, in accordance with Community Forest Management Plan • Maintain existing citywide trails and coordinate development of new trails • Manage the trail volunteers program • Oversee maintenance and monitoring of preserves, urban forests, and undeveloped lands • Coordinate coastal activities with the California Department of Parks & Recreation, California Coastal Commission and lagoon foundations 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,294,611$ 1,338,219$ 1,498,373$ 1,677,798$ Retirement Benefits 311,227 469,644 333,989 388,440 Health Insurance 212,629 219,414 297,641 315,806 Other Personnel Expenses 100,107 59,681 93,915 98,784 Personnel Services Subtotal 1,918,574 2,086,958 2,223,918 2,480,828 Operating Expenses Professional & Contract Services 4,111,422 4,413,623 4,367,891 5,386,863 Supplies & Materials 328,540 211,169 311,964 381,834 Repair & Maintenance 328 479 500 500 Interdepartmental Charges 501,436 417,762 580,718 508,083 Other Operating Expenses 1,145,543 1,086,771 1,273,770 1,260,106 Capital Outlay 13,820 5,670 - - Operating Expenses Subtotal 6,101,089 6,135,474 6,534,843 7,537,386 TOTAL EXPENDITURES 8,019,663$ 8,222,432$ 8,758,761$ 10,018,214$ Full Time Positions 19.45 19.85 19.45 20.40 Hourly/FTE Positions 7.25 3.10 3.10 3.85 May 24, 2022 Item #8 Page 143 of 245 E-47 RECENT ACCOMPLISHMENTS • Assumed ongoing maintenance and operations of the Calavera Hills Community Park Gateway, including a new looped pathway with outdoor exercise stations and a picnic area • Assumed ongoing maintenance and operations of the Poinsettia Community Park Phase IV Improvements, including a new Dog Park, parking lot and restroom facility • Administered the construction contract for replacing the resilient rubberized safety surfacing of the playgrounds at Aviara and Hidden Canyon Community Parks • Inspected and pruned city parks, facilities and trails trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Added over 500 total trees to the city’s inventory, including those within parks, facilities and trails, in accordance with City Council-adopted Community Forest Management Plan • Administered the construction contract for retrofits to LED fixtures on pathway and parking lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks • Expanded the Parks & Recreation Department Memorial Program to include additional memorial items and locations at the City Council’s direction • Commenced administration of new maintenance services agreement for Work Category B • Reopened remaining amenities within the parks inventory under COVID-19 protocols • Maintained parks, preserves, and beach accesses in accordance with COVID-19 protocols • Repaired several segments of Lake Calavera trails with heavy equipment and erosion control • Executed a North Beach clean-up event with the Beach Preservation Commission GOALS • Resurface outdoor basketball courts at Stagecoach, Calavera Hills and La Costa Canyon Community Parks • Resurface blockhouse restroom floors at Aviara, Hidden Canyon, La Costa Canyon and Laguna Riviera Community Parks • Apply clear coat on playground surfacing at selective parks to aid in UV protection and wear • Inspect and prune city parks, facilities and trails trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Add 500 total trees to the city’s inventory, including those within parks, facilities and trails, in accordance with City Council-adopted Community Forest Management Plan • Plant 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 • Retrofit light fixtures on pathway lights at Holiday Park to energy efficient LED fixtures • Initiate design of next phase of retrofits to LED fixtures on pathway and parking lot lights • Perform sports lighting maintenance and enhancements at several community parks • Repair additional segments of Lake Calavera trails with heavy equipment and erosion control • Execute a North Beach clean-up event with the Beach Preservation Commission • Reuse 95% of mulch generated at city parks at city facilities • Increase number of recycling receptacles at park and trail facilities by 10% Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Mulch generated in parks reused 95% 95% 95% Increase in number of recycling receptacles at parks and trails 9% 10% 10% May 24, 2022 Item #8 Page 144 of 245 E-48 COMMUNITY SERVICES | PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE Account: 160 161 Fund: Special Revenue Special Revenue ABOUT The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street trees within the public right-of-way, including specialized maintenance for street trees in the Downtown Carlsbad Village area. The Median Maintenance Assessment District provides landscape and irrigation maintenance for approximately 68 acres of median planters and nine acres of developed parkways and streetscapes, including the Downtown Carlsbad Village area. SERVICES • Inspect and prune all city trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Respond to street tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect the tree maintenance block pruning program • Plant street trees and median trees within vacancies created by prior removals in accordance with the Community Forest Management Plan 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 432,276$ 380,649$ 432,947$ 352,201$ Retirement Benefits 88,851 133,838 94,930 83,271 Health Insurance 40,462 40,575 61,330 43,827 Other Personnel Expenses 25,265 16,542 26,755 19,981 Personnel Services Subtotal 586,854 571,604 615,962 499,280 Operating Expenses Professional & Contract Services 868,654 870,627 1,299,750 1,299,750 Supplies & Materials 8,961 21,099 56,933 45,222 Repair & Maintenance - - - - Interdepartmental Charges (85,931) (21,797) (19,965) (6,117) Other Operating Expenses 273,814 345,113 360,290 372,000 Capital Outlay - - - - Operating Expenses Subtotal 1,065,498 1,215,042 1,697,008 1,710,855 TOTAL EXPENDITURES 1,652,352$ 1,786,646$ 2,312,970$ 2,210,135$ Full Time Positions 4.85 4.45 4.85 3.90 Hourly/FTE Positions 1.53 1.53 1.53 0.78 May 24, 2022 Item #8 Page 145 of 245 E-49 • Perform plan checks, conduct inspections and assume maintenance responsibility for street trees of development projects or ensure a street tree maintenance agreement is executed and recorded by the developer • Administer and oversee landscape and irrigation maintenance for all city medians planters and developed parkways and streetscapes, including litter control, weed abatement, pruning, shrub and tree refurbishment and irrigation repairs • Perform plan checks, conduct inspections, and assume maintenance responsibility for medians and parkways constructed from city capital improvement projects and private development, or ensure a median and parkway maintenance agreement is executed and recorded by the developer RECENT ACCOMPLISHMENTS • Inspected and pruned city street trees and median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Added over 500 total trees to the city’s inventory, including those within street rights-of-way and medians, in accordance with City Council-adopted Community Forest Management Plan • Responded to approximately 600 street tree service requests and provided storm and emergency assistance as necessary • Refined, supported, administered and inspected canopy maintenance block pruning program • Plan checked, inspected and assumed maintenance responsibility of street trees of development projects or ensured a street tree maintenance agreement was executed and recorded by developer • Administered and oversaw landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes • Commenced administration of new maintenance services agreement for Work Category B GOALS • Respond to tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect tree maintenance block pruning program • Inspect and prune streets and medians trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high maintenance trees • Add 500 total trees to the city’s inventory, including those within street rights-of-way and medians, in accordance with City Council-adopted Community Forest Management Plan • Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways • Inspect 5,000 trees for pruning • Increase number of recycling receptacles within the Downtown Village and Northern Beach Streetscapes by 10% to support waste diversion objectives Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Street trees inspected for pruning 5,060 5,587 5,000 Increase in number of recycling receptacles within Downtown Village and Northern Beach Streetscapes 10% 10% 10% May 24, 2022 Item #8 Page 146 of 245 E-50 COMMUNITY SERVICES | PARKS & RECREATION: THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE Account: 572 Fund: Enterprise ABOUT The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility. Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’ lounge, sunset patio, banquet facilities, fireplace 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, sunset patio, Canyons Restaurant and snack bar • 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 • Implemented COVID-19 response through compliant, phased reopening plans in food and beverage operations to allow revenues to resume while maintaining protocols for patron safety • Enhanced wedding offerings by completing the partial conversion of the existing women’s locker room into a bridal preparation suite 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Operating Expenses Professional & Contract Services 220,032$ 295,023$ 269,000$ 311,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 6,411,296 6,279,349 6,854,000 8,199,000 Capital Outlay 402,106 144,143 108,000 685,000 Operating Expenses Subtotal 7,033,434 6,718,515 7,231,000 9,195,000 TOTAL EXPENDITURES 7,033,434$ 6,718,515$ 7,231,000$ 9,195,000$ Full Time Positions 0.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 147 of 245 E-51 • Initiated permit and design tasks for wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant • Initiated water conservation and turf replacement plan for areas out of play along Palomar Airport Road • Tilled and replenished sand and improved drainage in selective bunkers near greens • Completed monitoring of construction activities for the replacement of liners in the two lakes on the course • Improved drainage on select fairways and greens • Obtained Carlsbad Public Financing Authority approval on the scheduled replacement of the lithium battery operated golf cart fleet and ancillary cart fleet and ordered replacements GOALS • Ensure the pace of play is under five hours per round of golf, via staff educating and expediting patrons, and met pace of play goal on at least 90% of rounds played • Execute a Capital Improvement Plan with projects that have an anticipated return on investment or are needed for maintenance effectiveness or safety considerations • Enhance wedding and banquet opportunities with the design and construction of an event patio outside the front entrance to the clubhouse and adjacent to the new bridal suite • Enhance wedding and banquet opportunities with the design and construction of upgrades to the westside patio and a new groomsman suite in an underutilized area at the back of the clubhouse • Initiate design and permitting of entertainment bays at the driving range for an elevated experience of patrons • Install wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant • Replace the lithium battery operated golf cart fleet and ancillary cart fleet upon arrival of new carts on order • Order and replace designated maintenance vehicles, carts and riding equipment • Till, replenish sand and improve drainage in selective bunkers near the greens • Replace carpeting within the clubhouse golf shop and offices • Grow number of banquets and receptions by 2% Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Golf rounds that met pacing goal 91% 91% 90% Increase in number of banquets and receptions hosted -29% 23% 2% May 24, 2022 Item #8 Page 148 of 245 E-52 May 24, 2022 Item #8 Page 149 of 245 F-1 ADMINISTRATIVE SERVICES Administrative Services is a transparent, innovative and efficient support services branch that is accountable for the assets entrusted to it. The branch, comprised of finance, human resources and risk management, innovation & economic development, information technology, and internal audit provides related services to city staff and the public as well as promotes a strong local economy. Our employees work together to add value to organizational processes, provide timely and reliable service to our community and business partners, and find creative solutions to problems while protecting our assets. Key roles also include attracting and retaining a talented and engaged city workforce and ensuring the economic vitality of the city. Laura Rocha Deputy City Manager, Administrative Services 442-339-2430 laura.rocha@carlsbadca.gov May 24, 2022 Item #8 Page 150 of 245 F-2 May 24, 2022 Item #8 Page 151 of 245 F-3 ADMINISTRATIVE SERVICES | ADMINISTRATION Account: 0011110 Fund: General ABOUT Administrative Services Administration provides financial, analytical, budget, strategic and administrative support to the Administrative Services Branch and organization. SERVICES • Provide branch leadership and strategic support, long-range financial management and budget oversight, internal audit, contract administration, and records management RECENT ACCOMPLISHMENTS • Recommended a strategically balanced budget, maintaining City Council approved reserve levels • Developed Internal Audit Plan for fiscal year 2021-22 comprised of value-add audit and risk assessment engagements including an audit of the city’s procurement processes and a city- wide risk assessment • Completed an internal audit of the city’s code enforcement program which evaluated the effectiveness of the city’s code enforcement policies and procedures and the degree to which code enforcement staff adhered to program guidelines • Awarded a five-year contract to a regional public accounting firm to perform the city’s annual external financial audits and issue the city’s Annual Comprehensive Financial Report 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages -$ -$ 344,395$ 475,970$ Retirement Benefits - - 80,653 114,312 Health Insurance - - 44,483 48,747 Other Personnel Expenses - - 10,251 14,411 Personnel Services Subtotal - - 479,782 653,440 Operating Expenses Professional & Contract Services - - 30,000 30,000 Supplies & Materials - - 5,290 9,790 Repair & Maintenance - - 200 100 Interdepartmental Charges - - 45,451 45,407 Other Operating Expenses - - 8,160 9,060 Capital Outlay - - - - Operating Expenses Subtotal - - 89,101 94,357 TOTAL EXPENDITURES -$ -$ 568,883$ 747,797$ Full Time Positions 0.00 0.00 3.00 3.00 Hourly/FTE Positions 0.00 0.00 0.50 0.70 May 24, 2022 Item #8 Page 152 of 245 F-4 GOALS • Ensure the city’s short and long-term financial status is healthy and sound • Work with city leadership and City Council to develop plans for addressing any forecast shortfalls in funding for operations and infrastructure • Evaluate opportunities for bond refinancing that will result in savings • Enhance transparency, accountability, and integrity in operational areas using innovation and technology to streamline procedures and processes • Perform quarterly internal control assessments that contribute to the strength of the city internal control environment Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Delivery of value-added internal audit engagements 1 4 5 Performance of internal control assessments 0 1 4 May 24, 2022 Item #8 Page 153 of 245 F-5 ADMINISTRATIVE SERVICES | FINANCE Account: 0011310 Fund: General ABOUT As a steward of the city’s assets and liabilities, the Finance Department sets and implements a strategic financial management plan and provides information in an effective and timely manner, ensuring the city makes sound financial decisions. SERVICES • Oversee the city budget and long-range financial planning • Monitor the economy closely and continuously update the city’s Ten-Year Financial Forecast to ensure the General Fund remains in balance throughout the year Present quarterly financial updates to the City Council • Provide general accounting and reporting • Support treasury administration • Manage debt, cashiering, purchasing, utility billing and business licensing • Process payroll and payments • Manage receiving, messenger and mail services 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 2,726,186$ 2,813,045$ 2,524,627$ 2,381,968$ Retirement Benefits 630,077 952,788 583,702 595,494 Health Insurance 379,662 390,664 411,702 412,860 Other Personnel Expenses 103,306 74,318 86,710 83,476 Personnel Services Subtotal 3,839,231 4,230,815 3,606,741 3,473,798 Operating Expenses Professional & Contract Services 809,639 757,573 923,350 910,940 Supplies & Materials 259,124 217,738 329,870 294,320 Repair & Maintenance 11,157 7,678 12,350 13,975 Interdepartmental Charges 477,881 421,112 480,063 706,753 Other Operating Expenses 220,670 175,947 277,013 72,390 Capital Outlay - - 3,000 - Operating Expenses Subtotal 1,778,471 1,580,048 2,025,646 1,998,378 TOTAL EXPENDITURES 5,617,702$ 5,810,863$ 5,632,387$ 5,472,176$ Full Time Positions 31.00 31.00 28.00 26.00 Hourly/FTE Positions 3.50 3.50 3.00 3.00 May 24, 2022 Item #8 Page 154 of 245 F-6 RECENT ACCOMPLISHMENTS • Completed the mid-year budget review process, which identified budget savings and allowed the City Council to direct these funds to support its goals • Upgraded the city’s current financial information system to the latest platform • Completed the Master Fee Schedule update • Tracked and submitted required reporting for various COVID-19-related grants, including the American Rescue Plan Act State and Local Fiscal Recovery Funds • Started implementation of new accounting guidance for lease accounting under GASB 87 with completion planned in July 2022 • Began process to implement new accounting guidance for software contracts under GASB 96 • Maintained a balanced operating budget and submitted a balanced budget to City Council for fiscal year 2022-23 • Implemented the use of electronic submission and storage of all payables documentation and approvals to both streamline processing and reduce paper waste • Maintained full service of payments to vendors and employees during pandemic shutdowns • Brought the results of a revenue study forward to the City Council • Assisted in the negotiation process for two of the city’s bargaining units, the Carlsbad Police Management Association and Carlsbad Police Officers Association • Implemented several internal audit recommendations, including additional guidance on the taxability of transient rent receipts on the city’s website, to maximize the city’s revenue • Assisted with program-specific external audits including Utilities, Public Works, and Police • Integrated the Strategic Digital Transformation Investment Program into the budget • Adopted a local debt policy in accordance with State Assembly Bill 1029 GOALS • Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the General Fund remains in balance • Continue to improve procedures to mitigate risk through additional controls in payables process • Implement several modules in the city’s financial information system to increase efficiency and enhance internal controls, including budgeting and contract management • Continue supporting program-specific audit requests for funding the city receives • Complete implementation and maintenance of GASB 87 and GASB 96 • Expand the use of electronic bidding to increase efficiencies in the procurement process • Continue working with IT and Human Resources to develop a strategic plan for future technology system consolidations Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected General Fund Reserve Ratio 52% 63% 58% Credit rating AAA AAA AAA May 24, 2022 Item #8 Page 155 of 245 F-7 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: SUMMARY HUMAN RESOURCES • Human Resources • Risk Management • Workers’ Compensation 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,904,629$ 1,859,530$ 1,932,885$ 2,226,427$ Retirement Benefits 394,814 598,304 415,731 522,408 Health Insurance 175,446 174,905 215,008 218,572 Other Personnel Expenses 76,294 27,662 61,306 71,844 Personnel Services Subtotal 2,551,183 2,660,401 2,624,930 3,039,251 Operating Expenses Professional & Contract Services 3,303,272 3,594,989 4,552,280 5,009,864 Supplies & Materials 94,905 105,691 93,877 100,174 Repair & Maintenance - - - - Interdepartmental Charges 258,072 249,648 355,441 351,220 Other Operating Expenses 4,391,389 5,666,592 4,470,050 5,051,850 Capital Outlay - - 3,834 - Operating Expenses Subtotal 8,047,638 9,616,920 9,475,482 10,513,108 TOTAL EXPENDITURES 10,598,821$ 12,277,321$ 12,100,412$ 13,552,359$ General Fund 4,302,513$ 4,359,159$ 4,959,011$ 5,264,775$ Internal Service Fund 6,296,308$ 7,918,162$ 7,141,401$ 8,287,584$ TOTAL FUNDING 10,598,821$ 12,277,321$ 12,100,412$ 13,552,359$ Full Time Positions 17.00 17.00 17.00 18.00 Hourly/FTE Positions 2.20 2.20 2.20 2.20 May 24, 2022 Item #8 Page 156 of 245 F-8 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: HUMAN RESOURCES Account: 00115XX Fund: General ABOUT The Human Resources Department provides services for the employees of the city so they can provide the highest level of service to the public. The 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 • Monitor and maintain employment compliance • Manage recruitment, retention and onboarding, including the Internship and Department of Defense SkillBridge programs • Provide for workforce planning • Manage employee engagement, learning and development programs • Manage employee relations and investigations • Oversee labor relations • Conduct classification studies • Maintain competitive and equitable compensation structures • Manage employee benefits, leave of absence and personnel actions • Develop and maintain diversity, equity and inclusion program 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,588,487$ 1,537,269$ 1,653,928$ 1,924,419$ Retirement Benefits 319,916 492,744 349,629 446,332 Health Insurance 144,408 131,789 159,292 163,101 Other Personnel Expenses 51,042 38,766 51,900 61,483 Personnel Services Subtotal 2,103,853 2,200,568 2,214,749 2,595,335 Operating Expenses Professional & Contract Services 1,379,795 1,385,821 1,749,780 1,707,864 Supplies & Materials 87,230 101,202 88,774 95,174 Repair & Maintenance - - - - Interdepartmental Charges 233,256 238,056 331,524 315,252 Other Operating Expenses 498,379 433,512 570,350 551,150 Capital Outlay - - 3,834 - Operating Expenses Subtotal 2,198,660 2,158,591 2,744,262 2,669,440 TOTAL EXPENDITURES 4,302,513$ 4,359,159$ 4,959,011$ 5,264,775$ Full Time Positions 14.00 14.00 14.00 15.00 Hourly/FTE Positions 2.20 2.20 2.20 2.20 May 24, 2022 Item #8 Page 157 of 245 F-9 RECENT ACCOMPLISHMENTS • Led COVID-19 Task Force in partnership with the Fire Department • Provided all mandated training to employees to remain compliant with state and federal law • Updated benefit plan documents to remain compliant with all related laws • Offered online classes to support the organization’s learning needs in addition to professional growth and leadership academies • Filled over 275 vacant full-time and part-time positions in fiscal year 2020-21 and expect to fill over 370 positions in fiscal year 2021-22 • Processed 5,468 job applications in fiscal year 2020-21 and expect to process 6,300 in fiscal year 2021-22 • Completed 24 full-time promotions in fiscal year 2020-21 and expect to process 90 in fiscal year 2021-22 • Conducted multiple executive recruitments without the use of independent contractors, resulting in substantial cost savings • Implemented a new SkillBridge program in partnership with the Department of Defense to provide career transition opportunities for those transitioning out of military service • Conducted negotiations for new labor contracts with the Carlsbad Police Management Association and Carlsbad Police Officers Association • Offered a variety of trainings and worked with an employee committee to develop a City Council-approved plan for Diversity, Equity & Inclusion program • Met and conferred with bargaining units on the Substance Abuse, Discretionary Leave, Catastrophic Leave Donation and Equal Employment Opportunity policies • Resolved Fair Labor Standards Act overtime issue with all bargaining units GOALS • Maintain 100% compliance for legally mandated employee training • Maintain a voluntary turnover rate of 10% or less • Continue to develop new Let’s Connect program for performance management • Continue to develop Diversity, Equity &I Inclusion program and Department of Defense SkillBridge program • Implement new or updated employment and labor compliance policies • Negotiate labor contracts with Carlsbad Firefighters’ Association and Carlsbad City Employees’ Association, effective Jan. 1, 2023 • Review employee benefits to maintain compliance and industry standards • Review compensation structure to maintain market competitiveness • Continue to increase use of data analytics in all program areas to be used citywide • Expand social media outreach for recruitments • Continue to collaborate with other North Zone fire agencies to conduct joint promotional assessments to save time and money and improve processes Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Voluntary turnover rate 4% 9% 10% Legally mandated employee training compliance rate 100% 100% 100% May 24, 2022 Item #8 Page 158 of 245 F-10 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: RISK MANAGEMENT Account: 6121930 Fund: Internal Service ABOUT Risk Management administers funding of the self-insured and insured portions of the city’s liability insurance program which helps protect the city’s financial interests. Risk Management works closely with the City Attorney’s Office and outside legal counsel to monitor, control, and resolve litigated claims. Risk Management also works to recover monetary losses to city property caused by the negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA. Additionally, Risk Management oversees the city’s safety compliance program. SERVICES • Manage all liability claims received by the city • Collaborate and resolve all risk management-related litigation with the City Attorney’s Office • Pursue loss recovery and manage loss prevention program for employee-related losses • Evaluate and provide advice regarding insurance purchases • Manage subrogation of third-party damage to city assets • Monitor compliance related to insurance requirements for all citywide independent contractors • Manage the citywide Safety Program 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 205,024$ 208,192$ 199,626$ 211,880$ Retirement Benefits 49,807 72,127 48,212 53,373 Health Insurance 23,304 31,011 33,628 33,442 Other Personnel Expenses 14,431 6,980 6,726 7,208 Personnel Services Subtotal 292,566 318,310 288,192 305,903 Operating Expenses Professional & Contract Services 1,405,177 1,672,661 2,041,500 2,516,000 Supplies & Materials 7,675 4,489 5,103 5,000 Repair & Maintenance - - - - Interdepartmental Charges 24,324 10,632 23,207 23,967 Other Operating Expenses 785,969 669,043 849,700 929,700 Capital Outlay - - - - Operating Expenses Subtotal 2,223,145 2,356,825 2,919,510 3,474,667 TOTAL EXPENDITURES 2,515,711$ 2,675,135$ 3,207,702$ 3,780,570$ Full Time Positions 2.00 2.00 2.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 159 of 245 F-11 RECENT ACCOMPLISHMENTS • Adopted and implemented Administrative Order No. 6, the Injury & Illness Prevention Program • Created citywide COVID-19 Prevention Plan in compliance with California Division of Occupational Safety and Health requirements • Successfully passed a claims audit commissioned by the city’s liability insurance pool • Maintained 78% recovery rate of monetary losses to city property caused by the negligence of third parties in fiscal year 2020-21 GOALS • Continue enhancement of the city’s safety program to ensure better training of employees and fewer accidents • Maintain at least 80% closure rate for open andor pending claims • Continue aggressive follow-up on subrogation efforts to maintain city property loss recoveries at 75% or higher • Review the ADA strategic plan to increase the effectiveness of the city’s program in preventing discrimination against qualified individuals with disabilities Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected New claims that are closed 88% 80% 80% Recovered damages to city property 78% 80% 80% SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Increased budget for insurance premiums and legal expenses to cover anticipated higher liability and property insurance premiums and legal fees for the coming year May 24, 2022 Item #8 Page 160 of 245 F-12 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: WORKERS’ COMPENSATION Account: 6111520 Fund: Internal Service ABOUT This internal service fund is used to support the work-related injury and illness program. SERVICES • Work with injured employees and physicians to ensure timely medical treatment • Coordinate employees’ return to work, including light duty assignments • Work directly with injured employees to settle outstanding claims without litigation • Provide information and recommendations to department supervisors to prevent work- related injuries RECENT ACCOMPLISHMENTS • Implemented new policies and practices to comply with new legal mandates • Resolved and closed 218 claims in fiscal year 2020-21 and expect to resolve and close 225 claims in fiscal year 2021-22 GOALS • Continue to improve systems to monitor lost days of work • Continue to share workers’ compensation data with management to effect change, especially in key departments 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 111,118$ 114,069$ 79,331$ 90,128$ Retirement Benefits 25,091 33,433 17,890 22,703 Health Insurance 7,734 12,105 22,088 22,029 Other Personnel Expenses 10,821 (18,084) 2,680 3,153 Personnel Services Subtotal 154,764 141,523 121,989 138,013 Operating Expenses Professional & Contract Services 518,300 536,507 761,000 786,000 Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges 492 960 710 12,001 Other Operating Expenses 3,107,041 4,564,037 3,050,000 3,571,000 Capital Outlay - - - - Operating Expenses Subtotal 3,625,833 5,101,504 3,811,710 4,369,001 TOTAL EXPENDITURES 3,780,597$ 5,243,027$ 3,933,699$ 4,507,014$ Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 161 of 245 F-13 • Continue to 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 • Work directly with injured employees to settle outstanding claims without litigation • Develop workers’ compensation strategic plan and data analytics • Minimize the number of lost days of work due to work-related injuries and illnesses Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Average lost days of work per claim 56 40 40 Litigated claims as percent of open claims 1% 1% 1% May 24, 2022 Item #8 Page 162 of 245 F-14 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 service areas within IT, each with specific responsibilities to help the other city departments meet their goals. SERVICES • Administer and oversee the department’s use of resources and formation of priorities • Support operations through implementation and support of technology infrastructure • Implement and support enterprise software applications and systems • Provide project management services to ensure all technology implementations and system upgrades are performed in a standardized methodology • Provide client services through a service desk, PC support and strategic initiatives • Support public safety through technology implementation and support specifically designed for the unique requirements of the Police and Fire departments • Oversee information technology security policies and practices as well as threat investigation 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 3,848,307$ 4,115,428$ 4,202,169$ 5,105,721$ Retirement Benefits 878,094 1,390,694 978,885 1,115,814 Health Insurance 433,595 524,700 604,865 713,650 Other Personnel Expenses 256,758 (265,758) 136,928 161,902 Personnel Services Subtotal 5,416,754 5,765,064 5,922,847 7,097,087 Operating Expenses Professional & Contract Services 1,104,497 1,868,980 1,440,900 1,331,000 Supplies & Materials 213,292 184,712 121,700 134,497 Repair & Maintenance 1,219,973 2,948,269 3,924,685 4,295,130 Interdepartmental Charges 21,948 25,608 32,769 35,668 Other Operating Expenses 1,185,872 2,031,060 1,824,512 1,793,150 Capital Outlay 300,236 1,460,141 1,102,365 791,435 Operating Expenses Subtotal 4,045,818 8,518,770 8,446,931 8,380,880 TOTAL EXPENDITURES 9,462,572$ 14,283,834$ 14,369,778$ 15,477,967$ Full Time Positions 35.00 37.00 37.00 43.00 Hourly/FTE Positions 3.00 1.00 1.00 0.99 May 24, 2022 Item #8 Page 163 of 245 F-15 RECENT ACCOMPLISHMENTS • Enhanced and modernized of the staff identity management solution, technology infrastructure, audiovisual capabilities and public safety data analytics • Upgraded enterprise applications including the financial, utility billing, utility mobile work order and remittance processing systems • Implemented unified communication system, virtual queuing application, online permitting portal and numerous cyber security program enhancements • Completed over 10,000 service desk tickets, deployed more than 300 mobile devices and 250 computers, supported numerous building construction and remodel projects, installed closed-circuit video cameras at various city locations, and converted the Police Department’s backfile of thousands of paper records going back 12 years • Achieved cost savings through strategic application of internal staff expertise as opposed to leveraging external consultants on large-scale technical projects GOALS • Upgrade enterprise applications such as the Public Works and IT workorder systems, permitting, utility billing customer portal, and the citywide timekeeping system • Implement project portfolio management, enterprise asset management, electronic reviews, virtual permit counter, Police computer-aided dispatch and mobile system, enterprise digital asset management solution and staff report management system • Expand software platform for records management system forms, business process automation and Police Department analytics • Develop assessment tools to identify strategies for future projects, including an action plan for IT service improvements • Support the opening of the new Fire Station 2 and temporary Fire Station 7 as well as the Police and Fire Headquarters remodel • Continue modernization of IT infrastructure for projects supporting improved security and data analytics, such as: extending the Carlsbad Digital Information Network, deploying applications in support of the city's data science efforts, developing a cyber security program, installing closed-circuit video cameras at various city locations, and consolidating disparate endpoint management systems • Reduce critical incidents to under industry standards of 2.5% Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Tickets marked critical incidents 3.08% 2.42% 2.30% SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Restructured and reorganized the GIS Division to the Innovation & Economic Development to better support the needs and requirements of the city • Added one Assistant IT Director position by restructuring the GIS Manager position, which will oversee the customer-based services of IT • Restructured 9.49 business system specialist positions into IT to better support the needs of the city and to standardize the duties of these positions • Converted one part-time position to one full-time client systems associate administrator position May 24, 2022 Item #8 Page 164 of 245 F-16 ADMINISTRATIVE SERVICES | INNOVATION & ECONOMIC DEVELOPMENT Account: 0011033 0011035 Fund: General ABOUT Innovation & Economic Development works to support a vibrant and diverse economy by cultivating a culture of innovation and collaboration among city departments and regular engagement with the business community. Through innovative programming and business support services, I&ED supports economic growth, attracts new businesses in targeted industries, partners with regional economic developers and solidifies the city’s position as a vibrant employment hub. I&ED also provides citywide data services including managing the Data Governance Committee, implementing the Citywide Data Governance and Management policy and providing training for citywide data initiatives to power data-driven decision making with analytics and data visualization. SERVICES • Conduct business expansion, attraction and retention activities • Serve all industry sectors through innovative efforts in talent attraction, traded economies and fostering of business clusters that provide for an inclusive economy • Develop and maintain innovative business support programs and act as the city’s liaison to the business community to remove barriers to economic growth and vitality • Provide governance and training for citywide data initiatives to power data-driven decision making with advanced analytics and data visualization 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 193,649$ 662,249$ 646,452$ 1,247,953$ Retirement Benefits 49,387 175,812 142,175 285,472 Health Insurance 20,012 55,344 61,563 153,691 Other Personnel Expenses 7,676 15,622 19,443 39,591 Personnel Services Subtotal 270,724 909,027 869,633 1,726,707 Operating Expenses Professional & Contract Services 724,785 392,923 213,000 411,400 Supplies & Materials 49,821 65,200 64,879 72,259 Repair & Maintenance - - - 105,400 Interdepartmental Charges 41,148 53,820 104,284 227,128 Other Operating Expenses 10,917 6,498 12,830 43,057 Capital Outlay - 135 - - Operating Expenses Subtotal 826,671 518,576 394,993 859,244 TOTAL EXPENDITURES 1,097,395$ 1,427,603$ 1,264,626$ 2,585,951$ Full Time Positions 2.00 4.00 4.00 9.00 Hourly/FTE Positions 0.50 1.00 1.00 0.00 May 24, 2022 Item #8 Page 165 of 245 F-17 • Provide citywide training in design thinking, strategic planning, innovation thinking, process improvement and re-engineering, data management, data analytics and data visualization • Provide data systems consultation, evaluation, migration and data system upgrades to ensure business continuity while replacing legacy systems RECENT ACCOMPLISHMENTS • Continued managing the city’s economic response to COVID-19, including joint communications to Carlsbad businesses with the Carlsbad Chamber, Carlsbad Village Association and Visit Carlsbad and provided direct support to over 800 businesses • Implemented small business support programs through the Economic Revitalization and Recovery Initiative including a small business loan program and Gift Carlsbad • Expanded the Economic Insights and Intelligence program to deliver various data products including quarterly economic scans • Launched Life in Action Recruiter pilot to directly connect interested talent with companies based on skills • Implemented the Age-Friendly Carlsbad initiative, a cross-departmental project supported by AARP to support intergenerational activities and older adults • Spurred the creation of innovative data visualization tools to support city goals • Developed a data governance and management policy, which was approved by City Council • Ran innovation sprints to improve processes, save money and deliver more efficient service • Developed digital projects and process improvements to maximize savings • Provided direct training to department analysts on using data visualization tools to allow for data insights self-service GOALS • Drive strategic economic recovery, revitalization and growth • Expand and optimize support services for city businesses and city departments engaging with businesses, including reaching more companies through BEAR activities • Convene industry advisory groups to ensure the city is aware of current and anticipated challenges for our diverse business community • Create and deploy new and innovative programs to support business resiliency • Provide more hours of data training to city staff • Develop a coordinated approach to citywide data-driven decisions • Identify opportunities and challenges that can be addressed using data • Develop training for performance management, data and continuous improvement Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Companies reached through BEAR activities 40 45 50 Hours of data training conducted 28 20 30 SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Transferred the GIS group from IT to I&ED to create the Citywide Data Services group, which is responsible for citywide data governance, GIS services, and data training • Converted two part-time positions to one full-time Strategic Plan Analyst to support the city’s growing data needs in meeting City Council goals May 24, 2022 Item #8 Page 166 of 245 F-18 ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL Account: 00190XX 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, personnel vacancy savings, citywide final vacation pay, and citywide dues and subscriptions. COVID-19 related expenditures in fiscal years 2019-20,2020-21, and 2021-22 are associated with the COVID-19 Economic Recovery and Revitalization Initiative and COVID-19 specific expenditures that the city believes are recoverable through various reimbursements. Vacancy savings, or anticipated personnel savings over the course of the fiscal year, are being added to the budget in fiscal year 2022-23. Accounting for $2 million in vacancy savings will allow for budgeted personnel costs to more closely align with actual personnel costs in the General Fund. 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Miscellaneous Non-Departmental Expenditures Legal Services 697,114$ 755,312$ 1,200,000$ 1,000,000$ Community Contributions 7,983 2,595$ - - Personnel Related 152,582 184,337$ 850,000 1,050,000 Professional Services 39,195 34,194$ 42,000 41,658 Property Tax and Other Administration 658,895 759,165$ 750,000 750,000 Dues and Subscriptions 71,519 72,714$ 80,000 80,000 COVID-19 Related 910,211 245,579$ - - Vacancy Savings - - - (2,000,000) Other Miscellaneous Expenditures 3,860,320 1,055,650$ - 100,000 Miscellaneous Non-Departmental Subtotal 6,397,819 3,109,546 2,922,000 1,021,658 General Fund Transfers Transfer to General Capital Construction Fund 5,111,500 4,500,000 5,353,000 3,956,000 Transfer to Infrastructure Replacement Fund 5,111,500 4,500,000 5,353,000 3,956,000 Transfer from Infrastructure Replacement Fund - - (5,070,000) - Transfer to Strategic Digital Transformation Investment Program - - - 3,956,000 Transfer to LLD #1 (Medians & Trees)950,000 700,000 1,190,000 1,400,000 Transfer to Storm Water Program 303,052 281,040 322,000 332,000 Miscellaneous Transfers Out 2,090,114 47,031,506 - - General Fund Transfers Subtotal 13,566,166 57,012,546 7,148,000 13,600,000 City Council Contingencies Contingencies - - 500,000 500,000 TOTAL EXPENDITURES 19,963,985$ 60,122,092$ 10,570,000$ 15,121,658$ May 24, 2022 Item #8 Page 167 of 245 G-1 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 the City Clerk (elected) • Communication & Engagement The City Council appoints the city manager, city attorney and members of the city’s boards, commissions and committees. The Office of the City Manager handles administration and oversight of the city organization, including hiring the city workforce, supervising city departments and ensuring the City Council’s policy priorities are met. Scott Chadwick City Manager 442-339-2820 manager@carlsbadca.gov May 24, 2022 Item #8 Page 168 of 245 G-2 May 24, 2022 Item #8 Page 169 of 245 G-3 POLICY AND LEADERSHIP | OFFICE OF THE CITY COUNCIL Account: 0011010 Fund: General ABOUT As the legislative body of the city, the Office of the City Council establishes the policies and regulations under which the city operates. SERVICES The City Council, as a legislative body, approves direction, policies and regulations that govern the operations of the city. The City Council appoints residents to serve on various boards and commissions and may serve as city representatives on regional boards such as SANDAG, North County Transit District and the San Diego County Water Authority. GOALS The City Council is continuing work to advance their goals identified in fiscal year 2021-22 and to refine them through an ongoing Strategic Planning Process. In December 2021, the City Council initiated work on a five-year Strategic Plan and identified five goal themes: • Economic vitality • Sustainability and the environment • Community character • Quality of life and safety • Organizational excellence and fiscal health 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 260,589$ 274,624$ 286,814$ 295,280$ Retirement Benefits 51,736 84,102 60,010 62,121 Health Insurance 71,041 85,962 102,479 85,148 Other Personnel Expenses 7,726 6,390 6,142 6,478 Personnel Services Subtotal 391,092 451,078 455,445 449,027 Operating Expenses Professional & Contract Services 1,815 5,453 46,000 46,500 Supplies & Materials 10,756 6,211 24,929 25,310 Repair & Maintenance - - - - Interdepartmental Charges 34,992 25,020 79,815 88,478 Other Operating Expenses 27,873 215 43,786 42,905 Capital Outlay - - - - Operating Expenses Subtotal 75,436 36,899 194,530 203,193 TOTAL EXPENDITURES 466,528$ 487,977$ 649,975$ 652,220$ Full Time Positions 2.00 2.00 2.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 170 of 245 G-4 Specifically, the current goals are targeted at: • Reducing the city’s unsheltered homeless population among those who want help by 50% within five years • Bringing the city’s Fire Department into conformance with Standards of Cover evaluation, a comprehensive review of fire and emergency medical services that identified the need for additional staffing and facilities to address the city’s changing demographics and development patterns • Initiating work through a citizens committee to create a new plan to manage growth in a way that maintains an excellent quality of life • Fostering constructive City Council communication and teamwork and operating in accordance with the city’s new ethics ordinance to support the delivery of superior public service The City Council also identified three key areas to be integrated into everything the city does: • Diversity, equity and inclusion • Meaningful and early public engagement • Technology infrastructure May 24, 2022 Item #8 Page 171 of 245 G-5 POLICY AND LEADERSHIP | OFFICE OF THE CITY TREASURER Account: 0010310 Fund: General ABOUT The Office of the City Treasurer provides cash and investment management services which adhere to the city’s Investment Policy and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and return on investment. SERVICES Manage reporting and oversight of the city’s cash and investments RECENT ACCOMPLISHMENTS • Researched and expanded investment opportunities into municipal bonds • Expanded the cash handling process • Worked with the Finance Department to upgrade the city’s safe and armor pickup system • Assisted with planning and implementation of the new payment portals for permitting • Worked with the Finance Department on the upgrade of the city’s financial information system 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 84,431$ 87,323$ 88,744$ 93,617$ Retirement Benefits 20,613 32,101 20,406 22,729 Health Insurance 21,316 25,958 28,773 26,346 Other Personnel Expenses 2,892 2,368 2,707 2,906 Personnel Services Subtotal 129,252 147,750 140,630 145,598 Operating Expenses Professional & Contract Services 60,974 57,086 70,600 74,229 Supplies & Materials 2,081 1,488 2,414 1,810 Repair & Maintenance - - - - Interdepartmental Charges 23,460 29,076 32,683 21,908 Other Operating Expenses 17 - 4,425 6,400 Capital Outlay - - - - Operating Expenses Subtotal 86,532 87,650 110,122 104,347 TOTAL EXPENDITURES 215,784$ 235,400$ 250,752$ 249,945$ Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 172 of 245 G-6 GOALS • Anticipate and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal while ensuring sufficient liquidity and return on investment • Further develop the City Treasurer webpage on the city’s website, informing the community of the mission of the City Treasurer, the city’s Investment Policy and investment activities • Use the City Treasurer webpage of the city’s website as a forum to receive and respond community comments and questions • Continue to participate in the city’s Citizens Academy • Use innovative solutions to fund modern and secure cash handling solutions even in uncertain times May 24, 2022 Item #8 Page 173 of 245 G-7 POLICY AND LEADERSHIP | OFFICE OF THE CITY MANAGER Account: 0011010 Fund: General ABOUT The Office of the City Manager is dedicated to continuous improvement and organizational excellence that fosters the well-being of a high performing organization that delivers impactful results to further the public good. SERVICES The City Manager’s Office provides City Council support, administrative leadership of city operations, policy development management, monitors and manages legislative affairs and provides general management of public communication and engagement. RECENT ACCOMPLISHMENTS • Initiated a five-year Strategic Planning effort to assist in prioritizing the goals and objectives of the City Council and community, focusing on long term fiscal sustainability and CIP prioritization • Led the city’s response to the COVID-19 public health emergency, including a safe and measured return to in person services • Reduced and restructured the city budget in response to continuing COVID-19 related fiscal and operational impacts • Ensured timely follow up of all City Council and constituent services requests 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,608,369$ 1,061,278$ 1,097,959$ 1,167,148$ Retirement Benefits 387,446 475,362 282,128 316,038 Health Insurance 175,974 133,336 144,821 143,953 Other Personnel Expenses 46,837 28,167 32,234 34,078 Personnel Services Subtotal 2,218,626 1,698,143 1,557,142 1,661,217 Operating Expenses Professional & Contract Services 154,796 115,652 377,365 305,240 Supplies & Materials 37,432 22,318 43,129 55,179 Repair & Maintenance - - - - Interdepartmental Charges 135,204 98,460 104,918 95,891 Other Operating Expenses 32,175 4,423 29,543 38,618 Capital Outlay (3,272) 541 - - Operating Expenses Subtotal 356,335 241,394 554,955 494,928 TOTAL EXPENDITURES 2,574,961$ 1,939,537$ 2,112,097$ 2,156,145$ Full Time Positions 12.00 7.00 7.00 7.00 Hourly/FTE Positions 0.50 0.00 0.00 0.00 May 24, 2022 Item #8 Page 174 of 245 G-8 • Managed robust state and federal legislative program including sponsorship of state legislation as well as coordination of City Council Legislative Committee • Supported Clean Energy Alliance expansion and operations • Extensive collaboration with neighboring cities and regional organizations to better share best practices for improved cooperation and efficiencies in government GOALS • Continue to 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 May 24, 2022 Item #8 Page 175 of 245 G-9 POLICY AND LEADERSHIP | OFFICE OF THE CITY ATTORNEY Account: 0011210 Fund: General ABOUT The Office of the City Attorney consists of the city attorney, three assistant city attorneys, two deputy city attorneys and support staff. The city attorney is appointed by the Mayor and the 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 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 1,260,706$ 1,266,674$ 1,320,642$ 1,332,053$ Retirement Benefits 311,635 472,390 338,520 354,851 Health Insurance 114,307 129,650 148,875 145,714 Other Personnel Expenses 36,928 31,924 38,788 39,341 Personnel Services Subtotal 1,723,576 1,900,638 1,846,825 1,871,959 Operating Expenses Professional & Contract Services 2,576 3,063 3,445 2,700 Supplies & Materials 44,218 31,209 41,341 35,757 Repair & Maintenance - - - - Interdepartmental Charges 122,472 97,332 129,456 106,780 Other Operating Expenses 17,218 4,224 16,069 16,312 Capital Outlay - - - - Operating Expenses Subtotal 186,484 135,828 190,311 161,549 TOTAL EXPENDITURES 1,910,060$ 2,036,466$ 2,037,136$ 2,033,508$ Full Time Positions 8.00 8.00 8.00 8.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 24, 2022 Item #8 Page 176 of 245 G-10 RECENT ACCOMPLISHMENTS • Advised the City Council, City Manager and city staff on legal issues related to state and county health orders • Prepared new Municipal Code provisions related to the theft of catalytic converters, e-bike safety and the reduction of single-use plastics • Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate for domestic violence and mental health incidents • Reviewed and advised on numerous contracts, public records requests and City Council inquiries • Assisted with establishing, staffing and advising the city’s first Independent Redistricting Commission and prepared Municipal Code revisions to implement new City Council District maps • Advised the City Council, City Manager and city staff on legal issues related to the development and implementation of programs to address issues of homelessness • Spearheaded the formation of a countywide attorney discussion group on homelessness through the City Attorneys’ Association of San Diego County GOALS • To provide quality and timely legal advice to all elected and appointed city officials and all branches, 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 the City Manager in strategic operations related to ongoing and significant capital projects May 24, 2022 Item #8 Page 177 of 245 G-11 POLICY AND LEADERSHIP| OFFICE OF THE CITY CLERK Account: 0010210, 0011610 Fund: General ABOUT The Office of the City Clerk serves as a vital link between city government and those it serves, providing access to public records, publishing City Council agendas, preparing minutes and serving as the city’s election official. SERVICES • Prepare City Council agendas • Prepare minutes • Complete legal noticing and publishing • Maintain Fair Political Practices Commission filings • Maintain Carlsbad Municipal Code • Maintain, preserve and provide access to all legislative documents • Administer elections • Notarize documents • Provide proofs of life certifications • Assist City Attorney’s Office with citywide ethics training 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 586,938$ 593,961$ 630,775$ 659,421$ Retirement Benefits 118,851 192,490 132,962 142,961 Health Insurance 102,851 96,418 106,349 109,601 Other Personnel Expenses 23,359 15,723 20,069 21,990 Personnel Services Subtotal 831,999 898,592 890,155 933,973 Operating Expenses Professional & Contract Services 24,427 30,415 100,500 70,500 Supplies & Materials 80,672 45,894 66,406 42,456 Repair & Maintenance 677 - 5,221 4,196 Interdepartmental Charges 144,324 120,648 156,387 143,237 Other Operating Expenses 44,318 111,486 81,800 199,800 Capital Outlay - - - - Operating Expenses Subtotal 294,418 308,443 410,314 460,189 TOTAL EXPENDITURES 1,126,417$ 1,207,035$ 1,300,469$ 1,394,162$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 24, 2022 Item #8 Page 178 of 245 G-12 • Ensure public records are archived, preserved and accessible to the public • Respond to Public Records Act Requests • Process subpoenas, summons and claims • Develop and implement records management and document management programs • 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 • Conducted the process to fill the City Council District 1 vacancy • Updated the Carlsbad Municipal Code relating to the elected City Clerk • Placed Measure C – Appointive City Clerk on the June 2022 Statewide Primary Election • Began work on the agenda management workflow process through Laserfiche • Completed the redistricting process for the city • Completed drawing mylar consolidation project, which consolidated 40,000 pdf files into 4,000 multipage pdf files • Assisted Fire Prevention in creating a digital records process and digitizing their legacy records • Facilitated the live streaming of all board and commission meetings GOALS • Conduct the November 2022 General Municipal Election • Fully automate the staff report routing process through Laserfiche • Obtain a digital posting board to push out all agendas electronically throughout the city for greater accessibility in conformance with the Brown Act • Perform the 2022 Conflict of Interest Biannual Review • Evaluate feasibility of offering passport application acceptance services • Continue to systematically update the Carlsbad Municipal Code and City Council Policies • Provide greater access to public records on the city website • Provide Citywide Public Records Act and Ethics training • Update the Records Retention Schedule and provide city staff with training • Explore automation and workflows in Laserfiche • Continue to collaborate with various departments on digitizing their documents • Continue to conduct departmental records audits May 24, 2022 Item #8 Page 179 of 245 G-13 POLICY & LEADERSHIP | COMMUNICATION & ENGAGEMENT Account: 0011012, 0011016 1381010 Fund: General Special Revenue – Local Cable Infrastructure ABOUT The city’s communication and engagement program has two main areas of focus: to foster open, two-way communication with the community about city issues, programs and services, leading to a more responsive and transparent government; and to encourage and facilitate the community’s participation in city decisions that affect their lives. This department is also responsible for promoting communication and engagement within the city organization so employees are not only informed but can see how their day-to-day work supports the larger city mission. SERVICES • Develop community engagement programs that facilitate early and meaningful public input in city government decision making • Manage the city’s digital communication channels, including the city website, social media, email and text alerts, and an employee intranet • Develop informational materials including fact sheets, fliers and newsletters that further understanding of city issues, news, services and events 2019-20 Actual 2020-21 Actual 2021-22 Adopted Budget 2022-23 Preliminary Budget Personnel Services Salaries & Wages 784,116$ 756,371$ 887,064$ 1,073,526$ Retirement Benefits 140,573 230,127 171,276 239,499 Health Insurance 105,126 112,283 123,779 174,135 Other Personnel Expenses 29,037 19,566 27,831 34,715 Personnel Services Subtotal 1,058,852 1,118,347 1,209,950 1,521,875 Operating Expenses Professional & Contract Services 468,064 323,325 575,250 516,201 Supplies & Materials 156,765 73,442 128,091 107,686 Repair & Maintenance - - - - Interdepartmental Charges 144,600 134,940 172,377 194,963 Other Operating Expenses 26,296 17,401 30,505 33,467 Capital Outlay 4,242 162,484 - - Operating Expenses Subtotal 799,967 711,592 906,223 852,317 TOTAL EXPENDITURES 1,858,819$ 1,829,939$ 2,116,173$ 2,374,192$ General Fund 1,651,700$ 1,493,938$ 1,771,173$ 1,979,186$ Special Revenue Fund 207,119 336,001 345,000 395,006 Total Funding 1,858,819$ 1,829,939$ 2,116,173$ 2,374,192$ Full Time Positions 7.00 7.00 7.00 9.00 Hourly/FTE Positions 3.50 3.50 3.50 1.50 May 24, 2022 Item #8 Page 180 of 245 G-14 • Write and edit staff reports to ensure information presented at City Council meetings is clear, complete and accurate • Develop informational videos and produce video recordings and livestream all City Council meetings and meetings of boards, commissions and committees • Enable the community to watch City Council meetings and find out about city issues, news, services and events on a dedicated 24/7 government cable channel • Provide accurate, timely information to the media • Provide communication skills training to city staff • Provide employee communication that supports an informed and engaged workforce • Provide communication skills training to city staff • Maintain a trained team of city staff ready to perform public information duties 24/7 in case of an emergency RECENT ACCOMPLISHMENTS • Launched a new online public engagement portal, attracting more than 3,000 participants in its first three months • Gathered community input on the City Council strategic plan, the future of south Carlsbad’s coastline, sites for new housing, the CAP Update, City Council redistricting, Barrio lighting and Veterans Memorial Park memorial designs and objective design standards • Developed and distributed 52 editions of the city’s e-newsletter • Increased email database to 83,000, an increase of 16% over the previous year • Sent 550 targeted emails regarding city issues, programs and events, with an average open rate of 55%, more than double the industry standard • Produced and distributed 246 news releases and articles about city services and programs • Posted 1,140 tweets generating 823,000 impressions • Posted 1,700 updates on Facebook generating 768,000 impressions • Increased Instagram followers to 17,000, an increase of 15% over the previous year • Produced 169 videos and generated a total of 1.4 million video impressions • Increased YouTube subscribers to 2,456, an increase of 17% over the previous year GOALS • Complete a minimum of three community engagement programs with at least 500 participants each for citywide programs and 150 participants each for neighborhood-specific programs • Produce an average of three news releases per week highlighting city news and programs • Communicate directly with community members through a combination of social media and email an average of five times a week Performance Measure FY 2021 Actual FY 2022 Estimated FY 2023 Projected Number of community engagement programs annually 3 4 3 Average number of news updates prepared per week 3 4 4 Average number of direct communications with community members per week 5 5 5 May 24, 2022 Item #8 Page 181 of 245 Approved Fiscal Year 2022-23 General Fund Budget Requests Branch Department Request Request Type Fund Strategic Plan Goal Theme Description PT FTE FT FTE Net FTE Net FY 22-23 Cost Net Ongoing CostAdministrative Services Administratives Services Admin.Personnel Part-time Adjustment General Fund Organizational Excellence/Fiscal Health Administrative Secretary (increase PT FTE from 0.5 to 0.7)0.2 0.2 10,046.00$ 10,046.00$ Administrative Services Administratives Services Admin.M&O New Program General Fund Organizational Excellence/Fiscal Health Fraud and Ethics Hotline 0.0 5,300.00$ 4,300.00$ Administrative Services City Treasurer M&O Other General Fund Organizational Excellence/Fiscal Health Add back training & conference costs 0.0 5,000.00$ 5,000.00$ Administrative Services Finance Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern 0.0 21,090.00$ -$ Administrative Services Finance M&O Service Level Change General Fund Organizational Excellence/Fiscal Health Optimize Financial Enterprise System 0.0 30,600.00$ -$ Administrative Services Finance M&O Service Level Change General Fund Organizational Excellence/Fiscal Health W-2 Electronic Integration with MHC 0.0 11,100.00$ 2,200.00$ Administrative Services Finance M&O Other General Fund Organizational Excellence/Fiscal Health Contracted accounting consultants 0.0 40,000.00$ 12,000.00$ Administrative Services Human Resources Personnel Intern General Fund Organizational Excellence/Fiscal Health Admin Aide/Intern 0.0 24,098.77$ -$ Administrative Services Human Resources M&O Service Level Change General Fund Organizational Excellence/Fiscal Health Replace EAP Service Provider 0.0 30,000.00$ -$ Administrative Services Innovation & Economic Development Personnel Full-time New General Fund Organizational Excellence/Fiscal Health Strategic Plan Analyst (2PT conversion to 1FT)-1.0 1.0 0.0 96,859.00$ 96,859.00$ Administrative Services Innovation & Economic Development Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern 0.0 18,981.00$ -$ Administrative Services Innovation & Economic Development Personnel Full-time Merit Increase General Fund Organizational Excellence/Fiscal Health GIS Administrator range adjustment 0.0 8,471.49$ 8,471.49$ Administrative Services Innovation & Economic Development Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern 0.0 18,981.00$ -$ Administrative Services Innovation & Economic Development M&O Service Level Change General Fund Community Character Village Banner Expansion Program 0.0 35,000.00$ -$ Administrative Services Innovation & Economic Development M&O Service Level Change General Fund Economic Vitality Life in Action Recruiter - From Successful Pilot to Permanent 0.0 35,000.00$ -$ Administrative Services Innovation & Economic Development M&O Service Level Change General Fund Organizational Excellence/Fiscal Health GIS Maintenance and Program Management Capacity 0.0 80,400.00$ 65,000.00$ Administrative Services Innovation & Economic Development M&O Other General Fund Organizational Excellence/Fiscal Health GIS Training & Conferences 0.0 17,900.00$ 17,900.00$ Administrative Services Innovation & Economic Development M&O New Program General Fund Organizational Excellence/Fiscal Health Business Process Improvements 0.0 90,000.00$ -$ Community Services Community Development Personnel Retired Annuitant General Fund Organizational Excellence/Fiscal Health Hourly Professional 0.0 45,830.40$ -$ Community Services Community Development Personnel Retired Annuitant General Fund Organizational Excellence/Fiscal Health Hourly Professional 0.0 19,200.00$ -$ Community Services Housing & Homeless Services M&O Other General Fund Quality of Life/Safety Homelessness City Council Goal Work Program 0.0 385,000.00$ -$ Community Services Library & Cultural Arts M&O Service Level Change General Fund Community Character Arts & Culture Master Plan: Comm. Art Grants 10% Annual Funding Increase 0.0 10,648.00$ -$ Community Services Parks & Recreation Personnel Full-time New General Fund Quality of Life/Safety Recreation Assistant (Senior Lifeguard) -PT conversion -2.2 1.0 -1.2 (0.04)$ (0.04)$ Community Services Parks & Recreation Personnel Full-time New General Fund Quality of Life/Safety Recreation Assistant (Senior Lifeguard) -PT conversion -2.2 1.0 -1.2 (0.04)$ (0.04)$ Community Services Parks & Recreation Personnel Full-time New General Fund Quality of Life/Safety Recreation Assistant (Senior Lifeguard) -PT conversion -2.2 1.0 -1.2 (0.04)$ (0.04)$ Community Services Parks & Recreation Personnel Intern General Fund Community Character Program Coordinator/Special Events 0.0 20,868.20$ -$ Community Services Parks & Recreation Personnel Full-time New General Fund Community Character Parks Planner - 5 year limited term 1.0 1.0 142,547.62$ 140,047.62$ Community Services Parks & Recreation Personnel Full-time New General Fund Quality of Life/Safety Recreation Assistant (Senior Lifeguard) 1.0 1.0 82,320.96$ 82,320.96$ Community Services Parks & Recreation M&O New Program General Fund Community Character Park Maintenance Services Buena Vista Reservoir Park 0.0 59,000.00$ 59,000.00$ Community Services Parks & Recreation M&O New Program General Fund Community Character Park Maintenance Services Calavera Hills Gateway 0.0 46,700.00$ 46,700.00$ Community Services Parks & Recreation M&O New Program General Fund Community Character Parks Maintenance Services - Poinsettia Dog Park 0.0 112,000.00$ 112,000.00$ Community Services Parks & Recreation M&O Other General Fund Quality of Life/Safety Portable Restroom Service Cost Increase 0.0 43,000.00$ 43,000.00$ Community Services Parks & Recreation M&O Other General Fund Community Character Parks Maintenance Services Contract - Work Category C 0.0 308,540.00$ 308,540.00$ Community Services Parks & Recreation M&O Other General Fund Community Character Parks Maintenance Services Categories D, E & F 0.0 270,000.00$ 270,000.00$ Community Services Parks & Recreation M&O Other General Fund Sustainability/Environment Tree Planting Contractor - Community Forest Mgmt. Plan 0.0 172,500.00$ 172,500.00$ Community Services Parks & Recreation M&O New Program General Fund Community Character Expansion of the Parks Memorial Program 0.0 40,000.00$ 40,000.00$ Community Services Parks & Recreation M&O Service Level Change General Fund Community Character Return Day Camp Miscellaneous Outside Services Line Item to Pre-COVID Amount 0.0 (22,000.00)$ (22,000.00)$ Community Services Parks & Recreation M&O Service Level Change General Fund Community Character Return Teen Program Miscellaneous Outside Service Line Item to Pre-COVID Amount 0.0 8,500.00$ 8,500.00$ Community Services Parks & Recreation M&O Other General Fund Sustainability/Environment Environmental and Hazardous Waste Removal 0.0 15,000.00$ -$ Community Services Parks & Recreation M&O Other General Fund Quality of Life/Safety Sports Field Lighting Maintenance 0.0 15,000.00$ -$ Community Services Parks & Recreation M&O Other General Fund Community Character Painting Services 0.0 35,000.00$ -$ Community Services Parks & Recreation M&O New Program General Fund Sustainability/Environment Beach Clean Up Event 0.0 5,000.00$ -$ Community Services Parks & Recreation M&O Capital Outlay General Fund Community Character Lake Calavera Loop Trail Erosion repairs 0.0 40,000.00$ -$ Community Services Parks & Recreation M&O Capital Outlay General Fund Community Character The Crossings Trail Repairs 0.0 35,000.00$ -$ Community Services Parks & Recreation M&O Other General Fund Organizational Excellence/Fiscal Health GIS Information Gathering 0.0 40,000.00$ -$ Community Services Parks & Recreation M&O Other General Fund Organizational Excellence/Fiscal Health CMWD Rate Increases 0.0 60,000.00$ 60,000.00$ Community Services Parks & Recreation M&O Service Level Change General Fund Organizational Excellence/Fiscal Health Increases in Utilities and Chemicals for Aquatics 0.0 53,000.00$ 53,000.00$ Community Services Parks & Recreation M&O Service Level Change General Fund Quality of Life/Safety Senior Meal Services - Congregate and Home Meal Delivered 0.0 5,118.00$ 5,475.19$ Policy & Leadership City Attorney's Office Personnel Intern General Fund Organizational Excellence/Fiscal Health Legal Intern 0.0 9,226.88$ -$ Policy & Leadership City Clerk Services Personnel Retired Annuitant General Fund Organizational Excellence/Fiscal Health Retired Annuitant 0.0 31,000.00$ -$ Policy & Leadership City Clerk Services Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern 0.0 16,779.73$ -$ Policy & Leadership City Clerk Services M&O Other General Fund Organizational Excellence/Fiscal Health Additional Funds for Election Expenses 0.0 120,000.00$ -$ Policy & Leadership Communication & Engagement Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern 0.0 18,981.00$ -$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time New General Fund Quality of Life/Safety Emergency Medical Technician 1.0 1.0 73,252.91$ 121,859.83$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Captain Promotion 0.0 17,313.34$ 34,626.69$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Captain Promotion 0.0 17,313.34$ 34,626.69$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Captain Promotion 0.0 17,313.34$ 34,626.69$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Engineer Promotion 0.0 3,908.39$ 7,816.78$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Engineer Promotion 0.0 3,908.39$ 7,816.78$ Public Safety Fire Personnel Full-time Reclassify General Fund Quality of Life/Safety Engineer Promotion 0.0 3,908.39$ 7,816.78$ Public Safety Fire Personnel Part-time New General Fund Quality of Life/Safety Emergency Medical Technician 0.5 0.5 19,062.12$ 28,932.24$ Public Safety Fire Personnel Part-time New General Fund Quality of Life/Safety Emergency Medical Technician 0.5 0.5 19,062.12$ 28,932.24$ Public Safety Fire Personnel Part-time New General Fund Quality of Life/Safety Emergency Medical Technician 0.5 0.5 19,062.12$ 28,932.24$ Public Safety Fire M&O Capital Outlay General Fund Quality of Life/Safety Fire Engine 0.0 1,152,425.00$ 11,650.00$ Public Safety Fire M&O Service Level Change General Fund Quality of Life/Safety Temporary Fire Station 7 Operating Costs 0.0 36,050.00$ 38,100.00$ Public Safety Fire M&O Capital Outlay General Fund Quality of Life/Safety Very High Frequency Portable Radio Replacements 0.0 250,000.00$ -$ Public Safety Fire M&O Capital Outlay General Fund Quality of Life/Safety Automated Narcotic Tracking System 0.0 65,000.00$ 7,000.00$ Public Safety Fire M&O Capital Outlay General Fund Quality of Life/Safety Fire Station Plymovent Systems 0.0 60,000.00$ -$ Public Safety Fire M&O Other General Fund Organizational Excellence/Fiscal Health Wellness and Injury Prevention Program 0.0 12,000.00$ -$ Public Safety Fire M&O Other General Fund Quality of Life/Safety Fire Station Facilities Master Plan 0.0 45,000.00$ -$ Public Safety Fire M&O Other General Fund Quality of Life/Safety North County Dispatch JPA Contract 0.0 45,000.00$ 45,000.00$ Public Safety Police Personnel Full-time New General Fund Quality of Life/Safety Management Analyst 1.0 1.0 126,377.02$ 123,477.02$ Public Safety Police Personnel Retired Annuitant General Fund Quality of Life/Safety Retired Annuitant 0.0 27,080.00$ -$ Public Safety Police Personnel Retired Annuitant General Fund Quality of Life/Safety Retired Annuitant 0.0 22,205.20$ -$ Public Safety Police Personnel Retired Annuitant General Fund Quality of Life/Safety Retired Annuitant 0.0 22,205.20$ -$ Exhibit 2May 24, 2022Item #8 Page 182 of 245 Approved Fiscal Year 2022-23 General Fund Budget Requests Public Safety Police Personnel Retired Annuitant General Fund Quality of Life/Safety Retired Annuitant 0.0 22,205.20$ -$ Public Safety Police Personnel Retired Annuitant General Fund Quality of Life/Safety Retired Annuitant 0.0 22,205.20$ -$ Public Safety Police M&O Other General Fund Quality of Life/Safety Increase for SDG&E 0.0 100,500.00$ 100,500.00$ Public Safety Police M&O Other General Fund Quality of Life/Safety Increase for Crossing Guards Contract 0.0 36,768.00$ 45,000.00$ Public Safety Police M&O Service Level Change General Fund Organizational Excellence/Fiscal Health 1582 Wellness Program 0.0 85,000.00$ 85,000.00$ Public Safety Police M&O Other General Fund Quality of Life/Safety Replenish Training Budget 0.0 68,500.00$ 68,500.00$ Public Safety Police M&O Other General Fund Quality of Life/Safety Replenish Training Budget Continued 0.0 15,500.00$ 15,500.00$ Public Works Environmental Management M&O New Mandate General Fund Sustainability/Environment Council Approved SMM Implementation Plan Funding 0.0 45,000.00$ -$ Public Works Fleet & Facilities Personnel Full-time New General Fund Quality of Life/Safety Senior Engineer - 5 year limited term 1.0 1.0 171,614.03$ 163,614.03$ Public Works Fleet & Facilities Personnel Part-time New General Fund Organizational Excellence/Fiscal Health PT Building Maintenance Worker 0.5 0.5 23,199.00$ 23,199.00$ Public Works Fleet & Facilities Personnel Intern General Fund Organizational Excellence/Fiscal Health Intern - Facilities 0.0 18,453.75$ -$ Public Works Fleet & Facilities M&O Service Level Change General Fund Quality of Life/Safety Temporary Fire Station 7 Operations 0.0 7,450.00$ 14,900.00$ Public Works Fleet & Facilities M&O Other General Fund Organizational Excellence/Fiscal Health Faraday SDG&E Increases 0.0 20,000.00$ 20,000.00$ Public Works Transportation Personnel Retired Annuitant General Fund Organizational Excellence/Fiscal Health Retired annuitant (Sangster, Lolly)0.0 8,450.00$ -$ Public Works Transportation Personnel Intern General Fund Organizational Excellence/Fiscal Health Asset Management intern 0.0 18,453.75$ -$ Public Works Transportation M&O New Mandate General Fund Sustainability/Environment Compliance trash program 0.0 102,000.00$ 109,650.00$ Public Works Transportation M&O Other General Fund Quality of Life/Safety Residental traffic studies 0.0 100,000.00$ 100,000.00$ Public Works Transportation M&O Other General Fund Quality of Life/Safety Incident-based traffic signals inventory 0.0 112,500.00$ -$ Public Works Transportation M&O New Program General Fund Sustainability/Environment Channel and basin assessment/maintenance program (3 phase)0.0 100,000.00$ -$ Public Works Transportation M&O Service Level Change General Fund Quality of Life/Safety Full-service pressure washing 0.0 137,960.00$ 144,858.00$ Public Works Transportation M&O New Program General Fund Quality of Life/Safety Safe Routes to School 0.0 150,000.00$ -$ Public Works Transportation M&O Other General Fund Quality of Life/Safety AB 43 Lowering Speed Limit Studies 0.0 40,000.00$ 40,000.00$ TOTAL REQUEST COUNT:-5.4 20.0 14.6 7,091,575.79$ 4,433,253.24$ May 24, 2022Item #8 Page 183 of 245 Approved Fiscal Year 2022-23 Non General Fund Budget Requests Branch Department Request Request Type Fund Strategic Plan Goal Theme Description PT FTE FT FTE Net FTE Net FY 22-23 Cost Net Ongoing CostAdministrative Services Human Resources M&O Other Internal Service Organizational Excellence/Fiscal Health Workers Comp mandatory increased M&O Costs 0.0 546,000.00$ 446,000.00$ Administrative Services Human Resources M&O Other Internal Service Organizational Excellence/Fiscal Health Risk Management mandatory increased M&O costs 0.0 576,000.00$ 476,000.00$ Administrative Services Information Technology Personnel Full-time Reclassify Internal Service Organizational Excellence/Fiscal Health PT to FT - Client Systems Associate Administrator -0.5 1.0 0.5 85,098.21$ 85,098.21$ Administrative Services Information Technology M&O Service Level Change Internal Service Organizational Excellence/Fiscal Health Increase of Cabling Services 0.0 40,000.00$ -$ Administrative Services Information Technology M&O New Program Internal Service Organizational Excellence/Fiscal Health Creation of Training and Conference Budget - IT 0.0 99,000.00$ 99,000.00$ Administrative Services Information Technology M&O Service Level Change Internal Service Organizational Excellence/Fiscal Health Survey Monkey 0.0 26,400.00$ -$ Administrative Services Information Technology M&O New Mandate Internal Service Organizational Excellence/Fiscal Health Tyler Assist - Energov Consulting Increase 0.0 40,000.00$ 40,000.00$ Community Services Housing & Homeless Services Personnel Full-time New Special Revenue Quality of Life/Safety Housing Assistant 1.0 1.0 40,236.09$ 38,236.09$ Community Services Housing & Homeless Services M&O Other Special Revenue Quality of Life/Safety Interfund loan from HTF to Section 8 0.0 100,000.00$ 100,000.00$ Community Services Housing & Homeless Services M&O Service Level Change Special Revenue Quality of Life/Safety Section 8 Program Increases 0.0 10,000.00$ 10,000.00$ Policy & Leadership Communication & Engagement M&O New Program Special Revenue Community Character Growth Management Committee Microphone Rentals 0.0 29,700.00$ -$ Public Safety Fire M&O Service Level Change Internal Service Quality of Life/Safety Reserve Ladder Truck 0.0 70,000.00$ 70,000.00$ Public Safety Fire M&O Service Level Change Internal Service Quality of Life/Safety Rescue Watercraft Internal Service Fund 0.0 7,000.00$ 7,000.00$ Public Works Environmental Management M&O New Mandate Enterprise Sustainability/Environment Council Approved SMM Implementation Plan Funding 0.0 -$ -$ Public Works Fleet & Facilities M&O Capital Outlay Internal Service Quality of Life/Safety Vehicle Replacement: Fire Urban Search and Rescue Truck 0.0 578,104.00$ -$ Public Works Fleet & Facilities M&O Capital Outlay Internal Service Community Character Vehicle replacement: Library Literacy Services Van 0.0 50,000.00$ -$ Public Works Fleet & Facilities M&O Capital Outlay Internal Service Organizational Excellence/Fiscal Health Vehicle Replacement: Fleet equipment truck 0.0 27,360.00$ -$ Public Works Transportation M&O New Program Enterprise Sustainability/Environment Channel and basin assessment/maintenance program (3 phase)0.0 50,000.00$ -$ Public Works Utilities Personnel Intern Enterprise Organizational Excellence/Fiscal Health Utilities intern 0.0 19,221.43$ -$ Public Works Utilities Personnel Full-time New Enterprise Organizational Excellence/Fiscal Health Management Analyst 1.0 1.0 123,677.02$ 122,377.02$ Public Works Utilities Personnel Full-time Reclassify Enterprise Organizational Excellence/Fiscal Health Supervisor->Superintendent 0.0 9,271.23$ 9,271.23$ Public Works Utilities Personnel Retired Annuitant Enterprise Organizational Excellence/Fiscal Health Hourly professional 0.0 49,611.24$ 700.00$ Public Works Utilities Personnel Full-time Reclassify Enterprise Organizational Excellence/Fiscal Health Water Sys Op 3->Utilities Supervisor 0.0 16,682.52$ 16,682.52$ Public Works Utilities Personnel Full-time Reclassify Enterprise Organizational Excellence/Fiscal Health Water Sys Op 2->Water Sys Op 3 0.0 15,774.67$ 15,774.67$ Public Works Utilities Personnel Full-time New Enterprise Organizational Excellence/Fiscal Health Utility Locator 1.0 1.0 120,737.84$ 117,486.97$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Sewer lift station rehabilitation 0.0 90,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Spare pumps for wastewater lift stations 0.0 140,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Update sewer master plan 0.0 400,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Arc Flash studies 0.0 124,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Asset management (redoing roadmap)0.0 52,000.00$ 35,000.00$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Water Authority rate increases for purchased water 0.0 1,025,000.00$ 1,025,000.00$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Temporary help-meter endpoint installation 0.0 40,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Electrical upgrades at remote utility sites 0.0 20,000.00$ -$ Public Works Utilities M&O Other Enterprise Organizational Excellence/Fiscal Health Additional training funds 0.0 8,000.00$ 8,000.00$ Public Works Utilities M&O New Program Enterprise Organizational Excellence/Fiscal Health Placeholder WaterView 0.0 40,000.00$ -$ TOTAL REQUEST COUNT:-0.5 4.0 3.5 4,668,874.25$ 2,721,626.71$ Exhibit 3May 24, 2022Item #8 Page 184 of 245 Proposed Master Fee Schedule Changes FY 2022-23 All Fees Within, except Trash Collection Rates, Effective Sept. 1, 2022 Trash Collection Rates Effective July 1, 2022 1 Exhibit 4 May 24, 2022 Item #8 Page 185 of 245 Proposed Master Fee Schedule Changes FY 2022-23 Contents Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines Miscellaneous Fees and Returned Checks ....................................................................................... 4 Deposits and Securities .................................................................................................................... 5 Special Events and Safety Training Center ....................................................................................... 6 Ambulance and Street Light Energizing ........................................................................................... 7 City Clerk Fees .................................................................................................................................. 8 Library Fees ...................................................................................................................................... 9 Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10 Fire (Development Applications, Plan Review, and Inspection) .................................................... 10 Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 11 Police Department Fees ................................................................................................................. 13 Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 14 Trash Collection Rates .................................................................................................................... 15 Utility Account and Service Fees .................................................................................................... 23 Utility Meter Installation and Connection ..................................................................................... 24 Utility (San Diego County Water Authority) .................................................................................. 26 Section 2 – Development Related Fees Planning Department Fees ............................................................................................................ 29 Engineering Department Fees ....................................................................................................... 32 Building (New Construction, Additions and Major Remodels) ...................................................... 35 Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 39 Building (Plumbing, Mechanical, and Electrical) ............................................................................ 41 Building (Simple Single or Combination Permits List) .................................................................... 42 Section 3 – Development Impact Fees Bridge and Thoroughfare District 2 Map ....................................................................................... 44 Local Facilities Management Zones Map ....................................................................................... 45 Park in Lieu Fees, Park Districts Map ............................................................................................. 46 Planned Local Drainage Fee Areas and Map .................................................................................. 47 Sewer Benefit Area and Connection Fees Map ............................................................................. 49 Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 51 2May 24, 2022 Item #8 Page 186 of 245 Section 1 General City Service Fees, Deposits, Rates, Penalties and Fines 3May 24, 2022 Item #8 Page 187 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Administrative Fee for 1915 Act Bond Call - 1% of principal being repaid (All Assessment Districts using 1915 Act Bonds)each [1] $50 min/$500 max $50 min/$500 max -- Set by City policy Business License - additional CA fee each [4],[6]4.00$ 4.00$ -$ Set by State law Business License - master list of active business licenses each [2]31.00$ 33.00$ 2.00$ West Urban CPI Business License - monthly list of new licenses each [2]6.00$ 6.00$ -$ West Urban CPI Cable Channel Administration Fee per hour [3]94.00$ 94.00$ -$ Set by City policy Electric Vehicle Charging Fee per kWh [1]$0.35 0.35$ -$ Set by City policy GIS - digital data delivery, production of new documents, reproduction of existing documents, and technical services per hour [1]Actual Cost Actual Cost -- Set by City policy Hearing Disposition Services for Parking Citations - Personal Hearings each [1]Actual Cost Actual Cost -- Set by City policy Hearing Disposition Services for Parking Citations - Written Review each [1]Actual Cost Actual Cost -- Set by City policy City Publications each [1] Copy Charge Copy Charge -- Set to Copy Charge Community Facilities District Annexation - City Labor (Plus actual consultants costs)each [2]1,504.00$ 1,620.00$ 116.00$ West Urban CPI First Returned Check each [5]25.00$ 25.00$ -$ Set by State law Each Additional Check each [5]35.00$ 35.00$ -$ Set by State law [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Set per 2021 - Cost of Service Study and Fee Schedule Update. [4] Set per CA Government Code 4467 [5]Set per CA Civil Code 1719 [6]Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees. Miscellaneous Fees Returned Check Fee 4May 24, 2022 Item #8 Page 188 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Grading Security (with approved plans)deposit [1],[2] Based on Grading Cost Estimate Based on Grading Cost Estimate -- Set by City policy Grading Cash Deposit deposit [1],[2] Up to 10% of total grading security Up to 10% of total grading security -- Set by City policy Faithful Performance Security deposit [1],[2] Based on Improvement Cost Estimate Based on Improvement Cost Estimate -- Set by City policy Labor and Materials Security deposit [1],[2] 50% of Faithful Performance Security 50% of Faithful Performance Security -- Set by City policy Monumentation Security deposit [1],[2] Based on Total Cost of Monumentation Based on Total Cost of Monumentation -- Set by City policy [Notes] [1]Set per City policy [2]Per CA Government Code 53079, 1% shall be deducted from any interest due. The city may require a security be provided to ensure work related to a project is completed in accordance with the Carlsbad Municipal Code and development agreements executed with the city. This information is to help understand the standard structure of how these deposits and securities are calculated. The security amounts are calculated using final city-approved cost estimates, not initial or draft estimates during plan check. Deposits and Securities Grading and Erosion Control Development/Subdivision Improvements 5May 24, 2022 Item #8 Page 189 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Special Event Application - Minor - 2 or less intersections (fee + services rendered)each [1],[3]134.00$ 144.00$ 10.00$ West Urban CPI Special Event Application - Major - 3 or more intersections (fee + services rendered) each [1],[2]401.00$ 432.00$ 31.00$ West Urban CPI Special Event Application - Third party Vendor Fee per day [1],[2]90.00$ 97.00$ 7.00$ West Urban CPI Special Event City Services - Staff Time per hour [1]Actual Cost Actual Cost --Set by City policy One Shooting Range full day [1]1,167.00$ 1,263.00$ 96.00$ San Diego CPI One Shooting Range 1/2 day [1]584.00$ 632.00$ 48.00$ San Diego CPI Two Shooting Ranges full day [1]1,311.00$ 1,419.00$ 108.00$ San Diego CPI Two Shooting Ranges 1/2 day [1]686.00$ 742.00$ 56.00$ San Diego CPI Classroom full day [1]553.00$ 600.00$ 47.00$ San Diego CPI Classroom 1/2 day [1]317.00$ 343.00$ 26.00$ San Diego CPI Confined Space Prop full day [1]614.00$ 664.00$ 50.00$ San Diego CPI Confined Space Prop 1/2 day [1]307.00$ 332.00$ 25.00$ San Diego CPI Grinder full day [1]440.00$ 476.00$ 36.00$ San Diego CPI Grinder 1/2 day [1]256.00$ 277.00$ 21.00$ San Diego CPI Grinder/Commercial Prop (No Fire Ops)full day [1]635.00$ 687.00$ 52.00$ San Diego CPI Grinder/Commercial Prop (No Fire Ops)1/2 day [1]317.00$ 343.00$ 26.00$ San Diego CPI Grinder/Residential Prop (No Fire Ops)full day [1]635.00$ 687.00$ 52.00$ San Diego CPI Grinder/Residential Prop (No Fire Ops)1/2 day [1]317.00$ 343.00$ 26.00$ San Diego CPI PriSim (Training Simulator)full day [1]500.00$ 500.00$ -$ Set by City policy PriSim (Training Simulator)1/2 day [1]250.00$ 250.00$ -$ Set by City policy Pump Draft Pit full day [1]400.00$ 400.00$ -$ Set by City policy Pump Draft Pit 1/2 day [1]200.00$ 200.00$ -$ Set by City policy Streetscape full day [1]154.00$ 167.00$ 13.00$ San Diego CPI Streetscape 1/2 day [1]113.00$ 122.00$ 9.00$ San Diego CPI Special Events Recovery - Hourly hourly [1]51.00$ 55.00$ 4.00$ San Diego CPI Shooting Range - Hourly hourly [1]118.00$ 128.00$ 10.00$ San Diego CPI Shooting Range Hazardous Waste Disposal Fees each [1],[3]200.00$ 217.00$ 17.00$ San Diego CPI [Notes] [1]Set per City policy [2]Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permitting. [3]Fee charged as determined by staff Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an applicant to pay a non-refundable fee to allow third party vendors to participate under the applicant’s business License. Special Events Fees Safety Training Center Facility Fees 6May 24, 2022 Item #8 Page 190 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Assessment/Non-Transport with medication given. No charge for assessment if no medication given and non-transport. per [1]213.00$ 224.00$ 11.00$ Ambulance Inflation Factor Advanced Life Support 1 - Resident and Non-Resident - plus Level I or Level II supplies and medications per [1]1,224.00$ 1,286.00$ 62.00$ Ambulance Inflation Factor Advanced Life Support 2 - Non-Resident - plus Level II supplies and medications per [1]1,437.00$ 1,510.00$ 73.00$ Ambulance Inflation Factor Advanced Life Support 2 - Resident - plus Level II supplies and medications per [1]1,331.00$ 1,399.00$ 68.00$ Ambulance Inflation Factor Basic Life Support - Resident and Non-Resident per [1]999.00$ 1,050.00$ 51.00$ Ambulance Inflation Factor Mileage Charge mile [1]24.00$ 25.00$ 1.00$ Ambulance Inflation Factor Oxygen Charge per [1]80.00$ 84.00$ 4.00$ Ambulance Inflation Factor 40 watts each [2]74.00$ 90.00$ 16.00$ Based on SDG&E rate changes. 45 watts each [2]80.00$ 98.00$ 18.00$ Based on SDG&E rate changes. 70 watts each [2]107.00$ 136.00$ 29.00$ Based on SDG&E rate changes. 85 watts each [2]125.00$ 160.00$ 35.00$ Based on SDG&E rate changes. 100 watts each [2]141.00$ 183.00$ 42.00$ Based on SDG&E rate changes. 150 watts each [2]198.00$ 260.00$ 62.00$ Based on SDG&E rate changes. 200 watts each [2]254.00$ 338.00$ 84.00$ Based on SDG&E rate changes. 250 watts each [2]311.00$ 416.00$ 105.00$ Based on SDG&E rate changes. [Notes] [1]Set per City policy [2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. Ambulance Fees Street Light Energizing Fees 7May 24, 2022 Item #8 Page 191 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Blueprinting of Standard Size each [1]5.00$ 5.00$ -$ West Urban CPI Appeals to City Council each [2]107.00$ 115.00$ 8.00$ West Urban CPI Candidate Filing Fee each [3]25.00$ 25.00$ -$ Set by City policy Notice of Intention to Circulate Initiative Petition each [4]200.00$ 200.00$ -$ Deposition Subpoena per day [5]275.00$ 275.00$ -$ Set by State law Records Subpoena - research per hour [6]17.00$ 15.00$ (2.00)$ Set by State law Copies & Printing - Black & White each [1]0.10$ 0.10$ -$ Set by City policy Copies & Printing - Color each [1]0.10$ 0.10$ -$ Set by City policy CD Copy each [1]Actual Cost Actual Cost --Set by City policy DVD Copy each [1]Actual Cost Actual Cost --Set by City policy USB Drive Copy each [1]Actual Cost Actual Cost --Set by City policy Campaign Statements per page [7]0.10$ 0.10$ -$ Set by State law Conflict of Interest Statement per page [7]0.10$ 0.10$ -$ Set by State law Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]107.00$ 115.00$ 8.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Set per City of Carlsbad Municipal Code 1.12.010 [4]Set per CA Elections Code 9202 [5]Set per CA Government Code 68096.1(b) [6]Set per CA Evidence Code 1563(b)(1) [7]Set per CA Government Code 81008 City Clerk Fees Subpoena Fees Copy Fees FPPC Fees 8May 24, 2022 Item #8 Page 192 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Copies & Printing - Black & White each [1]0.20$ 0.20$ -$ Set by City policy Copies & Printing - Color each [1]1.00$ 1.00$ -$ Set by City policy Account Collection Fee per item [1]10.00$ 10.00$ -$ Set by City policy Hold Request Non-Pickup Fee per item [2]1.00$ 1.00$ -$ Set by City policy Borrowing - Audio/Visual Equipment, per item per day [1]5.00$ 5.00$ -$ Set by City policy Card Replacement per card [2]2.00$ 2.00$ -$ Set by City policy Carlsbad History Collection Photo Fee per request [1] Actual Cost Actual Cost --Set by City policy Inter Loan per request [2]6.00$ 6.00$ -$ Set by City policy Lost/Damaged Item Processing fee per item [2]6.00$ 6.00$ -$ Set by City policy Lost/Damaged Item per item [1]List Price List Price --Set by City policyFees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]12.00$ 12.00$ -$ Set by City policy [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update Library Fees 9May 24, 2022 Item #8 Page 193 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason ESFR Fire Sprinkler System (Initial system)each [2]944.00$ 1,017.00$ 73.00$ West Urban CPI Each additional System each [2]261.00$ 281.00$ 20.00$ West Urban CPI Per Additional Inspection each [2]112.00$ 121.00$ 9.00$ West Urban CPI ESFR Fire Sprinkler System with In-Rack Sprinklers each [2]1,093.00$ 1,177.00$ 84.00$ West Urban CPI Each additional System each [2]261.00$ 281.00$ 20.00$ West Urban CPIPer Additional Inspection each [2]112.00$ 121.00$ 9.00$ West Urban CPIFire Pump (first pump)each [2]869.00$ 936.00$ 67.00$ West Urban CPIEach Additional pump each [2]298.00$ 321.00$ 23.00$ West Urban CPINFPA 13 System < 100 heads each [2]682.00$ 735.00$ 53.00$ West Urban CPIPer Additional Inspection each [2]112.00$ 121.00$ 9.00$ West Urban CPIPer Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPINFPA 13 System > 100 heads (includes one riser)each [2]944.00$ 1,017.00$ 73.00$ West Urban CPIEach Additional Riser each [2]261.00$ 281.00$ 20.00$ West Urban CPIPer Additional Inspection each [2]112.00$ 121.00$ 9.00$ West Urban CPIPer Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPINFPA 13R System 3-16 units (per building)each [2]944.00$ 1,017.00$ 73.00$ West Urban CPIPer Additional Inspection (per building)each [2]149.00$ 160.00$ 11.00$ West Urban CPIPer Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPINFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type)each [2]271.00$ 292.00$ 21.00$ West Urban CPI Per Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPI NFPA 13D Single Family System (Inspection Per Building)each [2]137.00$ 148.00$ 11.00$ West Urban CPI Underground Piping with up to 4 Hydrants/Risers each [2]831.00$ 895.00$ 64.00$ West Urban CPI Underground Piping with 5 or more Hydrants/Risers each [2],[3]1,096.00$ 1,180.00$ 84.00$ West Urban CPI NFPA 13 or 13R System 6 heads or less each [2]137.00$ 148.00$ 11.00$ West Urban CPI NFPA 13 or 13R System 7 - 100 heads each [2]607.00$ 654.00$ 47.00$ West Urban CPI Per Additional Inspection each [2]149.00$ 160.00$ 11.00$ West Urban CPIPer Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPINFPA 13 or 13R System > 100 heads each [2]719.00$ 774.00$ 55.00$ West Urban CPIPer Additional Inspection each [2]149.00$ 160.00$ 11.00$ West Urban CPIPer Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPI Gas Systems (Med Gas, Industrial Gas, LPG)each [2]458.00$ 493.00$ 35.00$ West Urban CPIHood & Duct Extinguishing System each [2]458.00$ 493.00$ 35.00$ West Urban CPIEach additional System each [2]224.00$ 241.00$ 17.00$ West Urban CPIPre-Action System with Alarm each [2]607.00$ 654.00$ 47.00$ West Urban CPIRefrigeration Systems < 500 lbs.each [2]794.00$ 855.00$ 61.00$ West Urban CPIRefrigeration Systems > 500 lbs.each [2]1,354.00$ 1,458.00$ 104.00$ West Urban CPISpecial Equipment (Ovens, Dust, Battery)each [2]458.00$ 493.00$ 35.00$ West Urban CPISpecial Extinguishing System each [2]644.00$ 694.00$ 50.00$ West Urban CPISpray Booths each [2]458.00$ 493.00$ 35.00$ West Urban CPI New Alarm System each [2]1,392.00$ 1,499.00$ 107.00$ West Urban CPI Per Additional Inspection each [2]149.00$ 160.00$ 11.00$ West Urban CPI Per Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPI Sprinkler Monitoring each [2]421.00$ 453.00$ 32.00$ West Urban CPI Per Additional Inspection each [2]149.00$ 160.00$ 11.00$ West Urban CPI Per Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPI Tenant Improvement Fire Alarm System each [2]682.00$ 735.00$ 53.00$ West Urban CPI Per Additional Inspection each [2]149.00$ 160.00$ 11.00$ West Urban CPI Per Additional Plan Type each [2]149.00$ 160.00$ 11.00$ West Urban CPI A-1 Occupancies - New each [2]1,306.00$ 1,407.00$ 101.00$ West Urban CPIA-1 Occupancies - Tenant Improvements each [2]999.00$ 1,076.00$ 77.00$ West Urban CPIA-2 & A-3 Occupancies - New each [2]896.00$ 965.00$ 69.00$ West Urban CPIA-2 & A-3 Occupancies - Tenant Improvements each [2]691.00$ 744.00$ 53.00$ West Urban CPIA-4 & A-5 Occupancies - New each [2]1,306.00$ 1,407.00$ 101.00$ West Urban CPIA-4 & A-5 Occupancies - Tenant Improvements each [2]999.00$ 1,076.00$ 77.00$ West Urban CPIE Occupancies - New each [2]1,306.00$ 1,407.00$ 101.00$ West Urban CPIE Occupancies - Tenant Improvements each [2]999.00$ 1,076.00$ 77.00$ West Urban CPIE Occupancies (Daycare only) each [2]523.00$ 563.00$ 40.00$ West Urban CPIF Occupancies - New each [2]896.00$ 965.00$ 69.00$ West Urban CPIF Occupancies - Tenant Improvements each [2]691.00$ 744.00$ 53.00$ West Urban CPIH Occupancies (not including Chem Class) - New each [2]896.00$ 965.00$ 69.00$ West Urban CPIH Occupancies (not including Chem Class) - Tenant Improvements each [2]691.00$ 744.00$ 53.00$ West Urban CPI I Occupancies - New each [2]896.00$ 965.00$ 69.00$ West Urban CPI I Occupancies - Tenant Improvements each [2]691.00$ 744.00$ 53.00$ West Urban CPI L Occupancies - New each [2]523.00$ 563.00$ 40.00$ West Urban CPI L Occupancies - Tenant Improvements each [2]411.00$ 443.00$ 32.00$ West Urban CPI R-1 & R-2 Occupancies <50 units New flat [2]1,306.00$ 1,407.00$ 101.00$ West Urban CPI R-1 & R-2 Occupancies ≥50 units New flat [2]1,615.00$ 1,739.00$ 124.00$ West Urban CPIR-3 Townhomes New each [2]896.00$ 965.00$ 69.00$ West Urban CPIR Occupancies All - Tenant Improvements each [2]691.00$ 744.00$ 53.00$ West Urban CPIS Occupancies < 50,000 sq. ft. New flat [2]523.00$ 563.00$ 40.00$ West Urban CPI Tenant Improvement Sprinkler System New Sprinkler System Fire Extinguishing and Alarm Systems Building Construction Plan (Architectural Review) Development Applications, Plan Review and Inspection Alarm Systems Other Extinguishing Systems 10May 24, 2022 Item #8 Page 194 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason S Occupancies < 50,000 sq. ft. - Tenant Improvements flat [2]411.00$ 443.00$ 32.00$ West Urban CPI S Occupancies ≥ 50,000 sq. ft. New flat [2]971.00$ 1,046.00$ 75.00$ West Urban CPI S Occupancies ≥ 50,000 sq. ft. - Tenant Improvements flat [2]746.00$ 803.00$ 57.00$ West Urban CPI Chem Class <10 Chemicals flat [2]533.00$ 574.00$ 41.00$ West Urban CPI Chem Class 10- 25 Chemicals flat [2]831.00$ 895.00$ 64.00$ West Urban CPI Chem Class 26 - 100 Chemicals flat [2]1,204.00$ 1,297.00$ 93.00$ West Urban CPI Chem Class >100 Chemicals flat [2]1,578.00$ 1,700.00$ 122.00$ West Urban CPI Fire Department Access & Fire Lanes flat [2]271.00$ 292.00$ 21.00$ West Urban CPIHigh Piled Storage flat [2]831.00$ 895.00$ 64.00$ West Urban CPIHigh Rise Structure greater than 55 feet 373.00$ 402.00$ 29.00$ West Urban CPIPer Additional Floor flat [2]298.00$ 321.00$ 23.00$ West Urban CPI Aboveground Storage Tanks (First tank)each [2]794.00$ 855.00$ 61.00$ West Urban CPIUnderground Storage Tanks (First tank)each [2]719.00$ 774.00$ 55.00$ West Urban CPIEach Additional Tank each [2]112.00$ 121.00$ 9.00$ West Urban CPI Custom Home flat [2]533.00$ 574.00$ 41.00$ West Urban CPITract <75 Homes flat [2]981.00$ 1,057.00$ 76.00$ West Urban CPITract ≥75 Homes flat [2]1,429.00$ 1,539.00$ 110.00$ West Urban CPISmoke Control - Rationale Analysis & Plan Review 1,504.00$ 1,620.00$ 116.00$ West Urban CPI Major each [2]1,419.00$ 1,528.00$ 109.00$ West Urban CPIMinoreach[2]821.00$ 884.00$ 63.00$ West Urban CPI Processing Fee each [2]25.00$ 27.00$ 2.00$ West Urban CPI Per Hour - Overtime hourly [2]162.00$ 174.00$ 12.00$ West Urban CPI Per Hour - Regular Office Hours hourly [2]149.00$ 160.00$ 11.00$ West Urban CPI First Hour each [2]175.00$ 188.00$ 13.00$ West Urban CPI Each Additional Hour hourly [2]149.00$ 160.00$ 11.00$ West Urban CPIPlan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]149.00$ 160.00$ 11.00$ West Urban CPIReinspection (Per inspection)each [2]212.00$ 228.00$ 16.00$ West Urban CPI Single tent each [2]224.00$ 241.00$ 17.00$ West Urban CPI2-5 tents flat [2]448.00$ 482.00$ 34.00$ West Urban CPI6 or more tents flat [2]598.00$ 644.00$ 46.00$ West Urban CPIWeed Abatement Administrative Fee 298.00$ 321.00$ 23.00$ West Urban CPIFire Nuisance Alarm - 1st response in 12 month period each [1]-$ -$ -$ Set by City policyFire Nuisance Alarm - 2nd response in 12 month period each [1]89.00$ 96.00$ 7.00$ West Urban CPIFire Nuisance Alarm - 3rd response in 12 month period each [1]177.00$ 191.00$ 14.00$ West Urban CPIFire Nuisance Alarm - each additional response thereafter each [1]348.00$ 375.00$ 27.00$ West Urban CPIFire Nuisance Alarm - each billing each [1]12.00$ 13.00$ 1.00$ West Urban CPI Special Events Application Processing flat [2],[6]149.00$ 160.00$ 11.00$ West Urban CPISpecial Events - Fire Prevention/Operations Support Prior To/During Event each [2],[6]Actual Cost Actual Cost --Set by City policy Care Facility for more than 6 ambulatory & non-ambulatory clients each [2],[4]162.00$ 174.00$ 12.00$ West Urban CPI Hospitals, Nursing homes, Mental hospitals, Detoxification and Surgery Centers each [2],[4]311.00$ 335.00$ 24.00$ West Urban CPI Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, & etc.)each [2],[4]162.00$ 174.00$ 12.00$ West Urban CPI Pre-Inspection Residential Care Facility (i.e. Single Family Residences)each [2],[4]162.00$ 174.00$ 12.00$ West Urban CPI High Rise Facility > 75 ft. (per floor of building)each [2],[4]162.00$ 174.00$ 12.00$ West Urban CPI Pre-School each [2],[4]373.00$ 402.00$ 29.00$ West Urban CPI Elementary/Middle School each [2],[4]598.00$ 644.00$ 46.00$ West Urban CPI High School each [2],[4]896.00$ 965.00$ 69.00$ West Urban CPI 1-5 Buildings per property flat [2],[4]523.00$ 563.00$ 40.00$ West Urban CPI 6-10 Buildings per property flat [2],[4]896.00$ 965.00$ 69.00$ West Urban CPI 11 or more buildings per property flat [2],[4]1,120.00$ 1,206.00$ 86.00$ West Urban CPI 3-10 units per building flat [2],[4]187.00$ 201.00$ 14.00$ West Urban CPI11-40 units per building flat [2],[4]224.00$ 241.00$ 17.00$ West Urban CPIGreater than 40 units per building flat [2],[4]299.00$ 322.00$ 23.00$ West Urban CPI Tier 1 each [2],[5]162.00$ 174.00$ 12.00$ West Urban CPITier 2 each [2],[5]311.00$ 335.00$ 24.00$ West Urban CPITier 3 each [2],[5]461.00$ 496.00$ 35.00$ West Urban CPI Tier 1 each [2],[5]87.00$ 94.00$ 7.00$ West Urban CPITier 2 each [2],[5]162.00$ 174.00$ 12.00$ West Urban CPI Hazardous Materials StoragePlan Review and Inspection Storage Tanks Vegetation Fuel Modification Tent Permit (Not associated with special events) Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc. Plan Review Aerial Fireworks DisplayOther Fire Fees State Mandated Hotel and Motel Inspection State Mandated School Inspection - Public or Private School Fire Inspections for the following Occupancies:Fire & Life Safety Inspections and Fire Code Permits State Mandated Apartment Inspection Fire Code Permits - Annual Renewal Permit Fire Code Permits - Initial Permit 11May 24, 2022 Item #8 Page 195 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Tier 3 each [2],[5]237.00$ 255.00$ 18.00$ West Urban CPI < 300 people flat [2]162.00$ 174.00$ 12.00$ West Urban CPI > 300 people flat [2]311.00$ 335.00$ 24.00$ West Urban CPI Tier 1 - 5,000 sq. ft. or less flat [2]124.00$ 134.00$ 10.00$ West Urban CPI Tier 2 - 5,001 to 20,000 sq. ft.flat [2]199.00$ 214.00$ 15.00$ West Urban CPI Tier 3 - 20,001 and greater flat [2]311.00$ 335.00$ 24.00$ West Urban CPIFees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]149.00$ 160.00$ 11.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4] [5] [6]Additional fees for Standby of fire personnel and equipment during event will apply. Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot Works; Welding Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives-Model Rockets Tier 3 – Aircraft Refueling; Explosives – Blasting & Fireworks; High Piled Combustible Storage (HPS); Lumber Yards & Woodworking Plants; Refrigeration Equipment; Spraying or Dipping Operations Package Permits – All permits associated in the following activities are included in the Tier priced above: Dry Cleaning; Motor Vehicle Fuel Dispensing; Repair Garage; Welding All annual inspection fees shall include time for the initial inspection and 1 reinspection. All subsequent reinspection shall be charged an additional rate per inspection. All Other Occupancies Annual Inspections Assembly 12May 24, 2022 Item #8 Page 196 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Audio / Photos on Disk each [2]37.00$ 40.00$ 3.00$ West Urban CPI Burglary Alarm Registration Fee each [2]24.00$ 26.00$ 2.00$ West Urban CPI False Alarm Response - Second Occurrence each [2]33.00$ 36.00$ 3.00$ West Urban CPI False Alarm Response - Additional Occurrence each [2]62.00$ 67.00$ 5.00$ West Urban CPI Excess False Alarm Panic Response - Robbery each [3]100.00$ 100.00$ -$ Set by City policy Excess False Alarm Panic Response - Burglary each [3]100.00$ 100.00$ -$ Set by City policy Copy Investigation Record each [2]51.00$ 55.00$ 4.00$ West Urban CPI Dispatch Records Searches per query [2]19.00$ 20.00$ 1.00$ West Urban CPI Entertainment License each [2]260.00$ 280.00$ 20.00$ West Urban CPI Fingerprinting processing Fee each [2],[5]22.00$ 24.00$ 2.00$ West Urban CPI Fix-It Ticket - moving violation each [2],[6]18.00$ 19.00$ 1.00$ West Urban CPI Fix-It Ticket - parking/registration violation each [2],[6]11.00$ 12.00$ 1.00$ West Urban CPI Handicap Placard Violation Waiver Processing Fee each [2],[7]24.00$ 26.00$ 2.00$ West Urban CPI Photograph Copy - Subpoena or Records requests that require retrieval in QueTel evidence program.each [2]18.00$ 19.00$ 1.00$ West Urban CPI Police/Fire - Emergency Response DUI Traffic Collision (max $12,000 per incident)each [1]Actual Cost Actual Cost --Set by City policy Production of body worn camera videos. Staff time per hour of production and redaction of videos.each [1]Actual Cost Actual Cost --Set by City policy Report Copy Fee (Free to Victim)each [2]11.00$ 12.00$ 1.00$ West Urban CPI Rental of Conference rooms to Safety Personnel each [2]195.00$ 210.00$ 15.00$ West Urban CPI Storage/Impounded Vehicle Administrative Charge each [2]135.00$ 145.00$ 10.00$ West Urban CPI Administrative Fee - DUI each [1]20.00$ 22.00$ 2.00$ West Urban CPI Massage license permit (plus fingerprint processing fee)each [4]136.00$ 146.00$ 10.00$ West Urban CPI Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]74.00$ 80.00$ 6.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Set per City of Carlsbad Municipal Code 8.50.080 [E] [4]Set per City of Carlsbad Municipal Code 5.16.070 [5]Plus actual cost from processing agency [6]Requires proof of correction [7]Waived with proof of correction Police Fees 13May 24, 2022 Item #8 Page 197 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason 1st Violation of a City Ordinance each [2]100.00$ 100.00$ -$ Set by City policy 2nd Violation of a City Ordinance each [2]200.00$ 200.00$ -$ Set by City policy 3rd Violation of a City Ordinance each [2]500.00$ 500.00$ -$ Set by City policy Subsequent violation of same ordinance within one year each [2]500.00$ 500.00$ -$ Set by City policy CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded)each [3]48.00$ 48.00$ -$ Set by City policy CA VC 22500(i) Bus Zone each [3]263.00$ 263.00$ -$ Set by City policy CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$ 343.00$ -$ Set by City policy CA VC 22507.8 (a)-(c) Disabled Parking Space/Access Area/Loading Area each [3]343.00$ 343.00$ -$ Set by City policy CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$ 343.00$ -$ Set by City policy CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$ 63.00$ -$ Set by City policy CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded)each [3]38.00$ 38.00$ -$ Set by City policy CA VC 4000(a) Expired Registration each [3]63.00$ 63.00$ -$ Set by City policy CA VC 26100C Tinted Covers on Headlights each [3]48.00$ 48.00$ -$ Set by City policy CA VC 28071 Passenger Car Bumpers Required each [3]88.00$ 88.00$ -$ Set by City policy Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation. each [1]50.00$ 50.00$ -$ Set by City policy [Notes] [1]Set per City policy [2]Set per City of Carlsbad Resolution 2001-167 and limit set per CA Government Code Section 36900 [B] [3]Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. Vehicle, Traffic, and Parking Civil Penalties Administrative Citation Penalties 14May 24, 2022 Item #8 Page 198 of 245 Fee Name Fee Type Notes Fee/Deposit 3-Cart (64 or 96 gallon cart)[1]28.02$ 3-Cart Low Generator (35 gallon cart)[1]25.54$ Back Yard Service Fee (added to curbside rate)[1]35.26$ Additional Solid Waste Cart [1]3.05$ Additional Recycled Materials Cart (4+)[1]3.05$ Additional Organics Cart (4+)[1]3.05$ One pick-up per week [1]27.94$ Two pick-ups per week [1]55.90$ Three pick-ups per week [1]83.84$ Four pick-ups per week [1]108.27$ Five pick-ups per week [1]132.80$ Six pick-ups per week [1]157.31$ Extra pick-up per week [1]13.16$ One pick-up per week [1]58.61$ Two pick-ups per week [1]103.60$ Three pick-ups per week [1]148.54$ Four pick-up per week [1]191.82$ Five pick-ups per week [1]235.29$ Six pick-ups per week [1]278.71$ Multi-Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]12.77$ 1-yard bin - one pick-up per week [1]73.64$ 1-yard bin - two pick-ups per week [1]125.08$ 1-yard bin - three pick-ups per week [1]176.71$ 1-yard bin - four pick-ups per week [1]228.18$ 1-yard bin - five pick-ups per week [1]279.90$ 1-yard bin - six pick-ups per week [1]331.56$ 1-yard bin - extra pick-up [1]35.42$ 2-yard bin - one pick-up per week [1]100.03$ 2-yard bin - two pick-ups per week [1]176.04$ 2-yard bin - three pick-ups per week [1]252.09$ 2-yard bin - four pick-ups per week [1]328.01$ 2-yard bin - five pick-ups per week [1]404.09$ 2-yard bin - six pick-ups per week [1]480.12$ 2-yard bin - extra pick-up [1]48.11$ 3-yard bin - one pick-up per week [1]135.89$ 3-yard bin - two pick-ups per week [1]247.77$ Trash Collection Rates (Stormwater fee included) Commercial Solid Waste Yard Bins Commercial 96 Gallon Cart - Recycling and Organics Included Commercial Solid Waste - 64 or 96 Gallon Cart Commercial Services Residential Services 15May 24, 2022 Item #8 Page 199 of 245 Fee Name Fee Type Notes Fee/Deposit 3-yard bin - three pick-ups per week [1]359.63$ 3-yard bin - four pick-ups per week [1]480.12$ 3-yard bin - five pick-ups per week [1]583.36$ 3-yard bin - six pick-ups per week [1]695.26$ 3-yard bin - extra pick-up [1]64.57$ 4-yard bin - one pick-up per week [1]181.22$ 4-yard bin - two pick-ups per week [1]338.41$ 4-yard bin - three pick-ups per week [1]495.67$ 4-yard bin - four pick-ups per week [1]652.86$ 4-yard bin - five pick-ups per week [1]810.07$ 4-yard bin - six pick-ups per week [1]967.29$ 4-yard bin - extra pick-up [1]77.25$ 5-yard bin - one pick-up per week [1]226.57$ 5-yard bin - two pick-ups per week [1]429.15$ 5-yard bin - three pick-ups per week [1]631.69$ 5-yard bin - four pick-ups per week [1]810.07$ 5-yard bin - five pick-ups per week [1]1,036.82$ 5-yard bin - six pick-ups per week [1]1,239.40$ 5-yard bin - extra pick-up [1]89.90$ 6-yard bin - one pick-up per week [1]247.77$ 6-yard bin - two pick-ups per week [1]480.12$ 6-yard bin - three pick-ups per week [1]695.26$ 6-yard bin - four pick-ups per week [1]967.29$ 6-yard bin - five pick-ups per week [1]1,239.40$ 6-yard bin - six pick-ups per week [1]1,588.05$ 6-yard bin - extra pick-up [1]112.39$ One pick-up per week [1]109.74$ Two pick-ups per week [1]200.29$ Three pick-ups per week [1]290.82$ Four pick-ups per week [1]381.35$ Five pick-ups per week [1]471.88$ Six pick-ups per week [1]562.43$ 3-yard bin - one pick-up per week [1]190.49$ 3-yard bin - two pick-ups per week [1]356.71$ 3-yard bin - three pick-ups per week [1]522.93$ 3-yard bin - four pick-ups per week [1]689.14$ 3-yard bin - five pick-ups per week [1]855.37$ 3-yard bin - six picks-up per week [1]1,021.63$ 3-yard bin - extra pick-up [1]77.47$ 4-yard bin - one pick-up per week [1]314.57$ 4-yard bin - two pick-ups per week [1]602.70$ Commercial Bin Compactor - Solid Waste Commercial Split Bins (includes 2 locks ) 16May 24, 2022 Item #8 Page 200 of 245 Fee Name Fee Type Notes Fee/Deposit 4-yard bin - three pick-ups per week [1]891.27$ 4-yard bin - four pick-ups per week [1]1,179.78$ 4-yard bin - five pick-ups per week [1]1,468.39$ 4-yard bin - six picks-up per week [1]1,757.05$ 4-yard bin - extra pick-up [1]127.93$ 6-yard bin - one pick-up per week [1]491.72$ 6-yard bin - two pick-ups per week [1]969.21$ 6-yard bin - three pick-ups per week [1]1,447.56$ 6-yard bin - four pick-ups per week [1]1,926.40$ 6-yard bin - five pick-ups per week [1]2,405.46$ 6-yard bin - six picks-up per week [1]2,884.62$ 6-yard bin - extra pick-up [1]199.96$ 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ 3-yard bin - two pick-ups per week [1]198.22$ 3-yard bin - three pick-ups per week [1]287.71$ Commercial Recycling 17May 24, 2022 Item #8 Page 201 of 245 Fee Name Fee Type Notes Fee/Deposit 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - seven pick-ups per week [1]648.13$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - seven pick-ups per week [1]899.72$ 4-yard bin - extra pick-up [1]61.80$ 5-yard bin - one pick-up per week [1]181.25$ 5-yard bin - two pick-ups per week [1]343.32$ 5-yard bin - three pick-ups per week [1]505.35$ 5-yard bin - four pick-ups per week [1]648.06$ 5-yard bin - five pick-ups per week [1]829.45$ 5-yard bin - six pick-ups per week [1]991.52$ 5-yard bin - extra pick-up [1]71.92$ 6-yard bin - one pick-up per week [1]198.22$ 6-yard bin - two pick-ups per week [1]384.10$ 6-yard bin - three pick-ups per week [1]556.20$ 6-yard bin - four pick-ups per week [1]773.83$ 6-yard bin - five pick-ups per week [1]991.52$ 6-yard bin - six pick-ups per week [1]1,270.44$ 6-yard bin - extra pick-up [1]89.92$ 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ 6-yard bin - one pick-up per week [1]393.38$ Commercial Bin Compactor - Recycling 18May 24, 2022 Item #8 Page 202 of 245 Fee Name Fee Type Notes Fee/Deposit 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ 32 gal cart - one pick-up per week [1]20.43$ 32 gal cart - two pick-ups per week [1]40.87$ 32 gal cart - three pick-ups per week [1]61.30$ 32 gal cart - four pick-ups per week [1]79.15$ 32 gal cart - five pick-ups per week [1]97.09$ 32 gal cart - six pick-ups per week [1]115.01$ 64 or 96 gal cart - one pick-up per week [1]22.36$ 64 or 96 gal cart - two pick-ups per week [1]44.72$ 64 or 96 gal cart - three pick-ups per week [1]67.07$ 64 or 96 gal cart - four pick-ups per week [1]86.62$ 64 or 96 gal cart - five pick-ups per week [1]106.24$ 64 or 96 gal cart - six pick-ups per week [1]125.85$ 64 or 96 gal cart - extra pick-up [1]10.53$ 1-yard bin - one pick-up per week [1]58.91$ 1-yard bin - two pick-ups per week [1]100.06$ 1-yard bin - three pick-ups per week [1]141.37$ 1-yard bin - four pick-ups per week [1]182.54$ 1-yard bin - five pick-ups per week [1]223.92$ 1-yard bin - six pick-ups per week [1]265.25$ 1-yard bin - extra pick-up [1]28.33$ 1.5-yard bin - one pick-up per week [1]69.47$ 1.5-yard bin - two pick-ups per week [1]120.45$ 1.5-yard bin - three pick-ups per week [1]171.52$ 1.5-yard bin - four pick-ups per week [1]222.47$ 1.5-yard bin - five pick-ups per week [1]273.60$ 1.5-yard bin - six pick-ups per week [1]324.67$ 1.5-yard bin - extra pick-up [1]33.41$ 2-yard bin - one pick-up per week [1]80.03$ 2-yard bin - two pick-ups per week [1]140.83$ 2-yard bin - three pick-ups per week [1]201.67$ 2-yard bin - four pick-ups per week [1]262.40$ 2-yard bin - five pick-ups per week [1]323.27$ 2-yard bin - six pick-ups per week [1]384.10$ 2-yard bin - extra pick-up [1]38.49$ 3-yard bin - one pick-up per week [1]108.71$ 3-yard bin - two pick-ups per week [1]198.22$ Commercial Organics Recycling 19May 24, 2022 Item #8 Page 203 of 245 Fee Name Fee Type Notes Fee/Deposit 3-yard bin - three pick-ups per week [1]287.71$ 3-yard bin - four pick-ups per week [1]384.10$ 3-yard bin - five pick-ups per week [1]466.69$ 3-yard bin - six pick-ups per week [1]556.20$ 3-yard bin - extra pick-up [1]51.65$ 4-yard bin - one pick-up per week [1]144.97$ 4-yard bin - two pick-ups per week [1]270.73$ 4-yard bin - three pick-ups per week [1]396.53$ 4-yard bin - four pick-ups per week [1]522.29$ 4-yard bin - five pick-ups per week [1]648.06$ 4-yard bin - six pick-ups per week [1]773.83$ 4-yard bin - extra pick-up [1]61.80$ 3-yard bin - one pick-up per week [1]152.39$ 3-yard bin - two pick-ups per week [1]285.37$ 3-yard bin - three pick-ups per week [1]418.35$ 3-yard bin - four pick-ups per week [1]551.31$ 3-yard bin - five pick-ups per week [1]684.30$ 3-yard bin - six picks-up per week [1]817.30$ 3-yard bin - extra pick-up [1]61.97$ 4-yard bin - one pick-up per week [1]251.66$ 4-yard bin - two pick-ups per week [1]482.16$ 4-yard bin - three pick-ups per week [1]713.01$ 4-yard bin - four pick-ups per week [1]943.82$ 4-yard bin - five pick-ups per week [1]1,174.72$ 4-yard bin - six picks-up per week [1]1,405.64$ 4-yard bin - extra pick-up [1]102.34$ 6-yard bin - one pick-up per week [1]393.38$ 6-yard bin - two pick-ups per week [1]775.37$ 6-yard bin - three pick-ups per week [1]1,158.04$ 6-yard bin - four pick-ups per week [1]1,541.12$ 6-yard bin - five pick-ups per week [1]1,924.37$ 6-yard bin - six picks-up per week [1]2,307.70$ 6-yard bin - extra pick-up [1]159.97$ 3-yard bin - one pick-up per week [1]166.12$ 3-yard bin - two pick-ups per week [1]259.62$ 3-yard bin - three pick-ups per week [1]353.11$ 3-yard bin - four pick-ups per week [1]446.61$ 3-yard bin - five pick-ups per week [1]540.12$ 3-yard bin - six pick-ups per week [1]633.62$ 3-yard bin - extra pick-up [1]54.24$ Construction and Demolition Recycling Special Haul Bin Rate Commercial Bin Compactor - Organics Recycling 20May 24, 2022 Item #8 Page 204 of 245 Fee Name Fee Type Notes Fee/Deposit Special Haul Bin (no Storm Water Fees) 1 week or less [1]117.32$ 2-yard temporary C&D Recycling Bin [1]136.79$ 3-yard temporary C&D Recycling Bin [1]139.03$ 4-yard temporary C&D Recycling Bin [1]151.10$ 6-yard temporary C&D Recycling Bin [1]156.09$ Bin Exchange [1]75.92$ Bin Lock Set Up Fee [1]47.45$ Locking Fee [1]18.04$ Overloaded Bins [1]65.37$ Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a charge per paint request.[1]130.67$ Bin Relocation (first 25 feet free)9.02$ Special haul bin delivery [1]52.33$ Certified burial at Miramar plus special handling fee charged by Miramar [1]409.62$ Commercial Return to Service Fee - The return to service fee for two or more calls in a one-month period by a bin [1]84.19$ Copy Fee - The charge for copies requested by customers [1]1.79$ Delivery of extra cart [1]14.66$ Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge [1]4.51$ Bulky Item - Exceeding 5 per pick up - First item [1]53.30$ Bulky Item - Exceeding 5 per pick up - each addl item [1]13.66$ Per Bulky Item - first item [1]53.30$ Per Bulky Item - each additional item [1]13.66$ Bulky Item requiring 2 people to handle [1]76.54$ Contamination Fee - to recover costs for separating solid waste placed in a recycling or green waste container or for arranging a special, unscheduled collection due to contamination. [1]67.96$ Scout service per bin per service [1]61.49$ Residential Return to Service Fee - The return to service fee for two or more calls in a one-month period by a residential customer [1]42.81$ Restart Fee - The fee for restarting commercial service when a permanent account has been terminated for non-payment.[1]25.68$ Service Fee - Roll off service [1]278.87$ Disposal Fee per Ton (pass through)[1]51.05$ Recycling Processing Fee per Ton (pass through)[1]35.51$ Single and Multi-Family Resident Bulky Item Pick-Ups - 5 items maximum per pick up Commercial Bulky Item Pick-Ups Roll off Service Other Fees and Charges 21May 24, 2022 Item #8 Page 205 of 245 Fee Name Fee Type Notes Fee/Deposit Organics Processing Fee per Ton (pass through)[1]77.87$ C&D Processing Fee per Ton (pass through)[1]73.28$ Contaminated Load (per occurrence)[1]278.87$ Roll off - Demurrage Per Day Charge [1]5.94$ Delivery [1]71.77$ Delivery Demo (includes signage) [1]75.87$ Relocation Charge onsite [1]56.07$ Relocation Charge offsite [1]79.99$ Wash Out Receiver Boxes [1]64.15$ Dead Run charge [1]96.15$ Standby charge after 5 minutes [1]2.54$ [Notes] [1] Set per contract by Republic Services. New rates take effect July 1, 2022. Some service types and categories are new or have changed so direct comparions to the prior contract are not displayed. 22May 24, 2022 Item #8 Page 206 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Discontinuation of Service - Non-Payment (Shut-off)each [2]44.00$ 48.00$ 4.00$ Increased by 10% to get closer to appropriate cost recovery level Service Reconnection (Non-Payment) - Same Day / Non-Business hours (After Hours Turn-On)each [2],[3]196.00$ 216.00$ 20.00$ Increased by 10% to get closer to appropriate cost recovery levelContinuity of Service each [2]8.00$ 9.00$ 1.00$ West Urban CPI Electronic Notice (in lieu of door hanger)each [2]1.00$ 3.00$ 2.00$ Increased based on updated cost analysis Door Hanger Notice each [2]18.00$ 20.00$ 2.00$ Increased by 10% to get closer to appropriate cost recovery levelNew Account Set Up (Admin)each [2]37.00$ 40.00$ 3.00$ West Urban CPI Service Reconnection for Non-Payment (Next Day) Business Hours (Next Scheduled Day Turn-On)each [2],[3]72.00$ 100.00$ 28.00$ Increased based on updated cost analysisNew Account Service Connection - (Same Day) Business Hours (Same Day Turn-On)each [2]126.00$ 136.00$ 10.00$ West Urban CPI Utility Standards and Specifications each [1]Actual Cost Actual Cost --Set by City policy Potable Water Meter - Construction Meter Deposit deposit [1]900.00$ 900.00$ -$ Set based on updated cost analysis Potable Water Meter - Construction Meter Installation each [2]211.00$ 232.00$ 21.00$ Increased based on updated cost analysis Potable Water Meter - Construction Meter Relocation each [2]94.00$ 103.00$ 9.00$ Increased based on updated cost analysisBlueprinting of Standard Size (24" x 36") Improvement Plan Sheet (cost for each)each [2]6.00$ 6.00$ -$ West Urban CPI Potable Backflow Preventer Annual Testing - 1st Notice each, per month [1]3.00$ 3.00$ -$ West Urban CPI Potable Backflow Preventer Annual Testing - 2nd Notice per month [1]12.00$ 20.00$ 8.00$ Increased based on updated cost analysis Potable Backflow Preventer Annual Testing - 3rd Notice per month [1]36.00$ 50.00$ 14.00$ Increased based on updated cost analysisPotable Water Shutdown Fee each [1]805.00$ 867.00$ 62.00$ West Urban CPI Recycled Water Fees Recycled Backflow Preventer Annual Testing - 1st Notice each, per month [2]3.00$ 3.00$ -$ West Urban CPI Recycled Backflow Preventer Annual Testing - 2nd Notice per month [2]12.00$ 13.00$ 1.00$ West Urban CPI Recycled Backflow Preventer Annual Testing - 3rd Notice per month [2]36.00$ 39.00$ 3.00$ West Urban CPI Cross-Connection Inspection - County Department of Environmental Health (CDEH)each [2]Actual Cost Actual Cost --Pass-through from County Cross-Connection Reinspection each [2]151.00$ Actual Cost --Pass-through from County Recycled Water Meter - Construction Meter Deposit deposit [1]900.00$ 900.00$ -$ Set based on updated cost analysis Recycled Water Meter - Construction Meter Installation each [2]211.00$ 232.00$ 21.00$ Increased by 10% to get closer to appropriate cost recovery level Recycled Water Meter - Construction Meter Relocation each [2]94.00$ 103.00$ 9.00$ Increased by 10% to get closer to appropriate cost recovery levelE28 Recycled Water Shutdown - Actual Cost each [2]805.00$ 867.00$ 62.00$ West Urban CPI Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1]140.00$ 151.00$ 11.00$ West Urban CPI Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]151.00$ 163.00$ 12.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Set per CA Health and Safety Code 1169149(a)(1) Water Services Fees Water Account FeesUtility Account and Service Fees 23May 24, 2022 Item #8 Page 207 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason 5/8" Ultrasonic per [1]364.00$ 399.00$ 35.00$ Increased based on updated cost analysis Fire Protection – 5/8" Ultrasonic per [1]364.00$ 399.00$ 35.00$ Increased based on updated cost analysis 3/4” Ultrasonic per [1]371.00$ 395.00$ 24.00$ Increased based on updated cost analysis 1” Ultrasonic per [1]404.00$ 506.00$ 102.00$ Increased based on updated cost analysis 1-1/2” Ultrasonic per [1]579.00$ 614.00$ 35.00$ Increased based on updated cost analysis 1-1/2” Turbo per [1]710.00$ 745.00$ 35.00$ Increased based on updated cost analysis 2” Ultrasonic per [1]781.00$ 873.00$ 92.00$ Increased based on updated cost analysis 2” Turbo per [1]996.00$ 918.00$ (78.00)$ Set based on updated cost analysis 3" Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 4" Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 6” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 8” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 10” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 12” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 5/8" Ultrasonic per [1]364.00$ 399.00$ 35.00$ Increased based on updated cost analysis Fire Protection – 5/8" Ultrasonic per [1]364.00$ 399.00$ 35.00$ Increased based on updated cost analysis 3/4” Ultrasonic per [1]371.00$ 395.00$ 24.00$ Increased based on updated cost analysis 1” Ultrasonic per [1]404.00$ 506.00$ 102.00$ Increased based on updated cost analysis 1-1/2” Turbo per [1]710.00$ 745.00$ 35.00$ Increased based on updated cost analysis 2” Turbo per [1]996.00$ 918.00$ (78.00)$ Set based on updated cost analysis 3" Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 4" Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 6” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis Utility Meter Installation Fees The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the Potable & Recycled Water Connection Fees and SDCWA Fee. Recycled Water (meter size, inches) Potable Water (meter size, inches) 24May 24, 2022 Item #8 Page 208 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason 8” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 10” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 12” Ultrasonic per [1]Actual Cost Actual Cost -- Set based on updated cost analysis 5/8” each [1]4,526.00$ 4,870.00$ 344.00$ Los Angeles ENR CCI 3/4”each [1]6,453.00$ 6,943.00$ 490.00$ Los Angeles ENR CCI 1”each [1]10,184.00$ 10,958.00$ 774.00$ Los Angeles ENR CCI 1-1/2”each [1]19,237.00$ 20,699.00$ 1,462.00$ Los Angeles ENR CCI 2”each [1]28,970.00$ 31,172.00$ 2,202.00$ Los Angeles ENR CCI 3”each [1]49,013.00$ 52,737.00$ 3,724.00$ Los Angeles ENR CCI 4”each [1]76,242.00$ 82,036.00$ 5,794.00$ Los Angeles ENR CCI 6”each [1]141,591.00$ 152,352.00$ 10,761.00$ Los Angeles ENR CCI 8”each [1]167,351.00$ 180,069.00$ 12,718.00$ Los Angeles ENR CCI 1-1/2”each [1]22,583.00$ 24,300.00$ 1,717.00$ Los Angeles ENR CCI 2”each [1]36,211.00$ 38,963.00$ 2,752.00$ Los Angeles ENR CCI 3”each [1]76,242.00$ 82,036.00$ 5,794.00$ Los Angeles ENR CCI 4”each [1]217,834.00$ 234,389.00$ 16,555.00$ Los Angeles ENR CCI 6”each [1]435,659.00$ 468,769.00$ 33,110.00$ Los Angeles ENR CCI 8”each [1]610,132.00$ 656,502.00$ 46,370.00$ Los Angeles ENR CCI [Notes] [1]Set per City policy Turbo (All Irrigation Meters) Ultrasonic These fees are in addition to the Meter Installation Fees and SDCWA Fees. Utility Potable and Recycled Water Connection Fees (meter size, inches) 25May 24, 2022 Item #8 Page 209 of 245 Fee Name Fee Type Notes Current Fee / Deposit Proposed Fee/Deposit Change Reason Fire Protection per [1] Based on size of meter Based on size of meter -- Fees set by SDCWA and updated on Jan. 1 each year 5/8" Displacement per [1]5,328.00$ 5,328.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 3/4” Displacement per [1]5,328.00$ 5,328.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1” Displacement per [1]8,525.00$ 8,525.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1-1/2” Displacement per [1]15,984.00$ 15,984.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1-1/2” Turbo per [1]15,984.00$ 15,984.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 2” Displacement per [1]27,706.00$ 27,706.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 2” Turbo per [1]27,706.00$ 27,706.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 3” per [1]51,149.00$ 51,149.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 4” per [1]87,379.00$ 87,379.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 6”per [1]159,840.00$ 159,840.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 8”per [1]277,056.00$ 277,056.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 10”per [1]415,584.00$ 415,584.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 12”per [1]703,296.00$ 703,296.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year Fire Protection per [1] Based on size of meter Based on size of meter -- Fees set by SDCWA and updated on Jan. 1 each year 5/8" Displacement per [1]149.00$ 149.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 3/4” Displacement per [1]149.00$ 149.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1” Displacement per [1]238.00$ 238.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1-1/2” Displacement per [1]447.00$ 447.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 1-1/2” Turbo per [1]447.00$ 447.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 2” Displacement per [1]775.00$ 775.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 2” Turbo per [1]775.00$ 775.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 3” per [1]1,430.00$ 1,430.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”. San Diego County Water Authority (SDCWA) Fees Water Treatment Capacity Charge (meter size, inches) SDCWA System Capacity Charge (meter size, inches) 26May 24, 2022 Item #8 Page 210 of 245 Fee Name Fee Type Notes Current Fee / Deposit Proposed Fee/Deposit Change Reason 4” per [1]2,443.00$ 2,443.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 6”per [1]4,470.00$ 4,470.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 8”per [1]7,748.00$ 7,748.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 10”per [1]11,622.00$ 11,622.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year 12”per [1]19,668.00$ 19,668.00$ -$ Fees set by SDCWA and updated on Jan. 1 each year [Notes] [1]These fees are set by San Diego County Water Authority, effective January 1, 2022, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. 27May 24, 2022 Item #8 Page 211 of 245 Section 2 Development Related Service Fees 28May 24, 2022 Item #8 Page 212 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Agricultural Mitigation Fee per net converted acre [1] $ 10,000.00 $ 10,000.00 -$ Set by City policy Amendments and Revisions to Approved Projects flat [1] 50% of current application fee 50% of Current Application Fee --Set by City policy Appeals to Planning Commision / City Council [2]786.00$ 847.00$ 61.00$ West Urban CPI Minor Projects, per permit each [3]98.00$ 98.00$ -$ Set by City policy Major Projects, per permit each [4]295.00$ 295.00$ -$ Set by City policy 2 - 4 unit or lot subdivision and SFD w/ bluff (per unit or lot, whichever is greater)per unit/lot [2]2,629.00$ 2,831.00$ 202.00$ West Urban CPI 5 or more units or lot subdivision per permit [2]4,280.00$ 4,610.00$ 330.00$ West Urban CPI Emergency flat [2]532.00$ 573.00$ 41.00$ West Urban CPI Exemption flat [2]293.00$ 316.00$ 23.00$ West Urban CPI Minor Permit flat [2]1,032.00$ 1,111.00$ 79.00$ West Urban CPI Non-Residential + 10 cents per square foot flat [2]1,165.00$ 1,255.00$ 90.00$ West Urban CPI Single Family Lot flat [2]1,298.00$ 1,398.00$ 100.00$ West Urban CPI Within Biological Habitat Preserve flat [2]1,018.00$ 1,096.00$ 78.00$ West Urban CPI Minor flat [2]905.00$ 975.00$ 70.00$ West Urban CPI Regular flat [2]5,405.00$ 5,821.00$ 416.00$ West Urban CPI Daycare Permit (7 - 14 Children)flat [2]253.00$ 272.00$ 19.00$ West Urban CPI Initial Study - NEGATIVE DECLARATION flat [2]2,083.00$ 2,243.00$ 160.00$ West Urban CPI Initial Study - MITIGATED NEG DEC flat [2]1,146.00$ 1,234.00$ 88.00$ West Urban CPI First 20 hours of project planner base fee (flat)[2]3,028.00$ 3,261.00$ 233.00$ West Urban CPI >20 hours of project planner per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI First 120 hours of project planner and 20 hours of project engineer base fee (flat)[2]15,293.00$ 16,471.00$ 1,178.00$ West Urban CPI >120 project planner hours and >20 project engineer hours per hour [2]227.00$ 244.00$ 17.00$ West Urban CPI First 180 hours of project planner and 40 hours of project engineer base fee (flat)[2]23,453.00$ 25,259.00$ 1,806.00$ West Urban CPI >180 project planner hours and >40 project engineer hours per hour [2]227.00$ 244.00$ 17.00$ West Urban CPI Environmental Impact Report (EIR)flat [5] $ 3,589.25 $ 3,589.25 -$ Fees set by Dept. of Fish and Wildlife and updated on Jan. 1 each year Environmental Document pursuant to a Certified Regulatory Program (CRP)flat [5] $ 1,253.25 $ 1,253.25 -$ Fees set by Dept. of Fish and Wildlife and updated on Jan. 1 each year Negative Declaration (ND) /Mitigated Negative Declaration (MND)flat [5] $ 2,598.00 $ 2,598.00 -$ Fees set by Dept. of Fish and Wildlife and updated on Jan. 1 each year Extensions to projects in process flat [1] 25% of current fee 25% of current fee --Set by City policy General Plan Amendment deposit [2]5,145.00$ 5,541.00$ 396.00$ West Urban CPI Amendment to Plan Document - Major - first 60 hours of project planner base fee (flat)[2]6,443.00$ 6,939.00$ 496.00$ West Urban CPI >60 hours of project planner per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI Amendment to Plan Document - Minor flat [2]3,887.00$ 4,186.00$ 299.00$ West Urban CPI Permit - Major -first 40 hours of project planner base fee (flat)[2]4,711.00$ 5,074.00$ 363.00$ West Urban CPI >40 hours or project planner per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI Permit - Minor - first 20 hours of project planner base fee (flat)[2]653.00$ 703.00$ 50.00$ West Urban CPI >20 hours of project planner per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI Permit - MINOR W/MINISTERIAL PERMIT flat [2]1,160.00$ 1,249.00$ 89.00$ West Urban CPI Conditional Use Permit (CUP) Coastal Development Permit (CDP) Building Plan Review Planning Department Fees Addendum Environmental Impact Report (EIR) Environmental Impact Assessment (EIA) FULL EIR Focused/Supplemental (requiring a public hearing) Habitat Management Plan (HMP) Fish & Wildlife Fee 29May 24, 2022 Item #8 Page 213 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Hillside Development Permit - Major - first 40 hours of project planner base fee (flat)[2]3,028.00$ 3,261.00$ 233.00$ West Urban CPI Hillside Development Permit - Minor - first 20 hours of project planner base fee (flat)[2]1,498.00$ 1,613.00$ 115.00$ West Urban CPI Inspection - Additional Planning per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI Inspection - Overtime per hour per hour [2]112.00$ 121.00$ 9.00$ West Urban CPI Landscape Plan Check / Inspection Fees City Processing Fee per project [2]295.00$ 318.00$ 23.00$ West Urban CPI Contractor Cost per project [1] Actual Cost Actual Cost --Set by City policy Local Coastal Plan - Amendment flat [2]7,521.00$ 8,100.00$ 579.00$ West Urban CPI Local Facilities Management Fees - as established by Council deposit [1]Actual Cost Actual Cost --Set by City policy Local Facilities Management Plan/Amendment - Fee + deposit in minimum increments of $5,000 deposit [1]10,000.00$ 10,000.00$ -$ Set by City policy Master Plan - Pre-Filing Submittal flat [1]8,013.00$ 8,630.00$ 617.00$ West Urban CPI First 200 hours of project planner and 100 hours of project engineer base fee (flat)[2]33,569.00$ 36,154.00$ 2,585.00$ West Urban CPI >200 project planner hours and >100 project engineer hours per hour [2]289.00$ 311.00$ 22.00$ West Urban CPI First 100 hours of project planner and 40 hours of project engineer base fee (flat)[2]15,978.00$ 17,208.00$ 1,230.00$ West Urban CPI >100 project planner hours and >40 project engineer hours per hour [2]269.00$ 290.00$ 21.00$ West Urban CPI First 30 hours of project planner and 7 hours of project engineer base fee (flat)[2]2,010.00$ 2,165.00$ 155.00$ West Urban CPI >30 project planner hours and >7 project engineer hours per hour [2]269.00$ 290.00$ 21.00$ West Urban CPI Non-Conforming Construction Permit flat [2]840.00$ 905.00$ 65.00$ West Urban CPI Notice Fee (+ postage)flat [1]Actual Cost Actual Cost --Set by City policy Plan Consistency Determination [2]852.00$ 918.00$ 66.00$ West Urban CPI Planned Development (residential/non-residential) - 5 or more lots/units - Major Subdivision per project [2]10,077.00$ 10,853.00$ 776.00$ West Urban CPI Planned Development (residential/non-residential) - 4 or fewer lots/units per project [2]3,634.00$ 3,914.00$ 280.00$ West Urban CPI Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge Copy Charge --Set by Copy Charge Planning Commission Determination-other flat [2]1,970.00$ 2,122.00$ 152.00$ West Urban CPI Postage (All)flat [1] Current Postage Rate x Number of labels Current Postage Rate x Number of labels --Set by City policy Precise Development Plan flat [2]9,172.00$ 9,878.00$ 706.00$ West Urban CPI Preliminary Plan Review - Major (Other)flat [2]852.00$ 918.00$ 66.00$ West Urban CPI Preliminary Plan Review - Minor (SFD)flat [2]240.00$ 258.00$ 18.00$ West Urban CPI First 25 hours of project planner and 20 hours of project engineer base fee (flat)[2]5,039.00$ 5,039.00$ -$ Set by City policy Satellite Antenna Permit flat [2]506.00$ 545.00$ 39.00$ West Urban CPI Sign Permit (including non-commercial)flat [2]73.00$ 79.00$ 6.00$ West Urban CPI Sign Program flat [2]1,271.00$ 1,369.00$ 98.00$ West Urban CPI Modified Minor Sign Program flat [2]842.00$ 907.00$ 65.00$ West Urban CPI Modified Regular Sign Program flat [2]3,170.00$ 3,414.00$ 244.00$ West Urban CPI Minor - Village Area Request for a Parking Option flat [2]1,080.00$ 1,163.00$ 83.00$ West Urban CPI Minor - Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2]5,385.00$ 5,800.00$ 415.00$ West Urban CPI Major - 5 or more units/lots or as required per CMC/PLAN flat [2]13,658.00$ 14,710.00$ 1,052.00$ West Urban CPI Special Use Permit - Other flat [2]4,133.00$ 4,451.00$ 318.00$ West Urban CPI Special Use Permit - Floodplain flat [2]4,133.00$ 4,451.00$ 318.00$ West Urban CPI First 200 hours of project planner and 60 hours of project engineer base fee (flat)[2]31,180.00$ 33,581.00$ 2,401.00$ West Urban CPI >200 project planner hours and >60 project engineer hours per hour [2]269.00$ 290.00$ 21.00$ West Urban CPI First 180 hours of project planner and 30 hours of project engineer base fee (flat)[2]24,049.00$ 25,901.00$ 1,852.00$ West Urban CPI Master Plan Base Fee Specific Plan Sign Program Site Development Plan Reversion to Acreage (Consistent with city payroll records charged against a $3,100 deposit) Minor Amendment Major Amendment Amendment - Major 30May 24, 2022 Item #8 Page 214 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason >180 project planner hours and >30 project engineer hours per hour [2]269.00$ 290.00$ 21.00$ West Urban CPI First 20 hours of project planner and 7 hours of project engineer base fee (flat)[2]1,750.00$ 1,885.00$ 135.00$ West Urban CPI >20 project planner hours and >7 project engineer hours per hour [2]269.00$ 290.00$ 21.00$ West Urban CPI Street Name Change flat [2]1,783.00$ 1,920.00$ 137.00$ West Urban CPI Tentative Parcel Map - Minor Subdivision - 0- 4 Lots/Units flat [2]4,586.00$ 4,939.00$ 353.00$ West Urban CPI Tentative Tract Map - 5 - 49 units/lots flat [2]9,930.00$ 10,695.00$ 765.00$ West Urban CPI Tentative Tract Map - 50 + units/lots flat [2]15,164.00$ 16,332.00$ 1,168.00$ West Urban CPI Tentative Tract Map Litigation Stay flat [1] 25% of current fee 25% of current fee --Set by City policy Processing Fee per project [2]605.00$ 652.00$ 47.00$ West Urban CPI Consultant Cost per project [1] Actual Cost Actual Cost --Set by City policy Variance flat [2]3,408.00$ 3,670.00$ 262.00$ West Urban CPI Variance - Minor flat [2]905.00$ 975.00$ 70.00$ West Urban CPI Village Area Review - Administrative flat [2]495.00$ 533.00$ 38.00$ West Urban CPI Village Area Review - Major - Plus Noticing Costs flat [2]3,505.00$ 3,775.00$ 270.00$ West Urban CPI Village Area Review - Minor - Plus Noticing Costs flat [2]1,912.00$ 2,059.00$ 147.00$ West Urban CPI Wireless Communication Third Party Review flat [1]Actual Cost Actual Cost --Set by City policy Zone Change flat [2]5,910.00$ 6,365.00$ 455.00$ West Urban CPI Zone Code Compliance Letter flat [2]139.00$ 150.00$ 11.00$ West Urban CPI Research Fee per hour [2]139.00$ 150.00$ 11.00$ West Urban CPI Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]98.00$ 106.00$ 8.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Minor: residential new/remodel, commercial/industrial tenant improvement [4]Major: Commercial/Industrial new [5]Set by Department of Fish and Wildlife. Fish & Game fees are additional to the EIA /EIR fees. Includes $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2022. Amendment - Minor Tentative Maps TOTAL Village Area Third Party Review 31May 24, 2022 Item #8 Page 215 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Adjustment Plat per project [2]1,551.00$ 1,670.00$ 119.00$ West Urban CPI Minor Projects, per permit each [3]194.00$ 194.00$ -$ Set by City policy Major Projects, per permit each [4]581.00$ 581.00$ -$ Set by City policy Certificate of Compliance each [2]1,258.00$ 1,355.00$ 97.00$ West Urban CPI Certificate of Compliance In Lieu of Parcel Map each [2]3,309.00$ 3,564.00$ 255.00$ West Urban CPI Certificate of Correction each [2]978.00$ 1,053.00$ 75.00$ West Urban CPI Base Fee per project [2]825.00$ 889.00$ 64.00$ West Urban CPI Plus fee per sheet per sheet [2]270.00$ 291.00$ 21.00$ West Urban CPI Base Fee per project [2]586.00$ 631.00$ 45.00$ West Urban CPI Plus fee per sheet per sheet [2]171.00$ 184.00$ 13.00$ West Urban CPI Developer Agreements - Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1]Actual cost Actual Cost --Set by City policy Easement Document Processing and Recording - Major (all others)per project [2]785.00$ 845.00$ 60.00$ West Urban CPI Easement Document Processing and Recording - Minor (Single Family Lot)per project [2]139.00$ 150.00$ 11.00$ West Urban CPI Encroachment Agreement Processing per project [2]406.00$ 437.00$ 31.00$ West Urban CPI Grading Permit Investigation Fee (Consistent with city payroll records + overhead)deposit [1]Actual Cost Actual Cost --Set by City policy 0 - 100 CY flat [2]510.00$ 549.00$ 39.00$ West Urban CPI 101 CY flat [2]1,021.00$ 1,100.00$ 79.00$ West Urban CPI each additional 100 CY up to 1,000 each [2]226.00$ 226.00$ -$ Set by City policy 1,001 CY flat [2]3,055.00$ 3,290.00$ 235.00$ West Urban CPI each additional 1,000 CY up to 10,000 each [2]194.78$ 194.78$ -$ Set by City policy 10,001 flat [2]4,808.00$ 5,178.00$ 370.00$ West Urban CPI each additional 10,000 CY up to 100,000 each [2]280.56$ 280.56$ -$ Set by City policy 100,001 flat [2]7,333.00$ 7,898.00$ 565.00$ West Urban CPI each additional 10,000 CY up to 200,000 each [2]443.00$ 443.00$ -$ Set by City policy 200,001 flat [2]11,763.00$ 12,669.00$ 906.00$ West Urban CPI each additional 100,000 CY up to 400,000 each [2]143.00$ 143.00$ -$ Set by City policy 400,001 flat [2]12,049.00$ 12,977.00$ 928.00$ West Urban CPI each additional 100,000 CY up to 1,000,000 each [2]143.00$ 143.00$ -$ Set by City policy 1,000,001 flat [2]12,907.00$ 13,902.00$ 995.00$ West Urban CPI each additional 100,00 CY each [2]1,290.70$ 1,290.70$ -$ Set by City policy 0 - 100 CY flat [2],[4],[5]510.00$ 549.00$ 39.00$ West Urban CPI 101 CY flat [2],[4], [5]517.00$ 557.00$ 40.00$ West Urban CPI each additional 100 CY up to 1,000 each [2],[4], [5]103.78$ 103.78$ -$ Set by City policy 1,001 CY flat [2],[4], [5]1,451.00$ 1,563.00$ 112.00$ West Urban CPI each additional 1,000 CY up to 10,000 each [2],[4], [5]105.11$ 105.11$ -$ Set by City policy 10,001 flat [2],[4], [5]2,397.00$ 2,582.00$ 185.00$ West Urban CPI each additional 10,000 CY up to 100,000 each [2],[4], [5]200.67$ 200.67$ -$ Set by City policy 100,001 flat [2],[4], [5]4,203.00$ 4,527.00$ 324.00$ West Urban CPI each additional 10,000 CY up to 200,000 each [2],[4],[5]200.10$ 200.10$ -$ Set by City policy 200,001 flat [2],[4], [5]6,204.00$ 6,682.00$ 478.00$ West Urban CPI each additional 100,000 CY up to 400,000 each [2],[4], [5]305.55$ 305.55$ -$ Set by City policy 400,001 flat [2],[4], [5]12,315.00$ 13,263.00$ 948.00$ West Urban CPI each additional 100,000 CY up to 1,000,000 each [2],[4], [5]1,528.33$ 1,528.33$ -$ Set by City policy 1,000,001 flat [2],[4],[5]21,485.00$ 23,139.00$ 1,654.00$ West Urban CPI each additional 100,00 CY each [2],[4], [5]2,148.50$ 2,148.50$ -$ Set by City policy $0 - $20,000 flat [2]1,631.00$ 1,757.00$ 126.00$ West Urban CPI Grading Plan Check Fees (cubic yard) Construction Change Review - Minor Construction Change Review - Major Certificate Building Plan Review Engineering Department Fees Improvement Plan Review Fee Grading Permit Fees (cubic yard) 32May 24, 2022 Item #8 Page 216 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason $20,001 flat [2]3,135.00$ 3,376.00$ 241.00$ West Urban CPI each additional $10,000 up to $50,000 each [2]454.67$ 454.67$ -$ Set by City policy $50,001 flat [2]4,499.00$ 4,845.00$ 346.00$ West Urban CPI each additional $10,000 up to $100,000 each [2]385.00$ 385.00$ -$ Set by City policy $100,001 flat [2]6,424.00$ 6,919.00$ 495.00$ West Urban CPI each additional $10,000 up to $250,000 each [2]576.13$ 576.13$ -$ Set by City policy $250,001 flat [2]15,066.00$ 16,226.00$ 1,160.00$ West Urban CPI each additional $10,000 up to $500,000 each [2]194.44$ 194.44$ -$ Set by City policy $500,001 flat [2]19,927.00$ 21,461.00$ 1,534.00$ West Urban CPI each additional $10,000 up to $1,000,000 each [2]104.94$ 104.94$ -$ Set by City policy $1,000,001 flat [2]25,174.00$ 27,112.00$ 1,938.00$ West Urban CPI each additional $10,000 each [2]251.74$ 251.74$ -$ Set by City policy $0 - $20,000 flat [2]413.00$ 413.00$ -$ Set by City policy $20,001 flat [2]2,027.00$ 2,183.00$ 156.00$ West Urban CPI each additional $10,000 up to $50,000 each [2]678.33$ 678.33$ -$ Set by City policy $50,001 flat [2]4,062.00$ 4,375.00$ 313.00$ West Urban CPI each additional $10,000 up to $100,000 each [2]203.00$ 203.00$ -$ Set by City policy $100,001 flat [2]5,077.00$ 5,468.00$ 391.00$ West Urban CPI each additional $10,000 up to $250,000 each [2]162.87$ 162.87$ -$ Set by City policy $250,001 flat [2]7,520.00$ 8,099.00$ 579.00$ West Urban CPI each additional $10,000 up to $500,000 each [2]187.48$ 187.48$ -$ Set by City policy $500,001 flat [2]12,207.00$ 13,147.00$ 940.00$ West Urban CPI each additional $10,000 up to $1,000,000 each [2]130.20$ 130.20$ -$ Set by City policy $1,000,001 flat [2]18,717.00$ 20,158.00$ 1,441.00$ West Urban CPI each additional $10,000 each [2]187.17$ 187.17$ -$ Set by City policy Base Fee per project [2]9,012.00$ 9,706.00$ 694.00$ West Urban CPI additional acre per acre [2]6.00$ 6.00$ -$ Set by City policy Parcel Map - Minor Subdivision per project [2]4,045.00$ 4,356.00$ 311.00$ West Urban CPI Neighborhood Improvement Agreements each [2]189.00$ 204.00$ 15.00$ West Urban CPI Oversize Load Permit - 1 trip each [6]16.00$ 16.00$ -$ Set by State law Oversize Load Permit - Annual/Per Year each [6]90.00$ 90.00$ -$ Set by State law Quitclaim of Easement each [2]825.00$ 889.00$ 64.00$ West Urban CPI Reapportionment Fees for 1911 Act Assessment Districts each [1]Actual Cost Actual Cost --Set by City policy $0 - $50,000 flat [2]418.00$ 450.00$ 32.00$ West Urban CPI $50,001 - $250,000 flat [2]2,035.00$ 2,192.00$ 157.00$ West Urban CPI $250,000+flat [2]3,585.00$ 3,861.00$ 276.00$ West Urban CPI Reversion to Acreage deposit [2]3,410.00$ 3,673.00$ 263.00$ West Urban CPI Minor - Non-Construction each [2]206.00$ 222.00$ 16.00$ West Urban CPI Minor - Construction each [2]419.00$ 451.00$ 32.00$ West Urban CPI City Processing Fee each [2]339.00$ 365.00$ 26.00$ West Urban CPI Inspector's Time hourly [2]144.00$ 144.00$ -$ Set by City policy Utility (by contract)each [2]892.00$ 961.00$ 69.00$ West Urban CPI Curb Cafe each [2]419.00$ 451.00$ 32.00$ West Urban CPI Outdoor Display each [2]206.00$ 222.00$ 16.00$ West Urban CPI Sidewalk Café each [2]419.00$ 451.00$ 32.00$ West Urban CPI Curb Cafe each [2]206.00$ 222.00$ 16.00$ West Urban CPI Outdoor Display each [2]206.00$ 222.00$ 16.00$ West Urban CPI Sidewalk Café each [2]206.00$ 222.00$ 16.00$ West Urban CPI Village Area - Curb Café (max of two parking spaces)per space/ per year [2]1,200.00$ 1,292.00$ 92.00$ West Urban CPI Secured Agreement Processing - Extension each [2]385.00$ 415.00$ 30.00$ West Urban CPI Secured Agreement Processing - Replacement, plus improvement plan revision fees if required each [2]678.00$ 730.00$ 52.00$ West Urban CPI Segregation of Assessments - 1- 4 lots (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760-8769 ) deposit [1]Actual Cost Actual Cost --Set by City policy Improvement Inspection Use - Annual Renewal Use - Initial Permit Utility Right-of-Way Permit Retaining Wall Plan Check Valuation Retaining Wall Plan Check Fees Final Tract Map - Major Subdivision Mapping Fees 33May 24, 2022 Item #8 Page 217 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Segregation of Assessments - 5 lots or more - fee + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760- 8769) deposit [1]Actual Cost Actual Cost --Set by City policy Tier 1 per site [2]64.00$ 69.00$ 5.00$ West Urban CPI Tier 2 per site [2]339.00$ 365.00$ 26.00$ West Urban CPI Tier 3 one acre or less [2]775.00$ 835.00$ 60.00$ West Urban CPI Tier 3 - Supplemental Fee per acre [2]98.00$ 106.00$ 8.00$ West Urban CPI Tier 1 per site [2]271.00$ 292.00$ 21.00$ West Urban CPI Tier 2 per site [2]1,494.00$ 1,609.00$ 115.00$ West Urban CPI Tier 3 one acre or less [2]2,528.00$ 2,723.00$ 195.00$ West Urban CPI Tier 3 - Supplemental Fee per acre [2]411.00$ 443.00$ 32.00$ West Urban CPI Plan Review - Base Fee each [2]400.00$ 431.00$ 31.00$ West Urban CPI Plan Review - For each subsequent acre or portion thereof over one half acre per acre [2]97.00$ 104.00$ 7.00$ West Urban CPI Inspection Fee - Base Fee each [2]337.00$ 363.00$ 26.00$ West Urban CPI Inspection Fee - For each subsequent acre or portion thereof over one half acre per acre [2]134.00$ 144.00$ 10.00$ West Urban CPI Street Vacation - Street/Public Service Easement Vacation - Regular each [2]4,026.00$ 4,336.00$ 310.00$ West Urban CPI Street Vacation - Street/Public Service Easement Vacation - Summary each [2]1,597.00$ 1,720.00$ 123.00$ West Urban CPI Processing Fee per project [2]339.00$ 365.00$ 26.00$ West Urban CPI Consultant Cost per project [1]Actual Cost Actual Cost --Set by City policy Village Area - Parking In Lieu Fee each [1]11,240.00$ 11,240.00$ -$ Set by City policy Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]194.00$ 209.00$ 15.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3]Minor: residential new/remodel, commercial/industrial tenant improvement [4]Major: Commercial/Industrial new [5] [6] [7]Maximum limit set by CA Vehicle Code 35795(b)(1) Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an additional fee of 25% of the current plan check fee. Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer approval per CMC 15.16.062. Third Party Review Storm Water Quality Management Plan (SWQMP) Fees Inspection Fee Plan Review Fee Storm Water Pollution Prevention Plan (SWPPP) Fees 34May 24, 2022 Item #8 Page 218 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason 0 - 500 sqft flat [2]964.00$ 1,038.00$ 74.00$ West Urban CPI additional sqft up to 4,999 each [2]0.30$ 0.33$ 0.03$ West Urban CPI 5,000 sqft flat [2]2,323.00$ 2,502.00$ 179.00$ West Urban CPI additional sqft up to 9,999 each [2]0.41$ 0.44$ 0.03$ West Urban CPI 10,000 sqft flat [2]4,350.00$ 4,685.00$ 335.00$ West Urban CPI additional sqft up to 49,999 each [2]0.04$ 0.04$ 0.00$ West Urban CPI 50,000 sqft flat [2]5,956.00$ 6,415.00$ 459.00$ West Urban CPI additional sqft up to 99,999 each [2]0.09$ 0.10$ 0.01$ West Urban CPI 100,000 sqft flat [2]10,578.00$ 11,393.00$ 815.00$ West Urban CPI additional sqft each [2]0.11$ 0.11$ 0.01$ West Urban CPI 0 - 500 sqft flat [2]914.00$ 984.00$ 70.00$ West Urban CPI additional sqft up to 4,999 each [2]0.51$ 0.54$ 0.04$ West Urban CPI 5,000 sqft flat [2]3,188.00$ 3,433.00$ 245.00$ West Urban CPI additional sqft up to 9,999 each [2]0.50$ 0.54$ 0.04$ West Urban CPI 10,000 sqft flat [2]5,685.00$ 6,123.00$ 438.00$ West Urban CPI additional sqft up to 49,999 each [2]0.05$ 0.05$ 0.00$ West Urban CPI 50,000 sqft flat [2]7,538.00$ 8,118.00$ 580.00$ West Urban CPI additional sqft up to 99,999 each [2]0.13$ 0.14$ 0.01$ West Urban CPI 100,000 sqft flat [2]13,939.00$ 15,012.00$ 1,073.00$ West Urban CPI additional sqft each [2]0.14$ 0.15$ 0.01$ West Urban CPI 0 - 500 sqft flat [2]939.00$ 1,011.00$ 72.00$ West Urban CPI additional sqft up to 4,999 each [2]0.33$ 0.35$ 0.03$ West Urban CPI 5,000 sqft flat [2]2,422.00$ 2,608.00$ 186.00$ West Urban CPI additional sqft up to 9,999 each [2]0.22$ 0.23$ 0.02$ West Urban CPI 10,000 sqft flat [2]3,510.00$ 3,780.00$ 270.00$ West Urban CPI additional sqft up to 49,999 each [2]0.03$ 0.03$ 0.00$ West Urban CPI 50,000 sqft flat [2]4,523.00$ 4,871.00$ 348.00$ West Urban CPI additional sqft up to 99,999 each [2]0.01$ 0.01$ 0.00$ West Urban CPI 100,000 sqft flat [2]4,943.00$ 5,324.00$ 381.00$ West Urban CPI additional sqft each [2]0.05$ 0.05$ 0.00$ West Urban CPI 0 - 200 sqft flat [2]494.00$ 532.00$ 38.00$ West Urban CPI additional sqft up to 399 each [2]1.36$ 1.46$ 0.10$ West Urban CPI 400 sqft flat [2]766.00$ 825.00$ 59.00$ West Urban CPI additional sqft up to 599 each [2]0.62$ 0.67$ 0.05$ West Urban CPI 600 sqft flat [2]890.00$ 959.00$ 69.00$ West Urban CPI additional sqft up to 999 each [2]0.31$ 0.33$ 0.02$ West Urban CPI 1,000 sqft flat [2]1,013.00$ 1,091.00$ 78.00$ West Urban CPI additional sqft up to 2,999 each [2]0.15$ 0.16$ 0.01$ West Urban CPI 3,000 sqft flat [2]1,310.00$ 1,411.00$ 101.00$ West Urban CPI additional sqft each [2]0.44$ 0.47$ 0.03$ West Urban CPI 0 - 200 sqft flat [2]494.00$ 532.00$ 38.00$ West Urban CPI additional sqft up to 399 each [2]1.36$ 1.46$ 0.10$ West Urban CPI 400 sqft flat [2]766.00$ 825.00$ 59.00$ West Urban CPI additional sqft up to 599 each [2]0.62$ 0.67$ 0.05$ West Urban CPI 600 sqft flat [2]890.00$ 959.00$ 69.00$ West Urban CPI Building Department Fees Commercial/Industrial Uses - Structural (All newly constructed or added space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule) New Construction, Additions, and Major Remodels [1] Commercial Residential and Multifamily Residential Uses - (All newly constructed or added space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) Low and Moderate Hazard Storage - (All newly constructed or added space for storage occupancies classified as CBC Group S, or other storage occupancies not specifically addressed elsewhere in this Fee Schedule) Attached Accessory and Utility Uses - (All newly constructed, added or structurally remodeled space for utility and accessory occupancies classified as CBC Group U, or other utility and accessory occupancies not specifically addressed elsewhere in this Fee Schedule Detached Accessory and Utility Uses - (All newly constructed, added, or structurally remodeled space for utility and accessory occupancies/uses not specifically addressed elsewhere in this Fee Schedule) 35May 24, 2022 Item #8 Page 219 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason additional sqft up to 999 each [2]0.31$ 0.33$ 0.02$ West Urban CPI 1,000 sqft flat [2]1,013.00$ 1,091.00$ 78.00$ West Urban CPI additional sqft up to 2,999 each [2]0.15$ 0.16$ 0.01$ West Urban CPI 3,000 sqft flat [2]1,310.00$ 1,411.00$ 101.00$ West Urban CPI additional sqft each [2]0.44$ 0.47$ 0.03$ West Urban CPI 0 - 500 sqft flat [2]816.00$ 879.00$ 63.00$ West Urban CPI additional sqft up to 4,999 each [2]0.21$ 0.23$ 0.02$ West Urban CPI 5,000 sqft flat [2]1,780.00$ 1,917.00$ 137.00$ West Urban CPI additional sqft up to 9,999 each [2]0.26$ 0.28$ 0.02$ West Urban CPI 10,000 sqft flat [2]3,065.00$ 3,301.00$ 236.00$ West Urban CPI additional sqft up to 49,999 each [2]0.02$ 0.02$ 0.00$ West Urban CPI 50,000 sqft flat [2]4,053.00$ 4,365.00$ 312.00$ West Urban CPI additional sqft up to 99,999 each [2]0.01$ 0.01$ 0.00$ West Urban CPI 100,000 sqft flat [2]4,548.00$ 4,898.00$ 350.00$ West Urban CPI additional sqft each [2]0.05$ 0.05$ 0.00$ West Urban CPI 0 - 500 sqft flat [2]717.00$ 772.00$ 55.00$ West Urban CPI additional sqft up to 4,999 each [2]0.20$ 0.22$ 0.02$ West Urban CPI 5,000 sqft flat [2]1,631.00$ 1,757.00$ 126.00$ West Urban CPI additional sqft up to 9,999 each [2]0.09$ 0.10$ 0.01$ West Urban CPI 10,000 sqft flat [2]2,076.00$ 2,236.00$ 160.00$ West Urban CPI additional sqft up to 49,999 each [2]0.05$ 0.06$ 0.00$ West Urban CPI 50,000 sqft flat [2]4,202.00$ 4,526.00$ 324.00$ West Urban CPI additional sqft up to 99,999 each [2]0.04$ 0.05$ 0.00$ West Urban CPI 100,000 sqft flat [2]6,401.00$ 6,894.00$ 493.00$ West Urban CPI additional sqft each [2]0.06$ 0.07$ 0.00$ West Urban CPI 0 - 500 sqft flat [2]648.00$ 698.00$ 50.00$ West Urban CPI additional sqft up to 4,999 each [2]0.20$ 0.21$ 0.02$ West Urban CPI 5,000 sqft flat [2]1,532.00$ 1,650.00$ 118.00$ West Urban CPI additional sqft up to 9,999 each [2]0.07$ 0.07$ 0.01$ West Urban CPI 10,000 sqft flat [2]1,878.00$ 2,023.00$ 145.00$ West Urban CPI additional sqft up to 49,999 each [2]0.05$ 0.05$ 0.00$ West Urban CPI 50,000 sqft flat [2]3,732.00$ 4,019.00$ 287.00$ West Urban CPI additional sqft up to 99,999 each [2]0.04$ 0.04$ 0.00$ West Urban CPI 100,000 sqft flat [2]5,610.00$ 6,042.00$ 432.00$ West Urban CPI additional sqft each [2]0.06$ 0.06$ 0.00$ West Urban CPI 0 - 500 sqft flat [2]766.00$ 825.00$ 59.00$ West Urban CPI additional sqft up to 4,999 each [2]0.42$ 0.46$ 0.03$ West Urban CPI 5,000 sqft flat [2]2,669.00$ 2,875.00$ 206.00$ West Urban CPI additional sqft up to 9,999 each [2]0.31$ 0.34$ 0.02$ West Urban CPI 10,000 sqft flat [2]4,226.00$ 4,551.00$ 325.00$ West Urban CPI additional sqft up to 49,999 each [2]0.06$ 0.07$ 0.00$ West Urban CPI 50,000 sqft flat [2]6,673.00$ 7,187.00$ 514.00$ West Urban CPI additional sqft up to 99,999 each [2]0.08$ 0.09$ 0.01$ West Urban CPI 100,000 sqft flat [2]10,726.00$ 11,552.00$ 826.00$ West Urban CPI additional sqft each [2]0.11$ 0.12$ 0.01$ West Urban CPI Shell Buildings for all Commercial/Industrial Uses - (The enclosure for all newly constructed or added space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the interior is not completed or occupiable) Commercial/Industrial Tenant Improvement - Structural - (Structurally remodeled space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered) Commercial/Industrial Tenant Improvement - Non-structural - (Non-structurally remodeled space for non-residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered) Commercial Residential and Multifamily Residential Remodels - Structural - (Structurally remodeled space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) 36May 24, 2022 Item #8 Page 220 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason 0 - 500 sqft flat [2]766.00$ 825.00$ 59.00$ West Urban CPI additional sqft up to 4,999 each [2]0.25$ 0.27$ 0.02$ West Urban CPI 5,000 sqft flat [2]1,878.00$ 2,023.00$ 145.00$ West Urban CPI additional sqft up to 9,999 each [2]0.38$ 0.40$ 0.03$ West Urban CPI 10,000 sqft flat [2]3,757.00$ 4,046.00$ 289.00$ West Urban CPI additional sqft up to 49,999 each [2]0.06$ 0.06$ 0.00$ West Urban CPI 50,000 sqft flat [2]5,981.00$ 6,442.00$ 461.00$ West Urban CPI additional sqft up to 99,999 each [2]0.08$ 0.09$ 0.01$ West Urban CPI 100,000 sqft flat [2]9,936.00$ 10,701.00$ 765.00$ West Urban CPI additional sqft each [2]0.10$ 0.11$ 0.01$ West Urban CPI 0 - 1,000 sqft flat [2]1,162.00$ 1,251.00$ 89.00$ West Urban CPI additional sqft up to 2,499 each [2]0.41$ 0.44$ 0.03$ West Urban CPI 2,500 sqft flat [2]1,780.00$ 1,917.00$ 137.00$ West Urban CPI additional sqft up to 3,999 each [2]0.26$ 0.28$ 0.02$ West Urban CPI 4,000 sqft flat [2]2,175.00$ 2,342.00$ 167.00$ West Urban CPI additional sqft up to 5,999 each [2]0.25$ 0.27$ 0.02$ West Urban CPI 6,000 sqft flat [2]2,669.00$ 2,875.00$ 206.00$ West Urban CPI additional sqft up to 7,999 each [2]0.27$ 0.29$ 0.02$ West Urban CPI 8,000 sqft flat [2]3,213.00$ 3,460.00$ 247.00$ West Urban CPI additional sqft each [2]0.40$ 0.43$ 0.03$ West Urban CPI 0 - 1,000 sqft flat [2]969.00$ 1,044.00$ 75.00$ West Urban CPI additional sqft up to 2,499 each [2]0.24$ 0.26$ 0.02$ West Urban CPI 2,500 sqft flat [2]1,335.00$ 1,438.00$ 103.00$ West Urban CPI additional sqft up to 3,999 each [2]0.13$ 0.14$ 0.01$ West Urban CPI 4,000 sqft flat [2]1,532.00$ 1,650.00$ 118.00$ West Urban CPI additional sqft up to 5,999 each [2]0.20$ 0.21$ 0.02$ West Urban CPI 6,000 sqft flat [2]1,928.00$ 2,076.00$ 148.00$ West Urban CPI additional sqft up to 7,999 each [2]0.17$ 0.19$ 0.01$ West Urban CPI 8,000 sqft flat [2]2,274.00$ 2,449.00$ 175.00$ West Urban CPI additional sqft each [2]0.28$ 0.31$ 0.02$ West Urban CPI 0 - 200 sqft flat [2]470.00$ 506.00$ 36.00$ West Urban CPI additional sqft up to 399 each [2]0.74$ 0.80$ 0.06$ West Urban CPI 400 sqft flat [2]618.00$ 666.00$ 48.00$ West Urban CPI additional sqft up to 599 each [2]0.25$ 0.26$ 0.02$ West Urban CPI 600 sqft flat [2]667.00$ 718.00$ 51.00$ West Urban CPI additional sqft up to 999 each [2]0.43$ 0.47$ 0.03$ West Urban CPI 1,000 sqft flat [2]840.00$ 905.00$ 65.00$ West Urban CPI additional sqft up to 2,999 each [2]0.14$ 0.15$ 0.01$ West Urban CPI 3,000 sqft flat [2]1,112.00$ 1,198.00$ 86.00$ West Urban CPI additional sqft each [2]0.37$ 0.40$ 0.03$ West Urban CPI 0 - 500 sqft flat [2]395.00$ 425.00$ 30.00$ West Urban CPI additional sqft up to 4,999 each [2]0.13$ 0.14$ 0.01$ West Urban CPI 5,000 sqft flat [2]964.00$ 1,038.00$ 74.00$ West Urban CPI additional sqft up to 9,999 each [2]0.06$ 0.07$ 0.00$ West Urban CPI 10,000 sqft flat [2]1,285.00$ 1,384.00$ 99.00$ West Urban CPI additional sqft up to 49,999 each [2]0.01$ 0.01$ 0.00$ West Urban CPI 50,000 sqft flat [2]1,483.00$ 1,597.00$ 114.00$ West Urban CPI additional sqft up to 99,999 each [2]0.01$ 0.01$ 0.00$ West Urban CPI 100,000 sqft flat [2]1,878.00$ 2,023.00$ 145.00$ West Urban CPI Duplicate Floor Plan Review - Attached or Detached Accessory and Utility Uses Site Improvements - This includes substantial development of private parking lots which are processed separate of the structure and include any combination of the following: Underground utilities, parking lot lighting, accessible path of travel analysis, grading, drainage and compliance with the City's parking and driveway standards. Commercial Residential and Multifamily Residential Remodels - Non Structural - (Non-Structurally remodeled space for residential occupancies classified as CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) Single Family Dwellings and Duplexes - (All newly constructed or added space for residential occupancies classified as CBC Group R-3, including custom builds and model homes for tract master plans, or other similar residential occupancies not specifically addressed elsewhere in this Fee Schedule) Duplicate Floor Plan Review - Single Family Dwellings and Duplexes 37May 24, 2022 Item #8 Page 221 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason additional sqft each [2]0.02$ 0.02$ 0.00$ West Urban CPI [Notes] [1] [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. 38May 24, 2022 Item #8 Page 222 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason Above Ground Storage Tank per permit [2]232.00$ 250.00$ 18.00$ West Urban CPI Radio over 30 ft. high each [2]647.00$ 697.00$ 50.00$ West Urban CPI Dish, 10 ft. dia. w/decoder each [2]481.00$ 518.00$ 37.00$ West Urban CPI Equipment Enclosure each [2]1,099.00$ 1,184.00$ 85.00$ West Urban CPI Awning or Canopy per permit [2]275.00$ 296.00$ 21.00$ West Urban CPI Bollards up to 4pcs per permit [2]344.00$ 370.00$ 26.00$ West Urban CPI Certificate of Occupancy per permit [2]15.00$ 16.00$ 1.00$ West Urban CPI Repair each [2]100.00$ 108.00$ 8.00$ West Urban CPI New/Replace each [2]825.00$ 889.00$ 64.00$ West Urban CPI Commercial each [2]191.00$ 206.00$ 15.00$ West Urban CPI Residential each [2]550.00$ 592.00$ 42.00$ West Urban CPI Fence or Freestanding Wall up to 100'each [2]618.00$ 666.00$ 48.00$ West Urban CPI Fire Damage Repair - Residential - Minor per permit [2]230.00$ 248.00$ 18.00$ West Urban CPI Fireplace Repair/Replace per permit [2]412.00$ 444.00$ 32.00$ West Urban CPI Commercial each [2]515.00$ 555.00$ 40.00$ West Urban CPI Residential each [2]515.00$ 555.00$ 40.00$ West Urban CPI Greenhouse per permit [2]515.00$ 555.00$ 40.00$ West Urban CPI Commercial per permit [2]292.00$ 314.00$ 22.00$ West Urban CPI Residential per permit [2]515.00$ 555.00$ 40.00$ West Urban CPI Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.) per permit [2]584.00$ 629.00$ 45.00$ West Urban CPI Partition/ Wall - Interior/Non-Structural <100'per permit [2]347.00$ 374.00$ 27.00$ West Urban CPI Frame with Cover each [2]100.00$ 108.00$ 8.00$ West Urban CPI Frame with Cover & Walls each [2]550.00$ 592.00$ 42.00$ West Urban CPI Screen or Plastic Walls each [2]412.00$ 444.00$ 32.00$ West Urban CPI Plastering Outside per permit [2]344.00$ 370.00$ 26.00$ West Urban CPI Kitchen/Bath each [2]350.00$ 377.00$ 27.00$ West Urban CPI Other - up to 500 s.f.each [2]481.00$ 518.00$ 37.00$ West Urban CPI Other - above 500 s.f per 100 sqft [2]0.34$ 0.37$ 0.03$ West Urban CPI Commercial each [2]366.00$ 394.00$ 28.00$ West Urban CPI Residential each [2]86.00$ 93.00$ 7.00$ West Urban CPI Non-Engineered - City Standard per permit [2]100.00$ 108.00$ 8.00$ West Urban CPI Commercial per permit [2]266.00$ 286.00$ 20.00$ West Urban CPI Residential per permit [2]89.00$ 96.00$ 7.00$ West Urban CPI Commercial each [2]253.00$ 272.00$ 19.00$ West Urban CPI Residential each [2]357.00$ 384.00$ 27.00$ West Urban CPI Saunas (Steam)per permit [2]309.00$ 333.00$ 24.00$ West Urban CPI Wall - Illuminated per permit [2]139.00$ 150.00$ 11.00$ West Urban CPI Wall - Non-Illuminated per permit [2]139.00$ 150.00$ 11.00$ West Urban CPI Pole per permit [2]344.00$ 370.00$ 26.00$ West Urban CPI Monument per permit [2]139.00$ 150.00$ 11.00$ West Urban CPI Commercial each [2]344.00$ 370.00$ 26.00$ West Urban CPI Residential each [2]344.00$ 370.00$ 26.00$ West Urban CPI Solar - Residential (Up to 10 kW)per permit [2],[4]268.00$ 289.00$ 21.00$ West Urban CPI Per kW above 10kW per kW [2],[4]48.00$ 15.00$ (33.00)$ Set by State law Add Residential Battery Back-up per permit [2],[4]206.00$ 222.00$ 16.00$ West Urban CPI Add Residential Panel Upgrade per permit [2],[4]240.00$ 258.00$ 18.00$ West Urban CPI Add Reverse Tilt System/ Ground Mount per permit [2],[4]309.00$ 333.00$ 24.00$ West Urban CPI Solar - Commercial (Up to 50 kW)per permit [2],[4]618.00$ 666.00$ 48.00$ West Urban CPI Per kW between 51kW - 250kW per kW [2],[4]62.00$ 7.00$ (55.00)$ Set by State law Per kW above 250kW per kW [2],[4]62.00$ 5.00$ (57.00)$ Set by State law Spray Booth Install / Clean Room per permit [2]248.00$ 267.00$ 19.00$ West Urban CPI Building Department FeesMinor/Miscellaneous Residential & Commercial Improvements Cell Site Decks / Balcony Demolition of Building Foundation Repair Manufactured House / Building Patio Remodel - Residential Repairs - Miscellaneous Retaining Wall Reroofing Roof Structure Repair / Reinforcement Sign Skylight 39May 24, 2022 Item #8 Page 223 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason New/Replace First Story each [2]378.00$ 407.00$ 29.00$ West Urban CPI Additional Story each [2]309.00$ 333.00$ 24.00$ West Urban CPI Repair each [2]378.00$ 407.00$ 29.00$ West Urban CPI Stucco each [2]378.00$ 407.00$ 29.00$ West Urban CPI Stone/Brick Veneer each [2]398.00$ 429.00$ 31.00$ West Urban CPI <8 ft, first 100 lf per permit [2]447.00$ 481.00$ 34.00$ West Urban CPI each add'l. 100 lf each [2]82.00$ 88.00$ 6.00$ West Urban CPI >8 ft, first 100 lf per permit [2]481.00$ 518.00$ 37.00$ West Urban CPI >8 ft, ea. Add'l 100 lf each [2]220.00$ 237.00$ 17.00$ West Urban CPI Commercial per permit [2]228.00$ 246.00$ 18.00$ West Urban CPI Residential per permit [2]228.00$ 246.00$ 18.00$ West Urban CPI Temporary Seating or Bleachers Install per permit [2]515.00$ 555.00$ 40.00$ West Urban CPI Trash Enclosure Install per permit [2]240.00$ 258.00$ 18.00$ West Urban CPI Commercial each [2]309.00$ 333.00$ 24.00$ West Urban CPI Residential each [2]309.00$ 333.00$ 24.00$ West Urban CPI Inspections outside of normal business hours (minimum charge: two hours)per hour [2]129.00$ 129.00$ -$ Set by City policy Re-inspection fees per hour [2]129.00$ 129.00$ -$ Set by City policy Inspections for which no fee is specifically indicated (minimum charge: one half-hour)per hour [2]129.00$ 129.00$ -$ Set by City policy Additional plan review required by changes, additions or revisions to approved plans (minimum charge: one half-hour)per hour [2]129.00$ 129.00$ -$ Set by City policy Building Permit Revision, Fee + Third Party Hourly Charge per hour [2]actual cost Actual Cost --Set by City policy Building Plan Check Fee (8% discount on repetitive plan checks)each [2],[5]actual cost Actual Cost --Set by City policy Green Building Standards Plan Check and Inspection each [2]actual cost Actual Cost --Set by City policy Green Building State Standards Fee (SB1473)each [1] $1.00 per every $25,000 in building valuation or fraction thereof (minimum fee $1.00) $1.00 per every $25,000 in building valuation or fraction thereof (minimum fee $1.00) --Set by City policy Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee - Residential each [1] Pass through from State: $13.00 per $100,000 valuation (minimum $0.50 fee) Pass through from State: $13.00 per $100,000 valuation (minimum $0.50 fee) --Set by City policy Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee - Commercial each [1] Pass through from State: $28.00 per $100,000 valuation (minimum $0.50 fee) Pass through from State: $28.00 per $100,000 valuation (minimum $0.50 fee) --Set by City policy Penalty for Commencing Work Before Permit Issuance each [6] Double the permit fee --Set by City policy Fees for services not listed will be determined on a case-by-case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]137.00$ 148.00$ 11.00$ West Urban CPI [Notes] [1]Set per City policy [2]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] [4]Limited to maximum amounts set by AB 1414. [5]Plan check fee based on 70% of the current building permit fee and is due upon initial submittal [6]CMC 18.20.010 and CMC 18.04.010 Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. Other Inspections (Per Hour) Other Building Fees Stairs Siding Storage Racks Windows / Door Swimming Pool 40May 24, 2022 Item #8 Page 224 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit Change Reason Simple Single or Combination Permits (see list of simple items)per permit [1]193.00$ 208.00$ 15.00$ West Urban CPI Water Heater Only per permit [1]108.00$ 116.00$ 8.00$ West Urban CPI FAU less than 100,000 Btu/h per permit [1]481.00$ 518.00$ 37.00$ West Urban CPI FAU greater than 100,000 Btu/h per permit [1]618.00$ 666.00$ 48.00$ West Urban CPI Floor furnace (including vent)per permit [1]344.00$ 370.00$ 26.00$ West Urban CPI Suspended, wall, or floor-mounted heaters per permit [1]275.00$ 296.00$ 21.00$ West Urban CPI Appliance vents not included in an appliance permit per permit [1]550.00$ 592.00$ 42.00$ West Urban CPI Boiler up to 100,000 Btu/h per permit [1]653.00$ 703.00$ 50.00$ West Urban CPI Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]275.00$ 296.00$ 21.00$ West Urban CPI Compressor up to 3 HP per permit [1]309.00$ 333.00$ 24.00$ West Urban CPI Compressor up to 3 HP to 15 HP per permit [1]323.00$ 348.00$ 25.00$ West Urban CPI Other Complex Mechanical per permit [1]412.00$ 444.00$ 32.00$ West Urban CPI Commercial Appliance per permit [1]275.00$ 296.00$ 21.00$ West Urban CPI Power Apparatus per permit [1]275.00$ 296.00$ 21.00$ West Urban CPI Motor not over 1 HP each [1]275.00$ 296.00$ 21.00$ West Urban CPI Motor over 1 HP and not over 10 HP each [1]275.00$ 296.00$ 21.00$ West Urban CPI Motor over 10 HP and not over 50 HP each [1]275.00$ 296.00$ 21.00$ West Urban CPI Motor over 50 HP and not over 100 HP each [1]309.00$ 333.00$ 24.00$ West Urban CPI Motor over 100 HP each [1]344.00$ 370.00$ 26.00$ West Urban CPI Generator not over 1 KW each [1]275.00$ 296.00$ 21.00$ West Urban CPI Generator over 1 KW and not over 10 KW each [1]309.00$ 333.00$ 24.00$ West Urban CPI Generator over 10 KW and not over 50 KW each [1]412.00$ 444.00$ 32.00$ West Urban CPI Generator over 50 KW and not over 100 KW each [1]412.00$ 444.00$ 32.00$ West Urban CPI Generator over 100 KW each [1]481.00$ 518.00$ 37.00$ West Urban CPI Transformer not over 1 KVA each [1]344.00$ 370.00$ 26.00$ West Urban CPI Transformer over 1 KVA and not over 10 KVA each [1]344.00$ 370.00$ 26.00$ West Urban CPI Transformer over 10 KVA and not over 50 KVA each [1]378.00$ 407.00$ 29.00$ West Urban CPI Transformer over 50 KVA and not over 100 KVA each [1]412.00$ 444.00$ 32.00$ West Urban CPI Transformer over 100 KVA each [1]412.00$ 444.00$ 32.00$ West Urban CPI Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1]412.00$ 444.00$ 32.00$ West Urban CPI Services over 600 volts or over 1000 amperes in rating each [1]550.00$ 592.00$ 42.00$ West Urban CPI Other Complex Electrical each [1]412.00$ 444.00$ 32.00$ West Urban CPI Fire Suppression System / Commercial Hood per permit [1]584.00$ 629.00$ 45.00$ West Urban CPI Onsite Sewer 6" & Over per permit [1]378.00$ 407.00$ 29.00$ West Urban CPI Onsite Water 6" & Over per permit [1]378.00$ 407.00$ 29.00$ West Urban CPI Onsite Storm Drain 6" & Over per permit [1]378.00$ 407.00$ 29.00$ West Urban CPI Other Complex Plumbing per permit [1]412.00$ 444.00$ 32.00$ West Urban CPI [Notes] [1]Set per 2021 - Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Complex Electrical Permits Complex Plumbing Permits Building Department Fees Plumbing, Mechanical, and Electrical Permits - Not Associated with a Building Permit Complex Mechanical Permits 41May 24, 2022 Item #8 Page 225 of 245 Fee Name Simple Mechanical Items: Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system. HVAC change out - existing dwelling Air-handling unit under 10,000 CFM Evaporative cooler Ventilation fan connected to a single duct Hood and duct system Duct systems Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.) Other simple mechanical Simple Electrical Items: Receptacle, switch, and lighting outlets Lighting fixtures Pole or platform-mounted lighting fixtures Theatrical-type lighting fixtures or assemblies Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt-ampere (KVA), in rating Busways Trolley and plug-in-type busways - each 100 feet or fraction thereof Signs, outline lighting, or marquees supplied from one branch circuit Services of 600 volts or less and not over 200 amperes in rating Miscellaneous apparatus, conduits, and conductors Portable generators less than 10,000 W Temporary power panel/service Temporary power pole Other simple electrical Simple Plumbing Items: Plumbing fixtures Building sewer Rainwater systems Water heater Industrial waste pretreatment interceptor Water piping and/or water treating equipment Repair or alteration of drainage or vent piping Backflow devices Atmospheric-type vacuum breakers Gas test Gas outlets Residential remodel/repairs Other simple plumbing Simple Single or Combination Permits List 42May 24, 2022 Item #8 Page 226 of 245 Section 3 Development Impact Fees 43May 24, 2022 Item #8 Page 227 of 245 Fee Name Fee Type Current Fee Level/Deposit Proposed Fee Level/Deposit Change Reason Bridge & Thoroughfare District #2 - Zone 20 per ADT 2,028.00$ 2,182.00$ 154.00$ Los Angeles ENR CCI Bridge & Thoroughfare District #2 - Zone 21 per ADT 1,637.00$ 1,761.00$ 124.00$ Los Angeles ENR CCI Bridge & Thoroughfare District #2 - Zone 5 per ADT 391.00$ 421.00$ 30.00$ Los Angeles ENR CCI [Notes] Fees subject to section 66000 of the California Government Code 44May 24, 2022 Item #8 Page 228 of 245 45May 24, 2022 Item #8 Page 229 of 245 46May 24, 2022 Item #8 Page 230 of 245 47May 24, 2022 Item #8 Page 231 of 245 Fee Name Fee Type NotesCurrent Fee/Deposit Proposed Fee/Deposit PLDA A, Low Runoff per acre $ 6,897.00 7,421.00$ PLDA B, Low Runoff per acre $ 2,578.00 2,774.00$ PLDA C, Low Runoff per acre $ 2,502.00 2,692.00$ PLDA D, Low Runoff per acre $ 2,373.00 2,553.00$ PLDA A, Medium Runoff per acre $ 13,715.00 14,757.00$ PLDA B, Medium Runoff per acre $ 4,969.00 5,347.00$ PLDA C, Medium Runoff per acre $ 3,540.00 3,809.00$ PLDA D, Medium Runoff per acre $ 3,882.00 4,177.00$ PLDA A, High Runoff per acre $ 29,887.00 32,158.00$ PLDA B, High Runoff per acre $ 11,170.00 12,019.00$ PLDA C, High Runoff per acre $ 10,845.00 11,669.00$ PLDA D, High Runoff per acre $ 10,283.00 $ 11,065.00 Planned Local Drainage Area Fees (PLDA) Low Runoff Potential Medium Runoff Potential High Runoff Potential CF ♦ GC ♦ L ♦ O ♦ OS ♦ P ♦ PI ♦ PI/O ♦ R ♦ R1.5 ♦ R4 ♦ R8 ♦ R15 ♦ R15/L ♦ R15/O ♦ R15/VC ♦ R23 ♦ R30 ♦ OK-TC ♦ VC ♦ VC/OS ♦ V ♦ PLDA FEE CATEGORYGeneral Plan Land Use Designation 48May 24, 2022 Item #8 Page 232 of 245 49May 24, 2022 Item #8 Page 233 of 245 Fee Name Fee Type Current Fee Level / Deposit Proposed Fee Level / Deposit Change Reason Sewer Benefit Area Fee - Area A per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area B per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area C per EDU $ 2,568.00 2,763.00$ 195.00$ Los Angeles ENR CCI Sewer Benefit Area Fee - Area D per EDU $ 2,573.00 2,769.00$ 196.00$ Los Angeles ENR CCI Sewer Benefit Area Fee - Area E per EDU $ 3,795.00 4,083.00$ 288.00$ Los Angeles ENR CCI Sewer Benefit Area Fee - Area F per EDU $ 3,815.00 4,105.00$ 290.00$ Los Angeles ENR CCI Sewer Benefit Area Fee - Area G per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area H per EDU $ 1,119.00 1,204.00$ 85.00$ Los Angeles ENR CCI Sewer Benefit Area Fee - Area I per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area J per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area K per EDU $ 1,669.00 -$ (1,669.00)$ Sufficient funds collected Sewer Benefit Area Fee - Area L per EDU $ - -$ -$ Sufficient funds collected Sewer Benefit Area Fee - Area M per EDU $ 82.00 -$ (82.00)$ Sufficient funds collected Sewer Connection (General Capacity all areas plus Sewer Benefit Area Fees)per EDU $ 998.00 1,074.00$ 76.00$ Los Angeles ENR CCI 50May 24, 2022 Item #8 Page 234 of 245 Fee Name Fee Type Notes Current Fee/Deposit Proposed Fee/Deposit Change Reason Cassia Heights (Southeast and Southwest quadrants)per unit [1]66,300.00$ 71,405.00$ 5,105.00$ West Urban CPI Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1]98,123.00$ 105,678.00$ 7,555.00$ West Urban CPI Affordable Housing Impact Fee per unit [1]2,925.00$ 2,925.00$ -$ Set by City policy Affordable Housing In-Lieu Fee (per single-family market rate unit on single-family lot)per unit [2]8,529.00$ 8,529.00$ -$ Set by City policy Affordable Housing In-Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft.[2]15.00$ 15.00$ -$ Set by City policy Type D - Coastal Sage Scrub per acre [1]35,577.00$ 37,036.00$ 1,459.00$ Half of San Diego CPI increase Type E - Non-Native Grassland per acre [1]17,790.00$ 18,519.00$ 729.00$ Half of San Diego CPI increase Type F - Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,558.00$ 3,704.00$ 146.00$ Half of San Diego CPI increase Apartment (Inside of CFD 1)per ADT [1]338.00$ 345.00$ 7.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Apartment (Outside of CFD 1)per ADT [1]397.00$ 405.00$ 8.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]134.00$ 137.00$ 3.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]159.00$ 162.00$ 3.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Condominium (Inside of CFD 1)per ADT [1]338.00$ 345.00$ 7.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Condominium (Outside of CFD 1)per ADT [1]397.00$ 405.00$ 8.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Single Family (Inside of CFD 1)per ADT [1]338.00$ 345.00$ 7.00$ Caltrans CCI or 2%, whichever is greater (2% this year) Single Family (Outside of CFD 1)per ADT [1]397.00$ 405.00$ 8.00$ Caltrans CCI or 2%, whichever is greater (2% this year) [Notes] [1]Set per City policy [2]Updated via City Council Resolution; effective April 1, 2022. Traffic Impact Fees Habitat Mitigation Fees, Per Acre Affordable Housing Impact Fee Affordable Housing Credit 51May 24, 2022 Item #8 Page 235 of 245 RESOLUTION NO. 2022-120 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 14, 2022, FOR ADOPTION OF THE FISCAL YEAR 2022-23 OPERATING, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM, AND CAPITAL IMPROVEMENT PROGRAM BUDGETS; CARLSBAD'S SHARE OF THE ENCINA WASTEWATER AUTHORITY OPERATING AND CAPITAL BUDGETS; THE GANN SPENDING LIMIT FOR FISCAL YEAR 2022-23; AND CHANGES TO THE MASTER FEE SCHEDULE; AND DETERMINING THE FISCAL YEAR 2022-23 CAPITAL IMPROVEMENT PLAN BUDGET IS CONSISTENT WITH THE GENERAL PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS EXHIBIT 5 WHEREAS, the City Council of the City of Carlsbad, California has received a report on the city's preliminary Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets for fiscal year 2022-23 and on proposed changes to the Master Fee Schedule; and WHEREAS, prior to the adoption of the budgets, the changes to fee schedule, and other budget related documents, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the City Council desires to provide notice of the public hearing on the city's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 14, 2022, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on: a.The adoption of the fiscal year 2022-23 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets; b.The adoption of the city's share of the Encina Wastewater Authority Operating and Capital Budgets; c.The adoption of the Gann spending limit for fiscal year 2022-23; d.The adoption of changes to the Master Fee Schedule; and May 24, 2022 Item #8 Page 236 of 245 e.The determination that the fiscal year 2022-23 Capital Improvement Plan is consistent with the General Plan and the applicable Climate Action Plan measures and actions. 4.That the City Clerk's Office is directed to publish notice of the public hearing on the city's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 24th day of May, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. Hall. None. MATT HALL, Mayor ¥ FAVIOLA MEDINA, City Clerk Services Manager (SEAL) May 24, 2022 Item #8 Page 237 of 245 RESOLUTION NO. 1671 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 14, 2022, FOR ADOPTION OF THE FISCAL YEAR 2022-23 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS AND CHANGES TO THE MASTER FEE SCHEDULE EXHIBIT 6 WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, has received a report on the District's preliminary Operating and Capital Improvement Program budgets for fiscal year 2022-23 and on proposed changes to the Master Fee Schedule; and WHEREAS, prior to the adoption of the budgets and the changes to the fee schedule, the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 14, 2022, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on: a.The adoption of the fiscal year 2022-23 Operating and Capital Improvement Program budgets; and b.The adoption of changes to the Master Fee Schedule. 4.That the Board Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. May 24, 2022 Item #8 Page 238 of 245 PASSED, APPROVED AND ADOPTED at a Special Meeting of the Carlsbad Municipal Water District of the City of Carlsbad on the 24th day of May, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Hall, Blackburn, Bhat-Patel, Acosta, Norby. None. None. MATT HALL, President � FAVIOLA MEDINA, City Clerk Services Manager (SEAL) May 24, 2022 Item #8 Page 239 of 245 t2G RESOLUTION NO. 88 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE PUBLIC FINANCING AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 14, 2022, FOR ADOPTION OF THE FISCAL YEAR 2022-23 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS FOR THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE EXHIBIT 7 WHEREAS, the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, has received a report on the preliminary Operating and Capital Improvement Program budgets for The Crossings at Carlsbad Municipal Golf Course for fiscal year 2022-23; and WHEREAS, prior to the adoption of the budgets, the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 14, 2022, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2022-23 Operating and Capital Improvement Program budgets. 4.That the Board Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. May 24, 2022 Item #8 Page 240 of 245 PASSED, APPROVED AND ADOPTED at a Special Meeting of the Public Financing Authority of the City of Carlsbad on the 24th day of May, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Hall, Blackburn, Bhat-Patel, Acosta, Norby. None. None. -t-V° FAVIOLA MEDINA, City Clerk Services Manager (SEAL) May 24, 2022 Item #8 Page 241 of 245 RESOLUTION NO. 552 A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING fOR JUNE 14, 2022, FOR ADOPTION OF THE FISCAL YEAR 2022-23 OPERATING BUDGET OF THE CARLSBAD HOUSING AUTHORITY EXHIBIT 8 WHEREAS, the Community Development Commission of the City of Carlsbad, California, has received a report on the Carlsbad Housing Authority's preliminary Operating Budget for fiscal year 2022-23; and WHEREAS, prior to the adoption of the budget, the Commission desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Commission desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 14, 2022, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2022-23 Operating Budget. 4.That the Commission Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. May 24, 2022 Item #8 Page 242 of 245 PASSED, APPROVED AND ADOPTED at a Special Meeting of the Community Development Commission of the City of Carlsbad on the 24th day of May, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. Hall. None. SCOTT CHADWICK, Secretary (SEAL) May 24, 2022 Item #8 Page 243 of 245 RESOLUTION NO. 2022-121 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, AS THE SUCCESSOR AGENCY FOR THE CARLSBAD REDEVELOPMENT AGENCY, SETTING A PUBLIC HEARING FOR JUNE 14, 2022, FOR ADOPTION OF THE FISCAL YEAR 2022-23 OPERATING BUDGET OF THE SUCCESSOR AGENCY EXHIBIT 9 WHEREAS., the City Council of the City of Carlsbad, California., as the successor agency for the Carlsbad Redevelopment Agency, has received a report on the successor agency's preliminary Operating Budget and the enforceable debt obligations of the City of Carlsbad's Redevelopment Obligation Retirement Fund for fiscal year 2022-23; and WHEREAS, prior to the adoption of the budget, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the City Council desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as the successor agency for the Carlsbad Redevelopment Agency, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 14, 2022, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2022-23 Operating Budget. 4.That the City Clerk's Office is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. May 24, 2022 Item #8 Page 244 of 245 PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council ofthe City of Carlsbad on the 24th day of May, 2022, by the following vote, to wit: AYES: NAYS: ABSENT: Blackburn, Bhat-Patel, Acosta, Norby. Hall. None. MATT HALL, Mayor � �{ FAVIOLA MEDINA, City Clerk Services Manager (SEAL) May 24, 2022 Item #8 Page 245 of 245 FY 2022-23PRELIMINARY OPERATING BUDGET TONIGHT’S PRESENTATION •Budget overview –Where we’ve been –Where we’re headed •Branch details –Core services funded in FY 22/23 –Proposed changes •Citywide revenues and expenditures •Fee update RECOMMENDED ACTION •Accept the report •Set public hearing for June 14, 2022 KEY DATES May 24 Preliminary budget June 7 Capital Improvement Program Strategic Digital Investment Program June 14 Public hearing to adopt budget July 1 First day of the new fiscal year 2022-23 Budget •Balanced (with small surplus) •Maintains all services at current high levels •Progress on goals •Projected funding gap starting July 1, 2025 No annual increase No roll overs Data driven decisions 3 FISCAL POLICIES STARTED FY 19/20 No annual increase No roll overs Data driven decisions 3 FISCAL POLICIES STARTED FY 19/20 New savings $ REDUCING COSTS Inflation 8%FY 22/23 General Fund Maintenance & Operations Budget -1.8%We are here PROJECTED GENERAL FUND RESERVES 100% 50% 0% June 30, 2023 Policy 40%, $74 M 63% Projected, $116 M PROJECTED GENERAL FUND RESERVES 2022-23 $116 M 41% increase $82.5 M 2019-20 PENSION PERCENT FUNDED 11 63% 65% 67% 68% 68% 69% 70% 70% 70% 72% 73% 74% 74% 74% 75% 75% 0%10%20%30%40%50%60%70%80% El Cajon La Mesa National City Escondido Poway Chula Vista San Marcos Santee Solana Beach Del Mar Vista Lemon Grove Encinitas Oceanside Carlsbad Coronado As of June 30, 2020 Carlsbad New programs with ongoing expenses New park ranger program New beach lifeguard program 2 additional ambulances and crews Homeless Response Plan New sustainability initiatives Clean Energy Alliance Expanded EV charging infrastructure New community center New community garden 6 new pickleball courts First arena field Expanded youth basketball New seniors programs Career online high school Arts & Culture Plan Cybercrime prevention for small businesses Citywide data management, governance and training Diversity, Equity & Inclusion Program Added 16 boards, commissions to livestream Career online high school NEW PROGRAMS •Increased transparency •Support community values CHANGING NEEDS Create Maintain 1952 2022 Establish policies Establish financing strategy Plan communities Build infrastructure Manage growth Create an excellent quality of life Repair, replace infrastructure Redevelop as needed Adapt to new needs Develop new financing strategy Maintain an excellent quality of life FIVE YEAR STRATEGIC PLAN Economic Vitality Sustainability & Natural Environment Community Character Quality of Life & Safety Organizational Excellence & Fiscal Health BRANCH SUMMARIES •Core services included in the budget •New programs, services proposed •Cost savings and efficiencies gained •Budget details Police Department 100,000 calls for service Investigations 100,000 calls for service 100,000 calls for service 100,000 calls for service Security for 30 annual events Council Goal:Quality of Life and Safety •1 new full-time management analyst position that will allow greater focus on police budget issues, administration of grants/MOUs/contracts, and departmental data statistics •Health and wellness screening, reducing risk and enhancing effectiveness of employees •Restore training cut during the COVID pandemic Increased costs •Cost of electricity to power police headquarters and dispatch center •Increase for school crossing guards' contract due to increased hourly wage PROPOSED CHANGES Cost comparison Cost comparison Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $ 38,415,458 $ 40,605,044 $ 2,189,586 6% M&O $ 3,046,274 $ 3,164,350 $ 118,076 4% Interdept $ 7,730,391 $ 7,723,463 $ (6,928)0% TOTAL $ 49,192,123 $ 51,492,857 $ 2,300,734 5% Full-Time Personnel 186.00 187.00 1.00 1% General Fund $ 48,756,017 $ 51,102,152 $ 2,346,135 5% Special Revenue Fund $ 436,106 $ 390,705 $ (45,401)-10% TOTAL $ 49,192,123 $ 51,492,857 $ 2,300,734 5% Police Department Fire Department 100,000 calls for service 13,837 incidents 6,456 Transports 362 rescues 25,000 preventive actions 755,672 beach-goers 2,182 fire inspections 760 Plan Reviews 480 smoke, C02 detectors 2,300 hours BACKGROUND RESPONSE TIMES 7 min, 30 sec 8 min, 51 sec Target Carlsbad 74 PERMANENT FIRE STATION 7 1 2 3 4 5 6 7 •West of railroad tracks •Estimated completion 2026-28 •Council Goal:Quality of Life and Safety •12 new emergency medical technicians to provide more cost- effective medical care and repurpose firefighters to staff fire station 7 •Maintenance costs to retain the old ladder truck as a reserve when front line engines/truck on large scale incidents or require maintenance •Station 7 implementation costs to include one fire engine and operating expenses •Comprehensive plan to evaluate current fire stations and prioritize future safety needs for remodels or additions PROPOSED CHANGES Savings & Efficiencies •Reprioritized Fire Station 4 project to save $5.1 million •EMT model reduces long term labor costs while improving coverage Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $ 25,544,578 $ 28,535,003 $ 2,990,425 12% M&O $ 4,139,780 $ 4,860,083 $ 720,303 17% Interdept $ 3,837,054 $ 4,361,857 $ 524,803 14% TOTAL $ 33,521,412 $ 37,756,943 $ 4,235,531 13% Full-Time Personnel 111.00 123.00 12.00 11% Fire Department Public Works •Construction Management & Inspection •Environmental Management •Fleet & Facilities •Transportation •Utilities Public Works 6,200 acres of preserves 30,000 households 456 vehicles Repair 30,000 square feet 1,100 tons of debris 4.8 billion gallons 4,441 fire hydrants 95 miles of pipeline 7 million gallons a day 6,056 access holes Council Goal:Quality of Life and Safety •1 new temporary (5 years) full time Senior Engineer position to accelerate completion of facilities projects in the city’s Capital Improvement Program •Increase the number of residential traffic studies to address speeding and safety concerns in neighborhoods •Additional pressure washing to keep the Village and upper seawall clean and welcoming •A new Safe Routes to School program to facilitate more families walking and biking to school, fulfilling Climate Action Plan goals PROPOSED CHANGES Council Goal: Environmental Sustainability •New environmental initiatives to reduce waste going to landfills •Proposed department name change from Environmental Management to Environmental Sustainability in keeping with Council's goal Increased costs •Electricity costs for the city’s Faraday Administration Center •Increased cost of water due to ongoing drought and competing water needs in the state PROPOSED CHANGES •1 new full time Management Analyst in Utilities for operational efficiency and to assume additional financial modeling activities •1 new full time Utility Locator position to provide utility mark-outs more efficiently and cost-effectively than through a contractor ($311,400 for a contractor compared to $116,480 for fully burdened staff;$195K less) •Reclassifying 3 positions to recognize levels of responsibility for critical management of reservoir levels and maintaining water quality and availability –Utilities Supervisor to Utilities Superintendent –Water Systems Operator 3 to Utilities Supervisor –Water Systems Operator 2 to Water Systems Operator 3 PERSONNEL CHANGES Savings & Efficiencies •Cooperative purchasing agreements for fleet vehicles •1 part time position to utilize retired annuitant's expertise and system knowledge of recycled water, which was formerly a full-time position •$195K savings for utility locator full time position compared to contractor Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $23,802,251 $25,522,951 $1,720,700 7% M&O $76,657,064 $80,673,048 $4,015,984 5% Interdept $9,537,443 $10,318,418 $780,975 8% TOTAL $109,996,758 $116,514,417 $6,517,659 6% Full-Time Personnel 177.75 182.75 5.00 3% General Fund $21,175,903 $22,339,501 $1,163,598 5% Special Revenue Fund $1,592,492 $1,651,708 $59,216 4% Enterprise Fund $79,165,957 $83,723,323 $4,557,366 6% Internal Service Fund $8,062,406 $8,799,885 $737,479 9% TOTAL $109,996,758 $116,514,417 $6,517,659 6% Public Works Community Services •Community Development •Housing & Homeless Services •Library & Cultural Arts •Parks & Recreation •Real Estate Community Services Open 17,000 hours 7,600 hours 110,000 computer sessions 800,000 materials checked out Citywide events 40 pieces of public art 3,339 acres of parks 762 acres 500 trees 35,000 senior meals Assist 500 people experiencing homelessness Assist 550 with affordable rental housing 18,000 building inspections 1,200 code cases Council Goal:Quality of Life and Safety •1 new full-time Housing Assistant position to expand Section 8 rental assistance program •Homelessness City Council goal work program •Convert 6.6 FTE part time lifeguard positions into 3 full time Senior Lifeguard positions; add 1 new Senior Lifeguard position so Monroe Street Pool can be open more hours •Add 1 new temporary (5 years) Parks Planner to increase the number of new parks and park improvements that can be completed in the next five years PROPOSED CHANGES Council Goal:Quality of Life and Safety (cont) •Continue senior meal services expanded during the COVID pandemic •Increase park maintenance costs to service new Buena Vista Reservoir Park, Calavera Gateway and Poinsettia Dog Park •Restore day camps and teen programs to pre-COVID levels Council Goal: Environmental Sustainability •Tree planting to meet goals of the Community Forest Management Plan •New beach clean-up event •Lake Calavera Loop Trail erosion repairs PROPOSED CHANGES Council Goal: Community Character •Increase funding for arts and culture programs in Carlsbad •Parks Memorial Program –increased implementation and maintenance costs •Sports field lighting maintenance so teams can gather and play after dark Increased costs •Portable restroom service •Water •Utilities and chemicals for aquatics •Parks maintenance contracts •Environmental and hazardous waste removal PROPOSED CHANGES Savings & Efficiencies •Stood up a new Housing & Homeless Services Department •Created stand-alone Code Enforcement Division (formerly Building & Code Enforcement) •Eliminated 6.6 part-time positions to offset 3 full time lifeguards Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $27,981,908 $29,750,478 $1,768,570 6% M&O $36,656,732 $37,544,099 $887,367 2% Interdept $6,675,610 $7,303,218 $627,608 9% TOTAL $71,314,250 $74,597,795 $3,283,545 5% Full-Time Personnel 177.50 181.00 3.50 2% General Fund $49,999,648 $49,450,171 $(549,477)-1% Special Revenue Fund $13,016,107 $14,883,779 $1,867,672 14% Trust Fund $1,067,495 $1,068,845 $1,350 0% Enterprise Fund $7,231,000 $9,195,000 $1,964,000 27% TOTAL $71,314,250 $74,597,795 $3,283,545 5% Community Services •City Council's Office •City Clerk’s Office •City Attorney’s Office •City Manager’s Office •Communication & Engagement •Intergovernmental Affairs Policy & Leadership Core Services 600 public records requests 170 public meetings 1,000 web pages 6,056 access holes Legislative advocacy Legal requirement •One-time expenses to administer November 2022 municipal election PROPOSED CHANGES Savings & Efficiencies Contract grant writer •$73,232 spent to date •$5,657,600 in funding for projects Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $6,100,147 $6,583,649 $483,502 8% M&O $1,690,819 $1,625,266 $(65,553)-4% Interdept $675,636 $651,257 $(24,379)-4% TOTAL $8,466,602 $8,860,172 $393,570 5% Full-Time Personnel 32.00 34.00 2.00 6% General Fund $8,121,602 $8,465,166 $343,564 4% Special Revenue Fund $345,000 $395,006 $50,006 14% TOTAL $8,466,602 $8,860,172 $393,570 5% Policy & Leadership Administrative Services •Human Resources •Finance •Information Technology •Internal Auditor •Economic Development •Innovation Administrative Services 6,000 job applications 1,000 computers Prevent nearly 1 million hacks 11,500 vendor payments 30 hours of data analytics & visualization training Legislative advocacy 35 business expansion, attraction, and retention projects 96 lamp post banners in 7 areas changed out 3 times annually Feature 240 companies Generate 45,000 views Directly connect 175 job seekers with Carlsbad companies Council Goal: Economic Vitality •Expand of the banner program to four additional locations in north, central and southern Carlsbad •Scale the pilot Life in Action Recruiter program to connect more job seekers directly with an increased number of participating companies based on skills and job fit PROPOSED CHANGES Council Goal: Organizational Excellence & Fiscal Health •New fraud and ethics hotline to model best practices for fiscal responsibility •New business process improvement program to identify operation streamlining, cost avoidance, and resource efficiency opportunities •Restore COVID cuts to professional training and industry conferences •Increase technical support to develop more data and GIS projects, and deliver them more quickly to improve operations and a create a better customer experience PROPOSED CHANGES Council Goal: Organizational Excellence & Fiscal Health •Change two part time administrative positions into one full time position responsible for Strategic Plan monitoring, analytics and performance measures •Change part time technology administrator to full time Client Systems Administrator to better serve city’s IT needs PERSONNEL CHANGES Savings & Efficiencies Innovation Sprints and building in-house digital solutions •2,365 in staff hour savings •$225,000 in savings In-house project management •$140,000 savings for Domain Migration DocuSign Automation •Reduction of paper/mail, staff time x Savings & Efficiencies •Reduced use of contractors for recruitments FY 19-20 $240,000 in savings FY 20-21 $120,000 in savings FY 21-22 $120,000 in savings x Administrative Services Adopted 2022 Preliminary 2023 Change ($)Change (%) Personnel $13,503,933 $15,990,283 $2,486,350 18% M&O $19,414,145 $20,479,791 $1,065,646 5% Interdept $1,018,008 $1,366,176 $348,168 34% TOTAL $33,936,086 $37,836,250 $3,900,164 11% Full-Time Personnel 52.00 56.00 4.00 8% General Fund $12,424,907 $14,070,699 $1,645,792 13% Internal Service Fund $21,511,179 $23,765,551 $2,254,372 10% TOTAL $33,936,086 $37,836,250 $3,900,164 11% Projected revenues and proposed expenditures Zach Korach Finance Director Enterprise $89.6 26% Fiduciary $0.5 0% General $198.8 59% Internal Service $33.1 10% Special Revenue $17.9 5% CITYWIDE REVENUES $339.8 million CITYWIDE REVENUES Fund Estimated Budgeted $% 2021-22 2022-23 Change Change General Fund $204.9 $198.8 $(6.2)-3.0% Special Revenue 18.7 17.9 (0.7)-4.0% Enterprise 84.8 89.6 4.7 5.6% Internal Service 30.5 33.1 2.6 8.4% Successor Agency Housing Trust 1.1 0.5 (0.6)-52.2% Total $340.0 $339.8 $(0.1)0.06% CITYWIDE EXPENSES Enterprise $92.9 27% Fiduciary $1.1 0% General $198.3 58% Internal Service $32.6 10% Special Revenue $17.3 5% $342.2 million By Fund Type (In Millions) Budget Budget $% 2021-22 2022-23 Change Change General Fund $184.6 $198.3 $13.7 7.4% Special Revenue 15.4 17.3 1.9 12.3% Enterprise 86.4 92.9 6.5 7.5% Internal Service 29.6 32.6 3.0 10.1% Successor Agency Housing Trust 1.1 1.1 -0.0% Total $317.1 $342.2 $25.1 7.9% CITYWIDE EXPENSES GENERAL FUND REVENUE SOURCES Property Tax 41% Sales Tax 25% Transient Occupancy Tax 14% Franchise Taxes 4% Business License Tax 3% Development Revenues 1% All Other Revenue 12% $198.8 million Estimated Budgeted $% 2021-22 2022-23 Change Change Property Tax $79.7 $81.5 $1.8 2.3% Sales Tax 50.3 49.1 (1.2)-2.4% Transient Occupancy Tax 28.1 28.8 0.7 2.5% Franchise Taxes 6.2 7.0 0.7 11.4% Business License Tax 6.8 6.2 (0.6)-8.6% Development Revenues 3.7 2.9 (0.9)-23.5% All Other Revenue 30.0 23.3 (6.7)-22.4% Total $204.9 $198.8 $(6.2)-3.0% GENERAL FUND REVENUES GENERAL FUND SPENDING OVERVIEW This year Next year + 3% Saving for future costs + 4% new spending Inflation GENERAL FUND EXPENDITURES BY TYPE Personnel 62% Maintenance & Operations 30% Capital Outlay 1% Transfers 7% 44% Public Safety $88.9 Million 25% Community Services $49.5 Million 7% Administrative Services $14.1 Million 4% Policy & Leadership $8.5 Million 8% Non-departmental $15.1 Million 11% Public Works $22.3 Million $198.4 Million GENERAL FUND EXPENDITURES BY AREA By Expenditure Type (In Millions) Budget Budget $% 2021-22 2022-23 Change Change Personnel, gross $116.2 $ 126.0 $9.8 8.4% Vacancy Savings -(2.0)(2.0)0.0% Personnel 116.2 124.0 7.8 6.7% Maintenance &Operations 60.3 59.2 (1.1)-1.8% Capital Outlay 0.9 1.5 0.6 71.9% Transfers 7.1 13.6 6.5 90.3% Subtotal $184.5 $198.3 $13.8 7.5% GENERAL FUND EXPENDITURES NEW FULL TIME POSITIONS •24 new full-time positions –2 are temporary full-time –71% are new police, fire and lifeguard positions •The equivalent of 5.9 full-time positions are being eliminated •Net increase of 18 NEW FULL-TIME POSITIONS Public Safety Temporary Lifeguards Housing Utilities IT Strategic Plan Analyst $- $50,000.00 $100,000.00 $150,000.00 $200,000.00 $250,000.00 FY20 FY21 FY22 FY23 FY24 FY25 FY26 Projected revenue Projected expenditures GENERAL FUND 5-YEAR FORECAST GENERAL FUND 5-YEAR FORECAST $185,000 $190,000 $195,000 $200,000 $205,000 $210,000 $215,000 $220,000 $225,000 $230,000 FY23 FY24 FY25 FY26 FY27(Thousands)Projected spending Projected revenue We are here $(6,000) $(5,000) $(4,000) $(3,000) $(2,000) $(1,000) $- $1,000 $2,000 $3,000 $4,000 FY23 FY24 FY25 FY26 FY27 (Thousands)Fiscal Year PROJECTION $3.5 million $460,000 $800,000 -$2.8 million -$5 million July 1, 2022 We are here July 1, 2025 36 months from now ENTERPRISE FUNDS •Water, sewer, solid waste, golf course •Different revenue sources (fees) •Less volatility •Ability to use fund balances ENTERPRISE FUND OVERVIEW $89.6 million $92.9 million Revenue Expenditures $52 million fund balance 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 •Library late fees eliminated 2022-23 Budget •Questions and feedback •Set the public hearing for June 14, 2022 Questions Personnel PERSONNEL HISTORY PERSONNEL HISTORY PERSONNEL HISTORY 66 68 68 67 57 59 60 62 0 10 20 30 40 50 60 70 80 90 100 15 year 10 year 5 year Proposed PERSONNEL COSTS As a % of total General Fund expenditures As a % of total General Fund revenues Department personnel requests “What do you need to execute fully core services, City Council goals, new mandates and the Community Vision? 0 20 40 60 80 100 120 Requested Proposed 102 24 76% reduction Proposed personnel additions 54% 4%4% 17% 4% 4% 8%4%Public Safety IT Data Lifeguards Park Planner (temp) Senior Engineer (temp) Utilities Housing 66 68 68 67 57 59 60 62 0 10 20 30 40 50 60 70 80 90 100 15 year 10 year 5 year Proposed Personnel costs As a % of total General Fund expenditures As a % of total General Fund revenues NEW POSITIONS BY TYPE LAST 5 YEARS Public Safety, Police, Fire, Rangers, Lifeguards, Emergency Preparedness, 38 Public Works, Transportation, Environmental Management, Utilities 19.9 Technology, HR, Finance, Economic Development, Data Analytics, 16 Community Development, Parks & Recreation, Library & Cultural Arts, 10.75 Policy & Leadership, Public Records, Communication & Engagement, 6.25 Management 25% NEW POSITIONS BY TYPE LAST 5 YEARS Non-management 75% 600 620 640 660 680 700 720 740 760 780 800 $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 $200,000,000 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 (Budget) General Fund Revenues General Fund Expenditures Transfers FTE HISTORICAL TRENDS Full time positions 693 704.75 747.75 747.75 782.75 600 650 700 750 800 850 900 FULL TIME POSITIONS LAST 5 YEARS 13% increase over 5 years 2018 2019 2020 2021 2022 Pension CalPERS pension liability 177 CalPERS payment schedule 178 CalPERS investment returns 179 -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% FY02 FY04 FY06 FY08 FY10 FY12 FY14 FY16 FY18 FY20Annual Investment ReturnsAnnual Investment Return Current Discount Rate Fiscal Year 21-22 Approved $6.4 million to reduce unfunded liability 20-21 Approved $10 million to reduce unfunded liability 19-20 Approved fiscal policy updates 18-19 Approved $20 million to reduce unfunded liability 17-18 Approved $11 million to reduce unfunded liability 16-17 Approved $9 million to reduce unfunded liability 11-12 Established 2nd Benefit Tier at 2% @ 60 Carlsbad’s Pension Actions Majority of Carlsbad workforce now in most cost-effective tier 181 2014 2021 Original “Classic” City pension reform State pension reform REDUCED PENSION COSTS RETIREMENT BENEFITS IMPACT OF INVESTMENT RETURNS CalPERS investment earnings City contribution Employee contribution City must cover shortfall if investment earnings fall short CARLSBAD’S PENSION BENEFIT TIERS 183 545 34 36 289 84 343 0 100 200 300 400 500 600 Tier 1 Tier 2 Tier 3Number of EmployeesMay 2014 May 2021 ITEM 1: FINANCIAL STATUS CALPERS UNFUNDED LIABILITY AND FUNDED RATIO 184 62% 64% 66% 68% 70% 72% 74% 76% 78% 80% 82% 84% $- $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Unfunded Liability Funded Status ITEM 1: FINANCIAL STATUS CALPERS LIABILITY COUNTY COMPARISONS 185 0% 10% 20% 30% 40% 50% 60% 70% 80% $- $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 $400,000,000 Carlsbad Del Mar Encinitas Escondido Oceanside Poway San Marcos SolanaBeach Vista Chula Vista Coronado El Cajon La Mesa LemonGrove NationalCity Santee Unfunded Liability and Funded Ratio (as of June 30, 2020) Unfunded Liability Funded Status Forecast