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Home My WebLink About2023-05-23; City Council; ; Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Fiscal Year 2023-24 Master Fee ScheCA Review CKM Meeting Date: May 23, 2023 To: Mayor/President/Chairperson and City Council/Board/Commissioners From: Scott Chadwick, City Manager/Executive Director Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services laura.rocha@carlsbadca.gov, 442-339-2415 Zach Korach, Finance Director zach.korach@carlsbadca.gov, 442-339-2127 Subject: Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Fiscal Year 2023-24 Master Fee Schedule, The Crossings at Carlsbad Proposed Reserve Policy District: All Recommended Action 1)Receive the report 2)Adopt a resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets; Carlsbad’s share of the Encina Wastewater Authority operating and capital budgets; the Gann spending limit for fiscal year 2023-24; and changes to the Master Fee Schedule; and determining the Fiscal Year 2023-24 Capital Improvement Plan Budget is consistent with the General Plan and applicable Climate Action Plan measures and actions 3)Adopt a Carlsbad Municipal Water District of the Board of Directors resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating and Capital Improvement Program budgets and changes to the Master Fee Schedule 4)Adopt a Public Financing Authority Board of Directors resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating and Capital Improvement Program Budgets for The Crossings at Carlsbad Municipal Golf Course 5)Adopt a Community Development Commission resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating Budget of the Carlsbad Housing Authority 6)Adopt a City of Carlsbad as the Successor Agency for the Carlsbad Redevelopment Agency resolution setting a public hearing for June 13, 2023, for adoption of the Fiscal Year 2023-24 Operating Budget of the Successor Agency May 23, 2023 Item #9 Page 1 of 384 Staff Report JOINT MEETING City Council I Carlsbad Municipal Water District I Public Financing Authority I Community Development Commission I City Council as Successor Agency to the Redevelopment Agency Executive Summary The presentation of the preliminary Fiscal Year 2023-24 Operating Budget is an opportunity for the City Council/Board/Commission and the community to review and provide feedback on the proposed work plan and budget for the coming fiscal year. The proposed budget prioritizes the goals in the City Council’s 5-Year Strategic Plan, which was approved in 2022, based on input from thousands of community members. By committing to this plan, rather than goals that are subject to change from year to year, the City Council has enabled staff to work more efficiently while improving the alignment between the annual city budget and the Carlsbad community’s vision for the future. Each year, during the preparation of the annual budget, staff develop work plans that build upon progress in the strategic plan’s key areas of focus: Maintain Carlsbad’s unique community character and connectedness Prioritize the safety and well-being of the community Protect the environment and natural resources Foster a healthy local economy Be a model for effective and efficient local government The proposed operating budget continues a series of budget process reforms and policies begun in 2018 with the goal of increasing transparency in how the city manages its budget and implementing tighter controls over spending. These changes over the past five years have enabled the City Council to add more than $50 million in new services while maintaining a balanced budget each year. On the economic front, Carlsbad’s transition from a growing city to one focused on maintaining an excellent quality of life continues to bring new fiscal challenges. As is the case with many cities at this stage of life, current financial forecasts show the costs to maintain current levels of service will exceed projected revenues in as soon as three years. To help close this gap, city staff reduced base operations spending by about 2% in the FY 2022-23 budget, at a time when inflation was 8%. The proposed FY 23-24 budget proposes to reduce ongoing base spending by an additional $2.3 million, during inflationary increases of 6%. To achieve these savings, staff have identified new efficiencies and are proposing minor reductions in service levels, focusing on areas with the least direct effect on the community. May 23, 2023 Item #9 Page 2 of 384 0 0 Budget highlights Proposed General Fund Operating Budget $211.5 million % change from FY 2022-23 Adopted General Fund Operating Budget 6.6% Projected General Fund revenues $212.0 million Proposed changes in total full-time equivalent staffing -12.06 Projected General Fund reserve as of June 30, 2024 $118.4 million Projected General Fund reserve % as of June 30, 2024 (goal is 40%) 59% Reduction in General Fund ongoing base budget $2.3 million Current rate of inflation 6% Estimated pension funding ratio (goal is 80%) 86% Explanation & Analysis The annual operating budget is the most significant expression of how City Council policies are translated into daily operations. The City Council sets the overall policy direction for Carlsbad and helps staff prioritize programs, projects and services to support that direction. On October 11, 2022, the City Council adopted the city’s five-year strategic plan with policy goals to reflect the most important priorities of the community. These goals are one way the city delivers on the Carlsbad Community Vision, a set of nine core values community members said were important to Carlsbad’s future. The annual city budget contains the work plans and resource allocations to achieve the goals in the strategic plan. Based on community input, the City Council identified five areas of focus for its five-year strategic plan: • Community Character: Maintain Carlsbad’s unique community character • Economic Vitality: Foster a healthy economy • Quality of Life and Safety: Prioritize the safety and well-being of the community • Sustainability & Natural Environment: Protect the environment and natural resources • Organizational Excellence & Fiscal Health: Be a model for effective and efficient local government May 23, 2023 Item #9 Page 3 of 384 Community character City Council 5-Year Strategic Plan Carlsbad Community Vision e Quality of life &safety Sustainability & the natural environment Organizational excellence Economic vitality Maintaining fiscal health One way the city has been able to increase focus on community priorities is by identifying efficiencies and reducing spending in areas with the least impact on the community. A series of budget process reforms and policies begun in 2018 has increased transparency in how the city manages its budget and tightened controls over spending. These have included: • Eliminating an automatic annual increase to department budgets based on inflation. Instead, requested budget increases are considered based on actual increased costs and approved only after departments have exhausted alternatives for covering increased costs of doing business. • Stopping the practice of allowing departments to automatically roll over 10% of unspent money to the following fiscal year. Instead, departments may request to roll over funds for a specific purpose, based on a demonstrated need. These carry-forward requests must then be approved by the City Manager or City Council, depending on the amount. • Changing practices around the hiring of part-time temporary staff to ensure full transparency of the actual number of full-time equivalent positions working for the city at any given time. • Updating the General Fund Reserve Policy to ensure the city has enough money set aside to continue services in an emergency. • Establishing an economic uncertainty reserve. • Creating a new cost recovery policy. • Developing a policy for how to reinvest surplus funds. • Creating a process to ensure ongoing funding for digital infrastructure, which has become as important as physical infrastructure. • Engaging a grant writer to ensure the city is taking advantage of opportunities for state and federal funding. • Creating a new internal auditor program to safeguard city resources and improve city operations. General Fund reserve The City Council has a policy of maintaining a reserve with the target balance equivalent to 40% of the General Fund operating budget. These are the cash balances made available from the prudent fiscal policy of developing a balanced budget annually and, at times, having unexpected revenues or expenditures come in below what was budgeted. One of the purposes of this reserve is to protect against cyclical swings in the economy. The city is projected to end the upcoming fiscal year with a reserve balance of 59% of the General Fund operating budget. The recommended preliminary General Fund Operating Budget totals $211.5 million, with estimated revenues of $212.0 million. General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest because they contain most of the discretionary funds that pay for basic city services, such as the Police and Fire departments, library and cultural arts services, street and park maintenance and recreation. A summarized May 23, 2023 Item #9 Page 4 of 384 outlook of the major General Fund revenues can be found in the operating budget overview. (Exhibit 1) The operating budget overview also contains: • A detailed look at expenditures by type • General Fund transfers to other funds • Information about the City Council contingency fund The table below shows the adopted fiscal year 2022-23 General Fund budget as well as the proposed fiscal year 2023-24 budget. General Fund summary for fiscal year 2023-24 (in millions) FY 2022-23 Adopted Budget FY 2023-24 Proposed Budget Total revenues $198.8 $212.0 Expenditure base for personnel, services and programs $182.8 $189.0 Revenues over base expenditures $16.0 $23.0 City Council contingency, capital outlay and transfers $15.6 $22.5 Total expenditures $198.4 $211.5 Revenues over total expenditures $0.4 $0.5 Personnel The proposed budget for next fiscal year includes 807.75 permanent full- and three-quarter- time employees, an increase of 1.0 compared to the final budget amount for fiscal year 2022- 23. Additionally, there is a proposed decrease of part-time employees equivalent to 13.05 full- time employees, for a net personnel decrease of 12.06 full-time equivalent employees. The following changes were made to full-time employee levels. • Added one Production Technician and one Senior Librarian, Adult & Teen Services (Library & Cultural Arts). The addition of these two full-time positions is offset and funded by the reduction of 5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000. • Added One Senior Office Specialist (Fire). The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, there was no additional cost to the city • Eliminated one full-time administrative position (Community Services) as part of a departmental reorganization within the branch. Eliminated one vacant Meter Services Supervisor position (Utilities) due to technological advances that changed operation and business needs. The operating budget overview contains a full breakdown of personnel costs for the General Fund. Lastly, enterprise fund revenues, including those from water, wastewater services and solid waste management and The Crossings at Carlsbad Municipal Golf Course, the city’s golf course, are projected at $92.8 million, a $3.7 million or 4.2% increase over projected fiscal year 2022-23 revenues. Enterprise funds are those that are supported by the fees collected for the service May 23, 2023 Item #9 Page 5 of 384 rather than the General Fund, and must be accounted for separately under state law. The budgeted expenditures are proposed at $105.6 million for fiscal year 2023-24, which is an increase of $12.8 million or 13.7% over the fiscal year 2022-23 adopted budget. A more detailed look at the year-over-year variances in the city’s enterprise funds, as well as information about the city’s other special revenue funds, can be found in the operating budget overview. Golf course reserve policy The Crossings at Carlsbad Golf Course enterprise fund is responsible for its operating and capital expenses and is intended to be self-sufficient. Similar to other funds in the city, such as the General Fund and utility enterprise funds, it is important to have a reserve policy to maintain service levels, manage the golf course’s resources and prioritize operating and capital needs. The city built The Crossings golf course using funds from both revenue bonds and the city’s General Fund. The city has contributed funds from the General Fund to the Golf Course Enterprise Fund numerous times over the years since the golf course’s initial construction. Establishing a reserve policy will also allow for the repayment of funds the city provided from the General Fund to build the golf course. The city’s Internal Auditor presented an internal audit report to the City Council on Aug. 25, 2020 with a recommendation for city management to evaluate how much the city had advanced the golf course from the city’s General Fund. Management performed this evaluation and determined that the golf course was unlikely to repay this advance in the near and foreseeable future. Because of this, the relevant financial reporting requirements dictated that the loan must be reclassified as a “transfer in” to the Golf Course Enterprise Fund and a “transfer out” of the General Fund. On September 28, 2021, the City Council adopted Resolution No. 2021-224 authorizing a $47,031,506 transfer from the General Fund to the Golf Course Enterprise Fund for purposes of writing off the outstanding loan or advance due from the Golf Course. While this action removed the outstanding loan from the city’s financial statements, staff continued to track and disclose the balance with the intention of making future annual repayments to the General Fund when appropriate. Since the start of the COVID-19 pandemic, demand for outdoor activities such as golf have increased substantially. The golf course’s strong financial performance has raised interest in considering possible repayments to the General Fund. The proposed reserve policy incorporates a funding analysis and mechanism to facilitate future repayments, as explained further below. The purpose of the proposed golf course reserve policy, which will be presented to the Public Financing Authority for adoption on June 13, 2023, is to ensure the needs of the golf course are met, provide a funding source for long-term, large value capital purchases and demonstrate continued prudent fiscal management. May 23, 2023 Item #9 Page 6 of 384 The policy sets forth allowable uses of the reserve, to be considered in order of priority. 1. Operation and maintenance: operation and maintenance costs (excluding depreciation) are the first priority of the Golf Course Enterprise Fund. 2. Capital Reserve: On an annual basis, 10% of gross revenues shall be reserved to fund future short-term and long-term capital expenses of the Golf Course Enterprise Fund. 3. Capital Reserve replenishment: In any fiscal year, if the golf course’s excess net revenues are insufficient to make the full contribution to the Capital Reserve, the golf course shall replenish the shortfall in subsequent years when there are excess golf course net revenues remaining. In no event shall the look-back period extend to a deficiency occurring more than five fiscal years. Replenishments shall be applied to the older shortfall first. 4. General Fund repayment: Any funds remaining will be recommended for transfer to the City of Carlsbad’s General Fund and at the authorization of the Public Financing Authority Board of Directors. The amount transferred shall not exceed 3% of gross revenues for the respective fiscal year. 5. Remaining excess: any funds remaining thereafter will be retained in the Golf Course’s Capital Reserve. The policy prioritizations start with operation and maintenance costs to ensure the golf course can continue to provide sustained levels of service to its patrons. Establishing a capital reserve, which will be funded annually with 10% of estimated gross revenues, will prioritize both short-term and long-term capital needs with the goal of accumulating a reserve balance sufficient for the golf course to not require assistance from the General Fund in the future. In any given fiscal year in which the golf course’s excess net revenues are insufficient to make the full 10% contribution to the Capital Reserve, the golf course will have the opportunity in future years to replenish these amounts. This further ensures the golf course will be able to adequately meet and fund its capital-related needs. After the golf course’s operating and capital priorities are met, a General Fund repayment could then be considered. Any excess revenues in excess of expenses can be considered for repayment up to 3% of gross revenues. Limiting the amount of repayment in any given year mitigates the risk of repaying a significant amount of funds in one year only to end up requiring General Fund assistance in the following year. May 23, 2023 Item #9 Page 7 of 384 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. City staff prioritize projects in the 15-year Capital Improvement Program using several factors, including risk to health, safety and the environment, regulatory or mandated requirements, community values, the condition of the asset, annual recurring costs and asset longevity, scheduling and cost efficiencies, project readiness and funding availability. Staff also consider community input, consistency with studies and reports, staff availability, alignment with operating budget and level of service standards or expectations. The Fiscal Year 2023-24 Capital Improvement Program outlines $97.7 million in new appropriations to provide additional funding for continuation of existing projects, as well as funding for new projects. Capital Improvement Program appropriations by project type for FY 2023-24 More than 55 projects are identified as priority projects in the city’s Five Year Strategic Plan, representing an investment of more than $80 million over the next five years. Five new projects totaling $2.7 million in fiscal year 2023-24 are proposed to be added to the program, including projects supporting the Safer Streets Together Plan and the Strategic Plan. 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 2023-24, three projects are proposed to be removed from the program because of changed conditions that caused the projects to no longer be warranted. Civic projects and facilities maintenance 11% Parks 42% Drainage 2% Sewer 12% Water and recycled water 9% Transportation 24% May 23, 2023 Item #9 Page 8 of 384 • Three projects intended to support Public Safety operations will be consolidated to improve efficiencies, coordination and cost savings. The Emergency Operations Center Reconfiguration and Fire Administration Offices projects will be incorporated into the Police and Fire Headquarters Renovation project. The 15-year program includes five proposed new projects, with a total funding request in fiscal 2023-24 of $2.7 million. Details on these proposed new projects begin on page I-5 of Exhibit 1. The program includes estimated budget information for a 15-year period to provide the most comprehensive information about known future projects. A complete list of projects and estimated funding included in the 15-year program begins on page I-17 of Exhibit 1. All future construction costs are estimates, which are reviewed and refined each year. The Capital Improvement Program is funded from capital funds such as the General Capital Construction and Infrastructure Replacement Fund as well as developer fees, special district fees and taxes from the 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 2023-24 are $95.9 million. Projected capital fund balances, revenue and expenditure summaries are provided beginning on page I-12 of Exhibit 1. Further details by fund are provided beginning on page I-29 of Exhibit 1. Strategic Digital Transformation Investment Program City staff introduced Connected Carlsbad: An Inclusive City Innovation Roadmap to the City Council in 2019 to provide a high-level, organized guide to the principles that matter to the city in creating a more connected community. The Strategic Digital Transformation Investment Program was put in place 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, which were approved by the City Council on Jan. 14, 2020 (Resolution No. 2020-005). The digital transformation 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 on page H-2 of the digital program document in Exhibit 1. The fiscal 2023-24 digital program outlines 44 continuing and new projects planned over the next five years at an estimated total cost of $33.71 million. The City Council has already appropriated $14.19 million toward these projects through the 2022-23 budget process approved on June 14, 2022 (Resolution No. 2022-135). Staff propose approximately $4.57 million in new budget appropriations to execute the 2023-24 projects. This means an additional $18.76 million will be needed to complete the projects planned through the five-year period. The tables below present estimated total project costs by primary goal area in Connected Carlsbad for fiscal years the five fiscal years of 2024-28 (five years) and fiscal 2023-24: May 23, 2023 Item #9 Page 9 of 384 Strategic Digital Transformation Investment Program projects for fiscal year 2024-28 appropriations by Connected Carlsbad goal area (in millions) Percent Cost Pursue communitywide digital transformation 45% $15.1 Build capacity for data-driven decision making 8% $2.7 Foster a vibrant civic engagement culture 4% $1.3 Enhance accessibility and transparency 5% $1.7 Promote security and sustainability through connectivity 38% $12.9 Total 100% $33.7 Strategic Digital Transformation Investment Program projects for fiscal year 2023-24 appropriations by Connected Carlsbad goal area (in millions) Percent Cost Pursue communitywide digital transformation 63% $2.9 Build capacity for data-driven decision making 7% $0.3 Foster a vibrant civic engagement culture 2% $0.1 Enhance accessibility and transparency 4% $0.2 Promote security and sustainability through connectivity 24% $1.1 Total 100% $4.6 The details of the five-year and one-year appropriations requests can be found on pages H-24 and H-25 in Exhibit 1. Each project identified in the digital transformation 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 $4.6 million in appropriations that staff are requesting for the digital transformation program for fiscal year 2023-24: • 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 1 on page H-29. May 23, 2023 Item #9 Page 10 of 384 General fees, charges for services and development impact fees Each year staff evaluate and propose changes to the city’s fees for services. Staff conduct these annual reviews to ensure that the fees being charged do not exceed the direct and indirect costs of providing the related services. A comprehensive cost of service study is prepared every three to five years to update the calculation of the cost and confirm that fees and charges for service do not exceed the updated cost. The last comprehensive cost of service study on most general city fees and all development service fees was approved by the City Council on June 8, 2021. At that time, the City Council directed staff to implement the updated fee structures included in the Final Cost of Service Study and Fee Schedule Update Report. The City Council also directed staff to propose a cost recovery policy to establish a process for adjusting existing fees to industry standard cost recovery ranges, and for recommending fee changes in the future. Based on this direction from City Council, staff presented and the City Council approved a cost recovery policy on March 14, 2023. Staff are now recommending fees for the upcoming fiscal year in accordance with this policy. The proposed rates for fiscal year 2023-24 are presented in the proposed Master Fee Schedule in Exhibit 3 and further discussed below. • General city fees are charged for the use of city services and property. Depending on the fee, they are increased annually by the increase in the annual West Urban Consumer Price Index or the San Diego Consumer Price Index published by the Bureau of Labor and Statistics, both of which reflect the cost of inflation. The West Urban CPI has increased by 6.3% since last year while the San Diego CPI has increased by 6.4%. • Development-related service fees are charged to recover the cost of staff time and materials spent on development-related activities. These change annually by the change in the West Urban CPI. Development impact fees are used to pay for infrastructure projects that are needed as a result of new development. These fees will be increased by the index stated in the respective resolution or ordinance establishing the fee, typically the Engineering News Record Construction Cost Index. • Traffic Impact fees are adjusted annually by the change in the Caltrans Construction Cost Index or 2%, whichever is greater. This year the increase in the Caltrans Construction Cost Index is 31.63%. This is the first year since FY 2019-20 in which the increase in this index has exceeded 2%, which reflects the significant price increases in the construction sector over the last two years. • Ambulance fees have typically been adjusted annually by the Ambulance Inflation Factor, published by the federal Center for Medicare and Medicaid Services. This year ambulance fees are being adjusted according to the ambulance fee study the Fire Department completed in April 2023. The study reviewed and analyzed cost factors to adjust ambulance fees according to the actual cost of providing the services as well as average ambulance rates in California. The proposed ambulance fee changes establish a single flat rate for advanced life support and basic life support services, with no differentiation between residents and non-residents, because the cost to the city for each of these services is similar. In future years, the city will go back to adjusting its ambulance fees according to the Ambulance Inflation Factor most years, with more May 23, 2023 Item #9 Page 11 of 384 detailed evaluations occurring every three to five years. The ambulance fee study is attached as Exhibit 4. Fee categories and changes by fiscal year 1 Habitat mitigation fees are adjusted annually at half of the rate of the San Diego Area Consumer Price Index. 2. Increase is by the greater of Caltrans CCI or 2%; the Caltrans CCI is 31.63% In addition to regular annual inflationary increases, staff are proposing adjustments to many fees in accordance with the new cost recovery policy. About half of the fees in the Master Fee Schedule are covered by the cost recovery policy. Staff evaluated each fee against the cost recovery parameters in the policy and found that about 64% of the fees covered by the policy were within the specified cost recovery range, while about 36% were not. Cost recovery analysis and proposed adjustments Staff are also proposing fees that are currently higher than their specified cost recovery range be decreased to reach the proper range. These fees include some water account fees, minor discretionary permit fees, grading plan check and permit fees and some minor and miscellaneous building permit fees. Fee categories Index name Index date Source FY 2021- 22 FY 2022- 23 FY 2023- 24 Most general city and development related service fees West Region Urban CPI January 2023 Bureau of Labor Statistics 1.40% 7.70% 6.30% Habitat mitigation fees,1 Safety Training Center facility rental fees San Diego Area CPI January 2023 Bureau of Labor Statistics 2.40% 8.20% 6.40% All development impact fees Los Angeles ENR CCI January 2023 Engineering News Record 0.00% 7.60% 7.60% Traffic impact fees2 Caltrans CCI January 2023 California Department of Transportation 2.00% 2.00% 31.63% Total fees outside policy range 236 Number of fees decreasing to policy range 51 Number of fees increasing to policy range 168 Median cost recovery increase 12% Number of fees increasing 15% or more 74 May 23, 2023 Item #9 Page 12 of 384 The rest of the of fees needing adjustment will be increased into their corresponding cost recovery policy range. Sixty-one of these fees are increasing by 10% or less and have been adjusted to the new proposed cost recovery level for the proposed fiscal year 2023-24 Master Fee Schedule. Staff propose to spread out fee increases of more than 10% over a three-year period, beginning in fiscal year 2023-24 and ending in fiscal year 2025-26. Staff have conducted further analysis of the 74 fees that are subject to cost recovery increases of 15% or more. Many of these fees are for discretionary entitlement permits, specialized inspections and other fees charged by the Community Development department. These fees are currently far below their designated range in the cost recovery policy. Along with all other fees requiring cost recovery increases of over 10%, these increases will be phased in over a three-year period. Staff will monitor activity related to these services for any unanticipated effects. Analysis of fees subject to significant cost recovery increase (15% or more) The proposed Master Fee Schedule includes the following new fees described below: • Environmental impact assessment fees. The Community Development department is proposing new fees for initial studies prior to environmental impact assessments and for addendums to mitigated negative declarations or negative declarations to recover the costs for city processing. An initial study is a preliminary analysis to determine the relative environmental impacts associated with a proposed project. These new fees will allow the city to recover the cost of the Planning Division’s processing of these reports and the staff time required to work with outside consultants on these projects. Because each project’s environmental review is different, the proposed new fees account for the variations and allow more precise fee amounts for projects with different environmental assessment needs. These fees are based on the fully burdened hourly rates1 of Planning staff and set in the high cost recovery range because it takes considerable time to work with an environmental consultant team(s) to develop these documents and prepare written findings and evidence to support the decision-making process. 1 Fully burdened hourly rates include salaries, benefits and overhead costs Median current cost recovery level 24% Median cost recovery increase 54% Fee categories Miscellaneous citywide fees 1 Utility account and service fees 3 Planning Division fees 28 Engineering Division fees 39 Building Division fees 3 May 23, 2023 Item #9 Page 13 of 384 • Storm water quality management plan fees. Staff are proposing adding an additional storm water quality management plan fee for plan review for trash capture only. Requests to approve trash capture storm water quality management plans are a relatively new application the city is required to process. Adding this new fee will allow for more accurate cost recovery for handling these applications. These fees are based on the fully burdened hourly rates of Engineering staff and were also set in the high cost recovery range due to the staff work they require. • Special third-party, multiple or recurring inspection fees. The city’s Building Official may accept inspections when they are completed by an approved third party. But all third- party inspection agencies must first be approved by the city before they can conduct any inspections. An approved agency must provide daily inspection logs, certificates of completion and digital images of each inspection stage to the city’s Senior Inspector for documentation. This fee will allow the city to recover costs for processing these inspections. The Building Official reserves the right to approve or deny a request for third-party inspection services based on the availability of staff and resources. These fees are based on the fully burdened hourly rates of Building staff and set in the high cost recovery range along with other permit inspection services, as outlined in the cost recovery policy. • Complex plumbing permits for private utilities. The city does not have a fee in place for checking plans for private sewer and water mains. These are shown on improvement plans and reviewed by Community Development. Complex plumbing permits fall under the high cost recovery range and fee amounts are based on Building Division staff time. • Sign collection fee. The Code Enforcement Division enforces the city’s sign ordinance, including removing signs that have been illegally placed in the right-of-way. In 2021, 1,249 signs were removed. The city has not recovered any of its costs for enforcing this ordinance. Currently, staff retains any signs that are removed to allow the owner of the signs to retrieve them, and the signs are destroyed after 30 days. At that time, the city would require payment of the collection fee and ask a commercial sign owner to provide evidence of a business license. This is a general administrative fee set in the high cost recovery range and based on Code Enforcement staff time to collect signs and coordinate sign pickup by owners. • Street light energizing fees. Including the proposed new fee will allow the city to collect streetlight energizing fees more accurately as the variety of streetlight wattages continues to increase. Street light energizing fees reflect changes in electricity prices charged by SDG&E. In last fiscal year’s Master Fee Schedule update, these fees were increased between 21% and 34%. They are to be increased by between 10% and 48% this year, reflecting the significant increase in energy costs over the last two years. Because SDG&E energizes the street lights, not the city, these fees are not subject to the cost recovery policy. The City Council separately approved new fees that have already been incorporated into the city’s Master Fee Schedule for third-party hydraulic modeling services on Dec. 6, 2022, and new fees associated with establishing a Mills Act Program and Carlsbad Historic Resource Registry, on Feb. 14, 2023. May 23, 2023 Item #9 Page 14 of 384 Additionally, this year’s evaluation determined that these fees are no longer in use, and staff recommend removing them from the Master Fee Schedule: • Blueprinting of standard size. This fee is no longer used by the City Clerk’s Office and can be removed from the fee schedule. • Library printing fees. The Library & Cultural Arts Department is proposing the elimination of patron printing fees. Patron printing and copying has declined over the last several years. The department currently leases its copiers from a different vendor than the city uses for other city printing equipment. Library & Cultural Arts plans to join the contract that the Information Technology Department uses for the rest of the city’s printing and copying needs for enterprise-wide consistency and efficiency. After the initial equipment purchase, the cost to the city for providing printing and copying services to patrons will be comparable to what it has been. That’s because while it will cost less to lease the equipment, staff project there will be continued declines in usage and fee revenue. • Administrative fee – Driving under the influence. This fee was recommended for removal as part of the 2021 Cost of Service study. It has remained in the Master Fee Schedule but is not in use and staff recommend removing it in accordance with the 2021 study recommendation. • Massage license permit. The Police Department charges non-certified massage parlor owners a fingerprint processing fee to conduct a background check and this separate fee is not in use. • Recycled backflow testing. Backflow testing now only applies to potable water customers. Associated fees for recycled water customers are no longer in use and can be removed from the Master Fee Schedule. • Easement document processing and recording. Staff recommend eliminating the current distinction between major and minor fees in this category and using one flat fee for all projects. Processing and recording easement documents require the same amount of staff time regardless of project or lot size. Increases to the city’s trash collection rates are set by the contracted service provider and go into effect July 1, 2023. Details on these rates can be found in the proposed Master Fee Schedule in the attached Exhibit 3. May 23, 2023 Item #9 Page 15 of 384 Options The City Council/Board/Commission may accept the report of the proposed fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program, Capital Improvement Program budgets and Master Fee Schedule without changes and direct staff to set a public hearing date of June 13, 2023, to consider adoption of the fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program budgets, and the revised Master Fee Schedule. The City Council/Board/Commission may also direct staff to make changes to the proposed fiscal year 2023-24 Operating Budget, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets and Master Fee Schedule prior to the public hearing date of June 13, 2023. Any changes will be reflected in the final proposed budget documents presented at the public hearing. Fiscal Analysis This is the preliminary Operating Budget for fiscal year 2023-24 and any changes made by staff or the City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 13, 2023. Next Steps On June 1, 2023 at 5:30 p.m., staff will conduct a Budget Workshop to answer questions and receive community input on the proposed budget. On June 13, 2023, the City Council/Board/Commission will hold the public hearing to consider adoption of the new budgets and the revised Master Fee Schedule. Any changes directed by the City Council/Board/Commission will be reflected in the final documents at the adoption meeting on June 13, 2023. 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. Exhibits 1. Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program Budget and Capital Improvement Program Budget 2. The Crossings at Carlsbad Golf Course proposed reserve policy 3. Fiscal Year 2023-24 Proposed Master Fee Schedule 4. Ambulance Fee Study 5. City Council resolution 6. Carlsbad Municipal Water District Board resolution 7. Carlsbad Public Financing Authority Board resolution 8. Community Development Commission resolution 9. City Council as Successor Agency resolution May 23, 2023 Item #9 Page 16 of 384 Exhibit 1 May 23, 2023 Item #9 Page 17 of 384 BUDGET FISCAL YEAR 2023-24 D D i:: I I ri.l' I I '\ D V Operating Budget I Capital Improvement Program Strategic Digital Transformation Investment Program CITY COUNCIL Keith Blackburn Mayor Priya Bhat-Patel Mayor Pro Tern Melanie Burkholder District 1 Carolyn Luna District 2 Teresa Acosta District 4 CITY OF CARLSBAD Budget preparation team Finance team Zach Korach, Finance Director Brigid Drury, Finance Manager Jeremy Bates, Senior Management Analyst Bridget Desmarais, Management Analyst Leadership team Scott Chadwick, City Manager Cindie McMahon, City Attorney Geoff Patnoe, Assistant City Manager Gary Barberio, Deputy City Manager, Community Services Paz Gomez, Deputy City Manager, Public Works Laura Rocha, Deputy City Manager, Administrative Services Mike Calderwood, Chief, Fire Department Maria Callander, Director, Information Technology Sheila Cobian, Director, Legislative and Constituent Services Tom Frank, Director, Public Works Transportation Morgen Fry, Management Analyst, Office of the City Manager David Graham, Chief Innovation Officer, Innovation & Economic Development Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager Zach Korach, Director, Finance Kyle Lancaster, Director, Parks & Recreation John Maashoff, Manager, Public Works Fleet & Facilities Faviola Medina, City Clerk Services Manager, Office of the City Clerk Mandy Mills, Director, Housing & Homeless Services Jeff Murphy, Director, Community Development Vicki Quiram, Director, Public Works Utilities Kristina Ray, Director, Communication & Engagement Suzanne Smithson, Director, Library & Cultural Arts Baq Taj, Engineering Manager, Public Works Construction Management & Inspections Judy Von Kalinowski, Director, Human Resources Mickey Williams, Chief, Police Department James Wood, Jr., Director, Public Works Environmental Management Department budget preparers & reviewers Shoshana Aguilar, Utilities Sue Armstrong, Communication & Engagement Conrad Avila, Finance Amanda Baker, Police Pat Downie, City Clerk’s Office Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts Ed Garbo, Risk Management Shawn Gaskari, Fleet & Facilities Brent Gerber, Information Technology Kayla Hanner, Finance Chad Kantner, Utilities Esther Lan, Transportation Tom Mallory, Communications & Engagement Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts Roxanne Muhlmeister, Finance Bradley Northup, Fleet & Facilities Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources Megan Powers, Environmental Management Sarah Reiswig, Workers’ Compensation Kim Riboni, Finance Jason Rosado, Finance Laureen Ryan, Community Development Sarah Sanders, Risk Management Katie Schroeder, City Treasurer’s Office Richard Schultz, Library & Cultural Arts Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Development May 23, 2023 Item #9 Page 18 of 384 TABLE OF CONTENTS OPERATING BUDGET Overview ......................................................................................................................................B-1 Revenue .......................................................................................................................................B-2 Expenditures ................................................................................................................................B-13 Personnel allocations………………………………………………………………………………………………………………B-21 Schedule of projected fund balances ...........................................................................................B-23 Schedule of revenue estimates ....................................................................................................B-25 Schedule of budget expenditures ................................................................................................B-31 PUBLIC SAFETY Summary ......................................................................................................................................C-1 Organization chart ........................................................................................................................C-2 Fire Department ...........................................................................................................................C-3 Police Department .......................................................................................................................C-10 PUBLIC WORKS Summary ......................................................................................................................................D-1 Organization chart ........................................................................................................................D-2 Public Works Administration ........................................................................................................D-3 Construction Management & Inspection .....................................................................................D-5 Environmental Management .......................................................................................................D-7 Fleet & Facilities ...........................................................................................................................D-14 Transportation .............................................................................................................................D-19 Utilities .........................................................................................................................................D-26 COMMUNITY SERVICES Summary ......................................................................................................................................E-1 Organization chart ........................................................................................................................E-2 Community Services Administration ............................................................................................E-3 Community Development ............................................................................................................E-5 Housing & Homeless Services ......................................................................................................E-16 Library & Cultural Arts ..................................................................................................................E-26 Parks & Recreation .......................................................................................................................E-41 ADMINISTRATIVE SERVICES Summary ......................................................................................................................................F-1 Organization chart ........................................................................................................................F-2 Administrative Services Administration .......................................................................................F-3 Finance .........................................................................................................................................F-5 Human Resources ........................................................................................................................F-7 Information Technology ...............................................................................................................F-14 Innovation & Economic Development .........................................................................................F-16 Miscellaneous Non-Departmental ...............................................................................................F-18 POLICY & LEADERSHIP Summary ......................................................................................................................................G-1 Organization chart ........................................................................................................................G-2 Office of the City Council ..............................................................................................................G-3 Office of the City Treasurer ..........................................................................................................G-5 May 23, 2023 Item #9 Page 19 of 384 CITY OF CARLSBAD Office of the City Manager ...........................................................................................................G-7 Office of the City Attorney ...........................................................................................................G-9 Office of the City Clerk .................................................................................................................G-11 Communication & Engagement ...................................................................................................G-13 STRATEGIC DIGITAL TRANSFORMTATION INVESTMENT PROGRAM Overview ......................................................................................................................................H-1 Investing in digital transformation ...............................................................................................H-2 Project evaluation ........................................................................................................................H-2 Strategic Digital Transformation Investment Program projects ..................................................H-4 Estimated total appropriations by goal ........................................................................................H-5 Projects to pursue communitywide digital transformation .........................................................H-7 Projects to build capacity for data-driven decision making .........................................................H-13 Projects to foster a vibrant civic engagement culture .................................................................H-17 Projects to enhance accessibility and transparency ....................................................................H-18 Projects to promote security and sustainability through connectivity ........................................H-20 Minor projects ..............................................................................................................................H-24 Future projects .............................................................................................................................H-24 Detail five-year schedule of projects by Connected Carlsbad goal ..............................................H-27 Detail five-year schedule of projects by fund ..............................................................................H-28 Project funding sources ................................................................................................................H-29 Projected fund balances ...............................................................................................................H-29 Revenue projections schedule .....................................................................................................H-30 Budget expenditure schedule ......................................................................................................H-30 Project estimated operational requirements ...............................................................................H-31 Fiscal year 2023-24 roadmap .......................................................................................................H-32 Five-year roadmap .......................................................................................................................H-33 CAPITAL IMPROVEMENT PROGRAM Overview ......................................................................................................................................I-1 Investing in our quality of life .......................................................................................................I-2 Project evaluation ........................................................................................................................I-2 Fiscal year 2023-24 appropriations by category ..........................................................................I-3 New capital improvement projects ..............................................................................................I-5 Capital Improvement Program revenues .....................................................................................I-8 Future growth and development .................................................................................................I-9 Future projects .............................................................................................................................I-10 Calculation of future fees .............................................................................................................I-11 Unfunded projects .......................................................................................................................I-11 Projected fund balances for fiscal year 2022-23 ..........................................................................I-12 Projected fund balances for fiscal year 2023-24 ..........................................................................I-13 Revenue projections schedule .....................................................................................................I-14 Budget expenditure schedule ......................................................................................................I-15 Project estimated operational requirements ...............................................................................I-16 Detail 15-year schedule of capital projects ..................................................................................I-17 Capital Improvement Program summary by fund ........................................................................I-29 Glossary of capital project funding sources .................................................................................I-41 May 23, 2023 Item #9 Page 20 of 384 B-1 OPERATING BUDGET OVERVIEW This section includes a summary of the revenues and expenditures included in the fiscal year 2023-24 operating budget. Spending is presented by funding source, department and type, such as personnel or maintenance and operations. For context, previous years’ spending levels are often presented alongside this information. Detailed summaries of department services and expenditures are included within the five main sections of the operating budget following this overview. The five city branches include: • Public Safety • Public Works • Community Services • Administrative Services • Policy & Leadership Information about the city’s approach to planning for and funding digital transformation efforts throughout the city is included in the Strategic Digital Transformation Investment Program section. Information about capital projects, such as construction of roads and pipelines, the development of parks and construction and maintenance of city facilities, is included in the Capital Improvement Program section. May 23, 2023 Item #9 Page 21 of 384CITY OF CARLSBAD B-2 OPERATING BUDGET REVENUE SUMMARY The Operating Budget for fiscal year 2023-24 totals $371.8 million, with revenues for the year estimated at $362.8 million. General Fund revenues are estimated at $212.0 million and General Fund budgeted expenditures are $211.5 million, which includes an additional $7.4 million in one-time transfers to the General Capital Construction Fund. Excluding the one- time transfer, the General Fund budgeted operating expenditures are $204.1 million. Revenue estimates for the Operating Budget indicate the city will receive a total of $362.8 million in fiscal year 2023-24, a change of 0.5% or $1.9 million above the estimated fiscal year 2022-23 revenues. General Fund revenues are expected to increase by $13.2 million compared to the prior year’s adopted revenues and $4.2 million or 2% compared to fiscal year 2022-23 estimates. Special Revenue funds are projected to increase by 4.5% or $0.8 million over fiscal year 2022-23 estimates. Enterprise Fund revenues are projected to increase by 4.2% or $3.7 million in the upcoming fiscal year. Internal service funds are increasing over the prior year’s adopted budget, but decreasing compared to fiscal year 2022-23 estimates. This is driven by one-time transfers in from the General Fund to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. The Successor Agency Housing Trust revenues are expected to decrease by $1.0 million over current estimates as the loan owed to the General Fund was fully repaid. More detailed information on the city’s revenue sources is provided in the following discussion. The following table shows the total operating revenues anticipated to be received by the city for fiscal year 2022-23, as well as those budgeted for fiscal year 2023-24. Estimated Budgeted $% 2022-23 2023-24 Change Change General Fund 207.8$ 212.0$ 4.2$ 2.0% Special Revenue 18.7 19.5 0.8 4.5% Enterprise 89.1 92.8 3.7 4.2% Internal Service 44.2 38.4 (5.8) -13.3% Successor Agency Housing Trust 1.0 - (1.0) -100.0% Total 360.8$ 362.8$ 1.9$ 0.5% REVENUE SUMMARY BY FUND TYPE (in Millions) Fund May 23, 2023 Item #9 Page 22 of 3842023-24 ANNUAL BUDGET B-3 General Fund General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic city services such as Police, Fire, Library & Cultural Arts, Street and Park Maintenance and Recreation programs. The table below provides a summarized outlook of the General Fund revenues. The COVID-19 pandemic created immense uncertainty about the city’s revenues, most notably in sales tax and transient occupancy tax. City leadership adopted the fiscal year 2021-22 budget anticipating continued adverse impacts from the pandemic with moderate recovery; however, accelerated recovery driven by the staggered lessening of COVID-19 restrictions, pent-up demand, and inflationary increases resulted in sales tax and transient occupancy tax revenue reaching historically high levels. Revenue estimates in the fiscal year 2022-23 adopted budget were not impacted by uncertainty related to COVID-19, but did reflect new uncertainty surrounding the economy. From geopolitical conflict to unprecedented inflationary increases, city staff compiled a budget taking into consideration potential impacts on disposable income, tourism and the housing market. Based on current fiscal year 2022-23 revenue estimates, inflation has not yet negatively impacted the city’s revenue sources. However, as personal savings accumulated during the pandemic is absorbed by pent-up demand and inflation, the looming risk of recession and continued inflationary increases indicate that the most prudent path is to maintain a conservative outlook for the city’s revenues in the future. Nearly 80% of General Fund revenues are derived from three sources: property tax, sales tax, and transient occupancy tax. Sales tax and TOT revenues tend to be much more sensitive to changes in economic conditions, unlike property tax revenues, which remain relatively stable because of the mitigating effect of Proposition 13, which limits annual growth in assessed values. Property tax, the largest source of General Fund revenues, is expected to grow by 3.4% over last year’s adopted budget. While the residential real estate market in Carlsbad has seen significant increases in values in recent years, the growth has begun to cool off. Commercial property assessed values are expected to remain relatively flat as the increase in interest rates has created immense uncertainty in the sector. With the COVID-19 emergency officially ended, the focus on the housing market shifts to other economic factors. In response to the unprecedented inflationary increases Estimated Budgeted $% 2022-23 2023-24 Change Change Property Tax 81.5$ 84.2$ 2.7$ 3.4% Sales Tax 51.4 51.1 (0.3) -0.6% Transient Occupancy Tax 32.5 32.9 0.4 1.1% Franchise Taxes 7.1 7.1 0.1 1.6% Business License Tax 6.2 6.4 0.2 3.1% Development Revenues 4.2 3.3 (0.9) -21.1% All Other Revenue 25.0 27.0 2.0 8.0% Total 207.8$ 212.0$ 4.2$ 2.0% GENERAL FUND REVENUES (In Millions) May 23, 2023 Item #9 Page 23 of 384CITY OF CARLSBAD B-4 experienced over the last year and a half, the Federal Reserve has responded by raising rates to a current range of 5.0-5.25%, the highest range since July 2006. This has made home purchasing more difficult for borrowers. And while demand remains relatively high both locally and around the state, these increases have certainly contributed to the median home value in Carlsbad falling to $1.3 million, roughly the same value as in December 2021. Proposition 8 allows owners to have their property temporarily revalued if market value is lower than the factored base year value, posing a risk that commercial property values could temporarily decrease. Assessed values on the residential real estate side are expected to grow modestly, capped by California’s Proposition 13. Adopted in 1978, Proposition 13 limits the annual increase in assessed values for property. Under this proposition, assessed values (and the related property tax) can grow by no more than 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of a property. The maximum increase of assessed values when properties are not sold is by the change in California’s Consumer Price Index, which was 1.036% in fiscal year 2021-22 – below the 2% cap for the first time since 2016-17. In recent years, residential activity has been driven by low interest rates on mortgages, pent-up demand that built during the shutdown and an increase in the ability to work remotely. Now, increasing rates and diminishing pent-up demand as we move past the pandemic will likely have adverse impacts compared to prior periods. Based on resale data from Zillow, the median price of a single family residence in Carlsbad is $1.3 million, up by 0.7% year over year in March 2023. Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2023-24 are based on assessed values as of January 1, 2023. Property taxes tend to grow slowly unless there is a significant amount of development-related activity. In past decades the city has seen robust growth in property tax revenue due to new $33 $35 $35 $35 $41 $38 $44 $51 $51 $51 $54 $57 $62 $65 $68 $72 $77 $81 $82 $84 $ M i l l i o n s Fiscal Year Property and Sales Tax Revenues Property Tax Sales Tax May 23, 2023 Item #9 Page 24 of 3842023-24 ANNUAL BUDGET B-5 development, high turnover of existing homes, and double-digit growth in housing prices. However, as opportunities for new development and growth lessen, development-related revenues have slowed. In addition to recent interest rate increases, slower development combined with minimal commercial property transactions and tax reform has caused a slowing in property tax growth in the city. Sales Tax revenues generally move in step with economic conditions and overall, Carlsbad’s economy has absorbed the inflationary increases experienced over the past 12-18 months. The restrictions resulting from the COVID-19 pandemic led to increases in segments like auto sales, construction, drug store sales, chemical products, food markets and recreational products, while others like restaurants and general retail took a major hit. With the pandemic and its impacts mostly behind us, the uncertainty rests with continued levels of inflationary increase and whether or not the rise in interest rates will lower inflation levels adequately. Sales tax revenues improved markedly up until fiscal year 2019-20, peaking in fiscal year 2018-19 at $40.8 million. The onset of the pandemic in March 2020 resulted in swift reductions in sales tax revenues and the city ended the year with $38 million in sales tax revenues. During fiscal year 2020- 21, sales tax levels generally correlated with shelter-in-place mandates. As restrictions were lifted, the city’s sales tax levels recovered—the city ended fiscal year 2020-21 with $44 million in sales tax revenues. Fiscal year 2021-22 experienced the most accelerated recovery, ending the year at a historic high of $51.2 million in sales tax revenues. The fiscal year 2022-23 sales tax estimates reflected uncertainty surrounding market and economic conditions like inflation and impacts to disposable income. But these inflationary increases have yet to adversely impact sales tax revenues through the first six months of the fiscal year and staff anticipate another historic high of sales tax revenues. However, this positive experience does not change the future outlook. With continued levels of inflation and a risk of recession looming, staff have proposed a conservative estimate of Transportation, 30.8% Construction, 1.9% General Retail, 20.5%Miscellaneous, 0.5% Restaurants & Markets, 15.0% Business to Business, 13.1% County Pool, 18.2% Sales Tax by Category Fourth Quarter 2022 May 23, 2023 Item #9 Page 25 of 384CITY OF CARLSBAD B-6 $51.1 million in budgeted revenue for fiscal year 2023-24 which represents a decrease of $0.3 million, or 1%, over fiscal year 2022-23 estimates. As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation (comprised heavily of new auto sales) and general retail sectors, which combined account for over half of taxable sales in Carlsbad. New auto sales are highly elastic—or responsive to changes in price—in comparison to economic trends, and tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to $4.4 million in 2009. Since that dip, auto sales tax revenues hit a high of $13.4 million for the four quarters ended December 31, 2022. With general retail sales tax suffering for the year ended December 31, 2020 and recovering in the year after, the most recent four quarters have shown full recovery increasing nearly 57% and reaching historic levels. Sales tax revenues include those received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of local public safety services. The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT or hotel tax. TOT was the revenue category most adversely impacted by COVID-19. From historic highs of $26 million in fiscal year 2018-19, the city experienced year-over-year decreases of 27% and 16%. Recovery from the pandemic was estimated conservatively; however, fiscal year 2021-22 proved otherwise, reaching a historic high of $32.4 million driven by the easing of restrictions, pent- up demand, and an increase in average daily room rates. This trend continued in fiscal year 2022-23, whereby actual revenues exceeded conservative estimates that were applied to account for sustained levels of unprecedented inflation. It is estimated that TOT revenues will once again reach a historic high this year. According to a report from Tourism Economics, San Diego County tourism will see continued growth in visitation demand of around 9.8% in calendar year 2023. The projected increase is supported by the thought that travel has, since the pandemic, been “reclassified” as a necessary expense rather than a discretionary one. And furthermore, the influx of financial aid and savings achieved $20 $22 $22 $24 $26 $19 $16 $32 $33 $33 $- $5 $10 $15 $20 $25 $30 $35 2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e $ M i l l i o n s Fiscal Year Transient Occupancy Taxes May 23, 2023 Item #9 Page 26 of 3842023-24 ANNUAL BUDGET B-7 throughout the pandemic may likely indicate that uncertainty in the economy can be mitigated by these additional funds. However, group business travel has yet to fully return to pre-pandemic levels, and uncertainty around rising inflation and diminishing pent up demand continue to drive a moderately conservative estimate in fiscal year 2023-24. The City of Carlsbad currently has approximately 4,776 hotel rooms, 343 registered vacation rentals and over 660 timeshares. Franchise Tax revenue has stabilized in recent years and is projected at $7.1 million in fiscal year 2022-23. Franchise taxes are paid by certain industries that use the city’s right-of-way to conduct their business. The city currently has franchise agreements for cable TV service, solid waste services, cell sites, fiber optic antenna systems and gas and electric services. The solid waste franchise fee experienced minor revenue increases that mirror growth in population and changes in rate structures. Cable TV franchise revenue is expected to remain relatively consistent from $1.39 million in fiscal year 2022-23 to $1.41 million in fiscal year 2023-24. This revenue source will most likely remain stable or decline in future years as more subscribers cut cable services and move to online streaming services. In April 2021, a new franchise agreement for solid waste was approved with Republic Services of San Diego. The city receives 7.5% of revenues collected as well as an annual payment of $0.8 million in support of AB 939 and $1.3 million storm water fee. The increase in fiscal year 2023-24 is relatively modest compared to the increase experienced in the prior year that was driven by the $0.8 million payment to assist with AB 939. San Diego Gas & Electric pays franchise taxes for the use of the public land over which they transport gas and electricity. The city also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands, which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. This revenue source experienced a significant increase in fiscal year 2022-23 of $919,000 due to price increases, but is expected to remain relatively flat over the next several years. Business license taxes are closely tied to the health of the local economy, and are projected to increase to $6.4 million in fiscal year 2023-24. This represents growth of $0.2 million or 3% when compared to last year’s adopted budget. Increases in business license taxes correlate with sales tax revenue increases as businesses either pay taxes based on the amount of their gross receipts or based on set fees. There are currently about 9,514 licensed businesses in the City of Carlsbad, 77 less than in the prior year with 6,375 of them located in the city. Development-related revenues are derived from fees for planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities, such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities occur months or years before any actual development. May 23, 2023 Item #9 Page 27 of 384CITY OF CARLSBAD B-8 Over the last 10 years development-related revenues have fluctuated in line with increases and decreases in residential, commercial and industrial development. In fiscal year 2023-24 the city expects a 21% decrease in development related revenues to approximately $3.3 million. This follows higher than anticipated development activity occurring in fiscal year 2022-23. The projected decrease in development-related revenues is tied to the volume and type of development projected to be permitted, multi-family versus single-family, and a drop in the revenues derived from building fees which occur in the early stages of development. Interdepartmental charges are generated through engineering services charged to capital projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged to funds outside the General Fund for services performed by departments within the General Fund. Miscellaneous interdepartmental charges are expected to increase by 10% compared to the prior year’s adopted budget, driven by labor, inflation and cost of construction increases. Income from investments and property include interest earnings as well as rental income from city-owned land and facilities. The city is expected to earn about $3.2 million in interest on its General Fund investments for fiscal year 2022-23 and another $2.7 million in rental and lease income. The yield on the city’s portfolio is forecasted to average 1.5% and cash balances are expected to remain flat as increases in receipts are projected to be offset by increases in expenditures as the City Council’s goals are operationalized. Ambulance fee revenues are estimated to increase $3.3 million over last year’s adopted budget, from $3.9 million to $6.3 million. This increase is due to the Fire Department’s addition of two medical transports. The increase is also driven by the Ground Emergency Medical Transportation Certified public Expenditure Program, which helps cover uncompensated costs for Medi-Cal fee-for- service transports. The department submitted cost reports for fiscal year 2018-19 through 2022-23 and is expected to receive a one-time reimbursement of $666,000. Furthermore, the department will participate in the Public Provider Ground Emergency Medical Transport Intergovernmental Transfer Program which will provide add-on reimbursement payments to help cover uncompensated costs in the future. This will generate approximately $883,000 in additional revenue annually. Lastly, the Fire Department recently completed an ambulance fee study and is proposing to increase the fees to better align cost recovery levels in comparison with jurisdictions in the region. The additional revenue will amount to approximately $2 million annually. Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad expects to receive approximately $1.6 million in transfer taxes for fiscal year 2023-24 which is a 3% increase from fiscal year 2022-23 adopted budget and relatively consistent with current year estimates. The residential real estate market continues to remains strong; however, this will likely be influenced by rising interest rates. While housing prices in Carlsbad have decreased in recent months, inventories are expected to remain low due to the insulated local demand. May 23, 2023 Item #9 Page 28 of 3842023-24 ANNUAL BUDGET B-9 Other intergovernmental revenues include miscellaneous receipts received from the state or federal governments as well as local school districts. With the city receiving its two annual American Rescue Plan Act payments in fiscal 2020-21 and fiscal year 2021-22 totaling $12.6 million, intergovernmental revenues decreased substantially in fiscal year 2022-23 and are expected to remain relatively consistent in fiscal year 2023-24. The All other revenues category includes recreation fees, other licenses and fees, fines and forfeitures, transfers in, and other charges and fees. The estimate for fiscal year 2022-23 totals $1.5 million and is expected at just over $1.0 million in fiscal year 2023-24. Overall, and as reflected in the bar chart above, General Fund revenues are expected to increase $4.2 million or 2% from fiscal year 2022-23 estimates. The General Fund’s primary tax revenues are estimated to increase conservatively to account for the current economic uncertainty and risk of recession. While development-related revenues are expected to decline over prior year estimates, ambulance fee revenues are projected to increase approximately 63% due to a recent ambulance fee study to better align cost recovery with jurisdictions throughout the county. With much of the pandemic’s adverse fiscal impacts behind us, uncertainty surrounding inflation, diminishing pent up demand, impacts to the housing market and overall risk of recession contribute to a conservative outlook that will be monitored into the future. In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of new hotels, restaurants, retail centers and new home development. Those levels of planned growth were not sustainable. As new development slows, it will be increasingly more difficult to produce double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten years. While General Fund revenues have recovered from the pandemic and have thrived through this period of unprecedented inflation, the economic outlook and risk of recession is driving conservative revenue estimates into the future. $141 $148 $152 $159 $179 $174 $182 $201 $208 $212 $- $50 $100 $150 $200 $250 2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e $ M i l l i o n s Fiscal Year General Fund Revenues May 23, 2023 Item #9 Page 29 of 384CITY OF CARLSBAD B-10 Other Funds Revenues from Special Revenue funds are expected to total $19.5 million, an increase of $0.8 million or 4.5% from fiscal year 2022-23 estimates. Funds collected in this category are restricted to specified purposes. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as: • Federal Grants (Rental Assistance and Community Development Block Grants) • Special fees and assessments (Affordable Housing and maintenance assessment districts) • Donations (Library, Cultural Arts, Recreation and Senior Donations) Compared to the fiscal year 2022-23 adopted budget, the most noteworthy changes in the Special Revenue funds occurred in the Lighting and Landscaping District 2 fund where increases of $0.4 million are expected to occur. These revenues are funded from property owner assessments. Additionally, the city will be receiving a new funding source for Permanent Local Housing Allocation. There is no revenue budgeted in the Successor Agency Housing Trust Fund. Although the Carlsbad Redevelopment Agency has been dissolved, the California Department of Finance has approved the repayment of the approximately $8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation Refunding Bonds. All outstanding loans and interest accrued have been paid to the city by the end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually from available property tax revenues allocated by the state to the successor agency. May 23, 2023 Item #9 Page 30 of 384 Special Revenue Funds FY 2023-24 Budgeted Revenues $19.5 Million All Others Permanent Local Housing Allocation $1.lM,6% Donations and Grants $0.4M, 2% Maintenance Districts $4.4M, 22% CDBG $0.6M,3% Affordable Housing $0.6M,3% $1.lM,6% Rental Assistance $11.3M,58% 2023-24 ANNUAL BUDGET B-11 Enterprise fund revenues for fiscal year 2023-24 are projected at $92.8 million representing an increase of 4.2% or $3.7 million over the current year estimates. The revenue breakdown by activity is shown in the graph below. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the goods or services. Carlsbad enterprise funds include water and recycled water delivery, wastewater services, solid waste management and the operation of a municipal golf course. The Water Enterprise Fund revenue for fiscal year 2023-24 is estimated at $48.1 million representing an increase of $1.4 million or 3% when compared to current year revenue estimates. This is driven by increases in water delivery charges. Projected revenues for Recycled Water of $8.8 million are expected to increase by $0.1 million or 1.6% as minor customer growth is expected and a 1% rate increase is forecasted. Forecasted revenues for Wastewater are $22.4 million representing a 16.6% or $3.2 million increase over the current year estimate. This increased estimate is largely driven by rate increases of 20% in 2023 to support rising treatment costs and aging infrastructure costs. Estimated revenues from operations of the Golf Course are $10.2 million, a slight decrease of $0.3 million or 3.2% when compared to current year estimates. This minor decrease is driven by a projected normalization of golf rounds played compared to the spike in demand experienced throughout the pandemic. May 23, 2023 Item #9 Page 31 of 384 Enterprise Fu nds FY 2023-24 Budgeted Revenues $92.8 million Golf Course Operations $10.2M,11% Solid Waste Management $3.2M, 3% ----.!a Wastewater Operations $22.4M,24% CITY OF CARLSBAD Recycled Water $8.9M, 10% Water Operations $48.1M,52% B-12 Solid Waste Management revenues are projected to decrease by 17.9% or $0.7 million when compared to current year estimates. This decrease is mainly driven by a storm water reimbursement from the city’s new waste hauler contract that was received in the previous fiscal year that will not be received in fiscal year 2023-24. Internal Service funds project estimated revenues of $38.4 million for fiscal year 2023-24 representing a decrease of 13.3% or $5.9 million over fiscal year 2022-23 projections. This decrease is driven by one-time transfers from the General Fund of $10.2 million to fund Workers’ Compensation, Risk Management, and Fleet Maintenance programs. Internal service funds account for services provided within the city itself, from one department to another and on a cost reimbursement basis. These include programs such as the self-insurance funds for Workers’ Compensation and General Liability (Risk Management), as well as Vehicle Maintenance and Replacement, and Information Technology. Departments pay for these services and therefore the rates charged are based on the cost to provide the service. The goal of an internal service fund is to match budgeted expenses with charges to the departments. A recent actuarial review of the Workers’ Compensation fund determined that the city should continue to set aside cash reserves in anticipation of future workers’ compensation claims. To achieve this, charges to city departments need to increase by 10-15% annually over the next several years. These planned increases went into effect in fiscal year 2021-22 and are continuing into fiscal year 2023-24. The fiscal year 2023-24 operating budget includes $6.1 million for Workers’ Compensation and $7.1 million for Risk Management. Vehicle Maintenance and Replacement charges are budgeted at $3.7 million and $4.3 million, respectively. Vehicle Maintenance revenues are down compared to current year estimates due to a one-time transfer in from the General Fund of $1.4 million. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or the cost to maintain those vehicles increases. For example, many older generation sedans at the end of their useful lives are now being replaced with hybrids and plug-in hybrids at a higher per unit cost. There have also been significant cost increases over the last several years in specialized vehicles such as fire trucks and ambulances as well as supply chain disruptions and unprecedented inflation that have significantly driven up prices. Information Technology charges to departments have increased by 4.0% or $0.7 million when compared to fiscal year 2022-23 estimates. The main reason for this increase is due to contractual costs previously funded by the Strategic Digital Transformation Investment Program, or SDTIP, continuing beyond their initial year of implementation. The increase is also attributable to contractual increases to existing service contracts. May 23, 2023 Item #9 Page 32 of 3842023-24 ANNUAL BUDGET B-13 OPERATING BUDGET EXPENDITURE SUMMARY The city’s Operating Budget for fiscal year 2023-24 totals $371.8 million, which represents an increase of about $29.5 million or 8.6% as compared to the adopted fiscal year 2022-23 budget. A summary of the changes in each of the city’s programs will be discussed below. Further information about each program can be found in the individual program summary pages. The General Fund contains most of the discretionary revenues that support core city services. However, this should not diminish the importance of the other operating funds as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the budgeted expenditures by fund and program. To ensure the city continues to maintain a balanced budget and analyze its use of taxpayer dollars, the City Manager asked departments to reduce their existing budgets for fiscal year 2023-24 and decrease discretionary spending wherever possible. This directive came after budget reductions of nearly 2% were achieved in fiscal year 2022-23. In fiscal year 2023-24, General Fund departments were able to reduce their ongoing base budgets by $2.3 million while increasing revenues by $1.1 million. This was accomplished despite the increase in costs for certain mandatory fees and unavoidable costs such as SDG&E rate increases and other rising contracted services costs. Some examples of budget reductions proposed in fiscal year 2023-24 include: • Reducing several types of maintenance work, including discretionary parks and trails maintenance, custodian services and vehicle maintenance • Eliminating Sunday operation hours at the city’s three libraries • Reducing the number of city cell phones • Reducing holiday hours at a community centers • Reducing TGIF concerts from 9 to 6 • Reducing total full-time equivalent staffing levels by 12.06 over the previous year These efforts contributed immensely to the city’s ability to present a balanced budget in fiscal year 2023-24 and into the future. The reductions proposed were carefully evaluated to ensure ongoing service level impacts were mitigated as much as possible. Through this process, it became clear that the city’s budget has reached a point where further reductions, if pursued, will likely result in significant service level impacts. Budget Budget $% 2022-23 2023-24 Change Change General Fund 198.4$ 211.5$ 13.1$ 6.6% Special Revenue 17.3 20.2 2.9 16.8% Enterprise 92.9 105.7 12.8 13.8% Internal Service 32.6 33.3 0.7 2.2% Successor Agency Housing Trust 1.1 1.1 - 0.0% Total 342.3$ 371.8$ 29.5$ 8.6% BUDGET EXPENDITURE SUMMARY By Fund Type (In Millions) May 23, 2023 Item #9 Page 33 of 384CITY OF CARLSBAD B-14 The total Operating Budget for the General Fund for fiscal year 2023-24 is $211.5 million which is $13.1 million or 6.6% more than the previous year’s adopted budget of $198.4 million. These changes are discussed in more detail on the following pages. Personnel costs make up approximately 61.4% of the General Fund budget. The total personnel budget for fiscal year 2023-24 is $129.9 million which is $5.8 million or 4.7% greater than the previous year’s total personnel budget of $124.1 million. This is driven by negotiated compensation increases as well as anticipated step increases. In fiscal year 2023-24, the preliminary budget continues to propose including a line item for “vacancy savings.” This represents the estimated amount of budgeted personnel savings that will be realized by the end of the fiscal year. This mechanism is proposed for multiple reasons: (1) budgeting for vacancy savings reduces the total amount of the General Fund budget, (2) budgeted personnel costs more closely align with actual personnel costs over the course of the fiscal year, (3) historically, the city would bring recommendations to repurpose budget savings at the mid-year point of the fiscal year. This mechanism pre-emptively achieves that objective, and (4) budgeting vacancy savings will achieve alignment with the city’s 10-year forecast which has historically included a line item for vacancy savings. Budget Budget $% 2022-23 2023-24 Change Change Personnel 124.1$ 129.9$ 5.8$ 4.7% Personnel, gross 126.1 131.9 5.8 4.6% Vacancy Savings (2.0) (2.0) - 0.0% Maintenance & Operations 59.2 59.6 0.4 0.7% Capital Outlay 1.5 0.1 (1.4) -94.7% Transfers 13.6 21.9 8.3 61.1% Subtotal 198.4$ 211.5$ 13.1$ 6.6% GENERAL FUND SUMMARY By Expenditure Type (In Millions) Budget Budget $% 2022-23 2023-24 Change Change Salaries and Wages 83.3$ 88.3 5.0 6.0% Salaries and Wages, gross 85.3 90.3 5.0 5.9% Vacancy Savings (2.0) (2.0) - 0.0% Retirement Benefits 23.0 23.2 0.2 0.7% Health Insurance 10.7 10.7 - -0.1% Other Personnel 7.1 7.7 0.6 8.6% Total 124.1$ 129.9$ 5.8$ 4.7% Personnel Costs (In Millions) GENERAL FUND May 23, 2023 Item #9 Page 34 of 3842023-24 ANNUAL BUDGET B-15 The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries include full-time and part-time staff costs and are expected to increase in fiscal year 2023-24 by $5.0 million or 6.0%. The increase is primarily due to negotiated salary increases offset by a reduction in total full-time equivalents of 12.06. The full-time staffing changes are listed below. • Library & Cultural Arts added 1.0 Production Technician and 1.0 Senior Librarian in Adult & Teen Services. The addition of these two full-time positions is offset and funded by the reduction of 5.55 full-time equivalent positions, resulting in ongoing savings to the General Fund of approximately $100,000. • The Fire Department added 1.0 Senior Office Specialist. The addition of this full-time position is offset and funded by the reduction of two part-time positions. In conjunction with additional changes made during fiscal year 2022-23, a cost neutral fiscal impact was achieved. • Community Services Administration eliminated a full-time administrative position as part of departmental reorganization efforts within the branch. • The Utilities Department eliminated one vacant Meter Services Supervisor position in relation to technological advances that resulted in operational and business need changes within the department. Retirement Benefits Cost CalPERS administers the city’s defined benefit pension plan and costs have been increasing in past years as CalPERS addresses a structural shortfall in plan assets to cover unfunded liabilities. As part of CalPERS’ strategy to ensure the plan’s sustainability, CalPERS deliberately raised participating agencies’ contributions over several years to improve the plan’s long-term funded status. The pension system continues to pursue tactics in support of its strategy to ensure plan sustainability such as investing in assets with the objective of achieving a long-term rate of return that meets or exceeds 7%. While pension costs are increasing, there is some downward pressure on costs as new employees receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability, but still poses a significant risk on the city’s cost profile. In support of CalPERS strategies for plan sustainability and as part of the city’s strategic, long- term approach to financial management, the city actively manages its unfunded pension liability. Since fiscal year 2016-17, the City Council has approved additional discretionary contributions of $56.4 million to decrease future costs of the city’s unfunded actuarial liability and achieve a funded status of 80% in accordance with City Council Policy Statement No. 86. This active management helps ensure that resources are available to fulfill the city’s contractual promises to its employees and minimizes the chance that funding these pension benefits will interfere with the city’s ability to provide essential public services. General Fund Health Insurance costs in the General Fund are remaining relatively flat at $10.7 million. Other Personnel Costs include workers’ compensation expenses and other miscellaneous costs such as Medicare, unemployment and disability which are increasing collectively by $0.6 million or 8.6%. In support of CalPERS strategies for plan sustainability, and as part of the city’s strategic, long-term approach to financial management, the city actively manages its unfunded pension liability. May 23, 2023 Item #9 Page 35 of 384CITY OF CARLSBAD B-16 Maintenance and Operations costs represent about 28.2% of the total General Fund budget and include the budgets for all program expenses other than personnel, capital outlay and transfers. Overall, total maintenance and operations costs are projected at $59.6 million which represents an increase of about $0.4 million or 0.7% for fiscal year 2023-24 when compared to fiscal year 2022-23. With year-over-year increases in inflation of 8.2% and 6.4%, respectively, this relatively minor increase in maintenance and operations is a tremendous achievement that was accomplished through a strategic analysis of budget reductions. These reductions (1) enabled the General Fund to absorb new unfunded mandates and regulatory budget items, (2) contributed to the proposed budget surplus in fiscal year 2023-24, and (3) will assist in delaying the timing for when expenditures are projected to exceed revenues in the General Fund. Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of $0.1 million are budgeted in the General Fund for fiscal year 2023-24. This represents a decrease of $1.4 million or 95% and is a result of postponing the purchase of new vehicles. Operating Costs Associated with Capital Investments As the city completes major capital projects, the costs of maintaining and operating the facilities and improvements, including additional personnel if necessary, are added to departmental operating budgets. The city’s Capital Improvement Program and Strategic Digital Transformation Investment Program budgets include future projected operating impacts, which are estimated in the tables found on pages H-31 and I-16, respectively. May 23, 2023 Item #9 Page 36 of 3842023-24 ANNUAL BUDGET B-17 Advances Advances and repayments of prior advances are amounts anticipated to be transferred from the General Fund to other city funds with expectation of repayment in future years. No General Fund advances are included in this year’s operating budget. Expenditures in the General Fund remained relatively consistent until fiscal year 2015-16, when the budget reflected an 8.2% increase in expenditures primarily due to increased personnel costs. In fiscal year 2016-17, expenditures included $25.3 million in one-time costs, including $10.5 million for a transfer to the Capital Improvement Program for Fire Station 2 reconstruction and $14.8 million to pay off the golf course construction bonds. The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs reflected in fiscal year 2016-17. These cost reductions were partially offset by an additional one-time payment to CalPERS to address the city’s unfunded pension liability, the addition of nine staff members, additional legal and expert costs associated with the county airport expansion and the Safety Training Center lawsuit, higher personnel costs due to normal salary and benefit increases, and higher mutual aid costs. Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of 34 new full-time employees, but was largely offset due to the city’s response to the COVID-19 pandemic and the need to reduce discretionary spending as much as possible during that unprecedented time. Fiscal year 2020-21 expenditures reflect an additional $10 million one-time payment to CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by the continuation of the COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year 2021-22 expenditures reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the City Council’s goals. The increase includes $5.9 million in one-time costs associated with the goals, and the addition of 18 new full-time and 6.7 part-time employees which May 23, 2023 Item #9 Page 37 of 384 $250 $200 V, C: .Q $150 E c: $100 -(/). $50 $- CITY OF CARLSBAD History of General Fund Expenditures $216 $213 $212 $199 $171 $168 $164 $148 $121 $129 2015 2016 2017 2018 2019 2020 2021 2022 2023e 2024e Fiscal Year B-18 are mostly associated with the goals. The city again made an additional one-time $6.4 million payment to CalPERS to bring down the city’s unfunded pension liability. Fiscal year 2022-23 expenditures include the addition of 24 full-time employees as well as a number of new one-time requests in order to execute City Council goals, as well as a total of $10.6 million in one-time transfers to fund Workers’ Compensation, Risk Management, and Fleet Maintenance. Lastly, a $2 million allocation was approved to fund the Safer Streets local emergency. Another way of looking at the General Fund budget is by Program Expenditures. The chart below compares the total fiscal year 2023-24 budget to those amounts adopted in the previous year. A detailed description of each department, its services, budget summary and department accomplishments and priorities can be found in the department program summary pages. Budget Budget $% 2022-23 2023-24 Change Change Policy & Leadership Group 8.5$ 8.4$ (0.1)$ -0.6% Administrative Services - Administration 0.6 0.8 0.2 4.9% Administrative Services - Finance 5.5 5.3 (0.2) -2.7% Administrative Services - Human Resources 5.3 5.0 (0.3) -4.5% Administrative Services - Innovation & Economic Dev.2.5 2.6 0.1 0.1% Community Services - Administration 0.7 0.6 (0.1) -13.4% Community Services - Community Development 10.4 11.0 0.6 6.1% Community Services - Housing & Homeless Services 3.1 2.8 (0.3) -11.8% Community Services - Library & Cultural Arts 14.1 13.6 (0.5) -3.2% Community Services - Parks & Recreation 21.2 21.1 (0.1) -0.5% Public Safety - Fire 37.8 37.7 (0.1) 0.0% Public Safety - Police 51.2 55.6 4.4 8.5% Public Works - Administration 1.4 1.6 0.2 8.4% Public Works - Construction Mgmt. & Inspection 3.3 3.3 - -0.2% Public Works - Environmental Management 1.2 1.2 - 1.6% Public Works - Facilities 6.8 7.5 0.7 10.8% Public Works - Transportation 9.7 9.7 - 0.3% Non-Departmental 15.1 23.7 8.6 56.9% Total 198.4$ 211.5$ 13.0$ 6.6% GENERAL FUND EXPENDITURES By Department (In Millions) A detailed description of each department’s budget can be found in the department program summaries. May 23, 2023 Item #9 Page 38 of 3842023-24 ANNUAL BUDGET B-19 Transfers are amounts anticipated to be transferred from the General Fund to another city fund. The transfers included in the adopted budget are as follows: $12.6 million split evenly between the Infrastructure Replacement Fund, General Capital Construction Fund and the Technology Investment Capital Fund ($4.2 million each). This will fund major new construction, maintenance and replacement of city infrastructure and facilities, and the city’s future technology needs. This represents 6% of budgeted General Fund revenues and is in line with the requirements set forth in Council Policy No. 91 – Long Term General Fund Capital Funding Policy. $7.4 million in additional transfers to the General Capital Construction Fund resulting from the estimated General Fund surplus. The General Capital Construction Fund is funded by the General Fund and includes many capital projects programmed in the future. The level of funding necessary to fully fund these projects is an increasing concern. This one-time transfer amount will assist with funding the city’s general capital construction into the future. $0.3 million to the Storm Water Program for reimbursement of the General Fund portion of Storm Water expenses. $1.6 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to cover cash shortfalls, as annual assessments collected from property owners do not cover annual operating expenditures. Annual assessments can only be increased with a majority vote of the property owners. General Fund Summary The operating budget for fiscal year 2023-24 provides a balanced General Fund budget for the coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted expenditures by $0.5 million. This projected surplus will be added to city reserves to be used in accordance with the city’s adopted reserve policy. Fiscal Year 2023-24 General Fund Operating Surplus General Fund fiscal year 2023-24 revenue estimates $212.0 million General Fund fiscal year 2023-24 preliminary expenditures $211.5 million Projected operating surplus for fiscal year 2023-24 $ 0.5 million General Fund Reserves Projected unassigned balance at June 30, 2023 $117.9 million Plus: projected fiscal year 2023-24 surplus $ 0.5 million Equals: projected unassigned balance at June 30, 2024 $118.4 million May 23, 2023 Item #9 Page 39 of 384CITY OF CARLSBAD B-20 Changes in Other Funds Special Revenue funds are budgeted at $20.2 million representing an increase in expenditures of 16.8% or $2.9 million when compared to fiscal year 2022-23. With the exception of the new funding source, Permanent Local Housing Allocation, spending in most programs is expected to remain at similar or slightly higher levels over the prior year. Expenditure increases of $0.9 million or 8.9% are planned in the Rental Assistance Fund largely because of program expansion and corresponding increase in rental assistance payments. This reflects additional revenue received from federally funded programs to assist more lower-income households in Carlsbad. Enterprise funds total $105.7 million which represents an increase of $12.8 million or 13.8% over the fiscal year 2022-23 adopted budget. The Potable Water and Recycled Water funds continue to operate and maintain critical infrastructure systems and provides the safe delivery of drinking water, conservation outreach and treated irrigation water. The Wastewater fund provides reliable wastewater collection services. The Internal Service funds total $33.3 million and represents an overall increase of $0.7 million or 2.2% over fiscal year 2022-23. Much of the increase in Workers’ Compensation and Risk Management costs is attributable to rising insurance liability rates, claims filed and administrative costs. Vehicle Maintenance and Replacement and Information Technology expenditures, in total, decreased as a result of vehicle replacement timing. The fiscal year 2022-23 adopted budget included multiple high- dollar vehicle replacements compared to smaller purchases scheduled in fiscal year 2023-24. More detail regarding the increase in Information Technology due to the reorganization of personnel can be found in the internal service fund piece of the revenue summary section earlier in this document. The budget for the Successor Agency Housing Trust Fund for fiscal year 2023-24 is approximately the same as the prior year’s adopted budget of $1.1 million. The Recognized Obligation Payments Schedule identifies financial commitments of the former Redevelopment Agency, including the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt service payment on the bond issue is scheduled for September 2023 and the city loan will be paid off by the end of fiscal year 2023-24. These obligations are to be paid from semi-annual property tax increment revenue received by the Successor Agency. May 23, 2023 Item #9 Page 40 of 3842023-24 ANNUAL BUDGET B-21 Adopted Adopted Adopted Preliminary Budget Budget Budget Budget Department 2020-21 2021-22 2022-23 2023-24 City Attorney 8.00 8.00 8.00 8.00 City Clerk Services 7.00 7.00 7.00 7.00 City Council 2.00 2.00 2.00 2.00 City Manager 7.00 7.00 7.00 7.00 City Treasurer 1.00 1.00 1.00 1.00 Communication & Engagement 7.00 7.00 9.00 9.00 Administrative Services - Administration 0.00 3.00 3.00 3.00 Finance 31.00 28.00 26.00 26.00 Human Resources 17.00 17.00 18.00 18.00 Information Technology 37.00 37.00 43.00 43.00 Innovation & Economic Development 4.00 4.00 9.00 9.00 Miscellaneous Non-departmental 0.00 0.00 0.00 0.10 Community Services - Administration 3.00 3.00 3.00 2.00 Community Development 61.75 53.00 52.00 52.00 Housing & Homeless Services 0.00 14.00 16.00 16.00 Library & Cultural Arts 52.50 52.50 51.00 53.00 Parks & Recreation 55.00 55.00 59.00 59.00 Fire 97.75 111.00 123.00 123.90 Police 184.00 186.00 187.00 187.00 Public Works 172.75 177.75 182.75 181.75 Total Full-Time Personnel 747.75 773.25 806.75 807.75 Hourly Full-Time Equivalent Personnel 186.59 193.81 180.90 167.84 Total 934.34 967.06 987.65 975.59 PERSONNEL ALLOCATIONS May 23, 2023 Item #9 Page 41 of 384CITY OF CARLSBAD B-22 May 23, 2023 Item #9 Page 42 of 3842023-24 ANNUAL BUDGET B-23 SCHEDULE OF PROJECTED FUND BALANCE Projected Projected Beginning Ending Change as % of Fund Balance Estimated Estimated Fund Balance July 1, 2022 Fund July 1, 2022 Revenues Expenditures June 30, 2023 Fund Balance General Fund 122,554,527$ *207,801,063$ 212,492,054$ 117,863,536$ *-3.8% Special Revenue Funds Affordable Housing 17,341,701 884,406 288,618 17,937,489 3.4% Agricultural Mitigation Fee 1,186,588 13,500 392,687 807,401 -32.0% Buena Vista Channel Maintenance District 1,527,280 119,095 195,245 1,451,130 -5.0% Citizens' Option for Public Safety 389,368 287,200 265,705 410,863 5.5% Community Activity Grants 1,079,163 12,000 - 1,091,163 1.1% Community Development Block Grant 569,707 701,309 728,372 542,644 -4.8% Cultural Arts Donations 334,071 28,424 85,489 277,006 -17.1% Habitat Mitigation Fee - 52,002 52,002 - 0.0% Library and Arts Endowments 259,307 2,500 4,000 257,807 -0.6% Library Gifts and Bequests 1,692,630 136,500 275,041 1,554,089 -8.2% Lighting and Landscaping District 2 4,825,153 759,743 335,033 5,249,863 8.8% Local Cable Infrastructure 806,259 299,000 435,000 670,259 -16.9% Median Maintenance District 315,473 1,316,900 1,476,870 155,503 -50.7% Opioid Settlement Fund - 238,846 - 238,846 0.0% Parking In Lieu Fee 1,146,591 13,000 53,000 1,106,591 -3.5% Permanent Local Housing Allocation - - - - 0.0% Police Asset Forfeiture 239,638 2,368 105,869 136,137 -43.2% Public Safety Grants 19,485 301,796 321,281 - -100.0% Recreation Donations 307,647 58,711 84,809 281,549 -8.5% Rental Assistance 196,913 10,850,661 10,860,729 186,845 -5.1% Senior Donations 299,770 20,646 43,500 276,916 -7.6% Street Lighting Maintenance District 2,712,485 1,000,972 916,850 2,796,607 3.1% Street Tree Maintenance District 255,061 920,500 1,075,168 100,393 -60.6% Tyler Court Apartments 68,224 681,472 748,339 1,357 -98.0% Total Special Revenue Funds 35,572,514 18,701,551 18,743,607 35,530,458 -0.1% Enterprise Funds Water Operations 31,998,456 46,727,000 48,000,000 30,725,456 -4.0% Recycled Water Operations 4,335,400 8,787,905 9,000,000 4,123,305 -4.9% Wastewater Operations 10,692,480 19,168,000 16,900,000 12,960,480 21.2% Solid Waste Management 12,748,480 3,854,582 4,982,227 11,620,835 -8.9% Golf Course 3,917,630 10,586,297 8,660,962 5,842,965 49.2% Total Enterprise Funds 63,692,446 89,123,784 87,543,189 65,273,041 2.5% Internal Service Funds Workers' Compensation 1,084,141 14,008,855 6,267,000 8,825,996 714.1% Risk Management (200,336) 4,971,351 5,155,035 (384,020) 91.7% Vehicle Maintenance 150,341 4,725,118 4,017,238 858,221 470.9% Vehicle Replacement 18,715,868 3,970,753 7,398,750 15,287,871 -18.3% Information Technology 9,349,922 16,542,819 17,086,055 8,806,686 -5.8% Total Internal Service Funds 29,099,936 44,218,896 39,924,078 33,394,754 14.8% Successor Agency Housing Trust Fund 1,150,471 1,008,646 1,038,203 1,120,914 -2.6% Total Operating Funds 252,069,894$ 360,853,940$ 359,741,131$ 253,182,703$ 0.4% * For the General Fund only, this represents unassigned fund balance. May 23, 2023 Item #9 Page 43 of 384CITY OF CARLSBAD B-24 SCHEDULE OF PROJECTED FUND BALANCE Projected Projected Beginning Ending Change as % of Fund Balance Estimated Adopted Fund Balance June 30, 2023 Fund June 30, 2023 Revenues Budget June 30, 2024 Fund Balance General Fund 117,863,536$ *212,012,126$ 211,513,476$ 118,362,186$ *0.4% Special Revenue Funds Affordable Housing 17,937,489 581,663 668,530 17,850,622 -0.5% Agricultural Mitigation Fee 807,401 13,000 - 820,401 1.6% Buena Vista Channel Maintenance District 1,451,130 116,000 195,245 1,371,885 -5.5% Citizens' Option for Public Safety 410,863 252,500 295,298 368,065 -10.4% Community Activity Grants 1,091,163 12,000 30,000 1,073,163 -1.7% Community Development Block Grant 542,644 585,275 702,305 425,614 -21.6% Cultural Arts Donations 277,006 3,424 148,750 131,680 -52.5% Habitat Mitigation Fee - - - - 0.0% Library and Arts Endowments 257,807 2,500 6,000 254,307 -1.4% Library Gifts and Bequests 1,554,089 90,500 462,785 1,181,804 -24.0% Lighting and Landscaping District 2 5,249,863 854,900 367,500 5,737,263 9.3% Local Cable Infrastructure 670,259 282,000 538,956 413,303 -38.3% Median Maintenance District 155,503 1,400,000 1,396,580 158,923 2.2% Opioid Settlement Fund 238,846 - 21,466 217,380 -9.0% Parking In Lieu Fee 1,106,591 13,000 56,000 1,063,591 -3.9% Permanent Local Housing Allocation - 1,119,126 1,119,126 - 0.0% Police Asset Forfeiture 136,137 2,400 75,000 63,537 -53.3% Public Safety Grants - - - - 0.0% Recreation Donations 281,549 49,200 81,200 249,549 -11.4% Rental Assistance 186,845 11,334,677 11,339,700 181,822 -2.7% Senior Donations 276,916 18,500 33,500 261,916 -5.4% Street Lighting Maintenance District 2,796,607 1,024,754 1,100,077 2,721,284 -2.7% Street Tree Maintenance District 100,393 1,005,000 1,004,763 100,630 0.2% Tyler Court Apartments 1,357 774,967 604,523 171,801 12560.4% Total Special Revenue Funds 35,530,458 19,535,386 20,247,304 34,818,540 -2.0% Enterprise Funds Water Operations 30,725,456 48,149,000 54,759,803 24,114,653 -21.5% Recycled Water Operations 4,123,305 8,926,380 11,849,122 1,200,563 -70.9% Wastewater Operations 12,960,480 22,356,000 23,068,138 12,248,342 -5.5% Solid Waste Management 11,620,835 3,165,200 5,950,634 8,835,401 -24.0% Golf Course 5,842,965 10,249,500 10,121,000 5,971,465 2.2% Total Enterprise Funds 65,273,041 92,846,080 105,748,697 52,370,424 -19.8% Internal Service Funds Workers' Compensation 8,825,996 6,098,510 5,157,892 9,766,614 10.7% Risk Management (384,020) 7,109,660 6,718,232 7,408 -101.9% Vehicle Maintenance 858,221 3,632,863 3,696,339 794,745 -7.4% Vehicle Replacement 15,287,871 4,311,539 1,068,564 18,530,846 21.2% Information Technology 8,806,686 17,204,775 16,637,475 9,373,986 6.4% Total Internal Service Funds 33,394,754 38,357,347 33,278,502 38,473,599 15.2% Successor Agency Housing Trust Fund 1,120,914 - 1,059,500 61,414 -94.5% Total Operating Funds 253,182,703$ 362,750,939$ 371,847,479$ 244,086,163$ -3.6% * For the General Fund only, this represents unassigned fund balance. May 23, 2023 Item #9 Page 44 of 3842023-24 ANNUAL BUDGET B-25 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 General Fund Taxes Property Tax 80,015,372$ 81,509,276$ 84,246,868$ 3.4% 2,737,592$ Sales Tax 51,175,423 51,379,433 51,064,943 -0.6% (314,490) Transient Occupancy Tax 32,402,771 32,500,000 32,861,193 1.1% 361,193 Franchise Tax 6,370,942 6,971,000 7,084,717 1.6% 113,717 Business License Tax 6,619,296 6,242,000 6,435,502 3.1% 193,502 Transfer Tax 2,178,717 1,570,000 1,624,950 3.5%54,950 Total Taxes 178,762,521 180,171,709 183,318,173 1.8% 3,146,464 Intergovernmental Homeowners Exemption 338,265 353,000 353,000 0.0%- Other Intergovernmental 7,387,339 821,418 657,951 -19.9% (163,467) Total Intergovernmental 7,725,604 1,174,418 1,010,951 -13.9% (163,467) Licenses and Permits Building Permits 1,691,494 1,800,000 1,250,000 -30.6% (550,000) Other Licenses and Permits 1,054,108 867,980 850,500 -2.0% (17,480) Total Licenses And Permits 2,745,602 2,667,980 2,100,500 -21.3% (567,480) Charges for Services Planning Fees 698,900 476,800 445,000 -6.7% (31,800) Building Department Fees 863,329 1,008,000 860,000 -14.7% (148,000) Engineering Fees 933,326 929,100 772,000 -16.9% (157,100) Ambulance Fees 3,425,287 4,430,000 6,330,000 42.9% 1,900,000 Recreation Fees 2,701,108 2,529,837 2,598,600 2.7%68,763 Other Charges or Fees 1,715,034 1,202,575 1,584,245 31.7% 381,670 Total Charges For Services 10,336,984 10,576,312 12,589,845 19.0% 2,013,533 Fines and Forfeitures 342,948 355,770 276,200 -22.4% (79,570) Income from Investments and Property (5,524,578) 6,021,288 5,948,225 -1.2% (73,063) Interdepartmental Charges 5,314,617 5,375,335 5,746,232 6.9% 370,897 Other Revenue Sources 1,351,103 1,458,251 1,022,000 -29.9% (436,251) Total General Fund 201,054,801$ 207,801,063$ 212,012,126$ 2.0% 4,211,063$ * Interest is calculated on an amortized cost basis. May 23, 2023 Item #9 Page 45 of 384CITY OF CARLSBAD B-26 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds Affordable Housing Affordable Housing Fees 342,149$ 247,946$ 247,000$ -0.4%(946)$ Property Tax - - - 0.0%- Interest Income (491,215) 587,196 329,663 -43.9% (257,533) Other Revenue 1,112,930 49,264 5,000 -89.9% (44,264) Total Affordable Housing 963,864 884,406 581,663 -34.2% (302,743) Agricultural Mitigation Fee Agricultural Mitigation Fees 210,100 - - 0.0%- Interest Income (49,135) 13,500 13,000 -3.7%(500) Total Agriculutural Mitigation Fee 160,965 13,500 13,000 -3.7%(500) Buena Vista Channel Maintenance Assessment Fees 161,000 100,000 100,000 0.0%- Interest Income (61,578) 19,095 16,000 -16.2%(3,095) Total Buena Vista Channel Maintenance 99,422 119,095 116,000 -2.6%(3,095) Citizens' Option for Public Safety State Funding (AB3229)283,504 282,500 250,000 -11.5% (32,500) Interest Income (16,893) 4,700 2,500 -46.8%(2,200) Total Citizens' Option For Public Safety 266,611 287,200 252,500 -12.1% (34,700) Community Activity Grants Interest Income (45,969) 12,000 12,000 0.0%- Total Community Activity Grants (45,969) 12,000 12,000 0.0%- Community Development Block Grant Federal Grant 1,036,043 508,874 545,490 7.2%36,616 Interest Income 50,419 10,047 10,147 1.0%100 Other Revenue 325,511 182,388 29,638 -83.8% (152,750) Total Community Dev. Block Grant 1,411,973 701,309 585,275 -16.6% (116,034) Cultural Arts Donations Donations 48,000 25,000 - -100.0% (25,000) Interest Income (14,453) 3,424 3,424 0.0%- Total Cultural Arts Donations 33,547 28,424 3,424 -88.0% (25,000) Habitat Mitigation Fee Mitigation Fees 64,552 51,562 - -100.0% (51,562) Interest Income 648 440 - -100.0%(440) Total Habitat Mitigation Fee 65,200 52,002 - -100.0% (52,002) May 23, 2023 Item #9 Page 46 of 3842023-24 ANNUAL BUDGET B-27 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds - Continued Library And Arts Endowment Fund Interest Income (11,044)$ 2,500$ 2,500$ 0.0%-$ Total Library And Arts Endowment Fund (11,044) 2,500 2,500 0.0%- Library Gifts/Bequests Gifts and Bequests 248,851 120,000 74,000 -38.3% (46,000) Interest Income (73,328) 16,500 16,500 0.0%- Total Library Gifts/Bequests 175,523 136,500 90,500 -33.7% (46,000) Lighting And Landscaping District 2 Assessment Fees 661,641 686,700 781,200 13.8%94,500 Interest Income (201,598) 73,043 73,700 0.9%657 Total Lighting And Landscaping Dist. 2 467,567 759,743 854,900 12.5%95,157 Local Cable Infrastructure Fund Cable Fees 301,514 290,000 275,000 -5.2% (15,000) Interest Income (32,840) 9,000 7,000 -22.2%(2,000) Total Local Cable Infrastructure Fund 268,674 299,000 282,000 -5.7% (17,000) Median Maintenance Assessment Fees 346,058 365,000 365,000 0.0%- Other 952,289 951,900 1,035,000 8.7%83,100 Total Median Maintenance 1,298,347 1,316,900 1,400,000 6.3%83,100 Opioid Settlement Fund Settlements - 238,846 - -100.0% (238,846) Total Median Maintenance - 238,846 - -100.0% (238,846) Parking In Lieu Parking In Lieu Fees 44,960 - - 0.0%- Interest Income (49,043) 13,000 13,000 0.0%- Total Parking In Lieu (4,083) 13,000 13,000 0.0%- Permanent Local Housing Allocation Federal Grant - - 1,119,126 0.0% 1,119,126 Total Police Grants - - 1,119,126 0.0% 1,119,126 Police Asset Forfeiture Asset Forfeitures 2,672 - - 0.0%- Interest Income (10,275) 2,368 2,400 1.4%32 Total Police Asset Forfeiture (7,603) 2,368 2,400 1.4%32 Public Safety Grants Federal Grant 171,776 301,796 - -100.0% (301,796) Total Police Grants 171,776 301,796 - -100.0% (301,796) Recreation Donations Donations 67,052 55,981 46,500 -16.9%(9,481) Interest Income (13,157) 2,730 2,700 -1.1%(30) Total Recreation Donations 53,895 58,711 49,200 -16.2%(9,511) May 23, 2023 Item #9 Page 47 of 384CITY OF CARLSBAD B-28 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 Special Revenue Funds - Continued Rental Assistance Federal Grant 8,933,219$ 8,988,081$ 9,035,487$ 0.5%47,406$ Other Revenue 1,109,397 1,862,580 2,299,190 23.4% 436,610 Total Rental Assistance 10,042,616 10,850,661 11,334,677 4.5% 484,016 Senior Donations Donations 3,035 6,400 5,000 -21.9%(1,400) Interest Income (12,822) 3,500 3,500 0.0%- Other Revenue 11,137 10,746 10,000 -6.9%(746) Total Senior Donations 1,350 20,646 18,500 -10.4%(2,146) Street Lighting Assessment Fees 739,284 740,000 740,000 0.0%- Other Revenue 155,790 228,222 254,754 11.6%26,532 Interest Income (117,704) 32,750 30,000 -8.4%(2,750) Total Street Lighting 777,370 1,000,972 1,024,754 2.4%23,782 Street Tree Maintenance Assessment Fees 471,860 470,000 470,000 0.0%- Other Revenue 440,239 450,500 535,000 18.8%84,500 Total Street Tree Maintenance 912,099 920,500 1,005,000 9.2%84,500 Tyler Court Apartments Rental Income 649,402 680,000 772,982 13.7%92,982 Other Revenue 3,196 1,472 1,985 34.9%513 Interest Income 69 - - 0.0%- Total Tyler Court Apartments 652,667 681,472 774,967 13.7%93,495 Total Special Revenue Funds 17,754,767$ 18,701,551$ 19,535,386$ 4.5% 833,835$ May 23, 2023 Item #9 Page 48 of 3842023-24 ANNUAL BUDGET B-29 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 Enterprise Funds Water Operations Water Sales 27,783,136$ 27,012,000$ 27,822,000$ 3.0% 810,000$ Ready-to-Serve charge 12,737,089 13,462,000 13,866,000 3.0% 404,000 Property Tax 4,694,121 4,705,000 4,705,000 0.0%- New Account Charges 105,269 108,000 108,000 0.0%- Back-Flow Program Fees 167,823 168,000 168,000 0.0%- Penalty Fees 189,399 391,000 411,000 5.1%20,000 Interest Income (1,498,707) 319,000 389,000 21.9%70,000 Engineering Overhead 95,307 155,000 155,000 0.0%- Service Connection Fees (13,700) 15,000 20,000 33.3%5,000 Other Revenue 3,679,732 392,000 505,000 28.8% 113,000 Total Water Operations 47,939,469 46,727,000 48,149,000 3.0% 1,422,000 Recycled Water Operations Water Sales 6,924,934 7,103,000 7,210,000 1.5% 107,000 Ready-to-Serve charge 1,271,831 1,350,000 1,370,000 1.5%20,000 Interest Income 320,128 (89,600) (80,000) -10.7%9,600 Other Revenue 214,299 424,505 426,380 0.4%1,875 Total Recycled Water Operations 8,731,192 8,787,905 8,926,380 1.6% 138,475 Wastewater Operations Service Charges 16,057,876 18,741,000 21,927,000 17.0% 3,186,000 Misc. Sewer 162,518 12,000 12,000 0.0%- Engineering Overhead 65,119 120,000 120,000 0.0%- Penalty Fees 61,779 120,000 120,000 0.0%- Interest Income (551,699) 108,000 110,000 1.9%2,000 Other Revenue 238,485 67,000 67,000 0.0%- Total Wastewater Operations 16,034,078 19,168,000 22,356,000 16.6% 3,188,000 Solid Waste Management Recycling Fees (AB939)428,284 800,000 800,000 0.0%- Penalty Fees 32,307 1,500 - -100.0%(1,500) Trash Surcharge 3,223,792 1,900,000 1,300,000 -31.6% (600,000) Interest Income (524,899) 132,260 125,200 -5.3%(7,060) Other Revenue 578,967 1,020,822 940,000 -7.9% (80,822) Total Solid Waste Management 3,738,451 3,854,582 3,165,200 -17.9% (689,382) Golf Course Operations Charges for Services 10,424,281 10,437,122 10,085,000 -3.4% (352,122) Interest Income (103,721) 68,675 84,000 22.3%15,325 Other Revenue 102,878 80,500 80,500 0.0%- Total Golf Course Operations 10,423,438 10,586,297 10,249,500 -3.2% (336,797) Total Enterprise Funds 86,866,628$ 89,123,784$ 92,846,080$ 4.2% 3,722,296$ May 23, 2023 Item #9 Page 49 of 384CITY OF CARLSBAD B-30 SCHEDULE OF REVENUE ESTIMATES 2022-23 2023-24 Change as %Difference 2021-22 Estimated Estimated of 2022-23 2022-23 to Revenue Source Actuals Revenue Revenue Estimated 2023-24 Internal Service Funds Workers' Compensation Interdepartmental Charges 4,524,120$ 5,174,620$ 5,908,510$ 14.2% 733,890$ Interest Income (567,118) 190,000 190,000 0.0%- Other Revenue 849,077 8,644,235 - -100.0% (8,644,235) Total Workers' Compensation 4,806,079 14,008,855 6,098,510 -56.5% (7,910,345) Risk Management Interdepartmental Charges 3,305,532 3,890,450 7,069,660 81.7% 3,179,210 Interest Income (206,581) 40,000 40,000 0.0%- Other Revenue 49,453 1,040,901 - -100.0% (1,040,901) Total Risk Management 3,148,404 4,971,351 7,109,660 43.0% 2,138,309 Vehicle Maintenance Interdepartmental Charges 3,038,651 3,272,355 3,605,863 10.2% 333,508 Interest Income (13,555) 10,807 7,000 -35.2%(3,807) Other Revenue 67,848 1,441,956 20,000 -98.6% (1,421,956) Total Vehicle Maintenance 3,092,944 4,725,118 3,632,863 -23.1% (1,092,255) Vehicle Replacement Interdepartmental Charges 3,574,152 3,575,367 3,948,539 10.4% 373,172 Interest Income (802,235) 220,386 213,000 -3.4%(7,386) Other Revenue 1,505,548 175,000 150,000 -14.3% (25,000) Total Vehicle Replacement 4,277,465 3,970,753 4,311,539 8.6% 340,786 Information Technology Interdepartmental Charges 14,759,399 16,408,619 17,123,775 4.4% 715,156 Interest Income (355,281) 82,000 81,000 -1.2%(1,000) Other Revenue 29,949 52,200 - -100.0% (52,200) Total Information Technology 14,434,067 16,542,819 17,204,775 4.0% 661,956 Total Internal Service Funds 29,758,959$ 44,218,896$ 38,357,347$ -13.3% (5,861,549)$ Trust Funds Sucssessor Agency Housing Fund Property Tax Increment 848,207 954,059 - -100.0% (954,059) Interest Income 54,646 54,587 - -100.0% (54,587) Total Successor Agency Housing Fund 902,853 1,008,646 - -100.0% (1,008,646) Total Trust Funds 902,853$ 1,008,646$ -$ -100.0% (1,008,646)$ Total Operating Funds 336,338,008$ 360,853,940$ 362,750,939$ 0.5% 1,896,999$ May 23, 2023 Item #9 Page 50 of 3842023-24 ANNUAL BUDGET B-31 SCHEDULE OF BUDGET EXPENDITURES 2022-23 Change as % 2020-21 2021-22 Estimated 2022-23 2023-24 of 2022-23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund Policy And Leadership Group City Council 487,977$ 534,144$ 546,770$ 652,220$ 607,078$ -6.9% City Attorney 2,036,466 2,081,883 2,000,000 2,033,508 2,115,596 4.0% City Clerk 1,207,035 1,296,312 1,300,000 1,394,162 1,274,455 -8.6% City Manager 1,939,537 2,013,122 2,058,720 2,156,145 2,184,823 1.3% City Treasurer 235,400 243,289 214,500 249,945 279,149 11.7% Communication & Engagement 1,493,938 2,037,551 2,029,500 1,979,186 1,953,098 -1.3% Total Policy And Leadership Group 7,400,353 8,206,301 8,149,490 8,465,166 8,414,199 -0.6% Administrative Services Administration - 706,556 741,397 747,797 784,107 5% Finance 5,810,863 5,623,094 5,300,000 5,472,176 5,323,368 -2.7% Human Resources 4,359,159 4,388,148 4,829,000 5,264,775 5,029,995 -4.5% Innovation & Economic Development 1,427,603 1,334,163 2,579,800 2,585,951 2,588,489 0.1% Total Administrative Services 11,597,625 12,051,961 13,450,197 14,070,699 13,725,959 -2.5% Community Services Community Services Administration 654,001 663,579 675,000 675,917 585,411 -13.4% Community Development 10,715,350 12,064,408 10,690,000 10,384,700 11,012,958 6.0% Housing & Homeless Services - - 2,657,643 3,134,115 2,765,195 -12% Library & Cultural Arts 12,344,689 13,024,082 13,262,900 14,088,425 13,637,285 -3.2% Parks & Recreation 16,786,632 19,251,458 21,597,193 21,167,014 21,055,565 -0.5% Total Community Services 40,500,672 45,003,527 48,882,736 49,450,171 49,056,414 -0.8% Public Safety Fire 30,712,871 33,684,622 38,995,265 37,756,943 37,743,758 0.0% Police 47,615,546 50,824,125 56,456,326 51,240,884 55,615,155 8.5% Total Public Safety 78,328,417 84,508,747 95,451,591 88,997,827 93,358,913 4.9% Public Works Public Works Administration 1,808,997 1,760,326 1,414,235 1,440,649 1,562,272 8.4% Construction Management & Inspection 2,728,545 2,909,255 3,301,343 3,262,768 3,257,906 -0.1% Environmental Management 1,030,453 1,238,207 1,030,986 1,159,789 1,178,783 1.6% Fleet & Facilities 5,341,736 6,297,998 8,001,952 6,768,736 7,497,115 10.8% Transportation 7,553,800 8,048,352 9,223,272 9,707,559 9,732,215 0.3% Total Public Works 18,463,531 20,254,138 22,971,788 22,339,501 23,228,291 4.0% Miscellaneous Non-Departmental Expenditures Community Contributions 2,595 - - - - - Dues & Subscriptions 72,714 75,069 80,000 80,000 80,000 0.0% Legal Services 755,312 519,683 275,000 1,000,000 750,000 -25.0% Professional Services 34,194 33,980 45,000 41,658 39,700 -4.7% Other Miscellaneous Expenditures 1,055,650 50,787 60,000 100,000 100,000 0.0% Personnel Related 184,337 155,595 144,000 1,050,000 1,600,000 52.4% COVID-related 245,579 177,677 44,000 - - - Vacancy savings - - (2,000,000) (2,000,000) (2,000,000) 0.0% Property Tax & Other Administration 759,165 725,588 730,000 750,000 750,000 0.0% Total Miscellaneous Non-Departmental Expenditures 3,109,546 1,738,379 (622,000) 1,021,658 1,319,700 29.2% May 23, 2023 Item #9 Page 51 of 384CITY OF CARLSBAD B-32 SCHEDULE OF BUDGET EXPENDITURES 2022-23 Change as % 2020-21 2021-22 Estimated 2022-23 2023-24 of 2022-23 Department Actuals Actuals Expenditures Budget Budget Budget General Fund - Continued Transfers Transfer to General Capital Construction Fund 4,500,000$ 13,283,056$ 3,956,000$ 3,956,000$ 11,600,000$ 0.0% Transfer to Infrastructure Replacement Fund 4,500,000 283,000 3,956,000 3,956,000 4,200,000 0.0% Transfer from Infrastructure Replacement Fund - - - - - - Transfer to Technology Investment Capital Fund 10,656,000 3,956,000 3,956,000 4,200,000 Transfer To LLD#1 (Medians & Trees)700,000 1,390,000 1,400,000 1,400,000 1,570,000 0.0% Transfer To Storm Water Program 281,040 322,000 332,000 332,000 340,000 0.0% Other Miscellaneous Transfers 47,031,506 993,748 10,608,252 - - -100.0% Total Transfers 57,012,546 26,927,804 24,208,252 13,600,000 21,910,000 61.1% Total Miscellaneous Non-Departmental 60,122,092 28,666,183 23,586,252 14,621,658 23,229,700 58.9% Subtotal General Fund 216,412,690 198,690,857 212,492,054 197,945,022 211,013,476 6.6% Contingencies - - - 500,000 500,000 0.0% Total General Fund 216,412,690$ 198,690,857$ 212,492,054$ 198,445,022$ 211,513,476$ 6.6% Special Revenue Funds Affordable Housing 4,674,625$ 237,513$ 288,618$ 393,385$ 668,530$ 69.9% Agricultural Mitigation Fee - - 392,687 - - - Buena Vista Channel Maintenance 80,982 75,104 195,245 195,245 195,245 0.0% Citizens' Option For Public Safety 263,590 181,912 265,705 265,705 295,298 11.1% Community Activity Grants - - - 30,000 30,000 0.0% Community Development Block Grant 936,783 1,429,464 728,372 636,728 702,305 10.3% Cultural Arts Donations 25,447 37,840 85,489 131,750 148,750 12.9% Flower Fields Grant Program - - - - - - Habitat Mitigation Fee 16,961 14,535 52,002 - - - Library And Arts Endowment Fund - 480 4,000 6,000 6,000 0.0% Library Gifts/Bequests 144,279 137,515 275,041 394,467 462,785 17.3% Lighting And Landscaping District 2 287,307 258,171 335,033 338,070 367,500 8.7% Local Cable Infrastructure Fund 336,001 403,843 435,000 395,006 538,956 36.4% Median Maintenance 1,036,374 1,067,645 1,476,870 1,329,900 1,396,580 5.0% Opioid Settlement Fund - - - - 21,466 - Parking In Lieu 48,244 49,674 53,000 53,000 56,000 5.7% Permanent Local Housing Allocation - - - - 1,119,126 - Police Asset Forfeiture 54,225 12,228 105,869 125,000 75,000 -40.0% Public Safety Grants 117,267 78,602 321,281 - - - Recreation Donations 26,165 38,755 84,809 81,009 81,200 0.2% Rental Assistance 9,024,886 10,081,418 10,860,729 10,409,089 11,339,700 8.9% Senior Donations 5,367 37,796 43,500 50,500 33,500 -33.7% Street Lighting 777,332 927,419 916,850 1,065,393 1,100,077 3.3% Street Tree Maintenance 750,272 816,583 1,075,168 880,235 1,004,763 14.1% Tyler Court Apartments 474,209 915,040 748,339 540,716 604,523 11.8% Total Special Revenue Funds 19,080,316$ 16,801,537$ 18,743,607$ 17,321,198$ 20,247,304$ 16.9% May 23, 2023 Item #9 Page 52 of 3842023-24 ANNUAL BUDGET B-33 SCHEDULE OF BUDGET EXPENDITURES 2022-23 Change as % 2020-21 2021-22 Estimated 2022-23 2023-24 of 2022-23 Department Actuals Actuals Expenditures Budget Budget Budget Enterprise Funds Water Operations 47,685,382$ 44,316,249$ 48,000,000$ 49,715,832$ 54,759,803$ 10.1% Recycled Water Operations 7,603,103 8,124,171 9,000,000 11,206,521 11,849,122 5.7% Wastewater Operations 13,053,207 12,909,801 16,900,000 16,999,568 23,068,138 35.7% Solid Waste Management 5,003,349 4,744,618 4,982,227 5,801,402 5,950,634 2.6% Golf Course Operations 6,832,769 8,345,328 8,660,962 9,195,000 10,121,000 10.1% Total Enterprise Funds 80,177,810$ 78,440,167$ 87,543,189$ 92,918,323$ 105,748,697$ 13.8% Internal Service Funds Workers' Compensation 3,408,864$ 6,980,247$ 6,267,000$ 4,507,014$ 5,157,892$ 14.4% Risk Management 2,675,135 4,519,731 5,155,035 3,780,570 6,718,232 77.7% Self-Insured Benefits 1,834,163 - - - - - Vehicle Maintenance 3,239,389 3,523,778 4,017,238 3,506,140 3,696,339 5.4% Vehicle Replacement 2,342,065 2,494,913 7,398,750 5,293,745 1,068,564 -79.8% Information Technology 13,917,753 13,264,070 17,086,055 15,477,967 16,637,475 7.5% Total Internal Service Funds 27,417,369$ 30,782,739$ 39,924,078$ 32,565,436$ 33,278,502$ 2.2% Trust Funds Successor Agency Housing Fund 239,902$ 120,799$ 1,038,203$ 1,068,845$ 1,059,500$ -0.9% Total Trust Funds 239,902$ 120,799$ 1,038,203$ 1,068,845$ 1,059,500$ -0.9% Total Operating Funds 343,328,087$ 324,836,099$ 359,741,131$ 342,318,824$ 371,847,479$ 8.6% May 23, 2023 Item #9 Page 53 of 384CITY OF CARLSBAD B-34 May 23, 2023 Item #9 Page 54 of 3842023-24 ANNUAL BUDGET C-1 PUBLIC SAFETY The City of Carlsbad’s public safety services create and maintain a safe community for all who live, work and play in our city. This important work is carried out by the dedicated men and women of the Police and Fire departments. Highly specialized divisions cover all aspects of modern law enforcement and fire services including response and recovery, emergency medical, marine safety, community risk reduction, and emergency management. We are proud to serve the Carlsbad community, working in partnership to deliver on the city mission at the highest possible level every day. Michael Calderwood Fire Chief 442-339-2141 FireMail@carlsbadca.gov Mickey Williams Chief of Police 442-339-2100 police@carlsbadca.gov May 23, 2023 Item #9 Page 55 of 384CITY OF CARLSBAD C-2 May 23, 2023 Item #9 Page 56 of 384 PUBLIC SAFETY SERVICES Public Safety C-3 PUBLIC SAFETY | FIRE DEPARTMENT: SUMMARY FIRE • Fire Administration • Emergency Operations • Community Risk Reduction & Resiliency 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 15,933,650$ 16,749,689$ 18,570,048$ 19,879,337$ Retirement Benefits 5,984,047 5,793,156 5,879,146 5,899,724 Health Insurance 1,675,972 1,881,487 2,296,419 2,353,379 Other Personnel Expenses 846,659 1,614,754 1,789,390 1,920,070 Personnel Services Subtotal 24,440,328 26,039,086 28,535,003 30,052,510 Operating Expenses Professional & Contract Services 1,534,169 1,594,756 1,863,645 1,852,334 Supplies & Materials 720,270 962,942 1,154,382 1,052,766 Repair & Maintenance 95,569 69,368 91,623 74,450 Interdepartmental Charges 3,131,180 3,737,603 4,361,857 4,448,981 Other Operating Expenses 184,161 218,457 281,933 284,183 Capital Outlay 607,194 1,062,410 1,468,500 - Operating Expenses Subtotal 6,272,543 7,645,536 9,221,940 7,712,714 TOTAL EXPENDITURES 30,712,871$ 33,684,622$ 37,756,943$ 37,765,224$ Full Time Positions 97.75 111.00 123.00 124.00 Hourly/FTE Positions 5.50 10.00 11.50 10.50 May 23, 2023 Item #9 Page 57 of 384CITY OF CARLSBAD C-4 PUBLIC SAFETY | FIRE DEPARTMENT: ADMINISTRATION Account: 0012200 0012210 0012251 0012253 Fund: General ABOUT Fire Administration provides leadership, strategic planning, and organizational support across all department programs. SERVICES • Administer directives, policies, and procedures • Monitor budgets, contracts, procurement, and accounting processes • Oversee mutual aid reimbursement • Research and support grant programs and opportunities • Manage records • Compile data and analyze business intelligence • Manage webpage and social media content 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $639,039 $612,802 $594,716 $589,789 Retirement Benefits 259,731 210,682 119,010 173,772 Health Insurance 81,704 82,573 70,744 87,273 Other Personnel Expenses 44,937 79,998 76,379 75,777 Personnel Services Subtotal 1,025,411 986,055 860,849 926,611 Operating Expenses Professional & Contract Services 1,112,072.00 1,195,366 1,372,150 1,396,750 Supplies & Materials 48,304 70,511 83,486 82,299 Repair & Maintenance 23 2,434 475 650 Interdepartmental Charges 2,653,052 3,041,512 3,615,605 3,511,279 Other Operating Expenses 12,704 17,783 1,400 500 Capital Outlay 79,321 - - - Operating Expenses Subtotal 3,905,476 4,327,606 5,073,116 4,991,478 TOTAL EXPENDITURES $4,930,887 $5,313,661 $5,933,965 $5,918,089 Full Time Positions 5.00 5.00 4.00 5.00 Hourly/FTE Positions 1.00 0.50 0.50 0.50 May 23, 2023 Item #9 Page 58 of 3842023-24 ANNUAL BUDGET C-5 RECENT ACCOMPLISHMENTS • Completed Standards of Cover Work Plan Objective 2 to support City Council goal • Submitted Ground Emergency Medical Transportation Certified Public Expenditure cost reports for fiscal years 2018-19, 2019-20, 2020-21, 2021-22, and 2022-23 • Created an internal semiannual Operations Activity & Performance Report • Developed and published flipbook document for the 2022 Fire Department Annual Report • Organized third-party analysis of administrative resources to identify effectiveness and efficiencies across department GOALS • Adopt best practice-based response time policy according to risk type • Identify and acquire property for permanent Fire Station 7 • Present First Responder Fee Feasibility Study findings to the City Council • Present Ambulance Service Fee Study findings to the City Council • Participate in Medicare Ground Ambulance Data Collection System • Join Ground Emergency Medical Transportation Intergovernmental Transfer Program • Revise EMS Memorandum of Understanding with the County of San Diego • Conclude performance standard recommendations for Carlsbad Tomorrow as an update to the Growth Management Program May 23, 2023 Item #9 Page 59 of 384CITY OF CARLSBAD C-6 PUBLIC SAFETY | FIRE DEPARTMENT: EMERGENCY OPERATIONS Account: 0012220 0012229 0012250 0012252 Fund: General ABOUT The Emergency Operations Bureau is comprised of Suppression, EMS/Training, and Special Operations/Professional Services. The divisions provide an all-hazard response safeguarding life, property, and the environment through 24-hour fire, rescue, marine safety, and emergency medical services. SERVICES • Extinguish structure and wildland fires • Deploy mutual aid assistance across the state • Organize response and support operations for natural or man-made disasters • Investigate and mitigate hazardous materials • Deliver emergency medical and community health services • Perform high-risk technical search and rescues • Deploy SWAT Medics to support law enforcement agencies • Provide lifeguard services at North Beach and Agua Hedionda Lagoon • Maintain state-mandated professional licenses, certificates, and continuing education credits • Develop and supervise health and wellness programs • Coordinate Fire Explorer Program for high school and college students 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $13,968,465 $14,834,351 $16,604,025 $17,914,590 Retirement Benefits 5,207,222 5,100,171 5,327,255 5,252,666 Health Insurance 1,425,175 1,614,927 2,017,162 2,069,646 Other Personnel Expenses 712,311 1,351,310 1,536,207 1,682,778 Personnel Services Subtotal 21,313,173 22,900,759 25,484,649 26,919,680 Operating Expenses Professional & Contract Services 200,794 197,349 227,315 206,504 Supplies & Materials 637,130 850,264 999,469 911,017 Repair & Maintenance 92,615 66,849 91,148 73,800 Interdepartmental Charges 184,478 236,381 338,955 493,664 Other Operating Expenses 164,002 192,849 259,033 263,183 Capital Outlay 527,873 1,062,410 1,468,500 0 Operating Expenses Subtotal 1,806,892 2,606,102 3,384,420 1,948,168 TOTAL EXPENDITURES $23,120,065 $25,506,861 $28,869,069 $28,867,848 Full Time Positions 82.00 94.00 107.00 107.90 Hourly/FTE Positions 3.50 8.50 10.50 9.50 May 23, 2023 Item #9 Page 60 of 3842023-24 ANNUAL BUDGET C-7 RECENT ACCOMPLISHMENTS • Recruited full-time and part-time EMTs to convert all ambulances to new staffing model • Operationalized Temporary Fire Station 7 • Promoted three fire captains and three fire engineers to establish new fire station • Added fourth paramedic firefighter on ladder truck to maintain an Effective Response Force • Ordered and outfitted new fire engine • Designed, ordered, and outfitted new urban search and rescue apparatus • Launched automated narcotic tracking system to enhance recordkeeping requirements • Implemented “Leave Behind Narcan” and overdose recognition and intervention programs • Provided EMTs for first aid services at TGIF Concerts in the Parks • Replaced Very High Frequency radios to improve interoperability • Retrofitted Plymovent exhaust extraction systems with magnetic couplers at all fire stations • Replaced Self-Contained Breathing Apparatus equipment • Procured air decontamination and filtration units for all firefighting apparatuses • Submitted Letter of Intent to Cal OES to request funding for regional rescue training • Hired second Paramedic Lifeguard Lieutenant to manage day-to-day beach operations • Relocated lifeguard operations and apparatuses to Temporary Fire Station 7 GOALS • Refine plan to incorporate EMTs into city special event plans • Develop EMT-to-paramedic firefighter promotion curriculum to bolster recruitment • Enhance community health through outreach and education • Finalize data sharing agreement with County of San Diego for electronic patient care records • Develop Fire Station Master Plan to identify current and future station needs • Attain United States Lifeguard Association Accreditation • Install boat dock at Temporary Fire Station 7 for direct access to Agua Hedionda Lagoon • Execute quarterly training plan for North Zone Technical Rescue Team • Collaborate with Police Department to develop Mobile Command Post Training • Maintain “Turn-Out-Time” of 2 minutes or less for all requests at least 90% of the time • Maintain EMS satisfaction rating above 95% Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Time from request to first unit being en-route (90th percentile) 01:50 01:55 01:55 EMS customer survey overall satisfaction rating 94.3% 95.0% 95.0% May 23, 2023 Item #9 Page 61 of 384 .. CITY OF CARLSBAD C-8 PUBLIC SAFETY | FIRE DEPARTMENT: COMMUNITY RISK REDUCTION & RESILIENCY Account: 0012240-0012243 128 Fund: Fund: General Special Revenue – Opioid Settlement ABOUT The Community Risk Reduction Bureau is comprised of Fire & Life Safety and Office of Emergency Management and Resilience. The divisions mitigate all types of hazardous conditions and ensure incident response readiness. SERVICES  Oversee Hazard Reduction Program to identify and abate brush fire hazards  Respond to inquiries and complaints concerning hazardous conditions  Investigate cause and origin for suspicious or large loss fires  Review code compliance on construction plan submittals  Complete construction inspections for new buildings and remodeling projects  Conduct annual inspections of schools, care facilities, hotels, motels, and apartment complexes  Coordinate outreach and education programs promoting fire safety tips and prevention  Install and test smoke alarms in Carlsbad homes  Direct, conduct, and implement city-level emergency plans, programs, training, and exercises  Coordinate multi-department and multi-agency preparedness to prevent, protect against, mitigate, respond to, and recover from all threats and hazards  Support large-scale emergencies through the Emergency Operations Center 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $1,326,146 $1,302,536 $1,371,307 $1,374,958 Retirement Benefits 517,094 482,303 432,881 473,286 Health Insurance 169,093 183,987 208,513 196,460 Other Personnel Expenses 89,411 183,446 176,804 161,515 Personnel Services Subtotal 2,101,744 2,152,272 2,189,505 2,206,219 Operating Expenses Professional & Contract Services 221,303 202,041 264,180 249,080 Supplies & Materials 34,836 42,167 71,427 59,450 Repair & Maintenance 2,931 85 0 - Interdepartmental Charges 293,650 459,710 407,297 444,038 Other Operating Expenses 7,455 7,825 21,500 20,500 Capital Outlay 0 0 - - Operating Expenses Subtotal 560,175 711,828 764,404 773,068 TOTAL EXPENDITURES $2,661,919 $2,864,100 $2,953,909 $2,979,287 Full Time Positions 10.75 12.00 12.00 11.10 Hourly/FTE Positions 1.00 1.00 0.50 0.50 May 23, 2023 Item #9 Page 62 of 3842023-24 ANNUAL BUDGET C-9 • Conduct emergency notifications and direct emergency care and shelter operations • Manage the Carlsbad Community Emergency Response Team • Represent the city on the San Diego Unified Disaster Council • Co-chair Ready Carlsbad Business Alliance Committee of the Carlsbad Chamber of Commerce RECENT ACCOMPLISHMENTS • Adopted 2022 California Fire Code with local amendments • Audited Knox Box Program and updated Key Issuance Policy • Developed Wildland Fire Homeowners Association Education Program • Formatted fuel modification plans for compatibility with infield GIS operations programs • Extended smoke alarm installation program to all Carlsbad residents • Activated Emergency Operations Center (EOC) for Safer Streets Emergency and managed city response • Delivered EOC training to approximately 35 responders • Delivered Emergency Shelter Worker Training to approximately 100 city employees • Elected to serve on San Diego Cyber Center of Excellence Board of Advisors • Elected to serve as president of InfraGard San Diego • Installed as president of the Southern California Fire Prevention Officers Section of the California Fire Chiefs Association GOALS • Adopt Fire Hazard Severity Zone Map by ordinance • Update City Landscape Manual incorporating new fuel modification guidelines • Conduct community risk assessments for emergency planning of natural, technological, and man-made hazards and threats • Initiate Restaurant Inspection Program Feasibility Study for extinguishing systems including proper use education for kitchen staff • Create new program for safe use and operation of lithium-ion battery powered devices • Convert all paper plans to digital format for ease of access, viewing and storage reduction • Provide Incident Command System training for overhead deployment assignments • Collaborate with the IT Department to develop cybersecurity training and exercises • Train additional EOC responders and emergency shelter workers through scenario-based disaster workshops and exercises • Design, develop and implement Community Based Risk Reduction and Resilience Program • Manage EOC Renovation Project to include structural and technological enhancements • Maintain 100% compliance with mandated inspections under Senate Bill 1205 • Achieve 90% compliance for completing fire investigation reports within 30 days of initial fire incident Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Compliance with Senate Bill 1205-mandated inspections 100% 100% 100% Complete fire investigation report within 30 days of initial fire incident 90% of the time 87% 75% 90% May 23, 2023 Item #9 Page 63 of 384 t- t- CITY OF CARLSBAD C-10 PUBLIC SAFETY | POLICE DEPARTMENT: SUMMARY POLICE • Administration • Field Operations • Support Operations • Professional Standards and Services • Police Grants & Asset Forfeiture 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 23,442,173$ 24,040,885$ 25,853,833$ 28,351,946$ Retirement Benefits 10,176,003 9,216,797 8,353,791 8,815,694 Health Insurance 2,533,373 2,459,113 2,942,943 2,902,722 Other Personnel Expenses 1,494,433 3,022,563 3,593,209 4,198,805 Personnel Services Subtotal 37,645,982 38,739,358 40,743,776 44,269,167 Operating Expenses Professional & Contract Services 2,209,244 1,723,964 1,816,720 1,688,452 Supplies & Materials 454,203 899,446 469,405 444,505 Repair & Maintenance 185,356 208,560 260,425 260,425 Interdepartmental Charges 6,548,607 7,432,859 7,723,463 8,678,004 Other Operating Expenses 319,389 597,502 614,600 644,100 Capital Outlay 601,499 1,491,767 3,200 800 Operating Expenses Subtotal 10,318,298 12,354,098 10,887,813 11,716,286 TOTAL EXPENDITURES 47,964,280$ 51,093,456$ 51,631,589$ 55,985,453$ General Fund 47,615,546$ 50,824,125$ 51,240,884$ 55,615,155$ Special Revenue Fund 435,082 272,742 390,705 370,298 TOTAL FUNDING 48,050,628$ 51,096,867$ 51,631,589$ 55,985,453$ Full Time Positions 184.00 186.00 187.00 187.00 Hourly/FTE Positions 2.00 2.00 3.18 2.18 May 23, 2023 Item #9 Page 64 of 3842023-24 ANNUAL BUDGET C-11 PUBLIC SAFETY | POLICE DEPARTMENT: ADMINISTRATION Account: 0012110 0012122 Fund: General ABOUT This division develops and administers programs that support the city’s and the Police Department’s statement of values in a manner responsive to the city and its residents. This division also establishes policies and long-range plans to meet department goals and city needs. SERVICES • Develop and manage programs that reduce crime, encourage resident engagement and improve community safety • Assist staff with individual and team development • Provide support to divisions to assist with meeting goals • Respond to residents’ concerns, City Council inquiries and public records requests RECENT ACCOMPLISHMENTS • Began Phase 2 of Police & Fire Headquarters remodel • Conducted two Police Citizens Academy sessions and one city Citizens Academy • Implemented a monthly Communications Team meeting to increase candid communication within the department • Increased engagement across all social media platforms 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 787,934$ 897,021$ 882,956$ 937,426$ Retirement Benefits 364,243 321,535 229,062 302,034 Health Insurance 75,338 75,429 100,384 80,271 Other Personnel Expenses 44,743 100,314 117,598 154,234 Personnel Services Subtotal 1,272,258 1,394,299 1,330,000 1,473,965 Operating Expenses Professional & Contract Services 975,152 886,315 949,000 856,000 Supplies & Materials 20,810 46,328 38,250 32,050 Repair & Maintenance 7,829 2,285 9,000 9,000 Interdepartmental Charges 3,801,221 3,959,997 4,273,139 4,795,803 Other Operating Expenses 254,782 327,630 360,550 360,050 Capital Outlay 24,651 1,096,499 3,200 800 Operating Expenses Subtotal 5,084,445 6,319,054 5,633,139 6,053,703 TOTAL EXPENDITURES 6,356,703$ 7,713,353$ 6,963,139$ 7,527,668$ Full Time Positions 5.00 6.00 7.00 7.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 65 of 384CITY OF CARLSBAD C-12 • Established and adopted the initial terms of the members of the Community-Police Engagement Commission • Instituted an internal Police Department webpage to streamline how employees access department information, resources, and processes GOALS • Respond to a growing number of calls for service involving mental crisis in a manner consistent with crisis management and de-escalation best practices • Use more innovative technology to provide the most efficient and effective service • Work with the city’s innovation team to increase accuracy, efficiency, and transparency in the department’s data • Review and analyze department response times with a goal of decreasing response times for all priority calls for service May 23, 2023 Item #9 Page 66 of 3842023-24 ANNUAL BUDGET C-13 PUBLIC SAFETY | POLICE DEPARTMENT: FIELD OPERATIONS Account: 0012115-2121 0012123-2125 Fund: General ABOUT The Field Operations Division includes patrol, traffic, canines, SWAT, lagoon patrol and police rangers. The Department’s goal for average response time for Priority 1 calls is less than six minutes. The average response time for Priority 1 calls in the city is 5.07 minutes. The FBI Index is used to measure crime in the city. The FBI Index includes homicide, rape, robbery, aggravated assault, burglary, larceny, theft and motor vehicle theft. In 2022, the city’s violent crime rate was 2 per 1,000 population and the property crime rate was 18.48 per 1,000 population. The county average is 3.79 for violent crime and 15.21 for property crime. SERVICES  Respond to calls for emergency and non-emergency services  Utilize new and existing resources to address complaints and quality of life issues  Provide emergency services, preventative patrol, traffic enforcement and special enforcement in the community  Utilize de-escalation tactics during criminal and mental health scenarios to safely resolve critical incidents 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 12,759,559$ 12,777,311$ 13,676,425$ 15,084,018$ Retirement Benefits 5,894,379 5,313,526 4,643,888 4,976,823 Health Insurance 1,348,171 1,271,010 1,492,109 1,469,024 Other Personnel Expenses 807,276 1,610,722 1,847,458 2,109,944 Personnel Services Subtotal 20,809,385 20,972,569 21,659,880 23,639,809 Operating Expenses Professional & Contract Services 399,966 494,931 507,620 535,352 Supplies & Materials 200,037 370,066 167,230 167,230 Repair & Maintenance 17,224 30,047 21,400 21,400 Interdepartmental Charges 2,049,500 2,718,299 2,725,205 3,159,009 Other Operating Expenses 24,550 123,269 135,950 135,950 Capital Outlay 504,118 231,323 - - Operating Expenses Subtotal 3,195,395 3,967,935 3,557,405 4,018,941 TOTAL EXPENDITURES 24,004,780$ 24,940,504$ 25,217,285$ 27,658,750$ Full Time Positions 99.50 102.00 96.00 95.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 67 of 384CITY OF CARLSBAD C-14 • Staff every major public event in the city with Patrol and SWAT team members to respond to immediate, life-threatening emergencies • Conduct field interviews and take reports at incidents including crimes, arrests, collisions and • Enforce laws and ordinances, preserve the peace, and provide for the protection of life and property through proactive programs of enforcement and prevention Police Activity CY 2018 CY 2019 CY 2020 CY 2021 CY 2022 Police activities/Calls for service 99,562 112,323 110,448 107, 156 103,192 Number of cases 8,705 8,774 8,222 8,704 8,348 9-1-1 calls 32,509 33,061 31,642 36, 154 34,550 Total phone calls 156,488 157,587 162,055 162,541 148,819 RECENT ACCOMPLISHMENTS • Continued to train our de-escalation policy/program including all new employees and conducted training for the Carlsbad Equity Coalition • Expanded response capacity to schools including access and training personnel in life saving medical aid and equipment • Implemented new canine unit training and deployment software that improves the quality of documentation of training and the deployment of information making the canine unit more effective and accountable • Achieved an approval rating of 4.43 out of 5 based on 2,848 responses for 2022 • Completed an evaluation of the department’s response time for emergency calls for service • Achieved average response times as follows: o Priority 1: 5.07 minutes o Priority 2: 10.54 minutes o Priority 3: 48.45 minutes GOALS • Continue to collaborate with schools in the city to improve cooperation and collaboration during critical and routine incidents • Continue to work on department’s technology foundation to be more effective and efficient, acquire more timely and accurate data, and support a data-driven approach to policing • Formalize critical incident debriefing protocol and documentation to ensure that the department maximizes the learning potential of unique incidents *Automated license plate reader technology, also known as License Plate Recognition, is used by the Police Department to convert data associated with vehicle license plates for official law enforcement purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons. License Plate Recognition may also be used to gather information related to active warrants, homeland security, electronic surveillance, suspect interdiction and stolen property recovery. The statistics above show the number of suspects apprehended and vehicles recovered using license plate readers. Figures cannot be projected or estimated for upcoming fiscal years. Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Suspects arrested with License Plate Recognition* 106 132 -- Vehicles recovered with License Plate Recognition* 90 111 -- May 23, 2023 Item #9 Page 68 of 384 I- I- .. 2023-24 ANNUAL BUDGET C-15 PUBLIC SAFETY | POLICE DEPARTMENT: SUPPORT OPERATIONS Account: 0012126-2138 0012142-2145 Fund: General ABOUT The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team, Investigations Division, Family Services, Communications, Records, Property and Evidence, and Fleet Operations. SERVICES  Provide public safety communication including answering 9-1-1 and other calls and dispatching appropriate emergency personnel  Conduct follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes  Collect and process evidence collected in the field by police employees  Provide support to divisions to assist with meeting goals  Assist in the preservation of all life and ensure a safe resolution to critical incidents  Investigate and follow up on crime and incident reports as they relate to the family  Assist in the coordination of diversion, prevention and education activities  Provide and manage the department’s fleet  Maintain and provide information and support for all records management, PRA Requests, evidence disbursement and documentation distribution 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 9,094,750$ 9,677,739$ 10,337,845$ 11,502,713$ Retirement Benefits 3,649,345 3,341,120 3,203,873 3,306,177 Health Insurance 1,036,172 1,038,882 1,234,254 1,254,585 Other Personnel Expenses 590,381 1,217,342 1,495,059 1,803,517 Personnel Services Subtotal 14,370,648 15,275,083 16,271,031 17,866,992 Operating Expenses Professional & Contract Services 701,550 253,320 158,100 144,600 Supplies & Materials 131,782 394,585 106,225 107,525 Repair & Maintenance 123,598 175,672 184,750 184,750 Interdepartmental Charges 661,781 721,731 688,898 692,643 Other Operating Expenses 24,218 74,290 91,100 121,100 Capital Outlay 44,857 128,213 - - Operating Expenses Subtotal 1,687,786 1,747,811 1,229,073 1,250,618 TOTAL EXPENDITURES 16,058,434$ 17,022,894$ 17,500,104$ 19,117,610$ Full Time Positions 73.50 73.00 78.00 80.00 Hourly/FTE Positions 1.00 1.00 2.18 1.18 May 23, 2023 Item #9 Page 69 of 384CITY OF CARLSBAD C-16 CY 2018 CY 2019 CY 2020 CY 2021 CY 2022 Violent crime clearance rate 46% 55% 59% 46% 46% Property crime clearance rate 11% 9% 10% 11% 12% RECENT ACCOMPLISHMENTS • Responded to 9,695 transient-related calls for service last year. • Received a satisfaction rating of 4.12 out of 5, based on 2,396 crime victims surveyed • Initiated a grant-funded program for several detectives to work directly out of the North County Family Justice Center, which has improved cross-coordination between law enforcement agencies, prosecutors, victim advocacy and criminal justice • Implemented online mapping and intelligence to maximize effectiveness to address overdose investigation • Replaced and expanded our License Place Reader program • Began installation of in-car video into the marked police vehicle fleet GOALS • Evaluate and consider reorganization opportunities for the Investigative Bureau with attention towards addressing crime trends, operation efficiency, and enhancing community service • Work alongside high schools to offer voluntary police ride-alongs as a portion of school curriculum • Finish implementation of the new Computer Aided Dispatch System • Begin the conversion of NetRMS to Niche for our records management system • Implement vehicle telematics to increase driving safety *Performance measures reported last year were removed as they are no longer tracked solely by the Police Department. Housing & Homeless Services and the Police Department work together to present these measures to City Council on a quarterly basis and the Housing & Homeless Services Department reports related performance measures as part of the budget process. May 23, 2023 Item #9 Page 70 of 3842023-24 ANNUAL BUDGET C-17 PUBLIC SAFETY | POLICE DEPARTMENT: PROFESSIONAL STANDARDS & SERVICES Account: 0012140 Fund: General ABOUT The Professional Standards & Services Division supports the Police Department in the form of training, internal affairs, professional standards and personnel recruitment and hiring. SERVICES • Recruit new employees, organize testing programs and conduct mandated pre-employment investigations and Peace Officer Standards and Training • Establish, maintain and enforce department professional standards and coordinate all department training • Investigate resident complaints • Provide information to the media to inform the public regarding crime activity in the city • Help improve the quality of life for city residents through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information RECENT ACCOMPLISHMENTS • Received an approval rating of 4.64 out of 5 (a slight increase from last year), based on 2,582 crime victims surveyed, when asked if their call was handled in a respectful, attentive, and expeditious manner • Began process to update the department’s Special Assignment and Promotion Policy 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 630,925$ 520,695$ 826,783$ 681,439$ Retirement Benefits 217,449 192,657 240,880 186,138 Health Insurance 66,100 62,099 99,534 80,105 Other Personnel Expenses 44,399 78,075 114,163 109,121 Personnel Services Subtotal 958,873 853,526 1,281,360 1,056,803 Operating Expenses Professional & Contract Services 114,576 89,398 142,000 122,500 Supplies & Materials 76,962 76,239 87,700 87,700 Repair & Maintenance 480 556 275 275 Interdepartmental Charges 32,349 28,380 32,021 26,849 Other Operating Expenses 12,389 72,313 17,000 17,000 Capital Outlay - 26,962 - - Operating Expenses Subtotal 236,756 293,848 278,996 254,324 TOTAL EXPENDITURES 1,195,629$ 1,147,374$ 1,560,356$ 1,311,127$ Full Time Positions 5.00 4.00 5.00 4.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 23, 2023 Item #9 Page 71 of 384CITY OF CARLSBAD C-18 • Updated the department’s Personal Appearance Standards Policy • Created a standalone policy for protests, demonstrations, and riots providing officers and supervisors with specific direction on how to apply the law in a safe and effective manner, while upholding the public’s first amendment protections • Formalized and standardized unit/shift expectations • Created new recruitment videos for both officers and dispatchers • Conducted 36 internal affairs investigations (both internal and external) ensuring good order and discipline within the department • Hired 36 personnel in the police department. including sworn, non-sworn, and professional staff • Created a ‘family police academy’ offered to employee’s families at least once a year GOALS • Eliminate personnel vacancies in the police department • Create a voluntary community security video registration program • Formalize the training protocol for employees who are assigned to new positions • Standardize reporting protocols for new legislative requirements • Install inventory tracking software for the entire department (Quartermaster) May 23, 2023 Item #9 Page 72 of 3842023-24 ANNUAL BUDGET C-19 PUBLIC SAFETY | POLICE DEPARTMENT: POLICE GRANTS & ASSET FORFEITURE Account: 121-122 123 124 Fund: Special Revenue-Asset Forfeiture Special Revenue-COPS Fund Special Revenue-Public Safety Grants ABOUT Police grants include federal and state asset forfeiture, the Citizens’ Option for Public Safety, the Justice Assistance Grant, the Urban Areas Security Initiatives Program, and the Office of Traffic Safety. SERVICES • Use grants to purchase police equipment, supplement staffing costs and assist with training RECENT ACCOMPLISHMENTS • Used the Citizens’ Option for Public Safety grant to fund one full-time sworn officer position • Used the Justice Assistance Grant to purchase police radios • Used the Homeland Security Grant to purchase night vision goggles for the SWAT team • Used the Office of Traffic Safety Grant to conduct DUI/DL checkpoints, DUI saturation patrols, and purchase a Lidar Device • Received a grant award to contribute to Officer Wellness and Mental Health Programs 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 169,005$ 168,119$ 129,824$ 146,350$ Retirement Benefits 50,587 47,959 36,088 44,522 Health Insurance 7,592 11,693 16,662 18,737 Other Personnel Expenses 7,634 16,110 18,931 21,989 Personnel Services Subtotal 234,818 243,881 201,505 231,598 Operating Expenses Professional & Contract Services 18,000 - 60,000 30,000 Supplies & Materials 110,960 15,639 70,000 50,000 Repair & Maintenance 36,225 - 45,000 45,000 Interdepartmental Charges 3,756 4,452 4,200 3,700 Other Operating Expenses 3,450 - 10,000 10,000 Capital Outlay 27,873 8,770 - - Operating Expenses Subtotal 200,264 28,861 189,200 138,700 TOTAL EXPENDITURES 435,082$ 272,742$ 390,705$ 370,298$ Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 73 of 384CITY OF CARLSBAD C-20 GOALS • Continue to seek grant funding for necessary equipment • Continue to collaborate with the Fire Department on grant management • Apply for the Alcoholic Beverage Control grant to expand the department’s present efforts in addressing alcohol related problems with licensed establishments May 23, 2023 Item #9 Page 74 of 3842023-24 ANNUAL BUDGET D-1 PUBLIC WORKS Public Works is responsible for planning, providing and maintaining the infrastructure that supports a high quality of life in the City of Carlsbad. From buildings and vehicles to roads and habitat, to safe, reliable water supplies and more — Public Works oversees responsible and sustainable management practices for a wide variety of city assets. This includes administration of the Capital Improvement Program, a 15-year plan that encompasses road and traffic improvements; storm drain systems; major facilities maintenance, repairs and renovation; water and wastewater infrastructure; construction of civic buildings and other infrastructure projects. Public Works plays a key role in promoting environmental sustainability, enhancing transportation options and protecting public health and safety. Paz Gomez Deputy City Manager, Public Works 442-339-2751 paz.gomez@carlsbadca.gov May 23, 2023 Item #9 Page 75 of 384CITY OF CARLSBAD D-2 May 23, 2023 Item #9 Page 76 of 384 PUBLIC WORKS BRANCH Public Works D-3 PUBLIC WORKS | ADMINISTRATION Account: 0018310 Fund: General ABOUT Public Works Administration provides leadership and strategic vision for the entire Public Works Branch, which is comprised of the Construction Management & Inspection, Fleet & Facilities, Environmental Sustainability, Transportation and Utilities departments. It provides administrative support services with a focus on strategic alignment to the Community Vision and City Council goals. SERVICES • Provide leadership and management support, operating budget oversight, Capital Improvement Program (CIP) oversight, contract administration and records management • Support communications and outreach activities for major CIP projects RECENT ACCOMPLISHMENTS • Transitioned internal contract status reports to on-demand dashboards • Expanded functionality of DocuSign to facilitate expedited contract execution • Updated contract templates to facilitate use of anticipated federal funding • Partnered with GIS staff to continually improve and update the internal project submittal app, public dashboard and reporting for the CIP • Facilitated an update of the city’s engineering manual and other relevant engineering standards • Received the American Public Works Association, San Diego and Imperial Counties Chapter Award of Merit for outstanding public service 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $907,628 $957,345 $782,418 $849,559 Retirement Benefits 294,482 261,482 182,988 182,926 Health Insurance 100,656 98,468 72,660 72,179 Other Personnel Expenses 26,532 33,683 29,465 29,090 Personnel Services Subtotal 1,329,298 1,350,978 1,067,531 1,133,754 Operating Expenses Professional & Contract Services 261,134 113,686 94,078 83,078 Supplies & Materials 19,291 18,643 18,301 8,046 Repair & Maintenance 11,916 3,153 2,100 2,100 Interdepartmental Charges 178,004 250,908 236,729 325,400 Other Operating Expenses 9,354 22,958 21,910 9,894 Capital Outlay 0 - - - Operating Expenses Subtotal 479,699 409,348 373,118 428,518 TOTAL EXPENDITURES $1,808,997 $1,760,326 $1,440,649 $1,562,272 Full Time Positions 7.85 7.85 5.90 6.00 Hourly/FTE Positions 1.00 1.50 1.60 1.60 May 23, 2023 Item #9 Page 77 of 384CITY OF CARLSBAD D-4 GOALS • Complete an update of the city’s procurement policy and administrative order • Digitize the processing of bonds related to contracts • Continue to update and streamline standard contract language and processes • Continue to develop and operationalize formal consultant and contractor performance evaluation processes • Engage in the planning, design and implementation of a citywide portfolio project management system, including CIP project management • Engage in planning, design and implementation of an enterprise asset management system • Continue implementing a strategy to digitize all Public Works records per the city’s records retention schedule • Continue to focus on employee coaching, development and training for staff at all levels throughout the department May 23, 2023 Item #9 Page 78 of 3842023-24 ANNUAL BUDGET D-5 PUBLIC WORKS | CONSTRUCTION MANAGEMENT & INSPECTION Account: 00185XX Fund: General ABOUT Construction Management & Inspection ensures safe construction of CIP and private development projects in compliance with legal, regulatory and contractual requirements. SERVICES • Manage construction of CIP projects and public works contracts for all city asset-managing departments • Inspect and oversee private development grading • Inspect and oversee stormwater maintenance and improvements • Oversee all construction activity in the public right of way RECENT ACCOMPLISHMENTS • Developed and implemented a comprehensive inspection tracking and data management system following treatment control best management practices that has received regional and national industry recognition • Provided construction management and inspection services on significant CIP projects, including water valve replacements and pipelines, El Camino Real and College Boulevard intersection improvements, El Camino Real and Cannon Road bridge, Calavera Hills Community Park Gateway Improvements, Poinsettia Park dog park, and the Barrio Lighting Project 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,561,351$ 1,567,875$ 1,744,289$ 1,636,110$ Retirement Benefits 553,180 450,194 430,099 373,801 Health Insurance 215,154 203,152 266,138 233,899 Other Personnel Expenses 46,267 55,815 68,741 59,530 Personnel Services Subtotal 2,375,952 2,277,036 2,509,267 2,303,340 Operating Expenses Professional & Contract Services 21,836 212,748 321,130 242,209 Supplies & Materials 22,538 15,012 13,027 13,027 Repair & Maintenance 54 906 314 314 Interdepartmental Charges 303,752 387,526 404,770 684,756 Other Operating Expenses 4,413 16,027 14,260 14,260 Capital Outlay - - - - Operating Expenses Subtotal 352,593 632,219 753,501 954,566 TOTAL EXPENDITURES 2,728,545$ 2,909,255$ 3,262,768$ 3,257,906$ Full Time Positions 15.20 15.20 16.20 15.00 Hourly/FTE Positions 1.00 0.50 0.50 0.50 May 23, 2023 Item #9 Page 79 of 384CITY OF CARLSBAD D-6 • Provided construction inspection services for private development projects such as the Carlsbad Village Lofts and the Springhill Suites hotel • Ensured safe work in the right of way for 5G communications infrastructure installation throughout the city • Maintained stormwater compliance through training, education, outreach and enforcement actions resulting in zero construction-related notices of violation from the Regional Water Quality Control Board to date • Developed and implemented a certified in-house Qualified Stormwater Pollution Prevention Plan Developer and Practitioner Program for eligible city staff to achieve cost savings and maintain compliance with state stormwater permit program GOALS • Partner with the City Attorney’s Office on development of a contractor performance evaluation process to improve accountability during e of a public works project • Leverage project management tools and processes to improve efficiency and effectiveness within the department • Work with property owners to reduce pollution and improve water quality through the city’s Treatment Control Best Management Practices program Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Response rate for Treatment Control Best Management Practices Verification of Maintenance 82% 80% 75% Construction stormwater violations on CIP projects 0 0 0 May 23, 2023 Item #9 Page 80 of 3842023-24 ANNUAL BUDGET D-7 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: SUMMARY ENVIRONMENTAL SUSTAINABILITY • Climate Action Plan & Habitat Management • Sustainable Materials Management • Watershed Protection ABOUT The General Fund portion of the Environmental Sustainability Department budget includes the Climate Action Plan & Habitat Management Divisions and coordination of the municipal component of the National Pollutant Discharge Elimination System Municipal Stormwater Permit in the Watershed Protection Division. These divisions integrate components of the Environmental and Sustainability Guiding Principles and support the Strategic Plan Goal of Sustainability and the Natural Environment. 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,087,903$ 1,244,051$ 1,657,905$ 1,686,858$ Retirement Benefits 372,361 346,714 400,937 382,291 Health Insurance 163,946 188,234 324,381 319,346 Other Personnel Expenses (28,258) (207,306) 68,964 64,677 Personnel Services Subtotal 1,595,952 1,571,693 2,452,187 2,453,172 Operating Expenses Professional & Contract Services 1,815,862 1,669,874 1,596,311 1,532,356 Supplies & Materials 55,053 77,212 70,161 52,570 Repair & Maintenance 18 305 80 50 Interdepartmental Charges 554,598 710,436 842,129 1,202,311 Other Operating Expenses 21,564 38,229 29,021 23,421 Capital Outlay - 10,265 135,000 - Operating Expenses Subtotal 2,447,095 2,506,321 2,672,702 2,810,708 TOTAL EXPENDITURES 4,043,047$ 4,078,014$ 5,124,889$ 5,263,880$ General Fund 1,030,453 1,238,207 1,159,789 1,178,783 Enterprise Fund 3,012,594 2,839,807 3,965,100 4,085,097 TOTAL FUNDING 4,043,047$ 4,078,014$ 5,124,889$ 5,263,880$ Full Time Positions 11.95 11.95 17.60 17.50 Hourly/FTE Positions 1.50 1.50 1.50 1.50 May 23, 2023 Item #9 Page 81 of 384CITY OF CARLSBAD D-8 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: CLIMATE ACTION PLAN & HABITAT MANAGEMENT Account: 0015110 0015130 Fund: General SERVICES • Coordinate with multiple city departments to oversee Climate Action Plan (CAP) implementation, collect CAP implementation monitoring data and prepare an annual report • Coordinate preparation of a communitywide greenhouse gas emissions inventory and forecast • Coordinate updates to the CAP document as directed by City Council • Perform outreach and education related to CAP activities and respond to public inquiries • Oversee and coordinate implementation of the Home Energy Score Assessment program and Carlsbad Green Business Program • Participate in groups such as the SANDAG Sustainable Communities Working Group. SANDAG San Diego Management and Monitoring Program and Inter-Agency Working Group, and ReCAP Stakeholder Working Group • Monitor GHG emissions data from SANDAG and incorporate into the CAP • Research and monitor upcoming regulations, funding opportunities, and activities related to climate mitigation and adaptation • Monitor regional climate change preparedness activities 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 280,637$ 303,978$ 309,498$ 345,990$ Retirement Benefits 97,879 86,001 72,550 76,399 Health Insurance 33,130 34,082 36,087 37,068 Other Personnel Expenses 8,461 10,597 12,152 12,386 Personnel Services Subtotal 420,107 434,658 430,287 471,843 Operating Expenses Professional & Contract Services 529,967 594,695 299,750 284,362 Supplies & Materials 20,354 41,383 12,607 6,307 Repair & Maintenance 9 18 50 20 Interdepartmental Charges 59,536 86,988 97,342 148,637 Other Operating Expenses 480 4,344 6,668 5,668 Capital Outlay - - - - Operating Expenses Subtotal 610,346 727,428 416,417 444,994 TOTAL EXPENDITURES 1,030,453$ 1,162,086$ 846,704$ 916,837$ Full Time Positions 2.65 2.65 2.55 2.70 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 23, 2023 Item #9 Page 82 of 3842023-24 ANNUAL BUDGET D-9 • Provide leadership and citywide coordination to ensure compliance with Habitat Management Plan regulations for private and CIP projects • Oversee preserve managers to ensure Habitat Management Plan-compliant biological management, monitoring and reporting across citywide preserve system • Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions- oriented Habitat Management Plan implementation RECENT ACCOMPLISHMENTS • Continued serving as a board member for the San Diego Regional Climate Collaborative • Joined the Alliance for Regional Collaboratives for Climate Adaptation board as the San Diego representative • Held series of public meetings for South Carlsbad Boulevard Project • Completed 14 Home Energy Score Assessments and had 78 program sign-ups • Completed citywide gnatcatcher surveys • Provided coordination and oversight for Unmanaged Preserve Site Inspection Program and Village H Monitoring Program • Served on the Technical Advisory Group for the Connecting Wildlands and Communities Project and SANDAG Regional Habitat Conservation Taskforce • Provided coordination for Ward’s weed eradication program • Implemented an inspection program to identify potential threats to native species and habitats GOALS • Continue implementation and monitoring of adopted CAP, and complete a comprehensive CAP update • Continue implementation of the Carlsbad Green Business Program and increase number of certifications • Meet annual goal for acres added to the Habitat Management Plan area • Coordinate with local and regional stakeholders to monitor, manage and conduct outreach for shot hole borer and Ward’s weed, the highest priority threats to the preserve system Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected New Carlsbad Green Business Program certifications 5 9 8 Greenhouse gas emissions 930,000 MTCO2e 930,000 MTCO2e 930,000 MTCO2e Acreage goal added to Habitat Management Plan area 96% 96% 96% May 23, 2023 Item #9 Page 83 of 384CITY OF CARLSBAD D-10 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: SUSTAINABLE MATERIALS MANAGEMENT Account: 0015120 520XXXX Fund: General Enterprise ABOUT Consistent with the Carlsbad Municipal Code and General Plan, the Sustainable Materials Management division coordinates implementation of a citywide waste reduction and recycling program to maintain compliance with state regulations related to diversion and disposal of solid waste. The Sustainable Materials Management Division staff oversee the franchise agreement for waste hauling and recycling services, Palomar Transfer Station agreement for disposal services, various waste reduction and diversion outreach and education contracts, and proper disposal of household hazardous waste. SERVICES • Represent the city at meetings with CalRecycle, businesses, residents and other stakeholders • Work with city staff to improve the city’s waste reduction, diversion and recycling program • Prepare state and county grant applications with the City Council’s approval; appropriate funds, implement grant activities, track expenses and submit reports 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 259,845$ 398,983$ 825,400$ 742,551$ Retirement Benefits 92,946 93,562 202,509 170,478 Health Insurance 36,237 52,543 193,662 165,175 Other Personnel Expenses 7,920 13,658 35,238 29,470 Personnel Services Subtotal 396,948 558,746 1,256,809 1,107,674 Operating Expenses Professional & Contract Services 894,703 647,235 785,547 736,980 Supplies & Materials 29,339 29,359 39,213 35,163 Repair & Maintenance - - - - Interdepartmental Charges 136,392 217,572 322,694 497,769 Other Operating Expenses 15,723 22,892 12,833 9,833 Capital Outlay - 10,265 135,000 - Operating Expenses Subtotal 1,076,157 927,323 1,295,287 1,279,745 TOTAL EXPENDITURES 1,473,105$ 1,486,069$ 2,552,096$ 2,387,419$ General Fund - 76,121 313,085 261,946 Enterprise Fund 1,473,105 1,409,948 2,239,011 2,125,473 TOTAL FUNDING 1,473,105$ 1,486,069$ 2,552,096$ 2,387,419$ Full Time Positions 2.80 2.80 9.65 8.65 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 23, 2023 Item #9 Page 84 of 3842023-24 ANNUAL BUDGET D-11 • Coordinate outreach and education targeted at increasing recycling and other diversion programs for residents, businesses, municipal employees and the public • Coordinate annual Earth Month and Earth Day events promoting recycling, proper disposal of household hazardous waste, composting and beach cleanup • Conduct annual rate analysis to determine cost-effective practices • Prepare and submit required annual recycling, composting, and disposal reports to CalRecycle as required • Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee • Engage businesses and residents to decrease waste and increase recycling RECENT ACCOMPLISHMENTS • Implemented new organics recycling program • Hosted fix-it clinic events in partnership with Library Services • Created new municipal sustainability program • Designed new edible food recovery program and visited all Tier 1 organizations in the city • Began new municipal composting program • Provided outreach and inspected all businesses in the city • Participated in food recovery and organics recycling conferences to learn about best practices for successful program implementation • Used grant money to fund water stations installed throughout the city in support of the single-use plastics ban • Purchased and installed all compost bins throughout the city • Expanded Earth Month education and event • Presented at the Waste Expo on edible food recovery efforts • Reviewed special event applications for compliance with recycling and trash best practices GOALS • Review, prioritize and implement improvements based on feedback from CalRecycle in the mandatory commercial recycling and construction and demolition recycling programs • Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer Station • Increase waste diversion in the commercial sector by focusing outreach to targeted high trash-generating businesses with low diversion rates • Work with partners to increase outreach to construction companies to improve diversion of construction and demolition material • Continue tracking per capita disposal rate in pounds per person per day to verify accuracy • Reduce number of businesses without recycling services to zero Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Pounds per person sent to landfill 7.8 lbs. 7.9 lbs. 7.5 lbs. Organics diverted from the landfill 20,975 tons 24,120 tons 28,955 tons May 23, 2023 Item #9 Page 85 of 384 .. .. CITY OF CARLSBAD D-12 PUBLIC WORKS | ENVIRONMENTAL SUSTAINABILITY: WATERSHED PROTECTION Account: 5215110 Fund: Enterprise ABOUT This budget includes leadership and stewardship of the city’s resources, specifically protecting our creeks, lagoons and ocean. The Environmental Sustainability Department’s Watershed Protection Division coordinates the citywide watershed protection program and helps the city maintain compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit issued by the San Diego Regional Water Quality Control Board. SERVICES • Participate with neighboring cities in the Carlsbad Watershed as the Principal Co-permittee, serving as a liaison with the Regional Board, ensuring submittal of annual reports and participating in the San Diego County Co-permittees Regional Program Planning Committee • Represent the city at meetings with the Environmental Protection Agency, Regional Board, San Diego County Co-permittees, Carlsbad Watershed, environmental nonprofit groups and other stakeholders • Assess businesses to ensure proper best management practices and pollution prevention, prevent discharges into the Municipal Separate Storm Sewer System, or MS4, and protect receiving waters, which may require follow-up visits, targeted education or enforcement • Conduct illicit discharge detection and elimination into the MS4, as required by the Municipal Stormwater Permit, including responding to and investigating potential illicit discharges in the city, performing field screening at major outfalls, and managing a public hotline 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 547,421$ 541,090$ 523,007$ 598,317$ Retirement Benefits 181,536 167,151 125,878 135,414 Health Insurance 94,579 101,609 94,632 117,103 Other Personnel Expenses (44,639) (231,561) 21,574 22,821 Personnel Services Subtotal 778,897 578,289 765,091 873,655 Operating Expenses Professional & Contract Services 391,192 427,944 511,014 511,014 Supplies & Materials 5,360 6,470 18,341 11,100 Repair & Maintenance 9 287 30 30 Interdepartmental Charges 358,670 405,876 422,093 555,905 Other Operating Expenses 5,361 10,993 9,520 7,920 Capital Outlay - - - - Operating Expenses Subtotal 760,592 851,570 960,998 1,085,969 TOTAL EXPENDITURES 1,539,489$ 1,429,859$ 1,726,089$ 1,959,624$ Full Time Positions 6.50 6.50 5.40 6.15 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 23, 2023 Item #9 Page 86 of 3842023-24 ANNUAL BUDGET D-13 • Compile the annual Jurisdictional Runoff Management Program report and prepare new program documents at the beginning of each Municipal Stormwater Permit cycle • Act as the lead division for planning and implementation of the statewide Trash Amendments and incorporate them into the next Municipal Stormwater Permit RECENT ACCOMPLISHMENTS • Managed the contract for a watershed coordinator to assist the watershed agencies with updating and implementing the Water Quality Improvement Plan and report to optimize the watershed’s compliance with the Municipal Stormwater Permit • Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and the Jurisdictional Runoff Management Program Annual Reports to the Regional Board • Worked inter-departmentally to coordinate on National Pollutant Discharge Elimination System MS4 Trash Amendments implementation • Participated in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and education activities within the city and regionally • Implemented new trash encampment clean-up app • Completed Agua Hedionda Lagoon Special Study, as required by the Regional Board GOALS • Implement a monitoring program to evaluate MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring, sediment quality monitoring and various special studies • Implement a public outreach program to promote behavior changes that reduce the discharge of pollutants into the MS4 and protect water quality in our receiving waters • Implement all required strategies and numeric goals of the Water Quality Improvement Plan • Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and submit required reports to the Regional Board • Plan for implementation of the revised Municipal Stormwater Permit which will include new requirements to control trash • Conduct all annual inspections of existing development and water quality monitoring required by the Municipal Stormwater Permit • Respond to at least 90% of illicit discharge emergencies within 45 minutes • Detect and eliminate 100% of illicit discharges Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Emergency response times under 45 minutes for illicit discharges 97% 90% 90% Illicit discharges detected and eliminated 100% 100% 100% May 23, 2023 Item #9 Page 87 of 384 t- t- CITY OF CARLSBAD D-14 PUBLIC WORKS | FLEET & FACILITIES: SUMMARY FLEET & FACILITIES • Facilities • Fleet Maintenance & Replacement 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 2,496,346$ 2,595,221$ 2,954,275$ 3,296,372$ Retirement Benefits 800,794 750,997 644,987 682,059 Health Insurance 447,104 491,384 595,308 621,793 Other Personnel Expenses 24,440 (84,024) 127,194 132,211 Personnel Services Subtotal 3,768,684 3,753,578 4,321,764 4,732,435 Operating Expenses Professional & Contract Services 980,637 1,035,773 887,571 887,371 Supplies & Materials 1,984,228 2,384,764 2,168,528 2,091,292 Repair & Maintenance 988,227 1,396,652 1,510,660 1,453,060 Interdepartmental Charges 545,549 800,736 790,453 1,455,622 Other Operating Expenses 354,678 611,319 645,900 629,674 Capital Outlay 1,737,056 3,642,867 5,296,745 1,068,564 Operating Expenses Subtotal 6,590,375 9,872,111 11,299,857 7,585,583 TOTAL EXPENDITURES 10,359,059$ 13,625,689$ 15,621,621$ 12,318,018$ General Fund 5,341,736$ 6,297,998$ 6,768,736$ 7,497,115$ Internal Service Fund 5,581,454$ 6,018,691$ 8,799,885$ 4,764,903$ Special Revenue Fund 48,244$ 49,674$ 53,000$ 56,000$ TOTAL FUNDING 10,971,434$ 12,366,363$ 15,621,621$ 12,318,018$ Full Time Positions 31.90 35.10 34.95 35.95 Hourly/FTE Positions 9.50 7.75 6.90 8.40 May 23, 2023 Item #9 Page 88 of 3842023-24 ANNUAL BUDGET D-15 PUBLIC WORKS | FLEET & FACILITIES: FACILITIES Account: 0015310 0015320 3155110 Fund: General Special Revenue-Parking in Lieu ABOUT The Facilities Division provides safe and comfortable working spaces at city facilities and maintains quality indoor public spaces. Additionally, this division oversees the design and construction work for new city facilities and building renovation projects and operates the Safety Training Center. SERVICES • Maintain city-owned facilities including building exteriors, interiors, cleaning and custodial services, as well as set-up of offices and meeting rooms • Provide building construction, improvements, renovations, repairs and relocations • Operate and lease the Safety Training Center for public safety personnel training 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,707,594$ 1,823,085$ 2,108,360$ 2,383,940$ Retirement Benefits 534,701 517,714 444,822 483,233 Health Insurance 294,081 325,513 406,963 438,791 Other Personnel Expenses 55,957 76,401 90,811 96,564 Personnel Services Subtotal 2,592,333 2,742,713 3,050,956 3,402,528 Operating Expenses Professional & Contract Services 928,046 1,005,343 848,228 848,028 Supplies & Materials 486,622 658,866 629,735 585,319 Repair & Maintenance 647,211 964,153 1,100,566 1,067,966 Interdepartmental Charges 383,863 599,364 561,904 1,038,153 Other Operating Expenses 324,331 375,914 627,347 611,121 Capital Outlay 27,574 1,319 3,000 - Operating Expenses Subtotal 2,797,647 3,604,959 3,770,780 4,150,587 TOTAL EXPENDITURES 5,389,980$ 6,347,672$ 6,821,736$ 7,553,115$ General Fund 5,341,736$ 6,297,998$ 6,768,736$ 7,497,115$ Special Revenue Fund 48,244 49,674 53,000 56,000 Total Funding 5,389,980$ 6,347,672$ 6,821,736$ 7,553,115$ Full Time Positions 21.65 24.85 24.85 25.85 Hourly/FTE Positions 8.50 6.75 5.90 7.40 May 23, 2023 Item #9 Page 89 of 384CITY OF CARLSBAD D-16 RECENT ACCOMPLISHMENTS • Completed the Fire Station 6 dorm conversion project • Replaced lighting fixtures to energy efficient LED fixtures at the Mira Costa Las Palmas Facility, State Street parking lots, City of Carlsbad Faraday Center and the Carlsbad Recycled Water Facility • Completed 1,539 work orders as of April 2022, including reconfiguration of Faraday Center to accommodate changing space needs • Began construction of the Police and Fire Headquarters renovation project • Obtained a conditional use permit for Temporary Fire Station 7 • Awarded revised citywide contracted custodial services contracts that leverage technology to ensure contractor performance • Provided facilities and support for 152 Fire Department training days and 104 Police Department training days • Supported 183 training days for 17 outside law enforcement agency leases • Retrofitted 86 fluorescent can light fixtures to energy efficient LED fixtures and added 68 new LED light fixtures to both indoor shooting ranges, increasing lighting on the range for safety • Recycled 3,218 pounds of brass shell casings, 5,315 pounds of lead and copper from indoor shooting range activities, and 4,967 pounds of scrap metal GOALS • Continue the city facility and parking lot light pole and fixture replacement project • Perform a facilities conditions assessment throughout the city and continue development of a Facility Asset Management System • Obtain a conditional use permit for planned new Public Works headquarters • Complete the Fire Station 2 replacement and Carlsbad City Library fire alarm system replacement • Begin construction on the Calavera Hills Community Park roof replacement project • Complete plans and specifications for the Senior Center roof replacement project • Increase the city’s investment in custodial and building maintenance to meet industry standards for high quality facilities • Initiate various refurbishment and repair projects at the Safety Training Center Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Custodial cost ($/square foot) $4.67 $4.12 $4.59 Building maintenance ($/square foot) $4.58 $4.51 $4.72 May 23, 2023 Item #9 Page 90 of 384 I I I 2023-24 ANNUAL BUDGET D-17 PUBLIC WORKS | FLEET & FACILITIES: FLEET MAINTENANCE & REPLACEMENT Account: 6205460 6215461 Fund: Vehicle Maintenance Fund Vehicle Replacement Fund ABOUT The city’s fleet consists of 456 vehicles and equipment necessary to complete the city’s mission of delivering quality and efficient services. The fleet maintenance & replacement programs enable departments to achieve their operational mission in a safe, efficient manner. The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the city’s fleet of vehicles and equipment. The fleet maintenance program is funded through charges to departments based on vehicle type and utilization. The fleet vehicle replacement program is funded through a replacement charge to departments for each vehicle or equipment in service, determined by actual costs of vehicle procurement divided by the expected life of the vehicle. This program funds asset replacement and vehicle outfitting. Cost- effective vehicle procurement is achieved through cooperative purchasing agreements and bidding processes. Revenue is collected from the sale of retired city fleet assets at auction. 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 788,752$ 772,136$ 845,915$ 912,432$ Retirement Benefits 266,093 233,283 200,165 198,826 Health Insurance 153,023 165,871 188,345 183,002 Other Personnel Expenses (31,517) (160,425) 36,383 35,647 Personnel Services Subtotal 1,176,351 1,010,865 1,270,808 1,329,907 Operating Expenses Professional & Contract Services 52,591 30,430 39,343 39,343 Supplies & Materials 1,497,606 1,725,898 1,538,793 1,505,973 Repair & Maintenance 341,016 432,499 410,094 385,094 Interdepartmental Charges 161,686 201,372 228,549 417,469 Other Operating Expenses 30,347 235,405 18,553 18,553 Capital Outlay 1,709,482 3,641,548 5,293,745 1,068,564 Operating Expenses Subtotal 3,792,728 6,267,152 7,529,077 3,434,996 TOTAL EXPENDITURES 4,969,079$ 7,278,017$ 8,799,885$ 4,764,903$ Full Time Positions 10.25 10.25 10.10 10.10 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 23, 2023 Item #9 Page 91 of 384CITY OF CARLSBAD D-18 SERVICES • Provide safe and appropriately maintained vehicles for use by city staff, inspect vehicles per requirements of the biennial inspection of terminals and smog programs, and maintain 24/7 road call services for emergency vehicles • Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for emergencies and monitoring fuel tanks in accordance with state and county regulations • Maintain records related to fleet asset inventory and work order history through management of the AssetWorks fleet maintenance database • Evaluate the city fleet on an annual basis to identify units eligible for replacement and calculate estimated acquisition costs • Manage the Fleet Replacement Committee, made up of city staff from various departments, to make recommendations for unit replacement, retention or disposal • Advise on specifications for purchase of replacement units that satisfy department performance requirements while optimizing return on investment in alignment with the CAP • Purchase replacement units through the public bidding process or through cooperative purchasing programs RECENT ACCOMPLISHMENTS • Achieved recognition from Government Fleet magazine and the American Public Works Association as one of the Top 50 Leading Fleets in the nation • Executed an agreement with SDG&E to leverage the Power Your Drive for Fleets Make- Ready Infrastructure Program, which is anticipated to install up to 26 level 3 DC fast chargers at the fleet maintenance facility over the next five years • Activated 42 new vehicles and equipment, including five hybrid compact light duty trucks GOALS • Annually assess vehicles for conversion to alternative fuel options in support of the CAP goal to increase the proportion of fleet low and zero-emissions vehicle miles traveled to 25% of all city-related vehicle miles traveled by 2035 • Implement a pilot GPS/vehicle telematics system in the city’s fleet of police vehicles • Assess and improve fleet database and data management systems and techniques Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Fleet vehicles ready for active service 98.5% 98.5% 99% Vehicle miles traveled by low/zero emission vehicles 27% 34% 30% May 23, 2023 Item #9 Page 92 of 384 I I I 2023-24 ANNUAL BUDGET D-19 PUBLIC WORKS | TRANSPORTATION: SUMMARY TRANSPORTATION • Storm Drain Maintenance & Engineering • Traffic, Mobility, Transportation Engineering & Streets Maintenance • Lighting & Landscaping Districts 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 3,507,800$ 3,606,940$ 4,066,074$ 4,337,789$ Retirement Benefits 1,283,466 1,136,512 1,037,649 993,367 Health Insurance 582,340 594,508 671,050 665,807 Other Personnel Expenses 111,136 141,036 170,886 162,686 Personnel Services Subtotal 5,484,742 5,478,996 5,945,659 6,159,649 Operating Expenses Professional & Contract Services 1,052,886 1,257,360 1,970,070 1,417,716 Supplies & Materials 315,273 376,946 488,520 438,816 Repair & Maintenance 1,545,047 1,225,291 1,573,574 1,463,290 Interdepartmental Charges 1,656,409 1,982,950 2,426,231 2,983,971 Other Operating Expenses 597,981 749,114 738,515 717,132 Capital Outlay 37,838 143,200 - 80,000 Operating Expenses Subtotal 5,205,434 5,734,861 7,196,910 7,100,925 TOTAL EXPENDITURES 10,690,176$ 11,213,857$ 13,142,569$ 13,260,574$ General Fund 7,553,800 8,048,352 9,707,559 9,732,215 Enterprise Fund 1,990,755 1,904,811 1,836,302 1,865,537 Special Revenue Fund 1,145,621 1,260,694 1,598,708 1,662,822 TOTAL FUNDING 10,690,176$ 11,213,857$ 13,142,569$ 13,260,574$ Full Time Positions 43.90 43.70 43.60 43.80 Hourly/FTE Positions 1.50 1.94 1.50 1.50 May 23, 2023 Item #9 Page 93 of 384CITY OF CARLSBAD D-20 PUBLIC WORKS | TRANSPORTATION: STORM DRAIN MAINTENANCE & ENGINEERING Account: 0016310 5216310 Fund: General Enterprise-Storm Drain Maintenance ABOUT The Transportation Storm Drain Maintenance & Engineering divisions are responsible for maintaining and improving the city’s storm drain infrastructure. SERVICES • Address various drainage infrastructure and stormwater maintenance issues citywide • Develop plans, specifications, and estimates, and provide project or design management of projects involving storm drain assets • Optimize maintenance efforts by monitoring and addressing new and ongoing drainage issues • Perform inspection and maintenance of the storm drain system RECENT ACCOMPLISHMENTS • Inspected 100% of high-priority storm drain inlets, removing an estimated 16.5 tons of sediment and debris • Completed the Agua Hedionda Creek vegetation removal between the bridges of Cannon Road and El Camino Real 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $678,142 $579,104 $632,248 $710,238 Retirement Benefits 242,324 177,552 150,992 159,108 Health Insurance 143,182 98,148 105,010 117,861 Other Personnel Expenses 21,449 23,206 26,398 26,998 Personnel Services Subtotal 1,085,097 878,010 914,648 1,014,205 Operating Expenses Professional & Contract Services 313,103 335,548 460,165 192,507 Supplies & Materials 24,207 26,876 50,321 24,600 Repair & Maintenance 556,986 596,171 495,293 600,900 Interdepartmental Charges 243,104 371,657 322,228 446,694 Other Operating Expenses 114,006 97,729 91,424 85,200 Capital Outlay 5,688 0 0 0 Operating Expenses Subtotal 1,257,094 1,427,981 1,419,431 1,349,901 TOTAL EXPENDITURES $2,342,191 $2,305,991 $2,334,079 $2,364,106 General Fund 351,436 401,180 497,777 498,569 Enterprise Fund 1,990,755 1,904,811 1,836,302 1,865,537 TOTAL FUNDING 2,342,191$ 2,305,991$ 2,334,079$ 2,364,106$ Full Time Positions 8.60 7.10 7.00 7.35 Hourly/FTE Positions 0.50 0.98 0.50 0.50 May 23, 2023 Item #9 Page 94 of 3842023-24 ANNUAL BUDGET D-21 • Completed approximately 1,800 lane miles of street sweeping bimonthly on all residential, prime, and major streets, removing 1,153.5 tons of debris that otherwise would end up in the city’s storm drain system • Inspected 34,000 linear feet of storm drain pipeline • Completed 1,534 maintenance work orders and 39 emergency responses • Completed construction of the Phase I - Magnolia Avenue Storm Drain Improvements • Solicited bids and appropriated funding for Trieste Slope Repair project • Completed geotechnical investigations for the Drainage Master Plan El Camino Real Channel Restoration Project • Completed vegetation maintenance of the Lake Calavera Dam GOALS • Complete update of the city’s Drainage Master Plan • Clean 100% of the Agua Hedionda Lagoon channels • Complete Trieste Slope Repair project Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Linear feet of streets swept to mitigate debris 1,800 (100%) 1,800 (100%) 1,800 (100%) Tons of debris removed from city streets from street sweeping 1069.9 tons 1,153.5 tons 1,200.6 tons % of Agua Hedionda Lagoon channels cleaned 100% 100% 100% May 23, 2023 Item #9 Page 95 of 384 t t +- CITY OF CARLSBAD D-22 PUBLIC WORKS | TRANSPORTATION: TRAFFIC, MOBILITY, TRANSPORTATION ENGINEERING & STREETS MAINTENANCE Account: 0018410 00186XX 00187XX Fund: General ABOUT Traffic, Mobility, Transportation Engineering and Streets Maintenance divisions maintain and improve the road infrastructure and keep people moving. They are responsible for enhancing mobility and safety citywide through ongoing transportation planning, streets and traffic engineering, streets maintenance, and signal operations activities. SERVICES • Conduct traffic and mobility planning, oversee engineering and signals operations, and serve as liaison with the Traffic and Mobility Commission • Perform roadside maintenance including street signs, street legends, striping, graffiti and trash removal, pothole and sidewalk repairs • Develop plans, specifications, and estimates, and provide project and design management of projects involving street assets 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $2,691,623 $2,878,496 $3,275,276 $3,462,840 Retirement Benefits 990,832 914,632 846,719 795,441 Health Insurance 421,434 479,115 548,203 530,582 Other Personnel Expenses 84,948 111,847 137,663 129,190 Personnel Services Subtotal 4,188,837 4,384,090 4,807,861 4,918,053 Operating Expenses Professional & Contract Services 643,718 828,656 1,296,784 1,011,158 Supplies & Materials 263,515 328,483 362,080 338,097 Repair & Maintenance 821,915 467,117 805,309 589,418 Interdepartmental Charges 1,078,681 1,295,617 1,691,441 2,065,772 Other Operating Expenses 178,242 200,009 246,307 231,148 Capital Outlay 27,456 143,200 0 80,000 Operating Expenses Subtotal 3,013,527 3,263,082 4,401,921 4,315,593 TOTAL EXPENDITURES $7,202,364 $7,647,172 $9,209,782 $9,233,646 Full Time Positions 33.15 34.65 34.65 34.50 Hourly/FTE Positions 1.00 0.97 1.00 1.00 May 23, 2023 Item #9 Page 96 of 3842023-24 ANNUAL BUDGET D-23 RECENT ACCOMPLISHMENTS • As part of the Declaration of Emergency, implemented leading pedestrian intervals and countdown pedestrian signal heads at 32 locations, procured and deployed 12 safety message boards, installed green bike lane enhancements in 55 high-conflict zones, procured and deployed 17 speed feedback signs for speeding data collection, refreshed all bicycle and double lane striping in all 24 school zones within the city, and accelerated existing projects related to roadway safety • Procured and installed 3 permanent bicycle counters to study the city’s bicycle activity • Replaced approximately 30,000 square feet of sidewalk and asphalt from work orders • Completed the Growth Management Plan Monitoring Report and updated the Transportation Impact Analysis guidelines and multimodal level of service methodology • Completed the El Camino Real and College Boulevard Intersection Improvements project, including the installation of a 120-foot steel pedestrian bridge • Installed and energized 14 streetlights for the Barrio Lighting Phase 1 project • Completed 470,811 linear feet of striping • Completed Safe Routes to School Program at Hope Elementary School GOALS • Finalize the revision of the Carlsbad Residential Traffic Management Program • Continue implementation and development of the Coordinated Traffic Signal Program • Complete Safe Routes to School Programs at Sage Creek High School, Jefferson Elementary School, Aviara Oaks Elementary, and Aviara Oaks Middle Schools • Complete East-West Corridor Emergency Resurfacing and Restriping Project • Complete Carlsbad Boulevard Pedestrian Improvements Project • Complete 2021 Sidewalk Construction project • Complete Parking Lot ADA Compliance Project • Complete Avenida Encinas Rail trail and Pedestrian Improvements project • Initiate utility undergrounding for Valley and Magnolia project • Initiate utility undergrounding for Terramar Area Coastal Improvements • Complete Phase 2 of the citywide streetlight LED fixture replacement program along collector and industrial streets 1 Metric includes submitted requests from previous fiscal year which were completed in the current fiscal year 2 Residential calming neighborhood meetings resumed in fiscal year 2023; no meetings were held in previous fiscal year due to COVID-19 restrictions. Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Address submitted residential traffic-related requests (# submitted/# completed)1 81% (174/141) 97% (138/143) 90% Residential traffic calming neighborhood meetings completed based on request N/A2 100% (11/11) 100% May 23, 2023 Item #9 Page 97 of 384CITY OF CARLSBAD D-24 PUBLIC WORKS | TRANSPORTATION: BUENA VISTA CHANNEL, LIGHTING & LANDSCAPING DISTRICTS Account: 162 163 164 Fund: Special Revenue- Street Light Maintenance Special Revenue-Buena Vista Channel Special Revenue-LLD 2 ABOUT The Transportation Engineering Division provides oversight of the Buena Vista Creek Channel Maintenance Assessment District, which is the maintenance assessment district that funds the costs of streetlights, street trees and medians within the district boundaries covering newer developments in the city. The Transportation Department also provides maintenance of decorative lighting and oversight of Lighting & Landscaping District 2. SERVICES • Ensure adequate funds are collected to administer and maintain the Buena Vista Creek Channel from Jefferson Street east to the South Vista Way bridge • Maintain and repair streetlamps and decorative lighting 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages $138,035 $149,340 $158,550 $164,711 Retirement Benefits 50,310 44,328 39,938 38,818 Health Insurance 17,724 17,245 17,837 17,364 Other Personnel Expenses 4,739 5,983 6,825 6,498 Personnel Services Subtotal 210,808 216,896 223,150 227,391 Operating Expenses Professional & Contract Services 96,065 93,156 213,121 214,051 Supplies & Materials 27,551 21,587 76,119 76,119 Repair & Maintenance 166,146 162,003 272,972 272,972 Interdepartmental Charges 334,624 315,676 412,562 471,505 Other Operating Expenses 305,733 451,376 400,784 400,784 Capital Outlay 4,694 0 0 0 Operating Expenses Subtotal 934,813 1,043,798 1,375,558 1,435,431 TOTAL EXPENDITURES $1,145,621 $1,260,694 $1,598,708 $1,662,822 Full Time Positions 2.15 1.95 1.95 1.95 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 98 of 3842023-24 ANNUAL BUDGET D-25 RECENT ACCOMPLISHMENTS • Completed 327 streetlight and electrical service requests • Completed installation of 71 LED fixtures on streetlights • Completed authorization to bid Phase 2 of the citywide light replacement program • Completed annual vegetation clearing and trash removal from the Buena Vista Creek Channel Maintenance District and submitted to California Department of Fish and Wildlife • Cleared vegetation from three drainage outfalls entering the Buena Vista channel from the City of Oceanside • Developed a Program Environmental Impact Report for the Buena Vista Creek Concrete Channel Maintenance Project GOALS • Identify and optimize continuing needs for environmental permitting and monitoring • Monitor and continue program to clear vegetation entering the Buena Vista channel from the City of Oceanside • Clear 100% of the Buena Vista Creek Channel Maintenance District • Track and monitor areas for plant and trash removal for flood capacity purposes • Track and monitor service times to ensure timely service for service requests • Complete Phase 2 of Citywide Streetlight Replacement Program Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Citywide Streetlight Replacement Program Phase 2 planning complete Audit and bid of Phase 2 complete Phase 2 program completed % of Buena Vista Channel cleaned and reported for permitting 100% 100% 100% May 23, 2023 Item #9 Page 99 of 384 + + CITY OF CARLSBAD D-26 PUBLIC WORKS | UTILITIES: SUMMARY UTILITIES • Potable Water Operations • Recycled Water Operations • Wastewater Operations 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 5,025,225$ 5,538,360$ 6,423,971$ 6,883,606$ Retirement Benefits 1,786,928 1,651,672 1,517,057 1,494,179 Health Insurance 910,027 944,651 982,043 1,210,607 Other Personnel Expenses 753,440 (1,281,540) 303,472 327,775 Personnel Services Subtotal 8,475,620 6,853,143 9,226,543 9,916,167 Operating Expenses Professional & Contract Services 13,077,777 12,700,325 16,567,837 18,382,403 Supplies & Materials 28,380,456 28,976,575 31,665,871 34,826,472 Repair & Maintenance 437,870 437,116 579,693 433,521 Interdepartmental Charges 4,808,776 5,153,827 5,618,106 6,862,721 Other Operating Expenses 12,648,726 11,151,597 14,227,621 19,248,629 Capital Outlay 512,467 77,638 36,250 7,150 Operating Expenses Subtotal 59,866,072 58,497,078 68,695,378 79,760,896 TOTAL EXPENDITURES 68,341,692$ 65,350,221$ 77,921,921$ 89,677,063$ Full Time Positions 61.95 63.95 64.50 63.50 Hourly/FTE Positions 0.50 0.50 0.50 0.50 May 23, 2023 Item #9 Page 100 of 3842023-24 ANNUAL BUDGET D-27 PUBLIC WORKS | UTILITIES: POTABLE WATER OPERATIONS Account: 5016310 Fund: Enterprise ABOUT To ensure safe, high-quality drinking water is available to Carlsbad Municipal Water District customers on-demand, the CMWD provides ongoing operation and maintenance of the following: nine storage reservoirs or tanks, 457 miles of pipeline, 17 pressure zones, 71 pressure regulating stations, three pumping stations, 14,327 valves, 4,481 fire hydrants and 30,446 potable meters. CMWD purchases potable water from its wholesale water provider, San Diego County Water Authority, which includes desalinated water from the Carlsbad Desalination Plant. SERVICES • Operate and maintain reservoirs, pressure regulating stations, pump stations, transmission and distribution pipelines, valves, meters and other appurtenances • Deliver reliable, safe drinking water and fire flow demand • Comply with all water-related health, safety, and environmental regulations including state and federal drinking water standards for water quality sampling and reporting • Implement effective water conservation and rebate programs, including public education, leak detection studies, leak repair and compliance with conservation laws • Work with other water agencies and the San Diego County Water Authority on regional water-related projects and budgets 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 2,456,258$ 2,775,502$ 3,020,543$ 3,297,868$ Retirement Benefits 853,829 777,841 707,921 722,595 Health Insurance 532,524 539,133 456,572 603,202 Other Personnel Expenses 932,144 (934,811) 142,351 159,114 Personnel Services Subtotal 4,774,755 3,157,665 4,327,387 4,782,779 Operating Expenses Professional & Contract Services 7,339,768 7,250,138 8,568,654 9,205,538 Supplies & Materials 25,652,887 26,320,138 28,010,084 31,440,899 Repair & Maintenance 299,762 384,355 361,250 290,050 Interdepartmental Charges 2,722,945 2,964,704 3,161,356 3,765,584 Other Operating Expenses 6,479,626 4,222,292 5,267,601 5,271,353 Capital Outlay 415,639 16,957 19,500 3,600 Operating Expenses Subtotal 42,910,627 41,158,584 45,388,445 49,977,024 TOTAL EXPENDITURES 47,685,382$ 44,316,249$ 49,715,832$ 54,759,803$ Full Time Positions 29.50 30.55 30.95 31.05 Hourly/FTE Positions 0.45 0.20 0.00 0.00 May 23, 2023 Item #9 Page 101 of 384CITY OF CARLSBAD D-28 RECENT ACCOMPLISHMENTS • Developed and established a Utilities Reserve policy for fund stability • Established new hydraulic modeling fees • Performed regulation-required Lead and Copper sampling • Completed construction on the Carrillo Way water main rehabilitation • Built and calibrated the water distribution system hydraulic model now used to assess system capacity needs • Completed inspection and cleaning of 10 potable reservoirs GOALS • Minimize costs while continuing to provide high levels of service at acceptable risk • Optimize asset management by increasing the use of technology to improve and manage the infrastructure system more efficiently and effectively • Work with the State Department of Water Resources and the State Water Resources Control Board on implementation of regulations for Water Use Efficiency Standards • Create an inventory of lead service lines to comply with the new EPA Lead and Copper regulations • Complete US Environmental Protection Agency-required sampling under the fifth Unregulated Contaminant Monitoring Rule that requires monitoring polyfluoroalkyl substances • Update the Potable Water Master Plan • Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Initiate construction of the Palomar Airport waterline replacement project, water main replacements in the downtown and coastal areas, construction of one new pressure regulating station and replacement of two existing pressure regulating stations • Update the cost of services study and present updated rates to the Carlsbad Municipal Water District Board of Directors for approval SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Permanent reduction of 1.0 FTE by not filling vacant positions and reorganizing duties • Reduction of 2 vehicles from the Utilities Department fleet Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4 Meeting State Water Resources Control Board water use efficiency standards Yes Yes Yes May 23, 2023 Item #9 Page 102 of 3842023-24 ANNUAL BUDGET D-29 PUBLIC WORKS | UTILITIES: RECYCLED WATER OPERATIONS Account: 5026310 Fund: Enterprise ABOUT The Carlsbad Municipal Water District owns the Carlsbad Water Recycling Facility located next to the Encina Wastewater Authority treatment plant. CMWD takes treated wastewater from that plant and further treats it to the State of California Title 22 recycled water quality standards and then delivers this water to customers for irrigation and certain industrial uses. This effort reduces the amount of wastewater that would normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence on imported drinking water, and provides customers with a reliable local supply of water for non-potable purposes. Recycled water is not subject to state water conservation requirements. Delivery of this water includes the operation and maintenance of the recycled water system’s three storage tanks, four pump stations, three pressure-reducing stations, six pressure zones, 97 miles of pipelines, 1,050 valves, and 1,011 meters. CMWD’s Cross-Connection Control and Backflow program ensures a safe supply of drinking water by preventing cross-contamination from the recycled system into the potable system in accordance with federal and state regulations. CMWD also purchases and delivers recycled water from the Vallecitos Water District’s Meadowlark Water Reclamation Facility. 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,033,183$ 1,040,554$ 1,354,365$ 1,310,203$ Retirement Benefits 375,927 350,713 310,948 266,704 Health Insurance 141,496 143,591 189,818 176,778 Other Personnel Expenses 4,712 41,288 63,152 57,615 Personnel Services Subtotal 1,555,318 1,576,146 1,918,283 1,811,300 Operating Expenses Professional & Contract Services 1,339,480 1,425,672 2,008,860 2,373,450 Supplies & Materials 2,397,182 2,361,161 3,034,650 3,023,586 Repair & Maintenance 61,170 19,524 66,743 22,743 Interdepartmental Charges 690,574 818,951 936,905 1,168,003 Other Operating Expenses 1,491,538 1,922,717 3,234,080 3,448,290 Capital Outlay 67,841 - 7,000 1,750 Operating Expenses Subtotal 6,047,785 6,548,025 9,288,238 10,037,822 TOTAL EXPENDITURES 7,603,103$ 8,124,171$ 11,206,521$ 11,849,122$ Full Time Positions 13.00 13.30 12.75 10.85 Hourly/FTE Positions 0.05 0.10 0.50 0.50 May 23, 2023 Item #9 Page 103 of 384CITY OF CARLSBAD D-30 SERVICES • Deliver recycled water for irrigation and some industrial uses through the recycled water system • Operate and maintain infrastructure, including the Carlsbad Water Recycling Facility, reservoirs, pressure regulating stations, pump stations, pipelines, valves and meters • Treat wastewater to meet State of California Title 22 recycled water requirements • Perform inspections on systems and backflows to prevent cross connections and protect the potable water system • Convert irrigation sites from potable water to recycled water as service becomes available RECENT ACCOMPLISHMENTS • Awarded $3 million in recycled water grants • Completed the design of Phase 3 Recycled Water Reservoir (D-4) Tank • Performed annual backflow tests at 285 sites and inspections at 625 recycled use sites • Developed a Utilities Reserve policy GOALS • Complete construction of a 1.5-million-gallon recycled water storage tank • Complete Segment 5 conversions from potable to recycled water and connect customers to the expanded system • Stay within the industry benchmark for water main breaks of 3.4 to 19.4 breaks per 100 miles of pipeline, per the American Water Works Association • Maintain recycled water cost at or below 75% of potable water irrigation cost • Perform tank inspections and cleaning for three recycled reservoirs • Update the cost of services study and present updated rates to the CMWD Board Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Pipeline breaks per 100 miles of pipe 0 <3.4 <3.4 Cost of recycled water as a percent of potable water cost 71% 73% 75% May 23, 2023 Item #9 Page 104 of 3842023-24 ANNUAL BUDGET D-31 PUBLIC WORKS | UTILITIES: WASTEWATER OPERATIONS Account: 5116310 Fund: Enterprise ABOUT The Utilities Department is responsible for providing wastewater services to approximately 85,000 customers within the city’s service area. The Utilities wastewater mission is to prevent sewer spills and convey waste efficiently to the Encina Wastewater Authority’s treatment plant by properly managing, operating and maintaining all parts of the city’s sewer system. A portion of Carlsbad’s treated wastewater is diverted from the ocean outfall and sent to the Carlsbad Water Recycling Facility for further treatment. The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater lift stations and wet wells and about 273 miles of gravity mainlines, six miles of pressurized mains, and 6,168 access holes. The department implements a robust wastewater asset management program to minimize the total cost of owning and operating utility assets while continuing to deliver high levels of service at acceptable levels of risk. SERVICES • Operate and maintain infrastructure such as lift stations, wet wells, gravity sewer mains, force mains, maintenance access holes and other elements • Collect wastewater and convey it to the Encina Wastewater Authority treatment plant • Conduct closed-circuit camera review of pipelines to determine pipeline integrity • Participate in the activities and budgets of the Encina Wastewater Authority as part of the Encina Joint Powers Authority 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,535,784$ 1,722,304$ 2,049,063$ 2,275,535$ Retirement Benefits 557,172 523,118 498,188 504,880 Health Insurance 236,007 261,927 335,653 430,627 Other Personnel Expenses (183,416) (388,017) 97,969 111,046 Personnel Services Subtotal 2,145,547 2,119,332 2,980,873 3,322,088 Operating Expenses Professional & Contract Services 4,398,529 4,024,515 5,990,323 6,803,415 Supplies & Materials 330,387 295,276 621,137 361,987 Repair & Maintenance 76,938 33,237 151,700 120,728 Interdepartmental Charges 1,395,257 1,370,172 1,519,845 1,929,134 Other Operating Expenses 4,677,562 5,006,588 5,725,940 10,528,986 Capital Outlay 28,987 60,681 9,750 1,800 Operating Expenses Subtotal 10,907,660 10,790,469 14,018,695 19,746,050 TOTAL EXPENDITURES 13,053,207$ 12,909,801$ 16,999,568$ 23,068,138$ Full Time Positions 19.45 20.10 20.80 21.60 Hourly/FTE Positions 0.00 0.20 0.00 0.00 May 23, 2023 Item #9 Page 105 of 384CITY OF CARLSBAD D-32 • Prevent wastewater spills to protect the environment • Administer the city’s Fats, Oils and Grease program to prevent pipeline clogs and subsequent wastewater spills • Conduct public outreach regarding what can go into drains to prevent spills and other issues RECENT ACCOMPLISHMENTS • Completed closed-circuit camera inspections of large-diameter interceptor sewers that convey wastewater from collector pipelines to the Encina Wastewater Authority treatment facility to assess their integrity • Started construction of the Villas Lift Station Replacement project • Completed analysis of the North Batiquitos Lift Station force main • Achieved over 80% compliance at Carlsbad’s food service establishments for the 2022 Fats, Oils and Grease program inspections • Updated the Sewer Spill Response Plan • Awarded a contract to insert a liner to repair approximately five miles of clay gravity sewer mains throughout the city • Completed the design of repairs and upgrades for sewer lift stations throughout the city • Completed the design for rehabilitation efforts of sewer mains and maintenance access hole improvements along Carlsbad Boulevard and Cannon Road • Completed the design for increasing the size of the sewer pipeline on Kelly Drive • Developed a Utilities Reserve policy GOALS • Initiate an update to the Sewer Master Plan • Meet or exceed the American Water Works Association benchmark rate for combined utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline • Complete the generator replacement project at Poinsettia and Chinquapin lift stations for system reliability where the existing generators have met the end of their useful life • Initiate the design of upgrades at Poinsettia and Chinquapin lift stations • Clean sewer pipe in line with the department’s preventive maintenance schedule • Update the cost of services study and present updated rates to the City Council Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Rate of spills per 100 miles of pipe 0 0.358 <0.358 Department goal for amount of sewer pipe cleaned per year 100% 100% 100% May 23, 2023 Item #9 Page 106 of 384 .. 2023-24 ANNUAL BUDGET E-1 COMMUNITY SERVICES The Community Services Branch includes programs, services and events that support Carlsbad's excellent quality of life. The branch includes the following key areas of focus: • Community Service Administration o Real Estate • Community Development • Housing & Homeless Services • Library & Cultural Arts • Parks & Recreation These city service areas ensure the city’s planning and building policies are carried out, foster lifelong learning, support strong neighborhoods, administer affordable housing and homeless response programs, attend to the community’s health and wellness, and promote transparency in government. Gary Barberio Deputy City Manager, Community Services 442-339-2822 gary.barberio@carlsbadca.gov May 23, 2023 Item #9 Page 107 of 384CITY OF CARLSBAD E-2 May 23, 2023 Item #9 Page 108 of 384 COMMUNITY SERVICES BRANCH Community Services E-3 COMMUNITY SERVICES | ADMINISTRATION Account: 0012410 Fund: General ABOUT The Community Services Branch provides programs and services that promote and support Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the Community Services Branch. SERVICES Functional areas include department management, budget oversight, and real estate services. The Community Services Branch ensures that the city’s planning, land development engineering, building, and code enforcement policies are carried out, that affordable housing and homelessness programs are administered, that lifelong learning is fostered, that library and cultural arts services are delivered, that the city’s health and wellness are advanced through parks, recreation and senior services, and that the city’s real estate assets are well managed. RECENT ACCOMPLISHMENTS • Updated the city’s building codes to comply with new state building code • Implemented self-certification inspection program allowing qualified individuals to self- certify installation of minor improvements • Implemented an online case tracking system simplifying the tracking of processing timelines in response to an internal audit recommendation 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 446,413$ 416,086$ 421,382$ 382,197$ Retirement Benefits 93,183 122,145 104,509 88,542 Health Insurance 58,369 57,361 60,862 37,759 Other Personnel Expenses 10,862 13,731 15,275 11,530 Personnel Services Subtotal 608,827 609,323 602,028 520,028 Operating Expenses Professional & Contract Services 13,319 14,057 19,400 9,000 Supplies & Materials 14 678 4,850 2,200 Repair & Maintenance - - - - Interdepartmental Charges 30,900 38,496 43,639 52,433 Other Operating Expenses 941 1,025 6,000 1,750 Capital Outlay - - - - Operating Expenses Subtotal 45,174 54,256 73,889 65,383 TOTAL EXPENDITURES 654,001$ 663,579$ 675,917$ 585,411$ Full Time Positions 3.00 3.00 3.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 109 of 384CITY OF CARLSBAD E-4 • Developed a State Mobile Home Park Inspection Program to meet state requirements • Revised the Vehicle Miles Travelled Guidelines to include updated options for mitigation • Amended the Grading Ordinance to clarify exemption allowances for smaller projects • Completed permit-ready accessory dwelling unit plans and updated the municipal code consistent with state law • Worked with the Growth Management Citizens Committee to develop recommendations to update the Growth Management Plan and presented recommendations to the City Council • Received new state grant fund totaling $1,162,504 which will be used to support activities outlined in the Homelessness Action Plan • Updated the Homelessness Action Plan which was approved by the City Council • Completed an upgrade of the audio-visual technology in the Exploration HUB • Completed the design phase of the technological upgrade of the Schulman Auditorium, Cannon Art Gallery and the Ann Kulchin Courtyard • Completed Veterans Memorial Park master plan • Completed new Civic Center site selection process GOALS • Complete the E-plan Review (Bluebeam) Pilot Program, which will allow staff to make corrections and comments directly onto electronically submitted development • Implement an automated solar permitting platform consistent with SB 379 allowing applicants to apply and receive a building permit for solar systems up to 38.4 kW in real time • Develop a program to address the removal, storage, and return of unpermitted signs in the public right of way • Expand the Customer Self Service portal to allow for additional permit types • Obtain City Council approval of Objective Design Standards (Citywide & Village/Barrio) by summer 2023 • Implement a public facing data dashboard to provide access to homelessness programs and statistics • Work with local partners to offer a small business community workshop series • Increase the number of historical documents accessible to the community by 10% • Re-establish a reading tutoring program for elementary school students • Initiate public outreach for Veteran’s Memorial Park and Chestnut Underpass public art • Award construction contract for Veterans Memorial Park • Complete comprehensive update of the city’s Real Estate Strategic Plan May 23, 2023 Item #9 Page 110 of 3842023-24 ANNUAL BUDGET E-5 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: SUMMARY Summary level figures presented above for 2020-21 actuals include divisions now organized under the department Housing & Homeless Services, formed in 2021-22. COMMUNITY DEVELOPMENT • Administration • Land Development Engineering • Planning • Building • Code Enforcement 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 5,777,438$ 5,010,684$ 5,603,577$ 5,644,085$ Retirement Benefits 1,991,612 1,500,121 1,262,610 1,250,462 Health Insurance 806,470 716,552 873,634 925,126 Other Personnel Expenses 172,001 195,485 228,825 213,684 Personnel Services Subtotal 8,747,521 7,422,842 7,968,646 8,033,357 Operating Expenses Professional & Contract Services 1,927,057 1,637,536 955,683 1,305,683 Supplies & Materials 278,436 96,500 97,114 97,314 Repair & Maintenance 65 777 370 370 Interdepartmental Charges 1,280,325 1,094,448 1,337,437 1,550,984 Other Operating Expenses 9,635,563 38,518 25,450 25,250 Capital Outlay 4,213,749 - - - Operating Expenses Subtotal 17,335,195 2,867,779 2,416,054 2,979,601 TOTAL EXPENDITURES 26,082,716$ 10,290,621$ 10,384,700$ 11,012,958$ General Fund 10,715,350$ 10,276,086$ 10,384,700$ 11,012,958$ Special Revenue Fund 15,127,464$ 14,535$ -$ -$ TOTAL FUNDING 25,842,814$ 10,290,621$ 10,384,700$ 11,012,958$ Full Time Positions 61.75 53.00 52.00 52.00 Hourly/FTE Positions 12.00 9.00 9.00 7.00 May 23, 2023 Item #9 Page 111 of 384CITY OF CARLSBAD E-6 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: ADMINISTRATION Account: 0013010-0013012 Fund: General ABOUT Community Development Administration provides leadership, financial assistance, and administrative support for the delivery of land development programs and services; plans for the efficient use of resources and facilities; and provides liaison services, resource assistance and technical guidance to the Planning Commission and City Council. Community Development Administration adds value to organizational processes and procedures to ensure best practices are implemented and that they support the broader goals of the organization. SERVICES  Provide organizational leadership and administrative support  Manage and oversee operating budget  Manage contract administration and records  Support the department’s business systems and technology RECENT ACCOMPLISHMENTS  Expanded the Customer Self Service Portal allowing customers to view their status on building plan checks and access plan check comments for all building permit applications 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 842,027$ 919,967$ 925,334$ 971,639$ Retirement Benefits 276,853 253,252 222,690 229,982 Health Insurance 112,639 131,212 140,799 149,355 Other Personnel Expenses 22,528 33,083 35,967 34,396 Personnel Services Subtotal 1,254,047 1,337,514 1,324,790 1,385,372 Operating Expenses Professional & Contract Services 63,921 154,694 35,000 35,000 Supplies & Materials 44,160 31,004 44,387 44,387 Repair & Maintenance - - 20 20 Interdepartmental Charges 211,596 168,132 341,090 244,918 Other Operating Expenses 1,239 3,992 3,700 3,700 Capital Outlay - - - - Operating Expenses Subtotal 320,916 357,822 424,197 328,025 TOTAL EXPENDITURES 1,574,963$ 1,695,336$ 1,748,987$ 1,713,397$ Full Time Positions 6.45 7.00 7.00 7.00 Hourly/FTE Positions 2.50 2.50 1.00 0.50 May 23, 2023 Item #9 Page 112 of 3842023-24 ANNUAL BUDGET E-7 • Expanded the online appointment system to offer customers a self-help tool to book new submittal appointments online for building, planning and land development engineering • Posted new bulletins to help the public understand complex and evolving land use issues • Leveraged EnerGov to send system emails to customers during the building plan check process to keep them better informed • Successfully executed a significant EnerGov systems upgrade • Updated the Community Development website with new content and improved organization/resources GOALS • Further expanded use of the Customer Self Service Portal to allow the submittal and review of more complex permit types • Complete the Bluebeam Pilot Program, which will allow staff to make corrections and comments directly onto electronically submitted development plans and studies • Continue to identify and implement process improvements that help simplify and streamline permit intake, routing, and customer service delivery and/or interactions May 23, 2023 Item #9 Page 113 of 384CITY OF CARLSBAD E-8 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING Account: 0013110 0013120 Fund: General ABOUT  The Land Development Engineering Division ensures that all grading and public improvements required for new development projects and work in the public right-of-way comply with adopted codes and engineering standards. SERVICES  • Review and process requests to subdivide land • Perform plan checking and permitting for grading and public improvements projects • Provide flood plain administration and residential assistance  • Conduct transportation impact review and analysis for development projects • Maintain the engineering section of the public counter   • Provide customer service and effective public information  RECENT ACCOMPLISHMENTS   • Revised the Vehicle Miles Travelled Guidelines to include updated options for mitigation and additional information to help applicants • Amended the Grading Ordinance to clarify exemption allowances for smaller grading projects 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,144,984$ 1,170,996$ 1,222,160$ 1,244,455$ Retirement Benefits 389,669 342,375 292,107 277,660 Health Insurance 184,518 200,704 217,650 223,862 Other Personnel Expenses 33,239 43,016 51,404 46,675 Personnel Services Subtotal 1,752,410 1,757,091 1,783,321 1,792,652 Operating Expenses Professional & Contract Services 246,079 253,535 220,183 220,183 Supplies & Materials 3,812 3,081 4,400 4,400 Repair & Maintenance - - - - Interdepartmental Charges 147,116 227,256 228,275 308,214 Other Operating Expenses 3,199 3,064 4,700 4,700 Capital Outlay - - - - Operating Expenses Subtotal 400,206 486,936 457,558 537,497 TOTAL EXPENDITURES 2,152,616$ 2,244,027$ 2,240,879$ 2,330,149$ Full Time Positions 11.00 11.00 11.00 11.00 Hourly/FTE Positions 1.00 1.00 1.50 1.50 May 23, 2023 Item #9 Page 114 of 3842023-24 ANNUAL BUDGET E-9 • Created an interactive VMT map for public use • Issued 1,102 engineering permits • Performed 2,817 reviews for ministerial and discretionary permits GOALS  • Ensure discretionary plan check review is completed within 21 days of submittal, at least 80% of the time • Ensure building permit plan check review is completed within 14 days of submittal, at least 80% of the time • Continue to expand implementation of the Customer Self Service Portal to allow processing of additional permit types, such as right-of-way permits   • Update Grading Ordinance to clarify inconsistencies and memorialize current practices • Continue to refine procedures and adopt new technology to enhance the customer experience  Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Discretionary permit plan check reviews completed within 21 days of submittal 68% 84% 88% Building permit plan check reviews completed within 14 days of submittal 84% 81% 80% May 23, 2023 Item #9 Page 115 of 384CITY OF CARLSBAD E-10 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: PLANNING Account: 00132XX Fund: General ABOUT The Planning Division is responsible for developing, updating, and maintaining the city’s land use regulations (i.e., General Plan, Local Coastal Program, and Zoning Ordinance) pursuant to City Council direction and state mandates as well as ensuring new growth and development complies with those established regulations. SERVICES  Maintain and modify plans, ordinances, and policies for the long-range development and sustainability of the city   Ensure new development adheres to all applicable land use codes, policies, and regulations  Complete environmental review of all private and public projects for compliance with the California Environmental Quality Act and the city’s Environmental Protection Procedures    Respond to questions and inquiries related to permit processing and development standards 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,835,246$ 1,779,631$ 2,041,387$ 2,022,884$ Retirement Benefits 650,335 560,360 493,486 452,321 Health Insurance 219,870 205,721 268,185 289,155 Other Personnel Expenses 54,340 70,115 86,973 75,456 Personnel Services Subtotal 2,759,791 2,615,827 2,890,031 2,839,816 Operating Expenses Professional & Contract Services 552,889 508,709 201,000 551,000 Supplies & Materials 36,511 38,821 32,650 32,650 Repair & Maintenance 5 287 - - Interdepartmental Charges 260,976 313,044 360,431 424,868 Other Operating Expenses 21,284 22,460 11,400 11,400 Capital Outlay - - - - Operating Expenses Subtotal 871,665 883,321 605,481 1,019,918 TOTAL EXPENDITURES 3,631,456$ 3,499,148$ 3,495,512$ 3,859,734$ General Fund 3,614,495$ 3,484,613$ 3,495,512$ 3,859,734$ Special Revenue 16,961 14,535 - - TOTAL FUNDING 3,631,456$ 3,499,148$ 3,495,512$ 3,859,734$ Full Time Positions 20.00 20.00 20.00 19.00 Hourly/FTE Positions 1.00 1.00 1.50 2.00 May 23, 2023 Item #9 Page 116 of 3842023-24 ANNUAL BUDGET E-11 • Provide technical support to the Planning Commission and the City Council  • Continuously enhance permit review process for efficiencies and implement streamlined permitting processes RECENT ACCOMPLISHMENTS   • Conducted public engagement activities and gathered input on Housing Element Update Site Selection, from which the City Council endorsed two maps for further environmental review • Issued a Conditional Use Permit for the Orion Center project • Completed permit-ready accessory dwelling unit plans and updated the Municipal Code for consistency with state law • Coordinated with California Coastal Commission staff in their review of the city’s application for a Comprehensive Local Coastal Program Amendment • Worked with the City Council-appointed Growth Management Citizens Committee to develop recommendations to update the current Growth Management Plan and presented report of these recommendations to the City Council GOALS  • Ensure discretionary plan check review is completed within 30 days of submittal, at least 90% of the time • Ensure building permit plan check review is completed within 14 days of submittal, at least 80% of the time • Complete environmental review and present Housing Element maps for City Council consideration by spring 2024 • Present Objective Design Standards inside and outside Village & Barrio Master Plan for City Council consideration by summer 2024 Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Discretionary permit plan check reviews completed within 30 days of submittal 86.3% 80% 90% Building permit plan check reviews completed within 14 days of submittal 69.6% 54.7% 80% May 23, 2023 Item #9 Page 117 of 384CITY OF CARLSBAD E-12 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: BUILDING Account: 0013610 Fund: General ABOUT  The Building Division staff are the main point of contact for individuals wanting to build or modify a structure on their property. Building staff provide guidance and review projects for conformance with state and local building standards. Once a permit has been issued to authorize construction, a building inspector is assigned to help the property owner ensure that the contractor’s work is consistent with approved plans.   SERVICES  • Conduct fee assessment, plan review, permit issuance and inspection for compliance with state and local codes including recycling, stormwater, energy generation and conservation  • Respond to questions and inquiries related to permit processing and construction standards • Provide information related to ongoing construction projects and historical building records • Maintain records during construction and prepare files for electronic conversion following final approval   2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 760,441$ 740,058$ 925,249$ 833,044$ Retirement Benefits 267,350 229,988 203,191 180,528 Health Insurance 150,355 127,233 164,413 153,419 Other Personnel Expenses 23,498 30,194 40,944 33,258 Personnel Services Subtotal 1,201,644 1,127,473 1,333,797 1,200,249 Operating Expenses Professional & Contract Services 386,470 664,436 449,000 449,000 Supplies & Materials 3,233 3,971 4,127 4,127 Repair & Maintenance 23 457 250 250 Interdepartmental Charges 214,733 260,016 270,324 361,643 Other Operating Expenses 1,036 5,224 2,700 2,700 Capital Outlay - - - - Operating Expenses Subtotal 605,495 934,104 726,401 817,720 TOTAL EXPENDITURES 1,807,139$ 2,061,577$ 2,060,198$ 2,017,969$ Full Time Positions 10.00 10.00 10.00 9.00 Hourly/FTE Positions 1.00 1.00 1.50 1.00 May 23, 2023 Item #9 Page 118 of 3842023-24 ANNUAL BUDGET E-13 RECENT ACCOMPLISHMENTS   • Issued over 4,756 building permits valued at over $149 million in 2022 • Conducted over 15,000 building inspections in 2022 • Updated the city’s building code and standards to comply with new state building code that became active January 2023 • Implemented self-certification inspection program that allows qualified individuals to self- certify installation of minor improvements GOALS  • Ensure building plan check review is completed within 14 days of submittal, at least 80% of the time • Ensure building permit inspections occur within 24 hours of request, at least 80% of the time • Implement an automated solar permitting platform consistent with Senate Bill 379 to allow applicants to apply for and receive an approved residential building permit for solar systems up to 38.4 kW in real time Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Building permit plan check reviews completed within 14 days of submittal 66% 70% 80% Building inspections completed within 24 hours of request 100% 100% 100% May 23, 2023 Item #9 Page 119 of 384CITY OF CARLSBAD E-14 COMMUNITY SERVICES | COMMUNITY DEVELOPMENT: CODE ENFORCEMENT Account: 0013620 Fund: General ABOUT The Code Enforcement Division, working with residents and its partner enforcement agencies, is tasked with enforcing the city’s laws that govern land use and quality of life issues, including public nuisances, safety, and welfare. The purpose of these laws, and their enforcement, is to help maintain safe and healthy living and working conditions for the members of the community. The division’s approach is not to be punitive, but to first attempt to achieve compliance through education before more formal enforcement methods like citations are applied. SERVICES • Enforce zoning, building, general property maintenance, and other municipal codes • Conduct inspections of alleged violations received from resident and business complaints • Assist individuals on how to secure required permits and/or obtain compliance with applicable codes • Collaborate with partner enforcement agencies on overlapping enforcement cases • Ensure that residents are aware and follow rules on short-term vacation rentals 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 487,360$ 400,032$ 489,447$ 572,063$ Retirement Benefits 131,233 114,146 51,136 109,971 Health Insurance 62,771 51,682 82,587 109,335 Other Personnel Expenses 15,270 19,077 13,537 23,899 Personnel Services Subtotal 696,634 584,937 636,707 815,268 Operating Expenses Professional & Contract Services 17,416 56,162 50,500 50,500 Supplies & Materials 7,048 19,623 11,550 11,750 Repair & Maintenance 14 33 100 100 Interdepartmental Charges 23,641 126,000 137,317 211,341 Other Operating Expenses 4,526 3,778 2,950 2,750 Capital Outlay - - - - Operating Expenses Subtotal 52,645 205,596 202,417 276,441 TOTAL EXPENDITURES 749,279$ 790,533$ 839,124$ 1,091,709$ Full Time Positions 5.00 5.00 4.00 6.00 Hourly/FTE Positions 3.50 3.50 3.50 2.00 May 23, 2023 Item #9 Page 120 of 3842023-24 ANNUAL BUDGET E-15 RECENT ACCOMPLISHMENTS • Developed a procedural manual to serve as both a training and operations resource guide for staff in response to an internal audit recommendation • Developed Administrative Order No. 92 – Code Enforcement Officer Safety Standards in accordance with State Senate Bill 296 • Developed specific reports to show key performance indicators that started July 1 • Developed and implemented an online tracking system that simplifies the tracking of case processing timelines, as reflected in the Code Enforcement Case Prioritization and Process Guide in response to an internal audit recommendation • Developed a State Mobile Home Park Inspection Program for the California Department of Housing and Community Development Mobile Home Park Maintenance inspections GOALS • Develop a program that addresses the removal/storage/return of unpermitted signs in the public right-of-way • Develop and expand enforcement tracking system to improve operations management • Ensure Category 1 cases unsafe & hazardous conditions are closed within three days of complaint, at least 80% of the time • Ensure Category 2 cases nuisance & blight-causing conditions are closed within 30 days of complaint, at least 80% of the time • Ensure Category 3 cases miscellaneous violation conditions are closed within 50 days of complaint, at least 80% of the time Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Percent of Category 1 cases closed within three businesses days of complaint 100% 100% 100% Percent of Category 2 cases closed within 30 businesses days of complaint 70% 81% 80% Percent of Category 3 cases closed within 50 businesses days of complaint 67% 89% 90% May 23, 2023 Item #9 Page 121 of 384CITY OF CARLSBAD E-16 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUMMARY Summary level figures presented above for 2019-20 and 2020-21 actuals exclude divisions formerly organized under the department Community Development, as Housing & Homeless Services was formed in 2021-22. HOUSING & HOMELESS SERVICES • Housing Services • Homeless Services • Affordable Housing Programs • Federally Funded Community Assistance Programs • Successor Agency 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages -$ 993,770$ 1,654,810$ 1,670,299$ Retirement Benefits - 280,853$ 377,017 361,984 Health Insurance - 102,832$ 264,423 265,173 Other Personnel Expenses - 38,517 68,761 63,325 Personnel Services Subtotal - 1,415,972 2,365,011 2,360,781 Operating Expenses Professional & Contract Services - 1,169,814 1,747,672 1,616,141 Supplies & Materials - 404,995 261,642 291,037 Repair & Maintenance - 24 300 200 Interdepartmental Charges - 379,115 566,690 454,534 Other Operating Expenses - 11,189,525 11,266,663 13,558,886 Capital Outlay - 13,111 4,900 7,300 Operating Expenses Subtotal - 13,156,584 13,847,867 15,928,098 TOTAL EXPENDITURES -$ 14,572,556$ 16,212,878$ 18,288,879$ General Fund -$ 1,788,322$ 3,134,115$ 2,765,195$ Special Revenue Fund - 12,663,435$ 12,009,918$ 14,464,184$ Trust Fund - 120,799$ 1,068,845$ 1,059,500$ TOTAL FUNDING -$ 14,572,556$ 16,212,878$ 18,288,879$ Full Time Positions 0.00 14.00 16.00 16.00 Hourly/FTE Positions 0.00 3.00 1.81 1.53 May 23, 2023 Item #9 Page 122 of 3842023-24 ANNUAL BUDGET E-17 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: HOUSING SERVICES Account: 0012510 0012520 1502810 171 Fund: General General Special Revenue – Community Grants Special Revenue – Agriculture Mitigation Fee ABOUT The Housing Services Division provides various programs, activities and services that assist in the effort to sustain an extraordinary Carlsbad community. These include disbursing community grants, delivering community education programs, funding the Carlsbad Service Center and supporting the Carlsbad Housing Commission. SERVICES • Provide financial assistance to community organizations, teams and special events that benefit and enrich residents in compliance with City Council policies • Fund projects that improve agricultural lands for continued agricultural production, protect and enhance the coastal and lagoon environment, improve lagoon nature centers, and restore beaches for public use through the Agricultural Conversion Mitigation Fee program • Provide community education programs, including the Carlsbad Student Leader Academy for high school students and CityStuff for third grade students 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 225,817$ 307,167$ 681,860$ 553,155$ Retirement Benefits 145,286 90,825 149,968 112,138 Health Insurance 28,982 27,343 81,024 64,554 Other Personnel Expenses 8,467 13,308 26,578 19,640 Personnel Services Subtotal 408,552 438,643 939,430 749,487 Operating Expenses Professional & Contract Services 267,595 250,995 339,217 270,000 Supplies & Materials 8,454 12,003 13,600 12,400 Repair & Maintenance 14 - - - Interdepartmental Charges 131,716 120,900 168,016 94,021 Other Operating Expenses 527 1,715 53,777 54,370 Capital Outlay - - - - Operating Expenses Subtotal 408,306 385,613 574,610 430,791 TOTAL EXPENDITURES 816,858$ 824,256$ 1,514,040$ 1,180,278$ General Fund 816,858$ 824,256$ 1,484,040$ 1,150,278$ Special Revenue - - 30,000 30,000 TOTAL FUNDING 816,858$ 824,256$ 1,514,040$ 1,180,278$ Full Time Positions 3.78 4.50 5.17 4.17 Hourly/FTE Positions 2.00 2.00 0.83 0.75 May 23, 2023 Item #9 Page 123 of 384CITY OF CARLSBAD E-18 • Provide low income and homeless services support, including funding to the Carlsbad Services Center, which offers temporary day labor employment services, employment training and readiness, access to benefits, basic needs, rental assistance and case management • Administer the Minor Home Repair Program, which provides forgivable home repair loans to low-income households who own and occupy their home as their primary residence • Provide technical and administrative support to the Carlsbad Housing Commission RECENT ACCOMPLISHMENTS • Commenced the Carlsbad Student Leader Academy in February 2023 with 19 high school student participants • Oversaw the CityStuff program offered to third grade students in 25 classrooms in partnership with 14 local elementary schools • Administered the Affordable Housing Resale Program, including the acquisition of 11 units, of which nine have been resold to qualified low-income buyers. The remaining two units of the original 11 are undergoing repairs and anticipated to be sold by the end of 2023 calendar year. An additional four units have been acquired to-date, of which one has been sold, and three are anticipated to be sold by the end of 2023 calendar year. • Facilitated affordable housing projects: 419 dwelling units affordable to moderate, low, very low, and extremely low households are either under construction, approved and pending construction, or are currently moving through the permit approval process • Received new state grant fund totaling $1,162,504. The Permanent Local Housing Allocation funds will be used to support activities outlined in the Homelessness Action Plan, which was updated in February 2023. Staff will continue to apply for this ongoing funding source each year. GOALS • Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and Winning Teams Grant programs, and process applications for assistance that are consistent with City Council policies • Provide community education to 54 classrooms • Continue to support the Agricultural Conversion Mitigation Fee program • Provide education focused on civic proficiency and leadership to Carlsbad youth • Provide technical and administrative support to the Carlsbad Housing Commission • Continue to support the Carlsbad Service Center Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Community Grants dispersed $6,000 $5,000 $5,000 Classrooms educated 3 25 54 May 23, 2023 Item #9 Page 124 of 384 .. .. 2023-24 ANNUAL BUDGET E-19 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: HOMELESS SERVICES Account: 0012540 Fund: General ABOUT The Homeless Services Division is responsible for leading all strategies, initiatives and actions related to the city’s goal of addressing the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduce the impacts of homelessness on the community. This division uses best practices, community input and feedback from people with lived experience to implement solutions to prevent and reduce homelessness. The strategies and initiatives surround three main areas of focus: shelter and housing, outreach and access to services and public safety. SERVICES • Manage and implement the city’s Homelessness Action Plan • Provide housing navigation services for persons at-risk of or experiencing homelessness in the city • Oversee the homeless outreach and case management contract • Offer short-term emergency boarding for animals of a person experiencing homelessness within the city via contract services with San Diego Humane Society • Manage a rapid rehousing contract with Community Resource Center that helps individuals and households experiencing homelessness within the city 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages -$ 299,810$ 463,317$ 479,026$ Retirement Benefits - 62,181 116,301 111,299 Health Insurance - 32,200 80,283 73,405 Other Personnel Expenses - 7,290 18,757 17,235 Personnel Services Subtotal - 401,481 678,658 680,965 Operating Expenses Professional & Contract Services - 558,126 889,500 863,000 Supplies & Materials - 3,005 16,250 16,000 Repair & Maintenance - - - - Interdepartmental Charges - - 62,417 46,449 Other Operating Expenses - 1,454 3,250 1,127,629 Capital Outlay - - - - Operating Expenses Subtotal - 562,585 971,417 2,053,078 TOTAL EXPENDITURES -$ 964,066$ 1,650,075$ 2,734,043$ Full Time Positions 0.00 3.50 4.00 4.10 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 125 of 384CITY OF CARLSBAD E-20 • Oversee a contract with the Catholic Charities Diocese of San Diego to provide two licensed clinicians to provide staff at the La Posada de Guadalupe Emergency Shelter with training, allowing the facility to operate as a low barrier shelter • Manage a contract with OrgCode Consulting to provide training and technical assistance at the La Posada de Guadalupe shelter • Implement a contract with Community Resource Center to provide employment and benefits services to people experiencing homelessness • Oversee the contract with Urban Corps for citywide abandoned items and litter removal services related to homeless encampments • Oversee a contract with Rocket John’s providing restroom and sanitation services in locations around the city • Engage with community residents and businesses through regular communication efforts • Coordinate with neighboring jurisdictions and county resources on regional issues related to homelessness • Oversee the limited-term motel voucher program RECENT ACCOMPLISHMENTS • Updated the Homelessness Action Plan • Began work on the City Council-approved strategic plan goal addressing the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community • Engaged with 749 unduplicated individuals experiencing homelessness in the city via city- funded homelessness service programs, assisted with transitioning 62 people into permanent housing, placed 110 people into emergency shelters and cleaned up 50 encampments • Implemented a contract with Community Resource Center for an employment and benefits specialist to help connect people to disability and social security benefits, CalWORKS, CalFresh, Veteran benefits, employment programs, and other aid programs • Secured a competitive County Emergency Housing Solutions Grant of $2 million from the County of San Diego to support the expansion of the La Posada de Guadalupe shelter • Assisted 37 households with 95 nights in the short-term motel voucher program • Hosted a mobile homeless court and resource fair with 58 individuals attending GOALS • Enhance the quality of life for everyone in Carlsbad by adopting and implementing an updated Homelessness Action Plan that addresses the complex needs of individuals experiencing or at risk of experiencing homelessness in a compassionate and effective manner and reduces the impacts of homelessness on the community • Implement a public facing dashboard of data on homelessness programs and statistics • Start construction on La Posada expansion and new dashboard for measurements of goals Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Unduplicated homeless persons served 749 700 700 Shelter placements 110 110 120 Persons housed 62 70 70 Encampments cleared 50 30 30 May 23, 2023 Item #9 Page 126 of 384 .. +-.. .. 2023-24 ANNUAL BUDGET E-21 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: AFFORDABLE HOUSING PROGRAMS Account: 133 134 806 Fund: Special Revenue – Affordable Housing Trust Special Revenue – Tyler Court Apartments ABOUT The city is a regional leader in the provision of affordable housing. The Affordable Housing Trust Fund Program is the city’s primary source of affordable housing funding for low-income households. The Affordable Housing Trust Fund collects fees generated from the Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s inclusionary housing obligation as well as loan repayments from existing developments. With these funds, the city provides affordable housing programs and low income and homeless services support, and financial assistance for residential developments that provide housing opportunities to low-income households. The city also owns Tyler Court Senior Apartments, a 75-unit senior apartment complex. This complex provides for 100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County Area median incomes. The city has an agreement with a third party to manage the day-to-day operations of the apartment complex. The property is intended to remain a senior-only development according to its approved conditional use permit and continues to have income and rent restrictions to be affordable to very low and extremely low-income households. 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 102,028$ 20,667$ 53,332$ 97,639$ Retirement Benefits 36,004 14,885 11,645 22,526 Health Insurance 8,095 3,474 15,956 18,963 Other Personnel Expenses 3,287 2,559 2,626 4,012 Personnel Services Subtotal 149,414 41,585 83,559 143,140 Operating Expenses Professional & Contract Services 350,465 322,866 377,955 357,141 Supplies & Materials 158,521 381,112 217,627 253,672 Repair & Maintenance - - - - Interdepartmental Charges 127,920 64,224 71,059 58,423 Other Operating Expenses 148,765 329,655 181,001 453,377 Capital Outlay 4,213,749 13,111 2,900 7,300 Operating Expenses Subtotal 4,999,420 1,110,968 850,542 1,129,913 TOTAL EXPENDITURES 5,148,834$ 1,152,553$ 934,101$ 1,273,053$ Full Time Positions 0.60 0.60 0.80 1.20 Hourly/FTE Positions 1.00 1.00 0.06 0.06 May 23, 2023 Item #9 Page 127 of 384CITY OF CARLSBAD E-22 SERVICES • Provide affordable housing funding for low-income households via the Affordable Housing Trust Fund Program • Continue to implement the Inclusionary Housing Ordinance by providing information to developers, the public, and city staff on the requirements of the ordinance • Negotiate and prepare affordable housing agreements and density bonus agreements • Assist with the development of low-income affordable housing developments from concept to construction • Oversee the third-party managed Tyler Court Senior Apartments RECENT ACCOMPLISHMENTS • Broke ground on 206 affordable units across three projects GOALS • Administer the Housing Trust Fund in accordance with Council Policy No. 90 • Continue to work with residential developers with inclusionary housing requirements to produce additional homes affordable to lower-income households • Research and develop other programs and development opportunities to increase the supply of affordable housing for low-income households • Preserve and improve the quality of the city’s existing housing stock • Continue to support the low-income senior community by offering affordable housing with income and rent restrictions May 23, 2023 Item #9 Page 128 of 3842023-24 ANNUAL BUDGET E-23 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: FEDERALLY FUNDED COMMUNITY ASSISTANCE PROGRAMS Account: 190 391 Fund: Special Revenue – Section 8 Housing Special Revenue – Community Development Block Grant ABOUT The city receives federal grants that benefit the community and low-income households. The federally funded Section 8 Housing Choice Voucher rental assistance program provides monthly rental subsidies to very low-income households and processes new participants into the program as additional funds are available. The Community Development Block Grant program represents federal funds provided to the city to develop viable urban communities through the provision of decent housing, a suitable living environment and expanded economic opportunities for lower-income persons. This program is focused on providing specific benefits to low-income residents, with serving the city’s homeless population and providing affordable housing as the two highest priorities. SERVICES • Provide monthly rental subsidies to very low-income households and process new participants as for the federally funded Section 8 Housing Choice Voucher rental assistance program • Assist low-income households with access to safe and sanitary rental housing • Ensure the Section 8 Housing Choice Voucher tenant-based rental assistance program is being administered in compliance with federal regulations and guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency Plan 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 362,144$ 366,126$ 456,301$ 540,479$ Retirement Benefits 89,509 112,962 99,103 116,021 Health Insurance 39,219 39,815 87,160 108,251 Other Personnel Expenses 10,790 15,360 20,800 22,438 Personnel Services Subtotal 501,662 534,263 663,364 787,189 Operating Expenses Professional & Contract Services 37,214 37,827 111,000 96,000 Supplies & Materials 12,084 8,875 14,165 8,965 Repair & Maintenance 9 24 300 200 Interdepartmental Charges 116,631 186,707 257,528 255,641 Other Operating Expenses 9,294,069 10,743,186 9,997,460 10,894,010 Capital Outlay - - 2,000 - Operating Expenses Subtotal 9,460,007 10,976,619 10,382,453 11,254,816 TOTAL EXPENDITURES 9,961,669$ 11,510,882$ 11,045,817$ 12,042,005$ Full Time Positions 4.00 5.40 6.03 6.53 Hourly/FTE Positions 0.00 0.00 0.93 0.73 May 23, 2023 Item #9 Page 129 of 384CITY OF CARLSBAD E-24 • Achieve and maintain a lease rate that fully utilizes Section 8 Housing Choice Voucher program funding allocation • Enable unemployed, under-employed, or under-educated low-income families to achieve economic independence from welfare • Administer the CDBG program representing federal funds provided to the city • Prepare and implement a five-year consolidated plan and Annual Action Plan for submittal to U.S. Department of Housing and Urban Development • Provide staff support to the CDBG Funding Advisory Committee and the City Council in the selection process for activities to be included in the CDBG Program • Ensure that documentation is maintained to meet compliance with HUD established guidelines for continued CDBG funding • Monitor activities of grant sub-recipients to ensure proper use of funds • Prepare the Consolidated Annual Performance and Evaluation Report for public review and comment and final submission to HUD • Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute counseling and education program RECENT ACCOMPLISHMENTS • Provided monthly rental assistance to 575 very low and extremely low-income households, an increase of 25 households • Received Section 8 Housing Choice Voucher funding to assist 16 additional households with rental assistance • Funded four public service organizations and one fair housing provider resulting in supportive services being provided to approximately 1,215 Carlsbad residents in low-income and special needs populations, and assistance in the prevention of homelessness and reduction of the homeless population • Amended the fiscal year 2022-23 Annual Action Plan for the CDBG Program to allocate $996,112 in additional funds received through Program Income and unspent funds from prior year projects GOALS • Continue to operate the Section 8 Housing Choice Voucher program effectively and seek additional funding to serve more clients as opportunities arise • Complete processing of rental assistance vouchers for 25 non-elderly, disabled participants • Complete and submit the fiscal year 2022-23 Consolidated Annual Plan Evaluation Report and fiscal year 2023-24 Annual Action Plan • Update CDBG policies and procedures to allow funding allocations that best support the implementation of the homelessness action plan Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Clients receiving Rental Assistance 568 575 600 Dollar value of grants awarded to community organizations $501,113 $476,057 $476,057 May 23, 2023 Item #9 Page 130 of 3842023-24 ANNUAL BUDGET E-25 COMMUNITY SERVICES | HOUSING & HOMELESS SERVICES: SUCCESSOR AGENCY Account: 801, 811 Fund: Trust Fund – Successor Agency ABOUT The successor agency is responsible for preparing a recognized obligation payments schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment. This payment schedule is subject to approval by the countywide oversight board. SERVICES • Administer the successor agency, which is responsible for preparing a recognized obligation payment schedule as detailed by the State of California’s Department of Finance, listing the enforceable obligations of the former redevelopment agency and their source of payment • Participate in activities associated with the dissolution of the redevelopment agency • Ensure payment of all debt obligations as approved by the oversight board RECENT ACCOMPLISHMENTS • Processed Recognized Obligations Payment Schedule for fiscal year 2022-23 for approval by the countywide oversight board • Received loan repayment from the successor agency and funding for payment on redevelopment bond GOALS • Continue to take actions to dissolve the former redevelopment agency in a timely manner and ensure repayment of all approved debt obligations 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 17,391$ -$ -$ -$ Retirement Benefits 5,373 - - - Health Insurance 21 - - - Other Personnel Expenses 582 - - - Personnel Services Subtotal 23,367 - - - Operating Expenses Professional & Contract Services 5,008 - 30,000 30,000 Supplies & Materials 4,613 - - - Repair & Maintenance - - - - Interdepartmental Charges 45,996 7,284 7,670 - Other Operating Expenses 160,918 113,515 1,031,175 1,029,500 Capital Outlay - - - - Operating Expenses Subtotal 216,535 120,799 1,068,845 1,059,500 TOTAL EXPENDITURES 239,902$ 120,799$ 1,068,845$ 1,059,500$ Full Time Positions 0.35 0.35 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 131 of 384CITY OF CARLSBAD E-26 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: SUMMARY LIBRARY & CULTURAL ARTS • Administration, Digital Initiatives & Special Projects • Circulation Services • Adult & Teen Services, Genealogy & Carlsbad History Services • Children’s Services • Collections & Technical Services • Outreach, Literacy & Bilingual Services • Cultural Arts 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 5,471,768$ 5,643,950$ 6,665,560$ 6,563,356$ Retirement Benefits 1,509,419 1,275,142 1,140,395 1,101,347 Health Insurance 597,556 567,654 700,556 766,775 Other Personnel Expenses 152,820 211,284 253,406 244,754 Personnel Services Subtotal 7,731,563 7,698,030 8,759,917 8,676,232 Operating Expenses Professional & Contract Services 398,850 561,814 734,375 720,722 Supplies & Materials 1,060,417 1,218,483 1,302,947 1,248,471 Repair & Maintenance 40,419 3,415 6,800 8,800 Interdepartmental Charges 2,852,698 3,191,426 3,362,870 3,127,532 Other Operating Expenses 416,135 518,442 453,733 473,063 Capital Outlay 14,333 8,307 - - Operating Expenses Subtotal 4,782,852 5,501,887 5,860,725 5,578,588 TOTAL EXPENDITURES 12,514,415$ 13,199,917$ 14,620,642$ 14,254,820$ General Fund 12,344,689$ 13,024,082$ 14,088,425$ 13,637,285$ Special Revenue Fund 169,726$ 175,835$ 532,217$ 617,535$ TOTAL FUNDING 12,514,415$ 13,199,917$ 14,620,642$ 14,254,820$ Full Time Positions 52.50 52.50 51.00 53.00 Hourly/FTE Positions 62.06 63.66 61.95 53.42 May 23, 2023 Item #9 Page 132 of 3842023-24 ANNUAL BUDGET E-27 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: ADMINISTRATION, DIGITAL INITIATIVES & SPECIAL PROJECTS Account: 0014010 Fund: General ABOUT Library & Cultural Arts Administration provides management and leadership for the delivery of library and cultural arts programs and services; plans for the efficient use of resources and facilities; coordinates relations with local, state and federal government agencies; and provides liaison services, resource assistance and technical guidance to Library Board of Trustees, Arts Commission, the Friends of the Carlsbad Library, the Carlsbad Library & Arts Foundation, the Carlsbad Friends of the Arts, and the Serra Cooperative Library System. SERVICES • Conduct strategic planning, set programs and services, and monitor and respond to industry trends and best practices • Utilize data to develop meaningful performance metrics that show impact in the community and adjust services based on community needs • Manage personnel and volunteer recruitment activities, develop and maintain policies and procedures, and provide centralized training services for all staff and volunteers • Develop, administer, and monitor budgets, contracts, grants, purchasing and accounting processes • Plan, develop and implement technology solutions to effectively deliver services 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,033,474$ 1,151,422$ 1,120,970$ 1,162,425$ Retirement Benefits 378,464 333,065 282,520 249,848 Health Insurance 129,096 129,932 146,018 147,366 Other Personnel Expenses 29,224 40,134 43,950 40,086 Personnel Services Subtotal 1,570,258 1,654,553 1,593,458 1,599,725 Operating Expenses Professional & Contract Services 70,370 76,705 18,000 14,000 Supplies & Materials 105,168 102,997 83,895 73,510 Repair & Maintenance 38,967 1,235 4,155 4,155 Interdepartmental Charges 689,278 763,200 997,493 807,042 Other Operating Expenses 408,610 514,221 452,630 473,063 Capital Outlay 14,333 8,307 - - Operating Expenses Subtotal 1,326,726 1,466,665 1,556,173 1,371,770 TOTAL EXPENDITURES 2,896,984$ 3,121,218$ 3,149,631$ 2,971,495$ Full Time Positions 12.00 12.00 10.00 10.00 Hourly/FTE Positions 3.82 3.82 3.37 2.92 May 23, 2023 Item #9 Page 133 of 384CITY OF CARLSBAD E-28 • Work with the Library Board of Trustees and the Arts Commission to ensure the department is responsive to community needs as represented by trustees and commissioners • Partner with support organizations including the Carlsbad Library & Arts Foundation, the Friends of the Carlsbad Library and Friends of the Arts to ensure endowments, donations and fundraising on behalf of the organization are appropriately used RECENT ACCOMPLISHMENTS • Integrated the library’s computer management system with the Parks & Recreation public computer labs so Parks & Recreation can utilize analytics and session management tools • Eliminated fines for late return of library materials, to align with industry best practices • Completed an upgrade of the audio-visual technology in the Exploration HUB • Returned volunteer opportunities to the majority of service areas • Initiated the process of centralizing data collection to improve access to performance metrics • Updated the library’s patron automated materials handling system allowing for improved functionality and support • Completed an update to the integrated library computer system that allows for a more diverse and inclusive library catalog • Evaluated public computer usage resulting in a reduction of 25 computers across three facilities • Provided direct access to over 4,000 digital magazines via the online catalog GOALS • Evaluate staff and community services and resources with an equity lens to improve overall accessibility and inclusion • Improve use of metrics to determine usage of existing resources and to anticipate future community needs • Upgrade the library’s patron and materials management system for improved functionality • Pursue information about patron traffic and usage by installing a new people counting and usage measuring system • Pursue an upgrade of computer hardware and software in the Exploration HUB and move from a wired to wireless environment • Pursue library material retrieval lockers to improve services to patrons outside of library hours • Evaluate the changing patron needs for computers, printing and copying • Expand patron access to materials beyond the Carlsbad collection with a resource sharing program, Link+, through the Serra Cooperative Library System • Improve and formalize relationships with support organizations via Memorandums of Understanding • Move Library Learning Center renovation project forward in the CIP process Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Number of contracts executed 112 105 110 Patron computer sessions: Mobile and in-house 116,340 143,440 160,000 Library visits 363,803 415,309 450,000 May 23, 2023 Item #9 Page 134 of 3842023-24 ANNUAL BUDGET E-29 COMMUNITY SERVICES| LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES Account: 0014015 Fund: General ABOUT Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of all print and audiovisual materials. SERVICES • Respond to in-person, telephone and email account inquiries • Issue new and replacement library cards to borrowers and internet users • Circulate print and audiovisual materials and answer collection-related questions • Track reserved and overdue items and sort, organize and shelve all library materials • Collect fees, reconcile daily transactions and oversee collection agency accounts • Coordinate the city’s participation in countywide delivery and return of Serra Cooperative member library materials • Collect retired flags from deposit boxes and deliver to the city’s Fire Department for proper disposal • Conduct a regular inventory of the collection • Maintain accuracy of user records through reports 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 885,675$ 876,879$ 1,006,963$ 996,633$ Retirement Benefits 133,425 111,216 99,025 105,755 Health Insurance 53,797 52,396 66,574 69,876 Other Personnel Expenses 24,572 36,227 41,484 40,964 Personnel Services Subtotal 1,097,469 1,076,718 1,214,046 1,213,228 Operating Expenses Professional & Contract Services - - - - Supplies & Materials 7,206 5,145 12,500 12,500 Repair & Maintenance - - - - Interdepartmental Charges 113,364 143,316 185,231 165,702 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 120,570 148,461 197,731 178,202 TOTAL EXPENDITURES 1,218,039$ 1,225,179$ 1,411,777$ 1,391,430$ Full Time Positions 4.50 4.50 5.00 5.00 Hourly/FTE Positions 20.68 20.68 20.68 18.30 May 23, 2023 Item #9 Page 135 of 384CITY OF CARLSBAD E-30 RECENT ACCOMPLISHMENTS • Improved the quality of account records by finding and fixing data entry and formatting errors • Implemented new shelving standards to improve the appearance, accessibility and circulation of the collection • Improved standards and processes for circulation staff with regular division meetings and new training • Made processes more flexible and sustainable by adding 4 new mobile circulation units GOALS • Cross-train staff in other divisions in circulation processes to reduce the number of account mistakes and to ensure patrons have a universal experience • Implement the Link+ system that allows users to borrow books from other libraries throughout California • Update circulation policies and procedures that were changed or suspended during COVID- 19 Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Circulation of physical items 832,784 898,779 920,681 New library accounts 10,077 12,899 14,000 May 23, 2023 Item #9 Page 136 of 3842023-24 ANNUAL BUDGET E-31 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: ADULT & TEEN SERVICES, GENEALOGY & CARLSBAD HISTORY SERVICES Account: 0014016 0014025 Fund: General ABOUT Adult & Teen Services staff assists the public with information needs; locates library materials for patrons; provides instruction on resource use; performs research for the public, local business and government; and provides readers’ advisory assistance. The Genealogy & Carlsbad History staff provides reference and instructional assistance to patrons researching their ancestry and preserves Carlsbad history materials for public research. The division works closely with the North San Diego County Genealogical Society to provide educational genealogy programs for the community SERVICES • Respond to in-person, telephone, email and text reference questions; provide instruction, classes and tours; assist the public with access to digital resources; and administer services to homebound patrons; manage scheduling and use of the study rooms; provide library programs for adults and teens • Support community outreach activities such as visits to schools, senior centers, farmers’ markets and other community groups 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,298,620$ 1,270,143$ 1,554,949$ 1,518,981$ Retirement Benefits 328,064 269,041 248,689 244,171 Health Insurance 113,439 97,206 117,034 153,298 Other Personnel Expenses 35,963 47,659 57,384 55,616 Personnel Services Subtotal 1,776,086 1,684,049 1,978,056 1,972,066 Operating Expenses Professional & Contract Services - 1,455 3,700 700 Supplies & Materials 7,376 1,754 5,380 5,380 Repair & Maintenance 1,320 1,272 1,345 1,345 Interdepartmental Charges 932,376 1,003,188 1,011,766 1,066,514 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 941,072 1,007,669 1,022,191 1,073,939 TOTAL EXPENDITURES 2,717,158$ 2,691,718$ 3,000,247$ 3,046,005$ Full Time Positions 11.00 11.00 11.00 12.00 Hourly/FTE Positions 15.35 15.35 14.87 11.90 May 23, 2023 Item #9 Page 137 of 384CITY OF CARLSBAD E-32 • Manage the selection and organization of print and digital genealogy and Carlsbad history resources, preserve archival collections and provide instruction and assistance to patrons of all ages researching genealogy or local history • Coordinate with the North San Diego County Genealogical Society to schedule and provide free educational genealogy programs • Provide leadership opportunities and community service volunteer hours for teens RECENT ACCOMPLISHMENTS • Launched the Job-Readiness Room in partnership with the Innovation & Economic Development Department, the Carlsbad Chamber of Commerce and Bendable, an outside vendor, to connect entry level job seekers to job interviews through a micro-credential online learning platform • Re-established leadership opportunities for teens by offering volunteer and community service hours during the Summer Reading Adventure • Hosted six successful author events that focused on local connections and diversity • Forged and renewed internal and external partnerships in programming and services including the Innovation & Economic Development Department, Carlsbad Unified School District, Senior Center, Carlsbad Community Gardens, Chamber of Commerce, Small Business Development Center and local retirement communities • Restored pre-COVID-19 programs including the Grow Your Garden series, Books To Go outreach, business workshops, Teen Talent Show and school tours • Partnered with city departments to host three Fix-it Clinic programs, where community members can bring broken items such as surfboards, bikes, small appliances and clothes and work with local craftspeople for repair • Expanded the Seed Library with new community partners and seed supplies • Established a new service to receive and evaluate proposals from the community for programs or services • Added four new databases for a total of 47 adult and teen eResources • Worked with partner organization, North San Diego County Genealogical Society, to implement new virtual program hosting software GOALS • Work with local partners to offer a small business community workshop series • Establish a division programming team to give more staff opportunities for professional development • Develop the architecture to add existing genealogy and Carlsbad history items to the new Digital Asset Management software • Increase the number of historical documents accessible to the community by 10% • Create promotional materials to showcase the value of Genealogy & Carlsbad History services to the community Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Community members reached through outreach N/A 1,200 2,500 Carlsbad genealogy and history research provided to city and community 495 hours 550 hours 595 hours May 23, 2023 Item #9 Page 138 of 384 + 2023-24 ANNUAL BUDGET E-33 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES Account: 0014035 Fund: General ABOUT The Children’s Services Division supports the educational, literacy, informational, cultural and recreational needs of young patrons from babies through middle school-aged children. Youth-related reference and readers’ advisory services are also offered to parents, caregivers and teachers. SERVICES • Develop and present educational programs for children • Promote literacy and the enjoyment of reading by connecting children with books through personal interactions, programs and development of an age-appropriate collection • Support digital literacy for children by providing computers with early literacy programs, internet access and educational games as well as remote access to digital databases for homework assistance • Answer reference questions and assist in using the collection and internet computers for research and homework • Provide library instruction and tours for children and youth-related groups • Build community connections through story times, book talks and instructional sessions at local schools and special events throughout the city 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 565,302$ 525,604$ 710,926$ 732,806$ Retirement Benefits 173,313 144,599 128,812 127,739 Health Insurance 92,324 86,501 129,381 125,418 Other Personnel Expenses 16,692 21,745 27,872 27,857 Personnel Services Subtotal 847,631 778,449 996,991 1,013,820 Operating Expenses Professional & Contract Services - - - - Supplies & Materials 770 4,454 2,900 5,223 Repair & Maintenance - - - - Interdepartmental Charges 353,532 376,188 339,359 299,294 Other Operating Expenses - - - - Capital Outlay - - - - Operating Expenses Subtotal 354,302 380,642 342,259 304,517 TOTAL EXPENDITURES 1,201,933$ 1,159,091$ 1,339,250$ 1,318,337$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 5.55 5.55 5.55 5.21 May 23, 2023 Item #9 Page 139 of 384CITY OF CARLSBAD E-34 RECENT ACCOMPLISHMENTS • Expanded the prior pilot program to provide age-appropriate Maker Kits, which cover various STEAM concepts and include a book and activities for patrons to check out and complete at home • Expanded the amount of in-person programming offered at all three locations • Improved systemwide story time presentations through staff trainings and story time program standards • Made the Cole Children’s picture book area more attractive and interactive for children and families by working with the Facilities Department to paint two accent walls, install an art hanging system, and install tactile sensory wall tiles • Increased outreach efforts resulting in a 30% increase in Summer Reading Adventure participation • Installed a “traveling Story Walk” at four city park locations during the Summer Reading Adventure GOALS • Design and implement STEAM exploration and experiences for children and their families in the Leichtag Family Foundation Discovery Room at Dove Library • Conduct Children’s Services Summits to train all staff on the topics of outreach and collection development • Reinstate large-scale in-person performances for children and families during the Summer Reading Adventure • Showcase and promote 1,000 Books Before Kindergarten to weekly program participants • Promote early literacy services by increasing staff training on Early Literacy Stations Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected 1000 Books Before Kindergarten participants 129 545 650 Summer Reading participants 1,063 1,529 1,900 Early Literacy Station users N/A 8,700 8,900 May 23, 2023 Item #9 Page 140 of 3842023-24 ANNUAL BUDGET E-35 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES Account: 0014040 1454010 1454011 Fund: General Special Revenue-Gifts/Benefits Special Revenue-Friends of the Library ABOUT Collections & Technical Services coordinates the selection of physical and electronic materials and manages collection development and maintenance for all library facilities. Staff catalog and prepare library materials for public use, evaluate new content formats, devise new cataloging and processing procedures and evaluate usage patterns for materials. SERVICES • Manage the selection of library materials in accordance with collection development policies and industry practices to continue to meet the educational, lifelong learning and entertainment needs of the community • Source and purchase library materials, in physical and electronic format • Track the ordering and invoicing of materials, working with department and city staff to ensure timely payment to vendors • Keep the catalog and collection organized, current, accurate and accessible • Optimize the location of library materials for the best user experience 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 574,073$ 591,757$ 627,402$ 648,710$ Retirement Benefits 203,691 157,187 134,592 132,976 Health Insurance 81,715 77,462 81,757 79,887 Other Personnel Expenses 15,183 20,560 24,645 24,372 Personnel Services Subtotal 874,662 846,966 868,396 885,945 Operating Expenses Professional & Contract Services 24,217 35,194 21,825 20,825 Supplies & Materials 816,803 978,176 1,031,564 946,261 Repair & Maintenance - - - - Interdepartmental Charges 180,228 191,100 185,284 193,776 Other Operating Expenses 117 - - - Capital Outlay - - - - Operating Expenses Subtotal 1,021,365 1,204,470 1,238,673 1,160,862 TOTAL EXPENDITURES 1,896,027$ 2,051,436$ 2,107,069$ 2,046,807$ General Fund 1,833,437$ 1,980,481$ 1,933,653$ 1,878,907$ Special Revenue Fund 62,590 70,955 173,416 167,900 TOTAL FUNDING 1,896,027$ 2,051,436$ 2,107,069$ 2,046,807$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 2.88 2.88 2.88 2.63 May 23, 2023 Item #9 Page 141 of 384CITY OF CARLSBAD E-36 • Broaden access to material outside the city’s collection via Interlibrary loan • Maintain, track and assess patron use of electronic and physical content to guide purchasing decisions RECENT ACCOMPLISHMENTS • Enhanced library collections and metadata in relation to diversity, equity and inclusion to reflect best practices in maintaining a timely, relevant, and welcoming collection • Implemented revisions to the library materials selection process to streamline workflow and staff training • Supported an increase in community use of eBooks and audiobooks by shifting resources and collections planning • Improved the purchasing process and library catalog maintenance with newly implemented technology • Helped patrons find the most relevant materials with new software enhancements that improve search results • Reassessed and enhanced patrons’ ability to find adult non-fiction materials at the Georgina Cole Library by modifying labeling, shelving locations and database indexing GOALS • Perform a scheduled update of the Collection Development Policy to ensure both currency and continuity of high standards in collection management and present it to the Library Board of Trustees • Create a new distinct graphic novel collection for adults • Work with Children’s Services staff to better organize children’s materials at each location • Work with other divisions to finalize changes to the library materials selection structure and process to streamline workflow and staff training • Implement newly acquired software tools to help patrons find the most relevant materials Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected eBooks and audiobooks selected and added to collection 4,180 4,200 4,300 Physical items selected, cataloged, processed and added to collection 28,686 28,000 29,000 May 23, 2023 Item #9 Page 142 of 384 + 2023-24 ANNUAL BUDGET E-37 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: OUTREACH, LITERACY & BILINGUAL SERVICES Account: 001405X, 0014060 145013 145014 145015 145016 Fund: General Special Revenue-Gartner Donation Special Revenue-Benson Donation Special Revenue-Falkenstein Donation Special Revenue-Sutton Donation ABOUT The Library Learning Center offers general library programs and services in addition to providing special collections, outreach services and entertaining activities across all ages and stages of language and literacy learning. Bilingual Services, Literacy Services and Outreach & Strategic Partnership personnel collaborate to provide specialized library services and programs focused on language acquisition, learning and community building in English and Spanish. SERVICES • Provide access to English, Spanish, bilingual and literacy materials for all ages • Offer reading and writing help by trained volunteer tutors for English-speaking adults to meet their life goals • Provide programs, story times, concerts, events and activities for all ages in English, Spanish, and bilingual formats • Facilitate the Homework Zone program, which offers homework assistance to school-age students by volunteers and offer intensive reading help to elementary school-age children • Manage an accredited Career Online High School diploma program and support students • Develop partnerships and outreach opportunities to promote community connections and improve services systemwide 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 596,401$ 670,693$ 627,418$ 675,360$ Retirement Benefits 151,670 135,610 102,926 106,316 Health Insurance 64,202 65,936 51,961 58,436 Other Personnel Expenses 16,865 25,289 23,608 25,734 Personnel Services Subtotal 829,138 897,528 805,913 865,846 Operating Expenses Professional & Contract Services 35,085 37,808 60,960 58,575 Supplies & Materials 104,707 73,611 134,154 177,366 Repair & Maintenance - 908 300 300 Interdepartmental Charges 511,188 573,169 514,681 461,770 Other Operating Expenses 5,824 4,221 - - Capital Outlay - - - - Operating Expenses Subtotal 656,804 689,717 710,095 698,011 TOTAL EXPENDITURES 1,485,942$ 1,587,245$ 1,516,008$ 1,563,857$ Full Time Positions 6.00 6.00 5.00 5.30 Hourly/FTE Positions 9.40 9.00 6.65 6.69 May 23, 2023 Item #9 Page 143 of 384CITY OF CARLSBAD E-38 RECENT ACCOMPLISHMENTS • Resumed in-person programs, services and events and continued to offer virtual programs, to be inclusive, equitable and reach the broadest audience possible • Re-established English as a Second Language classes in partnership with MiraCosta College • Increased the number of Career Online High School participants • Renovated the Learning Center’s upstairs public service area for enhanced safety, ergonomics and customer service and procured design for first-floor renovations • Evaluated the efficacy of digital, virtual and in-person resources for the adult literacy program to rebalance programming to meet adult learners’ needs • Developed a department-wide outreach and marketing strategy and increased support and partnership with other city departments • Launched State Parks Pass program in partnership with California State Library and California State Parks, making State Parks passes available to library patrons free of charge • Distributed over 3,000 free books obtained through community and San Diego Council on Literacy donations at public outreach and Books to Go events GOALS • Re-establish a reading tutoring program for elementary students • Refresh the literacy collection with additional materials emphasizing diverse topics and authors • Develop new bilingual and Spanish-language family services programs to meet the community’s changing needs • Collaborate with Cultural Arts to bring public art to the Library Learning Center • Finalize and adopt a department-wide outreach and marketing strategy • Increase feedback opportunities for the public through surveys, outreach and input via eNewsletter and website to improve library programs and services • Increase the number of Career Online High School participants Performance Measure FY 2022 Actual FY 2023 Actual FY 2024 Projected Career Online High School enrollments 1 5 6 Bilingual program offerings 32 85 170 Active and current partners N/A 25 28 May 23, 2023 Item #9 Page 144 of 3842023-24 ANNUAL BUDGET E-39 COMMUNITY SERVICES | LIBRARY & CULTURAL ARTS: CULTURAL ARTS Account: 001406X 148 175 Fund: General Special Revenue-Special Events Special Revenue-Schulman Endowment ABOUT Cultural Arts plans, promotes and carries out visual and performing arts programs, arts education activities, temporary and permanent public art and other cultural offerings to make connections among artists, cultural organizations, community groups, businesses, residents and visitors that sustain and promote a thriving, diverse and creative city, aligned with the Arts & Culture Master Plan. SERVICES • Present visual arts exhibitions and performing arts at the Ruby G. Schulman Auditorium, the William D. Cannon Art Gallery and throughout the city • Create, document and maintain the city’s permanent and temporary public art collection • Administer the Community Arts Grant program with review by the Arts Commission and participation of community arts stakeholders • Offer educational programs for all ages and abilities, including Three-Part Art, Pop Up Art and STEAM reaching over 10,000 participants annually • Host guest artist residencies, spanning all genres, to focus on expanded, interactive arts experiences 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 518,223$ 557,452$ 1,016,932$ 828,441$ Retirement Benefits 140,792 124,424 143,831 134,542 Health Insurance 62,983 58,221 107,831 132,494 Other Personnel Expenses 14,321 19,670 34,463 30,125 Personnel Services Subtotal 736,319 759,767 1,303,057 1,125,602 Operating Expenses Professional & Contract Services 269,178 410,652 629,890 626,622 Supplies & Materials 18,387 52,346 32,554 28,231 Repair & Maintenance 132 - 1,000 3,000 Interdepartmental Charges 72,732 141,265 129,056 133,434 Other Operating Expenses 1,584 - 1,103 - Capital Outlay - - - - Operating Expenses Subtotal 362,013 604,263 793,603 791,287 TOTAL EXPENDITURES 1,098,332$ 1,364,030$ 2,096,660$ 1,916,889$ General Fund 1,072,885$ 1,325,710$ 1,958,910$ 1,762,139$ Special Revenue Fund 25,447 38,320 137,750 154,750 TOTAL FUNDING 1,098,332$ 1,364,030$ 2,096,660$ 1,916,889$ Full Time Positions 5.00 5.00 6.00 6.70 Hourly/FTE Positions 4.38 6.38 7.95 5.78 May 23, 2023 Item #9 Page 145 of 384CITY OF CARLSBAD E-40 • Present year-round performing arts series, including TGIF Concerts in the Parks, Showtime at the Schulman and Front Row Saturdays • Curate a diverse selection of national and international films and documentaries, based on audience feedback, screened in the Schulman Auditorium • Maintain partnerships with the Carlsbad Friends of the Arts, Carlsbad Library & Arts Foundation and the Chamber of Commerce RECENT ACCOMPLISHMENTS • Completed the design phase of the technological upgrade of the Schulman Auditorium, Cannon Art Gallery and the Ann Kulchin Courtyard • Presented four exhibits in the Cannon Art Gallery, including both local artists and national touring exhibits • Installed murals at Library Learning Center and the renovated New Village Arts Center • Curated a new multi-year exhibition in the Carlsbad Sculpture Garden • Installed the city’s first permanent glass public art at the newly built Fire Station 2 • Maintained partnership with Carlsbad Village Association through temporary art installations pairing local artists with businesses • Added two new Community Arts Grants categories: two-year grants and emerging artists/organizations, to focus on sustainability and expanded art forms • Completed inaugural STEAM program with the Batiquitos Lagoon Foundation • Presented 15 live performances in the Schulman Auditorium with over 3,000 attendees • Relaunched TGIF Concerts in the Parks series after a two-year hiatus, celebrating its 35th anniversary • Supported multiple citywide festivals with the mobile stage and Pop-Up Art experiences • Participated in the national Americans for the Arts Economic Study which documented the impact of arts spending on local, state and national economies GOALS • Evaluate progress on Arts & Culture Master Plan initiatives • Explore launching new Arts & Culture Master Plan initiatives with pilot programs for arts in the workplace and trail art • Launch new partnership with The Forum, and continue the partnership with the Carlsbad Village Association in developing new temporary art experiences • Finalize plans for public transportation art at the Village & Barrio Traffic Circle and Chestnut Underpass • Implement technology upgrades for the Schulman Auditorium, Cannon Art Gallery, and the Kulchin Courtyard • Collaborate with Barrio Glassworks to present a glass exhibition in the Cannon Art Gallery • Initiate public outreach for Veteran’s Memorial Park and Chestnut Underpass public art • Expand guest artist residencies to include musical theatre for all ages and opera for kids • Double the number of attendees at STEAM programs in partnership with the Batiquitos Lagoon Foundation Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Permanent and temporary public art projects completed 6 5 6 Number of Arts & Culture Master Plan Initiatives activated to date (out of 49 total) 15 20 25 May 23, 2023 Item #9 Page 146 of 3842023-24 ANNUAL BUDGET E-41 COMMUNITY SERVICES | PARKS & RECREATION: SUMMARY PARKS & RECREATION • Administration • Recreation • Parks & Trail Maintenance • Street Tree Maintenance & Median Maintenance • The Crossings Golf Course 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 5,897,102$ 6,089,417$ 7,447,323$ 7,718,770$ Retirement Benefits 1,572,592 1,352,430 1,273,007 1,264,817 Health Insurance 559,345 570,125 861,278 884,968 Other Personnel Expenses 293,094 447,709 473,268 416,708 Personnel Services Subtotal 8,322,133 8,459,681 10,054,876 10,285,263 Operating Expenses Professional & Contract Services 6,202,333 8,083,942 8,329,905 7,898,331 Supplies & Materials 872,007 972,957 1,166,558 1,055,818 Repair & Maintenance 7,916 3,690 5,020 1,934 Interdepartmental Charges 1,574,949 2,001,854 1,992,582 2,381,739 Other Operating Expenses 8,186,933 9,922,915 10,467,217 11,059,523 Capital Outlay 157,054 112,526 687,500 1,010,000 Operating Expenses Subtotal 17,001,192 21,097,884 22,648,782 23,407,345 TOTAL EXPENDITURES 25,323,325$ 29,557,565$ 32,703,658$ 33,692,608$ General Fund 16,786,632$ 19,251,458$ 21,167,014$ 21,055,565$ Enterprise Fund 6,718,515$ 8,345,328$ 9,195,000$ 10,121,000$ Special Revenue Fund 1,818,178$ 1,960,779$ 2,341,644$ 2,516,043$ TOTAL FUNDING 25,323,325$ 29,557,565$ 32,703,658$ 33,692,608$ Full Time Positions 55.00 55.00 59.00 59.00 Hourly/FTE Positions 77.83 80.26 71.56 70.32 May 23, 2023 Item #9 Page 147 of 384CITY OF CARLSBAD E-42 COMMUNITY SERVICES | PARKS & RECREATION: ADMINISTRATION Account: 0014510, 0014511 140 149 Fund: General Special Revenue-Scholarships Special Revenue-Donations ABOUT Parks & Recreation Administration provides department leadership, planning and administrative services to help develop and sustain high-quality parks and recreation programs. SERVICES • Evaluate and monitor business processes to improve operations, efficiency and performance • Develop and monitor operating budget and annual CIP budget • Process and issue citywide special event permits • Enhance city-owned or controlled natural open space and trails system through land acquisition, planning, trails construction, monitoring and maintenance • Oversee management agreement for The Crossings at Carlsbad Municipal Golf Course • Perform parks planning, design, administration and construction monitoring services • Monitor recreation programs with participant surveys and community outreach • Administer recreation program scholarships for low-income residents 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,211,204$ 1,182,066$ 1,243,160$ 1,362,257$ Retirement Benefits 418,881 345,543 301,822 298,003 Health Insurance 111,366 97,123 141,218 136,778 Other Personnel Expenses 44,584 57,948 57,782 55,203 Personnel Services Subtotal 1,786,035 1,682,680 1,743,982 1,852,241 Operating Expenses Professional & Contract Services 96,004 152,040 251,440 237,997 Supplies & Materials 74,509 35,647 83,877 59,465 Repair & Maintenance 6,430 2,646 300 200 Interdepartmental Charges 206,443 273,804 398,987 302,034 Other Operating Expenses 38,212 50,295 129,583 113,294 Capital Outlay 6,314 - 2,500 - Operating Expenses Subtotal 427,912 514,432 866,687 712,990 TOTAL EXPENDITURES 2,213,947$ 2,197,112$ 2,610,669$ 2,565,231$ General Fund 2,187,782$ 2,158,357$ 2,529,660$ 2,484,031$ Special Revenue Fund 26,165 38,755 81,009 81,200 Total Funding 2,213,947$ 2,197,112$ 2,610,669$ 2,565,231$ Full Time Positions 11.45 11.30 10.30 10.45 Hourly/FTE Positions 1.36 1.34 0.49 0.98 May 23, 2023 Item #9 Page 148 of 3842023-24 ANNUAL BUDGET E-43 • Develop, monitor and support the department’s information technology • Liaise with Parks & Recreation Commission, Senior Commission and Beach Preservation Commission • Conduct department master and strategic planning • Address Commission for the Accreditation of Parks and Recreation Agencies accreditation application and training processes RECENT ACCOMPLISHMENTS • Completed environmental permitting/entitlements phase for master planning of Veterans Memorial Park • Received City Council adoption of the final master plan for Veterans Memorial Park • Received City Council approval to award a design services agreement for master planning Robertson Ranch Community Park • Checked plans and specifications of new private development projects that include trail construction, street trees and rights of way improvements • Resumed community engagement workshops and stakeholder meetings, public survey distribution and collection, agency programs and services benchmarking, and fee comparison studies related to the Parks & Recreation Department Master Plan Update • Field verified park inventories for the Parks & Recreation Department Master Plan Update • Completed Parks & Recreation Department master plan update statistically reliable survey and presented draft findings to Commissions and City Council • Supported the Fleet & Facilities Department in pursuing the development of plans and specifications for the Monroe Street Pool Renovation and Replacement Project, including presentations to the Parks & Recreation Commission and the City Council • Assisted in administering a mobile application to enhance citywide trails use • Permitted successful return of the Carlsbad Marathon, Half Marathon & 5K GOALS • Obtain City Council approval to formally bid panned improvements for Veterans Memorial Park • Obtain City Council approval to award a contract to construct Veterans Memorial Park improvements • Support Library and Cultural Services staff with the selection of an artist for the public art component at Veterans Memorial Park • Support three commissions in accomplishing the goals and tasks within each work plan • Continue to provide support to the Monroe Street Pool Renovation/Replacement Project May 23, 2023 Item #9 Page 149 of 384CITY OF CARLSBAD E-44 COMMUNITY SERVICES | PARKS & RECREATION: RECREATION Account: 0014520-44, 0014546-73 143 Fund: General Special Revenue-Senior Program Donations ABOUT The Parks & Recreation Department offers a wide range of virtual and in-person programming, including youth and adult sports, instructional classes, camps, aquatics, preschool and teen services, and special events. The department operates 339 acres of developed community parks and special use areas, featuring multi-use fields, tennis courts, dog parks, skate parks, playgrounds, two historic parks, a senior center, four multigenerational community centers and two aquatic centers. SERVICES • Provide information, enrollment, and registration services for parks, programs and facilities • Collect and account for revenue to ensure efficient and cost-effective programming • Plan, conduct and supervise recreation operations and programs at community centers, parks and other city facilities • Process applications and issue park and facility use permits • Coordinate and oversee fair and efficient use of athletic facilities for resident nonprofit sports organizations • Conduct cultural and historic park educational and interpretive programming 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 2,967,030$ 3,300,657$ 4,174,164$ 4,213,335$ Retirement Benefits 550,229 506,958 499,474 505,714 Health Insurance 187,990 234,414 360,427 380,054 Other Personnel Expenses 172,287 282,861 296,721 254,252 Personnel Services Subtotal 3,877,536 4,324,890 5,330,786 5,353,355 Operating Expenses Professional & Contract Services 527,056 986,954 1,080,852 1,018,937 Supplies & Materials 565,230 612,621 655,625 633,709 Repair & Maintenance 1,007 433 4,220 1,354 Interdepartmental Charges 972,541 1,119,399 1,091,629 1,405,334 Other Operating Expenses 437,488 605,327 506,528 513,076 Capital Outlay 927 28,974 - - Operating Expenses Subtotal 2,504,249 3,353,708 3,338,854 3,572,410 TOTAL EXPENDITURES 6,381,785$ 7,678,598$ 8,669,640$ 8,925,765$ General Fund 6,376,418$ 7,640,802$ 8,619,140$ 8,892,265$ Special Revenue Fund 5,367 37,796 50,500 33,500 Total Funding 6,381,785$ 7,678,598$ 8,669,640$ 8,925,765$ Full Time Positions 19.25 19.40 24.40 24.30 Hourly/FTE Positions 71.84 74.28 66.44 64.71 May 23, 2023 Item #9 Page 150 of 3842023-24 ANNUAL BUDGET E-45 • Serve as a certification site for aquatics training programs through the American Red Cross • Provide programs that promote health and wellness and essential childhood development • Arrange classes, seminars, transportation and professional services for seniors • Arrange intergenerational programs that increase cooperation and interaction • Provide congregate and home meals to seniors at little or no cost • Recruit and manage volunteers supporting the Senior Center, Leo Carrillo Ranch, trails and special events RECENT ACCOMPLISHMENTS • Began the design and fabrication process of a new interpretive exhibit at Leo Carrillo Rach Historic Park focusing on the Carrillo family life • Co-administered the Leo Carrillo Ranch Historic Park preservation and maintenance reroofing project • Returned the Monroe Street Pool to regular weekday operating hours, based on sustained lifeguard staffing levels • Held 11 lifeguard academies with a total of 70 participants and hired 40+ lifeguard staff • Added year around youth basketball leagues for grades K-12 • Implemented partnership with Teri, Inc. to provide inclusion services for persons with disabilities • Implemented municipal sustainability rollout related to a ban on single use utensils and organics/food scrap recycling • Returned teen programming to the Pine Avenue Community Park Community Center with the Youth Enrichment Services Community Resources Fair, Masked Night Out Event, Amped Music and Arts Throwdown Event, and Teen Masterminds Club • Received Green Certification for Pine Avenue Community Park Community Center from the City of Carlsbad Green Business Program and became a member of the California Green Business Network GOALS • Accommodate demand for the Senior Nutrition Meal Program due to COVID-19 impacts • Expand adult 50+ opportunities and collaborations beyond the Senior Center • Offer programs that promote health and wellness and essential childhood development • Augment staff with volunteers to build community and enhance fiscal stewardship • Collaborate with the Friends of Carrillo Ranch to plan, design and implement a new interpretive exhibit at Leo Carrillo Ranch • Begin implementation of the department’s master plan actions related to services, programs, events and fees • Utilize 10,000 hours of volunteer service to support recreation programs • Execute 85% of advertised recreation programs Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Hours of Volunteer Services used 21,009 23,000 25,000 Advertised programs executed 80% 85% 85% May 23, 2023 Item #9 Page 151 of 384 I I I CITY OF CARLSBAD E-46 COMMUNITY SERVICES | PARKS & RECREATION: PARKS & TRAIL MAINTENANCE Account: 00146XX Fund: General ABOUT The Parks & Recreation Department maintains approximately 432 acres of developed or scheduled to be constructed community parks and special use areas, 51 miles of trails, 612 acres of habitat preserves, urban forests and undeveloped lands, and landscaping for 58 acres of facilities. SERVICES • Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses, and school athletic fields • Inspect and maintain restroom facilities and picnic areas • Inspect and maintain playgrounds, tennis and basketball courts, soccer, softball, baseball, and multi-purpose fields • Repair park structures, athletic field lighting, play equipment and other park fixtures • Inspect and prune all city trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-maintenance trees, in accordance with Community Forest Management Plan • Maintain existing citywide trails and coordinate development of new trails • Manage the trails volunteers’ program • Oversee maintenance and monitoring of preserves, urban forests, and undeveloped lands • Coordinate coastal activities with the California Department of Parks & Recreation, California Coastal Commission, and lagoon foundations 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,338,219$ 1,319,697$ 1,677,798$ 1,660,400$ Retirement Benefits 469,644 393,130 388,440 358,885 Health Insurance 219,414 206,498 315,806 303,804 Other Personnel Expenses 59,681 84,245 98,784 83,384 Personnel Services Subtotal 2,086,958 2,003,570 2,480,828 2,406,473 Operating Expenses Professional & Contract Services 4,413,623 5,334,510 5,386,863 5,024,647 Supplies & Materials 211,169 313,206 381,834 317,422 Repair & Maintenance 479 607 500 380 Interdepartmental Charges 417,762 533,581 508,083 663,194 Other Operating Expenses 1,086,771 1,257,498 1,260,106 1,267,153 Capital Outlay 5,670 9,327 - - Operating Expenses Subtotal 6,135,474 7,448,729 7,537,386 7,272,796 TOTAL EXPENDITURES 8,222,432$ 9,452,299$ 10,018,214$ 9,679,269$ Full Time Positions 19.45 19.45 20.40 19.40 Hourly/FTE Positions 3.10 3.10 3.85 3.10 May 23, 2023 Item #9 Page 152 of 3842023-24 ANNUAL BUDGET E-47 RECENT ACCOMPLISHMENTS • Resurfaced outdoor basketball courts at Stagecoach and Calavera Hills Community Park • Resurfaced outdoor tennis courts at La Costa Canyon Community Park • Resurfaced blockhouse restrooms floors at Aviara, Hidden Canyon, La Costa Canyon, and Laguna Riviera Community Parks • Applied clear coat on playground surfacing at select parks to enhance UV protection • Inspected and pruned city parks, facilities, and trails trees on a 4-4.5-year cycle, and a 2-to- 2.25-year supplemental cycle for high maintenance trees • Planted parks and trails trees within vacancies created by prior removals and planted new parks and trails trees in accordance with the Community Forest Management Plan • Performed sports lighting maintenance and enhancements at several community parks • Retrofitted light fixtures on pathway lights at Holiday Park to energy efficient LED fixtures • Repaired segments of Lake Calavera Trails with heavy equipment and erosion control measures • Executed a North Beach clean-up event with the Beach Preservation Commission • Reused mulch generated at city parks and city facilities on city landscape • Commenced administration of new maintenance services agreement for Work Category F, Undeveloped Park Site, Urban Forests and Trailheads/Planters • Assumed ongoing maintenance and operations of the Poinsettia Community Park Phase IV Improvements, including a new Dog Park, parking lot and restroom facility GOALS • Inspect and prune city parks, facilities, and trails trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Add 500 total trees to the city’s inventory, including trees within parks, facilities and trails, in accordance with City Council-adopted Community Forest Management Plan • Plant parks and trails trees within vacancies created by prior removals in accordance with the Community Forest Management Plan • Execute two North Beach clean-up events with the Beach Preservation Commission • Reuse 95% of mulch generated at city parks at city facilities • Increase number of recycling receptacles at park and trail facilities by 10% Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Mulch generated in parks reused 95% 95% 95% Increase in number of recycling receptacles at parks and trails 9% 10% 10% May 23, 2023 Item #9 Page 153 of 384 + CITY OF CARLSBAD E-48 COMMUNITY SERVICES | PARKS & RECREATION: STREET TREE & MEDIAN MAINTENANCE Account: 160 161 Fund: Special Revenue Special Revenue ABOUT The Street Tree Maintenance Assessment District provides maintenance to all city-accepted street trees within the public right-of-way, including specialized maintenance for street trees in the Downtown Carlsbad Village area. The Median Maintenance Assessment District provides landscape and irrigation maintenance for approximately 68 acres of median planters and nine acres of developed parkways and streetscapes, including the Downtown Carlsbad Village area. SERVICES • Inspect and prune all city trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Respond to street tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect the tree maintenance block pruning program • Plant street trees and median trees within vacancies created by prior removals in accordance with the Community Forest Management Plan 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 380,649$ 286,997$ 352,201$ 482,778$ Retirement Benefits 133,838 106,799 83,271 102,215 Health Insurance 40,575 32,090 43,827 64,332 Other Personnel Expenses 16,542 22,655 19,981 23,869 Personnel Services Subtotal 571,604 448,541 499,280 673,194 Operating Expenses Professional & Contract Services 870,627 1,033,880 1,299,750 1,299,750 Supplies & Materials 21,099 11,483 45,222 45,222 Repair & Maintenance - 4 - - Interdepartmental Charges (21,797) 75,070 (6,117) 11,177 Other Operating Expenses 345,113 315,250 372,000 372,000 Capital Outlay - - - - Operating Expenses Subtotal 1,215,042 1,435,687 1,710,855 1,728,149 TOTAL EXPENDITURES 1,786,646$ 1,884,228$ 2,210,135$ 2,401,343$ Full Time Positions 4.45 4.85 3.90 4.85 Hourly/FTE Positions 1.53 1.53 0.78 1.53 May 23, 2023 Item #9 Page 154 of 3842023-24 ANNUAL BUDGET E-49 • Perform plan checks, conduct inspections and assume maintenance responsibility for street trees of development projects or ensure a street tree maintenance agreement is executed and recorded by the developer • Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes, including litter control, weed abatement, pruning, shrub and tree refurbishment and irrigation repairs • Perform plan checks, conduct inspections, and assume maintenance responsibility for medians and parkways constructed from city capital improvement projects and private development, or ensure a median and parkway maintenance agreement is executed and recorded by the developer RECENT ACCOMPLISHMENTS • Inspected and pruned city street trees and median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental cycle for high maintenance trees • Responded to approximately 600 street tree service requests and provided storm and emergency assistance as necessary • Plan checked, inspected and assumed maintenance responsibility of street trees of development projects or ensured a street tree maintenance agreement was executed and recorded by developer • Administered and oversaw landscape and irrigation maintenance for all city median planters and developed parkways and streetscapes GOALS • Respond to tree service requests and provide storm and emergency assistance as necessary • Refine, support, administer and inspect tree maintenance block pruning program • Inspect and prune streets and medians trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high maintenance trees • Add 500 total trees to the city’s inventory, including those within street rights-of-way and medians, in accordance with City Council-adopted Community Forest Management Plan • Administer and oversee landscape and irrigation maintenance for all city median planters and developed parkways • Inspect 5,000 trees for pruning • Increase number of recycling receptacles within the Downtown Village and Northern Beach Streetscapes by 10% to support waste diversion objectives Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Street trees inspected for pruning 5,060 5,587 5,000 Increase in number of recycling receptacles within Downtown Village and Northern Beach Streetscapes 8% 12% 10% May 23, 2023 Item #9 Page 155 of 384CITY OF CARLSBAD E-50 COMMUNITY SERVICES | PARKS & RECREATION: THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE Account: 572 Fund: Enterprise ABOUT The Crossings at Carlsbad Municipal Golf Course is an 18-hole municipal golf course and event facility. Amenities for public use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’ lounge, sunset patio, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean views, and three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc. manages this facility via an agreement with the Carlsbad Public Financing Authority. SERVICES • Administer management and operations agreement with JC Management, Inc. • Maintain and renovate golf and non-golf turf, landscaping, drainage and irrigation systems • Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons • Oversee food and beverage services at the players’ lounge, sunset patio, Canyons Restaurant and snack bar • Manage sales and marketing for golf and non-golf activities, special events, banquets, weddings and other gatherings • Train and oversee marshals, greeters and assistants servicing the course and clubhouse RECENT ACCOMPLISHMENTS • Enhanced wedding offerings by completing the conversion of an existing storage room into a groom preparation suite • Enhanced wedding and banquet opportunities with the design and construction of an event patio outside the front entrance to the clubhouse and adjacent to the new bridal suite • Performed planned replacement of duplex sewer tank and pump station at the snack bar restrooms 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Operating Expenses Professional & Contract Services 295,023$ 576,558$ 311,000$ 317,000$ Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges - - - - Other Operating Expenses 6,279,349 7,694,545 8,199,000 8,794,000 Capital Outlay 144,143 74,225 685,000 1,010,000 Operating Expenses Subtotal 6,718,515 8,345,328 9,195,000 10,121,000 TOTAL EXPENDITURES 6,718,515$ 8,345,328$ 9,195,000$ 10,121,000$ Full Time Positions 0.00 0.00 0.00 0.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 156 of 3842023-24 ANNUAL BUDGET E-51 • Completed planned maintenance of the golf course parking lot including slurry and striping which maintains the parking lot and enhances the overall experience at the facility • Completed planned cart path maintenance to remove deviations at multiple areas of the property • Replaced multiple pieces of kitchen equipment to ensure staff provide guests consistent/fresh products • Arranged for permitting, fabrication and installation of wayfinding banners on street light poles at The Crossings Drive and Palomar Airport Road to improve visibility of the course and restaurant • Continued implementation of water conservation and turf replacement plan for areas out of play along Palomar Airport Road • Tilled and replenished sand and improved drainage in selective green-side bunkers • Improved drainage on select fairways and greens • Ordered, received and deployed the scheduled replacement of the lithium battery operated golf cart fleet and ancillary cart fleet • Ordered, received and replaced designated maintenance vehicles, carts and riding equipment GOALS • Ensure the pace of play is under five hours per round of golf, via staff educating and expediting patrons, and met pace of play goal on at least 90% of rounds played • Execute a Capital Improvement Plan with projects that have an anticipated return on investment or are needed for maintenance effectiveness or safety considerations • Enhance wedding and banquet opportunities with the design and construction of upgrades to the westside patio • Initiate design and permitting of entertainment bays at the driving range for an elevated experience of patrons • Improve guest experience and facility appearance by replacing original patio furniture on the Canyon’s Restaurant Patio • Upgrade multiple pieces of kitchen equipment to improve restaurant efficiency, increase employee enjoyment and contribute to enticing menu items • Order and replace designated maintenance vehicles, carts and riding equipment • Till, replenish sand and improve drainage in selective green-side bunkers • Replace carpeting within the clubhouse golf shop and offices • Design a permanent structure at the Starter area to improve overall employee/guest experience and property aesthetics • Renovate and replenish planter areas around the clubhouse and other areas of the golf course • Increase number of banquets and receptions by 2% over fiscal year 2022-23, after substantial increases in such events during the past two fiscal years as a rebound from the effects of COVID-19 Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Golf rounds that met pacing goal 91% 91% 90% Increase in number of banquets and receptions hosted -23% 20% 2% May 23, 2023 Item #9 Page 157 of 384 + CITY OF CARLSBAD E-52 May 23, 2023 Item #9 Page 158 of 3842023-24 ANNUAL BUDGET F-1 ADMINISTRATIVE SERVICES Administrative Services is a transparent, innovative and efficient support services branch that is accountable for the assets entrusted to it. The branch, comprised of finance, human resources and risk management, innovation & economic development, information technology, and internal audit provides related services to city staff and the public as well as promotes a strong local economy. Our employees work together to add value to organizational processes, provide timely and reliable service to our community and business partners, and find creative solutions to problems while protecting our assets. Key roles also include attracting and retaining a talented and engaged city workforce and ensuring the economic vitality of the city. Laura Rocha Deputy City Manager, Administrative Services 442-339-2430 laura.rocha@carlsbadca.gov May 23, 2023 Item #9 Page 159 of 384CITY OF CARLSBAD F-2 May 23, 2023 Item #9 Page 160 of 384 ADMINISTRATIVE SERVICES BRANCH Administrative Services F-3 ADMINISTRATIVE SERVICES | ADMINISTRATION Account: 0011110 Fund: General ABOUT Administrative Services Administration provides financial, analytical, budget, strategic and administrative support to the Administrative Services Branch and organization. SERVICES • Provide branch leadership and strategic support, long-range financial management and budget oversight, internal audit, contract administration, and records management RECENT ACCOMPLISHMENTS • Recommended a strategically balanced budget, maintaining City Council approved reserve levels • Developed internal audit plan for fiscal year 2022-23 comprised of value-add audit engagements including an audit of the city’s transient occupancy tax revenues and an evaluation of the city’s management of employee access to its business enterprise systems • Implemented a fraud and ethics hotline for use by city employees which serves as a tool that enables employees to report concerns regarding possible cases of fraud, waste, or abuse of city resources 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages -$ 450,490$ 475,970$ 503,810$ Retirement Benefits - 118,051 114,312 113,580 Health Insurance - 44,414 48,747 47,717 Other Personnel Expenses - 12,215 14,411 14,256 Personnel Services Subtotal - 625,170 653,440 679,363 Operating Expenses Professional & Contract Services - 21,450 30,000 30,000 Supplies & Materials - 7,448 9,790 6,550 Repair & Maintenance - - 100 50 Interdepartmental Charges - 45,444 45,407 62,794 Other Operating Expenses - 7,044 9,060 5,350 Capital Outlay - - - - Operating Expenses Subtotal - 81,386 94,357 104,744 TOTAL EXPENDITURES -$ 706,556$ 747,797$ 784,107$ Full Time Positions 0.00 3.00 3.00 3.00 Hourly/FTE Positions 0.00 0.50 0.70 0.70 May 23, 2023 Item #9 Page 161 of 384CITY OF CARLSBAD F-4 GOALS • Ensure the city’s short and long-term financial status is healthy and sound • Work with city leadership and City Council to develop plans for addressing any forecast shortfalls in funding for operations and infrastructure • Evaluate opportunities for bond refinancing that will result in savings • Enhance transparency, accountability, and integrity in operational areas using innovation and technology to streamline procedures and processes Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Delivery of value-added internal audit engagements 2 4 4 May 23, 2023 Item #9 Page 162 of 3842023-24 ANNUAL BUDGET F-5 ADMINISTRATIVE SERVICES | FINANCE Account: 0011310 Fund: General ABOUT As a steward of the city’s assets and liabilities, the Finance Department sets and implements a strategic financial management plan and provides information in an effective and timely manner, ensuring the city makes sound financial decisions. SERVICES • Oversee the city budget and long-range financial planning • Monitor the economy closely and continuously update the city’s Ten-Year Financial Forecast to ensure the General Fund remains in balance throughout the year Present quarterly financial updates to the City Council • Provide general accounting and reporting • Support treasury administration • Manage debt, cashiering, purchasing, utility billing and business licensing • Process payroll and payments • Manage receiving, messenger and mail services RECENT ACCOMPLISHMENTS • Completed the mid-year budget review process, which identified budget savings and allowed the City Council to direct these funds to support its goals • Upgraded the city’s current financial information system to the latest platform 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 2,813,045$ 2,426,807$ 2,381,968$ 2,502,791$ Retirement Benefits 952,788 716,699 595,494 557,662 Health Insurance 390,664 365,511 412,860 439,855 Other Personnel Expenses 74,318 77,450 83,476 80,739 Personnel Services Subtotal 4,230,815 3,586,467 3,473,798 3,581,047 Operating Expenses Professional & Contract Services 757,573 1,086,675 910,940 781,180 Supplies & Materials 217,738 216,122 294,320 288,405 Repair & Maintenance 7,678 8,858 13,975 33,850 Interdepartmental Charges 421,112 480,121 706,753 588,661 Other Operating Expenses 175,947 244,851 72,390 50,225 Capital Outlay - - - - Operating Expenses Subtotal 1,580,048 2,036,627 1,998,378 1,742,321 TOTAL EXPENDITURES 5,810,863$ 5,623,094$ 5,472,176$ 5,323,368$ Full Time Positions 31.00 28.00 26.00 26.00 Hourly/FTE Positions 3.50 3.00 3.00 3.00 May 23, 2023 Item #9 Page 163 of 384CITY OF CARLSBAD F-6 • Completed the Master Fee Schedule update • Completed FEMA reimbursement submission and required reporting for various COVID-19- related grants, including the American Rescue Plan Act State and Local Fiscal Recovery Funds • Completed implementation of new accounting guidance for lease accounting under GASB 87 • Started implementation of new accounting guidance for subscription-based information technology agreements under GASB 96 which is scheduled for completion in July 2023 • Maintained a balanced operating budget and submitted a balanced budget to City Council for fiscal year 2023-24 • Assisted in the negotiation process for three of the city’s bargaining units, the Carlsbad City Employees Association, the Carlsbad Firefighters Association and the Carlsbad Police Officers Association • Assisted with program-specific external audits including Utilities, Public Works, and Police • Adopted a cost recovery policy • Adopted an updated travel policy and implemented a new digital reimbursement form and process GOALS • Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the General Fund remains in balance • Continue to improve procedures to mitigate risk through additional controls in payables process • Complete an updated cost allocation plan • Establish a Section 115 Pension Trust • Implement several modules in the city’s financial information system to increase efficiency and enhance internal controls, including budgeting and contract management • Continue supporting program-specific audit requests for funding the city receives • Complete implementation and maintenance and GASB 96 • Expand the use of electronic bidding to increase efficiencies in the procurement process • Continue working with IT and Human Resources to develop a strategic plan for future technology system consolidations Performance Measure FY2022 Actual FY 2023 Estimated FY 2024 Projected General Fund Reserve Ratio 61% 59% 59% Credit rating AAA AAA AAA May 23, 2023 Item #9 Page 164 of 384 I I I 2023-24 ANNUAL BUDGET F-7 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: SUMMARY HUMAN RESOURCES • Human Resources • Risk Management • Workers’ Compensation 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,859,530$ 2,022,816$ 2,226,427$ 2,377,979$ Retirement Benefits 598,304 526,140 522,408 508,803 Health Insurance 174,905 177,829 218,572 214,590 Other Personnel Expenses 27,662 (26,365) 71,844 69,943 Personnel Services Subtotal 2,660,401 2,700,420 3,039,251 3,171,315 Operating Expenses Professional & Contract Services 3,594,989 4,636,313 5,009,864 6,634,670 Supplies & Materials 105,691 86,264 100,174 87,605 Repair & Maintenance - - - - Interdepartmental Charges 249,648 355,416 351,220 428,749 Other Operating Expenses 5,666,592 8,109,713 5,051,850 6,583,780 Capital Outlay - - - - Operating Expenses Subtotal 9,616,920 13,187,706 10,513,108 13,734,804 TOTAL EXPENDITURES 12,277,321$ 15,888,126$ 13,552,359$ 16,906,119$ General Fund 4,359,159$ 4,388,148$ 5,264,775$ 5,029,995$ Internal Service Fund 7,918,162$ 11,499,978$ 8,287,584$ 11,876,124$ TOTAL FUNDING 12,277,321$ 15,888,126$ 13,552,359$ 16,906,119$ Full Time Positions 17.00 17.00 18.00 18.00 Hourly/FTE Positions 2.20 2.20 2.20 2.20 May 23, 2023 Item #9 Page 165 of 384CITY OF CARLSBAD F-8 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: HUMAN RESOURCES Account: 00115XX Fund: General ABOUT The Human Resources Department provides services for the employees of the city so they can provide the highest level of service to the public. The responsibilities of the department serve to support the creation of a high-performance work culture that can carry out the vision for the organization as defined by the City Council and the City Manager. The primary objectives are achieving compliance with federal and state mandates, making process improvements to increase efficiency and effectiveness and helping the city remain resilient while delivering exceptional service. SERVICES • Monitor and maintain employment compliance • Manage recruitment, retention and onboarding, including the diversity outreach, internship and Department of Defense SkillBridge programs • Provide citywide support to departments regarding workforce planning • Manage employee engagement, learning and development programs • Manage employee relations, investigations and labor relations • Conduct classification studies • Maintain competitive and equitable compensation structures • Manage employee benefits and personnel actions • Administer leaves of absence and workplace accommodations • Develop and maintain diversity, equity and inclusion program to include training, cultural and educational engagement opportunities for staff 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,537,269$ 1,731,710$ 1,924,419$ 1,886,363$ Retirement Benefits 492,744 440,024 446,332 400,483 Health Insurance 131,789 133,880 163,101 139,356 Other Personnel Expenses 38,766 49,124 61,483 55,623 Personnel Services Subtotal 2,200,568 2,354,738 2,595,335 2,481,825 Operating Expenses Professional & Contract Services 1,385,821 1,301,387 1,707,864 1,550,170 Supplies & Materials 101,202 82,280 95,174 82,605 Repair & Maintenance - - - - Interdepartmental Charges 238,056 331,512 315,252 379,315 Other Operating Expenses 433,512 318,231 551,150 536,080 Capital Outlay - - - - Operating Expenses Subtotal 2,158,591 2,033,410 2,669,440 2,548,170 TOTAL EXPENDITURES 4,359,159$ 4,388,148$ 5,264,775$ 5,029,995$ Full Time Positions 14.00 14.00 15.00 14.00 Hourly/FTE Positions 2.20 2.20 2.20 2.20 May 23, 2023 Item #9 Page 166 of 3842023-24 ANNUAL BUDGET F-9 RECENT ACCOMPLISHMENTS • Provided all mandated training to employees to remain compliant with state and federal law • Offered classes and leadership academies to support the organization’s learning needs and professional growth • Processed over 6,500 job applications in fiscal year 2021-22 • Filled over 370 vacant full-time and part-time positions in fiscal year 2021-22 • Completed 84 full-time promotions in fiscal year 2021-22 • Conducted multiple executive recruitments without the use of independent contractors, resulting in estimated $140,000 cost avoidance • Conducted negotiations for new labor contracts with the Carlsbad Firefighters’ Association and Carlsbad City Employees’ Association • Partnered with over 30 San Diego organizations for City of Carlsbad job postings to support the diversity outreach program • Updated the Peer Advisor Liaison program for new employees • Met and conferred with bargaining units on multiple HR related policies and laws • Implemented Catastrophic Leave Donation and Equal Employment Opportunity programs • Negotiated with vendors to provide lower-cost and enhanced-no-cost employee benefits • Collaborated with North Zone Fire agencies to share cost of job analyses for Fire Engineer, Captain, and Battalion Chief positions to validate promotional assessment process • Worked with Fire Department to create a program designed to prepare part time EMTs to be eligible to apply for full time EMT and then, as a career path, an opportunity to compete for vacant Paramedic Firefighter positions GOALS • Maintain 100% compliance for legally mandated employee training • Maintain a voluntary turnover rate of 10% or less • Develop new Let’s Connect program for performance management • Enhance the Diversity, Equity & Inclusion program; expand professional development and enrichment opportunities • Use SkillBridge program in partnership with the Department of Defense to provide career transition opportunities for those transitioning out of military service • Implement new or updated employment and labor compliance policies • Negotiate MOU re-opener with Carlsbad Police Officers’ Association • Review employee benefits to maintain compliance and industry standards • Establish an employee wellness program • Review compensation structure to maintain market competitiveness and increase retention • Use data analytics in all program areas • Expand social media outreach for recruitments • Collaborate with other North Zone fire agencies annually to conduct joint promotional assessments to save time and money and improve processes Performance Measure FY 2022 Actual FY 2023 Actual FY 2024 Estimated Voluntary turnover rate 4% 8% 6% Legally mandated employee training compliance rate 100% 100% 100% May 23, 2023 Item #9 Page 167 of 384 I j I CITY OF CARLSBAD F-10 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: RISK MANAGEMENT Account: 6121930 Fund: Internal Service ABOUT Risk Management administers funding of the self-insured and insured portions of the city’s liability insurance program which helps protect the city’s financial interests. Risk Management works closely with the City Attorney’s Office and outside legal counsel to monitor, control, and resolve litigated claims. Risk Management also works to recover monetary losses to city property caused by the negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA. Additionally, Risk Management oversees the city’s safety compliance program. SERVICES • Manage all liability claims received by the city • Collaborate and resolve all risk management-related litigation with the City Attorney’s Office • Pursue loss recovery and manage loss prevention program for employee-related losses • Evaluate and provide advice regarding insurance purchases • Manage subrogation of third-party damage to city assets • Monitor compliance related to insurance requirements for all citywide independent contractors • Manage the citywide Safety Program (injury prevention and Cal-OSHA compliance) 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 208,192$ 214,241$ 211,880$ 309,197$ Retirement Benefits 72,127 62,233 53,373 69,806 Health Insurance 31,011 31,313 33,442 43,245 Other Personnel Expenses 6,980 (46,401) 7,208 9,165 Personnel Services Subtotal 318,310 261,386 305,903 431,413 Operating Expenses Professional & Contract Services 1,672,661 2,647,783 2,516,000 4,199,500 Supplies & Materials 4,489 3,984 5,000 5,000 Repair & Maintenance - - - - Interdepartmental Charges 10,632 23,196 23,967 32,619 Other Operating Expenses 669,043 1,583,382 929,700 2,049,700 Capital Outlay - - - - Operating Expenses Subtotal 2,356,825 4,258,345 3,474,667 6,286,819 TOTAL EXPENDITURES 2,675,135$ 4,519,731$ 3,780,570$ 6,718,232$ Full Time Positions 2.00 2.00 2.00 2.50 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 168 of 3842023-24 ANNUAL BUDGET F-11 RECENT ACCOMPLISHMENTS • Established safety compliance officer role and reduced reliance on outside consultants • Updated the Injury & Illness Prevention Program and led implementation of department specific safety programs as outlined by CalOSHA regulations • Passed a CalOSHA inspection resulting in no fines and no discrepancies • Conducted a Job Hazard Analysis for all major maintenance activities in Public Works and trained staff on required procedures that limit staff and contractor exposure to hazardous materials as well as limit damage to city facilities • Worked with departments to conduct Safety Surveys to enhance safety compliance • Developed in-house city staff safety training for forklift training, confined space and lockout tagout • Conducted work site safety audits and developed a plan continue these at city facilities and work sites GOALS • Enhance the safety program to ensure better training of employees and fewer accidents • Close at least 80% of open and pending claims • Obtain city property loss recoveries at 75% or higher • Enhance safety committee meetings for each department • Conduct Job Hazard Analyses of high-risk job activities in Police and Fire departments • Develop Standard Operating Procedures to maintain compliance with CalOSHA regulations • Expand employee training and decrease use of outside safety vendors Performance Measure FY 2022 Actual FY 2023 Actual FY 2024 Estimated New claims that are closed 88% 85% 80% Recovered damages to city property 78% 76% 75% SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Increased budget for insurance premiums and legal expenses to cover anticipated higher liability and property insurance premiums and legal fees for the coming year May 23, 2023 Item #9 Page 169 of 384 .. CITY OF CARLSBAD F-12 ADMINISTRATIVE SERVICES | HUMAN RESOURCES: WORKERS’ COMPENSATION Account: 6111520 Fund: Internal Service ABOUT This internal service fund is used to support the work-related injury and illness program. SERVICES • Work with injured employees and physicians to ensure timely medical treatment • Coordinate employees’ return to work, including light duty assignments • Work directly with injured employees to settle outstanding claims without litigation • Provide information and recommendations to department supervisors to prevent work- related injuries RECENT ACCOMPLISHMENTS • Implemented new policies and practices to comply with new legal mandates • Resolved and closed 222 claims in fiscal year 2021-22 and expect to resolve and close 225 claims in fiscal year 2022-23 • Enhanced the workers’ compensation claims auditing process and trend analysis to identify patterns and implement additional safety measures to prevent claims 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 114,069$ 76,865$ 90,128$ 182,419$ Retirement Benefits 33,433 23,883 22,703 38,514 Health Insurance 12,105 12,636 22,029 31,989 Other Personnel Expenses (18,084) (29,088) 3,153 5,155 Personnel Services Subtotal 141,523 84,296 138,013 258,077 Operating Expenses Professional & Contract Services 536,507 687,143 786,000 885,000 Supplies & Materials - - - - Repair & Maintenance - - - - Interdepartmental Charges 960 708 12,001 16,815 Other Operating Expenses 4,564,037 6,208,100 3,571,000 3,998,000 Capital Outlay - - - - Operating Expenses Subtotal 5,101,504 6,895,951 4,369,001 4,899,815 TOTAL EXPENDITURES 5,243,027$ 6,980,247$ 4,507,014$ 5,157,892$ Full Time Positions 1.00 1.00 1.00 1.50 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 170 of 3842023-24 ANNUAL BUDGET F-13 GOALS • Improve process to monitor lost days of work • Ensure workers’ compensation data is shared with management regularly to effect change • Make recommendations to reduce the number of days an employee is out of the workplace due to a work-related cause • Ensure employees receive timely treatment to reach maximum medical improvement • Work directly with injured employees to settle claims without litigation • Enhance workers’ compensation strategic plan and use of data analytics • Minimize the number of lost days of work due to work-related injuries and illnesses Performance Measure FY 2022 Actual FY 2023 Actual FY 2024 Estimated Average lost days of work per claim 56 35 55 Litigated claims as percent of open claims 2% 2% 2% SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET • Increased budget to cover anticipated higher costs for excess insurance, the State of CA (Office of Self Insurance Plans (OSIP) annual fee and medical-related expenses for the coming year May 23, 2023 Item #9 Page 171 of 384 I I I CITY OF CARLSBAD F-14 ADMINISTRATIVE SERVICES | INFORMATION TECHNOLOGY Account: 640, 641 Fund: Internal Service ABOUT The Information Technology Department supports the technology needs of all city departments. There are seven service areas within IT, each with specific responsibilities to help the other city departments meet their goals. SERVICES • Administer and oversee the department’s use of resources and formation of priorities • Support operations through implementation and support of technology infrastructure • Implement and support enterprise software applications and systems • Provide project management services to ensure all technology implementations and system upgrades are performed in a standardized methodology • Provide business system specialist support to help ensure technology is meeting business needs • Provide client services through a service desk, PC support and strategic initiatives • Support public safety through technology implementation and support specifically designed for the unique requirements of the Police and Fire departments • Oversee information technology security policies and practices as well as threat investigation 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 4,115,428$ 3,992,390$ 5,105,721$ 5,179,271$ Retirement Benefits 1,390,694 1,212,662 1,115,814 1,198,324 Health Insurance 524,700 490,649 713,650 693,969 Other Personnel Expenses (265,758) (610,349) 161,902 158,923 Personnel Services Subtotal 5,765,064 5,085,352 7,097,087 7,230,487 Operating Expenses Professional & Contract Services 1,868,980 835,433 1,331,000 1,236,659 Supplies & Materials 184,712 214,385 134,497 131,197 Repair & Maintenance 2,948,269 3,532,515 4,295,130 5,239,978 Interdepartmental Charges 25,608 32,724 35,668 73,864 Other Operating Expenses 2,043,554 1,811,075 1,793,150 1,703,550 Capital Outlay 1,460,141 896,160 791,435 1,021,740 Operating Expenses Subtotal 8,531,264 7,322,292 8,380,880 9,406,988 TOTAL EXPENDITURES 14,296,328$ 12,407,644$ 15,477,967$ 16,637,475$ Full Time Positions 37.00 37.00 43.00 43.00 Hourly/FTE Positions 1.00 1.00 0.99 0.50 May 23, 2023 Item #9 Page 172 of 3842023-24 ANNUAL BUDGET F-15 RECENT ACCOMPLISHMENTS • Launched the ServiceNow Service Portal in October of 2022 simplifying engagement with IT by providing a user-friendly interface for reporting issues and requesting equipment/services • Enhanced the staff identity management solution, technology infrastructure, audio-visual capabilities, supported data analytics initiatives and numerous cyber security programs • Upgraded enterprise applications including the Community Development permitting and licensing system, staff timekeeping, and city record management system along with an update to the library catalog system that allows for a more diverse and inclusive library catalog • Began implementation of a new enterprise asset management solution, construction project management solution, enterprise digital asset management system, electronic plan reviews for community development, staff report/agenda management system, Facility Security Master Plan assessment and Police computer-aided dispatch and mobile system • Completed over 10,000 service desk tickets, deployed more than 200 mobile devices and 400 computers, supported numerous building construction and remodel projects including Police and Fire headquarters, Fire Station 2 and Temporary Fire Station 7 • Updated the library’s hardware platforms including materials handling system and audio- visual upgrades in the Exploration HUB and integrated the computer management system with the Parks & Recreation’s public computer labs, so patrons have the same uniform experience at both departments’ facilities GOALS • Consolidate and upgrade enterprise applications such as the utility billing customer portal, finance management system, and the museum collection management system • Implement facility monitoring solution, fleet telematics and a project portfolio management system • Continue implementation of enterprise asset management, construction project management, enterprise digital asset management solutions, electronic plan reviews for Community Development, staff report/agenda management system, and Police computer- aided dispatch and mobile system • Expand software platform for affordable housing management, records management system forms, business process automation and citywide analytics • Develop resource management tools/action plan for projects and IT service improvements • Support the Police and Fire Headquarters remodel, Phase 2 and Phase 3 • Continue modernization of IT infrastructure for projects supporting improved security and data analytics, such as extending the Carlsbad Digital Information Network, deploying applications in support of the city's data science efforts, developing a cyber security program, installing closed-circuit video cameras at various city locations, and consolidating disparate endpoint management systems • Execute significant upgrades to the library’s materials management system functionality • Reduce critical incidents to under industry standards of 2.5% Performance Measure FY 2022 Actual FY 2023 Actual FY 2024 Estimated Critical ticket incidents 2.42% 2.12% 0.50% May 23, 2023 Item #9 Page 173 of 384 j CITY OF CARLSBAD F-16 ADMINISTRATIVE SERVICES | INNOVATION & ECONOMIC DEVELOPMENT Account: 0011033 0011035 Fund: General ABOUT Innovation & Economic Development supports a vibrant and diverse economy by cultivating a culture of innovation and collaboration among city departments and regular engagement with the business community. I&ED also provides citywide data services including managing the Data Governance Committee, implementing the Citywide Data Governance and Management policy and providing training for citywide data initiatives to power data-driven decision making with analytics and data visualization. SERVICES • Conduct business expansion, attraction and retention activities • Serve all industry sectors through innovative efforts in talent attraction, traded economies and fostering of business clusters that provide for an inclusive economy • Develop and maintain innovative business support programs and act as the city’s liaison to the business community to remove barriers to economic growth and vitality • Provide governance and training for citywide data initiatives to power data-driven decision making with advanced analytics and data visualization 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 662,249$ 656,268$ 1,247,953$ 1,267,824$ Retirement Benefits 175,812 178,995 285,472 290,160 Health Insurance 55,344 53,963 153,691 149,353 Other Personnel Expenses 15,622 18,111 39,591 37,555 Personnel Services Subtotal 909,027 907,337 1,726,707 1,744,892 Operating Expenses Professional & Contract Services 392,923 217,259 411,400 364,000 Supplies & Materials 65,200 86,165 72,259 67,760 Repair & Maintenance - - 105,400 105,400 Interdepartmental Charges 53,820 104,280 227,128 261,937 Other Operating Expenses 6,498 19,122 43,057 44,500 Capital Outlay 135 - - - Operating Expenses Subtotal 518,576 426,826 859,244 843,597 TOTAL EXPENDITURES 1,427,603$ 1,334,163$ 2,585,951$ 2,588,489$ Full Time Positions 4.00 4.00 9.00 9.00 Hourly/FTE Positions 1.00 1.00 0.00 0.00 May 23, 2023 Item #9 Page 174 of 3842023-24 ANNUAL BUDGET F-17 • Provide cartography and mapping services to city departments and maintain parcel, address and zonings records with interactive public access to city land use maps • Provide citywide training in design thinking, strategic planning, innovation thinking, process improvement and re-engineering, data management, data analytics and data visualization • Provide data systems consultation, evaluation, migration and data system upgrades to ensure business continuity while replacing legacy systems • Identify key performance indicators with departments in connection to the City Council strategic plan to gauge progress, and insights to make better informed data-driven decisions RECENT ACCOMPLISHMENTS • Developed and adopted the city’s first Economic Development Strategic Plan, which will guide economic development efforts for the next five years • Expanded Economic Insights and Intelligence program to deliver various data products including quarterly economic scans • Launched the Job-Readiness Room pilot to connect disadvantaged workers with job opportunities in Carlsbad and across North County • Expanded Life in Action Recruiter platform to connect more than 400 job-seekers to Carlsbad companies • Implemented the Age-Friendly Carlsbad initiative, a cross-departmental project supported by AARP to support intergenerational activities and older adults • Spurred the creation of innovative data visualization tools to support city goals • Implemented a council approved data governance and management policy GOALS • Expand and optimize support services for city businesses and city departments engaging with businesses, including reaching more companies through BEAR activities • Convene industry advisory groups to ensure the city is aware of current and anticipated challenges for our diverse business community • Create and deploy new and innovative programs to support business resiliency • Provide more hours of data training to city staff • Develop a coordinated approach to citywide data-driven decisions • Develop training for performance management, data and continuous improvement • Establish Carlsbad Works to develop a performance management system that highlights data management and data governance citywide Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Companies reached through BEAR activities 40 45 50 Hours of data training conducted 28 20 30 May 23, 2023 Item #9 Page 175 of 384 I l . CITY OF CARLSBAD F-18 ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL Account: 00190XX Fund: General ABOUT The miscellaneous non-departmental budget accounts for all General Fund transfers to other funds, City Council contingencies and other miscellaneous General Fund expenses, such as outside legal counsel, personnel vacancy savings, citywide final vacation pay, and citywide dues and subscriptions. COVID-19 related expenditures in fiscal years 2020-21 and 2021-22 are associated with the COVID-19 Economic Recovery and Revitalization Initiative and COVID-19 specific expenditures that the city believes are recoverable through various reimbursements. Vacancy savings, or anticipated personnel savings over the course of the fiscal year, were first added to the budget in fiscal year 2022-23. Accounting for $2 million in vacancy savings will allow for budgeted personnel costs to more closely align with actual personnel costs in the General Fund. 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Miscellaneous Non-Departmental Expenditures Legal Services 755,312 519,683$ 1,000,000$ 750,000$ Community Contributions 2,595 -$ - - Personnel Related 184,337 155,595$ 1,050,000 1,600,000 Professional Services 34,194 33,980$ 41,658 39,700 Property Tax and Other Administration 759,165 725,588$ 750,000 750,000 Dues and Subscriptions 72,714 75,069$ 80,000 80,000 COVID-19 Related 245,579 177,677$ - - Vacancy Savings - - (2,000,000) (2,000,000) Other Miscellaneous Expenditures 1,055,650 50,787$ 100,000 100,000 Miscellaneous Non-Departmental Subtotal 3,109,546 1,738,379 1,021,658 1,319,700 General Fund Transfers Transfer to General Capital Construction Fund 4,500,000 13,283,056 3,956,000 11,600,000 Transfer to Infrastructure Replacement Fund 4,500,000 283,000 3,956,000 4,200,000 Transfer from Infrastructure Replacement Fund - - - - Transfer to Strategic Digital Transformation Investment Program - 10,656,000 3,956,000 4,200,000 Transfer to LLD #1 (Medians & Trees)700,000 1,390,000 1,400,000 1,570,000 Transfer to Storm Water Program 281,040 322,000 332,000 340,000 Miscellaneous Transfers Out 47,031,506 993,748 - - General Fund Transfers Subtotal 57,012,546 26,927,804 13,600,000 21,910,000 City Council Contingencies Contingencies - - 500,000 500,000 TOTAL EXPENDITURES 60,122,092$ 28,666,183$ 15,121,658$ 23,729,700$ May 23, 2023 Item #9 Page 176 of 3842023-24 ANNUAL BUDGET G-1 POLICY & LEADERSHIP The City of Carlsbad follows a council-manager form of government, where elected City Council members provide direction on the policies and regulations that govern the operations of the city. The Policy & Leadership branch includes the following areas: • Office of the City Council • Office of the City Treasurer (elected) • Office of the City Manager • Office of the City Attorney • Office of the City Clerk (elected) • Communication & Engagement The City Council appoints the City Manager, City Attorney and members of the city’s boards, commissions and committees. The Office of the City Manager handles administration and oversight of the city organization, including hiring the city workforce, supervising city departments and ensuring the City Council’s policy priorities are met. Scott Chadwick City Manager 442-339-2820 manager@carlsbadca.gov May 23, 2023 Item #9 Page 177 of 384CITY OF CARLSBAD G-2 May 23, 2023 Item #9 Page 178 of 384 City Treasurer POLICY & LEADERSHIP BRANCH Voters City Council City Manager Communication & Engagement \ I City Clerk ! 0 G-3 POLICY & LEADERSHIP | OFFICE OF THE CITY COUNCIL Account: 0011010 Fund: General ABOUT As the legislative body of the city, the Office of the City Council establishes the policies and regulations under which the city operates. SERVICES The City Council, as a legislative body, approves direction, policies and regulations that govern the operations of the city. The City Council appoints residents to serve on various boards and commissions and may serve as city representatives on regional boards such as SANDAG, North County Transit District and the San Diego County Water Authority. RECENT ACCOMPLISHMENTS  Established a Growth Management Citizens Committee to provide the City Council with a balanced consideration of a range of perspectives on key elements that should be addressed in a new plan to manage growth, while maintaining an excellent quality of life and complying with state law 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 274,624$ 278,071$ 295,280$ 308,869$ Retirement Benefits 84,102 73,340 62,121 47,173 Health Insurance 85,962 79,678 85,148 42,729 Other Personnel Expenses 6,390 7,319 6,478 6,539 Personnel Services Subtotal 451,078 438,408 449,027 405,310 Operating Expenses Professional & Contract Services 5,453 201 46,500 25,300 Supplies & Materials 6,211 5,450 25,310 24,422 Repair & Maintenance - - - - Interdepartmental Charges 25,020 79,800 88,478 102,968 Other Operating Expenses 215 10,285 42,905 49,078 Capital Outlay - - - - Operating Expenses Subtotal 36,899 95,736 203,193 201,768 TOTAL EXPENDITURES 487,977$ 534,144$ 652,220$ 607,078$ Full Time Positions 2.00 2.00 2.00 2.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 179 of 384CITY OF CARLSBAD G-4 • Allocated $2 million in funding for traffic safety efforts related to the Declaration of Local Emergency to address an over 200% increase in collisions involving bikes and e-bikes since 2019, to increase attention and resources on a range of solutions including infrastructure, safety, enforcement and a focus on safe driving behavior education • Adopted the city’s five-year Strategic Plan, a five-year plan with policy goals to reflect the most important priorities of the community • Approved the creation of a Community-Police Engagement Commission to help strengthen and maintain an excellent relationship between the Carlsbad Police Department and the community • Adopted the Economic Development Strategic Plan, a roadmap that will guide the city’s economic development activities for the next five years, providing resources, support and opportunities for the diverse businesses that support Carlsbad’s community and contribute to the city’s unique character • Adopted the Carlsbad Homelessness Action Plan, a long-term strategic initiative aimed at reducing homelessness and its impacts on the community GOALS The City Council is focused on advancing the goals identified in the city’s five-year Strategic Plan. Work is centered around the following five goal themes: • Economic vitality • Sustainability and the environment • Community character • Quality of life and safety • Organizational excellence and fiscal health May 23, 2023 Item #9 Page 180 of 3842023-24 ANNUAL BUDGET G-5 POLICY & LEADERSHIP | OFFICE OF THE CITY TREASURER Account: 0010310 Fund: General ABOUT The Office of the City Treasurer provides cash and investment management services which adhere to the city’s Investment Policy and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity and return on investment. SERVICES • Manage reporting and oversight of the city’s cash and investments RECENT ACCOMPLISHMENTS • Ensured that all city departments are fluent in cash handling and banking best practices • Assisted with planning and implementation of the new payment portals for permitting • Maintained a competitive yet prudent investment yield GOALS • Anticipate and meet the changing investment needs of the city to optimize investment returns, consistent with maintaining safety of principal while ensuring sufficient liquidity and return on investment • Maintain a maximum modified duration of less than 2.2% 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 87,323$ 90,849$ 93,617$ 122,253$ Retirement Benefits 32,101 26,286 22,729 26,546 Health Insurance 25,958 25,530 26,346 21,348 Other Personnel Expenses 2,368 2,820 2,906 3,473 Personnel Services Subtotal 147,750 145,485 145,598 173,620 Operating Expenses Professional & Contract Services 57,086 63,348 74,229 70,210 Supplies & Materials 1,488 1,780 1,810 850 Repair & Maintenance - - - - Interdepartmental Charges 29,076 32,676 21,908 29,569 Other Operating Expenses - - 6,400 4,900 Capital Outlay - - - - Operating Expenses Subtotal 87,650 97,804 104,347 105,529 TOTAL EXPENDITURES 235,400$ 243,289$ 249,945$ 279,149$ Full Time Positions 1.00 1.00 1.00 1.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 181 of 384CITY OF CARLSBAD G-6 • Further develop the City Treasurer webpage on the city’s website, informing the community of the mission of the City Treasurer, the city’s Investment Policy and investment activities • Continue to participate in the city’s Citizens Academy • Use innovative solutions to fund modern and secure cash handling solutions even in uncertain times Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Modified Duration 1.95% 2.14% <2.2% Average Yield 1.35% 1.16% 1.25% May 23, 2023 Item #9 Page 182 of 384 +- 2023-24 ANNUAL BUDGET G-7 POLICY & LEADERSHIP | OFFICE OF THE CITY MANAGER Account: 0011010 Fund: General ABOUT The Office of the City Manager is dedicated to continuous improvement and organizational excellence that fosters the well-being of a high performing organization that delivers impactful results to further the public good. SERVICES The City Manager’s Office provides City Council support, administrative leadership of city operations, policy development management, monitors and manages legislative affairs and provides general management of public communication and engagement. RECENT ACCOMPLISHMENTS • Issued a Declaration of Local Emergency in response to an increase of over 200% since 2019 in injury collisions involving bikes and e-bikes called the Safer Streets Together campaign, which focuses on increasing public education, re-engineering city streets and increasing enforcement of the rules of the road • Facilitated adoption of a five-year Strategic Plan to prioritize the goals and objectives of the City Council and community, focusing on long term fiscal sustainability and CIP prioritization • Reduced and restructured the city budget in response to financial forecasts • Ensured timely follow up of all City Council and constituent services requests • Managed a robust local, state and federal intergovernmental affairs program 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,061,278$ 1,151,593$ 1,167,148$ 1,230,586$ Retirement Benefits 475,362 364,616 316,038 313,890 Health Insurance 133,336 135,066 143,953 139,462 Other Personnel Expenses 28,167 32,560 34,078 33,053 Personnel Services Subtotal 1,698,143 1,683,835 1,661,217 1,716,991 Operating Expenses Professional & Contract Services 115,652 180,414 305,240 244,350 Supplies & Materials 22,318 26,669 55,179 46,161 Repair & Maintenance - - - - Interdepartmental Charges 98,460 104,904 95,891 125,966 Other Operating Expenses 4,423 17,300 38,618 51,355 Capital Outlay 541 - - - Operating Expenses Subtotal 241,394 329,287 494,928 467,832 TOTAL EXPENDITURES 1,939,537$ 2,013,122$ 2,156,145$ 2,184,823$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 183 of 384CITY OF CARLSBAD G-8 • Supported Clean Energy Alliance expansion and operations • Extensive collaboration with neighboring cities and regional organizations to better share best practices for improved cooperation and efficiencies in government GOALS • Ensure the most efficient and effective provision of city services while adapting to changing financial conditions • Enhance community engagement and transparency efforts to foster authentic civic engagement with residents, organizations and businesses • Increase intergovernmental collaboration and legislative advocacy with local, state and federal governments to further the City Council adopted legislative platform and advance priority projects May 23, 2023 Item #9 Page 184 of 3842023-24 ANNUAL BUDGET G-9 POLICY & LEADERSHIP | OFFICE OF THE CITY ATTORNEY Account: 0011210 Fund: General ABOUT The City Attorney is appointed by the Mayor and City Council. The City Attorney’s Office consists of six attorneys and two legal support staff members. The office primarily practices preventive law, which seeks to minimize the risk of litigation or regulatory violations by anticipating and preventing legal problems. Preventive law focuses on the attorney’s role as adviser and negotiator and emphasizes planning, counseling, collaboration, and problem-solving. The office also prosecutes criminal violations of the Carlsbad Municipal Code. SERVICES • Advise the City Council and city staff on legal matters affecting the city • Attend City Council meetings and, when necessary, meetings of other boards and commissions • Prepare and review ordinances and resolutions • Negotiate, prepare, and approve the form of contracts and legal instruments • Represent the city in court proceedings and before regulatory and legislative agencies. • Manage the city’s litigation and provide periodic reports to the City Council • Enforce city laws and regulations 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 1,266,674$ 1,327,586$ 1,332,053$ 1,400,190$ Retirement Benefits 472,390 421,473 354,851 352,121 Health Insurance 129,650 123,418 145,714 141,643 Other Personnel Expenses 31,924 37,257 39,341 38,365 Personnel Services Subtotal 1,900,638 1,909,734 1,871,959 1,932,319 Operating Expenses Professional & Contract Services 3,063 2,569 2,700 2,700 Supplies & Materials 31,209 31,707 35,757 23,257 Repair & Maintenance - - - - Interdepartmental Charges 97,332 129,444 106,780 141,008 Other Operating Expenses 4,224 8,429 16,312 16,312 Capital Outlay - - - - Operating Expenses Subtotal 135,828 172,149 161,549 183,277 TOTAL EXPENDITURES 2,036,466$ 2,081,883$ 2,033,508$ 2,115,596$ Full Time Positions 8.00 8.00 8.00 8.00 Hourly/FTE Positions 0.00 0.00 0.00 0.00 May 23, 2023 Item #9 Page 185 of 384CITY OF CARLSBAD G-10 RECENT ACCOMPLISHMENTS • Advised the City Council and city staff on legal matters, including filling the City Council vacancy in District 2, the declaration of the bicycle safety emergency and the development and implementation of the Safer Streets Together program, compliance with new legislation, and compliance with state and county health orders • Managed the city’s defense of civil litigation, including achieving favorable verdicts in two jury trials • Prepared or assisted with additions and revisions to the Carlsbad Municipal Code, including provisions related to the Community-Police Engagement Commission, Arts Commission, use of military equipment, fire and building standards codes, elected officials’ compensation and benefits, disqualification for conflict of interest, environmental sustainability, the Mills Act and historic preservation, and administrative code enforcement remedies • Assisted with revisions to Carlsbad Municipal Water District Ordinance No. 48 to mirror the San Diego County Water Authority’s 2020 model drought ordinance • Assisted with the refunding of outstanding bonds for Reassessment District No. 2022-1 • Assisted with negotiations to reconfigure the SDG&E North Coast Service Center site to free up coastal property for eventual transfer to the city • Assisted with efforts to reestablish the Carlsbad Tourism Business Improvement District under the Property and Business Improvement District Law of 1994 • Worked with the Legislative Subcommittee, the Intergovernmental Affairs Director, and the city’s legislative consultant to have the state legislature pass two bills to improve the city’s ability to provide pool and ocean water lifeguard services. • Assisted the Human Resources Department with updating the city’s benefit plan documents and other policy documents • Assisted the City Clerk’s Office with the biennial update to the city’s Conflict of Interest Code • Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate for domestic violence and mental health incidents • Assisted staff in implementing programs designed to address issues of homelessness • Assisted with the preparation of ballot materials and the preparation of an impartial analysis for a ballot measure to obtain voter expenditure authorization for the Monroe Street Pool project • Reviewed and advised on contracts, public records requests and City Council inquiries • Provided as needed legal support and advice to all city boards, commissions and subcommittees GOALS • Provide quality and timely legal advice to all elected and appointed city officials and all branches to assist in minimizing litigation and regulatory risk and in making sound decisions to carry out the city’s mission, vision, values, and strategic plan • Support the City Manager in strategic operations related to ongoing and significant capital projects • Continue efforts to update the Carlsbad Municipal Code, City Council policies and administrative orders and to codify the Carlsbad Municipal Water District ordinances May 23, 2023 Item #9 Page 186 of 3842023-24 ANNUAL BUDGET G-11 POLICY AND LEADERSHIP| OFFICE OF THE CITY CLERK Account: 0010210, 0011610 Fund: General ABOUT The Office of the City Clerk serves as a vital link between city government and those it serves, providing access to public records, publishing City Council agendas, preparing minutes and serving as the city’s election official. SERVICES • Prepare City Council agendas • Prepare minutes • Complete legal noticing and publishing • Maintain Fair Political Practices Commission filings • Maintain Carlsbad Municipal Code • Maintain, preserve and provide access to all legislative documents • Administer elections • Notarize documents • Provide proof of life certifications • Assist City Attorney’s Office with citywide ethics training • Ensure public records are archived, preserved and accessible to the public • Respond to Public Records Act Requests 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 593,961$ 610,376$ 659,421$ 675,023$ Retirement Benefits 192,490 167,776 142,961 142,285 Health Insurance 96,418 86,549 109,601 86,625 Other Personnel Expenses 15,723 18,665 21,990 21,431 Personnel Services Subtotal 898,592 883,366 933,973 925,364 Operating Expenses Professional & Contract Services 30,415 89,424 70,500 70,500 Supplies & Materials 45,894 42,990 42,456 42,220 Repair & Maintenance - 863 4,196 4,115 Interdepartmental Charges 120,648 156,372 143,237 182,459 Other Operating Expenses 111,486 123,297 199,800 49,797 Capital Outlay - - - - Operating Expenses Subtotal 308,443 412,946 460,189 349,091 TOTAL EXPENDITURES 1,207,035$ 1,296,312$ 1,394,162$ 1,274,455$ Full Time Positions 7.00 7.00 7.00 7.00 Hourly/FTE Positions 1.00 1.00 1.00 1.00 May 23, 2023 Item #9 Page 187 of 384CITY OF CARLSBAD G-12 • Process subpoenas, summons and claims • Develop and implement records management and document management programs • Process recorded documents and bond releases • Provide document research assistance to staff and the public • Provide training and support to various department personnel designated to scan documents into the city’s records repository • Manage and coordinate destruction of records past retention RECENT ACCOMPLISHMENTS • Conducted process to fill the City Council District 2 vacancy • Conducted the November 2022 General Election • Updated the Carlsbad Municipal Code relating to the Campaign Contributions Limit • Finalized the agenda management workflow process through Laserfiche • Assisted Community Development in creating a Quick Fields Laserfiche workflow for E-Review of Building permits • Standardized agendas, minutes and staff reports for all board and commission meetings GOALS • • Obtain a digital posting board to push out all agendas electronically throughout the city for greater accessibility in conformance with the Brown Act • Automate the conforming process as a workflow in Laserfiche • Implement the County’s electronic system for document recordation • Evaluate feasibility of offering passport application acceptance services • Continue to systematically update the Carlsbad Municipal Code and City Council Policies • Provide greater access to public records on the city website • Maintain and update the Records Retention Schedule and provide city staff with training • Continue to collaborate with various departments on digitizing their documents • Continue to conduct departmental records audits May 23, 2023 Item #9 Page 188 of 3842023-24 ANNUAL BUDGET G-13 POLICY & LEADERSHIP | COMMUNICATION & ENGAGEMENT Account: 0011012, 0011016 1381010 Fund: General Special Revenue – Local Cable Infrastructure ABOUT The city’s communication and engagement program fosters open, two-way communication with the community about city issues, programs and services, leading to a more responsive and transparent government. This department is also responsible for communicating within the city organization so employees are not only informed but can see how their day-to-day work supports the larger city mission. SERVICES • Develop community engagement programs that facilitate early and meaningful public input in city government decision making • Promote awareness of city issues, programs, services and initiatives • Write and edit staff reports and responses to constituent inquiries to ensure information presented is clear, complete and accurate • Produce video recordings and livestream all City Council meetings and meetings of boards, commissions and committees • Manage a dedicated 24/7 government cable TV channel 2020-21 Actual 2021-22 Actual 2022-23 Budget 2023-24 Budget Personnel Services Salaries & Wages 756,371$ 918,417$ 1,073,526$ 1,082,901$ Retirement Benefits 230,127 219,496 239,499 232,944 Health Insurance 112,283 122,180 174,135 181,807 Other Personnel Expenses 19,566 26,741 34,715 32,984 Personnel Services Subtotal 1,118,347 1,286,834 1,521,875 1,530,636 Operating Expenses Professional & Contract Services 323,325 826,454 516,201 454,200 Supplies & Materials 73,442 102,950 107,686 81,620 Repair & Maintenance - 9,541 - - Interdepartmental Charges 134,940 172,368 194,963 208,342 Other Operating Expenses 17,401 18,322 33,467 217,256 Capital Outlay 162,484 24,925 - - Operating Expenses Subtotal 711,592 1,154,560 852,317 961,418 TOTAL EXPENDITURES 1,829,939$ 2,441,394$ 2,374,192$ 2,492,054$ General Fund 1,493,938$ 2,037,551$ 1,979,186$ 1,953,098$ Special Revenue Fund 336,001 403,843 395,006 538,956 Total Funding 1,829,939$ 2,441,394$ 2,374,192$ 2,492,054$ Full Time Positions 7.00 7.00 9.00 9.00 Hourly/FTE Positions 3.50 3.50 1.50 1.50 May 23, 2023 Item #9 Page 189 of 384CITY OF CARLSBAD G-14 • Provide communication skills training to city staff • Provide employee communication that supports an informed and engaged workforce • Maintain a trained team of city staff ready to perform public information duties 24/7 in case of an emergency RECENT ACCOMPLISHMENTS • Successfully engaged community members on issues including the City Council strategic plan, the future of south Carlsbad’s coastline, sites for new housing, the CAP Update, Veterans Memorial Park, the Parks & Recreation Department Master Plan, traffic safety, neighborhood traffic calming programs, public art and more • Developed and distributed 51 editions of the city’s e-newsletter • Grew email database to 96,300, an increase of 15% over the previous year • Sent 712 targeted emails regarding city issues, programs and events, with an average open rate of 60%, more than double the industry standard and 5% higher than last year’s open rate • Produced and distributed 292 news releases and articles about city services and programs, a 13% increase over last year • Increased net new followers on Twitter by 20% over the past year • Increased net new YouTube subscribers by 18% over last year • Increased net new followers on Instagram by 9% • Produced over 200 informational videos watched by 170,419 people for a total of 4,621 hours • More than doubled the engagement rate across all social media platforms • Achieved a post engagement rate across all social media platforms higher than the industry average GOALS • Complete a minimum of three community engagement programs with at least 500 participants each for citywide programs and 150 participants each for neighborhood-specific programs • Produce an average of three news releases per week highlighting city news and programs • Communicate directly with community members through a combination of social media and email an average of five times a week Performance Measure FY 2022 Actual FY 2023 Estimated FY 2024 Projected Number of community engagement programs annually 4 3 3 Average number of news updates prepared per week 4 5 4 Average number of direct communications with community members per week 5 6 5 May 23, 2023 Item #9 Page 190 of 384 .. .. 2023-24 ANNUAL BUDGET 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 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 SDTIP expands on the Connected Carlsbad Roadmap to include a strategy for evaluating and prioritizing projects and a five-year investment roadmap that includes estimated costs and timelines. This new investment program continues to be organized into the five primary goal areas approved by City Council in Connected Carlsbad, listed below. • Pursue Communitywide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future. • Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. • Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that 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. May 23, 2023 Item #9 Page 191 of 384CITY OF CARLSBAD H-2 Once City Council adopts the proposed SDTIP, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a five-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed SDTIP budget associated with each year. INVESTING IN DIGITAL TRANSFORMATION As the city continues to grow and develop, the use of technology has also grown exponentially over the last two decades. The SDTIP outlines the financial resources needed to ensure that the technology infrastructure is in place to enable the city to provide services to the community. Prudent financial planning will ensure that ongoing funding for investment in technology is available. PROJECT EVALUATION Making decisions on technology implementations is a challenging and complex task. The challenging nature of these decisions is exacerbated by the expanding reach of technology and the increasingly interdisciplinary nature of emerging technologies. A major component of the SDTIP is the establishment of a cross-departmental approach to technology leadership to evaluate, prioritize, budget for and adopt digital transformation efforts. A new administrative order has been developed that provides a collaborative forum for key staff to validate and prioritize technology implementations. This approach also provides a structured venue to explore how particular configurations of 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 May 23, 2023 Item #9 Page 192 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-3 Criteria Proposed projects are evaluated and prioritized by a set of criteria that include: Alignment with City Council goals and IT strategic plans, architecture, security and technology standards, including legislative and regulatory mandates, and administrative goals Coordination of IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency Effective articulation of the business case including valid operational benefits of the project Accuracy and reasonableness of cost and benefit estimates Consideration of potential project risks and identification of appropriate means to manage those risks Adherence to standard project management practices Capacity of staffing resources to implement the project As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage city resources. May 23, 2023 Item #9 Page 193 of 384 qa ••• --- CITY OF CARLSBAD H-4 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECTS The following contains information about the projects in the SDTIP. Full project pages are provided for the major new projects being requested for fiscal year 2023-24 and prior approved major projects that have changes in funding needs or project requirements. Projects for fiscal year 2024-25 and beyond are included in the graphs and tables provided but will not have full project pages until the first year of funding. Projects with no changes and projects that have been completed or cancelled going into fiscal year 2023-24 are listed below. Full details for these projects can be found in the appropriate prior fiscal year budget documents based on when they were new or had project changes. 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. • Outdoor Wireless Study • Online Permitting/Electronic Reviews, also known as E-Reviews • Project Portfolio Management Tool & Consulting Fiscal Year 2022-23 Continuing Projects – No Changes The following projects were approved during the fiscal year 2022-23 SDTIP and have no changes to their funding needs or project requirements and are still in process. These projects are included in the totals of the various graphs and charts shown in the SDTIP. • Computer Aided Dispatch • Enterprise Asset Management (EAM) • Enterprise Digital Asset Management (EDAM) • Live 9-1-1 • Utility Billing Portal Completed or Cancelled Projects The following projects were completed or cancelled during fiscal year 2022-23. 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 • Business Process Documentation • Digital Engagement & Analytics Consultant • Exploration Hub Audio Visual Upgrade • ServiceNow Service Portal • Timekeeping System Upgrade Cancelled • Next Generation Online Catalog • Electronic Patient Care Reporting May 23, 2023 Item #9 Page 194 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H‐5 ESTIMATED TOTAL APPROPRIATIONS BY GOAL Going into fiscal year 2023‐24, there are 44 continuing and new projects planned over the next five years at an estimated total cost of $33.71 million. Included in the $33.71 million is approximately $19.52 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 $19.52 million is approximately $4.57 million of estimated new appropriations for fiscal year 2023‐24 for these same projects. Build Capacity for Data‐driven Decision Making, $2,660,353‐8% Enhance Accessibility and Transparency, $1,735,000‐5% Foster a Vibrant Civic Engagement Culture, $1,325,000‐4% Promote Security and Sustainability through Connectivity, $12,935,122‐38% Pursue Communitywide Digital Transformation, $15,050,100‐45% Estimated Total Projects Costs by Goal FY 2023‐24 to FY 2027‐28 $33.71 million May 23, 2023 Item #9 Page 195 of 384CITY OF CARLSBAD H-6 Fiscal year 2023-24 appropriations by project goal Pursue Communitywide Digital Transformation $15.05 million This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy. Build Capacity for Data-Driven Decision Making $2.66 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 $1.33 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 $1.73 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 $12.94 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. May 23, 2023 Item #9 Page 196 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-7 PROJECTS PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION Consolidation & Replacement of Core Systems Project Benefits Without systems that can talk to each other, the city wastes time and resources manually compiling and integrating data. This greatly affects the city’s ability to make data-driven decisions, which are needed to ensure the highest and best use of taxpayer resources. Having fewer systems that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems. About This Project This project provides for the consolidation and replacement of the city’s core systems. There are approximately 20 core systems including the city’s financial, human resources, payroll, budget, asset and work order management, licensing and permitting, utilities operations, computer-aided dispatch, land management, and program-event management. Rather than operate many systems with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency associated with operating many different systems with different vendors. Consolidating down to a few systems that seamlessly integrate 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. Project Funding Source: Technology Investment 4,400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 900,000$ 1,500,000$ 2,000,000$ -$ -$ 4,400,000$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 197 of 384CITY OF CARLSBAD H-8 The city completed an in-depth process to evaluate functional requirements and business processes and, the city’s consultant provided a comprehensive report outlining the city’s requirements for a new consolidated system. The report also outlined 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 which is currently in progress. City staff are currently requesting funding of $1.5 million in fiscal year 2023-24 for acquisition and initial implementation and will request an estimated $2.0 million in funding for the continued implementation of a new system as part of the fiscal year 2024-25 SDTIP. It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process. Connected Carlsbad Goal Pursue Communitywide Digital Transformation May 23, 2023 Item #9 Page 198 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-9 Digital Information Network Project Benefits 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. 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. 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 2023-24 includes elements required for this expansion as well as some feature and functionality enhancements to the services already in place. It is estimated that for each fiscal year with new funding there will be an increase to operational and replacement requirements of $50,000 and $100,000 respectively for each year with funding. The cost associated with the prior year funding have previously been included in the Information Technology Department’s Operating or Replacement budget requests. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: Technology Investment 6,025,584$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 100,000 Replacement 200,000 Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 5,025,584$ 500,000$ 500,000$ -$ -$ 6,025,584$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 199 of 384CITY OF CARLSBAD H-10 Exploration Hub Computer Upgrade Project Benefits The Apple Macintosh computers in the exploration hub are due to be replaced. A review of the services provided in the exploration hub revealed that windows-based computers are more consistent with the types of programming offered in the exploration hub. About This Project Replace the existing computers in the library exploration hub with windows-based laptops. Migrating to windows-based computers is more consistent with the types of programs offered in the exploration hub and staff have more expertise with the use of windows-based computers and software programs. Transitioning from desktops to laptops provides more flexibility in changing the layout of the exploration hub to match different types of program offerings. There are no annual operational or replacement costs associated with this project. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: IT Replacement Fund 43,600$ Managing Department: Library Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement -$ 43,600$ -$ -$ -$ 43,600$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 200 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-11 Fleet Telematics Project Benefits Installing special software and hardware in city fleet vehicles will provide real-time information about how they are being operated to ensure safety, track vehicle health and improve security. Tracking city vehicles will also help city departments make better decisions based on routing, staffing and overall operational readiness. About This Project Issue a Request for Proposal to Identify, procure and implement an enterprise solution that provides for fleet telematics. This solution is critical for the effective management of the city’s Fleet. Additionally, the solution will provide data that gives departments active vehicle location for routing, assignment, staffing, and operational readiness evaluations It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: Technology Investment 175,916$ Managing Department: Fleet Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 45,916$ 130,000$ -$ -$ -$ 175,916$ -$ Est FY26-27 Budget May 23, 2023 Item #9 Page 201 of 384 - -(l) ~ ... a CITY OF CARLSBAD H-12 Staff Managed Print Project Benefits The increasing use of technology as well as the city’s sustainability goals have reduced the city’s printing needs. By replacing out of date, leased printers, which are approaching end of life, with a smaller number of purchased printers, the city will save an estimated $80,000 a year in electricity, printing supplies and monthly maintenance charges. Over a five-year period, the city will save approximately $400,000 in operational costs overall. About This Project The existing printers deployed throughout the city were leased in 2015. Due to their age, they are becoming unreliable and costly to repair. In many instances, replacement parts are no longer available. The new printing fleet will be replaced on a five-year running basis requiring approximately $800,000 in funding from the Technology Investment Capital Fund each fifth year. Connected Carlsbad Goal Pursue Communitywide Digital Transformation Project Funding Source: Technology Investment 1,500,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational (80,000) Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 700,000$ -$ -$ 800,000$ 1,500,000$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 202 of 384 • I 2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-13 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING Business Process Automation Project Benefits Automating manual processes will improve staff productivity, efficiency and service delivery. Business process automation also provides the opportunity to eliminate paper forms and processes, which supports the city’s sustainability goals. About This Project This project facilitates the ongoing expansion of business process automation by adding licenses to existing city applications that support process automation, such as Laserfiche, ServiceNow and DocuSign, and by engaging vendor support and external consultants to assist with the development of complex workflows. There is a potential for operational costs to increase if additional licenses are required to support identified automation initiatives. There are no replacement costs associated with project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 300,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 150,000$ 150,000$ -$ -$ -$ 300,000$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 203 of 384 ' I , D =(£)= ,ii; • ... .., ~ CITY OF CARLSBAD H-14 Facility Monitoring and Analytics Project Benefits Automated facility monitoring will provide city staff with the ability to remotely monitor the condition, temperature and power at over 100 city facilities as well as track foot traffic and space utilization within the city’s public spaces such as library facilities and parks. Alerting to conditions in city facilities will allow staff to respond reducing or limiting any potential damage that may occur from these conditions. The city maintains over 100 facilities that currently have limited monitoring capability to detect conditions such as flooding, power issues or power loss, or abnormal temperatures. Additionally, the existing people counters located at the library are over 11 years and due to be replaced. About This Project This project will identify, procure and implement a citywide facility monitoring and traffic analysis solution for city facilities. It is not currently feasible to determine any operational or replacement costs because they depend on the recommendations of the request for proposal process; staff will identify more definitive costs during the request for proposal process. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 250,000$ Managing Department: Innovation and Economic Development Facilities Library & Cultural Arts Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 50,000$ 50,000$ -$ 250,000$ Est FY26-27 Budget 50,000$ May 23, 2023 Item #9 Page 204 of 384 0 11111 2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-15 Professional Technical Services for Data Project Delivery Project Benefits Leverage the expertise of the ESRI Advantage program to assist city staff in the development of data visualization tools and dashboards. Combining city data with spatial information allows data to be transformed into graphical or interactive forms that can reveal patterns, trends and insights, presents data in a format that communicates complex information in a clear and engaging way, and enables data-driven decision making. About This Project The ESRI Advantage Program provides technical consulting to assist staff on projects that combine data from city systems with the spatial data from the city’s GIS application to provide robust data visualization tools. 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 $70,000 worth of credits in fiscal year 2023-24. At this time, city staff do not expect this project to result in an increase to operating or replacement costs. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Technology Investment 420,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 70,000$ 70,000$ 70,000$ 70,000$ 70,000$ 420,000$ Est FY26-27 Budget 70,000$ May 23, 2023 Item #9 Page 205 of 384CITY OF CARLSBAD H-16 Regulator Water Usage Analytics Project Benefits 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 began in November 2023. About This Project In fiscal year 2022-23, staff implemented the Waterview Water Efficiency portal to assist the city in meeting legislatively established water conservation goals and reporting requirements for residential parcels. Additional funding is being requested to expand the use of Waterview for commercial and industrial parcels. After initial implementation, city staff estimate operational costs to increase by $42,000 starting in fiscal year 2024-25. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Funding Source: Utility Operating 65,353$ Managing Department: Utilities Estimated Annual Costs Increase/(Decrease): Operational 42,000 Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Utility Operating 50,000$ 15,353$ -$ -$ -$ 65,353$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 206 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-17 FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE Audiovisual Upgrades Project Benefits This project allows for the standardization of audiovisual equipment within the city’s work facilities so personnel can conduct business with internal and external resources virtually without the need to move between facilities for meetings. About This Project This project provides for upgrades and growth of the city’s audiovisual equipment. The work landscape has changed—audiovisual equipment that previously supported in-person meetings in a room are now supporting meetings held virtually. The IT Department will update and maintain audiovisual equipment to meet this new work environment and other necessary enhancements to legacy technology. There are no annual operational cost changes associated with this project. City staff cannot feasibly estimate replacement costs if any until after the new equipment is purchased. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Funding Source: Technology Investment 1,225,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Est FY26-27 Budget 100,000$ May 23, 2023 Item #9 Page 207 of 384 -••• CITY OF CARLSBAD H-18 ENHANCE ACCESSIBILITY AND TRANSPARENCY Patron Print/Copy/PC Management Project Benefits The existing system is due to be replaced and the Library & Cultural Arts Department is looking to enhance the system. About This Project This project replaces the existing print/copy/PC management system used at the various library locations within the city. In fiscal year 2022-23, computers and servers associated with the system were replaced. In fiscal year 2024-25, the library will be completing a request for proposal to identify and implement a new management solution. 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 Funding Source: Technology Investment 88,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 18,000$ 70,000$ -$ -$ -$ 88,000$ -$ Est FY26-27 Budget May 23, 2023 Item #9 Page 208 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-19 Records Digitization Project Benefits There are multiple departments that have a large volume of physical records. These records take up office space and are not easily accessible or searchable. About This Project This project involves issuing a request for qualifications, selecting one or more vendors, and establishing master agreements for firms that can assist departments in scanning and digitizing paper documents. These digitized documents will then be loaded into the city’s Laserfiche records management system making them more accessible to staff and the public. 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 Funding Source: Technology Investment 200,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 100,000$ 100,000$ -$ -$ 200,000$ Est FY26-27 Budget -$ May 23, 2023 Item #9 Page 209 of 384CITY OF CARLSBAD H-20 PROMOTE SECURITY AND SUSTAINABILITY THROUGH CONNECTIVITY Annual Hardware and Infrastructure Replacement Project Benefits Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is needed to support the city's technology infrastructure and department-specific needs. About This Project This project provides 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 Funding Source: IT Replacement Fund 6,903,142$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget IT Replacement 790,000$ 978,142$ 1,485,000$ 1,100,000$ 1,500,000$ 6,903,142$ Est FY26-27 Budget 1,050,000$ May 23, 2023 Item #9 Page 210 of 384 , -- 0 - 2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-21 Cyber Security Program Development Project Benefits 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. 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. Project Funding Source: Technology Investment 950,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment 450,000$ 100,000$ 100,000$ 100,000$ 100,000$ 950,000$ 100,000$ Est FY26-27 Budget May 23, 2023 Item #9 Page 211 of 384CITY OF CARLSBAD H-22 • Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. The Protect function supports the ability to limit or contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Access Control, Awareness and Training, Data Security, Information Protection Processes and Procedures, Maintenance, and Protective Technology. • Detect – Develop and implement the appropriate activities to identify the occurrence of a cybersecurity event. The Detect function enables timely discovery of cybersecurity events. Examples of outcome categories within this function include Anomalies and Events, Security Continuous Monitoring, and Detection Processes. • Respond – Develop and implement the appropriate activities to act regarding a detected cybersecurity event. The Respond function supports the ability to contain the impact of a potential cybersecurity event. Examples of outcome categories within this function include Response Planning, Communications, Analysis, Mitigation and Improvements. • Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cybersecurity event. The Recover function supports timely recovery to normal operations to reduce the impact from a cybersecurity event. Examples of outcome categories within this function include Recovery Planning, Improvements and Communications. At this time and depending on the types of programs implemented over the course of the project, city staff cannot feasibly determine any operational or replacement costs for fiscal year 2024-25 and beyond. For fiscal year 2023-24 an additional $132,000 has been request as part of the budget process for on-going Varonis security services. Connected Carlsbad Goal Promote Safety and Sustainability through Connectivity May 23, 2023 Item #9 Page 212 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-23 Payment Works Project Benefits The current process for enrolling a vendor to receive electronic payments involves the completion of a paper form. Staff must then manually validate the information and enter the vendor’s information into the city’s financial application. Additionally, if the city receives a request to change a vendor’s banking information, there is not an automated process to validate the accuracy and legitimacy of the information which puts the city at risk for attempted fraud. About This Project This project involves the implementation of the Payment Works solution to digitally onboard vendors, validate that vendor information is valid and legitimate and provides a mechanism for vendors to request updates to their payment information that is secure and verified. This will eliminate paper forms which supports the city’s sustainability goals, significantly improves business processes, and reduces the risk of fraud. After initial implementation, staff estimate operational costs to increase by $54,000 starting in fiscal year 2024-25. There is no replacement cost associated with this project. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Funding Source: Technology Investment 68,600$ Managing Department: Finance Estimated Annual Costs Increase/(Decrease): Operational 54,000 Replacement NA Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY27-28 Total Funding Source Budget Budget Budget Budget Budget Budget Tech. Investment -$ 68,600$ -$ -$ -$ 68,600$ Budget -$ Est FY26-27 May 23, 2023 Item #9 Page 213 of 384 \ I - CITY OF CARLSBAD H‐24 MINOR PROJECTS Pursue Communitywide Digital Transformation Projects and Strategic Initiatives Past Perfect Upgrade/Migration This project involves upgrading the application used by recreation for tracking items in the Leo Carrillo Collection and migrating from on‐premises to the vendor’s cloud offering. Moving to the cloud will allow for broader staff access as well as introduce accessibility to the public. Enhance Accessibility and Transparency Expansion of Yardi Expand the use of the existing Yardi Voyager application used in Housing and Homeless Services by conducting a business process review, hosting staff training, and implementing an online applicant portal. FUTURE PROJECTS Estimated Fiscal Year 2023‐24 through 2027‐28 Appropriations by Goal The City of Carlsbad’s SDTIP for fiscal year 2023‐24 to fiscal year 2027‐28 outlines 44 projects at an estimated total cost of $33.71 million. Of the $33.71 million, $19.52 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, $1,955,353‐10% Enhance Accessibility and Transparency, $373,000‐2% Foster a Vibrant Civic Engagement Culture, $500,000‐3% Promote Security and Sustainability through Connectivity, $9,798,742‐50% Pursue Communitywide Digital Transformation, $6,888,600‐35% Estimated Future Projects Costs by Goal FY 2023‐24 to FY 2027‐28 $19.52 million May 23, 2023 Item #9 Page 214 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H‐25 Estimated Fiscal Year 2023‐24 Appropriations by Goal The fiscal year 2023‐24 SDTIP outlines $4.57 million in new appropriations for fiscal year 2023‐24 to provide additional funding for the continuation of existing projects as well as funding for new projects. Build Capacity for Data‐driven Decision Making, $335,353‐7% Enhance Accessibility and Transparency, $160,000‐4% Foster a Vibrant Civic Engagement Culture, $100,000‐2% Promote Security and Sustainability through Connectivity, $1,096,742‐24%Pursue Communitywide Digital Transformation, $2,878,600‐63% Requested FY 2023‐24 Appropriations by Goal $4.57 million May 23, 2023 Item #9 Page 215 of 384CITY OF CARLSBAD H-26 Estimated Fiscal Year 2024-25 through 2027-28 Pending Current or New Projects with Future Funding Requests The projects listed in the table below represent projects that have been presented to the SDTIP Committee but are not requesting funding or have been delayed for the fiscal year 2023-24 budget year. These projects will be reevaluated for the fiscal year 2024-25 budget year and if approved for funding in fiscal year 2024-25 will then have a project page included as part of the SDTIP in fiscal year 2024-25 or as appropriate. These projects have been included in the estimated five-year tables and funding projections. Connected Requested Estimated Estimated Estimated Estimated Estimated Carlsbad Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 Total Goal Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding RFID Replacement PCDT TICF -$ -$ 600,000$ -$ -$ -$ 600,000$ Utility Billing Automation PCDT UEF - - 75,000 - - - 75,000 Tightrope PCDT TICF - - 35,000 - - - 35,000 Data Governance and Operational Analytics BCDDM TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment BCDDM TICF 30,000 - 140,000 - - - 170,000 Meter Data Management/Utility Analytics BCDDM UEF - - 550,000 - - - 550,000 Permit Process Automation BCDDM TICF - - 200,000 200,000 - - 400,000 Civic Engagement with Open Data EAT TICF 198,000 - 50,000 - - - 248,000 Virtual Permitting Counter (OpenCounter)EAT TICF 61,000 - 23,000 - - - 84,000 Remote Hold Pickup Locker EAT TICF - - 40,000 - - - 40,000 Command Central A/V Infrastucture PSSC TICF - - 200,000 - - - 200,000 Facility Security Master Plan PSSC TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Police Body Camera Replacement PSSC TICF - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC TICF - - - - - 550,000 550,000 Police Records Management Migration PSSC TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System PSSC TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition PSSC TICF - - 5,000 - - - 5,000 894,000$ -$ 3,409,000$ 561,000$ 438,000$ 772,000$ 6,074,000$ Connected Carlsbad Goal Abbreviations Build Capacity for Data-driven Decision Making = BCDDM Enhance Accessibility and Transparency = EAT Foster a Vibrant Civic Engagement Culture = FVCEC Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT Funding Source Abbreviations Information Technology Replacement Fund = ITRF Technology Investment Capital Fund = TICF Utilities Enterprise Funds (Operating or Capital) = UEF Project Name May 23, 2023 Item #9 Page 216 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-27 FIVE-YEAR SCHEDULE OF PROJECTS BY CONNECTED CARLSBAD GOAL Requested Estimated Estimated Estimated Estimated Estimated Funding Prior Year 1 Year 2 Year 3 Year 4 Year 5 TotalProject Name Source Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Consolidation & Replacement of Core Systems TICF 900,000$ 1,500,000$ 2,000,000$ -$ -$ -$ 4,400,000$ Digital Information Network TICF 5,025,584 500,000 500,000 - - - 6,025,584 Enterprise Asset Management System TICF 1,600,000 - - - - - 1,600,000 Exploration Hub Upgrade ITRF - 43,600 - - - - 43,600 Fleet Telematics TICF 45,916 130,000 - - - - 175,916 Project Portfolio Management Tool & Consulting TICF 500,000 - - - - - 500,000 RFID Replacement TICF - - 600,000 - - - 600,000 Staff Managed Print TICF - 700,000 - - - 800,000 1,500,000 Utility Billing Automation UEF - - 75,000 - - - 75,000 Utility Billing Portal UEF 90,000 - - - - - 90,000 Past Perfect Upgrade/Migration TICF - 5,000 - - - - 5,000 Tightrope TICF - - 35,000 - - - 35,000 8,161,500 2,878,600 3,210,000 - - 800,000 15,050,100 Business Process Automation TICF 150,000 150,000 - - - - 300,000 Data Governance and Operational Analytics TICF 405,000 - 50,000 50,000 - - 505,000 Discovery Management Assessment TICF 30,000 - 140,000 - - - 170,000 Facility Monitoring and Analytics TICF - 100,000 50,000 50,000 50,000 250,000 Meter Data Management/Utility Analytics UEF - -550,000 - - - 550,000 Permit Process Automation TICF - -200,000 200,000 - - 400,000 Professional Technical Services for Data Project Delivery TICF 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Regulatory Water Usage Analytics (Operating Funds)UEF 50,000 15,353 - - - - 65,353 705,000 335,353 1,060,000 370,000 120,000 70,000 2,660,353 Audio Visual Upgrades TICF 725,000 100,000 100,000 100,000 100,000 100,000 1,225,000 Outdoor Wireless Study TICF 100,000 - - - - - 100,000 825,000 100,000 100,000 100,000 100,000 100,000 1,325,000 Civic Engagement with Open Data TICF 198,000 - 50,000 - - - 248,000 Enterprise Digital Asset Management TICF 400,000 - -- - - 400,000 Online Permitting/Electronic Reviews (E-Reviews)TICF 645,000 - -- - - 645,000 Patron Print/Copy Management TICF 18,000 70,000 - - - - 88,000 Record Digitization TICF - 100,000 100,000 - - - 200,000 Virtual Permitting Counter (OpenCounter)TICF 61,000 - 23,000 - - - 84,000 Expansion of Yardi TICF - 30,000 - - - - 30,000 Next Generation Online Catalog TICF 40,000 (40,000) - - - - - Remote Hold Pickup Locker TICF - - 40,000 - - - 40,000 1,362,000 160,000 213,000 - - - 1,735,000 Annual Hardware and Infrastructure Replacement ITRF 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Command Central A/V Infrastucture TICF - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)TICF 1,580,000 - - - - - 1,580,000 Cyber Security Program Development TICF 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Electronic Patient Care Reporting TICF 50,000 (50,000) - - - - - Facility Security Master Plan TICF 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Live 911 TICF 66,380 - -- - - 66,380 Payment Works TICF - 68,600 - - - - 68,600 Police Body Camera Replacement TICF - - 500,000 - - - 500,000 Police In-car Video Replacement TICF - - - - - 550,000 550,000 Police Records Management Migration TICF - - 200,000 - - - 200,000 Major Incident/Special Event Management System TICF - - 20,000 - - - 20,000 Police Mobile Device IOS Transition TICF - - 5,000 - - - 5,000 3,136,380 1,096,742 3,231,000 1,511,000 1,588,000 2,372,000 12,935,122 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Information Technology Replacement Fund = ITRF Technology Investment Capital Fund = TICF Utilities Enterprise Funds (Operating or Capital) = UEF Build Capacity for Data-driven Decision Making Build Capacity for Data-driven Decision Making Total Pursue Communitywide Digital Transformation Total Connected Carlsbad Goal Pursue Communitywide Digital Transformation Foster a Vibrant Civic Engagement Culture ProjectsTotal Funding Source Abbreviations Promote Security and Sustainability through Connectivity Total Foster a Vibrant Civic Engagement Culture Total Enhance Accessibility and Transparency Enhance Accessibility and Transparency Total Promote Security and Sustainability through Connectivity May 23, 2023 Item #9 Page 217 of 384CITY OF CARLSBAD H-28 FIVE-YEAR SCHEDULE OF PROJECTS BY FUND Connected Estimated Estimated Estimated Estimated Estimated Estimated Carlsbad Prior Year 2 Year 3 Year 4 Year 5 Year 5 Total Project Name Goal Appropriation 2023-24 2024-25 2025-26 2026-27 2027-28 Funding Technology Investment Capital Fund Audio Visual Upgrades FVCEC 725,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,225,000$ Business Process Automation BCDDM 150,000 150,000 - - - - 300,000 Civic Engagement with Open Data EAT 198,000 - 50,000 - - - 248,000 Command Central A/V Infrastucture PSSC - - 200,000 - - - 200,000 Computer Aided Dispatch (CAD)PSSC 1,580,000 - - - - - 1,580,000 Consolidation & Replacement of Core Systems PCDT 900,000 1,500,000 2,000,000 - - - 4,400,000 Cyber Security Program Development PSSC 450,000 100,000 100,000 100,000 100,000 100,000 950,000 Data Governance and Operational Analytics BCDDM 405,000 - 50,000 50,000 - - 505,000 Digital Information Network PCDT 5,025,584 500,000 500,000 - - - 6,025,584 Discovery Management Assessment BCDDM 30,000 - 140,000 - - - 170,000 Electronic Patient Care Reporting PSSC 50,000 (50,000) - - - - - Enterprise Asset Management System PCDT 1,600,000 - - - - - 1,600,000 Enterprise Digital Asset Management EAT 400,000 - - - - - 400,000 Facility Monitoring and Analytics BCDDM - 100,000 50,000 50,000 50,000 - 250,000 Facility Security Master Plan PSSC 200,000 - 721,000 311,000 438,000 222,000 1,892,000 Fleet Telematics PCDT 45,916 130,000 - - - - 175,916 Live 911 PSSC 66,380 - - - - - 66,380 Online Permitting/Electronic Reviews (E-Reviews)EAT 645,000 - - - - - 645,000 Outdoor Wireless Study FVCEC 100,000 - - - - - 100,000 Patron Print/Copy Management EAT 18,000 70,000 - - - - 88,000 Payment Works PSSC - 68,600 - - - - 68,600 Permit Process Automation BCDDM - - 200,000 200,000 - - 400,000 Police Records Management Migration PSSC - - 200,000 - - - 200,000 Police Body Camera Replacement PSSC - - 500,000 - - - 500,000 Police In-car Video Replacement PSSC - - - - - 550,000 550,000 Professional Technical Services for Data Project Delivery BCDDM 70,000 70,000 70,000 70,000 70,000 70,000 420,000 Project Portfolio Management Tool & Consulting PCDT 500,000 - - - - - 500,000 Record Digitization EAT - 100,000 100,000 - - - 200,000 RFID Replacement PCDT - - 600,000 - - - 600,000 Staff Managed Print PCDT - 700,000 - - - 800,000 1,500,000 Virtual Permitting Counter (OpenCounter)EAT 61,000 - 23,000 - - - 84,000 Expansion of Yardi EAT - 30,000 - - - - 30,000 Major Incident/Special Event Management System PSSC - - 20,000 - - - 20,000 Next Generation Online Catalog EAT 40,000 (40,000) - - - - - Past Perfect Upgrade/Migration PCDT - 5,000 - - - - 5,000 Police Mobile Device IOS Transition PSSC - - 5,000 - - - 5,000 Remote Hold Pickup Locker EAT - - 40,000 - - - 40,000 Tightrope PCDT - - 35,000 - - - 35,000 Technology Investment Capital Fund Total 13,259,880 3,533,600 5,704,000 881,000 758,000 1,842,000 25,978,480 Information Technology Replacement Fund Annual Hardware and Infrastructure Replacement PSSC 790,000 978,142 1,485,000 1,100,000 1,050,000 1,500,000 6,903,142 Exploration Hub Upgrade PCDT - 43,600 - - - - 43,600 Information Technology Replacement Fund Total 790,000 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 6,946,742 Utilities Enterprise Funds (Operating or Capital) Meter Data Management/Utility Analytics BCDDM - - 550,000 - - - 550,000 Regulatory Water Usage Analytics (Operating Funds)BCDDM 50,000 15,353 - - - - 65,353 Utility Billing Automation PCDT - - 75,000 - - - 75,000 Utility Billing Portal PCDT 90,000 - - - - - 90,000 Total Utilities Enterprise Funds (Operating or Capital)140,000 15,353 625,000 - - - 780,353 14,189,880$ 4,570,695$ 7,814,000$ 1,981,000$ 1,808,000$ 3,342,000$ 33,705,575$ Connected Carlsbad Goal Abbreviations Build Capacity for Data-driven Decision Making = BCDDM Enhance Accessibility and Transparency = EAT Foster a Vibrant Civic Engagement Culture = FVCEC Promote Security and Sustainability through Connectivity = PSSC Pursue Communitywide Digital Transformation = PCDT Funding Source ProjectsTotal May 23, 2023 Item #9 Page 218 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-29 PROJECT FUNDING SOURCES Technology Investment Capital Fund – Funds set aside on a yearly basis to fund ongoing SDTIP digital transformation and technology projects. Revenue is mostly comprised of an annual General Fund transfer, estimated based on a portion of the transfer of 6% of General Fund revenues, in accordance with Council Policy No. 91 – Long Term General Fund Capital Funding Policy. Information Technology Replacement Fund – Funds are collected annually from the city’s operating departments as part of the IT Department internal service fund chargeback; charges are based on an asset’s lifecycle and original cost. These funds are used to replace assets at the end of their useful lives. Utilities Enterprise Funds (Operating or Capital) – For information regarding the Utilities Enterprise Funds, please see the Public Works Section of the Fiscal Year 2023-24 Operating Budget and for the Capital Funds please see the CIP Section of the Fiscal Year 2023-24 Operating Budget. PROJECTED FUND BALANCES TECHNOLOGY INVESTMENT CAPITAL FUND FUNDS AVAILABILITY PROJECTION Estimated Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2,762,560$ 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ Transfers In 4,096,000 4,187,000 4,271,000 4,381,000 4,600,050 Interest Revenue 90,000 113,000 141,000 176,000 184,000 Project Appropriations 3,533,600 5,704,000 881,000 758,000 1,842,000 3,414,960$ 2,010,960$ 5,541,960$ 9,340,960$ 12,283,010$ 2,762,560$ Beginning Available Balance Ending Available Balance Balance Available for Future Projects INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND FUNDS AVAILABILITY PROJECTION Requested Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2,349,929$ 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ Replacement Cost Revenue 1,568,040 1,350,000 1,350,000 1,350,000 1,350,000 Replacement Appropriations 1,021,742 1,485,000 1,100,000 1,050,000 1,500,000 2,896,227$ 2,761,227$ 3,011,227$ 3,311,227$ 3,161,227$ 2,349,929$ Estimated Available Funds Ending Available Balance Beginning Available Balance May 23, 2023 Item #9 Page 219 of 384CITY OF CARLSBAD H-30 REVENUE PROJECTIONS SCHEDULE BUDGET EXPENDITURE SCHEDULE 2020-21 2021-22 2022-23 2023-24 2023-24 2023-24 Actual Actual Estimated Continuing New Total Expense Expense Expense Appropriations Appropriations Appropriations Technology Investment Capital NA 1,615,320$ 2,100,000$ 7,076,551$ 3,533,600$ 10,610,151$ Information Technology Department Replacement 1,822,434 935,994 1,396,948 554,580 1,021,742 1,576,322 Total 1,822,434$ 2,551,314$ 3,496,948$ 7,631,131$ 4,555,342$ 12,186,473$ 2019-20 2020-21 2021-22 2022-23 2023-24 Actual Actual Actual Projected Estimated Revenue Revenue Revenue Revenue Revenue Technology Investment Capital NA NA 10,747,619$ 4,076,004$ 4,186,000$ Information Technology Department Replacement 810,400 1,221,363 1,491,070 1,555,005 1,568,040 Total 810,400$ 1,221,363$ 12,238,689$ 5,631,009$ 5,754,040$ Fund May 23, 2023 Item #9 Page 220 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-31 PROJECT ESTIMATED OPERATIONAL REQUIREMENTS The projects listed on the table below represent projects that have been determined will have or may have operating budget impacts in the fiscal year identified. Projects that have a zero listed for each fiscal year are pending an estimate due to the possible solution having to many pending variables. Once a more exact solution is identified the operational estimate will be updated. As the fiscal years identified on the table become the next budgeting year the Information Technology Department will include a request for the additional operating budget in the departments annual operating budget request. Total Year 1 Year 2 Year 3 Year 4 Year 5 Project Name Funding 2023-24 2024-25 2025-26 2026-27 2027-28 Totals Business Process Automation 300,000$ -$ -$ -$ -$ -$ -$ Civic Engagement with Open Data 248,000 - 100,000 50,000 25,000 - 175,000 Command Central A/V Infrastucture 200,000 - - - - - - Computer Aided Dispatch (CAD)1,580,000 150,000 20,000 - - - 170,000 Cyber Security Program Development 950,000 132,500 - - - - 132,500 Data Governance and Operational Analytics 505,000 125,000 75,000 60,000 50,000 50,000 360,000 Digital Information Network 6,025,584 - 150,000 150,000 - - 300,000 Discovery Management Assessment 170,000 - - - - - - Enterprise Asset Management System 1,600,000 20,000 - - - - 20,000 Enterprise Digital Asset Management 400,000 - - 75,000 - - 75,000 Expansion of Yardi 30,000 1,500 - - - - 1,500 Facility Monitoring and Analytics 250,000 - - - - - - Facility Security Master Plan 1,892,000 - - 150,000 150,000 150,000 450,000 Fleet Telematics 175,916 - - - - - - Live 911 66,380 - 60,000 - - - 60,000 Major Incident/Special Event Management System 20,000 - - - - - - Meter Data Management/Utility Analytics 550,000 - - 175,000 - - 175,000 Online Permitting/Electronic Reviews (E-Reviews)645,000 - 27,300 - - - 27,300 Past Perfect Upgrade/Migration 5,000 2,000 - - - - 2,000 Payment Works 68,600 - 54,000 - - - 54,000 Permit Process Automation 400,000 - - - - - - Police Records Management Migration 200,000 - - 54,000 - - 54,000 Project Portfolio Management Tool & Consulting 500,000 165,000 - - - - 165,000 Regulatory Water Usage Analytics (Operating Funds)65,353 - 42,000 - - - 42,000 Remote Hold Pickup Locker 40,000 - - 4,000 - - 4,000 RFID Replacement 600,000 - - - - - - Staff Managed Print 1,500,000 - (80,000) - - - (80,000) Tightrope 35,000 - - - - - - Utility Billing Automation 75,000 - - 7,500 - - 7,500 Virtual Permitting Counter (OpenCounter)84,000 - - 34,500 - - 34,500 19,180,833$ 596,000$ 448,300$ 760,000$ 225,000$ 200,000$ 2,229,300$ * Listing only includes projects with expected changes in operational budget requirements, if listed with a zero amount staff have not been able to determine that amount with the current information. May 23, 2023 Item #9 Page 221 of 384CITY OF CARLSBAD H-32 FISCAL YEAR 2023-24 ROADMAP St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m F Y 2 0 2 3 - 2 4 S c h e d u l e Le g e n d : Pr o j e c t On g o i n g GO A L IN IT IA T I V E S Co n s o l i d a t i o n & R e p l a c e m e n t o f C o r e S y s t e m s Di g i t a l I n f o r m a t i o n N e t w o r k En t e r p r i s e A s s e t M a n a g e m e n t Ex p l o r a t i o n H u b C o m p u t e r U p g r a d e Fl e e t T e l e m a t i c s St a f f M a n a g e d P r i n t Pa s t P e r f e c t U p g r a d e / M i g r a t i o n GO A L IN I T I A T I V E S Bu si n e s s P r o c e s s A u t o m a t i o n Da t a G o v e r n a n c e a n d Op e r a t i o n a l An a l y t i c s Pr o f e s s i o n a l T e c h n i c a l S e r v i c e s f o r D a t a P r o j e c t D e l i v e r y Fa c i l i t y M o n i t o r i n g a n d A n a l y t i c s Re g u l a t o r y W a t e r U s a g e A n a l y t i c s GO A L IN IT IA T I V E S Au d i o V i s u a l U p g r a d e s Ou t d o o r W i r e l e s s S t u d y GO A L IN I T I A T I V E S Ci v i c E n g a g e m e n t w i t h O p e n D a t a Pa t r o n P r i n t / C o p y / P C M a n a g e m e n t En t e r p r i s e D i g i t a l A s s e t M a n a g e m e n t Re c o r d s D i g i t i z a t i o n On l i n e P e r m i t t i n g / E l e c t r o n i c R e v i e w s ( E - R e v i e w ) Ex p a n s i o n o f Y a r d i Vi r t u a l P e r m i t t i n g C o u n t e r ( O p e n C o u n t e r ) GO A L IN I T I A T I V E S An n u a l H a r d w a r e a n d I n f r a s t r u c t u r e R e p l a c e m e n t Co m p u t e r A i d e d D i s p a t c h ( C A D ) Cy b e r S e c u r i t y P r o g r a m D e v e l o p m e n t En s u r e A d o p t i o n o f R e l e v a n t N e w T e c h n o l o g i e s a r e M i r r o r e d i n t o E O C Fa c i l i t y S e c u r i t y M a s t e r P l a n Pa y m e n t W o r k s Traf f i c M a n a g e m e n t F u n c t i o n a l i t y E n h a n c e m e n t NO V DE C DE C DE C DE C DE C NO V NO V NO V NO V AU G JU L OC T SE P SE P Pu r s u e C o m m u n i t y W i d e Di g i t a l T r a n s f o r m a t i o n JU L AU G JU L AU G Fo s t e r a V i b r a n t C i v i c En g a g e m e n t C u l t u r e Bu i l d C a p a c i t y f o r D a t a - dr i v e n D e c i s i o n M a k i n g SE P OC T OC T Pr o m o t e S a f e t y a n d Su s t a i n a b i l i t y t h r o u g h Conn e c t i v i t y OC T OC T JU L AU G SE P En h a n c e A c c e s s i b i l i t y an d T r a n s p a r e n c y JU L AU G SE P JA N JA N JA N JA N JA N FE B FE B FE B FE B FE B MA R MA R MA R MA R MA R AP R AP R AP R AP R AP R MA Y MA Y MA Y MA Y MA Y JU N JU N JU N JU N JU N -- - 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- - - - - - - - - - - - - TB D -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - May 23, 2023 Item #9 Page 222 of 3842023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-33 FIVE-YEAR ROADMAP St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m - 5 - Y e a r R o a d m a Le g e n d : In p r o g r e s s Ap p r ov e d Ev a l u a t i n g On g o i n g Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Co n s o l i d a t i o n & R e p l a c e m e n t o f C o r e S y s t e m s Di g i t a l I n f o r m a t i o n N e t w o r k En t e r p r i s e A s s e t M a n a g e m e n t S y s t e m Ex p l o r a t i o n H u b C o m p u t e r U p g r a d e Uti l i t y B i l l i n g A u t o m a t i o n Ut i l i t y B i l l i n g P o r t a l Fl e e t T e l e m a t i c s Pa s t P e r f e c t U p g r a d e / M i g r a t i o n Staf f M a n a g e d P r i n t RF I D R e p l a c e m e n t Ti g h t r o p e Tra n s i t i o n t o a S i n g l e I d e n t i t y f o r U s e r s o f C i t y S e r v i c e s Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Bu sin e s s P r o c e s s A u t o m a t i o n Da t a G o v e r n a n c e a n d Op e r a t i o n a l An a l y t i c s Di s c o v e r y M a n a g e m e n t Me t e r D a t a M a n a g e m e n t / U t i l i t y A n a l y t i c s Pr o f e s s i o n a l T e c h n i c a l S e r v i c e s f o r D a t a P r o j e c t D e l i v e r y Re g u l a t o r y W a t e r U s a g e A n a l y t i c s Fa c i l i t y M o n i t o r i n g a n d A n a l y t i c s Perm i t P r o c e s s A u t o m a t i o n Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Au d i o V i s u a l U p g r a d e s Ou t d o o r W i r e l e s s S t u d y In p r o g r e s s - h a s b e e n f u l l y a p p r o v e d a n d w o r k h a s s t a r t e d Ap p r o v e d - h a s b e e n f u l l y a p p r o v e d b u t w o r k h a s n o t s t a r t e d Ev a l u a t i n g - s t a f f i s c u r r e n t l y s t u d y i n g m e r i t a n d c o s t o f i n i t i a t i v e / p r o j e c On g o i n g - a n n u a l p r o c e s s Fo s t e r a V i b r a n t C i v i c En g a g e m e n t C u l t u r e IN I T I A T I V E S GO A L GO A L Bu i l d C a p a c i t y f o r D a t a - dr i v e n D e c i s i o n M a k i n g GO A L Pu r s u e C o m m u n i t y W i d e Dig i t a l T r a n s f o r m a t i o n Pr i o r Y e a r s FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 4 - 2 5 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 5 - 2 6 FY 2 0 2 3 - 2 4 FY 2 0 2 6 - 2 7 FY 2 0 2 6 - 2 7 FY 2 0 2 6 - 2 7 Pr i o r Y e a r s FY 2 0 2 3 - 2 4 FY 2 0 2 3 - 2 4 IN I T I A T I V E S IN I T I A T I V E S Pr i o r Y e a r s FY 2 0 2 7 - 2 8 FY 2 0 2 7 - 2 8 FY 2 0 2 7 - 2 8 May 23, 2023 Item #9 Page 223 of 384 --------- ---J ------ J --------- ---J ------ ------------ .._-----1 -------------------------------------- CITY OF CARLSBAD H-34 FIVE-YEAR ROADMAP – CONTINUED St r a t e g i c D i g i t a l T r a n s f o r m a t i o n I n v e s t m e n t P r o g r a m - 5 - Y e a r R o a d m a p Le g e n d : In p r o g r e s s Ap p r o v e d Ev a l u a t i n g On g o i n g Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Civ i c E n g a g e m e n t w i t h O p e n D a t a En t e r p r i s e D i g i t a l A s s e t M a n a g e m e n t On l i n e P e r m i t t i n g / E l e c t r o n i c R e v i e w s ( E - R e v i e w ) Ex p a n s i o n o f Y a r d i Pa t r o n P r i n t / C o p y / P C M a n a g e m e n t Re c o r d s D i g i t i z a t i o n Re m o t e H o l d P i c k u p L o c k e r Vi r t u a l P e r m i t t i n g C o u n t e r ( O p e n C o u n t e r ) Q1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 An n u a l H a r d w a r e a n d I n f r a s t r u c t u r e R e p l a c e m e n t Co m p u t e r A i d e d D i s p a t c h ( C A D ) Cy b e r S e c u r i t y P r o g r a m D e v e l o p m e n t Fa c i l i t y S e c u r i t y M a s t e r P l a n Pa y m e n t W o r k s Tra f f i c M a n a g e m e n t F u n c t i o n a l i t y E n h a n c e m e n t En s u r e A d o p t i o n o f R e l e v a n t N e w T e c h n o l o g i e s a r e M i r r o r e d i n t o E O C Ma j o r I n c i d e n t / S p e c i a l E v e n t M a n a g e m e n t Co m m a n d C e n t r a l A / V I n f r a s t r u c t u r e Po l i c e R e c o r d s M a n a g e m e n t M i g r a t i o n Po l i c e B o d y C a m e r a R e p l a c e m e n t Po l i c e I n - c a r V i d e o R e p l a c e m e n t In p r o g r e s s - h a s b e e n f u l l y a p p r o v e d a n d w o r k h a s s t a r t e d Ap p r o v e d - h a s b e e n f u l l y a p p r o v e d b u t w o r k h a s n o t s t a r t e d Ev a l u a t i n g - s t a f f i s c u r r e n t l y s t u d y i n g m e r i t a n d c o s t o f i n i t i a t i v e / p r o j e c On g o i n g - a n n u a l p r o c e s s FY 2 0 2 3 - 2 4 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 6 - 2 7 FY 2 0 2 7 - 2 8 Pr o m o t e S a f e t y a n d Su s t a i n a b i l i t y t h r o u g h Co n n e c t i v i t y GO A L IN I T I A T I V E S Pr i o r Y e a r s FY 2 0 2 3 - 2 4 FY 2 0 2 4 - 2 5 FY 2 0 2 5 - 2 6 FY 2 0 2 6 - 2 7 FY 2 0 2 7 - 2 8 En h a n c e A c c e s s i b i l i t y an d T r a n s p a r e n c y GO A L IN I T I A T I V E S Pr i o r Y e a r s May 23, 2023 Item #9 Page 224 of 384 D D D -------ti 1-1-1-1-1- __ ,_ I-1-1-1-_,_ 1-1---1-1-1-_,_ 1-1---1-1-1-_,_ ----------~ 2023-24 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM H-35 May 23, 2023 Item #9 Page 225 of 384CITY OF CARLSBAD 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 CIP is organized by the following project classifications: May 23, 2023 Item #9 Page 226 of 384 Planning Study Plan Assessment CITY OF CARLSBAD Maintenance & Operations Technical master plans Repair Refurbishment/ rehabilitation Modifications Improvements Maintenance program Monitoring Replacement Upgrade Capital Projects Regulatory & Policy- Oriven: 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 CFO #lAdmin Open space acquisition Loans Repayment/transfer I-2 Investing in our quality of life The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high quality facilities and infrastructure that support the needs and priorities of the community. Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing infrastructure projects through numerous asset management programs. Since the city applies a comprehensive asset management approach to infrastructure planning and budgeting it is able to avoid more costly unexpected repairs or operational needs and minimize the burden on emergency expenditures. 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 2023-24 CIP, compliance with the Growth Management Plan is continued. In October 2022, City Council approved a five-year strategic plan with policy goals to reflect the most important priorities of the community. The CIP budget includes the priority construction projects identified the strategic plan. Project evaluation Development of the CIP is a team effort involving all operational departments, the City Manager’s Office, the City Council, and the community. Community feedback on infrastructure needs is considered and incorporated as appropriate. The CIP is fully vetted at multiple levels of the city organization by appropriate staff using an inclusive and transparent process and reviewed on a quarterly basis. May 23, 2023 Item #9 Page 227 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM 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 2023-24 appropriations by category In the fiscal year 2023-24 CIP, there are approximately 227 continuing and new projects planned over the next 15 years. The fiscal year 2023-24 CIP outlines $97.7 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for 5 new projects. Projected revenues during the same fiscal year are estimated at $95.9 million. 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 May 23, 2023 Item #9 Page 228 of 384 Maintenance & Operations 28% CITY OF CARLSBAD FY 2023-24 Appropriations by Category $97.7 million Planning Project 1% Accounting 7% Capital Projects 64% I-4 Fiscal year 2023-24 appropriations by project type Civic Buildings and Facility Maintenance $11.7 million This category includes a variety of facilities such as fire stations, libraries and community centers. Costs include repair, maintenance and replacement of civic buildings and other operational facilities. (Note: due to changes in estimated construction dates for the Orion Center project the net expenditures for this category in fiscal year 2023-24 are -$758,509) Parks $46.2 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 $2.7 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 $13.4 million The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are built and paid for with impact fees collected with new development. Water and Recycled Water $9.4 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 $26.7 million People of all ages and abilities want to go places safely and conveniently in Carlsbad, whether they drive, walk, bike, or ride a bus or train. The city continues to invest in modernizing roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city. May 23, 2023 Item #9 Page 229 of 384 L - III T • ,Hr , r , r 2023-24 CAPITAL IMPROVEMENT PROGRAM I-5 NEW CAPITAL IMPROVEMENT PROJECTS Carlsbad Boulevard Roadway Configuration Managing Department: Transportation Classification: Capital Project Funding Source: Infrastructure Replacement Fund Budget FY24 $ 2,000,000 TOTAL $ 2,000,000 About This Project This project will reconfigure Carlsbad Boulevard from Pine Avenue to the southern city border to enhance safe transportation options for biking, walking and driving. The project will include vehicular lane reductions and seal the roadways to improve pavement condition for all users of the road. Reconfiguring roadways also reduces the long-term pavement maintenance costs and improves the line of sight for side street users approaching the arterial. Project Need In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in collisions involving bikes and e-bikes since 2019. This project was identified as a recommended mid- term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan. Carlsbad Village Drive Reconfiguration Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 350,000 FY25 $ 1,500,000 TOTAL $ 1,850,000 About This Project The project will trim medians and move vehicular lanes inward to bring existing bicycle lanes to modern roadway standards along Carlsbad Village Drive between Interstate 5 and Carlsbad Boulevard. The existing bicycle lanes in some areas are only meet minimum modern roadway standards. With significant bicycle traffic in this area, several collisions and near misses with vehicles have been reported. This project will improve conditions for all the users on the road and reduce the long-term maintenance costs. May 23, 2023 Item #9 Page 230 of 384CITY OF CARLSBAD I-6 Project Need In August 2022 the City of Carlsbad declared a local state of emergency, citing a 233% increase in collisions involving bikes and e-bikes since 2019. This project was identified as a recommended mid- term strategy to improve traffic safety as part of the city’s Safer Streets Together Plan. Fire Station 7 Managing Department: Facilities Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 100,000 FY25 $ 200,000 TOTAL $ 300,000 About This Project This project will identity a site and initiate the preliminary design process for a new Fire Station 7 in the vicinity of Cannon Road and Carlsbad Boulevard. Future funding requests may include potential acquisition of property and construction costs. Project Need Carlsbad remains one of the safest cities in the region due to new investments in fire and emergency medical services. This project is identified in the city’s Five Year Strategic Plan as a priority project in the area, Quality of Life and Safety. It addresses the specific Strategic Objective to “bring Fire Department up to Standards of Cover to ensure the city is prepared to meet the community’s changing fire and emergency medical needs.” Public Works Storage Facility Managing Department: Facilities Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 99,000 TOTAL $ 99,000 May 23, 2023 Item #9 Page 231 of 384 VisU -- 2023-24 CAPITAL IMPROVEMENT PROGRAM I-7 About This Project This project will identify the site location and initiate the preliminary design process for a public works storage facility to contain items currently stored at the Farmers Property and other city facilities. Future funding requests will consider construction costs. Project Need In August 2022 City Council approved the sale of the Farmers Property in a fiduciarily responsible time frame, since it was not selected as the future City Hall/Civic Center site. Currently the Farmers Property is used to store various equipment and supplies for Public Works and other city departments. In preparation for selling the property, the building will need to be emptied and other storage sites used. This project is also identified in the city’s Five Year Strategic Plan as a priority project in the area of Organizational Excellence and Fiscal Health, which aims to make Carlsbad a model for effective and efficient local government. Traffic Signal Cabinet Upgrades Managing Department: Transportation Classification: Capital Project Funding Source: General Capital Construction Budget FY24 $ 180,000 TOTAL $ 180,000 About This Project Traffic signal cabinets, located along city roads, are used to store the equipment used to operate traffic signals. This project will make necessary improvements to traffic signal cabinets to ensure safe and reliable operations in several locations. At El Camino Real and Dove Lane, the cabinet will be lowered to road grade height to facilitate routine maintenance and repairs and improve access to components on higher level racks. At El Camino Real and Hosp Way, the service pedal will be relocated to remove an obstruction preventing proper access to the pedestrian push buttons. At Carlsbad Village Drive and Concord Street the cabinet will be upgraded from a small, 334 style with no battery backup to the city’s standard 332 style with battery backup. Project Need Proper maintenance of traffic signal cabinets helps enable quick, timely repairs as needed and ensure the smooth flow of traffic throughout Carlsbad. May 23, 2023 Item #9 Page 232 of 384CITY OF CARLSBAD I-8 CAPITAL IMPROVEMENT PROGRAM REVENUES Over the next 15 years, revenues for capital projects are estimated at $818.8 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 14.4% 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 36.2% 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 28.1% 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 3.1% General Capital Construction 9.6% Infrastructure Replacement Fund 8.6% Other agencies 28.1% Developer fees 14.4% Utility Replacement transfers 36.2% Capital Improvement Program Projected Revenues FY 2023-24 to FY 2037-38 $818.8 million May 23, 2023 Item #9 Page 233 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-9 FUTURE GROWTH AND DEVELOPMENT As shown on the graph on the previous page, there are a variety of revenues that are used to fund the capital projects. In order to estimate revenues to be received from development, several assumptions about the rate and type of future development are made. These assumptions can change from year to year and tend to correlate with the current economic climate. Every year, city staff evaluates all existing and future private development projects and compares this information to the capacity of the city using the most current adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop is then summarized to prepare future projections about when and where residential and non-residential development may occur. The following table shows the number of residential units and non-residential square feet of development that was used in calculating estimated revenues for fiscal year 2023-24 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 3,087 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 2023-24 is projected at 616 units, and, over the next five years, should average 262 units per year. The amount of non-residential development is projected at about 409,000 square feet over the next five years. Projects include several multi-family residential developments, commercial industrial, office and other mixed-use projects. Development estimates provide data for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year. Fiscal Year Residential Units Non-Residential Square Feet 2023-24 616 298,961 2024-25 310 89,341 2025-26 184 8,655 2026-27 101 8,655 2027-28 101 2,953 2029-33 1,014 2,131,926 2034-build out 761 2,000,458 Totals 3,087 4,540,949 May 23, 2023 Item #9 Page 234 of 384CITY OF CARLSBAD I-10 FUTURE PROJECTS The CIP for fiscal year 2023-24 to fiscal year 2037-38 outlines approximately 245 projects at a cost of $798 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 facilities11% Parks 10% Drainage 7% Wastewater 26% Water/Recycled Water 24% Transportation 22% Future Project Costs By Type FY 2023-24 to FY 2037-38 $798 million May 23, 2023 Item #9 Page 235 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-11 CALCULATION OF FUTURE FEES The revenue projections in the CIP reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of future multi-family and single-family residential units is assumed to be 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$ May 23, 2023 Item #9 Page 236 of 384CITY OF CARLSBAD I-12 PROJECTED FUND BALANCES FOR FISCAL YEAR 2022-23 July 1, 2022 Projected June 30, 2023 Unreserved Projected Projected Debt Service Projected Fund Balance Revenues Expenditures Loans & Other Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 587,724$ 1,881,644$ 38,730$ - 2,430,638$ BTD#3 - Cannon Road West 526,327 7,063 - - 533,390 CFD #1 - Citywide 96,751,249 3,504,178 774,991 15,984$ 99,464,452 Gas Tax 13,538,020 3,558,726 3,029,688 500,000 13,567,058 Gas Tax (Road Maint. & Rehab Acct.)6,546,359 2,709,681 5,606,349 - 3,649,691 General Capital Const.42,532,124 4,113,577 13,540,796 - 33,104,906 Grants - Federal 3,181 - 1,442 - 1,739 Grants - State - - - - - Infrastructure Replacement 118,511,911 5,557,667 11,027,079 - 113,042,499 Other 1,932,611 25,934 959,647 - 998,898 Park Fee Zones 5,13,16, 17, 18 4,798,572 166,666 - - 4,965,237 Park-In-Lieu NE 4,770,998 64,022 - - 4,835,020 Park-In-Lieu NW 2,580,013 484,137 106,743 - 2,957,406 Park-In-Lieu SE 1,783,139 422,162 62,000 - 2,143,301 Park-In-Lieu SW 809,275 40,561 - - 849,836 Planned Local Drainage Area A 1,002,649 13,444 51,586 - 964,507 Planned Local Drainage Area B 1,534,791 231,285 65,760 - 1,700,315 Planned Local Drainage Area C 1,590,152 21,333 31,827 - 1,579,658 Planned Local Drainage Area D 666,282 321,892 39,943 - 948,230 Public Facilities Fee 29,139,633 1,680,368 1,399,148 - 29,420,853 Sewer Connection 7,474,469 544,416 3,261,830 - 4,757,055 Sewer Replacement 19,137,934 5,538,049 8,119,066 - 16,556,916 Traffic Impact Fee 21,072,655 2,623,889 3,607,435 - 20,089,110 Transnet/Local 32,297,901 5,376,349 4,458,222 - 33,216,028 Water - Potable 36,615,366 1,228,365 151,270 - 37,692,461 Water - Recycled (10,898,586) - 1,817,501 - (12,716,086) Water Replacement - Potable 60,406,854 5,828,758 7,943,220 - 58,292,392 Water Replacement - Recycled 17,792,436 1,221,177 575,782 - 18,437,831 Total 513,504,037$ 47,165,341$ 66,670,055$ 515,984$ 493,483,340$ May 23, 2023 Item #9 Page 237 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-13 PROJECTED FUND BALANCES FOR FISCAL YEAR 2023-24 July 1, 2023 June 30, 2023 July 01, 2023 2023-24 June 30, 2024 Projected Estimated Continuing New Total Projected Fund Balance Revenues Appropriations Appropriations Appropriations Balance BTD#2 - Poinsettia Lane/Aviara Pkwy 2,430,638$ - 401,346$ - 401,346$ 2,029,292$ BTD#3 - Cannon Road West 533,390 - - - - 533,390 CFD #1 - Citywide 99,464,452 3,345,149$ 33,545,577 37,452,000$ 70,997,577 31,812,024 Gas Tax 13,567,058 2,985,297 14,937,402 1,479,123 16,416,525 135,830 Gas Tax (Road Maint. & Rehab Acct.)3,649,691 2,857,289 3,256,447 3,070,000 6,326,447 180,533 General Capital Const.33,104,906 11,600,000 21,173,902 7,897,000 29,070,902 15,634,004 Grants - Federal 1,739 9,774,840 2,885,895 8,000,000 10,885,895 (1,109,316) Grants - State - 5,000,000 - 5,000,000 5,000,000 - Infrastructure Replacement 113,042,499 4,200,000 32,378,582 11,107,000 43,485,582 73,756,917 Other 998,898 - 323,489 - 323,489 675,409 Park Fee Zones 5,13,16, 17, 18 4,965,237 113,019 - - - 5,078,256 Park-In-Lieu NE 4,835,020 - 614,000 424,000 1,038,000 3,797,020 Park-In-Lieu NW 2,957,406 3,013,278 2,575,063 1,922,000 4,497,063 1,473,621 Park-In-Lieu SE 2,143,301 449,289 161,805 212,000 373,805 2,218,785 Park-In-Lieu SW 849,836 439,078 219,562 - 219,562 1,069,352 Planned Local Drainage Area A 964,507 30,974 46,208 - 46,208 949,274 Planned Local Drainage Area B 1,700,315 357,095 7,828 - 7,828 2,049,582 Planned Local Drainage Area C 1,579,658 283,664 31,335 75,000 106,335 1,756,986 Planned Local Drainage Area D 948,230 108,453 23,251 - 23,251 1,033,433 Public Facilities Fee 29,420,853 2,947,263 4,331,467 (47,000) 4,284,467 28,083,648 Sewer Connection 4,757,055 777,098 4,019,732 1,195,000 5,214,732 319,421 Sewer Replacement 16,556,916 10,445,506 28,077,191 6,152,500 34,229,691 (7,227,269) Traffic Impact Fee 20,089,110 4,743,682 17,505,669 3,590,000 21,095,669 3,737,122 Transnet/Local 33,216,028 5,886,000 27,489,757 5,640,000 33,129,757 5,972,270 Water - Potable 37,692,461 2,637,428 11,264,751 811,000 12,075,751 28,254,138 Water - Recycled (12,716,086) 15,998,990 2,957,903 - 2,957,903 325,000 Water Replacement - Potable 58,292,392 6,348,536 43,207,235 4,192,680 47,399,915 17,241,013 Water Replacement - Recycled 18,437,831 1,600,000 6,114,770 (494,600) 5,620,170 14,417,661 Total 493,483,340$ 95,941,926$ 257,550,167$ 97,677,703$ 355,227,870$ 234,197,396$ May 23, 2023 Item #9 Page 238 of 384CITY OF CARLSBAD I-14 REVENUE PROJECTIONS SCHEDULE 2019-20 2020-21 2021-22 2022-23 2023-24 Actual Actual Actual Projected Estimated Fund Revenue Revenue Revenue Revenue Revenue BTD#2 - Poinsettia Lane/Aviara Pkwy 217,466$ 22,020$ (497,154)$ 1,881,644$ - BTD#3 - Cannon Road West 17,696 949 (21,419) 7,063 - CFD #1 - Citywide 5,736,415 2,286,479 (2,303,139) 3,504,178 3,345,149$ Gas Tax 3,118,353 2,733,074 2,195,851 3,558,726 2,985,297 Gas Tax (Road Maint. & Rehab Acct.)2,067,614 2,149,734 2,080,454 2,709,681 2,857,289 General Capital Const.5,111,500 4,654,470 13,296,442 4,113,577 11,600,000 Grants - Federal 41,175 256,529 34,140 - 9,774,840 Grants - State - - - - 5,000,000 Infrastructure Replacement 9,369,345 4,704,670 (4,498,884) 5,557,667 4,200,000 Other 65,369 3,384 (78,654) 25,934 - Park Fee Zones 5,13,16, 17, 18 255,028 78,182 (195,275) 166,666 113,019 Park-In-Lieu NE 347,407 451,497 (92,752) 64,022 - Park-In-Lieu NW 260,256 429,037 267,635 484,137 3,013,278 Park-In-Lieu SE 326,671 3,205 (55,340) 422,162 449,289 Park-In-Lieu SW 271,373 319,862 13,108 40,561 439,078 Planned Local Drainage Area A 48,111 27,489 (20,032) 13,444 30,974 Planned Local Drainage Area B 174,328 635,853 54,137 231,285 357,095 Planned Local Drainage Area C 53,875 2,779 (36,025) 21,333 283,664 Planned Local Drainage Area D 31,433 2,877 (12,992) 321,892 108,453 Public Facilities Fee 3,439,781 1,751,477 (556,423) 1,680,368 2,947,263 Sewer Connection 749,326 332,049 (159,776) 544,416 777,098 Sewer Replacement 5,682,839 4,390,568 3,959,756 5,538,049 10,445,506 Traffic Impact Fee 1,924,738 1,084,181 (399,069) 2,623,889 4,743,682 Transnet/Local 4,546,554 3,347,237 2,215,348 5,376,349 5,886,000 Water - Potable 2,188,356 713,234 (1,309,185) 1,228,365 2,637,428 Water - Recycled 2,815,693 59,190 - - 15,998,990 Water Replacement - Potable 7,885,252 6,378,189 1,734,930 5,828,758 6,348,536 Water Replacement - Recycled 1,995,701 1,083,332 726,017 1,221,177 1,600,000 Total 58,741,652$ 37,901,545$ 16,341,701$ 47,165,341$ 95,941,926$ May 23, 2023 Item #9 Page 239 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-15 BUDGET EXPENDITURE SCHEDULE 2020-21 2021-22 2022-23 2023-24 2023-24 2023-24 Actual Actual Estimated Continuing New Total FUND Expense Expense Expense Appropriations Appropriations Appropriations BTD#2 - Poinsettia Lane/Aviara Pkwy - 13,059,041$ 38,730$ 401,346$ - 401,346$ BTD#3 - Cannon Road West - - - - - - CFD #1 - Citywide 582,179$ 583,318 790,975 33,545,577 37,452,000$ 70,997,577 Gas Tax 2,911,799 2,605,882 3,529,688 14,937,402 1,479,123 16,416,525 Gas Tax (Road Maint. & Rehab Acct.)170,381 307,543 5,606,349 3,256,447 3,070,000 6,326,447 General Capital Const.5,086,290 12,606,427 13,540,796 21,173,902 7,897,000 29,070,902 Grants - Federal 260,820 26,669 1,442 2,885,895 8,000,000 10,885,895 Grants - State - - - - 5,000,000 5,000,000 Infrastructure Replacement 3,333,331 6,701,080 11,027,079 32,378,582 11,107,000 43,485,582 Other 8,868 2,587 959,647 323,489 - 323,489 Park Fee Zones 5,13,16, 17, 18 - - - - - - Park-In-Lieu NE - - - 614,000 424,000 1,038,000 Park-In-Lieu NW - - 106,743 2,575,063 1,922,000 4,497,063 Park-In-Lieu SE - 1,196 62,000 161,805 212,000 373,805 Park-In-Lieu SW 1,118 - - 219,562 - 219,562 Planned Local Drainage Area A 6,131 1,149 51,586 46,208 - 46,208 Planned Local Drainage Area B 1,510,279 77,250 65,760 7,828 - 7,828 Planned Local Drainage Area C 4,174 2,913 31,827 31,335 75,000 106,335 Planned Local Drainage Area D 49,311 12,358 39,943 23,251 - 23,251 Public Facilities Fee 164,847 2,635,240 1,399,148 4,331,467 (47,000) 4,284,467 Sewer Connection 810,372 611,405 3,261,830 4,019,732 1,195,000 5,214,732 Sewer Replacement 8,206,747 6,944,820 8,119,066 28,077,191 6,152,500 34,229,691 Traffic Impact Fee 1,196,826 2,806,082 3,607,435 17,505,669 3,590,000 21,095,669 Transnet/Local 2,152,292 1,922,954 4,458,222 27,489,757 5,640,000 33,129,757 Water - Potable 17,507 432,625 151,270 11,264,751 811,000 12,075,751 Water - Recycled 3,235,638 127,177 1,817,501 2,957,903 - 2,957,903 Water Replacement - Potable 5,224,472 1,467,222 7,943,220 43,207,235 4,192,680 47,399,915 Water Replacement - Recycled 792,286 2,531,036 575,782 6,114,770 (494,600) 5,620,170 Total 35,725,667$ 55,465,974$ 67,186,038$ 257,550,167$ 97,677,703$ 355,227,870$ May 23, 2023 Item #9 Page 240 of 384CITY OF CARLSBAD I-16 PROJECT ESTIMATED OPERATIONAL REQUIREMENTS The projects listed in the table below represent projects that have been determined will have or may have operating budget impacts within the next five fiscal years. Estimated impacts to operating budget are based on industry standards. Projects that have an estimated zero-dollar impact on the city’s operating budget are not listed below. As the fiscal years identified in the table become the next budgeting year, the associated appropriate department will make a request for additional operating budget. Project Type Operating fiscal year Estimated annual cost State Street Parking Lot electric vehicle charging stations Civic 2023-24 $3,800 Public Works storage facility Civic 2024-25 79,600 Veteran’s Memorial Park (all quadrants) Parks 2024-25 800,000 Fire Administration Offices Civic 2025-26 121,900 Barrio Street Lighting Transportation 2026-27 19,300 Orion Center Civic 2026-27 595,200 Carlsbad Boulevard pedestrian lighting Transportation 2027-28 31,500 Village decorative lighting – State Street, Madison, Roosevelt and Washington Transportation 2027-28 13,500 Village decorative lighting – train station area Transportation 2027-28 5,400 May 23, 2023 Item #9 Page 241 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-17 15-YEAR CAPITAL IMPROVEMENT PROGRAM Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Abandon Potable Services (New Recycled Services) NO Citywide Medium 52051 WATER REPL 925,825 50,000 250,000 500,000 - - - - 1,675,825 ADA Beach Access - Pine to Tamarack NO 1 Medium 60651 GCC 375,000 - - 2,500,000 - - - - 2,875,000 ADA Improvement Program NO Citywide High 60491 TRANSNET -LOC 3,155,000 715,000 175,000 715,000 175,000 715,000 2,225,000 2,225,000 9,560,000 Agua Hedionda Creek Maintenance NO 2 High 33381 PLDB 3,545,249 -14,645 - - - - - - 3,545,249 66291 IRF 213,000 80,000 80,000 85,000 90,000 95,000 520,000 585,000 1,768,000 Agua Hedionda Lift Station Biological Monitoring and Maintenance NO 2 Critical 55451 SEWER REPL 225,000 - - - - - - - 225,000 Alga Norte Park Medications NO 2 Medium 47331 GCC 314,000 - 710,000 - - - - - 1,024,000 Alga Norte Settlement Agreement YES 2 Null PA071 GCC - - 60,000 - - - - - 60,000 Assessment District 97-1 Maintenance NO 3 Medium 60841 GCC 420,000 - - - - - - - 420,000 Avenida Encinas Coastal Rail Trail and NO 2,3 Critical 60041 TIF 5,177,903 3,177,000 - 2,500,000 - - - - 7,677,903 Pedestrian Improvements 60042 FED GRANT 1,776,000 - - - - - - - 1,776,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing NO Citywide Low 47451 IRF 600,000 - - - - - - - 600,000 Aviara Reimbursement Agreement NO 2 Low 36491 PIL-SW 238,000 - - - - - - - 238,000 Barrio Street Lighting NO 1 High 40131 GCC 760,000 - - - - - - - 760,000 40133 GAS TAX 700,000 - -550,000 - - - - - 150,000 40134 TRANSNET -LOC 1,280,000 1,280,000 1,280,000 1,030,000 - - - - 3,590,000 40135 FED GRANT - - 1,000,000 - - - - - 1,000,000 Beach Access Repair and Upgrades - NO 1 Critical 38961 IRF 5,912,750 1,800,000 700,000 - - - - - 6,612,750 Pine Avenue to Tamarack 38962 GCC 6,199,000 - 700,000 - - - - - 6,899,000 Bridge Preventative Maintenance Program NO Citywide Medium 60661 IRF 2,477,511 250,000 500,000 700,000 900,000 900,000 - - 6,427,511 Buena Interceptor Sewer Access Road Improvements NO 3 High 55371 SEWER REPL 1,150,000 - -650,000 650,000 - - - - 1,150,000 Buena Interceptor Sewer Improvements NO 2,3 High 55011 SEWER REPL 1,208,686 250,000 - - 2,950,000 2,950,000 3,540,000 - 14,188,686 55012 SEWER CONN 550,000 - - - - - - - 550,000 Buena Interceptor Sewer Realignment - East Segment NO 2 High 55441 SEWER REPL 507,000 - - 1,200,000 1,200,000 2,400,000 - - 7,107,000 Buena Vista Creek Concrete Channel NO 1 Critical 66191 GCC 1,250,000 - - - 30,000 30,000 324,000 546,000 2,330,000 Maintenance at El Camino Real 66192 IRF 2,820,000 - - 500,000 - - - - 3,320,000 Business Park Recreational Facility (Partial Funding) (Zone 5 Park) NO 2 Low 19041 ZONE 5 - - - 1,500,000 - - 16,500,000 - 18,000,000 C Tank Access Road and Electrical NO 2 Medium 52151 RECL REPL 250,000 250,000 - 1,000,000 - - - - 1,250,000 Improvements 52152 RECL CONN 50,000 50,000 - 325,000 - - - - 375,000 Calavera Hills Community Center Refurbishment NO 2 Medium 47461 IRF 1,985,000 1,300,000 - - - - - - 1,985,000 Calavera Hills Community Park Gateway Improvements NO 2 High 46011 GCC 1,407,850 - - - - - - - 1,407,850 May 23, 2023 Item #9 Page 242 of 384CITY OF CARLSBAD I-18 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Camino De Los Coches and La Costa Avenue Intersection Control NO 4 Critical 63251 GAS TAX 350,000 - - - 1,500,000 - - - 1,850,000 Camino Hills and Jackspar Drive Slope Stabilization NO 2 Medium 60301 GCC 859,400 - - - - - - - 859,400 Cannon Park Restroom NO 2 Low 47261 GCC 45,765 - - - - - - - 45,765 Cannon Road Lift Station Improvements NO 2 High 55521 SEWER REPL 715,000 565,000 50,000 - - - - - 765,000 Carlsbad Boulevard and Tamarack NO 1 Critical 60581 GAS TAX 1,576,000 - 195,000 445,000 2,000,000 - - - 4,216,000 Avenue Intersection Improvement 60583 TRANSNET -LOC 1,054,000 - - - - - - - 1,054,000 Carlsbad Boulevard Emergency Repair NO 3 Critical 60631 GAS TAX 841,000 - - - - - - - 841,000 Carlsbad Boulevard Lane Reduction and Edge Striping NO 2,3 High 60961 GAS TAX 300,000 - - - - - - - 300,000 Carlsbad Boulevard Median - Tamarack NO 1 Low 19071 Avenue to Pine Avenue GAS TAX - - - - - - - 2,763,000 2,763,000 Carlsbad Boulevard Pedestrian NO 1 High 60971 GAS TAX 1,055,888 - - - - - - - 1,055,888 Improvement Project 60972 FED GRANT - - - - - - - - - 60973 STATE GRANT 591,600 591,600 - - - - - - 591,600 Carlsbad Boulevard Pedestrian Lighting NO 1 High 60681 TRANSNET -LOC 1,325,000 - - - - - - - 1,325,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way NO 2 Low 19081 TIF - - - - - - - 932,000 932,000 Carlsbad Boulevard Realignment - NO 2 Low 19091 Manzano Drive to Island Way (RTCIP) TIF - - - - - - - 3,681,000 3,681,000 Carlsbad Boulevard Roadway Configuraton YES 1,2,3 High 24121 IRF - - 2,000,000 - - - - - 2,000,000 Carlsbad Boulevard Waterline NO 2 Critical 50481 Replacement at Terramar WATER REPL 4,730,000 1,300,000 - - - - - - 4,730,000 Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improvements NO 1 Medium 19121 TRANSNET -LOC - - - - - 1,320,000 - - 1,320,000 Carlsbad Village Drive Reconfiguraton YES 1 High 24031 GCC - - 350,000 1,500,000 - - - - 1,850,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue NO Citywide High 19131 TIF - - - - - - - - - 19132 GAS TAX - - - - 700,000 2,500,000 - - 3,200,000 19133 TRANSNET -LOC - - - - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects) NO 3 High 52031 WATER REPL 599,944 - - - - - - - 599,944 52032 RECL REPL 4,057,710 366,000 767,000 949,000 1,992,000 237,000 1,325,000 1,325,000 10,920,710 Carlsbad Water Recycling Facility Irrigation and Landscape NO 3 High 52131 RECL REPL 175,000 - -140,000 - - - - - 35,000 Carlsbad Water Recycling Facility Roof Replacement NO 3 Low 47491 RECL REPL 225,000 - 156,000 - - - - - 381,000 Cathodic Protection Program NO Citywide Critical 50071 WATER REPL 1,796,700 190,000 190,000 190,000 190,000 190,000 260,000 280,000 3,286,700 50072 RECL REPL - - 100,000 100,000 - - - - 200,000 CFD#1 Administration NO 2,3 Low 19151 CFD#1 - 110,000 110,000 110,000 110,000 110,000 - - 440,000 Chestnut Avenue Complete Street Improvements - Valley to Pio Pico NO 1 Medium 19161 TRANSNET -LOC - - - 1,080,000 - - - - 1,080,000 Chestnut Complete Street I-5 to NO 1 Medium 60691 Railroad Project Study TRANSNET -LOC - - 85,000 - - - - - 85,000 May 23, 2023 Item #9 Page 243 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-19 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Chestnut Underpass Public Art Project NO 1 Medium 60981 GCC 400,000 150,000 - - - - - - 400,000 Chinquapin Lift Station Improvements NO 1 High 55541 SEWER REPL 300,000 300,000 920,000 - - - - - 1,220,000 Christiansen Way Improvements NO 1 Medium 19171 TRANSNET -LOC - - - - 310,000 - - - 310,000 City Facility Accessibility Upgrades NO Citywide Medium 47271 GCC 500,000 - - - - - - - 500,000 City Facility Safety and Parking Lot NO Citywide High 60741 IRF 1,910,000 - - - - - - - 1,910,000 Lighting Assessment 60742 PIL-NW - - 200,000 - - - - - 200,000 City Fire Stations Wash Water BMPs NO Citywide Medium 66161 GCC 280,000 - - - - - - - 280,000 City Hall Complex NO Citywide Critical 40081 CFD#1 1,028,105 - - - - - 48,500,000 - 51,028,105 City Hall Complex Refurbishment NO 1 Medium 47181 IRF 1,144,000 - - - - - - - 1,144,000 City Hall Exterior Refurbishment NO 1 Critical 47251 GCC 2,250,000 - - - - - - - 2,250,000 Citywide Drainage Improvement NO 1 High 66082 GAS TAX 6,090,594 - - - - - - - 6,090,594 Program 66083 IRF 5,581,500 900,000 300,000 950,000 300,000 500,000 2,500,000 2,500,000 12,931,500 Citywide Street Lighting Program NO Citywide Medium 60921 GAS TAX 150,000 - - - - - - - 150,000 Citywide Thermoplastic Pavement NO Citywide Critical 60931 Markings GAS TAX 50,000 - - - - - - - 50,000 Cole Library Expansion NO 1 Low 19211 CFD#1 - - - - - - - 5,488,000 5,988,000 19212 PFF - - - - - - - 11,936,000 11,936,000 19213 GCC - - - - - - - 1,000,000 1,000,000 Cole Library Security Fencing NO 1 Low 47501 IRF 170,000 130,000 - - - - - - 170,000 College Boulevard - Cannon Road to Badger Lane (375 Zone) NO 2 Low 50131 WATER CONN 278,383 28,200 - 1,250,000 - - - - 1,528,383 College Boulevard - Cannon Road to NO 2 Low 50121 Badger Lane (490 Zone) WATER CONN 312,600 12,600 - 1,250,000 - - - - 1,562,600 College Boulevard Extension NO 2 Low 36362 OTHER 1,713,002 - - - - - - - 1,713,002 36363 PLDB - - - - - - - - - 36364 TRANSNET -LOC 1,205,000 - - - - - - - 1,205,000 Concrete Repair/Replacement NO Citywide High 60132 GAS TAX 2,933,000 - 200,000 220,000 250,000 290,000 1,850,000 1,850,000 7,933,000 Program 60133 RMRA 1,347,000 620,000 620,000 620,000 620,000 620,000 3,100,000 3,100,000 10,647,000 Coordinated Traffic Signal Program NO Citywide High 63261 TRANSNET -LOC 2,583,979 - - - - - - - 2,583,979 63264 TRANSNET -LOC 1,000,000 - - - - - - - 1,000,000 63265 IRF 800,000 - - - - - - - 800,000 Crestview Drive Transmission Main NO 1 Medium 50331 WATER REPL 321,000 21,000 284,000 - - - - - 605,000 Desalinated Water Flow Control NO 2 High 50381 Facility No. 5 WATER CONN 10,811,601 707,301 758,000 - - - - - 11,569,601 DMP Facility AAA (Jefferson Street) NO 1 Low 19231 PLDA - - - - - - - 290,000 290,000 May 23, 2023 Item #9 Page 244 of 384 I I I CITY OF CARLSBAD I-20 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source DMP Facility AAAA (Madison Street) NO 1 Medium 19241 PLDA - - - - - - - 417,000 417,000 DMP Facility AC (Highland Drive Drainage Project) NO 1 Medium 66091 PLDA - - - - - - - 922,000 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement Project) NO 2 Low 19251 PLDA - - - - - - - 92,000 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement Project) NO 2 Low 19261 PLDA - - - - - - - 164,000 164,000 DMP Facility BB 1 and 2 (Washington NO 1 Low 19271 Street) PLDB - - - - - - - 1,087,000 1,087,000 DMP Facility BCB (Magnolia Avenue) NO 1 Medium 19281 PLDB - - - - - - - 469,000 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B") NO 1 Low 19291 PLDB - - - - - - - 905,000 905,000 DMP Facility BFB-U (El Camino Real) NO 1 High 66221 PLDB 153,489 - - - - - - - 153,489 66222 IRF 850,000 100,000 - 5,500,000 50,000 60,000 350,000 450,000 7,330,000 DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B") NO 2 Low 19301 PLDB - - - - - - 1,817,000 - 1,817,000 DMP Facility BL-U (College Boulevard) NO 2 Low 19311 PLDB - - - - - - - 385,000 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert) NO 2 Low 19321 PLDB - - - - - - - 205,000 205,000 DMP Facility BQ (Sunny Creek) NO 2 Low 19331 PLDB - - - - - - - 132,000 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage) NO 2 Low 19341 PLDB - - - - - - - 181,000 181,000 DMP Facility C2 (Paseo Del Norte) NO 3 Low 19351 PLDC - - - - - - - 728,000 728,000 DMP Facility CA (Avenida Encinas) NO 3 Low 19361 PLDC - - - - - - - 530,000 530,000 DMP Facility DBA (Poinsettia Village) NO 4 Low 19371 PLDD - - - - - - - 168,000 168,000 DMP Facility DBB (Avenida Encinas) NO 4 Low 19381 PLDD - - - - - - - 430,000 430,000 DMP Facility DFA (Batiquitos Lagoon NO 4 Low 19391 Stormwater Treatment) PLDD - - - - - - - 257,000 257,000 DMP Facility DH (Altive Place Canyon Restoration) NO 3 Low 19401 PLDD - - - - - - - 233,000 233,000 DMP Facility DQB (La Costa Town NO 4 Medium 19411 Center) PLDD - - - - - - - 746,000 746,000 DMP Facility DZ (Poinsettia Lane) NO 3 High 19421 PLDD - - - - - - - 643,000 643,000 Dove Library Lighting Improvements NO 3 Low 40811 GCC 225,000 - - - - - - - 225,000 Drainage Master Plan Update NO Citywide High 66231 PLDA 216,512 25,000 - - - - - - 216,512 66232 PLDB 583,000 25,000 - - - - - - 583,000 66233 PLDC 171,890 25,000 75,000 - - - - - 246,890 66234 PLDD 234,598 - - - - - - - 234,598 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk NO 2 Critical 60561 IRF 210,000 - - - - - - - 210,000 El Camino Real and Cannon Road NO 2 Critical 60421 TIF 3,536,000 - - - - - - - 3,536,000 Intersection Improvements 60422 GAS TAX 837,000 - -175,877 - - - - - 661,123 El Camino Real Medians NO Citywide Low 36431 PFF 695,780 - - - - - - - 695,780 May 23, 2023 Item #9 Page 245 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-21 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source El Camino Real Medians NO Citywide Low 36432 GAS TAX 904,530 - - - - - - - 904,530 El Camino Real Right Turn Lane to East Bound Alga Road NO 3 Low 19441 TIF - - - - - - 438,000 - 438,000 El Camino Real Widening - Arenal Road to La Costa Avenue NO 4 High 39043 GAS TAX - - 1,450,000 - - - - - 1,450,000 60511 TIF 3,250,000 - 4,000,000 - - - - - 7,250,000 60512 WATER REPL - - 1,000,000 - - - - - 1,000,000 El Camino Real Widening - Poinsettia Lane to Camino Vida Roble NO 2 Critical 60721 TRANSNET -LOC 3,155,000 50,000 - - - - - - 3,155,000 60722 FED GRANT 1,440,000 - - - - - - - 1,440,000 El Camino Real Widening - Sunny Creek to Jackspar NO 2 Critical 60941 TRANSNET -LOC 5,010,000 1,010,000 - - - - - - 5,010,000 El Fuerte Lift Station Pump Addition NO 2 Medium 55531 SEWER CONN 180,000 - 200,000 450,000 - - - - 830,000 Encina Capital Projects (EWPCF) NO Citywide Critical 58011 SEWER REPL 55,191,101 6,368,000 6,278,000 8,450,000 8,002,500 7,758,000 42,644,000 39,175,000 175,450,601 Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airport Road NO 2 High 55391 SEWER CONN 1,740,000 1,600,000 1,100,000 - - - - - 2,840,000 Faraday Avenue Improvements NO 2 High 60991 GCC 100,000 - 175,000 500,000 - - - - 775,000 Faraday Center Refurbishment NO 2 Medium 47201 IRF 3,154,380 - - - - - - - 3,154,380 Fire Flow Capacity System NO 1 Medium 50431 Improvements WATER REPL 210,000 -1,500,000 415,000 2,000,000 2,500,000 3,000,000 - - 8,125,000 Fire Station 2 Replacement NO 4 High 40601 GCC 13,000,000 - - - - - - - 13,000,000 40602 IRF 1,433,882 - - - - - - - 1,433,882 Fire Station 7 YES 2 Medium 24131 GCC - - 100,000 200,000 - - - - 300,000 Fleet Fuel Island Upgrade NO 2 High 47471 IRF 2,263,800 500,000 1,800,000 400,000 400,000 100,000 - - 4,963,800 Fleet Maintenance Refurbishment NO 2 High 47141 IRF 2,574,000 500,000 - 1,500,000 - - - - 4,074,000 47142 GCC 896,100 - - 700,000 - - - - 1,596,100 Foxes Landing Lift Station Wetwell and Pump Replacement NO 1 Critical 55261 SEWER REPL 6,392,000 700,000 - - - - - - 6,392,000 Grand Avenue Promenade NO 1 Medium 40612 GCC 200,000 200,000 100,000 - 500,000 - - - 800,000 Guardrail Replacement and Improvement Program NO Citywide Medium 60871 GAS TAX 300,000 - -150,000 - - - - - 150,000 Harding Center Refurbishment NO 1 Low 47081 IRF 165,000 - 140,000 - - - - - 305,000 Headwall Replacement Program NO 1 Medium 66241 IRF 510,000 - - - - - - - 510,000 Hosp Grove Park Improvements NO 1 Low 47281 IRF 1,562,000 - - - - - - - 1,562,000 47282 PIL-NW 1,120,000 1,000,000 222,000 1,403,000 - - - - 2,745,000 Hydroelectric Generation at Water Facilities NO 2 Low 50591 WATER CONN 428,000 28,000 33,000 385,000 - 1,225,000 - - 2,071,000 Intelligent Traffic Control Devices NO Citywide Low 66341 GAS TAX 200,000 - - - - - - - 200,000 Kelly Drive and Park Drive Complete NO 1 High Street Improvements 60751 TRANSNET -LOC 4,675,000 500,000 - - - - - - 4,675,000 60753 GAS TAX 130,000 - - - - - - - 130,000 May 23, 2023 Item #9 Page 246 of 384 I I I CITY OF CARLSBAD I-22 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Kelly Drive and Park Drive Complete Street Improvements NO 1 High 60754 PFF 1,085,000 - -87,000 - - - - - 998,000 Kelly Drive Channel Repair NO 1 Medium 66061 IRF 1,541,000 500,000 - 2,100,000 - - - - 3,641,000 La Costa Avenue Traffic Improvements NO 4 Medium 60761 GAS TAX 121,300 - - 100,000 141,000 500,000 - - 862,300 Laguna Drive Storm Drain NO 1 Medium 66281 GAS TAX 256,000 - - - 1,000,000 - 1,494,000 - 2,750,000 Lake Calavera Outlet Improvements NO 2 Critical 50541 GCC 1,436,001 - - - - - - - 1,436,001 Lake Calavera Reservoir Maintenance NO 2 High 50492 GCC 581,001 50,000 - 160,000 50,000 50,000 250,000 250,000 1,391,001 Las Palmas Roof Replacement NO 2 Medium 47521 IRF 500,000 - - - - - - - 500,000 Las Palmas Trunk Sewer NO 2 High 55401 SEWER CONN 556,000 - -255,000 255,000 1,320,000 1,320,000 - - 3,196,000 Leo Carrillo Ranch Park Phase 3 - NO 3 Low 46021 PFF 1,631,500 - - - - - - - 1,631,500 Stables Restoration and Restroom Construction 46022 PIL-SE 1,329,989 -4,111 - - - - - - 1,329,989 46023 PFF 288 -29,367 - - - - - - 288 Leo Carrillo Ranch Park Phase 3B NO 3 Medium 23071 PIL-SE - - - 540,000 540,000 1,484,000 - - 2,564,000 Leo Carrillo Ranch Roof Repairs NO 3 High 47481 IRF 1,450,000 - - - - - - - 1,450,000 Library Fire Alarm Panel Upgrades NO 1,3 Low 47411 IRF 180,000 - - - - - - - 180,000 Limited Access Pipeline Relocation NO 1,3 Critical 50351 Program WATER REPL 1,940,000 - 761,000 - 6,348,000 2,875,000 - - 11,924,000 Loan Repay - Park-in-Lieu NE to Public Facility Fee Fund NO Null Null PA041 PIL-NE - - - - - - - 4,550,000 4,550,000 Loan Repay - Park-in-Lieu SW to Public NO Null Null PA021 Facility Fee Fund PIL-SW - - - - - - - 1,100,000 1,100,000 Loan Repay - Sewer Conn to Sewer Repl NO Null High PA031 SEWER CONN - - - - - - - - - Maerkle Facility Improvements NO 2 Critical 50091 WATER REPL 2,735,200 500,000 800,000 - - - - - 3,535,200 Maerkle Reservoir Solar Project NO 2 Medium 47222 WATER REPL 249,170 249,170 - - - - - - 249,170 Maerkle Reservoir Transmission Main NO 2 Medium 50011 WATER REPL 773,000 - -578,000 244,000 2,130,000 2,023,000 - - 4,592,000 50012 WATER CONN - - - 236,000 1,660,000 1,567,000 - - 3,463,000 Marca Place Drainage Improvements NO 4 Medium 66141 GAS TAX 65,000 - - - - - - - 65,000 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road NO 2 High 60341 TIF 911,000 - - - - - - - 911,000 Miscellaneous City Building NO Citywide Medium 47231 Improvements IRF 1,865,000 150,000 150,000 150,000 - - 750,000 750,000 3,665,000 Monroe Street Pool Replacement NO 1 High 47241 IRF 1,748,764 -4,438,236 - - - - - - 1,748,764 47242 GCC 236 -61,764 - - - - - - 236 47243 PIL-NW 1,561,764 1,561,764 1,500,000 - - - - - 3,061,764 New Village Arts Building Roof and Exterior Refurbishment NO 1 Low 47391 IRF 313,626 - - - - - - - 313,626 New Village Arts Tenant Improvements NO 1 Medium 47551 GCC 613,000 - - - - - - - 613,000 Normally Closed Valve (Install NO 3 High 50501 Motorized Valve) WATER REPL 985,000 500,000 300,000 - - - - - 1,285,000 May 23, 2023 Item #9 Page 247 of 384 I I I I I I I I I I I I I I I - 2023-24 CAPITAL IMPROVEMENT PROGRAM I-23 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source North Batiquitos Access Road Improvement NO 4 High 55471 SEWER REPL 363,800 113,800 26,000 - - - - - 389,800 North Batiquitos Lift Station Forcemain Rehabilitation NO 4 High 55361 SEWER REPL 200,000 -750,000 -125,000 - - - - - 75,000 Ocean Street Reconfiguration Concepts Study NO 1 Medium 60781 GCC - - - 200,000 - - - - 200,000 Ocean Street Restroom Facility NO 1 Medium 47291 GCC 775,000 - - - 63,000 - - - 838,000 Odor and Corrosion Prevention Program NO Citywide Medium 55201 SEWER REPL 320,000 - - - - - - - 320,000 Open Space and Trail Acquisition (Prop C) NO Citywide Medium 40831 GCC 4,015,000 - - - - - - - 4,015,000 Orion Center NO 2 High 35721 CFD#1 35,257,727 - - - - - - - 35,257,727 35722 WATER REPL 6,789,409 - -6,289,409 6,290,000 - - - - 6,790,000 35723 SEWER REPL 4,078,500 - -3,778,500 3,779,000 - - - - 4,079,000 35724 CFD#1 429 - - - - - - - 429 35725 RECL REPL 2,715,600 - -2,515,600 2,516,000 - - - - 2,716,000 Orion Complex Energy Storage NO 2 Medium 23101 GCC - - - - - 250,000 - - 250,000 Palomar Airport Road and Avenida Encinas Growth Management Plan Improvements NO 2,3 High 61021 GAS TAX 230,000 - - - - - - - 230,000 Palomar Airport Road and College NO 2 High 60281 Boulevard Improvements TIF 1,295,500 - - - - - - - 1,295,500 Palomar Airport Waterline Realignment NO 2 Critical 50551 WATER REPL 2,333,000 560,000 - - - - - - 2,333,000 Park Drive Street and Drainage NO 1 Critical 66111 GCC 717,439 - - - - - - - 717,439 Improvement 66112 GAS TAX 3,965,000 1,030,000 - - - - - - 3,965,000 Parking Lot Maintenance Program NO 1 Medium 60521 IRF 1,590,000 60,000 130,000 550,000 160,000 700,000 2,750,000 2,110,000 8,165,000 Pavement Management Program NO Citywide High 60011 TRANSNET -LOC 19,186,563 - 1,150,000 1,650,000 1,650,000 1,650,000 8,250,000 8,250,000 43,436,563 60012 GAS TAX 7,930,850 - - - - - - - 7,930,850 60013 TRANSNET -LOC 16,346,476 2,200,000 950,000 950,000 950,000 950,000 4,750,000 4,750,000 30,596,476 60016 RMRA 10,336,000 2,300,000 2,450,000 2,450,000 2,450,000 2,700,000 13,500,000 13,500,000 50,086,000 Pine Avenue Park - Phase II NO 1 Medium 46031 PIL-NW 2,197,000 - - - - - - - 2,197,000 (Community Building) 46032 PFF 9,328,418 -687,622 - - - - - - 9,328,418 46033 PFF 123,300 -1 - - - - - - 123,300 Poinsettia Community Park - Phase 4 - NO 3 High 46081 PFF 2,838,140 - - - - - - - 2,838,140 Dog Park 46082 PFF - - - - - - - - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreement) NO 3 High 50451 WATER CONN 600,000 - - - - - - - 600,000 Poinsettia Lift Station Rehabilitation NO 2 High 55561 SEWER REPL - - 650,000 - 8,250,000 - - - 8,900,000 Police and Fire Headquarters NO 2 High 47151 IRF 10,122,342 129,292 2,427,000 - - - - - 12,549,342 Renovation 47152 GCC 11,373,500 400,000 1,723,000 - - - - - 13,096,500 May 23, 2023 Item #9 Page 248 of 384CITY OF CARLSBAD I-24 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Pressure Reducing Station Program NO Citywide Critical 50201 WATER REPL 5,831,040 600,000 600,000 600,000 600,000 600,000 3,000,000 3,000,000 14,831,040 Public Beach Access Improvements NO 1 Low 60571 GCC 3,610,336 - - - - - - - 3,610,336 (Ocean Street) 60572 IRF 573,431 -153,252 - - - - - - 573,431 Public Works Storage Facility YES Citywide High 24011 GCC - - 99,000 - - - - - 99,000 Rancho Carlsbad Groundwater Supply NO 2 Low 50611 WATER CONN 200,000 - - - 125,000 - 1,425,000 - 1,750,000 50612 WATER REPL 200,000 - - - 125,000 - 1,425,000 - 1,750,000 Rancho Santa Fe Trail Slope Improvements NO 4 Medium 60881 GCC 350,000 - - - - - - - 350,000 Recycled Water Condition Assessment Program NO Citywide High 52111 RECL REPL 750,000 50,000 50,000 50,000 50,000 50,000 280,000 310,000 1,590,000 Recycled Water Phase 3 - Reservoir NO 3 High 52101 WATER REPL 980,000 - -800,000 - - - - - 180,000 52102 RECL REPL 3,320,000 200,000 200,000 - - - - - 3,520,000 Recycled Water Pipeline Replacement NO 2 Medium 52161 RECL REPL - - 350,000 350,000 350,000 350,000 2,150,000 2,910,000 6,810,000 Recycled Water Valve and Appurtenance Replacement Program NO Citywide High 52121 RECL REPL 380,000 120,000 - 120,000 125,000 125,000 630,000 700,000 2,205,000 Reservoir Condition Assessment and NO Citywide High Repair Program 50241 WATER REPL 5,850,000 - 2,040,000 - - - 3,070,000 3,610,000 14,570,000 50242 RECL REPL - - 200,000 - - - - - 200,000 Retroreflectvity Sign Replacement Program NO Citywide Medium 60371 GAS TAX 1,000,000 - - - - - - - 1,000,000 Roadway Improvements - Coastal Area Analysis and Implementation NO Citywide Medium 60791 GCC 200,000 - - - - - - - 200,000 Roadway Slope Stabilization NO Citywide Medium 60811 GAS TAX 780,000 200,000 - 500,000 - - - - 1,280,000 Robertson Ranch Park Development NO 2 High 38011 PIL-NE 614,000 214,000 424,000 - - - - - 1,038,000 (Partial Funding) 38012 PFF - - - - - - - - - Romeria Drainage Improvements NO 4 High 66041 GCC 410,000 - - - - - - - 410,000 66042 GAS TAX 347,940 - - - - - - - 347,940 Safety Training Center Settlement NO 2 Low 47431 GCC 1,156,995 - - - - - - - 1,156,995 San Luis Rey Mission Basin NO Citywide Low Groundwater Supply 50441 WATER CONN - -277,500 20,000 - - - 15,700,000 15,200,000 31,420,000 50442 WATER REPL - -77,500 - - - - - - - Santa Fe II Inlet Pipeline NO Null High 50571 WATER REPL 529,650 34,650 - 206,000 115,000 1,920,000 - - 2,770,650 Santa Fe II Reservoir Site Electrical Improvements NO 3 Medium 50461 WATER REPL 183,581 150,000 110,000 - - - - - 293,581 SCADA Improvements NO Citywide Critical 55421 SEWER REPL 4,303,898 175,165 381,000 - - - - - 4,684,898 55422 WATER REPL 7,132,600 3,209,200 2,413,000 611,000 - - - - 10,156,600 55423 RECL REPL 1,658,400 632,000 338,000 398,000 - - - - 2,394,400 Schulman Auditorium and Cannon Art Gallery NO 3 Medium 47531 IRF 350,000 150,000 1,300,000 - - - - - 1,650,000 Senior Center Repairs and Roof NO 1 Medium 47381 Replacement IRF 1,848,000 600,000 1,310,000 - - - - - 3,158,000 May 23, 2023 Item #9 Page 249 of 384 I I I - 2023-24 CAPITAL IMPROVEMENT PROGRAM I-25 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Senior Center Security Fencing NO 1 Low 47541 IRF 78,000 58,000 - - - - - - 78,000 Sewer Condition Assessment NO Citywide Critical 55131 SEWER REPL 1,558,000 100,000 100,000 100,000 100,000 - 500,000 500,000 2,958,000 Sewer Lift Station Repairs and Upgrades NO 2 Critical 38401 SEWER REPL 4,385,380 150,000 150,000 150,000 150,000 150,000 750,000 750,000 6,635,380 Sewer Line Capacity Improvements NO 1 High 55481 SEWER REPL 1,200,000 1,000,000 200,000 620,000 944,000 - - - 2,964,000 Sewer Modeling NO Citywide Medium 55461 SEWER CONN 300,000 - -100,000 - - - - - 200,000 Sewer Monitoring Program (Capacity) NO Citywide High 55041 SEWER CONN 642,000 - - 44,000 - - 154,000 110,000 950,000 Sewer System Rehabilitation and Replacement NO 1,2,3 High 55031 SEWER REPL 9,426,475 1,200,000 1,200,000 1,850,000 1,850,000 1,850,000 13,350,000 14,050,000 45,426,475 Sidewalk/Street Construction Program NO Citywide High 60021 TIF 3,800,000 - -500,000 - - - - - 3,300,000 60022 GAS TAX - - - 988,000 633,000 108,000 2,390,000 2,835,000 7,704,000 South Carlsbad Coastline NO 2,3,4 Medium 60311 TRANSNET -LOC 1,779,026 - 1,000,000 - - - - - 2,779,026 South Shore Agua Hedionda Lagoon Trail NO 2 High 40851 GCC 789,940 34,440 - - - - - - 789,940 Stagecoach Community Park NO 4 High 46111 Community Gardens PIL-SE 225,000 225,000 212,000 - - - - - 437,000 Stagecoach Park Synthetic Turf Replacement NO 4 Low 47421 IRF 2,200,000 - - - - - - - 2,200,000 State Street and Grand Avenue Road NO 1 Medium 60821 Improvements TRANSNET -LOC - - - - 325,000 - - - 325,000 State Street Parking Lot Electric Vehicle Charging Stations NO 1 Medium 40901 PFF 300,000 - 40,000 - - - - - 340,000 Storm Drain Condition Assessment NO Citywide Medium 66201 IRF 870,000 270,000 - 270,000 300,000 350,000 2,375,000 3,000,000 7,565,000 Storm Drain System Rehab and Repair Program NO Citywide Medium 66071 IRF 5,191,360 200,000 270,000 290,000 310,000 330,000 1,900,000 2,200,000 10,841,360 Street Lighting Replacement Program NO Citywide High 60621 GCC 319,269 - - - - - - - 319,269 60622 TRANSNET -LOC 3,325,000 - - - - - - - 3,325,000 Sustainable Mobility Plan Implementation Program NO Citywide High 61041 GAS TAX 510,566 510,566 200,000 - - - - - 710,566 Temporary Fire Station 7 NO 2 High 40911 GCC 900,000 - - - - - - - 900,000 40912 PFF 1,122,000 - - - - - - - 1,122,000 Terramar Area Coastal Improvements NO 2 High 60541 TIF 6,650,001 - - 2,800,000 - - - - 9,450,001 60542 GCC 999,999 - - - - - - - 999,999 60543 TRANSNET -LOC 1,000,000 - 1,000,000 - - - - - 2,000,000 60544 SEWER REPL - - - - - - - - - 60545 PFF 2,450,000 - - - - - - - 2,450,000 The Crossings Golf Course Lake Liner NO 2 High 40841 GCC 835,500 - - - - - - - 835,500 Replacement 40842 GCC 200,000 - - - - - - - 200,000 Traffic Impact Fee Funds to CFD #1 NO Null Null PA051 TIF - 90,000 90,000 90,000 90,000 90,000 450,000 450,000 1,350,000 Traffic Impact Fee Update NO Citywide High 60401 TIF 270,000 30,000 - - - - - - 270,000 May 23, 2023 Item #9 Page 250 of 384CITY OF CARLSBAD I-26 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Traffic Improvement Program NO Citywide Critical 60701 GAS TAX 2,388,000 - - - - - - - 2,388,000 60702 GCC 400,000 400,000 600,000 400,000 - - - - 1,400,000 Traffic Monitoring Program NO Citywide High 60031 TIF 1,745,415 122,516 - - - - - - 1,745,415 60032 GAS TAX - - 200,000 170,000 - - - - 370,000 Traffic Signal - Maverick Way and Camino De Los Coches NO 4 Critical 63322 GAS TAX 380,000 240,000 110,000 - - - - - 490,000 Traffic Signal - Tamarack Avenue and Valley Street NO 1 Medium 63351 GAS TAX 502,370 - - - - - - - 502,370 Traffic Signal Cabinet Upgrades YES Citywide Low 24141 GCC - - 180,000 - - - - - 180,000 Traffic Signal Right Turn Overlaps NO 2,3,4 Low 66361 GAS TAX 150,000 150,000 - - - - - - 150,000 Trail Connectivity to Tamarack State NO 1 Low 40631 Beach (Prop C) GCC 152,156 - - - 3,544,000 - - - 3,696,156 Trash Amendment Compliance Program NO Citywide Medium 66261 IRF 630,000 100,000 - 1,200,000 2,700,000 175,000 3,000,000 3,300,000 13,005,000 Tri-Agency Water Transmission NO 2 High 50081 Pipeline Replacement WATER REPL 3,618,970 - -1,290,000 431,000 3,585,000 4,630,000 - - 10,974,970 Trieste Slope Repair Project NO 2 High 61071 GCC 362,600 362,600 2,000,000 - - - - - 2,362,600 Tyler Street Traffic Circulation NO 1 Medium 61031 GCC 70,000 70,000 900,000 - - - - - 970,000 Utility Undergrounding Program Study NO Citywide Medium 60831 GCC - - - 100,000 - - - - 100,000 Vallecitos Interceptor Sewer Cleaning NO 2,3 High 55491 and CCTV SEWER REPL 350,000 100,000 - - - - - - 350,000 Valley and Magnolia Complete Streets NO 1 High 60191 TIF 3,536,206 - - - - - - - 3,536,206 60192 WATER REPL 71,000 - - 650,000 - - - - 721,000 60193 TRANSNET -LOC 1,200,000 1,200,000 - - - - - - 1,200,000 60194 PFF - - - - 1,000,000 - - - 1,000,000 Valley Street Traffic Calming NO 1 Medium 19741 TRANSNET -LOC - - - - 1,645,000 - - - 1,645,000 Veteran's Memorial Park (All NO Citywide Critical 46091 CFD#1 4,369,450 1,257,250 37,342,000 - - - - - 41,711,450 Quadrants) 46092 FED GRANT - - 3,000,000 - - - - - 3,000,000 46093 STATE GRANT - - 5,000,000 - - - - - 5,000,000 Village and Barrio Traffic Circles NO 1 Critical 40151 GCC 415,000 - - - - - - - 415,000 40152 TRANSNET -LOC 1,025,000 - - - - - - - 1,025,000 40153 SEWER REPL 160,000 - 500,000 - - - - - 660,000 40154 GAS TAX 4,159,000 1,400,000 - - - - - - 4,159,000 40155 FED GRANT - - 4,000,000 - - - - - 4,000,000 Village H South Off Leash Dog Area and Trail Segment 5B NO 2 Medium 46101 PFF 682,500 160,500 - - - - - - 2,082,500 Village Intelligent Parking Implementation NO 1 Low 60891 GCC - - - - 300,000 - - - 300,000 Village Lighting - Carlsbad Village Drive NO 1 High 61051 from Harding Street to Ocean Street GCC 400,000 400,000 200,000 - - - - - 600,000 May 23, 2023 Item #9 Page 251 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-27 Project Name New Project District Score Funding ID Funding Source Current Appropriation Last Year (2022-23) Appropriated Year 1 (2023-24) Year 2 (2024-25) Year 3 (2025-26) Year 4 (2026-27) Year 6-10 (2029-33) Year 11-15 (2034-38) Total Funding Source Village Lighting - Gateway Lighting NO 1 High 61081 GCC - - - - - - - - 950,000 Village Lighting - Hospitality District NO 1 High 24101 GCC - - - - - 700,000 - - 700,000 Village Lighting - Pedestrian Lampposts Oak Avenue NO 1 High 61091 GCC - - - - 600,000 - - - 600,000 Village Lighting - Pedestrian Lighting at Village Outskirts NO 1 High 61101 GCC - - - - - - - - 950,000 Village Lighting - State Street, Madison, Roosevelt, and Washington NO 1 High 40161 GCC 1,103,853 400,000 - - - - - - 1,103,853 Village Lighting - Train Station Area NO 1 High 61061 GCC 500,000 500,000 - 150,000 - - - - 650,000 Villas Sewer Lift Station Replacement NO 2 Critical 55501 SEWER REPL 1,254,000 100,000 75,000 - - - - - 1,329,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain NO 2 Critical 34921 SEWER CONN 33,190,973 - 220,000 - - - - - 33,410,973 (VC12-VC13) 34922 SEWER REPL - - - 104,000 75,000 75,000 - - 329,000 Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements NO 1 High 55351 SEWER CONN 296,000 -100,000 - - 67,000 67,000 - - 430,000 55352 SEWER REPL - - 86,000 31,000 598,000 598,000 150,000 150,000 1,635,000 Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B) NO Citywide Critical 38861 SEWER CONN 9,464,833 - - - - - - - 9,464,833 Vista Carlsbad Interceptor - Reach VC3 NO 1 High 39501 SEWER CONN 100,000 -497,000 30,000 387,000 405,000 - - - 922,000 39502 SEWER REPL - - - - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 NO Citywide High 39491 SEWER CONN 21,362,390 - - - - - - - 21,362,390 Vista Carlsbad Interceptor - NO 2 Critical 55511 Rehabilitation (VC1 and VC2) SEWER REPL 141,000 - 90,000 70,000 120,000 - - - 421,000 Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14) NO 2,3 High 55551 SEWER REPL 200,000 200,000 - 1,200,000 - - - - 1,400,000 Water Infrastructure Condition NO Citywide Critical 50511 Assessment Program WATER REPL 2,190,000 410,000 410,000 420,000 420,000 450,000 2,250,000 2,480,000 9,070,000 Water Loss Monitoring Program NO Citywide Low 50521 WATER REPL 350,000 - -182,911 - - - - - 167,089 Water Modeling NO Citywide Critical 50581 WATER CONN 375,000 25,000 - - - - - - 375,000 Water System Rehabilitation and Replacement NO Citywide Critical 39041 WATER REPL 12,258,366 2,690,000 2,800,000 3,000,000 3,000,000 3,000,000 19,890,000 21,080,000 68,028,366 Water Valve Repair/Replacement NO Citywide Critical 50191 Program WATER REPL 7,860,000 940,000 960,000 960,000 960,000 1,000,000 5,110,000 5,650,000 23,500,000 May 23, 2023 Item #9 Page 252 of 384CITY OF CARLSBAD I-28 May 23, 2023 Item #9 Page 253 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-29 CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15 Years 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 2,029,292$ 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$ REVENUES Developer Fees - 516,120 512,992 - - 2,143,409 Total Revenues N/A - 516,120 512,992 - - 2,143,409 CAPITAL PROJECTS Total Project Expenditures - - - - - - - ENDING FUND BALANCE N/A 2,029,292$ 2,545,412$ 3,058,404$ 3,058,404$ 3,058,404$ 5,201,813$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 65,918,875$ 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$ REVENUES Developer Special Taxes 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823 Total Revenues N/A 3,345,149 1,463,781 811,807 460,056 447,861 15,630,823 CAPITAL PROJECTS CFD#1 Administration -$ 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,105 - - - - 1,500,000 48,500,000 Cole Library Expansion - - - - - 500,000 5,488,000 Orion Center 35,257,728 - - - - - - Veteran's Memorial Park (All Quadrants)4,369,453 37,342,000 - - - - - Total Project Expenditures 40,655,286 37,452,000 110,000 110,000 110,000 2,000,000 53,988,000 ENDING FUND BALANCE N/A 31,812,024$ 33,165,805$ 33,867,612$ 34,217,668$ 32,665,529$ (5,691,648)$ COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1) BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE May 23, 2023 Item #9 Page 254 of 384CITY OF CARLSBAD I-30 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (1,370,343)$ 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$ REVENUES Gas Tax and Prop 42 Funds 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119 Total Revenues N/A 2,985,297 3,049,229 3,070,783 3,083,449 3,113,256 31,638,119 CAPITAL PROJECTS Barrio Street Lighting 700,001$ (550,000) - - - - - Camino De Los Coches and La Costa Avenue Intersection Control 350,000 - - 1,500,000 - - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - 700,000 2,500,000 - - Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,576,001 195,000 445,000 2,000,000 - - - Carlsbad Boulevard Emergency Repair 841,002 - - - - - - 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 1,055,887 - - - - - - Citywide Drainage Improvement Program 6,090,594 - - - - - - Citywide Street Lighting Program 150,000 - - - - - - Citywide Thermoplastic Pavement Markings 50,000 - - - - - - Concrete Repair/Replacement Program 2,933,001 200,000 220,000 250,000 290,000 340,000 3,700,000 El Camino Real And Cannon Road Intersection Improvements 837,002 (175,877) - - - - - El Camino Real Medians 904,530 - - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,450,000 - - - - - Guardrail Replacement And Improvement Program 300,000 (150,000) - - - - - Intelligent Traffic Control Devices 199,999 - - - - - - Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - - La Costa Avenue Traffic Improvements 121,300 - 100,000 141,000 500,000 - - Laguna Drive Storm Drain 256,000 - - 1,000,000 - - 1,494,000 Marca Place Drainage Improvements 65,000 - - - - - - Palomar Airport Rd and Avenida Encinas GMP Improvements 230,000 - - - - - - Park Drive Drainage And Street Improvements 3,965,001 - - - - - - Pavement Management Program 7,930,849 - - - - - - Retroreflectivity Sign Replacement Program 1,000,000 - - - - - - Roadway Slope Stabilization 779,998 - 500,000 - - - - Romeria Drainage Improvements 347,937 - - - - - - Sidewalk/Street Construction Program - - 988,000 633,000 108,000 750,000 5,225,000 Sustainable Mobility Plan Implementation Program 510,567 200,000 - - - - - Traffic Improvement Program 2,388,003 - - - - - - Traffic Monitoring Program - 200,000 170,000 - - - - Traffic Signal - Maverick Way & Camino De Los Coches 380,000 110,000 - - - - - Traffic Signal - Tamarack Avenue And Valley Street 502,370 - - - - - - Traffic Signal Right Turn Overlaps 150,000 - - - - - - Village And Barrio Traffic Circles 4,159,001 - - - - - - Total Project Expenditures 39,204,041 1,479,123 2,423,000 6,224,000 3,398,000 1,090,000 13,182,000 ENDING FUND BALANCE N/A 135,830$ 762,059$ (2,391,158)$ (2,705,709)$ (682,453)$ 17,773,666$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 393,244$ 180,533$ 164,975$ 338,792$ 479,945$ 849,534$ REVENUES Gas Tax (RMRA) Revenues 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580 Total Revenues N/A 2,857,289 3,054,442 3,243,817 3,461,153 3,689,589 53,325,580 CAPITAL PROJECTS Concrete Repair/Replacement Program 1,346,999$ 620,000 620,000 620,000 620,000 620,000 6,200,000 Pavement Management Program 10,336,002 2,450,000 2,450,000 2,450,000 2,700,000 2,700,000 27,000,000 Total Project Expenditures 11,683,001 3,070,000 3,070,000 3,070,000 3,320,000 3,320,000 33,200,000 ENDING FUND BALANCE N/A 180,533$ 164,975$ 338,792$ 479,945$ 849,534$ 20,975,114$ GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT) GAS TAX FUND May 23, 2023 Item #9 Page 255 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-31 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 11,931,004$ 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$ REVENUES Transfer from General Fund 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 11,600,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 CAPITAL PROJECTS ADA Beach Access - Pine to Tamarack 375,001$ - 2,500,000 - - - - Alga Norte Park Modifications 314,000 710,000 - - - - - Alga Norte Settlement Agreement - 60,000 - - - - - Assessment District 97-1 Maintenance 420,001 - - - - - - Barrio Street Lighting 760,000 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 6,199,002 700,000 - - - - - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 1,249,999 - - 30,000 30,000 150,000 870,000 Calavera Hills Community Park Gateway Improvements 1,407,852 - - - - - - Camino Hills and Jackspar Drive Slope Stabilization 859,399 - - - - - - Cannon Park Restroom 45,765 - - - - - - Carlsbad Village Drive - I5 to Carlsbad Blvd. - Reconfigure Arterial - 350,000 1,500,000 - - - - Chestnut Underpass Public Art Project 400,000 - - - - - - City Facility Accessibility Upgrades 500,000 - - - - - - City Fire Stations Wash Water BMPs 279,999 - - - - - - City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion - - - - - - 1,000,000 Dove Library Lighting Improvements 225,001 - - - - - - Faraday Avenue Improvements 100,000 175,000 500,000 - - - - Fire Station No. 2 Replacement 13,000,003 - - - - - - Fire Station No. 7 - 100,000 200,000 - - - - Fleet Maintenance Refurbishment 896,100 - 700,000 - - - - Grand Avenue Promenade 200,000 100,000 - 500,000 - - - Lake Calavera Outlet Improvements 1,436,001 - - - - - - Lake Calavera Reservoir Maintenance 581,004 - 160,000 50,000 50,000 50,000 500,000 Monroe Street Pool Replacement 236 - - - - - - New Village Arts Tenant Improvements 612,999 - - - - - - Ocean Street Reconfiguration Concepts Study - - 200,000 - - - - Ocean Street Restroom Facility 775,000 - - 63,000 - - - 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 11,373,502 1,723,000 - - - - - Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - - Public Works Storage Facility - 99,000 - - - - - Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - - Roadway Improvements - Coastal Area Analysis and Implementation 200,000 - - - - - - Romeria Drainage Improvements 410,001 - - - - - - Safety Training Center Settlement 1,156,995 - - - - - - South Shore Agua Hedionda Lagoon Trail 789,941 - - - - - - Street Lighting Replacement Program 319,270 - - - - - - Temporary Fire Station No. 7 900,000 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - - The Crossings Golf Course Lake Liner Replacement 835,499 - - - - - - The Crossings Golf Course Lake Liner Replacement 200,000 - - - - - - Traffic Improvement Program 399,999 600,000 400,000 - - - - Traffic Signal Cabinet Upgrades - 180,000 - - - - - Trail Connectivity to Tamarack State Beach (Prop C)152,156 - - 3,544,000 - - - Trieste Slope Repair Project 362,600 2,000,000 - - - - - Tyler Street Traffic Circulation 70,000 900,000 - - - - - Utility Undergrounding Program Study - - 100,000 - - - - Village and Barrio Traffic Circles 415,000 - - - - - - Village Intelligent Parking Implementation - - - 300,000 - - - Village Lighting - Carlsbad Village Drive from Harding Street to Ocean Stre 400,000 200,000 - - - - - Village Lighting - Gateway Lighting - - - - - 950,000 - Village Lighting - Hospitality District - - - - 700,000 - - Village Lighting - Pedestrian Lampposts Oak Avenue - - - 600,000 - - - Village Lighting - Pedestrian Lighting at Village Outskirts - - - - - 950,000 - Village Lighting - State Street, Madison, Roosevelt, and Washington 1,103,853 - - - - - - Village Lighting - Train Station Area 500,000 - 150,000 - - - - Total Project Expenditures 62,168,960 7,897,000 6,410,000 5,087,000 1,030,000 2,100,000 2,370,000 N/A 15,634,004$ 13,534,558$ 12,857,016$ 16,331,492$ 18,827,921$ 65,182,725$ GENERAL CAPITAL CONSTRUCTION (GCC) May 23, 2023 Item #9 Page 256 of 384CITY OF CARLSBAD I-32 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (2,884,155)$ (1,109,316)$ 0$ 0$ 0$ 0$ REVENUES Grant Revenue 9,774,840 1,109,316 - - - - Total Revenues N/A 9,774,840 1,109,316 - - - - CAPITAL PROJECTS Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 1,776,000$ - - - - - - Barrio Street Lighting - 1,000,000 - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 1,440,000 - - - - - - Veteran's Memorial Park (All Quadrants)- 3,000,000 - - - - - Village and Barrio Traffic Circles - 4,000,000 - - - - - Total Project Expenditures 3,216,000 8,000,000 - - - - - ENDING FUND BALANCE N/A (1,109,316)$ 0$ 0$ 0$ 0$ 0$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A -$ -$ -$ -$ -$ -$ REVENUES Grant Revenue 5,000,000 - - - - - Total Revenues N/A 5,000,000 - - - - - CAPITAL PROJECTS Carlsbad Boulevard Pedestrian Improvement Project 591,600$ - - - - - - Veteran's Memorial Park (All Quadrants)- 5,000,000 - - - - - Total Project Expenditures 591,600 5,000,000 - - - - - ENDING FUND BALANCE N/A -$ -$ -$ -$ -$ -$ GRANTS - STATE GRANTS - FEDERAL May 23, 2023 Item #9 Page 257 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-33 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 80,663,917$ 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$ REVENUES Transfer from General Fund 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 Total Revenues N/A 4,200,000 4,310,554 4,409,458 4,504,476 4,596,429 48,724,804 CAPITAL PROJECTS Agua Hedionda Creek Maintenance 213,002$ 80,000 85,000 90,000 95,000 100,000 1,105,000 Aviara and Hidden Canyon Parks Playground Safety Resurfacing 600,001 - - - - - - Beach Access Repair and Upgrades - Pine Avenue to Tamarack 5,912,751 700,000 - - - - - Bridge Preventative Maintenance Program 2,477,511 500,000 700,000 900,000 900,000 950,000 - Buena Vista Creek Concrete Channel Maintenance at El Camino Real 2,820,001 - 500,000 - - - - Calavera Hills Community Center Refurbishment 1,985,002 - - - - - - Carlsbad Boulevard Roadway Configuration - 2,000,000 - - - - - City Facility Safety and Parking Lot Lighting Assessment 1,910,001 - - - - - - City Hall Complex Refurbishment 1,144,000 - - - - - - Citywide Drainage Improvement Program 5,581,501 300,000 950,000 300,000 500,000 300,000 5,000,000 Cole Library Security Fencing 170,001 - - - - - - Coordinated Traffic Signal Program 800,000 - - - - - - DMP Facility BFB-U (El Camino Real)850,000 - 5,500,000 50,000 60,000 70,000 800,000 El Camino Real and Agua Hedionda Creek Bridge Railing and Sidewalk 209,999 - - - - - - Faraday Center Refurbishment 3,154,381 - - - - - - Fire Station No. 2 Replacement 1,433,880 - - - - - - Fleet Fuel Island Upgrade 2,263,799 1,800,000 400,000 400,000 100,000 - - Fleet Maintenance Refurbishment 2,574,003 - 1,500,000 - - - - Harding Center Refurbishment 165,000 140,000 - - - - - Headwall Replacement Program 510,001 - - - - - - Hosp Grove Park Improvements 1,562,000 - - - - - - Kelly Drive Channel Repair 1,541,006 - 2,100,000 - - - - Las Palmas Roof Replacement 500,000 - - - - - - Leo Carrillo Ranch Roof Repairs 1,449,998 - - - - - - Library Fire Alarm Panel Upgrades 180,000 - - - - - - Miscellaneous City Building Improvements 1,865,000 150,000 150,000 - - - 1,500,000 Monroe Street Pool Replacement 1,748,766 - - - - - - New Village Arts Building Roof and Exterior Refurbishment 313,626 - - - - - - Parking Lot Maintenance Program 1,590,000 130,000 550,000 160,000 700,000 175,000 4,860,000 Police and Fire Headquarters Renovation 10,122,340 2,427,000 - - - - - Public Beach Access Improvements (Ocean Street)573,431 - - - - - - Schulman Auditorium and Cannon Art Gallery 350,000 1,300,000 - - - - - Senior Center Repairs and Roof Replacement 1,848,000 1,310,000 - - - - - Senior Center Security Fencing 77,999 - - - - - - Stagecoach Park Synthetic Turf Replacement 2,200,001 - - - - - - Storm Drain Condition Assessment 870,001 - 270,000 300,000 350,000 400,000 5,375,000 Storm Drain System Rehab and Repair Program 5,191,362 270,000 290,000 310,000 330,000 350,000 4,100,000 Trash Amendment Compliance Program 630,001 - 1,200,000 2,700,000 175,000 2,000,000 6,300,000 Total Project Expenditures 67,388,364 11,107,000 14,195,000 5,210,000 3,210,000 4,345,000 29,040,000 ENDING FUND BALANCE N/A 73,756,917$ 63,872,471$ 63,071,929$ 64,366,405$ 64,617,834$ 84,302,638$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 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 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ 675,409$ INFRASTRUCTURE MAINTENANCE & REPLACEMENT OTHER May 23, 2023 Item #9 Page 258 of 384CITY OF CARLSBAD I-34 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE (1)N/A 4,221,020$ 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$ REVENUES Developer Fees - - 20,422 - - 3,584,103 Total Revenues N/A - - 20,422 - - 3,584,103 CAPITAL PROJECTS Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition -$ - - - - - 4,550,000 Robertson Ranch Park Development 614,000 424,000 - - - - - Total Project Expenditures 614,000 424,000 - - - - 4,550,000 ENDING FUND BALANCE N/A 3,797,020$ 3,797,020$ 3,817,442$ 3,817,442$ 3,817,442$ 2,851,545$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 382,344$ 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$ REVENUES Developer Fees 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261 Total Revenues N/A 3,013,278 1,990,672 681,737 688,554 688,554 5,440,261 CAPITAL PROJECTS City Facility Safety and Parking Lot Lighting Assessment -$ 200,000 - - - - - Hosp Grove Park Improvements 1,120,000 222,000 1,403,000 - - - - Monroe Street Pool Replacement 1,561,764 1,500,000 - - - - - Pine Avenue Park - Phase II (Community Building)2,197,002 - - - - - - Total Project Expenditures 4,878,766 1,922,000 1,403,000 - - - - ENDING FUND BALANCE N/A 1,473,621$ 2,061,293$ 2,743,030$ 3,431,585$ 4,120,139$ 9,560,400$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,981,496$ 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$ REVENUES Developer Fees 449,289 91,900 408,445 - - 5,106 Total Revenues N/A 449,289 91,900 408,445 - - 5,106 CAPITAL PROJECTS Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,329,989$ - - - - - - Leo Carrillo Ranch Park Phase 3B - - 540,000 540,000 1,484,000 - - Stagecoach Community Park Community Gardens 225,000 212,000 - - - - - Total Project Expenditures 1,554,989 212,000 540,000 540,000 1,484,000 - - ENDING FUND BALANCE N/A 2,218,785$ 1,770,685$ 1,639,130$ 155,130$ 155,130$ 160,235$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 630,273$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ REVENUES Developer Fees/Loans 439,078 - - - - 357,389 Total Revenues N/A 439,078 - - - - 357,389 CAPITAL PROJECTS Aviara Reimbursement Agreement 238,001$ - - - - - - Loan Repay - Park-in-Lieu SW to Public Facility Fee Fund - - - - - - 1,100,000 Total Project Expenditures 238,001 - - - - - 1,100,000 N/A 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 1,069,352$ 326,741$ PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW May 23, 2023 Item #9 Page 259 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-35 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 4,965,237$ 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$ REVENUES Developer Fees 113,019 32,955 2,281 2,281 - 972,947 Total Revenues N/A 113,019 32,955 2,281 2,281 - 972,947 CAPITAL PROJECTS Business Park Recreational Facility (Partial Funding)-$ - 1,500,000 - - - 16,500,000 Total Project Expenditures - - 1,500,000 - - - 16,500,000 ENDING FUND BALANCE N/A 5,078,256$ 3,611,211$ 3,613,492$ 3,615,773$ 3,615,773$ (11,911,280)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 918,300$ 949,274$ 949,274$ 957,709$ 957,709$ 957,709$ REVENUES Developer Fees 30,974 - 8,435 - - 42,314 Total Revenues N/A 30,974 - 8,435 - - 42,314 CAPITAL PROJECTS DMP Facility AAA (Jefferson Street)-$ - - - - - 290,000 DMP Facility AAAA (Madison Street)- - - - - - 417,000 DMP Facility AC (Highland Drive Drainage Project)- - - - - - 922,000 DMP Facility AFA (Hidden Valley Drainage Restoration and Enhancement - - - - - - 92,000 DMP Facility AFB (Calavera Hills Drainage Restoration and Enhancement - - - - - - 164,000 Drainage Master Plan Update 216,512 - - - - - - Total Project Expenditures 216,512 - - - - - 1,885,000 ENDING FUND BALANCE N/A 949,274$ 949,274$ 957,709$ 957,709$ 957,709$ (884,977)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,692,487$ 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$ REVENUES Developer Fees 357,095 89,259 89,259 90,119 90,119 2,525,641 Total Revenues N/A 357,095 89,259 89,259 90,119 90,119 2,525,641 CAPITAL PROJECTS Agua Hedionda Creek Maintenance 3,545,245$ - - - - - - College Boulevard Extension - - - - - - - DMP Facility BB 1 and 2 (Washington Street)- - - - - - 1,087,000 DMP Facility BCB (Magnolia Avenue)- - - - - - 469,000 DMP Facility BFB-L and BFB-1 (Tamarack and El Camino Real Plda "B")- - - - - - 905,000 DMP Facility BFB-U (El Camino Real)153,489 - - - - - - DMP Facility BL-L (College Boulevard Bridge Reimbursement Plda "B")- - - - - - 1,817,000 DMP Facility BL-U (College Boulevard)- - - - - - 385,000 DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 205,000 DMP Facility BQ (Sunny Creek)- - - - - - 132,000 DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 181,000 Drainage Master Plan Update 583,000 - - - - - - Total Project Expenditures 4,281,735 - - - - - 5,181,000 ENDING FUND BALANCE N/A 2,049,582$ 2,138,841$ 2,228,100$ 2,318,220$ 2,408,339$ (247,020)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 1,548,322$ 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$ REVENUES Developer Fees 283,664 165,183 6,110 6,110 - 1,993,400 Total Revenues N/A 283,664 165,183 6,110 6,110 - 1,993,400 CAPITAL PROJECTS DMP Facility C2 (Paseo Del Norte)-$ - - - - - 728,000 DMP Facility CA (Avenida Encinas)- - - - - - 530,000 Drainage Master Plan Update 171,890 75,000 - - - - - Total Project Expenditures 171,890 75,000 - - - - 1,258,000 ENDING FUND BALANCE N/A 1,756,986$ 1,922,169$ 1,928,279$ 1,934,389$ 1,934,389$ 2,669,789$ PLANNED LOCAL DRAINAGE AREA B FEES (PLD B) PLANNED LOCAL DRAINAGE AREA C FEES (PLD C) PARK FEE ZONES 5,13,16,17,18 PLANNED LOCAL DRAINAGE AREA A FEES (PLD A) May 23, 2023 Item #9 Page 260 of 384CITY OF CARLSBAD I-36 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 924,980$ 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$ REVENUES Developer Fees 108,453 66,660 52,409 - - 1,333,883 Total Revenues N/A 108,453 66,660 52,409 - - 1,333,883 CAPITAL PROJECTSDMP Facility DBA (Poinsettia Village)-$ - - - - - 168,000 DMP Facility DBB (Avenida Encinas)- - - - - - 430,000 DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 257,000 DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 233,000 DMP Facility DQB (La Costa Town Center)- - - - - - 746,000 DMP Facility DZ (Poinsettia Lane)- - - - - - 643,000 Drainage Master Plan Update 234,599 - - - - - - Total Project Expenditures 234,599 - - - - - 2,477,000 ENDING FUND BALANCE N/A 1,033,433$ 1,100,092$ 1,152,501$ 1,152,501$ 1,152,501$ 9,384$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 25,089,385$ 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$ REVENUES Developer Fees 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023 Total Revenues N/A 2,947,263 1,460,194 853,095 502,515 497,222 16,983,023 CAPITAL PROJECTSCole Library Expansion -$ - - - - - 11,936,000 El Camino Real Medians 695,781 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 1,085,001 (87,000) - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 1,631,500 - - - - - - Leo Carrillo Ranch Park Phase 3 - Stables Restoration and Restroom Cons 287 - - - - - - Pine Avenue Park - Phase II (Community Building)9,328,416 - - - - - - Pine Avenue Park - Phase II (Community Building)123,300 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park 2,838,139 - - - - - - Poinsettia Community Park - Phase 4 - Dog Park - - - - - - - Robertson Ranch Park Development (Partial Funding)- - - - - - - State Street Parking Lot Electric Vehicle Charging Stations 300,001 40,000 - - - - - Temporary Fire Station No. 7 1,122,001 - - - - - - Terramar Area Coastal Improvements 2,450,000 - - - - - - Valley and Magnolia Complete Streets - - - 1,000,000 - - - Village H South Off Leash Dog Area and Trail Segment 5B 682,500 - - - - 1,400,000 - Total Project Expenditures 20,256,925 (47,000) - 1,000,000 - 1,400,000 11,936,000 ENDING FUND BALANCE N/A 28,083,648$ 29,543,842$ 29,396,937$ 29,899,452$ 28,996,675$ 34,043,698$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 737,323$ 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$ REVENUES Developer Fees and Miscellaneous 757,598 450,455 275,386 162,009 162,879 3,666,458 Other Agency Contributions (City of Vista)19,500 251,550 306,800 43,550 - - Total Revenues N/A 777,098 702,005 582,186 205,559 162,879 3,666,458 CAPITAL PROJECTS Buena Interceptor Sewer Improvements 550,000$ - - - - - - El Fuerte Lift Station Pump Addition 180,000 200,000 450,000 - - - - Faraday and El Camino Real Sewer Replacement - Orion to Palomar Airpo 1,740,001 1,100,000 - - - - - Las Palmas Trunk Sewer 556,000 (255,000) 255,000 1,320,000 1,320,000 - - Loan Repay - Sewer Conn to Sewer Repl - - - - - - - Sewer Modeling 299,999 (100,000) - - - - - Sewer Monitoring Program (Capacity)642,000 - 44,000 - - - 264,000 Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 33,190,974 220,000 - - - - - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 296,001 - - 67,000 67,000 - - Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - - Vista Carlsbad Interceptor - Reach VC14 To VC15 21,362,391 - - - - - - Vista Carlsbad Interceptor - Reach VC3 100,000 30,000 387,000 405,000 - - - Total Project Expenditures 68,382,201 1,195,000 1,136,000 1,792,000 1,387,000 - 264,000 ENDING FUND BALANCE N/A 319,421$ (114,575)$ (1,324,388)$ (2,505,829)$ (2,342,950)$ 1,059,507$ PLANNED LOCAL DRAINAGE AREA D FEES (PLD D) PUBLIC FACILITY FEE FUND (PFF) SEWER CONNECTION FEE FUND May 23, 2023 Item #9 Page 261 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-37 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (11,520,275)$ (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$ REVENUES Transfer from Sewer Operating Fund 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049 Total Revenues N/A 10,445,506 16,534,571 17,024,822 15,937,043 15,509,381 98,468,049 CAPITAL PROJECTS Agua Hedionda Lift Station Biological Monitoring and Maintenance 225,001$ - - - - - - Buena Interceptor Sewer Access Road Improvements 1,150,000 (650,000) 650,000 - - - - Buena Interceptor Sewer Improvements 1,208,691 - - 2,950,000 2,950,000 3,540,000 3,540,000 Buena Interceptor Sewer Realignment - East Segment 507,000 - 1,200,000 1,200,000 2,400,000 1,800,000 - Cannon Road Lift Station Improvements 715,000 50,000 - - - - - Chinquapin Lift Station Improvements 300,000 920,000 - - - - - Encina Capital Projects 55,191,098 6,278,000 8,450,000 8,002,500 7,758,000 7,952,000 81,819,000 Foxes Landing Lift Station Wetwell and Pump Replacement 6,392,000 - - - - - - North Batiquitos Access Road Improvement 363,800 26,000 - - - - - North Batiquitos Lift Station Forcemain Rehabilitation 200,000 (125,000) - - - - - Odor and Corrosion Prevention Assessment 320,000 - - - - - - Orion Center 4,078,499 (3,778,500) 3,779,000 - - - - Poinsettia Lift Station Rehabilitation - 650,000 - 8,250,000 - - - SCADA Improvements 4,303,898 381,000 - - - - - Sewer Condition Assessment 1,557,998 100,000 100,000 100,000 - 100,000 1,000,000 Sewer Lift Station Repairs and Upgrades 4,385,384 150,000 150,000 150,000 150,000 150,000 1,500,000 Sewer Line Capacity Improvements 1,200,000 200,000 620,000 944,000 - - - Sewer System Rehabilitation and Replacement 9,426,478 1,200,000 1,850,000 1,850,000 1,850,000 1,850,000 27,400,000 Terramar Area Coastal Improvements - - - - - - - Vallecitos Interceptor Sewer Cleaning and CCTV 350,000 - - - - - - Village and Barrio Traffic Circles 160,001 500,000 - - - - - Villas Sewer Lift Station Replacement 1,254,002 75,000 - - - - - Vista Carlsbad Interceptor - Agua Hedionda LS and Forcemain (VC12-VC1 - - 104,000 75,000 75,000 75,000 - Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements - 86,000 31,000 598,000 598,000 22,000 300,000 Vista Carlsbad Interceptor - Reach VC3 - - - - - - - Vista Carlsbad Interceptor - Rehabilitation (VC1 and VC2)141,001 90,000 70,000 120,000 - - - Vista/Carlsbad Interceptor - Point Repair Reaches (VC13 & VC14)200,000 - 1,200,000 - - - - Total Project Expenditures 93,629,850 6,152,500 18,204,000 24,239,500 15,781,000 15,489,000 115,559,000 ENDING FUND BALANCE N/A (7,227,269)$ (8,896,698)$ (16,111,377)$ (15,955,334)$ (15,934,954)$ (33,025,904)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 2,583,440$ 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$ REVENUES Developer Fees 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140 Total Revenues N/A 4,743,682 1,277,505 589,597 315,430 295,901 19,675,140 CAPITAL PROJECTS Avenida Encinas Coastal Rail Trail and Pedestrian Improvements 5,177,904$ - 2,500,000 - - - - Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 932,000 Carlsbad Boulevard Realignment - Manzano Drive to Island Way - - - - - - 3,681,000 Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - El Camino Real and Cannon Road Intersection Improvements 3,536,001 - - - - - - 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 4,000,000 - - - - - Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 - - - - - - Palomar Airport Road and College Boulevard Improvements 1,295,500 - - - - - - Sidewalk/Street Construction Program 3,800,000 (500,000) - - - - - Terramar Area Coastal Improvements 6,650,003 - 2,800,000 - - - - Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 900,000 Traffic Impact Fee Update 270,000 - - - - - - Traffic Monitoring Program 1,745,415 - - - - - - Valley and Magnolia Complete Streets 3,536,208 - - - - - - Total Project Expenditures 30,172,033 3,590,000 5,390,000 90,000 90,000 90,000 5,951,000 ENDING FUND BALANCE N/A 3,737,122$ (375,373)$ 124,224$ 349,654$ 555,555$ 14,279,694$ SEWER REPLACEMENT FUND TRAFFIC IMPACT FEES (TIF) May 23, 2023 Item #9 Page 262 of 384CITY OF CARLSBAD I-38 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 5,726,270$ 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$ REVENUES Transportation Taxes 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356 Total Revenues N/A 5,886,000 6,065,200 6,243,784 6,412,760 6,577,135 66,360,356 CAPITAL PROJECTS ADA Improvement Program 3,155,000$ 175,000 715,000 175,000 715,000 175,000 4,450,000 Barrio Street Lighting 1,280,000 1,280,000 1,030,000 - - - - Carlsbad Boulevard and Tamarack Avenue Pedestrian Improvements 1,054,000 - - - - - - Carlsbad Boulevard Pedestrian Lighting 1,325,000 - - - - - - Carlsbad Village Drive and Grand Avenue Pedestrian and Crossing Improv - - - - 1,320,000 - - Carlsbad Village Drive Widening - Pontiac Drive to Victoria Avenue - - - - - - - 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 1,205,000 - - - - - - Coordinated Traffic Signal Program 2,583,980 - - - - - - Coordinated Traffic Signal Program 1,000,000 - - - - - - El Camino Real Widening - Poinsettia Lane to Camino Vida Roble 3,155,001 - - - - - - El Camino Real Widening - Sunny Creek to Jackspar 5,009,999 - - - - - - Kelly Drive and Park Drive Complete Street Improvements 4,675,001 - - - - - - Pavement Management Program 19,186,565 1,150,000 1,650,000 1,650,000 1,650,000 1,650,000 16,500,000 Pavement Management Program 16,346,475 950,000 950,000 950,000 950,000 950,000 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 3,325,002 - - - - - - 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 68,305,048 5,640,000 5,425,000 5,055,000 4,635,000 2,775,000 30,450,000 ENDING FUND BALANCE N/A 5,972,270$ 6,612,470$ 7,801,254$ 9,579,014$ 13,381,149$ 49,291,505$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 26,427,710$ 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$ REVENUES Developer Fees 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170 Total Revenues N/A 2,637,428 1,057,336 1,266,532 313,376 1,010,544 12,914,170 CAPITAL PROJECTS College Boulevard - Cannon Road To Badger Lane (375 Zone)278,383$ - 1,250,000 - - - - College Boulevard - Cannon Road To Badger Lane (490 Zone)312,600 - 1,250,000 - - - - Desalinated Water Flow Control Facility No. 5 10,811,601 758,000 - - - - - Hydroelectric Generation at Water Facilities 428,000 33,000 385,000 - 1,225,000 - - Maerkle Reservoir Transmission Main - - 236,000 1,660,000 1,567,000 - - Poinsettia Lane - Cassia Road to Skimmer Court (Reimbursement Agreem 600,000 - - - - - - Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 San Luis Rey Mission Basin Groundwater Supply - 20,000 - - - 500,000 30,900,000 Water Modeling 375,001 - - - - - - Total Project Expenditures 13,005,585 811,000 3,121,000 1,785,000 2,792,000 500,000 32,325,000 ENDING FUND BALANCE N/A 28,254,138$ 26,190,474$ 25,672,006$ 23,193,381$ 23,703,925$ 4,293,095$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A (15,673,990)$ 325,000$ 0$ 0$ 0$ 0$ REVENUES Recycled Water Loans and Grants 15,998,990 - - - - - Total Revenues N/A 15,998,990 - - - - - CAPITAL PROJECTS C-Tank Access Road Repair and Electrical Improvements 50,000$ - 325,000 - - - - Total Project Expenditures 50,000 - 325,000 - - - - ENDING FUND BALANCE N/A 325,000$ 0$ 0$ 0$ 0$ 0$ TRANSNET - LOCAL WATER CONNECTION - POTABLE WATER CONNECTION - RECYCLED May 23, 2023 Item #9 Page 263 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-39 PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 15,085,158$ 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$ REVENUES Transfer from Water Operating Fund 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595 Total Revenues N/A 6,348,536 6,187,387 5,966,366 5,752,582 5,815,154 59,595,595 CAPITAL PROJECTS Abandon Potable Services (New Recycled Services)925,826$ 250,000 500,000 - - - - Carlsbad Boulevard Waterline Replacement at Terramar 4,730,001 - - - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)599,943 - - - - - - Cathodic Protection Program 1,796,702 190,000 190,000 190,000 190,000 190,000 540,000 Crestview Drive Transmission Main 321,000 284,000 - - - - - El Camino Real Widening - Arenal Road to La Costa Avenue - 1,000,000 - - - - - Fire Flow Capacity System Improvements 210,000 415,000 2,000,000 2,500,000 3,000,000 - - Limited Access Pipeline Relocation Program 1,940,000 761,000 - 6,348,000 2,875,000 - - Maerkle Facility Improvements 2,735,200 800,000 - - - - - Maerkle Reservoir Solar Project 249,170 - - - - - - Maerkle Reservoir Transmission Main 773,001 (578,000) 244,000 2,130,000 2,023,000 - - Normally Closed Valve (Install Motorized Valve)984,999 300,000 - - - - - Orion Center 6,789,410 (6,289,409) 6,290,000 - - - - Palomar Airport Waterline Realignment 2,332,999 - - - - - - Pressure Reducing Station Program 5,831,037 600,000 600,000 600,000 600,000 600,000 6,000,000 Rancho Carlsbad Groundwater Supply 200,000 - - 125,000 - - 1,425,000 Recycled Water Phase 3 - Reservoir 980,001 (800,000) - - - - - Reservoir Repair and Maintenance Program 5,850,000 2,040,000 - - - - 6,680,000 San Luis Rey Mission Basin Groundwater Supply - - - - - - - Santa Fe II Inlet Pipeline 529,650 - 206,000 115,000 1,920,000 - - Santa Fe II Reservoir Site Electrical Improvements 183,581 110,000 - - - - - SCADA Improvements 7,132,599 2,413,000 611,000 - - - - Tri-Agency Water Transmission Pipeline Replacement 3,618,973 (1,290,000) 431,000 3,585,000 4,630,000 - - Valley and Magnolia Complete Streets 71,000 - 650,000 - - - - Water Infrastructure Condition Assessment Program 2,190,001 410,000 420,000 420,000 450,000 450,000 4,730,000 Water Loss Monitoring Program 349,999 (182,911) - - - - - Water System Rehabilitation and Replacement 12,258,370 2,800,000 3,000,000 3,000,000 3,000,000 3,000,000 40,970,000 Water Valve Repair/Replacement Program 7,859,998 960,000 960,000 960,000 1,000,000 1,000,000 10,760,000 Technology Investment ProjectsMeter Data Management/Utility Analytics - - 550,000 - - - - Utility Billing Automation - - 75,000 - - - - Utility Billing Portal 90,000 - - - - - - Total Project Expenditures 71,533,459 4,192,680 16,727,000 19,973,000 19,688,000 5,240,000 71,105,000 ENDING FUND BALANCE N/A 17,241,013$ 6,701,400$ (7,305,234)$ (21,240,652)$ (20,665,498)$ (32,174,903)$ PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15 YEARS 2023-24 2024-25 2025-26 2026-27 2027-28 2029-38 BEGINNING FUND BALANCE N/A 12,323,061$ 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$ REVENUES Transfer from Recycled Water Operating Fund 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600 Total Revenues N/A 1,600,000 1,760,000 1,936,000 2,129,600 2,342,560 23,425,600 CAPITAL PROJECTS C-Tank Access Road Repair and Electrical Improvements 250,000$ - 1,000,000 - - - - Carlsbad Water Recycling Facility (Encina Capital Projects)4,057,710 767,000 949,000 1,992,000 237,000 268,000 2,650,000 Carlsbad Water Recycling Facility Irrigation and Landscape 175,000 (140,000) - - - - - Carlsbad Water Recycling Facility Roof Replacement 225,000 156,000 - - - - - Cathodic Protection Program - 100,000 100,000 - - - - Orion Center 2,715,599 (2,515,600) 2,516,000 - - - - Recycled Water Condition Assessment Program 750,001 50,000 50,000 50,000 50,000 50,000 590,000 Recycled Water Phase 3 - Reservoir 3,319,997 200,000 - - - - - Recycled Water Pipeline Replacement - 350,000 350,000 350,000 350,000 350,000 5,060,000 Recycled Water Valve and Appurtenance Replacement Program 380,000 - 120,000 125,000 125,000 125,000 1,330,000 Reservoir Condition Assessment and Repair Program - 200,000 - - - - - SCADA Improvements 1,658,400 338,000 398,000 - - - - Total Project Expenditures 13,531,708 (494,600) 5,483,000 2,517,000 762,000 793,000 9,630,000 ENDING FUND BALANCE N/A 14,417,661$ 10,694,661$ 10,113,661$ 11,481,261$ 13,030,821$ 26,826,421$ WATER REPLACEMENT - RECYCLED WATER REPLACEMENT - POTABLE May 23, 2023 Item #9 Page 264 of 384CITY OF CARLSBAD I-40 May 23, 2023 Item #9 Page 265 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM I-41 GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES BTD#2 – Bridge and Thoroughfare District No. 2 developer fees are paid to partially fund the Poinsettia Lane and Aviara Parkway street construction project. BTD#3 – Bridge and Thoroughfare District No. 3 developer fees are paid to partially fund Cannon Road improvements. CDBG – Community Development Block Grants are allocated by the federal government to help develop viable urban communities for low and moderate income households. CFD #1 – The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, I-5 interchange projects, and road segments. Federal Grants (FED GRNT) – Federal Grants such as Highway Bridge Program funding. Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the State of California. Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation are received under the Streets & Highways Code of the State of California. General Capital Construction (GCC) – General Capital Construction funds, created through fund transfers from the city's General Fund, are used to fund various municipal and other capital projects. Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major maintenance and replacement of the city’s infrastructure. Other – Sources include revenues related to pending financing districts, property owner contributions, and contributions from other agencies. Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects in those quadrants. Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. PLD fees are segregated by drainage area. Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for expansion of sewer lines and facilities. May 23, 2023 Item #9 Page 266 of 384CITY OF CARLSBAD I-42 Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair and replacement of the city's existing sewer system. Transportation Development Act (TDA) – City street and bicycle projects can receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and improvement projects. I-55 TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange and local road improvement projects. Water Connection (WATER CONN) – Development fees include Major Facility Fees used to fund expansion of water lines and ancillary water facilities. Water Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing potable water lines and facilities. Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for Phase III expansion includes grant and loan funds. Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility rates and pay for the repair and replacement of existing recycled water lines and facilities. Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor. The City of Carlsbad Capital Improvement Program reflects the city’s ongoing commitment May 23, 2023 Item #9 Page 267 of 3842023-24 CAPITAL IMPROVEMENT PROGRAM CARLSBAD PUBLIC FINANCIAL AUTHORITY Effective Date: The Crossings at Carlsbad Golf Course Reserve Policy Purpose The purpose of this document is to establish a reserve procedure for the Golf Course Enterprise Fund to: •Ensure needs of the golf course are met •Provide a funding source for long-term, large value capital purchases •Demonstrate continued prudent fiscal management The Golf Course Enterprise Fund maintains adequate levels of reserves to enhance the long- term financial viability and mitigate risks. A primary goal of the Golf Course Enterprise Fund is to ensure the golf course is financially self-sufficient and does not require support from the General Fund. Background The Crossings at Carlsbad Golf Course (golf course) was built in 2007. The 18-hole championship course includes a driving range, golf shop, restaurant and banquet facilities and golf cart fleet. The golf course was built using funds from both revenue bonds and loans from the City of Carlsbad’s General Fund. Additionally, the city has historically contributed funds from the General Fund to the Golf Course Enterprise Fund as needed since the golf course’s initial construction either by advance or transfer. Statement of policy The Crossings at Carlsbad Golf Course shall actively and responsibly manage its annual surplus and reserve balances in a manner that prioritizes both short-term and long-term operating and capital needs prior to considering the transfer of funds to the General Fund for repayment of prior loans or advances. Procedure A ten-year financial plan will be utilized to establish and maintain an adequate level of reserves. The Capital Reserve is established to fund both short-term and long-term capital improvements to the golf course. Any amounts remaining at the end of each fiscal year shall carryover to the next fiscal year for any short-term capital expense needs. All capital spending must be approved by the Executive Director of the golf course as part of the budget in the Annual Plan. Uses of the fund’s reserve and priority of uses are in order from highest to lowest as outlined below: Exhibit 2 May 23, 2023 Item #9 Page 268 of 384 Page 2 1. Operation and Maintenance: Operation and maintenance costs (excluding depreciation) are the first priority of the Golf Course Enterprise Fund. 2. Capital Reserve: On an annual basis, 10% of gross revenues shall be reserved to fund future short-term and long-term capital expenses. 3. Capital Reserve Replenishment: In any fiscal year, if the golf course’s excess net revenues are insufficient to make the full contribution to the Capital Reserve, the golf course shall replenish the shortfall in subsequent years where there are excess golf course net revenues remaining. In no event shall the look-back period extend to a deficiency occurring more than five fiscal years. Replenishments shall be applied to the oldest shortfall first. 4. General Fund Repayment: Any funds remaining will be recommended for transfer to the City of Carlsbad’s General Fund and at the authorization of the Carlsbad Public Financing Authority Board of Directors. The amount transferred shall not exceed 3% of Gross Revenues for the respective fiscal year. 5. Remaining Excess: Any funds remaining thereafter will be retained in the Golf Course’s Capital Reserve. May 23, 2023 Item #9 Page 269 of 384 Proposed Master Fee Schedule FY 2023‐24 All Fees Within, except Trash Collection Rates, Effective Sept. 1, 2023 Trash Collection Rates Effective July 1, 2023 Exhibit 3 May 23, 2023 Item #9 Page 270 of 384 C cityof Carlsbad Proposed Master Fee Schedule FY 2023‐24 Contents Section 1 – General City Service Fees, Deposits, Rates, Penalties and Fines Miscellaneous Fees and Returned Checks ....................................................................................... 4 Deposits and Securities .................................................................................................................... 5 Special Events and Safety Training Center ....................................................................................... 6 Ambulance and Street Light Energizing ........................................................................................... 7 City Clerk Fees .................................................................................................................................. 8 Library Fees ...................................................................................................................................... 9 Fire (Fire Extinguishing and Alarm Systems) .................................................................................. 10 Fire (Development Applications, Plan Review, and Inspection) .................................................... 11 Fire (Fire and Life Safety Inspections and Fire Code Permits) ....................................................... 13 Police Department Fees ................................................................................................................. 14 Administrative and Vehicle, Traffic, and Parking Penalties ........................................................... 15 Trash Collection Rates .................................................................................................................... 16 Utility Account and Service Fees .................................................................................................... 23 Utility Meter Installation and Connection ..................................................................................... 25 Utility (San Diego County Water Authority) .................................................................................. 27 Section 2 – Development Related Fees Planning Department Fees ............................................................................................................ 29 Engineering Department Fees ....................................................................................................... 33 Building (New Construction, Additions and Major Remodels) ...................................................... 37 Building (Minor/Miscellaneous Residential & Commercial Improvements) ................................. 42 Building (Plumbing, Mechanical, and Electrical) ............................................................................ 45 Building (Simple Single or Combination Permits List) .................................................................... 46 Section 3 – Development Impact Fees Bridge and Thoroughfare District 2 Map ....................................................................................... 48 Local Facilities Management Zones Map ....................................................................................... 49 Park in Lieu Fees, Park Districts Map ............................................................................................. 50 Planned Local Drainage Fee Areas and Map .................................................................................. 51 Sewer Benefit Area and Connection Fees Map ............................................................................. 53 Affordable Housing, Habitat Mitigation, and Traffic ..................................................................... 55 May 23, 2023 Item #9 Page 271 of 384 C cityaf Carlsbad Section 1 General City Service Fees, Deposits, Rates, Penalties and Fines May 23, 2023 Item #9 Page 272 of 384 Fee Name Fee Type No t e s Fee/Deposit Miscellaneous Fees Administrative Fee for 1915 Act Bond Call ‐ 1% of principal being repaid (All Assessment Districts using 1915 Act Bonds)each [1] $50 min/$500 max Business License ‐ additional CA fee each [4],[6]4.00$ Business License ‐ master list of active business licenses each [2]38.00$ Business License ‐ monthly list of new licenses each [2]7.00$ Cable Channel Administration Fee per hour [3]94.00$ Electric Vehicle Charging Fee per kWh [1]0.35$ GIS ‐ digital data delivery, production of new documents, reproduction of existing documents, and technical services per hour [1] Actual Cost Hearing Disposition Services for Parking Citations ‐ Personal Hearings each [1] Actual Cost Hearing Disposition Services for Parking Citations ‐ Written Review each [1] Actual Cost City Publications each [1] Copy Charge Community Facilities District Annexation ‐ City Labor (Plus actual consultants costs)each [2]1,859.00$ Sign Collection and Pickup Fee (plus $5 fee per sign)each [1]25.00$ Returned Check Fee First Returned Check each [5]25.00$ Each Additional Check each [5]35.00$ [Notes] [1] Set per City policy [2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. [4] Set per CA Government Code 4467 [5] Set per CA Civil Code 1719 [6] Business license tax, set per Carlsbad Municipal Code 5.08.010, is separate from these fees. 4May 23, 2023 Item #9 Page 273 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Deposits and Securities Grading and Erosion Control Grading Security (with approved plans)deposit [1],[2] Based on Grading Cost Estimate Grading Cash Deposit deposit [1],[2] Up to 10% of total grading security Development/Subdivision Improvements Faithful Performance Security deposit [1],[2] Based on Improvement Cost Estimate Labor and Materials Security deposit [1],[2] 50% of Faithful Performance Security Monumentation Security deposit [1],[2] Based on Total Cost of Monumentation [Notes] [1] Set per City policy [2]Per CA Government Code 53079, 1% shall be deducted from any interest due. The city may require a security be provided to ensure work related to a project is completed in accordance with the Carlsbad Municipal Code and development agreements executed with the city. This information is to help understand the standard structure of how these deposits and securities are calculated. The security amounts are calculated using final city‐approved cost estimates, not initial or draft estimates during plan check. 5May 23, 2023 Item #9 Page 274 of 384 Fee Name Fee Type No t e s Fee/Deposit Special Events Fees Special Event Application ‐ Minor ‐ 2 or less intersections (fee + services rendered)each [1],[2] 153.00$ Special Event Application ‐ Major ‐ 3 or more intersections (fee + services rendered) each [1],[2]459.00$ Special Event Application ‐ Third party Vendor Fee per day [1],[2]103.00$ Special Event City Services ‐ Staff Time per hour [1] Actual Cost Safety Training Center Facility Fees One Shooting Range full day [1]1,344.00$ One Shooting Range 1/2 day [1]672.00$ Two Shooting Ranges full day [1]1,510.00$ Two Shooting Ranges 1/2 day [1]789.00$ Classroom full day [1]638.00$ Classroom 1/2 day [1]365.00$ Confined Space Prop full day [1]706.00$ Confined Space Prop 1/2 day [1]353.00$ Grinder full day [1]506.00$ Grinder 1/2 day [1]295.00$ Grinder/Commercial Prop (No Fire Ops)full day [1]731.00$ Grinder/Commercial Prop (No Fire Ops)1/2 day [1]365.00$ Grinder/Residential Prop (No Fire Ops)full day [1]731.00$ Grinder/Residential Prop (No Fire Ops)1/2 day [1]365.00$ PriSim (Training Simulator)full day [1]532.00$ PriSim (Training Simulator)1/2 day [1]266.00$ Pump Draft Pit full day [1]426.00$ Pump Draft Pit 1/2 day [1]213.00$ Streetscape full day [1]178.00$ Streetscape 1/2 day [1]130.00$ Special Events Recovery ‐ Hourly hourly [1]59.00$ Shooting Range ‐ Hourly hourly [1]136.00$ Shooting Range Hazardous Waste Disposal Fees each [1],[3]231.00$ [Notes] [1] Set per City policy [2] Carlsbad Municipal Code 8.17 defines and outlines Special Events which may require a permit. [3] Fee charged as determined by staff Full details on how to apply for a Special Event Application can be referenced in the Special Event Reference Handbook available on the City of Carlsbad website. The below fees are listed for reference only and may not be representative of the entirety of a Special Event Application cost. A valid, unexpired City of Carlsbad Business License is required for all special event applicants. Carlsbad Municipal Code Section 8.17.070 CMC requires an applicant to pay a non‐refundable fee to allow third party vendors to participate under the applicant’s business License. 6May 23, 2023 Item #9 Page 275 of 384 Fee Name Fee Type No t e s Fee/Deposit Ambulance Fees Assessment/Non‐Transport with medication given. No charge for assessment if no medication given and non‐transport. per [1] 460.00$ Advanced Life Support 1 ‐ plus Level I or Level II supplies and medications per [1]2,600.00$ Advanced Life Support 2 ‐ plus Level II supplies and medications per [1]2,600.00$ Basic Life Support per [1]2,600.00$ Mileage Charge mile [1]41.00$ Oxygen Charge per [1]121.00$ Street Light Energizing Fees 40 watts each [2]99.00$ 45 watts each [2]108.00$ 70 watts each [2]152.00$ 85 watts each [2]179.00$ 100 watts each [2]205.00$ 120 watts each [2]241.00$ 150 watts each [2]294.00$ 200 watts each [2]384.00$ 250 watts each [2]472.00$ [Notes] [1] Set per City policy [2]Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E service point. 7May 23, 2023 Item #9 Page 276 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit City Clerk Fees Appeals to City Council each [2],[8] 122.00$ Candidate Filing Fee each [3]25.00$ Notice of Intention to Circulate Initiative Petition each [4]200.00$ Subpoena Fees Deposition Subpoena per day [5]275.00$ Records Subpoena ‐ research per hour [6]15.00$ Copy Fees Copies & Printing ‐ Black & White each [1]0.10$ Copies & Printing ‐ Color each [1]0.10$ CD Copy each [1] Actual Cost DVD Copy each [1] Actual Cost USB Drive Copy each [1] Actual Cost FPPC Fees Campaign Statements per page [7]0.10$ Conflict of Interest Statement per page [7]0.10$ Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2] 133.00$ [Notes] [1] Set per City policy [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per City of Carlsbad Municipal Code 1.12.010 [4] Set per CA Elections Code 9202 [5] Set per CA Government Code 68096.1(b) [6] Set per CA Evidence Code 1563(b)(1) [7] Set per CA Government Code 81008 [8] Additional department processing fees may apply. 8May 23, 2023 Item #9 Page 277 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Library Fees Account Collection Fee per item [1]10.00$ Hold Request Non‐Pickup Fee per item [2]1.00$ Borrowing ‐ Audio/Visual Equipment, per item per day [1]5.00$ Card Replacement per card [2]2.00$ Carlsbad History Collection Photo Fee per request [1] Actual Cost Interlibrary Loan per request [2]6.00$ Lost/Damaged Item Processing fee per item [2]6.00$ Lost/Damaged Item per item [1]List Price Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]12.00$ [Notes] [1] Set per City policy [2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update 9May 23, 2023 Item #9 Page 278 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Fire Extinguishing and Alarm Systems New Sprinkler System ESFR Fire Sprinkler System (Initial system)each [2]1,081.00$ Each additional System each [2]299.00$ Per Additional Inspection each [2]129.00$ ESFR Fire Sprinkler System with In‐Rack Sprinklers each [2]1,251.00$ Each additional System each [2]299.00$ Per Additional Inspection each [2]129.00$ Fire Pump (first pump)each [2]995.00$ Each Additional pump each [2]341.00$ NFPA 13 System < 100 heads each [2]781.00$ Per Additional Inspection each [2]129.00$ Per Additional Plan Type each [2]170.00$ NFPA 13 System > 100 heads (includes one riser)each [2]1,081.00$ Each Additional Riser each [2] 299.00$ Per Additional Inspection each [2]129.00$ Per Additional Plan Type each [2]170.00$ NFPA 13R System 3‐16 units (per building)each [2]1,081.00$ Per Additional Inspection (per building)each [2]170.00$ Per Additional Plan Type each [2]170.00$ NFPA 13D Single Family System (Plan Review Per Initial or Single Plan Type)each [2]310.00$ Per Additional Plan Type each [2]170.00$ NFPA 13D Single Family System (Inspection Per Building)each [2]157.00$ Underground Piping with up to 4 Hydrants/Risers each [2]951.00$ Underground Piping with 5 or more Hydrants/Risers each [2],[3] 1,254.00$ Tenant Improvement Sprinkler System NFPA 13 or 13R System 6 heads or less each [2]157.00$ NFPA 13 or 13R System 7 ‐ 100 heads each [2]695.00$ Per Additional Inspection each [2]170.00$ Per Additional Plan Type each [2]170.00$ NFPA 13 or 13R System > 100 heads each [2]823.00$ Per Additional Inspection each [2]170.00$ Per Additional Plan Type each [2]170.00$ Other Extinguishing Systems Gas Systems (Med Gas, Industrial Gas, LPG)each [2]524.00$ Hood & Duct Extinguishing System each [2]524.00$ Each additional System each [2]256.00$ Pre‐Action System with Alarm each [2]695.00$ Refrigeration Systems < 500 lbs.each [2]909.00$ Refrigeration Systems > 500 lbs.each [2]1,550.00$ Special Equipment (Ovens, Dust, Battery)each [2]524.00$ Special Extinguishing System each [2]738.00$ Spray Booths each [2]524.00$ 10May 23, 2023 Item #9 Page 279 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Alarm Systems New Alarm System each [2] 1,593.00$ Per Additional Inspection each [2]170.00$ Per Additional Plan Type each [2]170.00$ Sprinkler Monitoring each [2]482.00$ Per Additional Inspection each [2]170.00$ Per Additional Plan Type each [2]170.00$ Tenant Improvement Fire Alarm System each [2]781.00$ Per Additional Inspection each [2]170.00$ Per Additional Plan Type each [2]170.00$ Development Applications, Plan Review and Inspection Building Construction Plan (Architectural Review) A‐1 Occupancies ‐ New each [2]1,496.00$ A‐1 Occupancies ‐ Tenant Improvements each [2]1,144.00$ A‐2 & A‐3 Occupancies ‐ New each [2]1,026.00$ A‐2 & A‐3 Occupancies ‐ Tenant Improvements each [2]791.00$ A‐4 & A‐5 Occupancies ‐ New each [2]1,496.00$ A‐4 & A‐5 Occupancies ‐ Tenant Improvements each [2]1,144.00$ E Occupancies ‐ New each [2] 1,496.00$ E Occupancies ‐ Tenant Improvements each [2]1,144.00$ E Occupancies (Daycare only) each [2]598.00$ F Occupancies ‐ New each [2]1,026.00$ F Occupancies ‐ Tenant Improvements each [2]791.00$ H Occupancies (not including Chem Class) ‐ New each [2] 1,026.00$ H Occupancies (not including Chem Class) ‐ Tenant Improvements each [2]791.00$ I Occupancies ‐ New each [2] 1,026.00$ I Occupancies ‐ Tenant Improvements each [2]791.00$ L Occupancies ‐ New each [2]598.00$ L Occupancies ‐ Tenant Improvements each [2]471.00$ R‐1 & R‐2 Occupancies <50 units New flat [2]1,496.00$ R‐1 & R‐2 Occupancies ≥50 units New flat [2]1,849.00$ R‐3 Townhomes New each [2]1,026.00$ R Occupancies All ‐ Tenant Improvements each [2] 791.00$ S Occupancies < 50,000 sq. ft. New flat [2]598.00$ S Occupancies < 50,000 sq. ft. ‐ Tenant Improvements flat [2]471.00$ S Occupancies ≥ 50,000 sq. ft. New flat [2]1,112.00$ S Occupancies ≥ 50,000 sq. ft. ‐ Tenant Improvements flat [2]854.00$ 11May 23, 2023 Item #9 Page 280 of 384 Fee Name Fee Type No t e s Fee/Deposit Plan Review and Inspection Hazardous Materials Storage Chem Class <10 Chemicals flat [2]610.00$ Chem Class 10‐ 25 Chemicals flat [2]951.00$ Chem Class 26 ‐ 100 Chemicals flat [2]1,379.00$ Chem Class >100 Chemicals flat [2]1,807.00$ Fire Department Access & Fire Lanes flat [2]310.00$ High Piled Storage flat [2]951.00$ High Rise Structure greater than 55 feet 427.00$ Per Additional Floor flat [2] 341.00$ Storage Tanks Aboveground Storage Tanks (First tank)each [2]909.00$ Underground Storage Tanks (First tank)each [2]823.00$ Each Additional Tank each [2] 129.00$ Vegetation Fuel Modification Custom Home flat [2]610.00$ Tract <75 Homes flat [2]1,124.00$ Tract ≥75 Homes flat [2]1,636.00$ Smoke Control ‐ Rationale Analysis & Plan Review 1,722.00$ Other Fire Fees Aerial Fireworks Display Major each [2] 1,624.00$ Minor each [2] 940.00$ Plan Review Processing Fee each [2]29.00$ Per Hour ‐ Overtime hourly [2]185.00$ Per Hour ‐ Regular Office Hours hourly [2]170.00$ Hourly Services for: Alternate Methods and Materials Review, Time and Materials Review, Project Meetings, etc. First Hour each [2]200.00$ Each Additional Hour hourly [2] 170.00$ Plan Resubmittal (3rd and Subsequent Submittal, per hour)hourly [2]170.00$ Reinspection (Per inspection)each [2]242.00$ Tent Permit (Not associated with special events) Single tent each [2]256.00$ 2‐5 tents flat [2]512.00$ 6 or more tents flat [2]685.00$ Weed Abatement Administrative Fee 341.00$ Fire Nuisance Alarm ‐ 1st response in 12 month period each [1]‐$ Fire Nuisance Alarm ‐ 2nd response in 12 month period each [1]102.00$ Fire Nuisance Alarm ‐ 3rd response in 12 month period each [1]203.00$ Fire Nuisance Alarm ‐ each additional response thereafter each [1] 399.00$ Fire Nuisance Alarm ‐ each billing each [1] 14.00$ Special Events Application Processing flat [2],[6] 170.00$ Special Events ‐ Fire Prevention/Operations Support Prior To/During Event each [2],[6] Actual Cost 12May 23, 2023 Item #9 Page 281 of 384 Fee Name Fee Type No t e s Fee/Deposit Fire & Life Safety Inspections and Fire Code Permits Fire Inspections for the following Occupancies: Care Facility for more than 6 ambulatory & non‐ambulatory clients each [2],[4]185.00$ Hospitals, Nursing homes, Mental hospitals, Detoxification and Surgery Centers each [2],[4]356.00$ Commercial Care Facility (i.e. Child, Drug & Alcohol, Juvenile, & etc.)each [2],[4]185.00$ Pre‐Inspection Residential Care Facility (i.e. Single Family Residences)each [2],[4]185.00$ High Rise Facility > 75 ft. (per floor of building)each [2],[4] 185.00$ State Mandated School Inspection ‐ Public or Private School [2],[4] Pre‐School each [2],[4]427.00$ Elementary/Middle School each [2],[4]685.00$ High School each [2],[4] 1,026.00$ State Mandated Hotel and Motel Inspection 1‐5 Buildings per property flat [2],[4]598.00$ 6‐10 Buildings per property flat [2],[4] 1,026.00$ 11 or more buildings per property flat [2],[4] 1,282.00$ State Mandated Apartment Inspection 3‐10 units per building flat [2],[4]214.00$ 11‐40 units per building flat [2],[4]256.00$ Greater than 40 units per building flat [2],[4]342.00$ Fire Code Permits ‐ Initial Permit Tier 1 each [2],[5]185.00$ Tier 2 each [2],[5]356.00$ Tier 3 each [2],[5]527.00$ Fire Code Permits ‐ Annual Renewal Permit Tier 1 each [2],[5]100.00$ Tier 2 each [2],[5]185.00$ Tier 3 each [2],[5]271.00$ Assembly < 300 people flat [2]185.00$ > 300 people flat [2]356.00$ All Other Occupancies Annual Inspections Tier 1 ‐ 5,000 sq. ft. or less flat [2]142.00$ Tier 2 ‐ 5,001 to 20,000 sq. ft.flat [2]227.00$ Tier 3 ‐ 20,001 and greater flat [2]356.00$ Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]170.00$ [Notes] [1] Set per City policy [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Additional Reinspection fees shall apply for phased inspection projects at the discretion of the Fire Marshall [4] [5] [6]Additional fees for Standby of fire personnel and equipment during event will apply. Tier 1 – Candles – Open Flame; Cryogens; Dry Cleaning; Liquefied Petroleum Gas (LPG); Motor Vehicle Fuel Dispensing; Industrial Ovens; Hot Works; Welding Tier 2 – Aerosol; Aviation Facility; Waste Handling; Carnival/Fair; Combustible Materials Storage; Compressed Gas; Dust Producing Operations; Flammable Liquids – Storage; Combustible Liquids – Storage; Flammable/Combustible Liquids – Tanks; Flammable/Combustible Liquids – AST/UST Removal; Fruit Ripening; Hazardous Materials; Magnesium Work; Repair Garage; Tire Storage; Explosives‐Model Rockets All annual inspection fees shall include time for the initial inspection and 1 reinspection. All subsequent reinspection shall be charged an additional rate per inspection. 13May 23, 2023 Item #9 Page 282 of 384 Fee Name Fee Type No t e s Fee/Deposit Police Fees Audio/Photos on USB each [2]43.00$ Burglary Alarm Registration Fee each [2]28.00$ False Alarm Response ‐ Second Occurrence each [2]38.00$ False Alarm Response ‐ Additional Occurrence each [2]71.00$ Excess False Alarm Panic Response ‐ Robbery each [3]100.00$ Excess False Alarm Panic Response ‐ Burglary each [3]100.00$ Copy Investigation Record each [2]58.00$ Dispatch Records Searches per query [2]23.00$ Entertainment License each [2]298.00$ Fingerprinting processing Fee each [2],[5]26.00$ Fix‐It Ticket ‐ moving violation each [2],[6]20.00$ Fix‐It Ticket ‐ parking/registration violation each [2],[6]13.00$ Handicap Placard Violation Waiver Processing Fee each [2],[7]28.00$ Photograph Copy ‐ Subpoena or Records requests that require retrieval in QueTel evidence program.each [2]20.00$ Police/Fire ‐ Emergency Response DUI Traffic Collision (max $12,000 per incident)each [1] Actual Cost Production of body worn camera videos. Staff time per hour of production and redaction of videos.each [1] Actual Cost Report Copy Fee (Free to Victim)each [2]13.00$ Rental of Conference rooms to Safety Personnel each [2]223.00$ Storage/Impounded Vehicle Administrative Charge each [2]154.00$ Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]85.00$ [Notes] [1] Set per City policy [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per City of Carlsbad Municipal Code 8.50.080 [E] [4] Set per City of Carlsbad Municipal Code 5.16.070 [5] Plus actual cost from processing agency [6] Requires proof of correction [7] Waived with proof of correction 14May 23, 2023 Item #9 Page 283 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Administrative Citation Penalties 1st Violation of a City Ordinance each [2]100.00$ 2nd Violation of a City Ordinance each [2]200.00$ 3rd Violation of a City Ordinance each [2]500.00$ Subsequent violation of same ordinance within one year each [2]500.00$ Vehicle, Traffic, and Parking Civil Penalties CA Vehicle Code Parking Violation, if not specified by separate fee amount (rounded)each [3]48.00$ CA VC 22500(i) Bus Zone each [3]263.00$ CA VC 22500(l) Curb Cut/Disabled Access each [3]343.00$ CA VC 22507.8 (a)‐(c) Disabled Parking Space/Access Area/Loading Area each [3]343.00$ CA VC 22522 Sidewalk Access Ramp (3 ft. away)each [3]343.00$ CA VC 22526 (a)(b) Block Intersection/Gridlock each [3]63.00$ CA Vehicle Code Violation for Equipment, if not specified by separate fee amount (rounded)each [3]38.00$ CA VC 4000(a) Expired Registration each [3]63.00$ CA VC 26100C Tinted Covers on Headlights each [3]48.00$ CA VC 28071 Passenger Car Bumpers Required each [3]88.00$ Carlsbad Municipal Code Parking Violations, if violation not established by the CA Vehicle Code Parking Violation or CA Vehicle Code Equipment Violation. each [1] 50.00$ [Notes] [1] Set per City policy [2] Set per City of Carlsbad Resolution 2001‐167 and limit set per CA Government Code Section 36900 [B] [3] Set per City Policy to the San Diego County Sheriff's Department Parking Fee Violation Table. 15May 23, 2023 Item #9 Page 284 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Trash Collection Rates (Stormwater fee included) Residential Services 3‐Cart (64 or 96 gallon cart)[1]29.42$ 3‐Cart Low Generator (35 gallon cart)[1]26.82$ Back Yard Service Fee (added to curbside rate)[1]37.02$ Additional Solid Waste Cart [1]3.20$ Additional Recycled Materials Cart (4+)[1]3.20$ Additional Organics Cart (4+)[1]3.20$ Commercial Services Commercial Solid Waste ‐ 64 or 96 Gallon Cart One pick‐up per week [1]29.34$ Two pick‐ups per week [1]58.70$ Three pick‐ups per week [1]88.03$ Four pick‐ups per week [1]113.68$ Five pick‐ups per week [1]139.44$ Six pick‐ups per week [1]165.18$ Extra pick‐up per week [1]13.82$ Commercial 96 Gallon Cart ‐ Recycling and Organics Included One pick‐up per week [1]61.54$ Two pick‐ups per week [1]108.78$ Three pick‐ups per week [1]155.97$ Four pick‐up per week [1]201.41$ Five pick‐ups per week [1]247.05$ Six pick‐ups per week [1]292.65$ Multi‐Family: Set of Solid Waste, Recycling, and Organics (per unit)[1]13.41$ Commercial Solid Waste Yard Bins 1‐yard bin ‐ one pick‐up per week [1]77.32$ 1‐yard bin ‐ two pick‐ups per week [1]131.33$ 1‐yard bin ‐ three pick‐ups per week [1]185.55$ 1‐yard bin ‐ four pick‐ups per week [1]239.59$ 1‐yard bin ‐ five pick‐ups per week [1]293.90$ 1‐yard bin ‐ six pick‐ups per week [1]348.14$ 1‐yard bin ‐ extra pick‐up [1]37.19$ 2‐yard bin ‐ one pick‐up per week [1]105.03$ 2‐yard bin ‐ two pick‐ups per week [1]184.84$ 2‐yard bin ‐ three pick‐ups per week [1]264.69$ 2‐yard bin ‐ four pick‐ups per week [1]344.41$ 2‐yard bin ‐ five pick‐ups per week [1]424.29$ 2‐yard bin ‐ six pick‐ups per week [1]504.13$ 2‐yard bin ‐ extra pick‐up [1]50.52$ 3‐yard bin ‐ one pick‐up per week [1]142.68$ 3‐yard bin ‐ two pick‐ups per week [1]260.16$ 3‐yard bin ‐ three pick‐ups per week [1]377.61$ 3‐yard bin ‐ four pick‐ups per week [1]504.13$ 16May 23, 2023 Item #9 Page 285 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit 3‐yard bin ‐ five pick‐ups per week [1] 612.53$ 3‐yard bin ‐ six pick‐ups per week [1]730.02$ 3‐yard bin ‐ extra pick‐up [1]67.80$ 4‐yard bin ‐ one pick‐up per week [1]190.28$ 4‐yard bin ‐ two pick‐ups per week [1]355.33$ 4‐yard bin ‐ three pick‐ups per week [1]520.45$ 4‐yard bin ‐ four pick‐ups per week [1]685.50$ 4‐yard bin ‐ five pick‐ups per week [1]850.57$ 4‐yard bin ‐ six pick‐ups per week [1]1,015.65$ 4‐yard bin ‐ extra pick‐up [1]81.11$ 5‐yard bin ‐ one pick‐up per week [1]237.90$ 5‐yard bin ‐ two pick‐ups per week [1]450.61$ 5‐yard bin ‐ three pick‐ups per week [1]663.27$ 5‐yard bin ‐ four pick‐ups per week [1]850.57$ 5‐yard bin ‐ five pick‐ups per week [1]1,088.66$ 5‐yard bin ‐ six pick‐ups per week [1]1,301.37$ 5‐yard bin ‐ extra pick‐up [1]94.40$ 6‐yard bin ‐ one pick‐up per week [1]260.16$ 6‐yard bin ‐ two pick‐ups per week [1]504.13$ 6‐yard bin ‐ three pick‐ups per week [1]730.02$ 6‐yard bin ‐ four pick‐ups per week [1]1,015.65$ 6‐yard bin ‐ five pick‐ups per week [1]1,301.37$ 6‐yard bin ‐ six pick‐ups per week [1]1,667.45$ 6‐yard bin ‐ extra pick‐up [1]118.01$ Commercial Split Bins (includes 2 locks )[1] One pick‐up per week [1]115.23$ Two pick‐ups per week [1]210.31$ Three pick‐ups per week [1]305.36$ Four pick‐ups per week [1]400.42$ Five pick‐ups per week [1]495.47$ Six pick‐ups per week [1]590.55$ Commercial Bin Compactor ‐ Solid Waste 3‐yard bin ‐ one pick‐up per week [1]200.01$ 3‐yard bin ‐ two pick‐ups per week [1]374.55$ 3‐yard bin ‐ three pick‐ups per week [1]549.08$ 3‐yard bin ‐ four pick‐ups per week [1]723.60$ 3‐yard bin ‐ five pick‐ups per week [1]898.14$ 3‐yard bin ‐ six picks‐up per week [1]1,072.71$ 3‐yard bin ‐ extra pick‐up [1]81.34$ 4‐yard bin ‐ one pick‐up per week [1]330.30$ 4‐yard bin ‐ two pick‐ups per week [1]632.84$ 4‐yard bin ‐ three pick‐ups per week [1]935.83$ 4‐yard bin ‐ four pick‐ups per week [1]1,238.77$ 4‐yard bin ‐ five pick‐ups per week [1]1,541.81$ 4‐yard bin ‐ six picks‐up per week [1]1,844.90$ 17May 23, 2023 Item #9 Page 286 of 384 Fee Name Fee Type No t e s Fee/Deposit 4‐yard bin ‐ extra pick‐up [1]134.33$ 6‐yard bin ‐ one pick‐up per week [1]516.31$ 6‐yard bin ‐ two pick‐ups per week [1]1,017.67$ 6‐yard bin ‐ three pick‐ups per week [1]1,519.94$ 6‐yard bin ‐ four pick‐ups per week [1]2,022.72$ 6‐yard bin ‐ five pick‐ups per week [1]2,525.73$ 6‐yard bin ‐ six picks‐up per week [1]3,028.85$ 6‐yard bin ‐ extra pick‐up [1]209.96$ Commercial Recycling 32 gal cart ‐ one pick‐up per week [1]21.45$ 32 gal cart ‐ two pick‐ups per week [1]42.91$ 32 gal cart ‐ three pick‐ups per week [1]64.37$ 32 gal cart ‐ four pick‐ups per week [1]83.11$ 32 gal cart ‐ five pick‐ups per week [1]101.94$ 32 gal cart ‐ six pick‐ups per week [1]120.76$ 64 or 96 gal cart ‐ one pick‐up per week [1]23.48$ 64 or 96 gal cart ‐ two pick‐ups per week [1]46.96$ 64 or 96 gal cart ‐ three pick‐ups per week [1]70.42$ 64 or 96 gal cart ‐ four pick‐ups per week [1]90.95$ 64 or 96 gal cart ‐ five pick‐ups per week [1]111.55$ 64 or 96 gal cart ‐ six pick‐ups per week [1]132.14$ 64 or 96 gal cart ‐ extra pick‐up [1]11.06$ 1‐yard bin ‐ one pick‐up per week [1]61.86$ 1‐yard bin ‐ two pick‐ups per week [1]105.06$ 1‐yard bin ‐ three pick‐ups per week [1]148.44$ 1‐yard bin ‐ four pick‐ups per week [1]191.67$ 1‐yard bin ‐ five pick‐ups per week [1]235.12$ 1‐yard bin ‐ six pick‐ups per week [1]278.51$ 1‐yard bin ‐ extra pick‐up [1]29.75$ 2‐yard bin ‐ one pick‐up per week [1]84.03$ 2‐yard bin ‐ two pick‐ups per week [1]147.87$ 2‐yard bin ‐ three pick‐ups per week [1]211.75$ 2‐yard bin ‐ four pick‐ups per week [1]275.52$ 2‐yard bin ‐ five pick‐ups per week [1]339.43$ 2‐yard bin ‐ six pick‐ups per week [1]403.31$ 2‐yard bin ‐ extra pick‐up [1]40.41$ 3‐yard bin ‐ one pick‐up per week [1]114.15$ 3‐yard bin ‐ two pick‐ups per week [1]208.13$ 3‐yard bin ‐ three pick‐ups per week [1]302.10$ 3‐yard bin ‐ four pick‐ups per week [1]403.31$ 3‐yard bin ‐ five pick‐ups per week [1]490.02$ 3‐yard bin ‐ six pick‐ups per week [1]584.01$ 3‐yard bin ‐ seven pick‐ups per week [1]680.54$ 3‐yard bin ‐ extra pick‐up [1]54.23$ 4‐yard bin ‐ one pick‐up per week [1]152.22$ 18May 23, 2023 Item #9 Page 287 of 384 Fee Name Fee Type No t e s Fee/Deposit 4‐yard bin ‐ two pick‐ups per week [1] 284.27$ 4‐yard bin ‐ three pick‐ups per week [1]416.36$ 4‐yard bin ‐ four pick‐ups per week [1]548.40$ 4‐yard bin ‐ five pick‐ups per week [1]680.46$ 4‐yard bin ‐ six pick‐ups per week [1]812.52$ 4‐yard bin ‐ seven pick‐ups per week [1]944.71$ 4‐yard bin ‐ extra pick‐up [1]64.89$ 5‐yard bin ‐ one pick‐up per week [1]190.31$ 5‐yard bin ‐ two pick‐ups per week [1]360.49$ 5‐yard bin ‐ three pick‐ups per week [1]530.62$ 5‐yard bin ‐ four pick‐ups per week [1]680.46$ 5‐yard bin ‐ five pick‐ups per week [1]870.92$ 5‐yard bin ‐ six pick‐ups per week [1]1,041.10$ 5‐yard bin ‐ extra pick‐up [1]75.52$ 6‐yard bin ‐ one pick‐up per week [1]208.13$ 6‐yard bin ‐ two pick‐ups per week [1]403.31$ 6‐yard bin ‐ three pick‐ups per week [1]584.01$ 6‐yard bin ‐ four pick‐ups per week [1]812.52$ 6‐yard bin ‐ five pick‐ups per week [1]1,041.10$ 6‐yard bin ‐ six pick‐ups per week [1]1,333.96$ 6‐yard bin ‐ extra pick‐up [1]94.42$ Commercial Bin Compactor ‐ Recycling 3‐yard bin ‐ one pick‐up per week [1]160.01$ 3‐yard bin ‐ two pick‐ups per week [1]299.64$ 3‐yard bin ‐ three pick‐ups per week [1]439.27$ 3‐yard bin ‐ four pick‐ups per week [1]578.88$ 3‐yard bin ‐ five pick‐ups per week [1]718.52$ 3‐yard bin ‐ six picks‐up per week [1]858.17$ 3‐yard bin ‐ extra pick‐up [1]65.07$ 4‐yard bin ‐ one pick‐up per week [1]264.24$ 4‐yard bin ‐ two pick‐ups per week [1]506.27$ 4‐yard bin ‐ three pick‐ups per week [1]748.66$ 4‐yard bin ‐ four pick‐ups per week [1]991.01$ 4‐yard bin ‐ five pick‐ups per week [1]1,233.46$ 4‐yard bin ‐ six picks‐up per week [1]1,475.92$ 4‐yard bin ‐ extra pick‐up [1]107.46$ 6‐yard bin ‐ one pick‐up per week [1]413.05$ 6‐yard bin ‐ two pick‐ups per week [1]814.14$ 6‐yard bin ‐ three pick‐ups per week [1]1,215.94$ 6‐yard bin ‐ four pick‐ups per week [1]1,618.18$ 6‐yard bin ‐ five pick‐ups per week [1]2,020.59$ 6‐yard bin ‐ six picks‐up per week [1]2,423.09$ 6‐yard bin ‐ extra pick‐up [1]167.97$ Commercial Organics Recycling 32 gal cart ‐ one pick‐up per week [1]21.45$ 19May 23, 2023 Item #9 Page 288 of 384 Fee Name Fee Type No t e s Fee/Deposit 32 gal cart ‐ two pick‐ups per week [1] 42.91$ 32 gal cart ‐ three pick‐ups per week [1]64.37$ 32 gal cart ‐ four pick‐ups per week [1]83.11$ 32 gal cart ‐ five pick‐ups per week [1]101.94$ 32 gal cart ‐ six pick‐ups per week [1]120.76$ 64 or 96 gal cart ‐ one pick‐up per week [1]23.48$ 64 or 96 gal cart ‐ two pick‐ups per week [1]46.96$ 64 or 96 gal cart ‐ three pick‐ups per week [1]70.42$ 64 or 96 gal cart ‐ four pick‐ups per week [1]90.95$ 64 or 96 gal cart ‐ five pick‐ups per week [1]111.55$ 64 or 96 gal cart ‐ six pick‐ups per week [1]132.14$ 64 or 96 gal cart ‐ extra pick‐up [1]11.06$ 1‐yard bin ‐ one pick‐up per week [1]61.86$ 1‐yard bin ‐ two pick‐ups per week [1]105.06$ 1‐yard bin ‐ three pick‐ups per week [1]148.44$ 1‐yard bin ‐ four pick‐ups per week [1]191.67$ 1‐yard bin ‐ five pick‐ups per week [1]235.12$ 1‐yard bin ‐ six pick‐ups per week [1]278.51$ 1‐yard bin ‐ extra pick‐up [1]29.75$ 1.5‐yard bin ‐ one pick‐up per week [1]72.94$ 1.5‐yard bin ‐ two pick‐ups per week [1]126.47$ 1.5‐yard bin ‐ three pick‐ups per week [1]180.10$ 1.5‐yard bin ‐ four pick‐ups per week [1]233.59$ 1.5‐yard bin ‐ five pick‐ups per week [1]287.28$ 1.5‐yard bin ‐ six pick‐ups per week [1]340.90$ 1.5‐yard bin ‐ extra pick‐up [1]35.08$ 2‐yard bin ‐ one pick‐up per week [1]84.03$ 2‐yard bin ‐ two pick‐ups per week [1]147.87$ 2‐yard bin ‐ three pick‐ups per week [1]211.75$ 2‐yard bin ‐ four pick‐ups per week [1]275.52$ 2‐yard bin ‐ five pick‐ups per week [1]339.43$ 2‐yard bin ‐ six pick‐ups per week [1]403.31$ 2‐yard bin ‐ extra pick‐up [1]40.41$ 3‐yard bin ‐ one pick‐up per week [1]114.15$ 3‐yard bin ‐ two pick‐ups per week [1]208.13$ 3‐yard bin ‐ three pick‐ups per week [1]302.10$ 3‐yard bin ‐ four pick‐ups per week [1]403.31$ 3‐yard bin ‐ five pick‐ups per week [1]490.02$ 3‐yard bin ‐ six pick‐ups per week [1]584.01$ 3‐yard bin ‐ extra pick‐up [1]54.23$ 4‐yard bin ‐ one pick‐up per week [1]152.22$ 4‐yard bin ‐ two pick‐ups per week [1]284.27$ 4‐yard bin ‐ three pick‐ups per week [1]416.36$ 4‐yard bin ‐ four pick‐ups per week [1]548.40$ 4‐yard bin ‐ five pick‐ups per week [1]680.46$ 20May 23, 2023 Item #9 Page 289 of 384 Fee Name Fee Type No t e s Fee/Deposit 4‐yard bin ‐ six pick‐ups per week [1] 812.52$ 4‐yard bin ‐ extra pick‐up [1]64.89$ Commercial Bin Compactor ‐ Organics Recycling 3‐yard bin ‐ one pick‐up per week [1]160.01$ 3‐yard bin ‐ two pick‐ups per week [1]299.64$ 3‐yard bin ‐ three pick‐ups per week [1]439.27$ 3‐yard bin ‐ four pick‐ups per week [1]578.88$ 3‐yard bin ‐ five pick‐ups per week [1]718.52$ 3‐yard bin ‐ six picks‐up per week [1]858.17$ 3‐yard bin ‐ extra pick‐up [1]65.07$ 4‐yard bin ‐ one pick‐up per week [1]264.24$ 4‐yard bin ‐ two pick‐ups per week [1]506.27$ 4‐yard bin ‐ three pick‐ups per week [1]748.66$ 4‐yard bin ‐ four pick‐ups per week [1]991.01$ 4‐yard bin ‐ five pick‐ups per week [1]1,233.46$ 4‐yard bin ‐ six picks‐up per week [1]1,475.92$ 4‐yard bin ‐ extra pick‐up [1]107.46$ 6‐yard bin ‐ one pick‐up per week [1]413.05$ 6‐yard bin ‐ two pick‐ups per week [1]814.14$ 6‐yard bin ‐ three pick‐ups per week [1]1,215.94$ 6‐yard bin ‐ four pick‐ups per week [1]1,618.18$ 6‐yard bin ‐ five pick‐ups per week [1]2,020.59$ 6‐yard bin ‐ six picks‐up per week [1]2,423.09$ 6‐yard bin ‐ extra pick‐up [1]167.97$ Special Haul Bin Rate 3‐yard bin ‐ one pick‐up per week [1]174.43$ 3‐yard bin ‐ two pick‐ups per week [1]272.60$ 3‐yard bin ‐ three pick‐ups per week [1]370.77$ 3‐yard bin ‐ four pick‐ups per week [1]468.94$ 3‐yard bin ‐ five pick‐ups per week [1]567.13$ 3‐yard bin ‐ six pick‐ups per week [1]665.30$ 3‐yard bin ‐ extra pick‐up [1]56.95$ Construction and Demolition Recycling Special Haul Bin (no Storm Water Fees) 1 week or less [1]123.19$ 2‐yard temporary C&D Recycling Bin [1]143.63$ 3‐yard temporary C&D Recycling Bin [1]145.98$ 4‐yard temporary C&D Recycling Bin [1]158.66$ 6‐yard temporary C&D Recycling Bin [1]163.89$ Other Fees and Charges Bin Exchange [1]79.72$ Bin Lock Set Up Fee [1]49.82$ Locking Fee [1]18.94$ Overloaded Bins [1]68.64$ 21May 23, 2023 Item #9 Page 290 of 384 Fee Name Fee Type No t e s Fee/Deposit Bin paint charge fee ‐ allowed 1 per year. After first paint within one year, there will be a charge per paint request.[1]137.20$ Bin Relocation (first 25 feet free)9.47$ Special haul bin delivery [1]54.95$ Certified burial at Miramar plus special handling fee charged by Miramar [1]430.10$ Commercial Return to Service Fee ‐ The return to service fee for two or more calls in a one‐month period by a bin [1]88.40$ Copy Fee ‐ The charge for copies requested by customers [1]1.88$ Delivery of extra cart [1]15.39$ Late Fee ‐ There will be a minimum fee on any delinquent account ‐ $3 minimum charge [1]4.74$ Bulky Item ‐ Exceeding 5 per pick up ‐ First item [1]55.97$ Bulky Item ‐ Exceeding 5 per pick up ‐ each addl item [1]14.34$ Per Bulky Item ‐ first item [1]55.97$ Per Bulky Item ‐ each additional item [1]14.34$ Bulky Item requiring 2 people to handle [1]80.37$ Contamination Fee ‐ to recover costs for separating solid waste placed in a recycling or green waste container or for arranging a special, unscheduled collection due to contamination. [1]71.36$ Scout service per bin per service [1]64.56$ Residential Return to Service Fee ‐ The return to service fee for two or more calls in a one‐month period by a residential customer [1]44.95$ Restart Fee ‐ The fee for restarting commercial service when a permanent account has been terminated for non‐payment.[1]26.96$ Roll off Service Service Fee ‐ Roll off service [1]292.81$ Disposal Fee per Ton (pass through)[1]57.73$ Recycling Processing Fee per Ton (pass through)[1]37.29$ Organics Processing Fee per Ton (pass through)[1]82.37$ C&D Processing Fee per Ton (pass through)[1]77.75$ Contaminated Load (per occurrence)[1]292.81$ Roll off ‐ Demurrage Per Day Charge [1]6.24$ Delivery [1]75.36$ Delivery Demo (includes signage) [1]79.66$ Relocation Charge onsite [1]58.87$ Relocation Charge offsite [1]83.99$ Wash Out Receiver Boxes [1]67.36$ Dead Run charge [1]100.96$ Standby charge after 5 minutes [1]2.67$ [Notes] [1] Set per contract by Republic Services Single and Multi‐Family Resident Bulky Item Pick‐Ups ‐ 5 items maximum per pick up Commercial Bulky Item Pick‐Ups 22May 23, 2023 Item #9 Page 291 of 384 Fee Name Fee Type No t e s Utility Account and Service Fees Water Account Fees Discontinuation of Service ‐ Non‐Payment (Shut‐off)each [2] Service Reconnection (Non‐Payment) ‐ Same Day/Non‐Business hours (After Hours Turn‐On)each [2],[3] Continuity of Service each [2] Electronic Notice (in lieu of door hanger)each [2] Door Hanger Notice each [2] New Account Set Up (Admin)each [2] Service Reconnection for Non‐Payment (Next Day) Business Hours (Next Scheduled Day Turn‐On)each [2],[3] New Account Service Connection ‐ (Same Day) Business Hours (Same Day Turn‐On)each [2] Water Services Fees Utility Standards and Specifications each [1] Potable Water Meter ‐ Construction Meter Deposit deposit [1] Potable Water Meter ‐ Construction Meter Installation each [2] Potable Water Meter ‐ Construction Meter Relocation each [2] Blueprinting of Standard Size (24" x 36") Improvement Plan Sheet (cost for each)each [2] Potable Backflow Preventer Annual Testing ‐ 1st Notice each, per month [1] Potable Backflow Preventer Annual Testing ‐ 2nd Notice per month [1] Potable Backflow Preventer Annual Testing ‐ 3rd Notice per month [1] Potable Water Shutdown Fee each [1] Recycled Water Fees Cross‐Connection Inspection ‐ County Department of Environmental Health (CDEH)each [2] Cross‐Connection Reinspection each [2] Recycled Water Meter ‐ Construction Meter Deposit deposit [1] Recycled Water Meter ‐ Construction Meter Installation each [2] Recycled Water Meter ‐ Construction Meter Relocation each [2] E28 Recycled Water Shutdown ‐ Actual Cost each [2] Wastewater Fees Fats, Oils, and Grease (FOG) Fee each [1] Third Party Hydraulic Modelling Fees Third Party Hydraulic Modelling ‐ Consultant Cost (All Water Systems)per project [1],[4] Processing Fees ‐ Wastewater 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5] Processing Fees ‐ Potable Water System Pressure Check each [2] 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5] Processing Fees ‐ Recycled Water System Pressure Check each [2] 1‐4 units residential and commercial < 9,400 s.f.per project [2],[5] All others per project [2],[5] Fee/Deposit 61.00$ 249.00$ 9.00$ 3.00$ 33.00$ 43.00$ 106.00$ 145.00$ Actual Cost 900.00$ 247.00$ 109.00$ 12.00$ 3.00$ 21.00$ 53.00$ 922.00$ Actual Cost Actual Cost 900.00$ 247.00$ 109.00$ 922.00$ 161.00$ Actual Cost 406.00$ 812.00$ 347.00$ 692.00$ 1,153.00$ 321.00$ 535.00$ 1,068.00$ 23May 23, 2023 Item #9 Page 292 of 384 I I I I Fee Name Fee Type No t e s Utilities Department Fees Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2] [Notes] [1] Set per City policy [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Set per CA Health and Safety Code 1169149(a)(1) [4] Total fee will reflect actual consultant billings [5] Staff cost is in addition to actual consultant billings Fee/Deposit 173.00$ 24May 23, 2023 Item #9 Page 293 of 384 Fee Name Fee Type No t e s Fee/Deposit Utility Meter Installation Fees Potable Water (meter size, inches) 5/8" Ultrasonic per [1]429.00$ Fire Protection – 5/8" Ultrasonic per [1]429.00$ 3/4” Ultrasonic per [1]425.00$ 1” Ultrasonic per [1]544.00$ 1‐1/2” Ultrasonic per [1]661.00$ 1‐1/2” Turbo per [1]802.00$ 2” Ultrasonic per [1]939.00$ 2” Turbo per [1]988.00$ 3" Ultrasonic per [1] Actual Cost 4" Ultrasonic per [1] Actual Cost 6” Ultrasonic per [1] Actual Cost 8” Ultrasonic per [1] Actual Cost 10” Ultrasonic per [1]Actual Cost 12” Ultrasonic per [1] Actual Cost Recycled Water (meter size, inches) 5/8" Ultrasonic per [1]429.00$ Fire Protection – 5/8" Ultrasonic per [1]429.00$ 3/4” Ultrasonic per [1]425.00$ 1” Ultrasonic per [1]544.00$ 1‐1/2” Turbo per [1]802.00$ 2” Turbo per [1]988.00$ 3" Ultrasonic per [1] Actual Cost 4" Ultrasonic per [1] Actual Cost 6” Ultrasonic per [1] Actual Cost 8” Ultrasonic per [1] Actual Cost 10” Ultrasonic per [1] Actual Cost 12” Ultrasonic per [1] Actual Cost The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”. These fees are in addition to the Potable & Recycled Water Connection Fees and SDCWA Fee. 25May 23, 2023 Item #9 Page 294 of 384 Fee Name Fee Type No t e s Fee/Deposit Utility Potable and Recycled Water Connection Fees (meter size, inches) Ultrasonic 5/8” each [1]5,240.00$ 3/4”each [1]7,471.00$ 1”each [1]11,791.00$ 1‐1/2”each [1]22,272.00$ 2”each [1]33,541.00$ 3”each [1]56,745.00$ 4”each [1]88,271.00$ 6”each [1] 163,931.00$ 8”each [1] 193,754.00$ Turbo (All Irrigation Meters) 1‐1/2”each [1]26,147.00$ 2”each [1]41,924.00$ 3”each [1]88,271.00$ 4”each [1] 252,203.00$ 6”each [1] 504,395.00$ 8”each [1] 706,396.00$ [Notes] [1] Set per City policy These fees are in addition to the Meter Installation Fees and SDCWA Fees. 26May 23, 2023 Item #9 Page 295 of 384 Fee Name Fee Type No t e s Fee/Deposit San Diego County Water Authority (SDCWA) Fees SDCWA System Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]5,328.00$ 3/4” Displacement per [1]5,328.00$ 1” Displacement per [1]8,525.00$ 1‐1/2” Displacement per [1]15,984.00$ 1‐1/2” Turbo per [1]15,984.00$ 2” Displacement per [1]27,706.00$ 2” Turbo per [1] 27,706.00$ 3” per [1] 51,149.00$ 4” per [1]87,379.00$ 6”per [1] 159,840.00$ 8”per [1]277,056.00$ 10”per [1] 415,584.00$ 12”per [1] 703,296.00$ Water Treatment Capacity Charge (meter size, inches) Fire Protection per [1] Based on size of meter 5/8" Displacement per [1]149.00$ 3/4” Displacement per [1]149.00$ 1” Displacement per [1]238.00$ 1‐1/2” Displacement per [1]447.00$ 1‐1/2” Turbo per [1]447.00$ 2” Displacement per [1]775.00$ 2” Turbo per [1]775.00$ 3” per [1]1,430.00$ 4” per [1]2,443.00$ 6”per [1]4,470.00$ 8”per [1]7,748.00$ 10”per [1]11,622.00$ 12”per [1]19,668.00$ [Notes] [1] The following language is based on Carlsbad Municipal Water District Ordinance 45: Where a single family residential water meter is required to be 1” due to a fire sprinkler requirement, the Connection Fee, SDCWA System Capacity Charge and the Water Treatment Capacity Charge will be based on the size of the meter necessary to meet the water use requirements, not the actual meter size of 1”. These fees are set by San Diego County Water Authority, effective January 1, 2023, and are in addition to the Meter Installation Fees and Potable and Reclaimed Connection Fees. 27May 23, 2023 Item #9 Page 296 of 384 I I I I Section 2 Development Related Service Fees May 23, 2023 Item #9 Page 297 of 384 Fee Name Fee Type No t e s Fee/Deposit Planning Department Fees Agricultural Mitigation Fee per net converted acre [1] $ 10,000.00 Amendments and Revisions to Approved Projects flat [1] 50% of Current Application Fee Appeals to Planning Commision/City Council [2] 900.00$ Building Plan Review Minor Projects, per permit each [3]104.00$ Major Projects, per permit each [4]314.00$ Coastal Development Permit (CDP) 2 ‐ 4 unit or lot subdivision and SFD w/bluff (per unit or lot, whichever is greater)per permit [2]6,485.00$ 5 or more units or lot subdivision per permit [2]11,686.00$ Emergency flat [2]2,277.00$ Exemption flat [2]336.00$ Minor Permit flat [2]3,031.00$ Non‐Residential + 10 cents per sq. ft.flat [2]3,192.00$ Single Family Lot flat [2]4,248.00$ Conditional Use Permit (CUP) Within Biological Habitat Preserve flat [2]2,772.00$ Minor flat [2]2,889.00$ Regular flat [2]10,813.00$ Daycare Permit (7 ‐ 14 Children)flat [2]289.00$ Environmental Impact Assessment (EIA) Initial Study ‐ NEGATIVE DECLARATION base fee (flat) [2]2,889.00$ Initial Study ‐ MITIGATED NEG DEC base fee (flat) [2]5,834.00$ Initial Study – checklist for streamlining or within the scope determinations base fee (flat) [2]2,428.00$ Initial Study – addendum for MNDs or NDs (city processing fee plus actual cost)base fee (flat) [2]3,339.00$ Environmental Impact Report (EIR) Addendum First 20 hours of project planner base fee (flat) [2]4,494.00$ >20 hours of project planner per hour [2]126.00$ Focused/Supplemental (requiring a public hearing) First 120 hours of project planner and 20 hours of project engineer base fee (flat) [2]19,551.00$ >120 project planner hours and >20 project engineer hours per hour [2]290.00$ FULL EIR First 180 hours of project planner and 40 hours of project engineer base fee (flat) [2]30,145.00$ >180 project planner hours and >40 project engineer hours per hour [2]290.00$ 29May 23, 2023 Item #9 Page 298 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Fish & Game Fee Environmental Impact Report (EIR) flat [5] $3,889.25 Environmental Document pursuant to a Certified Regulatory Program (CRP)flat [5] $1,355.25 Negative Declaration (ND)/Mitigated Negative Declaration (MND) flat [5] $2,814.00 Extensions to projects in process flat [1] 25% of current fee General Plan Amendment deposit [2]15,669.00$ Habitat Management Plan (HMP) Amendment to Plan Document ‐ Major ‐ first 60 hours of project planner base fee (flat) [2]8,688.00$ >60 hours of project planner per hour [2]126.00$ Amendment to Plan Document ‐ Minor flat [2]4,969.00$ Permit ‐ Major ‐first 40 hours of project planner base fee (flat) [2]6,334.00$ >40 hours or project planner per hour [2]126.00$ Permit ‐ Minor ‐ first 20 hours of project planner base fee (flat) [2]747.00$ >20 hours of project planner per hour [2]126.00$ Permit ‐ MINOR W/MINISTERIAL PERMIT flat [2]664.00$ Hillside Development Permit ‐ Major ‐ first 40 hours of project planner base fee (flat) [2]6,717.00$ Hillside Development Permit ‐ Minor ‐ first 20 hours of project planner base fee (flat) [2]1,715.00$ Historic Preservation Permit Local Register Application each [2]1,901.00$ Mills Act Application each [2]4,076.00$ Concurrent Local Register and Mills Act Applications each [2]4,669.00$ Third Party Technical Report Review ‐ Contractor Cost each [2] Actual Cost Mills Act Inspections each [2]No Fee Inspection ‐ Additional Planning per hour [2]126.00$ Inspection ‐ Overtime per hour per hour [2]143.00$ Landscape Plan Check/Inspection Fees City Processing Fee per project [2]377.00$ Contractor Cost per project [1] Actual Cost Local Coastal Plan ‐ Amendment flat [2]12,383.00$ Local Facilities Management Fees ‐ as established by Council deposit [1] Actual Cost Local Facilities Management Plan/Amendment ‐ Fee + deposit in minimum increments of $5,000 deposit [1]10,000.00$ Master Plan Master Plan ‐ Pre‐Filing Submittal flat [1]9,174.00$ First 200 hours of project planner and 100 hours of project engineer base fee (flat) [2]42,915.00$ >200 project planner hours and >100 project engineer hours per hour [2]369.00$ 30May 23, 2023 Item #9 Page 299 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Major Amendment First 100 hours of project planner and 40 hours of project engineer base fee (flat) [2] 20,426.00$ >100 project planner hours and >40 project engineer hours per hour [2] 344.00$ Minor Amendment First 30 hours of project planner and 7 hours of project engineer base fee (flat) [2]3,877.00$ >30 project planner hours and >7 project engineer hours per hour [2]344.00$ Non‐Conforming Construction Permit flat [2]938.00$ Notice Fee (+ postage)flat [1] Actual Cost Plan Consistency Determination [2]976.00$ Planned Development (residential/non‐residential) ‐ 5 or more lots/units ‐ Major Subdivision per project [2]15,928.00$ Planned Development (residential/non‐residential) ‐ 4 or fewer lots/units per project [2]7,699.00$ Planning Commission Agenda and Minutes (+ postage)per page [1] Copy Charge Planning Commission Determination‐other flat [2]2,699.00$ Postage (All)flat [1] Current Postage Rate x Number of labels Precise Development Plan flat [2]15,599.00$ Preliminary Plan Review ‐ Major (Other)flat [2]976.00$ Preliminary Plan Review ‐ Minor (SFD)flat [2]274.00$ Reversion to Acreage (Consistent with city payroll records charged against a $3,100 deposit) First 25 hours of project planner and 20 hours of project engineer base fee (flat) [2]5,626.70$ Satellite Antenna Permit flat [2]579.00$ Sign Program Sign Permit (including non‐commercial)flat [2]70.00$ Sign Program flat [2]1,455.00$ Modified Minor Sign Program flat [2]964.00$ Modified Regular Sign Program flat [2]2,599.00$ Site Development Plan Minor ‐ Village Area Request for a Parking Option flat [2]618.00$ Minor ‐ Residential, less than or equal to 4 units/lots or as required per CMC/PLAN flat [2]5,388.00$ Major ‐ 5 or more units/lots or as required per CMC/PLAN flat [2]19,327.00$ Special Use Permit ‐ Other flat [2]6,136.00$ Special Use Permit ‐ Floodplain flat [2]5,761.00$ 31May 23, 2023 Item #9 Page 300 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Specific Plan Base Fee First 200 hours of project planner and 60 hours of project engineer base fee (flat) [2] 39,861.00$ >200 project planner hours and >60 project engineer hours per hour [2] 344.00$ Amendment ‐ Major First 180 hours of project planner and 30 hours of project engineer base fee (flat) [2]30,745.00$ >180 project planner hours and >30 project engineer hours per hour [2]344.00$ Amendment ‐ Minor First 20 hours of project planner and 7 hours of project engineer base fee (flat) [2]3,793.00$ >20 project planner hours and >7 project engineer hours per hour [2]344.00$ Street Name Change flat [2]2,279.00$ Tentative Maps Tentative Parcel Map ‐ Minor Subdivision ‐ 0‐ 4 Lots/Units flat [2]6,641.00$ Tentative Tract Map ‐ 5 ‐ 49 units/lots flat [2]13,624.00$ Tentative Tract Map ‐ 50 + units/lots flat [2]19,386.00$ Tentative Tract Map Litigation Stay flat [1] 25% of current fee Third Party Review Processing Fee per project [2]773.00$ Consultant Cost per project [1] Actual Cost Variance flat [2]4,982.00$ Variance ‐ Minor flat [2]1,036.00$ Village Area Village Area Review ‐ Administrative flat [2]567.00$ Village Area Review ‐ Major ‐ Plus Noticing Costs flat [2]4,013.00$ Village Area Review ‐ Minor ‐ Plus Noticing Costs flat [2]2,189.00$ Village Area ‐ Parking In Lieu Fee each [1]11,240.00$ Wireless Communication Third Party Review flat [1] Actual Cost Zone Change flat [2]12,184.00$ Zone Code Compliance Letter flat [2]159.00$ Research Fee per hour [2]159.00$ Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2]113.00$ TOTAL [Notes] [1] Set per City policy [2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Minor: residential new/remodel, commercial/industrial tenant improvement [4] Major: Commercial/Industrial new [5]Set by Department of Fish and Wildlife. Fish & Game fees are additional to the EIA/EIR fees. Includes $50.00 County Clerk processing fee. Updated with new fees effective Jan. 1, 2023. Additional County fees may apply. 32May 23, 2023 Item #9 Page 301 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Engineering Department Fees Adjustment Plat per project [2] 1,775.00$ Building Plan Review Minor Projects, per permit each [3] 74.00$ Major Projects, per permit each [4]618.00$ Certificate Certificate of Compliance each [2]1,440.00$ Certificate of Compliance In Lieu of Parcel Map each [2]3,973.00$ Certificate of Correction each [2]1,119.00$ Construction Change Review ‐ Major Base Fee per project [2]945.00$ Plus fee per sheet per sheet [2]366.00$ Construction Change Review ‐ Minor Base Fee per project [2]671.00$ Plus fee per sheet per sheet [2]303.00$ Developer Agreements ‐ Deposit $10,000 increments (Consistent with city payroll records + overhead)deposit [1] Actual Cost Easement Document Processing and Recording per project [2]1,583.00$ Encroachment Agreement Processing per project [2]495.00$ Grading Permit Investigation Fee (Consistent with city payroll records + overhead)deposit [1] Actual Cost Grading Plan Check Fees (cubic yard) 0 ‐ 100 CY flat [2],[5]1,958.00$ 101 CY flat [2],[5]2,614.00$ each additional 100 CY up to 1,000 each [2],[5]165.00$ 1,001 CY flat [2],[5]4,566.00$ each additional 1,000 CY up to 10,000 each [2],[5]227.00$ 10,001 flat [2],[5]6,702.00$ each additional 10,000 CY up to 100,000 each [2],[5]322.00$ 100,001 flat [2],[5]9,595.00$ each additional 10,000 CY up to 200,000 each [2],[5]370.00$ 200,001 flat [2],[5] 13,974.00$ each additional 100,000 CY up to 400,000 each [2],[5]800.00$ 400,001 flat [2],[5] 15,590.00$ each additional 100,000 CY up to 1,000,000 each [2],[5]556.00$ 1,000,001 flat [2],[5] 18,974.00$ each additional 100,00 CY each [2],[5]1,827.00$ 33May 23, 2023 Item #9 Page 302 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Grading Permit Fees (cubic yard) 0 ‐ 100 CY flat [2],[5] 2,590.00$ 101 CY flat [2],[5] 2,595.00$ each additional 100 CY up to 1,000 each [2],[5]201.00$ 1,001 CY flat [2],[5]4,458.00$ each additional 1,000 CY up to 10,000 each [2],[5]202.00$ 10,001 flat [2],[5]6,330.00$ each additional 10,000 CY up to 100,000 each [2],[5]318.00$ 100,001 flat [2],[5]9,290.00$ each additional 10,000 CY up to 200,000 each [2],[5]183.00$ 200,001 flat [2],[5] 11,312.00$ each additional 100,000 CY up to 400,000 each [2],[5]202.00$ 400,001 flat [2],[5] 17,064.00$ each additional 100,000 CY up to 1,000,000 each [2],[5]1,734.00$ 1,000,001 flat [2],[5] 27,969.00$ each additional 100,00 CY each [2],[5]2,680.00$ Improvement Plan Review Fee $0 ‐ $20,000 flat [2]3,350.00$ $20,001 flat [2]4,698.00$ each additional $10,000 up to $50,000 each [2]412.00$ $50,001 flat [2]6,073.00$ each additional $10,000 up to $100,000 each [2]446.00$ $100,001 flat [2]8,409.00$ each additional $10,000 up to $250,000 each [2]412.00$ $250,001 flat [2]17,248.00$ each additional $10,000 up to $500,000 each [2]207.00$ $500,001 flat [2]22,813.00$ each additional $10,000 up to $1,000,000 each [2]112.00$ $1,000,001 flat [2]28,820.00$ each additional $10,000 each [2]268.00$ 34May 23, 2023 Item #9 Page 303 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Improvement Inspection $0 ‐ $20,000 flat [2]1,677.00$ $20,001 flat [2]2,932.00$ each additional $10,000 up to $50,000 each [2]458.00$ $50,001 flat [2]4,856.00$ each additional $10,000 up to $100,000 each [2]243.00$ $100,001 flat [2]6,125.00$ each additional $10,000 up to $250,000 each [2]189.00$ $250,001 flat [2]9,102.00$ each additional $10,000 up to $500,000 each [2]198.00$ $500,001 flat [2]13,975.00$ each additional $10,000 up to $1,000,000 each [2]129.00$ $1,000,001 flat [2]21,428.00$ each additional $10,000 each [2]199.00$ Mapping Fees Final Tract Map ‐ Major Subdivision Base Fee per project [2]11,059.00$ additional acre per acre [2]121.00$ Parcel Map ‐ Minor Subdivision per project [2]5,238.00$ Neighborhood Improvement Agreements each [2]217.00$ Oversize Load Permit ‐ 1 trip each [6]16.00$ Oversize Load Permit ‐ Annual/Per Year each [6]90.00$ Quitclaim of Easement each [2]945.00$ Reapportionment Fees for 1911 Act Assessment Districts each [1] Actual Cost Retaining Wall Plan Check Fees Retaining Wall Plan Check Valuation $0 ‐ $50,000 flat [2]502.00$ $50,001 ‐ $250,000 flat [2]2,330.00$ $250,000+flat [2]4,104.00$ Reversion to Acreage deposit [2]3,904.00$ Right‐of‐Way Permit Minor ‐ Non‐Construction each [2]236.00$ Minor ‐ Construction each [2]552.00$ Utility City Processing Fee each [2]388.00$ Inspector's Time hourly [2]146.00$ Utility (by contract)each [2]1,118.00$ Use ‐ Initial Permit Curb Cafe each [2]565.00$ Outdoor Display each [2]236.00$ Sidewalk Café each [2]565.00$ Use ‐ Annual Renewal Curb Cafe each [2]236.00$ Outdoor Display each [2]236.00$ Sidewalk Café each [2]236.00$ 35May 23, 2023 Item #9 Page 304 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Village Area ‐ Curb Café (max of two parking spaces)per space/ per year [2]2,631.00$ Secured Agreement Processing ‐ Extension each [2]392.00$ Secured Agreement Processing ‐ Replacement each [2]691.00$ Segregation of Assessments ‐ 1‐ 4 lots (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760‐8769 ) deposit [1] Actual Cost Segregation of Assessments ‐ 5 lots or more ‐ fee + $20 per lot (Consistent with city payroll records + overhead, consultant cost and recording fee. Also see Streets and Highways Code Section 8760‐8769) deposit [1] Actual Cost Storm Water Pollution Prevention Plan (SWPPP) Fees Plan Review Fee Tier 1per site [2] 82.00$ Tier 2per site [2]388.00$ Tier 3 one acre or less [2]888.00$ Tier 3 ‐ Supplemental Fee per acre [2]142.00$ Inspection Fee Tier 1per site [2]4,361.00$ Tier 2per site [2]5,294.00$ Tier 3 one acre or less [2]6,281.00$ Tier 3 ‐ Supplemental Fee per acre [2]1,303.00$ Storm Water Quality Management Plan (SWQMP) Fees Plan Review ‐ Base Fee each [2]1,370.00$ Plan Review ‐ For each subsequent acre or portion thereof over one half acre per acre [2]111.00$ Plan Review ‐ Trash Capture Only each [2]1,597.00$ Inspection Fee ‐ Base Fee each [2]851.00$ Inspection Fee ‐ For each subsequent acre or portion thereof over one half acre per acre [2]597.00$ Street Vacation ‐ Street/Public Service Easement Vacation ‐ Regular each [2]4,609.00$ Street Vacation ‐ Street/Public Service Easement Vacation ‐ Summary each [2]1,985.00$ Third Party Review Processing Fee per project [2]345.00$ Consultant Cost per project [1] Actual Cost Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [2] 222.00$ [Notes] [1] Set per City policy [2] Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] Minor: residential new/remodel, commercial/industrial tenant improvement [4] Major: Commercial/Industrial new [5] [6] [7] Maximum limit set by CA Vehicle Code 35795(b)(1) Quantities are calculated by using the greater of cut/fill, plus remedial work. Plan checks extending more than 24 months may be assessed an additional fee of 25% of the current plan check fee. Minor grading plan check fees are 50% of standard plan check fees. Qualifying for minor grading plan check is subject to City Engineer approval per CMC 15.16.062. 36May 23, 2023 Item #9 Page 305 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Building Department Fees New Construction, Additions, and Major Remodels [1] Commercial/Industrial Uses ‐ Structural (All newly constructed or added space for non‐residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 500 sq. ft.flat [2]1,196.00$ additional sq. ft. up to 4,999 each [2]0.38$ 5,000 sq. ft.flat [2]2,882.00$ additional sq. ft. up to 9,999 each [2]0.50$ 10,000 sq. ft.flat [2]5,397.00$ additional sq. ft. up to 49,999 each [2]0.05$ 50,000 sq. ft.flat [2]7,390.00$ additional sq. ft. up to 99,999 each [2]0.11$ 100,000 sq. ft.flat [2]13,124.00$ additional sq. ft.each [2]0.13$ Commercial Residential and Multifamily Residential Uses ‐ (All newly constructed or added space for residential occupancies classified as CBC Group R (except R‐3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 500 sq. ft.flat [2]1,134.00$ additional sq. ft. up to 4,999 each [2]0.63$ 5,000 sq. ft.flat [2]3,955.00$ additional sq. ft. up to 9,999 each [2]0.62$ 10,000 sq. ft.flat [2]7,053.00$ additional sq. ft. up to 49,999 each [2]0.06$ 50,000 sq. ft.flat [2]9,352.00$ additional sq. ft. up to 99,999 each [2]0.16$ 100,000 sq. ft.flat [2]17,294.00$ additional sq. ft.each [2]0.17$ Low and Moderate Hazard Storage ‐ (All newly constructed or added space for storage occupancies classified as CBC Group S, or other storage occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 500 sq. ft.flat [2]1,075.00$ additional sq. ft. up to 4,999 each [2]0.38$ 5,000 sq. ft.flat [2]2,772.00$ additional sq. ft. up to 9,999 each [2]0.25$ 10,000 sq. ft.flat [2]4,018.00$ additional sq. ft. up to 49,999 each [2]0.03$ 50,000 sq. ft.flat [2]5,178.00$ additional sq. ft. up to 99,999 each [2]0.01$ 100,000 sq. ft.flat [2]5,659.00$ additional sq. ft.each [2]0.06$ 37May 23, 2023 Item #9 Page 306 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Attached Accessory and Utility Uses ‐ (All newly constructed, added or structurally remodeled space for utility and accessory occupancies classified as CBC Group U, or other utility and accessory occupancies not specifically addressed elsewhere in this Fee Schedule 0 ‐ 200 sq. ft.flat [2]566.00$ additional sq. ft. up to 399 each [2]2.00$ 400 sq. ft.flat [2]877.00$ additional sq. ft. up to 599 each [2]0.71$ 600 sq. ft.flat [2]1,019.00$ additional sq. ft. up to 999 each [2]0.35$ 1,000 sq. ft.flat [2]1,160.00$ additional sq. ft. up to 2,999 each [2]0.17$ 3,000 sq. ft.flat [2]1,500.00$ additional sq. ft.each [2]0.50$ Detached Accessory and Utility Uses ‐ (All newly constructed, added, or structurally remodeled space for utility and accessory occupancies/uses not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 200 sq. ft.flat [2]566.00$ additional sq. ft. up to 399 each [2]2.00$ 400 sq. ft.flat [2]877.00$ additional sq. ft. up to 599 each [2]0.71$ 600 sq. ft.flat [2]1,019.00$ additional sq. ft. up to 999 each [2]0.35$ 1,000 sq. ft.flat [2]1,160.00$ additional sq. ft. up to 2,999 each [2]0.17$ 3,000 sq. ft.flat [2]1,500.00$ additional sq. ft.each [2]0.50$ Shell Buildings for all Commercial/Industrial Uses ‐ (The enclosure for all newly constructed or added space for non‐residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the interior is not completed or occupiable) 0 ‐ 500 sq. ft.flat [2]934.00$ additional sq. ft. up to 4,999 each [2]0.25$ 5,000 sq. ft.flat [2]2,038.00$ additional sq. ft. up to 9,999 each [2]0.29$ 10,000 sq. ft.flat [2]3,509.00$ additional sq. ft. up to 49,999 each [2]0.02$ 50,000 sq. ft.flat [2]4,640.00$ additional sq. ft. up to 99,999 each [2]0.01$ 100,000 sq. ft.flat [2]5,207.00$ additional sq. ft.each [2]0.05$ 38May 23, 2023 Item #9 Page 307 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Commercial/Industrial Tenant Improvement ‐ Structural ‐ (Structurally remodeled space for non‐residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered) 0 ‐ 500 sq. ft.flat [2]821.00$ additional sq. ft. up to 4,999 each [2]0.23$ 5,000 sq. ft.flat [2]1,868.00$ additional sq. ft. up to 9,999 each [2]0.10$ 10,000 sq. ft.flat [2]2,377.00$ additional sq. ft. up to 49,999 each [2]0.06$ 50,000 sq. ft.flat [2]4,811.00$ additional sq. ft. up to 99,999 each [2]0.05$ 100,000 sq. ft.flat [2]7,328.00$ additional sq. ft.each [2]0.07$ Commercial/Industrial Tenant Improvement ‐ Non‐structural ‐ (Non‐ structurally remodeled space for non‐residential occupancies classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered) 0 ‐ 500 sq. ft.flat [2]742.00$ additional sq. ft. up to 4,999 each [2]0.22$ 5,000 sq. ft.flat [2]1,754.00$ additional sq. ft. up to 9,999 each [2]0.08$ 10,000 sq. ft.flat [2]2,150.00$ additional sq. ft. up to 49,999 each [2]0.05$ 50,000 sq. ft.flat [2]4,272.00$ additional sq. ft. up to 99,999 each [2]0.04$ 100,000 sq. ft.flat [2]6,423.00$ additional sq. ft.each [2]0.06$ Commercial Residential and Multifamily Residential Remodels ‐ Structural ‐ (Structurally remodeled space for residential occupancies classified as CBC Group R (except R‐3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 500 sq. ft.flat [2]877.00$ additional sq. ft. up to 4,999 each [2]0.48$ 5,000 sq. ft.flat [2]3,312.00$ additional sq. ft. up to 9,999 each [2]0.39$ 10,000 sq. ft.flat [2]5,243.00$ additional sq. ft. up to 49,999 each [2]0.08$ 50,000 sq. ft.flat [2]8,279.00$ additional sq. ft. up to 99,999 each [2]0.10$ 100,000 sq. ft.flat [2]13,308.00$ additional sq. ft.each [2]0.13$ 39May 23, 2023 Item #9 Page 308 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Commercial Residential and Multifamily Residential Remodels ‐ Non Structural ‐ (Non‐Structurally remodeled space for residential occupancies classified as CBC Group R (except R‐3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 500 sq. ft.flat [2]951.00$ additional sq. ft. up to 4,999 each [2]0.31$ 5,000 sq. ft.flat [2]2,331.00$ additional sq. ft. up to 9,999 each [2]0.47$ 10,000 sq. ft.flat [2]4,661.00$ additional sq. ft. up to 49,999 each [2]0.07$ 50,000 sq. ft.flat [2]7,421.00$ additional sq. ft. up to 99,999 each [2]0.10$ 100,000 sq. ft.flat [2]12,327.00$ additional sq. ft.each [2]0.12$ Single Family Dwellings and Duplexes ‐ (All newly constructed or added space for residential occupancies classified as CBC Group R‐3, including custom builds and model homes for tract master plans, or other similar residential occupancies not specifically addressed elsewhere in this Fee Schedule) 0 ‐ 1,000 sq. ft.flat [2]1,330.00$ additional sq. ft. up to 2,499 each [2]0.47$ 2,500 sq. ft.flat [2]2,038.00$ additional sq. ft. up to 3,999 each [2]0.30$ 4,000 sq. ft.flat [2]2,490.00$ additional sq. ft. up to 5,999 each [2]0.28$ 6,000 sq. ft.flat [2]3,056.00$ additional sq. ft. up to 7,999 each [2]0.31$ 8,000 sq. ft.flat [2]3,678.00$ additional sq. ft.each [2]0.46$ Duplicate Floor Plan Review ‐ Single Family Dwellings and Duplexes 0 ‐ 1,000 sq. ft.flat [2]1,110.00$ additional sq. ft. up to 2,499 each [2]0.28$ 2,500 sq. ft.flat [2]1,529.00$ additional sq. ft. up to 3,999 each [2]0.15$ 4,000 sq. ft.flat [2]1,754.00$ additional sq. ft. up to 5,999 each [2]0.23$ 6,000 sq. ft.flat [2]2,207.00$ additional sq. ft. up to 7,999 each [2]0.20$ 8,000 sq. ft.flat [2]2,603.00$ additional sq. ft.each [2]0.33$ 40May 23, 2023 Item #9 Page 309 of 384 I I I I Fee Name Fee Type No t e s Fee/Deposit Duplicate Floor Plan Review ‐ Attached or Detached Accessory and Utility Uses 0 ‐ 200 sq. ft.flat [2]538.00$ additional sq. ft. up to 399 each [2]0.85$ 400 sq. ft.flat [2]708.00$ additional sq. ft. up to 599 each [2]0.28$ 600 sq. ft.flat [2]763.00$ additional sq. ft. up to 999 each [2]0.50$ 1,000 sq. ft.flat [2]962.00$ additional sq. ft. up to 2,999 each [2]0.16$ 3,000 sq. ft.flat [2]1,273.00$ additional sq. ft.each [2]0.42$ Site Improvements ‐ This includes substantial development of private parking lots which are processed separate of the structure and include any combination of the following: Underground utilities, parking lot lighting, accessible path of travel analysis, grading, drainage and compliance with the City's parking and driveway standards. 0 ‐ 500 sq. ft.flat [2]452.00$ additional sq. ft. up to 4,999 each [2]0.14$ 5,000 sq. ft.flat [2]1,103.00$ additional sq. ft. up to 9,999 each [2]0.07$ 10,000 sq. ft.flat [2]1,471.00$ additional sq. ft. up to 49,999 each [2]0.01$ 50,000 sq. ft.flat [2]1,698.00$ additional sq. ft. up to 99,999 each [2]0.01$ 100,000 sq. ft.flat [2]2,150.00$ additional sq. ft.each [2]0.02$ [Notes] [1] [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Valuation based on current valuation multiplier published by the San Diego Chapter of the International Code Council. CBC 109.3 Building permit valuations. 41May 23, 2023 Item #9 Page 310 of 384 I I I I Fee Name Fee Type Building Department Fees Minor/Miscellaneous Residential & Commercial Improvements Above Ground Storage Tank per permit Cell Site Radio over 30 ft. high each Dish, 10 ft. dia. w/decoder each Equipment Enclosure each Awning or Canopy per permit Bollards up to 4pcs per permit Certificate of Occupancy per permit Decks / Balcony Repair each New/Replace each Demolition of Building Commercial each Residential each Fence or Freestanding Wall up to 100'each Fire Damage Repair ‐ Residential ‐ Minor per permit Fireplace Repair/Replace per permit Foundation Repair Commercial each Residential each Greenhouse per permit Manufactured House / Building Commercial per permit Residential per permit Mobile Home (Within a park, per current edition of Title 25, published by California Division of Housing and Community Development.) per permit Partition/ Wall ‐ Interior/Non‐Structural <100'per permit Patio Frame with Cover each Frame with Cover & Walls each Screen or Plastic Walls each Plastering Outside per permit Remodel ‐ Residential Kitchen/Bath each Other ‐ up to 500 sq. ft.each Other ‐ above 500 sq. ft. (in addition to up to 500 sq. ft. fee) per 100 sq. ft. Repairs ‐ Miscellaneous Commercial each Residential each Retaining Wall Non‐Engineered ‐ City Standard per permit Fee/Deposit 266.00$ 741.00$ 490.00$ 1,119.00$ 280.00$ 350.00$ 20.00$ 115.00$ 315.00$ 358.00$ 629.00$ 629.00$ 249.00$ 472.00$ 525.00$ 525.00$ 525.00$ 334.00$ 197.00$ 594.00$ 184.00$ 115.00$ 629.00$ 472.00$ 131.00$ 401.00$ 551.00$ 0.39$ 419.00$ 99.00$ 153.00$ 42May 23, 2023 Item #9 Page 311 of 384 Fee Name Fee Type Reroofing Commercial per permit Residential per permit Roof Structure Repair / Reinforcement Commercial each Residential each Saunas (Steam)per permit Sign Wall ‐ Illuminated per permit Wall ‐ Non‐Illuminated per permit Pole per permit Monument per permit Skylight Commercial each Residential each Solar ‐ Residential (Up to 10 kW)per permit Per kW above 10kW per kW Add Residential Battery Back‐up per permit Add Residential Panel Upgrade per permit Add Reverse Tilt System/ Ground Mount per permit Solar ‐ Commercial (Up to 50 kW)per permit Per kW between 51kW ‐ 250kW per kW Per kW above 250kW per kW Spray Booth Install / Clean Room per permit Stairs New/Replace First Story each Additional Story each Repair each Siding Stucco each Stone/Brick Veneer each Storage Racks <8 ft, first 100 lf per permit each add'l. 100 lf each >8 ft, first 100 lf per permit >8 ft, ea. Add'l 100 lf each Swimming Pool Commercial per permit Residential per permit Temporary Seating or Bleachers Install per permit Trash Enclosure Install per permit Windows / Door Commercial each Residential each Fee/Deposit 304.00$ 84.00$ 289.00$ 289.00$ 315.00$ 159.00$ 159.00$ 350.00$ 159.00$ 350.00$ 350.00$ 307.00$ 15.00$ 210.00$ 245.00$ 315.00$ 629.00$ 7.00$ 5.00$ 284.00$ 433.00$ 354.00$ 433.00$ 144.00$ 197.00$ 454.00$ 84.00$ 490.00$ 224.00$ 310.00$ 261.00$ 197.00$ 274.00$ 315.00$ 118.00$ 43May 23, 2023 Item #9 Page 312 of 384 Fee Name Fee Type Other Inspections (Per Hour) Inspections outside of normal business hours (minimum charge: two hours)per hour Re‐inspection fees per hour Inspections for which no fee is specifically indicated (minimum charge: one half‐hour)per hour Special third party, multiple or recurring inspections (city processing fee per permit plus actual cost)flat Additional plan review required by changes, additions or revisions to approved plans (minimum charge: one half‐hour)per hour Other Building Fees Building Permit Revision, City Processing Fee + Third Party Hourly Charge per hour Building Plan Check Fee (8% discount on repetitive plan checks) each Green Building Standards Plan Check and Inspection each Green Building State Standards Fee (SB1473) each Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee ‐ Residential each Strong Motion Instrumentation Fee (SMIP) and Seismic Hazard Mapping Fee ‐ Commercial each Penalty for Commencing Work Before Permit Issuance each Fees for services not listed will be determined on a case‐by‐case basis. It will be based on the fully burdened hourly rate and the time of service provided. per hour [Notes] [1] Set per City policy [2]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. [3] [4] Limited to maximum amounts set by AB 1414. [5] Plan check fee based on 65% of the current building permit fee and is due upon initial submittal [6] CMC 18.20.010 and CMC 18.04.010 Valuation based on current valuation multiplier published by the San Diego Chapter of the International Co CBC 109.3 Building permit valuations. Fee/Deposit 151.00$ 151.00$ 151.00$ 524.00$ 141.00$ Actual Cost Actual Cost Actual Cost $1.00 per every $25,000 in building valuation or fraction thereof (minimum fee $1.00) Pass through from State: $13.00 per $100,000 valuation (minimum $0.50 fee) Pass through from State: $28.00 per $100,000 valuation (minimum $0.50 fee) Double the permit fee 139.00$ 44May 23, 2023 Item #9 Page 313 of 384 Fee Name Fee Type No t e s Fee/Deposit Building Department Fees Simple Single or Combination Permits (see list of simple items)per permit [1]221.00$ Water Heater Only per permit [1]129.00$ Complex Mechanical Permits FAU less than 100,000 Btu/h per permit [1]551.00$ FAU greater than 100,000 Btu/h per permit [1]708.00$ Floor furnace (including vent)per permit [1]393.00$ Suspended, wall, or floor‐mounted heaters per permit [1]315.00$ Appliance vents not included in an appliance permit per permit [1]629.00$ Boiler up to 100,000 Btu/h per permit [1]747.00$ Boiler 100,000 Btu/h to 500,000 Btu/h per permit [1]315.00$ Compressor up to 3 HP per permit [1]354.00$ Compressor up to 3 HP to 15 HP per permit [1]370.00$ Other Complex Mechanical per permit [1]472.00$ Complex Electrical Permits Commercial Appliance per permit [1]315.00$ Power Apparatus per permit [1]315.00$ Motor not over 1 HP each [1]315.00$ Motor over 1 HP and not over 10 HP each [1]315.00$ Motor over 10 HP and not over 50 HP each [1]315.00$ Motor over 50 HP and not over 100 HP each [1]354.00$ Motor over 100 HP each [1]393.00$ Generator not over 1 KW each [1]315.00$ Generator over 1 KW and not over 10 KW each [1]354.00$ Generator over 10 KW and not over 50 KW each [1]472.00$ Generator over 50 KW and not over 100 KW each [1]472.00$ Generator over 100 KW each [1]551.00$ Transformer not over 1 KVA each [1]393.00$ Transformer over 1 KVA and not over 10 KVA each [1]393.00$ Transformer over 10 KVA and not over 50 KVA each [1]433.00$ Transformer over 50 KVA and not over 100 KVA each [1]472.00$ Transformer over 100 KVA each [1]472.00$ Services of 600 volts or less and over 400 amperes to 1000 amperes in rating each [1]472.00$ Services over 600 volts or over 1000 amperes in rating each [1]629.00$ Other Complex Electrical each [1]472.00$ Complex Plumbing Permits Fire Suppression System/Commercial Hood per permit [1]669.00$ Onsite Sewer 6" & Over per permit [1]433.00$ Onsite Water 6" & Over per permit [1]433.00$ Onsite Storm Drain 6" & Over per permit [1]433.00$ Utilities (private ‐ main) city processing fee per permit [1]873.00$ Utilities (private ‐ main) plans examiner fee per permit [1] Actual Cost Other Complex Plumbing per permit [1]472.00$ [Notes] [1]Set per 2021 ‐ Cost of Service Study and Fee Schedule Update. Indexed to West Region Urban CPI. Plumbing, Mechanical, and Electrical Permits ‐ Not Associated with a Building Permit 45May 23, 2023 Item #9 Page 314 of 384 1----_-_______________________________________________________________________________________________________________________________________ -~---_-____________________ -+ _____________ + _____________________________________ ---I Fee Name Simple Mechanical Items: Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system. HVAC change out ‐ existing dwelling Air‐handling unit under 10,000 CFM Evaporative cooler Ventilation fan connected to a single duct Hood and duct system Duct systems Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.) Other simple mechanical Simple Electrical Items: Receptacle, switch, and lighting outlets Lighting fixtures Pole or platform‐mounted lighting fixtures Theatrical‐type lighting fixtures or assemblies Appliances not exceeding one horsepower (HP), kilowatt (KW), or kilovolt‐ampere (KVA), in rating Busways Trolley and plug‐in‐type busways ‐ each 100 feet or fraction thereof Signs, outline lighting, or marquees supplied from one branch circuit Services of 600 volts or less and not over 200 amperes in rating Miscellaneous apparatus, conduits, and conductors Portable generators less than 10,000 W Temporary power panel/service Temporary power pole Other simple electrical Simple Plumbing Items: Plumbing fixtures Building sewer Rainwater systems Water heater Industrial waste pretreatment interceptor Water piping and/or water treating equipment Repair or alteration of drainage or vent piping Backflow devices Atmospheric‐type vacuum breakers Gas test Gas outlets Residential remodel/repairs Other simple plumbing Simple Single or Combination Permits List 46May 23, 2023 Item #9 Page 315 of 384 Section 3 Development Impact Fees May 23, 2023 Item #9 Page 316 of 384 HOLD FOR NEW MAP FROM GIS 48May 23, 2023 Item #9 Page 317 of 384 Boundary of Bridge and Thoroughfare District No. 2 (Aviara Parkway -Poinsettia Lane) l'i2S3a Exempt From Fee Area =:::J Fee Paid by Agreement ~ Fee Previously Paid (ZZ2I Fee Area [=:I Local Facility Management Zones :::;., Fee Boundary Area \ 5 J;\cbgis\products\Standard M.:ips\FINANCE\FceSchedulcs\BandT2_Rcv2023.J);]gx Fee Schedule: Zone 5 -$ 453 / ADT * Zone 20 -$ 2,348 / ADT * Zone 21 -$ 1,895 / ADT * *Average Daily Trips (ADT) per SANDAG Vehicular Traffic Generation Rates © 2023 Oty of <:arlsbad 49May 23, 2023 Item #9 Page 318 of 384 City of Carlsbad Local Facilities Management Zones (LFMZ) LEGEND 0 = Outside CFD #1 Zone 1 • No Fee Zone 14 • No Fee Zone 2 -No Fee Zone 15 -No Fee Legend ..,--n LFMZ t.,:r BOUNDARY 16 Zone 3 -No Fee Zone 16 -$0.40/SqFt Zone 4 • No Fee Zone 17 • $0.40/SqFt (New Construction) ...,~=lli""''--', Zone 5 -$0.40/SqFt (New Construction) Zone 18 -$0.40/SqFt (New Construction) Zone 6 • $310/Unit Zone 19 • No Fee Zone 7 • No Fee Zone 20 • No Fee Zone 8 -No Fee Zone 21 -No Fee Zone 9 • No Fee Zone 22 • No Fee Zone 10 -No Fee Zone 23 -No Fee Zone 11 -No Fee Zone 24 -No Fee Zone 12 -No Fee Zone 25 -No Fee Zone 13 -$0 .40/SqFt J:lcarg1s2\produds\planning\r197.08\LFMZ.mxd 50May 23, 2023 Item #9 Page 319 of 384 Park Districts QuadranUPark Area Quadrant 1 = NW Quadrant 2 = NE Quadrant 3 = SW Quadrant 4 = SE Account No 330 0000 5561 331 0000 5561 332 0000 5561 333 0000 5561 Fee Applicable to Residential Subdivisions Only: Single Family Detached & Duplex (0-lot line or attached wall) Attached Residential (4 units or less) Attached Residential (more than 4 units) Mobile Homes J:\cargis2\products\planning\t197.08\Par1t Dislricts.mxd NE SE SW (per unit) 5,728 4,804 4,636 3,696 NW (per unit) 7,649 6,414 6,190 4,934 51May 23, 2023 Item #9 Page 320 of 384 Planned Local Drainage Fee Areas J:\cargis2\products\planning\r197.08\Planned Local Drainage Fees.mxd Fee Name Fee Type No t e s Fee Level/Deposit Planned Local Drainage Area Fees (PLDA) PLDA A, Low Runoff per acre 7,985.00$ PLDA B, Low Runoff per acre 2,985.00$ PLDA C, Low Runoff per acre 2,897.00$ PLDA D, Low Runoff per acre 2,747.00$ PLDA A, Medium Runoff per acre 15,879.00$ PLDA B, Medium Runoff per acre 5,753.00$ PLDA C, Medium Runoff per acre 4,098.00$ PLDA D, Medium Runoff per acre 4,494.00$ PLDA A, High Runoff per acre 34,602.00$ PLDA B, High Runoff per acre 12,932.00$ PLDA C, High Runoff per acre 12,556.00$ PLDA D, High Runoff per acre 11,906.00$ Low Runoff Potential Medium Runoff Potential High Runoff Potential CF ♦ GC ♦ L ♦ O ♦ OS ♦ P ♦ PI ♦ PI/O ♦ R ♦ R1.5 ♦ R4 ♦ R8 ♦ R15 ♦ R15/L ♦ R15/O ♦ R15/VC ♦ R23 ♦ R30 ♦ OK‐TC ♦ VC ♦ VC/OS ♦ V ♦ PLDA FEE CATEGORYGeneral Plan Land Use Designation 52May 23, 2023 Item #9 Page 321 of 384 53May 23, 2023 Item #9 Page 322 of 384 CARLSBAD 1635 Faraday Av Carlsbad, CA 92008 (760) 602-2750 VALLECITOS 201 Vallecitos de Oro San Marcos, CA 92069 (760) 7 44-0460 LEUCADIA 1960 La Costa Av Carlsbad, CA 92009 (760) 753-0155 Sewer Districts Legend Sewer Service Area D CARLSBAD ~ VALLECITOS D LEUCADIA 54May 23, 2023 Item #9 Page 323 of 384 Sewer Fees Sewer Connection Fees* General Capacity Fee of $1,156 per EDU for All Areas Plus Sewer Benefit Fees Shown Below Sewer Benefit Area Fees* Area A B C D E F G H I J K L M Cost Per EDU ($) 0 0 2,973 2,979 4,394 4,417 0 1,296 0 0 0 0 0 J:\cbgis\products\Slandard Maps\FINANCE\FeeSchedules, Date: 515/2023 *CMC 13.10.020(C) shall be used to determine Equivalent Dwelling Units (EDU ). D LEUCADIA BL Legend A,B,C Sewer Benefit Area <t D w i ~ Sewer Benefit Area Boundary Previous Sewer Benefit Arc1.1s I ,m<l K ~ire now in L Fee Name Fee Type No t e s Fee/Deposit Affordable Housing Credit Cassia Heights (Southeast and Southwest quadrants)per unit [1]75,904.00$ Tavarua Senior Affordable Apartments (Northwest quadrant)per unit [1] 112,336.00$ Affordable Housing Impact Fee Affordable Housing Impact Fee per unit [1]2,925.00$ Affordable Housing In‐Lieu Fee (per single‐family market rate unit on single‐family lot)per unit [2]9,177.00$ Affordable Housing In‐Lieu Fee (residential development projects proposing two to six units), per sq. ft. of net building area per unit per sq. ft. [2]16.00$ Habitat Mitigation Fees, Per Acre Type D ‐ Coastal Sage Scrub per acre [1]38,647.00$ Type E ‐ Non‐Native Grassland per acre [1]19,325.00$ Type F ‐ Agricultural Land, Disturbed Land, Eucalyptus Woodland per acre [1]3,865.00$ Public Facilities and Community Facilities District Fees Public Facilities Fee ‐ inside CFD per project [1] 1.82% of building permit valuation Public Facilities Fee ‐ outside CFD per project [1] 3.5% of building permit valuation Community Facilities District #1 Fees [1] Please see current information packet Traffic Impact Fees Apartment (Inside of CFD 1)per ADT [1]454.00$ Apartment (Outside of CFD 1)per ADT [1]533.00$ Commercial/Industrial Cost Per Trip (Inside CFD)per ADT [1]180.00$ Commercial/Industrial Cost Per Trip (Outside of CFD)per ADT [1]213.00$ Condominium (Inside of CFD 1)per ADT [1]454.00$ Condominium (Outside of CFD 1)per ADT [1]533.00$ Single Family (Inside of CFD 1)per ADT [1]454.00$ Single Family (Outside of CFD 1)per ADT [1]533.00$ [Notes] [1] Set per City policy [2] Updated via City Council Resolution; effective April 1, 2022. 55May 23, 2023 Item #9 Page 324 of 384 I I I I First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad FIRE DEPARTMENT Carlsbad, CA Exhibit 4 May 23, 2023 Item #9 Page 325 of 384 First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 1 Contents Contents ...................................................................................................................................... 1 Acknowledgments ..................................................................................................................... 2 Introduction ................................................................................................................................ 3 SECTION I: FINANCIAL OVERVIEW ..................................................................................... 6 Overview of the Carlsbad Fire Department ............................................................................. 7 Overview of the Emergency Medical Services System .......................................................... 9 Budget & Finance ..................................................................................................................... 10 SECTION II: AMBULANCE SERVICE FEE STUDY ................................................................. 13 Ambulance Service Fees......................................................................................................... 14 Current Ambulance Fees & Processes ................................................................................ 17 Proposition 26 Evaluation ..................................................................................................... 19 Fiscal Projections ................................................................................................................... 19 Options & Opportunities ...................................................................................................... 20 Treat/Non-Transport Fees ..................................................................................................... 27 SECTION III: FIRST RESPONDER FEE FEASABILITY STUDY ................................................... 28 First Responder Fee .................................................................................................................. 29 SECTION IV: FINDINGS AND OPTIONS ............................................................................. 33 SECTION IV: RECOMMENDATIONS ON FEES ................................................................... 42 Options for Ambulance Fees ................................................................................................... 43 Recommendations for First Responder Fees .......................................................................... 47 Conclusion ................................................................................................................................ 48 May 23, 2023 Item #9 Page 326 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 2 Acknowledgments AP Triton wishes to extend its sincere appreciation to each of those individuals whose contributions and assistance made this project possible. Our sincere appreciation is extended to each of you Carlsbad Fire Department & City of Carlsbad Michael Calderwood, Fire Chief Nick Ordille, Assistant Fire Chief Nathan Pearson, Division Chief Jennie Marinov, Senior Management Analyst and each of the firefighters, officers, and support staff who daily serve the citizens and visitors of Carlsbad. May 23, 2023 Item #9 Page 327 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 3 Introduction The City of Carlsbad (City) awarded a contract to AP Triton, LLC (Triton) to conduct two studies specific to the Emergency Medical Services delivery system - an Ambulance Service Fee Study and a First Responder Fee Feasibility Study. Intent & Scope of the Project The purpose of the Ambulance Fee Study was to review and analyze cost factors to ensure ambulance transport fees are appropriate, compliant with Proposition 26, and legally defensible. The first objective compared the cost of services to revenue generated. This set the stage to determine compliance with Proposition 26. The second objective determined if established rates are reasonable in achieving cost neutrality. The third objective was to determine whether rate adjustments were needed and if so, provide recommendations accordingly. The purpose of the First Responder Fee Feasibility Study was to review financial, economic, and other information to consider cost recovery options to help recoup expenses for enhanced paramedic services provided by engine and truck companies at medical emergency incidents. Despite common beliefs, these costs associated with response to medical emergencies are not covered by tax dollars. Instead, tax dollars are used for prevention, mitigation, and control of nuisance and out of control fires and hazards that threaten the community. Medical emergencies are generally patient specific without posing a threat to the overall community. Proposition 26 Proposition 26 was approved by the voters in California on November 2, 2010. This proposition increased the vote requirement needed to impose certain new taxes and fees by the state legislature and local governments from a simple majority to a two-thirds supermajority vote. Nothing in Proposition 26 provided that it was intended to apply to local fees that were in place prior to that date; however, if a local fee that existed prior to November 2, 2010 is increased or extended after that date, the fee needs to be examined to determine whether it falls within one of the seven exceptions. If it does not fall within any exception, the increased or extended fee is subject to the voter approval requirement. A summary of each of the seven exceptions follows. May 23, 2023 Item #9 Page 328 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 4 1. The Special Benefit or Privilege Exception provides that a fee imposed by local government that provides a special benefit to the person paying the fee or directly grants the person some privilege is not a tax. Common examples include fees for planning permits, restricted neighborhood parking permits, and entertainment and street closure permits. 2. The Government Service or Product Exception provides that a fee imposed for a specific government service or government product provided directly to the person paying the fee is not a tax. Some common examples are fees for parks and recreation classes. 3. The Licenses and Permits Exception provides that the following are not taxes: a fee imposed for issuing licenses and permits, and the costs of administrative enforcement of licenses and permits. Common examples include health and safety permits, building licenses, police background checks, and permits for regulated businesses (such as massage establishments, card rooms, taxicabs, and tow-truck operators). For the exceptions set forth in items 1 through 3, Proposition 26 imposes the additional requirement that the fee imposed must not exceed the jurisdiction’s reasonable costs. If the fee does exceed the reasonable costs, then it is not eligible for any of these exceptions and would be a tax subject to voter approval. 4. The Local Government Property Exception provides that fees charged for the use of, or entrance to, local government property is not a tax. Some common examples are city facility room rentals, equipment rental fees, park entrance fees, and golf greens fees. 5. The Fines and Penalties Exception provides that fines and penalties imposed for violations of the law are not taxes. Common examples include parking fines, code enforcement fines, library late return penalties, and late payment penalties. 6. The Property Development Exception provides that a fee imposed as a condition of property development is not a tax. Some common examples are development impact fees, construction and grading permit fees, fees imposed by California Environmental Quality Act mitigation requirements, and Quimby Act and park mitigation fees. May 23, 2023 Item #9 Page 329 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 5 7. The Proposition 218 Exception provides that property assessment and property-related fees that are already subject to the approval requirements of Proposition 218 are not taxes. Common examples include water and sewer rates and special district assessments, such as Landscape and Lighting District Act assessments. It is the opinion of AP Triton that the City is compliant with Proposition 26. It is also the opinion of AP Triton that the City is overly conservative with its rates, which makes Proposition 26 compliance a non-issue. Ambulance revenue does not cover the cost of services. While true cost neutrality for ambulance services is practically impossible, it is possible to restructure rates to obtain better cost recovery. In doing so, the City would use less of its General Fund to cover ambulance transport program expenses. The same concept applies to the First Responder Fee. By introducing a First Responder Fee, the City would generate additional revenue to help offset costs for enhanced paramedic services for individual patients. The results of both studies are presented herein. May 23, 2023 Item #9 Page 330 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 6 Section I: FINANCIAL OVERVIEW May 23, 2023 Item #9 Page 331 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 7 Overview of the Carlsbad Fire Department The City of Carlsbad Fire Department (CFD) is an all-risk, all-threat first responder agency safeguarding lives, property, and the environment through 24-hour fire, rescue, and emergency medical services. CFD is divided into two bureaus: • Emergency Operations • Community Risk Reduction Emergency Operations is the largest bureau within the department and is responsible for fire suppression, rescue, emergency medical service (EMS) delivery, lifeguard service/marine safety, and disaster mitigation. The Community Risk Reduction Bureau is divided into two sections: • Fire & Life Safety • Office of Emergency Management and Resilience Approximately 33 personnel make up each daily shift and are housed within seven fire stations located throughout the City. Working an alternating 24-hour shift schedule, personnel include duty battalion chiefs, captains, engineers, paramedic/firefighters, and emergency medical technicians (EMTs). The City maintains a fleet of emergency vehicles that respond to emergency incidents. In addition to front-line apparatus, the City has reserve apparatus which can immediately be placed in service when additional staffing is needed or when front-line apparatus experience mechanical issues: • Six fire engines and two reserves • One aerial ladder truck and one reserve • Five rescue ambulances and three reserves • Two brush engines and one OES brush engine • One urban search and rescue unit and one technical rescue trailer • One duty battalion chief command vehicle and one reserve • Two ALS lifeguard pick-up trucks • Two UTVs for off-road use • Two rescue personal watercraft May 23, 2023 Item #9 Page 332 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 8 CFD Organizational Structure Governance & Lines of Authority Figure 1: Carlsbad Fire Department Organization Chart The City is a municipal corporation following the council-manager form of government. The City Council, the City’s legislative body, defines the policy direction of the City. The City Manager oversees the day-to-day operations of the City. The Fire Chief serves as the department liaison to the City Manager and the City Council. The Fire Chief manages department operations through bureau heads and senior management staff. May 23, 2023 Item #9 Page 333 of 384 ADMINISTRATION DIVISION Senior Management Analyst Management Analyst Secretary Senior Office Specialist P/T Admin. Assistant EMS & TRAINING Division Chief EMS & Tran. Svcs. Comm, Health Nurse (15) FT EMTs (8) P/T EMTs /\PTRITON OPERATIONS BUREAU Assistant Fire Chief Fire Chief A CARLSBAD FIRE DEPARTMENT ORGANIZATIONAL CHART May 1,2023 Secretary COMMUNIT'I RISK REDUCTION BUREAU Fire Marshal PROF. SERVICES/SPEC. OPS. Division Chief EMERGENCY MANAGEMENT & RESILIENCE Assistant Director First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 9 Overview of the Emergency Medical Services System Every in-service suppression apparatus is staffed with a paramedic/firefighter to ensure patients receive an advanced level of care in the shortest amount of time. With more than 75% of emergency response personnel serving as licensed paramedics, CFD strives to have multiple paramedics present at every emergency incident to provide the most appropriate and highest level of care for patients. The City recently established an EMT Program. With this new program, the City changed its ambulance staffing model to one paramedic/firefighter and one EMT. The staffing change allows the City to provide more ambulances to the community and improve response times for emergency medical services. In addition to daily staffing, CFD provides EMS standby services for City special events. A bicycle medic team was established in 2014, consisting of two medics with first-line emergency drugs and equipment. This team does not replace daily emergency response capabilities. Instead, it serves as adjunct support with the ability to move through crowds quickly and render aid. CFD also provides a dedicated EMT ambulance to certain city special events. A beach lifeguard program was established in 2019, which consists of two paramedic lifeguard lieutenants who oversee daily operations and manage roughly 30 part-time paramedic lifeguards. The program offers advanced life support care on North Beach year- round and on Agua Hedionda Lagoon seasonally. This higher level of emergency medical training provides beach and lagoon visitors with access to an expanded scope of medical service within a shortened window of time. In addition to providing emergency medical care, the City added a new community health nurse to improve and protect the overall health of the community. The position helps develop and improve specialized EMS training, educates the community and workforce on important health issues, and protects the health of the City’s workforce. EMS Continuous Quality Improvement The EMS Division developed and implemented a well-written and comprehensive EMS Quality Improvement (QI) Plan that addresses numerous elements of the EMS delivery system with continual oversight from the community health nurse. May 23, 2023 Item #9 Page 334 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 10 Budget & Finance Budget & Finance Overview The City prepares an annual operating budget and other assorted capital improvement plans based on a July through June fiscal year. Budget preparations for the subsequent year typically begin in mid-December, with several reviews, discussions, and public hearings occurring before adoption in June. The budget process provides for management control and spending authority for all fund types. The City’s operating budget consists of several funds, grouped into three categories: Governmental, Proprietary, and Fiduciary. Of the three categories, the Governmental Funds, which includes the General Fund, is by far the largest. The General Fund is used to account for all financial resources necessary to carry out basic day-to-day governmental activities not accounted for in another fund. The General Fund supports essential City services such as police and fire protection, street maintenance, libraries, parks, and open space management. In addition to the General Fund, the Governmental Funds category includes a series of special revenue funds in which expenditures are restricted for specific purposes as established by law. With few exceptions, the City budgets on a modified accrual basis. This cash basis of accounting and budgeting recognizes a transaction when the cash is received or when the cash is paid out. The accrual basis recognizes a transaction when the activity generating revenue or consuming resources takes place, regardless of when the associate cash is received or paid. This study focused on revenues and expenditures in the City’s General Fund and considered revenue impacts from other funds pertinent to fire and EMS services when applicable. City of Carlsbad General Fund Revenues The table below was developed with data obtained from the City’s budget documents for the last five years. Taxes are the largest source of revenue for the City, followed by intergovernmental revenue and charges for services (fees). May 23, 2023 Item #9 Page 335 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 11 Figure 2: General Fund Revenues Revenue FY 18/19 FY 19/20 FY 20/21 FY21/22 FY22/23 Actual Actual Actual Actual PROJECTED Taxes 148,748,283 141,297,580 149,397,305 172,893,589 174,204,000 Intergovernmental 1,938,202 3,357,125 9,843,007 7,506,915 970,309 Licenses and Permits 2,668,048 2,739,549 2,398,980 2,495,700 1,863,000 Charges for Services 9,136,539 7,487,313 7,503,389 9,448,039 9,630,017 Fines 539,537 522,814 423,380 216,170 210,750 Investments 9,602,281 11,978,846 5,639,681 5,600,795 5,481,000 Interdep Charges 4,581,303 5,047,596 5,146,044 5,290,471 5,236,449 Other Revenue 1,774,163 1,711,070 1,887,817 1,470,693 1,168,650 TOTAL REVENUE: 178,988,356 174,141,893 182,239,603 204,922,372 198,764,175 The City received $12.6 million in revenue split between FY 20/21 ($6.3 million) and FY 21/22 ($6.3 million) from the American Rescue Plan Act (ARPA), which explains the significant increase in Intergovernmental transfer over prior periods. ARPA funding ended in FY 21/22, causing a large reduction in projected revenue for FY 22/23. The City indicates that ambulance fee revenues, included under Charges for Services, will increase by $1.3 million in FY 22/23 over prior periods. The increase is attributed to deploying two new ambulances in service which will increase patient ambulance transports and capture revenue lost to neighboring agencies through auto aid. Figure 3: General Fund Expenditures Expenses FY 18/19 FY 19/20 FY 20/21 FY21/22 FY22/23 Actual Actual Actual Actual BUDGET Policy and Leadership 7,362,345 7,945,450 7,400,353 8,206,301 8,465,166 Administrative Services 9,430,499 11,017,610 11,597,625 12,051,961 14,070,699 Community Services 40,828,040 40,942,774 40,500,672 45,003,527 49,450,171 Public Safety 63,027,063 70,461,953 78,328,417 84,508,747 88,997,827 Public Works 16,808,878 18,592,467 18,463,531 20,254,138 22,339,501 Misc. & Contingency 15,619,734 19,963,985 60,122,092 28,918,456 15,121,658 TOTAL EXPENDITURES: $153,076,559 $168,924,239 $216,412,690 198,943,130 $198,445,022 The Public Safety General Fund Budget of $89 million is divided into two separate areas, the Fire Department ($37.8 million) and the Police Department ($51.2 million). The CFD budget is organized by three separate programs: Fire Administration, Emergency Operations, and Community Risk Reduction. May 23, 2023 Item #9 Page 336 of 384 I I I I I I I I I /\PTRITON -------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 12 Figure 4: Carlsbad Fire Department Budget Expenses FY 18/19 FY 19/20 FY 20/21 FY21/22 FY22/23 Actual Actual Actual Actual BUDGET Administration 3,948,806 4,930,887 5,313,661 5,933,965 Emergency Operations 19,493,890 23,120,065 25,506,861 28,869,069 Community Risk Reduction 2,177,657 2,661,919 2,864,100 2,953,909 Total Expenditures: $24,017,5151 $25,620,353 $30,712,871 $33,521,412 $37,756,943 1 Division breakdown not available for FY 18/19 Expenses FY 18/19 FY 19/20 FY 20/21 FY21/22 FY22/23 Actual Actual Actual Actual BUDGET Salaries & Wages 12,588,773 13,153,994 15,933,650 16,749,689 18,570,048 Benefits 5,069,460 5,730,826 7,660,019 7,674,643 8,175,565 Other Personnel Expenses 889,583 1,123,689 846,659 1,614,754 1,789,390 Total Salaries & Benefits: 18,547,816 20,008,509 24,440,328 26,039,086 28,535,003 Prof. & Contract Services 1,580,819 1,534,169 1,594,756 1,863,645 Materials & Supplies 961,736 720,270 962,942 1,154,382 Repairs & Maintenance 64,630 95,569 69,368 91,623 Interdepartmental Charges 2,197,374 3,131,180 3,737,603 4,361,857 Other Oper. Expenses 282,528 184,161 218,457 281,933 Capital Outlay 524,757 607,194 1,062,410 1,468,500 Total Expenditures by Category $25,620,353 $30,712,871 33,684,622 $37,756,943 May 23, 2023 Item #9 Page 337 of 384 I I I I I I I I I I /\PTRITON -------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 13 Section II: AMBULANCE SERVICE FEE STUDY May 23, 2023 Item #9 Page 338 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 14 Ambulance Service Fees Understanding Healthcare Financing The sustainability of the healthcare system is dependent upon the payer mix within any given geographic location. Understanding how the payer mix impacts reimbursements helps determine the value of the system. After determining payer demographics, an estimate of reimbursement can be made. There are four basic cost centers for reimbursement: Medicare, Medi-Cal, Private Pay (uninsured), and Commercial Insurance. In some instances, patients may qualify for both Medicare and Medi-Cal. These patients are commonly referred to as Medi/Medi. Based on demographics, each cost center has a different percentage of participants. The number of system users from each cost center determines total reimbursement potential. However, the percentage of each cost center does not determine the multiplier of a system. In other words, if the four cost centers are equally split (25% each), this does not suggest that 25% of EMS calls come from each category. With age, health begins to deteriorate over time. Consequently, this smaller percentage of the general population tends to have a higher percentage of users within the system. With respect to First Responder Fees, there are only two categories that offer providers the opportunity for reimbursement—Private Pay and Commercial Insurance. Medicare and Medi- Cal do not consider First Responder Fees to be an eligible expense for reimbursement. Private Pay Individuals who do not meet the threshold for Medi-Cal and who do not have commercial insurance comprise the Private Pay portion of the payer mix. Because this group includes a wide range of the population, it includes individuals with very limited income and individuals with above average income. The most common demographic in Private Pay includes individuals who are self-employed or employed by smaller companies without insurance. As a result, this payer mix is comprised of a combination of individuals who can either afford to pay ambulance transportation costs in full or not at all. This payer mix also includes individuals who can enter into settlement agreements for partial payments. With such economic diversity, this payer mix typically has an aggregate reimbursement rate between 4 and 6% of the full collection amount. With the implementation of the Affordable Care Act and Covered California, this demographic has been transitioning to the insured category. Insured Individuals with medical insurance through employment or private purchase comprise the Commercial Insurance portion of the payer mix. Most medical insurance covers costs May 23, 2023 Item #9 Page 339 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 15 associated with pre-hospital emergency medical services (PHEMS). For some insurance providers, a deductible or co-pay amount is required. However, most insurance services waive the deductible or co-pay when services originated through the 9-1-1 system. Private insurance typically does not dispute fees charged for ambulance transportation and first responder services. For this reason, reimbursement is nearly 100%. Medi-Cal/Medicare Currently, neither Medi-Cal nor Medicare will pay the cost for first responder services as they are not a covered benefit. The current emergency transport system nationwide recovers costs when transporting a patient. Any non-transport results in no payment and is considered uncompensated care. The system has created an incentive to transport even if there is not a critical need. Medicare is actively involved in implementing the new Emergency Triage, Treatment, and Transport (ET3) program. ET3 is a pilot program that looks at opportunities where patients who would normally be transported to an emergency department can be dealt with in a manner other than transport. While there are many places where this is already being done, the difference is that the Centers for Medicare and Medicaid Services (CMS) is now looking at reimbursement to those providers for not transporting. Currently, participation in the ET3 program is limited with a 25% trial study in each state. While there are minimal opportunities in California to participate, this program is very promising. With increased enrollment in the Covered California program, the percentage of people with some form of health care coverage continues to increase, reducing the number of uninsured or Private Pay households. Billing & Collections Practices An agency’s billing and collection practices are also significant factors to consider. Practices like hard collections, balance billing, or longer-term payments can have a major impact on both the patient and the city. A clear and reasonable billing and collection policy is critical for long-term success. Billing Policy A billing policy is an essential component to maximize the monetary value of the system. When a service is provided, it is assumed there is a charge for that service. There are numerous factors that determine what is included in the patient billing policy. With an aggressive policy, there is greater potential to collect more revenue. Even with fluctuations in call volume, significant or seasonal changes in service demands are predictable. Therefore, reimbursement for some service calls is relatively established and forecastable. May 23, 2023 Item #9 Page 340 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 16 It should be noted that an increase in call volume does not necessarily reflect a direct correlation to an increase in revenue. Areas of the billing policy that determine revenue are the collection policy, documentation accuracy, billing provider’s level of effort, and payer mix. Collection Policy A collection policy is the most significant aspect of the collection process that affects the revenue stream. Federal billing regulations require that every patient receives a bill for services rendered. This is to prevent what is known as “cherry picking,” where only specific groups of patients are billed. How aggressive an agency is with the collection of those bills is a matter of business philosophy. Most private ambulance companies and hospitals have extremely aggressive collection policies. Many public providers, like fire departments, are much less aggressive. The reason for this disparity is simple. The private sector is in business for profit. For these companies, a standard operating procedure is to send patients for collection or place patients on a rigorous payment plan. Conversely, the public sector has political considerations and public relations concerns to address because most patients are also taxpayers. In this case, the collection process should cease when either public relations or political consequences outweigh monetary gain. The City has used American Capital for collection services since 2015. Documentation Documentation provided by a transport provider via electronic patient care reports (ePCR) plays a significant role in collection rates. One area often overlooked is proper documentation training for personnel. Training is necessary to ensure ePCRs accurately reflect the actual assessment and treatment provided to capture correct reimbursement rates. It is important to note that many calls that should be billed are not paid due to a lack of accurate documentation. CFD conducts onboarding and ongoing training for all personnel to ensure accurate ePCR documentation. Billing Contractor’s Level of Effort A billing contractor plays a major role in the collection rate. The level of effort demonstrated by the billing contractor directly correlates to collection levels. There are two common ways public providers conduct billing for EMS and First Responder Fees. The first uses an outside May 23, 2023 Item #9 Page 341 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 17 third-party billing company that conducts billing on behalf of the provider. In this case, the ability to collect depends on several factors like the billing policy. Relaxed or vague billing and collection policies will result in less revenue. When a city chooses to use an outside billing company, the expense for the billing company should be included in direct service costs. Most billing companies base fees on a percentage of the amount collected. A biller will likely charge a higher percentage rate to meet its profit margin if the provider’s billing and collection policy allows for a reduced collection amount. In contrast, some companies charge a fixed rate for each bill submitted. The City contracts with Wittman Enterprises, LLC for ambulance billing services. Compensation is 4.5% of net collections of ambulance transports. Although there is a fixed and finite amount of money available in the EMS system, there are numerous variables that influence a provider’s ability to collect that revenue. Establishing policies, training of personnel, and close monitoring of the delivery system will aid in collecting revenue. The advertised collection percentage of a billing company is irrelevant due to the multiple facets of successful billing. City of Carlsbad Payer Mix Figure 5: City of Carlsbad Payer Mix Payer % of Volume Medicare 54.7% Medi-Cal 15.4% Commercial Insurance 19.7% Private Pay 10.2% Total 100% Current Ambulance Fees & Processes Triton reviewed and analyzed the City’s current ambulance service fees to ensure fees are compliant with Proposition 26 and are legally defensible. Additionally, a review was conducted to determine if fees charged are appropriate. A modern Emergency Medical System should be viewed as an ecosystem, which is a complex interconnected system that depends on multiple participants to function. When applying this principle to EMS and the economics of the system, a simple process can be used to reach a financially sustainable May 23, 2023 Item #9 Page 342 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 18 system. Demand is the volume of calls within the system that must be managed in any given amount of time (day, month, or year). Demand drives deployment. Deployment is the number of resources needed to manage the demand. This can be broken down by individual units or hours deployed per hour, day, month, etc. Deployment drives cost. Cost (of deployment) is what determines the rates that must be charged. The payer mix described above determines not only the rates but also the amount of cost shifting needed to reach solvency. Cost Shifting Cost shifting is the process of balancing costs and revenue across a marketplace and is a prevalent practice in the healthcare industry in the United States. As discussed above, there are four primary reimbursement or cost centers. Medicare and Medi-Cal are fixed or “capped” reimbursements. Private Pay makes up a small portion of reimbursable income. Commercial Insurance typically must cover the uncompensated cost of the services. As an example, with a $1,000 per transport cost, an agency’s hard cost for four transports would be $4,000. With one patient in each payer mix, Medicare would pay $480, Medi-Cal would pay $1,065, Private Pay would pay 5% of the billed amount, and Commercial Insurance would pay 80% of the billed amount. In this example, the agency’s hard cost balance of $4,000 must be made up in the Commercial Insurance demographic. The following figure outlines the fees published in the City of Carlsbad Master Fee Schedule, known as the “commercial rate.” There is a difference between the current published commercial rate and the actual billing rate applied. Rates have remained unchanged for ambulance services since the onset of the COVID 19 state of emergency. The fee schedule was annually updated per the Ambulance Inflation Factor but revising billing rates was suspended pending the end of the emergency. May 23, 2023 Item #9 Page 343 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 19 Figure 6 – Fee Schedule Fee Type Master Fee Schedule FY 22/23 Fee Rates Currently Charged (Since 2019) Assessment/Non-Transport w/ Medication $224.00 $212.00 ALS 1 Resident/Non-Resident $1,286.00 $1,222.00 ALS 2 Non-Resident $1,510.00 $1,434.00 ALS 2 Resident $1,399.00 $1,328.00 BLS Resident/Non-Resident $1,050.00 $997.00 Mileage (per mile) $25.00 $23.25 Oxygen Charge $84.00 $80.00 These fees are set by City policy and do not appear to be based on the actual cost of services or align with the average ambulance commercial rates in California. Triton has determined that City rates are significantly lower than average rates charged by other organizations throughout the region and state. Proposition 26 Evaluation The City participates in the Ground Emergency Medical Transportation Program (GEMT) through the state of California. The GEMT Certified Public Expenditure (CPE) Program helps cover uncompensated costs for Medi-Cal fee-for-service ambulance transports. CPE is a voluntary program requiring an annual cost report. The City contracts with Triton to complete the annual cost report which calculates the total EMS delivery program cost and average transport cost. Triton used data from the FY 21/22 cost report to determine compliance with Proposition 26. Fiscal Projections The GEMT CPE cost report for FY 21/22 valued the CFD EMS program at $14,018,343.67 and average transport cost at $2,594.07. The cost report incorporates a comprehensive list of expenses in the CFD operating budget and beyond including, but not limited to, building and equipment depreciation, apparatus maintenance and repair, administrative oversight, incident fire captain oversight, etc. The figure below shows the City’s revenues and costs to manage and operate its EMS program, described as Medical Transportation Services (MTS) in the GEMT cost report. May 23, 2023 Item #9 Page 344 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 20 Figure 7: Cost per Call to Manage EMS Program FY 21/22 Revenues Cost per call Medi-Cal FFS Revenues $41,855.00 Medi-Cal Managed Care Revenue $232,728.00 Other MTS Revenue $3,407,202.00 Total MTS Revenue $3,681,785.00 Average received per call: $611.59 FY 21/22 Costs Cost of MTS Services $12,616,800.67 Indirect Costs $1,401,543.00 Total MTS Costs $14,018,343.67 Average cost per call: $2,328.63 DIFFERENCE -$10,336,558.67 Difference per call: -$1,717.04 The City Council identified priority goals in March 2021. One of these goals was to bring the CFD into conformance with the most recent Standards of Cover evaluation. In January 2022, the City deployed two additional frontline ambulances to help improve emergency response times and ambulance capacity. With two additional ambulances, the City estimates 1,700 more ambulance transports in FY 22/23, generating roughly $1.3 million in net ambulance receipts. The Public Provider Ground Emergency Medical Transportation (PP-GEMT) Intergovernmental Transfer (IGT) Program was implemented in January 2023. The PP-GEMT IGT program replaces all existing GEMT programs. The new program will provide higher add-on reimbursement payments to help cover uncompensated costs for Medi-Cal claims. The new program will net roughly $375,000 over previous GEMT programs. Despite the additional projected revenue, the City is charging significantly less than the cost for providing EMS services. For this reason, the City is fully compliant with Proposition 26. However, the City should consider ways to increase ambulance revenue to help offset EMS program expenses Options & Opportunities The City has a variety of options to increase revenue to help offset EMS costs. The City should consider concurrent options to achieve the greatest benefit. As discussed above, the City is significantly undercharging for ambulance services. Triton recommends the City consider adjusting fees commensurate with the cost of providing May 23, 2023 Item #9 Page 345 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 21 ambulance services. City ambulance fees are significantly below other agencies. Based on a recent San Diego County survey, the City charges the second and third lowest ambulance fees of 27 neighboring agencies. A list of fees charged by several agencies in the state are displayed in the table below, with fees for agencies in San Diego County shown in Figures 9, 10, and 11. Figure 8: Fee Schedule of Other Agencies in the State SERVICE AREA ALS BASE BLS BASE NIGHT CHARGE OXYGEN MILEAGE TREAT/NO TRANSPORT San Joaquin County $3,448.38 $2,940.81 $243.29 $308.83 $73.11 n/a Santa Barbara County $3,163.16 $2,055.96 n/a $210.17 $61.80 n/a Ventura County $2,433.25 $2,433.25 n/a $162.50 $64.75 n/a Alameda County $2,508.21 $2,508.21 n/a $187.38 $56.59 $503.03 Monterey County $3,033.87 $2,871.27 $167.07 $195.60 $65.44 n/a San Diego County $2,500.00 $2,500.00 n/a n/a $42.00 $150.00 Carlsbad $1,328.00 $997.00 $0 $76.13 $23.25 $203.00 1 Average Rates $2,630.70 $2,312.20 $205.18 $190.10 $54.99 $503.03 1 Non-resident only May 23, 2023 Item #9 Page 346 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 22 Figure 9: Fee Schedule of Other Agencies in San Diego County – ALS 2 Jurisdiction Resident Non-Resident Lemon Grove $4,853.02 $4,853.02 Poway $4,597.00 $4,597.00 La Mesa $4,521.55 $4,521.55 San Miguel $4,451.94 $4,451.94 Alpine $4,070.00 $4,070.00 USA (Mercy) $4,070.00 $4,070.00 Valley Center $4,070.00 $4,070.00 Viejas $4,070.00 $4,070.00 National City $3,265.44 $3,265.44 Pala $3,166.00 $3,166.00 Rincon $3,166.00 $3,166.00 El Cajon $2,894.12 $2,894.12 Bonita $2,800.00 $2,800.00 Chula Vista $2,800.00 $2,800.00 Imperial Beach $2,800.00 $2,800.00 N. County Fire $2,646.04 $2,708.85 San Diego City $2,671.34 $2,671.34 Borrego Springs $2,500.00 $2,500.00 San Diego County FPD $2,500.00 $2,500.00 Sycuan $2,500.00 $2,500.00 Oceanside $1,440.00 $2,000.00 Vista $1,697.00 $1,829.00 San Marcos $1,820.44 $1,820.44 Escondido $1,668.00 $1,668.00 Carlsbad $1,434.00 $1,328.00 Barona $1,323.00 $1,323.00 Coronado $1,221.00 $1,221.00 Average Rates $2,926.51 $2,950.54 May 23, 2023 Item #9 Page 347 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 23 Figure 10: Fee Schedule of Other Agencies in San Diego County – ALS 1 Jurisdiction Resident Non-Resident Poway $4,597.00 $4,597.00 Lemon Grove $4,335.17 $4,335.17 La Mesa $3,976.95 $3,976.95 San Miguel $3,967.94 $3,967.94 Alpine $3,850.00 $3,850.00 USA (Mercy) $3,850.00 $3,850.00 Valley Center $3,850.00 $3,850.00 Viejas $3,850.00 $3,850.00 Pala $2,900.00 $2,900.00 Rincon $2,900.00 $2,900.00 National City $2,812.60 $2,812.60 Bonita $2,800.00 $2,800.00 Chula Vista $2,800.00 $2,800.00 Imperial Beach $2,800.00 $2,800.00 El Cajon $2,606.18 $2,606.18 San Diego City $2,558.06 $2,558.06 N. County Fire $2,437.50 $2,501.70 Borrego Springs $2,500.00 $2,500.00 San Diego County FPD $2,500.00 $2,500.00 Sycuan $2,250.00 $2,250.00 San Marcos $1,820.44 $1,820.44 Oceanside $1,290.00 $1,820.00 Vista $1,580.00 $1,709.00 Escondido $1,668.00 $1,668.00 Barona $1,323.00 $1,323.00 Carlsbad $1,222.00 $1,222.00 Coronado $1,221.00 $1,221.00 Average Rates $2,750.59 $2,777.37 May 23, 2023 Item #9 Page 348 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 24 Figure 11: Fee Schedule of Other Agencies in San Diego County – BLS Jurisdiction Resident Non-Resident Poway $4,597.00 $4,597.00 Alpine $3,267.00 $3,267.00 USA (Mercy) $3,267.00 $3,267.00 Valley Center $3,267.00 $3,267.00 Viejas $3,267.00 $3,267.00 Bonita $2,800.00 $2,800.00 Chula Vista $2,800.00 $2,800.00 Imperial Beach $2,800.00 $2,800.00 Borrego Springs $2,500.00 $2,500.00 San Diego County FPD $2,500.00 $2,500.00 Pala $2,228.00 $2,228.00 Rincon $2,228.00 $2,228.00 Lemon Grove $2,160.30 $2,160.30 San Diego City $2,158.30 $2,158.30 Sycuan $1,800.00 $1,800.00 La Mesa $1,768.77 $1,768.77 Escondido $1,668.00 $1,668.00 N. County Fire $1,573.91 $1,625.58 San Miguel $1,613.83 $1,613.83 Oceanside $1,070.00 $1,600.00 El Cajon $1,478.19 $1,478.19 San Marcos $1,457.42 $1,457.42 Barona $1,323.00 $1,323.00 Vista $1,000.00 $1,117.00 Coronado $1,087.00 $1,087.00 Carlsbad $997.00 $997.00 National City $976.33 $976.33 Average Rates $2,135.30 $2,161.17 An average of available data points demonstrates the disparity between City rates and other agencies in the state. As shown in the table, CFD rates are significantly lower than all other service area averages. May 23, 2023 Item #9 Page 349 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 25 Based on its current ambulance fees in FY 21/22, the City collected approximately $3.7 million in revenues, incurring a cost of $2,328.63 per EMS call. As one option, Triton proposes to increase both ALS and BLS rates to $2,600 shown below in Figure 12. With these changes, Triton estimates revenue would increase by $1.1 million. This estimate considers the City’s current payer mix. In addition, Triton recommends establishing a single flat rate for transport services without differentiation between residents and non-residents. By increasing ALS and BLS rates from $1,400 and $2,600 respectively to one single base rate of $2,600 (average from county rates above), revenue would increase by $1.2 million. This calculation is based on the number of transports of 6,020 from calendar year 2022. A second variation to the rate structure above is soft collections. This option would send a bill to residents but would not follow up if the balance goes unpaid. Figure 12 – Single Base Ambulance Transport Rate Current Fee Schedule Amount Proposed Fee Schedule Amount Current ALS/BLS Rate (Average) $ 1,311.25 ALS/BLS Rate based on Average from other Payers $ 2,600.00 TOTAL TRANSPORTS (FY21/22) 6,020 TOTAL TRANSPORTS (FY 21/22) 6,020 Commercial Insurance 19.7% Commercial Insurance 19.7% Medicare ($480) 54.7% Medicare ($480) 54.7% Medi-Cal ($1,065 – $321) 15.4% Medi-Cal ($1,065 - $321) 15.4% Private Pay 10.2% Private Pay 10.2% Revenue from Commercial Insurance $1,244,114 Revenue from Commercial Insurance $2,466,880 Revenue from Medicare $1,580,640 Revenue from Medicare $1,580,640 Revenue from Medi-Cal $689,799 Revenue from Medi-Cal $689,799 Revenue from Private Pay 5% Collections $40,255 Revenues from Private Pay 5% Collections $79,820 Total Revenue $3,554,808 Total Revenue $4,817,139 May 23, 2023 Item #9 Page 350 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 26 Proposed Fee Schedule and Projected Call Volume Amount ALS/BLS Rate Average $ 2,600.00 Transports - Projected 7,000 Commercial Insurance 19.7% Medicare ($480) 54.7% Medi-Cal ($1,065 - $321) 15.4% Private Pay 10.2% Revenue from Commercial Insurance $2,868,320 Revenue from Medicare $1,837,920 Revenue from Medi-Cal $802,161 Revenue from Private Pay 5% Collections $92,840 Total Revenue $5,601,241 Triton also recommends considering increases in mileage and oxygen rates. Please note that the average charge for mileage in Figure 8, is $54.99, with some agencies charging over $70 per mile. This is a significant difference compared to $23.25 per mile charged by the City. The same holds true for oxygen rates. An increase to both rates would generate additional revenue for the City while maintaining alignment with current practices and compliance with Proposition 26 provisions. CMS establishes an annual Ambulance Inflationary Factor, known as AIF. The City uses AIF to increase ambulance fees annually. The City suspended this practice during the COVID-19 pandemic. Triton recommends reestablishing this practice effective FY 23/24. May 23, 2023 Item #9 Page 351 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 27 Treat/Non-Transport Fees The City currently charges a Treat/Non-Transport fee when administering medications to a patient without ambulance transport. While this is a policy position, Triton recommends modifying this fee. The intent of this fee is to recover the cost of treatment. The actual cost of supplies and medications is the smallest part of the overall cost. The more expensive portion of treatment is the cost of response and readiness. The City is allowed to institute rates for service that are reasonable to the cost of services. The average time spent on treat and release scenarios is 30 minutes, with an additional 15 minutes for clean-up and supply restocking. Based on these calculations, a Treat/Non-Transport fee of $459.08 is appropriate. This amount does not include the cost of supplies. See Figure 21 for breakdown. Figure 13: Optional Revenue from Treat Non-Transport (TNT) Unit Hour Cost Time on Scene Time to Restock / Clean Actual Cost (not including supplies) $612.11 1 30 minutes 15 minutes $459.08 Potential Revenue 6507 Calls - 1,281Com Ins and 664 Private Pay $459.08 per call $485,706 2 1 Figure 22 shows breakdown on costs 2 Commercial insurance 1,281, x $459.08 x 80% collection rate $470,465. Private Pay 664 x $459.08 x 5% collection rate $15,241 May 23, 2023 Item #9 Page 352 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 28 Section III: FIRST RESPONDER FEE FEASABILITY STUDY May 23, 2023 Item #9 Page 353 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 29 First Responder Fee Triton recommends considering alternative revenue sources after establishing a sustainable revenue structure using standard billing and collection practices. Additional supplemental revenue can then be added where possible and appropriate. A First Responder Fee (FRF) is permitted under Section 13916 of the California Health and Safety Code. The fee is cost recovery for first responder paramedic services and has become an industry standard to fund enhanced paramedic services provided by an engine, truck, or squad unit at medical calls. In California, these rates range from $275 to $650, based on the size and demographics of the respective service area. For fire departments of similar size and structure to CFD, a FRF is typically between $400 and $600 per incident. At the CFD level, a FRF could potentially generate $935,743 annually for CFD. Triton’s analysis of the cost of providing EMS first responder services is approximately $5,429,985 (hourly cost multiplied by calls dispatched multiplied by standard time on task). This is actual time not standby time. To remain compliant with Proposition 26, the FRF must be calculated using actual costs incurred by the department in providing services. Otherwise, a FRF could be considered a tax. The FRF should be included in the City’s Master Fee Schedule and identified as a user fee. Figure 14: Optional Revenue from First Responder Fees (FRF) Unit Hour Cost Time on Scene Time to Restock / Clean Actual Cost (not including supplies) $612.11 1 30 minutes 15 minutes $459.08 Potential Revenue 12,527 Calls - 2,468 Com Ins and 1,278 Private Pay $459.08 per call $935,743 2 1 Figure 22 shows breakdown on costs 2 Commercial insurance 2,468, x $459.08 x 80% collection rate $906,408. Private Pay 1,278 x $459.08 x 5% collection rate $29,335. May 23, 2023 Item #9 Page 354 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 30 A fire department must consistently evaluate its current and past performance to determine if it meets internal and community expectations and standards, and to conduct future planning. An indicator of success is the balance of resources to the utilization of services. If the need for emergency service response exceeds the fire department’s resources, then response time and other performance standards may be negatively impacted. Incident Data Sources The North County Joint Powers Authority (North Comm) provides 9-1-1 dispatch services to the City. North Comm provided Triton with EMS datasets from Computer Aided Dispatch (CAD) records. The following table shows EMS incident records for calendar year 2022. Figure 15: CFD EMS Incident Data Sources (2022) Calendar Year Total Dispatched per CAD Records Actual EMS Incidents Actual EMS Transports 2022 14,933 12,527 6,020 Service Demand Service demand or system response workload is an important factor in determining the number of resources (stations, apparatus, and personnel) needed to provide the desired level of service. Higher service demands can tax resources and can result in diminished response time performance. The next figure illustrates responses by type for calendar year 2022. Emergency medical incidents are the most common at 83.8%. Of these calls, 6,020 patients were transported leaving approximately 6,507 calls potentially eligible for TNT. HISTORICAL SERVICE DELIVERY & PERFORMANCE May 23, 2023 Item #9 Page 355 of 384 ---- /\P TRITON ------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 31 Figure 16: 2022 Incidents (All Types) and Transports 3517 3595 4012 3809 14933 0 2000 4000 6000 8000 10000 12000 14000 16000 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Total Incidents Transports6020 May 23, 2023 Item #9 Page 356 of 384 • • I. I. I. I. T T T /\PTRITON --------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 32 Figure 17: Incident Breakdown 2022 0% 6% 7% 85% 1%1% Aid Alarm Fire Medical Rescue Other Medical Fire Alarm Rescue Other May 23, 2023 Item #9 Page 357 of 384 ■ ■ ■ ■ ■ ■ ■ \ /\PTRITON First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 33 Section IV: FINDINGS AND OPTIONS May 23, 2023 Item #9 Page 358 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 34 This section contains various findings with the specific intent of providing recommendations to improve effectiveness, efficiency, and long-term sustainability of CFD’s EMS delivery system. First Responder Fees CFD does not charge a FRF for EMS responses by fire engine and truck companies. Triton has conducted numerous ambulance service fee and first responder fee feasibility studies throughout California and the United States. Based on this experience, Triton is confident that the addition of a FRF could potentially generate $935,743 of increased revenue. FINDINGS AND OPTIONS May 23, 2023 Item #9 Page 359 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 35 Fire Operations Division Staffing & Infrastructure • Emergency medical calls represent the highest demand for service in the City. • EMS Operations is supervised by a division chief with assistance from the community health nurse and part-time administrative assistant.  There are mandatory and substantial legal and regulatory requirements necessary to effectively manage the EMS administrative functions in an organization the size of CFD. Triton’s review confirms that CFD meets or exceeds all requirements. Training & Continuing Medical Education • When developing respective training schedules, there is coordination between the EMS Division and the Training Division staff on the requirements and system and delivery needs. Protocols are controlled by the Local Emergency Medical Service (LEMSA) through the State Emergency Medical Services Authority (SEMSA). CFD training exceeds the requirements set by these agencies. • Fire crews attend on-duty in-service training. EMS Quality Improvement • The EMS Division has a well-written and comprehensive EMS Quality Improvement (QI) Plan that addresses numerous elements of the EMS delivery system. EMS Operations & Deployment CFD staffs six engine companies, one ladder truck company, and five ambulances 24 hours per day, seven days per week. The frequency of requests for EMS-related service is not consistent throughout the day. The workload is much greater during the day than at night. • The greatest 12-hour demand for service occurred between 0900–2100 hours (9:00 am until 9:00 pm). • The demand for EMS response in the City is anticipated to increase over the next five years. May 23, 2023 Item #9 Page 360 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 36 Cost of Providing EMS First Response as an Added Value to the System Once calculated, the actual cost of providing EMS as an “added value” to the system can be startling, especially considering that tax dollars were not designed to cover the cost of providing this service. However, the fact that the first responder adds valuable lifesaving minutes, as well as having the appropriate number of professionals on the scene is invaluable. The actual cost of providing EMS by CFD’s first responder system is roughly $24,214,691 annually (cost of emergency operation for EMS calls only). Salary for Engines and Truck Using fully encumbered personnel costs provided by CFD, the rate for service will be broken down based on departmentwide costs along with a cost per EMS incident. CFD uses an engine or truck company as the primary paramedic first responder. Using projected FY 22/23 budget amounts, total department costs are shown below. Figure 18: Carlsbad Fire Department Operations Costs Projected FY 22/23 Expenses FY 22/23 Salaries & Wages 18,570,048 Benefits 8,175,565 Other Personnel Costs 1,789,390 Total Salaries & Benefits: 26,744,843 Services – External Repair 91,623 Services – Internal Dept Charges 281,933 Materials & Supplies 1,154,382 Capital Outlay 1,468,500 Transfers Out /Contract Services 1,863,645 Inter-dept Charges 4,361,857 Total: $37,756,943 May 23, 2023 Item #9 Page 361 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 37 The hourly rate per company is based on the calculation that combines total hourly wages divided by the total number of staffed hours per year. This, in turn, will determine the hourly rate per company. Figure 19: Calculation of Hourly Personnel Cost Based on FY 22/23 Adopted Budget Expenses FY 22/23 Salaries & Wages 18,570,048 Benefits 8,175,565 Other Personnel Expenses 1,789,390 Total Salaries & Benefits: 26,744,843 Staffed Units – 24/7 7 Hours per Day 24 Number of Days 365 Total Hours 61,320 Hourly Rate – Personnel Costs $436.15 Other Associated Costs Directly Related to EMS CFD commits other resources to its EMS response. The following is a list of these additional resources. Figure 20: Other Costs Directly Related to EMS Responses Expenses FY 22/23 Estimate EMS Supplies 227,249 Computer Costs 52,035 Training Costs 20,585 Gear & Equipment Costs 96,751 Medical Director 15,985 Insurance 64,400 Depreciation of Response Units 133,572 Replacement Fund Annual Cost 779,963 Total Other EMS Related Costs $1,390,540 May 23, 2023 Item #9 Page 362 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 38 FY 22/23 dispatch services are provided by North Comm at $835,000. The cost was broken down on a per call basis and then multiplied by total number of EMS calls. Figure 21: Allocation of Dispatch Costs to EMS Responses Expenses FY22/23 Total Dispatch System Costs $835,000 Number of Calls 14,933 Cost per Call $55.92 Number of EMS Calls Dispatched 12,527 Dispatch Costs Attributable to EMS Fire Responses $700,465 May 23, 2023 Item #9 Page 363 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 39 Determining the Actual Cost of Service The average time for this calculation is based on CAD data for all EMS incidents. This includes items such as response time, time on scene assisting patient and family, assisting law enforcement, and returning to quarters. Experience in other studies show that first responder personnel will spend an additional 30 to 45 minutes per call performing indirect tasks for each EMS incident. These ancillary tasks include incident reports, clean up, equipment/ apparatus readiness, restocking of supplies, and drills/training. There is also a cost associated with the oversite of third-party billing company services provided. The standard allowable cost is 12% of total costs to provide EMS services. Figure 22: Calculation of Total Cost of First Responder Services Per EMS Incident Expenses FY 22/23 Projected Total Number of EMS Responses 12,527 Total Hours Committed to EMS responses (45 min/incident) 5,637 Additional Hours for Report Preparation (30 min/incident) 3,758 EMS Training Hours 1,508 Total EMS Related Hours 10,903 Average Company Hourly Rate $436.15 Costs of Providing EMS Services Subtotal $4,755,343.45 Other EMS Related Costs $1,390,540 Dispatch Costs $700,465 Total Costs to Provide EMS Services $6,846,348.45 Billing and Administration Costs 12% $821,561.81 Total Costs $7,667,910.26 Cost per EMS Incident to Provide Services $612.11 May 23, 2023 Item #9 Page 364 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 40 Calculated Rate for First Responder Fee Using the information previously discussed, the calculated hourly rate for EMS response is $612.11. When applied to historical payer mix percentages, cost recovery for first responder services is estimated at $935,743 as shown below. The law is very clear when it comes to insurance billing. All insurance must be billed at the same rate regardless of predetermined payment amounts. For example, Medicare will only pay $480.00 per transport regardless of the billed amount. Hard collections would allow the billing company to send an invoice to the patient for any balance after insurance. In contrast, soft collections would not send an invoice to the patient for any balance after insurance. Collection options are discussed in the recommendation section of this document. Figure 23: Calculation of Estimated Revenue from First Responder Fee Billings Description Amount Total Calculated Cost of Providing First Responder Fee Services $7,667,910.26 Cost per Incident for Providing First Responder Services (total calculated cost divided by 12,527 EMS incidents) 45 minutes per call at $612.11/hour = $459.08 $459.08 Estimated Collections Based on Per Incident Rate Private Pay (12,527 total EMS incidents x 10.2% Payer Mix = 1,278 private pay incidents x $459.08 cost per incident x 5% collection) $29,335 Commercial Insurance (12,527 total EMS incidents x 19.7% Payer Mix = 2,468 commercial insurance incidents x $459.08 cost per incident x 80% collection) $906,408 Potential Collection from First Responder Fees $935,743 Calculated Impact of the Treat/Non-Transport Fee The state of California acknowledges there is a cost associated with responding to a patient who does not want or need an ambulance transport to the hospital. As such, the Medi-Cal system compensates providers who respond to Medi-Cal beneficiaries without transport. These responses are known as Treat and Release (T&R) or Treat Non-Transport (TNT). Reimbursement for these transports varies depending on insurance type, with Medi- Cal paying BLS rates, Medicare paying nothing, and Commercial Insurance paying in full. It is important to recognize that revenue can be collected from these responses. This additional revenue will help reduce the impact on taxpayers for EMS services. May 23, 2023 Item #9 Page 365 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 41 CFD could generate an additional $485,706 in TNT revenue using a call rate of $459.08, which is based on the FRF hourly rate of $612.11. This does not include additional charges for oxygen, monitor, etc. Summary A FRF is an effective cost recovery practice to help offset costs of providing enhanced paramedic level of service provided by engine and truck companies. By implementing a FRF, the City is in a stronger financial position. When evaluating a department’s fees for service, the goal should be to achieve 100% cost recovery or cost neutrality for the benefit of the taxpayer. In doing this, the department is in a stronger financial position than providing a service requiring subsidy from the General Fund. City and CFD leadership are acting prudently and responsibly by considering the implementation of a FRF. By undertaking these actions, the City is not only monitoring financial impacts that healthcare has on department operations, but also safeguarding the taxpayer’s investment in its response system. There are three basic components that drive a system’s ability to be cost neutral: call volume, payer mix, and rates for service. For the most part, a provider’s only option to influence cost recovery is to adjust rates. In most cases, it is impractical, and in some cases impossible, to achieve cost neutrality for an EMS system. There are, however, options to lessen the cost impact of providing these essential services and to improve the overall financial forecast. May 23, 2023 Item #9 Page 366 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 42 Section IV: RECOMMENDATIONS ON FEES May 23, 2023 Item #9 Page 367 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 43 Options for Ambulance Fees Despite additional projected revenue, the City is significantly under-charging for EMS services based on service costs incurred by the City. While this means compliance with Proposition 26 provisions is a nonissue, the City should consider the option to increase revenue to keep up with rising costs and inflation. Statewide and San Diego County averages for ambulance fees are much higher than CFD fees. An option would be to charge somewhere in the middle or slightly above to keep up with increased costs of providing EMS services. GEMT does not regulate agency charges, only Medi-Cal program reimbursement amounts. Ambulance fees are set by City policy and do not appear to be based on actual cost of services or align with average ambulance commercial rates in the state of California. Triton determined that CFD rates are significantly lower than average rates charged by other organizations in the state. The following is a list of options that Triton believes would contribute to recovering costs related to the provision of EMS first responder services. Option 1 - Continue with CFD’s current system and implement increases in ALS and BLS rates as follows: Figure 24: Estimated Revenue with Increased ALS and BLS Rates Estimated Revenue ALS BASE 94% BLS BASE 6% $4,532,796 $2,600.00 $2,100.00 Medicare $1,485,802 $94,838 Medi-Cal $648,307 $41,381 Commercial $2,318,867 $148,013 Private Pay $79,820 $4,789 The figures provided in Option 1 reflect an average base rate of $2,350 (ALS/BLS average) and are calculated using applicable collection rates. May 23, 2023 Item #9 Page 368 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 44 Option 2 – Implement the following: • Adopt one single transport rate for ALS and BLS transports • Increase the single rate base to $2,600 • Increase fees charged for mileage, oxygen, and supplies • Monitor revenue and adjust as needed to stay within Proposition 26 limits • Design a public education campaign to inform the community on reasons for ambulance fee increases • Make available educational information for the City Council to help respond to questions from respective constituents • Provide training to field personnel to explain why transport fees are being increased • Provide field personnel with appropriate talking points and responses to potential questions from patients and family members when questioned about ambulance fee increases Figure 25: Estimated Revenue with Single ALS/BLS Rate at $2,600 PAYER ALS/BLS BASE $2,600.00 NIGHT CHARGE $55.28 OXYGEN $120.92 MILEAGE $41.48 Medicare $1,580,640 0 0 0 Medi-Cal $689,688 0 0 0 Commercial $2,466,880 $39,335 $12,620 $381,759 Private Pay $79,820 $1,018 $408.35 $1,273 ESTIMATED REVENUE $4,817,028 The figures provided in Option 2 above reflect a single base rate of $2,600 (ALS/BLS calls), are calculated using applicable collection rates, 60% night calls, 10% oxygen use, and 9.7 miles average travel. TNT is based on 60% of the 6,507 non-transport EMS calls. Medicare is calculated at $1,580,640 and Medi-Cal is calculated at $689,799. The figures for night charge, oxygen, and milage are what is collectable. May 23, 2023 Item #9 Page 369 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 45 Option 3 – Implement the following: • Adopt one singe transport rate for ALS and BLS transports • Increase the singe base rate to $2,800. (This can be increased to a higher rate, which will revise the estimated revenue increase shown in the table below. It is recommended that the single base rate be $5,000 or less to remain compliant with Proposition 26. See Figure 27.) • Adopt a billing policy of soft collections that bills City residents for insurance only and non-residents for insurance and co-pay • Increase fees charged for mileage, oxygen, and supplies • Monitor revenue and adjust as need to stay within Proposition 26 limits • Design public education campaign to inform community about reasons for ambulance fee increases • Make available educational information for the City Council to help respond to questions from respective constituents • Provide training to field personnel to explain why transport fees are being increased • Provide field personnel with appropriate talking points and responses to potential questions from patients and family members when questioned about ambulance fee increases May 23, 2023 Item #9 Page 370 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 46 Figure 26: Estimated Revenue with Single ALS/BLS Rate of $2,800 PAYER ALS/BLS BASE $2,800.00 NIGHT CHARGE $55.28 OXYGEN $120.92 MILEAGE $41.48 Medicare $1,580,640 0 0 0 Medi-Cal $689,688 0 0 0 Commercial $2,656,640 $39,355 $12,620 $381,759 Private Pay $85,960 $1,018 $408.35 $12,350 ESTIMATED REVENEUE $5,012,928 The figures provided in Option 3 above reflect a single base rate of $2,800 (ALS/BLS calls), are calculated using applicable collection rates, 60% night calls, 10% oxygen use, and 9.7 miles average travel. TNT is based on 60% of the 6,507 non-transport EMS calls. Medicare is calculated at $1,580,640 and Medi-Cal is calculated at $689,799. It is important to note that as long as the base rate remains under $5,000, CFD will remain compliant with Proposition 26. The Proposition 26 breakdown is as follows: Figure 27: Proposition 26 Breakdown BASE Rate Medicare Medi-Cal Commercial Private Pay FRF $5,000 $1,580,640 $689,688 $4,744,000 $153,500 $935,743 The figures in Figure 27 are calculated using applicable collection rates Based on the above charge, the total revenue collected would be $8,103,571 leaving a buffer of $2,232,988. May 23, 2023 Item #9 Page 371 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 47 Recommendations for First Responder Fees • Consider and accept feasibility study as provided by Triton • Consider implementing a FRF as identified in this study • Determine FRF rate that is appropriate and acceptable. The preliminary assessment indicates $612.11 per hour could be charged that would generate approximately $935,743 in additional revenue. This figure is based on a FRF charge to all EMS calls. As an option, CFD could apply this fee to incidents that are just transports, or non-transports only in leu of TNT fees. • The FRF calculation should be reviewed every three years, at a minimum, to ensure the rate remains appropriate • Design public education campaign to inform community about reasons for FRF • Make available educational information for the City Council to help respond to questions from respective constituents • Provide training to field personnel as to why the FRF is being implemented • Provide field personnel with appropriate talking points and responses to potential questions from patients and family members when questioned about the FRF May 23, 2023 Item #9 Page 372 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 48 Conclusion EMS incidents account for 85% of CFD responses. The City has an opportunity to increase revenues to offset costs of providing enhanced paramedic service with fire engine and truck companies. It is essential for the entire system to function smoothly, with ALS first response engine/truck companies to ALS ambulance transport. Triton has provided the City options to offset costs associated with its EMS delivery system. The new PP-GEMT IGT program will offset approximately $375,000 in additional collections from Medi-Cal. The three options above can additionally offset costs by: Option 1: $4,532,796 Option 2: $4,817,028 Option 3: $5,012,928 A fourth option would be to choose fees that the City Council feels are appropriate. This “a la carte” approach can structure fees as determined acceptable and palatable. The figure below captures some of the available fees (with a low and high rate) based on 6,020 annual transports. May 23, 2023 Item #9 Page 373 of 384 /\P TRITON ---------------- First Responder Fee Feasibility and Ambulance Service Fee Study Carlsbad Fire Department 49 Figure 28: A La Carte Approach FEE RATE PROJECTED REVENUE Base Rate $2,500.00 $4,719,078 Base Rate $2,900.00 $5,110,878 Night Call $45.00 $26,428 Night Call $60.00 $35,260 Oxygen $100.00 $10,077 Oxygen $145.00 $15,623 FRF $300.00 $592,320 1 FRF $612.11 $935,743 1 TNT $300.00 2 TNT $612.11 2 1 This is based on all EMS calls and would change if specific types of responses are included 2 To calculate revenue for TNT, a determination must be made regarding what patients will be charged a FRF. Potential revenue for this is $485,706, which would be subtracted from the FRF projections. Carlsbad has options with regard to structure and level of EMS fees. The level of fees should be consistent with the community’s values and interests. Triton has provided alternatives to the current fees that would increase revenues. By limiting increases in EMS service fees to $5,000, the City will remain compliant with Proposition 26. Triton recommends adopting a fee policy that includes an annual review of fees. The total revenue collected (which varies based on option chosen) would be $8,103,571 leaving a buffer of $2,232,988 before reaching Proposition 26 limits for revenue collection. If CFD does not exceed the total spent on EMS Services, Proposition 26 will not be an issue. May 23, 2023 Item #9 Page 374 of 384 /\P TRITON ---------------- RESOLUTION NO. 2023-141 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 13, 2023, FOR ADOPTION OF THE FISCAL YEAR 2023-24 OPERATING, STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM, AND CAPITAL IMPROVEMENT PROGRAM BUDGETS; CARLSBAD'S SHARE OF THE ENCINA WASTEWATER AUTHORITY OPERATING AND CAPITAL BUDGETS; THE GANN SPENDING LIMIT FOR FISCAL YEAR 2023-24; AND CHANGES TO THE MASTER FEE SCHEDULE; AND DETERMINING THE FISCAL YEAR 2023-24 CAPITAL IMPROVEMENT PLAN BUDGET IS CONSISTENT WITH THE GENERAL PLAN AND APPLICABLE CLIMATE ACTION PLAN MEASURES AND ACTIONS WHEREAS, the City Council of the City of Carlsbad, California, has received a report on the city's preliminary Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program budgets for fiscal year 2023-24 and on proposed changes to the Master Fee Schedule; and WHEREAS, prior to the adoption of the budgets, the changes to fee schedule, and other budget related documents, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the City Council desires to provide notice of the public hearing on the city's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 13, 2023, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on: a.The adoption of the fiscal year 2023-24 Operating, Strategic Digital Transformation Investment Program, and Capital Improvement Program Budgets; b.The adoption of the city's share of the Encina Wastewater Authority Operating and Capital Budgets; c.The adoption of the Gann spending limit for fiscal year 2023-24; d.The adoption of changes to the Master Fee Schedule; and Exhibit 5 May 23, 2023 Item #9 Page 375 of 384 May 23, 2023 Item #9 Page 376 of 384 e. The determination that the fiscal year 2023-24 Capital Improvement Plan is consistent with the General Plan and the applicable Climate Action Plan measures and actions. 4. That the City Clerk's Office is directed to publish notice of the public hearing on the city's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 23rd day of May, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. KEITH BLACKBURN, Mayor M fvr SHERRY FREISINGER, City Clerk (SEAL) RESOLUTION NO. 1707 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 13, 2023, FOR ADOPTION OF THE FISCAL YEAR 2023-24 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS AND CHANGES TO THE MASTER FEE SCHEDULE WHEREAS, the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, has received a report on the District's preliminary Operating and Capital Improvement Program budgets for fiscal year 2023-24 and on proposed changes to the Master Fee Schedule; and WHEREAS, prior to the adoption of the budgets and the changes to the fee schedule, the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 13, 2023, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on: a.The adoption of the fiscal year 2023-24 Operating and Capital Improvement Program budgets; and b.The adoption of changes to the Master Fee Schedule. 4.That the Board Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. Exhibit 6 May 23, 2023 Item #9 Page 377 of 384 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Municipal Water District of the City of Carlsbad, the City Council of the Cit of Carlsbad, the Board of Directors of the Carlsbad Public Financing Authority, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 23rd day of May, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. fw tU KEITH BLACKBURN, President SHERRY FREISINGER, Secretary (SEAL) May 23, 2023 Item #9 Page 378 of 384 RESOLUTION NO. 92 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE PUBLIC FINANCING AUTHORITY OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 13, 2023, FOR ADOPTION OF THE FISCAL YEAR 2023-24 OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGETS FOR THE CROSSINGS AT CARLSBAD MUNICIPAL GOLF COURSE WHEREAS, the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, has received a report on the preliminary Operating and Capital Improvement Program budgets for The Crossings at Carlsbad Municipal Golf Course for fiscal year 2023-24; and WHEREAS, prior to the adoption of the budgets, the Board desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Board desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Public Financing Authority of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 13, 2023, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2023-24 Operating and Capital Improvement Program budgets. 4.That the Board Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. Exhibit 7 May 23, 2023 Item #9 Page 379 of 384 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Board of Directors of the Carlsbad Public Financing Authority, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the City of Carlsbad Community Development Commission, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 23rd day of May, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. fi;r KEITH BLACKBURN, Chair SHERRY FREISINGER, City Clerk (SEAL) May 23, 2023 Item #9 Page 380 of 384 RESOLUTION NO. 561 A RESOLUTION OF THE COMMUNITY DEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, SETTING A PUBLIC HEARING FOR JUNE 13, 2023, FOR ADOPTION OF THE FISCAL YEAR 2023-24 OPERATING BUDGET OF THE CARLSBAD HOUSING AUTHORITY WHEREAS, the Community Development Commission of the City of Carlsbad, California, has received a report on the Carlsbad Housing Authority's preliminary Operating Budget for fiscal year 2023-24; and WHEREAS, prior to the adoption of the budget, the Commission desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the Commission desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the Community Development Commission of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 13, 2023, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2023-24 Operating Budget. 4.That the Commission Secretary is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. Exhibit 8 May 23, 2023 Item #9 Page 381 of 384 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City of Carlsbad Community Development Commission, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, and the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency held on the 23rd day of May, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. May 23, 2023 Item #9 Page 382 of 384 RESOLUTION NO. 2023-142 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, AS THE SUCCESSOR AGENCY FOR THE CARLSBAD REDEVELOPMENT AGENCY, SETTING A PUBLIC HEARING FOR JUNE 13, 2023, FOR ADOPTION OF THE FISCAL YEAR 2023-24 OPERATING BUDGET OF THE SUCCESSOR AGENCY WHEREAS, the City Council of the City of Carlsbad, California, as the successor agency for the Carlsbad Redevelopment Agency, has received a report on the successor agency's preliminary Operating Budget and the enforceable debt obligations of the City of Carlsbad's Redevelopment Obligation Retirement Fund for fiscal year 2023-24; and WHEREAS, prior to the adoption of the _budget, the City Council desires to conduct a public hearing at which oral and written presentations may be made; and WHEREAS, the City Council desires to provide notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as the successor agency for the Carlsbad Redevelopment Agency, as follows: 1.That the above recitations are true and correct. 2.That a public hearing is set for June 13, 2023, at 5:00 p.m., at the City of Carlsbad Council Chamber at 1200 Carlsbad Village Drive in Carlsbad, California. 3.That, at the public hearing, oral and written presentations may be made on the adoption of the fiscal year 2023-24 Operating Budget. 4.That the City Clerk's Office is directed to publish notice of the public hearing on the City of Carlsbad's website at least 10 days in advance of the public hearing and for 10 days in a newspaper regularly published at least once a week. Exhibit 9 May 23, 2023 Item #9 Page 383 of 384 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the City Council of the City of Carlsbad as Successor Agency to the Carlsbad Redevelopment Agency, the City Council of the City of Carlsbad, the Board of Directors of the Carlsbad Municipal Water District, the Board of Directors of the Carlsbad Public Financing Authority, and the City of Carlsbad Community Development Commission held on the 23rd day of May, 2023, by the following vote, to wit: AYES: NAYS: ABSTAIN: ABSENT: Blackburn, Bhat-Patel, Acosta, Burkholder, Luna. None. None. None. fw KEITH BLACKBURN, Mayor SHERRY FREISINGER, City Clerk (SEAL) Exhibit 6 May 23, 2023 Item #9 Page 384 of 384 lLll All Receive -Aienda lt@m # C/ For the Information of th;- CITY COUNCIL Date~/z-~/23CA __0c ✓ CM _0CM ~ DCM (3) ✓ {city of Carlsbad Council Memorandum May 23, 2023 To: From: Via: Re: Honorable Mayor Blackburn and Members of the City Council Laura Rocha, Deputy City Manager, Administrative Services Zach Korach, Finance Director Geoff Patnoe, Assistant City Manager ({jj) Additional Materials Related to Staff Report Item No. 9-Fiscal Year 2023-24 Preliminary Operating Budget, Strategic Digital Transformation Investment Program and Capital Improvement Program, Fiscal Year 2023-24 Master Fee Schedule, The Crossings at Carlsbad Proposed Reserve Policy (Districts -All) This memorandum provides additional information related to questions that were communicated during the City Council briefings for the May 23, 2023, City Council meeting. 1. Page 79 of 384: Within Construction, Management, and Inspection, what are the fluctuations in professional and contract services? Why have interdepartmental charges increased in FY 2024? Construction, Management, and Inspection (CM&I) is proposing a reduction in contracted development inspection services. While there may be minor impacts during periods of high workload throughout the year, this reduction is to better align with regular/normal levels of workload. Additional general information explaining why many departments experienced an increase in interdepartmental chargebacks: Interdepartmental charges have significantly increased over the current year. Interdepartmental charges originate from the city's internal service funds like Information Technology, Vehicle Replacement/Maintenance, Workers' Compensation, and Risk Management, where expenses are consolidated and charged out to other funds for services provided. Below are brief descriptions of these cost centers and reasons behind any increases. Information Technology: • Many departments had a general increase in this chargeback because Information Technology (IT) did not previously have Business Systems Specialist (BSS) positions centralized and there was not a standardized methodology for allocating those positions until now. Administrative Services Branch Finance Department 1635 Faraday Avenue I Carlsbad, CA 92008 I 442-339-2415 t Additional Materials Related to Staff Report Item No. 9 -Fiscal Year 2023-24 Preliminary Budget May 23, 2023 Page 2 • The overall budget for IT increased so there were more costs to allocate. This was driven by the completion of IT projects within the Strategic Digital Transformation Investment Program that were subsequently moved into the IT operating budget. • Many standard pieces of the IT operating budget are allocated based on PC count (salary costs for most IT divisions, software/hardware utilized uniformly by the city, etc.). However, costs attributable to one specific department (like License Plate Readers for Police) would be directly charged to one specific department in the IT chargeback. Many of the IT related staff reports approved by the City Council during fiscal year (FY) 2022-23 on behalf of a department are experiencing their IT chargeback growing by the item's maintenance amount, at a minimum. Vehicle Replacement • The Vehicle Replacement budget has decreased in FY 2023-24, but the vehicle replacement chargeback went up. This is because the Vehicle Replacement fund budget is only concerned with the costs to purchase a new replacement vehicle for the given year. In other words, a vehicle has reached the end of its useful life, the fund has collected the full replacement value of that vehicle over the course of its useful life, and it is now time to spend the full capital outlay amount to purchase a new vehicle to replace the old one. Alternatively, the chargebacks reflect the annual amount charged to departments to collect on the replacement value of the citywide fleet inventory. In FY 2023-24, the vehicles scheduled for replacement are smaller dollar, compared to the current year which involved a couple vehicles valued at close to a million dollars each. Further, there are more vehicles in the fleet that are part of a replacement cycle and vehicles cost more in general to replace due to inflation and rising costs. This results in a growing chargeback to departments. Risk • The Risk Management budget increased for the upcoming year due to several supplemental budget requests to handle rising costs. $1.12M for settlements, $443k for premiums, and $1.45 million for legal costs. This is partially to "right size" the existing budget, but also to pay for the anticipated legal charges for a large influx of complex claims. • Charges to departments are larger because of the overall increase but may have fluctuated by a larger amount depending on the calculations used in the chargeback methodology. The city allocates charges using a weighted average of several factors, including: FTE count, a five-year historical average of liability claim costs incurred, and active fleet assets. A high claim cost in the most recent year or increase in vehicles could cause the percentage of Risk costs allocated to the department to increase. Additional Materials Related to Staff Report Item No. 9 -Fiscal Year 2023-24 Preliminary Budget May 23, 2023 Page 3 Workers' Compensation • The Workers' Compensation budget increased for the upcoming year due to several supplemental budget requests to handle rising costs. $527k for settlements, and $99k for various mandated fees. The city also applies a small buffer above and beyond the budget in the chargeback (15%) to help keep the fund balance sufficient. • Charges to departments are larger because of the overall increase but may have fluctuated by a larger amount depending on the calculations used in the chargeback methodology. The city allocates charges using a weighted average of a couple factors, including FTE count and a five-year historical average of liability claim costs incurred. A high claim cost in the most recent year could cause the percentage of Workers' Compensation costs allocated to the department to increase. 2. Page 91 of 384: What is the negative expense personnel expense item within Fleet Maintenance and Replacement in FY 2022? The Governmental Accounting Standards Board (GASB) released guidance for accounting for pension in FY 2014-15. On an annual basis, cities are required to account for changes in pension related items. CalPERS provides cities the appropriate reports to accurately account for changes in the pension liability and underlying changes in Cal PERS' assumptions and investment performance. In FY 2021, CalPERS achieved a very strong return on investments and in order to account for the significant reduction in liability, a negative expense needed to be recorded. While this negative expense was allocated across the city's enterprise and internal service funds, the fleet replacement and maintenance funds did not have enough 'positive' expenses to offset this decrease. 3. Page 103 of 384: Why have other operating expenses increased for Recycled Water Operations since FY 2021? These are budgeted expenses for the State Water Resources Control Board low-interest loan repayments. The budget authority to make the debt service payment is requested annually; however, the "actual" expenses are not recorded as they reduce the amount of the outstanding loan balance. Th is is a year-end accounting adjustment to conform with Generally Accepted Accounting Principles (GAAP). This makes it more difficult to compare the budgeted figure with the actual amount. 4. Page 105 of 384: Why have other operating expenses increased in Wastewater Operations since FY 2021? This is an increase in operating transfers to the Wastewater Capital Fund to maintain cashflows. The net impact of the transfer out and transfer in between the two Wastewater funds is zero. Additional Materials Related to Staff Report Item No. 9 -Fiscal Year 2023-24 Preliminary Budget May 23, 2023 Page 4 5. Page 116 of 384: Professional & contract services have increased $350,000 over the previous fiscal year. Why? Included in the preliminary budget is a one-time request of $350,000 for consultant services associated with the city's housing element. 6. Within the branch budget summaries, why have "other operating expenses" increased for a number of departments? Other operating expenses is a classification that includes items that do not fall under the "professional & contract services," "supplies & materials," or "repair & maintenance" classifications. Budget items typically include heating and lighting, water, and training costs. Since FY 2020-21, SDG&E rates have increased substantially resulting in a $500,000 or 28% increase to the budget. 7. Within the branch budget summaries, what is included in "other personnel expenses?" Personnel costs such as Medicare, disability, unemployment and workers' compensation are included in this expense classification. The city has experienced a rise in workers' compensation claims in recent years. Since FY 2020-21, workers' compensation costs in the General Fund have increased from $1.8 million to $5.6 million and is the primary driver for increases seen in this expense classification. Refer to question #1 and #10 for further information on workers' compensation. 8. Page 139 of 384: What comprises the $5,223 of supplies and materials? How many children are being served? How do we know we are effectively serving the early literacy needs. If we had more money, could we help/assist more youth? FY 2023-24 DESCRIPTION $ $ $ $ $ 950 Cole Ch ildrens: misc. supplies account. 2,500 Zoobean (Beanstack software) $2,500 per year Dove Childrens: For the rep lacement of lab and ELS computer headphones, 400 splitter cables, mouse pads, and breakaway plugs 1,373 Dove Childrens: misc. supplies account. 5,223 Zoobean/Beanstack is the web-based program we use to track and reward both children and adults for reading time/pages read during our Summer Reading Adventure. Patrons can log in to the syste m, enter their time/pages read, and when they reach milestones, they get rewards. Staff estimate 1,500 Summer Reading Adventure participants this fiscal year. Early Literacy Stations, or ELS, get a lot of use, so parts/accessories always need replacing. Staff estimate nearly 9,000 early literacy station users this fiscal year. Additional Materials Related to Staff Report Item No. 9 -Fiscal Year 2023-24 Preliminary Budget May 23, 2023 Page 5 The rest of the General Fund supplies budget is for normal day-to-day supplies and crafting materials staff need to support children's programs and services. The supplies budget is tied to the amount of children's programming staff can provide. Children's programming is staff intensive. Significant additional programming would require additional staffing. General Fund supplies budget and additional Friends supplemental support are adequate at present. We are intentional in promoting Friends support for specific programs. Friends reap benefits from the recognition of their support. Attendance Metrics (through April 30, 2023}: Preschool program attendance: 15,592 Pre-pandemic July 2018 -April 2019 attendance: 24,214 School-age children attendance: 6,914 Pre-pandemic July 2018 -April 2019 attendance: 14,887 Attendance has yet to reach pre-pandemic levels but is increasing steadily this year. 9. Page 151 of 384: How many people are attending the teen programming at Pine Avenue Community Park Community Center with the Youth Enrichment Services Community Resources Fair, Masked Night Out Event, Amped Music and Arts Throwdown Event, and Teen Masterminds Club? • Youth Enrichment Services Community Resources Fair (December 15, 2022) - approximately 50 participants (multigenerational) • Masked Night Out Event (January 13, 2023) -approximately 200 participants (teens) • Amped Music and Arts Throwdown Event (February 11, 2023) -approximately 200 participants (high school students and families) • Teen Masterminds Club o Halloween Carnival (October 31, 2022): approximately 100 participants (youth, teen and adults) o Share a Heart Valentine's Event (February 9, 2023): approximately 35 participants (children, parents, and senior center volunteers - intergenerational) Additional Materials Related to Staff Report Item No. 9 -Fiscal Year 2023-24 Preliminary Budget May 23, 2023 Page 6 10. Page 168 of 384: # of workers' compensation claims CLAIMS OPENED DURING FY 101 128 153 152 203 232 TOTAL CLOSED CLAIMS 115 73 148 139 218 222 11. Page 168 of 384: Why is risk management, professional services, increasing so much? This is related to additional legal services needed due to the rise is open/outstanding claims. ($1,450,000: $950,000 one-time and $500,000 ongoing). Also refer to question #1 above for further explanations on changes to interdepartmental charges. 12. Page 210 of 384: How many devices were replaced in FY 2022-23 ($790,000)? 264 total replacements: 19 Desktops 17 Desktops for Police Department 9 laptops for Police Department 103 laptops ruggedized for Police Department 13. What is the city's total fleet? The city's fleet consists of 456 vehicles citywide. 13 Desktops for patrons 88 laptops 11 Laptops ruggedized 4 servers/switches 14. Is Monroe Street Pool missing from the unfunded project table? Yes, this project's estimated costs will be included as part of the final printed budget document. 15. Page: 25 of 384: Is the city's most recent sales tax category distribution consistent with historical trends? Yes -General Retail, Restaurants & Markets, and Transportation have historically been the largest sectors. The distribution experienced in calendar year 2022 is very similar to pre- pandemic conditions. cc: Scott Chadwick, City Manager Cindie McMahon, City Attorney Mickey Williams, Police Chief Michael Calderwood, Fire Chief Paz Gomez, Deputy City Manager, Public Works Gary Barberio, Deputy City Manager, Community Services Sheila Cobian, Legislative & Constituent Services Director From: Sent: To: Cc: Subject: Attachments: Christine Davis <chris@carlsbad-village.com> Tuesday, May 23, 2023 7:54 AM City Clerk; Council Internet Email Scott Chadwick Agenda Item #9 -May 23, 2023 City Council Meeting All Receive -Agenda Item # 0\ For the Information of the: CIT.Y COUNCIL J Dat,fjz~fif CA,. J CC CM _~_ ACM _J_ DCM (3) vi Item 9 -Preliminary Budget Feasability Study Request Letter.pdf Good morning. I am providing written comments to become part of the record for today's meeting. Thank you very much, CHRISTINE DAVIS I Executive Director Carlsbad Village Association p: 760.644.2121 Subscribe to our eNewsletter I Become a Member! CAUTION: Do not open attachments or click on links unless nize the sender and know the content i safe. 1 Zachary Markham Chairman Chanel Bennett Vice Chair Fumi Matsubara Board Member Samantha Dean Fauce Board Member Heidi Willes Board Member Carrie Moore Board Member Rosemary Eshelman Board Member The Carlsbad Village Association (CVA) is a non-profit organization whose core purpose is to lead the continual improvement of Carlsbad Village by promoting and enhancing its business, cultural, and community vitality, making it a premier destination. 300 Carlsbad Village Dr. Suite 108A #135 Carlsbad, CA 92008 760.644.2121 Carlsbad Villay'e Association~ ;,--; May 19, 2023 City of Carlsbad City Council experience the village 1200 Carlsbad Village Drive Carlsbad, CA 92008 SUBJECT: Item 9 on May 23, 2023, City Council Meeting Agenda Dear Honorable Mayor Blackburn and City Councilmembers: The Carlsbad Village Association (CVA) greatly appreciates the investments the city has made over the years in the Village. Partnering with our organization and small businesses, together we have been able to create a special place for residents and visitors alike. The Village is a vibrant historic heart for the City of Carlsbad. The CVA would like to kindly request your support in the 2023-24 preliminary budget. Specifically, we are asking you to fund a Property Based Improvement District (PBID) feasibility study. The goal of this study is to explore the possibility of creating a consistent funding source, which is permitted by state law. This funding could be used for continual improvements in the Village and could also allow for more involvement in how these services are provided. On March 15, 2022, the CVA submitted a letter and subsequently spoke at city council regarding its desire to evaluate the viability of forming a PBID. Since then, CVA has met with many California main street associations who are already operating as special benefit assessment districts, as well as others in different parts of the country, to learn abouttheir programs. CVA has engaged in numerous discussions with Village property owners, business owners, and residents, and has done considerable research on assessment districts through Main Street America and Civitas, an industry leader who has formed and renewed a majority of the nation's Property Based Improvement Districts. With the information and experience CVA has garnered, its board of directors and staff feel the timing is appropriate to begin an official feasibility study for the potential formation of a PBID for Carlsbad Village. To that end, CVA is respectfully requesting $20,000 from the city to produce and manage a three-month feasibility www.carlsbad-village.com study with Civitas. Civitas will provide expert advice and guidance throughout the info@carlsbad-village.com study that will ultimately result in the city receiving a valuable snapshot of the needs and priorities of the downtown businesses and residents and their willingness to participate in an assessment district. . Page 11 Hundreds of business and property owners in commercial areas throughout the state have used PBID's to create a stable funding source for much needed improvements and services. As with many commercial areas, there is a greater need for services in Carlsbad Village than can be provided with limited government funds. Without an investment from the private sector, business and property owners may find themselves at a competitive disadvantage to other areas. A PBID can address this gap and provide owners and customers with a well-managed, inviting atmosphere for conducting business. Civitas has completed over 150 district formations and renewal projects worldwide, which has generated over $2 billion in funding for the specific needs of their clients. There is no arguing that Carlsbad Village is a special place. With seven miles of beach just two blocks from the heart of downtown, it is a beacon for locals, drive market visitors, and tourists from around the country, year-round. The Village contains the highest concentration of restaurants of any area in the city, and a concentrated number of retail and service-related businesses. And with the significant increase in housing downtown, the Village now supports more residents than ever before. All of this will require additional maintenance and other services above and beyond the city's baseline services that are currently being provided. A PBID would enable the CVA to provide special benefit services in a hyper focused manner and maintain higher standards downtown. A feasibility study is expected to take three months to complete and would enable Civitas and CVA to determine district parameters, database development of district businesses and properties, create a boundary map, conduct stakeholder meetings and surveys to identify priorities for special benefit services, and ultimately provide a Draft Service Plan. The Service Plan will include boundaries, assessment rate, budget, and services: Civitas will also work with the city to clarify the base level of services the city will continue providing in the district. CVA has a proven track record of managing city contracts and working collaboratively with city staff and council. CVA is currently managing its second temporary art contract supported by the city's Cultural Arts Office and is in its second year of managing a very successful banner contract that has resulted in considerable expansion throughout the city into every district. Through the banner contracts, CVA has been able to provide additional programming at a much lower cost while elevating the level of service. In conclusion, the Carlsbad Village Association firmly believes that now is the ideal time to obtain concrete information about the feasibility of a PBID and what it could mean for the Village. With your support and collaboration, we can determine if this is something worthy of pursuing further as we all look for ways to enhance the vibrant and historic heart of the city. The feasibility study will provide us with valuable insights, enabling us to tailor services and ensure our local businesses continue to thrive. It is not just about maintaining what we have; it is about envisioning and building a future that exceeds expectations. We look forward to your favorable consideration of our request. Together, we will continue to make a lasting impact in the Village for locals and visitors alike, now and for years to come. Sincerely, Christine Davis Executive Director Page I 2 FY 2023-24PRELIMINARY OPERATING BUDGET FY 2023-24PRELIMINARY BUDGET Operating Budget Capital Improvements Program Strategic Digital Transformation Investment Program Laura Rocha, Deputy City Manager Administrative Services Zach Korach, Finance Director 1 RECOMMENDED ACTION 1.Accept the report 2.Set public hearing for June 13, 2023 2 TONIGHT’S PRESENTATION •Budget priorities •Budgets by service area •Citywide revenues and expenditures •Personnel reductions •Fee update •Investing in infrastructure 3 KEY DATES May 23 Preliminary budget Capital Improvement Program Strategic Digital Investment Program Master fee schedule June 13 Public hearing to adopt budget and master fee schedule July 1 New fiscal year begins Community budget workshop June 1 4 ITEM 9: PRELIMINARY FY23-24 BUDGET 0 0 0 0 { City of Carlsbad 2023-24 PROPOSED BUDGET •Focuses resources on City Council priorities •New efficiencies and spending reductions •Invests in infrastructure (digital and physical) •Grows city’s reserves •Continues focus on long-term fiscal sustainability 5 ( City of Carlsbad 6 (CitY Of Carlsbad 7 5-Year Strategic Plan -•*• ~ Goals Objectives KPls /' e Major Core projects services 8 FIVE YEAR STRATEGIC PLAN Community Character Quality of Life & Safety Sustainability & Natural Environment Economic Vitality Organizational Excellence & Fiscal Health ITEM 9: PRELIMINARY FY23-24 BUDGET V ,., -a-,,, Commum• ty Thousands of community members have-partlclpat.d in thit aty-sponsored (nvmon Ct1rkb.>d pl'Olj)rilm to crute ;, community V • • ¥1sl0n fo, Carlsbad s future. The core vatul!'s aOO Ylsion SI.Hemenu emerging e 0 IS IO n fromthtSpl'0«'11H'nlC'M•guldeforctty1Ndc-r,.-,,th,i:,yt,,rryoutth•rr s.rvice to all who lnre, work .1nd pla.y 1n 1he City of Urhba.d mall town feel, beach community character and connectedness Enhanc" C.arbbad's defining amibulH-IJS ~II town lftl and beach communRy chatactN. BUIid on the-dty"s culnn ol CM< tr19-19iernent. volunt~HSffl .nd philanthropy Open space and the n3tural environment Priontitt P'Olt<"IIQl"I and tnh.lnc~n1 cl open ~ .....:11ht 1\41t1,1r.al tnff~ Svpp:m •nd pottu C.rlsbi,i(t'j uniQ~ opm 5PKC' •nd ~ulnnl he,e~ Access to rccrca1ion and active, hcalt.hylifcstylcs Promo1e iKttw lofe~ and commurvty hi!~ by furtheing Kens to tr.nls. p,irks, beache5. and other r!'CJNtlOfl opponunl1JK. The local economy, business diversity and tourism Strengthen 1bl! City\ strong and d1Yft5e economy and ,cs poSltioo ,u an employment hub In north San~ County. Pn:imolt bu,.inn) (lli~II)'. inert.)'Sf:'d ~~fY rt'{Jil .md ~"9oPl)Ol11,ll'IIIIIIC'\, -.:I C,,ir1)~1 tl)urj,pn Walking, biking, pubtic transportation and connectivity lnereaie tlll'<'l!I ~tiOIK thtough <Mhar"K:l!d wAllung. bieyding 11nd pub{c. lfl!Mpo!'taliOfl ipfl!'MS.. El'thAl"lt.t MObtliry ~h nc~,1111"Nc:oon«tillrtyand in1t'"5ilirnl tr•Mpo,1-1t1onm.,~ Sustainability Buicl on ,iw city's 1vs1•1rwibilrty inrt1•t1~ to ffl'lt'f9t' •1 • It'~ in gfN'n c:kow-lopmml •nd suitMn.,bilrty Punw public/ prtvate partnerships. partlC.Wlfy on suna.inablewa1er. M«fJ'I, r«ycllng and foods. I listory. the ans and culrural resources Emphas..at, the-aru t:,; promoting a multitude of eve-nu and p,oductlons )'NI' round,. cuttJ~ wnues to host WO<ld-- cbu pe,bmances, and c:Nbr.tt.e C..rhbach c:ultur.t.l hN1Uige ,n decr.c.a!ed faa~toe,; ind prog,.im1. I ligh quality education and conununity services Suppott quilht~. ccmprehtnlive tduc.ttion •nd •~ li!Mning opportun1tJe1,, puwide housing a.Dd c:ommunity S,t'fVICfl lor •cha'9ng populihon,,1nd 1111int,1in,1 h¥! 1t-11"diird forotywidt-public: wf'1y eighborhood revitalization, community design and livability lttvtt41liit~borhoods and c-nh4nct<iiywidt commvrHty~ 11nd iv,J,bil•ty Pron-.o~,11 g:rt4kf mixof~<ityw;clco. moll! actMtie-5 along the c:oasdtne and hnltden11ty to public: trans.portatJC>n. ReY!Ui~ll! the! downtown 'Ill• as.a C.0tr1murutyfoc:al point .ind i!iUl"NClut..-.dmemor~c.entft'fOf ¥iS.tOfi,,ard tejuvt-Nt~lhe ~totk B.!irriOneighbothood.. (__ City of Carlsbad 9 $250,000 $700,000 $82,231 $112,000 $4.1 M $214,225 SAFETY INVESTMENTS 10 $352,500 $162,000 CITY COUNCIL PRIORITIES $2.1 M $428,164 $280,821$137,000 11 $537,375 $140,000$400,000 MANDATES $10,000 12 $730,000 OTHER AGENCIES $115,000 $472,000 $45,000 No annual increases No rollovers Data driven decisions BUDGET REFORMS Internal audits Tighter policies 13 ITEM 9: PRELIMINARY FY23-24 BUDGET { City of Carlsbad Inflation 6.4% Proposed General Fund M&O Budget 0.7% RE D U C I N G C O S T S 14 ITEM 9: PRELIMINARY FY23-24 BUDGET 10 9 8 7 5 4 3 2 1 0 15 $S1k IT support Admin, printing QJ u c:: ro c:: $69k Animal control 39k ~ ~-1111111111.. ~----~ $90k C 0 ..c c.. -- Travel and training QJ u------~ 0 $11k Public computers $8S6k a ~-_, Reduce use of UaM consultants BUDGET SAVINGS Citywide General Fund New revenues 16 $3.3 M $2.3 $1.3 ITEM 9: PRELIMINARY FY23-24 BUDGET 17 PROJECTED GENERAL FUND RESERVES 100% 50% 0% June 30, 2024 Policy 40%, $79M 59% Projected, $118M PROJECTED GENERAL FUND RESERVES 2023-24 $118 M 43% increase $82.5 M 2019-20 18 ITEM 9: PRELIMINARY FY23-24 BUDGET PENSION PERCENT FUNDED 19 As of June 30, 2021 Carlsbad Chula Vista El Cajon Coronado Oceanside Encinitas Lemon Grove Vista Del Mar San Marcos Solana Bea ch Santee Escondido Poway National City La Mesa 0% 20% 40% 60% 86% 85% 85% 84% 84% 83% 82% 80% 80% 79% 78% 78% 77% 75% 109% 96% ... 100% 120% 20 PROJECTED REVENUES AND PROPOSED EXPENDITURES Zach Korach Finance Director Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $6,583,649 $6,684,240 $100,591 2% M&O $1,625,266 $1,478,603 $(146,663)-9% Interdept $651,257 $790,312 $139,055 21% TOTAL $8,860,172 $8,953,155 $92,983 1% Full-Time Personnel 34.00 34.00 0.0 0% Part-Time Personnel 2.50 2.50 0.0 0% General Fund $8,465,166 $8,414,199 $(50,967)-1% Special Revenue Fund $395,005 $538,956 $143,950 36% TOTAL $8,860,172 $8,953,155 $92,983 1%PO L I C Y & L E A D E R S H I P 21 AD M I N I S T R A T I V E S E R V I C E S Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $15,990,283 $16,407,104 $416,821 3% M&O $20,479,791 $24,416,449 $3,936,658 19% Interdept $1,366,176 $1,416,005 $49,829 4% TOTAL $37,836,250 $42,239,558 $4,403,308 12% Full-Time Personnel 99.00 99.00 0.00 0% Part-Time Personnel 6.89 6.40 -0.49 -7% General Fund $14,070,669 $13,725,959 $(344,740)-2% Internal Service Fund $23,765,551 $28,513,599 $4,748,048 20% TOTAL $37,836,250 $42,239,558 $4,403,308 12% 22 Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $40,743,776 $44,269,167 $3,525,391 9% M&O $3,164,350 $3,038,282 $(126,068)-4% Interdept $7,723,463 $8,678,004 $954,541 12% TOTAL $51,631,589 $55,985,453 $4,353,864 8% Full-Time Personnel 187.00 187.00 0.0 0% Part-Time Personnel 3.18 2.18 -1.0 -31% General Fund $51,240,884 $55,615,155 $4,374,271 9% Special Revenue Fund $390,705 $370,705 $(20,407)-5% TOTAL $51,631,589 $55,985,453 $4,353,864 8% 23 PO L I C E D E P A R T M E N T Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $28,535,003 $30,052,510 $1,517,507 5% M&O $4,860,083 $3,263,733 $(1,596,350)-33% Interdept $4,361,857 $4,448,981 $87,124 2% TOTAL $37,756,943 $37,765,224 $8,281 0% Full-Time Personnel 123.00 124.00 1.00 1% Part-Time Personnel 11.50 10.50 -1.00 -9% 24 FI R E D E P A R T M E N T Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $25,522,951 $26,698,517 $1,175,566 5% M&O $80,673,048 $85,126,415 $4,453,367 6% Interdept $10,318,418 $13,514,781 $3,196,363 31% TOTAL $116,514,417 $125,339,713 $8,825,296 8% Full-Time Personnel 182.75 181.75 -1.00 0% Part-Time Personnel 12.50 14.00 1.50 12% General Fund $22,339,501 $23,228,291 $888,790 4% Special Revenue Fund $1,651,708 $1,718,822 $67,114 4% Enterprise Fund $83,723,323 $95,627,697 $11,904,374 14% Internal Service Fund $8,799,885 $4,764,902 $(4,034,982)-46% TOTAL $116,514,417 $125,339,713 $8,825,296 8% 25 PU B L I C W O R K S Adopted 2023 Preliminary 2024 Change ($)Change (%) Personnel $29,750,478 $29,875,661 $125,183 0% M&O $37,544,099 $40,391,793 $2,847,694 8% Interdept $7,303,218 $7,567,222 $264,004 4% TOTAL $74,597,795 $77,834,676 $3,236,881 4% Full-Time Personnel 181.00 182.00 1.00 0% Part-Time Personnel 144.32 132.27 -12.05 -8% General Fund $49,450,171 $49,056,414 $(393,757)0% Special Revenue Fund $14,883,779 $17,597,762 $2,713,983 18% Trust Fund $1,068,548 $1,059,500 $(9,345)0% Enterprise Fund $9,195,000 $10,059,500 $926,000 10% TOTAL $74,597,795 $77,834,676 $3,236,881 4% 26 CO M M U N I T Y S E R V I C E S 27 SU M M A R Y DEPARTMENT 2022-23 2023-24 Change Change Administrative Services -Administration $0.6 $0.8 $0.2 4.9% Administrative Services -Finance 5.5 5.3 -0.2 -2.7% Administrative Services -Human Resources 5.3 5 -0.3 -4.5% Administrative Services -Innovation & Econ Dev 2.5 2.6 0.1 0.1% Community Services -Administration 0.7 0.6 -0.1 -13.4% Community Services -Community Development 10.4 11 0.6 6.1% Community Services -Housing & Homeless Svs 3.1 2.8 -0.3 -11.8% Community Services -Library & Cultural Arts 14.1 13.6 -0.5 -3.2% Community Services -Parks & Recreation 21.2 21.1 -0.1 -0.5% Policy & Leadership Group 8.5 8.4 -0.1 -0.6% Public Safety -Fire 37.8 37.7 -0.1 -0.0% Public Safety -Police 51.2 55.6 4.4 8.5% Public Works -Administration 1.4 1.6 0.2 8.4% Public Works -Construction Mgmt. & Inspection 3.3 3.3 0 -0.2% Public Works -Environmental Sustainability 1.2 1.2 0 1.6% Public Works -Facilities 6.8 7.5 0.7 10.8% Public Works -Transportation 9.7 9.7 0 0.3% Non-Departmental 15.1 23.7 8.6 56.9% Total $198.4 $211.5 $13.1 6.6% 28 CITYWIDE REVENUES $362.8 million ITEM 9: PRELIMINARY FY23-24 BUDGET 58°/4 General Fund $212.0 11 °/4 I nterna I Service $38.4 5% 26% Enterprise $92.8 Special Revenue $19.5 CITYWIDE REVENUES Fund Estimated Budgeted $% 2022-23 2023-24 Change Change General Fund $207.8 $212.0 $4.2 2.0% Special Revenue 18.7 19.5 0.8 4.5% Enterprise 89.1 92.8 3.7 4.2% Internal Service 44.2 38.4 (5.8)-13.3% Successor Agency Housing Trust 1.0 0.0 (1.0)-100% Total $360.8 $362.8 $1.9 0.5% 29 ITEM 9: PRELIMINARY FY23-24 BUDGET 30 CITYWIDE EXPENSES $371.8 million 57% General Fund $211.5 28% Enterprise $105.7 6% Special Revenue, $20.2 9% lnte,rna II Se,rvice $33..3 1.1% Su cce,ssor Agency Housing1 Trust $1J By Fund Type (In Millions) Budget Budget $% 2022-23 2023-24 Change Change General Fund $198.4 $211.5 $13.1 6.6% Special Revenue 17.3 20.2 2.9 16.8% Enterprise 92.9 105.6 12.8 13.8% Internal Service 32.6 33.3 0.7 2.2% Successor Agency Housing Trust 1.1 1.1 -0.0% Total $342.3 $371.8 $29.5 8.6% CITYWIDE EXPENSES 31 ITEM 9: PRELIMINARY FY23-24 BUDGET 32 GENERAL FUND REVENUE SOURCES $212 million 24% Sales Tax $51.1 40% Property Tax $84.2 15% Transient Occupancy Tax $32.9 --Franchise Taxes $7.1 (3%) --Business License $6.4 (3%) -.J----Development Revenues $3.3 (2%) ---All Other Revenue $27 (13%) 33 GENERAL FUND REVENUE SOURCES 79% Estimated Budgeted $% 2022-23 2023-24 Change Change Property Tax $81.5 $84.2 $2.7 3.4% Sales Tax 51.4 51.1 (0.3)-0.6% Transient Occupancy Tax 32.5 32.9 0.4 1.1% Franchise Taxes 7.0 7.1 0.1 1.6% Business License Tax 6.2 6.4 0.2 3.1% Development Revenues 4.2 3.3 (0.9)-21.1% All Other Revenue 25.0 27.0 2.0 8.0% Total $207.8 $212.0 $4.2 2.0% GENERAL FUND REVENUES 34 GENERAL FUND EXPENDITURES BY TYPE Personnel 62%Maintenance & Operations 28% Capital Outlay 0% Transfers 10% $211.5 Million 35 $211.5 Million GENERAL FUND EXPENDITURES BY AREA Policy/Leadership $8.4 4%Administrative Services 13.7 7% Public Safety 93.4 44% Community Services 49.1 23% Public Works 23.2 11% Non-Departmental 23.7 11% 36 By Expenditure Type (In Millions) Budget Budget $% 2022-23 2023-24 Change Change Personnel, gross $126.1 $ 131.9 $5.8 4.6% Vacancy Savings (2.0)(2.0)0.0 0.0% Personnel 124.1 129.9 5.8 4.7% Maintenance &Operations 59.2 59.6 0.4 0.7% Capital Outlay 1.5 0.1 (1.4)-94.7% Transfers 13.6 21.9 8.3 61.1% Subtotal $198.4 $211.5 $13.1 6.6% GENERAL FUND EXPENDITURES 37 FULL TIME EQUIVALENT DECREASE Adopted 2022-23 Proposed 2023-24 987.65 975.59 12.06 38 ITEM 9: PRELIMINARY FY23-24 BUDGET 39 GE N E R A L F U N D F O R E C A S T FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28$0 $4,000,000 $2,000,000 $(2,000,000) $(4,000,000) $(6,000,000) $(8,000,000) $(10,000,000) $(12,000,000) ENTERPRISE FUNDS •Water, sewer, solid waste, golf course •Different revenue sources (fees) •Less volatility •Ability to use fund balances 40 ENTERPRISE FUND OVERVIEW $92.8 million $105.7 million Revenue Expenditures $65 million fund balance 41 ITEM 9: PRELIMINARY FY23-24 BUDGET CROSSINGS AT CARLSBAD GOLF COURSE 42 70,00052 12 110 87 43 Public Trails Habitat Protection 44 THE CROSSINGS AT CARLSBAD June 1989 Voters approve golf course and other recreation facilities 2007Course opens 2006 First year in the black Public Financing Authority established April 2000 Revenue bonds approved 2017 $47 million advance changed from loan to transfer 2021 2016 Bonds paid off l 45 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Revenues Expenses Income generating CROSSINGS AT CARLSBAD GOLF COURSE GOLF COURSE RESERVE POLICY •Golf course construction funded from revenue bonds and General Fund resources •Audit recommendation that repayment in the near future was unlikely •$47 million advance was “written off” but continues to be tracked •Proposed repayment strategy 46 1.Operations and maintenance 2.Capital reserve (10% of gross revenues) 3.Capital reserve replenishment 4.General Fund transfer (3% of gross revenues) 5.Operations and maintenance 47 GOLF COURSE RESERVE POLICY FEE UPDATES •Fee increases based on index •Fee increase based on cost recovery policy •Fee study updates and new fees 48 FE E C H A N G E S Categories Index Source 21-22 22-23 23-24 Most General City and Development Related Service Fees West Region Urban CPI Bureau of Labor Statistics 1.40%7.70%6.30% Habitat Mitigation Fees, Safety Training Center Facility Rental Fees San Diego Area CPI Bureau of Labor Statistics 2.40%8.20%6.40% All Development Impact Fees Los Angeles ENR CCI Engineering News Record 0.00%7.60%7.60% Traffic Impact Fees (increase by greater of Caltrans CCI or 2%; Caltrans CCI is 31.63%) Caltrans CCI California Department of Transportation 2.00%2.00%31.63% 49 Index date: Jan 2023 COST RECOVERY POLICY •City is currently recovering 43% of cost of providing services •State law: city fees cannot exceed the reasonable cost of providing services •City performs periodic reviews to evaluate fees against cost of service •Goal of policy is to balance cost recovery and public benefit 50 ITEM 9: PRELIMINARY FY23-24 BUDGET INFLUENTIAL FACTORS IN COST RECOVERY •Community-wide vs. individual benefit •Effect of pricing on demand for services •Comparability with other communities •Low cost recovery: 0% -30% •Mid cost recovery: 31% -80% •High cost recovery: 81% -100% 51 ITEM 9: PRELIMINARY FY23-24 BUDGET COST RECOVERY CHANGES •236 fees outside policy range •168 fees increasing to policy range •12% median cost recovery increase •74 fees increasing 15% or more •51 fees decreasing to policy range 52 ITEM 9: PRELIMINARY FY23-24 BUDGET NEW FEES •Environmental impact assessment fee •Storm Water Quality Management plan fee •Special third-party, multiple or recurring inspection fee •Complex plumbing permits for private utilities fee •Sign collection fee •Streetlight engineering fee 53 ITEM 9: PRELIMINARY FY23-24 BUDGET AMBULANCE FEE STUDY •City Council received informational report on May 16, 2023 •Study completed and finalized in May 2023 •Compliant with Proposition 26 •Proposes single flat rate of $2,600 for Advanced and Basic Life Support services •Proposed increases make Carlsbad slightly above regional average 54 ITEM 9: PRELIMINARY FY23-24 BUDGET AMBULANCE FEE COMPARISON –CY22 $0.00 $500.00 $1,000.00 $1,500.00 $2,000.00 $2,500.00 $3,000.00 $3,500.00 $4,000.00 $4,500.00 $5,000.00 Coronado Carlsbad Barona Vista Oceanside Escondido San Marcos Sycuan N. County Fire El Cajon National City San Diego City Borrego Springs San Diego County FPD Pala Rincon Bonita Chula Vista Imperial Beach San Miguel La Mesa Alpine Rural County (Mercy) Valley Center Viejas Lemon Grove Poway Carlsbad SD County Average I I I -I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I -I I I -I I I -I I I • I I I • I I I I I I I I I I I I I I I ... I I 56 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM 57 5-YEAR PLAN Total 44 Projects $33.71 million •Plan for technology investment like investment in physical infrastructure •Rolling five-year program •Comprehensive and transparent •Update based Council approvals, goals and priorities •Ability to respond to ever changing technology with continuous improvement and evaluation OBJECTIVES 58 ITEM 9: PRELIMINARY FY23-24 BUDGET REVIEW PROCESS PROJECT SUBMITTAL IT REVIEW DEVELOPMENT TEAM REVIEW EXECUTIVE REVIEW CITY COUNCIL CONSIDERATION 59 111 PROJECTS BY GOAL 60 45% 8%5%4% 38% Data-driven decision making Access and transparency Civic engagement Security and sustainability Communitywide digital transformation ITEM 9: PRELIMINARY FY23-24 BUDGET • HOW FUNDING WORKS FY24 FY25 FY26 FY27 FY28 Project Complete $.5 M $1.2 M $.7 M -----$2.3 M City Council “appropriates” this funding City Council approves this schedule of funding when approving the program each year 61 ITEM 9: PRELIMINARY FY23-24 BUDGET $3.61 M 10 ongoing projects $1.05 M 7 new projects -$90k 2 removed projects $4.57 M $5 M $0 FY 24 FUNDING REQUEST *Completed projects no longer included62 ITEM 9: PRELIMINARY FY23-24 BUDGET COMPLETED PROJECTS Business process documentation Exploration Hub A/V upgrade ServiceNow service portal Timekeeping system upgrade* Digital engagement and analytics pilot program *Estimated for completion before fiscal year end 2022-23 TOTAL COST: $637,000 ITEM 9: PRELIMINARY FY23-24 BUDGET REMOVED PROJECTS Next generation online catalog Returning funded amount of $40,000 Electronic patient care reporting Fire will continue using existing solution Returning funded amount of $50,000 64 TOTAL SAVED: $90,000 ITEM 9: PRELIMINARY FY23-24 BUDGET CO N T I N U I N G P R O J E C T S Prior Years FY 2023-24 FY 2025-28 Total 900,000$ 1,500,000$ 2,000,000$ 4,400,000$ 5,025,584 500,000 500,000 6,025,584 45,916 130,000 - 175,916 150,000 150,000 - 300,000 50,000 15,353 - 65,353 200,000 - 1,692,000 1,892,000 18,000 70,000 - 88,000 725,000 100,000 400,000 1,225,000 790,000 978,142 5,135,000 6,903,142 70,000 70,000 280,000 420,000 450,000 100,000 400,000 950,000 - - 75,000 75,000 405,000 - 100,000 505,000 30,000 - 140,000 170,000 - - 550,000 550,000 198,000 - 50,000 248,000 61,000 - 23,000 84,000 9,118,500$ 3,613,495$ 11,345,000$ 24,076,995$ Total - Additional Funding Requested Utility Billing Automation Data Governance and Operational Analytics Discovery Management Assessment Meter Data Management/Utility Analytics Civic Engagement with Open Data Virtual Permitting Counter (OpenCounter) Facility Security Master Plan Patron Print/Copy Management Audio Visual Upgrades Annual Hardware and Infrastructure Replacement Professional Technical Services for Data Project Delivery Cyber Security Program Development Projects Consolidation & Replacement of Core Systems Digital Information Network Fleet Telematics Business Process Automation Regulatory Water Usage Analytics (Operating Funds) 65 CONSOLIDATION & REPLACEMENT OF CORE SYSTEMS Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 900,000 $ 1,500,000 $ 2,000,000 $ -$ -$ -$ 4,400,000 •Multi-year project •Consolidate 20 core systems •Completed in-depth requirements gathering •Request for proposal in progress •FY24 request $1,500,000 •FY24-27 request $2,000,00 (estimated) 66 DIGITAL INFORMATION NETWORK •Council approval Dec 2019 •Expansion to support Traffic and SCADA networks •FY24 request $500,000 •FY24-27 request $500,000 Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 5,025,584 $ 500,000 $ 500,000 $ -$ -$ -$ 6,025,584 67 FLEET TELEMATICS •Solution to provide real-time information about the operation of city fleet vehicles •Ensure safety, track vehicle health, and improve security •FY24 request $130,000 Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ 45,916 $ 130,000 $ -$ -$ -$ -$ 175,916 68 "a-'8 @>~~ 69 NE W P R O J E C T S P'rojects FY 2023-24 FY 20~5-28 Total Exp I oration Hub Upgr ad e s 43,,600 s -s 43,600 RJ ID Rep lacement -600,.000 600,000 Staff Ma n aged Prin t 700,000 800,.000 1,.5 00,000 Past Perte et Upgrad e/Migration 5,,000 -5,000 Tightrope -35,000 35,000 Faci li ty Mo ni torin g and Analyt ics 100,,000 150,.000 250,000 Pe rn1 it Process Aut on1ation -400,000 400,000 Record Digit izatio n 100,000 100,000 200,000 Expa nsion ofYardi 30,,000 -30,000 Remo te Ho ld Pickup Locke r -40,.000 40 000 J' Con1n1a nd Cent ra l A/V In fra st u ct u re -200,.000 200,000 Payn1e nt Works 68,,600 -68,600 Poli ce Body Cam era Replacen1e nt -500,.000 500,000 Poli ce In -car Video Re pl ace me nt -550,.000 550,000 Poli ce Records Mlanagern ent Migration -200,000 200,000 Major In cid e nt/Spe cia l Event Ma nage n1e nt Syste n1 -20,000 20,000 Po li ce Mobil e De vice IOS Tra nsition -5,000 5,000 Tota l INe w Pro je ct s s 1,047,200 s 3,600,000 s 4,.647,200 Nle·w Pro jects -TICF s 1,003,,600 s 3,600,.000 s 4,603,600 Nlew Pro jects -IT Rep lacement Fun d 43,,600 -43,600 Tota l Ne -v;1 Pro je cts s 1,047,.200 s 3,600,.000 s 4,647,200 FACILITY MONITORING/ANALYTICS Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ -$ 100,000 $ 50,000 $ 50,000 $ 50,000 $ -$ 250,000 •Software to monitor conditions and space utilization at city facilities. •FY24 request $100,000 •FY25-27 request $150,000 (estimated) 70 ITEM 9: PRELIMINARY FY23-24 BUDGET ~ 11111 (<9>) STAFF MANAGED PRINT Prior Year Req FY23-24 Est FY24-25 Est FY25-26 Est FY26-27 Est FY27-28 Total TIC Fund $ -$ 700,000 $ -$ -$ -$ 800,000 $ 1,500,000 •Replace existing leased printers that are beyond end of life •Reduce overall number of printers •$80,000 annual savings •FY24 request $700,000 •FY25 -28 request $800,000 (estimated) 71 ITEM 9: PRELIMINARY FY23-24 BUDGET • I I 72 $2.8 M $22.2 M $12.7 M $12.3 M Starting balance 5 years funding and interest Planned spending Remaining in FY28 BALANCE PROJECTION ITEM 9: PRELIMINARY FY23-24 BUDGET 73 CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT PROGRAM •Focus on maintaining high quality infrastructure to improve quality of life •Includes major infrastructure assets •Construction, rehabilitation or replacement above and below ground •15-year funding plan •Budget appropriated by fiscal year 74 ITEM 9: PRELIMINARY FY23-24 BUDGET HOW CIP FUNDING WORKS FY24 FY25 FY26 FY27 FY28 Project Complete $.5 M $1.2 M $.7 M -----$2.3 M City Council “appropriates” this funding City Council approves this schedule of funding when approving the Capital Improvement Program each year 75 ITEM 9: PRELIMINARY FY23-24 BUDGET FY24 REQUEST $97.7 MILLION $43 $80 $97.7 0 20 40 60 80 100 120 FY23 Appropriation FY24 Projection FY24 Request 76 ITEM 9: PRELIMINARY FY23-24 BUDGET REASONS FOR INCREASE $2.7 M in new projects $12.3 M inflation/scope changes/market driven cost increases 77 ITEM 9: PRELIMINARY FY23-24 BUDGET FY24 Request {city of Carlsbad 78 FY24 MAIN PROJECT TYPES “M&O” Maintaining what we have 28% 64% “Capital projects” Building something new 79 Transportation29%Utilities22% Parks & Recreation 47% Facilities2% FY24 PROJECT TYPES ITEM 9: PRELIMINARY FY23-24 BUDGET 60 62 45 41 FY24 PROJECTS* 80 * Includes citywide projects and projects in more than one district Oceanside District 1 District 2 District 3 District 4 . ··. Vista ,--, San Marcos Nonosa.t• OPERATING BUDGET IMPACTS •Projects in service within next 5 years •Estimated impacts to operating budget based on industry standard •Increases in General Fund transfers to Lighting and Landscape District 1 •Information included in budget book per GFOA standards 81 ITEM 9: PRELIMINARY FY23-24 BUDGET ONGOING OPERATING EXPENSES FY24 $3,800 State Street EV charging stations FY25 FY26 FY27 FY28 $79,600 Public Works storage facility $800,000 Veterans Memorial Park $19,300 Barrio street lighting $595,200 Orion Center $31,000 Carlsbad Blvd pedestrian lighting $18,900 Village lighting $1.5 Million New ongoing General Fund operating expenses 82 SIGNIFICANT CHANGES •FY23 mid-year requests •Streamlining and schedule adjustments •FY24 increases $500,000 and greater •Removed projects 83 ITEM 9: PRELIMINARY FY23-24 BUDGET FY23 MID-YEAR ADJUSTMENTS Project Amount Funding Source Trieste Slope Repair (6107)$362,600 GCC Palomar Airport Waterline Realignment (5055) $23,000 Water Replacement Carlsbad Blvd Pedestrian Improvements (6097) $833,788 Gas Tax Temp Fire Station 7 (4091) $200,000 PFF Police & Fire HQ (4715) $529,292 GCC, IRF 84 ITEM 9: PRELIMINARY FY23-24 BUDGET COMPLETED PROJECTS •Project account can be closed in accounting system •Returns funds to original funding source 85 ITEM 9: PRELIMINARY FY23-24 BUDGET Completed project Balance Dove Library Parking Lot Renovation $172,612 Drainage Management Plan (Country Store)$0 El Camino Real and College Boulevard Intersection Improvements $55,645 Fire Station 2 Replacement $207,684 Leo Carrillo Ranch Roof Repairs $129,080 Maerkle Reservoir Floating Cover Replacement $1,496,059 Palomar Airport Road/Paseo Del Norte Left Turn Lane $17,701 Palomar Airport Road/Paseo Del Norte Right Turn Lane $35,151 Poinsettia Lane Reach E Cassia to Skimmer Court $401,345 Recycled Water Phase III Pipelines $5,886 Temporary Fire Station 7 $452,637 Traffic Control Improvements -Poinsettia Lane and Cassia Road $4,431 Traffic Control Improvements -Poinsettia Lane and Oriole Court $4,078 $3 MILLION RETURNED TO FUNDS 86 REMOVED PROJECTS $578,257 Returned to funds Avenida Encinas / Palomar Airport Road Pedestrian Access $75,000 Left Turn Lane Extensions $350,000 Traffic Signal Operations Modifications $153,257 87 ITEM 9: PRELIMINARY FY23-24 BUDGET INNOVATIVE SOLUTIONS SAVE MONEY Fire Administration Offices Police & Fire Headquarters FY24 request: $4.15 million Consolidates public safety administration + Temporary EOC location at Faraday Emergency Operations Center Reconfiguration $19 Million Cost avoided 88 COST INCREASES* Project FY24 Increase Village and Barrio Traffic Circles 500,000 Beach Access Repair and Upgrades -Pine Avenue to Tamarack 700,000 (IRF) Beach Access Repair and Upgrades -Pine Avenue to Tamarack 700,000 (GCC) Desalinated Water Flow Control Facility No. 5 758,000 Maerkle Facility Improvements 800,000 Tyler Street Traffic Circulation 900,000 Faraday and El Camino Real Sewer Replacement -Orion to Palomar Airport Road 1,100,000 Schulman Auditorium and Cannon Art Gallery 1,300,000 Senior Center Repairs and Roof Replacement 1,310,000 Fleet Fuel Island Upgrade 1,600,000 Police and Fire Headquarters Renovation 1,723,000 (GCC) Police and Fire Headquarters Renovation 2,427,000 (IRF) Veteran's Memorial Park (All Quadrants)36,084,750 *Greater than $500,000 89 PROJECT FUNDING MOVED FROM FUNDING MOVED TO Buena Interceptor Sewer Access Road Improvements FY24 FY25 Buena Interceptor Sewer Improvements FY24 FY26 Buena Interceptor Sewer Realignment -East Segment FY24 FY28 Camino De Los Coches and La Costa Ave Intersection Control FY24 FY26 DMP Facility BFB-U (El Camino Real)FY24 FY25 El Fuerte Lift Station Pump Addition FY24 FY25 Grand Avenue Promenade FY24 FY26 Hydroelectric Generation at Water Facilities FY24 FY27 Kelly Drive Channel Repair FY24 FY25 La Costa Avenue Traffic Improvements FY24 FY27 90 PENDING RESOURCE AVAILABILITY PROJECT FUNDING MOVED FROM FUNDING MOVED TO Las Palmas Trunk Sewer FY24 FY27 Maerkle Reservoir Transmission Main FY24 FY27 Ocean Street Reconfiguration Concepts Study FY24 FY25 Orion Center FY24 FY25 Roadway Slope Stabilization FY24 FY25 Tri-Agency Water Transmission Pipeline Replacement FY24 FY27 Utility Undergrounding Program Study FY24 FY25 Village H South Off Leash Dog Area and Trail Segment 5B FY24 FY28 Vista Carlsbad Interceptor -Buena Vista Lift Station Improvements FY24 FY26 Vista Carlsbad Interceptor -Reach VC3 FY24 FY25 Vista/Carlsbad Interceptor -Point Repair Reaches (VC13 & VC14) FY24 FY25 91 PENDING RESOURCE AVAILABILITY (CONT.) PROPOSED NEW PROJECTS Total FY24 request: $2.7 million District Project FY24 Funding Request Funding Source 1,2,3 Carlsbad Boulevard Roadway Configuration $2,000,000 IRF 1 Carlsbad Village Dr Reconfiguration (I-5 to Carlsbad Bl)$350,000 GCC 2 Fire Station 7 $100,000 GCC TBD Public Works Storage Facility $99,000 GCC Citywide Traffic Signal Cabinet Upgrades $180,000 GCC 92 5-YEAR STRATEGIC PLAN PRIORITY PROJECTS •Approximately 57 projects identified •$80.2 million investment in next 5 years 93 PLAN 2023 -2027 (city of Carlsbad lfstim:a 1571 380] 5SO:I 15, Yeu Capital lmpro,vemen Di',l'l,a n,i d P,oj, ct Sch du .. ~[ps,,,11!r") ~ .,.. "'· :e ti! "I ir,;i 522.0!!9.000 5J.0300(!CIO "' 11 11. a s .. - PROJECTS COMING SOON FY27 $2.5 MChestnut Complete Street I-5 to Railroad FY28 FY29 $9 M Grand Avenue Promenade $50 M -$80 MMaerkleSolar Project $5 MSouth Carlsbad Boulevard Realignment (design and permitting) $19 M Fire Station 7 $10 M $16.5 M Business Park Recreational Facility (Zone 5 Park) 94 Orion Complex Energy Storage $25.5 M Monroe Street Pool FY26 0 0 0 0 TRAFFIC IMPACT FEE In 5 years: -$6.44 million 95 ITEM 9: PRELIMINARY FY23-24 BUDGET TRAF IC IM I ACT FEES (Tl F) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 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 15,260,829 Total Revenues N/A 1,535,630 1,727,498 1,048,745 284,944 15,260,829 CAPITAL PROJECTS Avenida Encinas Coastal Rail Trai l 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 t o East Bound Alga Road 438,000 El Camino Real Widening -Arena I Road to La Costa Avenue 3,250,001 Melrose Drive Right Turn Lane to West Bound Palomar Airport Road 911,002 Palomar Airport Road and College Boulevard Improvement s 1,295,499 Sidewalk/Street Construction Program 3,800,000 3,725,000 Terramar Area Coastal Improvements 6,650,005 Traffic Impact Fee Funds to CFD #1 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 $(1,412,274) $(5,753,529)$(5,558,585)$(5,366,447)$(3,930,364) -8000K -6000K -4000K -2000K K 2M 4M 6M FY24 FY25 FY26 FY27 FY28 Traffic Impact Fee Ending Fund Balance Budget Request -2000K K 2M 4M 6M FY24 FY25 FY26 FY27 FY28 Gas Tax Ending Fund Balance Budget Request -5000K K 5M 10M 15M 20M 25M 30M FY24 FY25 FY26 FY27 FY28 Public Facilities Fund (PFF) Ending Fund Balance Budget Request Gas Tax Traffic Monitoring Program Sidewalk/Street Construction Program Carlsbad Village Dr. Widening – Pontiac to Victoria El Camino Real Widening – Arenal to La Costa (partial) Public Facilities FeeValley and Magnolia Complete Streets PROJECT FUNDING 96 - -- FY 2023-24PRELIMINARY OPERATING BUDGET FY 2023-24PRELIMINARY BUDGET Questions and feedback Set the public hearing for June 13, 2023