HomeMy WebLinkAbout2022-06-07; City Council; ; Fiscal Year 2022-23 Preliminary Capital Improvement and Strategic Digital Transformation Investment ProgramsCA Review CKM
Meeting Date: June 7, 2022
To: Mayor/President and City Council/Board of Directors
From: Scott Chadwick, City Manager/Executive Manager
Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services
laura.rocha@carlsbadca.gov, 442-339-2415
Paz Gomez, Deputy City Manager, Public Works
paz.gomez@carlsbadca.gov, 442-339-2751
Subject: Fiscal Year 2022-23 Preliminary Capital Improvement and Strategic
Digital Transformation Investment Programs
Districts: All
Recommended Action
Accept a report detailing the proposed fiscal year 2022-23 preliminary Capital Improvement
and Strategic Digital Transformation Investment Programs and provide direction to staff on any
changes desired.
Executive Summary
The City of Carlsbad maintains a long-term plan called the Capital Improvement Program, which
includes infrastructure and other projects critical to maintaining Carlsbad’s excellent quality of
life. With each year’s budget, staff recommend funding for projects and provide an update on
the long-term plan. Starting in 2021, staff took a similar approach to meeting future technology
needs with the Strategic Digital Transformation Investment Program. Both of these programs
allow the city to plan ahead for large expenses and make steady progress on important
projects.
The presentation of the preliminary fiscal year 2022-23 Capital Improvement and Strategic
Digital Transformation Investment Programs is an opportunity for the City Council/Board and
the community to review the proposed projects and budgets prior to the public hearing when
they are considered by the City Council/Board for adoption, as part of the annual budget
process. This public hearing is scheduled for June 14, 2022.
The proposed Capital Improvement Program includes several changes:
• An accelerated timeline for lighting and traffic projects in the Village and Barrio, which
was requested by the City Council at a recent workshop.
June 7, 2022 Item #13 Page 1 of 99
•A list of projects that will be delayed to free up resources needed to accelerate the
Village and Barrio projects.
•14 new projects added to the 15-year program.
•$43.4 million in funding for projects in fiscal year 2022-23.
The proposed Strategic Digital Transformation Investment Program includes the following:
•10 new projects added to the five-year program.
•$3.9 million in funding for projects in fiscal year 2022-23.
Discussion
Capital Improvement Program
Carlsbad takes a long-range planning approach to building high quality facilities and
infrastructure that support the needs and priorities of the community. Projects in the program
are generally defined as any construction, rehabilitation or replacement of major infrastructure
such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and
drainage facilities, and other facilities that are located on or in the ground.
Because of the city’s financial planning, city staff are able to modernize, repair and replace
infrastructure such as buildings and parks, water, sewer and drainage systems, bridges and
roadway systems. City staff prioritize projects in the 15-year Capital Improvement Program
using several factors, including risk to health, safety and environment, regulatory or mandated
requirements, community values, asset condition, annual recurring costs and asset longevity,
scheduling and cost efficiencies, project readiness and funding availability. Staff also consider
community input, consistency with studies and reports, staff availability, alignment with
operating budget and level of service standards or expectations.
The City Council held special meetings this year on April 20, April 26 and May 3 to discuss
prioritization of the projects in relation to a new five-year City Council strategic plan. During the
April 26 workshop, the City Council passed three motions directing staff to:
1.Accelerate the Tyler Street traffic circulation study, the Village and Barrio traffic circles and
all the Village and Barrio lighting projects.
2.Work with other regional agencies to prioritize the trenching project studies, remove this
project from the list, reestablish costs for studies and work with the San Diego Association
of Governments and legislative representatives to seek funding.
3.Prioritize maintenance repairs within the current budget on the Monroe Street Pool
through 2026.
To accommodate these changes without adding new resources, city staff informed the City
Council at the April 26 meeting that other projects would need to be deprioritized, and staff
would return at the June 7 meeting with this information.
June 7, 2022 Item #13 Page 2 of 99
At its May 3 special meeting, the City Council passed the following motion:
Keep the following projects on their existing timelines:
1. South Shore Agua Hedionda Lagoon Trail
2. Sustainable mobility plan implementation
3. Stagecoach Park Community Garden
4. Maerkle solar project
5. New Fire Station 7
6. New City Hall and Civic Center
7. College Boulevard extension
8. South Carlsbad Coastline: Road realignment and public spaces
Implementation of directed changes to Capital Improvement Program
Staff has developed the following plan, based on City Council’s direction:
• The Tyler Street traffic circulation study is now estimated to be complete in late 2024
instead of 2023.
• Six new projects are being proposed to be added to the program to address all locations
identified in the 2019 Village decorative lighting study.
• Additionally, portions of the Carlsbad Boulevard pedestrian lighting project could be
incorporated into the Village decorative lighting projects to save time and money
• A single project manager has been assigned to the Village and Barrio traffic circles
project and all the Village and Barrio lighting projects to increase efficiency and
coordination among these projects, which are now projected to be completed a year
earlier than originally estimated.
• Railroad double tracking has been removed from the program list and a prior funding
balance of $12,675 from the General Capital Construction fund will be reallocated. The
city’s transportation director will partner with the Intergovernmental Affairs director to
further regional efforts and secure outside funding.
• Staff have already addressed several maintenance needs at the Monroe Street Pool and
will continue to maintain this facility until it can be replaced. Under Carlsbad Municipal
Code Chapter 1.24, replacement of the pool facility will require voter approval.
Proposed ballot language will be brought forward for City Council consideration at a
future meeting. The deadline for placing the pool project on the November 2022 ballot
is in mid-August.
Acceleration of the Village and Barrio projects directed by the City Council requires staff to
reassign or delay other projects. To determine which projects to delay, staff reviewed projects
planned for the next five years that need a project manager with expertise in transportation
engineering. Staff then screened out projects that met one or more of the following criteria:
• Required to maintain public health and safety
• Required to meet legal mandates
• Required to meet growth management program facility standards
• Projects with grant funding that would be lost due to a delay
June 7, 2022 Item #13 Page 3 of 99
Based on this analysis, staff determined it is not possible to keep all of the projects identified by
the City Council at its May 3, 2022, meeting on their current timelines while accelerating the
Village and Barrio projects.
To free up enough project management time to accelerate the Village and Barrio projects
identified by the City Council, the following changes are recommended by staff:
• College Boulevard extension: current project field work and other activities would be
paused until available project management resources become available. Estimated
restart would be in 2023 or later.
• Terramar area coastal improvements (roadway portion): project may be delayed by an
additional year to 2026. Work on the utilities project in Terramar, which will be
completed prior to the roadway improvements, will continue as planned.
• Valley and Magnolia complete streets: project may be delayed by an additional year to
2027.
• Sustainable mobility plan implementation: projects may be delayed by an additional
year to 2024. The first batch of projects include Cannon Road/Paseo del Norte, Jefferson
Street, La Costa Avenue, Las Flores Drive and Tamarack Avenue.
• Bridge preventive maintenance program: maintenance projects may be further
deferred by a year.
The fiscal year 2022-23 Capital Improvement Program outlines about $43.4 million in new
appropriations to provide additional funding for continuation of existing projects as well as
funding for new projects. The following chart details appropriations by project type for 2022-
23:
As current project conditions and scope are continually re-evaluated, some projects are
removed from the list. This streamlining process allows for unspent balances to be returned to
the original funding sources for reallocation to other projects. In fiscal year 2022-23, 17 projects
are proposed for removal from the program because of City Council direction, consolidation
with other projects or changed conditions which caused the project to no longer be warranted.
Civic Projects and
Facilities
Maintenance
4%
Parks
4%Drainage
8%
Sewer
32%
Water and
Recycled Water
6%
Transportation
46%
June 7, 2022 Item #13 Page 4 of 99
The 15-year program includes 14 proposed new projects with a total funding request in fiscal
2022-23 of about $2.1 million. Details on proposed new projects begin on page I-5 of Exhibit 1.
Estimated budget information is shown for a 15-year period to provide the most
comprehensive information about known future projects. A complete list of projects and
estimated funding included in the 15-year program is included in Exhibit 2. All future
construction costs are estimates that are reviewed and refined each year.
The Capital Improvement Program is funded from capital funds such as General Capital
Construction and Infrastructure Replacement Fund as well as developer fees, special district
fees and taxes from the community facilities districts and bridge and thoroughfare benefit
districts, water and wastewater replacement funds, and other sources such as grants, sales
taxes and contributions from other agencies. Estimated capital fund revenues for fiscal 2022-23
are $59.5 million. Projected capital fund balances, revenue and expenditure summaries are
provided beginning on page I-16 of Exhibit 1. Further details by fund are provided in Exhibit 3.
Strategic Digital Transformation Investment Program
City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City
Council in January 2019, to provide a high-level, organized guide to the principles that matter to
the city in creating a more connected community. The Strategic Digital Transformation
Investment Program was put in place last year to expand Connected Carlsbad by defining a
strategy for evaluating and prioritizing projects and a five-year investment roadmap that
includes estimated costs and timelines. This new investment program is organized into the five
primary Connected Carlsbad goal areas approved by the City Council on Jan. 14, 2020
(Resolution No. 2020-005).
The digital program includes budget estimates for projects planned over the next five years, so
the City Council and the community are aware of long-term plans and funding needs. Even
though budget estimates are included in the five-year plan, staff may only spend money on the
projects included in each year’s adopted city budget. More information about the city’s strategy
to invest in digital transformation and how the city evaluates these projects can be found in the
digital program document – Exhibit 4.
Over the course of the current fiscal year, two projects that were approved as part of the fiscal
2021-22 digital program have been completed: The Records Management System Expansion
which allowed for expanded workflow within the core document management system used
citywide; and the Unified Communications System that replaced a more than 20-year-old
telephone system.
The fiscal 2022-23 digital program outlines 33 continuing and new projects planned over the
next five years at an estimated total cost of $27.3 million. The City Council has already
appropriated $12 million toward these projects through the 2021-22 budget process approved
on June 6, 2021 (Resolution No. 2021-132). Staff propose approximately $3.9 million in new
budget appropriations to execute the 2022-23 projects. This means an additional $11.4 million
will be needed to complete the projects planned through the five-year period.
June 7, 2022 Item #13 Page 5 of 99
The tables below present estimated total project costs by primary goal area in Connected
Carlsbad for fiscal years 2023-27 (five years) and 2022-23 (one year):
Strategic Digital Transformation Investment Program projects for fiscal year 2023-27
appropriations by Connected Carlsbad goal area
(in millions)
Percent Total Cost
Pursue communitywide digital transformation 48% $13.0
Build capacity for data-driven decision making 7% 1.8
Foster a vibrant civic engagement culture 5% 1.4
Enhance accessibility and transparency 5% 1.5
Promote security and sustainability through connectivity 35% 9.6
Total 100% $27.3
Strategic Digital Transformation Investment Program projects for fiscal year 2022-23
appropriations by Connected Carlsbad goal area
(in millions)
Percent Total Cost
Pursue communitywide digital transformation 31% $1.2
Build capacity for data-driven decision making 10% .4
Foster a vibrant civic engagement culture 2% .1
Enhance accessibility and transparency 10% .4
Promote security and sustainability through connectivity 47% 1.8
Total 100% $3.9
The details of the five-year and one-year appropriations requests can be found in Exhibit 4
starting on page H-12.
Each project identified in the digital program is important to the overall technology health of
the city by providing for increased efficiencies, security, transparency and/or informational
knowledge.
There are three funding sources for the $3.9 million in appropriations that the digital program is
requesting for fiscal year 2022-23 as follows:
• Technology Investment Capital Fund
• Information Technology Replacement Fund
• Utilities Enterprise Funds
Each funding source identified has the necessary fund balance to accommodate the new
appropriations without additional revenues or transfers. The details for the funding sources can
be found in Exhibit 4 on page H-43.
June 7, 2022 Item #13 Page 6 of 99
Options
The City Council/Board may accept the report of the proposed fiscal year 2022-23 Capital
Improvement and Strategic Digital Transformation Investment Programs without changes.
Alternatively, after receiving this report, the City Council/Board may direct staff to make
changes to the proposed fiscal year 2022-23 Capital Improvement and/or Strategic Digital
Transformation Investment Programs 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
These are the preliminary Capital Improvement and Strategic Digital Transformation Investment
programs budgets for fiscal year 2022-23 and any changes made by staff or the City
Council/Board will be reflected in the final documents at the public hearing to consider
adoption of the final budgets on June 14, 2022.
Next Steps
On June 14, 2022, the City Council/Board will hold a public hearing to consider adoption of the
fiscal year 2022-23 Operating Budget, Capital Improvement Program, Strategic Digital
Transformation Investment Program and the revised Master Fee Schedule. Any changes
directed by the City Council/Board 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 Capital Improvement Program
2. 15-year Capital Improvement Program projects list
3. Capital Improvement Program summary by fund
4. Fiscal Year 2022-23 Strategic Digital Transformation Investment Program
June 7, 2022 Item #13 Page 7 of 99
EXHIBIT 1
I-1
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects
the city’s ongoing commitment to maintaining the highest
standards of quality facilities for our community today and in
the future. It is a planning document, not a commitment for
spending. The 15-year program outlines the expenditure plan
for future capital projects and the corresponding revenues to
pay for those expenditures.
Projects that are shown in the CIP are generally defined as
any construction, rehabilitation or replacement of major
infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer
and drainage facilities, and other facilities that are located on or in the ground. In most cases, the
total construction cost of each of these assets is recorded and tracked as part of the city’s inventory
of capital infrastructure assets and other city-owned property.
Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15-year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. Prudent
financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs.
The CIP is organized by the following project classifications:
Planning
Study
Plan
Assessment
Maintenance & Operations
Technical master plans
Repair
Refurbishment/ rehabilitation
Modifications
Improvements
Maintenance program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy-Driven:
Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by the City Council
Community Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements
Project Accounting
CFD #1 Admin
Open space acquisition
Loans
Repayment/transfer
June 7, 2022 Item #13 Page 8 of 99
I-2
INVESTING IN OUR QUALITY OF LIFE
As the city continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2022-23 CIP, compliance with the Growth Management Plan is continued.
PROJECT EVALUATION
Development of the CIP is a team
effort involving all operational
departments, the City Manager’s
Office, the City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.
Capital Improvement Program
Public health and safety
City mission, vision and organizational values
Community values
Environmental review
Governing and policy documents
Funding availability
City Council goals
June 7, 2022 Item #13 Page 9 of 99
EXHIBIT 1
I-3
Projects were evaluated for the ability to deliver realistic outcomes considering anticipated revenue
decreases in some capital funding sources. The city remains focused on matching existing resources
with reasonable and achievable project schedules while continuing to work on projects that are
already underway. Existing project balances were evaluated to determine whether additional funding
was needed or if the existing balances were adequate. Funding recommendations were matched
against project timing and balanced against available funding sources.
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
FISCAL YEAR 2022-23 APPROPRIATIONS BY CATEGORY
In the fiscal year 2022-23 CIP, there are approximately 226 continuing and new projects planned over
the next 15 years. The fiscal year 2022-23 CIP outlines $43.4 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 14 new projects.
Projected revenues during the same fiscal year are estimated at $59.5 million.
Capital Projects
50%
Maintenance & Operations34%
Project Accounting
16%
FY 2022-23 Appropriations by Category
$4.4 million
June 7, 2022 Item #13 Page 10 of 99
I-4
FISCAL YEAR 2022-23 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$1.7 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance and replacement of civic buildings.
Parks
$1.8 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master plans.
Drainage
$3.3 million
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well
as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it
is increasingly necessary to balance repairing and replacing the existing lines with enhancing the
current infrastructure to accommodate future needs.
Sewer
$13.9 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$2.8 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$19 million
People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they
drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging
technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways,
bridges, sidewalks and other assets in public rights of way throughout the city.
June 7, 2022 Item #13 Page 11 of 99
EXHIBIT 1
I-5
NEW CAPITAL IMPROVEMENT PROJECTS
Chinquapin Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY23 $ 300,000
FY24 $ 920,000
TOTAL $ 1,220,000
About This Project
The project will replace the generator and electrical equipment and construct a building to reduce
corrosion of the electrical gear.
Project Need
Expansion of the enclosure is required to meet the electrical code. Salt laden air causes premature corrosion of electrical equipment, and a climate-controlled building is necessary. Generator
replacement will provide continued reliability. The project is consistent with California Electrical
Code.
C-Tank Access Road Repair and Electrical
Improvement
Managing Department: Utilities
Classification: Capital Project
Funding Source: Recycled Replacement,
Recycled Connection
Budget
FY23 $ 300,000 FY25 $ 1,590,000
TOTAL $ 1,890,000
About This Project
The project will repair asphalt and unimproved portions of the access road to maintain vehicle access
to the reservoir. The project will provide electrical service from the end of Bobcat Boulevard to the
reservoir for future Supervisory Control and Data Acquisition, or SCADA, and communications
purposes.
Project Need
Ensures access to the facility is preserved and provides future SCADA and communication capabilities.
June 7, 2022 Item #13 Page 12 of 99
I-6
Leo Carrillo Ranch Park Phase 3B
Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast
Budget
FY25 $ 500,000
FY26 $ 500,000 FY27 $ 1,400,000
TOTAL $ 2,400,000
About This Project
The individual projects that comprise the Leo Carrillo Ranch Park Phase 3B Project were included in
the 1998 City Council approved (AB #14,521, Jan. 13, 1998) Leo Carrillo Ranch Master Plan. In 2014,
the city held a public workshop on prioritization of the park’s individual projects for future planning
and cost estimating purposes. The details of this project were prioritized by stakeholder and staff
feedback received at that workshop. The project will include updates and improvements to the
Carriage House, the Caretaker’s Residence, Botanical Garden, West Meadow, Botanical Trail, Arbor,
and Feed Storage Building/Tack Shed. This prioritization of the park’s individual projects was affirmed via the 2015 Parks & Recreation Department Master Plan.
Project Need
The Phase 3B project is consistent with the City Council approved 1998 Leo Carrillo Ranch Park
Master Plan and the City Council adopted 2015 Parks & Recreation Department Master Plan (Park,
Facility and Program Rankings).
Orion Complex Energy Storage
Managing Department: Facilities
Classification: Planning
Funding Source: General Capital Construction
Budget
FY27 $ 250,000
TOTAL $ 250,000
About This Project
Study feasibility of alternative energy generation and storage, such as a microgrid, to support city
facilities located along Orion Way.
Project Need
If feasible, the project could offset ongoing energy costs and contribute to the city’s use of renewable
energy sources.
June 7, 2022 Item #13 Page 13 of 99
EXHIBIT 1
I-7
Poinsettia Lift Station Rehabilitation
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY24 $ 2,500,000
TOTAL $ 2,500,000
About This Project
Replacement of the three pumps and related mechanical equipment and electrical and odor control
improvements.
Project Need
Improvements will provide continued functionality of a critical wastewater facility and mitigate
potential of Sanitary Sewer Overflows.
Stagecoach Community Park Community Gardens
Managing Department: Parks and
Recreation
Classification: Capital Project
Funding Source: Park-in-Lieu Southeast
Budget
FY23 $ 225,000
FY24 $ 200,000
TOTAL $ 425,000
About This Project
The maintenance yard has become available for a new use. Staff proposes converting maintenance
yard at Stagecoach Park into a raised container community garden. Project will include 20 raised
planting beds, kiosk, composting bins, tool storage and benches.
Project Need
To address demand for community gardens in southeast quadrant. The project is consistent with the
Parks and Recreation Master Plan.
June 7, 2022 Item #13 Page 14 of 99
I-8
Traffic Signal Right Turn Overlaps
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 150,000
TOTAL $ 150,000
About This Project
Traffic signal modification to provide right turn overlap phase at Poinsettia/Paseo Del Norte
southbound approach, El Camino Real/Tamarack Avenue northbound approach, and Palomar Airport
Road/Melrose Drive eastbound approach.
Project Need
Right turn overlap phasing improves traffic flow through an intersection by allowing right turns to
occur at the same time as the protected left turn movement on the intersecting road. This improves
traffic flow efficiency while also reducing vehicle idling and emissions.
Vista/Carlsbad Interceptor – Point Repair Reaches
VC13 & VC14
Managing Department: Utilities
Classification: Maintenance and Operations
Funding Source: Sewer Replacement
Budget
FY23 $ 200,000 FY24 $ 600,000
FY25 $ 600,000
TOTAL $ 1,400,000
About This Project
Rehabilitate approximately 8,600 lineal feet of existing 42-inch diameter interceptor sewer pipeline
and manholes with cured-in-place pipe. Carlsbad shares the total cost of the project with the City of
Vista as a percentage of capacity.
Project Need
The existing 42-inch sewer is plastic lined and was constructed in the 1960's. Due to age and
deformations in plastic liner, a comprehensive rehabilitation is needed.
June 7, 2022 Item #13 Page 15 of 99
EXHIBIT 1
I-9
Village Decorative Lighting – Carlsbad Village Drive
from Harding Street to Ocean Street
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY23 $ 400,000
TOTAL $ 400,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 3 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Train Station Area
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget FY24 $ 800,000
TOTAL $ 800,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 4 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
June 7, 2022 Item #13 Page 16 of 99
I-10
Village Decorative Lighting – Hospitality District
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 800,000
TOTAL $ 800,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 5 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Gateway Lighting
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 900,000
TOTAL $ 900,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 6 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
June 7, 2022 Item #13 Page 17 of 99
EXHIBIT 1
I-11
Village Decorative Lighting – Pedestrian Lampposts
Oak Avenue
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 450,000
TOTAL $ 450,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.1 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
Village Decorative Lighting – Pedestrian Lighting at
Village Outskirts
Managing Department: Transportation
Classification: Capital Project
Funding Source: General Capital Construction
Budget
FY24 $ 850,000
TOTAL $ 850,000
About This Project
Install decorative lighting solutions along streets as prioritized in Phase 7.2 of the 2019 Village
Decorative Lighting Study.
Project Need
Recommended in the 2019 Village Decorative Lighting Study and requested to be accelerated by City
Council on May 3, 2022.
June 7, 2022 Item #13 Page 18 of 99
I-12
CAPITAL IMPROVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $758.6 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 18.9% of all capital revenue is received as a result of development, including
Developer Fees and financing districts in the chart above, and is dependent upon assumptions made
about the city's annual growth in dwelling units and commercial and industrial square feet. These
revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage
Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and
bridge and thoroughfare benefit districts fees.
Water and wastewater replacement revenues generated by user fees equal approximately 36.8% of
total revenues and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Replacement and General Capital Construction revenues, equal to 18.2%, are transfers
from the city’s General Fund, which are being set aside to pay for replacement of major capital
facilities other than wastewater and water facilities and the construction of various municipal
projects. The remaining 26.1% consists of revenues from other agencies and include federal and state
grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Financing Districts
4.0%General Capital
Construction
9.1%Infrastructure
Replacement Fund
9.1%
Other agencies
26.1%
Developer fees
14.9%
Utility Replacement transfers36.8%
Capital Improvement Program
Projected Revenues FY 2022-23 to FY 2035-37
$758.6 million
June 7, 2022 Item #13 Page 19 of 99
EXHIBIT 1
I-13
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non-residential development may occur. The following table shows the number of residential
units and non-residential square feet of development that was used in calculating estimated
revenues for fiscal year 2022-23 and subsequent years to build out.
Projected Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated and recommendations are made to resolve the
discrepancies.
Conservatively, about 3,158 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2022-23 is projected at 396 units, and, over the next five years, should average 256 units per year.
The amount of non-residential development is projected at about 419,000 square feet over the next
five years.
Projects include several multi-family residential developments, commercial industrial, office and
other mixed-use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
June 7, 2022 Item #13 Page 20 of 99
I-14
FUTURE PROJECTS
The CIP for fiscal year 2022-23 to fiscal year 2035-37 outlines approximately 246 projects at a cost of
$695 million. Long-range planning and responsible asset management play key roles in the
development of future capital projects. Using data from various infrastructure master plans, ongoing
asset condition assessments, technical modelling, field inspections as well as community feedback,
the information provided for future years reflects the most comprehensive snapshot of known or
anticipated future projects as well as associated estimated costs.
Civic facilities
11%
Parks9%
Drainage
7%
Wastewater
28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2022-23 to FY 2035-37
$695 million
June 7, 2022 Item #13 Page 21 of 99
EXHIBIT 1
I-15
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
To calculate estimated revenues for Traffic Impact Fees, the number of average daily trips was
computed for each type of development use. An attached multi-family residential dwelling unit is
assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to
finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia
Lane/ Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara
Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
UNFUNDED PROJECTS
There are six projects identified in the CIP for which there is no identifiable funding source and, in
some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two
projects are partially funded by the Traffic Impact Fee program. The program was planned to
generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining
80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
June 7, 2022 Item #13 Page 22 of 99
I-16
PROJECTED FUND BALANCES FOR FISCAL YEAR 2021-22
July 1, 2021 Projected June 30, 2022
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,513,126 1,881,644 - - 15,394,770
BTD#3 - Cannon Road West 520,569 6,026 - - 526,595
CFD #1 - Citywide 94,519,267 2,569,143 1,548,784 136,939 95,402,688
Gas Tax 13,249,248 3,187,066 2,849,097 610,000 12,977,217
Gas Tax (Road Maint. & Rehab Acct.)4,470,272 2,449,147 5,435,499 - 1,483,920
General Capital Const.41,842,109 13,146,189 23,557,683 - 31,430,615
Grants - Federal (5,696) 1,138,005 145 - 1,132,164
Infrastructure Replacement 123,490,551 1,790,608 12,051,911 - 113,229,248
Other 1,914,046 22,138 962,234 - 973,950
Park Fee Zones 5,13,16, 17, 18 4,746,080 225,641 - - 4,971,721
Park-In-Lieu NE 4,618,117 155,317 - - 4,773,434
Park-In-Lieu NW 2,181,771 399,653 - - 2,581,424
Park-In-Lieu SE 1,747,717 139,642 1,196 - 1,886,163
Park-In-Lieu SW 754,704 54,984 - - 809,688
Planned Local Drainage Area A 972,197 32,116 34,551 - 969,762
Planned Local Drainage Area B 1,478,924 84,142 110,661 - 1,452,405
Planned Local Drainage Area C 1,547,165 56,164 2,802 - 1,600,527
Planned Local Drainage Area D 657,242 275,385 33,732 - 898,895
Public Facilities Fee 30,801,682 1,064,333 2,897,693 - 28,968,322
Sewer Connection 6,610,339 256,504 2,762,488 - 4,104,355
Sewer Replacement 21,282,557 5,519,725 6,405,387 - 20,396,895
Traffic Impact Fee 23,287,504 1,256,032 4,783,390 - 19,760,146
Transnet/Local 28,612,186 5,243,493 5,883,694 - 27,971,985
Water - Potable 36,447,661 889,627 145,381 - 37,191,908
Water - Recycled (11,310,024) 2,159,175 1,874,866 - (11,025,715)
Water Replacement - Potable 57,252,332 4,723,694 3,150,724 - 58,825,301
Water Replacement - Recycled 18,726,556 192,424 2,528,816 - 16,390,164
Total 523,928,204 48,918,018 77,020,734 746,939 495,078,549
June 7, 2022 Item #13 Page 23 of 99
EXHIBIT 1
I-17
PROJECTED FUND BALANCES FOR FISCAL YEAR 2022-23
July 1, 2022 June 30, 2022 July 01, 2022 2022-23 June 30, 2023
Projected Estimated Continuing New Total Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 15,394,770 - 13,499,116 - 13,499,116 1,895,654
BTD#3 - Cannon Road West 526,595 - - - - 526,595
CFD #1 - Citywide 95,402,688 2,853,218 32,056,555 1,367,250 33,423,805 64,832,101
Gas Tax 12,977,217 3,377,749 12,645,638 3,527,852 16,173,490 181,476
Gas Tax (Road Maint. & Rehab Acct.)1,483,920 2,632,806 814,841 2,920,000 3,734,841 381,885
General Capital Const.31,430,615 4,051,000 18,328,229 1,949,588 20,277,817 15,203,798
Grants - Federal 1,132,164 2,373,295 3,505,459 - 3,505,459 0
Infrastructure Replacement 113,229,248 3,977,000 34,360,424 3,475,878 37,836,302 79,369,946
Other 973,950 - 323,489 - 323,489 650,461
Park Fee Zones 5,13,16, 17, 18 4,971,721 48,255 - - - 5,019,975
Park-In-Lieu NE 4,773,434 - 400,000 214,000 614,000 4,159,434
Park-In-Lieu NW 2,581,424 1,792,968 792 2,561,764 2,562,556 1,811,837
Park-In-Lieu SE 1,886,163 679,039 2,916 220,889 223,805 2,341,398
Park-In-Lieu SW 809,688 - 221,919 (2,355) 219,564 590,124
Planned Local Drainage Area A 969,762 28,788 39,391 25,000 64,391 934,159
Planned Local Drainage Area B 1,452,405 151,107 29,823 10,355 40,178 1,563,334
Planned Local Drainage Area C 1,600,527 156,935 38,274 25,000 63,274 1,694,188
Planned Local Drainage Area D 898,895 80,989 41,820 - 41,820 938,063
Public Facilities Fee 28,968,322 1,866,561 6,088,569 (820,408) 5,268,161 25,566,722
Sewer Connection 4,104,355 396,950 3,384,837 1,003,000 4,387,837 113,467
Sewer Replacement 20,396,895 5,560,398 26,168,950 9,022,521 35,191,471 (9,234,178)
Traffic Impact Fee 19,760,146 1,535,630 15,976,033 3,419,516 19,395,549 1,900,228
Transnet/Local 27,971,985 5,347,000 21,040,978 6,946,268 27,987,246 5,331,739
Water - Potable 37,191,908 1,724,252 11,179,664 523,601 11,703,265 27,212,895
Water - Recycled (11,025,715) 14,272,277 6,998,950 (4,017,388) 2,981,562 265,000
Water Replacement - Potable 58,825,301 5,609,663 39,292,528 8,783,006 48,075,534 16,359,430
Water Replacement - Recycled 16,390,164 1,000,000 5,092,443 1,417,500 6,509,943 10,880,221
Total 495,078,549 59,515,879 251,531,638 42,572,837 294,104,475 260,489,953
June 7, 2022 Item #13 Page 24 of 99
I-18
REVENUE PROJECTIONS SCHEDULE
2018-19 2019-20 2020-21 2021-22 2022-23
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 751,810 217,466 22,020 1,881,644 -
BTD#3 - Cannon Road West 18,996 17,696 949 6,026 -
CFD #1 - Citywide 6,095,889 5,736,415 2,286,479 2,569,143 2,853,218
Gas Tax 3,299,173 3,118,353 2,733,074 3,187,066 3,377,749
Gas Tax (Road Maint. & Rehab Acct.)2,132,844 2,067,614 2,149,734 2,449,147 2,632,806
General Capital Const.1,077,525 5,111,500 4,654,470 13,146,189 4,051,000
Grants - Federal 956,847 41,175 256,529 1,138,005 2,373,295
Infrastructure Replacement 15,073,019 9,369,345 4,704,670 1,790,608 3,977,000
Other 19,704 65,369 3,384 22,138 -
Park Fee Zones 5,13,16, 17, 18 244,229 255,028 78,182 225,641 48,255
Park-In-Lieu NE 1,441,530 347,407 451,497 155,317 -
Park-In-Lieu NW 1,086,531 260,256 429,037 399,653 1,792,968
Park-In-Lieu SE 372,419 326,671 3,205 139,642 679,039
Park-In-Lieu SW 190,127 271,373 319,862 54,984 -
Planned Local Drainage Area A 155,094 48,111 27,489 32,116 28,788
Planned Local Drainage Area B 136,887 174,328 635,853 84,142 151,107
Planned Local Drainage Area C 82,796 53,875 2,779 56,164 156,935
Planned Local Drainage Area D 124,198 31,433 2,877 275,385 80,989
Public Facilities Fee 3,673,762 3,439,781 1,751,477 1,064,333 1,866,561
Sewer Connection 874,464 749,326 332,049 256,504 396,950
Sewer Replacement 7,662,061 5,682,839 4,390,568 5,519,725 5,560,398
Traffic Impact Fee 2,586,291 1,924,738 1,084,181 1,256,032 1,535,630
Transnet/Local 3,779,436 4,546,554 3,347,237 5,243,493 5,347,000
Water - Potable 2,064,521 2,188,356 713,234 889,627 1,724,252
Water - Recycled 2,144,721 2,815,693 59,190 2,159,175 14,272,277
Water Replacement - Potable 6,970,260 7,885,252 6,378,189 4,723,694 5,609,663
Water Replacement - Recycled 2,046,796 1,995,701 1,083,332 192,424 1,000,000
Total 65,061,930 58,741,652 37,901,545 48,918,018 59,515,879
June 7, 2022 Item #13 Page 25 of 99
EXHIBIT 1
I-19
BUDGET EXPENDITURE SCHEDULE
2019-20 2020-21 2021-22 2022-23 2022-23 2022-23
Actual Actual Estimated Continuing New Total
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy 270,034 - - 13,499,116 - 13,499,116
BTD#3 - Cannon Road West - - - - - -
CFD #1 - Citywide 381,703 582,179 1,685,723 32,056,555 1,367,250 33,423,805
Gas Tax 2,803,727 2,911,799 3,459,097 12,645,638 3,527,852 16,173,490
Gas Tax (Road Maint. & Rehab Acct.)889,601 170,381 5,435,499 814,841 2,920,000 3,734,841
General Capital Const.5,503,817 5,086,290 23,557,683 18,328,229 1,949,588 20,277,817
Grants - Federal 41,175 260,820 145 3,505,459 - 3,505,459
Infrastructure Replacement 5,848,629 3,333,331 12,051,911 34,360,424 3,475,878 37,836,302
Other - 8,868 962,234 323,489 - 323,489
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - - - 400,000 214,000 614,000
Park-In-Lieu NW 925 - - 792 2,561,764 2,562,556
Park-In-Lieu SE 4,850 - 1,196 2,916 220,889 223,805
Park-In-Lieu SW 383,869 1,118 - 221,919 (2,355) 219,564
Planned Local Drainage Area A 107,524 6,131 34,551 39,391 25,000 64,391
Planned Local Drainage Area B 305,319 1,510,279 110,661 29,823 10,355 40,178
Planned Local Drainage Area C 99,472 4,174 2,802 38,274 25,000 63,274
Planned Local Drainage Area D 107,285 49,311 33,732 41,820 - 41,820
Public Facilities Fee 1,184,567 164,847 2,897,693 6,088,569 (820,408) 5,268,161
Sewer Connection 190,119 810,372 2,762,488 3,384,837 1,003,000 4,387,837
Sewer Replacement 7,797,397 8,206,747 6,405,387 26,168,950 9,022,521 35,191,471
Traffic Impact Fee 629,024 1,196,826 4,783,390 15,976,033 3,419,516 19,395,549
Transnet/Local 4,294,221 2,152,292 5,883,694 21,040,978 6,946,268 27,987,246
Water - Potable 42,813 17,507 145,381 11,179,664 523,601 11,703,265
Water - Recycled 6,937,689 3,235,638 1,874,866 6,998,950 (4,017,388) 2,981,562
Water Replacement - Potable 6,761,187 5,224,472 3,150,724 39,292,528 8,783,006 48,075,534
Water Replacement - Recycled 151,548 792,286 2,528,816 5,092,443 1,417,500 6,509,943
Total 44,736,495 35,725,667 77,767,673 251,531,638 42,572,837 294,104,475
June 7, 2022 Item #13 Page 26 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Abandon Potable Services (New Recycled
Services)NO Citywide Medium 52051 WATER REPL
ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC
ADA Improvement Program NO 1 High 60491
TRANSNET-
LOC
Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB
66291 IRF
Agua Hedionda LiŌ StaƟon Biological
Monitoring and Maintenance NO 2 CriƟcal 55451 SEWER REPL
Alga Norte Park ModificaƟons NO 3 Medium 47331 GCC
Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC
Avenida Encinas and Palomar Airport Road
Pedestrian Access Improvement NO 2 Low 60911 GAS TAX
Avenida Encinas Coastal Rail Trail and
Pedestrian Improvements
NO 2,3 CriƟcal 60041 TIF
60042 FED GRNT
Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW
Barrio Street LighƟng NO 1 High 40131 GCC
40133 GAS TAX
40134 TRANSNET-LOC
Beach Access Repair and Upgrades - Pine
Avenue to Tamarack
NO 1 CriƟcal 38961 IRF
38962 GCC
Bridge PreventaƟve Maintenance Program NO Citywide High 60661 IRF
Buena Interceptor Sewer Access Road
Improvements NO 3 High 55371 SEWER REPL
55011 SEWER REPL
1,925,825----500,000500,00050,000875,825
2,875,000----2,500,000--375,000
9,385,0002,225,0002,225,000715,000175,000715,000175,000715,0002,440,000
3,545,249-------14,6453,559,894
1,663,000585,000520,00095,00090,00080,00080,00080,000133,000
225,000-------225,000
1,020,200-----706,200-314,000
420,000-------420,000
100,000-----25,000-75,000
5,177,903------3,177,0002,000,903
1,776,000-------1,776,000
238,000-------238,000
760,000-------760,000
700,000-------700,000
3,590,000----1,030,0001,280,0001,280,000-
5,912,750------1,800,0004,112,750
6,199,000-------6,199,000
4,177,511---700,000500,000500,000250,0002,227,511
1,150,000-------1,150,000
15-year Capital Improvement Program
PreliminaryEXHIBIT 2June 7, 2022Item #13 Page 27 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceBuena Interceptor Sewer Access Road Improvements NO 3 High 55371 SEWER REPL
Buena Interceptor Sewer Improvements NO 2,3 High 55011 SEWER REPL
55012 SEWER CONN
Buena Interceptor Sewer Realignment -
East Segment NO 2 High 55441 SEWER REPL
Buena Vista Creek Concrete Channel
Maintenance at El Camino Real
NO 1 CriƟcal 66191 GCC
66192 IRF
Business Park RecreaƟonal Facility (ParƟal
Funding)NO 2 Low 19041 ZONE 5
C-Tank Access Road Repair and Electrical
Improvements
YES 2 Medium 23011 RECYREPL
23012 RECYCONN
Calavera Hills Community Center
Refurbishment NO 2 Medium 47461 IRF
Calavera Hills Community Park Gateway
Improvements
NO 2 High 46011 GCC
46012 GCC
Camino De Los Coches and La Costa Avenue IntersecƟon Control NO 4 CriƟcal 63251 GAS TAX
Camino Hills and Jackspar Drive Slope
StabilizaƟon NO 2 Medium 60301 GCC
Cannon Park Restroom NO 2 Low 47261 GCC
Cannon Road LiŌ StaƟon Improvements NO 2 High 55521 SEWER REPL
Carlsbad Boulevard and Tamarack Avenue
Pedestrian Improvements
NO 1 High 60581 GAS TAX
60583 TRANSNET-
LOC
Carlsbad Boulevard Emergency Repair NO 3 High 60631 GAS TAX
Carlsbad Boulevard Lane ReducƟon and
Edge Striping NO 2,3 High 60961 GAS TAX
Carlsbad Boulevard Median - Tamarack Avenue to Pine Avenue NO 1 Low 19071 GAS TAX
5,348,686---920,0002,070,0001,150,000250,000958,686
550,000-------550,000
2,675,000-----2,168,000-507,000
2,260,000425,000375,00030,000150,00030,000--1,250,000
4,020,000-----1,200,000-2,820,000
5,065,200---4,665,200400,000---
1,575,000----1,325,000-250,000-
315,000----265,000-50,000-
1,985,000------1,300,000685,000
1,407,850-------1,407,850
---------
850,000-----500,000-350,000
859,400-------859,400
55,645-------55,645
715,000------565,000150,000
2,276,000----700,000--1,576,000
1,054,000-------1,054,000
841,000-------841,000
300,000-------300,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 28 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceCarlsbad Boulevard Lane ReducƟon and Edge Striping NO 2,3 High 60961 GAS TAX
Carlsbad Boulevard Median - Tamarack
Avenue to Pine Avenue NO 1 Low 19071 GAS TAX
Carlsbad Boulevard Pedestrian
Improvement Project
NO 1 High 60971 GAS TAX
60972 FED GRNT
Carlsbad Boulevard Pedestrian LighƟng NO 1 High 60681
TRANSNET-
LOC
Carlsbad Boulevard Realignment -
Manzano Drive to Island Way
NO 2 Low 19081 TIF
19091 TIF
Carlsbad Boulevard Waterline
Replacement at Terramar NO 2 CriƟcal 50481 WATER REPL
Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements NO 1 Medium 19121
TRANSNET-LOC
Carlsbad Water Recycling Facility (Encina
Capital Projects)
NO 3 High 52031 WATER REPL
52032 RECL REPL
Carlsbad Water Recycling Facility IrrigaƟon
and Landscape NO 3 High 52131 RECL REPL
Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL
Cathodic ProtecƟon Program NO Citywide CriƟcal 50071 WATER REPL
CFD#1 AdministraƟon NO 2,3 Low 19151 CFD#1
Chestnut Avenue Complete Street Improvements - Valley to Pio Pico NO 1 Medium 19161
TRANSNET-LOC
Chestnut Complete Street I-5 to Railroad
Project Study NO 1 Medium 60691
TRANSNET-
LOC
Chestnut Underpass Public Art Project NO 1 Medium 60981 GCC
Chinquapin LiŌ StaƟon Improvements YES 1 High 23031 SEWER REPL
ChrisƟansen Way Improvements NO 1 Medium 19171
TRANSNET-
LOC
City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC
2,763,0002,763,000-------
222,100-------222,100
591,600-------591,600
1,325,000-------1,325,000
932,000932,000-------
3,681,0003,681,000-------
4,730,000------1,300,0003,430,000
1,320,000---1,320,000----
599,944-------599,944
9,032,7101,252,000252,000223,0001,879,000895,000474,000366,0003,691,710
175,000-------175,000
225,000-------225,000
3,096,700280,000260,000190,000190,000190,000190,000190,0001,606,700
550,000--110,000110,000110,000110,000110,000-
1,080,000----1,080,000---
85,000-----85,000--
250,000------150,000100,000
1,220,000-----920,000300,000-
310,000---310,000----
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 29 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
ChrisƟansen Way Improvements NO 1 Medium 19171
TRANSNET-LOC
City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC
City Facility Safety and Parking Lot LighƟng
Assessment
NO Citywide High 60741 IRF
60742 PIL-NW
City Fire StaƟons Wash Water BMPs NO 3 Medium 66161 GCC
City Hall Complex NO Citywide CriƟcal 40081 CFD#1
City Hall Complex Refurbishment NO 1 Medium 47181 IRF
City Hall Exterior Refurbishment NO 1 CriƟcal 47251 GCC
Citywide Drainage Improvement Program NO 1 High 66082 GAS TAX
66083 IRF
Citywide Street LighƟng Program NO Citywide Medium 60921 GAS TAX
Citywide ThermoplasƟc Pavement
Markings NO Citywide CriƟcal 60931 GAS TAX
Cole Library Expansion NO 1 Low 19211 CFD#1
19212 PFF
19213 GCC
Cole Library Security Fencing NO 1 Low 47501 IRF
College Boulevard - Cannon Road To
Badger Lane (375 Zone)NO 2 Medium 50131 WATER CONN
College Boulevard - Cannon Road To
Badger Lane (490 Zone)NO 2 Medium 50121 WATER CONN
College Boulevard Extension NO 2 High 36362 OTHER
36363 PLDB
36364 TRANSNET-LOC
500,000-------500,000
1,910,000-------1,910,000
200,000-----200,000--
280,000-------280,000
51,028,105-50,000,000-----1,028,105
1,144,000-------1,144,000
2,250,000-------2,250,000
6,090,594-------6,090,594
9,781,5001,500,0001,500,000300,000300,000300,000300,000900,0004,681,500
150,000-------150,000
50,000-------50,000
5,988,0005,988,000-------
1,000,0001,000,000-------
---------
170,000------130,00040,000
1,278,383----1,000,000-28,200250,183
1,562,600----1,250,000-12,600300,000
1,713,002-------1,713,002
---------
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 30 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
College Boulevard Extension NO 2 High
36363 PLDB
36364 TRANSNET-
LOC
Concrete Repair/Replacement Program NO 4 Medium 60132 GAS TAX
60133 RMRA
Coordinated Traffic Signal Program NO Citywide High 63261 TRANSNET-
LOC
63264 TRANSNET-LOC
63265 IRF
Crestview Drive Transmission Main NO 2 Medium 50331 WATER REPL
Desalinated Water Flow Control Facility No. 5 NO 2 High 50381 WATER CONN
DMP Facility AAA (Jefferson Street) NO 1 Low 19231 PLDA
DMP Facility AAAA (Madison Street) NO 1 Medium 19241 PLDA
DMP Facility AC (Highland Drive Drainage
Project)NO 1 Medium 66091 PLDA
DMP Facility AFA (Hidden Valley Drainage RestoraƟon and Enhancement Project)NO 2 Low 19251 PLDA
DMP Facility AFB (Calavera Hills Drainage
RestoraƟon and Enhancement Project)NO 2 Low 19261 PLDA
DMP Facility BB 1 and 2 (Washington
Street)NO 1 Low 19271 PLDB
DMP Facility BCB (Magnolia Avenue) NO 1 Medium 19281 PLDB
DMP Facility BFA (Country Store) NO 2 High 66271 PLDB
DMP Facility BFB-L and BFB-1 (Tamarack
and El Camino Real Plda "B")NO 2 Low 19291 PLDB
DMP Facility BFB-U (El Camino Real) NO 2 High 66221 PLDB
66222 IRF
DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")NO 2 Low 19301 PLDB
1,205,000-------1,205,000
2,933,000-------2,933,000
6,327,0001,250,0001,250,000620,000620,000620,000620,000620,000727,000
2,583,979-------2,583,979
1,000,000-------1,000,000
800,000-------800,000
856,000-----535,00021,000300,000
10,811,601------707,30110,104,300
289,534289,534-------
416,500416,500-------
921,408921,408-------
91,60891,608-------
163,164163,164-------
1,086,0651,086,065-------
468,096468,096-------
1,241,649-------1,241,649
904,329904,329-------
153,489-------153,489
4,100,00050,00050,00050,00050,00050,0003,000,000100,000750,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 31 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
DMP Facility BFB-U (El Camino Real) NO 2 High 66222 IRF
DMP Facility BL-L (College Boulevard
Bridge Reimbursement Plda "B")NO 2 Low 19301 PLDB
DMP Facility BL-U (College Boulevard) NO 2 Low 19311 PLDB
DMP Facility BM (Cantarini/College
Boulevard Box Culvert)NO 2 Low 19321 PLDB
DMP Facility BQ (Sunny Creek) NO 2 Low 19331 PLDB
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)NO 2 Low 19341 PLDB
DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351 PLDC
DMP Facility CA (Avenida Encinas) NO 3 Low 19361 PLDC
DMP Facility DBB (Avenida Encinas) NO 4 Low 19381 PLDD
DMP Facility DFA (BaƟquitos Lagoon
Stormwater Treatment)NO 4 Low 19391 PLDD
DMP Facility DH (AlƟve Place Canyon
RestoraƟon)NO 3 Low 19401 PLDD
DMP Facility DQB (La Costa Town Center) NO 4 Medium 19411 PLDD
DMP Facility DZ (Poinseƫa Lane) NO 3 High 19421 PLDD
Dove Library LighƟng Improvements NO 3 Low 40811 GCC
Drainage Master Plan Facility DBA
(Poinseƫa Village)NO 4 Low 19371 PLDD
Drainage Master Plan Update NO Citywide High 66231 PLDA
66232 PLDB
66233 PLDC
66234 PLDD
El Camino Real and Agua Hedionda Creek
Bridge Railing and Sidewalk NO 2 CriƟcal 60561 IRF
60421 TIF
1,816,101-1,816,101------
384,509384,509-------
204,077204,077-------
131,355131,355-------
180,773180,773-------
727,730727,730-------
529,402529,402-------
429,108429,108-------
256,423256,423-------
232,812232,812-------
745,842745,842-------
642,063642,063-------
225,000-------225,000
167,215167,215-------
216,512------25,000191,512
583,000------25,000558,000
171,890------25,000146,890
234,598-------234,598
210,000-------210,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 32 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceEl Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk NO 2 CriƟcal 60561 IRF
El Camino Real and Cannon Road IntersecƟon Improvements NO 2 CriƟcal 60421 TIF
60422 GAS TAX
El Camino Real and College Boulevard
IntersecƟon Improvements
NO 2 CriƟcal 60711 GAS TAX
60712 GCC
El Camino Real Medians NO Citywide Low 36431 PFF
36432 GAS TAX
El Camino Real Right Turn Lane to East
Bound Alga Road NO 3 Low 19441 TIF
El Camino Real Widening - Arenal Road to La Costa Avenue NO 4 High 60511 TIF
El Camino Real Widening - Poinseƫa Lane
to Camino Vida Roble
NO 2 CriƟcal 60721 TRANSNET-
LOC
60722 FED GRNT
El Camino Real Widening - Sunny Creek to
Jackspar NO 2 CriƟcal 60941
TRANSNET-
LOC
El Fuerte LiŌ StaƟon Pump AddiƟon NO 2 Medium 55531 SEWER CONN
Emergency OperaƟons Center
ReconfiguraƟon
NO 2 Medium 47191 GCC
47192 IRF
Encina Capital Projects NO Citywide CriƟcal 58011 SEWER REPL
Faraday and El Camino Real Sewer
Replacement - Orion to Palomar Airport ..NO 2 High 55391 SEWER CONN
Faraday Avenue Improvements NO 2 High 60991 GCC
Faraday Center Refurbishment NO 2 Medium 47201 IRF
Fire AdministraƟon Offices NO 2 Medium 40891 GCC
Fire Flow Capacity System Improvements NO 1 High 50431 WATER REPL
3,536,000-------3,536,000
837,000-------837,000
1,020,000-------1,020,000
131,000-------131,000
695,780-------695,780
904,530-------904,530
438,000-438,000------
9,260,000-----6,010,000-3,250,000
3,155,000------50,0003,105,000
1,440,000-------1,440,000
5,010,000------1,010,0004,000,000
830,000-----650,000-180,000
1,658,000-------1,658,000
700,000------500,000200,000
#########39,174,60042,644,0007,757,2008,002,5008,450,0006,957,0006,367,80048,823,301
1,740,000------1,600,000140,000
100,000-------100,000
3,154,380-------3,154,380
150,000-------150,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 33 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Fire AdministraƟon Offices NO 2 Medium 40891 GCC
Fire Flow Capacity System Improvements NO 1 High 50431 WATER REPL
Fire StaƟon No. 2 Replacement NO 4 High 40601 GCC
40602 IRF
Fire StaƟon No. 6 RenovaƟon NO 4 Low 47511 IRF
Fleet Fuel Island Upgrade NO 2 High 47471 IRF
Fleet Maintenance Refurbishment NO 2 High 47141 IRF
47142 GCC
Foxes Landing LiŌ StaƟon Wetwell and Pump Replacement NO 1 CriƟcal 55261 SEWER REPL
Gas Tax Transfer to General Fund
(TransportaƟon OperaƟng Budget)NO Citywide Null PA011 GAS TAX
Grand Avenue Promenade Feasibility
Study NO 1 Medium 40611 GCC
Guardrail Replacement and Improvement
Program NO Citywide Medium 60871 GAS TAX
Harding Center Refurbishment NO 1 Low 47081 IRF
Headwall Replacement Program NO 1 High 66241 IRF
Hosp Grove Park Improvements NO 1 Low 47281 IRF
47282 PIL-NW
Hydroelectric GeneraƟon at Water
FaciliƟes NO 2 Medium 50591 WATER CONN
Intelligent Traffic Control Devices NO Citywide Low 66341 GAS TAX
Kelly Drive and Park Drive Complete Street Improvements NO 1 High 60751 TRANSNET-
LOC
60753 GAS TAX
60754 PFF
2,174,000----264,0001,700,000-1,500,0001,710,000
13,000,001-------13,000,001
1,433,882-------1,433,882
35,000-------35,000
3,363,800--100,000400,000400,000200,000500,0001,763,800
2,574,000------500,0002,074,000
896,100-------896,100
6,392,000------700,0005,692,000
9,000,0003,000,0003,000,000600,000600,000600,000600,000600,000-
800,000-----600,000200,000-
300,000-------300,000
305,000-----140,000-165,000
510,000-------510,000
1,562,000-------1,562,000
2,652,126----1,323,476208,6501,000,000120,000
1,853,000-----1,425,00028,000400,000
200,000-------200,000
4,675,000------500,0004,175,000
130,000-------130,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 34 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Kelly Drive and Park Drive Complete Street
Improvements
NO 1 High
60753 GAS TAX
60754 PFF
Kelly Drive Channel Repair NO 2 Medium 66061 IRF
La Costa Avenue Traffic Improvements NO 4 Medium 60761 GAS TAX
Laguna Drive Storm Drain NO 1 Medium 66281 GAS TAX
Lake Calavera Outlet Improvements NO 2 CriƟcal 50541 GCC
Lake Calavera Reservoir Maintenance NO 2 High 50492 GCC
Las Palmas Roof Replacement NO 2 Medium 47521 IRF
Las Palmas Trunk Sewer NO 2 High 55401 SEWER CONN
LeŌ Turn Lane Extensions NO 3,4 High 60771 GAS TAX
Leo Carrillo Ranch Park Phase 3B YES 2 Medium 23071 PIL-SE
Leo Carrillo Ranch Roof Repairs NO 2 High 47481 IRF
Library Fire Alarm Panel Upgrades NO 1,3 Low 47411 IRF
Limited Access Pipeline RelocaƟon
Program NO 1,3 CriƟcal 50351 WATER REPL
Loan Repay - Park-in-Lieu NE to Public
Facility Fee Fund NO Null Null PA041 PIL-NE
Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund NO Null Null PA021 PIL-SW
Loan Repay - Sewer Conn to Sewer Repl NO Null Null PA031 SEWER CONN
Maerkle Facility Improvements NO 2 CriƟcal 50091 WATER REPL
Maerkle Reservoir FloaƟng Cover
Replacement NO 2 CriƟcal 50361 WATER REPL
Maerkle Reservoir Solar Project NO 2 Medium 47221 WATER REPL
Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL
1,085,000-------1,085,000
3,441,000-----1,900,000500,0001,041,000
863,000-----741,700-121,300
2,750,000-1,494,000-1,000,000---256,000
1,436,001-------1,436,001
1,351,001250,000250,00050,00050,000120,00050,00050,000531,001
500,000-------500,000
3,463,000-----2,907,000-556,000
800,000---150,000150,000150,000150,000200,000
2,400,000--1,400,000500,000500,000---
1,450,000-------1,450,000
180,000-------180,000
4,940,000----1,000,0002,000,000-1,940,000
4,550,0004,550,000-------
1,100,0001,100,000-------
4,700,0004,700,000-------
2,735,200------500,0002,235,200
11,032,844-------11,032,844
250,000------249,170830
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 35 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Maerkle Reservoir Solar Project NO 2 Medium 47221 WATER REPL
Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL
Marca Place Drainage Improvements NO 4 Medium 66141 GAS TAX
Melrose Drive Right Turn Lane to West
Bound Palomar Airport Road NO 2 CriƟcal 60341 TIF
Miscellaneous City Building ImprovementsNO Citywide Medium 47231 IRF
Monroe Street Pool Replacement NO 1 High 47241 IRF
47242 GCC
47243 PIL-NW
New Village Arts Building Roof and Exterior Refurbishment NO 1 Low 47391 IRF
Normally Closed Valve (Install Motorized
Valve)NO 2 High 50501 WATER REPL
North BaƟquitos Access Road
Improvement NO 4 High 55471 SEWER REPL
North BaƟquitos LiŌ StaƟon Forcemain
RehabilitaƟon NO 4 High 55361 SEWER REPL
Ocean Street ReconfiguraƟon Concepts Study NO 1 Medium 60781 GCC
Ocean Street Restroom Facility NO 1 Medium 47291 GCC
Odor and Corrosion PrevenƟon
Assessment NO Citywide Medium 55201 SEWER REPL
Open Space and Trail AcquisiƟon (Prop C) NO Citywide High 40831 GCC
Orion Center NO 2 High 35721 CFD#1
35722 WATER REPL
35723 SEWER REPL
35724 CFD#1
35725 RECL REPL
6,330,000----4,557,0001,000,000-773,000
65,000-------65,000
911,000-------911,000
3,665,000750,000750,000--150,000150,000150,0001,715,000
2,657,747-----908,983-4,438,2366,187,000
236-------61,76462,000
3,061,764-----1,500,0001,561,764-
313,626-------313,626
985,000------500,000485,000
363,800------113,800250,000
200,000-------750,000950,000
200,000-----200,000--
834,355---59,355---775,000
320,000-------320,000
4,015,000-------4,015,000
35,257,727-------35,257,727
6,789,409-------6,789,409
4,078,500-------4,078,500
429-------429
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 36 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Orion Center NO 2 High
35724 CFD#1
35725 RECL REPL
Orion Complex Energy Storage YES 2 Medium 23101 GCC
Palomar Airport Road and Avenida Encinas
Growth Management Plan Improvements NO 2,3 High 61021 GAS TAX
Palomar Airport Road and College
Boulevard Improvements NO 2 CriƟcal 60281 TIF
Palomar Airport Road/Paseo Del Norte
Right Turn Lane
NO Citywide High 60441 GAS TAX
60442 TRANSNET-
LOC
Palomar Airport Waterline Realignment NO 2 CriƟcal 50551 WATER REPL
Park Drive Street and Drainage Improvement NO 1 CriƟcal 66111 GCC
66112 GAS TAX
66113 IRF
Parking Lot Maintenance Program NO 1 High 60521 IRF
Pavement Management Program NO Citywide High 60011 TRANSNET-LOC
60012 GAS TAX
60013 TRANSNET-
LOC
60016 RMRA
Poinseƫa Community Park - Phase 4 - Dog
Park
NO 3 High 46081 PFF
46082 PFF
Poinseƫa Lane - Cassia Road to Skimmer
Court (Reimbursement Agreement)NO 3 Medium 50451 WATER CONN
Poinseƫa Lane - Reach E Cassia Road to
Skimmer Court NO 3 High 39221 BTD#2
Poinseƫa Lane - Reaches A,B,C,F,G and Aviara Parkway Reimbursement NO 2 High 19591 BTD#2
2,715,600-------2,715,600
250,000--250,000-----
230,000-------230,000
1,295,500-------1,295,500
320,538-------110,000430,538
917,482-------8,157925,639
2,310,000------560,0001,750,000
717,439-------717,439
3,965,000------1,030,0002,935,000
---------
2,920,000475,000475,00060,000130,00060,000130,00060,0001,530,000
41,786,5638,250,0008,250,0001,650,0001,650,0001,650,0001,150,000-19,186,563
7,930,850-------7,930,850
29,646,4764,750,0004,750,000950,000950,000950,000950,0002,200,00014,146,476
43,936,00012,000,00012,000,0002,400,0002,400,0002,400,0002,400,0002,300,0008,036,000
2,838,140-------2,838,140
---------
600,000-------600,000
14,081,200-------14,081,200
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 37 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourcePoinseƫa Lane - Reach E Cassia Road to Skimmer Court NO 3 High 39221 BTD#2
Poinseƫa Lane - Reaches A,B,C,F,G and
Aviara Parkway Reimbursement NO 2 High 19591 BTD#2
Poinseƫa LiŌ StaƟon RehabilitaƟon YES 2 High 23041 SEWER REPL
Police and Fire Headquarters RenovaƟon NO 2 High 47151 IRF
47152 GCC
Pressure Reducing StaƟon Program NO Citywide CriƟcal 50201 WATER REPL
Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN
50612 WATER REPL
Rancho Santa Fe Trail Slope ImprovementsNO 4 High 60881 GCC
Recycled Water CondiƟon Assessment
Program NO Citywide High 52111 RECL REPL
Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL
52102 RECL WATER
Recycled Water Pipeline Replacement NO 2 Medium 19541 RECL REPL
Recycled Water Valve and Appurtenance
Replacement Program NO Citywide High 52121 RECL REPL
Reservoir Repair and Maintenance
Program NO Citywide High 50241 WATER REPL
RetroreflecƟvity Sign Replacement Program NO Citywide Medium 60371 GAS TAX
Roadway Improvements - Coastal Area
Analysis and ImplementaƟon NO Citywide Medium 60791 GCC
Roadway Slope StabilizaƟon NO 2 High 60811 GAS TAX
Robertson Ranch Park Development (ParƟal Funding)NO 2 Medium 38011 PIL-NE
38012 PFF
66041 GCC
1,168,8331,168,833-------
2,500,000-----2,500,000--
9,993,050-------9,993,050
10,973,500-------10,973,500
13,062,0003,000,0003,000,000600,000600,000600,000600,000600,0004,062,000
1,750,000-1,425,000-125,000---200,000
1,750,000-1,425,000-125,000---200,000
350,000-------350,000
1,540,000310,000280,00050,00050,00050,00050,00050,000700,000
980,000-------980,000
3,320,000------200,0003,120,000
6,460,0002,910,0002,150,000350,000350,000350,000350,000--
2,080,000700,000630,000125,000125,000120,000-120,000260,000
14,490,0003,610,0003,070,000---1,960,000-5,850,000
1,000,000-------1,000,000
200,000-------200,000
1,280,000-----500,000200,000580,000
3,635,500----2,621,500400,000214,000400,000
13,473,440----13,473,440---
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 38 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceRobertson Ranch Park Development (ParƟal Funding)NO 2 Medium 38012 PFF
Romeria Drainage Improvements NO 4 High 66041 GCC
66042 GAS TAX
Safety Training Center SeƩlement NO 2 Low 47431 GCC
San Luis Rey Mission Basin Groundwater Supply NO Citywide Low 50441 WATER CONN
50442 WATER REPL
Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL
Santa Fe II Reservoir Site Electrical
Improvements NO 2 Medium 50461 WATER REPL
SCADA Improvements NO Citywide CriƟcal 55421 SEWER REPL
55422 WATER REPL
55423 RECL REPL
Schulman Auditorium and Cannon Art
Gallery NO 3 Medium 47531 IRF
Senior Center Refurbishment NO 1 Medium 47381 IRF
Senior Center Security Fencing NO 1 Low 47541 IRF
Sewer CondiƟon Assessment NO Citywide CriƟcal 55131 SEWER REPL
Sewer LiŌ StaƟon Repairs and Upgrades NO 2 CriƟcal 38401 SEWER REPL
Sewer Line Capacity Improvements NO 1 High 55481 SEWER REPL
Sewer Modeling NO Citywide Medium 55461 SEWER CONN
Sewer Monitoring Program (Capacity) NO Citywide High 55041 SEWER CONN
Sewer System RehabilitaƟon and
Replacement NO 1,2,3 High 55031 SEWER REPL
60021 TIF
410,000-------410,000
347,940-------347,940
1,156,995-------1,156,995
8,280,0002,500,0005,500,000280,000----277,500277,500
6,080,000-6,000,00080,000----77,50077,500
3,029,650----2,500,000-34,650495,000
183,581------150,00033,581
4,684,632-----380,734175,1654,128,733
10,155,600----610,5002,412,5003,209,2003,923,400
2,394,000----398,000337,600631,5001,026,900
350,000------150,000200,000
1,848,000------600,0001,248,000
78,000------58,00020,000
3,358,000750,000750,000-100,000100,000100,000100,0001,458,000
6,485,380750,000750,000150,000150,000150,000150,000150,0004,235,380
3,000,000-----1,800,0001,000,000200,000
300,000-------300,000
950,000110,000154,000--44,000--642,000
43,576,47514,050,00013,350,0001,850,0001,850,0001,850,0001,200,0001,200,0008,226,475
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 39 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceSewer System RehabilitaƟon and Replacement NO 1,2,3 High 55031 SEWER REPL
Sidewalk/Street ConstrucƟon Program NO 1,2 High 60021 TIF
60022 GAS TAX
South Carlsbad Coastline NO 2,3,4 Medium 60311
TRANSNET-
LOC
South Shore Agua Hedionda Lagoon Trail NO 2 High 40851 GCC
Stagecoach Community Park Community Gardens YES 4 Medium 23021 PIL-SE
State Street and Grand Avenue Road
Improvements NO 1 Medium 60821
TRANSNET-
LOC
State Street Parking Lot Electric Vehicle
Charging StaƟons NO 1 Medium 40901 PFF
Storm Drain CondiƟon Assessment NO Citywide High 66201 IRF
Storm Drain System Rehab and Repair
Program NO 1,2,3 High 66071 IRF
Street LighƟng Replacement Program NO Citywide High 60621 GCC
60622 TRANSNET-
LOC
Sustainable Mobility Plan ImplementaƟon Program NO Citywide High 23091 GAS TAX
Temporary Fire StaƟon No. 7 NO 2 High 40911 GCC
40912 PFF
Terramar Area Coastal Improvements NO 2 High 60541 TIF
60542 GCC
60543 TRANSNET-
LOC
60544 SEWER REPL
60545 PFF
40841 GCC
8,953,0002,835,000890,000107,500333,000987,500--3,800,000
1,800,000-1,500,000-300,000----
2,779,026-----1,000,000-1,779,026
789,940------34,440755,500
425,000-----200,000225,000-
325,000---325,000----
300,000-------300,000
7,692,5003,002,5002,375,000420,000375,000350,000300,000270,000600,000
10,253,8602,140,0001,822,500300,000300,000250,000250,000200,0004,991,360
319,269-------319,269
3,325,000-------3,325,000
1,020,566-----510,000510,566-
900,000-------900,000
922,000------922,000-
9,450,001----2,800,000--6,650,001
999,999-------999,999
2,000,000-----1,000,000-1,000,000
---------
2,450,000-------2,450,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 40 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Terramar Area Coastal Improvements NO 2 High 60545 PFF
The Crossings Golf Course Lake Liner Replacement NO 2 High 40841 GCC
40842 GCC
Traffic Control Improvements - Poinseƫa
Lane and Cassia Road NO Citywide High 63292 GAS TAX
Traffic Control Improvements - Poinseƫa
Lane and Oriole Court NO 3 High 63302 GAS TAX
Traffic Impact Fee Funds to CFD #1 NO Null Null PA051 TIF
Traffic Impact Fee Update NO Citywide High 60401 TIF
Traffic Improvement Program NO 1,2,4 CriƟcal 60701 GAS TAX
60702 GCC
Traffic Monitoring Program NO Citywide High 60031 TIF
Traffic Signal - Maverick Way and Camino
De Los Coches NO 4 CriƟcal 63322 GAS TAX
Traffic Signal - Tamarack Avenue and
Valley Street NO 1 Medium 63351 GAS TAX
Traffic Signal OperaƟons ModificaƟons NO 2 Medium 63271 GAS TAX
Traffic Signal Right Turn Overlaps YES 2,3,4 Low 23051 GAS TAX
Trail ConnecƟvity to Tamarack State Beach
(Prop C)NO 1 Low 40631 GCC
Trash Amendment Compliance Program NO 1,2,3 Medium 66261 IRF
Tri-Agency Water Transmission Pipeline
Replacement NO 2 High 50081 WATER REPL
Tyler Street Traffic CirculaƟon Study NO 1 Medium 23081 GCC
UƟlity Undergrounding Program Study NO Citywide Medium 60831 GCC
Vallecitos Interceptor Sewer Cleaning and
CCTV NO 2,3 CriƟcal 55491 SEWER REPL
60191 TIF
835,500-------835,500
200,000-------200,000
411,000-------411,000
411,000-------411,000
1,854,0001,404,00090,000-90,00090,00090,00090,000-
270,000------30,000240,000
2,388,000-------2,388,000
1,200,000----400,000400,000400,000-
1,745,416------122,5161,622,900
380,000------240,000140,000
502,370-------502,370
315,800------135,800180,000
150,000------150,000-
3,494,669---3,342,513---152,156
9,705,000-3,000,0002,000,000175,0002,700,0001,200,000100,000530,000
6,455,000----1,836,0301,000,000-3,618,970
70,000------70,000-
100,000-----100,000--
350,000------100,000250,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 41 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
SourceVallecitos Interceptor Sewer Cleaning and CCTV NO 2,3 CriƟcal 55491 SEWER REPL
Valley and Magnolia Complete Streets NO 1 High 60191 TIF
60192 WATER REPL
60193 TRANSNET-
LOC
Valley Street Traffic Calming NO 1 Medium 19741
TRANSNET-
LOC
Veteran's Memorial Park (All Quadrants) NO 2 CriƟcal 46091 CFD#1
Village and Barrio Traffic Circles NO 1 High 40151 GCC
40152 TRANSNET-
LOC
40153 SEWER REPL
40154 GAS TAX
Village DecoraƟve LighƟng - Carlsbad
Village Drive from Harding Street to Ocea..YES 1 Medium 23111 GCC
Village DecoraƟve LighƟng - Gateway
LighƟng YES 1 Medium 23141 GCC
Village DecoraƟve LighƟng - Hospitality District YES 1 Medium 23131 GCC
Village DecoraƟve LighƟng - Pedestrian
Lampposts Oak Avenue YES 1 Medium 23151 GCC
Village DecoraƟve LighƟng - Pedestrian
LighƟng at Village Outskirts YES 1 Medium 23161 GCC
Village DecoraƟve LighƟng - State Street,Madison, Roosevelt, and Washington NO 1 Medium 40161 GCC
Village DecoraƟve LighƟng - Train StaƟon
Area YES 1 Medium 23121 GCC
Village H South Off Leash Dog Area and
Trail Segment 5B NO 2 Medium 46101 PFF
Village Intelligent Parking ImplementaƟon NO 1 Low 60891 GCC
Villas Sewer LiŌ StaƟon Replacement NO 2 CriƟcal 55501 SEWER REPL
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)NO 2 CriƟcal 34921 SEWER CONN
4,536,206---1,000,000---3,536,206
71,000-------71,000
1,200,000------1,200,000-
1,645,000---1,645,000----
30,257,650----24,630,9501,257,2501,257,2503,112,200
415,000-------415,000
1,025,000-------1,025,000
160,000-------160,000
4,159,000------1,400,0002,759,000
400,000------400,000-
900,000-----900,000--
800,000-----800,000--
450,000-----450,000--
850,000-----850,000--
1,103,853------400,000703,853
500,000------500,000-
2,003,201-----1,320,701160,500522,000
300,000---300,000----
1,254,000------100,0001,154,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 42 of 99
Project Name New
Project District Score
Funding
ID Funding Source Prior
AppropriaƟon
Year 1
(2022-23)
Year 2
(2023-24)
Year 3
(2024-25)
Year 4
(2025-26)
Year 5
(2026-27)
Year 6-10
(2028-32)
Year 11-15
(2033-37)
Total Funding
Source
Villas Sewer LiŌ StaƟon Replacement NO 2 CriƟcal 55501 SEWER REPL
Vista Carlsbad Interceptor - Agua
Hedionda LS and Forcemain (VC12-VC13)NO 2 CriƟcal 34921 SEWER CONN
Vista Carlsbad Interceptor - Buena Vista
LiŌ StaƟon Improvements NO 1 High 55351 SEWER CONN
Vista Carlsbad Interceptor - Lagoon Bridge
Replacement (VC11B)NO Citywide CriƟcal 38861 SEWER CONN
Vista Carlsbad Interceptor - Reach VC3 NO 1 CriƟcal 39501 SEWER CONN
Vista Carlsbad Interceptor - Reach VC14 To VC15 NO Citywide High 39491 SEWER CONN
Vista Carlsbad Interceptor - RehabilitaƟon
(VC1 and VC2)NO 2 CriƟcal 55511 SEWER REPL
Vista/Carlsbad Interceptor - Point Repair
Reaches (VC13 & VC14)YES 2,3 High 23061 SEWER REPL
Water Infrastructure CondiƟon Assessment Program NO Citywide CriƟcal 50511 WATER REPL
Water Loss Monitoring Program NO Citywide High 50521 WATER REPL
Water Modeling NO Citywide CriƟcal 50581 WATER CONN
Water System RehabilitaƟon and
Replacement NO Citywide CriƟcal 39041 WATER REPL
Water Valve Repair/Replacement Program NO Citywide CriƟcal 50191 WATER REPL
32,363,821-------32,363,821
1,335,000----939,000100,000-100,000396,000
9,464,833-------9,464,833
480,000-----380,000-497,000597,000
21,362,390-------21,362,390
2,141,000----1,500,000500,000-141,000
1,400,000----600,000600,000200,000-
8,620,0002,480,0002,250,000450,000420,000420,000410,000410,0001,780,000
1,890,000550,000550,000110,000110,000110,000110,000-350,000
425,000----25,00025,00025,000350,000
65,028,36621,080,00019,890,0003,000,0003,000,0003,000,0002,800,0002,690,0009,568,366
22,500,0005,650,0005,110,0001,000,000960,000960,000960,000940,0006,920,000
15-year Capital Improvement Program
PreliminaryJune 7, 2022Item #13 Page 43 of 99
EXHIBIT 3
CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,895,654 1,895,654 2,411,774 2,924,766 2,924,766 2,924,766
REVENUES
Developer Fees - 516,120 512,992 - - 2,143,409
Total Revenues N/A - 516,120 512,992 - - 2,143,409
CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,198 - - - - - -
Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833
Total Project Expenditures 14,081,198 - - - - - 1,168,833
ENDING FUND BALANCE N/A 1,895,654 2,411,774 2,924,766 2,924,766 2,924,766 3,899,342
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 526,595 526,595 526,595 526,595 526,595 526,595
REVENUES
Developer Fees - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
BTD#3 Reconciliation and Closeout 19,977 - - - - - -
Total Project Expenditures 19,977 - - - - - -
ENDING FUND BALANCE N/A 526,595 526,595 526,595 526,595 526,595 526,595
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 63,346,133 64,832,101 66,372,017 43,985,014 45,104,880 46,240,357
REVENUES
Developer Special Taxes 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450
Total Revenues N/A 2,853,218 2,907,166 2,353,947 1,229,866 1,245,477 16,807,450
CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 110,000 -
City Hall Complex 1,028,105 - - - - - 50,000,000
Cole Library Expansion - - - - - - 5,988,000
Orion Center 35,258,155 - - - - - -
Veteran's Memorial Park (All Quadrants)3,112,202 1,257,250 1,257,250 24,630,950 - - -
Total Project Expenditures 39,398,462 1,367,250 1,367,250 24,740,950 110,000 110,000 55,988,000
ENDING FUND BALANCE N/A 64,832,101 66,372,017 43,985,014 45,104,880 46,240,357 7,059,807
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
June 7, 2022 Item #13 Page 44 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 331,579 181,476 590,621 2,637,776 4,122,623 7,086,291
REVENUES
Gas Tax and Prop 42 Funds 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917
Total Revenues N/A 3,377,749 3,435,845 3,497,155 3,534,848 3,563,667 36,373,917
CAPITAL PROJECTS
Advance Street Name Signs 40,000 (40,000) - - - - -
Avenida Encinas Pedestrian Access Improvements 75,000 - 25,000 - - - - Barrio Street Lighting 700,000 - - - - - -
Cannon Road and Paseo del Norte SMP and GMP Improvements 60,000 (55,657) - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 - - 700,000 - - -
Carlsbad Boulevard Emergency Repair 841,001 - - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping 300,000 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000
Carlsbad Blvd Pedestrian Improvement Project 222,100 - - - - - -
Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 - - - - - -
Concrete Repair/Replacement Program 2,932,999 - - - - - -
El Camino Real And Cannon Road Intersection Improvements 837,001 - - - - - -
El Camino Real And College Blvd Intersection Improvements 1,020,000 - - - - - -
El Camino Real Medians 904,530 - - - - - -
Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 6,000,000
Guardrail Replacement And Improvement Program 300,000 - - - - - - Intelligent Traffic Control Devices 200,000 - - - - - -
Intersection Control - Camino De Los Coches And La Costa Avenue 350,000 - 500,000 - - - -
Jefferson Street SMP Improvements 75,000 (70,657) - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - -
La Costa Avenue SMP Improvements 110,000 (99,252) - - - - -
La Costa Avenue Traffic Improvements 121,300 - 741,700 - - - -
La Costa Slope Repair West of Romeria 255,751 - - - - - - Laguna Drive Storm Drain 256,000 - - - 1,000,000 - 1,494,000
Left Turn Lane Extensions 200,000 150,000 150,000 150,000 150,000 - -
Marca Place Drainage Improvements 65,000 - - - - - -
Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 194,547 (52,948) - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 430,538 (110,000) - - - - -
Park Drive Drainage And Street Improvements 2,935,002 1,030,000 - - - - -
Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 999,999 - - - - - -
Roadway Slope Stabilization 579,997 200,000 500,000 - - - -
Romeria Drainage Improvements 347,938 - - - - - -
Sidewalk/Street Construction Program - - - - 300,000 - 1,500,000
Sustainable Mobility Plan Implementation Program - 510,566 510,000 - - - -
Traffic Control Improvements - Poinsettia Lane & Cassia Road 411,000 - - - - - -
Traffic Control Improvements - Poinsettia Lane & Oriole Court 410,999 - - - - - -
Traffic Improvement Program 2,388,003 - - - - - - Traffic Signal - El Fuerte Street And Rancho Pancho 210,000 (210,000) - - - - -
Traffic Signal - La Costa Avenue And Levante Street 250,000 (250,000) - - - - -
Traffic Signal - Maverick Way & Camino De Los Coches 140,000 240,000 - - - - -
Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - -
Traffic Signal Operations Modifications 180,000 135,800 - - - - -
Traffic Signal Right Turn Overlaps - 150,000 - - - - -
Village And Barrio Traffic Circles 2,759,000 1,400,000 - - - - -
Wayfinding Sign Replacement Program 50,683 - - - - - -
Total Project Expenditures 38,813,202 3,527,852 3,026,700 1,450,000 2,050,000 600,000 11,757,000
ENDING FUND BALANCE N/A 181,476 590,621 2,637,776 4,122,623 7,086,291 31,703,207
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 669,079 381,885 126,331 17,293 82,913 370,698
REVENUES
Gas Tax (RMRA) Revenues 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333
Total Revenues N/A 2,632,806 2,764,446 2,910,962 3,085,620 3,307,785 45,955,333
CAPITAL PROJECTS
Concrete Repair/Replacement Program 727,000 620,000 620,000 620,000 620,000 620,000 2,500,000
Pavement Management Program 8,036,002 2,300,000 2,400,000 2,400,000 2,400,000 2,400,000 24,000,000
Total Project Expenditures 8,763,002 2,920,000 3,020,000 3,020,000 3,020,000 3,020,000 26,500,000
ENDING FUND BALANCE N/A 381,885 126,331 17,293 82,913 370,698 19,826,031
GAS TAX FUND
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
June 7, 2022 Item #13 Page 45 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 13,102,386 15,203,798 14,334,598 15,519,598 15,895,730 19,954,730
REVENUES
Transfer from General Fund 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000
Total Revenues N/A 4,051,000 4,187,000 4,235,000 4,278,000 4,389,000 47,708,000
CAPITAL PROJECTSADA Beach Access - Pine to Tamarack 375,002 - - 2,500,000 - - -
Alga Norte Park Modifications 314,000 - 706,200 - - - -
Assessment District 97-1 Maintenance 420,000 - - - - - -
Barrio Street Lighting 760,001 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,000 - - - - - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,250,000 - - 30,000 150,000 30,000 800,000
Calavera Hills Community Park Gateway Improvements 1,407,851 - - - - - -
Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - -
Cannon Park Restroom 55,645 - - - - - -
Chestnut Underpass Public Art Project 100,000 150,000 - - - - -
City Facility Accessibility Upgrades 500,001 - - - - - -
City Fire Stations Wash Water BMPs 280,000 - - - - - -
City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion - - - - - - 1,000,000
Dove Library Lighting Improvements 225,000 - - - - - -
Dove Library Parking Lot Renovation 474,999 - - - - - -
El Camino Real and College Boulevard Intersection Improvements 131,000 - - - - - -
Emergency Operations Center Reconfiguration 1,658,001 - - - - - -
Faraday Avenue Improvements 100,000 - - - - - -
Fire Administration Offices 150,000 - - - - - - Fire Station No. 2 Replacement 13,000,000 - - - - - -
Fire Station No. 5 New Roof and Storage Building 345,001 (121,373) - - - - -
Fleet Maintenance Refurbishment 896,100 - - - - - -
Grand Avenue Promenade Feasibility Study - 200,000 600,000 - - - -
Lake Calavera Outlet Improvements 1,436,002 - - - - - -
Lake Calavera Reservoir Maintenance 531,004 50,000 50,000 120,000 50,000 50,000 500,000
Lake Calavera Storm Drain Improvements 5,569 - - - - - -
Lake Calavera Trails Master Plan/Construction (Prop C)1,128,248 - - - - - -
Maerkle Reservoir Solar Project 830 - - - - - -
Monroe Street Pool Replacement 62,000 (61,764) - - - - -
New Village Arts Tenant Improvements 613,000 - - - - - -
Ocean Street Reconfiguration Concepts Study - - 200,000 - - - -
Ocean Street Restroom Facility 775,000 - - - 59,355 - -
Open Space and Trail Acquisition (Prop C)4,015,000 - - - - - -
Orion Complex Energy Storage - - - - - 250,000 -
Park Drive Street and Drainage Improvement 717,440 - - - - - -
Police and Fire Headquarters Renovation 10,973,501 - - - - - - Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - -
Romeria Drainage Improvements 409,999 - - - - - -
Safety Training Center Settlement 1,156,996 - - - - - -
Safety Training Center Water Recirculating System Study 50,000 (50,000) - - - - -
South Shore Agua Hedionda Lagoon Trail 755,501 34,440 - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 900,000 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - - - - - -
The Crossings Golf Course Lake Liner Replacement 835,500 - - - - - -
The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - -
Traffic Improvement Program - 400,000 400,000 400,000 - - -
Traffic Signal Master Plan 150,001 (9,040) - - - - -
Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - - 3,342,513 - -
Tyler Street Traffic Circulation Study - 70,000 - - - - -
Utility Undergrounding Program Study - - 100,000 - - - - Village and Barrio Traffic Circles 415,000 - - - - - -
Village Decorative Lighting - Carlsbad Village Drive from Harding Street to Ocean Street - 400,000 - - - - -
Village Decorative Lighting - Gateway Lighting - - 900,000 - - - -
Village Decorative Lighting - Hospitality District - - 800,000 - - - -
Village Decorative Lighting - Pedestrian Lampposts Oak Avenue - - 450,000 - - - -
Village Decorative Lighting - Pedestrian Lighting at Village Outskirts - - 850,000 - - - -
Village Decorative Lighting - State Street, Madison, Roosevelt, and Washington 703,853 400,000 - - - - -
Village Decorative Lighting - Train Station Area - 500,000 - - - - -
Village Intelligent Parking Implementation - - - - 300,000 - -
Village Railroad Tracks Trenching 560,103 (12,675) - - - - -
Total Project Expenditures 63,777,314 1,949,588 5,056,200 3,050,000 3,901,868 330,000 2,300,000
N/A 15,203,798 14,334,598 15,519,598 15,895,730 19,954,730 65,362,730
GENERAL CAPITAL CONSTRUCTION (GCC)
June 7, 2022 Item #13 Page 46 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (2,373,295) 0 0 0 0 0
REVENUES
Grant Revenue 2,373,295 - - - - -
Total Revenues N/A 2,373,295 - - - - -
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000 - - - - - -
Carlsbad Boulevard Pedestrian Improvement Project 591,600 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - -
Total Project Expenditures 3,807,600 - - - - - -
ENDING FUND BALANCE N/A 0 0 0 0 0 0
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 78,868,824 79,369,946 73,206,963 72,553,963 74,304,963 75,360,963
REVENUES
Transfer from General Fund 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000
Total Revenues N/A 3,977,000 4,096,000 4,187,000 4,271,000 4,381,000 48,220,000
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 133,002 80,000 80,000 80,000 90,000 95,000 1,105,000
Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,000 - - - - - -
Beach Access Repair and Upgrades - Pine Avenue to Tamarack 4,112,752 1,800,000 - - - - -
Bridge Preventative Maintenance Program 2,227,512 250,000 500,000 500,000 700,000 - -
Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,000 - 1,200,000 - - - -
Calavera Hills Community Center Refurbishment 685,001 1,300,000 - - - - -
City Facility Safety and Parking Lot Lighting Assessment 1,910,000 - - - - - -
City Hall Complex Refurbishment 1,143,999 - - - - - -
Citywide Drainage Improvement Program 4,681,502 900,000 300,000 300,000 300,000 300,000 3,000,000
Cole Library Security Fencing 40,000 130,000 - - - - -
Coordinated Traffic Signal Program 800,000 - - - - - -
DMP Facility BFB-U (El Camino Real)750,000 100,000 3,000,000 50,000 50,000 50,000 100,000
El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 210,000 - - - - - -
Emergency Operations Center Reconfiguration 200,000 500,000 - - - - -
Faraday Center Refurbishment 3,154,382 - - - - - -
Farol Court Storm Drain Outfall at Agua Hedionda Creek 529,749 - - - - - -
Fire Station No. 2 Replacement 1,433,884 - - - - - -
Fire Station No. 4 Expansion 267,410 (80,634) - - - - -
Fire Station No. 6 Renovation 35,000 - - - - - -
Fleet Fuel Island Upgrade 1,763,798 500,000 200,000 400,000 400,000 100,000 -
Fleet Maintenance Refurbishment 2,074,003 500,000 - - - - -
Harding Center Refurbishment 165,000 - 140,000 - - - -
Headwall Replacement Program 510,001 - - - - - -
Holiday Park Facilities Maintenance 79,823 - - - - - -
Hosp Grove Park Improvements 1,562,000 - - - - - -
Kelly Drive Channel Repair 1,041,003 500,000 1,900,000 - - - -
La Costa Avenue Drainage Improvements 868,367 - - - - - -
Las Palmas Roof Replacement 500,000 - - - - - -
Leo Carrillo Ranch Roof Repairs 1,449,999 - - - - - -
Library Fire Alarm Panel Upgrades 180,000 - - - - - -
Miscellaneous City Building Improvements 1,715,000 150,000 150,000 150,000 - - 1,500,000
Monroe Street Pool Replacement 6,187,001 (4,438,236) 908,983 - - - -
New Village Arts Building Roof and Exterior Refurbishment 313,627 - - - - - -
Parking Lot Maintenance Program 1,529,999 60,000 130,000 60,000 130,000 60,000 950,000
Police and Fire Headquarters Renovation 9,993,049 - - - - - -
Public Beach Access Improvements (Ocean Street)726,683 (153,252) - - - - -
Schulman Auditorium and Cannon Art Gallery 200,000 150,000 - - - - -
Senior Center Refurbishment 1,248,002 600,000 - - - - -
Senior Center Security Fencing 20,000 58,000 - - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - -
Storm Drain Condition Assessment 600,000 270,000 300,000 350,000 375,000 420,000 5,377,500
Storm Drain System Rehab and Repair Program 4,991,364 200,000 250,000 250,000 300,000 300,000 3,962,500
Trash Amendment Compliance Program 530,000 100,000 1,200,000 2,700,000 175,000 2,000,000 3,000,000
66,182,912 3,475,878 10,258,983 4,840,000 2,520,000 3,325,000 18,995,000
ENDING FUND BALANCE N/A 79,369,946 73,206,963 72,553,963 74,304,963 75,360,963 104,585,963
GRANTS - FEDERAL
INFRASTRUCTURE MAINTENANCE & REPLACEMENT
June 7, 2022 Item #13 Page 47 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 650,461 650,461 650,461 650,461 650,461 650,461
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999 - - - - - -
Total Project Expenditures 1,712,999 - - - - - -
ENDING FUND BALANCE N/A 650,461 650,461 650,461 650,461 650,461 650,461
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE (1)N/A 4,373,434 4,159,434 3,759,434 1,158,356 1,158,356 1,158,356
REVENUES
Developer Fees - - 20,422 - - 3,543,259
Total Revenues N/A - - 20,422 - - 3,543,259
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 400,000 214,000 400,000 2,621,500 - - -
Total Project Expenditures 400,000 214,000 400,000 2,621,500 - - 4,550,000
ENDING FUND BALANCE N/A 4,159,434 3,759,434 1,158,356 1,158,356 1,158,356 151,615
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 2,580,632 1,811,837 1,777,963 2,431,525 3,099,627 3,760,912
REVENUES
Developer Fees 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337
Total Revenues N/A 1,792,968 1,874,777 1,977,037 668,102 661,285 6,333,337
CAPITAL PROJECTSCity Facility Safety and Parking Lot Lighting Assessment - - 200,000 - - - -
Hosp Grove Park Improvements 120,000 1,000,000 208,650 1,323,476 - - - Monroe Street Pool Replacement - 1,561,764 1,500,000 - - - -
Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - -
Total Project Expenditures 2,317,002 2,561,764 1,908,650 1,323,476 - - -
ENDING FUND BALANCE N/A 1,811,837 1,777,963 2,431,525 3,099,627 3,760,912 10,094,248
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,883,247 2,341,398 2,748,960 2,248,960 1,748,960 348,960
REVENUESDeveloper Fees 679,039 607,562 - - - 5,106
Total Revenues N/A 679,039 607,562 - - - 5,106
CAPITAL PROJECTS
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,334,100 (4,111) - - - - - Leo Carrillo Ranch Park Phase 3B - - - 500,000 500,000 1,400,000 -
Stagecoach Community Park Community Gardens - 225,000 200,000 - - - -
Total Project Expenditures 1,334,100 220,889 200,000 500,000 500,000 1,400,000 -
ENDING FUND BALANCE N/A 2,341,398 2,748,960 2,248,960 1,748,960 348,960 354,065
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 587,769 590,124 590,124 590,124 590,124 590,124
REVENUES
Developer Fees/Loans - - - - - 260,384
Total Revenues N/A - - - - - 260,384
CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,504 - - - - - - Aviara Community Park - Phase 2 (Art)38,199 (2,355) - - - - -
Aviara Reimbursement Agreement 238,001 - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 3,396,704 (2,355) - - - - 1,100,000
N/A 590,124 590,124 590,124 590,124 590,124 (249,493)
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
OTHER
PARK-IN-LIEU NE
June 7, 2022 Item #13 Page 48 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 4,971,721 5,019,975 5,105,909 4,725,909 60,709 60,709
REVENUES
Developer Fees 48,255 85,933 20,000 - - 972,947
Total Revenues N/A 48,255 85,933 20,000 - - 972,947
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)- - - 400,000 4,665,200 - -
Total Project Expenditures - - - 400,000 4,665,200 - -
ENDING FUND BALANCE N/A 5,019,975 5,105,909 4,725,909 60,709 60,709 1,033,655
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 930,371 934,159 934,159 941,999 941,999 941,999
REVENUES
Developer Fees 28,788 - 7,840 - - 39,328
Total Revenues N/A 28,788 - 7,840 - - 39,328
CAPITAL PROJECTS
DMP Facility AAA (Jefferson Street)- - - - - - 289,534
DMP Facility AAAA (Madison Street)- - - - - - 416,500
DMP Facility AC (Highland Drive Drainage Project)- - - - - - 921,408
DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project)- - - - - - 91,608 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project)- - - - - - 163,164
Drainage Master Plan Update 191,511 25,000 - - - - -
Total Project Expenditures 191,511 25,000 - - - - 1,882,214
ENDING FUND BALANCE N/A 934,159 934,159 941,999 941,999 941,999 (900,887)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,422,582 1,563,334 1,824,449 1,906,101 1,987,753 2,068,606
REVENUES
Developer Fees 151,107 261,116 81,652 81,652 80,852 2,447,221
Total Revenues N/A 151,107 261,116 81,652 81,652 80,852 2,447,221
CAPITAL PROJECTS
Agua Hedionda Creek Maintenance 3,559,890 (14,645) - - - - -
College Boulevard Wetland Habitat Creation 99,245 - - - - - -
DMP Facility BB 1 and 2 (Washington Street)- - - - - - 1,086,065
DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096
DMP Facility BFA (Country Store)1,241,649 - - - - - -
DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")- - - - - - 904,329
DMP Facility BFB-U (El Camino Real)153,489 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,816,101
DMP Facility BL-U (College Boulevard)- - - - - - 384,509
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077
DMP Facility BQ (Sunny Creek)- - - - - - 131,355
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773 Drainage Master Plan Update 558,001 25,000 - - - - -
Total Project Expenditures 5,612,274 10,355 - - - - 5,175,305
ENDING FUND BALANCE N/A 1,563,334 1,824,449 1,906,101 1,987,753 2,068,606 (659,478)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 1,562,253 1,694,188 1,799,312 1,924,085 1,924,085 1,924,085
REVENUES
Developer Fees 156,935 105,124 124,772 - - 1,852,643
Total Revenues N/A 156,935 105,124 124,772 - - 1,852,643
CAPITAL PROJECTS
DMP Facility C1 (Carlsbad Boulevard Encinas Creek Bridge Plda "C")2,376,548 - - - - - -
DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730
DMP Facility CA (Avenida Encinas)- - - - - - 529,402
Drainage Master Plan Update 146,890 25,000 - - - - - Total Project Expenditures 2,523,438 25,000 - - - - 1,257,132
ENDING FUND BALANCE N/A 1,694,188 1,799,312 1,924,085 1,924,085 1,924,085 2,519,596
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
PARK FEE ZONES 5,13,16,17,18
June 7, 2022 Item #13 Page 49 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 857,075 938,063 1,057,740 1,104,953 1,104,953 1,104,953
REVENUES
Developer Fees 80,989 119,676 47,213 - - 1,231,849
Total Revenues N/A 80,989 119,676 47,213 - - 1,231,849
CAPITAL PROJECTS
DMP Facility DBB (Avenida Encinas)- - - - - - 429,108 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812
DMP Facility DQB (La Costa Town Center)- - - - - - 745,842
DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063
Drainage Master Plan Facility DBA (Poinsettia Village)- - - - - - 167,215
Drainage Master Plan Update 234,599 - - - - - -
Total Project Expenditures 234,599 - - - - - 2,473,463
ENDING FUND BALANCE N/A 938,063 1,057,740 1,104,953 1,104,953 1,104,953 (136,661)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 22,879,753 25,566,722 26,181,915 14,070,813 14,555,616 15,036,195
REVENUES
Developer Fees 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278
Total Revenues N/A 1,866,561 1,935,894 1,362,338 484,803 480,579 17,427,278
CAPITAL PROJECTS
Aviara Community Park - Phase 2 700,001 (263,919) - - - - -
Cole Library Expansion - - - - - - 11,936,000
El Camino Real Medians 695,781 - - - - - -
Kelly Drive and Park Drive Complete Street Improvements 1,085,000 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 1,631,500 - - - - - -
Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Construction 29,654 (29,367) - - - - - Pine Avenue Park - Phase II (Community Building)10,016,036 (687,622) - - - - -
Pine Avenue Park - Phase II (Community Building)123,300 - - - - - -
Poinsettia Community Park - Phase 3 5,236,067 - - - - - -
Poinsettia Community Park - Phase 3 38,632 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,838,141 - - - - - -
Robertson Ranch Park Development (Partial Funding)- - - 13,473,440 - - -
State Street Parking Lot Electric Vehicle Charging Stations 300,000 - - - - - - Temporary Fire Station No. 7 922,000 - - - - - -
Terramar Area Coastal Improvements 2,450,000 - - - - - -
Village H South Off Leash Dog Area and Trail Segment 5B 522,000 160,500 1,320,701 - - - -
Total Project Expenditures 26,588,112 (820,408) 1,320,701 13,473,440 - - 11,936,000
ENDING FUND BALANCE N/A 25,566,722 26,181,915 14,070,813 14,555,616 15,036,195 20,527,473
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 719,518 113,467 (3,422,219) (3,458,447) (3,321,996) (3,180,682)
REVENUES
Developer Fees and Miscellaneous 396,950 436,314 336,422 136,451 141,314 3,469,588
Other Agency Contributions (City of Vista)- 65,000 610,350 - - -
Total Revenues N/A 396,950 501,314 946,772 136,451 141,314 3,469,588
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000 - - - - - -
El Fuerte Lift Station Pump Addition 180,000 - 650,000 - - - -
Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road 140,000 1,600,000 - - - - -
Las Palmas Trunk Sewer 556,000 - 2,907,000 - - - -
Loan Repay - Sewer Conn to Sewer Repl - - - - - - 4,700,000
Sewer Modeling 299,999 - - - - - -
Sewer Monitoring Program (Capacity)642,000 - - 44,000 - - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC13)32,363,824 - - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 396,001 (100,000) 100,000 939,000 - - -
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,393 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 597,000 (497,000) 380,000 - - - -
Total Project Expenditures 66,552,051 1,003,000 4,037,000 983,000 - - 4,964,000
ENDING FUND BALANCE N/A 113,467 (3,422,219) (3,458,447) (3,321,996) (3,180,682) (4,675,094)
SEWER CONNECTION FEE FUND
PUBLIC FACILITY FEE FUND (PFF)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
June 7, 2022 Item #13 Page 50 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (5,772,055) (9,234,178) (17,372,624) (15,940,256) (10,386,145) (4,387,038)
REVENUES
Transfer from Sewer Operating Fund 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215
Total Revenues N/A 5,560,398 10,287,288 16,152,368 16,576,611 15,756,307 110,993,215
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,000 - - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - - Buena Interceptor Sewer Improvements 958,691 250,000 1,150,000 2,070,000 920,000 - -
Buena Interceptor Sewer Realignment - East Segment 507,000 - 2,168,000 - - - -
Cannon Road Lift Station Improvements 150,000 565,000 - - - - -
Chinquapin Lift Station Force Main Outfall Realignment 320,000 (299,244) - - - - -
Chinquapin Lift Station Improvements - 300,000 920,000 - - - -
Encina Capital Projects 48,823,298 6,367,800 6,957,000 8,450,000 8,002,500 7,757,200 81,818,600
Foxes Landing Lift Station Wetwell and Pump Replacement 5,692,002 700,000 - - - - -
North Batiquitos Access Road Improvement 250,000 113,800 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 950,000 (750,000) - - - - -
Odor and Corrosion Prevention Assessment 320,000 - - - - - -
Orion Center 4,078,500 - - - - - -
Poinsettia Lane Lift Station Overflow 1,008,592 - - - - - -
Poinsettia Lift Station Rehabilitation - - 2,500,000 - - - -
SCADA Improvements 4,128,733 175,165 380,734 - - - -
Sewer Condition Assessment 1,457,999 100,000 100,000 100,000 100,000 - 1,500,000
Sewer Lift Station Repairs and Upgrades 4,235,384 150,000 150,000 150,000 150,000 150,000 1,500,000
Sewer Line Capacity Improvements 200,000 1,000,000 1,800,000 - - - - Sewer System Rehabilitation and Replacement 8,226,479 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 27,400,000
Simsbury Sewer Extension 638,402 - - - - - -
Terramar Area Coastal Improvements - - - - - - -
Terramar Sewer Replacement - El Arbol and Los Robles 1,250,000 (1,250,000) - - - - -
Vallecitos Interceptor Sewer Cleaning and CCTV 250,000 100,000 - - - - -
Village and Barrio Traffic Circles 160,001 - - - - - -
Villas Sewer Lift Station Replacement 1,154,002 100,000 - - - - -
Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)141,000 - 500,000 1,500,000 - - -
Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)- 200,000 600,000 600,000 - - - Water, Recycled and Sewer Master Plan 389,985 - - - - - -
Total Project Expenditures 86,665,068 9,022,521 18,425,734 14,720,000 11,022,500 9,757,200 112,218,600
ENDING FUND BALANCE N/A (9,234,178) (17,372,624) (15,940,256) (10,386,145) (4,387,038) (5,612,423)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 3,784,113 1,900,228 (2,472,275) (5,301,030) (6,439,086) (6,264,448)
REVENUES
Developer Fees 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829
Total Revenues N/A 1,535,630 1,727,498 1,048,745 284,944 282,138 15,260,829
CAPITAL PROJECTS
Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 2,170,653 3,177,000 - - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000
Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000
El Camino Real and Cannon Road Intersection Improvements 3,536,000 - - - - - -
El Camino Real Right Turn Lane to East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road to La Costa Avenue 3,250,001 - 6,010,000 - - - -
Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - -
Palomar Airport Road and College Boulevard Improvements 1,295,499 - - - - - -
Sidewalk/Street Construction Program 3,800,000 - - 987,500 333,000 107,500 3,725,000
Terramar Area Coastal Improvements 6,650,005 - - 2,800,000 - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 - 1,494,000
Traffic Impact Fee Update 240,000 30,000 - - - - -
Traffic Monitoring Program 1,622,899 122,516 - - - - -
Valley and Magnolia Complete Streets 3,536,206 - - - 1,000,000 - -
Total Project Expenditures 27,012,265 3,419,516 6,100,000 3,877,500 1,423,000 107,500 10,270,000
ENDING FUND BALANCE N/A 1,900,228 (2,472,275) (5,301,030) (6,439,086) (6,264,448) (1,273,619)
SEWER REPLACEMENT FUND
TRAFFIC IMPACT FEES (TIF)
June 7, 2022 Item #13 Page 51 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 6,931,007 5,331,739 4,701,939 4,424,723 3,343,483 5,470,618
REVENUES
Transportation Taxes 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356
Total Revenues N/A 5,347,000 5,010,200 5,147,784 5,293,760 5,442,135 55,010,356
CAPITAL PROJECTS
ADA Improvement Program 2,440,001 715,000 175,000 715,000 175,000 715,000 4,450,000
Barrio Street Lighting - 1,280,000 1,280,000 1,030,000 - - -
Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,001 - - - - - -
Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - - Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements - - - - 1,320,000 - -
Chestnut Avenue Complete Street Improvements - Valley to Pio Pico - - - 1,080,000 - - -
Chestnut Complete Street I-5 to Railroad Project Study - - 85,000 - - - -
Christiansen Way Improvements - - - - 310,000 - -
College Boulevard Extension 1,205,001 - - - - - -
Coordinated Traffic Signal Program 2,583,979 - - - - - - Coordinated Traffic Signal Program 1,000,001 - - - - - -
El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,105,001 50,000 - - - - -
El Camino Real Widening - Sunny Creek to Jackspar 3,999,999 1,010,000 - - - - -
Kelly Drive and Park Drive Complete Street Improvements 4,175,000 500,000 - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane Extension 250,278 (575) - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,641 (8,157) - - - - - Pavement Management Program 19,186,565 - 1,150,000 1,650,000 1,650,000 1,650,000 16,500,000 Pavement Management Program 14,146,476 2,200,000 950,000 950,000 950,000 950,000 9,500,000
South Carlsbad Coastline 1,779,027 - 1,000,000 - - - -
State Street and Grand Avenue Road Improvements - - - - 325,000 - -
Street Lighting Replacement Program 3,325,001 - - - - - -
Terramar Area Coastal Improvements 1,000,000 - 1,000,000 - - - -
Valley and Magnolia Complete Streets - 1,200,000 - - - - - Valley Street Traffic Calming - - - - 1,645,000 - -
Village and Barrio Traffic Circles 1,024,999 - - - - - -
Total Project Expenditures 62,525,970 6,946,268 5,640,000 5,425,000 6,375,000 3,315,000 30,450,000
ENDING FUND BALANCE N/A 5,331,739 4,701,939 4,424,723 3,343,483 5,470,618 30,030,974
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 26,012,244 27,212,895 27,778,968 27,139,512 28,104,068 29,004,396
REVENUES
Developer Fees 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895
Total Revenues N/A 1,724,252 2,016,073 1,635,544 1,089,556 1,180,328 15,159,895
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)250,183 28,200 - 1,000,000 - - - College Boulevard - Cannon Road To Badger Lane (490 Zone)300,000 12,600 - 1,250,000 - - -
Desalinated Water Flow Control Facility No. 5 10,104,300 707,301 - - - - -
Hydroelectric Generation at Water Facilities 400,000 28,000 1,425,000 - - - -
Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement)600,000 - - - - - -
Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000
San Luis Rey Mission Basin Groundwater Supply 277,500 (277,500) - - - 280,000 8,000,000 Water Modeling 350,000 25,000 25,000 25,000 - - -
Total Project Expenditures 12,481,983 523,601 1,450,000 2,275,000 125,000 280,000 9,425,000
ENDING FUND BALANCE N/A 27,212,895 27,778,968 27,139,512 28,104,068 29,004,396 34,739,292
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A (18,024,665) 265,000 265,000 (0) (0) (0)
REVENUES
Recycled Water Loans and Grants 14,272,277 - - - - -
Total Revenues N/A 14,272,277 - - - - -
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements - 50,000 - 265,000 - - -
Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 3,417,406 (13,500) - - - - - Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 6,753,630 - - - - - -
Recycled Water Phase 3 - Pipelines 21,256,333 (4,253,888) - - - - -
Recycled Water Phase 3 - Reservoir 3,120,000 200,000 - - - - -
Total Project Expenditures 34,547,369 (4,017,388) - 265,000 - - -
ENDING FUND BALANCE N/A 265,000 265,000 (0) (0) (0) (0)
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
TRANSNET - LOCAL
June 7, 2022 Item #13 Page 52 of 99
EXHIBIT 3
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 19,532,773 16,359,430 4,880,391 (6,551,478) (6,781,987) (6,977,989)
REVENUES
Transfer from Water Operating Fund 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363
Total Revenues N/A 5,609,663 5,323,461 5,115,661 5,174,491 5,233,998 55,767,363
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)875,827 50,000 500,000 500,000 - - -
Aviara Parkway and Plum Tree Waterline 200,000 (200,000) - - - - -
Carlsbad Boulevard Waterline Replacement at Terramar 3,430,001 1,300,000 - - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,606,701 190,000 190,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 300,000 21,000 535,000 - - - -
Fire Flow Capacity System Improvements 1,710,000 (1,500,000) 1,700,000 264,000 - - -
Limited Access Pipeline Relocation Program 1,939,999 - 2,000,000 1,000,000 - - -
Maerkle Facility Improvements 2,235,201 500,000 - - - - -
Maerkle Reservoir Floating Cover Replacement 11,032,843 - - - - - -
Maerkle Reservoir Solar Project - 249,170 - - - - -
Maerkle Reservoir Transmission Main 773,000 - 1,000,000 4,557,000 - - -
Normally Closed Valve (Install Motorized Valve)485,000 500,000 - - - - -
Orion Center 6,789,410 - - - - - - Palomar Airport Waterline Realignment 1,750,000 560,000 - - - - -
Pressure Reducing Station Program 4,061,999 600,000 600,000 600,000 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply 200,000 - - - 125,000 - 1,425,000
Recycled Water Line - Carlsbad Water Recycling Facility to Agua Hedionda Lagoon 1,632,595 (303,763) - - - - -
Recycled Water Phase 3 - Carlsbad Water Recycling Facility Expansion 3,291,435 - - - - - -
Recycled Water Phase 3 - Pipelines 2,497,528 (349,751) - - - - -
Recycled Water Phase 3 - Reservoir 980,000 - - - - - -
Reservoir Repair and Maintenance Program 5,849,999 - 1,960,000 - - - 6,680,000
San Dieguito Water Intertie And Pipeline Extension 280,000 (280,000) - - - - -
San Luis Rey Mission Basin Groundwater Supply 77,500 (77,500) - - - 80,000 6,000,000 Santa Fe II Inlet Pipeline 495,000 34,650 - 2,500,000 - - -
Santa Fe II Reservoir Site Electrical Improvements 33,580 150,000 - - - - -
SCADA Improvements 3,923,400 3,209,200 2,412,500 610,500 - - -
Tri-Agency Water Transmission Pipeline Replacement 3,618,972 - 1,000,000 1,836,030 - - -
Valley and Magnolia Complete Streets 71,000 - - - - - -
Water Infrastructure Condition Assessment Program 1,780,000 410,000 410,000 420,000 420,000 450,000 4,730,000
Water Loss Monitoring Program 349,999 - 110,000 110,000 110,000 110,000 1,100,000
Water System Rehabilitation and Replacement 9,568,372 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 40,970,000
Water Valve Repair/Replacement Program 6,919,997 940,000 960,000 960,000 960,000 1,000,000 10,760,000
Water, Recycled and Sewer Master Plan 491,213 - - - - - -
Technology Investment Projects
Meter Data Management/Utility Analytics - - 550,000 - - - -
Utility Billing Automation - - 75,000 - - - -
Utility Billing Portal - 90,000 - - - - -
Total Project Expenditures 79,850,514 8,783,006 16,802,500 16,547,530 5,405,000 5,430,000 78,205,000
ENDING FUND BALANCE N/A 16,359,430 4,880,391 (6,551,478) (6,781,987) (6,977,989) (29,415,626)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2022-23 2023-24 2024-25 2025-26 2026-27 2028-37
BEGINNING FUND BALANCE N/A 11,297,721 10,880,221 11,101,856 9,413,716 8,476,250 9,211,649
REVENUES
Transfer from Recycled Water Operating Fund 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990
Total Revenues N/A 1,000,000 1,433,235 1,449,860 1,466,534 1,483,399 14,833,990
CAPITAL PROJECTS
C-Tank Access Road Repair and Electrical Improvements - 250,000 - 1,325,000 - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)3,691,710 366,000 474,000 895,000 1,879,000 223,000 1,504,000
Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 - - - - - -
Carlsbad Water Recycling Facility Roof Replacement 225,000 - - - - - -
Orion Center 2,715,600 - - - - - -
Recycled Water Condition Assessment Program 700,001 50,000 50,000 50,000 50,000 50,000 590,000
Recycled Water Pipeline Replacement - - 350,000 350,000 350,000 350,000 5,060,000
Recycled Water Valve and Appurtenance Replacement Program 260,000 120,000 - 120,000 125,000 125,000 1,330,000 SCADA Improvements 1,026,900 631,500 337,600 398,000 - - -
Water, Recycled and Sewer Master Plan 369,609 - - - - - -
Total Project Expenditures 9,163,820 1,417,500 1,211,600 3,138,000 2,404,000 748,000 8,484,000
ENDING FUND BALANCE N/A 10,880,221 11,101,856 9,413,716 8,476,250 9,211,649 15,561,639
WATER REPLACEMENT - POTABLE
WATER REPLACEMENT - RECYCLED
June 7, 2022 Item #13 Page 53 of 99
EXHIBIT 4
H-1
STRATEGIC DIGITAL TRANSFORMATION INVESTMENT
PROGRAM
The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. Several documents inform
this program, including the City Council-approved Connected Carlsbad: An Inclusive City Innovation
Roadmap, the Internal Digital Information Network Action Plan, and the Information Technology
Strategy, which are complemented by a five-year projected roadmap of digital transformation
investments. The SDTIP is the strategic plan for technology and digital transformation combined with
project descriptions, costs, funding sources and timelines. The purpose of this new program is to
provide for an annual investment strategy, not a commitment for spending, that outlines a five-year
expenditure plan for future digital transformation and technology projects and the corresponding
revenues necessary to pay for them.
Connected Carlsbad: An Inclusive City Innovation Roadmap
In January 2019, city staff presented Connected Carlsbad: An Inclusive City Innovation Roadmap,
designed to provide a high-level, organized guide outlining the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on a
combination of items, including:
• City Council approved projects,
• existing city documents,
• previous Information Technology assessments and interviews with departments, and
• a global scan of other cities and best practices that have emerged from leading smart city
thinkers and Carlsbad-specific community engagement.
The Strategic Digital Transformation Investment Program expands on the Connected Carlsbad
Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment
roadmap that includes estimated costs and timelines. This new investment program continues to be
organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed
below.
• Pursue Communitywide Digital Transformation focuses on the foundational elements,
including connectivity, up-to-date hardware and software, and a robust security strategy
while providing an aspirational vision for the future.
• Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing
necessary for the city to fully capture the value of emerging models of data analytics.
• Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human-
centered perspective that an engaged city that uses data and technology in a way that
June 7, 2022 Item #13 Page 54 of 99
H-2
respects people and their privacy will support a vibrant culture where residents,
organizations and businesses are invested in their community and its future.
• Enhance Accessibility and Transparency recognizes that open government and approaching
problem-solving from an accessibility perspective leads to better outcomes for all.
• Promote Safety and Sustainability through Connectivity leads to understanding the
interconnected nature of our communities that can achieve environmental, mobility and
sustainability goals when approached in a cross-departmental and community informed
manner.
Once City Council adopts the proposed Strategic Digital Transformation Investment Program, projects
receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year
only. Estimated budget information is shown for a five-year period to provide the most
comprehensive information about known future projects. Spending authority in future years is not
granted until adoption of the annual proposed SDTIP budget associated with each year.
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H-3
INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over
the last two decades. The SDTIP outlines the financial resources needed to ensure that the
technology infrastructure is in place to enable the city to provide services to the community. Prudent
financial planning will ensure that ongoing funding for investment in technology is available.
PROJECT EVALUATION
Making decisions on technology implementations is a challenging and complex task. The challenging
nature of these decisions is exacerbated by the expanding reach of technology and the increasingly
interdisciplinary nature of emerging technologies. A major component of the SDTIP is the
establishment of a cross-departmental approach to technology leadership to evaluate, prioritize,
budget for and adopt digital transformation efforts. A new administrative order has been developed
that provides a collaborative forum for key staff to validate and prioritize technology
implementations. This approach also provides a structured venue to explore how particular
configurations of a technology implementation may positively or negatively affect others within the
organization. The process to evaluate digital transformation initiatives is ongoing and meetings may
be held on a monthly, bimonthly or quarterly basis depending on the need.
A number of factors are considered when putting together projects for the five-year program. All
digital transformation and technology projects shall be consistent with:
Strategic Digital Transformation Investment Program
Public Health and Safety
City Mission, Vision and Organizational Values
Community Values
City Council Goals
Governing and Policy Documents
Funding Availability
Environmental Review
Technology Standards and Strategic Plans
June 7, 2022 Item #13 Page 56 of 99
H-4
Proposed projects are evaluated and prioritized by a set of criteria that include:
• Alignment with City Council goals and IT strategic plans, architecture, security and
technology standards, including legislative and regulatory mandates, and administrative
goals
• Coordination of IT investments across the enterprise to avoid duplication, maximizing
the return on investment and increasing efficiency
• Effective articulation of the business case including valid operational benefits of the
project
• Accuracy and reasonableness of cost and benefit estimates
• Consideration of potential project risks and identification of appropriate means to
manage those risks
• Adherence to standard project management practices
• Capacity of staffing resources to implement the project
As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage city resources.
June 7, 2022 Item #13 Page 57 of 99
H-5
INFORMATION TECHNOLOGY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information
Technology is the core department that is responsible for delivering projects approved in the
Strategic Digital Transformation Investment Program. The IT Department is also responsible for
ensuring that technology implementations operate efficiently and effectively to support the delivery
of services to the city’s residents, businesses and visitors.
In late 2021, the IT leadership team conducted a multi-day strategic planning workshop and
developed a robust and detailed strategic plan update. This exercise involved development of
numerous strategic initiatives that align with overall city business goals and the creation of Vision,
Mission and Values statements to guide leadership on future endeavors.
In 2022, the IT Department underwent a re-organization to better align the team for continued
success. As part of this re-alignment, Geographic Information Systems, or GIS, moved from the IT
Department to the Innovation and Economic Development Department to create a new citywide
Data Services Division. Additionally, the IT Department created an Assistant IT Director position
overseeing administration, client services, project management and security to better align
coordinate the IT Department and city operations. The IT Department was able to create the role of
the Assistant IT Director without adding a new position due to the retirement of the GIS manager.
Mission and Guiding Principles
The Mission for the IT department is:
Leveraging partnerships, people, and technology, we collaborate with the organization to
deliver the best solutions for the City of Carlsbad.
Our guiding principles are as follows:
We partner with the organization to deliver innovative solutions by:
o Embracing and guiding change
o Understanding the business to get to the best yes
o Having a bias towards action and taking calculated risks
o Consistently asking is there a better way
We build trust within the organization by:
o Being accountable for our work and delivering on our promises
o Being approachable
o Communicating early and often
o Safeguarding the city’s digital assets
We create a great work environment by:
o Empowering staff
o Supporting each other
o Celebrating our success and learning from our mistakes
o Prioritizing growth and education
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H-6
Strategic Goals
The IT department has developed five strategic goals:
• Connect with the Organization
• Develop the Workforce
• Drive Operational Standardization
• Deliver Services and Solutions
• Measure to Improve
Alignment between the five goals presented in the Connected Carlsbad Roadmap and the strategic
goals of the IT Department are critical to delivering effective technology services. This exercise was
key to the development of the strategic goals.
June 7, 2022 Item #13 Page 59 of 99
H-7
The Information Technology Department
The IT Department is organized into multiple divisions, including Enterprise Applications,
Infrastructure and Operations, Project Management, Client Services, Public Safety, Security and
Administration. These divisions work together to provide services that are crucial to digital
transformation efforts.
The city also has numerous technologists, known as Business Systems Specialists, embedded into
various departments in the city. These include departments in the Public Works branch, Parks &
Recreation, Library & Cultural Arts, Finance and Community Development departments. These
technologists specialize in the business processes of their respective departments, assist in the
administration of that department’s enterprise applications, and serve as technology liaisons
between Information Technology and the department. The goal of the Business Systems Specialists
team is to investigate business systems, identify options for improving business systems and bridge
the needs of the business through technology solutions.
IT Department Divisions
Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing
the management of staff reports, contracts and agreements, accounts payable, purchasing,
budgeting, and coordination of asset replacement requirements. Having central staff to handle these
functions allows for continuity of procedures and standards within the department.
Client Services
Client Services provides the first level of support in the IT department. This group manages the
service desk, where staff call to get help when a technical service is not functioning as expected. This
group also manages the replacement of mobile devices such as smart phones and tablets.
Cybersecurity
The Cybersecurity section is responsible for building and managing the city’s information technology
security program. This includes the user security awareness program and training as well as incident
response to malicious attacks. Recently, the city hired its first IT Security Manager to specifically
oversee these efforts and formally define important strategies and policies. Given the nature of
threats to many organizations, this is a role of critical importance.
Enterprise Applications
The software applications used in the city deliver major technical services to city staff, providing them
with the technology tools and data necessary to do conduct their core business functions and make
data-driven decisions.
The IT Enterprise Applications Division is divided into two sections, database management and
enterprise application management.
The database management team provides technical support and expertise related to the city’s
database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and
readily available to support the city’s enterprise applications. Additionally, the database management
team works closely with the city’s Business Intelligence & Data Analytics Manager on initiatives
related to data governance and operational analytics.
The enterprise applications team provides technical support and expertise related to the city’s
portfolio of enterprise applications. Enterprise applications are the major applications, such as the
June 7, 2022 Item #13 Page 60 of 99
H-8
central finance system and public works enterprise asset management system, used by the city to
accomplish its core business functions. The team is divided into three groups supporting dedicated
departments within the city. One group supports the Public Works and Community Development
departments, another group supports the Human Resources and Finance departments, and another
group supports the remaining departments. The enterprise applications team also provides web
administrative support for the city’s internet website as well as assisting with the branding and
configuration of other city web-based applications.
Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that IT provides. Without
these systems, data cannot be transported, processed or stored.
The IT Infrastructure and Operations Division manages these technologies and is divided into three
sections: Client Systems, Datacenter Systems and Networking. Each section of the team supports
multiple technologies that make up the technical services they are responsible for delivering.
The Client Systems section provides endpoint support to all information systems users in the city. This
includes deployment and support for desktops and laptops.
The Datacenter Systems section is responsible for the centralized computer processing and data
storage systems at the city. These are the platforms many other departments rely upon for the
delivery of critical applications. This section also holds the primary role in supporting collaboration
and remote work tools.
The Networking section is responsible for the support of all digital communication networking
technologies in the city. This section is also responsible for planning and implementing low voltage
cabling and working with the Facilities Department to ensure all IT hardware systems have
uninterruptible power and reliable cooling.
Project Management
The Project Management team provides project management support for larger technology
initiatives including new implementations and upgrades to existing systems. This team also provides
support, guidance and assistance to other city departments managing smaller technology projects
and assists departments in submitting project proposals as part of the Strategic Digital
Transformation Investment Program.
Public Safety
Public Safety IT is the technology team dedicated to public safety that provides application and
hardware support to the city’s Police and Fire departments. Regional information sharing amongst
Law Enforcement Agencies along with Joint Powers Authority membership for the city’s Fire
Department requires IT to proactively engage with regional partners. With so much information being
warehoused throughout the county, it is important to have a mechanism to intelligently display and
interpret all this data.
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H-9
STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM PROJECTS
The following contains information about the projects in the SDTIP. Full project pages are provided
for the new projects being requested for fiscal year 2022-23 and prior approved projects that have
changes in funding needs or project requirements. Projects with no changes and projects that have
been completed or cancelled are listed below. Full details for these projects can be found in the fiscal
year 2021-22 budget document.
Fiscal Year 2021-22 Continuing Projects – No Changes
The following projects were approved during the fiscal year 2021-22 SDTIP and have no changes to
their funding needs or project requirements and are still in process. These projects are included in the
totals of the various graphs and charts shown in the SDTIP.
• Project Portfolio Management Tool & Consulting
• ServiceNow Service Portal
• Global Positioning System, or GPS, Technology Hardware
• Digital Engagement & Analytics Consultant
• Outdoor Wireless Study
• Exploration Hub Audio Visual Upgrade
• Next Generation Online Catalog
• Online Permitting/Electronic Reviews, also known as E-Reviews
Fiscal Year 2021-22 Completed or Cancelled Projects
The following projects were completed or cancelled during fiscal year 2021-22. The completed
projects are not part of the totals of the various graphs and charts, while the cancelled projects are
included if the project was previously funded.
Completed
• Mobile Computer Program
• Council Chamber Technology Upgrade
• Records Management System Expansion
• Unified Communications System
Cancelled
• Intranet Upgrade
• ServiceNow SAM Implementation
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H-10
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into fiscal year 2022-23, there are 33 continuing and new projects planned over the next five
years at an estimated total cost of $27.34 million. Included in the $27.34 million is approximately
$15.35 million in estimated new costs over the course of the same time frame to provide additional
funding for the continuation of existing projects as well as funding for new projects. Within the
$15.35 million is approximately $3.94 million of estimated new appropriations for fiscal year 2022-23
for these same projects.
Build Capacity for
Data-driven
Decision Making,
1,775,000 -7%
Enhance Accessibility and Transparency, 1,496,852 -5%
Foster a Vibrant Civic Engagement
Culture,
1,425,000 -5%
Promote Security and
Sustainability through
Connectivity,
9,664,015 -35%
Pursue Communitywide Digital Transformation, 12,981,500 -48%
Estimated Total Projects Costs by Goal
FY 2022-23 to FY 2026-27
$27.34 million
June 7, 2022 Item #13 Page 63 of 99
H-11
Pursue Communitywide Digital Transformation
$12.98 million
This goal includes updating connectivity, up-to-date hardware and software, and a robust security
strategy.
Build Capacity for Data-Driven Decision Making
$1.78 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture
the value of emerging models of data analytics. It builds a comprehensive approach to citywide data
management to enable data-rich key performance metrics and effective operation of city departments.
A data policy and resources will be created to align departments with standards of data cataloging for
compliance ease of data sharing.
Foster a Vibrant Civic Engagement Culture
$1.43 million
The city’s civic engagement culture builds upon the first two goals with a human-centered perspective
to use data and technology in a way that respects people and their privacy. Projects in this category
will support a vibrant culture where residents, organizations and businesses are invested in their
community and its future.
Enhance Accessibility and Transparency
$1.49 million
This goal recognizes that open government and approaching problem-solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews, Patron Print/Copy Management and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$9.66 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System, and an
enhancement to the 9-1-1 emergency system.
June 7, 2022 Item #13 Page 64 of 99
H-12
SDTIP PROJECTS
PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION
Consolidation & Replacement of Core Systems
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer-aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency with operating many different systems with different vendors.
Consolidating down to a few systems that seamlessly integrates data and provides a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems with as few systems as possible while
maintaining or enhancing existing capabilities.
The city is currently evaluating functional requirements and business processes. Once this process is
complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements
for a new consolidated system as well as outlining the options and costs associated with system
consolidation and replacement based on an evaluation of the city’s needs. The next step will involve
the development and issuance of a request for proposal for a new consolidated system. This process
will take place during fiscal year 2022-23 and there has been a funding adjustment to reflect the
budgetary requirements of this process. City staff are not currently requesting funding for
implementation, operation or replacement costs. Staff will request an estimated $3.5 million in
funding for the acquisition and implementation of a new system as part of the fiscal year 2023-24 and
2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because
Project Funding Source:
Technology Investment 4,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ 4,400,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 65 of 99
H-13
they depend on the recommendations of the request for proposal process; staff will identify more
definitive costs during the request for proposal process.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not
meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s
ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business
functions will enable streamlined business processes and provide more timely access to data and
information. It will also enhance operations and reduce inefficiencies of employees having to learn
and operate multiple systems.
June 7, 2022 Item #13 Page 66 of 99
H-14
Digital Information Network
About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more
robust digital information network for its employees and facilities. Beginning in 2019, the city took
full advantage of this opportunity and replaced a leased network from a third-party vendor.
As the initial phase of this project has been completed, staff are looking ahead to the second and
third phases as originally approved by the City Council. These include leveraging the network to
expand services to the Transportation and Utilities departments to replace the aging network
infrastructure supporting their key systems. The additional funding request for fiscal year 2022-23
includes elements required for this expansion as well as some feature and functionality
enhancements to the services already in place.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data
transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing
fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple
fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure. The
city must make special arrangements with Crown Castle to use this asset. This network will carry the
information needed for data processing, email, internet access, public safety applications and a wide
range of services that are crucial to city operations.
Project Funding Source:
Technology Investment 6,025,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 4,825,584$ 200,000$ 500,000$ 500,000$ -$ 6,025,584$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 67 of 99
H-15
Enterprise Asset Management System
About This Project
This project implements a new web-enabled enterprise asset and work order management system
across all city departments to consolidate disparate asset databases, work order systems and
inventory management tools. The city worked with a consultant to develop a comprehensive report
outlining the city’s requirements for a new enterprise asset management system. The city used these
requirements to develop and issue a request for proposal and is currently in the process of selecting a
solution. Based on the costs identified in the request for proposal responses, an additional $500,000
is being requested. More definitive costs will be identified during the contract negotiation process
and will be approved by City Council when the contract for the selected solution is placed on a future
City Council agenda.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
Currently, departments manage and track assets and work orders in various ways. Many departments
use disparate, stand-alone Excel spreadsheets, custom or Microsoft-based databases that lack
integration, or paper files. The decentralized approach to asset management results is less accurate
and reliable inventory numbers, decreased accountability for assets in general, less efficient use of
staff time, and billing inaccuracies for those assets that are used as a basis to charge other
departments and external customers.
Project Funding Source:
Technology Investment 1,600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 1,100,000$ 500,000$ -$ -$ -$ 1,600,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 68 of 99
H-16
ServiceNow SAM Implementation - Cancelled
About This Project
ServiceNow is the application that IT staff use to service staff technology needs. The Software Asset
Management project would have added new functionality to the ServiceNow tool to allow the IT
department to easily keep track of the city’s software assets. The new functionality would have
tracked how many software licenses have been purchased, who they are assigned to and the cost of
each license.
After further review, staff determined this solution is not needed at this time but will be revisited at a
later time.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The project will be reevaluated at a later time.
Project Funding Source:
Technology Investment -$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 150,000$ (150,000)$ -$ -$ -$ -$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 69 of 99
H-17
Timekeeping System Upgrade
About This Project
This project provides for the upgrade of the city’s timekeeping system to the latest version.
Operational costs will not change as a result of this project. There is no replacement cost associated
with this project.
Connected Carlsbad Goal:
Pursue Communitywide Digital Transformation
Project Need
The city last updated its existing timekeeping system in 2019. In order to stay on a current, stable and
vendor-supported version of the application, an upgrade is necessary. The next version will also fix
bugs and provide functionality that will improve processes and increase the productivity of Finance
Department payroll staff.
Project Funding Source:
Technology Investment 95,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 95,000$ -$ -$ -$ 95,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 70 of 99
H-18
Utility Billing Automation
About This Project
This project involves implementing the automation platform which adds additional functionality to
the city’s existing utility billing system. The automation platform allows city staff to schedule routine
tasks and administer best practice workflows for common business processes. This functionality
provides a flexible and modular approach to automating complex business rules and integrations,
while data validation enforcement helps maintain data integrity.
Based on current project demand and resource availability, city staff are tentatively scheduling this
for fiscal year 2023-24 and will request funding as part of the fiscal year 2023-24 SDTIP.
After this project is complete, staff expects operational costs for the utility billing automation
platform to increase by an estimated $7,500 annually. There is no replacement cost associated with
this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
There are several manual processes that take a significant amount of staff time and increase
the potential for errors within the current system.
Project Funding Source:
Utility Replacement 75,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 7,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ -$ 75,000$ -$ -$ 75,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 71 of 99
H-19
Utility Billing Portal
About This Project
This project involves migrating from the existing CustomerConnect6 Utility Billing Portal to the
vendor’s most current utility billing portal solution.
City staff do not expect operational costs to change as a result of this project. There is no
replacement cost associated with this project.
Connected Carlsbad Goal:
Pursue Communitywide Digital Transformation
Project Need
The vendor for the city’s utility billing system announced they have ceased development on the city’s
existing utility billing customer portal and are migrating to a new solution. To ensure the city has a
secure billing portal that protects the city and its customers, it is imperative that the city is using a
billing portal supported by vendor-provided upgrades and security patches.
Project Funding Source:
Utility Replacement 90,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ 90,000$ -$ -$ -$ 90,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 72 of 99
H-20
BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING
Business Process Automation
About This Project
This project facilitates the expansion of business process automation by adding licenses to the city’s
existing Laserfiche system. This will allow for the implementation of additional automated and
electronic document related workflows, additional DocuSign licensing to enable continued migration
from paper signatures to electronic signatures, and consulting services to assist with the automation
of existing manual HR processes.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The COVID-19 pandemic surfaced several opportunities to improve upon manual and paper driven
processes.
Project Funding Source:
Technology Investment 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 73 of 99
H-21
Data Governance and Operational Analytics
About This Project
This project builds a comprehensive approach to citywide data management to enable data-rich key
performance metrics and effective operation of city departments. City Council recently approved a
policy statement on citywide data governance and management, including the establishment of a
data governance committee. City staff are requesting additional funding to purchase additional
software licenses and data lake design and engineering services.
After initial implementation, staff estimates operational costs to increase by $360,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
This project serves as the foundation for delivering more efficient city services. By leveraging data,
the city can achieve a better understanding of key performance metrics for all departments citywide.
The project will implement a citywide data policy to govern how the organization collects, maintains
and secures data in order to enable rich reporting and analytics for operations and leadership. The
policy will enact a data governance team that can revise the policy as needs and priorities change.
The data governance team will direct and oversee the data catalog and data inventory, participate in
the evaluation of new systems that will collect data, regularly review data security, and audit
processes of data collection and retention.
This project will fund the implementation of a data lake to house a centralized location to facilitate
easier cross-departmental reporting. Staff will be trained on data stewardship and how to unlock
operational insights using new data tools. The project will fund the delivery of department
performance dashboards to inform leadership and the City Council on the ongoing efforts of agency
goals. Further, the project creates capacity to acquire external datasets that inform city operations
and benefit multiple departments.
Project Funding Source:
Technology Investment 505,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 360,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 295,000$ 110,000$ 100,000$ -$ -$ 505,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 74 of 99
H-22
Discovery Management
About This Project
The first phase of this project involved the completion of an assessment to identify the functional and
business requirements for a discovery management solution which will be used to draft a request for
proposal. Based on current project demand and resource availability, city staff will develop and issue
of a request for proposal for the acquisition and implementation of a discovery management system
during fiscal year 2023-24. This project is tentatively scheduled for fiscal year 2023-24; staff will
identify and request funding as part of the fiscal year 2023-24 SDTIP.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and
documents required for litigation discovery is cumbersome and time consuming. The implementation
of a discovery management solution would enable the city to identify, gather, and sort information
and records from the massive volumes of content that span the city, including emails, and then sort
and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining
content. City staff may also use the discovery management solution to respond to large California
Public Records Act requests.
Project Funding Source:
Technology Investment 170,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 30,000$ -$ 140,000$ -$ -$ 170,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 75 of 99
H-23
Meter Data Management/Utility Analytics
About This Project
This project implements the Meter Data Management and analytics modules offered as additional
functionality to the existing utility billing system.
Based on current project demand and resource availability, city staff are tentatively rescheduling this
project for fiscal year 2023-24 from fiscal year 2022-23; staff will identify and request funding as part
of the fiscal year 2023-24 SDTIP.
After initial implementation, staff estimate operational costs to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The city has an existing automated meter infrastructure and completed a major upgrade to the utility
billing system last year. However, there are still many manual processes that exist between the two
systems. For example, if for some reason a meter is not being automatically read, the automated
meter infrastructure system will generate a report identifying the meter and staff must manually
create a work order in the utility billing system to dispatch a meter reader to troubleshoot the meter.
Implementing the Meter Data Management functionality of the utility billing system will automate
this and several other integration processes.
Additionally, the Meter Data Management solution offers robust analytics capability including a key
performance indicator dashboard, advanced leak detection and notification, water loss analysis, and
water conservation management.
Project Funding Source:
Utility Replacement 550,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Replacement -$ -$ 550,000$ -$ -$ 550,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 76 of 99
H-24
Professional Technical Services for Data Project Delivery
About This Project
The ESRI Advantage Program provides technical assistance to staff on projects that meet city and City
Council goals. The program is currently being used to complete the first phase of the Fire Department
Standards of Cover project. This funding will allow for staff to be agile in starting and executing new
projects that use GIS and ESRI. The credits are also flexible so as city needs change, the city can adapt
its use of the technical assistance. It is estimated that the city will use at least $70,000 worth of
credits in fiscal year 2022-23.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
Annual consulting credit with ESRI to assist in GIS and data initiatives.
Project Funding Source:
Technology Investment 350,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 70,000$ 70,000$ 70,000$ 70,000$ 350,000$
Est FY25-26
Budget
70,000$
June 7, 2022 Item #13 Page 77 of 99
H-25
Regulator Water Usage Analytics
About This Project
Implement the Waterview Water Efficiency portal to assist the city in meeting legislatively
established water conservation goals and reporting requirements.
After initial implementation, city staff estimate operational costs to increase by $42,000 going
forward. There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The State of California has established water efficiency and allocation requirements as part of water
conservation legislation, Senate Bill 606 and Assembly Bill 1668. These bills require urban water retail
suppliers to develop annual urban water use objectives for their service areas that represent the total
amount of efficiently used water that can be delivered to the service area. The District needs an
application that analyzes data by the components of the water allocation and calculates water use
efficiency to help meet the new water efficiency and allocation requirements and to provide the data
needed for the annual reporting requirements which start November 2023.
Project Funding Source:
Utility Operating 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 42,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Utility Operating -$ 50,000$ -$ -$ -$ 50,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 78 of 99
H-26
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
Audiovisual Upgrades
About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work
landscape has changed—audiovisual equipment that previously supported in-person meetings in a
room are now supporting meetings held virtually. The IT Department will update and maintain
audiovisual equipment to meet this new work environment and other necessary enhancements to
legacy technology.
There are no annual operational cost changes associated with this project. City staff cannot feasibly
estimate replacement costs until after the new equipment is purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
This project allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually without the need to
move between facilities for meetings.
Project Funding Source:
Technology Investment 1,125,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$
Est FY25-26
Budget
100,000$
June 7, 2022 Item #13 Page 79 of 99
H-27
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Civic Engagement with Open Data
About This Project
This project supports community engagement with city operations and makes government more
open and accountable. An open data portal will provide a resource for citizen access to detailed
financial, operational and historical datasets of city activity. City staff are requesting additional
funding to cover design research services and increased licensing costs.
After initial implementation, staff estimate operational costs to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics
project, this project will leverage the city’s data resources and deliver an online portal rich of city data
to enable increased community engagement and transparency. It is anticipated that this project will
also save staff time for all departments by reducing common public records requests by making these
datasets always available online. This key project will facilitate a deeper understanding within the
community and better inform residents that wish to know more about how their city operates. The
data governance team will direct and oversee the open data online catalog and track access to these
resources. Phase I will deliver a smaller set of data commonly requested by the public to an online
platform. Phase II will expand the publicly available datasets to cover information from all
departments and live progress on citywide initiatives and City Council goals.
Project Funding Source:
Technology Investment 198,000$
Managing Department:
Innovation & Economic Development
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 180,000$ 18,000$ -$ -$ -$ 198,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 80 of 99
H-28
Enterprise Digital Asset Management
About This Project
The city engaged with an outside consultant to complete an assessment that identified the functional
and business requirements for an enterprise digital asset management solution that will provide for
the storing, organizing, describing, accessing and preservation of digital assets. City staff will use
these requirements to develop and issue a request for proposal, which will take place during fiscal
year 2022-23. Staff are currently requesting funding for the acquisition and implementation of an
enterprise digital asset management system.
At this time, depending on the identified solution, city staff cannot feasibly determine any
operational or replacement costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are
currently managed, stored, accessed and shared using a variety of methods. These digital assets
range from unique archival documents, records, films, audio recordings, artwork and photos
maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo
Carrillo Ranch Historic Ranch maintained by Parks & Recreation Department, and photos of current
events maintained by the Communications & Engagement Department. Storage of these assets varies
from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network
drives. As a result, no centralized environment exists to store and catalogue these assets, making it
challenging to find, share and use these resources.
Project Funding Source:
Technology Investment 400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 50,000$ 350,000$ -$ -$ -$ 400,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 81 of 99
H-29
Patron Print/Copy Management
About This Project
This project replaces the existing print/copy management system used at the various library locations
within the city. City staff will need to complete a request for proposal to identify and implement
a new system.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The existing agreement will expire in September 2022 and the Library & Cultural Arts Department is
looking to enhance the current system.
Project Funding Source:
Technology Investment 88,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 18,000$ 70,000$ -$ -$ 88,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 82 of 99
H-30
Virtual Permitting Counter (OpenCounter)
About This Project
This project implements OpenCounter's Virtual Permitting Counter application. City staff adjusted the
additional funding from fiscal year 2022-23 to fiscal year 2023-24 to better reflect the timing of this
project.
After initial implementation, staff estimate operational costs to increase by $34,500 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Prior to determining what is required to establish a business or begin development in the City of
Carlsbad, potential applicants typically must meet with city staff. Staff then work to educate the
applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be
required, and how much permitting will cost. OpenCounter establishes an online virtual permitting
counter that walks an applicant through much of this process online in a self-service portal.
Project Funding Source:
Technology Investment 84,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 34,500
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 61,000$ -$ 23,000$ -$ -$ 84,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 83 of 99
H-31
PROMOTE SECURITY AND SUSTAINABILITY THROUGH
CONNECTIVITY
Annual Hardware and Infrastructure Replacement
About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches, and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program, replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 20 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department-specific needs.
Project Funding Source:
IT Replacement Fund 5,465,436$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
IT Replacement Annual 790,436$ 1,030,000$ 1,485,000$ 1,050,000$ 5,465,436$
Est FY25-26
Budget
1,110,000$
June 7, 2022 Item #13 Page 84 of 99
H-32
Business Process Documentation
About This Project
This project will begin to upgrade EnerGov and provide for consulting services to update existing
business process documentation to reflect user interface changes and assist with business process
improvement.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The upgrade to EnerGov will significantly change the user interface. Additionally, the city can use this
as a significant opportunity for business process improvement.
Project Funding Source:
Technology Investment 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 150,000$ -$ -$ -$ 150,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 85 of 99
H-33
Computer Aided Dispatch
About This Project
The city purchased its current Public Safety Computer-Aided Dispatch system, or CAD, in 2005. Over
the years, the current vendor provided a series of upgrades to the system as both needs and
technology have evolved. Through a series of mergers and acquisitions, the city’s current CAD system
is now at the end of life, and the city must select a replacement CAD system to maintain the
standards required by the State of California and expected by the citizens of Carlsbad. The city
completed a request for proposal process and selected the Motorola CAD and in-car video system
solution. The City Council approved the contract for this system on May 10, 2022.
With the selection of the CAD and in-car video system solution, city staff estimate the annual
operating budget to increase by $170,000 starting in fiscal year 2023-24. Staff estimate replacement
costs to be $90,000 annually for the in-car video system.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
This project provides a new robust and reliable CAD system, designed to support law enforcement
activities, that fully integrates with other system application components and meets the
requirements established by the Department of Justice. The CAD solution shall include real-time
mapping, automated vehicle location and a mobile data client. This mobile data client must include
real-time integrated mobile mapping and AVL functionality that provides situational awareness and
incident management tools to field personnel. The mobile application must be fully integrated with
CAD software to ensure a seamless transfer of information between the CAD and Mobile
applications, as well as the Police Department’s Report Writing and Records Management Systems.
The CAD configuration must address system redundancy factors and incorporate backup, failover and
recovery solutions. The in-car video solution promotes officer safety by doubling as a forward facing
LPR camera. The system also limits agency liability by automatically recording subjects placed in the
backseat. Seamless integration with the proposed CAD system and real-time access to the camera
views allow command staff to make informed situational awareness decisions with units out in the
field.
June 7, 2022 Item #13 Page 86 of 99
H-34
Cyber Security Program Development
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, we need to ensure the city’s cybersecurity
program is robust enough to keep threat actors from causing harm to the city.
To ensure we address the different areas and aspects of cybersecurity, city staff have developed and
adopted an approach based on the National Institute of Standards and Technology Cybersecurity
Framework to cybersecurity defense program which covers five functions:
• Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in the Identify function are foundational
for effective use of the Framework. Understanding the business context, the resources that
support critical functions, and the related cybersecurity risks enables an organization to
focus and prioritize its efforts, consistent with its risk management strategy and business
needs. Examples of outcome categories within this function include Asset Management,
Business Environment, Governance, Risk Assessment and Risk Management Strategy.
• Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
function include Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
• Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect function enables timely discovery of cybersecurity events.
Examples of outcome categories within this function include Anomalies and Events, Security
Continuous Monitoring, and Detection Processes.
• Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this function include
Response Planning, Communications, Analysis, Mitigation and Improvements.
Project Funding Source:
Technology Investment 850,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 350,000$ 100,000$ 100,000$ 100,000$ 100,000$ 850,000$
Est FY25-26
Budget
100,000$
June 7, 2022 Item #13 Page 87 of 99
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• Recover – Develop and implement the appropriate activities to maintain plans for resilience
and to restore any capabilities or services that were impaired due to a cybersecurity event.
The Recover function supports timely recovery to normal operations to reduce the impact
from a cybersecurity event. Examples of outcome categories within this function include
Recovery Planning, Improvements and Communications.
At this time, and depending on the types of programs implemented over the course of the project,
city staff cannot feasibly determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
As a result of internal assessments and evaluations by external parties, city staff have identified
certain initiatives within the five functions of the cybersecurity framework to translate into projects.
Implementation of these projects will incur costs and require funding. The funding will cover
assessment and evaluation, implementation, and staff training. Once the security infrastructure is in
place, operational costs will move to the operation budget. City staff identified and planned the
following projects for implementation:
- Disaster Recovery program assessment and development, - Detection capability with security incident and event management technology, - Cybersecurity governance program, - Data classification tools, and - Incident response procedure development and training.
June 7, 2022 Item #13 Page 88 of 99
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Electronic Patient Care Reporting
About This Project
This project implements the electronic patient care reporting system that is being used by the County
of San Diego.
At this time, city staff do not expect this project to result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
The County of San Diego has requested that any agency in the county that provides Emergency
Medical Service migrate to the electronic patient care reporting system that is used by the county.
This will streamline Emergency Medical Service reporting requirements.
Project Funding Source:
Technology Investment 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 50,000$ -$ -$ -$ 50,000$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 89 of 99
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Facility Security Master Plan
About This Project
This project is for a facility security master plan that would create a citywide inventory, identify
potential new locations, and develop a citywide plan to follow. The city will assess locations for
closed-circuit television, or CCTV, cameras, access control, alarm systems, physical door key audits
and perimeter fencing at city facilities to help ensure both employee and citizen safety at these
facilities. Staff will prioritize needs by risk and create a multi-year implementation plan. Staff will
present the resulting Facility Security Master Plan to the City Council for consideration, which is
expected to guide the city in creating requests for proposal for the implementation of the
recommended security controls over multiple years.
At this time, and depending on the recommendations of the master plan, city staff cannot feasibly
determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The city does not have a consistent overarching plan or policy for the security of city buildings, parks
and critical infrastructure. The City of Carlsbad is committed to protecting the safety of the public and
city staff at city facilities amid today’s security risks.
Project Funding Source:
Technology Investment 400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment 100,000$ 100,000$ 100,000$ 100,000$ -$ 400,000$ -$
Est FY25-26
Budget
June 7, 2022 Item #13 Page 90 of 99
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Live 9-1-1
About This Project
Implement Live 9-1-1, which will allow officers and support personnel to monitor live emergency calls
to 9-1-1 while enroute to a call. This will provide increased situational awareness for responding
officers
The initial one-time cost for this system is $66,380. Yearly ongoing costs are $60,000 for software
licensing.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Currently, responding officers are unable to hear the interaction between 9-1-1 callers and
dispatchers.
Project Funding Source:
Technology Investment 66,380$
need picture Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 60,000
Replacement NA
Prior Year Req FY22-23 Est FY23-24 Est FY24-25 Est FY26-27 Total
Funding Source Budget Budget Budget Budget Budget Budget
Tech. Investment -$ 66,380$ -$ -$ -$ 66,380$
Est FY25-26
Budget
-$
June 7, 2022 Item #13 Page 91 of 99
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FUTURE PROJECTS
Estimated Fiscal Year 2022-23 through 2026-27 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2022-23 to fiscal year 2026-27 outlines 33 projects at an
estimated total cost of $27.34 million. Of the $27.34 million, $15.35 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Build Capacity for Data-
driven Decision Making, 1,450,000 -10%
Enhance Accessibility
and Transparency,
479,000 -3%
Foster a Vibrant Civic Engagement Culture,
500,000 -3%
Promote Security and
Sustainability through Connectivity,
7,111,380 -46%
Pursue Communitywide
Digital Transformation,
5,810,000 -38%
Estimated Future Projects Costs by Goal
FY 2022-23 to FY 2026-27
$15.35 million
June 7, 2022 Item #13 Page 92 of 99
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Estimated Fiscal Year 2022-23 Appropriations by Goal
The fiscal year 2022-23 SDTIP outlines $3.94 million in new appropriations for fiscal year 2022-23 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for
Data-driven
Decision Making,
380,000 -10%
Enhance
Accessibility and
Transparency,
386,000 -10%
Foster a Vibrant Civic
Engagement Culture,
100,000 , 2%
Promote Security and
Sustainability through
Connectivity,
1,836,380 -47%
Pursue Communitywide
Digital Transformation,
1,235,000 -31%
Requested
FY 2022-23 Appropriations by Goal
$3.94 million
June 7, 2022 Item #13 Page 93 of 99
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FIVE-YEAR SCHEDULE OF PROJECTS BY CONNECTED CARLSBAD GOAL ConnectedRequestedEstimated Estimated Estimated Estimated EstimatedCarlsbadFunding FundingProject PriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameGoalSourceIDTypeAppropriation2022-23 2023-24 2024-25 2025-26 2026-27FundingConsolidation & Replacement of Core SystemsPCDTTICF7009Major400,000$ 500,000$ 1,500,000$ 2,000,000$ -$ -$ 4,400,000$ Digital Information NetworkPCDTTICF7007Major4,825,584 200,000 500,000 500,000 - - 6,025,584 Enterprise Asset Management SystemPCDTTICF7013Major1,100,000 500,000 - - - - 1,600,000 Project Portfolio Management Tool & ConsultingPCDTTICF7004Major500,000 - - - - - 500,000 ServiceNow SAM ImplementationPCDTTICF7015Major150,000 (150,000) - - - - - ServiceNow Service PortalPCDTTICF706Major150,000 - - - - - 150,000 Timekeeping System UpgradePCDTTICFNAMajor- 95,000 - - - - 95,000 Utility Billing AutomationPCDTUEFNAMajor- - 75,000 - - - 75,000 Utility Billing PortalPCDTUEFNAMajor- 90,000 - - - - 90,000 Global Positioning System (GPS) Technology HardwarePCDTTICFNAMinor45,916 - - - - - 45,916 7,171,500 1,235,000 2,075,000 2,500,000 - - 12,981,500 Business Process AutomationBCDDMTICFNAMajor- 150,000 - - - - 150,000 Data Governance and Operational AnalyticsBCDDMTICF7019Major295,000 110,000 100,000 - - - 505,000 Discovery Management AssessmentBCDDMTICF7020Major30,000 - 140,000 - - - 170,000 Meter Data Management/Utility AnalyticsBCDDMUEFNAMajor- - 550,000 - - - 550,000 Professional Technical Services for Data Project DeliveryBCDDMTICFNAMajor- 70,000 70,000 70,000 70,000 70,000 350,000 Regulatory Water Usage Analytics (Operating Funds)BCDDMUEFNAMajor- 50,000 - - - - 50,000 325,000 380,000 860,000 70,000 70,000 70,000 1,775,000 Audio Visual UpgradesFVCEC TICF7000Major625,000 100,000 100,000 100,000 100,000 100,000 1,125,000 Digital Engagement & Analytics ConsultantFVCEC TICF7008Major200,000 - - - - - 200,000 Outdoor Wireless Study FVCEC TICF7014Major100,000 - - - - - 100,000 925,000 100,000 100,000 100,000 100,000 100,000 1,425,000 Civic Engagement with Open DataEAT TICF7017Major180,000 18,000 - - - - 198,000 Exploration Hub Audio Visual UpgradeEAT TICF7023Major41,852 - - - - - 41,852 Enterprise Digital Asset ManagementEAT TICF7022Major50,000 350,000 - - - - 400,000 Next Generation Online CatalogEAT TICF7024Major40,000 - - - - - 40,000 Online Permitting/Electronic Reviews (E-Reviews)EAT TICF7025Major645,000 - - - - - 645,000 Patron Print/Copy ManagementEAT TICFNAMajor- 18,000 70,000 - - - 88,000 Virtual Permitting Counter (OpenCounter)EAT TICF7026Major61,000 - 23,000 - - - 84,000 1,017,852 386,000 93,000 - - - 1,496,852 Annual Hardware and Infrastructure ReplacementPSSCITRFNAMajor1,102,635 790,000 1,030,000 1,485,000 1,110,000 1,050,000 6,567,635 Business Process DocumentationPSSCTICFNAMajor- 150,000 - - - - 150,000 Computer Aided Dispatch (CAD)PSSCTICF7018Major1,000,000 580,000 - - - - 1,580,000 Cyber Security Program DevelopmentPSSCTICF7012Major350,000 100,000 100,000 100,000 100,000 100,000 850,000 Electronic Patient Care ReportingPSSCTICFNAMajor- 50,000 - - - - 50,000 Facility Security Master PlanPSSCTICF7003Major100,000 100,000 100,000 100,000 - - 400,000 Live 911PSSCTICFNAMajor- 66,380 - - - - 66,380 2,552,635 1,836,380 1,230,000 1,685,000 1,210,000 1,150,000 9,664,015 11,991,987$ 3,937,380$ 4,358,000$ 4,355,000$ 1,380,000$ 1,320,000$ 27,342,367$ Information Technology Replacement Fund = ITRFTechnology Investment Capital Fund = TICFUtilities Enterprise Funds (Operating or Capital) = UEFPromote Security and Sustainability through Connectivity TotalPursue Communitywide Digital Transformation TotalConnected Carlsbad GoalPursue Communitywide Digital TransformationFoster a Vibrant Civic Engagement Culture TotalEnhance Accessibility and TransparencyEnhance Accessibility and Transparency TotalPromote Security and Sustainability through ConnectivityBuild Capacity for Data-driven Decision MakingBuild Capacity for Data-driven Decision Making TotalFoster a Vibrant Civic Engagement CultureProjectsTotalFunding Source AbbreviationsJune 7, 2022 Item #13 Page 94 of 99
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FIVE-YEAR SCHEDULE OF PROJECTS BY FUND ConnectedRequestedEstimated Estimated Estimated Estimated EstimatedFundingCarlsbadFundingProject PriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameSourceGoalIDTypeAppropriation2022-23 2023-24 2024-25 2025-26 2026-27FundingTechnology Investment Capital FundAudio Visual UpgradesTICF FVCEC7000Major625,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,125,000$ Business Process AutomationTICFBCDDMNAMajor- 150,000 - - - - 150,000 Business Process DocumentationTICFPSSCNAMajor- 150,000 - - - - 150,000 Civic Engagement with Open DataTICF EAT7017Major180,000 18,000 - - - - 198,000 Computer Aided Dispatch (CAD)TICFPSSC7018Major1,000,000 580,000 - - - - 1,580,000 Consolidation & Replacement of Core SystemsTICFPCDT7009Major400,000 500,000 1,500,000 2,000,000 - - 4,400,000 Cyber Security Program DevelopmentTICFPSSC7012Major350,000 100,000 100,000 100,000 100,000 100,000 850,000 Data Governance and Operational AnalyticsTICFBCDDM7019Major295,000 110,000 100,000 - - - 505,000 Digital Engagement & Analytics ConsultantTICF FVCEC7008Major200,000 - - - - - 200,000 Digital Information NetworkTICFPCDT7007Major4,825,584 200,000 500,000 500,000 - - 6,025,584 Discovery Management AssessmentTICFBCDDM7020Major30,000 - 140,000 - - - 170,000 Electronic Patient Care ReportingTICFPSSCNAMajor- 50,000 - - - - 50,000 Enterprise Asset Management SystemTICFPCDT7013Major1,100,000 500,000 - - - - 1,600,000 Enterprise Digital Asset ManagementTICF EAT7022Major50,000 350,000 - - - - 400,000 Exploration Hub Audio Visual UpgradeTICF EAT7023Major41,852 - - - - - 41,852 Facility Security Master PlanTICFPSSC7003Major100,000 100,000 100,000 100,000 - - 400,000 Live 911TICFPSSCNAMajor- 66,380 - - - - 66,380 Next Generation Online CatalogTICF EAT7024Major40,000 - - - - - 40,000 Online Permitting/Electronic Reviews (E-Reviews)TICF EAT7025Major645,000 - - - - - 645,000 Outdoor Wireless Study TICF FVCECNAMajor100,000 - - - - - 100,000 Patron Print/Copy ManagementTICF EATNAMajor- 18,000 70,000 - - - 88,000 Professional Technical Services for Data Project DeliveryTICFBCDDMNAMajor- 70,000 70,000 70,000 70,000 70,000 350,000 Project Portfolio Management Tool & ConsultingTICFPCDT7004Major500,000 - - - - - 500,000 ServiceNow SAM ImplementationTICFPCDT7015Major150,000 (150,000) - - - - - ServiceNow Service PortalTICFPCDT7016Major150,000 - - - - - 150,000 Timekeeping System UpgradeTICFPCDTNAMajor- 95,000 - - - - 95,000 Virtual Permitting Counter (OpenCounter)TICF EAT7026Major61,000 - 23,000 - - - 84,000 Global Positioning System (GPS) Technology HardwareTICFPCDTNAMinor45,916 - - - - - 45,916 Technology Investment Capital Fund Total10,889,352 3,007,380 2,703,000 2,870,000 270,000 270,000 20,009,732 Information Technology Replacement FundAnnual Hardware and Infrastructure ReplacementITRFPSSCNAMajor1,102,635 790,000 1,030,000 1,485,000 1,110,000 1,050,000 6,567,635 Utilities Enterprise Funds (Operating or Capital)Meter Data Management/Utility AnalyticsUEFBCDDMNAMajor- - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds)UEFBCDDMNAMajor- 50,000 50,000 Utility Billing AutomationUEFPCDTNAMajor- 75,000 75,000 Utility Billing PortalUEFPCDTNAMajor- 90,000 90,000 Total Utilities Enterprise Funds (Operating or Capital)- 140,000 625,000 - - - 765,000 11,991,987$ 3,937,380$ 4,358,000$ 4,355,000$ 1,380,000$ 1,320,000$ 27,342,367$ Connected Carlsbad Goal AbbreviationsBuild Capacity for Data-driven Decision Making = BCDDMEnhance Accessibility and Transparency = EATFoster a Vibrant Civic Engagement Culture = FVCECPromote Security and Sustainability through Connectivity = PSSCPursue Communitywide Digital Transformation = PCDTConnected Carlsbad GoalProjectsTotalJune 7, 2022 Item #13 Page 95 of 99
H-43
PROJECT FUNDING SOURCES
Technology Investment Capital Fund – Funds set
aside on a yearly basis to fund ongoing SDTIP
digital transformation and technology projects.
Information Technology Replacement Fund –
Funds are collected annually from the city’s
operating departments as part of the IT
Department internal service fund chargeback;
charges are based on an asset’s lifecycle and
original cost. These funds are used to replace
assets at the end of their useful lives.
Utilities Enterprise Funds (Operating or Capital) –
For information regarding the Utilities Enterprise
Funds, please see the Public Works Section of
the FY 2022-23 Proposed Budget and for the Capital Funds please see the CIP Section of the FY 2022-
23 Proposed Budget.
FUNDING SOURCES
TECHNOLOGY INVESTMENT CAPITAL FUND
FUNDS AVAILABILITY PROJECTION
Estimated Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
3,039,160$ 4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$
Transfers In 3,956,000 4,096,000 4,187,000 4,271,000 4,381,000
Interest Revenue 72,000 90,000 113,000 141,000 176,000
Project Appropriations 3,007,380 2,703,000 2,870,000 270,000 270,000
4,059,780$ 5,542,780$ 6,972,780$ 11,114,780$ 15,401,780$
3,039,160$
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
1,654,923$ 2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$
Replacement Cost Revenue 1,485,006 1,350,000 1,350,000 1,350,000 1,350,000
Replacement Appropriations 790,000 1,030,000 1,485,000 1,110,000 1,050,000
2,349,929$ 2,669,929$ 2,534,929$ 2,774,929$ 3,074,929$
1,654,923$ Estimated Available Funds
Ending Available Balance
Beginning Available Balance
June 7, 2022 Item #13 Page 96 of 99
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FISCAL YEAR 2022-23 ROADMAP Strategic Digital Transformation Investment Program FY 2022-23 ScheduleLegend:ProjectOngoingGOALINITIATIVESConsolidation & Replacement of Core SystemsDigital Information NetworkEnterprise Asset ManagementProject Portfolio ManagementServiceNow Service PortalTimekeeping System UpgradeUtility Billing PortalGlobal Positioning System (GPS) Technology HardwareGOALINITIATIVESBusiness Process AutomationData Governance and Operational Analytics Professional Technical Services for Data Project DeliveryRegulatory Water Usage AnalyticsGOALINITIATIVESAudio Visual UpgradesOutdoor Wireless Study GOALINITIATIVESCivic Engagement with Open DataExploration Hub Audio Visual UpgradeEnterprise Digital Asset ManagementNext Generation Online CatalogOnline Permitting/Electronic Reviews (E-Review)Patron Print/Copy ManagementVirtual Permitting Counter (OpenCounter)GOALINITIATIVESAnnual Hardware and Infrastructure ReplacementBusiness Process DocumentationComputer Aided Dispatch (CAD)Cyber Security Program DevelopmentElectronic Patient Care ReportingEnsure Adoption of Relevant New Technologies are Mirrored into EOCFacility Security Master PlanLive911Traffic Management Functionality EnhancementJUNJUNJUNJUNJUNMAYMAYMAYMAYMAYAPRAPRAPRAPRAPRMARMARMARMARMARFEBFEBFEBFEBFEBJANJANJANJANJANPromote Safety and Sustainability through ConnectivityOCTOCTJULAUGSEPEnhance Accessibility and TransparencyJULAUGSEPFoster a Vibrant Civic Engagement CultureBuild Capacity for Data-driven Decision MakingSEPOCTOCTPursue Community Wide Digital TransformationJULAUGJULAUGAUGJULOCTSEPSEPNOVDECDECDECDECDECNOVNOVNOVNOV-Assessment------Decision----------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing-------------------------------------------------------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing-----------------------------------------------------------------------------------------------------------------------Implementation------------------------------------------------------------Implementation----------------------------------Pilot---------------------------------------------------Roll Out--------------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------Implementation------------------------------Implementation----------------------------------------Implementation-----------------------Implementation-------------------------------------------------------------------Ongoing---------------------------------------------------------------------------------------------------------------------------Ongoing--------------------------------------------------------------------------Governane------------------------------------------------Implementation--------------------------------------------------------Pilot---------------------------------------------------Roll Out-------------------------------------------------------------------------------TBD-----------------------------------------------------------------------------Implementation----------------------------------------------------------------------------TBD-----------------------------------------------------------------------------Implementation----------------------------------------------------------------------------Implementation----------------------------------------------------------------RFP--------------------Selection--------------------------Implementation---------------------------------AquireHardware---------Implementation----------------------------------------------------------TBD----------------------------------------------------------------------------------------------------------------Implementation--------------------------------------------------------------------------------------------------------------------Ongoing------------------------------------------------------------------------------------------------------------------------Implementation----------------------------------------------------------------------------------------------------------------------------TBD-----------------------------------------------------------------------------------------------------------------------------Ongoing--------------------------------------------------------------------------------------Implementation--------------------------------------------------Assessment-------------------------June 7, 2022 Item #13 Page 97 of 99
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FIVE-YEAR ROADMAP Strategic Digital Transformation Investment Program - 5-Year RoadmapLegend:In progressApprovedEvaluatingOngoingQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Consolidation & Replacement of Core SystemsDigital Information NetworkEnterprise Asset Management SystemProject Portfolio Management Tool & ConsultingServiceNow Service PortalTimekeeping System UpgradeUtility Billing AutomationUtility Billing PortalGlobal Positioning System (GPS) Technology HardwareTransition to a Single Identity for Users of City ServicesQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Business Process AutomationData Governance and Operational Analytics Discovery Management AssessmentMeter Data Management/Utility AnalyticsProfessional Technical Services for Data Project DeliveryRegulatory Water Usage AnalyticsQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Audio Visual UpgradesDigital Engagement & Analytics ConsultantOutdoor Wireless Study Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Civic Engagement with Open DataExploration Hub Audio Visual UpgradeEnterprise Digital Asset ManagementNext Generation Online CatalogOnline Permitting/Electronic Reviews (E-Review)Patron Print/Copy ManagementVirtual Permitting Counter (OpenCounter)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Annual Hardware and Infrastructure ReplacementBusiness Process DocumentationComputer Aided Dispatch (CAD)Cyber Security Program DevelopmentElectronic Patient Care ReportingFacility Security Master PlanLive 911Traffic Management Functionality EnhancementEnsure Adoption of Relevant New Technologies are Mirrored into EOCPromote Safety and Sustainability through ConnectivityGOALINITIATIVESPrior YearsFY 2022-23FY 2023-24FY2024-25FY2024-25Prior YearsFY 2022-23FY 2023-24Foster a Vibrant Civic Engagement CultureINITIATIVESGOALGOALBuild Capacity for Data-driven Decision MakingGOALPursue Community Wide Digital TransformationGOALINITIATIVESPrior YearsFY 2023-24FY2024-25FY 2023-24FY 2023-24FY2024-25FY2024-25FY 2022-23Enhance Accessibility and TransparencyFY2025-26FY2025-26FY2025-26FY2025-26Prior YearsFY 2022-23FY 2022-23INITIATIVESINITIATIVESPrior YearsFY2025-26FY2026-27FY2065-27FY2065-27FY2065-27FY2065-27June 7, 2022 Item #13 Page 98 of 99
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June 7, 2022 Item #13 Page 99 of 99